Investor Relations

People development 2011

Yara recognizes that the company is only as good as the combination of its people and products. Yara is the world’s largest supplier of mineral fertilizers, the largest supplier and trader of ammonia, and the global leader in a wide range of chemical products – thanks to its talented employees.
People development

Yara is a workplace where people develop. For this to continue to happen, the talent management processes need to evolve and improve constantly, as described in the Talent Management Framework that was launched in 2010. In 2011, Yara provided nearly 3,000 employees around the world with access to the Human Resources Information System (HR IS), initiated a new Talent Development process, improved its Workforce Planning process, launched a High Potentials program, tested a new 360-degree feedback tool and rolled out an IS supported Performance Management Process.

In order to focus on the development of our employees, Yara has designed a new Talent Development Mid-Year Review process, supported by a new HR IS tool. Over 1,200 employees on all continents and in all business segments took part in the pilot project. They tested and evaluated the different components; the process, Yara’s competency model, the HR IS tool and the communications and training activities. Based on the valuable feedback and insights Yara will change and improve the various elements before the full global roll-out in 2012.

The Workforce Planning process ran globally on all levels for the second year in row. The outcome was a clearer view of the need for succession planning, competency development, and recruitment. This provided valuable input to short and longer term plans, with an increased focus on gender and diversity. The Yara GRI report (available on provides some details about Yara’s performance on diversity metrics.

In 2011, Yara upgraded the workforce planning processes and launched a global recruitment process that have a specific focus on monitoring and promoting diversity, including gender diversity, in the organization. An open and transparent job market where all vacancies are advertised internally is also part of our efforts to promote diversity and mobility in the organization.

As part of a Key Talents program, Yara HR launched a High Potentials program in August. Thirteen young professionals, between 27 and 34 years old and representing 11 nationalities, were selected based on merit and potential. This is a rolling program, with annual uptake and exits, where the High Potentials are followed closely over a period of 2–3 years and are expected to hold 1–2 development positions within that period.

While employees are responsible for their own life and development, managers have a critical role in ensuring that all Yara’s people can perform to the best of their abilities. Managers at all levels are the ultimate stewards of talent in Yara. Therefore special emphasis is placed on people management.

Altogether, we believe that having efficient performance and talent management processes will enable us to identify, develop, deploy and recruit the talent we need across the world and, at the same time, meet individual employees’ expectations for rewarding work and personal development.

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