Yara is reshaping its global human resources delivery model to strengthen its ability to secure the skills and expertise needed to respond to new challenges and deliver on its future business goals.
Yara’s human resources operations have traditionally been decentralized and disaggregated. Yara companies around the world have had a large degree of independence in formulating and executing human resources policies and processes. In first quarter 2010 a new structure will be introduced to provide a clearer, centralized corporate framework for human resources operations. The goal is a more coherent model, in which the dispersed, global human resources function will report centrally. This is intended to make human resources operations more efficient and effective and to ensure it has a more consistent business focus.
Greater efficiency will be achieved by the introduction of more harmonized and standardized policies and practices – developed under the leadership of a strengthened corporate human resources function. This will be supported by the introduction of a “virtual” shared service platform for the provision of core human resources administrative services to employees across the company and in all regions.
Greater effectiveness in securing and managing people and talent will be achieved by the development of the “HR Business Partner” role to support managers – and via the development and progressive introduction across the organization of a better articulated and coordinated framework for “talent management” – including sourcing and recruitment.
At the end of 2009, Yara had 7,629 employees, a net reduction of 342 employees from 2008, despite continued global growth for the company. The reduction is mainly due to synergies from the KemiraGrowhow acquisition, and the closing of the plants Peremarton, Hungary and Kedainiai, Lithuania.
As a global company operating in over 50 countries, Yara has a highly diverse workforce. We see this diversity as a strength. Our aim is to secure the best talent we can in all our markets and create a global talent pool of people of diverse nationalities, backgrounds and cultures.
Throughout our operations around the world we seek to engage the talents of people regardless of their age, gender, race, ethnicity, disability or sexual orientation. In Yara, people are recognized and valued for the contribution they make to our business.
Impact on Yara
We believe that a diverse workplace which develops and utilizes all the talents available to it, benefits our individual employees around the world and also the company and its shareholders. It enables us to better understand and be closer to our customers and our suppliers, and function effectively in a variety of legal frameworks and national cultures. A well-managed, diverse workforce is also a source of greater creativity and innovation. It increases our organizational flexibility and ability to respond to and anticipate new business opportunities and challenges.
This diverse workforce is united by our four core values of Ambition, Trust, Accountability and Teamwork. These values drive the way Yara operates, assesses performance, and selects and develops leaders.
Emerging demographic trends in many important markets point to the need to ensure that we can successfully attract and retain an increasing number of women. Women today make up a very significant percentage of university graduates, the majority in some countries. Yara operates in a traditionally male-dominated industry. Women represent approximately 20 percent of Yara’s total workforce and management.
To employ the full range of skills and abilities available to us, Yara must be able to engage this important source of talent to a much greater extent than in the past. We will intensify efforts to create a workplace and culture that will enable us to successfully attract, retain and develop an increasing number of women for critical roles in the company.