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Nutrien 2025 Sustainability Report 3
LETTER FROM OUR
PRESIDENT AND CEOAgriculture is a critical global industry, and farmers are at the heart of everything we do. Each year, they face the challenge of producing more food, more efficiently, to meet the needs of a growing population. Nutrien is uniquely positioned to support them.
Ken Seitz
President and CEO
Advancing Safety
Despite a 12 percent improvement in our recordable injury rate since 2021, this year we tragically lost two colleagues. We do not accept this as part of our work, and our thoughts are with their families and teammates. Safety is more than a priority, it is a core value, and a personal commitment shared by every Nutrien employee. Their loss reinforces why our work to strengthen safety culture, practices and processes is so critical.
In 2025, we undertook a comprehensive, independent review of our safety management system, gathering insights from external experts and over 16,000 employees via one-to-one dialogue, focus groups and surveys. The findings affirmed our strengths - our Culture of Care, engineering controls and mature programs. They also highlighted
Our goal is simple and absolute: Everyone Home Safe, Every Day and the steps we are taking reflect our deep, shared commitment to making that a reality.
Progress and Transparency
At Nutrien, sustainability refers to activities that maintain or enhance our ability to create value over the long term, in alignment with our strategic priorities and capital
allocation framework. We do this with clarity and discipline, focusing on the review and prioritization of risks and opportunities that are, or could be, financially material.
We are proud of our progress, which includes the enrolment of approximately nine million acres in Nutrien sustainable agriculture programs since 2021. Additionally, we delivered a 19 percent reduction in Scope 1 and 2 GHG emissions intensity since 2018 through targeted N₂O abatement, methane reductions, equipment upgrades and expanded use of cogeneration.
Our approach to climate-related targets evolved in 2025. Following the introduction of targets in 2021 several factors have changed, including limited customer demand, limited availability of economically feasible technologies, and a lack of clarity and timing of applicable regulations and compliance frameworks.
Collectively, these factors have led to greater uncertainty and increased financial and execution risk beyond what aligns with our strategy and capital allocation framework. Reflecting these changing realities, we completed a review of prior targets and decided to retire our GHG emissions
Respectful Relationships
Across our operations, we engage with customers, suppliers, employees, governments and communities to create shared economic and social value, strengthen local economies
and supply chains, and support those who depend on our products and services.
Grounded in this approach, we embrace our responsibility in Canada, which includes building respectful, long-term relationships with Indigenous Peoples. In 2025, and rooted in trust, collaboration and mutual benefit, we implemented a fully integrated, governance-backed framework designed to deliver economic, social and risk management benefits.
This included continued investment in Indigenous talent, with the employment of 18 interns, and the expansion of our education, training and mentorship programs. In terms of direct Indigenous economic impact, our Potash operating segment spent approximately CAD$321 million on local procurement contracts in 2025, bringing our cumulative total impact since 2020 to CAD$1.44 billion. In addition,
we invested more than CAD$750,000 on Indigenous community initiatives.
Looking Ahead
I look to the future with confidence. Underpinned by the quality and scale of our business, and the capability and discipline of our team, who I believe are among the best in our industry, Nutrien is well equipped to manage risk, adapt to change and seize opportunities across our value chain.
As a leading global provider of essential crop inputs, we operate across the agricultural value chain, and are
supported by resilient upstream and midstream capabilities, paired with world-class agronomic expertise and trusted customer relationships. These strengths, combined with
our focus on long-term value creation, enable us to support
farmers efficiently, and at scale.
Through 2025, we continued to navigate a landscape of geopolitical volatility and social change. The steps we have taken to strengthen our operations, enhance supply chains, and consistently meet customer needs, position us well for the future.
areas where we can do better. Using these insights, we
are advancing a multi-year plan to further elevate safety leadership and performance across our organization.
We strengthened our team and enhanced oversight with the appointment of an internationally experienced leader to a new role of Senior Vice President of Safety, Health, Environment and Security. This role reports directly to me, and is part of Nutrien's Leadership team. In addition, to
support a safer workplace, we created new management and Board committees, expanded technology to reduce exposure to high-risk work, introduced new leading safety indicators and updated our leadership development programs.
intensity reduction and sustainable agriculture targets.
Our commitment to economically viable solutions and risk management remains steadfast, and we will revisit opportunities as circumstances change. As part of our transparent approach, we have voluntarily included our Scope 3 emissions in this report. We remain committed to
actions that support farmers in becoming more productive on every acre, while enhancing our ability to create longterm value.
We remain focused on delivering the products and services
our customers need to feed a growing population, and I am grateful to our stakeholders for their support as we continue this vital work.
Ken Seitz
President and Chief Executive Officer
February 27, 2026
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Nutrien 2025 Sustainability Report 4
ABOUT
NUTRIENNutrien is a leading global provider of crop inputs and services. We operate a world-class network of production, distribution and agriculture retail facilities that positions us to efficiently serve farmers. Our vision is to be the leading global agricultural solutions provider, delivering superior shareholder value through safe and sustainable operations. To achieve this vision, our strategy is anchored in three priorities: simplify and focus, operational excellence, and disciplined and intentional approach to capital allocation.
For more information, please see our Global Profile in Nutrien's 2025 Annual Report.
In this section
Our Value Chain 5
2025 Highlights 6
Our Approach to Sustainability Governance
and Reporting 7
Risk Management in Our Value Chain 8
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Nutrien 2025 Sustainability Report 5
OUR
VALUE CHAINUPSTREAM
MINING & PRODUCTION
Our low-cost production assets, including mining and manufacturing of essential crop nutrients needed for fertilizer production, such as potash, nitrogen and phosphate.
MIDSTREAM
LOGISTICS & DISTRIBUTION
Our global logistics and distribution network allows us to efficiently and reliably sell and transport products from our facilities to our customers and downstream retail locations.
6
Phosphate facilities
12
Nitrogen facilities
6
Potash mines
>1,800
Retail locations
DOWNSTREAM
PRODUCTS & SERVICES
We operate one of the largest global agriculture retail networks, allowing us to deliver crop inputs and services directly to farmers.
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Nutrien 2025 Sustainability Report 6
~9M
Sustainable agriculture program acres1 since 2021
>2,800 ACRES
Reclaimed since 2023
19%
Reduction in GHG emissions intensity (Scope 1 and Scope 2) per tonne of our products produced since 2018
2025
HIGHLIGHTS
2025 was a defining year for our Company, with exceptional performance across all our operating segments and significant progress on our strategic priorities.
21,000 HOURS
Employee volunteering
~38%
Potash-relevant procurement spend in 2025 had direct Indigenous economic impact3
16.1Mm3
Cumulative reduction in freshwater use since 2018, equivalent to
~6,500 Olympic pools2
Our organization is now leaner, more disciplined and better positioned than ever to deliver on its potential. Please refer to our 2025 Annual Report for more details on our financial performance.
S19M
Community investment
Acres participating in programs that track field-level data, which can be analyzed for performance metrics that incentivize farmers to adopt practices and products resulting in quantifiable, incremental benefits, which may be verified.
Freshwater use reduction resulting from ~20 identified completed projects. One Olympic pool =~2,500 m3.
Defined as being from procurement spend with suppliers that are Indigenous-owned (community or individual) and/or have Indigenous employees, in alignment with their reported levels.
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Nutrien 2025 Sustainability Report 7
OUR APPROACH TO SUSTAINABILITY
GOVERNANCE AND REPORTINGThis report covers risks and opportunities related to our sustainability topics, informed by guidance provided by the Sustainability Accounting Standards Board ("SASB"). At Nutrien, "sustainability4" refers to activities that maintain or enhance our ability to create value over the long term. To support our long-term viability, we focus on the review and prioritization of risks and opportunities that are, or could be, material to the Company.
Board Oversight
Nutrien is governed by our Board and Board committees that, in whole or at the committee level, oversee management in ensuring our business's principal risks and opportunities are being appropriately identified and addressed. Please see Nutrien's latest Management Information Circular for more information on our corporate governance framework.
Board committees: Beginning in 2025, Nutrien's Corporate Governance & Nominating ("CGN") Committee has oversight of existing and emerging risks and opportunities related to sustainability topics deemed material to the Company and relevant to our long-term viability and reputational matters. The Safety Committee has oversight of operational safety, health, environment and security-related matters.
Management Oversight
Executive Leadership Team ("ELT"): Verifies that Nutrien's risks are being appropriately identified, assessed, managed and mitigated. Nutrien's Executive Vice President, Corporate Development and Chief Strategy Officer, is responsible for executive-level strategic vision and leadership for sustainability.
Sustainability Council: Assists in the review of Nutrien's existing and emerging risks and opportunities, including related policies, strategies, disclosures and other external communications. The Sustainability Council also provides recommendations and reports on these matters to Nutrien's ELT. This cross-functional council includes
senior leaders from our Strategy, Legal, Investor Relations, Government and External Affairs, Corporate Reporting, Corporate Communications, Safety, Health, Environment & Security ("SHE&S") and Internal Audit teams, along with representation from all operating segments.
Integration of Sustainability
In 2025, Nutrien refocused our approach to sustainability by integrating management's responsibilities and the execution of sustainability activities into our functions,
including strategy, risk, internal controls, capital governance, corporate reporting, safety and operations. This integration aligned responsibilities with the functions that execute
the work.
Our Sustainability Disclosure Framework
Nutrien leverages recognized voluntary reporting frameworks, including the Canadian Sustainability Standards Board ("CSSB"), General Requirements for Disclosure of Sustainability-related Financial Information ("CSDS 1") and Climate-related Disclosures ("CSDS 2"), including industry-based standards from the SASB Metals and Mining and Chemicals guidance to inform our sustainability definition, topics, metrics and disclosures.
Updated since our 2024 Sustainability Report to align with the SASB Conceptual Framework, February 2017.
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Nutrien 2025 Sustainability Report 8
RISK MANAGEMENT IN OUR
VALUE CHAINAt Nutrien, effective risk oversight is foundational to how we operate and steward our resources and relationships. Risk management is embedded in our
strategy and business processes supported by our Enterprise Risk Management ("ERM") function and global risk management framework.
The diagram below details sustainability topics in our value chain. For a complete listing of Nutrien's risk factors, refer to Nutrien's 2025 Annual Information Form, and to read more about Nutrien's overall risk management process, please refer to Nutrien's 2025 Annual Report. A detailed list of Nutrien's risks relating to sustainability topics can be found in the Additional Content section of this report.
Safety and Health Integrity
Enterprise
Human Capital and Labor Practices
Community Relations
Upstream and Midstream Operations
Climate Change, Including Scope 1 and Scope 2 GHG Emissions Tailings and Gypstack Management
Primary activities:
Water Stewardship Indigenous Relations
Downstream Operations
Farm Management Scope 3 GHG Emissions Product Stewardship
Materials sourcing
Mining and production
Logistics and distribution
Products and services
Farm and industrial product use
Value chain stage:
Outside Nutrien's operations
Within Nutrien's operations
Outside Nutrien's operations
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Nutrien 2025 Sustainability Report 9
ENTERPRISEAt Nutrien, we focus on creating long-term value by maintaining access to the resources and the relationships with stakeholders needed to achieve our goals. Across our global operations, our core values are: we put safety first, we act with integrity, we are stronger together and we deliver with excellence.
In this section
Safety and Health 10
Integrity 12
Human Capital and Labor Practices 13
Community Relations 14
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Nutrien 2025 Sustainability Report 10
SAFETY AND
HEALTHOur Approach
Safety is a core value and an integral part of how we operate. It anchors our culture, guides our decision-making and underpins operational excellence.
Our goal is simple and absolute: Everyone Home Safe, Every Day, reflecting our baseline expectation that every colleague and contractor should return home safely after each shift, without exception.
Our Culture of Care guides us on how to protect ourselves and each other through deliberate, principled behaviors and actions. Guidance includes leading in a way that reflects Nutrien's values, collaborating to amplify our impact, challenging the status quo, and holding each other accountable to do what is right, while building
and maintaining trust. Our Board, leaders at every level, individual sites and partners embed our Culture of
Care throughout Nutrien and extend it to communities, customers, contractors, industry members and
other partners.
Our Culture of Care is operationalized through The Nutrien Way, a structured system of programs and daily practices designed to keep our people safe. The Nutrien Way integrates our SHE&S Management System, which provides key elements for leadership, competency and training, risk
management, incident and emergency response, change management and continuous improvement. In addition, Nutrien maintains consistent expectations across all operations for our most significant safety risks through our Life Critical Standards, such as confined space entry, fall protection and energy isolation.
Beyond physical safety, we aim to foster psychologically safe workplaces through clear behavioral expectations and support programs, such as our Employee Assistance Program, Integrity Helpline and mental health programs.
We also recognize that continuous improvement is essential, and we continue to focus on learning from incidents, benchmarking against peers, and embedding lessons learned into both global standards and local practices.
Measuring Our Performance
We monitor a variety of leading and lagging indicators and externally disclose injury rates via our Total Recordable Injury Frequency ("TRIF") and Lost-Time Injury Frequency ("LTIF"), along with the number of serious injuries and fatalities ("SIFs") and Environmental Incident Frequency.
We also track leading indicators that help prevent serious incidents, such as critical control verification, leadership field engagements and completion of site improvement actions.
Safety Rates
(incidents 200,000 hours/total actual hours)
1.25
Serious Injury and Fatality Incidents by Year
(count, includes employees and contractors)
10
1.00
0.75
0.50
0.25
Total TRIF
0.00
1.08 1.06
9
5
5
5
0
8
7
6
5
4
3
2
1
0
Employee TRIF
Contractor TRIF
Total LTIF
Employee LTIF
Contractor LTIF
2021
0.970.98
0.64
0.51
0.190.21 0.220.23
0.08 0.13
2022
2023
8
2024
2025
2024 2025TRIF: Total Recordable Injury Frequency LTIF: Lost-Time Injury Frequency
In 2025, Nutrien experienced five SIF incidents, including two fatalities. Each represents a failure to deliver on our goal of Everyone Home Safe, Every Day, and is inconsistent with our Culture of Care.
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Nutrien 2025 Sustainability Report 11
Safety and Health (continued)
Responding to challenge and learning from experience
Nutrien's safety outcomes have not yet met the standards we expect of ourselves, with fatality prevention remaining our foremost priority.
In 2025, Nutrien experienced five SIF incidents, including two fatalities. Each represents a failure to deliver on our goal of Everyone Home Safe, Every Day, and is inconsistent with our Culture of Care. Our safety performance has
been an outlier relative to our broader performance, and closing this gap is an enterprise-wide priority. These events challenge us and remind us that we have more work to do on our safety journey. In addition to immediate steps, we progressed to longer-term actions and governance changes to strengthen our approach to safety management, including our safety culture.
Immediate response: We respond immediately to serious incidents, controlling any ongoing risk to people and providing comprehensive assistance to those impacted, including coworkers and family members. We hold safety intervention calls with operational and safety leaders globally, with these discussions focused on learnings
from the incidents and immediate actions to be taken to strengthen our controls over safety risks, with these actions tracked through to completion.
Longer-term actions: In 2025, Nutrien completed a comprehensive, enterprise-wide review of safety culture and safety management undertaken by an independent third-party organization recognized as a global expert in this area.
The review, commissioned by leadership in 2024, involved a series of targeted assessments and extensive workforce engagement with over 16,000 workers involved through surveys and facilitated focus groups.
This review surfaced key strengths, such as a robust Culture of Care, effective use of engineering controls and several mature safety programs, while also identifying a number
of important improvement opportunities. The insights from this review have been used to develop a multi-year, enterprise-wide priority action plan designed to improve safety leadership capability, enhance functional safety capability, enable better management of material safety risks and simplify our management system. This plan is being implemented across the Company to transform our
safety performance over the coming years and drive lasting cultural and operational change.
Governance changes: In parallel to the review and to provide a sharper focus on safety, in 2025, we introduced a new Senior Vice President of Safety, Health, Environment
and Security role, appointing an internationally experienced expert, established an executive level Safety and Operations Committee and realigned our Board Committees to create a separate Safety Committee.
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Nutrien 2025 Sustainability Report 12
INTEGRITYOur Approach
Nutrien's Integrity Program provides the knowledge and tools for all employees to achieve business results with integrity. Supporting policies, information and resources are available to employees through multiple formats and channels in all of Nutrien's working languages. The Integrity Program consists of the following four pillars:
Risk intelligence: Activities include assessment and mitigation tools and compliance support, available to employees on a risk basis, considering their specific role.
Learning: All employees, directors and officers must complete mandatory Code of Conduct ("the Code") training annually, with additional targeted role-based training and communications provided to specific groups to address emerging legal and compliance risks.
Speaking up: We provide several options for asking questions and reporting integrity-related concerns, including our externally administered Integrity Helpline. Nutrien has zero tolerance for any retaliation against someone who raises a concern or otherwise participates in the investigation process in good faith.
Investigations: Reported concerns related to the Code, as well as an associated policy, are investigated promptly, confidentially and professionally in accordance with
our compliance investigation principles. The necessary and appropriate actions are taken based on the investigation findings.
We focus on the following key aspects of integrity:
Human rights
Nutrien has controls and processes in place to assess and address the risk of violating human rights in our supply chain and operations. Read about Nutrien's actions regarding combating modern slavery in our Modern Slavery Report.
Anti-corruption
We focus on complying with the anti-bribery and
anti-corruption laws in all countries where we operate. We have zero tolerance for bribery, whether our own employees are involved or third parties who act on our behalf. Our Anti-Corruption Policy outlines acceptable behaviors for interacting with government officials and commercial partners. Nutrien has no operations in the Transparency International Corruption Perception Index 20 lowest-ranking countries.
Fair competition
Our Competition Law Policy outlines Nutrien's strict expectations of all employees, officers and directors, as well as third parties who act on our behalf. We prohibit
anti-competitive behavior with competitors, customers and other third parties, including price fixing, agreements to limit production, exchanging competitive information and predatory pricing. We strictly adhere to controls established by our joint venture partners and industry associations.
Third-party due diligence
Our Supplier Code of Conduct communicates Nutrien's requirements for suppliers of goods and services to Nutrien, whether directly or indirectly. It includes requirements related to human rights and labor in our supply chains, including prohibitions on illegal, forced, compulsory and child labor and human trafficking, along with requirements regarding health and safety, working conditions, wages, hours of work and others.
Nutrien incorporates sanctions screening, politically exposed person screening and reputational due diligence into the supplier and customer engagement processes. We also carefully evaluate potential merger and acquisition targets and business partners. We aim to continually improve our third-party due diligence process through collaboration across our Integrity, Legal, Procurement, Commercial, Finance, Corporate Development and Strategy and operations teams.
Measuring Our Performance
In 2025, Nutrien's compliance reporting rate of 1.20 reports per 100 employees has remained comparable with 2024, demonstrating the strength of our integrity culture and the level of trust employees have in the investigation process.
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Nutrien 2025 Sustainability Report 13
HUMAN CAPITAL AND
LABOR PRACTICESOur Approach
Ensuring that Nutrien employees feel valued, respected and engaged is vital in attracting and retaining talent. We focus on attracting top talent through recruitment marketing and talent pools, while creating an engaging and supportive experience for our employees.
Actively listening to our employees helps us identify ways to enhance the employee experience and retain talent, while also enabling leaders to stay responsive to workforce concerns. We conduct employee onboarding and exit surveys, along with additional surveys as needed, to gauge employee sentiment on specific topics.
We offer career pathways to learn and grow. Our Succession Management Program enables the retention of talent, identification of talent gaps and creation of succession plans, which align organizational needs with employee knowledge and career aspirations.
Measuring Our Performance
One of the ways we measure the success of our employee practices is by tracking our ability to retain talent and maintain a low level of employee turnover. In 2025, our total employee turnover rate was 12 percent, a decrease over the last three years.
In support of our continued investment in employee growth, our average learning and development spend per employee was $757 in 2025, which is comparable with the previous three years' average.
In 2025, our total employee turnover rate was 12%.
Collective Bargaining, Unions and Labor Relations
At Nutrien, we focus on fostering open communication and constructive engagement with unions. We achieve this through structured joint union-management committees that facilitate information sharing, discussion of emerging workplace issues and alignment on operational priorities. Additionally, we maintain ongoing open-door dialogue between union representatives and Nutrien's Human Resources and operations leaders to address concerns
proactively. Employees have the right to join a labor union or employee association in accordance with applicable national or regional laws and practices.
Globally, approximately 36 percent of Nutrien's employees participate in some form of collective bargaining agreement. In North America, independent national or international unions represent 16 percent of our permanent employees. Outside North America, employees are self-represented through other forms of collective bargaining, such as enterprise award agreements or work councils. As of December 31, 2025, Nutrien had entered into 13 collective bargaining agreements, of which five were renewed in 2025, three are under negotiation following expiry, and all are scheduled to expire over the next four years.
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Nutrien 2025 Sustainability Report 14
COMMUNITY
RELATIONSOur Approach
Nutrien engages with and invests in the communities where we operate to create positive impacts.
Nutrien representatives participate in meetings and initiatives with community advisory panels, industry associations and chambers of commerce, where applicable. We empower our employees to volunteer with charitable and non-profit organizations, as well as with local emergency planning committees. Learn more.
Up to $5,000 (local currency) plus an additional $5,000 for United Way campaigns each year.
In 2025, Nutrien invested $19 million in charitable causes in the communities where we operate, and Nutrien employees volunteered 21,000 hours.
Nutrien's community investment activities focus on
the following:
Strategic partnerships and investment: We value authentic collaboration and partnerships, and work closely with community partners to achieve impactful and lasting results for their projects and programs.
In the past two years, Nutrien has pledged CAD$15 million towards both the University of Saskatchewan and Saskatchewan Polytechnic
to support training the workforce of tomorrow and aligning educational excellence with industry needs.
Employee engagement: Nutrien empowers employees to meaningfully contribute to the causes they value. We accomplish this through company matches of eligible employee donations and participation in annual United Way campaigns5. Learn more.
Emergency relief: Our Disaster Relief Program provides support during natural disasters, offering financial assistance and facilitating employee match campaigns to bolster charitable relief efforts. Local Nutrien operations also provide in-kind support and services for these efforts.
Measuring Our Performance
We keep track of our community investments and the hours volunteered by our employees. We review these statistics annually to make sure they align with our plans and objectives. In 2025, Nutrien invested $19 million in charitable causes in the communities where we operate, and Nutrien employees volunteered 21,000 hours.
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Nutrien 2025 Sustainability Report 15
UPSTREAM AND MIDSTREAM
OPERATIONS
Nutrien's upstream operations are comprised of our low-cost production assets, including mining and manufacturing of essential crop nutrients needed for fertilizer production, such as potash, nitrogen and phosphate. Our midstream operations include our global logistics and distribution network that facilitates our ability to efficiently and reliably sell and transport products from our facilities to our customers and downstream retail locations. These operations are subject to a variety of risks, including safety, environmental and compliance risks inherent in mining, manufacturing, transportation, storage and distribution. At the same time, opportunities exist to support our long-term business strategy through product development and strengthening our relationships with Indigenous Peoples.
In this section
Climate Change, Including Scope 1 and
Scope 2 GHG Emissions 16
Tailings and Gypstack Management 19
Water Stewardship 21
Indigenous Relations 22
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CLIMATE CHANGE, INCLUDING SCOPE 1 AND SCOPE 2
GHG EMISSIONSOur Approach
Nutrien bases our approach to addressing our direct (Scope 1) and indirect (Scope 2) GHG emissions on the following principles:
Focus on disciplined and intentional capital allocation by prioritizing safe and reliable operations.
Continue to assess our short-, medium- and long-term existing and emerging risks and opportunities that are, or could be, financially material to the Company.
Our operations generate direct on-site emissions from the combustion of natural gas and other fuels, as well as from various operational processes. Indirect emissions are from the off-site generation of purchased electricity, steam and heat.
The production of fertilizer accounts for approximately
95 percent of our company-wide Scope 1 and Scope 2 GHG
emissions, of which our Nitrogen segment accounts for
73 percent. This is why the Nitrogen segment has been the
focus of our GHG emission reduction efforts to date.
Retirement of our climate-related target
In 2025, we reviewed our target of achieving at least a 30 percent intensity reduction in Scope 1 and Scope 2 GHG emissions per tonne of our products produced, from a base year of 2018, by 2030. Nutrien's original target assumed the completion of the final projects in our Nitrogen segment's GHG Phase 1 abatement program
in 2023 and continued changes to our production mix, centering on fertilizer production and use, which have complex, conflicting impacts on GHG emissions across the agricultural value chain. Ammonia and its derivatives remain the most economical nitrogen sources for farmers, but production is inherently GHG- and energy-intensive.
We have evaluated next-phase reduction options, including Carbon Capture, Utilization and Storage ("CCUS"), the permanent storage of CO2 in underground
reservoirs or the use of previously captured CO2as part
of the manufacturing process, and renewable electricity. In addition, certain assumptions that supported our target in 2021 have materialized differently than originally projected. There continues to be a lack of clarity and timing on applicable regulatory policies and the future of compliance frameworks within the primary locations where we operate. We have also not seen financially material opportunities develop for products with a lower carbon intensity relative to conventionally produced products.
These circumstances have led to greater uncertainty and higher execution and financial risk for the next phase of GHG abatement projects, which is not aligned with our strategy or capital allocation framework. Due to these challenges, we retired our 30 percent emissions intensity reduction target in 2025. This decision reflects capital constraints, policy uncertainty, and a lack of economically viable near-term abatement options.
Nutrien has also concluded our participation in the Science Based Target initiative's ("SBTi") Expert Advisory Group for Chemical Sector Guidance and the Sectoral Decarbonization Approach ("SDA"). We continue to believe in the role of nitrogen-based fertilizer in food production, and that soil health and
land use optimization are unique attributes that differentiate nitrogen-based fertilizer production from other chemical industries. We will, however, not pursue an SBTi-aligned target due to unresolved technical
and economic feasibility gaps in the SDA and sector guidance for chemicals and agriculture.
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Climate Change, Including Scope 1 and Scope 2 GHG Emissions (continued)
We have reduced Nutrien's Scope 1 and Scope 2 GHG emissions intensity by 19% from our 2018 base year.
Emissions Related to Our Operations
Process efficiencies and equipment improvements
We continue to look for opportunities to implement process efficiencies or equipment improvements that can also reduce GHG emission intensity at our production facilities.
Previously completed projects include N2O abatement6 at our nitrogen facilities, methane emission reductions,
equipment upgrades when scheduled for replacement and the use of cogeneration to efficiently combine heat and power generation.
Lower carbon intensity ammonia
Ammonia with a lower carbon intensity than conventionally produced ammonia7 can be produced using one or a combination of technologies, including renewable electricity and/or CCUS. These alternatives have the potential to reduce emissions from our operations.
Our 2025 updates include:
CCUS: Our focus remains on utilizing the CCUS infrastructure available in Alberta and Louisiana. Our Redwater, AB nitrogen facility has been capturing and exporting CO2into the Alberta Carbon Trunk Line since late 2020, and our Geismar, LA nitrogen facility has been capturing and exporting CO2to a strategic partner since 2013 for Enhanced Oil Recovery ("EOR"). For the year ended December 31, 2025, Nutrien captured and exported 0.9 million tonnes of CO2.
Other technologies: We have discontinued our partnership with the U.S. Department of Energy ("DOE") and other industry partners to develop a clean ammonia plant with technology developed from the Renewable Energy to Fuels Through Utilization of Energy-Dense Liquids ("REFUEL") program. Given significant global shifts and Nutrien's revised perspective on the technoeconomic feasibility of clean ammonia, at this time there is not a commercially viable path to renewable-powered ammonia production.
Evaluating the feasibility of emission reduction projects
We have reduced Nutrien's Scope 1 and Scope 2 GHG emissions intensity by 19 percent from our 2018 base year. While we have explored additional projects to further reduce emissions, none are currently economically or technically viable.
For example, in 2024, we assessed carbon capture options for our Redwater, AB nitrogen facility. Post-combustion capture with cogeneration was the most feasible, but the estimated CAD$1.14 billion cost to capture approximately one million tonnes of CO2annually was not economically viable. See the Redwater Carbon Capture Study for details.
Verified Ammonia Carbon Intensity ("VACI") program: Nutrien continues to collaborate with The Fertilizer Institute and other experts to further develop the VACI program. This program provides a standardized, third-party certifiable methodology for calculating the carbon intensity of ammonia and selective upgraded products, covering every stage from raw material sourcing to the finished product at the plant gate. Producers can use the VACI standard to determine the carbon footprint of their products. Nutrien's Redwater, AB and Geismar, LA, facilities were certified in 2024. Read more.
We continue to monitor technology advancements, government incentives, tax policies, premium markets and industry partnerships that could make future emissions reduction projects viable.
Climate-related physical risk
We have evaluated the potential impacts of climate-related physical risks to understand those that are, or could be, material to our business. We incorporate these insights into our capital allocation process when assessing projects that sustain safe and reliable operations.
N2O has a significantly higher global warming potential than CO2(approximately 270 times higher according to the IPCC).
Conventionally produced ammonia is currently produced by Nutrien using the Haber-Bosch process that relies on steam reforming of methane as a hydrogen source without carbon capture.
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Climate Change, Including Scope 1 and Scope 2 GHG Emissions (continued)
Measuring Our Performance
Outside of further capital investment, Nutrien's operational GHG emission performance can vary from year to year due
GHG Emission Intensity by Operating Segment
2.0
Company-wide GHG Emission Intensity
0.8
to three main drivers:
Production mix: The ratio of nitrogen production to potash production affects our Scope 1 and Scope 2 GHG intensity performance, as nitrogen production has a comparatively higher GHG emission intensity than potash production.
Plant reliability and energy efficiency: The effectiveness of our emissions reduction efforts is impacted by plant reliability and turnaround schedules, as plant start-ups and shutdowns consume energy without associated production.
1.6
1.2
0.8
0.4
0.0
1.74
0.67
1.58
0.61
0.57
1.48
0.55
0.69
0.77
0.75
0.50
0.14
0.14
0.12
0.12
2018
1.69
2023
2024
2025
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0.0
Grid decarbonization: Energy efficiency can be achieved
Nitrogen Scope 1 and Scope 2 (tonnes CO e per tonne NH produced)at the point of energy production or at the point of 2 3
consumption. The extent to which power utilities change their energy profile in the regions where our facilities are located is outside of our control, but it affects our Scope 2 emissions performance.
For more information on Nutrien's calculation methodology for reported GHG emissions, please see our GHG Inventory Management Plan. KPMG LLP provided limited assurance over our 2025 Scope 1 and Scope 2 GHG emissions. Their assurance report can be found here.
Phosphate Scope 1 and Scope 2 (tonnes CO2e per tonne P2O5 produced) Potash Scope 1 and Scope 2 (tonnes CO2e per tonne KCl produced)
Company-wide Scope 1 and Scope 2(tonnes CO2e per tonne product (weighted average))
Our Nitrogen operating segment has the highest GHG emission intensity of our upstream operations due to the use of natural gas as feedstock and
process gas. We have reduced Nitrogen's GHG emission intensity since 2018 by implementing N2O abatement projects and improving plant reliability
and energy efficiency. Over the same period, Potash's GHG intensities have
reduced slightly while Phosphate's have increased.
Scope 1 and Scope 2 GHG emissions
(millions of tonnes CO2e)
2025
2024
2023
2018 Base year
Scope 1
9.08
9.45
9.54
11.19
Scope 2 (location-based)
2.49
2.59
2.63
3.05
Total Scope 1 and Scope 2
11.57
12.04
12.17
14.24
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TAILINGS AND GYPSTACK
MANAGEMENTOur Approach
We manage environmental impacts throughout the lifecycle of our mines and production facilities in compliance with applicable laws and regulations. We follow permitting processes to identify and, where possible, mitigate potential impacts. We also consider impacts on biodiversity directly at our mining and fertilizer production facilities, throughout their full lifecycle.
Understanding Operational Risks to Biodiversity
Using the WWF Biodiversity Risk Filter, a high-level screening
tool, we highlighted that two out of Nutrien's 19 mining and fertilizer production sites are in areas of high or very high biodiversity risk based on the screening tool. These sites are our phosphate mining and fertilizer production operations in White Springs, FL, and Aurora, NC, where we have implemented various initiatives to support the natural environment over the years, including habitat creation and wetland restoration. The map at right illustrates areas of
biodiversity risk (very low to very high) across North America and Trinidad and Tobago, with Nutrien's 19 mining and fertilizer production sites identified according to the WWF Biodiversity Risk Filter.
Areas of Varying Biodiversity Risk Across North America and Trinidad and Tobago
N/A Very low risk Very high risk
Source: WWF Risk Filter Suite: riskfilter.org
According to the WWF Biodiversity Risk Filter, Nutrien's White Springs, FL and Aurora, NC Phosphate operations are in areas of high biodiversity risk, while our other 17 mining and fertilizer production sites are in areas of low to medium risk. Please note, the WWF Biodiversity Risk Filter is a high-level user-oriented model of physical biodiversity-related risk to help companies screen for areas of biodiversity risk. This tool can help us prioritize higher-risk areas and issues, but it is not a comprehensive model of biodiversity-related risks or a footprint assessment tool, and it does not provide site-specific or local context.
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Tailings and Gypstack Management (continued)
Mine Tailings and Byproducts
Our potash mining and milling activities in Canada produce potash tailings consisting of salt, brine (salt water) and clay. Our phosphate processing activities in the US produce
phosphogypsum, a silt-like byproduct of phosphate fertilizer production primarily composed of hydrated calcium sulfate, along with small amounts of trace metals and naturally occurring low level radioactive materials that were originally in the phosphate rock.
Tailings and gypstack management
At our six active potash mines, tailings are stored in engineered Tailings Management Areas ("TMAs") designed to contain solid tailings and brine using dykes, slurry walls, or compacted earth trench barriers. Nutrien's Tailings Management Standard sets minimum requirements
for tailings and brine management across our Potash operations. We also sell small amounts of salt recovered from tailings for winter road use. Learn more in our
Mine Tailings Disclosure.
At our two active phosphate mines, phosphogypsum is primarily stored in engineered stacks called gypstacks.
To facilitate stability, we design, build and operate these gypstacks in compliance with engineering standards, codes and regulations. Third-party and in-house engineers prepare construction, operation and closure plans in accordance with applicable laws.
In the last three years, we have reclaimed more than 2,800 acres of land.
Remediation and Reclamation Activities
Remediation involves removing, treating or containing soil and groundwater impacts during operations or after closure. We collaborate with regulators to initially assess impacts and then implement appropriate actions, such as contaminant excavation, capping or isolation, and groundwater treatment either by pumping and treating aboveground or treating underground.
Reclamation and restoration involve managing mining and processing materials, rehabilitating land, revegetating and performing clean-up to return both operating and non-operating sites to acceptable environmental conditions, followed by post-closure care. We work with regulators to develop and implement closure plans, which may include planting native species, creating water bodies, establishing wildlife habitats or other strategies. For example, at our Aurora, NC Phosphate operations, we backfill material removed from the upper layers of the mine (overburden) into the area being mined and blend a portion of phosphogypsum with clay and lime to reclaim mined lands. Learn more about our tailings and byproduct management activities in our 2025 Annual Information Form.
At the end of the life of our assets, Nutrien often has a legal obligation to reclaim land used for operations, TMAs and gypstacks, and return it to a beneficial use. We are also subject to numerous environmental requirements under federal, provincial, state and local laws in the countries in which we operate. Each year, we estimate the cost and timing of future reclamation expenditures and environmental costs. As of December 31, 2025, we had accrued a total of $1,333 million for asset retirement obligations and $343 million for accrued environmental costs, the current portion of which totaled $208 million,
related to reclamation and restoration of current and former operations. For additional information, see Nutrien's 2025 Annual Report, Note 22.
Measuring Our Performance
Performance monitoring plans are a requirement of both our remediation and reclamation activities. Examples
of performance monitoring activities include water
quality sampling and visual confirmation of the density
of revegetation uptake. In the last three years, we have reclaimed more than 2,800 acres of land at our Aurora, NC and White Springs, FL Phosphate operations.
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WATER
STEWARDSHIPOur Approach
The primary uses of water in our operations are for milling in mining operations, steam generation and process cooling at our fertilizer production facilities. Water is also used to produce some of our liquid products. Nutrien's operational water management activities focus on reducing freshwater use and protecting water quality in accordance with environmental statutes and regulations in the jurisdictions where we operate.
Using Water Efficiently
Most of our mining operations and fertilizer production facilities use freshwater resources (for example, rivers or groundwater) to supply the water needed for operations. While only about one percent of our water withdrawal8 is from regions with high or extremely high baseline water stress, we continue to evaluate opportunities to improve our water use efficiency and conservation.
We reduce water consumption in the following ways:
At some locations, we use alternative water sources, including gray water or ocean water.
At certain facilities, we reuse or recycle process water to reduce freshwater withdrawals where feasible. For example, our Potash operations reuse excess liquid from tailings piles in the production process, and our Phosphate operations reuse process water recovered from gypstacks in the production of phosphoric acid.
Where appropriate, we upgrade equipment when scheduled for replacement and implement process improvements to achieve water use efficiencies.
Protecting Water Quality
We design and operate systems and process controls intended to maintain the quality of our water discharges within permitted levels to protect receiving waters, lands and public works. Some examples include:
We use engineering controls, testing, monitoring programs and water treatment at our facilities when required.
At some of our sites, we permit, construct and maintain our operations to manage large rain events. During these events, we route excess storm water to diversion channels and direct it to storm water impoundments, permitted injection wells and/or storm water discharge facilities.
As part of our phosphate mine reclamation plans, we collect and treat process water that drains from closed gypstacks before final discharge or disposition according to regulatory requirements.
We operate our TMAs in accordance with our Tailings Management Standard to reduce possible impacts from spilled brine to soil productivity and surface water or groundwater.
Measuring Our Performance
We monitor our risk of operational water dependency by measuring water consumption in our upstream operations. Since 2018, we have completed over 20 projects across our North American upstream fertilizer production operations to collectively reduce freshwater use. In 2025, we continued implementing projects designed to efficiently reduce freshwater use and protect the quality of water discharges.
Total Water Consumption by Operating Segment
(million m3)
200
41
45
127
47
83
61
14
19
17
2023
Nitrogen Phoshate
2024
Potash
2025
180
160
140
120
100
80
60
40
20
0
Year over year variation in water consumption is in part attributable to changes in estimated net precipitation and normal variations in operations.
Includes our upstream mining and fertilizer manufacturing sites and US Retail manufacturing sites.
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INDIGENOUS
RELATIONSOur Approach
Nutrien strives to respect and value the uniqueness of each territory in which we operate. We are on a learning journey, recognizing the impacts of our shared histories with Indigenous Peoples, and working towards a collective understanding. Our efforts in this area aim to support Canada's Truth and Reconciliation Commission Call to Action #92 for the corporate sector.
Meaningful and ongoing engagement is an important factor in maintaining trust, supporting local participation, and managing long-term operational risk. In 2025, Nutrien advanced from a decentralized model of Indigenous engagement to a fully integrated, governance-backed approach that aims to deliver measurable economic, social and risk-reduction benefits. During the year, we focused on establishing a strong foundation for Indigenous engagement across the organization. This included the development and
application of guiding principles, targeted resource allocation, and sustained leadership and Board-level support to embed Indigenous relations considerations into business decision-making. These foundational elements are expected to support consistent engagement approaches while allowing for regional and operational context.
Our leaders approved a three-tier Indigenous Engagement Model to build and realize value in our relationships, based on operational relevance, geographic proximity and long-term partnership potential, with implementation expected to begin in 2026. Additionally, we began early-stage partnership work with Indigenous Nations with whom Nutrien has established or is building relationships in areas where we operate. We plan to progress this work in 2026 and beyond.
Advancing Economic Reconciliation
We continue to advance economic reconciliation and build internal capacity through the following initiatives:
Investing in the Indigenous workforce
We invest in education and training to support Indigenous Peoples' access to meaningful potential career opportunities in our operations and realize the value an Indigenous workforce can offer our future operations. Some of our initiatives include:
Our Indigenous internship program, which enables Indigenous Peoples in Saskatchewan, Canada, to gain work experience in roles ranging from geology and engineering to information technology and procurement. In 2025, Nutrien employed 18 Indigenous interns.
Various partnerships to provide education, training and mentorship to Indigenous individuals, which support future employability and local businesses.
Growing Indigenous supply chains
In 2024, Nutrien launched the Potash Indigenous Supply Chain Strategy to build internal and external understanding and opportunities that enhance Indigenous economic impact throughout our supply chain and across industries. Through this strategy, we foster long-term growth and development for Indigenous businesses, communities and people by supporting our business, thoughtfully engaging external stakeholders, and seeking to lead our industry partners in this space.
Our Indigenous Supply Chain Strategy focuses on two priorities: increasing Indigenous employment within our supply chain and expanding opportunities for Indigenous-owned businesses through contracting and subcontracting. Growing these arrangements creates
a mutual benefit as communities gain meaningful employment, business growth and long-term economic resilience, while we gain access to local expertise and stronger supplier relationships.
As part of Nutrien's Indigenous Engagement Model, governance structures, accountabilities and operational systems are embedded across the organization to support Indigenous participation in the supply chain. These include standardized processes, internal coordination mechanisms, and tools that enable planning, tracking and reporting
in regions where we operate. We continue to proactively identify and support opportunities for Indigenous suppliers to participate in our operations.
For more information, see our Indigenous Content Playbook.
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Indigenous Relations (continued)
In 2025, we invested CAD$756 thousand to support Indigenous community-related initiatives.
Strengthening our internal knowledge
We aim to build relationships and connect with Indigenous Peoples in ways that promote cultural awareness.
Internal education and guidance support employees in understanding their roles and responsibilities in Indigenous engagement and supply chain participation.
Nutrien delivers internal training and learning experiences across the organization, including:
Cultural awareness workshops,
Indigenous history and reconciliation learning sessions, and
Community-led storytelling and engagement events.
Investing in Indigenous communities
Nutrien's initiatives aim to build relationships and invest in ways that advance mutual understanding and promote cultural awareness and economic reconciliation. In 2025, we invested CAD$756 thousand to support Indigenous community-related initiatives. Read more.
Stewardship of the land has always been central to Indigenous worldviews. To better understand the impact of issues such as climate change, water stewardship,
biodiversity, and food and energy sovereignty on Indigenous communities, Nutrien sponsored and attended the First Nations Summit for Advancing Global Sustainable Futures in 2025. This summit explored these topics with the goal of increasing our awareness of Indigenous perspectives and informing our Indigenous Engagement Model.
Promoting Accountability
As part of our commitment to continuous improvement and accountability, Nutrien is actively pursuing Partnership
Accreditation in Indigenous Relations ("PAIR") certification for our Potash operating segment through the Canadian Council for Indigenous Business. The PAIR Committed program includes three phases, of which we have substantially completed the first and laid the foundations for the second and third phases of future progress. By participating in PAIR, Nutrien demonstrates our intention
to foster respectful and prosperous relationships with Indigenous businesses and communities.
Measuring Our Performance
One way we monitor Nutrien's contributions to Indigenous communities is by tracking spend with direct Indigenous economic impact. In 2025, Nutrien's Potash operating segment spent approximately CAD$321 million in local procurement9 spend with suppliers with Indigenous ownership and/or suppliers with Indigenous employees, in alignment with their reported levels, for a cumulative total of CAD$1.44 billion spent since 2020. This represented approximately 38 percent of relevant Potash spend in 2025.
Going forward, as part of our Indigenous Engagement Model, we intend to evaluate our work and transparently communicate our priorities and progress. Work plans, performance indicators and evolving metrics related to Indigenous workforce participation, retention and supplier engagement are used to guide implementation and assess progress.
Defined as having a "buy from" location within 150 km of one of Nutrien's Potash operations.
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DOWNSTREAM
OPERATIONSNutrien's downstream operations encompass our Retail segment, which distributes crop nutrients, crop protection products,
seed and merchandise and provides services, including financing, directly to farmers through a network of retail locations in
North America, Australia and South America. Risks exist that may reduce demand for our current products and services or increase
our operational complexity, yet opportunities also exist for us to help our customers effectively manage farm-level challenges.
In this section
Farm Management 25
Scope 3 GHG Emissions 27
Product Stewardship 28
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FARM
MANAGEMENTOur Approach
We believe we have an advantageous position across the agricultural value chain because of our direct relationships with our farmer customers, digital tools and enhanced efficiency products. From pre-season planning to facilitating post-harvest verification, we focus on farmers' needs
by providing customized farm management solutions (products, services, technology and programming) to help improve crop productivity while minimizing impact on the environment. Through collaborations with industry
associations and value chain partners, we aim to collectively advance agriculture through initiatives that benefit our customers and help address global food security challenges.
Nutrien's Sustainable Agriculture Programs
At Nutrien, sustainable agriculture10 programs are designed to boost farm productivity, profitability and environmental stewardship. They aim to enhance crop quality and build
on existing grower practices, while enabling Nutrien and our supply chain partners to quantify and scale the value of sustainable agriculture practices. Nutrien's sustainable agriculture programs, collectively called FARMSMART®
in North America, seek to increase the adoption of farm management offerings, support farmers in recording field-level data, and report crop and environmental outcomes.
Working with farmers and supply chain partners, we seek to establish credible baselines and design programs that will drive continuous improvements at the field level, which could include:
improving soil health and building soil organic matter11,
enhancing nutrient recycling and optimizing nutrient
use efficiency,
reducing GHG emissions, increasing soil organic carbon12 ("soil carbon") sequestration and expanding the protection of existing carbon sinks,
improving water quality and soil water retention,
conserving and improving biodiversity, and
increasing crop yields on current farmland, which may reduce the need to convert additional land for agriculture.
Our programs can demonstrate the impact of farmers' current best agricultural management practices (such as conservation tillage) and can also identify opportunities for improvement, track improvements from baseline performance and connect farmers to value chain partners to bring additional value to their operations.
Retirement of our sustainable agriculture target
In 2025, we reviewed our target of enabling farmers to adopt sustainable agriculture programs on 75 million acres globally by 2030. While we made strides in the development of our sustainable agriculture programs to support on-farm adoption of certain products and
practices aiming to improve production, profitability and environmental outcomes in the field, the achievement of our target was largely dependent upon farmer and supply chain participation in these initiatives, requiring
significant uptake to reach our target. In 2025, we reviewed
the target's trajectory and considered alternative farmer
engagement metrics in order to identify the most effective strategy in consideration of financial materiality and value creation. While we remain focused on delivering value-added products and services to address farmer challenges, program scalability has not materialized as anticipated, and we retired the target.
Measuring Our Performance
Over the past five years, we have measured production and environmental outcomes on approximately 9 million acres through our sustainable agriculture programs. Throughout 2025, we assisted farmers and supply chain partners with various initiatives to collect GHG emission data, develop reduction options and discuss market opportunities.
In North America, we collaborated with farmers and supply chain partners to incentivize practices and offer products and services that support the creation of carbon
insets13. Using internationally accepted protocols, N2O emission reductions can be reported as tonnes of CO2e for verification, third-party audit and downstream reporting.
In Australia, our Farm Emissions Profile service provides an on-farm GHG accounting tool to assist farmers to better understand and manage their GHG emissions.
In 2025, we were contracted to conduct an emissions measurement project across a major customer's cattle properties in Northern Australia. This provided insights into drivers of emissions across their enterprise and modelled emissions reduction scenarios based on production metrics.
Sustainable agriculture aims to increase farm productivity, support farmer profitability and livelihoods and foster environmental stewardship. Developed in general alignment with the approach of the Food and Agriculture Organization of the United Nations.
Soil organic matter is the portion of the soil that contains plant or animal tissue in various stages of decomposition. Soil organic matter contributes to soil productivity.
Soil organic carbon is derived from the decomposition of plant and animal materials. Increasing the input of plant residues, plant roots and manure can increase the amount of organic
carbon in soil. The terms "total organic carbon", "organic carbon" and "soil carbon" are used interchangeably to represent soil organic carbon.
Carbon insetting (also referred to as "GHG outcomes") refers to the actions taken by organizations to reduce emissions within their own supply chain.
Over the past five years, we have measured production and environmental outcomes on ~9 million acres through our sustainable agriculture programs.
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Farm Management (continued)
Advancing Best Practices
Our agronomic services support practices intended to improve soil and crop productivity on existing farmland. These practices are designed to reduce erosion, improve nutrient use and enhance long-term farm performance. Site-specific biodiversity outcomes, where applicable, are subject to local conditions and are not assured.
On-farm water management
Throughout Nutrien's extensive retail network, our agronomists and field experts promote agricultural management practices that meet the needs of the farm and make sense for the region in which they operate. Our customers are highly dependent on water for irrigation in arid growing environments and for product blending, so we promote water use efficiency and recommend approaches to reduce nutrient loss to groundwater and surface water, such as the 4Rs14. In Australia, Nutrien Water offers water conservation solutions, such as irrigation management, which involves infrastructure and technology to efficiently water crops in dry regions, minimizing evaporation and improving crop yields.
Working with Our Value Chain
We collaborate with value chain partners and industry organizations to collectively support a more sustainable agriculture sector.
Monitoring deforestation in Brazil
Nutrien opposes illegal deforestation. We acknowledge that deforestation is a shared challenge across the industry and its supply chain, which must be addressed through collaborative leadership within the agriculture sector.
Certain Nutrien operations in Brazil are using a digital tool to automate the screening of new and existing farmer customers for indications of illegal deforestation activity and forced labor. The tool prevents order placement
for customers who are not in compliance with anti-deforestation laws. If the database results indicate potential issues, we work with that farmer to bring the expected change to their practices within a reasonable period. If farmers do not agree to this engagement or meet the compliance within the expected time frame, we will cease to do business with them.
Industry Collaborations
The following table summarizes partnerships and collaborations that support our approach.
Partnership Overview Examples
Biostimulants and bionutritionals
Nutrien's biostimulant and bionutritional portfolio is built around science-backed, biologically derived products that enhance plant vigor, nutrient-use and stress tolerance.
The portfolio aligns strongly with Nutrien's commitment to helping growers "produce more with less." Biostimulants can improve nutrient uptake, which in turn reduces nutrient losses and supports more efficient fertilizer use, an important
Supporting water stewardship
Nutrien's partnership in the Lake Winnipeg Basin Project showcases how on-farm water stewardship practices can help manage shared water challenges and drive value.
Lake Winnipeg's watershed spans multiple Canadian provinces and US states, and faces water challenges including drought, flooding and poor water quality, which can be addressed with site-level actions that aggregate into
Value chain partnerships
Working with farmers, industry associations, governments, NGOs and other corporations, we seek to advance agricultural outcomes such as crop and livestock productivity, nutrient use efficiency, GHG emissions reduction, soil health and water quality. We
also have the potential to bring farmers and value chain partners together to leverage validated and verified pathways for crop emissions reduction.
Collaborating with Bunge to Advance Agriculture
Rice Stewardship Partnership with the USA Rice Federation
Maple Leaf Foods Regenerative Agriculture
Manitoba Lake Winnipeg Basin Project
Conservation Exchange Pilot Project (Marginal Areas Program)
lever for lowering environmental footprints across cropping
systems. Their role in improving soil and plant health also supports long-term agricultural resilience, consistent with Nutrien's broader sustainable agriculture priorities.
measurable landscape-scale impacts.
Industry initiatives Nutrien representatives serve on a variety of boards,
intending to learn and collaborate on initiatives to advance the industries in which we operate.
Nutrien also has representation on many fertilizer industry and retail association boards and committees, which creates opportunities to engage the industry and others on agricultural issues and collaborate in addressing challenges.
Sustainable Phosphorus Alliance
International Fertilizer Association ("IFA") and University of Nebraska-Lincoln Sustainable Potash Project
Field to Market
Canadian Alliance for Net-Zero Agri-food ("CANZA")
Zero Net Emissions Agriculture Cooperative Research Centre
Canadian Nitrous Oxide Network ("CANN2ONET")
4Rs refers to using the Right source of nutrients, at the Right rate, Right time and in the Right place.
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SCOPE 3
GHG EMISSIONSOur Approach
Nutrien's value chain primarily generates Scope 3 GHG emissions from the application of our sold nitrogen-based fertilizer at the farm level, through natural biological processes within the soil, and from supplier production
of fertilizer that we purchase for resale. In relation to emissions from the application of the sold product, N2O is the GHG of primary concern for Nutrien, as its global warming potential is ~270 times higher than that of CO2.
We believe quantifying Scope 3 GHG emissions is essential for productive engagement with value chain partners.
Nutrien remains focused on helping our customers reduce emissions from the agriculture value chain through establishing credible baselines and designing programs that will drive continuous improvements at the field level. Please see the Farm Management section of this report for more information.
Measuring Our Performance
The measurement of Scope 3 GHG emissions continues to be a complex and iterative process. We continue to refine our control environment, striving for data that is complete, consistent and accurate. Using high-level estimated emissions and criteria aligned with the Greenhouse Gas Protocol's Technical Guidance for Calculating Scope 3 Emissions (version 1.0), the most recent officially published methodology as of this report, we calculated our total
Category 1
Category 11
Breakdown of Nutrien's Scope 3 GHG Emissions
Scope 3 GHG emissions as shown in the table at right. We identified eight of the fifteen Scope 3 categories as relevant to Nutrien.
For more information on Nutrien's calculation methodology for reported GHG emissions, please see our GHG Inventory Management Plan. KPMG LLP provided limited assurance over our 2024 and 2025 Scope 3 GHG emissions. Their assurance report can be found here.
Scope 3 GHG emissions15
(millions of tonnes CO2e) 2025
2024
Category 1: Purchased Goods 23.7
22.0
Category 11: Use of Sold Products 30.5
30.3
All Other Relevant Scope 3 6.5
6.6
Total Scope 3 60.7
58.9
and Services (Tier 1 Default)
Categories (Aggregated16)
On-farm emissions from nitrogen fertilizer use
Purchased fertilizer
Purchased chemicals
Other purchases
Natural gas
Scope 3 downstream
Scope 3 upstream
~90% of Scope 3
~10% of Scope 3
Other upstream
Other downstream
We estimate that Category 1 (purchased goods and services) and Category 11 (use of sold products) combined account for approximately 90 percent of the identified value chain Scope 3 GHG emissions based on 2025 results.Emissions reporting focuses on North America and Australia. South America is excluded from most categories due to data limitations that prevent comprehensive measurement.
Includes Scope 3 Categories 2, 3, 4, 9, 10 and 15.
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PRODUCT
STEWARDSHIPOur Approach
Our Product Stewardship team plays a vital role in supporting our business in an increasingly complex regulatory and reputational landscape across our many operating regions. We focus on the following:
Science and compliance: We adhere to the principles of evidence-based decision-making throughout our product stewardship activities. To make informed decisions about product suitability and use, we monitor research closely and follow product and ingredient reviews by regulatory agencies, including toxicology and environmental
impact studies, chemical hazard classification reviews, substances of very high concern bulletins, government chemical risk assessment reports and others.
Collaboration: We build internal cross-functional teams when appropriate to understand and address risks,
with possible representation from our Procurement, Regulatory, Government and External Affairs, Product Innovation, Operations, Legal, Environmental Management and other relevant functions. We also collaborate externally with industry peers, organizations and other stakeholders to share practices and promote continuous improvement in our operations.
Advocacy: We monitor trends in chemical regulation and engage in advocacy to promote regulations that are reasonable and based on sound science, with the additional aim to simplify an increasingly complex
regulatory landscape. Nutrien's Government and External Affairs team actively engages with governments and regulators, including participation in industry associations, to best position Nutrien and our customers for success.
Measuring Our Performance
In 2025, 35 percent of our products17 (calculated by revenue) contain Globally Harmonized System of Classification and Labeling of Chemicals ("GHS") Category 1 and 2 Health and Environmental Hazardous Substances. Of those,
54 percent (calculated by revenue) have undergone a
hazard assessment.
Making informed decisions:
Safety data sheets ("SDSs"), where applicable, contain essential information about the properties of each chemical, including any physical, health and environmental hazards,
in addition to safety precautions required for handling, storing and transporting the chemical. SDSs are available at our production facilities, during product transport and at our retail selling locations, and are accessible on our website or through third-party providers for our customers 24 hours a day.
Our product profile database supports queries on chemical components and regulatory compliance, providing proactive guidance for risk management and reformulation decisions. We have developed product profiles for more than 200 fertilizer products, additives and unique components used in our North American and European upstream manufacturing business and are exploring developing others.
Includes Nutrien North American manufactured fertilizer-feed-industrial and European distributed fertilizer products. Our fertilizer-feed-industrial Category 1 and 2 products generally fall into the corrosive (acids and ammonia) or irritancy (UAN, nitrate solutions, polyphosphates) categories.
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Product Stewardship (continued)
Stewardship Across the Product Lifecycle
Product stewardship starts in the early stages of product development and carries across the entire product lifecycle, as shown in the diagram below.
1
PRODUCT DEVELOPMENT AND FORMULATION
We consider:
Complex and changing regulatory and jurisdictional requirements
Information for compliant product registrations, licensing, labeling, SDSs and data submission
2
PROCUREMENT
Our sourcing decisions are guided by:
Internal policies
Information from supplier questionnaires, feedstock evaluations and our chemical vetting process
Supply chain due diligence process
Our product profile database
3
PRODUCT MANUFACTURING
Our Product Stewardship team coordinates with site operations to:
Support product quality control and regulatory testing
Provide information, such as our product profiles
4
STORAGE AND DISTRIBUTION
We strive to store, distribute and handle our products safely and effectively
We communicate important information through SDSs
and clear product labeling
We follow industry practices for storage, including
ResponsibleAg in the US and Agsafe in Australia
5
END USE
We provide:
SDSs and clear product labels that communicate important information
Recommendations for best management practices in nutrient application
Access to extended producer responsibility initiatives to enhance product recycling and waste management
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ADDITIONAL
CONTENTWe set targets to drive progress in priority areas that are relevant to our business. Our targets may, from time to time, be modified as our business, technological advancement and operating environment evolve. In 2025, we retired all sustainability topic targets and will focus on measuring and reporting on our performance.
In this section
About This Report 31
Terms, Measures and Definitions 31
Nutrien's Risks 32
Climate Scenarios 33
Performance Table 34
VCMDA Disclosure 41
Forward-looking Statements 42
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