P. 1

November 13, 2013

Q3 2013:

• Financial Results

• ICL’s Strategy

Mr. Stefan Borgas

President & CEO

P. 2

Important Legal Notes

The information delivered or to be delivered to you does not constitute an offer or a recommendation to do any transaction in Israel Chemicals Ltd. (ICL) securities. Although our shares may be bought and sold on the Tel Aviv Stock Exchange (TASE) at any trading time, they do not trade out of Israel - neither in the United States, nor EU ,nor elsewhere and this presentation does not constitute an offer or investment advice to any US or other person at this time. If we ever do so, our offer will only be made by a prospectus or a registration statement conforming with all requirements of U.S., EU or any other applicable law. Certain statements in this presentation and other oral and written statements made by ICL from time to time, are forward-looking statements, including, but not limited to, those that discuss strategies, goals, outlook or other non-historical matters; or project revenues, income, returns or other financial measures. These forward-looking statements are subject to risks and uncertainties that may cause actual results to differ materially from those contained in the statements, including, among others, the following: (a) Crisis in financial markets;(b) War or terror operations;(c) Impacts on sales of fertilizers (product prices, government policies and weather); (d) Subjection to legislative and licensing restrictions;(e) Exposure relating to environmental protection and safety;(f) Third party liability and product liability; (g) Volatility in the markets that affects the demand for some of the products; (h) Concessions and permits; (i) Natural disasters; (j) Water level in Pond 150 in Dead Sea;(k) Dependence on seaports, transportation and loading in Israel. We caution you that the above list of important factors is not comprehensive. We refer you to filings that we have made and shall make with the TASE. They may discuss new or different factors that may cause actual results to differ materially from this information. All information included in this document speaks only as of the date on which they are made, and we do not undertake any obligation to update such information afterwards. Some of the market and industry information is based on independent industry publications or other publicly available information, while other information is based on internal studies. Although we believe that these independent sources and our internal data are reliable as of their respective dates, the information contained in them has not been independently verified and we can not assure you as to the accuracy or completeness of this information. Readers and viewers are cautioned to consider these risks and uncertainties and to not place undue reliance on such information.

P. 3

Overview – Challenging Environment Impacted Results

9M 2013 compared to 9M 2012: sales down 6.4% to $4.8bn, operating income down

28.2% to $978M, net income down 36% to $699M

Q3 2013: $1.4bn sales, $222M operating income, $196M adjusted net income*

FERTILIZERS: negatively affected by changes in the potash market and price erosion in

phosphates

INDUSTRIAL PRODUCTS: ongoing weak flame retardants business, good demand for

other bromine applications. Short term events negatively affected clear brine fluids sales

PERFORMANCE PRODUCTS: broad business portfolio in a stable economic

environment led to improved results

*Net income is adjusted to non-recurring tax expenses of $107 million due to the release of the trapped profits and of $11 million due

to the update of the deferred taxes stemming from an increase of the corporate tax rate to 26.5%.

P. 4

Outlook

FERTILIZERS:

Recovery of potash volume continues

Prices stabilizing at lower levels

Continued pressure on profitability of phosphates

INDUSTRIAL PRODUCTS:

Continuing weak demand in flame retardants’ end markets

Solid demand for all other applications

Signs of price recovery

PERFORMANCE PRODUCTS:

General business remains stable

Prices continue to be stable

P. 5

Business Environment

&

ICL Strategy

P. 6

“Next Step Forward”: Moving the Company from

Product-Focus to Market-Focus

Our Vision: to be a leading global specialty minerals company, fulfilling

humanity’s essential needs in agriculture, food & engineered materials

▪ Representing ~90% of our activities

▪ Offering multiple attractive profitable

growth opportunities

▪ Improves ICL’s business balance

▪ Strengthen ICL distinctive

competitive capabilities

▪ Supported by strong underlying

mega-trends (agriculture boost,

continuous increase of the middle

class, quest for scarce mineral

reserves, concern for the

environment)

Rationale

Food Agriculture

Engineered

Materials

Our core end-markets

~55% ICL

~8%

~29%

% of total ICL revenues for 9M 2013 ~x

P. 7

ICL Strategy – Our Path to Success

Efficiency: operational excellence &

efficiency improvements:

ACE Projects: Procurement, Energy, CAPEX, Pricing, R&D

Key Value Drivers: Mineral cost efficiency

Growth: developing the business in the

agriculture, food & engineered materials

markets, potential major external steps

Enablers: One ICL – great people in an

empowering environment

Process & system harmonization (one ERP system)

Internal & external process, products & application

innovation

Public support, advocacy & regulatory excellence

P. 8

Operational Excellence & Efficiency Improvements:

Expected Impact of Few Hundreds of Millions of $ by 2016

▪ Simplification and

interfaces

▪ New ways of working

▪ Best practices

exchange

▪ Skill building

▪ Specific investment

projects (e.g., potash,

phosphate)

Sources of

Improvement Procurement

Energy

CAPEX

R&D

Pricing

Overall

Initiative:

2016 EBITDA impact (run-rate)

USD millions/year

Mineral cost

efficiency

P. 9

Uncertainty Reflected in Fertilizers Prices

Sources: Fertilizer Week and Fertecon (November 2013)

Potash Prices (2011-2013) Phosphate Prices (2011-2013)

TSP N. Africa DAP US Gulf FOB Vancouver

US$/t spot

200.00

250.00

300.00

350.00

400.00

450.00

500.00

550.00

600.00

650.00

700.00

320.00

370.00

420.00

470.00

520.00

570.00

620.00

670.00

Agriculture

US$/t spot, Standard grade KCI

P. 10

Improving Competitive Position in Potash

400 300

Potash cash cost curve - FOB

Effective capacity

ICL -

ISR*

ICL - UK

Agriculture

*About 2/3 of ICL's effective capacity

Sources: CRU, ICL estimates

ICL - SPAIN

P. 11

Iberpotash (Spain) – single production site based on a high-grade mine

From 2 mines and 2 plants to 1 mine and 1 plant with similar capacity

In addition: 0.75M tons/yr vacuum salt

Phase 2: Increasing MOP annual output to 1.1M tons; increasing

vacuum salt annual capacity to 1.5M tons

Upgrading Cleveland Potash (England):

Improved capacity utilization to double production within a few years.

Already good signs of improvement in 2013

Extend mining area to provide reserves for the next 40 years

First company in the world to produce and market polyhalite

Dead Sea Works – improving potash costs:

Increasing annual production capacity of the potash processing plants

Environmentally friendly power plant

Infrastructure projects: pond no.5 dike solidification, new pumping

station, salt dredging project

Tight supervision over production costs

Transforming ICL’s Potash Operations

A new multinutrient sulphate fertiliser

from Cleveland Potash Ltd

Agriculture

P. 12

Improving Competitive Position in Phosphate

Agriculture

Average price

Phosphate Cost Curve (Model)

•ICL’s phosphate businesses are

located within sectors 2 & 3

The weakness in the phosphate market combined with Rotem’s limited competitiveness

require a significant efficiency plan: COST reduction, SCALE increase, TECHNOLOGY

improvement

Cost reduction: postponement and cancellations of investments, contractors’ costs cuts,

salary and labor reduction

Barir field development – essential for scale increase and technology improvement

P. 13

Agriculture: Main Strategic Actions

Potash – Strategic actions

Continue to leverage synergies across portfolio

& maintain market share

Assess several new competitive reserves globally and

capacity options in Spain and in Israel

Ability to handle industry’s uncertainty

Phosphate – Strategic actions

Growth: pursue additional sources

Restructuring & cost reduction: shape a more flexible and

profitable portfolio

Investigate reserve expansion in Israel – local regulatory

approval essential for future activity

Expand end to end activities in emerging markets

Agriculture

P. 14

Phosphates: At the Core of Our Agriculture,

Food and Engineered Materials Activities

Phosphate

rock

Phosphoric

acid

Fertilizers

Food salts Specialty

Fertilizers

White

Phosphoric

acid

Technical

salts

P4

Phosphorous

Flame

Retardants

Additives

Agriculture

Food

Engineered Materials

Expand the phosphate end-to-end business model across all

relevant geographies thereby maintaining global leadership

Agriculture

P. 15

Agriculture: Investigating Options to Strengthen

Specialty Fertilizers

Strategic actions

Focus on improving our core technologies and expand

product portfolio in:

Liquids fertilizers

Advanced coated fertilizers

Soluble specialty fertilizers

Expand into attractive geographies

Strengthen position into specialty agriculture market

Liquid fertilizers Soluble specialty fertilizers Advanced coated fertilizers

Agriculture

P. 16

Bromine: Industrial Demand Partially Offsets

Weakness in Electronics Business Book-to-Bill Ratio for the North American PCB

1,500

2,000

2,500

3,000

3,500

4,000

4,500

WW Rig Count

Engineered

Materials

Weakness in PC demand expected to

continue:

IDC* expects a 10% decrease in global

PC sales in 2013

Gartner & IDC expect further decline in

2014

Single digit modest growth expected

from 2015, due to growth in emerging

markets

* International Data Corporation Source: Baker Hughes

P. 17

Phosphates & other ingredients for industrial applications

Defend leadership

Leverage innovative technical phosphate application portfolio and

leadership in top applications

Secure access to competitive P4 & improve cost position in phosphates

Engineered Materials: Main Strategic Actions

Bromine

Grow the pie – continue to drive market growth & expansion

Innovation:

New products and applications

Substitutes

Position ICL as a leader in flame retardants across technologies

Open innovation

Advocacy

Collaborate with global regulators to improve green legislation and fire

safety standards mainly in emerging markets

Engineered

Materials

P. 18

Food: Expand from Phosphate Ingredients to

Growth in Texture and Stability Integrated Solutions

Food

Our strengths

Strong technology platform &

know-how provides preferred

solutions for customers

Offer distinctive texture and

stability solutions

Strategic actions

Expand applications development

and commercial footprint in

emerging markets

Enhance technology platform for

texture and stability solutions

Assess M&A options to expand

ingredients portfolio in a targeted

manner

P. 19

Texture & Stability - Example

Made without functional ingredients

No emulsification

Made with sodium phosphate and BEKAPLUS Q3B

(cellulose and guar gums)

Smooth and creamy texture

Secondary

benefits Strategic focus

Appearance

Shelf life

Nutrition

Flavor

Texture

Stability Develops and retains shape and

texture

Mouth feel, succulence,

tenderness

Food

P. 20

Our High-Level Financial Aspirations

Grow faster than the market

Maintain profitability*

CAPEX for infrastructure is expected to be replaced by

CAPEX for growth over time

Maintain implied international investment grade level

Secondary listing on the New York Stock Exchange to build

flexibility for possible transactions and to provide better

access to global capital markets.

Depending on project execution and market conditions:

The dividend policy will remain up to 70%

Share repurchase or one time dividend up to $500M

under review

* Maintaining H1 2013 profitability assuming same market conditions

P. 21

Mr. Avi Doitchman

Executive VP, CFO & Strategy

Financial

Results

P. 22

9M 13 9M 12 $ millions

Gross profit

Gross margin

1,833

38.8%

2,210

42.8%

Operating income

Operating margin

978

20.1%

1,363

26.4%

Sales (CIF) 4,855 5,168

% change

(17.1%)

(28.2%)

(6.4)%

9M 2013 Compared to 9M 2012

Net income

to the Company’s shareholders

699 1,092 (36.0%)

Adjusted Net income

817 1,092 (25.2%)

P. 23

Q3 12 $ millions

Gross profit

Gross margin

772

43.8%

Operating income

Operating margin

483

27.4%

Sales (CIF) 1,762

% change Vs. Q3 12

(34.5)%

(54)%

(18)%

Net income

to the Company’s shareholders

395 (80.3)%

Q3 13

506

35%

222

15.4%

1,445

78

% change VS. Q2 13

(29.5)%

(43.5)%

(18.4)%

(75.3)%

Q2 13

1,770

718

40.6%

393

22.2%

316

Q3 ‘13 Compared to Q3 ‘12 & Q2 ‘13

Adjusted Net income

196 395 (50.4)% 316 (38)%

P. 24

Sales Operating Profit

Q3 2013: Bridge Analysis

1,762 1,445

124 224 31

483

222

119

134 30 22

P. 25

Sheshinski Committee: ICL’s Preliminary Position

International potash-related GT

average - 29%. ICL Dead Sea 2014-

2030 GT - 45%; 55% including

dividends*.

The GT from ICL’s Dead Sea

profit has already surpassed the

appropriate level.

ICL’s agreements with the

government are binding and

prevent the government from

unilaterally increasing GT levels.

Any unilateral move to increase the

GT will also constitute a wrongful

injury to property, violation of

international treaties and a violation

of customary international law.

* Howard Rosen, CPA, FTI Consulting

ICL’s position confirmed by international and national leading experts

P. 26

Results by Segment

P. 27

Potash48%

Phosphates & Fertilizers

%

ICL Industrial Products

11%

ICL Performance Products

%

Potash23%

Phosphates & Fertilizers

26%ICL Industrial

Products20%

ICL Performance Products

29%

Other2%

Q3 2013 Operating Income

$222 million

Sales and Operating Income by Segment

Q3 2013 Sales*

$1,445 million

* Sales to external customers only

P. 28

Sales Operating Profit

Q3 2013: Fertilizers Bridge Analysis

367

135

114

124 8 14

1063 780

119 204 22 18

P. 29

Sales Operating Profit

Q3 2013: Industrial Products Bridge Analysis

339 301

28

12 2

52 27

14

12 1

P. 30

Sales Operating Profit

Q 201 : Performance Products Bridge Analysis

414 436

8 3 11

60 73

17 6 10

P. 31

Financial Overview

P. 32

10.9% 8.1% 10.4% 10.5%

22.4%31.2%

23.2%

31.4%

94.5%

29.5%

38.0%

53.1%

40.4%

29.4%

5.5% 4.2% 5.5% 5.3%9.6%

14.4% 12.9%19.1%

52.0%

19.4% 21.4%

33.5%25.8%

18.2%

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013*

Lower Yet Strong Returns

ROIC

ROE

ROE (Return on equity) = net income / shareholders' equity, average

ROIC (Return on invested capital ) = (operating income ×(1-0.20)) / ((trade receivables + inventory – trade payables) + PP&E, net), average

•LTM, after elimination of the tax effect in respect of release of trapped earnings in the amount of about NIS 377 million (about $107 million) and

update of the deferred taxes stemming from increase of the Companies Tax rate.

2000-2006 figures are based on Israeli GAAP, 2007-2013 are based on IFRS

Data for 2012-2013 reflect the application of 2 new IFRS accounting standards

P. 33

$ millions

Q3 Cash Flow Delivery

* 2006 figures are based on Israeli GAAP, 2007-2013 are based on IFRS

2006 2007 2008 2009 2010 2011 2012 2013

75 91 206 239 220 142 321 19291 177461 400 521

284376

425119

147

717

242370

499

716394

Q3Q2Q1

1,414

925

1,111

881

1,384

415 285

1,011

P. 34

Release of “trapped” profits in the amount of $1.1B:

To provide better flexibility in future investments.

One-time tax payment of NIS 380M (~$107M)

Successful international debt private placement in the amount of

$275M

Includes notes maturing over a period of 7-12 years paying

interest at LIBOR + 2.3%

Latest Financial Developments

P. 35

• Calculated according to market capitalization based on average share price adjusted for dividends. Dividends attributed to profits of that year.

Year Dividend Yield*

2001 4.0%

2002 4.8%

2003 4.5%

2004 4.5%

2005 3.6%

2006 6.4%

2007 3.5%

2008 5.9%

2009 3.9%

2010 7.0%

2011 5.9%

2012 6.4%

Dividend policy:

Up to 70% of net income in quarterly payments

More than a Decade of High Dividend Yields

2013 Dividend Payments

Q1: $213 million announced on May 13, 2013

Q : $221 million announced on August 7, 2013

Q3: $54.5 million announced on November 13, 2013

P. 36

(average Q3 13 compared to average Q3 12)

Change

-10.2% Appreciation of the NIS against the Dollar

6.1%

Appreciation of the EURO against the Dollar

(average for the period)

LIBOR Dollar interest rate (3 months) 0.3% vs. 0.4% last yr

54.5% Increase in Bulk Dry Freight Index (BDI)

Macroeconomic and Industry Parameters

Which Affected Q 2013 Results

P. 37

(average 1-9 13 compared to average 1-9 12)

Change

-5.8% Appreciation of the NIS against the Dollar

2.9%

Appreciation of the EURO against the Dollar

(average for the period)

LIBOR Dollar interest rate (3 months) 0.3% vs. 0.5% last yr

8.7% Increase in Bulk Dry Freight Index (BDI)

Macroeconomic and Industry Parameters

Which Affected 1- 2013 Results

P. 38

Thank You

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