1. 1
Final Report
on
A Materiality Assessment of the
Agriculture Industry Sector
Prepared for
MOMENTIVE
By:
Sam Hollyer
Elizabeth Greenslade
Ryan Wampler
April 20, 2014
Prepared in fulfilment of course requirements at The Ohio State University for the major
Environment, Economy, Development and Sustainability

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Table of Contents
Cover page…………………………………………………………………………………...........1
Table of contents……………………………………………………………………………….…2
Executive summary………………………………………………………………………………..3
Component A summary…………………………………………………………………………...4
Component B summary…………………………………………………………………………...6
Maturity map……………………………………………………………………………………...6
Materiality Matrix…………………………………………………………………………………8
Component C…………………………………………………………………………………….10
Sources……..…………………………………………………………………………………….15

3. 3
Executive Summary
In this report, topics regarding the Agrochemical Market Segment were examined and
analyzed. Through three steps, or components, the research team was able to formulate a
comprehensive report assessing current market leaders and laggards, as well as some strengths
and weakness within the Agrochemical Market Segment. From the results of the research,
recommendations were made that are intended to aid Momentive in regards to increasing their
sustainability report and actions.
In Component A, the market segment was analyzed through the trends, challenges,
stakeholders and other relevant topics. This was done with primary intention of being able to
correctly understand and interpret the nature of the Agrochemical market. Component B dealt
with assessing the materiality and maturity of nearly 15 companies, using reputable resources.
From the data that was collected, a materiality and maturity map was developed to target the
topics covered in Component C. The final component dealt with assessing the materiality and
maturity maps and then formulating a strategic analysis of the Agrochemical Market Segment.
From there the research team made a few recommendations that Momentive could take in order
to increase their sustainability report, their actions, and strengthen their relationships with not
only their clients, but as well as the global community.
Resulting from the research and the developed materiality and maturity maps, trust and
reputation and water scarcity were among the leading factors important to Momentive’s, and
their competitors’, business plan. So proposing recommendations for these categories, it was
imperative to understand actions Momentive has currently taken that they could improve upon.
For example, the global research and development center in India would be a significant starting
place to start a partnership with The Institute of Rural Research and Development (IRRAD).
Partnered with IRRAD, Momentive would be able to increase their trust and reputation in this
region, and globally through resource management, capacity building, governance, advocacy,
rural research and water management.
However, the issue of water scarcity is an extremely complex issue when assessing its
main attributes in regards to the Agrochemical Market Segment. With rapid population growths,
increasing food demands, and global water shortages, it is imperative that companies such as
Momentive take actions that not only benefit their stakeholders, but benefit the global
community. This will ensure prosperity, trust and increased reputation for Momentive, by
providing its consumers and partners an example to follow and respect.

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Summary of Component A:
In this beginning stage of the project, we provided an overview of the market segment.
This includes tends, defining challenges, relevant stakeholders, and more. In order to improve
sustainability internally, it is essential to understand the nature of the market.
There are several observable trends defining the agriculture industry. A growing world
population in a world with finite resources drives all trends, in one form or another. These
factors have put pressure on the food production system, including agrochemical suppliers.
These trends can be expected to define the industry in coming years and should be considered
when making long-term business decisions. Our observed trends are listed and explained in the
figure below:
Figure 1
Growing demand for
fertilizers
As the world population continues to grow and rising affluence in
the developing world drives demand for a meat based diet, the
overall demand for crops, feed stock, and fertilizers continues to
increase
Increasing investment
in new technology
The industry is becoming increasingly defined by new technology.
GMO, for example, has drastically changed industrialized
agriculture. These innovations are coming from the need for more
efficient and effective food production to satisfy growing demands.
Pest and nutrient
management systems
Methods such as selective application and tile drainage systems are
becoming increasingly popular as producers aim to minimize
chemical inputs, maximize production, and reduce nutrient run off.
These are the 4Rs of nutrient management.
New and emerging
markets
While the developed world remains fairly stagnant, demand for
agriculture chemicals is increasing in the developing world. Asia,
South America, and North Africa are all becoming relevant markets.
Increasing public and
regulatory pressure
Public concerns about food safety and environmental impact are
creating pressure on producers and consumers of agriculture
chemicals. The EPA and other interest groups are pushing for
stricter and more responsible management of fertilizers.
Defining Challenges
The trends listed above go hand in hand with several challenges facing the agriculture industry.
These challenges will undoubtedly have an adverse effect on agriculture chemical suppliers.
The most relevant to chemical companies may be the effects on ecosystems as a result of
agriculture. Agriculture is the most land intensive activity that humans partake in. This leaves
vast amounts of space with very little biodiversity and minimizes the amount of natural habit
available to wildlife. There is a pressure on chemical companies to increase the efficiency of land
through innovation as well as minimize the negative impacts on local ecosystems. A key issue
facing chemical companies is the over application of fertilizers which leads to algae blooms and
large dead zones in waterways.

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Growing public concerns surrounding the quality and safety of food will certainly effect
demand. People are watching agriculture chemical companies closer than ever before. The rapid
increase in popularity of organic and non-GMO food reflects these increased concerns regarding
chemicals such as pesticides. Companies must be extra cautious in producing safe chemicals to
ensure they will not generate bad press and must become experts and managing consumer
concerns.
Another defining challenge is that of land and water scarcity. According to the UN, 70%
of the water in the water shed is diverted to agriculture. However, with an increasing population
depending on this scare resource, chemical companies in in position to fill demand for products
that reduce both the amount of water and land required to produce crops.
There are many other issues facing agriculture that might affect the chemical industry so
directly. Immigration reform is a hot button issue related to the agriculture work force.
Additionally, an aging workforce leaves big shoes to fill, shoes that may be more likely filled by
efficient production methods than young farmers. The political climate will always surely affect
the agriculture industry. Continued debate over the farm bill could lead to changes relevant to
chemical companies in the form of subsidies, banned chemicals and practices, or changes in
policy. New and changing international trade agreements could open, or close off, developing
markets from US chemical producers. These are just some of the issues that may adversely
affect agriculture chemical producers in coming years.
Stakeholders
Lastly, it is essential to acknowledge the various stakeholders shaping the industry.
Chemical companies must pay attention to the demand of their primary customers, the food
producers. Additionally, chemical companies should be placing an increased awareness on their
secondary customers, the food consumers, to manage and reputation. Regulatory stakeholders
include the EPA, FDA, the ECHA in Europe, and governments of the emerging markets in which
companies trying to enter. The key trade groups promoting the chemical industry right now are
the American Chemistry Council and International Council of Chemistry Associates.
Additionally, there are many groups considered a part of the American Farm Lobby which
promote American agriculture at large. Another significant group worth mentioning is the UN
Food and Agriculture Organization which aims to achieve food security. The highly politicized
agriculture industry has numerous institutions influencing the market segment.

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Component B
Assessing materiality and maturity requires trustworthy sources. The primary source for
our information came directly from sustainability reports of the companies in the segment.
Companies involved in the Global Reporting Initiative were giving greater credibility than
companies that simply had sustainability pages. Though the presence of a sustainability page is a
good sign of engagement, absence of reporting necessitates an increased focus on other reputable
3rd party sources. Our group divided up the companies to study and quantify individually. We
then met up and discussed the relative grading of each company with each other and adjusted our
scores. At that point, we were ready to analyze the materiality and maturity of our segment.
Maturity
Below is the finalized maturity map we generated.
Figure 2
Among all companies analyzed, there were some clear trends. Consistent low points
include composting/organics and fleet efficiency. We believe there is minimal discussion and
low importance placed on composting and organics, because the nature of organic food is that it
does not allow for the use of many of the traditional agriculture chemicals sold by these

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companies. Additionally, we were hard pressed to come up with waste outputs from chemical
production that could be successfully composed. Fleet emissions is a bit more surprising since
transportation often adds a significant costs to low value to weight products such as nitrates,
potash, and other high-volume agriculture products. However, since these companies often use a
diversity of shippers, it may be hard for these companies to quantity and control fleet emissions
making them less likely to emphasize fleet emissions.
High points for companies analyzed include strategy & analysis, governance, and
customer focus. These three points make sense as the highest scoring categories, as they are
essential business functions. A business strategy is essential from even the burgeoning stages of
establishing a company and analysis of both the market and operations of the company is a
valuable activity. As companies expand, a need for a structured and clear governance system is
essential for reaching and implementing business decisions. Customer focus is also an
unsurprising high point among companies, as customers are the life blood of commerce and their
demand drives business decisions. In summation, Strategy & analysis, governance, and customer
focus were the 3 highest-ranking topics in terms of maturity.
From the maturity map, we can see which companies excel in different areas. Over all,
the maturity leaders are BASF, Chemtura, Dow AgroScience, and Bayer Crop Science. These
companies displayed clear understanding of the issues related to sustainability and had a greater
degree of conversation regarding the topics considered. Many of these leaders participate in the
global reporting incentive and have comprehensive sustainability pages and programs. Whereas
several of the middle ground companies had a degree of green washing, these companies place
value on these different dimensions and invest in new programs and technologies to improve
their operations.
Laggards for maturity include Helena, Agriliance, and Novogro South America. In a
way, these companies could be called laggards by default. There was next to no conversation
about related sustainability issues and no clear commitment to improving operations in regards to
these dimensions. For example, Helena had no sustainability report, several EPA infractions,
and an overall flippant attitude to things such as water pollution (as a producer of nitrate
fertilizers with multiple infractions related to water pollution). Novogro S.A. was difficult to
gather information on, as their website is in Spanish and no sustainability report could be found.
This is a similar case to Agriliance, which had next to no information available. In this way,
Novogro S.A. and Agriliance were laggards by default due to the absence of information.
Over all, there is a trend in the market: companies are moving to increased engagement
and materiality. The largest, and often most engaged, companies appear to be thriving.
However, particularly with domestic US firms, there is still a wide range of engagement. Larger
companies such as Dow may be making great strides in the agrochemical industry, but other
companies continue to remain unengaged on related sustainability issues. We believe this is in
part to the size of the US agriculture market. As such a large market, these companies continue
to have a healthy amount of business even though customers are largely putting an increased
value on sustainability. There is still a large portion of customers that do not value sustainability
enough to switch suppliers. In this way, companies that remain unengaged are slowly being
pushed into a corner as the market gradually puts increased value on sustainable agriculture input

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chemicals. Another observation we made is that European chemical companies appeared to be
more mature than North American companies. Though engagement existed in both groups,
European companies remain in the middle to high range while North American Companies were
across the board. Whether this is a product of culture, geography, regulation, or a multitude of
factors, we are in no place to conclude. However, we believe that Momentive should borrow
some ideas from these European leader companies to improve overall maturity. The current
market is clearly moving towards sustainability and Momentive will benefit from following this
trend.
Materiality
Figure 3
Consistent low points for all of the companies analyzed include 1) Resource and
Commodity Scarcity 2) Renewable and Bio Based Materials and 3) Emerging and developing
markets. Typically, resource and commodity scarcity did not go beyond minimizing water
consumption. Renewable Bio-Based Materials were scarce among even the leanest of
companies. The only company that had a particularly impressive program was BASF who just
this last year introduced something called the Mass Balance Method, which essentially lets the
consumer choose bio based materials over fossil fuel inputs for many chemicals. Emerging and

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Developing Markets was an odd category as there was a lot of disparity among companies.
Some companies were purely domestic, resulting in low scores. However, the larger
international firms have had great success in these rapidly growing markets. Over all, these were
the average low scoring dimensions.
Some of the high points include Trust and Reputation as well as Sustainable Agriculture.
Trust and reputation was somewhat surprising to us. The chemical industry frequently gets a lot
of flak, and since people are very concerned about the safety of their food, we were expecting
distrust. However, only a couple of the companies consistently came up with negative blogs and
news articles while the others scored fairly well. Sustainable Agriculture was among the high
scoring dimensions due to the nature of the products. Though a highly debatable topic,
agrochemical products are being promoted in a way that is conducive to sustainability. For
example, many of our nutrient suppliers are now reaching out with customer education to teach
selective application-a perfect example of how a product can become sustainable simply by
proper use. Additionally, many of these products increase crop efficiency and reduce land and
water needed to produce the same amount of food otherwise. Overall, these companies ranked
well in these two categories.
Materiality leaders and laggards were in line with what was seen in the maturity map.
Dow, BASF, Bayer CropScience, and Chemtura lead while Helena, Novogro and Agriliance lag
behind. Where does Momentive fit into all of this? Areas where Momentive excels include
Security, Emerging Markets, and Renewable Bio-Based Materials. Areas where Momentive can
improve include Climate Change and Sustainable Agriculture. There are many ways that
Momentive can improve their performance in regards to these categories, such as development of
new technology, participation in human-benefit programs, or simply funding the right project.
For example, Bayer CropScience has sought to make cotton industry more sustainable by
funding heavy research and developing an industry wide sustainability report, complete with
concise outlines for how to improve production and processing, as well developed new varieties
of cotton for a diversity of environments. There are many avenues that Momentive could take to
improve performance in these areas.

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Component C: Strategic Analysis of the Agrochemical Market Segment
Institute of Rural Researchand Development
In order to compete within the agricultural market segment, our group would like to
suggest a strategy that will focus on advancing Momentive’s position in the trust and reputation
category of the materiality matrix, as well as the emerging markets category. We would suggest
that Momentive form a corporate partnership with the Institute of Rural Research and
Development (IRRAD), which is an initiative of the S.M. Sehgal Foundation.
The S.M. Sehgal Foundation has been registered as a trust since 1999, and focuses on
advancing the welfare of populations in rural India. IRRAD helps accomplish this goal by
focusing on the communities’ natural resource management, rural governance, agricultural
income enhancement, and rural research. IRRAD conducts research and testing in order to
develop models focusing on these categories that can be easily replicated in various
communities. The institute also helps to implement these models in rural Indian communities
through training and community-oriented events. IRRAD sums up their goals with the statement
“We believe that villagers must be skilled and empowered to secure basic needs and seize
opportunities for continuous improvement of their wellbeing (“Institute of Rural Research”).”
If Momentive was to form a corporate partnership with IRRAD, they would not be the
only ones. IRRAD collaborates with corporations, academic research partners, nonprofit
institutions, government organizations, conservation partners, and multinational organizations.
The institute’s corporate partners include other chemical companies such as Mosaic, KMG
Foundation, and K + S Kali. Mosaic is a chemical company, which was included in our maturity
map and materiality matrix. IRRAD describes their collaborations as “strategic partnerships to
build strong synergies that can help make a greater impact in the lives of rural people
(“Partners”).”
Trust & Reputation
Trust and reputation is shown on our materiality matrix to be an integral part of the way
Momentive does business, and also a focus of its competitors. Investing in the growing and
developing country of India will foster trust and reputation in the region. The work of The
Institute of Rural Research and Development (IRRAD) in rural India is well established and
already well recognized. IRRAD has received a wide array of awards for their various projects in
India, including first prize in FICCI’s Water Awards, a spot on the Rockefeller Foundation’s list
of top 100 innovations, a finalist position for the Excellence in Information Integrity award, and
the Jal Star Award for saving and conserving groundwater (“Awards”). The strategy of investing
in rural India through a partnership with IRRAD is supported by the importance of India to the
growth of Momentive.
In November of 2012, Momentive opened a new global research and development center
in Bangalore, India. The new facility also serves as the business headquarters for the region. In
addition to the Bangalore facility, Momentive also has a manufacturing operation in Chennai. In

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a press release announcing the new Bangalore facility, John Danolph, Momentive’s President of
the Silicones and Quartz Division, describes just how important India is to Momentive’s future.
Mr. Danolph is quoted as saying “the IMEA region represents one of the fastest-growing regions
for Momentive, and is projected to be a key growth area for the company in the future
(“Momentive Announces Opening”).” Developing a strong trusted reputation in India by
partnering with IRRAD within the country will serve to start Momentive out strongly in a
quickly growing region. The IMEA region will continue to draw more companies within the
market segment as it continues to develop. Cultivating a strong reputation in India can serve to
put Momentive at an advantage above chemical companies that will enter the region later.
Focuses of IRRAD
The Institute of Rural Research and Development has a myriad of projects and research
taking place in India, covering many topics such as natural resource management, capacity
building, governance and advocacy, and rural research. As a corporate partner with IRRAD,
Momentive would be well suited to assist with many of their areas of focus. When considering
the agricultural segment of Momentive, IRRAD’s concentration on natural resource management
provides a well-suited basis for a partnership between the two organizations.
One area that IRRAD focuses on within natural management is agriculture income
enhancement. Agriculture is the financial pillar for many people in rural India, as well as their
only reliable source of food security. India has a population of nearly 1.2 billion people, and
about 70% of the total population resides in rural areas (“Natural Resource Management”). Even
though most of the rural population is engaged in agriculture, many factors result in poor crop
yields. Some of these hindering elements include poor soil health, lack of irrigation, and a need
for better agricultural management. IRRAD identifies the need to develop practices in the area
that include the responsible use of fertilizers, with a specific emphasis on rejuvenating soils. This
is a specific focus because of the severe depletion of both macro and micronutrients within the
soil. IRRAD’s program promotes integrated nutrient management by providing the rural
populations with everything from soil testing, fertilizers, micronutrients, seeds, chemicals, and
pesticides (“Natural Resource Management”). As many of Momentive’s agrochemicals are
going into products such as fertilizers, herbicides, and insecticides, Momentive’s partnership
with IRRAD would have the potential to further their efforts in developing rural India’s
agricultural management practices. Mosaic, an agrochemical company which was included in
our analysis of the market segment, has partnered with IRRAD in a part of rural India called the
Mewat District. Mosaic and IRRAD have employed a model in this area called ‘Krishi Jyoti,’
which has been designed to offer solutions to the agricultural problems in the district (“A New
Dimension to NGO - Corporate Partnership”).
A second major focus of IRRAD in rural India is water management. The primary focus
of their water management program is helping to make villages water sustainable. IRRAD strives
chiefly to help ensure villages in water scarce regions have access to potable water for irrigation
and domestic use. Waterborne disease is an ongoing threat to the rural Indian populations.
IRRAD also has focuses in agricultural water efficiency, which mainly focus on battling water
scarcity. Sprinkler and drip irrigation techniques are used to minimize the water utilized in
agriculture, and IRRAD is currently monitoring groundwater levels at 87 different locations

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across India. Techniques such as farm bunding and deep ploughing are taught to the locals to
abate soil erosion, as well as to boost the moisture levels in the soil while rejuvenating
groundwater supplies (“Natural Resource Management”). Water pollution and water scarcity are
both shown on our materiality matrix as being important to Momentive and its competitors. This
is another area of IRRAD’s work in rural India that Momentive could have the potential to assist
in, all while learning first-hand about an emerging market with great importance to Momentive’s
future as a global companies.
The Issue of Water Scarcity
When understanding the issue of water scarcity, it is imperative to understand not only
the current problems, but the past actions of multiple industries that have created this current
issue to grow. According to the US DOA in 2002, water withdrawals for irrigation in the
Western United States totaled nearly 143 Million acre-feet per year out of the total available 153
Million in the entire United States. Due to the growing population, this excessive water demand
is only expected to increase in order to keep up with the growing food demand. Therefore,
products, such as fertilizers, pesticides, seed technology, etc. should be developed in order to
address this issue. However, developing less water intensive crops does not necessarily mean
developing entirely new products themselves, but includes adapting current technologies to
better address the situation. Through our research, we identified four major problems associated
with water scarcity; inefficient irrigation systems, crops that are not suited to their current
growing environments, the fashion industry primarily dealing with cotton growth, and water
intensive crops.
Inefficient irrigation systems are one of the leading problems when addressing water
scarcity. Most agricultural practices involve surface irrigation systems which are the most
practical, but also the least efficient. In surge flow systems, plants absorb about 75% of water
output, while in conventional furrow systems, plants absorb as low as 60% of water output (MIT,
2012). However, there are more efficient systems that are available, that cost more than the
average system, but are more efficient, therefore, more environmentally sustainable. Systems
such as the Low Elevation Sprinkler Application (LESA) can help plants absorb as much as 88%
of water output; the Mid Elevation Sprinkler Application (MESA) can help plants absorb nearly
78% of water output, while the Low Energy Precision Application (LEPA) can help plants
absorb as much as 95% of water output (MIT, 2012). If these systems were introduced into
today’s agricultural practices, the water demand for agriculture would significantly decrease,
allowing this previous and growing water demand to be allotted elsewhere. In 1998, Steckler et
al. concluded that increasing the effectiveness of water irrigation systems could meet over half
the water demand in 2025; which would help meet the needed “14% water reallocation, called
for by the United Nations, in order to meet and maintain agricultural production processes to
support the population growth by 2030” (MIT, 2012).
Additionally, most crops are not suited to grow in the regions where they are currently
being grown. Throughout the United States, and globally, crops are being grown in remote,
barren and dry environments, where most field crops would not normally produce the desired
yield. So, in order to combat this, governments have provided numerous subsidies to continue
growing in these regions, to not only farmers, but to contractors to provide the necessary water

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demands. This is a significant factor, which is not helping the issue of water scarcity because it is
increasing the problem where farming is not economical under normal environmental conditions.
This in turn leads to water intensive field crops that are susceptible to drought and other extreme
environmental changes. Because of this, many governments, including the US government, has
offered extremely low water prices, which aids in wasteful usage of water. Examining the
federally built Central Valley Project in California, we can see a specific example of this
wasteful type of water usage. ‘This is a mass of infrastructure which supplies water for irrigation
at prices between $7.14 and $56.73 per acre-foot. Since these prices are so low, by September
2005 agricultural users had only repaid 18% of the initial investment. Thus, they are receiving
the water at an unrealistic price which does not promote conservativeness as much as it could
(MIT, 2012).” If water prices were to be adjusted for the actual value and the actual damage
water waste has on economic and environmental institutions, then water usage would likely see a
turn toward recycling and conservation.
In addition to low water prices, the fashion industry and the demands for cotton and the
practices used to grow cotton are extremely detrimental to the world’s freshwater resources.
Because cotton is part of a multi-billion dollar, global industry that caters to luxury, those who
are part of its value chain often seek the means necessary to maintain production. “Our use of
cotton comes at huge and unnecessary cost: growing cotton unsustainably, with massive inputs
of water and pesticides, has already been responsible for the destruction of large-scale
ecosystems such as the Aral Sea in central Asia and the deteriorating health and livelihoods of
people living there” (Thirsty Crops: WWF). With such a large impact on the global and local
ecosystems, it is imperative to drive change within this agricultural issue. While cotton only
accounts for 2.4% of the world’s arable land crops, it demands nearly 24% of global insect side
use, 11% of global pesticides, which help produce 73% of the cotton that comes from irrigated
land (Thirsty Crops: WWF).
Tying to water scarcity at its main factor, combined with inefficient irrigation systems,
low water prices, and unfavorable environmental conditions, water intensive crops present an
entirely different challenge to overcome. In Liters of water required per kilogram of crop, the top
six water intensive crops require anywhere from 500 to 30,000 Liters to maintain production.
Cotton requires 7,000-29,000 Liters, Rice needs 3,000-5,000 Liters, Sugar cane demands 1,500 –
3,000 Liters, Soya requires 2,000 Liters, Wheat requires 900 Liters, while Potatoes only need
500 Liters of water per kilogram of crop to maintain production. As the population continues to
grow, the amount of water demanded for thee crops will additionally grow (Thirsty Crops:
WWF).
Moving forward
Addressing these issues within agriculture is not going to be easy. With a large sector that
affects every human on the planet, change will be harder to adapt in certain areas more than
others. However, it is of our recommendation that Momentive take the following actions in order
to advance its share, safety, security, trust and reputation within the agricultural sector.
Education and technology are both critical for change. But, technology is useless without
education; therefore it is imperative to take a joint effort between education and technology.

14. 14
Through education of proper farming practices can help reduce the amount of water required for
farming, which would require extensive educational programs which would be expanded in
Momentive’s REACH program. Through the implementation of advanced sprinkler systems,
Momentive can help its partners reduce the water demand and promote more practical farming
measures.
Momentive can lobby for water withdrawal caps in certain areas throughout the areas
with high levels of water intensive products. This type of system would allow for environmental
and agricultural institutions negotiate and trade the amount of water withdrawn from certain
watersheds and reservoirs in order to maintain our water supply. An example of this can be
studied in Australia’s Murray-Darling where a water cap was placed on withdrawals and
negotiated environmental flows for each tributary.
Another fundamental action would be to develop products that require less water to
produce the same or slightly lower outputs. However, this could potentially lower crop outputs,
which could increase prices, but, the environmental costs saved will offset these price changes.
Additionally, this action could help reduce risk of crop failure due to drought. Not only could
Momentive take its own measures to change this industry, but by partnering with existing
institutions, such as IRRAD, but they could follow the best farming practices that the World
Wildlife Fund or the United Nations has in place for every type of crop. Some of these that
include upgrade irrigation systems, lower water application in non-critical growth periods,
shallow soil cultivation and zero tillage (Thirsty Crops: WWF).
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