OUR SUSTAINABILITY JOURNEY CONTINUES

OUR SUSTAINABILITY JOURNEY CONTINUES

LIVING BY THE HUBER PRINCIPLES2 0 2 0 A N N U A L R E P O R T

1 | 2020 LIVING BY THE HUBER PRINCIPLES ANNUAL REPORT © 2021 J.M. HUBER CORPORATION

The Huber Principles inspire us to be a good

corporate citizen and steward of the environment.

Although sustainability has been embedded in our

company culture for a very long time, in 2017 we

reinforced this commitment through Huber’s first

comprehensive Sustainability Strategy.

Our Triple Bottom Line (TBL) philosophy

contemplates People, Planet & Profit impacts in all

critical Huber business decisions. This approach has

enabled Huber to achieve top-decile performance in

employee safety and put the Company on a path to

reach stretch targets for reducing its environmental

footprint, while also attaining positive outcomes for

employee engagement and community service.

Despite COVID-19 disruptions, Huber has maintained

its TBL focus and is making steady progress with our

five-year plans to lower Huber’s water, energy, carbon

and waste intensity.

Although we are pleased with our progress to

date, our goal is to keep Huber at the forefront of

emerging trends. The broader business world has

begun to embrace similar strategies using a different

lexicon: Environmental, Social & Governance (ESG)

performance. Indeed, ESG embodies many of the

same core concepts as Huber’s TBL approach.

With this in mind, Huber undertook an ESG Materiality

Assessment—a study to identify key aspects of

sustainability that are most relevant for how Huber

will conduct its business in the future. This study

involved obtaining critical input from customers,

trade associations, leading ESG-rated companies and

other stakeholders such as the Board, members of the

Huber family, and our own leaders and employees.

In June 2021, Huber received independent accolades

for its ESG performance through the 2020 IMD-Pictet

Sustainability in Family Business Award, a prestigious

honor acknowledging global family-owned

enterprises that excel in their corporate sustainability

practices. In addition, this April, Deloitte (a renowned

global professional services firm) named Huber to

its list of the Best Managed US Companies for the

second year in a row.

We Care About What You Care About

A MESSAGE FROM MIKE MARBERRY, PRESIDENT & CEO OF J.M. HUBER CORPORATION

“Our employees, customers, supply

chain partners and family owners

understand the importance of creating

a better planet for future generations.”

With increased focus on sustainability comes

an expectation of greater transparency. As a

privately held company, Huber is not bound by the

same disclosure standards as public enterprises.

Nevertheless, we’re proud of our sustainability story

and have broadened the focus of this report to better

share that story with the outside world.

The Huber Principles provide a solid foundation

to pursue our ESG priorities. As such, this 10th

edition of the Living by the Huber Principles

Annual Report includes more alignment with the

Global Reporting Initiative’s (GRI) standards on

economic, environmental and social performance,

as well as purposeful alignment with the United

Nations Sustainable Development Goals (UNSDGs).

Subsequent editions of this report will strengthen

these connections.

Our employees, customers, supply chain partners

and family owners understand the importance of

creating a better planet for future generations. Our

ESG materiality assessment has created a strong

connection between Huber and its key stakeholder

groups regarding our future sustainability priorities. In

the following pages, you’ll learn more about Huber’s

progress to date in pursuing our ESG goals, and how

we’re now laying a foundation for the next generation

of Huber’s sustainability journey.

TABLE

OF

CONTENTS


MESSAGE FROM MIKE MARBERRY.....1

ABOUT HUBER.....................................3

• Businesses

• Governance

• Financial Performance

• Responding to COVID-19

• Sustainability Journey

HUBER PRINCIPLES............................14

• Environmental, Health & Safety (EH&S)

Sustainability

• Respect for People

• Excellence

• Ethical Behavior

ESG PRIORITIES..................................29

• Diversity, Equity & Inclusion

• Innovation

• Product Commercialization with

Societal Benefit

• Circularity

• Climate and Water Strategy

HUBER HELPS....................................42

RECOGNITION...................................44

• Sustainability in Family Business Award

• Best Managed Companies Award

• Mike Huber Awards

• Outstanding EHS&S Awards

APPENDIX.........................................50

• Reporting Platforms

• ESG-Related Metrics

• Huber Locations


About HuberIMPROVING TODAY FOR A BETTER TOMORROW

J.M. Huber Corporation is a global organization focused on specialty materials that enhance the

performance of thousands of everyday products. Founded by Joseph Maria Huber in 1883, Huber has grown

from a single dry color plant in Brooklyn, New York, into a diversified manufacturer with operations on five

continents. Huber remains family-owned and, with $2.4 billion in revenue in 2020, continues as one of the

largest privately held companies in the United States.

THE HUBER PRINCIPLES

While the Company has evolved to meet the needs of its

customers, the Huber Principles are the foundation for how

employees conduct business.

The Huber family, now in their sixth generation in the US,

embraces their responsibility to continue the profitable growth

and success of the Company in accordance with these Principles.

As the bedrock of our culture, the Huber Principles inspire

employees to support our customers, help one another and

ensure that the enterprise remains a positive force in the world

for generations to come. Our motivation is improving today for a

better tomorrow.

EH&S SUSTAINABILITYWorld-class safety and

environmental performance.

EXCELLENCECompetitive advantage

through customer intimacy and operational excellence.

RESPECT FOR PEOPLE

Great place to work for honesty, respect, teamwork

and recognition.

ETHICALBEHAVIOR

A company identity that we are all proud of.

In a year marked by disruption, isolation

and transition, Huber responded with

optimization, collaboration and innovation.

By focusing on the Huber Principles, we

were able to navigate through turbulence

brought on by the COVID-19 pandemic,

which caused a collapse in the global

economy as well as magnified sociopolitical

unrest in the US.

Proudly, Huber protected jobs and even

onboarded 350 new employees in 2020.

More than 4,000 employees in over 20

countries are drawn together by Huber’s

unique culture, working to manufacture

products used by millions of people and

committing to be a good neighbor in the

nearly 50 communities where we operate.

Principles in Action

As part of our commitment to community engagement, Huber

Helps gave more than $1.8 million to charitable causes around the

world in 2020—fulfilling our pledge to donate 1% of our

operating net income annually toward doing good.

Our vision for Diversity, Equity & Inclusion is to foster an

inclusive workplace that respects differences and promotes

equitable access to opportunity, where every employee around the world feels like they belong and

are valued.

This enterprise-wide program articulates the standards for

employee behavior and helps Huber people identify risk areas

they may come across in their jobs.

HUBER’S INITIATIVES AND PROGRAMS

As we continue to transform and improve products used around the world, the Huber Principles define our

culture and align with the core values of the Huber family, ensuring that everything we do is for the benefit of

our colleagues, customers and the communities in which we conduct business. We maintain the high standards

we have set for ourselves and our Company through the following initiatives and programs:


®

®

The Huber Engineered Materials plant in Quincy, Illinois, conducts a monthly contest to see which proposed safety

slogans will be featured on a banner that is hung by the highway in front of this Ground Calcium Carbonate site for everyone to

see. The team designed a banner to thank essential workers for supporting the community during the pandemic.


INDUSTRY IMPACT

All of Huber’s portfolio businesses

hold leadership positions in rapidly

growing markets and partner with

our customers to deliver the right

products and services to suit their

needs. Here are some of the many

areas that Huber businesses serve:

Huber’s Portfolio of BusinessesSERVING CUSTOMERS ACROSS A VARIETY OF INDUSTRIES

The J.M. Huber Corporation operates as a Portfolio Management Company (PMC). This structure gives our

diverse businesses the autonomy to manage their operations to serve their customers while offering the benefits

of being part of a large, global and multigenerational family company. Huber develops and manufactures

innovative products and services across a broad range of industries served by its portfolio businesses: CP Kelco,

Huber Engineered Materials (HEM), Huber Engineered Woods LLC (HEW) and Huber Resources Corp (HRC).

J.M. HUBER CORPORATION

CP KELCOHUBER

ENGINEERED MATERIALS

HUBER ENGINEERED

WOODS

HUBER RESOURCES

CORP

• Agricultural fertilizers and adjuvants

• Beverages

• Building products

• Cosmetics

• Flame retardants

• Food

• Forest certification

• Household products

• Industrial applications

• Land management

• Mining

• Oil field drilling

• Oral care

• Paints and coatings

• Paper

• Personal care

• Pharmaceuticals

• Wire and cable

With its unique portfolio of nature-powered ingredients, CP Kelco collaborates with customers globally to formulate innovative food, beverage, personal care, home care and industrial products that meet evolving market needs and consumer preferences. Founded in 1929, CP Kelco was acquired by Huber in 2004.

High-quality, specialty additives designed to enhance the performance, appeal and processing of a broad range of products used in industrial, agricultural and consumer applications. HEM traces its origins back to 1946.

Founded in 1983, HEW is an innovative developer of high-performance building envelope solutions for residential and commercial construction—including AdvanTech® subflooring and subfloor adhesive and ZIP System® roof and wall sheathing and tape—that provide US residential and commercial builders with improved performance, easy installation and greater strength.

Timber management business using sustainable forestry practices to ensure the responsible stewardship of timberlands it manages for third-party landowners in the US. Huber’s history with timberland management goes back to 1941, when the Company acquired its first tract of land in Maine.

CP Kelco’s goal is to be a role model for Environmental,

Social & Governance performance within Huber. Our capital

projects support Huber’s water and energy intensity reduction

goals. Our “Unlocking Nature-Powered Success” brand

essence builds off of ESG concepts such as product circularity,

affordability, sustainability and innovation. Our partnerships

with customers help them satisfy such consumer demands as

natural sourcing and clean label ingredients.

Didier Viala

President, CP Kelco

Protecting our people, reducing our environmental footprint

and growing our unique culture—one of our core competitive

advantages—demonstrates how HEW lives by the Huber

Principles. HEW has performed at a very high level,

operationally and commercially, and we’re ramping up our

focus on innovation to bring new products to the marketplace

that both solve problems for builders and offer ESG benefits.

Brian Carlson

President, Huber Engineered Woods

HEM is one of the most complex and dynamic businesses within

Huber. Our role is to incubate and grow a portfolio of small to mid-

sized companies and deliver stable, reliable performance to the Huber

enterprise. Additionally, HEM provides the overall governance to

consistently apply the Huber Principles across a variety of different

business units, which provides a strong foundation for such ESG

initiatives as Diversity, Equity & Inclusion, sustainability and innovation.

Dan Krawczyk

President, Huber Engineered Materials



Guided by our Principles and supported by a

standing Environment, Health, Safety & Sustainability

(EHS&S) Committee of the Huber Corporate Board of

Directors, Huber continues to take significant steps

on its journey to become an even more sustainable

enterprise.

Huber’s commitment to responsible stewardship

reaches back to the 1950s, long before sustainability

was a concern for many companies. Our early efforts

included erecting levies around settling ponds and

installing filters and dust collectors in our plants. The

now-divested Kaolin business implemented land

reclamation projects that turned abandoned mines

into fields and woodlands. Meanwhile, the Timber

business—the forerunner of today’s Huber Resources

Corp—was a pioneer in selective timber harvesting,

as opposed to clear cutting, which enabled forests

to regenerate faster and to optimize wildlife habitat

management.

Our current five-year Sustainability Strategy, unveiled

in 2017, set aggressive targets for reductions in

emissions and energy and water use intensity. It

also called for world-class safety performance,

strengthening employee engagement through

such initiatives as I Belong at Huber and supporting

additional corporate philanthropy and community

engagement through Huber Helps, among other

goals.

In recognition of Huber’s sustainability efforts to date,

the CDP, a gold standard of third-party environmental

performance ratings, gave Huber a “B” score for

2020, which signifies that the organization is taking

coordinated and appropriate action on climate issues.

Huber’s score exceeds the average performance

of the chemical industry (“C”) and North American

businesses as a whole (“D”).

As we begin the process of envisioning our next five-

year strategy, we are adopting a lexicon increasingly

used by the broader business world when discussing

sustainability: Environmental, Social & Governance.

Although the terminology is different, ESG shares

many of the core concepts as our approach to

sustainability.

Our Sustainability JourneyTHE WAY FORWARD


Huber was a pioneer in selective timber harvesting, which enabled forests to regenerate faster, as seen below in West Virginia in 1966.

Huber’s commitment to responsible environmental stewardship reaches back to the 1950s, long before

sustainability was a concern for many companies.


ASSESSING ESG PRIORITIES

In the third quarter of 2020, Huber embarked on a materiality assessment of its ESG priorities. This undertaking

looks at the landscape of corporate responsibility, including focus areas from DE&I to climate change impacts,

to human rights and labor practices. With help from outside ESG consultants, almost 80 interviews were

conducted with stakeholders (Huber directors, Huber business leaders, Huber family members, customers,

industry and sustainability leaders) to identify the most material ESG priorities for our Company. The results

of this materiality assessment pointed us to focus on five strategic priorities (see below) and will guide the

development of our next generation Sustainability Strategy.

SUSTAINABILITY OBJECTIVES

• Increase alternative energy to >30% of our energy use portfolio by 2022

• Reduce energy use intensity by a minimum of 10% by 2022

• Sustain a top decile ranking for safety culture

• Attain a goal of Zero High Energy Occupational and Process Safety Incidents

• Achieve 90% landfill diversion rate at 90% of plant sites by 2022

• Reduce water use intensity by a minimum of 10% by 2022

Huber’s Sustainability Strategy

aligns with a global set of

sustainability objectives, the

United Nations Sustainable

Development Goals, known

as the UNSDGs. This globally

recognized common set

of goals is used by leading

sustainable companies

worldwide to substantiate

and communicate how

their initiatives are part of a

global effort on these critical

objectives.

Our strategy directly aligns with

four of these goals through our

own sustainability objectives.

We also positively impact an

additional seven UNSDGs

through our business practices,

policies and procedures.

INNOVATION CIRCULARITY PRODUCT COMMERCIALIZATION

WITH SOCIETAL BENEFITS

CLIMATE AND WATER STRATEGY

DE&I

Positively Impacts

Direct Alignment


GovernanceADHERING TO BEST PRACTICES

Although Huber is privately owned, the Company

adheres to many of the best practices of publicly

traded enterprises, including maintaining robust

governance structures. Under the Portfolio

Management Company organizational model,

Huber’s three largest businesses—CP Kelco, Huber

Engineered Materials and Huber Engineered

Woods—each have their own dedicated Management

Board, whose members have significant experience

in the relevant industries they serve. This ensures

that Huber leaders within each portfolio business are

supported by a Board with both the expertise and

governance rigor to help drive the business forward.

Operational matters are left to the Management

Boards, with appropriate oversight from the

Huber Corporate Board. In addition to increased

autonomy, the PMC structure also encourages

greater accountability for each business to achieve

outstanding performance. This frees up Huber’s

Corporate Board to focus on overall portfolio strategy

and critical resource allocation decisions.

These boards include outside (independent)

directors, Huber management and members of the

Huber family. To cultivate future family leaders, the

Corporate Board also includes non-voting Director

positions, with new family members attending all

meetings and being treated as full board members

with the duty to contribute, but without the right to

vote.

The Huber Corporate Board of Directors’ first

Environmental Committee was established in 2005. It

was succeeded by the current Environmental, Health,

Safety & Sustainability (EHS&S) Committee in 2009,

one of the Huber Board’s four standing committees,

along with Audit & Finance, Corporate Governance &

Nominating, and Management & Compensation. This

history and emphasis on EHS&S make us a leader on

the topic of governance.

The EHS&S Committee helps chart the Company’s

sustainability journey in the spirit of the Huber

Principles. This ensures that the Company reaches

its goals in ways that have a positive impact on our

stakeholders. The Huber family is passionate about

the importance of sustainability. It is a core topic at

the Annual Shareholder Meeting. This gathering offers

an opportunity for generations to come together

and discuss Huber’s performance, strategies and

products with senior management, Board members

and employees. Similarly, the Huber Family Education

Weekend creates a forum for teaching younger

shareholders about running a multigenerational

family-owned business, with a particular focus on

sustainability.

In fact, the EHS&S Board Committee chairperson is a

fifth-generation Huber family member, which enables

shareholders to actively and frequently provide

guidance and direction to the Company’s strategic

sustainability efforts, particularly those related to

climate and water strategy.

The EHS&S Board Committee Chairperson works

closely with the Executive Vice President of EHS&S

to provide oversight, approval and guidance on

the execution of the Huber Sustainability Strategy

and reports progress back to the Huber Board of

Directors, elevating related opportunities and risks as

necessary.

As a part of Huber’s Enterprise Risk Management

framework, operational management teams conduct

regular business management risk assessments using

an internal, cross-functional risk matrix. New risks are


identified continuously, whenever new information

becomes available through change management,

incident investigations, events that have occurred at

Huber sites, and process hazard reviews. All risks are

aggregated at the corporate level and prioritized. Risk

mitigation plans are developed based on potential

impact or severity, likelihood and whether it is a

near-term or long-term possibility. For instance,

risks related to the environment are aggregated

at a corporate level and prioritized by the EHS&S

function and the Huber Environmental Management

Committee, which meets quarterly.

Business decisions throughout the organization are

made based on a risk’s acceptability. Prioritized risks

are managed strategically through business process

adaptations (commercial and operational) and capital

funding deployment for mitigation efforts. Climate

related risk is generally mitigated by allocating capital

funding to increase process efficiencies and to add

renewable sources of energy.

Another vital role for the EHS&S Committee is to

aid the Board in capital allocation decisions by

providing a view on the relative Triple Bottom Line

benefits among competing projects. New investments

can include capital improvements supporting the

continued organic growth of our current businesses,

projects to improve a site’s resource efficiency

and/or operational performance, as well as Mergers

& Acquisitions (M&A) opportunities. Organic growth

typically involves expansion of existing businesses.

These projects reflect comprehensive evaluations

of capital investments and assessments of the TBL

attributes of these projects—improved employee

safety, increased community engagement, reduced

environmental footprint and desirable returns on

investment.

For M&A opportunities, the EHS&S Committee

provides a venue for consultation with the Board

about the risks and opportunities associated with

target businesses and assets. For example, one of

the key considerations for our management and the

Board for any prospective new asset is whether it is

compatible with Huber’s high EHS&S standards.

Likewise, the Huber family understands the role

sustainability plays in the Company’s performance and

resiliency. The shareholders have bold environmental

and social expectations, which serve as drivers for

future generations of profitable, sustainable growth.

The Huber Family Expectations project is an example

of a family governance best practice designed to

seek alignment among the family as owners, the

Board and management on key subjects including

sustainability/ESG expectations to drive long-term

multigenerational business performance.

Unable to meet in person for the annual team picture, each Director on the Huber Board submitted a photo from home. For Huber’s full slate of leadership, visit our website.

https://www.huber.com/about/leadership/


Huber’s 2020 Financial Performance STRONGEST RESULTS IN OUR HISTORY

“Huber ended 2020 with the strongest financial results in our 137-year history—despite the challenges

brought on by the global COVID-19 pandemic. Our long-held strategy of operating a portfolio of diversified specialty businesses allows us to balance risk over many different end markets, product lines

and geographies, which paid off in 2020. Throughout the crisis, the Huber Principles guided our actions,

which enabled us to keep our people safe and sustain operations over the course of the year.”

Jeff Prosinski Executive Vice President &

Chief Financial Officer

Revenue is the total amount of money brought in by a company’s operations. The majority of our product lines, food and beverage ingredients, household applications, crop yield aids and minerals performed well, benefiting from relatively stable demand. New home construction in the US catalyzed by efforts to control the pandemic through social distancing, remote work and staying at home meant that our products serving builders—such as oriented strand board (OSB)—had very strong results. Huber saw challenges in areas with exposure to energy and automotive.

$2.43B

TOTAL REVENUE

7.8% VS. 2019

Return on Invested Capital (ROIC) is an expression of business profitability performance. The goal is to deliver ROIC results that exceed Huber’s investment hurdle rate, which is the minimum rate of return on a project required to make the investment worthwhile (currently about 7.2% on an after-tax basis). 6.3% over the

hurdle rate

ROIC

13.5%

Capital Expenditures (CapEx) is an expression of our commitment to reinvest in the business. Our capital spending for value-sustaining activities (repair and maintenance) has been averaging about $65 million annually. The balance of our funding each year has been for multi-year value-added initiatives designed to increase productivity and production capacity, lower our cost position, and enhance occupational and process safety, improve our environmental footprint and strengthen Huber’s competitive capabilities. In aggregate, Huber’s 2020 deployment for internal plant capital projects was the second-largest annual program in our history.

CAPEX

$188M


New product sales are another expression of innovation. The improvement from 10.8% to 13.5% of total revenue in 2020 reflect the success of Huber’s increased emphasis on delivering innovative solutions to meet the needs of our customers—and their end customers.

NEW PRODUCT DEVELOPMENT

$290M13.5% of total revenue

Capital deployment decision-making represents one of the most important responsibilities for Management and the Board. Incorporating Triple Bottom Line (People, Planet & Profit) thinking into project design is an expression of our commitment to integrating sustainability considerations in capital deployment and good governance. Consistent with one of the metrics in Huber’s Sustainability Strategy, Huber’s Finance and Sustainability teams developed an innovative process to quantitatively assess the sustainability attributes of our major capital projects using the TBL framework.

Because of Huber’s strong performance in 2020, we were able to invest a record amount of capital into our business. Huber held true to our TBL investment philosophy of enhancing our People, Planet & Profit metrics, as 78% of our major 2020 project investments are expected to improve employee safety, the environment and our financial results.

TBL CAPITAL PROJECTS

78%of major capital

project spend had TBL characteristics

To have a positive community impact, the Huber Helps corporate community engagement/philanthropy program is overseeing aggregate donations that amount to about 1% of our adjusted Corporate net income annually.

COMMUNITY ENGAGEMENT/PHILANTHROPY

1%of adjusted net income

donated through Huber Helps

The plowback ratio is an expression of reinvestment, as well as good governance. The plowback ratio is how much of our earnings are reinvested back into the business for future growth. Huber’s ratio remains robust for new growth and innovation.

PLOWBACK RATIO

48%

Investing in Research & Development (R&D) is an expression of our commitment to innovation. In 2020, Huber increased its focus on R&D to provide our customers with innovative applications. While we maintained the 1% dollar level of R&D spend from 2019, the spend relative to revenue actually decreased by 3.6% due to substantially increased OSB sales for home building in 2020.

R&D INVESTMENT

$30.6M1% of revenue


Bringing together proficiencies from all

functions, portfolio businesses and major

regions, a global Incident Response Team (IRT)

for COVID-19 was activated on January 22,

2020. At locations around the world, Huber’s

products and services are listed as part of the

US Department of Homeland Security Critical

Infrastructure & Security Agency (DHS CISA)

“Critical Manufacturing” or country-equivalent

status, which enabled us to continue operations

throughout the pandemic.

The widespread and rapidly evolving nature of

the COVID-19 pandemic necessitated a robust

and flexible response strategy to ensure employee

safety while maintaining business continuity.

Since the beginning of the outbreak, the Huber

Management Council (HMC, Huber’s executive

team) entrusted the IRT with the authority to apply

science-based approaches in formulating protocol

recommendations.

The IRT coordinated activities related to the

pandemic on a local, global and enterprise-wide

level. The team met weekly to discuss evolving

research from expert sources, external benchmarking

exercises and changing governmental guidance from

a global perspective. Based on these discussions,

the IRT advised the HMC of necessary adjustments

to Company protocols and programs. After each

meeting, the IRT sent an overview to local site leaders

to alert them of relevant changes and updates to the

response program. These practices continued into

2021.

Following the guidance of the IRT and with the

support of the HMC, the Human Resources (HR) team

developed several protection measures for employees

who contracted COVID-19 to provide pay, benefits

and job security worldwide. These actions went above

and beyond the requirements implemented by local

country governments. An immediate contingency

plan was established to provide financial security for

30 days in the event of impact to jobs; fortunately, no

such action was necessary.

The Company’s strengthened commitment to

sustainability also came into play. Huber’s rigorous

safety standards helped keep employees safe during

the pandemic, and the Huber Helps community

engagement program made special donations to

charities near Huber offices and plant sites to help

mitigate the social and economic impacts of the

pandemic.

As we designed new protocols and communication

strategies, we sought feedback from employees

at multiple manufacturing and administrative

locations to identify strengths and opportunities

for improvement. Through this process, we learned

what was important to our employees in times of

crisis: consistent communication from leadership,

feeling safe through robust protection protocols,

access to mental health resources, respecting and

accommodating employee needs associated with

child and elder care, being properly equipped to

carry out responsibilities and Huber’s demonstrated

commitment to its Principles.

Responding to COVID-19GLOBAL COLLABORATION TO ENSURE SAFETY & BUSINESS CONTINUITY

As COVID-19 began to spread, the Enterprise IT Conferencing & Collaboration Team, comprised of members from Corporate, CP

Kelco, HEM and HEW, began implementing upgrades worldwide to accommodate an increased portion of Huber’s workforce performing

their duties remotely.


EMPLOYEE HEALTH, SAFETY AND WELLBEING

Huber’s foremost responsibility in its Sustainability

Strategy is to its people, which includes providing a

safe work environment and continually looking for

ways to reduce potential incidents through improved

processes and behaviors.

We have evolved from a focus on lagging metrics

such as total injury rate to a more transformative,

predictive, risk-based and behavior-based approach

to reduce and eliminate the potential for high-energy

safety exposures; these are situations that have

the potential to cause serious injuries or fatalities,

regardless of the actual outcome.

Huber’s pandemic safety protocols helped avoid any

significant spread of COVID-19 at its locations in 2020.

Remarkably, Huber’s occupational safety performance

was the best on record. We did have one high-energy

injury in the final days of last year; fortunately the

injury was not life-threatening. Eliminating workplace

hazards and exposures that can lead to injuries

remains the primary goal of safety efforts across the

Company.

Huber also had one Process Safety Management

incident in March. Due to our multi-layered

protection approach, there were no injuries and no

environmental impact or property damage as a result.

Technical training sessions for our EHS&S personnel

and plant managers, originally planned for

Copenhagen, Denmark, and San Diego, California,

were converted to a virtual format. About 100

employees from leadership, Operations and EHS&S

participated. These sessions began in May and

continued through the rest of the year. Topics

included lockout/tagout, mobile equipment and

pedestrian safety, the impacts of CapEx projects

on our environmental objectives, predictive metrics

(using leading indicators to improve performance) and

systems overviews.

Environmental, Health & Safety (EH&S) Sustainability

WORLD-CLASS SAFETY AND ENVIRONMENTAL PERFORMANCE

“Our drive to improve today for a better tomorrow goes beyond our products. Huber’s approach to sustainability

encompasses the health, safety and wellbeing of our employees, support for philanthropic causes and

responsible stewardship of the environment, all while adding value for our stakeholders. This balanced

approach gives Huber the opportunity to make every aspect of our business—from our people to our products, customers, partners and communities—more sustainable,

ready today for the challenges of tomorrow.”Don Young

Executive Vice President EHS&S


There were six reportable releases in 2020 across the three portfolio businesses, and there were two permit exceedances, none of which resulted in environmental impacts or fines.

Huber’s internal Zero Waste-to-Landfill criteria requires diverting at least 90% of a manufacturing facility’s waste from landfills. We continue to focus on new ways to eliminate or repurpose our waste streams.

ENERGY

3.7%

WATER

11.8%

CO2 EMISSIONS

10.7%

In total, about 30% of Huber’s 2020 energy usage was derived from renewable sources. Huber’s renewable energy sources include solar, hydro (water), geothermal and wood waste from our OSB mills.

NOVs(Notice of Violations)

0in 2020

manufacturing facilities

ZERO WASTE-TO-L ANDFILL

11 of 21

*We’ve excluded results from the HEM Fire Retardant Additives strategic business unit because the pandemic’s adverse impact on the demand from the automotive industry and other customers resulted in substantially reduced production at some of our larger manufacturing sites, which in turn led to reductions in operational efficiency and higher energy and water use intensity. This performance is expected to recover as the markets we serve rebound and significant new projects come online in 2021.

RENEWABLEENERGY

30%

PERFORMANCE ON PLANET OBJECTIVES

In spite of COVID-19 impacts, Huber maintained its commitment to reducing the Company’s environmental

footprint through operational excellence. The baseline for Huber’s Sustainability Strategy is the company’s 2017

energy and water intensity and CO2 emissions intensity, with the goal of reducing each by 10% by 2022.

With respect to our environmental footprint performance, our sustained (rolling 12-month) usage intensity

relative to our 2017 baseline for three key areas was*:


HEW mailed care packages to our field sales force with forehead thermometers, hand sanitizer and disposable face masks.

Refers to health and safety in the workplace with a focus on primary risk prevention. It also includes the mental and physical condition of employees with respect to their health, happiness, comfort and morale. Includes occupational health and safety, work-life balance, workplace hazards and risks, etc.

Employee health,

safety and wellbeing

TRACKING AND IMPROVING

Standardizing our approach to maintaining

compliance, managing risk and adapting to change

helps drive consistent results at Huber locations

around the world. Our approach is based on a “plan-

do-check-act” cycle of continuous improvement.

Huber first developed its Global Environmental,

Health & Safety Management System in 2005 and

in 2018 completed a major

upgrade on what is now

the Huber Sustainability

Management System

(HSMS).

As part of this system,

Huber locations conduct

site-level assessments to

identify process safety and

EHS&S risks associated

with products, materials,

chemicals, equipment,

occupational safety

exposures, environmental

aspects, operational and

business processes and more. The process is ongoing,

with updates made based on site performance,

changes and corporate lessons learned.

Additionally, all Huber sites are audited on a recurring,

risk-based schedule and action plans are created

to address audit findings to ensure continuous

improvement. The pandemic didn’t slow down our

commitment—we quickly pivoted to virtual site audits

and were able to successfully complete virtual audits

at Grossenbrode, Germany, and Lille Skensved,

Denmark, with the same level of rigor.

The HSMS is based on and designed to be consistent

with relevant international standards, such as

ISO14001 and Responsible Care 14001; these global

environmental management guidelines are designed

to help organizations improve their resiliency with

respect to compliance, risk and change management.

In addition to their HSMS conformance, three

Huber sites—CP Kelco plants in Lille Skensved and

Grossenbrode, and the Huber Engineered Materials

Martinswerk facility in

Bergheim, Germany—have

pursued and achieved

ISO14001 Certifications.

Our employees are

empowered to improve

performance, whether

suggesting a change

based on their day-to-

day work, continuous

improvement initiatives

at the sites, through

organized Energy Treasure

Hunts focused on energy

intensity improvement, or

by using Huber’s EHS&S Data Management platform

(Enablon®) to record, track and analyze performance

and share best practices.

To identify and prioritize site risks, Huber developed

an internal risk matrix as a core component of the

HSMS. The risk matrix serves as a key component of

the system to drive decisions and allocate resources.

The HSMS and the risk matrix represent the natural

evolution of Huber’s risk management program and

offer us a clearer blueprint for the journey toward

world-class performance.


FINDING, RETAINING AND NURTURING TALENT

An exceptional retention rate and successfully recruiting

hundreds of new employees are just two among many strong

indicators that Huber is providing a nurturing culture where

people want to join the Company and remain part of our

organization. This remained true even during the COVID-19

pandemic.

Huber’s Human Resources and management teams adjusted

to the realities of pandemic life by adapting processes

to ensure a smooth experience for all new employees—

approximately 50% of whom were onboarded virtually in

2020. Collaboration between HR teams within different parts

of the organization helped identify similarities and differences

in recruiting practices, providing opportunities to further

harmonize such procedures to better support our Diversity,

Equity & Inclusion (DE&I) initiative, I Belong at Huber.

PERFORMANCE AND CAREER DEVELOPMENT

Our Talent Management Strategy includes mentoring, training

and other talent programs. Employees receive regular

performance and career development reviews through PATH,

our Performance at Huber program based on the Global

People Solutions (GPS) human capital management system.

Employees’ performance and career interests are reviewed

through a mid-year Checkpoint and then end-of-year Annual

Performance Reviews. In this two-way process, employees

share their self-assessment and managers provide feedback.

Our approach helps us understand the strengths of our talent

Respect for PeopleGREAT PLACE TO WORK FOR HONESTY, RESPECT,

TEAMWORK AND RECOGNITION

“The Principle of Respect for People stems from recognizing and appreciating the differences in each

other’s roles and responsibilities at Huber to fully demonstrate a

collaborative mindset and working toward the collective performance of

the Company.

Respect for People encourages us to sustain a great culture, care for the needs of our employees and provide meaningful work and development

opportunities. This Principle ensures we adhere to the highest standards

for human rights and fair labor practices, aggressively recruit and develop the best talent possible and offer world-class benefits.”

Lily Prost Executive Vice President &

Chief HR Officer

TENURE/

TURNOVER

METRICS

4,094 38.7%11.2Total number of

Huber employees

(workforce on December 31,

2020)

Percentage of employees who have been with Huber for less than 5 years

Average years of service

3.6%Voluntary annual

employee turnover rate at Huber, excluding

retirement

(based on the 2019 Mercer Workforce Turnover Survey, average global

voluntary turnover is 10.1%)

350New employees

hired in 2020


pool and identify gaps, as well as create development

and succession plans to prepare people to take on

roles at all levels of the Company.

LEARNING AND DEVELOPMENT

Annual opportunities exist for compliance

reaffirmations and as needed for skills development.

In addition, employees have access to tuition

reimbursement for education outside the Company.

Many employees have development plans within

PATH that articulate their commitment to skills training

and prepare them for potential promotions.

The Company’s emphasis on learning and

development was also undeterred by the pandemic. A

cross-functional team worked to design an enterprise-

wide training platform through GPS. Preparations

last year enabled the 2021 rollout of a user-friendly

online platform for employees to access required and

supplemental career and skills-related training, and a

consistent approach for administration and updates.

Huber’s initial proof-of-concept phase included

training in DE&I topics like unconscious bias and

inclusive leadership, as well as risk management,

compliance and Environment, Health, Safety &

Sustainability. We plan to expand this tool across

multiple functions.

Here are examples of development opportunities

designed to address the needs of specific types of

employees:

• CP Kelco welcomed another group of engineers

who completed its two-year Global Graduate

rotational program, which gives recent graduates

opportunities to acquire a wide range of hands-

on, practical experience as well as project

management skills—all while working with teams

in a variety of disciplines.

• The portfolio businesses sponsored initiatives to

cultivate future leaders, such as the Leadership

Accelerator Program that HEM developed in

partnership with the University of Georgia’s

Executive MBA faculty and the ongoing leadership

training that HEW offers through the University of

North Carolina at Chapel Hill.

• The EHS&S function had to pivot from the in-

person training of plant managers and EHS&S

professionals to 10 virtual sessions, including

technical and leadership skill development, due to

the COVID-19 pandemic.

HUMAN RIGHTS AND LABOR PRACTICES

Supporting the protection of internationally recognized human rights goes

beyond our policies and a commitment to fair employment practices. It is

about sustaining a culture where employees treat one another with respect

and dignity. Our policies and practices cover such topics as:

We respect the right of our employees to form or join a union. We have Union representation at facilities in the United States and Brazil and have several facilities in Europe that are represented by works councils.

We do not employ children or anyone who has not yet reached legal age, even on a temporary basis or through a third party. Third-party confirmation of this occurred through social responsibility auditing actions in our operations in 2020. Likewise, we only engage with suppliers who share our values on child labor, and the organization is in the process of strengthening our mechanisms to evaluate labor risks within our supply chain.

Emphasizing the benefits of a respectful work environment and recognizing the corrosive effect discrimination and harassment can have on the workplace. Huber provides ongoing training on harassment in the workplace. Prevention is the best tool to eliminate harassment in the workplace, and employees are encouraged to take appropriate action to do so. We strive to create an environment in which employees feel empowered to raise concerns and are confident that the matters will be addressed. The Company had four allegations of Discrimination or Harassment that were investigated and found to be unsubstantiated.

Human rights

and labor

practices

Refers to the fundamental rights and freedoms inherent to all human beings that ensure they are able to live with dignity, freedom, equality, justice and peace, and the measures necessary to uphold these rights. Also refers to the legal rights and fundamental standards that regulate labor relations between the company and employees, including stipulations of employment, working conditions, the right to collective bargaining, etc.

UNIONIZATION

HARASSMENT

CHILD LABOR

EMPLOYEE FEEDBACK

Employees provided organizational and portfolio business feedback

through the Employee Engagement Survey, conducted by an external

provider in 2019. Leaders developed action plans in 2020 to address

areas for improvement, which are reviewed at the portfolio business

president level. Town halls, pulse surveys and focus groups are

other forms of continuing the engagement and feedback process to

provide the company insights into how employees perceive their work

environment.

Refers to the practices, initiatives and processes aimed at recruiting, engaging, managing, developing and retaining the right employees and talent to build a skilled workforce and boost business growth. This includes training and development, employee benefits, corporate culture, etc.

Finding,

retaining and

nurturing talent



TAKING CARE OF OUR EMPLOYEES

Huber endeavors to provide a total rewards

program that not only takes care of the needs

of employees, but also reflects the Company’s

family friendly philosophy while being

competitive within the marketplace. Huber’s

Global Benefits Philosophy Statement outlines

our goals in this area:

• Deliver benefit programs that reflect the Huber Principles and our company culture of rewarding employees.

• Strive to provide a total rewards package which is at or above market in countries where we do business and have a sizable presence.

• Invest in employee wellbeing by delivering core and differentiated benefits programs that achieve sustained value for the organization.

• Offer highly competitive benefits programs as another way to recognize that retaining and respecting our employees is key to the Company’s long-term success.

90%HEALTHCARE

of eligible US employees are enrolled in Huber’s medical

and prescription drug insurance.

To ensure we remain competitive in attracting and retaining talent with offerings aligned with the market,

Huber regularly benchmarks its benefits against other similarly sized manufacturing companies. Here are a few

program highlights:

97%RETIREMENT

of eligible US employees (both active and inactive) participate in Huber’s best-in-class 401(k)

retirement savings plan

Huber’s best-in-class 401(k) retirement savings plan in 2019 was raised from a 100% to a 125% match on the first 5% invested by employees. With participants investing an average of 8% of their pay, the overall plan average for income replacement upon retirement is 59%, which is slightly more than double the benchmark of Voya Financial, the 401(k) service provider.

We offer inclusive benefits, providing coverage to same- and different-sex spousal medical and soft benefits, such as equal health benefits for transgender individuals for medically necessary care without exclusion, as well as fertility benefits regardless of gender.

We added coverage for hearing aids, pet insurance, as well as identity theft protection and legal services. Huber has also

expanded its telemedicine services to not only include general medical conditions, but also dermatology treatments and access

to therapists and psychiatrists. These services are available seven days a week via phone call, video, web or mobile app.

ENRICHED BENEFITSAdditional voluntary coverages are available for critical illness,

accident, hospital indemnity and expanded paid parental leave.

MENTAL HEALTH AND WELL-BEING

The benefits team identified a Global Employee Assistance Program provider and plans to extend mental health and wellness

services beyond the US to all employees and their families.


CAPITAL DEPLOYMENT

A key measure of our performance is

the degree to which we incorporate

Triple Bottom Line thinking in funding

major capital expenditure (CapEx)

projects. Proposed and approved

capital investments—and their

associated sustainability outcomes—

are integrated into the Huber five-year

Plans of Record that guide strategic

business decisions.

Huber’s newly updated capital

project investment review process

includes formal expectations to

quantify sustainability outcomes. All

capital investment proposals of more

than $300,000 USD must include

a sustainability analysis to capture

People, Planet & Profit considerations.

Even during the pandemic, Huber

maintained this focus on investing

in our resiliency. For the year, 78%

of capital investments above the

$300,000 threshold went toward

projects that had significant TBL

attributes.

For instance, Huber Engineered

Materials announced the construction

of a new power plant at the Fire

Retardant Additives (FRA) Martinswerk

facility in Bergheim, Germany. The

plan is to replace the current lignite

power plant with a leased natural

gas fired co-generation power

plant to produce 100% of the

required steam (thermal energy)

and electricity demand for the

production site.

Also at HEM, the first facility-sized

solar array in Huber is now nearing

completion at the FRA site in

Marblehead, Illinois. The project

will provide approximately 65% of

the facility’s daily power needs,

moving the organization forward

in our plan to provide direct

alternative power resourcing to

Huber facilities around the world.

Within CP Kelco, three projects are

underway to improve operational

flexibility and efficiency at the site

in Okmulgee, Oklahoma. These

efforts included a new recovery

line and distillation column, the

installation of a new packaging

line and a new system designed to

scrub the exhaust from the dryers.

The total cost of these projects is

ExcellenceCOMPETITIVE ADVANTAGE THROUGH CUSTOMER INTIMACY

AND OPERATIONAL EXCELLENCE

“The Principle of Excellence helps guide Huber’s approach to

sustainability, influencing everything from targeted

deployment of capital to customer-centric innovation. Whether it’s investing in our future to build our

competitive advantages or delivering safe, quality products that meet the needs of our customers, this Principle helps the Company chart its way

forward in an increasingly uncertain world.”

Vivek Dhir Executive Vice President Corporate Strategy

& Business Development


$75 million, one of the largest capital investments in

CP Kelco’s history.

OPERATIONAL EXCELLENCE

Operational excellence was a key contributor to

Huber’s overall outstanding profitability in 2020 and

is a cornerstone to sustainability by enabling us to

do more with less. In many areas, Huber’s operating

plants set new production records and delivered

strong productivity results.

Huber Engineered Materials’ multi-year continuous

improvement efforts in its Ground Calcium

Carbonate (GCC) strategic business unit (SBU) drove

productivity enhancements, enabling increased

volume and earnings growth across the whole

system.

Although the pandemic presented operational

challenges, Huber Engineered Woods achieved

the highest annual production and Operational

Equipment Effectiveness (OEE) in its history, with

three of its five mills setting production records.

SALES AND MARKETING

Huber’s sales and marketing teams quickly pivoted

to digital platforms in order to service customers in

a time of social distancing and travel restrictions.

HEW’s salesforce had to learn to conduct business

virtually and sustain relationships without the benefit

of in-person meetings. The marketing team had to

transition live events to online platforms. HEW also

launched a new website with interactive calls-to-

action, enabling better tracking of how customers are

navigating the site.

As tradeshows and other in-person events faced

cancellation, CP Kelco adapted its marketing

approach to reach customers, distributors and other

prospects in the industry digitally. The CP Kelco

Virtual Experience, introduced in September, allows

users to enter a virtual lobby and test kitchen that

highlight the company’s insights, ingredient offerings

and innovative prototype formulations.

Miller Chemical & Fertilizer, part of the Specialty

Agriculture Solutions (SAS) SBU of Huber Engineered

Materials, faced a similar situation, with its remote

sales team unable to travel. To help compensate, the

business launched social media channels with the

goal of engaging with customers and making its well-

regarded brands more visible.

HEM’s Lead Mill Operator takes bags of samples to the quality lab in

Marble Hill, Georgia.


COMPETITIVE ADVANTAGE

Over the course of the year, HEW launched several

new size and packaging options for its accessory

products, including AdvanTech™ Subfloor Adhesive

and ZIP System™ Stretch Tape. The development of

accessories is helping HEW move toward a “system

sell” approach. To make it easier and safer for forklifts

to move pallets of these accessories, the HEW team

developed a smaller pallet, leading to a smaller

footprint in warehouse storage and a reduction in

material waste, earning the initiative the Company’s

2019 Bronze Mike Huber Award.

The pandemic accelerated several consumer trends

that will benefit CP Kelco in the long run, including

a growing preference for plant-based products and

cleaner (i.e. simpler, more recognizable) ingredient

labels, as well as a desire to obtain nutrition from

food instead of supplements. To better capitalize on

these trends, the business has focused resources on

five high-impact, high-growth programs: Ambient

Drinking Yogurt, Fermentation Derived Cellulose,

Citrus Fiber, Prebiotics and Alternative Proteins.

CP Kelco began the fourth year of production for

its patent-protected citrus peel drying process at

the peel facility in Matão, Brazil, with improvements

in product quality and cost reduction during the

2020 peel season. Using a proprietary technology to

process citrus peel, this plant supplies raw materials

for CP Kelco’s pectin manufacturing facilities in

Europe. The Matão site also includes a batch plant

for CP Kelco’s new NUTRAVA™ Citrus Fiber, a new

product line that provides structure and stability

in food applications, and is a clean label-friendly

alternative to traditional starches and gums.

Part of HEM’s role within the Huber portfolio is to

build a diverse collection of small to medium-sized

specialty chemical and mineral businesses that have

clear competitive advantages and future growth

opportunities. Under HEM’s ownership since April

2019, the Miller business, through focused investment

in brand building and commercial excellence,

achieved strong growth primarily in international

markets and for biostimulants, which are generally

a more environmentally conscious alternative. Miller

is continuing to position the organization through

innovation and commercial activities to benefit from

stricter environmental regulations and increased

consumer awareness about food quality and

sustainable agriculture.

Over the course of 2020, HEW launched several new size and packaging options for its accessories, including this suite of options for ZIP System™ products.

Product safety

and quality

Refers to the initiatives, procedures and staff training to ensure product quality and the safety of customers and end consumers, including considerations regarding product ingredients and their potential near- and longer-term effects on customer health. This includes quality procedures, customer health and safety, product certifications, as well as product and service information transparency.


PRODUCT SAFETY AND QUALITY

As a global operation with manufacturing facilities

and a customer base that spans the globe, CP Kelco

has a global Quality Management System (QMS)

that is compliant with the internationally recognized

standard for quality management, ISO 9001, as well as

the Global Food Safety Initiative (GFSI) acknowledged

Food Safety System Certification (FSSC) 22000.

The business’s Quality and Food Safety Policy is

communicated via global training, made visible

throughout the organization, and adopted and

implemented by each of CP Kelco’s manufacturing

sites. CP Kelco marked World Quality Day in

November with a week-long series of celebrations

primarily focused on training and communication

around Quality.

In recognition of its positive reputation in the

marketplace, HEW’s AdvanTech® oriented strand

board has won Builder magazine’s annual quality

award every year since 2002. Additionally, Do it Best

Corp. named HEW a 2020 Vendor of the Year in the

Structural Panel division. Similarly, HEW’s ZIP System®

exterior wall sheathing received Builder magazine’s

annual quality award for the fifth time.

The FRA strategic business unit of HEM produces

halogen-free flame retardants, which are used in a

number of applications, including safer thermosets,

lower rolling resistance in tires—resulting in improved

fuel economy, as well as better battery stability and

safety for electric vehicles.

CHEMICALS AND SUBSTANCES OF CONCERN

As part of the Huber Sustainability Management

System, procedures from the American Institute of

Chemical Engineers Center for Chemical Process

Safety Guidelines have been incorporated for

sites with process safety risks. We address our raw

materials and other chemical use within our risk

management practice and are compliant with all

international regulations for product registration

and product safety (e.g. Registration, Evaluation,

Authorization and Restriction of Chemicals, known as

REACH, in the European Union).

Employees in Matão, Brazil, participate in Quality Week 2020, CP Kelco’s expansion of World Quality Day.

Chemicals and

substances

of concern

Refers to substances and materials used in the company’s operations or present in its products that pose a threat to human health or the environment. This includes hazardous materials, chemicals safety, controversial ingredients, etc.


ETHICS, ANTI-CORRUPTION AND COMPLIANCE

Huber’s Code of Conduct outlines the expectations

we have of our employees in their day-to-day work.

Huber began reimagining our long-standing Principles

in Action guide using the Code of Conduct as an

organizing framework. Originally launched in 1999,

this guide articulates the standards for employee

behavior and helps Huber people identify risk areas

they may come across in their jobs.

Huber’s monitoring

processes are overseen by

the Ethics & Compliance

Council and Principles &

Policy Committee, with

support from Human

Resources and Legal.

We take employee

ethics concerns seriously

and employ a strict

whistleblower procedure.

Once reported, Huber

follows a diligent process

to promptly review and

investigate any issues. As

part of our effort to make

information more accessible

and engaging, Huber’s

Ethics & Compliance

Council created a “Share

your Concerns” guide to

provide clear direction for

how to surface any potential

matter that may arise.

The majority of matters are raised and addressed

through HR and management channels during the

normal course of business. Huber’s Ethics Line is

another way to report issues and is available 24 hours

a day online or by phone. There were 13 Ethics Line

reports during 2020, with none being substantiated

after thorough investigation.

Ethical BehaviorA COMPANY IDENTITY THAT WE ARE ALL PROUD OF

“Ethical Behavior is a cornerstone Principle for J.M. Huber

Corporation. Our culture is open and supportive, where

employees are encouraged to seek guidance on ethical dilemmas, communicate concerns and to

feel comfortable reporting when they believe there has been a violation of a law, company

policy, our Code of Conduct or a Huber Principle.”

“Each member of the

Huber team is responsible for demonstrating integrity, honesty and professionalism, and promoting a positive and productive work environment

where everyone feels safe, respected and empowered.”

Carol Messer Executive Vice President &

General Counsel

John Taylor Chief Ethics & Compliance Officer

The mascot for the Principles in Action program has a name with Old Greek and Latin origins, Pia’s meaning focuses on being virtuous and honorable. In many cultures around the world, owls symbolize wisdom, good judgment and knowledge. Taken together, our mascot stands for:

Principles

In

Action

Open, honest communication

Wisdom and guidance

Living by the Huber Principles

COMPLIANCE TRAINING

Huber employees received Compliance training as part of our established three-

year rotation schedule. New administrative employees receive this training within

90 days of joining the Company.

These numbers reflect the Company’s goals to provide on-time performance and

training. Operational employees are provided with a variety of training suited for

their roles in a plant environment.

European Union (EU) General Data

Protection Regulation (GDPR)

Global Anti-bribery

Global Business Ethics

Global Antitrust

Global Conflicts of Interest

Harassment Prevention

1,974 1,834 1,502Huber trained:

employees employees employees2018 2019 2020

TOPICS

INCLUDE:

Ethics and

anti-corruption

Refers to upholding the guidelines or codes that dictate fair, ethical and moral conduct. This includes business ethics, fraud, bribery, etc.


One of the tools we use to measure how

well we are adhering to our values is the

Ethics Questionnaire, delivered annually. The

questionnaire covers the year’s activities and

provides another opportunity for employees to

raise any issues regarding compliance. The 2020

results were free of any material concerns and

consistent with a robust ethics program.

We also made progress in deploying our

Corporate Security Program, including

enhancements to remote systems management,

global duty of care, site security and executive

protection elements.


FINANCIAL STRATEGY AND RISK MANAGEMENT

Although family-owned, Huber endeavors to operate

with transparency, as if it were a public company,

including having a robust governance structure with

professional management and independent boards,

and publishing an annual report and proxy statement

for shareholders.

Huber employs holistic financial reporting, and each

portfolio business is regularly audited. The Company

maintains several robust processes to plan for and

protect its financial stability, including budget

forecasting, a formal risk appetite statement, a

process for protecting its intellectual property “crown

jewels,” and pipelines for Mergers & Acquisitions,

productivity and commercial activity.

Huber engages in detailed peer benchmarking by

portfolio business as well as the whole corporation.

In addition to financial ratings from Moody’s and S&P,

these agencies have acknowledged our commitment

to Environmental, Social & Governance. Huber also

carefully evaluates risk when it comes to new product

development and M&A activity—the Company has at

times abandoned an acquisition opportunity because

the business in question was deemed too risky from a

safety or compliance perspective, or its culture did not

align with the Huber Principles.

Huber designed its Incident Response Program to

prioritize employee safety and business continuity.

Huber’s Incident Response Team (IRT) framework and

Emergency Response platforms also enabled us to

quickly create a sophisticated and robust COVID-19-

specific response governance structure. More broadly,

we have conducted critical shareholder and Board

meetings virtually to sustain our fiduciary obligations

and to ensure regular communications.

Building on this experience, we expanded the

Incident Response program for Huber to deepen our

evaluation of physical and transitional climate risk,

with further program enhancement planned for 2021.

MARKET ACCESS, TRADE COMPLIANCE AND DISTRIBUTION

Huber is a global business, selling products into more

than 110 countries. The Trade Development program,

originally designed for CP Kelco and HEM, expanded

to support HEW’s emerging global supply chain.

Throughout 2020, Huber completed Compliance

Strategy assessments for Trade Development

and Anti-Bribery. Further development of Trade

Development/Compliance, as well as Data Privacy

with a Europe, Middle East & Africa (EMEA) support

focus is underway.

DATA PRIVACY AND CYBERSECURITY

Huber developed a Cyber Awareness policy in

response to a rise in threats against information

technologies. When new threats emerge, we

make efforts to enhance our training programs.

Development began for an enhanced Huber

Huber shares its key financial performance metrics with employees, explaining the drivers for our success as well as the challenges we

must face and overcome together.

Market access, trade

compliance and distribution Refers to upholding the guidelines or codes that dictate fair, ethical and moral conduct. This includes free trade, economic sanctions, logistics and distribution planning.


Fraud Awareness program, with a focus on social

engineering, technology and banking exposure

management. Beginning in the second quarter of

2020 and recurring on a quarterly basis, Huber’s

IT Management Council uses phishing prevention

exercises to ensure that our global workforce

remains vigilant against these ongoing threats and is

empowered to make good security decisions.

All employees with computer systems receive annual

cyber awareness training and use authorization in

order to retain their access to the system. Office

employees received cybersecurity training, including

risks related to Business Email Compromise, Data

Leakage and Ransomware due to their heightened

exposure to cyber risk in an administrative

environment. For plant employees, the training covers

Physical Security, Social Engineering and Responsible

Use of the Internet.

The Company also launched several employee

communications to warn against social engineering

scams, such as pandemic-related phishing campaigns

from criminals posing as representatives from the

World Health Organization or US Centers for Disease

Control and Prevention.

GEOPOLITICAL AND SOCIETAL EVENTS

Risk management also involves preparing for and

monitoring external events that have the potential

to affect Huber’s employees, locations, operations,

customers or supply chain. Huber’s Incident Response

Program has a variety of threat monitoring and crisis

management elements in place, which includes having

established relationships with third parties in order to

draw on their expertise for guidance and support if

needed.

INTELLECTUAL PROPERTY

In an increasingly competitive business environment,

Huber must protect and expand its competitive

position for each major product line within the Huber

portfolio, with a particular focus on the specific

“crown jewels” that comprise

the heart of Huber’s sustainable

competitive advantage over the

long run. Investing in innovation

is not enough; we also take

steps to protect and leverage

our innovations and intellectual

property.

Huber’s Information Protection

Policy sets guidelines for

classifying and securing

proprietary information,

including confidential

information and trade secrets.

This includes the sharing of

information with business

partners and customers,

cybersecurity protocols and

physical security requirements

for Huber’s plants and offices.

Unauthorized disclosure or use

of proprietary information can

lead to serious or complete loss

of value.

Employees should also respect

the intellectual property rights

of others. Inappropriate use

of others’ intellectual property

and proprietary information

may expose Huber and the

employee to criminal civil fines

and penalties. Employees are

instructed to seek advice from

Huber’s Legal department

before soliciting, accepting or

using proprietary information

from individuals outside the

Company, or letting them

use or have access to Huber

proprietary information.

Geopolitical and

societal events

Refers to economic, political and societal pressures that may pose risks to the company if not handled appropriately by national or subnational governments or agencies. It also encompasses the relationship between the company and governments/officials and the practices adopted to influence public policy. This includes public policy practices, armed conflict, social movements, civil unrest, etc.

Refers to protecting company, supplier and customer information systems from security breaches and other technology failures. This includes cyber threats, privacy breaches, IT disruption, etc.

Data privacy and

cybersecurity


Long before Diversity, Equity & Inclusion (DE&I)

became a priority for many companies, Respect for

People, one of the Huber Principles, inspired us to

create a culture that valued different ideas, opinions

and backgrounds. We came to call this way of working

“I Belong at Huber” in 2018. This initiative formalized

our commitment to maintaining an inclusive work

environment and raising awareness about unconscious

bias and its impact on the organization.

Further efforts took place in 2020 to continue evolving

and progressing Huber’s DE&I strategy to more

comprehensively reflect our priorities for the next few

years. Our vision is to foster an inclusive workplace

that respects differences and promotes equitable

access to opportunity, where every employee around

the world feels like they belong and are valued. The

Company believes that more diversity leads to more

creative and broader solutions, better meets the

needs of our global customers and drives a higher

performing organization to deliver increasing value

back to shareholders.

Diversity, Equity & Inclusion

RESPECT FOR PEOPLE


PRACTICES SUPPORTING A CULTURE OF ACCEPTANCE

The scope of activities achieved to date includes:

HUBER’S DE&I THREE PILLARS

The personal commitment of Huber

President & CEO Mike Marberry,

which includes being a signatory

to the world’s largest CEO-driven

business initiative, “The CEO

Action for Diversity & Inclusion.”

Amidst several racially based

tragedies that took place in the US,

Marberry publicly condemned the

injustice and violence.

The Huber Board reviews the

internal talent pool and executive

development program annually,

with a special emphasis on female

and minority talent. DE&I is also an

agenda item at the Annual Meeting

of Shareholders.

DE&I progress is a standard agenda

item for Huber Management

Council meetings. Each portfolio

business also has DE&I metrics

as part of their Key Performance

Indicators. The Huber Corporate

Board and portfolio business

Management Boards each have

a Director who serves as the

champion for DE&I in working with

Huber management.

TALENT

Huber recognizes our talented

workforce is the Company’s

biggest competitive advantage.

We want to enable the diversity

of our employees and harness

the power that comes from their

unique differences and collective

strengths. To do that, Huber must

invest in building a diverse pool of

talent as we hire new people as well

as developing the employees we

have.

CULTURE

We want to create an environment

where employees are encouraged

to bring forward innovative

solutions. To accomplish that, we

need to ensure that all people

are seen, all voices are heard,

and every employee assumes the

responsibility to be an ally and an

advocate to one another, especially

to those who need more support.

COMMUNITY

We want to lead the industry in

how we contribute to communities

and leave a lasting impact on our

customers, suppliers and society.

This is the legacy Huber will

provide for future generations.


To create cohorts of community and belonging, we

are working to expand the number of Employee

Resource Groups (ERGs), which are voluntary,

employee-led groups designed to connect employees

who share a purpose, interest or background and

provide a safe space that encourage employees to

present their authentic selves at work. ERGs create

a more inclusive workplace and promote cultural

competency through engaging events, collaborative

projects, and learning and developmental

opportunities. All employees are invited to participate

as active members or allies.

At Huber, ERGs are guided by their Huber

Management Council Sponsors. Embedding

executive leadership involvement within the ERG

framework ensures the groups’ goals are closely

aligned with Huber’s DE&I strategy. Participants

have opportunities for exposure to senior leadership,

networking cross-functionally and across the different

business at Huber, knowledge sharing with peers,

professional development activities and opportunities

to lead through influence.

Aspire Women’s ERG was founded as the Company’s first ERG in 2015 by Huber Engineered Woods employees in Charlotte, North Carolina, as a networking group that has also done philanthropic work over the years.

Young Professionals at Huber formed in 2019 to attract and engage Millennial-aged Corporate, Huber Engineered Materials and CP Kelco employees in Atlanta, Georgia.

Women’s Inspiration Network (WIN) launched in 2020 to serve as a safe and open environment for women to network, support in professional development, raise awareness on relevant issues and serve as a sounding board for women at our Atlanta and Edison offices. The WIN group held several virtual sessions related to career development topics, such as leveraging Emotional Intelligence for Career Success and included over 70 participants.

Black Employees Supporting Talent (BEST) launched in early 2021 to provide a safe and open space for Black employees to network, collaborate on community development focused projects, and provide additional professional development resources and opportunities.

FOUR ERGS ARE CURRENTLY ACTIVE AT HUBER:


Additional ERGs will be launched

by the end of 2021. Huber is also

planning to place more focus

on Equity. Incorporating Equity

demonstrates our commitment

to the fair treatment, access,

opportunity and advancement

of all people, while striving to

identify and eliminate barriers

that have prevented the full

participation of some groups.

This comprehensive approach

reflects our priority to foster

a work environment that truly

represents I Belong at Huber.

A DE&I Steering Committee

comprised of members from

the Huber Management Council

is working to develop the next

phase of the I Belong at Huber

journey. This group has been

asked by the Corporate Board

and the Huber family to be

bold and aspirational, to ensure

Huber’s DE&I commitment is a

legacy we can all be proud of.

©2021 J.M. Huber Corporation. All Rights Reserved.

Diversity, Equity & InclusionEXPLAINED

©2021 J.M. Huber Corporation. All Rights Reserved.

DIVERSITYThere are many unique types of trees found all over the world.

EQUITYHowever, trees need different settings to grow. Some trees need special

nutrients, some require a particular type of soil, and some need more sun than others. Similarly with our employees, we need to provide different employees with

the right support to be successful.

Our strength lies in fostering an environment where every tree can thrive and grow and feel like it belongs in our forest. This requires a long-term

commitment.

INCLUSION

This poster is among the tools Huber uses to explain Diversity, Equity &

Inclusion to employees.

Refers to the processes, practices and mechanisms in place to support the active integration and fair treatment of all employees, with a focus on gender, age, cultural background, skills, race, religion and sexual orientation. It considers equal opportunity provisions aimed at promoting the professional development of all employees and supporting a culture of acceptance. This includes nondiscrimination, equal opportunities, pay equity, etc.

Diversity, equity

and inclusion


At Huber, employees in every function seek to

innovate. We do not limit our efforts to technologies

and solutions from a product portfolio perspective.

We ask ourselves questions like: What’s the best

way for us to find and nurture talent? How can we

maintain and improve a safe workspace? Who has the

expertise to enable us to respond quickly, effectively

and empathetically to a crisis, such as the COVID-19

pandemic? What intellectual property rights will best

protect our innovations?

Innovation is a fundamental focus at Huber. Coupled

with customer centricity, innovation drives our

competitive advantages and enables us to stay

ahead of market shifts. The Board of each portfolio

business has designated an Innovation Lead Director

to work with the management team more closely

on innovation pipeline projects and new product

commercialization issues.

In many cases, Huber protects an innovation as a

trade secret, with an Information Protection Policy

that guides employees on proper procedure. When

appropriate, Huber protects innovation by filing

patents based on many factors that are discussed

during the patent evaluation process with experts

from Huber’s technology, marketing and legal

functions. This process continues during the 20-year

life of a patent to ensure that Huber is effectively

deploying its capital.

At the end of 2020, Huber had approximately 900

global patent assets, either pending or granted. The

Company actively manages its patent portfolio with

the number changing daily as records are created,

expired or closed.

Innovation

CP Kelco team members run tests during application product development for NUTRAVA™ Citrus Fiber.

Innovation is a fundamental focus at Huber.

EXCELLENCE

PRODUCT COMMERCIALIZATION

WITH SOCIETAL BENEFITS


HEW has been and is actively asserting its highly valuable patents related to ZIP System® building materials to maintain its competitive position.

EXACOR™ magnesium oxide (MgO) panels HEW acquired assets from Extreme Green Building Products, LLC (Extreme Green) in March 2020, obtaining technology related to magnesium oxide sheathing products. The acquisition, the first of its kind in HEW’s history, broadened its product offerings to meet growing customer demand for fire-resistant panels. HEW rebranded the product as EXACOR™ MgO panels, integrated the technology and trained sales staff in time for an official launch at the 2021 International Builders’ Show.

AdvanTech X-Factor™ subflooring HEW developed AdvanTech X-Factor™ panels, which feature a built-in protective top layer for its subflooring that enhances moisture protection and jobsite durability, with a full commercial launch in early 2021.

CP Kelco introduced NUTRAVA™ Citrus Fiber, which is protected by multiple patent families from raw material to final product compositions and production processes.

HEM’s Fire Retardant Additives SBU continues

advancing the development of new products such as next generation MARTINAL® LEO

fine precipitated hydrates, SAFIRE® 400 flame retardant

and KEMGARD® S smoke suppressant additives, thereby

strengthening its core offerings and enabling our customers

to use FRA’s products in new applications. In addition

to advancing its existing patent portfolio, HEM plans to file patents on improving

performance properties and production methods. Sales of new products accounted for 13.5%

of Huber’s revenue—$290 million—an improvement from 10.8% in 2019. This reflects the Company’s increased emphasis on delivering innovative solutions to our customers’ needs.

INNOVATION13.5%

1,500 active marksHuber also actively captures and

manages the goodwill from its businesses and their innovations by monitoring

and protecting its approximately 1,500 active marks around the world. Examples

of marks filed in 2020 for HEW’s new products include:


ENGAGING STAKEHOLDERS

Over the last year, Huber has increased its emphasis on

delivering innovative solutions to meet our customers’

needs. As part of developing its innovation strategy, HEM

partnered with external consultants to gather Voice of

Customer feedback on their sustainability expectations. This

information will be used in evaluating new product pipelines

for opportunities to accelerate the development of our

most promising ideas. Additionally, HEM’s FRA business

restructured its organization in 2020, which included a

newly created head of Innovation role to further drive a

cultural shift within the business.

CP Kelco redesigned its Growth Through Innovation

(GTI) program, which solicits ideas across the entire

business. Employees submitted over 70 ideas using the

new streamlined GTI process, including expanding the

fermentation derived cellulose and new citrus fiber product

lines, improving peel operations and developing ideas to

help combat the COVID-19 pandemic.

In addition, CP Kelco’s new facility in Atlanta, Georgia, joins Innovation Centers in San Diego, California,

Lille Skensved, Denmark, and Limeira, Brazil, each with its own area of expertise but working together as an

international team.

In 2020, CP Kelco and HEM embarked upon the implementation of a shared Innovation Management solution

using Accolade® software. The cross-business team’s project dashboards help prioritize innovation projects,

balancing sustainability risks and opportunities along with feasibility, meeting customer needs and profitability.

The software, currently in pilot stages, is set to launch in 2021.

Ed the Idea, CP Kelco’s innovation mascot.

Refers to the development and use of emerging technologies, products, solutions, and applications that transform business operations and the way people live. This includes business model innovation, product market penetration and adoption, intellectual property protection, etc.

HAVE AN IDEA YOU’D LIKE TO SHARE?

BE A CP KELCO

“IDEA ORIGINATOR.”

Innovation

EXCELLENCE

Many of our products have a positive impact on the

environment, society and the communities in which we operate.

Huber’s businesses create products used in a broad

range of applications, including personal care, food

and beverage, agricultural nutrients and adjuvants,

building materials, flame retardants and smoke

suppressants, as well as sustainable forestry services.

Many of our products have a positive impact on the

environment, society and the communities in which

we operate.

Huber Engineered Woods and its innovative line of

products helps the construction industry build for

comfort and protection against hurricanes, blizzards

and other hazardous weather events. ZIP System®

sheathing and tape provide strength, stiffness and

water resistance, meeting the Insurance Institute for

Business and Home Safety’s FORTIFIED Home™

standards. These guidelines help homeowners

strengthen their houses against severe weather.

The ZIP System™ panels also provide a continuous,

rigid air barrier that decreases air leakage for greater

energy efficiency. In addition, HEW’s Exacor™

magnesium oxide (MgO) panels are fire resistant.

The Fire Retardant Additives SBU of Huber

Engineered Materials produces halogen-free flame

retardants and smoke suppressants. HEM’s alumina

trihydrate (ATH), magnesium hydroxide (MDH) and

KEMGARD® products are used in wire and cable,

silicone rubber, foam insulation, commercial flooring,

PVC pipe, electric vehicle batteries and more. Our

solutions from FRA help deliver better battery

stability, performance, reliability and safety, as well

as enhanced flame retardancy and improved vehicle

lightweighting, which gives cars and trucks better fuel

efficiency and handling.

Product Commercialization with Societal Benefit


RESPECT FOR PEOPLE

EH&S SUSTAINABILITY


Another of HEM’s SBUs, Ground Calcium Carbonates, produces a

variety of solutions, including food fortification and pharmaceutical

applications. Sharing a site and resources with the GCC facility in

Quincy, Illinois, our Health & Nutrition plant produces HuberCal®

granulated calcium carbonate from naturally occurring sources

such as limestone. It is used in the food, dietary supplement and

pharmaceutical industries.

Miller, part of HEM’s Specialty Agriculture Solutions business,

specializes in fertilizers and adjuvants that make the land more

productive by enabling crop protection materials to adhere better

to plants, reducing the need for reapplication and overfertilization.

This, in turn, lowers the release of active ingredients into the water

table. Miller’s nutritional products replace key depleting nutrients

in the soil while their soluble fertilizers maximize efficacy in water-

conscious drip irrigation systems.

CP Kelco’s nature-based hydrocolloids and fibers are used in

everything from food and beverages, to personal care and

oral care applications, household cleaners and detergents,

pharmaceuticals, paper, construction, paints and coatings. These

ingredients are seeing an increased adoption in alternative

proteins, which are sourced either from plants or fermentation

and provide an alternative to meat, dairy and other animal-based

proteins.

We continue to watch for emerging consumer trends as well as

societal needs when developing plans for our strategic growth,

whether by monitoring for new market opportunities or enabling

and enhancing technologies.

Refers to the development and commercialization of Huber’s product portfolio and growth of associated markets to the benefit of the environment, society and communities. This includes building resiliency and fire safety, alternative proteins and healthy diets, health care products, enabling new technologies such as the electric vehicle industry, etc.

Product

commercialization

with societal benefit


To create a more sustainable business—and

world—Huber strives to responsibly use resources

across the product lifecycle, from raw material

sourcing to a product’s end of life, with an emphasis

on the use of ethical and sustainable practices.

This starts with ensuring the integrity of our

supply chain. In 2020, Huber’s global Sustainable

Procurement Team made progress toward our 2022

objective to assess the sustainability of our Top Tier

suppliers, defined as suppliers with whom we exceed

a specific spend threshold or are considered critical/

high risk. Huber leverages multiple tools, including

the Supplier Ethical Data Exchange (Sedex) platform

to review Top Tier supplier risk assessments and

responsible sourcing audits. When Top Tier suppliers

are not Sedex members, or have no available data,

Huber has developed a supplementary Huber

Social Responsibility & Sustainability Questionnaire,

which is currently being piloted with a subset of our

suppliers. These data points are used to evaluate

our supply chain risks and opportunities and deepen

engagement with valued supply chain partners.

During the new product development process, Huber

integrates an assessment

of sustainability

characteristics, with the

objective of reducing the

impacts of the product in

all life cycle stages and

thereby adding value for

our customers through

more sustainable product

offerings. CP Kelco, for

example, leveraged life

cycle assessment (LCA)

tools to quantify the

environmental impact

of transitioning from

Circularity

Circularity

Refers to the usage of resources across the product lifecycle from raw material sourcing to production processes to product end-of-life as well as the ethical and sustainable practices across the value chain. This includes supply chain risks and risk management, product lifecycle assessments, recycled and recyclable materials, zero waste operations, sustainable forestry, etc.

EH&S SUSTAINABILITY

The HEW team applied “cradle-to-grave” life cycle assessment to its ZIP System® specialty products.


fiber drums to paper bags for its gellan products—

significantly reducing the packaging carbon footprint.

In 2020, CP Kelco launched LCAs on its Citrus Fiber,

Fermentation Derived Cellulose and Pectin products.

This activity isn’t new to the Company; in 2014,

HEW became the first Huber business to use LCA.

The HEW team applied “cradle-to-grave LCA” to its

AdvanTech®, ZIP System® and Tru-spec® specialty

products. Based on a wide range of data, the team

was able to make recommendations to further reduce

HEW’s environmental footprint. This HEW study was

refreshed in 2019 and new environmental product

declarations were published—supporting builders

as they endeavor to build LEED Certified structures.

(LEED, Leadership in Energy and Environmental

Design, is a certification program used worldwide that

provides a framework for healthy, highly efficient and

cost-saving “green” buildings.)

The HEW sites also use their main raw material—

wood—as a renewable source of energy to power

their plants. About two-thirds of the energy required

to run our manufacturing locations in HEW comes

from bark and other wood-derived fuels from

the processing of trees into our high-performing

engineered wood products.

Many sites made good progress on diverting waste

from landfills, establishing new recycling programs

and finding alternative uses for some of their

byproduct streams. CP Kelco’s plant in San Diego,

California, for example, developed an innovative

solution to redirect about 70% of its organic

byproducts from a landfill to a local plant nursery for

fertilizer—achieving an approximately 85% overall

landfill diversion rate by the end of the year. By

diverting at least 90% of manufacturing waste from

landfills, three additional Huber locations qualified as

Zero Waste-to-Landfill sites. This brings our total to 11

of 21 manufacturing facilities and represents all three

portfolio businesses.

Sustainable manufacturing requires lifecycle thinking.

At CP Kelco’s Brazilian facilities, we upcycle citrus peel

from the juicing industry to produce Pectin and Citrus

Fiber. Our Innovation Team designed our patented

peel washing process that drastically reduces the

need for fresh water compared to traditional peel

washing processes and results in higher pectin-yield.

Process water from our Pectin extraction process is

recycled as fertigation (fertilized irrigation) for local

eucalyptus tree groves, providing nutrients to support

the growth of biomass that fuels our operations. The

remaining byproducts from the spent citrus peel are

processed into animal feed. In 2020, we fed roughly

30,000 local farm animals with our Braspolpa® feed

products. The team also distills its byproduct into

Ferpec® organic fertilizer for use by nearby citrus

orchards.

Citrus peel and pulp are byproducts of the juice industry.

The team at CP Kelco upcycles

these “leftovers” to create our product—

pectin—as well as a other beneficial

byproducts. Here’s an overview of

how Limeira and Matão, Brazil,

produce pectin more sustainably.


Huber’s Sustainability Strategy includes specific, quantifiable objectives to address

climate and water risks. We approach this by minimizing waste in all forms, whether that

is energy, water or byproduct streams. This reduces adverse impacts and promotes a

culture of adaptation and business resiliency.

The following three steps outline our resource efficiency hierarchy:

Climate and Water Strategy

Refers to physical risks (e.g., extreme weather patterns and changing global temperature) and transition risks (e.g., policy changes that influence energy and fuel sourcing) and opportunities presented by climate change and the transition to a low-carbon economy (e.g., electric vehicles), as well as adaptation and resilience measure adopted. This includes greenhouse gas (GHG) emissions, energy use, renewable energy as well as water-related topics such as water stress, sea-level rise, etc.

Climate and

Water Strategy

New product development teams start with sustainability in mind, beginning at

the onset of each new product’s ideation and continuing through its development

and ultimate launch. Innovating products that use less energy and water is an

important first step before we progress to manufacturing solutions.

Next, through Triple Bottom Line projects, we design new processes in a way that

engineers manufacturing efficiencies into our plants.

Finally, where existing processes must be maintained for some time, we commit to

continuous improvement to incrementally improve our efficiency.

1 |

2 |

3 |

EH&S SUSTAINABILITY

Making use of space available on the roof, HEW completed the installation of a solar array in Commerce, Georgia. The system has reliably met our design criteria, supplying 20% of the energy used at the Innovation Center since the panels became operational in July 2019.


One of our most important obligations to all our

stakeholders is the responsible and sustainable

reinvestment of our profit into business resiliency. As

a key objective of Huber’s 2018-2022 Sustainability

Strategy, we’ve committed to have more than 50% of

capital spending on projects that significantly impact

the Triple Bottom Line—People, Planet & Profit.

To ensure that climate- and water-related risks and

opportunities are prioritized during the design and

approval of all new capital expenditure (CapEx)

projects, the organization rewrote our investment

manual to include TBL impact analyses into the

development of all projects. In 2020, 78% of our

CapEx spend for major projects included significant

positive impacts to People, Planet & Profit.

This mindset embeds our TBL approach into how

Huber invests in and designs our manufacturing

processes to maximize the efficiency of all inputs

including energy, water and raw materials—all while

making our processes safer and more reliable for our

employees to operate.

The Company understands that climate change

impacts occur within and beyond our manufacturing

operations. Because of this, Huber seeks to minimize

climate- and water-related risks and impacts and

realize climate- and water-related opportunities by

partnering with suppliers and customers who share

our sustainability values.

As the current Sustainability Strategy continues until

2022, we’re already at work to develop the next

generation of climate and water strategic objectives.

With the materiality assessment of Huber’s ESG

priorities, we’re confident that our stakeholders, both

internal and external, will support our continuing

commitment to meaningful, impactful climate and

water actions that fulfill Huber’s purpose of improving

today for a better tomorrow.

Our Huber Engineered Woods business derives over 60%

of its manufacturing energy demands from the bark,

sander by-products, and other wood-derived streams. HEW

also installed LED lighting and variable frequency drives (which make electric motors more efficient by adjusting

their speed to match output requirements) at several of its

plants to reduce energy usage.

As a testament to our long-term sustainability planning, in 2020,

Huber’s Board of Directors approved an investment of approximately $92 million

in a new power plant at the Huber Engineered Materials

Martinswerk plant, our largest manufacturing site in Bergheim,

Germany. The project will change the plant’s power

source from coal to natural gas, which will reduce its carbon emissions by approximately 40%—and the entire Huber

enterprise’s emissions by 8%—by 2023.

At CP Kelco, we initiated some of our largest-ever

plant expansions and reconfigurations at our sites

in Okmulgee, Oklahoma, and Wulian, China. These

investments, coupled with ongoing continuous

improvement projects, will significantly lower the energy

consumed to make our biogum products.


Huber Helps has made a consequential difference

to communities around the world in four key areas

of focus: affordable housing, humanitarian relief,

environmental protection and education and

wellness. As part of our commitment to community

engagement, we have pledged to donate 1% of our

operating net income annually toward helping people

and the planet. We do this in a variety of ways.

The Impact Your Community Funding program

aims to contribute to projects that can benefit a

community for multiple years or generations. The

goal is to support initiatives that offer Huber the

opportunity to leave a lasting legacy in a way that

smaller contributions may not, particularly when the

need exceeds a local site’s community engagement

budget.

Huber’s strategic partnership with Habitat for

Humanity International is the signature initiative

to support affordable housing within the Huber

Helps program. The partnership includes an annual

$250,000 cash donation, as well as a pledge to

provide $250,000 worth of Huber Engineered Woods

products every two years.

HEW also donates materials to the R.I.S.E. (Restoring

Independence and Supporting Empowerment)

program. Created by actor Gary Sinise as part of

the Gary Sinise Foundation, R.I.S.E. builds 100%

mortgage-free specially adapted smart homes for

America’s most severely wounded military veterans

and first responders and their families.

The Huber Family Nickel-A-Share Program allows

Huber shareholders to designate one or more

charitable organizations to receive a donation from

the Company. The amount of the donation is based

on the number of shares owned.

In total, Huber Helps donated over $1.8 million to

charitable causes around the world in 2020. This

includes cash donated by J.M. Huber Corporation and

its portfolio businesses, participation in Company-

sponsored US matching gifts programs and product

donations made to a variety of organizations by

Huber Engineered Woods. It also includes more

than $100,000 that was directed towards charities

supporting the needs of community members

impacted by the COVID-19 pandemic.

Community Impact & Philanthropy

During the COVID-19 pandemic, employees in Qingdao, China, supported the reopening efforts of Zhiyuan, one of the area’s largest public schools. The HEM team purchased sporting goods and disinfecting gel, a $1,000 donation they facilitated through the Qingdao

Huangdao Red Cross.


Refers to the business practices and projects carried out to ensure

the economic and physical well-being and positive development of communities with which a company interacts. Our Company pursues these goals through the Huber

Helps initiative.

Community Impact

& Philanthropy

2020 GIVING HIGHLIGHTS

$122,000COVID-19 RESPONSE

Huber Helps directed $122,000 to communities

around the world to address COVID-19-related needs such

as health care equipment.

Employees at each Huber location globally were invited to select local organizations to receive donations ranging from $1,000-$5,000. Huber family members contributed $48,000 to the US-based charities that were selected. Additionally, Huber recommended four of these organizations to CoBank, Huber’s US-Farm Credit partner organization, to receive $7,500 as part of its “Sharing Success Program.”

$500,000HABITAT FOR HUMANITY

Huber entered the third year of its strategic partnership

with Habitat for Humanity International.

The agreement includes an annual $250,000 cash donation by Huber and a pledge to provide $250,000 worth of Huber Engineered Woods products every two years.

The third Huber House was built in Livingston, New Jersey, near Huber’s Edison headquarters.

$392,000IMPACT YOUR COMMUNITY FUNDING

This program supports community initiatives that are larger and more long-term in scope than those that can be supported through local plant site community engagement

budgets.

During the fourth quarter, Huber Helps received 20 requests for funding from employees around the world and distributed a total of $392,000 to:

• Conewago Valley Foundation for Education (Hanover, Pennsylvania) Construction of a greenhouse for use by the local school district in an Agricultural Education Program

• Grace Discovery Center (Bauxite, Arkansas) Creation of a natural play area for by use children from local communities and schools

• Boys & Girls Clubs of Red River Valley of Oklahoma (Broken Bow, Oklahoma) Construction of a new facility with appliances, games, furnishings and Wi-Fi access for underprivileged children

• Musicians for Education (San Diego, California) One year of funding for the Street of Dreams project, an arts education and college bridge program for local teen mothers at risk

• Shanghai Young Bakers (Shanghai, China) One year of funding for the 2021 educational program that provides one-year, high-quality training course in baking and pastry preparation to marginalized youths

• Boys & Girls Clubs of the Danville Area (Crystal Hill, Virginia) Renovation of the Teen Center and provide technology upgrades to support Internet use in building

Two additional projects were funded by CP Kelco and Huber Engineered Woods, totaling $35,000:

• Okmulgee Robotics Competition (Okmulgee, Oklahoma) Renewal of the competitive high school robotics competition program in support of the Okmulgee School System STEM program

• Cossatot Fire Department (Broken Bow, Oklahoma) Upgrade the facilities and equipment of the local fire department


Huber Wins IMD-Pictet Sustainability in

Family Business AwardThe International Institute for Management

Development (IMD), a prestigious Swiss business

school and the Pictet Group, a global wealth

management company, awarded Huber the 2020

IMD-Pictet Sustainability in Family Business Award on

June 24, 2021.

This accolade acknowledges family-owned enterprises

that stand out for their efforts, performance and

progress in the area of sustainability. More than 60

international family businesses from four continents

were considered for this significant global award.

In selecting Huber as the winner, the jury of

independent experts was impressed by how we have

deeply embedded sustainability into our business

strategy, including Triple Bottom Line considerations

related to things like new product development, large

capital projects, Diversity, Equity & Inclusion and

community engagement. The jury also appreciated

how Huber celebrates its sustainability performance

as part of the Mike Huber and Outstanding EHS&S

Awards. Finally, the jury acknowledged Huber’s

successful integrated global response to the

COVID-19 crisis.

Respecting the environment, treating employees well

and being a good neighbor in the communities where

Huber operates have all been part of the Company’s

DNA since its founding in 1883. Our Sustainability

Strategy both reflects and strengthens these goals.

This is not the first time Huber has received

recognition for its resilience, sustainability and

legacy. Northwestern University’s Kellogg Center

for Family Enterprises awarded Huber the Kellogg

Family Enterprise Leadership Award in 2018, which

recognizes effective communications between family

members and the Company, as well as the family’s

guidance and mentoring of younger generations.

Previously, Huber received IMD’s Global Family

Business Award for 2013, one of the most prestigious

honors for a family business.

“The Huber family feels a deep sense of responsibility to be a positive force in the world,

caring for our people and our planet; mindful that our responsibility is not just to our stakeholders

today but those who come after us.”

Molly Heaney 5th Generation Huber Family Member, Huber Corporate Board

Director and Chair of the EHS&S Board Committee

EH&S SUSTAINABILITY

Deloitte, a renowned global professional services

firm, named J.M. Huber Corporation to its list of Best

Managed US Companies for two consecutive years

since the program’s establishment in the US in 2019.

This award—which recognizes excellence among

private companies based on their superior strategy,

execution, culture and financial results—was an

acknowledgement of Huber’s exceptional company

culture, high-performing teams and rigorous

management processes. These attributes reflect

Huber’s efforts to measure our sustainability and

societal impact through Environmental, Social &

Governance factors—an approach that proved

especially critical in countering serious threats in the

last year, most notably the COVID-19 pandemic.

Created to shine a light on the power of private

companies and honor the top performers, the

Deloitte Best Managed Company program evaluates

organizations against four key criteria in management

skills and practices: our management processes

with respect to strategic planning, operational

execution, risk mitigation and financial management.

It also centered on Huber’s culture and values, with

special emphasis on things like our Triple Bottom

Line sustainability philosophy, the Diversity, Equity &

Inclusion initiative I Belong at Huber and the Huber

Helps community engagement program.

The judges were impressed by Huber’s heightened

focus on innovation, strong talent development

programs and the high level of morale and

engagement among our employees. Huber’s

Portfolio Management Company structure and robust

corporate governance process were also important

factors in Deloitte’s selection of Huber as one of the

US Best Managed Companies.

The Best Managed Company program was initiated

by Deloitte in 1993 in Canada. Private companies

have now been recognized by Deloitte in more than

20 countries, including Germany, China and Denmark.

To be considered for the US award, eligible private

companies must have at least $250 million in annual

revenue. In total, over 500 private US companies

entered the Deloitte evaluation process, but the

panel of judges selected only 27 as winners of a

Best Managed Company award. Other well-known

honoree companies include Discount Tire, Sun-Maid

Growers of California, Nova Chemicals, Inc. and

Topgolf Entertainment Group. Huber was one of just

five winners from the industrial manufacturing sector.

As part of the recognition, Huber was featured along

with the other award winners in a half-page section of

The Wall Street Journal.

This accolade was made possible by the Company’s

strong management teams and dedicated employees

throughout the corporation living by the Huber

Principles and balancing People, Planet & Profit

considerations in critical business decisions.

Despite the uncertainty of the COVID-19 pandemic,

major challenges and immense pressure, Huber

continued to lead with purpose and make significant

contributions to our industries, communities,

workforces and the economy.

Best Managed Companies Award


EXCELLENCE


Mike Huber Awards 2020

As Huber’s highest form of employee recognition, the Mike Huber Awards honor

teams that demonstrate exemplary performance with respect to the Huber

Principles. The program observed its 10th anniversary during an unprecedented

year. As such, the Huber Management Council strongly encouraged project

submissions that reflected efforts to protect employee safety and/or maintain

business continuity amid the COVID-19 pandemic.

The 2020 program received 59 entries that showed how Huber people around the

world collaborate to make a significant, positive difference. One team was honored with a

gold-level award and three others tied for silver.

GOLD: Huber COVID-19 Incident Response Team Huber Corporate, CP Kelco, Huber Engineered Materials and Huber Engineered Woods

The cross-functional and global Huber Incident

Response Team for COVID-19 formed on January 22,

2020, and was guided by all four Huber Principles.

Taking a data-driven approach, the IRT collaborated

with leaders and locations to develop pandemic safety

protocols that kept manufacturing plants operational

and helped Huber avoid any significant spread of

COVID-19 at its locations.

Because of the swift implementation of enabling

technologies, about 1,000 employees were able to

productively work remotely and stay engaged with

each other, the Huber locations they support and

customers throughout the pandemic. The team led

the development of labor and pay practices to protect

employees financially, also providing flexibility to allow

employees to take care of their families. Frequent

communications demonstrated caring by keeping

employees well informed about safety protocols and

the Company’s response.

Representatives from the Gold-winning team were

invited to give a presentation on their efforts during

the Annual Shareholder meeting, demonstrating this

incident response program’s significance to the Huber

family members as well as the J.M. Huber Corporation

Board of Directors.

The global Huber IRT used various tools to keep employees safe, from a daily health screening to posters to sharing best practices.


SILVER: Virtual Experience: Leveraging Digital Marketing Capabilities to Reach Customers During COVID-19 CP Kelco

Given limitations on travel,

cancellations of tradeshows and

large-scale meetings, CP Kelco’s

global Marketing Communications

team quickly shifted promotional

efforts away from in-person

platforms. The team leveraged new in-house

technologies, social channels and a Virtual Experience

platform to reach existing customers and distributor

partners, increase awareness with targeted potential

customers and to keep these audiences engaged—

without putting employees or others risk.

This project demonstrated the Principles of

Excellence and Respect for People. Being agile

enabled CP Kelco to maintain consistent connectivity

with customers to provide up-to-date product

innovations, encourage open lines of communication,

provide updates on our response to COVID-19 and

maintain productive interactions despite not being

able to do so face-to-face.

SILVER: Early COVID-19 Actions Deliver Excellent Results Huber Engineered Materials

The early, quick and well-

coordinated effort of IT, Human

Resources, EHS&S and Operations

enabled HEM to maintain global

operations. Guided by all four

Huber Principles, these teams

collaborated to provide necessary support to enable

all HEM employees to work safely and flexibly.

Within two weeks, the IT team moved all HEM

functional activities to remote access. Leaders

used Zoom to increase communications with each

other and employees. The HR team developed pay

practices to isolate suspected illness from the general

site population and alleviate the stress of lost pay

within the employee ranks.

Despite declining end markets, HEM did not furlough

or lay off employees—production slowdowns were

instead used for training and continuous improvement

efforts. In addition to enhanced employee safety

protocols, the EHS&S and Operations teams

established procedures to manage hundreds of daily

shipments and third parties who were required to be

on site.

SILVER: The year of COVID-19: Charlotte Office and Innovation Center Huber Engineered Woods

The HEW leadership team worked

with the HMC, Huber IRT and HEW

site level IRTs, HR, EHS&S Team and

with various members from other

Huber portfolio businesses. In line

with all the Huber Principles, HEW

developed and implemented action plans to protect

employee wellbeing and maintain business continuity.

Increased communications and enhanced safety

protocols were implemented throughout the

organization. HEW and Huber Corporate distributed

pulse surveys to the operating sites and the Charlotte

office to assess employees’ comfort with Huber’s

pandemic protocols. HEW enabled flexibility by

accommodating individual circumstances related to

recognized health risk factors as well as childcare

considerations.

During this period, the Charlotte office also

completed a major remodeling effort that

dramatically improved the work environment.

EH&S SUSTAINABILITY

As one way to foster a strong Environment, Health, Safety & Sustainability (EHS&S) culture, Huber organizes

an internal award program for Outstanding EHS&S Performance. Each year, the top manufacturing sites are

recognized for demonstrating a strong commitment to achieving superior EHS&S results through continuous

learning and improvement.

HONOREES FOR THE 2020 PROGRAM:

Outstanding EHS&S Performance

CRYSTAL HILL, VIRGINIA

Approximately 160 employees at this Huber

Engineered Woods mill manufacture

AdvanTech® subflooring and ZIP System® roof and wall sheathing for residential buildings. They demonstrated EHS&S leadership

by incorporating TBL considerations in the development of both

small and large plant projects.

WULIAN, CHINA

Our largest Asian facility manufactures

key fermentation-derived ingredients for the global food,

beverage and energy industries. CP Kelco’s nearly 240 employees had a year of notable safety performance,

especially considering the presence of over

300 contractors during a large and complex expansion project.

QUINCY, ILLINOIS

About 180 employees at HEM’s facility in Quincy mine

and refine calcium carbonate for use in paints and coatings, carpet, adhesives,

nutritional applications and numerous

other consumer products. Quincy made remarkable

improvements in its safety performance and

culture in 2019 and built upon that

foundation in 2020.

MARBLEHEAD, ILLINOIS

One of the smallest sites in Huber

Engineered Materials, the approximately

30 employees at the Marblehead facility produce alumina

trihydrate for flame retardants and smoke

suppressants for use in plastic and rubber products. Demonstrating

significant EHS&S leadership, the plant began construction of Huber’s first-ever industrial scale solar

energy project.

LIMEIRA, BRAZIL

With more than 210 employees, CP Kelco’s

largest foodgums facility in South

America manufactures pectin, which is

derived from citrus fruit peel and used as a gelling agent,

viscosity builder and stabilizer in a variety

of food and beverage products. Limeira has a strong safety

culture, evidenced by the fact that the plant recorded zero process

safety management incidents, extending this performance for

nearly 10 years.


Provided support to their local communities through the

Huber Helps initiative. These efforts included

support for COVID-19

relief, as well as education and wellness

programs.

Maintained occupational safety, with zero high-energy incidents, as well as no process safety incidents.

Engaged employees to find site-specific ways to improve working conditions,

reduce energy and water use intensity compared to their 2017 baselines, and to produce less waste. At the end of 2020, 11 of Huber’s 21 sites (including four of those named “Outstanding”) achieved

waste diversion rates between 90-100%, which qualified them as Zero Waste-to-

Landfill facilities.

Based on their results and accomplishments, these sites clearly exemplify what it means to

achieve world-class EHS&S results. While each of the facilities achieved unique, site-specific

objectives, a few commonalities emerged:

By applying best practices in critical areas such as reducing Huber’s environmental footprint, reducing safety

risks, instilling a positive employee safety culture and establishing a Triple Bottom Line approach for capital

expenditures, these sites serve as models for world-class EHS&S performance to employees at Huber’s 21

production facilities around the world.



Reporting Platforms Overview

Huber utilizes the Supplier Ethical Data Exchange (Sedex) platform as a supplier to provide transparency to customers regarding our responsible, social and environmental manufacturing practices through self-assessments and SMETA (Sedex Mender Ethical Trade Audit) results. CP Kelco currently has six manufacturing sites registered with Sedex and Huber Engineered Materials has one. We currently use this platform to provide transparency to 39 Huber customers. Our buyers also use Sedex as a tool to gain insight into the responsible, social and environmental manufacturing practices of our own supply chain. Huber is currently connected to 65 active supply chain partners (91 manufacturing facilities) in the platform.

Using international sustainability standards covering 200+ industries and 160+ countries, the EcoVadis platform assesses an organization’s Environmental, Labor & Human Rights, Ethics and Sustainable Procurement practices. Huber is an active supplier on the platform. In February 2020, Huber received a Bronze rating from EcoVadis. Huber is continuing to look for ways to strengthen our supply chain sustainability and resiliency by using the EcoVadis platform.

For 10 years, Huber has reported to the CDP, a not-for-profit charity that runs the global disclosure system for investors, companies, cities, states and regions to manage their environmental impacts. In 2020, Huber was recognized as Management Level and achieved a “B” score for our Climate Change disclosure. Huber’s score exceeds the average performance of the chemical industry (“C”) and North American businesses as a whole (“D”). Huber received an “A” in Risk Management Processes, Emissions Reduction Initiatives and Governance.

These high scores from one of the gold standards of third-party environmental performance ratings signify that Huber is taking coordinated and appropriate action on climate issues.

At Huber, we believe that transparency builds trust and accountability, which contribute to driving real

improvement and change. Huber is committed to continuous improvement across all sustainability issues. By

being transparent about our sustainability efforts, we demonstrate that the organization takes appropriate

actions when assessing and responding to near- and long-term climate-related risks, showing our commitment

and resiliency to all of our stakeholders.


DIVERSITY, EQUITY &

INCLUSION

Workers from diverse groups employed in relation

to the whole organization*:

42.9%

Workers from diverse groups in top

executive positions*: (excluding boards of directors)

Directors from diverse groups* on the Huber Board

and Management Boards: (voting Directors only)

30.5% 35.3%

Women employed in relation to the whole

organization:

20.4%

Women in top executive positions:

(excluding boards of directors)

Women on the Huber Board of Directors and Management Boards:

(voting Directors only)

23.6% 14.7%

ESG-Related Metrics

CLIMATE & WATER

2020 total Energy consumption

5,368,743 megawatt-hours

2020 total Water consumption

10,465,595 cubic meters

(2,765 million gallons)

2020 Scope 1 emissions (direct greenhouse gas emissions from our

manufacturing processes)

745,879 metric tons

2020 Scope 2 emissions (indirect greenhouse gas emissions associated with purchased energy)

410,663 metric tons

Huber is committed to transparency in reporting. These metrics are related to our

2020 production processes, including our demographic representation within various

levels of the Company, energy and water usage, and waste disposition.

*We focus on diversity as a whole, not only US minority status, as race/ethnic information is not necessarily recorded internationally. These metrics consider diversity as US minorities plus women worldwide (minority women are only counted once).

2020 AT A GLANCE

CIRCULARITY

NON-HAZARDOUS WASTE

HAZARDOUS WASTE

64% Byproduct/reuse 345,669 Metric tons

23% Waste-to-energy 126,480 Metric tons

1,202 Metric tons

9% Landfilled 47,323 Metric tons

4% Recycled 19,687 Metric tons

CLIMATE AND WATER STRATEGY CIRCULARITY

52 | 2020 LIVING BY THE HUBER PRINCIPLES ANNUAL REPORT © 2021 J.M. HUBER CORPORATION52 | 2020 LIVING BY THE HUBER PRINCIPLES ANNUAL REPORT © 2021 J.M. HUBER CORPORATION

J.M. Huber Corporation Atlanta, Georgia, US — Corporate Office

Edison, New Jersey, US — Global Headquarters

Dublin, Ireland — JMH Finance Corporation

CP KelcoAtlanta, Georgia, US — Global Headquarters, Global Innovation Center, Regional Application Lab

AMERICAS

Buenos Aires, Argentina — Office

Houston, Texas, US — Kelco Oil Field Group, Global Oilfield Application Lab

Limeira, São Paulo, Brazil — Manufacturing (Pectin), Customer Service, Regional Application Lab, Global Innovation Center

Matão, São Paulo, Brazil — Manufacturing (Citrus Fiber), Citrus Peel Processing (Pectin, Citrus Fiber)

Mexico City, Mexico — Office

Okmulgee, Oklahoma, US — Manufacturing (Xanthan Gum, Gellan Gum)

San Diego, California, US — Manufacturing (Xanthan Gum, Gellan Gum, Fermentation Derived Cellulose), Global Innovation Center (Process R&D)

EUROPE, MIDDLE EAST AND AFRICA

Aberdeen, Scotland, UK — Kelco Oil Field Group

Dubai, United Arab Emirates — Sales, Customer Support, Regional Application Lab

Genk, Belgium — Sales

Grossenbrode, Germany — Manufacturing (Pectin), Customer Support

Leatherhead, Surrey, UK — Customer Support, Sales

Lille Skensved, Denmark — Manufacturing (Pectin, Carrageenan, Refined LBG), Customer Service, Global Innovation Center, Regional Application Lab

Moscow, Russia — Sales

Nijmegen, The Netherlands — Office

Paris, Levallois-Perret, France — EMEA Region Headquarters, Customer Support

Poznan, Poland — Sales

Zanzibar, Tanzania — Seaweed Procurement

ASIA PACIFIC

Mumbai, India — Sales, Customer Service Technology/Regional Application Lab

Seoul, Korea — Sales

Shanghai, China — Asia Pacific Region Headquarters, Customer Service Technology/Regional Application Lab

Singapore — Sales, Customer Service, Regional Applications Lab

Tokyo, Japan — Sales, Customer Service

Wulian, Shandong, China — Manufacturing (Xanthan Gum, Diutan Gum, Gellan Gum)

Huber Engineered MaterialsAtlanta, Georgia, US — Global Headquarters

AMERICAS

Bauxite, Arkansas, US — Manufacturing (Huber Specialty Hydrates)

Fairmount, Georgia, US — Manufacturing and Technical Center (Fire Retardant Additives, FRA)

Hanover, Pennsylvania, US — Manufacturing, Sales (Specialty Agricultural Solutions, SAS)

Kennesaw, Georgia, US — Manufacturing (FRA)

La Mirada, California — Manufacturing (Ground Calcium Carbonate, GCC)

Marble Falls, Texas, US — Manufacturing (GCC)

Marble Hill, Georgia, US — Manufacturing (GCC)

Marblehead, Illinois, US — Manufacturing (FRA)

Quincy, Illinois, US — Manufacturing (GCC)

EUROPE

Bergheim, Germany — Manufacturing (FRA)

ASIA PACIFIC

Qingdao, Shandong, China — Office (FRA)

Shanghai, China — Office

Huber Engineered WoodsCharlotte, North Carolina, US — Headquarters

Broken Bow, Oklahoma, US — Manufacturing

Commerce, Georgia, US — Manufacturing, Innovation Center

Crystal Hill, Virginia, US — Manufacturing

Easton, Maine, US — Manufacturing

Spring City, Tennessee, US — Manufacturing

Huber Resources CorpOld Town, Maine, US — Headquarters

Huber Operations Around the World

Documents

OUR SUSTAINABILITY JOURNEY CONTINUES