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☐
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REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934
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☒
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ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
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For the fiscal year ended December 31, 2019
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☐
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TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934
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☐
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SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15 (d) OF THE SECURITIES EXCHANGE ACT OF 1934
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Date of event requiring this shell company report
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For the transition period from to .
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Title of each class
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Trading Symbol(s)
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Name of each exchange on which registered
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Ordinary Shares, par value NIS 1.00 per share
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ICL
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The New York Stock Exchange
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Title of Class
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Number of Shares Outstanding
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Ordinary shares
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[1,280,350,942]
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PART I
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Page
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33
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116
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149
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177
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183
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188
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188
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198
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206
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PART II
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206
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206
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206
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208
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208
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208
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209
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209
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209
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209
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211
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211
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211
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211
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FS-1
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Bromine
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A chemical element used as a basis for a wide variety of uses and compounds, and mainly as a component in flame retardants or fire prevention
substances. Unless otherwise stated, the term “bromine” refers to elemental bromine.
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CDP
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Carbon Disclosure Project - A non-profit leading organization in the greenhouse gas emissions reporting field.
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CFR
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Cost and freight. In a CFR transaction, the prices of goods to the customer includes, in addition to FOB expenses, marine shipping costs and
all other costs that arise after the goods leave the seller’s factory gates and up to the destination port.
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CLP
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Classification, Labeling and Packaging of Substances and Mixtures– EU regulation.
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CPI
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The Consumer Price Index, as published by the Israeli Central Bureau of Statistics.
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CRU
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Intelligence company providing information on global mining, metal and fertilizers market.
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Dead Sea Bromine Company
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Dead Sea Bromine Company Ltd., included in Industrial Products segment.
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DAP
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Diammonium Phosphate - a fertilizer containing nitrate and phosphorus oxide.
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EPA
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US Environmental Protection Agency.
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FAO
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The Food and Agriculture Organization of the United Nations.
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FOB
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Free on board expenses are expenses for overland transportation, loading costs and other costs, up to and including the port of origin. In an
FOB transaction, the seller pays the FOB expenses and the buyer pays the other costs from the port of origin onwards.
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ICL Haifa (Fertilizers & Chemicals)
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Fertilizers and Chemicals Ltd., included in Innovative Ag Solutions segment.
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GHG
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Greenhouse gases – air emissions contributing to climate change.
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Granular
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Fertilizer having granular particles.
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ICL Boulby
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A United Kingdom company included in the Potash segment.
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ICL Iberia (Iberpotash)
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Iberpotash S.A., a Spanish company included in Potash segment.
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IC
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Israel Corporation Ltd.
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ICL Dead Sea (DSW)
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Dead Sea Works Ltd., included in Potash segment.
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ICL Magnesium (DSM)
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Dead Sea Magnesium Ltd., included in Potash segment.
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ICL Neot Hovav
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Subsidiaries in the Neot Hovav area in the south of Israel, including facilities of Bromine Compounds Ltd. Included in Industrial Products
segment.
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ICL Rotem
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Rotem Amfert Negev Ltd., included in Phosphate Solutions segment.
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IFA
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The International Fertilizers Industry Association, an international association of fertilizers manufacturers.
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ILA
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Israel Land Authority.
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IMF
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International Monetary Fund.
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K
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The element potassium, one of the three main plant nutrients.
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KNO3
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Potassium Nitrate, soluble fertilizer containing N&P used as a stand-alone product or as a key component of some water-soluble blends.
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KOH
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Potassium hydroxide 50% liquid.
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MGA
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Merchant grade phosphoric acid.
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MoE
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Israel Ministry of Environmental Protection.
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N
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The element nitrogen, one of the three main plant nutrients.
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NPK
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Complex fertilizer comprised primarily of 3 primary nutrients (N,P,K).
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NYSE
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The New York Stock Exchange.
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P
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The element phosphorus, one of the three main plant nutrients, which is also used as a raw material in industry.
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Phosphate
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Phosphate rock that contains the element phosphorus. Its concentration is measured in units of P2O5.
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Polyhalite
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A mineral marketed by ICL under the brand name Polysulphate™, composed of potash, sulphur, calcium, and magnesium. Used in its natural form as
a fully soluble and natural fertilizer, which is also used for organic agriculture and as a raw material for production of fertilizers.
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Polymer
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A chemical compound containing a long chain of repeating units linked by a chemical bond and created by polymerization.
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Potash
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Potassium chloride (KCl), used as a plant’s main source of potassium.
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P2O5
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Phosphorus pentoxide.
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P2S5
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Phosphorus pentasulfide.
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REACH
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Registration, Evaluation, Authorization and Restriction of Chemicals, a framework within the European Union.
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Salt
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Unless otherwise specified, sodium chloride (NaCl).
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S
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Sulphur – a chemical used for the production of sulfuric acid for sulfate and phosphate fertilizers,
and other chemical processes.
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Soluble NPK
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Soluble fertilizer containing the three basic elements for plant development (nitrogen, phosphorus and potash).
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Standard
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Fertilizer having small particles.
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Tami
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Tami (IMI) Research and Development Institute Ltd., the central research institute of ICL.
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TASE
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Tel Aviv Stock Exchange, Ltd.
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USDA
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United States Department of Agriculture.
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WPA
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White Phosphoric Acid, purified from MGA.
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Urea
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A white granular or prill solid fertilizer containing 46% nitrogen.
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YTH/YPC
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The Chinese partner in the Company’s joint venture YPH in China.
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4D
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Clean green phosphoric acid, used as a raw material for purification processes.
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For the Year Ended December 31,
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|||||
2019
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2018
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2017
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2016
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2015
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US$ millions, except for the share data
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Sales
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5,271
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5,556
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5,418
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5,363
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5,405
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Gross profit
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1,817
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1,854
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1,672
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1,660
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1,803
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Operating income (loss)
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756
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1,519
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629
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(3)
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765
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Income (loss) before income taxes
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628
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1,364
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505
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(117)
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668
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Net income (loss) attributable to the shareholders of the Company
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475
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1,240
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364
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(122)
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509
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Earnings (loss) per share (in dollars) :
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|||||
Basic earnings (loss) per share
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0.37
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0.97
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0.29
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(0.10)
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0.40
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Diluted earnings (loss) per share
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0.37
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0.97
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0.29
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(0.10)
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0.40
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Weighted average number of ordinary shares outstanding:
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|||||
Basic (in thousands)
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1,278,950
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1,277,209
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1,276,072
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1,273,295
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1,271,624
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Diluted (in thousands)
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1,282,056
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1,279,781
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1,276,997
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1,273,295
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1,272,256
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Dividends declared per share (in dollars)
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0.22
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0.18
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0.13
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0.18
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0.28
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As at December 31,
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|||||
2019
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2018
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2017
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2016
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2015
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US$ millions
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Statements of Financial Position Data :
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|||||
Total assets
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9,173
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8,776
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8,714
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8,552
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9,077
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Total liabilities
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5,112
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4,861
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5,784
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5,893
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5,889
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Total equity
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4,061
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3,915
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2,930
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2,659
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3,188
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• |
Geological and mining conditions and/or effects of prior mining that may not be fully identified/assessed within the available data or that
may differ from those based on experience;
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Assumptions concerning future prices of products, operating costs, mining technology improvements, development costs and reclamation costs;
and
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Assumptions concerning future effects of regulation, including the issuance of required permits and taxes imposed by governmental agencies.
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Difficulties and costs associated with complying with a wide variety of complex laws, treaties and regulations, including the U.S. Foreign
Corrupt Practices Act (the “FCPA”), the UK. Bribery Act of 2010 and Section 291A of the Israeli Penal Law;
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Unexpected changes in regulatory environments and Increased government ownership and regulation in the countries in which we operate;
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Political and economic instability, including civil unrest, inflation and adverse economic conditions resulting from governmental attempts to
reduce inflation, such as imposition of higher interest rates and wage and price controls;
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Public health crises, such as pandemics and epidemics; and
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The imposition of tariffs, exchange controls, trade barriers, new taxes or tax rates or other restrictions, including the current trade
dispute between the US and China.
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Some government incentive programs may be discontinued, expire or be cancelled;
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Governments may initiate new legislation or amend existing legislation in order to impose additional and/or increased fiscal liabilities on
our business, such as additional royalties, natural resource taxes or required investments, as has occurred in Israel;
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The applicable tax rates may increase;
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We may no longer be able to meet the requirements for continuing to qualify for some incentive programs;
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Such incentive programs and tax benefits may be unavailable at their current levels;
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Upon the expiration of a particular benefit, we may not be eligible to participate in a new program or qualify for a new tax benefit that
would offset the loss of the expiring tax benefit.
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Changes in trade agreements between countries, such as in the trade agreements between the United States and China.
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Changes in international taxation laws as may be adopted by several countries we operate in, or sell to, may result in additional taxes being
imposed on our operations.
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The composition of our Board of Directors (other than external directors, as described under “Item 6 - Directors, Senior Management and
Employees— C. Board Practices— External Directors”);
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Mergers, acquisitions, divestitures or other business combinations;
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Future issuances of ordinary shares or other securities;
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Amendments to our Articles of Association, excluding provisions of the Articles of Association that were determined by virtue of the Special
State Share; and
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Dividend distribution policy.
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Expiration or termination of licenses and/or concessions;
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General stock market conditions;
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Decisions by governmental entities that affect us;
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Variations in our and our competitors’ results of operations;
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Changes in earnings estimates or recommendations by securities analysts; and
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General market conditions and other factors, including factors unrelated to our operating performance.
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In February 2020, the Company completed the acquisition of Growers Holdings, Inc., an innovator in the field of process and data-driven
farming. For additional information see "Item 5 – Operating and Financial Review and Prospects – C. Research and Development, Patents and Licenses, etc. – Research and Development".
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In March 2018, the Company completed the sale transaction of the fire safety and oil additives businesses, for a total consideration of $1,010
million, of which $953 million is in cash and $57 million is in the form of a long-term loan to a subsidiary of the buyer.
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In 2017, the Company completed the sale of its holdings in IDE Technologies Ltd.,
constituting 50% of IDE’s share capital.
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In 2016, ICL completed the sale of Clearon (chlorine-based biocide activities in
USA).
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• |
In 2015, ICL, together with YPC, completed the formation of YPH JV. YPH JV’s
activities include operation of a phosphate rock mine and other phosphate operations. In January 2016, ICL completed the
investment in 15% of the issued and outstanding share capital on a fully diluted basis of YTH (Chinese traded company which holds YPH JV together with ICL).
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Access to one of the world’s richest, longest‑life and lowest‑cost sources of potash and bromine (the Dead Sea).
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Two potash mines and processing facilities in Spain. The Company is in the process of consolidating the operations in Spain into one site.
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Bromine compounds processing facilities located in Israel, the Netherlands and China.
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A unique integrated phosphate value chain, from phosphate rock mines in Israel and in China to our value‑added downstream products in Israel,
Europe, the United States, Brazil and China. Our specialty phosphates serve the food industry by providing texture and stability solutions to the meat, meat alternatives, poultry, sea food, dairy and bakery markets and many industrial
markets such as metal treatment, water treatment, oral care, carbonated drinks, asphalt modification, paints and coatings and more.
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Vast Polysulphate® resources in the United Kingdom.
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Production of tailor-made, highly-effective specialty fertilizers offering both improved value to the grower and precise nutrition which is
essential for plant development, optimization of crop yields and reduced environmental impacts.
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A focused and highly experienced group of technical experts developing production processes, new applications, formulations and products for
our agricultural and industrial markets.
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An extensive global logistics and distribution network with operations in over 30 countries.
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Unique
portfolio of mineral assets. ICL benefits from access to one of the world’s richest, longest‑life and lowest‑cost resources of potash and bromine. ICL’s access to these resources is based on an exclusive concession from the State of Israel for extraction of minerals from the Dead Sea. ICL also holds licenses to mine potash and salts from underground mines with vast resources in Spain. ICL is the only global producer of polyhalite, a mineral used as
fertilizer and consisting potassium, Sulphur, calcium and magnesium. In addition, ICL has access to phosphate rock in the Negev Desert based on mining licenses from the State of Israel and it holds a license for mining phosphates in
China. Access to these assets provides ICL with a consistent, reliable supply of raw materials, allowing for large scale-production and supporting ICL’s integrated value chain of specialty, value added products.
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Diversification
into higher value‑added specialty products leveraging ICL’s integrated business model. ICL’s integrated production processes are based on a synergistic value chain that
allows it to both efficiently convert raw materials into value‑added downstream products and to utilize the by‑products. For example, in phosphates, ICL utilizes its backward
integration to produce specialty phosphates used in the food industry and for industrial applications. These businesses benefit from higher growth rates, higher margins and lower volatility compared to commodity phosphates. In
addition, as a by‑product of the potash production at the Dead Sea, ICL generates brines with the highest bromine concentration globally. ICL’s bromine‑based products serve various industries such as the electronics, construction, oil
and gas and automotive industries.
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Leading
positions in markets with high entry barriers. ICL obtains leadership positions in many of the key markets in which it operates. It is the clear leader in the bromine market,
with 40% of market capacity, about third of production as well as most of the excess capacity in the market. In the potash market the Dead Sea operations has a leading competitive positions and according to CRU, the Dead Sea is among
the 3 most competitive potash suppliers to China, India and Brazil. ICL also has the largest market share in specialty phosphates in the combined markets of North America, Europe and Latin America and is the sole producer of
Polysulphate®. ICL has leadership positions in additional product lines such as phosphorous-based flame retardants, PK fertilizers in Europe and soluble phosphate‑based fertilizers.
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Strategically
located production and logistics assets. ICL benefits from the proximity of its facilities, both in Israel and Europe, to developed economies (Western Europe) and emerging
markets (such as China, India and Brazil). For example, in Israel, ICL ships from two seaports: The Port of Ashdod (with access to Europe and South America) and the Port of Eilat (with access to Asia, Africa and Oceania). As a result
of their geographical positions, access to these two ports provides ICL with two distinctive advantages versus its competitors: (1) it has lower plant gate‑to‑port, ocean
freight, and transportation costs from ports to target markets, which lower its overall cost structure; and (2) it has faster time to markets due to its proximity to end‑markets, allowing it to opportunistically fill short lead‑time
orders, strengthening its position with its customers. In addition, ICL is the sole producer with the ability to transport potash and phosphates from the same port (which it does in Israel). ICL’s sales are balanced between emerging
markets (approximately 41% of 2019 sales) and developed economies (approximately 59% of 2019 sales).
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Strong
cash generation and closely monitored capital allocation approach. Continuous focus on cash
generation, optimization of the capital expenditures (CAPEX) and working capital as well as the implementation of efficiency measures enabled the Company to generate operating cash flow of $992 million in 2019, an increase of 60%
compared to 2018. These cash flows were used in accordance with the Company’s strict approach in connection with allotment of equity, whereby the Company examines, on an ongoing basis, the work plan and its investments. ICL's capital
allocation approach balances between driving its long‑term value creation through investments in its growth, providing a solid dividend yield while aiming to maintain an investment grade rating (at least BBB- by S&P and Fitch). On
February 12, 2020, the Company’s Board of Directors resolved to extend the Company's current dividend policy of a payout ratio of up to 50% of annual adjusted net income,
until further notice. In respect to 2019 adjusted net income, the Company declared total dividends in the amount of $238 million, reflecting a dividend yield rate of approximately 3.7% (based on the average share price for the year).
See “Item 8 - Financial Information— A. Consolidated Statements and Other Financial Information— Dividend policy”.
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Professional expertise and culture of collaboration and determination. ICL’s operations are managed by an international management team with extensive industry experience. ICL develops leaders with strong experience in their fields in order to drive
change and innovation within the Company. ICL focuses on nurturing and empowering talent through a global platform of qualification, collaboration and communication that
reinforces innovation.
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Sub-business line
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Product
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Primary Applications
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Primary End‑Markets
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Flame retardants
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Bromine-, Phosphorus- and magnesium Based Flame Retardants
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Additives used in plastic, building materials and textile production
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Electronics, automotive, building and construction, furniture and textiles
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Industrial solutions
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Elemental Bromine
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Chemical reagent
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Tire manufacturing, pharmaceuticals and agro
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Phosphorus-Based Industrial Compounds
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Fire resistant fluids in turbines & power generation hydraulic systems and phosphorus-based inorganic intermediates
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Power plants and agro
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Organic Bromine Compounds
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Insecticides, solvents for chemical synthesis and chemical intermediates
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Pharmaceuticals and agro
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Clear Brines
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Oil and gas drillings
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Oil and gas
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Merquel
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Mercury emission control
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Emission control in coal‑fired power plants
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Bromine‑Based Biocides
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Water treatment and disinfection
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Swimming pools, cooling towers, paper plants and oil and gas drillings
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Specialty minerals
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Magnesia Products
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Pharma and food, transformer steel, catalysts, fuel and oil additives.
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Food additives, multivitamins, transformer steel, automotive rubber and plastic, health care
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Solid MgCl2, KCl
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Deicing, food, oil drilling, pharma
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Deicing, sodium replacement, KCl for drugs. multivitamins, oil drilling companies, small industrial niche markets
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• |
The relatively low average cost of potash production at the Dead Sea by using the sun as a solar energy source in the evaporation process.
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Logistical advantages due to its geographical location, access to nearby ports in Israel and Europe and relative proximity to its customers,
which are reflected in particularly competitive marine and overland shipping costs and delivery times.
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Climate advantages due to the hot and dry climate of the Dead Sea that enable the Company to store, at very low cost, a large quantity of
potash in an open area thereby allowing it to constantly produce at Sodom at full capacity, independent of fluctuations in global potash demand.
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Our mine in Spain is one of the last mines in Western Europe.
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• |
Currently, ICL is the sole producer of Polysulphate® worldwide.
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• |
The ability to increase production at a relatively low capital expenditure.
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• |
The Polysulphate® and Polysulphate®-based fertilizers, customized to meet the needs of different crops and soil types, maximize yield and
allow more precise and efficient applications.
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• |
Polysulphate® contributes to and follows the main market trends in the fields of increased nutrient-use efficiency, low carbon footprint and
organic fertilizers.
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• |
PotashpluS – a compressed mixture of Polysulphate® and potash. The product includes potassium, sulphur, calcium and magnesium and is marketed
by the Potash segment. In 2019, the Company made a significant sales rump up and plans a further quantity increase in 2020.
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• |
PKpluS – a unique combination of phosphate, potash and Polysulphate®. In 2019, the Company, through the Phosphate Solutions segment, increased
significantly PKpluS sales and plans to continue with this trend in 2020.
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• |
NovaPhos – ensures an effective supply of slow-release phosphorus, calcium, magnesium and micronutrients for crops, specifically tailored for
use in acidic soil.
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• |
NPS – a nitrogen-phosphate fertilizer compounded with sulphur, which provides exceptional effectiveness for the enhancement of a wide range of
crops through the combination of these three nutrients in one product.
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• |
PK+Micronutrients – a tailor-made fertilizer, with precise micronutrient composition for the specific type of crop.
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• |
An integrated value chain uses the phosphate rock mined in Israel (ICL Rotem) as well as in China (YPH JV) for the production of its green
phosphoric acid, which serves mainly as a raw material for the production of the segment's products and for the production of ICL's specialty fertilizers business products.
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• |
Logistical advantages due to the segment's geographical location and diversification, close proximity to ports in Israel and Europe and
relative proximity to its customers.
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• |
ICL is a global fertilizer producer that is able to combine potash and phosphate fertilizers in the same shipment, which enables it to service
smaller customers, particularly in Brazil and the United States.
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• |
The segment enjoys a competitive advantage in the specialty phosphates field deriving from product features, quality, service, technical
application support, a global manufacturing footprint and a very broad product line.
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• |
The YPH JV provides an integrative phosphate platform in China with better access to the Chinese market. In addition, the segment enjoys a
competitive cost advantage with respect to its phosphate activities due to access to low‑cost phosphate rock with long‑term reserves. In 2019 the JV constructed a food-grade
phosphoric acid facility, which is scheduled to produce commercial quantities in 2020.
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• |
Controlled‑release fertilizers (CRF) allow accurate release of nutrients over time. CRFs have a special coating that allows prolonged release
of nutrients over several weeks and up to 18 months - compared to regular fertilizers that dissolve in the soil and are immediately available but therefore leach partially in the soil. ICL Innovative Ag Solutions has leading global
brand-name products such as, Osmocote, Agroblen and Agrocote. Osmocote is the most used controlled‑release fertilizers by ornamental growers worldwide. The brand is known to deliver high quality ornamental plants due to its consistent
release of nutrients and unique patterned and programmed release technologies. ICL continues to invest in new technologies as well as field trials to test and confirm the high reliability of its products. During the past few years, ICL
developed several new technologies such as the “Dual Coating Technology” (which optimizes the release to ornamental plants) and the “E-Max Release Technology” (a new coating technology with improved release characteristics, mainly for
urea). Furthermore, ICL is also selling slow‑release fertilizers (SRF) which, due to their low solubility and
hydrolysis, release nutrients slowly (generally up to a period of two months). Main markets for this fertilizers are in the Turf and Amenity markets.
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|
• |
Soluble fertilizers, which are fully water‑soluble, and fully‑soluble NPK compound fertilizers, are commonly used for fertilization through
drip irrigation systems to optimize fertilizer efficiency in the root zone to maximize yields. These fully soluble fertilizers are sometimes also used for foliar applications. ICL's well-known brands for fertigation are Peters,
Universol, Agrolution, NovaNPK and Novacid. ICL develops specific formulations for different applications and circumstances. There are specific formulations for specific crops, greenhouses and/or open fields, as well as for different
water types.
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• |
ICL is also selling ‘Straight fertilizers’ which are crystalline, free‑flowing and high purity phosphorus soluble fertilizers such as MKP, MAP
and PeKacid. Key brands are NovaPeak & NovaMAP. PeKacid is the only solid highly acidifying, water soluble fertigation product that contains both phosphorus and potassium.
The product is ideal for specific water conditions where an acidifying effect is required as well as keeping the dripping lines clean.
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|
• |
Liquid fertilizers are used for intensive agriculture and are integrated in irrigation systems (mainly drip systems). The product line
includes mostly tailor‑made formulations designed for specific soil & water/climate conditions and crop needs.
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|
• |
Peat, a growing medium for various crops, where generally controlled‑release fertilizers and plant‑protection products are mixed in. Specific
formulations of growing media are designed for specific plant needs, such as greenhouse bedding plants and outdoor nurseries. A well-known ICL brand is the “Levington” brand. Inclusion of growing media products in the portfolio in the
UK allows ICL to offer an effective total solution to its customers.
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• |
Water conservation and soil conditioning products are new product lines developed by ICL's IAS segment. Water conservation products are used
in professional turf to keep water in the root-zone. Key brands are H2Flo and H2Pro. These products significantly reduce irrigation requirements. This new technology is also used in agriculture to allow better water availability around
the root-zone of the crops.
|
|
• |
A strong, efficient and integrated supply chain with in-house access to high quality raw materials, such as phosphate and potash, which is
based on an extensive product portfolio and multi-location production.
|
|
• |
Unique R&D and product development activities, creating a strong platform for future growth in controlled-release fertilizers,
fertigation, foliar soluble fertilizers, enhanced nutrients, water efficiency and innovative next generation products.
|
|
• |
Added value production process technology – custom-made formulations to meet our customers’ unique needs.
|
|
• |
Highly skilled global agronomic sales team providing professional advice, consultation and distributor loyalty.
|
|
• |
Full product portfolio (one-stop shop).
|
|
• |
ICL’s well-known and leading brands.
|
|
• |
European Ecodesign E-Display regulation published by the European Commission on December 5, 2019, is aiming to ban the use of halogenated
flame retardants in electronic display enclosures (mainly used in large screen TVs) beginning in mid-2021.
|
|
• |
Tetrabromobisphenol A (TBBPA or TBBA) flame retardant, is under review as part of the Chemicals Regulation in Europe (REACH). The results of
the review are expected in 2021. During 2018, TBBPA was nominated for review under the European directive on the restriction of the use of certain hazardous substances in electrical and electronic equipment (RoHS). The draft assessment
was published on December 5, 2019 and was open for an eight-week consultation period. The draft report includes a proposal to restrict TBBPA for its additive uses in plastics for EE&E
(Electric and Electronic Equipment). ICL reviewed the draft assessment with its scientific and technical experts and formally responded to the consultation in collaboration with other stakeholders.
|
|
• |
Ammonium Bromide: Sweden has filed a dossier supporting proposed classification as reproductive toxin category 1B under the Classification,
Labelling & Packaging (CLP) EU Regulation.
|
|
• |
Additional specific products of the Industrial Products segment are in the process of evaluation under the Chemical Regulation in the EU
(REACH). For some products, there are draft or final decisions by ECHA to perform more studies, a process that will take a few years until the evaluation is completed. Other products are in the process of evaluation under the Biocides
Products Regulation (BPR).
|
|
• |
Israel: under the Israeli Dead Sea Concession Law, 1961, as amended in 1986 (the “Concession Law”), we have lease rights until 2030 for the
salt and carnallite ponds, pumping facilities and productions plants at Sodom. We have other production facilities in Israel, situated on land with a long‑term lease, including the plants at Mishor Rotem, the Oron and Zin sites of
Phosphate Solutions segment (the Company has been working to extend the Oron plant lease agreement since 2017, by exercising the extension option provided in the agreement. As of the date of the report, the agreement is under an
extension process), production facilities at Naot Hovav of Industrial Products segment (leased until 2024-2048), as well as production, storage and transportation facilities
together with chemicals and research laboratories at Kiryat Ata that belong to Innovative Ag Solutions segment (leased until 2046‑2049). We also use warehouses and loading and unloading sites at the Ashdod (leased until 2030) and Eilat
ports (negotiations are underway to extend the agreement).
|
|
• |
Europe:
|
|
• |
North and South America:
|
|
• |
Asia:
|
Property Type
|
Location
|
Size (square feet)
|
Products
|
Owned/Leased
|
Plant
|
Mishor Rotem, Israel
|
27,094,510
|
Phosphate Solutions products
|
Owned on leased land
|
Plant
|
Mishor Rotem, Israel
|
10,763,910
|
Industrial Products products
|
Owned on leased land
|
Plant
|
Neot Hovav, Israel
|
9,601,591
|
Industrial Products products
|
Owned on leased land
|
Plant
|
Zin, Israel
|
8,484,123
|
Phosphate Solutions products
|
Owned on leased land
|
Plant
|
Kiryat Ata, Israel
|
6,888,903
|
Innovative Ag Solutions products
|
Leased
|
Plant
|
Oron, Israel
|
4,413,348 (not including phosphate reserve)
|
Phosphate Solutions products
|
Owned on leased land
|
Plant
|
Sodom, Israel
|
13,099,679 (not including ponds and Magnesium factory)
|
Potash products
|
Owned on leased land
|
Plant
|
4,088,800
|
Magnesium products (Potash segment)
|
Owned on leased land
|
|
Plant
|
2,326,060
|
Industrial Products products
|
Owned on leased land
|
|
Conveyor belt
|
1,970,333
|
Transportation facility for Potash
|
Owned on leased land
|
|
Pumping station
|
920,314
|
Pumping station for Potash segment
|
Owned on leased land
|
|
Plant
|
667,362
|
Industrial Products products
|
Owned on leased land
|
|
Power plant
|
645,856
|
Power and steam production for Potash segment
|
Owned on leased land
|
Warehouse and loading facility
|
Ashdod, Israel
|
664,133
|
Warehouse for Potash and Phosphate Solutions products
|
Leased
|
Headquarters
|
Beer Sheva, Israel
|
199,132
|
Company headquarters
|
Owned and leased
|
Plant
|
Mishor Rotem, Israel
|
430,355
|
Phosphate Solutions products
|
Owned on leased land
|
Warehouse and loading facility
|
Eilat, Israel
|
152,557
|
Warehouse for Potash and Phosphate Solutions products
|
Leased
|
Headquarters
|
Tel Aviv, Israel
|
25,318
|
Company headquarters
|
Leased
|
Plant
|
Catalonia, Spain
|
48,491,416
|
Mines, manufacturing facilities and warehouses for Potash
|
Owned
|
Plant
|
Totana, Spain
|
2,210,261
|
Innovative Ag Solutions products
|
Owned
|
Plant
|
Cartagena, Spain
|
209,853
|
Innovative Ag Solutions products
|
Owned
|
Warehouse and loading facility
|
Cartagena, Spain
|
184,342
|
Storage for Innovative Ag Solutions products
|
Leased
|
Plant
|
Jiaxing, China
|
828,017
|
Industrial Products products
|
Owned on leased land
|
Plant
|
Shan Dong, China
|
692,045
|
Industrial Products products
|
Owned on leased land
|
Plant
|
Kunming, Yunnan, China
|
458,394
|
Production Plant of Phosphate Solutions
|
Owned on leased land
|
Plant
|
Lian Yungang, China
|
358,793
|
Industrial Products products
|
Owned on leased land
|
Plant
|
Kunming, Yunnan, China
|
290,420
|
Phosphate Solutions products
|
Owned on leased land
|
Pumping station
|
Kunming, Yunnan, China
|
2,231
|
A pumping station for Phosphate Solutions
|
Owned on leased land
|
Peat Moor
|
Nutberry and Douglas Water, United Kingdom
|
17,760,451
|
Peat mine -Innovative Ag Solutions
|
Owned
|
Plant
|
Cleveland, United Kingdom
|
13,239,609
|
Polysulphate products (Potash segment)
|
Owned
|
Warehouse and loading facility
|
Cleveland, United Kingdom
|
2,357,296
|
Polysulphate products (Potash segment)
|
Leased
|
Peat Moor
|
Creca, United Kingdom
|
4,305,564
|
Peat mine - Innovative Ag Solutions
|
Leased
|
Plant
|
Nutberry, United Kingdom
|
322,917
|
Innovative Ag Solutions products
|
Owned
|
Plant
|
Daventry, United Kingdom
|
81,539
|
Innovative Ag solutions products
|
Owned and leased
|
Plant
|
Terneuzen, the Netherlands
|
1,206,527
|
Industrial Products products
|
Owned
|
Plant
|
Heerlen, the Netherlands
|
481,802
|
Innovative Ag solutions products
|
Owned and leased
|
Plant
|
Amsterdam, the Netherlands
|
349,827
|
Phosphate Solutions products and logistics center
|
Owned on leased land
|
European Headquarters
|
Amsterdam, the Netherlands
|
59,055
|
European Company headquarters
|
Leased
|
Plant
|
Gallipolis Ferry, West Virginia, United States
|
1,742,400
|
Industrial Products products
|
Owned
|
Plant
|
Lawrence, Kansas, United States
|
179,689
|
Phosphate Solutions products
|
Owned
|
Plant
|
Carondelet, Missouri, United States
|
172,361
|
Phosphate Solutions products
|
Owned
|
Plant
|
North Charleston, South Carolina, United States
|
100,000
|
Innovative Ag solutions products
|
Leased
|
Plant
|
Summerville, South Carolina, United States
|
40,000
|
Innovative Ag solutions products
|
Leased
|
US headquarters
|
St. Louis, Missouri, United States
|
45,595
|
US Company headquarters
|
Leased
|
Plant
|
Ludwigshafen, Germany
|
2,534,319
|
Phosphate Solutions products and Infrastructure
|
Leased
|
Plant
|
Ladenburg, Germany
|
1,569,764
|
Phosphate Solutions products
|
Owned
|
Plant
|
Bitterfeld, Germany
|
514,031
|
Industrial Products products
|
Owned
|
Plant
|
Hemmingen, Germany
|
175,042
|
Phosphate Solutions products
|
Owned
|
Plant
|
Cajati, Brazil
|
413,959
|
Phosphate Solutions products
|
Owned
|
Plant
|
Sao Jose dos Campos, Brazil
|
Phosphate plant: 137,573 Blending plant: 80,729
|
Phosphate Solutions products
|
Owned on (free of charge) leased land
|
Plant
|
Belgium
|
128,693
|
Innovative Ag solutions products
|
Owned
|
Plant
|
Calais, France
|
546,290
|
Industrial Products products
|
Owned
|
Plant
|
Bandırma, Turkey
|
375,187
|
Phosphate Solutions products
|
Owned
|
Plant
|
Hartberg, Austria
|
692,937
|
Phosphate Solutions products
|
Owned
|
Plant
|
Heatherton, Australia
|
64,583
|
Phosphate Solutions products
|
Leased
|
Israel
|
Total in Israel
|
Out of Israel
|
Total
|
||
Year Ended December 31,
|
$ millions
|
2019
|
82
|
20*
|
102
|
3
|
105
|
2018
|
71
|
62*
|
133
|
4
|
137
|
2017
|
64
|
68*
|
132
|
4
|
136
|
Year Ended December 31,
|
|||
2019
|
2018
|
2017
|
Millions of tonnes produced
|
7
|
8
|
7
|
Grade (% P2O5 before/after beneficiation)
|
26/32
|
26/32
|
26/32
|
Year Ended December 31,
|
|||
2019
|
2018
|
2017
|
|
thousands of tonnes
|
thousands of tonnes
|
thousands of tonnes
|
Phosphate Rock
|
2,807
|
3,550
|
3,332
|
Green Phosphoric Acid
|
567
|
560
|
575
|
Fertilizers
|
1,033
|
988
|
957
|
White Phosphoric Acid
|
134
|
162
|
148
|
MKP
|
66
|
70
|
68
|
Year Ended December 31,
|
|||
2019
|
2018
|
2017
|
Sallent
|
|||
Ore processed (in millions of tonnes)
|
1
|
2
|
2
|
Grade (% KCl)
|
23%
|
23%
|
23%
|
Suria
|
|||
Ore processed (in millions of tonnes)
|
3
|
2
|
2
|
Grade (% KCl)
|
24%
|
25%
|
24%
|
Total
|
|||
Ore processed (in millions of tonnes)
|
4
|
4
|
4
|
Year Ended December 31,
|
|||
2019
|
2018*
|
2017
|
Potash Ore (millions of tonnes)
|
-
|
1
|
1
|
Grade (% KCl)
|
-
|
35%
|
36%
|
Grade (% insoluble)
|
-
|
9%
|
11%
|
Year Ended December 31,
|
|||
2019
|
2018
|
2017
|
Polyhalite Ore (millions of tonnes)
|
0.6
|
0.4
|
0.5
|
Year Ended December 31,
|
||||
2019
|
2018
|
2017
|
Millions of tonnes produced
|
2.15
|
2.15
|
1.95
|
Grade (% P2O5 before/after beneficiation)
|
20.7/28.98
|
20.7/28.98
|
21.3/29.6
|
Year Ended December 31,
|
||||
2019
|
2018
|
2017
|
||
thousands of tonnes
|
thousands of tonnes
|
thousands of tonnes
|
Phosphate Rock
|
1,524
|
1,725
|
1,545
|
Green Phosphoric Acid
|
637
|
635
|
572
|
Fertilizers
|
516
|
621
|
335
|
White Phosphoric Acid (TG)
|
64
|
65
|
61
|
|
• |
Proven (measured) reserves. Reserves for which (1) quantity is computed from information
received from explorations, channels, wells and drillings; grade and/or quality are computed from the results of detailed sampling and (2) the sites for inspection, sampling and measurement are spaced so closely to each other so that
the geologic character is well defined so the size, shape, depth and mineral content of reserves can be reliably determined.
|
|
• |
Probable (indicated) reserves. Reserves for which quantity and grade and/or quality are computed from information similar to that used for
proven (measured) reserves, but the sites for survey, sampling, and measurement are further apart or are otherwise less efficiently spaced. The degree of assurance, although lower than that for proven (measured) reserves, is high enough
to assume continuity between points of observation.
|
Category
|
White Phosphate
|
Low Organic Phosphate
|
High Organic Phosphate
|
Bituminous Phosphate
|
Recoverable Reserves
|
Average Grade
|
|
(millions of tonnes)
|
(%P2O5)
|
Rotem
|
Proven
|
-
|
10
|
-
|
10
|
% 26
|
|
Zin
|
Proven
|
-
|
13
|
15
|
3
|
31
|
% 25
|
Oron
|
Proven
|
12
|
4
|
-
|
16
|
% 23
|
|
Total (Proven) (1)
|
12
|
27
|
15
|
3
|
57
|
|
(1) |
Amounts may not add up due to rounding.
|
|
• |
Low-organic phosphate—1.7 million tonnes per year
|
|
• |
High-organic phosphate—1.1 million tonnes per year
|
|
• |
Bituminous phosphate—0.3 million tonnes per year
|
Mine
|
Reserve Category
|
Millions of tonnes
|
Average Grade (% KCl)
|
Cabanasses
|
Proven
|
15
|
25%
|
Probable
|
52
|
28%
|
|
Total Proven and Probable
|
67
|
27%
|
|
Vilafruns
|
Proven
|
6
|
23%
|
Probable
|
-
|
-
|
|
Total Proven and Probable
|
6
|
23%
|
|
Total (1)
|
Proven and Probable
|
73
|
27%
|
Category
|
Low Organic Phosphate
|
Average Grade
|
|
(millions of tonnes)
|
(% P2O5)
|
Block 1
|
Proven
|
3
|
21%
|
Block 2
|
Proven
|
5
|
21%
|
Block 3
|
Proven
|
29
|
22%
|
Block 4
|
Proven
|
16
|
22%
|
Total (Proven)
|
53
|
For the Year Ended December 31,
|
||||
2019
|
2018
|
2017
|
||
US$ millions
|
Operating income
|
756
|
1,519
|
629
|
Capital gain (1)
|
-
|
(841)
|
(54)
|
(Reversal of) impairment losses on fixed assets (2)
|
(10)
|
19
|
32
|
Provision for early retirement and dismissal of employees (3)
|
-
|
7
|
20
|
Provision (reversal) for legal proceedings (4)
|
7
|
31
|
25
|
Provision for prior periods waste removal and site closure costs (5)
|
7
|
18
|
-
|
Total adjustments to operating income
|
4
|
(766)
|
23
|
Adjusted operating income
|
760
|
753
|
652
|
Net income attributable to the shareholders of the Company
|
475
|
1,240
|
364
|
Total adjustments to operating income
|
4
|
(766)
|
23
|
Adjustments to finance expenses (6)
|
-
|
10
|
-
|
Total tax impact of the above operating income & finance expenses adjustments
|
-
|
(7)
|
(4)
|
Tax assessment and deferred tax adjustments (7)
|
-
|
-
|
6
|
Total adjusted net income - shareholders of the Company
|
479
|
477
|
389
|
|
(1) |
Capital gain relating to sale of businesses and gain from consolidation and deconsolidation of businesses. In 2017,
capital gain from IDE divestiture, capital gain from the deconsolidation of Allana Afar in Ethiopia and additional consideration received regarding earn-out of 2015 divestitures. In 2018, capital gain from the sale of the Fire Safety
and Oil Additives (P2S5) businesses. See also – Note 8 to our Audited Financial Statements.
|
|
(2) |
Impairment in value, write down of assets and reversal of impairment loss. In 2017, relating to impairment of an
intangible asset in Spain, write-down of an investment in Namibia and impairment of assets in China and the Netherlands. In 2018, write-off of Rovita’s assets following its divestment and write-off of an intangible asset regarding a
specific R&D project related to ICL’s phosphate-based products. In 2019, due to an agreement for the sale of assets, a partial reversal of impairment loss related to assets in Germany which was incurred in 2015. See also – Note 12
to our Audited Financial Statements.
|
|
(3) |
Provision
for early retirement and dismissal of employees in accordance with the Company’s comprehensive global efficiency plan in its production facilities throughout the group. In 2017, provisions relating to ICL Rotem’s facilities in Israel,
and to subsidiaries in North America (Everris NA Inc.) and Europe (Everris International B.V and BK Giulini GmbH). In 2018, provision relating to the Company’s facility in the United Kingdom (ICL Boulby) due to the transition to sole production of Polysulphate®. See also – Note 17 to our Audited Financial Statements.
|
|
(4) |
Provision
for legal proceedings. In 2017, a provision following the judgement relating to a dispute with the National Company for Roads in Israel regarding damage caused to bridges by DSW, a provision following a decision of the European
Commission concerning past grants received by a subsidiary in Spain, a provision relating to claims for damages related to the contamination of the water in certain wells at the Suria site in Spain, a provision in connection with
prior periods in respect of royalties’ arbitration in Israel, reversal of the provision for retroactive electricity charges in connection with prior periods, and settlement of the dispute with Great Lakes (a
subsidiary of Chemtura Corporation). In 2018, an increase of a provision in connection with prior periods in respect of royalties’ arbitration in Israel, partly offset by a VAT refund related to prior periods in Brazil
(2002-2015). In 2019, an increase of the provision in connection with the finalization of the royalties’ arbitration in Israel relating to prior periods, partly offset by a decrease in the provision relating to legal claims in Spain.
See also – Note 19 to our Audited Financial Statements.
|
|
(5) |
Provision for prior periods waste removal and site closure costs. An increase of the provision for the Sallent site closure costs as part of the restoration solution in 2018 and 2019, together with an increase
of the provision for the removal of prior periods waste in bromine production facilities in Israel in 2019. See also – Note 19 to our Audited Financial Statements.
|
|
(6) |
Interest and linkage expenses, mainly in connection with the royalties’ arbitration in Israel and tax assessments in Belgium relating to prior periods. In 2017, provision in light of a decision of
the European Commission above and income following the resolution of the Appeals Court for Tax matters in Belgium. In 2018, increase of provision related to the royalties’ arbitration in Israel. See also – Note 16 and Note 19 to
our Audited Financial Statements.
|
|
(7) |
In 2017, tax provision as a result of an internal transaction in preparation of low
synergy business divestitures (it should be noted that the capital gain from the divestment of the Fire Safety and Oil Additives (P2S5) businesses was adjusted in 2018) and tax income relating to the resolution
of the Appeals Court for Tax matters in Belgium. See also – Note 8 and Note 16 to our Audited Financial Statements.
|
For the Years Ended December 31,
|
%
Increase
|
||
2019 | 2018 |
(Decrease)
|
|
$ millions
|
$ millions
|
Sales
|
5,271
|
5,556
|
(5%)
|
Cost of sales
|
3,454
|
3,702
|
(7%)
|
Gross profit
|
1,817
|
1,854
|
(2%)
|
Selling, transport and marketing expenses
|
767
|
798
|
(4%)
|
General and administrative expenses
|
254
|
257
|
(1%)
|
Research and development expenses
|
50
|
55
|
(9%)
|
Other expenses
|
30
|
84
|
(64%)
|
Other income
|
(40)
|
(859)
|
(95%)
|
Operating income
|
756
|
1,519
|
(50%)
|
Finance expenses, net
|
129
|
158
|
(18%)
|
Share in earnings of equity-accounted investees
|
1
|
3
|
(67%)
|
Income before income taxes
|
628
|
1,364
|
(54%)
|
Provision for income taxes
|
147
|
129
|
14%
|
Net income
|
481
|
1,235
|
(61%)
|
Net income attributable to the shareholders of the Company
|
475
|
1,240
|
(62%)
|
Earnings per share attributable to the shareholders of the Company:
|
|||
Basic earnings per share (in dollars)
|
0.37
|
0.97
|
(62%)
|
Diluted earnings per share (in dollars)
|
0.37
|
0.97
|
(62%)
|
Sales
|
Expenses
|
Operating income
|
||
$ millions
|
YTD 2018 figures
|
5,556
|
(4,037)
|
1,519
|
|
Total adjustments YTD 2018*
|
-
|
(766)
|
(766)
|
|
Adjusted YTD 2018 figures
|
5,556
|
(4,803)
|
753
|
|
Divested businesses
|
(50)
|
47
|
(3)
|
|
Adjusted YTD 2018 figures (excluding divested businesses)
|
5,506
|
(4,756)
|
750
|
|
Quantity
|
(293)
|
187
|
(106)
|
|
Price
|
171
|
-
|
171
|
|
Exchange rates
|
(113)
|
80
|
(33)
|
|
Raw materials
|
-
|
(4)
|
(4)
|
|
Energy
|
-
|
23
|
23
|
|
Transportation
|
-
|
(9)
|
(9)
|
|
Operating and other expenses
|
-
|
(32)
|
(32)
|
|
Adjusted YTD 2019 figures
|
5,271
|
(4,511)
|
760
|
|
Total adjustments YTD 2019*
|
-
|
(4)
|
(4)
|
|
YTD 2019 figures
|
5,271
|
(4,515)
|
756
|
|
|
− |
Sales – The Company's
sales decreased by $285 million compared to 2018. The decrease derives mainly from lower sales volumes of potash, mainly due to weak market environment, lack of shipments to China due to the delay in the signing of new supply
contracts and as a result of the one-month shutdown for the Dead Sea facilities upgrade. Sales volumes of bromine-based flame retardants also decreased as the antidumping petition against ICL's magnesium business in the U.S.
(resolved in December 2019) resulted in lower magnesium production, impacting bromine production due to lower chlorine availability. Facility shutdown also impacted bromine production and its availability for the production of
bromine compounds.
In addition, a decrease was recorded in sales volumes of phosphorus‑based flame retardants, phosphate fertilizers and phosphate specialties products, mainly dairy
proteins and acids, partly offset by an increase in quantities sold of green phosphoric acid and bromine‑based industrial solutions (see 'quantity' above).
Additional negative impacts were related to exchange rate fluctuations (see 'exchange rate' above), mainly the appreciation of the average exchange rate of the
shekel against the dollar, which increased operational costs and the devaluation of the average exchange rate of the euro against the dollar, which decreased revenues more than it contributed to operational cost‑saving. In addition,
the divestiture of the Fire Safety, Oil Additives and Rovita businesses negatively impacted sales volumes (see 'Divested businesses' above).
The decrease was partly offset mainly by a $8 increase in the average realized price per tonne of potash compared to the corresponding period last year, an increase
in the selling prices of phosphate specialties products (as part of the "value over volume" strategy) and specialty agriculture products, together with a positive price
impact throughout most of the Industrial Products segment's business-lines (see 'price' above).
|
|
− |
Cost of sales – The cost of sales decreased by $248 million compared to 2018. The decrease derives mainly from lower quantities sold of potash, phosphorus-based flame retardants, bromine-based
flame retardants, phosphate fertilizers and phosphate specialties products (see ‘Quantity’ above), together with the effect of exchange rates fluctuations, mainly from the
devaluation in the average exchange rates of the euro and the Chinese yuan against the dollar, which contributed to operational cost-saving (see ‘Exchange rate’ above). Additional savings is related to the decrease in electricity
costs following the activation of the new power station in Sodom during the second half of 2018 (see 'Energy' above) and by lower consumed phosphate rock prices in China and lower consumed sulphur prices (see 'Raw Materials' above).
In addition, the divestiture of the Fire Safety, Oil Additives and Rovita businesses contributed to the decrease in the cost of sales (see 'Divested businesses' above).
This decrease was partly offset by higher costs of acids acquired from external sources and an increase in the prices of various raw materials used for products of
the Innovative Ag Solutions segment (see 'Raw Materials' above).
|
|
− |
Selling and
marketing – Selling and marketing expenses decreased by $31 million compared to 2018. The decrease derives mainly from a decrease in the quantities sold (see
'Quantity' above), partly offset by an increase in marine transportation prices (see ‘Transportation’ above).
|
|
− |
General and
administrative – General and administrative expenses decreased by $3 million compared to 2018. The Company continued to decrease the low level of general and
administrative expenses following the efficiency measures implemented in recent years.
|
|
− |
Research and
Development – Research and development expenses decreased by $5 million compared to 2018.
|
|
− |
Other income, net – Other income, net, decreased by $765 million compared to 2018. The decrease derives mainly from capital gain recorded from the sale transaction of the Fire Safety and Oil Additives
businesses in 2018 (see ‘Adjustments to reported operating and net income – Non-GAAP financial measures’ above).
|
Year Ended December 31,
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Europe
|
1,885
|
1,970
|
Asia
|
1,423
|
1,488
|
North America
|
910
|
978
|
South America
|
668
|
712
|
Rest of the world
|
385
|
408
|
Total
|
5,271
|
5,556
|
Asia – The decrease derives mainly from a decrease in the quantities sold of potash and dairy proteins, a decrease in the selling prices and quantities of phosphate fertilizers sold, together with the negative impact of the devaluation in the average exchange rate of the Chinese yuan against the dollar. The decrease was partly offset by an increase in the quantities sold of elemental bromine, green phosphoric acid, specialty agriculture products and phosphate rock.
2019
|
2018
|
|
$ millions
|
$ millions
|
Total Sales
|
1,318
|
1,296
|
Sales to external customers
|
1,307
|
1,281
|
Sales to internal customers
|
11
|
15
|
Segment profit
|
338
|
300
|
Depreciation and Amortization
|
67
|
63
|
Capital Expenditures – Implementation of IFRS16
|
8
|
-
|
Capital Expenditures – Ongoing
|
66
|
50
|
Year Ended December 31,
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Europe
|
469
|
473
|
Asia
|
399
|
399
|
North America
|
351
|
347
|
South America
|
55
|
21
|
Rest of the world
|
33
|
41
|
Total
|
1,307
|
1,281
|
Sales
|
Expenses
|
Operating profit
|
||
$ millions
|
YTD 2018 figures
|
1,296
|
(996)
|
300
|
|
Quantity
|
(28)
|
18
|
(10)
|
|
Price
|
65
|
-
|
65
|
|
Exchange rates
|
(15)
|
9
|
(6)
|
|
Raw materials
|
-
|
(3)
|
(3)
|
|
Energy
|
-
|
1
|
1
|
|
Transportation
|
-
|
(3)
|
(3)
|
|
Operating and other expenses
|
-
|
(6)
|
(6)
|
|
YTD 2019 figures
|
1,318
|
(980)
|
338
|
|
- |
Quantity – The negative impact on the segment’s operating profit was primarily related to a decrease in the quantities sold of phosphorus-based flame retardants, bromine-based flame retardants and
phosphorus-based industrial solutions. This was partly offset by an increase in the quantities of bromine-based industrial solutions sold.
|
|
- |
Price – The positive impact on the segment’s operating profit was primarily related to an increase in the selling prices of bromine-based industrial solutions, phosphorus-based flame
retardants, bromine-based flame retardants and specialty minerals products.
|
|
- |
Exchange rate – The unfavorable impact on the segment’s operating profit was primarily related to the devaluation in the average exchange rate of the euro against the dollar, which decreased the
segment's revenue more than it contributed to operational cost-saving.
|
|
- |
Operating and other
expenses – The negative impact on the segment’s operating profit was primarily related to an income recorded in the corresponding period last year relating to changes
in pension liabilities.
|
2019
|
2018
|
|
$ millions
|
$ millions
|
Total sales
|
1,494
|
1,623
|
Potash sales to external customers
|
1,081
|
1,280
|
Potash sales to internal customers
|
100
|
79
|
Other and eliminations*
|
313
|
264
|
Gross profit
|
643
|
696
|
Segment profit
|
289
|
315
|
Depreciation and Amortization
|
149
|
141
|
Capital Expenditures – Implementation of IFRS16
|
95
|
-
|
Capital Expenditures – Ongoing
|
383
|
356
|
Average realized price (in $)**
|
286
|
278
|
Year Ended December 31,
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Asia
|
469
|
518
|
Europe
|
357
|
396
|
South America
|
327
|
406
|
North America
|
93
|
107
|
Rest of the world
|
84
|
54
|
Total
|
1,330
|
1,481
|
Sales
|
Expenses
|
Operating profit
|
||
$ millions
|
YTD 2018 figures
|
1,623
|
(1,308)
|
315
|
|
Quantity
|
(174)
|
94
|
(80)
|
|
Price
|
63
|
-
|
63
|
|
Exchange rates
|
(18)
|
14
|
(4)
|
|
Energy
|
-
|
24
|
24
|
|
Transportation
|
-
|
(3)
|
(3)
|
|
Operating and other expenses
|
-
|
(26)
|
(26)
|
|
YTD 2019 figures
|
1,494
|
(1,205)
|
289
|
|
- |
Quantity
– The negative impact on the segment’s operating profit is mainly as a result of a shutdown for upgrade at ICL's Dead Sea facilities (of almost one month), together with lack of shipments to China, due to the delay in the signing of new
supply contracts, as well as weak global demand. This decrease was partly offset by an increase in the quantities of Polysulphate® sold.
|
|
- |
Price
– The positive impact on the segment’s operating profit derives mainly from an increase in potash selling prices (an increase of $8 in the average potash realized price per tonne compared to the corresponding period last year).
|
|
- |
Exchange rate – The
unfavorable impact on the segment’s operating profit derives mainly from the devaluation in the average exchange rate of the euro against the dollar, which decreased revenue and the appreciation in the average exchange rate of the
shekel against the dollar, which increased operational costs. This negative impact was partly offset by the devaluation in the average exchange rate of the euro and the British pound against the dollar, decreasing operational costs.
|
|
- |
Energy – The positive impact
on the segment’s operating profit derives mainly from a decrease in electricity costs due to the activation of the new power station in Sodom during the second half of 2018.
|
|
- |
Operating and other expenses – The negative impact on the segment’s operating profit derives mainly from higher operating costs due to ICL's Dead Sea facilities upgrade, higher operating costs due to the activation of the new salt plant
in Spain, higher depreciation costs and income from the sale of ICL Boulby’s EUA (European Union Emissions Allowance) surplus recorded last year. This negative impact was partly offset by lower labor costs and an income related to
changes in pension liabilities.
|
Thousands of Tonnes
|
2019
|
2018
|
Production
|
4,159
|
4,880
|
Total sales (including internal sales)
|
4,130
|
4,895
|
Closing inventory
|
414
|
385
|
|
- |
Production – In 2019, potash production was 721 thousand tonnes lower than in 2018. This decrease was due to lower production at ICL’s Dead Sea facilities, the shift to Polysulphate®
production at ICL Boulby in mid-2018 and lower production at ICL Iberia.
|
|
- |
Sales – The quantity of potash sold in 2019
was 765 thousand tonnes lower than in 2018, primarily due to a decrease in potash sales to Brazil, China and India.
|
2019
|
2018
|
|
$ millions
|
$ millions
|
Total Sales
|
1,980
|
2,099
|
Sales to external customers
|
1,901
|
2,001
|
Sales to internal customers
|
79
|
98
|
Segment profit
|
100
|
113
|
Depreciation and Amortization
|
177
|
172
|
Capital Expenditures – Implementation of IFRS16
|
113
|
-
|
Capital Expenditures – Ongoing
|
213
|
180
|
Year Ended December 31,
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Europe
|
698
|
696
|
Asia
|
437
|
465
|
North America
|
370
|
405
|
South America
|
263
|
264
|
Rest of the world
|
133
|
171
|
Total
|
1,901
|
2,001
|
Sales
|
Expenses
|
Operating profit
|
||
$ millions
|
YTD 2018 figures
|
2,099
|
(1,986)
|
113
|
|
Divested businesses
|
(16)
|
19
|
3
|
|
YTD 2018 figures (excluding divested businesses)
|
2,083
|
(1,967)
|
116
|
|
Quantity
|
(80)
|
67
|
(13)
|
|
Price
|
33
|
-
|
33
|
|
Exchange rates
|
(56)
|
36
|
(20)
|
|
Raw materials
|
-
|
4
|
4
|
|
Energy
|
-
|
(4)
|
(4)
|
|
Transportation
|
-
|
(1)
|
(1)
|
|
Operating and other expenses
|
-
|
(15)
|
(15)
|
|
YTD 2019 figures
|
1,980
|
(1,880)
|
100
|
|
- |
Divested businesses – results of operations of the Rovita business, which was divested in the third quarter of 2018.
|
|
- |
Quantity
– The negative impact on the segment's operating profit derives mainly from a decrease in sales volumes of phosphate fertilizers and phosphate specialties products, mostly dairy proteins and acids, partly offset by an increase in the quantities of green phosphoric acid sold.
|
|
- |
Price – The segment benefited from a positive price impact throughout most of the phosphate specialties products, partly offset by a decrease in the selling prices of phosphate commodities products.
|
|
- |
Exchange
rate – The unfavorable impact on the segment’s operating profit derives mainly from the devaluation in the average exchange rate of the euro and the Chinese yuan against the dollar, which decreased revenue more than it contributed
to operational cost-saving.
|
|
- |
Raw
materials – The positive impact on the segment’s operating profit derives mainly from lower consumed phosphate rock prices in China and lower consumed sulphur prices, partly offset by higher costs of acids acquired from external
sources.
|
|
- |
Operating and other expenses – The negative impact on the segment’s operating profit derives mainly from higher operating costs in Israel and higher depreciation expenses.
|
2019
|
2018
|
|
$ millions
|
$ millions
|
Total Sales
|
717
|
741
|
Sales to external customers
|
699
|
719
|
Sales to internal customers
|
18
|
22
|
Segment profit
|
21
|
29
|
Depreciation and Amortization
|
21
|
19
|
Capital Expenditures – Implementation of IFRS16
|
9
|
-
|
Capital Expenditures – Ongoing
|
21
|
15
|
Year Ended December 31,
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Europe
|
332
|
359
|
Asia
|
118
|
105
|
North America
|
95
|
97
|
South America
|
23
|
21
|
Rest of the world
|
131
|
137
|
Total
|
699
|
719
|
Sales
|
Expenses
|
Operating profit
|
||
$ millions
|
YTD 2018 figures
|
741
|
(712)
|
29
|
|
Quantity
|
(13)
|
10
|
(3)
|
|
Price
|
14
|
-
|
14
|
|
Exchange rates
|
(25)
|
22
|
(3)
|
|
Raw materials
|
-
|
(10)
|
(10)
|
|
Energy
|
-
|
1
|
1
|
|
Transportation
|
-
|
(2)
|
(2)
|
|
Operating and other expenses
|
-
|
(5)
|
(5)
|
|
YTD 2019 figures
|
717
|
(696)
|
21
|
|
- |
Quantity – The negative impact on the segment's operating profit was primarily related to a decrease in sales volumes of specialty agriculture products, mostly chemicals and liquid NPK.
|
|
- |
Price – The positive impact on the segment's operating profit was primarily related to an increase in the selling prices of chemicals and straight fertilizers.
|
|
- |
Exchange rate – The unfavorable impact on the segment's operating profit was primarily related to the devaluation in the average exchange rate of the euro against the dollar, which decreased revenue
more than it contributed to operational cost-saving.
|
|
- |
Raw materials – The negative impact on the segment's operating profit was primarily related to a price increase in most of the segment's raw materials, mainly NPK fertilizers.
|
|
- |
Operating and other
expenses – The negative impact on the segment's operating profit was primarily related to higher operating costs.
|
Year Ended December 31,
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Net cash provided by operating activities
|
992
|
620
|
Net cash provided by (used in) investing activities
|
(525)
|
331
|
Net cash used in financing activities
|
(490)
|
(894)
|
|
• |
New
flame retardants for printed wire boards: Development of new phosphorus‑based solutions for PWB according to new emerging demands from the market, for example, Polyquel® P100. This is a polymeric halogen free flame-retardant active
ester curing agent for epoxy laminates with superior performance which is in the market development stage.
|
|
• |
Flame
retardants for polyurethanes: development of new phosphorus‑based solutions and integrated phosphorus/bromine solutions as flame retardants for the polyurethane market (flexible and rigid foam). for example: the VeriQuel™ F series,
new flexible halogen free active flame retardant for flexible polyurethane being launched to the market and VeriQuel™R100, new reactive
phosphorus-based flame retardant for rigid insulation foams in building and construction markets.
|
|
• |
Textiles & Adhesives: Continuing development & sales of TexFRons® series. Sustainable & durable flame-retardant
products for textile & adhesives replacing former flame‑retardant products. The series include polymeric flame retardants that are "Oeko‑Tex®" certified that also allow ATO free FR solutions.
|
|
• |
Energy storage: continued development of bromine‑based energy storage solutions for Br-Battery companies, using diverse
compounds.
|
|
• |
Biocides: continued development of new materials for water treatment and prevention of biofilm in industrial water cooling
systems and pulp & paper plants.
|
|
• |
Phosphorus‑based products: development of new phosphorus‑based solutions for hydraulic fluids.
|
|
• |
Magnesia-based
products: development of formulations in order to fulfil unmet needs in the markets such as replacing aluminum products in deodorants for example, CareMag D, which is already in the market with one Ieading international company and
another in the process of being launched. This product won the bronze medal for innovation in the last In‑Cosmetics International conference, or
zinc oxide replacement in several consumer products.
|
|
• |
In 2019, key initiatives were started on the use of artificial intelligence for identifying new application for bromine and
bromine derivatives.
|
|
• |
Support
of production: improving product quality, production cost, energy saving, recycling and waste treatment. Changing and
improving processes while using the principles of green chemistry.
|
|
• |
Trouble shooting and equipment maintenance cycle improvement using better construction materials
preventing of accelerated corrosion, wear and tear, and equipment adaptation.
|
|
• |
Activities of efficiency and synergy measures in order to increase potash production and reducing cost per tonne at the potash and magnesium
plants in Sodom.
|
|
• |
Advancement of research regarding environmental protection, including development of methods for treating and reducing effluents.
|
|
• |
Analysis of alternative methods for increasing the production capacity of carnallite at the evaporation ponds.
|
|
• |
Implementation of the recommendations of the R&D department designed to clear bottlenecks, focused on the flotation and compaction areas,
with the purpose of increasing the production capacity in ICL Iberia.
|
|
• |
PotashpluS – optimization of the compaction process parameters, development at
IFDC (International Fertilizer Development Center) and increasing production capacity.
|
|
• |
Granular Polysulphate® – optimization of the process on two aspects: output and quality, as well as implementation of a new organic coating.
|
|
• |
The segment continues to check the adaptation of various potential types of phosphate rock for the production of phosphoric acid and its
downstream products as part of an effort to utilize and increase existing phosphate reserves. In 2020, the Company will further analyze additional types of phosphate including: R&D, pilots, plant testing activities and other
economic feasibility assessments.
|
|
• |
Research regarding environmental protection, including development of methods for treating and reducing effluents.
|
|
• |
Development of applications for water conservation and improving availability of the fertilizers around the root.
|
|
• |
Development of a new PK fertilizer which is fully water soluble.
|
|
• |
Continued diversification of product portfolio for meat substitutes. In this context, ICL is planning to expand its manufacturing capacity and
R&D support capabilities for its ROVITARIS® alternative protein technology for the meat alternatives market. ROVITARIS® is a proprietary technology developed by ICL, that supports the production of allergen free plant-based food.
Using ROVITARIS® technology, food manufacturers can create plant-based meat alternatives. In late 2019, ICL's Rovitaris® technology won the Food Ingredients Europe Innovation Award in the protein category. ICL is the first company to
launch the fava bean technology as a new alternative protein solution in the meatless category.
|
|
• |
The development of paint additives for enhancing scratch and abrasion resistance for application in UV cured paints in floor and kitchen
panels is in progress as planned. First market introduction of product produced in an industrial scale is anticipated in 2020.
|
|
• |
ICL’s Technical Applications Dairy Team developed a new generation of stabilizers based on complex phosphate blends. Initial commercial
launches are expected for the second half of 2020.
|
|
• |
Improvement of product portfolio with new product formulations; Mainly tailored formulations to customer demand.
|
|
• |
Development of improved production options for HiPeaK.
|
|
• |
Development of controlled‑release NPK fertilizers with a quicker fully degradable coating.
|
|
• |
Development of applications for water conservation and improving availability of the fertilizers around the root.
|
|
• |
Initiation and development of new technologies to increase nutrient use efficiency.
|
|
• |
Fyrol® - a brand name for a range of phosphorus-containing flame retardants targeting flexible and rigid polyurethane foam applications.
|
|
• |
Joha® - a global trademark for dairy specialties, which specializes in emulsifying salts for processed cheese.
|
|
• |
Merquel® - a line of inorganic brominated salts which can be used to control mercury emissions from coal power plants.
|
|
• |
Osmocote® - a leading brand in the area of controlled released fertilizers which uses innovative technologies and is used globally by
container nursery stocks, pot- plant growers and more.
|
|
• |
Peters® - a brand of water soluble fertilizers, specifically designed for bedding-, pot- and container nursery plants.
|
|
• |
Tari® - a brand in the meat industry as well as in the artisan business which focuses on the production and processing of meat products with
functional additives, spices and flavors.
|
|
• |
Brifisol® - a global brand in the meat and seafood industries, which concentrates in improving texture by adding cryoprotectant for frozen
food products such as meat, shrimp, fish filets and more.
|
|
• |
Rovitaris® - a brand name for plant-based meat alternatives that are virtually indistinguishable from their traditional meat counterparts.
|
As at December 31, 2019
|
|||||
Total
amount (2) |
12 months
or less
|
1-2
years
|
3-5
years
|
More than
5 years
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Credit from banks and others (not including current maturities)
|
361
|
361
|
-
|
-
|
-
|
Trade payables
|
712
|
712
|
-
|
-
|
-
|
Other payables
|
128
|
128
|
-
|
-
|
-
|
Lease obligations
|
301
|
49
|
56
|
58
|
138
|
Purchase obligations(1)
|
2,538
|
410
|
405
|
571
|
1,152
|
Employee Benefits
|
604
|
29
|
90
|
139
|
346
|
Long-term debt and debentures
|
2,890
|
108
|
589
|
1,043
|
1,150
|
Total
|
7,534
|
1,797
|
1,140
|
1,811
|
2,786
|
|
(1) |
Excluding purchase obligations in the ordinary course of business within the next 12 months. The main amounts of the "More than 5 years"
column relate to the natural gas supply agreements. For further information see Note 19A (7) to our Audited Financial Statements.
|
|
(2) |
The amounts presented, including long-term items, are presented in nominal values (and include estimated interest, so that they differ from
their carrying amount).
|
As at December 31, 2019
|
|||||
Total
amount
|
12 months
or less
|
1-2
years
|
3-5
Years
|
More than
5 years
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Financial liabilities – derivative instruments utilized for economic hedging
|
|||||
Foreign currency and interest derivative instruments
|
11
|
5
|
-
|
-
|
6
|
Derivative instruments on energy and marine transport
|
3
|
3
|
-
|
-
|
-
|
14
|
8
|
-
|
-
|
6
|
|
A. |
DIRECTORS AND OFFICERS
|
Name
|
Age
|
Commencement date as director
|
Yoav Doppelt(1)
|
51
|
December 2018 and as Chairman of the Board since July 2019
|
Aviad Kaufman
|
49
|
March 2014
|
Avisar Paz
|
63
|
April 2001
|
Lior Reitblatt
|
62
|
November 2017
|
Nadav Kaplan
|
74
|
August 2018
|
Ovadia Eli
|
75
|
August 2011
|
Reem Aminoach
|
59
|
March 2017
|
Ruth Ralbag
|
59
|
January 2018
|
Sagi Kabla
|
43
|
February 2016
|
Tzipi Ozer Armon(2)
|
54
|
January 2020
|
|
(1) |
On June 30, 2019, Mr. Johanan Locker ceased serving as the Company's Executive Chairman of the Board. On July 1, 2019, Mr. Yoav Doppelt
entered into office as the Company's Executive Chairman of the Board. For further details about Mr. Doppelt, see below.
|
|
(2) |
On January 16, 2020, the Board of Directors appointed Ms. Tzipi Ozer Armon as a director of the Company, until the next annual general meeting
of shareholders. For further details about Ms. Ozer Armon, see below.
|
Name
|
Age
|
Position
|
Raviv Zoller
|
56
|
President & Chief Executive Officer
|
Amir Meshulam(1)
|
43
|
Senior Vice President, Global Internal Auditor
|
Anantha N. Desikan(2)
|
52
|
Executive Vice President, ICL Innovation and Technology Officer
|
Anat Tal-Ktalav
|
51
|
President, ICL Industrial Products Division
|
Eli Amon(3)
|
54
|
Executive Vice President, ICL Innovative Ag Solutions Division
|
Ido Lilian(4)
|
55
|
Executive Vice President, ICL Global CAPEX
|
Ilana Fahima
|
54
|
Executive Vice President, Global Human Resources
|
Kobi Altman
|
51
|
Chief Financial Officer
|
Lilach Geva-Harel
|
43
|
Executive Vice President, Global General Counsel
|
Miri Mishor
|
56
|
Senior Vice President, Global Information Technology
|
Nitzan Moshe(5)
|
52
|
Executive Vice President, ICL Global Operations
|
Noam Goldstein
|
59
|
President, ICL Potash Division
|
Ofer Lifshitz
|
61
|
President, ICL Phosphate Solutions Division
|
|
(1) |
See C. Board Practices – Internal Auditor.
|
|
(2) |
As of November 1, 2019, Mr. Anantha Desikan, EVP, Chief Innovation and Technology Officer, is considered an executive officer of the Company.
|
|
(3) |
On November 1, 2019, Mr. Eli Glazer ceased serving as President of Innovative Ag Solutions Division. For further details about Mr. Glazer's
compensation terms, see B. Compensation. On November 1, 2019, Mr. Eli Amon entered into office as EVP, ICL Innovative Ag Solutions Division and is considered an executive officer of the Company.
|
|
(4) |
As of November 1, 2019, Mr. Ido Lilian, EVP, ICL Global CAPEX, is considered an executive officer of the Company.
|
|
(5) |
On November 1, 2019, Mr. Charles Weidhas ceased serving as the Company's Chief Operating Officer. For further details about Mr. Weidhas'
compensation terms, see B. Compensation. On November 1, 2019, Mr. Nitzan Moshe entered into office as the Company's EVP Global Operations and is considered an executive officer of the Company.
|
Grant for Year
|
Offerrees
|
Grant Date
|
Type of
Equity(2)
|
Dates of Organs' Approvals
|
Grant Value (ILS)
|
Grant Amount
|
Expiration Date & Vesting Schedule
|
2019
|
Each of our directors who serve from time to time (excluding the Chairman of the Board & office holders of Israel
Corp.)
|
1.1.2019
|
Restricted Shares
|
HR & Comp. Committee
& Board – 19.6.18
Shareholders (Annual GM) – 20.8.18
|
310,000
|
14,623
|
Vesting: 3 equal tranches, upon 12, 24 and 36 months from the Grant
Date
|
2019
|
Mr. Yoav Doppelt, Executive Chairman of the Board
|
1.7.2019
|
Options
|
HR & Comp. Committee & Board – 15.4.19
Shareholders (Extraordinary GM) – 29.5.19
|
3 million
|
2,168,675
|
Expiration Date: 30.6.2024
Vesting: one-half of the Options vesting upon the lapse of 24 months from Grant
Date and one-half upon the lapse of 36 months from the Grant Date
|
|
(1) |
The Equity awards are made pursuant to the Company’s Equity Compensation Plan (2014), as amended in June 2016.
|
|
(2) |
The shares are subject to restriction pursuant to Section 15C of the Securities Law.
|
Details of the Recipient
|
Payments for services
|
|||||||
Name
|
Position
|
Scope of position
|
Base Salary(1)
|
Compensation(2)
|
Bonus (STI)(3)
|
Equity based compensation (LTI)(4)
|
Total
|
|
US$ thousands
|
||||||||
Raviv Zoller(5)
|
President & Chief Executive Officer
|
100%
|
683
|
978
|
723
|
1,545
|
3,246
|
|
Johanan Locker(6)
|
Former Executive Chairman of the Board of Directors
|
90%
|
359(7)
|
574
|
652(8)
|
576
|
1,802
|
|
Charles Weidhas(9)
|
Former Chief Operating Officer
|
100%
|
384
|
867(10)
|
454(11)
|
302
|
1,623
|
|
Eli Glazer(12)
|
Former President of IAS Division
|
100% |
353
|
546(13)
|
573(14)
|
450
|
1,569
|
|
Kobi Altman(15)
|
Chief Financial Officer
|
100%
|
395
|
498
|
381
|
621
|
1,500
|
|
(1) |
The annual base salary for the officers in the above table was calculated according to their actual term of office in the Company in
2019.
|
|
(2) |
The salary items (compensation) column set out in the above table includes all of the following components: base salary, customary
social benefits, customary social and related provisions, company car, relocation expenses, rent and indemnification for tax payments in case of relocation, payments during advance notice period pursuant to the terms of employment
agreements, inasmuch as relevant, and reimbursement of telephone expenses. The compensation is in accordance with the Company's Compensation Policy.
|
|
(3) |
The bonuses to officer holders for 2019, including the top-five earners in 2019, were approved by our HR & Compensation Committee
and Board of Directors on February 11 and 12, 2020, respectively.
|
|
(4) |
The expense or income for the share-based payment component was calculated according to IFRS.
|
|
(5) |
Mr. Zoller’s terms of employment, as approved by our authorized organs, include: (a) annual base salary of NIS2.4 million
(approximately $690,000), indexed to the Israeli Consumer Price Index (CPI). Mr. Zoller's annual base salary as of December 31, 2019 is NIS 2.4 million (approximately $683,000); (b) annual cash bonus in accordance with ICL’s bonus plan and Compensation Policy. Mr. Zoller’s
Target Bonus as per his employment agreement is NIS 2.5 million (approximately $720,000), with the maximum
annual bonus that can amount to NIS 3.75 million (approximately $1.1 million). For details regarding Mr. Zoller's annual bonus in 2019, see the Annual Bonus Component
section below; (c) an annual equity compensation entitlement at the amount of NIS 4.0 million (approximately $1.16 million). Pursuant to the approval of our HR &
Compensation Committee, our Board of Directors and of our general meeting of shareholders from April 15, 2019 and June 27, 2019, respectively, Mr. Zoller's terms of service and employment were amended so as to allow an LTI grant
of NIS 4.8 million (approximately $1.33 million) per vesting annum, or any other amount, as may be decided by the authorized organs, beginning in 2019. For details regarding Mr. Zoller's equity compensation grants, see to the
description set forth in the table and respective notes below; (d) Mr. Zoller will be entitled to an advance notice period of 12 months in case of termination by the Company (not for cause) and will be required to give the Company
a 6 months advance notice in case he resigns. During such advance notice period Mr. Zoller may be required to continue working for ICL, and therefore Mr. Zoller would continue to be entitled to all of his compensation terms,
excluding an annual bonus in respect of the advanced notice period and excluding an equity grant, to the extent granted during such advance notice period; (e) in addition, in case of termination of office, Mr. Zoller will be
entitled to an additional severances equal to his last his last base salary multiplied by the number of years that he served as ICL’s President & CEO; (f) Mr. Zoller is entitled to all other cash and non-cash benefits payable
to our senior executives pursuant to our policies in effect from time to time, including but not limited to, pension, study fund, disability insurance, company car, gross up, etc., as well as the exemption, insurance and
indemnification arrangements applying to the Company’s office holders.
|
|
(6) |
Mr. Johanan Locker served as director in the Company as of April 20, 2016, and as Executive Chairman of our Board of Directors (at a
scope of no less than 90% of a full-time position) as of August 15, 2016. Mr. Locker ceased serving as our Executive Chairman of the Board on June 30, 2019.
|
|
|
Mr. Locker’s compensation terms, as approved by the Company's authorized organs, included: (1) annual base salary of NIS 1.92 million (approximately $555,000). Mr. Locker's base salary in 2019 remained unchanged; (2) annual cash bonus
according to ICL’s bonus plan and compensation policy with a target bonus of NIS 1.9 million (approximately $550,000); (3) annual equity compensation entitlement at the amount of NIS 1.8 million (approximately $520,000). For
details regarding Mr. Locker's equity compensation, see the description set forth in the table and respective notes below. For further details regarding Mr. Locker's compensation terms, please see the Company's Proxy Statement
dated July 24, 2016 (Reference Number: 2016-02-089341).
|
|
(7) |
Mr. Locker' base salary presented above represents the period of Mr. Locker's service in 2019, excluding the advance notice period
starting September 26, 2019, for which a provision was already previously booked.
|
|
(8) |
Mr. Locker's bonus presented above, includes: (1) an
annual bonus for 2019 in its entirety, in an amount of NIS 1.8 million (approximately $515,000). For details regarding Mr. Locker's annual bonus for 2019, see the
“Annual Bonus Component” section below; (2) a special bonus in an amount of in an amount equals to three monthly salaries, or NIS 480,000 (approximately $140,000), as approved by the HR & Compensation Committee and Board of Directors on February 4 and 5, 2019, and by our shareholders at the general meeting held on May 29,
2019.
|
|
(9) |
Mr. Charles Weidhas served as Chief Operating Officer Chief Operating Officer from July 1, 2016 until October 31, 2019. Mr. Weidhas official employment termination date was January 31, 2020.
|
|
(10) |
The "Compensation" amount presented in the table includes the following: (1) Mr. Weidhas' base salary in 2019; (2) 6 months adjustment
period (including all ancillary compensation terms); (3) the remainder of the additional severance pay in accordance with Mr. Weidhas' employment agreement; (4) tax equalization and (5) other relocation benefits as well as cash
and non-cash benefits payable to our senior executives.
|
|
(11) |
Mr. Weidhas bonus presented above, includes: (1) the annual bonus for 2019 in its entirety, in an amount of NIS 1,141 thousand (approximately $330 thousand), and prorated amount for the
annual bonus for 2020 in the amount of NIS 536 thousand. For details regarding Mr. Weidhas' annual bonus for 2019, see the “Annual Bonus Component” section below; (2) a special bonus in an amount of NIS 230 thousand
(approximately $67 thousand), as approved by the HR & Compensation Committee and Board of Directors, for his significant contribution to the Company during 2019, including his efforts and dedication, including during his
replacement process, in leading and seeing through certain projects that were not typically under his scope; and (3) a deduction in an amount of NIS 340,000 (approximately $100,000) that Mr. Weidhas returned to the Company's
during 2019 pursuant to the settlement agreement reached by the Company and the applicant concerning the application for certification of a derivative action relating to bonuses paid to Company officers, including Mr. Weidhas,
for 2014-2015. For additional information regarding the settlement agreement, see “Item 8 - Financial Information – A. Consolidated Statements and Other Financial Information – Derivative Actions”.
|
|
(12) |
Mr. Eli Glazer served as President of ICL Specialty Solutions Division and thereafter as President of the Innovative Agro Solutions
Division since February 1, 2017. Following a three months advance notice period, Mr. Glazer's formal termination of employment is expected to occur on March 31, 2020.
|
|
(13) |
The "Compensation" amount presented in the table includes the following: (1) Mr. Glazer's base salary in 2019; (2) termination grant in
an amount equal to 6 monthly base salaries, in accordance with customary termination arrangements pursuant to German law and practices thereat.
|
|
(14) |
Mr. Glazer's bonus presented above, includes: (1) the annual bonus for 2019 in its entirety, in an amount of NIS 1.1 million
(approximately $309,000), and a prorated amount for the annual bonus for 2020, in the amount of NIS 299,000
(approximately $87,000). For details regarding Mr. Glazer' annual bonus for 2019, see the “Annual Bonus” section below; (2) a special bonus in an amount of NIS €157,000 (approximately $176,000), as approved by the HR & Compensation Committee and Board of Directors, for his
significant contribution and outstanding achievement in the sale of that certain Company's property in Germany.
|
|
(15) |
Mr. Altman’s employment agreement provides that: (2) Mr. Altman’s base salary will be updated twice a year according to the rise
in the Consumer Price Index in the months that passed since such previous update. Mr. Altman’s monthly base salary, as of December 31, 2019, is approximately NIS 117,800 (approximately $34,000); (2) the employment agreement is for
an unlimited period and may be terminated by either party at any time by advance written notice; (3) entitlement to an advance notice period of 6 months; (4) entitlement to all benefits customary in the Company, such as regular
provisions for pension and severance, disability fund, company car, etc.
|
|
(1) |
The economic value of the options is determined according to the Black & Scholes model (except with respect to 2014, where it was
determined according to the binomial model).
|
|
(2) |
Concurrently with the launch of the Company's New Compensation Plan in April 15, 2019, our HR & Compensation Committee and Board of
Directors further resolved to amend the Company's internal long-term incentive plan for the next three years, inter alia, in such way that: (1) only ICL's top management forum (including the President & CEO and the Executive
Chairman of the Board) will be entitled to long term incentive (LTI) awards in the form of equity; (2) the LTI awards will be granted once every three years, with a grant value that will reflect a triennial grant; (3) the entire
LTI award will be granted in Options (instead of half Options and half Restricted Shares, as in prior years); (4) vesting of the Options will be amended to two equal tranches, with one-half of the Options vesting upon the lapse of
24 months from Grant Date and one-half upon the lapse of 36 months from the Grant Date (as opposed to three equal annual tranches, with one-third of the Options vesting upon the lapse of 12 months from the Grant Date, one-third
upon the lapse of 24 months from the Grant Date, and one-third at the end of 36 months from the Grant Date).
|
|
(3) |
Per the decision of the HR & Compensation Committee and Board of Directors, all unvested LTI grants that were granted to Mr. Weidhas
prior to 2019 were fully accelerated upon termination of employment and the expense was recorded accordingly. The 2019-2021 LTI grant of Mr. Weidhas was cancelled in its entirety upon termination of employment.
|
|
(4)
|
Mr. Eli Glazer is subject to “Rule 75”, provided in the Company’s equity plan, as amended in June 2016, which provides full or partial
acceleration to unvested options and\or restricted shares, in accordance with the terms of the specific grants, in the event that upon termination of such holder's employment, the age plus his years of service with the Company
equal or exceed 75. According to the terms of the plans, Mr. Glazer unvested options and\or restricted shares in all plans which contain this rule granted prior to 2019, will fully accelerate at the date of his official
termination (March 31, 2020). With respect to the triennial equity grant for 2019-2021, granted in 2019, Mr. Glazer was entitled to acceleration of 1/3 of the unvested options in case employer-employee relations ends during the
first year from the grant date, therefore, upon termination of employer-employee relations on March 31, 2020, 1/3 of the granted options will vest. Such accelerated options, pursuant to Rule 75, may be exercised into shares within
12 months following termination of employer-employee relations. The amount specified in the Equity Compensation (LTI) column in the table above pertaining Mr. Glazer, reflects the expenses recorded by the Company in 2019, based on
generally excepted accounting principles. In April 2015, subsequently to his assumption of office, Mr. Altman was granted a special equity bonus of 59,391 restricted shares as a signing bonus, with a value that at that time
equaled to ILS 1,600 thousand. This grant fully vested in April 2018.
|
|
(5) |
In April 2015, subsequently to his assumption of office, Mr. Altman was granted a special equity bonus of 59,391 restricted shares as a
signing bonus, with a value that at that time equaled to NIS 1,600. This grant fully vested in April 2018.
|
Number of meetings in reported year
|
Average Attendance
|
|
Board of Directors
|
16
|
93%
|
Audit & Accounting Committee
|
12
|
94%
|
HR & Compensation Committee
|
11
|
100%
|
Financing Committee
|
2
|
100%
|
Operations Committee
|
3
|
100%
|
Environment, Safety and Public Affairs Committee
|
4
|
100%
|
2019
|
2018
|
2017
|
Phosphate Solutions
|
4,867
|
4,923
|
5,148
|
Potash
|
2,541
|
2,524
|
2,681
|
Industrial Product
|
948
|
927
|
938
|
Innovative Ag Solutions
|
1,651
|
1,606
|
1,618
|
Global functions and headquarters
|
1,083
|
1,062
|
1,161
|
Sub Total
|
11,090
|
11,042
|
11,546
|
Temporary employees
|
1,027
|
1,083
|
1,114
|
Total employees
|
12,117
|
12,125
|
12,660
|
2019
|
2018
|
2017
|
Israel
|
4,507
|
4,431
|
4,432
|
China
|
2,064
|
2,068
|
2,091
|
Spain
|
892
|
901
|
945
|
Germany
|
858
|
856
|
997
|
USA
|
720
|
707
|
755
|
UK
|
658
|
644
|
821
|
Netherlands
|
584
|
539
|
545
|
Brazil
|
262
|
255
|
254
|
France
|
119
|
118
|
120
|
Other
|
426
|
523
|
586
|
Sub Total
|
11,090
|
11,042
|
11,546
|
Temporary employees
|
1,027
|
1,083
|
1,114
|
Total employees
|
12,117
|
12,125
|
12,660
|
Ordinary Shares
Beneficially Owned(1) |
Special State
Share |
||||
Shareholders
|
Number
|
%
|
Number
|
%
|
Israel Corporation Ltd.(2)
|
587,178,761
|
45.86%**
|
-
|
-
|
State of Israel(3)
|
-
|
-
|
1
|
100%
|
Yoav Doppelt
|
5,127
|
*
|
-
|
-
|
Avisar Paz
|
-
|
*
|
-
|
-
|
Aviad Kaufman
|
-
|
*
|
-
|
-
|
Sagi Kabla
|
-
|
*
|
-
|
-
|
Ovadia Eli
|
62,091
|
*
|
-
|
-
|
Nadav Kaplan
|
-
|
*
|
-
|
-
|
Lior Reitblatt
|
19,595
|
*
|
-
|
-
|
Reem Aminoach
|
19,595
|
*
|
-
|
-
|
Ruth Ralbag
|
19,595
|
*
|
-
|
-
|
Tzipi Ozer Armon
|
-
|
*
|
-
|
-
|
Raviv Zoller
|
168,512
|
*
|
-
|
-
|
Kobi Altman
|
348,675
|
*
|
-
|
-
|
Lilach Geva Harel
|
-
|
*
|
-
|
-
|
Ilana Fahima
|
-
|
*
|
-
|
-
|
Eli Amon
|
220,246
|
*
|
-
|
-
|
Nitzan Moshe
|
110,041
|
*
|
-
|
-
|
Ofer Lifshitz
|
347,371
|
*
|
-
|
-
|
Anantha Desikan
|
169,662
|
*
|
-
|
-
|
Noam Goldstein
|
158,294
|
*
|
-
|
-
|
Anat Tal-Ktalav
|
250,985
|
*
|
-
|
-
|
Amir Meshulam
|
66,294
|
*
|
-
|
-
|
Ido Lilian
|
193,508
|
*
|
-
|
-
|
|
• |
The composition of our Board of Directors (other than external directors, as described under “Item 6 - Directors, Senior Management and
Employees— C. Board Practices— External Directors”);
|
|
• |
Mergers or other business combinations;
|
|
• |
Certain future issuances of ordinary shares or other securities; and
|
|
• |
Amendments to our Articles of Association, excluding provisions of the Articles of Association that were determined by the Special State
Share.
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Sales
|
4
|
5
|
8
|
Cost of sales
|
8
|
19
|
97
|
Selling, transport and marketing expenses
|
10
|
7
|
8
|
Financing expenses (income), net
|
(1)
|
3
|
(9)
|
General and administrative expenses
|
1
|
1
|
1
|
Management fees to the parent company
|
1
|
1
|
1
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Other current assets
|
27
|
28
|
Other current liabilities
|
2
|
7
|
|
A. |
CONSOLIDATED STATEMENTS AND OTHER FINANCIAL
|
|
1. |
In July 2019, the Tel Aviv District Court rendered its approval for the settlement agreement submitted in connection with the application for
certification of a derivative action regarding the bonuses paid to the company’s officers for the years 2014-2015, that was filed in 2016. In accordance with the settlement
agreement, an amount of ILS 6.6 million (approximately $1.9 million) was transferred to the Company, out of which the Company paid the Applicant a special reward and fees to the Applicant’s counsel. The final settlement concluded the
proceedings between the parties and is deemed as a final waiver and remittance
|
|
2. |
According to the announcement issued by the Company on May 10, 2017, ICL Europe Coöperatief U.A. (“ICL Europe”), a subsidiary of the Company,
filed a Notice of Arbitration against the Federal Democratic Republic of Ethiopia ("Ethiopia") under the Agreement of Encouragement and Reciprocal Protection of Investments between the Ethiopia and the Kingdom of the Netherlands ("the
Ethiopia- Netherlands BIT"). A three-member arbitration tribunal ("Tribunal") was constituted under the Arbitration Rules of the United Nations Commission on International Trade Law ("UNCITRAL Rules") to hear the case, which is being
administered by the Permanent Court of Arbitration located in The Hague, the Netherlands. Following ICL Europe's filing of Notice of Arbitration on May 10, 2017 and Ethiopia's response thereto on June 12, 2017, ICL Europe submitted to
the Tribunal on June 19, 2018 its Statement of Claim seeking compensation in the amount of $181 million plus interest for damage its claims as a result of Ethiopia's coercive, arbitrary, discriminatory and unlawful conduct, culminating
in the imposition without legal basis of a purported tax on ICL Europe's indirectly owned Ethiopian company, Allana Potash Afar Plc, and Ethiopia's violation of multiple provisions of the Ethiopia- Netherlands BIT, including the
requirements to accord fair and equitable treatment to ICL Europe's investment, to provide full protection and security to ICL Europe's investment and not to expropriate unlawfully ICL Europe's investment. Ethiopia submitted to the
Tribunal on October 19, 2018, its Statement of Defense and Objections to Jurisdiction. Among other things, Ethiopia argues that ICL Europe failed to make its investment in compliance with Ethiopian law and that the Tribunal lacks
jurisdiction under the Ethiopia-Netherlands BIT as a result, that the challenged tax was lawful and does not provide a basis for presenting a claim under the Ethiopia- Netherlands BIT and that ICL terminated its investment for reasons
unrelated to any of the alleged unlawful acts and omissions of Ethiopia. On August 12, 2019, ICL submitted its Reply in support of its claims against Ethiopia to which and in response Ethiopia submitted on November 25, 2019 its
Rejoinder. The Hearing of the case is scheduled to take place in the Hague, the Netherlands between August 10, 2020 and August 21, 2020. It is not possible to predict the outcome of this proceeding at this time.
|
|
3. |
On January 10, 2018, an application for certification of a derivative action was filed by a shareholder of Oil Refineries Ltd. (“Bazan”) with
the Tel Aviv-Yafo District Court, against former and current board members of Bazan, OPC Energy Ltd. OPC Rotem Ltd., OPC Hadera Ltd. and the Company, (hereinafter, jointly: the “Additional Companies”), and against Israel Corporation
Ltd., Mr. Idan Ofer and Mr. Ehud Angel (the “Application”).
|
|
4. |
On January 18, 2018 the Company has been served an application filed by a shareholder (the "Applicant") with the Tel Aviv District Court,
seeking the Court’s approval to file suit on behalf of the Company as a derivative action against three current and former officeholders of its subsidiary, Dead Sea Works (“DSW”) (hereinafter: the “Application”).
|
|
• |
certain financial institutions;
|
|
• |
dealers or traders in securities that use a mark-to-market method of tax accounting;
|
|
• |
persons holding ordinary shares as part of a “straddle” or integrated transaction or persons entering into a constructive sale with respect to
the ordinary shares;
|
|
• |
persons whose functional currency for U.S. federal income tax purposes is not the U.S. dollar;
|
|
• |
entities classified as partnerships for U.S. federal income tax purposes;
|
|
• |
tax exempt entities, “individual retirement accounts” or “Roth IRAs":
|
|
• |
Persons who acquired our ordinary shares pursuant to the exercise of an employee stock option or otherwise as compensation;
|
|
• |
persons that own or are deemed to own 10% or more of our stock by vote or value; or
|
|
• |
persons holding our ordinary shares in connection with a trade or business conducted outside of the United States.
|
|
• |
a citizen or individual resident of the United States;
|
|
• |
a corporation, or other entity taxable as a corporation, created or organized in or under the laws of the United States, any state therein or
the District of Columbia; or
|
|
• |
an estate or trust the income of which is subject to U.S. federal income taxation regardless of its source.
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
USD/NIS
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of 5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(0.3)
|
(0.2)
|
3.7
|
0.2
|
0.4
|
Short term deposits and loans
|
0.0
|
0.0
|
0.1
|
0.0
|
0.0
|
Trade receivables
|
(4.5)
|
(2.4)
|
49.5
|
2.6
|
5.5
|
Receivables and debit balances
|
(0.3)
|
(0.1)
|
3.1
|
0.2
|
0.3
|
Credit from banks and others
|
4.4
|
2.3
|
(48.5)
|
(2.6)
|
(5.4)
|
Trade payables
|
22.4
|
11.7
|
(246.6)
|
(13.0)
|
(27.4)
|
Other payables
|
4.3
|
2.2
|
(47.0)
|
(2.5)
|
(5.2)
|
Long-term loans
|
7.1
|
3.7
|
(77.6)
|
(4.1)
|
(8.6)
|
Fixed rate debentures (series E)
|
43.3
|
22.7
|
(476.5)
|
(25.1)
|
(52.9)
|
Options
|
(37.5)
|
(8.1)
|
3.5
|
22.0
|
51.9
|
Forward
|
(28.1)
|
(14.7)
|
0.4
|
16.3
|
34.4
|
Swap
|
(51.8)
|
(27.1)
|
57.6
|
30.0
|
63.4
|
Total
|
(41.0)
|
(10.0)
|
(778.3)
|
24.0
|
56.4
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
EUR/USD
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(1.7)
|
(0.9)
|
19.1
|
1.0
|
2.1
|
Short term deposits and loans
|
(0.1)
|
0.0
|
0.6
|
0.0
|
0.1
|
Trade receivables
|
(16.0)
|
(8.4)
|
176.5
|
9.3
|
19.6
|
Receivables and debit balances
|
(1.5)
|
(0.8)
|
16.2
|
0.9
|
1.8
|
Long-term deposits and loans
|
(0.1)
|
(0.1)
|
1.1
|
0.1
|
0.1
|
Credit from banks and others
|
8.6
|
4.5
|
(95.0)
|
(5.0)
|
(10.6)
|
Trade payables
|
16.2
|
8.5
|
(178.5)
|
(9.4)
|
(19.8)
|
Other payables
|
4.0
|
2.1
|
(44.0)
|
(2.3)
|
(4.9)
|
Long-term loans from banks
|
6.6
|
3.4
|
(72.1)
|
(3.8)
|
(8.0)
|
Options
|
4.2
|
1.9
|
0.2
|
(1.8)
|
(4.3)
|
Forward
|
6.8
|
3.2
|
(0.7)
|
(2.9)
|
(5.6)
|
Swap
|
45.0
|
22.5
|
(2.5)
|
(22.5)
|
(45.0)
|
Total
|
72.0
|
35.9
|
(179.1)
|
(36.4)
|
(74.5)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
GBP/USD
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(0.4)
|
(0.2)
|
4.4
|
0.2
|
0.5
|
Trade receivables
|
(3.4)
|
(1.8)
|
37.0
|
1.9
|
4.1
|
Receivables and debit balances
|
0.0
|
0.0
|
0.0
|
0.0
|
0.0
|
Credit from banks and others
|
1.6
|
0.9
|
(18.1)
|
(1.0)
|
(2.0)
|
Trade payables
|
2.0
|
1.0
|
(21.8)
|
(1.1)
|
(2.4)
|
Other payables
|
0.3
|
0.2
|
(3.7)
|
(0.2)
|
(0.4)
|
Options
|
(1.5)
|
(0.4)
|
0.2
|
0.6
|
1.2
|
Forward
|
(3.6)
|
(1.7)
|
0.4
|
1.5
|
3.0
|
Total
|
(5.0)
|
(2.0)
|
(1.6)
|
1.9
|
4.0
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
GBP/EUR
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Forward
|
(0.5)
|
(0.3)
|
0.0
|
0.3
|
0.6
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
BRL/USD
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(0.5)
|
(0.3)
|
5.9
|
0.3
|
0.7
|
Trade receivables
|
(2.0)
|
(1.0)
|
22.0
|
1.2
|
2.4
|
Trade payables
|
0.8
|
0.4
|
(9.2)
|
(0.5)
|
(1.0)
|
Other payables
|
0.0
|
0.0
|
(0.3)
|
0.0
|
0.0
|
Long-term loans from banks
|
1.0
|
0.5
|
(11.0)
|
(0.6)
|
(1.2)
|
Forward
|
1.7
|
0.9
|
(0.2)
|
(1.0)
|
(2.0)
|
Total
|
1.0
|
0.5
|
7.2
|
(0.6)
|
(1.1)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
CNY/USD
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(3.0)
|
(1.6)
|
33.0
|
1.7
|
3.7
|
Trade receivables
|
(4.4)
|
(2.3)
|
48.0
|
2.5
|
5.3
|
Receivables and debit balances
|
(3.7)
|
(1.9)
|
40.5
|
2.1
|
4.5
|
Trade payables
|
7.2
|
3.8
|
(79.2)
|
(4.2)
|
(8.8)
|
Other payables
|
1.1
|
0.6
|
(12.2)
|
(0.6)
|
(1.4)
|
Credit from banks and others
|
4.3
|
2.2
|
(46.8)
|
(2.5)
|
(5.2)
|
Forward
|
2.5
|
1.3
|
(0.2)
|
(1.5)
|
(3.1)
|
Long-term loans (CNY)
|
5.8
|
3.0
|
(63.7)
|
(3.4)
|
(7.1)
|
Total
|
9.8
|
5.1
|
(80.6)
|
(5.9)
|
(12.1)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
USD/NIS
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of 5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(0.2)
|
(0.1)
|
1.8
|
0.1
|
0.2
|
Short term deposits and loans
|
0.0
|
0.0
|
0.1
|
0.0
|
0.0
|
Trade receivables
|
(5.5)
|
(2.9)
|
60.2
|
3.2
|
6.7
|
Receivables and debit balances
|
(1.1)
|
(0.6)
|
11.8
|
0.6
|
1.3
|
Long-term deposits and loans
|
(0.1)
|
(0.1)
|
1.5
|
0.1
|
0.2
|
Credit from banks and others
|
2.8
|
1.4
|
(30.3)
|
(1.6)
|
(3.4)
|
Trade payables
|
24.1
|
12.6
|
(265.1)
|
(14.0)
|
(29.5)
|
Other payables
|
17.5
|
9.2
|
(192.3)
|
(10.1)
|
(21.4)
|
Long-term loans
|
6.6
|
3.5
|
(73.0)
|
(3.8)
|
(8.1)
|
Fixed rate debentures (series E)
|
38.8
|
20.3
|
(426.8)
|
(22.5)
|
(47.4)
|
Options
|
(74.8)
|
(40.9)
|
(13.8)
|
19.1
|
43.4
|
Forward
|
(32.0)
|
(16.7)
|
1.6
|
18.5
|
39.1
|
Swap
|
(47.6)
|
(24.9)
|
14.7
|
27.6
|
58.2
|
Total
|
(71.5)
|
(39.2)
|
(909.6)
|
17.2
|
39.3
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
EUR/USD
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(1.9)
|
(1.0)
|
21.3
|
1.1
|
2.4
|
Short term deposits and loans
|
(0.2)
|
(0.1)
|
2.7
|
0.1
|
0.3
|
Trade receivables
|
(20.2)
|
(10.6)
|
221.9
|
11.7
|
24.7
|
Receivables and debit balances
|
(1.1)
|
(0.6)
|
11.7
|
0.6
|
1.3
|
Long-term deposits and loans
|
(0.1)
|
(0.1)
|
1.1
|
0.1
|
0.1
|
Credit from banks and others
|
15.1
|
7.9
|
(166.4)
|
(8.8)
|
(18.5)
|
Trade payables
|
17.1
|
8.9
|
(187.6)
|
(9.9)
|
(20.8)
|
Other payables
|
4.2
|
2.2
|
(46.0)
|
(2.4)
|
(5.1)
|
Long-term loans from banks
|
0.5
|
0.3
|
(5.4)
|
(0.3)
|
(0.6)
|
Options
|
4.6
|
2.1
|
1.3
|
(1.8)
|
(3.7)
|
Forward
|
9.5
|
4.5
|
2.5
|
(4.1)
|
(7.7)
|
Swap
|
33.6
|
16.8
|
(1.0)
|
(16.8)
|
(33.6)
|
Total
|
61.1
|
30.3
|
(143.9)
|
(30.5)
|
(61.2)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
GBP/USD
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(0.4)
|
(0.2)
|
4.4
|
0.2
|
0.5
|
Trade receivables
|
(5.5)
|
(2.9)
|
60.3
|
3.2
|
6.7
|
Receivables and debit balances
|
0.0
|
0.0
|
0.4
|
0.0
|
0.0
|
Credit from banks and others
|
1.7
|
0.9
|
(18.7)
|
(1.0)
|
(2.1)
|
Trade payables
|
2.1
|
1.1
|
(22.7)
|
(1.2)
|
(2.5)
|
Other payables
|
0.6
|
0.3
|
(6.6)
|
(0.3)
|
(0.7)
|
Options
|
(1.3)
|
(0.6)
|
(0.1)
|
0.4
|
0.8
|
Forward
|
(3.5)
|
(1.7)
|
0.3
|
1.5
|
2.9
|
Total
|
(6.3)
|
(3.1)
|
17.3
|
2.8
|
5.6
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
GBP/EUR
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Forward
|
(3.7)
|
(1.9)
|
0.3
|
2.1
|
4.5
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
BRL/USD
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(0.5)
|
(0.2)
|
5.0
|
0.3
|
0.6
|
Trade receivables
|
(2.3)
|
(1.2)
|
25.2
|
1.3
|
2.8
|
Trade payables
|
1.0
|
0.5
|
(10.9)
|
(0.6)
|
(1.2)
|
Other payables
|
0.2
|
0.1
|
(2.2)
|
(0.1)
|
(0.2)
|
Long-term loans from banks
|
1.7
|
0.9
|
(19.1)
|
(1.0)
|
(2.1)
|
Total
|
0.1
|
0.1
|
(2.0)
|
(0.1)
|
(0.1)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
CNY/USD
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Type of instrument
|
Increase of 10%
|
Increase of
5%
|
Decrease of 5%
|
Decrease of 10%
|
Cash and cash equivalents
|
(3.4)
|
(1.8)
|
37.2
|
2.0
|
4.1
|
Trade receivables
|
(6.5)
|
(3.4)
|
71.5
|
3.8
|
7.9
|
Trade payables
|
6.5
|
3.4
|
(71.9)
|
(3.8)
|
(8.0)
|
Other payables
|
1.8
|
0.9
|
(19.4)
|
(1.0)
|
(2.2)
|
Credit from banks and others
|
16.7
|
8.8
|
(184.0)
|
(9.7)
|
(20.4)
|
Forward
|
(2.6)
|
(1.4)
|
(0.1)
|
1.5
|
3.2
|
Long-term loans (CNY)
|
0.1
|
0.0
|
(0.7)
|
0.0
|
(0.1)
|
Total
|
12.6
|
6.5
|
(167.4)
|
(7.2)
|
(15.5)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
|
Type of instrument
|
Increase of
1%
|
Increase of 0.5%
|
Decrease of 0.5%
|
Decrease of 1%
|
Fixed-USD interest debentures
|
90.3
|
46.7
|
(1,210.9)
|
(49.9)
|
(103.4)
|
Swap transactions
|
6.7
|
3.4
|
(6.0)
|
(3.5)
|
(7.0)
|
NIS/USD swap
|
13.4
|
6.8
|
57.4
|
(6.9)
|
(14.0)
|
EUR/USD swap
|
(0.3)
|
(0.1)
|
(2.5)
|
0.1
|
0.3
|
Total
|
110.1
|
56.8
|
(1,162.0)
|
(60.2)
|
(124.1)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
|
Type of instrument
|
Increase of
1%
|
Increase of 0.5%
|
Decrease of 0.5%
|
Decrease of 1%
|
Fixed-USD interest debentures
|
77.5
|
40.0
|
(1,068.9)
|
(42.7)
|
(88.4)
|
Swap transactions
|
7.7
|
3.9
|
0.4
|
(4.0)
|
(8.2)
|
NIS/USD swap
|
17.6
|
8.9
|
14.7
|
(9.1)
|
(18.4)
|
EUR/USD swap
|
(0.2)
|
(0.1)
|
(1.0)
|
0.1
|
0.2
|
Total
|
102.6
|
52.7
|
(1,054.8)
|
(55.7)
|
(114.8)
|
Sensitivity to changes in the shekel interest rate
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
||
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
|
Type of instrument
|
Increase of
1%
|
Increase of 0.5%
|
Decrease of 0.5%
|
Decrease of 1%
|
Fixed-interest long-term loan
|
2.5
|
1.2
|
(77.6)
|
(1.3)
|
(2.6)
|
Fixed rate debentures (series E)
|
12.3
|
6.2
|
(476.5)
|
(6.4)
|
(12.8)
|
NIS/USD swap
|
(15.5)
|
(7.8)
|
57.6
|
8.0
|
16.2
|
Total
|
(0.7)
|
(0.4)
|
(496.5)
|
0.3
|
0.8
|
Sensitivity to changes in the shekel interest rate
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
||
Type of instrument
|
Increase of
1%
|
Increase of 0.5%
|
Decrease of 0.5%
|
Decrease of 1%
|
Fixed-interest long-term loan
|
2.7
|
1.4
|
(73.0)
|
(1.4)
|
(2.9)
|
Fixed rate debentures (series E)
|
14.5
|
7.4
|
(426.8)
|
(7.5)
|
(15.3)
|
NIS/USD swap
|
(18.5)
|
(9.4)
|
14.7
|
9.6
|
19.5
|
Total
|
(1.3)
|
(0.6)
|
(485.1)
|
0.7
|
1.3
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
|
Type of instrument
|
Increase of
10%
|
Increase of 5%
|
Decrease of 5%
|
Decrease of 10%
|
Energy hedges
|
2.0
|
1.0
|
0.8
|
(1.0)
|
(2.3)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
|
Type of instrument
|
Increase of
10%
|
Increase of 5%
|
Decrease of 5%
|
Decrease of 10%
|
Energy hedges
|
1.5
|
0.8
|
(3.0)
|
(0.9)
|
(2.0)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
|
Type of instrument
|
Increase of
10%
|
Increase of 5%
|
Decrease of 5%
|
Decrease of 10%
|
Marine shipping hedges
|
1.4
|
0.7
|
(2.8)
|
(0.7)
|
(1.4)
|
Increase (decrease)
in fair value
|
Fair value
|
Increase (decrease)
in fair value
|
|||
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
|
Type of instrument
|
Increase of
10%
|
Increase of 5%
|
Decrease of 5%
|
Decrease of 10%
|
Marine shipping hedges
|
2.7
|
1.3
|
(2.2)
|
(1.3)
|
(2.7)
|
|
• |
pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect transactions and dispositions of our assets;
|
|
• |
provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements, in accordance with
generally accepted accounting principles, and that receipts and expenditures are being made only in accordance with authorization of our management and directors; and
|
|
• |
provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use or disposition of our assets that could
have a material effect on our financial statements.
|
2019
|
2018
|
|
US$ thousands
|
US$ thousands
|
Audit fees(1)
|
4,595
|
4,897
|
Audit-related fees(2)
|
150
|
192
|
Tax fees(3)
|
1,788
|
1,751
|
Total
|
6,533
|
6,840
|
|
• |
Majority
Independent Board. Under Section 303A.01 of the NYSE Listed Company Manual (the “LCM”), a U.S. domestic listed company, other than a controlled company, must have a majority
of independent directors. six of our ten directors are not considered independent directors under Israeli law whether due to their relationship with the Company, our controlling shareholder or the length of their tenure on our Board
of Directors.
|
|
• |
Nominating/Corporate
Governance Committee. Under Section 303A.04 of the LCM, a U.S. domestic listed company, other than a controlled company, must have a nominating/corporate governance committee
composed entirely of independent directors. Our controlling shareholder, Israel Corporation, has significant control over the appointment of our directors.
|
|
• |
Equity
Compensation Plans. Under Section 303A.08 of the LCM, shareholders must be given the opportunity to vote on all equity‑compensation plans and material revisions thereto, with
certain limited exemptions as described therein. We follow the requirements of the Israeli Companies Law, under which approval of equity compensation plans and material revisions thereto is within the authority of our HR &
Compensation Committee and the Board of Directors. However, under the Israeli Companies Law, any compensation to directors, the chief executive officer or a controlling shareholder or another person in which a controlling shareholder
has a personal interest, including equity compensation plans, generally requires the approval of the compensation committee, the board of directors and the shareholders, in that order. The compensation of directors and officers is
generally required to comply with a shareholder‑approved compensation policy, which is required, among other things, to include a monetary cap on the value of equity compensation that may be granted to any director or officer.
|
|
• |
Shareholder
Approval of Securities Issuances. Under Section 312.03 of the LCM, shareholder approval is a prerequisite to (a) issuing common stock, or securities convertible into or
exercisable for ordinary shares, to a related party, a subsidiary, affiliate or other closely related person of a related party or any company or entity in which a related party has a substantial interest, if the number of ordinary
shares to be issued exceeds either 1% of the number of ordinary shares or 1% of the voting power outstanding before the issuance, and (b) issuing ordinary shares, or securities convertible into or exercisable for ordinary shares, if
the ordinary share has, or will have upon issuance, voting power equal to or in excess of 20% of the voting power outstanding before the issuance or the number of ordinary shares to be issued is equal to or in excess of 20% of the
number of ordinary shares before the issuance, in each case subject to certain exceptions. We seek shareholder approval for all corporate actions requiring such approval under the requirements of the Israeli Companies Law, which are
different from the requirements for seeking shareholder approval under Section 312.03 of the LCM. Under the Israeli Companies Law, shareholder approval is a prerequisite to any extraordinary transaction with a controlling shareholder
or in which a controlling shareholder has a personal interest. Under the Israeli Companies Law, shareholder approval is also a prerequisite to a private placement of securities if it will cause a person to become a controlling
shareholder or in case all of the following conditions are met:
|
|
• |
The securities issued amount to 20% or more of the company’s outstanding voting rights before the issuance;
|
|
• |
Some or all of the consideration is other than cash or listed securities or the transaction is not on market terms; and
|
|
• |
The transaction will increase the relative holdings of a 5% shareholder or will cause any person to become, as a result of the issuance, a 5%
shareholder.
|
Revolving Credit Facility
Agreement, dated March 23, 2015, by and among certain financial institutions, ICL Finance B.V., and Israel Chemicals Ltd. (Incorporated by reference to Exhibit 4.7 to our annual report on Form 20-F (file no.
001-13742) for the year ended December 31, 2015, filed with the Securities and Exchange Commission on March 16, 2016).
|
|
101.INS
|
XBRL Instance Document
|
101.SCH
|
XBRL Taxonomy Extension Schema Document
|
101.CAL
|
XBRL Taxonomy Extension Calculation Linkbase Document
|
101.DEF
|
XBRL Taxonomy Extension Definition Linkbase Document
|
101.LAB
|
XBRL Taxonomy Extension Label Linkbase Document
|
101.PRE
|
XBRL Taxonomy Extension Presentation Linkbase Document
|
ICL has no instrument with respect to long-term debt not listed above under which the total amount of
securities authorized exceeds 10% of the total assets of ICL on a consolidated basis. The Company agrees to furnish to the Securities and Exchange Commission upon request a copy of each instrument with respect to long-term debt not filed
as an exhibit to this report.
|
|
ISRAEL CHEMICALS LTD.
|
|
||
|
By:
|
/s/ Kobi Altman
|
|
|
|
|
Name:
|
Kobi Altman
|
|
|
|
Title:
|
Chief Financial Officer
|
|
|
By:
|
/s/ Aya Landman
|
|
|
|
|
Name:
|
Aya Landman
|
|
|
|
Title:
|
Global Company Secretary
|
|
Auditors' Report
|
|
F - 5
|
|
F - 6
|
|
F - 7
|
|
F - 8
|
|
F - 11
|
|
F - 13
|
|
|
|
Somekh Chaikin
|
Telephone
|
972 3 684 8000
|
|
KPMG Millennium Tower
|
Fax
|
972 3 684 8444
|
|
17 Ha'arba'a Street, PO Box 609
|
Internet
|
www.kpmg.co.il
|
|
Tel Aviv 61006 Israel
|
2019
|
2018
|
||
Note
|
$ millions
|
$ millions
|
Current assets
|
|||
Cash and cash equivalents
|
95
|
121
|
|
Short-term investments and deposits
|
96
|
92
|
|
Trade receivables
|
778
|
990
|
|
Inventories
|
6
|
1,312
|
1,290
|
Other receivables
|
7,13
|
403
|
295
|
Total current assets
|
2,684
|
2,788
|
|
Non-current assets
|
|||
Investments at fair value through other comprehensive income
|
111
|
145
|
|
Deferred tax assets
|
16
|
109
|
122
|
Property, plant and equipment
|
10
|
5,331
|
4,663
|
Intangible assets
|
11
|
652
|
671
|
Other non-current assets
|
9,13,17
|
286
|
387
|
Total non-current assets
|
6,489
|
5,988
|
|
Total assets
|
9,173
|
8,776
|
|
Current liabilities
|
|||
Short-term credit
|
14
|
420
|
610
|
Trade payables
|
712
|
715
|
|
Provisions
|
18
|
42
|
37
|
Other current liabilities
|
13,15
|
587
|
647
|
Total current liabilities
|
1,761
|
2,009
|
|
Non-current liabilities
|
|||
Long-term debt and debentures
|
14
|
2,181
|
1,815
|
Deferred tax liabilities
|
16
|
341
|
297
|
Long-term employee liabilities
|
17
|
575
|
501
|
Provisions
|
18
|
202
|
229
|
Other non-current liabilities
|
52
|
10
|
|
Total non-current liabilities
|
3,351
|
2,852
|
|
Total liabilities
|
5,112
|
4,861
|
|
Equity
|
|||
Total shareholders’ equity
|
20
|
3,925
|
3,781
|
Non-controlling interests
|
136
|
134
|
|
Total equity
|
4,061
|
3,915
|
|
Total liabilities and equity
|
9,173
|
8,776
|
2019
|
2018
|
2017
|
||
Note
|
$ millions
|
$ millions
|
$ millions
|
Sales
|
21
|
5,271
|
5,556
|
5,418
|
Cost of sales
|
21
|
3,454
|
3,702
|
3,746
|
Gross profit
|
1,817
|
1,854
|
1,672
|
|
Selling, transport and marketing expenses
|
21
|
767
|
798
|
746
|
General and administrative expenses
|
21
|
254
|
257
|
261
|
Research and development expenses
|
21
|
50
|
55
|
55
|
Other expenses
|
21
|
30
|
84
|
90
|
Other income
|
21
|
(40)
|
(859)
|
(109)
|
Operating income
|
756
|
1,519
|
629
|
|
Finance expenses
|
220
|
214
|
229
|
|
Finance income
|
(91)
|
(56)
|
(105)
|
|
Finance expenses, net
|
21
|
129
|
158
|
124
|
Share in earnings of equity-accounted investees
|
1
|
3
|
-
|
|
Income before income taxes
|
628
|
1,364
|
505
|
|
Provision for income taxes
|
16
|
147
|
129
|
158
|
Net income
|
481
|
1,235
|
347
|
|
Net gain (loss) attributable to the non-controlling interests
|
6
|
(5)
|
(17)
|
|
Net income attributable to the shareholders of the Company
|
475
|
1,240
|
364
|
|
Earnings per share attributable to the shareholders of the Company:
|
23
|
|||
Basic earnings per share (in dollars)
|
0.37
|
0.97
|
0.29
|
|
Diluted earnings per share (in dollars)
|
0.37
|
0.97
|
0.29
|
|
Weighted-average number of ordinary shares outstanding:
|
23
|
|||
Basic (in thousands)
|
1,278,950
|
1,277,209
|
1,276,072
|
|
Diluted (in thousands)
|
1,282,056
|
1,279,781
|
1,276,997
|
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Net income
|
481
|
1,235
|
347
|
Components of other comprehensive income that will be reclassified subsequently to net income
|
|||
Currency translation differences
|
(20)
|
(95)
|
152
|
Net change in fair value of cash flow hedges transferred to the statement of income
|
(38)
|
-
|
-
|
Effective portion of the change in fair value of cash flow hedges
|
42
|
-
|
-
|
Tax relating to items that will be reclassified subsequently to net income
|
(1)
|
-
|
5
|
(17)
|
(95)
|
157
|
|
Components of other comprehensive income that will not be reclassified to net income
|
|||
Net changes of investments at fair value through other comprehensive income *
|
10
|
(58)
|
(57)
|
Actuarial gains (losses) from defined benefit plans
|
(75)
|
56
|
(17)
|
Tax relating to items that will not be reclassified to net income
|
10
|
(3)
|
3
|
(55)
|
(5)
|
(71)
|
|
Total comprehensive income
|
409
|
1,135
|
433
|
Comprehensive income (loss) attributable to the non-controlling interests
|
4
|
(9)
|
(13)
|
Comprehensive income attributable to the shareholders of the Company
|
405
|
1,144
|
446
|
* |
As of January 1, 2018, ICL applies IFRS 9, Financial Instrument, according to which, gain and losses from investments at fair value through
other comprehensive income are recognized in other comprehensive income and are never reclassified to profit or loss.
|
Attributable to the shareholders of the Company
|
Non- controlling interests
|
Total equity
|
|||||||
Share capital
|
Share premium
|
Cumulative translation adjustment
|
Capital reserves
|
Treasury shares, at cost
|
Retained earnings
|
Total shareholders’ equity
|
|||
$ millions
|
For the year ended December 31, 2019
|
|||||||||
Balance as at January 1, 2019
|
546
|
193
|
(424)
|
(17)
|
(260)
|
3,743
|
3,781
|
134
|
3,915
|
Share-based compensation
|
-
|
5
|
-
|
7
|
-
|
-
|
12
|
-
|
12
|
Dividends
|
-
|
-
|
-
|
-
|
-
|
(273)
|
(273)
|
(2)
|
(275)
|
Comprehensive income
|
-
|
-
|
(18)
|
13
|
-
|
410
|
405
|
4
|
409
|
Balance as at December 31, 2019
|
546
|
198
|
(442)
|
3
|
(260)
|
3,880
|
3,925
|
136
|
4,061
|
Attributable to the shareholders of the Company
|
Non- controlling interests
|
Total equity
|
|||||||
Share capital
|
Share premium
|
Cumulative translation adjustment
|
Capital reserves
|
Treasury shares, at cost
|
Retained earnings
|
Total shareholders’ equity
|
|||
$ millions
|
For the year ended December 31, 2018
|
|||||||||
Balance as at January 1, 2018
|
545
|
186
|
(333)
|
30
|
(260)
|
2,691
|
2,859
|
71
|
2,930
|
Share-based compensation
|
1
|
7
|
-
|
11
|
-
|
-
|
19
|
-
|
19
|
Dividends
|
-
|
-
|
-
|
-
|
-
|
(241)
|
(241)
|
(1)
|
(242)
|
Capitalization of subsidiary debt
|
-
|
-
|
-
|
-
|
-
|
-
|
-
|
73
|
73
|
Comprehensive income (loss)
|
-
|
-
|
(91)
|
(58)
|
-
|
1,293
|
1,144
|
(9)
|
1,135
|
Balance as at December 31, 2018
|
546
|
193
|
(424)
|
(17)
|
(260)
|
3,743
|
3,781
|
134
|
3,915
|
Attributable to the shareholders of the Company
|
Non- controlling interests
|
Total equity
|
|||||||
Share capital
|
Share premium
|
Cumulative translation adjustment
|
Capital reserves
|
Treasury shares, at cost
|
Retained earnings
|
Total shareholders’ equity
|
|||
$ millions
|
For the year ended December 31, 2017
|
|||||||||
Balance as at January 1, 2017
|
544
|
174
|
(481)
|
79
|
(260)
|
2,518
|
2,574
|
85
|
2,659
|
Share-based compensation
|
1
|
12
|
-
|
3
|
-
|
-
|
16
|
-
|
16
|
Dividends
|
-
|
-
|
-
|
-
|
-
|
(177)
|
(177)
|
(1)
|
(178)
|
Comprehensive income (loss)
|
-
|
-
|
148
|
(52)
|
-
|
350
|
446
|
(13)
|
433
|
Balance as at December 31, 2017
|
545
|
186
|
(333)
|
30
|
(260)
|
2,691
|
2,859
|
71
|
2,930
|
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Cash flows from operating activities
|
|||
Net income
|
481
|
1,235
|
347
|
Adjustments for:
|
|||
Depreciation and amortization
|
443
|
403
|
390
|
(Reversal of) impairment losses on fixed assets
|
(10)
|
17
|
28
|
Exchange rate and interest expenses, net*
|
153
|
81
|
173
|
Share in earnings of equity-accounted investees
|
(1)
|
(3)
|
-
|
Gain from divestiture of businesses
|
-
|
(841)
|
(54)
|
Capital gain
|
(12)
|
-
|
-
|
Share-based compensation
|
12
|
19
|
16
|
Deferred tax expenses (income)
|
67
|
76
|
(46)
|
652
|
(248)
|
507
|
|
Change in inventories
|
(72)
|
(115)
|
57
|
Change in trade receivables
|
199
|
(101)
|
57
|
Change in trade payables
|
(58)
|
(34)
|
94
|
Change in other receivables*
|
5
|
(3)
|
(36)
|
Change in other payables*
|
(194)
|
(48)
|
(175)
|
Change in employee benefits
|
(21)
|
(66)
|
(4)
|
Net change in operating assets and liabilities
|
(141)
|
(367)
|
(7)
|
Net cash provided by operating activities
|
992
|
620
|
847
|
Cash flows from investing activities
|
|||
Investments in deposits, net
|
(2)
|
(3)
|
(65)
|
Purchases of property, plant and equipment and intangible assets
|
(576)
|
(572)
|
(457)
|
Proceeds from divestiture of businesses net of transaction expenses
|
-
|
902
|
6
|
Proceeds from sale of equity-accounted investees
|
-
|
-
|
168
|
Dividends from equity-accounted investees
|
3
|
2
|
3
|
Proceeds from sale of property, plant and equipment
|
50
|
2
|
12
|
Net cash provided by (used in) investing activities
|
(525)
|
331
|
(333)
|
Cash flows from financing activities
|
|||
Dividends paid to the Company's shareholders
|
(273)
|
(241)
|
(237)
|
Receipt of long-term debt
|
657
|
1,746
|
966
|
Repayment of long-term debt
|
(689)
|
(2,115)
|
(1,387)
|
Short-term credit from banks and others, net
|
(183)
|
(283)
|
147
|
Other
|
(2)
|
(1)
|
-
|
Net cash used in financing activities
|
(490)
|
(894)
|
(511)
|
Net change in cash and cash equivalents
|
(23)
|
57
|
3
|
Cash and cash equivalents as at the beginning of the year
|
121
|
83
|
87
|
Net effect of currency translation on cash and cash equivalents
|
(3)
|
(24)
|
(2)
|
Cash and cash equivalents included as part of assets held for sale
|
-
|
5
|
(5)
|
Cash and cash equivalents as at the end of the year
|
95
|
121
|
83
|
For the year ended 31, December
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Income taxes paid, net of refunds
|
120
|
56
|
127
|
Interest paid
|
115
|
103
|
111
|
|
1. |
Subsidiary – a company over which the Company has control and the financial statements of which are fully consolidated with the Company's
statements as part of the consolidated financial statements.
|
|
2. |
Investee company – Subsidiaries and companies, including a partnership or joint venture, the Company's investment in which is accounted
for, directly or indirectly, using the equity method.
|
|
3. |
Related party – As in IAS 24 (2009), “Related Party Disclosures”.
|
|
1. |
Business combinations
|
|
2. |
Subsidiaries
|
|
3. |
Non-controlling interests
|
|
4. |
Loss of control
|
|
5. |
Transactions eliminated in consolidation
|
|
6. |
Investment in associated companies and joint ventures
|
|
1. |
Transactions in foreign currency
|
|
2. |
Foreign operations
|
|
2. |
Foreign operations (cont'd)
|
|
1. |
Non-derivative financial assets (IFRS9)
|
|
1. |
Non-derivative financial assets (IFRS9) (cont'd)
|
|
2. |
Non-derivative financial liabilities
|
|
2. |
Non-derivative financial liabilities (cont'd)
|
|
3. |
Derivative financial instruments
|
|
4. |
CPI-linked assets and liabilities not measured at fair value
|
|
5. |
Share capital
|
|
1. |
Recognition and measurement
|
|
2. |
Subsequent Costs (after initial recognition)
|
|
3. |
Depreciation
|
In Years
|
|
Land, roads and buildings
|
15-30
|
Installations and equipment (1)
|
8-25
|
Dikes and evaporating ponds (2)
|
20-40
|
Heavy mechanical equipment
|
5-15
|
Furniture, vehicles and equipment
|
3-10
|
|
1. |
Goodwill
|
|
2. |
Costs of exploration and evaluation of resources
|
|
3. |
Research and development
|
|
4. |
Other intangible assets
|
|
5. |
Subsequent costs
|
|
6. |
Amortization
|
|
6. |
Amortization (cont'd)
|
|
1. |
Non-derivative Financial assets
|
|
2. |
Non-financial assets
|
|
H. |
Impairment (cont'd)
|
|
2. |
Non-financial assets (cont'd)
|
|
(1) |
Current service costs – the increase in the present value of the liability deriving from employees’ service in the current period.
|
|
(2) |
The net financing income (expense) is calculated by multiplying the net defined benefit liability (asset) by the discount rate used for
measuring the defined benefit liability, as determined at the beginning of the annual reporting period.
|
|
(3) |
Exchange rate differences;
|
|
(4) |
Past service costs and plan reduction – the change in the present value of the liability in the current period as a result of a change in
post-employment benefits attributed to prior periods.
|
|
(1) |
Warranty
|
|
(2) |
Provision for environmental costs
|
|
(3) |
Restructuring
|
|
(4) |
Site restoration
|
|
(5) |
Legal claims
|
Industrial Products
|
Potash
|
Phosphate Solutions
|
Innovative Ag Solutions
|
Other
Activities
|
Reconciliations
|
Consolidated
|
|
$ millions
|
For the year ended December 31, 2019
|
|||||||
Sales to external parties
|
1,307
|
1,330
|
1,901
|
699
|
34
|
-
|
5,271
|
Inter-segment sales
|
11
|
164
|
79
|
18
|
3
|
(275)
|
-
|
Total sales
|
1,318
|
1,494
|
1,980
|
717
|
37
|
(275)
|
5,271
|
Segment profit
|
338
|
289
|
100
|
21
|
19
|
(7)
|
760
|
Other expenses not allocated to the segments
|
(4)
|
||||||
Operating income
|
756
|
||||||
Financing expenses, net
|
(129)
|
||||||
Share in earnings of equity-accounted investees
|
1
|
||||||
Income before income taxes
|
628
|
||||||
Implementation of IFRS 16
|
8
|
95
|
113
|
9
|
105
|
9
|
339
|
Capital expenditures
|
66
|
383
|
213
|
21
|
4
|
6
|
693
|
Depreciation, amortization and impairment
|
67
|
149
|
177
|
21
|
22
|
(3)
|
433
|
Industrial Products
|
Potash
|
Phosphate Solutions
|
Innovative Ag Solutions
|
Other
Activities
|
Reconciliations
|
Consolidated
|
|
$ millions
|
For the year ended December 31, 2018
|
|||||||
Sales to external parties
|
1,281
|
1,481
|
2,001
|
719
|
74
|
-
|
5,556
|
Inter-segment sales
|
15
|
142
|
98
|
22
|
5
|
(282)
|
-
|
Total sales
|
1,296
|
1,623
|
2,099
|
741
|
79
|
(282)
|
5,556
|
Segment profit
|
300
|
315
|
113
|
29
|
9
|
(13)
|
753
|
Other income not allocated to the segments
|
766
|
||||||
Operating income
|
1,519
|
||||||
Financing expenses, net
|
(158)
|
||||||
Share in earnings of equity-accounted investees
|
3
|
||||||
Income before income taxes
|
1,364
|
||||||
Capital expenditures
|
50
|
356
|
180
|
15
|
1
|
3
|
605
|
Depreciation, amortization and impairment
|
63
|
141
|
172
|
19
|
4
|
21
|
420
|
Industrial Products
|
Potash
|
Phosphate Solutions
|
Innovative Ag Solutions
|
Other
Activities
|
Reconciliations
|
Consolidated
|
|
$ millions
|
For the year ended December 31, 2017
|
|||||||
Sales to external parties
|
1,179
|
1,258
|
1,938
|
671
|
372
|
-
|
5,418
|
Inter-segment sales
|
14
|
125
|
99
|
21
|
12
|
(271)
|
-
|
Total sales
|
1,193
|
1,383
|
2,037
|
692
|
384
|
(271)
|
5,418
|
Segment profit
|
247
|
198
|
53
|
29
|
127
|
(2)
|
652
|
Other expenses not allocated to the segments
|
(23)
|
||||||
Operating income
|
629
|
||||||
Financing expenses, net
|
(124)
|
||||||
Income before income taxes
|
505
|
||||||
Capital expenditures
|
49
|
270
|
154
|
12
|
19
|
3
|
507
|
Depreciation, amortization and impairment
|
61
|
128
|
172
|
19
|
8
|
30
|
418
|
2019
|
2018
|
2017
|
||||
$
millions
|
% of
sales
|
$
millions
|
% of
sales
|
$
millions
|
% of
sales
|
USA
|
840
|
16
|
903
|
16
|
1,091
|
20
|
China
|
802
|
15
|
848
|
15
|
724
|
13
|
Brazil
|
581
|
11
|
656
|
12
|
594
|
11
|
United Kingdom
|
347
|
7
|
382
|
7
|
328
|
6
|
Germany
|
334
|
6
|
365
|
7
|
378
|
7
|
France
|
257
|
5
|
267
|
5
|
265
|
5
|
Spain
|
249
|
5
|
262
|
5
|
264
|
5
|
Israel
|
241
|
5
|
223
|
4
|
171
|
3
|
India
|
178
|
3
|
211
|
4
|
200
|
4
|
Italy
|
116
|
2
|
125
|
2
|
121
|
2
|
All other
|
1,326
|
25
|
1,314
|
23
|
1,282
|
24
|
Total
|
5,271
|
100
|
5,556
|
100
|
5,418
|
100
|
Industrial Products
|
Potash
|
Phosphate Solutions
|
Innovative Ag Solutions
|
Other
Activities
|
Reconciliations
|
Consolidated
|
|
$ millions
|
For the year ended December 31, 2019
|
|||||||
Europe
|
469
|
422
|
712
|
336
|
31
|
(85)
|
1,885
|
Asia
|
399
|
470
|
447
|
118
|
1
|
(12)
|
1,423
|
North America
|
353
|
95
|
370
|
95
|
-
|
(3)
|
910
|
South America
|
56
|
327
|
263
|
23
|
-
|
(1)
|
668
|
Rest of the world
|
41
|
180
|
188
|
145
|
5
|
(174)
|
385
|
Total
|
1,318
|
1,494
|
1,980
|
717
|
37
|
(275)
|
5,271
|
Industrial Products
|
Potash
|
Phosphate Solutions
|
Innovative Ag Solutions
|
Other
Activities
|
Reconciliations
|
Consolidated
|
|
$ millions
|
For the year ended December 31, 2018
|
|||||||
Europe
|
473
|
459
|
719
|
362
|
49
|
(92)
|
1,970
|
Asia
|
399
|
519
|
481
|
105
|
2
|
(18)
|
1,488
|
North America
|
347
|
107
|
405
|
103
|
24
|
(8)
|
978
|
South America
|
21
|
408
|
264
|
21
|
1
|
(3)
|
712
|
Rest of the world
|
56
|
130
|
230
|
150
|
3
|
(161)
|
408
|
Total
|
1,296
|
1,623
|
2,099
|
741
|
79
|
(282)
|
5,556
|
Industrial Products
|
Potash
|
Phosphate Solutions
|
Innovative Ag Solutions
|
Other
Activities
|
Reconciliations
|
Consolidated
|
|
$ millions
|
For the year ended December 31, 2017
|
|||||||
Europe
|
456
|
386
|
749
|
326
|
87
|
(86)
|
1,918
|
Asia
|
351
|
433
|
476
|
100
|
3
|
(21)
|
1,342
|
North America
|
327
|
116
|
369
|
94
|
282
|
(13)
|
1,175
|
South America
|
19
|
347
|
277
|
22
|
5
|
(4)
|
666
|
Rest of the world
|
40
|
101
|
166
|
150
|
7
|
(147)
|
317
|
Total
|
1,193
|
1,383
|
2,037
|
692
|
384
|
(271)
|
5,418
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Israel
|
2,815
|
2,841
|
2,548
|
Europe
|
2,079
|
2,198
|
2,119
|
North America
|
816
|
831
|
1,045
|
Asia
|
615
|
617
|
583
|
South America
|
441
|
163
|
167
|
Others
|
47
|
48
|
48
|
6,813
|
6,698
|
6,510
|
|
Intercompany sales
|
(1,542)
|
(1,142)
|
(1,092)
|
Total
|
5,271
|
5,556
|
5,418
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Israel
|
578
|
526
|
475
|
North America
|
61
|
74
|
154
|
Asia
|
59
|
52
|
8
|
Europe*
|
32
|
834
|
(45)
|
Others
|
22
|
29
|
33
|
Intercompany eliminations
|
4
|
4
|
4
|
Total
|
756
|
1,519
|
629
|
For the year ended December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Israel
|
3,905
|
3,570
|
Europe
|
1,380
|
1,228
|
Asia
|
434
|
401
|
North America
|
333
|
309
|
Other
|
76
|
59
|
Total
|
6,128
|
5,567
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Finished products
|
800
|
772
|
Work in progress
|
326
|
258
|
Raw materials
|
176
|
216
|
Spare parts
|
127
|
143
|
Total inventories
|
1,429
|
1,389
|
Of which:
|
||
Non-current inventories. mainly raw materials (presented in non-current assets)
|
117
|
99
|
Current inventories
|
1,312
|
1,290
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Government institutions
|
98
|
108
|
Current tax assets
|
87
|
79
|
Financial asset at amortized cost *
|
67
|
-
|
Prepaid expenses
|
51
|
52
|
Investments at fair value through other comprehensive income
|
40
|
-
|
Other
|
60
|
56
|
403
|
295
|
|
A. |
Non-controlling interests in subsidiaries
|
2019
|
2018
|
|
$ millions
|
$ millions
|
Current assets
|
151
|
192
|
Non-current assets
|
346
|
318
|
Current liabilities
|
150
|
225
|
Non-current liabilities
|
103
|
49
|
Equity
|
244
|
236
|
|
A. |
Non-controlling interests in subsidiaries (cont'd)
|
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Sales
|
349
|
387
|
363
|
Operating Income (loss)
|
23
|
-
|
(21)
|
Depreciation and amortization
|
41
|
34
|
34
|
Operating income before depreciation and amortization
|
64
|
34
|
13
|
Net Income (loss)
|
11
|
(13)
|
(38)
|
Total Comprehensive income (loss)
|
8
|
3
|
(26)
|
|
B. |
Business Divestiture
|
|
(1) |
In March 2018, the Company completed the sale transaction of the fire safety and oil additives business to SK
Invictus Holding L.P. for a consideration of $1,010 million, $953 million in cash and $57 million in the form of a loan (financial asset). As a result, in the income statement for 2018, the Company recorded a capital gain of $841
million (net of transaction expenses), under "other income".
|
|
(2) |
As part of the Company's strategy to divest low synergy businesses, in June 2019, the Company entered into an
agreement with a third party to sell part of its real estate in Germany (hereinafter - the Assets), which are associated with non-core activities, for a consideration of $13 million. The Company completed the sale transaction's at the
end of 2019. As a result, in the second quarter of 2019, the Company partially reversed the assets' impairment loss incurred in 2015 and recognized an income in the amount of $10 million, under "other income" in the statement of
Income ($7 million after tax).
|
|
C. |
Business Acquisition
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Non-current inventories
|
117
|
99
|
Surplus in employees' defined benefit plans
|
78
|
73
|
Financial Derivatives
|
57
|
15
|
Investments in equity-accounted investees
|
29
|
30
|
Lease rights
|
-
|
102
|
Financial asset at amortized cost *
|
-
|
59
|
Other
|
5
|
9
|
286
|
387
|
Land, roads and buildings
|
Installations and equipment
|
Dikes and evaporating ponds
|
Heavy mechanical equipment
|
Furniture, vehicles and equipment
|
Right of use asset
|
Plants under construction and spare parts for installations (1)
|
Total
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Cost
|
||||||||
Balance as at January 1, 2019
|
861
|
6,482
|
1,975
|
153
|
251
|
-
|
515
|
10,237
|
IFRS 16 initial implementation
|
-
|
-
|
-
|
-
|
-
|
300
|
-
|
300
|
Reclassification of finance lease (2)
|
-
|
-
|
-
|
-
|
-
|
96
|
-
|
96
|
Additions
|
17
|
268
|
65
|
15
|
25
|
39
|
285
|
714
|
Disposals
|
(69)
|
(37)
|
-
|
(10)
|
(5)
|
(11)
|
-
|
(132)
|
Translation differences
|
(5)
|
(6)
|
(5)
|
-
|
(1)
|
(1)
|
(3)
|
(21)
|
Balance as at December 31, 2019
|
804
|
6,707
|
2,035
|
158
|
270
|
423
|
797
|
11,194
|
Accumulated depreciation
|
||||||||
Balance as at January 1, 2019
|
468
|
3,693
|
1,139
|
89
|
185
|
-
|
-
|
5,574
|
Depreciation for the year
|
36
|
210
|
89
|
8
|
21
|
51
|
-
|
415
|
Disposals
|
(45)
|
(36)
|
-
|
(8)
|
(4)
|
(9)
|
-
|
(102)
|
Reversal of impairment
|
(10)
|
-
|
-
|
-
|
-
|
-
|
-
|
(10)
|
Translation differences
|
(4)
|
(6)
|
(4)
|
-
|
-
|
-
|
-
|
(14)
|
Balance as at December 31, 2019
|
445
|
3,861
|
1,224
|
89
|
202
|
42
|
-
|
5,863
|
Depreciated balance as at December 31, 2019
|
359
|
2,846
|
811
|
69
|
68
|
381
|
797
|
5,331
|
Land, roads and buildings
|
Installations and equipment
|
Dikes and evaporating ponds
|
Heavy mechanical equipment
|
Furniture, vehicles and equipment
|
Plants under construction and spare parts for installations (1)
|
Total
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Cost
|
|||||||
Balance as at January 1, 2018
|
844
|
5,788
|
1,888
|
150
|
242
|
898
|
9,810
|
Additions
|
42
|
789
|
100
|
5
|
20
|
(367)
|
589
|
Disposals
|
(2)
|
(19)
|
-
|
(2)
|
(7)
|
-
|
(30)
|
Translation differences
|
(23)
|
(76)
|
(13)
|
-
|
(4)
|
(16)
|
(132)
|
Balance as at December 31, 2018
|
861
|
6,482
|
1,975
|
153
|
251
|
515
|
10,237
|
Accumulated depreciation
|
|||||||
Balance as at January 1, 2018
|
451
|
3,520
|
1,053
|
84
|
181
|
-
|
5,289
|
Depreciation for the year
|
24
|
234
|
96
|
7
|
12
|
-
|
373
|
Impairment
|
5
|
5
|
-
|
-
|
1
|
-
|
11
|
Disposals
|
(1)
|
(16)
|
-
|
(2)
|
(8)
|
-
|
(27)
|
Translation differences
|
(11)
|
(50)
|
(10)
|
-
|
(1)
|
-
|
(72)
|
Balance as at December 31, 2018
|
468
|
3,693
|
1,139
|
89
|
185
|
-
|
5,574
|
Depreciated balance as at December 31, 2018
|
393
|
2,789
|
836
|
64
|
66
|
515
|
4,663
|
|
A. |
Composition
|
Goodwill
|
Concessions and mining rights
|
Trademarks
|
Technology / patents
|
Customer relationships
|
Exploration and evaluation assets
|
Computer
application
|
Others
|
Total
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Cost
|
|||||||||
Balance as at January 1, 2019
|
331
|
210
|
88
|
75
|
178
|
39
|
87
|
33
|
1,041
|
Additions
|
-
|
-
|
-
|
-
|
-
|
5
|
12
|
1
|
18
|
Translation differences
|
(8)
|
(1)
|
(2)
|
-
|
(2)
|
-
|
-
|
-
|
(13)
|
Balance as at December 31, 2019
|
323
|
209
|
86
|
75
|
176
|
44
|
99
|
34
|
1,046
|
Amortization and impairment losses
|
|||||||||
Balance as at January 1, 2019
|
22
|
68
|
26
|
39
|
105
|
25
|
63
|
22
|
370
|
Amortization for the year
|
-
|
2
|
3
|
5
|
10
|
1
|
5
|
2
|
28
|
Translation differences
|
(1)
|
-
|
(1)
|
(1)
|
(1)
|
-
|
-
|
-
|
(4)
|
Balance as at December 31, 2019
|
21
|
70
|
28
|
43
|
114
|
26
|
68
|
24
|
394
|
Amortized Balance as at December 31 ,2019
|
302
|
139
|
58
|
32
|
62
|
18
|
31
|
10
|
652
|
|
A. |
Composition (cont’d)
|
Goodwill
|
Concessions and mining rights
|
Trademarks
|
Technology / patents
|
Customer relationships
|
Exploration and evaluation assets
|
Computer
application
|
Others
|
Total
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Cost
|
|||||||||
Balance as at January 1, 2018
|
348
|
216
|
91
|
80
|
183
|
39
|
76
|
34
|
1,067
|
Additions
|
-
|
-
|
-
|
1
|
-
|
1
|
13
|
1
|
16
|
Disposals
|
-
|
-
|
-
|
-
|
-
|
-
|
-
|
(2)
|
(2)
|
Translation differences
|
(17)
|
(6)
|
(3)
|
(6)
|
(5)
|
(1)
|
(2)
|
-
|
(40)
|
Balance as at December 31, 2018
|
331
|
210
|
88
|
75
|
178
|
39
|
87
|
33
|
1,041
|
Amortization and impairment losses
|
|||||||||
Balance as at January 1, 2018
|
22
|
63
|
24
|
35
|
94
|
25
|
61
|
21
|
345
|
Amortization for the year
|
-
|
5
|
3
|
5
|
10
|
1
|
4
|
2
|
30
|
Impairment
|
-
|
-
|
-
|
3
|
3
|
-
|
-
|
-
|
6
|
Disposals
|
-
|
-
|
-
|
-
|
-
|
-
|
-
|
(1)
|
(1)
|
Translation differences
|
-
|
-
|
(1)
|
(4)
|
(2)
|
(1)
|
(2)
|
-
|
(10)
|
Balance as at December 31, 2018
|
22
|
68
|
26
|
39
|
105
|
25
|
63
|
22
|
370
|
Amortized Balance as at December 31 ,2018
|
309
|
142
|
62
|
36
|
73
|
14
|
24
|
11
|
671
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Intangible assets having a defined useful life
|
318
|
332
|
Intangible assets having an indefinite useful life
|
334
|
339
|
652
|
671
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Goodwill
|
||
Phosphate Solutions
|
123
|
127
|
Industrial Products
|
91
|
92
|
Innovative Ag. Solutions
|
70
|
71
|
Potash
|
18
|
19
|
302
|
309
|
|
Trademarks
|
||
Industrial Products, United States
|
13
|
13
|
Phosphate Solutions, United States
|
12
|
12
|
Industrial Products, Europe
|
7
|
5
|
32
|
30
|
|
334
|
339
|
Breakeven nominal after-tax discount rate
|
Industrial Products
|
22.8%
|
Potash
|
13.2%
|
Innovative Ag. Solutions
|
11.4%
|
Phosphate Solutions
|
10.6%
|
As at December 31, 2019
|
As at December 31, 2018
|
|||
Assets
|
Liabilities
|
Assets
|
Liabilities
|
|
$ millions
|
$ millions
|
Included in current assets and liabilities:
|
||||
Foreign currency and interest derivative instruments
|
10
|
(5)
|
13
|
(16)
|
Derivative instruments on energy and marine transport
|
1
|
(3)
|
-
|
(5)
|
11
|
(8)
|
13
|
(21)
|
|
Included in non-current assets and liabilities:
|
||||
Foreign currency and interest derivative instruments
|
57
|
(6)
|
15
|
-
|
|
A. |
Composition
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Short-term credit
|
||
From financial institutions
|
358
|
544
|
Current maturities
|
||
Long-term loans from financial institutions
|
13
|
32
|
Lease Liability
|
49
|
-
|
Long-term loans from others
|
-
|
34
|
62
|
66
|
|
Total Short-Term Credit
|
420
|
610
|
Long- term debt and debentures
|
||
Loans from financial institutions
|
408
|
377
|
Long term lease liability
|
300
|
-
|
Other loans
|
29
|
35
|
737
|
412
|
|
Less – current maturities
|
||
From financial institutions
|
13
|
32
|
Lease liability
|
49
|
-
|
From others
|
-
|
34
|
62
|
66
|
|
675
|
346
|
|
Marketable debentures
|
1,231
|
1,195
|
Non-marketable debentures
|
275
|
274
|
1,506
|
1,469
|
|
Total Long- term debt and debentures
|
2,181
|
1,815
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Balance as at January 1
|
2,442
|
3,227
|
Changes from financing cash flows
|
||
Receipt of long-term debt
|
657
|
1,746
|
Repayment of long-term debt
|
(689)
|
(2,115)
|
Repayment of short-term credit, net
|
(183)
|
(283)
|
Interest paid
|
(115)
|
(103)
|
Total net financing cash flows
|
(330)
|
(755)
|
Implementation of IFRS 16
|
353
|
-
|
Effect of changes in foreign exchange rates
|
48
|
(63)
|
Other changes
|
46
|
33
|
Balance as at December 31
|
2,559
|
2,442
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Second year
|
368
|
17
|
Third year
|
161
|
273
|
Fourth year
|
142
|
113
|
Fifth year
|
799
|
308
|
Sixth year and thereafter
|
711
|
1,104
|
2,181
|
1,815
|
Financial Covenants (1)
|
Financial Ratio Required under the Agreement
|
Financial Ratio December 31,
|
2019
|
Total shareholder's equity
|
Equity greater than $2,000 million
|
$3,925 million
|
Ratio of EBITDA to the net interest expenses
|
Equal to or greater than 3.5
|
10.5
|
Ratio of the net financial debt to EBITDA
|
Less than 3.5
|
1.8
|
Ratio of certain subsidiaries loans to the total assets of the consolidated company
|
Less than 10%
|
4%
|
|
(1) |
Examination of compliance with the above‑mentioned financial covenants is based on the Company's consolidated
financial statements. As at December 31, 2019, the Company complies with all of its financial covenants.
|
Year ended December 31,
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Carrying amount of the transferred assets
|
261
|
332
|
331
|
Fair value of the associated liabilities
|
261
|
332
|
331
|
Net position *
|
-
|
-
|
-
|
Instrument type
|
Loan date
|
Original principal (millions)
|
Currency
|
Carrying amount
($ millions)
|
Interest rate
|
Principal repayment date
|
Additional information
|
Loan-Israeli institutions
|
November 2013
|
300
|
Israeli Shekel
|
69
|
4.74%
|
2015-2024
(annual installment)
|
Partially repaid
|
Debentures (private offering) – 3 series
|
January 2014
|
84
145
46
|
U.S Dollar
|
84
145
46
|
4.55%
5.16%
5.31%
|
January 2021
January 2024
January 2026
|
|
Debentures - Series D
|
December 2014
|
800
|
U.S Dollar
|
183
|
4.50%
|
December 2024
|
(1)
|
Debentures - Series E
|
April 2016
|
1,569
|
Israeli Shekel
|
452
|
2.45%
|
2021- 2024
(annual installment)
|
|
Loan - others
|
April 2019
|
200
|
Chinese Yuan
|
29
|
5.23%
|
April 2021
|
|
Debentures - Series F
|
May 2018
|
600
|
U.S Dollar
|
596
|
6.38%
|
May 2038
|
(1)
|
Loan - European Bank
|
December 2018
|
70
|
U.S Dollar
|
70
|
Libor + 0.66%
|
December 2021
|
|
Loan - European Bank
|
May 2019
|
30
|
U.S Dollar
|
30
|
Libor + 0.80%
|
May 2024
|
|
(1) |
In July 2019 the credit rating company Fitch Ratings revised the Company’s rating outlook from “stable” to
“positive”, while reaffirming the Company’s international credit rating BBB-. Fitch reaffirmed the BBB- rating for the Company’s senior debentures, redeemable at an interest of 4.5% (Debentures Series D), outstanding principal amount
of $183 million due in 2024, and the Company’s senior debentures, redeemable at an interest of 6.375% (Debentures Series F), outstanding original principal amount of $600 million due in 2038.
|
|
(2) |
On January 2, 2020 the company completed an ILS 380 million (about $110 million) placement of series G unsecured
debentures (hereinafter - Series G) in Israel. The principal of Series G shall be payable in thirteen consecutive unequal annual payments, to be paid, on December 30 of each of the years 2022 through 2034. 64% of the principal will be
paid on December 30, 2034. Series G carries an annual coupon of 2.4% paid in semiannual installments on June 30 and December 30 of each year, commencing June 30, 2020. The series G have been rated "ilAA" by Standard & Poor's
Maalot rating agency. The interest rate on Series G will increase by 0.25% above the base interest rate for any rating level decrease starting at a rating of "ilA and reaching a maximum cumulative interest rate increase of 1% upon
reaching a rating of "ilBBB".
|
Issuer
|
Group of international banks (1)
|
European bank
|
Date of the credit facility
|
March 2015
|
December 2016
|
Date of credit facility termination
|
March 2023, March 2024
|
May 2024
|
The amount of the credit facility
|
USD 1,100 million
|
USD 100 million
|
Credit facility has been utilized
|
USD 230 million
|
USD 100 million
|
Interest rate
|
Up to 33% use of the credit: Libor/Euribor + 0.70%.
From 33% to 66% use of the credit: Libor/Euribor + 0.80%
66% or more use of the credit: Libor/Euribor + 0.95%
|
70 million dollar-Libor + 0.66%
30 million dollar-Libor + 0.80%
|
Loan currency type
|
USD and Euro loans
|
USD loans
|
Pledges and restrictions
|
Financial covenants - see Section D, a cross-default mechanism and a negative pledge.
|
Financial covenants - see Section D and a negative pledge.
|
Non-utilization fee
|
0.21%
|
0.00%
|
|
(1) |
In November 2019, the credit facility was reduced from $1,200 to $1,100 and in addition, part of the banks
agreed to extend the maturity of $900 million credit facility from March 2023 to March 2024. As at December 31, 2019, the company has $870 million of unutilized long-term credit lines.
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Employees
|
294
|
284
|
Current tax liabilities
|
78
|
112
|
Accrued expenses
|
64
|
85
|
Governmental (mainly in respect of royalties) (1)
|
50
|
61
|
Others
|
101
|
105
|
587
|
647
|
|
(1) |
See Note 19.
|
|
1) |
Preferred Enterprises located in Development Area A – 7.5%.
|
|
2) |
Preferred Enterprises located in the rest of the country – 16%.
|
|
a) |
Some of the Company’s Israeli subsidiaries are “Industrial Enterprise”, as defined in the above‑mentioned law.
In respect of buildings, machinery and equipment owned and used by any "Industrial Enterprise", the Company is entitled to claim accelerated depreciation as provided by the Income Tax Regulations – Adjustments for Inflation
(Depreciation Rates), 1986 which allow accelerated depreciation to any "Industrial Enterprise" as of the tax year in which each asset is first placed in service.
|
|
b) |
The Industrial Enterprises owned by some of the Company's Israeli subsidiaries have a common line of production
or similar industrial branch activity and, therefore, they file, together with the Company, a consolidated tax return in accordance with Section 23 of the Law for the Encouragement of Industry. Accordingly, each of the said companies
is entitled to offset its tax losses against the taxable income of the other companies.
|
|
1) |
Actual price in the sale transaction.
|
|
2) |
A price which will keep an operating profit with the bromine compounds manufacturer of 12% out of the revenue it generates from bromine
compounds sales.
|
|
1) |
Actual price in the sale transaction.
|
|
2) |
A price which will keep an operating profit with the downstream products manufacturer of 12% out of the revenue it generates from
downstream phosphate made of products sales.
|
|
3) |
The production and operating costs attributable to a unit of phosphate.
|
The Company took an alternative tax filing position, according to which, all the Dead Sea minerals should be taxed as a unified mineral under the above-mentioned mechanism as the natural resource that is used by the company is the Dead-Sea brine.
Country
|
Tax rate
|
Note
|
Brazil
|
34%
|
|
Germany
|
29%
|
|
United States
|
26%
|
(1)
|
Netherlands
|
25%
|
(2)
|
Spain
|
25%
|
|
China
|
25%
|
|
United Kingdom
|
19%
|
(3)
|
|
(1) |
In 2017, the U.S. government enacted comprehensive tax legislation which significantly revises the future
ongoing U.S. federal corporate income tax by, among others, lowering U.S. corporate income tax rates and implementing a territorial tax system, commencing January 2018. The tax rate above is an estimated average and includes federal
and states tax. Different rate may apply in each specific state.
|
|
(2) |
The tax rate in the Netherlands will be reduced to 21.7% commencing 2021.
|
|
(3) |
The tax rate in the UK will be reduced to 17% commencing April 1, 2020. There are current discussions in the UK to defer this tax reduction.
|
|
1) |
The Company and the main operational companies in Israel (DSW, Rotem, Bromine, DSM, BCL and F&C), along with
most of the other companies in Israel, have received final tax assessments up to and including 2011. The main subsidiaries outside of Israel have final tax assessments up to and including 2013 - 2015.
|
|
2) |
Israel - In December 2018, the Israeli Tax Authorities (hereinafter - the ITA) rejected the company's objection
relating an assessment issued to the Company and to certain Israeli subsidiaries, and demanded an additional tax payment, for the years 2012‑2014, in the amount of $83 million. The Company disputes the assessment and filed an appeal
to the Jerusalem District Court. In the Company’s estimation, it is more likely than not that the majority of its appeal will be accepted.
|
3)
|
The Company's subsidiary in Belgium recognized a notion deduction on its
capital, based on its interpretation of the Belgian tax law, which was validated by the Court of Appeals in Belgium. The tax authorities disputed the eligibility of the deduction by appealing to the Supreme Court against the Court of
Appeals' resolution and issuing tax assessments in a total amount of $27 million for the years commencing 2010. In May 2019, the Supreme Court decided to cancel the said favorable resolution of the Court of Appeals and instructed that
the case will return for further hearing in the Court of Appeals in another district. The Company believes it is more likely than not that its tax position will be accepted.
|
|
4) |
Spain and Germany - The Company's subsidiaries in those countries were under tax audits for the years 2012-2015,
which were concluded in 2019 with no material financial consequences. The full tax liability for those audits was either paid or accrued for in the company books.
|
In respect of financial position
|
In respect
of carry forward tax losses
|
Total
|
||||
Depreciable property,
plant and equipment and intangible assets
|
Inventories
|
Provisions for employee benefits
|
Other
|
|||
$ millions
|
Balance as at January 1, 2018
|
(291)
|
28
|
84
|
19
|
64
|
(96)
|
Changes in 2018:
|
||||||
Amounts recorded in the statement of income
|
(123)
|
(2)
|
(6)
|
-
|
55
|
(76)
|
Amounts recorded to a capital reserve
|
-
|
-
|
(3)
|
2
|
-
|
(1)
|
Translation differences
|
2
|
-
|
(1)
|
(1)
|
(2)
|
(2)
|
Balance as at December 31, 2018
|
(412)
|
26
|
74
|
20
|
117
|
(175)
|
Additions in respect of business combinations
|
||||||
Amounts recorded in the statement of income
|
(14)
|
8
|
3
|
-
|
(64)
|
(67)
|
Amounts recorded to a capital reserve
|
-
|
-
|
10
|
-
|
-
|
10
|
Translation differences
|
1
|
-
|
-
|
-
|
(1)
|
-
|
Balance as at December 31, 2019
|
(425)
|
34
|
87
|
20
|
52
|
(232)
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Euro
|
44
|
22
|
British Pound
|
16
|
21
|
U.S Dollar
|
(1)
|
(7)
|
Israeli Shekels
|
(285)
|
(204)
|
Other
|
(6)
|
(7)
|
(232)
|
(175)
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Current taxes
|
91
|
53
|
208
|
Deferred taxes
|
61
|
76
|
(23)
|
Taxes in respect of prior years
|
(5)
|
-
|
(27)
|
147
|
129
|
158
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Income before income taxes, as reported in the statements of income
|
628
|
1,364
|
505
|
Statutory tax rate (in Israel)
|
23%
|
23%
|
24%
|
Theoretical tax expense
|
144
|
314
|
121
|
Add (less) – the tax effect of:
|
|||
Tax benefits deriving from the Law for Encouragement of Capital Investments net of natural Resources Tax
|
(8)
|
(20)
|
(4)
|
Differences deriving from additional deduction and different tax rates applicable to foreign subsidiaries
|
(15)
|
(186)
|
23
|
Tax on dividend
|
2
|
-
|
18
|
Deductible temporary differences (including carryforward losses) for which deferred taxes assets were not recorded and
non–deductible expenses
|
17
|
24
|
15
|
Taxes in respect of prior years
|
(5)
|
-
|
(27)
|
Impact of change in tax rates
|
-
|
-
|
(13)
|
Differences in measurement basis (mainly ILS/USD)
|
15
|
(11)
|
18
|
Other differences
|
(3)
|
8
|
7
|
Taxes on income included in the income statements
|
147
|
129
|
158
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Tax recorded in other comprehensive income
|
|||
Actuarial gains from defined benefit plan
|
10
|
(3)
|
3
|
Change in investments at fair value through other comprehensive income
|
(1)
|
-
|
5
|
Taxes in respect of exchange rate differences on equity loan to a subsidiary included in translation adjustment
|
1
|
2
|
(5)
|
Total
|
10
|
(1)
|
3
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Fair value of plan assets
|
583
|
518
|
Termination benefits
|
(105)
|
(111)
|
Defined benefit obligation
|
(1,004)
|
(860)
|
(526)
|
(453)
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Equity instruments
|
||
With quoted market price
|
237
|
200
|
Without quoted market price
|
10
|
-
|
247
|
200
|
|
Debt instruments
|
||
With quoted market price
|
197
|
164
|
Without quoted market price
|
111
|
119
|
308
|
283
|
|
Deposits with insurance companies
|
28
|
35
|
583
|
518
|
|
a) |
Under collective labor agreements, the Group companies in Israel make current deposits in third parties pension
plans for some of the employees. These plans generally provide full severance pay coverage.
|
|
c) |
As to the balance of the liabilities that are not funded, as mentioned above, a provision is recorded in the financial statements based on an
actuarial calculation.
|
Fair value of plan assets
|
Defined benefit obligation
|
Defined benefit obligation, net
|
||||
2019
|
2018
|
2019
|
2018
|
2019
|
2018
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Balance as at January 1
|
518
|
631
|
(860)
|
(1,068)
|
(342)
|
(437)
|
Income (costs) included in profit or loss:
|
||||||
Current service costs
|
-
|
-
|
(21)
|
(24)
|
(21)
|
(24)
|
Interest income (expenses)
|
15
|
14
|
(27)
|
(26)
|
(12)
|
(12)
|
Past service cost
|
-
|
-
|
5
|
7
|
5
|
7
|
Effect of movements in exchange rates, net
|
17
|
(17)
|
(31)
|
37
|
(14)
|
20
|
Included in other comprehensive income:
|
||||||
Actuarial gains (losses) deriving from changes in financial assumptions
|
-
|
-
|
(121)
|
71
|
(121)
|
71
|
Other actuarial gains (losses)
|
46
|
(15)
|
-
|
-
|
46
|
(15)
|
Change with respect to translation differences, net
|
9
|
(19)
|
(4)
|
21
|
5
|
2
|
Other movements:
|
||||||
Benefits paid
|
(32)
|
(38)
|
55
|
73
|
23
|
35
|
Conversion to defined contribution plans
|
-
|
(49)
|
-
|
49
|
-
|
-
|
Employer contribution
|
10
|
11
|
-
|
-
|
10
|
11
|
Balance as at December 31
|
583
|
518
|
(1,004)
|
(860)
|
(421)
|
(342)
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
%
|
%
|
%
|
Discount rate as at December 31
|
2.1
|
3.0
|
2.7
|
Future salary increases
|
3.2
|
3.3
|
3.2
|
Future pension increase
|
2.1
|
2.2
|
2.2
|
December 2019
|
||||
Decrease 10%
|
Decrease
5%
|
Increase
5%
|
Increase
10%
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Significant actuarial assumptions
|
||||
Salary increase
|
16
|
8
|
(8)
|
(16)
|
Discount rate
|
(24)
|
(12)
|
12
|
24
|
Mortality table
|
(22)
|
(11)
|
11
|
22
|
Site restoration and equipment dismantling
|
Legal claims
|
Other
|
Total
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Balance as at January 1, 2019
|
205
|
18
|
43
|
266
|
Provisions recorded during the period (1)
|
11
|
1
|
3
|
15
|
Provisions reversed during the period
|
(4)
|
(8)
|
(11)
|
(23)
|
Payments during the period
|
(8)
|
(1)
|
(3)
|
(12)
|
Translation differences
|
(2)
|
-
|
-
|
(2)
|
Balance as at December 31, 2019
|
202
|
10
|
32
|
244
|
|
(1) |
For additional information, see Note 19.
|
|
(1) |
Several of the Group’s subsidiaries have entered into agreements with suppliers for the purchase of raw materials and energy in the ordinary
course of business, for various periods ending on December 31, 2036. As of December 31, 2019, the total amount of the commitments under the said purchase periods of the agreements is about $2.24 billion. This item takes into
consideration part of the agreements described below.
|
|
(2) |
Several of the Group’s subsidiaries have entered into agreements with suppliers for the acquisition of property, plant and equipment. As at
December 31, 2019, the subsidiaries have capital purchase commitments of about $301 million. This item takes into consideration part of the agreements described below.
|
|
(3) |
In 2017, Dead Sea Works (hereinafter - DSW) signed an agreement, the cost of which for ICL is $280 million, for the execution of the first
stage of the Salt Harvesting Project, with a contracting company Holland Shallow Seas Dredging Ltd., which includes, among other things, the construction of a special dredger that is designed to execute the salt harvesting. The
dredger is expected to commence its operation during the year 2020. For further information - see item C(2).
|
|
(4) |
In 2017, 2018 and 2019, DSW signed agreements with several execution and infrastructure companies, for a total amount of $180 million (out of
the total project cost of about $220 million), for construction of a new pumping station (hereinafter - the P-9 Pumping Station). The P-9 Pumping Station is expected to commence its operation during the year 2020. For further
information – see item C(2).
|
|
(5) |
In February 2019, the Company signed agreements for the sale of three office buildings, located in Be'er Sheva, Israel, for a total
consideration of $27 million, which were leased back to the Company. As a result, in accordance with IFRS16, in the first quarter of 2019, the Company
recognized a capital gain of $11 million and a deferred profit of $8 million which was deducted from the right-to-use asset (reduction in future depreciation expenses).
|
|
(6) |
In 2012, the Company started the construction of a new cogeneration power station (EPC) in Sodom, Israel, which was fully operational in
August 2018. One of the main agreements is the construction agreement with the contracting company Abengoa. In light of the continued violations by Abengoa, in September 2017, the Company notified it of the cancellation of the
agreement. In November 2018, following the financial disputes between the Company and Abengoa, the Company announced the initiation of an arbitration proceeding, in accordance with the provisions of the agreement.
|
|
(6) |
(cont'd)
|
|
(7) |
In 2018, the Company entered into two supply agreements with "Tamar" and “Leviathan” reservoir (hereinafter – the Agreements), to secure its
gas supply needs until the end of 2025 or until the entry of the “Karish” and “Tanin” reservoirs into service, whichever occurs first. The gas price in the Agreements is in accordance with the gas price formulas stipulated under the
government’s gas outline. The Company anticipates that the scope of the annual gas consumption will be about 0.75 BCM.
|
|
(8) |
The Articles of Association of the Company and its Israeli subsidiaries include provisions that permit exemption, indemnification and
insurance of the liability of officers, all in accordance with the provisions of the Israeli Companies Law.
|
|
(1) |
Dead Sea Works Ltd. (hereinafter – DSW)
|
|
(1) |
Dead Sea Works Ltd. (hereinafter – DSW) (Cont’d)
|
|
(1) |
Dead Sea Works Ltd. (hereinafter – DSW) (Cont’d)
|
|
(2) |
Rotem Amfert Israel (hereinafter – “Rotem”)
|
|
a) |
Rotem Field (including the Hatrurim Field) – valid up to the end of 2021.
|
|
b) |
Zafir Field (Oron‑Zin) – valid up to the end of 2021.
|
|
(2) |
Rotem Amfert Israel (hereinafter – “Rotem”) (cont'd)
|
|
(2) |
Rotem Amfert Israel (hereinafter – “Rotem”) (cont'd)
|
|
• |
Emission permit under the Israeli Clean Air Act (hereinafter - the Law): In 2018, the Company conducted two risk assessments by external
experts regarding the possibility to execute all the clean air tasks required by the emission permit as per their approved timeline. The risk assessments focused on the technical and safety considerations arising from implementation
of a large number of parallel projects in an industrial site. The assessments indicated that there is no operational feasibility to implement the full requirements of the permit within the defined timeline, and accordingly the Company
is unable to meet the timeline set in the current permit. In 2019, following discussions with the Israeli Ministry of Environmental Protection (hereinafter - MoE), the MoE informed the Company that during the course of discussions to
renew Rotem's emission permit, which currently remains unchanged, they will consider the safety constraints, the complexity and multiplicity of projects, as well as the Company's diligence to comply with the present permit conditions and their schedules, while prioritizing projects with significant environmental impact. The Company provided the MoE with its updated projects'
outline, schedule and completion status. The Company continuously updates the MoE on its compliance with the updated projects’ outline.
|
|
• |
Extension of the mining concessions: Rotem has two mining concessions, which are valid until the end of 2021. The Company is working with the
relevant authorities to extend the concessions.
|
|
• |
Extension of a lease agreement: Rotem has two lease agreements in effect until 2024 and 2041 and an additional lease agreement of the Oron
plant, which the Company has been working to extend since 2017, by exercising the extension option provided in the agreement.
|
|
• |
Gypsum Ponds used for accumulation of phosphogypsum fluid - in November 2018, construction and use permits for pond 5 were received until
December 31, 2020. The Company is working with the relevant authorities to obtain all the required permits, for the continued operation of the gypsum ponds beyond 2020, in accordance with the requirements set by law and/or
instructions of the Planning and Building Committee.
|
|
• |
Finding economically feasible alternatives to the continued mining of phosphate rock in Israel – according to the Company's assessment of
economic phosphate reserves in the existing mining areas, the estimated useful life of Rotem's phosphate rock reserves, which are essential for some of our production lines, is limited to only a few years. As described above, the
Company is working to obtain permits and approvals which will provide an economic alternative for future mining of phosphate rock in Israel.
|
|
(3) |
Spain
|
|
(4) |
United Kingdom
|
|
A. |
The mining rights of a subsidiary in the United Kingdom (hereinafter – ICL Boulby), are based on approximately 114 mining leases and licenses
for extracting various minerals, in addition to numerous easements and rights of way from private owners of land under which ICL Boulby operates, and mining rights under the North Sea granted by the British Crown (Crown Estates). This
lease with the Crown Estates, includes provisions to explore and exploit all targeted and known Polysulphate mineral resources of interest to ICL Boulby. The said mineral leases cover a total area of about 720 square kilometers
(onshore leases totaling around 90 square kilometers and the offshore leases from the Crown Estates covering around 630 square kilometers). As at the date of this report, all the lease periods, licenses, easements and rights of way
(hereinafter – the Rights) are effective, some up to June 2020 whereas some will continue up to 2038. The Company is currently in a process of renewing some of the Rights which expire in June 2020 and are still needed for the mining
operation or alternatively will seek to obtain ownership of these Rights. The Company believes that it is more likely than not, that it will obtain renewal or ownership of all the needed Rights.
|
|
(4) |
United Kingdom (cont'd)
|
|
B. |
A UK subsidiary from ICL Innovative Ag Solutions segment (hereinafter – Everris UK), has peat mines in the UK (Creca, Nutberry and Douglas
Water). Peat is used as a main component for the production of growing media. The Nutberry and Douglas Water mining sites are owned by Everris UK, while the Creca mine is held under a long‑term lease. The mining permits are granted by
the local authorities and are renewed after examination of the local authorities. The mining permits were granted up to the end of 2024.
|
|
(5) |
China
|
|
(1) |
Ecology
|
|
A. |
In July 2019, an application for approval of a claim as a class action was submitted to the Jerusalem District Court by an Israeli
environmental association (hereafter - the Applicant) against 30 defendants, including Fertilizers and Chemicals Ltd., a subsidiary of the Company. The application includes claims relating to air pollution in Haifa Bay (located in
northern Israel) and to alleged illness therefrom to the population of the said area. In the framework of the petition, the Applicant requests for declarative relief and the establishment of a mechanism for compensation awards,
without specifying their amount, or alternatively, for splitting remedies to allow each group member to sue for damages in a separate proceeding. The Company will submit its response within the framework of the legal proceeding.
Considering the early stage of the proceeding, there is a difficulty in estimating its outcome.
|
|
B. |
In March 2018, an application for certification of a claim as a class action was filed with the District Court in Be’er Sheva by two groups:
the first class constituting the entire public in the State of Israel and the second-class constituting visitors of Bokek stream and the Dead Sea (hereinafter – the Applicants), against the subsidiaries, Rotem Amfert Israel and
Periclase Dead Sea Ltd. (hereinafter – the Respondents). According to the claim, the Respondents have allegedly caused continuous, severe and extreme environmental hazards through pollution of the “Judea group – Zafit formation”
groundwater aquifer (hereinafter – the Aquifer) and the Ein Bokek spring with industrial wastewater, and in doing so the Respondents have violated various provisions of property law and environmental protection law, including the
provisions of the Law for Prevention of Environmental Hazards and the Water Law, as well as violations relating to the Torts Ordinance – breach of statutory duty, negligence and unjust profits.
|
|
C. |
In connection with the 2017 event of the partial collapse of a dyke in Pond 3, which is used for accumulation of phosphogypsum fluid that is
created as part of the production processes in Rotem Amfert Israel plants in Israel, as at the reporting date, the event is still being investigated by the Ministry of Environmental Protection and the Nature and Natural Parks
Authority. The Company is committed to environmental protection, and for years has worked closely with the Israeli environmental protection authorities to maintain the Negev’s nature in the area of its facilities. Several applications
for certification of claims as class actions were filed against the Company (see item D below) contending, among other things, that the Company should bear the restoration costs in the long‑term.
|
|
(1) |
Ecology (cont'd)
|
|
D. |
In July and August 2017, three applications for certification of claims as class actions were filed against the Company, as a result of a
partial collapse of the dyke in the evaporation pond of Rotem Amfert Israel, which caused contamination of the Ashalim Stream and its surrounding area. The claimants contend that the Company breached various provisions of
environmental laws, including, the provisions of the Law for Prevention of Environmental Hazards, the Water Law, provisions of the Torts Ordinance, a breach of statutory duty and negligence. In the framework of the first application,
the Court was requested to instruct the Company to rectify the harm caused as a result of its omissions, in order to prevent recurrence of the damage caused as well as to grant a monetary remedy for non‑pecuniary damages. The monetary
remedy was not defined, however, according to the claimants, the amount of the personal claim is NIS 1,000 ($289) for each resident of the State of Israel, which totals approximately 8.68 million persons. In the framework of the
second application, the Court was requested to grant a monetary remedy in an amount of no less than NIS 250 million ($72 million), and concurrently to award personal compensation in the amount of NIS 2,000 ($578) for each resident of
the State of Israel, this being in respect of non‑pecuniary damages. Furthermore, the Court was requested to instruct the Company to comply with the relevant laws and the rules provided thereunder. As part of the third application,
the Court was requested to instruct the Company, among other things, to prepare plans for removal of the contamination, restoration of the Ashalim Stream and its surrounding area, for control and prevention of recurrence of the damage
caused, to pay monetary relief to the class of injured parties, in the amount of NIS 202.5 million ($59 million), and to provide compensation by means of restoring the natural values impaired and return the area to its former
condition.
|
|
E. |
In 2015, a request was filed for certification of a claim as a class action, in the District Court in Tel‑Aviv–Jaffa, against eleven
defendants, including a subsidiary, Fertilizers and Chemical Ltd., in respect of claims relating to air pollution in Haifa Bay and for the harm allegedly caused from it to the residents of the Haifa Bay area. The amount of the claim
is about NIS 13.4 billion (about $3.8 billion). In the Company’s estimation, based on the factual material provided to it and the relevant court decision, it is more likely than not that the plaintiffs’ contentions will be rejected.
|
|
(2) |
Increase in level of Pond 5 (hereinafter – the Pond)
|
|
(2) |
Increase in level of Pond 5 (hereinafter – the Pond) (cont'd)
|
|
(3) |
Spain
|
|
A. |
The subsidiary in Spain (hereinafter – ICL Iberia) has two potash production centers – Suria and Sallent. As
part of an efficiency plan, the Company intends to consolidate the activities of ICL Iberia into one site by means of expanding the Suria production site and discontinuing the mining activities in the Sallent site. The mining
activities in Spain require, among other things, an environmental mining license and an urban license.
|
|
(3) |
Spain (cont'd)
|
|
B. |
In 2016, a court decision was received which determined that ICL Iberia bears sole responsibility for contamination of the water in certain
wells in the Suria and Sallent sites (due to an over concentration of salt). In January 2018, claims were received from several owners of the land surrounding the wells, whereby ICL Iberia is required to compensate them for their
damages, in the aggregate amount of $22 million. Given the clarity of information regarding the number of final claimants, the content of their claims and the completion of the collection and review of all claim materials, the Company
re-evaluated its exposure estimation according to which, it is more likely than not that the Company will be required to compensate the owners in the amount of up to $4 million. As a result, the company reduced its provision and in
the fourth quarter recorded a reversal of $7 million under "other income" in the statements of income.
|
|
C. |
As part of the arbitration proceeding conducted between a Spanish subsidiary and Akzo Nobel Industrial Chemicals B.V. (hereinafter -
AkzoNobel), concerning the termination of the partnership agreement between them, in May 2019, AkzoNobel submitted a statement of claim to the Arbitral Tribunal, whereby it seeks to determine that the agreement termination by the
Company constitutes an unlawfully breach of contract and therefore it is entitled to enforce the agreement and to be compensated in an immaterial amount. Alternatively, in case it is determined that the agreement is not enforceable,
AkzoNobel outlines several different compensation alternatives in the amounts of up to $152 million. The Company believes that the agreement was lawfully terminated and that it is more likely than not that AkzoNobel claims will be
rejected.
|
|
(4) |
In October 2018, a petition was filed to the International Trade Administration of the U.S. Department of Commerce (hereinafter – the Commerce
Department) and the U.S. International Trade Commission by a U.S. Magnesium company, to impose antidumping and countervailing duties on imports of magnesium from Israel, on the grounds these imports benefited from subsidization and
are sold at less than fair value in the U.S. market. In May and July 2019, the Commerce Department issued preliminary determinations to impose countervailing duty of 7.48% and antidumping duty at a rate of 193.24%, respectively, over
Magnesium imports from Israel.
|
|
(5) |
In connection with the Harmonization Project (one global ERP system), which was discontinued in 2016 by the Company's Board of Directors
decision, in December 2018 the Company filed a lawsuit in the Tel Aviv District Court, against IBM Israel, the leading project provider (hereinafter – IBM), in the amount of $300 million (about NIS 1.1 billion), for compensation of the damages incurred to the Company due to IBM’s failure to meet its undertakings within the Project, which led to the failure of the Project. In
March 2019, IBM filed its statement of defense, together with a counterclaim against the Company, according to which IBM claims that ICL allegedly refrained from making certain payments, conducted negotiations in bad faith, and
terminated the project unilaterally, in a way that harmed IBM's reputation and goodwill and therefore claims an amount of about $53 million (about ILS 186 million), including VAT and interest. In June 2019, the Company filed a
statement of defense with respect to the counterclaim in which the Company rejected all of IBM's claims. Considering the early stage of the proceedings and the complexity of the claims, there is a difficulty in estimating their
outcome. Nevertheless, the Company believes it is more likely than not IBM's claims in its counterclaim will be rejected.
|
(6)
|
In December 2018, an application for certification of a class action was filed with the Tel Aviv
District Court against the Company, Israel Corporation, and office holders, including directors who held office during the said dates which are stated in the application, with respect to the manner in which the IT (the Harmonization)
project was managed and terminated. According to the allegations made in the Application, the Company failed to properly report negative developments which occurred on certain dates during the said IT project, and such failure caused
the company immense financial damages.
|
|
(7) |
In July 2018, an application for certification of a class action was filed with the Central District Court against the Company and its
subsidiaries, Rotem Amfert Israel and Fertilizers and Chemicals Ltd. (jointly hereinafter – the Defendants). The causes of action are the alleged exploitation of the Defendants' monopolistic position to charge consumers in Israel
excessive and unfair prices for products classified as "solid phosphate fertilizer" between 2011 and 2018, contrary to the provisions of the Restrictive Trade Practices Law, and unjust profits at the expense of the plaintiff and the
represented group. The representative plaintiff is a Kibbutz member who grows various plants and trees in his yard and in a nearby orchard. The represented group includes all the consumers who purchased, directly or indirectly, solid
phosphate fertilizer products manufactured by the Defendants, or farming produce fertilized with solid phosphate fertilizer or food products that include such farming produce as stated above, in the years 2011-2018 (hereinafter – the
Represented Group).
|
|
(8) |
In 2015, a petition was filed in the Israeli Court for Water Matters by Adam Teva V’Din - Israeli Association for Environmental Protection
(ATD) wherein the Court was requested to order the Government Water and Sewage Authority (hereinafter – the Water Authority) to issue a production license to DSW pursuant to the Water Law with respect to the transfer of water from the
Northern Basin of the Dead Sea to the evaporation ponds in the Sea’s Southern Basin. The goal is to regulate and supervise, within the framework of the production license, transfer of the water, as stated, including limitation of the
quantities transferred. In August 2016, the Water Authority issued directives to DSW (not in the framework of the production license), after hearing the latter’s position, which included limitations on the quantities of water
transferred, as well as mechanisms for reporting of pumping volume.
|
|
(9) |
In 2017, the Israeli Water Law was amended, according to which saline water of the kind produced by Dead Sea plants is charged with
water fees. It is the Company’s view, that such charges should not apply to water drawn within the Dead Sea concession area, for various reasons, most notably the provisions of the Concession Law. Nevertheless, in December 2019, the
Company received a water bill for 2018 from the Water Authority, setting forth the amount of $9 million to be paid on account of charges for water drawn from all of its wells including in the concession area. In January 2020, the
Company submitted its appeal to the Water Authority, objecting to the charges relating to the water drawn within the concession area, which constitute about 60% of the total charge. The Company believes it is more likely than not
that the charges will not apply to the water drawn within the concession area. The Company has a sufficient provision in immaterial amounts for the production of water outside the concession area.
|
|
(10) |
In 2017, a decision of the District Court in Beer Sheva was received regarding a dispute between the National Company for Roads in Israel
(hereinafter – the Roads Company) and DSW, whereby DSW and the Roads Company will be equally accredited with the restoration of the bridges on Route 90. In light of the decision, the parties filed an appeal and a counter appeal in the
Supreme Court. In 2018, the parties agreed to start a mediation process which ended in a settlement that was validated as a court
ruling in December 2019. The mediation settlement brought a full, final and complete clearance of all claims, arguments or demands by the parties.
|
|
(11) |
In addition to the contingent liabilities, as stated above, as at the reporting date, the contingent liabilities regarding the matters of
environmental protection and legal claims, which are pending against the Group, are in immaterial amounts. It is noted that part of the above claims is covered by insurance. According to the Company’s estimation, the provisions
recognized in its financial statements are sufficient.
|
As at December 31, 2019
|
As at December 31, 2018
|
|||
Authorized
|
Issued and paid
|
Authorized
|
Issued and paid
|
Number of Ordinary shares of Israeli Shekel 1 par value (in millions)
|
1,485
|
* 1305
|
1,485
|
* 1305
|
Number of Special State share of Israeli Shekel 1 par value
|
1
|
1
|
1
|
1
|
Number of Outstanding Shares (in millions)
|
As at January 1, 2018
|
1,303
|
Issuance of shares
|
2
|
As at December 31, 2018
|
1,305
|
Issuance of shares
|
-
|
As at December 31, 2019
|
1,305
|
|
1. |
The ordinary shares grant their holders voting rights in General Meetings of the Company, the right to participate in shareholders’ meetings,
the right to receive dividends and the right to a share in excess assets upon liquidation of ICL.
|
|
2. |
The Special State of Israel Share, held by the State of Israel in order to monitor matters of vital interest to the State of Israel, grants
special rights to make decisions, among other things, on the following matters:
|
|
- |
Sale or transfer of Company assets, which are “essential” to the State of Israel, not in the ordinary course of business.
|
|
- |
Voluntary liquidation, change or reorganization of the organizational structure of ICL or merger (excluding mergers of entities controlled by
ICL, directly or indirectly, that would not impair the rights or power of the Government, as holder of the Special State Share).
|
|
- |
Any acquisition or holding of 14% or more of the issued share capital of ICL.
|
|
- |
The acquisition or holding of 25% or more of the issued share capital of ICL (including augmentation of an existing holding up to 25%), even
if there was previously an understanding regarding a holding of less than 25%.
|
|
- |
Any percentage of holding of the Company’s shares, which grants its holder the right, ability or actual possibility to appoint, directly or
indirectly, such number of the Company’s directors equal to half or more of the Company’s directors actually appointed.
|
|
1. |
Non-marketable options
|
Grant date | Employees entitled | Number of instruments (thousands) |
Issuance's details
|
Instrument terms
|
Vesting conditions
|
Expiration date
|
August 6, 2014
|
Officers and senior employees
|
3,993
|
An issuance of non-marketable and non-transferrable options, for no consideration, under the 2014 Equity Compensation Plan.
|
Upon exercise, each option may be converted into one ordinary share of NIS 1 par value of the Company. In case that on the
exercise date the closing price of an ordinary share is higher than twice the exercise price (the “Share Value Cap”), the number of the exercised shares will be reduced so that the product of the exercised shares actually issued to an
offeree multiplied by the share closing price will equal to the product of the number of exercised options multiplied by the Share Value Cap.
|
3 equal tranches:
(1) One third on December 1, 2016
(2) One third on December 1, 2017
(3) One third on December 1, 2018
|
Two years from the vesting date.
|
December 11, 2014
|
Former CEO
|
367
|
||||
May 12, 2015
|
Officers and senior employees
|
6,729
|
Upon exercise, each option may be converted into one ordinary share of NIS 1 par value of the Company.
|
3 equal tranches:
(1) one third at the end of 12 months after the grant date
(2) one third at the end of 24 months after the grant date
(3) one third at the end of 36 months after the grant date
|
The first and second tranches is at the end of 36 months after the grant date for the third tranche is at the end of 48
months after the grant date.
|
|
June 29, 2015
|
Former CEO
|
530
|
||||
Former Chairman of BOD
|
404
|
|||||
June 30, 2016
|
Officers and senior employees
|
3,035
|
June 30, 2023
|
|||
September 5, 2016
|
Former CEO
|
625
|
||||
Former chairman of BOD
|
186
|
|||||
February 14, 2017
|
Former CEO
|
114
|
February 14, 2024
|
|||
June 20, 2017
|
Officers and senior employees
|
6,868
|
June 20, 2024
|
|||
August 2, 2017
|
Former chairman of BOD
|
165
|
|
1. |
Non-marketable options (cont'd)
|
Grant date
|
Employees entitled
|
Number of instruments (thousands)
|
Issuance's details
|
Instrument terms
|
Vesting conditions
|
Expiration date
|
March 6, 2018
|
Officers and senior employees
|
5,554
|
An issuance of non-marketable and non-transferrable options, for no consideration, under the 2014 Equity Compensation Plan.
|
Upon exercise, each option may be converted into one ordinary share of NIS 1 par value of the Company.
|
3 equal tranches:
(1) one third at the end of 12 months after the grant date
(2) one third at the end of 24 months after the grant date
(3) one third at the end of 36 months after the grant date
|
March 6, 2025
|
May 14, 2018
|
CEO
|
385
|
May 14, 2025
|
|||
August 20, 2018
|
Former chairman of BOD
|
403
|
August 20, 2025
|
|||
April 15, 2019
|
Officers and senior manager
|
13.2
|
2 equal tranches:
(1) half at the end of 24 months after the grant date.
(2) half at the end of 36 months after the grant date.
|
5 years after the grant date
|
||
June 27, 2019
|
CEO
|
3.5
|
||||
May 29, 2019 *
|
Chairman of BOD
|
2.2
|
2 equal tranches:
(1) half at the end of 24 months after the issuance date.
(2) half at the end of 36 months after the issuance date.
|
5 years after the issuance date
|
2014 Plan
|
||||||
Granted 2014
|
Granted 2015
|
Granted 2016
|
Granted 2017
|
Granted 2018
|
Granted 2019
|
Share price (in $)
|
8.2
|
7.0
|
3.9
|
4.5
|
4.4
|
5.4
|
CPI-linked exercise price (in $)
|
8.4
|
7.2
|
4.3
|
4.3
|
4.3
|
5.3
|
Expected volatility:
|
||||||
First tranche
|
29.40%
|
25.40%
|
30.51%
|
31.88%
|
28.86%
|
27.85%
|
Second tranche
|
31.20%
|
25.40%
|
30.51%
|
31.88%
|
28.86%
|
27.85%
|
Third tranche
|
40.80%
|
28.80%
|
30.51%
|
31.88%
|
28.86%
|
27.85%
|
Expected life of options (in years):
|
||||||
First tranche
|
4.3
|
3.0
|
7.0
|
7.0
|
7.0
|
4.4
|
Second tranche
|
5.3
|
3.0
|
7.0
|
7.0
|
7.0
|
4.4
|
Third tranche
|
6.3
|
4.0
|
7.0
|
7.0
|
7.0
|
4.4
|
Risk-free interest rate:
|
||||||
First tranche
|
(0.17)%
|
(1.00)%
|
0.01%
|
0.37%
|
0.03%
|
(0.67)%
|
Second tranche
|
0.05%
|
(1.00)%
|
0.01%
|
0.37%
|
0.03%
|
(0.67)%
|
Third tranche
|
0.24%
|
(0.88)%
|
0.01%
|
0.37%
|
0.03%
|
(0.67)%
|
Fair value (in $ millions)
|
8.4
|
9.0
|
4.0
|
11.3
|
8.8
|
7.5
|
Weighted average grant date fair value per option (in $)
|
1.9
|
1.2
|
1.1
|
1.6
|
1.4
|
1.2
|
|
1. |
Non-marketable options (cont'd)
|
Number of options (in millions)
|
|
2014 Plan
|
Balance as at January 1, 2018
|
20
|
Movement in 2018:
|
|
Granted during the year
|
6
|
Expired during the year
|
(6)
|
Forfeited during the year
|
(1)
|
Exercised during the year
|
(1)
|
Total options outstanding as at December 31, 2018
|
18
|
Movement in 2019:
|
|
Granted during the year
|
19
|
Expired during the year
|
(3)
|
Forfeited during the year
|
(3)
|
Exercised during the year
|
(1)
|
Total options outstanding as at December 31, 2019
|
30
|
December 31, 2019
|
December 31, 2018
|
December 31, 2017
|
Granted 2014 US Dollar
|
7.15
|
6.77
|
7.43
|
Granted 2015 US Dollar
|
-
|
6.92
|
7.59
|
Granted 2016 US Dollar
|
4.36
|
4.21
|
4.68
|
Granted 2017 US Dollar
|
4.01
|
3.89
|
4.35
|
Granted 2018 US Dollar
|
3.99
|
3.89
|
-
|
Granted 2019 US Dollar
|
5.42
|
-
|
-
|
December 31, 2019
|
December 31, 2018
|
December 31, 2017
|
Number of options exercisable (In Millions)
|
12
|
11
|
12
|
Weighted average exercise price in Israeli Shekel
|
15.19
|
18.53
|
22.56
|
Weighted average exercise price in US Dollar
|
4.40
|
4.94
|
6.51
|
December 31, 2019
|
December 31, 2018
|
December 31, 2017
|
Range of exercise price in Israeli Shekel
|
13.55-24.71
|
14.26-25.93
|
15.01-26.3
|
Range of exercise price in US Dollar
|
3.92-7.15
|
3.81-6.92
|
4.33-7.59
|
December 31, 2019
|
December 31, 2018
|
December 31, 2017
|
Average remaining contractual life
|
3.85
|
3.90
|
2.60
|
|
2. |
Restricted shares
|
Grant date
|
Employees entitled
|
Number of instruments (thousands)
|
Vesting conditions (*)
|
Instrument terms
|
Additional Information
|
Fair value at the grant date (Million)
|
August 6, 2014
|
Officers and senior employees
|
922
|
3 equal tranches:
(1) One third on December 1, 2016
(2) One third on December 1, 2017
(3) One third on December 1, 2018
|
An issuance for no consideration, under the 2014 Equity Compensation Plan.
|
The value of the restricted shares was determined according to the closing price on the TASE on the most recent trading day
preceding the grant date (the approval date of the BOD and/or the date of the approval of the General Meeting where required).
|
8.4
|
December 11, 2014
|
Former CEO
|
86
|
||||
February 26, 2015
|
ICL’s Directors (excluding ICL's CEO)
|
99
|
3 tranches:
(1) 50% will vest August 28, 2015
(2) 25% will vest February 26, 2017
(3) 25% will vest February 26, 2018
|
0.7
|
||
May 12, 2015
|
Officers and senior employees
|
1,194
|
3 equal tranches:
(1) one third at the end of 12 months after the grant date
(2) one third at the end of 24 months after the grant date
(3) one third at the end of 36 months after the grant date
|
9.7
|
||
June 29, 2015
|
Former CEO
|
90
|
||||
Former Chairman of the BOD
|
68
|
|||||
December 23, 2015
|
ICL’s Directors (excluding ICL's CEO & Chairman of the BOD)
|
121
|
3 equal tranches:
(1) One third on December 23, 2016
(2) One third on December 23, 2017
(3) One third on December 23, 2018
|
0.5
|
||
June 30, 2016
|
Officers and senior employees
|
990
|
3 equal tranches:
(1) one third at the end of 12 months after the grant date
(2) one third at the end of 24 months after the grant date
(3) one third at the end of 36 months after the grant date
|
4.8
|
||
September 5, 2016
|
Former chairman of BOD
|
55
|
||||
Former CEO
|
185
|
|
2. |
Restricted shares (cont’d)
|
Grant date
|
Employees entitled
|
Number of instruments (thousands)
|
Vesting conditions (*)
|
Instrument terms
|
Additional Information
|
Fair value at the grant date (Million)
|
January 3, 2017
|
ICL’s Directors (excluding ICL's Chairman of the BOD)
|
146
|
3 equal tranches:
(1) one third at the end of 12 months after the grant date
(2) one third at the end of 24 months after the grant date
(3) one third at the end of 36 months after the grant date
|
An issuance for no consideration, under the 2014 Equity Compensation Plan.
The value includes a reduction of 5% from the value of the equity compensation, pursuant to the decision of the directors in
March 2016, to reduce their annual compensation for 2016 and 2017.
|
The value of the restricted shares was determined according to the closing price on the TASE on the most recent trading day
preceding the grant date (the approval date of the BOD and/or the date of the approval of the General Meeting where required).
|
0.6
|
February 14, 2017
|
Former CEO
|
38
|
An issuance for no consideration, under the 2014 Equity Compensation Plan.
|
0.2
|
||
June 20, 2017
|
Officers and Senior employees
|
2,211
|
10
|
|||
August 2, 2017
|
Former chairman of BOD
|
53
|
0.3
|
|||
January 10, 2018
|
ICL’s Directors (excluding ICL's CEO & Chairman of the BOD)
|
137
|
0.6
|
|||
March 6, 2018
|
Officers and senior employees
|
1,726
|
8
|
|||
May 14, 2018
|
CEO
|
121
|
0.6
|
|||
August 20, 2018
|
Former chairman of BOD
|
47
|
0.2
|
|||
ICL’s Directors (excluding ICL's CEO & Chairman of the BOD)
|
88
|
Acceleration at January 2019.
|
0.4
|
|
2. |
Restricted shares (cont’d)
|
Board of Directors decision date
to distribute
the dividend
|
Actual date of
distribution of
the dividend
|
Gross amount of the dividend
distributed
(in millions of $)
|
Net amount of
the distribution
(net of the
subsidiary’s share)
(in millions of $)
|
Amount of
the dividend
per share
(in $)
|
February 14, 2017
|
April 4, 2017
|
57
|
57
|
0.04
|
May 9, 2017
|
June 20, 2017
|
34
|
32
|
0.03
|
August 2, 2017
|
September 13, 2017
|
32
|
32
|
0.02
|
November 7, 2017
|
December 20, 2017
|
57
|
56
|
0.04
|
Total 2017
|
180
|
177
|
0.13
|
|
February 13, 2018
|
March 14, 2018
|
70
|
69
|
0.05
|
May 10, 2018
|
June 20, 2018
|
52
|
51
|
0.04
|
July 31, 2018
|
September 4, 2018
|
56
|
56
|
0.04
|
October 31, 2018
|
December 19, 2018
|
66
|
65
|
0.05
|
Total 2018
|
244
|
241
|
0.18
|
|
February 5, 2019
|
March 13, 2019
|
62
|
61
|
0.05
|
May 7, 2019
|
June 19, 2019
|
76
|
75
|
0.06
|
July 31, 2019
|
September 24, 2019
|
74
|
73
|
0.06
|
November 6, 2019
|
December 18, 2019
|
65
|
64
|
0.05
|
Total 2019
|
277
|
273
|
0.22
|
|
February 12, 2020 (after the reporting date)*
|
March 18, 2020
|
23
|
22
|
0.02
|
|
1) |
During 2008 and 2009 22.4 million shares were acquired by the Group under a purchase plan, for a total consideration of approximately $258
million. Total shares held by the Group are 24.5 million.
|
2)
|
In determining the amount of retained earnings available for distribution as a dividend pursuant to the
Israeli Companies Law, the amount of self‑acquisitions (that are presented separately in the “treasury shares” category in the equity section), must be deduct from the balance of the retained earnings.
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Sales
|
5,271
|
5,556
|
5,418
|
Cost of sales
|
|||
Materials consumed
|
1,702
|
1,643
|
1,504
|
Cost of labor
|
766
|
791
|
777
|
Depreciation and amortization
|
384
|
384
|
363
|
Energy and fuel
|
340
|
349
|
343
|
Other
|
262
|
535
|
759
|
3,454
|
3,702
|
3,746
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Selling, transport and marketing expenses
|
|||
Land and Marine transportation
|
509
|
553
|
497
|
Cost of labor
|
133
|
125
|
122
|
Other
|
125
|
120
|
127
|
767
|
798
|
746
|
|
General and administrative expenses
|
|||
Cost of labor
|
153
|
172
|
170
|
Professional Services
|
42
|
44
|
49
|
Other
|
59
|
41
|
42
|
254
|
257
|
261
|
|
Research and development expenses, net
|
|||
Cost of labor
|
36
|
38
|
40
|
Other
|
14
|
17
|
15
|
50
|
55
|
55
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Other income
|
|||
Capital gain
|
12
|
841
|
54
|
Reversal of Impairment of fixed assets
|
10
|
-
|
-
|
Reversal of provision for legal claims
|
7
|
-
|
-
|
Past service cost
|
5
|
7
|
-
|
Retroactive electricity charges
|
-
|
-
|
6
|
Insurance compensation
|
-
|
-
|
30
|
Other
|
6
|
11
|
19
|
Other income recorded in the income statements
|
40
|
859
|
109
|
Other expenses
|
|||
Provision for legal claims
|
14
|
31
|
31
|
Impairment of fixed assets
|
-
|
19
|
32
|
Provision for historical waste removal and site closure costs
|
7
|
18
|
-
|
Provision for early retirement and dismissal of employees
|
5
|
7
|
20
|
Environment related provisions
|
-
|
1
|
7
|
Other
|
4
|
8
|
-
|
Other expenses recorded in the income statements
|
30
|
84
|
90
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Financing income and expenses
|
|||
Financing income:
|
|||
Interest income from banks and others
|
8
|
3
|
1
|
Financing income recorded in relation to employee benefits
|
-
|
7
|
-
|
Net change in fair value of derivative financial instruments
|
83
|
-
|
104
|
Net gain from changes in exchange rates
|
-
|
46
|
-
|
91
|
56
|
105
|
|
Financing expenses:
|
|||
Interest expenses to banks and others
|
128
|
117
|
120
|
Financing expenses in relation to employees' benefits plans
|
39
|
-
|
38
|
Banks and finance institutions commissions (mainly commission on early repayment of loans)
|
-
|
18
|
16
|
Net change in fair value of derivative financial instruments
|
-
|
101
|
-
|
Net loss from changes in exchange rates
|
72
|
-
|
78
|
Financing expenses
|
239
|
236
|
252
|
Net of borrowing costs capitalized
|
19
|
22
|
23
|
220
|
214
|
229
|
|
Net financing expenses recorded in the income statements
|
129
|
158
|
124
|
As at December 31, 2019
|
|||||
Financial assets
|
Financial liabilities
|
||||
Measured at fair value through the statement of income
|
Measured at fair value through the statement of comprehensive income
|
Measured at amortized cost
|
Measured at fair value through the statement of income
|
Measured at amortized cost
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Cash and cash equivalents
|
-
|
-
|
95
|
-
|
-
|
Short-term investments and deposits
|
-
|
-
|
96
|
-
|
-
|
Trade receivables
|
-
|
-
|
778
|
-
|
-
|
Other receivables
|
11
|
40
|
105
|
-
|
-
|
Investments at fair value through other comprehensive income
|
-
|
111
|
-
|
-
|
-
|
Other non-current asset
|
57
|
-
|
6
|
-
|
-
|
Total financial assets
|
68
|
151
|
1,080
|
-
|
-
|
Short term credit
|
-
|
-
|
-
|
-
|
(420)
|
Trade payables
|
-
|
-
|
-
|
-
|
(712)
|
Other current liabilities
|
-
|
-
|
-
|
(8)
|
(128)
|
Long term debt and debentures
|
-
|
-
|
-
|
-
|
(2,181)
|
Other non- current liabilities
|
-
|
-
|
-
|
(6)
|
(38)
|
Total financial liabilities
|
-
|
-
|
-
|
(14)
|
(3,479)
|
Total financial instruments, net
|
68
|
151
|
1,080
|
(14)
|
(3,479)
|
As at December 31, 2018
|
|||||
Financial assets
|
Financial liabilities | ||||
Measured at fair value through the statement of income
|
Measured at fair value through the statement of comprehensive income
|
Measured at amortized cost
|
Measured at fair value through the statement of income
|
Measured at amortized cost
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Cash and cash equivalents
|
-
|
-
|
121
|
-
|
-
|
Short-term investments and deposits
|
-
|
-
|
92
|
-
|
-
|
Trade receivables
|
-
|
-
|
990
|
-
|
-
|
Other receivables
|
13
|
-
|
30
|
-
|
-
|
Investments at fair value through other comprehensive income
|
-
|
145
|
-
|
-
|
-
|
Other non-current assets
|
15
|
-
|
66
|
-
|
-
|
Total financial assets
|
28
|
145
|
1,299
|
-
|
-
|
Short term credit
|
-
|
-
|
-
|
-
|
(610)
|
Trade payables
|
-
|
-
|
-
|
-
|
(715)
|
Other current liabilities
|
-
|
-
|
-
|
(21)
|
(131)
|
Long-term debt and debentures
|
-
|
-
|
-
|
-
|
(1,815)
|
Other non-current liabilities
|
-
|
-
|
-
|
-
|
(6)
|
Total financial liabilities
|
-
|
-
|
-
|
(21)
|
(3,277)
|
Total financial instruments, net
|
28
|
145
|
1,299
|
(21)
|
(3,277)
|
As at December 31
|
||
Carrying amount ($ millions)
|
||
2019
|
2018
|
Cash and cash equivalents
|
95
|
121
|
Short term investments and deposits
|
96
|
92
|
Trade receivables
|
778
|
990
|
Other receivables
|
116
|
43
|
Other non-current assets
|
63
|
81
|
1,148
|
1,327
|
As at December 31
|
||
Carrying amount ($ millions)
|
||
2019
|
2018
|
Europe
|
252
|
294
|
Asia
|
249
|
342
|
North America
|
114
|
150
|
South America
|
74
|
106
|
Israel
|
72
|
72
|
Other
|
17
|
26
|
778
|
990
|
As at December 31
|
||||
2019
|
2018
|
|||
Gross
|
Impairment
|
Gross
|
Impairment
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Not past due
|
686
|
-
|
829
|
-
|
Past due up to 3 months
|
65
|
-
|
114
|
-
|
Past due 3 to 12 months
|
26
|
(1)
|
38
|
(1)
|
Past due over 12 months
|
4
|
(2)
|
12
|
(2)
|
781
|
(3)
|
993
|
(3)
|
2019
|
2018
|
|
$ millions
|
$ millions
|
Balance as at January 1
|
3
|
11
|
Additional allowance
|
2
|
1
|
Write offs
|
(1)
|
(7)
|
Reversals
|
(1)
|
(1)
|
Changes due to translation differences
|
-
|
(1)
|
Balance as at December 31
|
3
|
3
|
As at December 31, 2019
|
|||||
Carrying amount
|
12 months or less
|
1-2 years
|
3-5 years
|
More than 5 years
|
|
$ millions
|
Non-derivative financial liabilities
|
|||||
Short term credit (not including current maturities)
|
358
|
361
|
-
|
-
|
-
|
Trade payables
|
712
|
712
|
-
|
-
|
-
|
Other current liabilities
|
128
|
128
|
-
|
-
|
-
|
Long-term debt, debentures and others
|
2,281
|
157
|
645
|
1,101
|
1,288
|
3,479
|
1,358
|
645
|
1,101
|
1,288
|
|
Financial liabilities – derivative instruments utilized for economic hedging
|
|||||
Foreign currency and interest derivative instruments
|
11
|
5
|
-
|
-
|
6
|
Derivative instruments on energy and marine transport
|
3
|
3
|
-
|
-
|
-
|
14
|
8
|
-
|
-
|
6
|
As at December 31, 2018
|
|||||
Carrying amount
|
12 months or less
|
1-2 years
|
3-5 years
|
More than 5 years
|
|
$ millions
|
Non-derivative financial liabilities
|
|||||
Short term credit (not including current maturities)
|
544
|
556
|
-
|
-
|
-
|
Trade payables
|
715
|
715
|
-
|
-
|
-
|
Other current liabilities
|
131
|
131
|
-
|
-
|
-
|
Long-term debt and debentures
|
1,887
|
152
|
453
|
1,084
|
1,166
|
3,277
|
1,554
|
453
|
1,084
|
1,166
|
|
Financial liabilities – derivative instruments utilized for economic hedging
|
|||||
Foreign currency and interest derivative instruments
|
16
|
16
|
-
|
-
|
-
|
Derivative instruments on energy and marine transport
|
5
|
4
|
1
|
-
|
-
|
21
|
20
|
1
|
-
|
-
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Fixed rate instruments
|
|
|
Financial assets
|
164
|
151
|
Financial liabilities
|
(1,947)
|
(1,728)
|
(1,783)
|
(1,577)
|
|
Variable rate instruments
|
||
Financial assets
|
100
|
128
|
Financial liabilities
|
(669)
|
(714)
|
(569)
|
(586)
|
As at December 31, 2019
|
||||
Impact on profit (loss)
|
||||
Decrease of 1% in interest
|
Decrease of 0.5% in interest
|
Increase of 0.5% in interest
|
Increase of 1% in interest
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Changes in U.S Dollar interest
|
||||
Non-derivative instruments
|
4
|
2
|
(2)
|
(4)
|
SWAP instruments
|
(14)
|
(7)
|
7
|
14
|
(10)
|
(5)
|
5
|
10
|
|
Changes in Israeli Shekel interest
|
||||
SWAP instruments
|
16
|
8
|
(8)
|
(16)
|
Changes in Euro interest
|
||||
SWAP instruments
|
(1)
|
-
|
-
|
1
|
As at December 31, 2019
|
||||
Carrying amount (fair value)
|
Stated amount
|
Maturity date
|
Interest rate range
|
|
$ millions
|
$ millions
|
Years
|
%
|
As at December 31, 2018
|
||||
Carrying amount (fair value)
|
Stated amount
|
Maturity date
|
Interest rate range
|
|
$ millions
|
$ millions
|
Years
|
%
|
As at December 31
|
||
Impact on profit (loss)
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Non-derivative financial instruments
|
||
U.S Dollar/Euro
|
(95)
|
(64)
|
U.S Dollar/Israeli Shekel
|
98
|
92
|
U.S Dollar/British Pound
|
(4)
|
(3)
|
U.S Dollar/Chinese Yuan
|
(1)
|
(12)
|
U.S Dollar/Turkey Lira
|
(1)
|
(1)
|
As at December 31, 2019
|
||||
Increase 10%
|
Increase 5%
|
Decrease 5%
|
Decrease 10%
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Euro/ U.S Dollar
|
||||
Forward transactions
|
7
|
3
|
(3)
|
(6)
|
Options
|
4
|
2
|
(2)
|
(4)
|
SWAP
|
45
|
22
|
(22)
|
(45)
|
U.S Dollar/Israeli Shekel
|
||||
Forward transactions
|
(28)
|
(15)
|
16
|
34
|
Options
|
(38)
|
(8)
|
22
|
52
|
SWAP
|
(52)
|
(27)
|
30
|
63
|
British Pound/U.S Dollar
|
||||
Forward transactions
|
(4)
|
(2)
|
2
|
3
|
Options
|
(1)
|
-
|
-
|
1
|
U.S Dollar/Japanese Yen
|
||||
Forward transactions
|
1
|
-
|
-
|
(1)
|
As at December 31, 2019
|
|||
Carrying amount
|
Stated amount
|
Average
|
|
$ millions
|
$ millions
|
exchange rate
|
Forward contracts
|
|||
U.S Dollar/Israeli Shekel
|
-
|
309
|
3.5
|
Euro/U.S Dollar
|
(1)
|
61
|
1.1
|
U.S Dollar/British Pound
|
-
|
33
|
1.3
|
U.S Dollar/Chinese Yuan Renminbi
|
-
|
28
|
7.1
|
Other
|
4
|
56
|
0.9
|
Currency and interest SWAPs
|
|||
U.S Dollar/Israeli Shekel
|
57
|
482
|
3.7
|
Euro/U.S Dollar
|
(3)
|
447
|
1.1
|
Put options
|
|||
U.S Dollar/Israeli Shekel
|
4
|
600
|
3.4
|
Euro/U.S Dollar
|
-
|
45
|
1.1
|
U.S Dollar/Japanese Yen
|
-
|
1
|
108.5
|
U.S Dollar/British Pound
|
-
|
15
|
1.3
|
Call options
|
|||
U.S Dollar/Israeli Shekel
|
-
|
440
|
3.4
|
Euro/U.S Dollar
|
1
|
45
|
1.1
|
As at December 31, 2018
|
|||
Carrying amount
|
Stated amount
|
Average
|
|
$ millions
|
$ millions
|
exchange rate |
Forward contracts
|
|||
U.S Dollar/Israeli Shekel
|
2
|
352
|
3.7
|
Euro/U.S Dollar
|
2
|
86
|
1.2
|
Euro/British Pound
|
1
|
19
|
0.9
|
U.S Dollar/British Pound
|
-
|
32
|
1.3
|
U.S Dollar/Chinese Yuan Renminbi
|
-
|
29
|
6.5
|
Other
|
-
|
37
|
-
|
Currency and interest SWAPs
|
|||
U.S Dollar/Israeli Shekel
|
15
|
486
|
3.7
|
Euro/U.S Dollar
|
(1)
|
334
|
1.1
|
Put options
|
|||
U.S Dollar/Israeli Shekel
|
1
|
695
|
3.6
|
Euro/U.S Dollar
|
2
|
45
|
1.2
|
U.S Dollar/Japanese Yen
|
-
|
3
|
114.3
|
U.S Dollar/British Pound
|
-
|
11
|
1.3
|
Call options
|
|||
U.S Dollar/Israeli Shekel
|
(15)
|
695
|
3.6
|
Euro/U.S Dollar
|
-
|
45
|
1.2
|
U.S Dollar/Japanese Yen
|
-
|
3
|
114.3
|
U.S Dollar/British Pound
|
-
|
11
|
1.3
|
As at December 31, 2019
|
|||||||
US Dollar
|
Euro
|
British Pound
|
Israeli Shekel
|
Brazilian Real
|
Chinese Yuan Renminbi
|
Others
|
Non-derivative instruments:
|
|||||||
Cash and cash equivalents
|
18
|
19
|
4
|
4
|
6
|
33
|
11
|
Short term investments and deposits
|
89
|
1
|
-
|
-
|
-
|
3
|
3
|
Trade receivables
|
381
|
177
|
37
|
50
|
22
|
48
|
63
|
Other receivables
|
84
|
16
|
-
|
3
|
-
|
40
|
2
|
Investments at fair value through other comprehensive income
|
-
|
-
|
-
|
-
|
-
|
111
|
-
|
Other non-current assets
|
3
|
1
|
-
|
-
|
2
|
-
|
-
|
Total financial assets
|
575
|
214
|
41
|
57
|
30
|
235
|
79
|
Short-term credit
|
198
|
95
|
18
|
58
|
4
|
47
|
-
|
Trade payables
|
172
|
178
|
22
|
247
|
9
|
79
|
5
|
Other current liabilities
|
19
|
44
|
4
|
47
|
-
|
12
|
2
|
Long term debt, debentures and others
|
1,452
|
72
|
29
|
596
|
7
|
60
|
4
|
Total financial liabilities
|
1,841
|
389
|
73
|
948
|
20
|
198
|
11
|
Total non-derivative financial instruments, net
|
(1,266)
|
(175)
|
(32)
|
(891)
|
10
|
37
|
68
|
Derivative instruments:
|
|||||||
Forward transactions
|
-
|
61
|
33
|
309
|
-
|
28
|
56
|
Cylinder
|
-
|
45
|
15
|
600
|
-
|
-
|
-
|
SWAPS – U.S Dollar into Israeli Shekel
|
-
|
-
|
-
|
482
|
-
|
-
|
-
|
SWAPS – U.S Dollar into Euro
|
-
|
447
|
-
|
-
|
-
|
-
|
-
|
Total derivative instruments
|
-
|
553
|
48
|
1,391
|
-
|
28
|
56
|
Net exposure
|
(1,266)
|
378
|
16
|
500
|
10
|
65
|
124
|
As at December 31, 2018
|
|||||||
US Dollar
|
Euro
|
British Pound
|
Israeli Shekel
|
Brazilian Real
|
Chinese Yuan Renminbi
|
Others
|
Non-derivative instruments:
|
|||||||
Cash and cash equivalents
|
41
|
21
|
4
|
2
|
5
|
37
|
11
|
Short term investments and deposits
|
74
|
3
|
-
|
-
|
-
|
12
|
3
|
Trade receivables
|
516
|
222
|
60
|
60
|
25
|
72
|
35
|
Other receivables
|
6
|
12
|
-
|
12
|
-
|
-
|
-
|
Investments at fair value through other comprehensive income
|
-
|
-
|
-
|
-
|
-
|
145
|
-
|
Other non-current assets
|
60
|
1
|
-
|
1
|
4
|
-
|
-
|
Total financial assets
|
697
|
259
|
64
|
75
|
34
|
266
|
49
|
Short-term credit
|
201
|
166
|
19
|
34
|
6
|
184
|
-
|
Trade payables
|
150
|
188
|
23
|
265
|
11
|
72
|
6
|
Other current liabilities
|
38
|
28
|
4
|
53
|
-
|
4
|
4
|
Long term debt, debentures and others
|
1,322
|
5
|
-
|
480
|
13
|
1
|
-
|
Total financial liabilities
|
1,711
|
387
|
46
|
832
|
30
|
261
|
10
|
Total non-derivative financial instruments, net
|
(1,014)
|
(128)
|
18
|
(757)
|
4
|
5
|
39
|
Derivative instruments:
|
|||||||
Forward transactions
|
-
|
86
|
51
|
352
|
-
|
29
|
37
|
Cylinder
|
-
|
45
|
11
|
695
|
-
|
-
|
3
|
SWAPS – U.S Dollar into Israeli Shekel | - |
-
|
- |
486
|
- |
-
|
- |
SWAPS – U.S Dollar into Euro | - | 334 |
-
|
- |
-
|
- |
-
|
Total derivative instruments
|
-
|
465
|
62
|
1,533
|
-
|
29
|
40
|
Net exposure
|
(1,014)
|
337
|
80
|
776
|
4
|
34
|
79
|
As at December 31, 2019
|
As at December 31, 2018
|
|||
Carrying amount
|
Fair value
|
Carrying amount
|
Fair value
|
|
$ millions
|
$ millions
|
$ millions
|
$ millions
|
Loans bearing fixed interest (1)
|
74
|
82
|
238
|
244
|
Debentures bearing fixed interest
|
||||
Marketable (2)
|
1,237
|
1,395
|
1,201
|
1,217
|
Non-marketable (3)
|
281
|
293
|
281
|
279
|
1,592
|
1,770
|
1,720
|
1,740
|
|
(1) |
The fair value of the shekel and euro loans issued bearing fixed interest is based on calculation of the present value of the cash flows in
respect of the principal and the interest and is discounted at the market interest rates on the measurement date for similar loans having similar characteristics and is classified as Level 2 in the fair value hierarchy. The average
discount interest as at December 31, 2019, for the shekel and euro loans was 1.4% and 1.3%, respectively (December 31, 2018, for the shekel and euro loans 2.8% and 1.7%, respectively).
|
Level 1
|
As at December 31, 2019
|
As at December 31, 2018
|
$ millions
|
$ millions
|
Investments at fair value through other comprehensive income (1)
|
151
|
-
|
Level 2
|
As at December 31, 2019
|
As at December 31, 2018
|
$ millions
|
$ millions
|
Investments at fair value through other comprehensive income (1)
|
-
|
145
|
Derivatives used for economic hedging, net
|
(3)
|
7
|
Derivatives used for accounting hedging, net
|
57
|
-
|
54
|
152
|
|
(1) |
An investment of 15% in the capital share of YYTH was subject to a three-year lock up period, as required by Chinese law, which expired in
January 2019. Due to the said expiration, the investment is presented under level 1, as per its quoted price in the market.
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Earnings attributed to the shareholders of the Company
|
475
|
1,240
|
364
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
Shares thousands
|
Shares thousands
|
Shares thousands
|
Balance as at January 1
|
1,278,084
|
1,276,238
|
1,274,298
|
Shares issued during the year
|
98
|
73
|
1,054
|
Shares vested
|
768
|
898
|
720
|
Weighted average number of ordinary shares used in computation of the basic earnings per share
|
1,278,950
|
1,277,209
|
1,276,072
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
Shares thousands
|
Shares thousands
|
Shares thousands
|
Weighted average number of ordinary shares used in the computation of the basic earnings per share
|
1,278,950
|
1,277,209
|
1,276,072
|
Effect of stock options and restricted shares
|
3,106
|
2,572
|
925
|
Weighted average number of ordinary shares used in the computation of the diluted earnings per share
|
1,282,056
|
1,279,781
|
1,276,997
|
|
A. |
Parent company and subsidiaries
|
|
A. |
Parent company and subsidiaries (cont'd)
|
For the year ended December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Short-term benefits
|
13
|
11
|
Post-employment benefits
|
1
|
1
|
Share-based payments
|
8
|
4
|
Total *
|
22
|
16
|
* To interested parties employed by the Company
|
5
|
5
|
* To interested parties not employed by the Company
|
1
|
1
|
For the year ended December 31
|
|||
2019
|
2018
|
2017
|
|
$ millions
|
$ millions
|
$ millions
|
Sales
|
4
|
5
|
8
|
Cost of sales
|
8
|
19
|
97
|
Selling, transport and marketing expenses
|
10
|
7
|
8
|
Financing expenses (income), net
|
(1)
|
3
|
(9)
|
General and administrative expenses
|
1
|
1
|
1
|
Management fees to the parent company
|
1
|
1
|
1
|
|
(1) |
On January 17, 2018, our Audit and Accounting Committee and our Board of Directors approved, and on April 24, 2018, our General Meeting of
shareholders approved, the renewed management agreement effective retroactively as of January 1, 2018, for an additional term of three years, expiring on December 31, 2020. According to the renewed management agreement, the annual
management fee paid to Israel Corp for each calendar year, shall not exceed $1 million plus VAT. Such amount includes the overall value of the cash and equity compensation for the service of our directors whom are office holders of
Israel Corp., and any and all prior or other compensation arrangements relating to such directors were cancelled. According to the decision of the General Meeting of our shareholders, the Audit & Accounting Committee will annually
examine the reasonableness of the Management Fees paid in the previous year against the Management Services actually provided by Israel Corp to the Company in the same year. On March 3, 2020, the Audit & Accounting Committee
examined the management services that were actually rendered in 2019 against the management fees paid in that year and concluded that the fees were reasonable.
|
|
(2) |
In March 2017, ICL's Audit and Accounting Committee and its Board of Directors approved a framework agreement with the controlling
shareholder, Israel Corporation Ltd. (hereinafter – Israel Corp.), for three years, according to which Israel Corp. can deposit, occasionally, an amount of up to $150 million in short‑term U.S. dollar or shekel deposits in ICL subject
to ICL’s approval. In August 2017, the terms of the framework agreement were expanded to up to $250 million. The terms and conditions of the deposits, including the interest rate, will be determined on the date of the deposits.
|
|
(3) |
In December 2017, the Company, Oil Refineries Ltd. (a public company controlled by Israel Corporation Ltd.) and OPC Energy Ltd. (a public
company that is controlled indirectly by one of the Company’s controlling shareholders) signed individual agreements with Energean Israel Limited for supply of natural gas. The company share will be up to 13 BCM of natural gas over a
period of 15 years, in the total amount of about $1.9 billion. For further information see Note 19.
|
As at December 31
|
||
2019
|
2018
|
|
$ millions
|
$ millions
|
Other current assets
|
27
|
28
|
Other current liabilities
|
2
|
7
|
Ownership interest in its subsidiary and investee companies for the year ended
December 31
|
|||
Name of company
|
Principal location of the company’s activity
|
2019
|
2018
|
ICL Israel Ltd.
|
Israel
|
100.00%
|
100.00%
|
Dead Sea Works Ltd.
|
Israel
|
100.00%
|
100.00%
|
Dead Sea Bromine Company Ltd.
|
Israel
|
100.00%
|
100.00%
|
Rotem Amfert Negev Ltd.
|
Israel
|
100.00%
|
100.00%
|
Mifalei Tovala Ltd.
|
Israel
|
100.00%
|
100.00%
|
Dead Sea Magnesium Ltd.
|
Israel
|
100.00%
|
100.00%
|
Ashli Chemicals (Holland) B.V.
|
Israel
|
100.00%
|
100.00%
|
Bromine Compounds Ltd.
|
Israel
|
100.00%
|
100.00%
|
Fertilizers and Chemicals Ltd.
|
Israel
|
100.00%
|
100.00%
|
Iberpotash S.A.
|
Spain
|
100.00%
|
100.00%
|
Fuentes Fertilizantes S.L.
|
Spain
|
100.00%
|
100.00%
|
ICL Europe Coöperatief U.A.
|
The Netherlands
|
100.00%
|
100.00%
|
ICL Europe B.V.
|
The Netherlands
|
100.00%
|
100.00%
|
ICL IP Terneuzen B.V.
|
The Netherlands
|
100.00%
|
100.00%
|
ICL Fertilizers Europe C.V.
|
The Netherlands
|
100.00%
|
100.00%
|
ICL Finance B.V.
|
The Netherlands
|
100.00%
|
100.00%
|
Everris International B.V.
|
The Netherlands
|
100.00%
|
100.00%
|
ICL Puriphos B.V.
|
The Netherlands
|
100.00%
|
100.00%
|
ICL-IP America Inc.
|
United States of America
|
100.00%
|
100.00%
|
ICL Specialty Products Inc.
|
United States of America
|
100.00%
|
100.00%
|
Everris NA, Inc.
|
United States of America
|
100.00%
|
100.00%
|
BK Giulini GmbH
|
Germany
|
100.00%
|
100.00%
|
ICL Holding Germany GmbH
|
Germany
|
100.00%
|
100.00%
|
ICL Bitterfeld GmbH
|
Germany
|
100.00%
|
100.00%
|
Pulse-Tex GmbH (Ex- Rovita)
|
Germany
|
100.00%
|
100.00%
|
Prolactal GmbH
|
Austria
|
100.00%
|
100.00%
|
Cleveland Potash Ltd.
|
United Kingdom
|
100.00%
|
100.00%
|
Everris Ltd.
|
United Kingdom
|
100.00%
|
100.00%
|
ICL Brasil, Ltda.
|
Brazil
|
100.00%
|
100.00%
|
ICL Investment Co. Ltd.
|
China
|
100.00%
|
100.00%
|
Yunnan Phosphate Haikou Co. Ltd.
|
China
|
50.00%
|
50.00%
|
Sinobrom Compounds Co. Ltd.
|
China
|
75.00%
|
75.00%
|
ICL Asia Ltd.
|
Hong Kong
|
100.00%
|
100.00%
|
ICL Trading (HK) Ltd.
|
Hong Kong
|
100.00%
|
100.00%
|
Title of each class
|
Trading Symbol(s)
|
Name of each exchange on which registered
|
Ordinary Shares, par value NIS 1.00 per share
|
ICL
|
The New York Stock Exchange
|
|
• |
any two directors of the company or one quarter of the serving members of the board of directors; or
|
|
• |
To preserve the character of the Company and its subsidiaries Dead Sea Works Ltd., Rotem Amfert Negev Ltd., Dead Sea Bromine Ltd., Bromine Compounds Ltd. and Tami (I.M.I.) Research & Development
Institute Ltd. as Israeli companies whose centers of business and management are in Israel.
|
|
• |
To monitor the control over minerals and natural resources, for purposes of their efficient development and utilization, including maximum implementation in Israel of the results of investments, research
and development.
|
|
• |
To prevent the acquisition of a position of influence in the Company or the foregoing Israeli subsidiaries by hostile entities or entities likely to harm the foreign and security interests of the State of
Israel.
|
|
• |
To prevent the acquisition of a position of influence in the Company or the foregoing Israeli subsidiaries or management of such companies, if such acquisition or management may create a situation of
material conflict of interest likely to harm one of the vital interests listed above.
|
|
• |
an amendment to the company's articles of association;
|
|
• |
an increase of the company's authorized share capital;
|
|
• |
a merger; and
|
|
• |
certain related party transactions requiring shareholder approval under Israeli law.
|
1. |
General
|
|
1.1. |
This document is designed to detail the compensation policy of Israel Chemical Ltd. ("ICL" or the "Company") for its Office Holders, as such term is
defined in the Companies Law, 1999 ("Companies Law").
|
|
1.2. |
This policy does not grant any legal rights to ICL's Office Holders. ICL's Office Holders shall be entitled only to the compensation granted to each of them specifically by the HR & Compensation Committee, the Board of Directors
("Board"), and where required, subject to the approval of the shareholders of the Company. For purposes of this policy, the term "Authorized Organ" shall refer to the relevant corporate organ or
organs stated above, the approval of which is required under the Companies Law for the relevant compensation.
|
|
1.3. |
In the event that an Office Holder shall receive compensation which is less favorable than the compensation described under this policy for an Office Holder in the same position at ICL, this shall not constitute an exception to this
policy.
|
|
1.4. |
For purposes of this policy, “Executive Officers” shall refer to Office holders (as such term is defined in the Companies Law, 5759-1999) that have an active executive role with the Company,
including a (full or part time) executive chairman of the Board ("Executive Chairman"), and shall not refer to non-executive members of the Board, unless otherwise expressly indicated.
|
|
1.5. |
This policy is written in the masculine form for convenience only and is intended for women and men alike.
|
|
1.6. |
Upon the approval of this policy by the shareholders of the Company, the compensation policy that was in place until such date shall be replaced in its entirety by this amended and restated compensation policy.
|
2. |
Compensation Objectives and Principles
|
|
2.1. |
ICL is a global specialty minerals and chemicals company operating bromine, potash and phosphate mineral value chains in a unique, integrated business model. ICL extracts raw materials from well-positioned mineral assets and utilizes
technology and industrial know-how to add value for customers in key agricultural and industrial markets worldwide. ICL focuses on strengthening leadership positions across the company.
|
|
2.2. |
This policy is intended to enable ICL to attract and retain, on a global basis, highly experienced executives capable of managing vast, complex and global operations, and to motivate them to drive the Company's long-term goals by
structuring a compensation package that maintains the balance between fixed and variable components. As such, the compensation package for Executive Officers will generally have the following characteristics:
|
|
2.2.1. |
compensation elements will be clear and transparent;
|
|
2.2.2. |
components of the compensation package will be aligned with ICL's short-term and long-term goals;
|
|
2.2.3. |
compensation will be structured in ways that aligns Executive Officers' interests with shareholders' interests;
|
|
2.2.4. |
a significant portion of the compensation package will be "at risk" and based on corporate performance as well as individual performance;
|
|
2.2.5. |
equity-based compensation will be subject to a vesting period of over at least three (3) years.
|
|
2.3. |
In addition to the characteristics above, the compensation will be structured so as to ensure balanced and effective risk management by encouraging excellent performance without promoting excessive risk-taking deviating from the
framework outlined by the Board. ICL believes that the following factors may help to discourage inappropriate risk-taking:
|
|
2.3.1. |
a balanced mix of compensation components: fixed component, short-term variable component and long-term variable component;
|
|
2.3.2. |
The compensation goals should reflect a mix of quantitative and qualitative performance measures;
|
|
2.3.3. |
setting caps on the variable compensation components;
|
|
2.3.4. |
determining claw-back provisions with respect to variable compensation.
|
3. |
Compensation Components
|
|
▪ |
Base Salary
|
|
▪ |
Social and other benefits
|
|
▪ |
Annual Cash Bonus (Short term Incentive or STI)
|
|
▪ |
Equity-based compensation (Long-Term Incentive or LTI)
|
|
▪ |
Retirement and Termination arrangements
|
4. |
Ratio between Fixed and Variable Components
|
Office Holders
|
Fixed Component
(Base Salary)
|
Variable Components
(Bonuses & LTI)
|
CEO1
|
15% - 60%
|
40% - 85%
|
Executive Chairman1
|
0% – 40%
|
60% - 100%
|
Executive Officers
(other than Executive Chairman, CEO)
|
20% - 60%
|
40% - 80%
|
Board Members
|
50% - 100%
|
0% - 50%
|
5. |
Internal Company Comparison
|
6. |
Fixed Compensation
|
|
6.1. |
Base Salary
|
|
▪ |
Executive Officer's educational background, qualifications, skills, specializations, prior professional and business experience, past performance and achievements;
|
|
▪ |
Executive Officer's position and scope of responsibility;
|
|
▪ |
Executive Officer's previous compensation agreements;
|
|
▪ |
Comparable compensation agreements within ICL;
|
|
▪ |
Comparable positions in other local and/or global companies as relevant and if applicable to the position;
|
|
▪ |
the position of the relevant Executive Officer;
|
|
▪ |
scope of responsibility;
|
|
▪ |
relevant Executive Officer's achievements;
|
|
▪ |
professional and business experience of the Executive Officer;
|
|
▪ |
previous salary agreements signed with the relevant Executive Officer;
|
|
▪ |
salary levels for comparable positions within ICL;
|
|
▪ |
size of the company and nature of its operations
|
|
▪ |
ICL's macroeconomic environment; and
|
|
▪ |
comparative relevant market analysis
|
|
6.2. |
The maximum annual base salary for Executive Officers shall not exceed the following amounts:
|
|
6.2.1. | Executive Chairman – | $700,000 |
|
6.2.2. | CEO – | $850,000 |
|
6.2.3. | Other Executive Officers – | $500,000 |
|
6.3. |
Sign-on Bonus
|
|
6.4. |
Social and Other Benefits
|
|
▪ |
Annual vacation as customary;
|
|
▪ |
Annual sick leave as customary;
|
|
▪ |
Company contributions to pension funds and disability and life insurance policies;
|
|
▪ |
Company contributions to educational funds or other savings vehicles;
|
|
▪ |
Additional benefits may include, inter alia, the following benefits ("Additional Benefits"):
|
|
o |
Providing a Company car or a car allowance;
|
|
o |
Providing communication packages, including telephone, and computers with internet access;
|
|
o |
Subscriptions to relevant literature;
|
|
o |
Life insurance;
|
|
o |
Health insurance;
|
|
o |
Relocation and housing allowances;
|
|
o |
Courses and trainings;
|
|
o |
Professional association membership fees (lawyers bar, accountants bar, etc.);
|
|
o |
Financial/Tax planning in case of relocation.
|
7. |
Annual Cash Bonus
|
|
7.1. |
ICL's Executive Officers may be entitled to an annual compensation in accordance with the short-term incentive plan (the "STI Plan" or "STI"). The STI
Plan is aimed to create an alignment between the compensation of the Executive Officers and the Company's annual and long-term goals while focusing, among other things, on individual goals that will be defined for each of the Executive
Officers. The STI Plan may include rules for eligibility in cases the Executive Officer serves for only part of the relevant year. STI Plans payouts to Executive Officers, excluding the CEO and the Executive Chairman, may be calculated
by using measurable financial metrics and/or measurable non-financial metrics, as pre-determined or pre-approved by the HR & Compensation Committee and the Board, and\or a qualitative evaluation. It is clarified that, the HR &
Compensation Committee and Board of Directors may determine in any given year, that the STI payout for Executive Officers, other than the CEO and Executive Chairman, in whole or in part, will be granted according to a qualitative
evaluation of non-measurable items of the said organs, subject to the maximum payouts set forth in Section 7.4 below.
|
|
7.2. |
Annual STI for the CEO
|
|
7.2.1. |
Measurable Financial and measurable non-financial goals
|
Performance level
|
Payout factor
|
Below 60% of budget (threshold)
|
0
|
Between 60% - 90% of budget
|
0.6
|
Between 90% - 120% of budget
|
0.9 – 1.2 (linear and continuous)
|
Above 120%
|
1.5
|
|
7.2.2. |
Qualitative evaluation of the CEO overall performance
|
|
7.2.3. |
If either ICL operating income and/or net income actual performance (as adjusted according to paragraph 7.6 below) will not meet the threshold performance level (60% of budget), there will be no payout under this plan for the 80% of
STI that is measured against measurable financial and measurable non-financial goals.
|
|
7.2.4. |
The maximum STI payout for the CEO cannot exceed for any given year, the lower of 130% of the CEO's target STI for such year or $1,500,000.
|
|
7.2.5. |
In case the CEO’s employment terminates prior to the end of the fiscal year, the HR & Compensation Committee and the board of directors may approve prorated STI payout for the CEO after the end year results are published. The
prorated calculation will reduce the CEO’s Target STI relatively to his employment period during the fiscal year.
|
|
7.3. |
Annual STI for ICL Executive Chairman of the Board ("CoB")
|
|
7.3.1. |
If ICL Operating income and/or Net income (as adjusted according to paragraph 7.6 below) will not meet the threshold performance level (60% of budget), there will be no payout for the CoB under this plan.
|
|
7.3.2. |
The maximum STI payout for the CoB shall not exceed, for any given fiscal year the lower of 150% of the CoB target STI or $1,000,000.
|
|
7.4. |
The maximum STI payout for Executive Officers, other than the CEO and Executive Chairman, shall not exceed, for any given fiscal year, the lower of 225% of the Executive Officer target STI for such year or $1,000,000.
|
|
7.5. |
Discretion of the Board to Reduce Bonus - The Board shall have the discretion to reduce the amount of the STI Payout of an Executive Officer in any given year, based on circumstances determined by the Board.
|
|
7.6. |
The Measurable Financial Goals for purposes of calculating the CEO and the Executive CoB's STI, for any given year, will be calculated according to the figures from ICL's annual reports and will be adjusted by applying the following
adjustments2:
|
|
• |
Mergers, acquisitions, restructuring or divestments ("M&A") of entities, businesses or assets, including adjustment of the capital gain or loss; accounting impact of such M&A and any
related costs.
|
|
• |
Changes in the company's applicable GAAP or new/revised accounting standards, that were not considered for purposes of determining the annual budget.
|
|
• |
Income or expense from legal claims or tax impacts, that are not related to the current year, including tax assessments, that were not considered for purposes of determining the annual budget.
|
|
• |
Environmental undertakings, that were not considered for purposes of determining the annual budget.
|
|
• |
Income or loss resulting from updates to provisions (that are included in the last annual financial statements) due to changes in the underlying assumptions relating to: regulations, interest or exchange rates, that were not
considered for purposes of determining the annual budget.
|
|
• |
Income or loss resulting from impairment of assets, that were not considered for purposes of determining the annual budget.
|
|
7.7. |
Compensation Recovery ("Claw-Back")
|
|
7.8. |
Special Bonus
|
8. |
Equity-Based Compensation
|
|
8.1. |
Long term incentives may be granted in the form of stock options, restricted shares, restricted share units (RSU), Performance-based restricted shares, Performance-based restricted share units or other equity-based compensation
vehicles ("LTI Awards"). Vesting and/or release from restriction of restricted shares and restricted share units may be subject to the Company's and/or the Executive Officer's performance.
|
|
8.2. |
Each LTI Award shall be subject to a minimum vesting period over at least three (3) years, and subject to the continuing service of the Executive Officer. Unless otherwise approved by the relevant authorized organs, vesting of
outstanding long-term LTI Awards may be pro-rated for time and/or performance for departing Executive Officers. The terms of LTI Awards may include provisions for acceleration of vesting in certain events and corporate transactions,
such as in the event of a merger, a consolidation, and an acquisition of the Company or of its assets or certain retirement provisions (as these terms will be defined in the applicable LTI compensation plan). Acceleration of LTI Awards
will be allowed only in certain circumstances determined by the applicable authorized organs.
|
|
8.3. |
The exercise price of any stock options will be determined either based on the average 30 trading days of ICL’s share price during the period prior to the date of Board approval of the grant or the
average 30 trading days of ICL’s share price during the period prior to the grant date. The exercise price may be linked to the Israeli consumer price index. The exercise price may include an adjustment to dividend, to the extent
distributed by the Company, and an adjustment to additional events in the Company's share capital, such as: distribution of bonus shares, rights issuance, consolidation or split of share capital, etc.
|
|
8.4. |
The exercise period of the options shall be of no more than ten (10) full years from the date of grant.
|
|
8.5. |
The total potential dilution from outstanding and proposed LTI plans will not exceed 10 percent. The restrictions described in paragraph 8.5 will not be applicable in case of grant of LTI Awards-based compensation to management and
employees of a target company, in the event of a merger or acquisition of the target company.
|
|
8.6. |
LTI Awards granted to an Executive Officer, will not exceed in value (based on accepted valuation methods), on the date of grant, per one (1) vesting annum, the following amounts:
|
|
o |
Executive Chairman of the Board – $1,200,0003
|
|
o |
CEO – $1,500,0004
|
|
o |
Other Executive Officers – $1,000,000
|
|
8.7. |
The HR & Compensation committee and the Board may resolve in the future to introduce shareholding guidelines to Executive Officers, according to which, Executive Officers will be required to hold a minimum number or value of
shares, not inclusive of unvested holdings in unvested LTI Awards.
|
9. |
Retirement arrangements
|
|
9.1 |
All of the Executive Officers may be entitled to release of funds accumulated in their favor and in their name in designated compensation funds for pension benefits and severance pay. To certain Executive Officers, additional funds
may be paid, if and when there is a difference between the funds that were actually accumulated in the designated funds and the amount that equals their last base monthly salary upon termination multiplied by the number of years of
seniority accumulated in the Company.
|
9.2 |
Advance Notice
|
Executive Officer
|
Advance Notice Period
|
Executive Chairman, CEO
|
Up to 12 months
|
Other Executive Officers
|
Up to 6 months
|
9.3 |
Adjustment Period and non-compete obligations
|
9.4 |
Termination Grant
|
9.5 |
Termination Grant upon Change of Control
|
9.6 |
Acceleration of LTI Awards
|
9.7 |
The aggregate amounts paid to Executive Officers pursuant to Sections 9.2 to 9.4, shall not exceed an amount equal to 12 months base salary, except for a
few existing Executive Officers or employees that will be appointed as Executive Officers, that according to previous commitments of the company to them, are entitled to severance pay in amounts that together with their other
termination benefits exceed the aforementioned maximum. To the extent an Executive Chairman of the Board does not receive a monthly base salary or management fee, he may continue to be entitled to his terms of tenure for an additional
period of 12 month following his end of tenure, including, for avoidance of any doubt, his annual STI payout and continued vesting of his existing LTI plans during such period.
|
10. |
Compensation of Members of the Board
|
11. |
Management Fee
|
12. |
Exculpation, Indemnification and Insurance
|
5 |
In this regards it should be clarified, that termination of a Director's term and renewal for an additional term will not be regarded as termination of service.
|
Name of Subsidiary / Investee company
|
Jurisdiction of Incorporation
|
Agro-Vant
|
Israel
|
Bromine Compounds Ltd.,
|
Israel
|
Chemada Fine Chemicals Ltd.
|
Israel
|
Dead Sea Bromine Company Ltd.
|
Israel
|
Dead Sea Magnesium Ltd.
|
Israel
|
Dead Sea Periclase Fused Products Co.
|
Israel
|
Dead Sea Periclase Ltd.
|
Israel
|
Dead Sea Works Ltd.
|
Israel
|
Edom Mining and Development Ltd. (the operations were transferred to Rotem)
|
Israel
|
Fertilizers and Chemicals Ltd.
|
Israel
|
ICL Innovation Ltd
|
Israel
|
ICL Israel Ltd.
|
Israel
|
Industrial Chemical Equipment Ltd. (under liquidation)
|
Israel
|
InNegev Ltd.
|
Israel
|
Israel Light Metal Initiative Ltd.
|
Israel
|
Keter Tovala Ltd (the operations were transferred to Rotem)
|
Israel
|
M.M.M. Company United Landfill, Industries (1998), Ltd.
|
Israel
|
Mifalei Tovala Ltd.,
|
Israel
|
Novetide Ltd.
|
Israel
|
P.A.M.A. Ltd (Energy Resources Development)
|
Israel
|
Potassium Nitrate Ltd.
|
Israel
|
Revivim in the Bay Water Environment Ltd.
|
Israel
|
Rotem Amfert Negev Ltd.
|
Israel
|
Sherut Integrated transportation services 2013 Ltd.
|
Israel
|
Sherut Rail & Road Transportation Services 1990 Registered Partnership in Israel
|
Israel
|
Tami (IMI) Institute for R&D Ltd.
|
Israel
|
Tami Nano Innovation Lab Ltd. (under liquidation)
|
Israel
|
B.K. Giulini Argentina S.A
|
Argentina
|
Everris Australia Pty Ltd.
|
Australia
|
Fibrisol Service Australia Pty. Ltd.
|
Australia
|
Prolactal GmbH
|
Austria
|
ICL Belgium (Sales) N.V.
|
Belgium
|
ICL Belgium NV
|
Belgium
|
Bromisa Industrial e Commercial Ltda.
|
Brazil
|
ICL Brazil, Ltda.
|
Brazil
|
Rotem Do Brasil Ltda.
|
Brazil
|
Allana Potash Corp.
|
Canada
|
Name of Subsidiary / Investee company
|
Jurisdiction of Incorporation
|
ICL Investment Co. Ltd.
|
China
|
Jiaxing I.C.L. Chemical Co. Ltd.
|
China
|
Lianyungang Dead Sea Bromine Co. Ltd
|
China
|
Shanghai Tari International Food Additive Co. Ltd.,
|
China
|
Sinobrom Compounds Co. Ltd.
|
China
|
Yunnan BK Giulini Tianchuang Phosphate Co. Ltd.,
|
China
|
Yunnan ICL YTH Phosphate Research and Technology Center Co. Ltd.
|
China
|
Yunnan Phosphate Haikou Co. Ltd.
|
China
|
Yunnan Tianchuang Science & Technology Co., Ltd.
|
China
|
Yunnan Yuntianhua Co., Ltd.
|
China
|
Zhangjiagang F.T.Z. ICL Trading Co.
|
China
|
Allana Potash Afar PLC (under liquidation)
|
Ethiopia
|
ICL Potash Ethiopia Plc.
|
Ethiopia
|
Nova Potash PLC (under liquidation)
|
Ethiopia
|
Rotem Manufacturing Private Limited Company
|
Ethiopia
|
ICL France Spécialités SAS
|
France
|
Hagesüd Interspice France S.A.R.L
|
France
|
Scora S.A.S.
|
France
|
Sofima SAS
|
France
|
B.K. Giulini GmbH
|
Germany
|
BKG Finance GmbH
|
Germany
|
BKG Finance Sup GmbH
|
Germany
|
Hagesüd Interspice Gewürzwerke GmbH
|
Germany
|
Hoyerman Chemie GmbH
|
Germany
|
ICL Deutschland Ludwigshafen GmbH
|
Germany
|
ICL Deutschland Vertriebs GmbH
|
Germany
|
ICL Fertilizers Deutschland GmbH
|
Germany
|
ICL Holding Beschraenkt Haftende O.H.G.
|
Germany
|
ICL Holding Germany GmbH
|
Germany
|
ICL IP Bitterfeld GmbH
|
Germany
|
ICL Ludwigshafen Service GmbH
|
Germany
|
ICL-IP Bitterfeld Grundbesitz GmbH & Co KG
|
Germany
|
Pulse-Tex GmbH
|
Germany
|
Turris Versicherungvermittlung GmbH
|
Germany
|
Name of Subsidiary / Investee company
|
Jurisdiction of Incorporation
|
A.R.M. Ltd.,
|
Hong Kong
|
D.D.F.R Corporation Ltd.
|
Hong Kong
|
ICL Asia Ltd.
|
Hong Kong
|
ICL Trading (HK) Ltd.
|
Hong Kong
|
B.K. PA Private Limited
|
India
|
ICL Fertilizers (India) Private Ltd.
|
India
|
ICL Management and Trading India Private Limited
|
India
|
ICL Italia Treviso SRL,
|
Italy
|
ICL Italy Milano SRL
|
Italy
|
ICL Japan Ltd.
|
Japan
|
Everris Kenya Ltd.
|
Kenya
|
ICL Korea Ltd.
|
Korea
|
Everris Malaysia Sdn. Bhd
|
Malaysia
|
ICL Fosfatos y Aditivos de México S. A. de C.V.
|
Mexico
|
Tari International N.Z. Ltd.
|
New Zealand
|
ICL Polska S.p z.o.o
|
Poland
|
ICL Group Asia Pacific PTE. LTD
|
Singapore
|
ICL Slovakia
|
Slovakia
|
Landkem (Pty) Ltd.
|
South Africa
|
Absia SL
|
Spain
|
Agrocallejas Mediterranea, S.L Unipersonal
|
Spain
|
Everris Iberica Fertilizers S.L.
|
Spain
|
Fomento y Desarrollo Agrícola S.L
|
Spain
|
Fuentes Fertilizantes S.L.
|
Spain
|
Iberpotash S.A.
|
Spain
|
ICL Iberia Ltd. SCA
|
Spain
|
Logística de Fertilizantes Fuentes S.A
|
Spain
|
Sal Vesta Iberia S.L.
|
Spain
|
Trafico de Mercancías S.A.
|
Spain
|
Twincap Forsakrings A.B.
|
Sweden
|
ICL Swiss (Zug) GmbH
|
Swiss
|
Intracap Insurance Ltd
|
Switzerland
|
ICL Fertilizers Tanzania Limited
|
Tanzania
|
Name of Subsidiary / Investee company
|
Jurisdiction of Incorporation
|
Amsterdam Fertilizers B.V.
|
The Netherlands
|
Ashli Chemicals (Holland) B.V.
|
The Netherlands
|
Everris International B.V.
|
The Netherlands
|
Finacil E.E.I.G. (European Economic Interest Grupen) (under liquidation)
|
The Netherlands
|
ICL Europe B.V.
|
The Netherlands
|
ICL Europe Coöperatief U.A.
|
The Netherlands
|
ICL Fertilizers Europe C.V.
|
The Netherlands
|
ICL Finance B.V.,
|
The Netherlands
|
ICL Potash Ethiopia BV (under liquidation)
|
The Netherlands
|
ICL Puriphos B.V.
|
The Netherlands
|
ICL-IP Terneuzen B.V
|
The Netherlands
|
Incap B.V.
|
The Netherlands
|
Rotem Kimyevi Maddeler Sanayi ve Ticaret A.S,
|
Turkey
|
Amega Sciences Holdings Ltd. (under liquidation)
|
UK
|
Amega Sciences Plc.
|
UK
|
Cleveland Potash Ltd.
|
UK
|
Constantine & Company (Export) Limited
|
UK
|
Everris Ltd.
|
UK
|
Fibrisol Service Ltd.
|
UK
|
ICL UK (Sales) Ltd.
|
UK
|
Nutrient Sciences Ltd.
|
UK
|
B.K. Mercosur S.A.
|
Uruguay
|
Everris NA, Inc.
|
USA
|
ICL Americas LLC
|
USA
|
ICL Finance Inc.
|
USA
|
ICL Group America Inc.
|
USA
|
ICL Specialty products Inc
|
USA
|
ICL Specialty Products North America Inc.
|
USA
|
ICL-IP America Inc.
|
USA
|
|
1.
|
I have reviewed this annual report on Form 20-F of Israel Chemicals Ltd.;
|
|
2.
|
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light
of the circumstances under which such statements were made, not misleading with respect to the period covered by this report;
|
|
3.
|
Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition,
results of operations and cash flows of the company as of, and for, the periods presented in this report;
|
|
4.
|
The company’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules
13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the company and have:
|
|
(a)
|
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material
information relating to the company, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this report is being prepared;
|
|
(b)
|
Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, to provide
reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles;
|
|
(c)
|
Evaluated the effectiveness of the company’s disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure
controls and procedures, as of the end of the period covered by this report based on such evaluation; and
|
|
(d)
|
Disclosed in this report any change in the company’s internal control over financial reporting that occurred during the period covered by the annual report that has
materially affected, or is reasonably likely to materially affect, the company’s internal control over financial reporting; and
|
|
5.
|
The company’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the company’s auditors
and the audit committee of the company’s board of directors (or persons performing the equivalent functions):
|
|
(a)
|
All significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably likely to adversely affect
the company’s ability to record, process, summarize and report financial information; and
|
|
(b)
|
Any fraud, whether or not material, that involves management or other employees who have a significant role in the
company’s internal control over financial reporting.
|
|
Date:
|
March 4, 2020
|
/s/ Raviv Zoller | |
Raviv Zoller
President & Chief Executive Officer
|
|
1.
|
I have reviewed this annual report on Form 20-F of Israel Chemicals Ltd.;
|
|
2.
|
Based on my knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light
of the circumstances under which such statements were made, not misleading with respect to the period covered by this report;
|
|
3.
|
Based on my knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition,
results of operations and cash flows of the company as of, and for, the periods presented in this report;
|
|
4.
|
The company’s other certifying officer(s) and I are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules
13a-15(e) and 15d-15(e)) and internal control over financial reporting (as defined in Exchange Act Rules 13a-15(f) and 15d-15(f)) for the company and have:
|
|
(a)
|
Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information
relating to the company, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this report is being prepared;
|
|
(b)
|
Designed such internal control over financial reporting, or caused such internal control over financial reporting to be designed under our supervision, to provide reasonable
assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles;
|
|
(c)
|
Evaluated the effectiveness of the company’s disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure
controls and procedures, as of the end of the period covered by this report based on such evaluation; and
|
|
(d)
|
Disclosed in this report any change in the company’s internal control over financial reporting that occurred during the period covered by the annual report that has
materially affected, or is reasonably likely to materially affect, the company’s internal control over financial reporting; and
|
|
5.
|
The company’s other certifying officer(s) and I have disclosed, based on our most recent evaluation of internal control over financial reporting, to the company’s auditors
and the audit committee of the company’s board of directors (or persons performing the equivalent functions):
|
|
(a)
|
All significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably likely to adversely affect
the company’s ability to record, process, summarize and report financial information; and
|
|
(b)
|
Any fraud, whether or not material, that involves management or other employees who have a significant role in the company’s internal control over financial reporting.
|
Date:
|
March 4, 2020
|
/s/ Kobi Altman
|
|
Kobi Altman
Chief Financial Officer
|
|
1. |
the Report fully complies with the requirements of Section 13(a) or 15(d) of the Exchange Act; and
|
|
2. |
the information contained in the Report fairly presents, in all material respects, the financial condition and results of operations of Israel Chemicals Ltd.
|
/s/ Raviv Zoller
|
|
Raviv Zoller
President & Chief Executive Officer
|
/s/ Kobi Altman
|
|
Kobi Altman
Chief Financial Officer
|