Investor and Analyst Day

Ofer Lifshitz, SVP Global Processes

May 19, 2015

Safe Harbor

All statements in this communication, other than those relating to historical facts, are “forward-looking statements” within the meaning of Section 21E of the Securities Exchange Act of 1934, as amended These forward-looking statements and projections are not guarantees of future performance and are subject to a number of assumptions, risks, projections and uncertainties, many of which are beyond our control, which could cause actual results to differ materially from such statements or projections. Important factors that could cause actual results to differ materially from our expectations include, among others: loss or impairment of business licenses or mining permits or concessions; natural disasters; failure to raise the water level in evaporation Pond 5 in the Dead Sea; accidents or disruptions at our seaport shipping facilities or regulatory restrictions affecting our ability to export our products overseas; labor disputes, slowdowns and strikes involving our employees; currency rate fluctuations; rising interest rates; general market, political or economic conditions in the countries in which we operate; pension and health insurance liabilities; price increases or shortages with respect to our principal raw materials; volatility of supply and demand and the impact of competition; changes to laws or regulations (including environmental protection and safety and tax laws or regulations), or the application or interpretation of such laws or regulations; government examinations or investigations; the difference between actual reserves and our reserve estimates; failure to integrate or realize expected benefits from acquisitions and joint ventures; volatility or crises in the financial markets; cyclicality of our businesses; changes in demand for our fertilizer products due to a decline in agricultural product prices, lack of available credit, weather conditions, government policies or other factors beyond our control; decreases in demand for bromine-based products and other industrial products; litigation, arbitration and regulatory proceedings; and war or acts of terror. More detailed information about factors that may affect our performance may be found in “Risk Factors” in our Annual Report Form 20-F filed with the U.S. Securities and Exchange Commission on March 20, 2015. Forward-looking statements and projections represent our views and are given only as of the date of this communication and we disclaim any obligation to update or revise them, whether as a result of new information, future events or otherwise, except as required by law.

All information included in this document speaks only as of the date on which they are made, and we do not undertake any obligation to update such information afterwards. Some of the market and industry information is based on independent industry publications or other publicly available information, while other information is based on internal studies. Although we believe that these independent sources and our internal data are reliable as of their respective dates, the information contained in them has not been independently verified and we can not assure you as to the accuracy or completeness of this information.

2

ICL’s Efficiencies and Operational Excellence – a Major Pillar in Our Strategy

3

Execute on $350 million in identified efficiency improvements Improve positioning on

production cost curve Cross-organization

process improvement

USD Millions/Year

Procurement

Energy

R&D

Pricing

Overall

Production Cost Efficiency

$350 million

Initiative 2016 EBITDA Impact (Run-Rate)

Efficiency Strategy Projects Overview

4

Procurement

Energy

CAPEX

Pricing

R&D

ACE – Ambition Creates Excellence

Manufacturing excellence

Improved cost position/ cost per ton

Increased production/process optimization/yield increase

Operational Excellence

Procurement

Finance & tax

IT

HR

Legal & compliance

Shared Services

ACE Drives Functional Excellence in 5 Key Processes

Pricing

ACE streams

Energy efficiency

Procurement

CAPEX (investment)

R&D

AC

E

Current Status

Establishment of the commercial excellence

program.

Establishment of a new global function: CIO

Establishment of a new global function: CTO

Establishment of a new global function: CPO

Ongoing efforts

Volume Activity

~ $6000 million of Revenues

Annual spending: ~ $400 million

Annual spending: ~ $4000 million

Annual CAPEX spending: ~ $800 million

~ $6000 million of Revenues

Asset productivity

Revenue increase

Cost reduction

ICL’s core value creation drivers

5

Procurement Savings: Three Potential Levers

What did we do? • One global ICL

approach – regions & management level

• Coordination alignment between global and regional

• Excellent global team work

• Exploration of supply options over the entire value chain

• One global contract or no contract

Result: • Annual saving: $2.1 M

(25%) • Global contract for the

US, Israel & Europe

AC

E

Supplier management

Process management

Demand management

Volume consolidation

Supplier partnerships

Negotiation

Transportation agreements

Make-or-buy opportunities

Simplify specifications to fulfill (not exceed) requirements

Find "replacements" and alternative technologies

Manage service levels/demand

Reduce waste

Success story- Phenol contract

6

As project progresses, budget is committed, ability to change project decisions/add value decreases:

100%

Low

High

Project life cycle

0%

CAPEX Value Engineering

A systematic and structured approach for improving projects, products, and processes

Used to analyze and improve manufacturing products and processes, design and construction projects

Helps achieve an optimum balance between function, performance, quality, safety and cost

The proper balance results in the maximum value for the project

AC

E

Ability to improve value

Commitment of funds

CAPEX value engineering:

Potential cash flow contribution: ~$100M

7

Operational excellence

Key Value Drivers Project

Improve bottom-line performance and ICL’s cost position through promoting manufacturing excellence

Further Tools

■ Efficiency proposals

■ Improvement teams

■ 6 sigma teams

■ Quality cost model

Lean Manufacturing

■ New, lean manufacturing process

■ Accompanied by consultants

Operational Excellence – Scope O

pera

tio

nal E

xcell

en

ce

Improve the competitiveness of our product portfolio in the global markets

Cost structure improvement/cost per tonne reduction

Increased production/process optimization/yield increase

8

Operational Excellence at Our Mineral Assets

9

Increase potash production to a level of 900KT by 2016

Increase Polysulphate production to a level of 400 KT by 2016

Significant potash cost per tom reduction

ICL UK ICL Industrial Products, ICL Performance Products

ICL Dead Sea

Potash Engineered Materials, Food

Potash Polysulphate

Potash cost per tonne reduction of ~ $10 by 2016

EBITDA contribution of ~$50 million by 2016

Increase production of main products vs. 2013 level : MGA - ~15% Fertilizers - ~10%

EBITDA contribution of ~ $80 million by 2016

ICL Rotem

Phosphate

Op

era

tio

nal E

xcell

en

ce

Increase production by 40% vs. 2013 level

Potash cost per tonne reduction of ~ $40 by 2016

EBITDA contribution of ~$50 million by 2016

Operational Excellence initiatives implementation to start in 2015

Finance & Tax

Procurement

IT

HR

Legal & Compliance

Europe:

• Number of countries: 18

• Number of employees: ~ 4,900 (39%)

• Number of companies: 86

Americas:

• Number of countries: 6

• Number of employees: ~ 1,500 (12%)

• Number of companies: 19

Israel:

• Number of companies: 9

• Number of employees: ~5,000 (40%)

China

• Number of employees: 614 (5%)

• Number of companies: 10

Shared Services Overview

Israel SHS

China SHS

Europe SHS Americas SHS

Israel SHS

SH

S

Shared services center mission: A center enabler of ICL’S Next Step Forward strategy, serving ICL business in a quality, cost effective manner, providing timely, valuable and consistent service.

10 * All data is as of 2014

Shared Services Contribution

Reduce and optimize

labor costs

Increase and optimize

productivity

Meet and exceed

service quality levels

Drive centralization as

part of "One ICL"

Vision

Full time employees

50

91

158 184 188

2015 2016 2017 2018 2019

Accumulated employee reduction

Accumulated annual savings

Accumulated Savings ($M)

8

14

24

28 28

2015 2016 2017 2018 2019

SH

S

11

On Track to Achieve Efficiency & Operational Excellence Gain of $350M

Overall efficiency contribution to the P&L compared to 2013 baseline (Year End run rate)

120

240

350

Additional opportunities beyond 2016

12

Thank you