Investor Relations

Labor practices and decent work indicator points 2010

LA 1 – Total Workforce by Employment Type, Employee contract and Region 

Africa Asia Brazil Europe Latin America
North America
and Trinidad
All Regions
Consultants - female 1 1 105 2 109
Consultants - male 2 85 298 5 12 403
Contractors - female 76 9 7 92
Contractors - male 2 291 4 10 307
Permanent employees - female 25 90 149 912 102 76 1,354
Permanent employees - male 90 157 835 4,189 285 438 5,994
Temporary contracts – female 42 86 11 139
Temporary contracts – male 405 196 33 23 657
Total workforce 117 250 1,518 6,153 438 579 9,055

Yara had 7,348 permanent employees at the end of 2010, a net reduction of 281 from 7,629 employees in 2009, despite the company’s continued global growth. The reduction was primarily due to the closure of the retail business in South Africa, and synergies in Brazil, Finland and France. Overall, including contractors, consultants and temporary workforce, Yara had a workforce of 9,055 from Jan. 1, 2010, to Dec. 31, 2010.

In Q4 2010, Yara began a process of implementing a new employee management system, called HRIS, to better track and manage its employee population. Yara’s employee base is currently in the process of being redefined with the implementation of this new system.

For the 2010 reporting, the workforce has been divided into several different categories: Permanent Employees, Consultants (working in our offices managed by Yara employees), Contractors (working the company's production sites and managed by a separate company), and other Temporary staff (interns, apprentices, short-term contract). 

Yara's male-to-female employee ratio stayed approximately the same as last year, at 23 percent.

LA2 – Total number and rate of employee turnover by age group, gender and region

Africa Asia Brazil Europe Latin America North America
and Trinidad
All regions
Male employees leaving 1 12 256 249 66 20 604
Female employees leaving 0 3 48 51 19 5 126
Number of employees leaving 1 15 304 300 85 25 730
Age below 30 leaving 0 0 103 31 31 5 170
Between 30 – 50 leaving 0 14 175 95 50 11 345
Above 50 leaving 1 1 26 174 4 9 215

LA3 – Benefits provided to full-time employees that are not provided to temporary or part-time employees by major operations.

Benefits provided to full-time employees that are not provided to temporary or part-time employees differ based on country. The figure below displays benefits provided to full-time employees, ranging from disability coverage, flexible working hours, health care facilities and life insurance.  

Benefits

Employee benefits View graph

The majority of Yara's operations provide a minimum of disability coverage for full-time employees, as well as health-care facilities. Most regions do not provide stock ownership to permanent employees exclusively.

LA4 – Percentage of employees covered by collective bargaining agreements

Yara values its good relationship with employees and their organizations, and works with them on a regular basis. In 2010, about 78 percent of Yara employees were covered by collective bargaining agreements, up from 74 percent in 2009.

The table below shows the percentage of employees covered by collective bargaining agreements broken down by region.

Percentage of employees covered by collective bargaining agreements
Africa 94.8%
Asia 0.0%
Brazil 100.0%
Europe 84.6%
Latin America 31.8%
North America and Trinidad 36.0%
Total Yara 77.9%

LA 6 – Percentage of total workforce represented in formal joint management-working health and safety committees that help monitor and advise on occupational health and safety programs.

All of Yara’s 21 production sites have a mandatory health and safety committee that covers all of the employees working on the site. Within Yara offices, there are varying degrees of formal health and safety committees depending on local legislation.

LA 7 – Rates of injury, occupational diseases, lost days and absenteeism and number of work related fatalities by region.

In 2010, Yara achieved an LTI rate (lost-time injuries per million hours worked) of 1.6 for employees and contractors combined, up from 1.5 in 2009. The accident rate is a third of the average LTI rate for European fertilizer producers.

The TRI rate (total recordable injuries per million hours worked) for Yara employees and contractors combined was 3.8. The TRI rate includes lost-time injuries, restricted work cases where the employee was allowed to carry out work that was different from his or her normal duties and medical treatment cases.

Absence due to sickness at Yara’s production plants was 3.5 percent in 2010, down from 4.3 percent in 2009. Joint venture companies are included in the statistics, in cases where Yara has operational responsibility. In 2010, the performance of the JV Lifeco in Libya has been included for the first time.

Health, safety performance 2005 - 2010
Health and safety LTI rate (lost-time injuries per million hours worked) 2005 2006 2007 2008 2009 2010
LTI rate employees 1.0 1.1 1.5 1.0 1.3 1.0
LTI rate contractors 0.9 1.6 2.3 2.0 2.0 3.0
LTI rate employees and contractors 0.9 1.3 1.7 1.2 1.5 1.6
TRI rate Yara (total recordable injuries per million hours worked) 3.2 2.8 3.3 3.5 2.7 3.8
Sickness rate production sites (percent) 3,2 3.6 3.7 3.8 4.3 3.5

Yara experienced three fatal accidents in 2010, with four fatalities. At Lifeco, an explosion occurred in a tank during the turnaround of an ammonia plant, resulting in the loss of two contractors’ lives. A supervisor was hit by a truck and died at a feed phosphate plant in South Africa, while in Ghana a contractor died from electrocution at a Yara downstream warehouse.

Yara recognizes the severity of such incidents and that they should not occur. The company has strengthened its skills and training requirements for operators, engineers and leaders. Yara continues the implementation of Behavior-Based Safety (BBS) in newly acquired plants and has introduced regular safety-focused Toolbox Meetings for shifts and teams. Furthermore, Yara has strengthened the safety procedures in the downstream activities to bring the company's safety performance closer to the ambition of zero accidents.

LA8 - Education, training, counseling, prevention and risk control program in place to assist workforce members, their families and community members regarding serious diseases

None of Yara's operations involve risks of incidents of serious diseases, with one exception in Africa involving the risk of malaria. In this case, Yara provides treatment for workforce members, their families and community members. Most of Yara's offices have programs in place for education, training, prevention and risk control if serious diseases were to occur.

LA9 - Health and safety topics covered in formal agreements with trade unions

Health and safety topics are covered in all trade agreements between Yara and its unions. 

LA10 - Average hours of training per year per employee by employee category

In 2010, Yara spent roughly NOK 24 million on external training, equaling about NOK 3,257 per employee. In addition, all employees were required to complete at least 1.5 hours of ethics training, along with finishing 10 Ethics Training videos. Yara plans to develop a system to better gather this information in the future. 

LA 11 – Programs for skills management and lifelong learning that support the continued employability of staff and assist them in managing their careers

The table below shows the percentage of employees that receive assistance and support from Yara when retiring or if they have been terminated. Yara follows legislative and union guidelines in regards to providing programs for skills management for employees. Therefore many of this assistance is provided as a service from the Government rather than directly by Yara.

Yes No
Africa 25.0% 75.0%
Asia 14.3% 85.7%
Brazil 100.0% 0.0%
Europe 44.4% 55.6%
Latin America 25.0% 75.0%
North America and Trinidad 66.0% 33.0%
Yara 37.8% 62.2%

Yara understands that this is an area of concern for employees. In 2010, a new Talent Management and Sourcing Function was created to help Yara identify, develop, deploy and recruit the talent the company needs across the world, while at the same time meeting individual employees’ expectations for rewarding work and personal development. The aim is to deliver results to the business (i.e., get the right talent in the right position), but also to guide and encourage individual employees who are looking for job satisfaction, challenges and personal development. All Yara jobs are now advertised internally to increase transparency and opportunity for employees.

LA 12 – Percentage of employees receiving regular performance and career development 

Sum of employees receiving Performance Appraisal Proportion of employees and supervised receiving Performance Appraisal
Measure Employees %
Africa 38 33.0%
Asia 187 75.7%
Brazil 639 64.9%
Europe 4,737 92.9%
Latin America 387 100.0%
North America 514 100.0%
Yara 6,502 88.5%
  

LA 13 – Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group memberships and other indicators of diversity

Yara strives to improve diversity in both corporate management as well as board composition. Currently, Yara has nine members on the Executive Management Team. Of the nine members, one member is female, and two are non-Norwegians (Belgian and Swedish).

The Yara Board of Directors consists of nine members. While all board members are Norwegian, three are female and three are employee representatives.

Within the top 100 management positions in Yara, nine positions are filled by women, 33 are held by Norwegians, 58 by other Europeans, three by North Americans, three by Latin Americans and three by Asians.

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