Impact reporting 2015

Labor practices and decent work indicator points

Aspect: Employment

G4-DMA 

Reference is made to G4 - 18.

G4-LA1: Total number and rates of new employee hires and employee turnover by age group, gender and region

Total number and rate of new employee hires. 

New Hire/Leaving Age Group Africa Asia and Oceania Brazil Europe Latin America North America Grand Total
New Female Hire Age above 50 2 2 11 1 1 17
Age below 30 2 14 75 25 38 5 159
Age between 30-50 12 19 70 70 34 6 211
New Male Hire Age above 50 6 3 28 17 8 13 75
Age below 30 22 41 278 63 59 11 474
Age between 30-50 37 60 355 154 95 27 728
Total New Hire 79 139 808 340 235 63 1664
Female Leaving Yara Age above 50 1 1 6 34 8 1 51
Age below 30 7 47 7 20 81
Age between 30-50 8 18 68 34 44 5 177
Male Leaving Yara Age above 50 3 8 67 121 37 18 254
Age below 30 2 18 252 14 53 3 342
Age between 30-50 26 41 356 53 139 7 622
Total Leaving Yara 40 93 796 263 301 34 1527


Notes: 

The "New Hire" numbers include also those employees whose status changed from temporary to permanent during 2015.The exception is Brazil. Due to local laws and regulations, temporary employees that become permanent are not considered as new hires because the changes are made to the existing contracts. Only interns and apprentices are considered as new hires when they change status to permanent employees. The figures include all Galvani employees. 

During 2015, Lifeco hired one female - aged between 25 and 35 - and 13 male employees. 10 of the new male employees are aged between 18 and 25, two between 30 and 50 and one above 50. 39 male employees left the company in 2015. 10 of them were in the age group 30 to 50, 29 were above 50 years old. 


G4-LA2: Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation

Benefits which are standard for full-time employees of the organization but are not provided to temporary or part-time employees. 

The table below displays benefits provided to permanent employees and non-permanent employees, ranging from disability coverage, flexible working hours, health care facilities and life insurance. Benefits provided to permanent employees that are not provided to non-permanent employees differ based on country. The percentages represent the share of countries providing the various benefits to the employees. 

In two countries – Australia and Brazil – Yara has two different major sites, each having different policies in place. For the below table, if one site answered "yes" while the other site answered "no" to the question, the answer per country is "yes". 

Other benefits provided to employees in certain countries are educational assistance, matched savings plan and paid matched vacation. 

Lifeco is not included in the data. The company offers health insurance for all Lifeco employees, including medical treatment outside Libya.

Benefits: Disability coverage Flexible working hours Healthcare facilities/subsidies Life Insurance Retirement/pension plan Stock ownership
Permanent employees 84,2% 52,6% 91,2% 71,9% 56,1% 7,0%
Non-permanent employees 54,4% 40,4% 50,9% 40,4% 33,3% 0%


G4-LA3: Return to work and retention rates after parental leave, by gender

a. Report the total number of employees that were entitled to parental leave, by gender.

Note: The variance in numbers of female and male employees who are entitled to go on parental leave, but chose not to, is mainly due to European countries where you are entitled to take parental leave at any time for children under the age of 8. 

Some employees went on parental leave in 2015 and are due to return in 2016, some employees went on parental leave in 2014 and returned in 2015.


Africa Asia Brazil (including Galvani) Europe Latin America North America Yara
Return to work and retention rates after parental leave
How many female employees met the requirements of taking parental leave # 2 30 44 72 19 3 170
How many male employees met the requirements of taking parental leave # 6 7 162 171 23 13 382

Figure 4 - Parental leave -met requirements

b. Report the total number of employees that took parental leave, by gender.


Africa Asia Brazil (including Galvani) Europe Latin America North America Yara
Return to work and retention rates after parental leave
How many female employees took parental leave # 2 5 44 70 19 3 143
How many male employees took parental leave # 7 3 162 151 23 4 350


Figure 5 – Parental leave – took leave

c. Report the total number of employees who returned to work after parental leave ended, by gender.

Africa Asia Brazil (including Galvani) Europe Latin America North America Yara
Return to work and retention rates after parental leave
How many female employees returned to work after parental leave ended # 2 6 44 48 17 4 121
How many male employees returned to work after parental leave ended # 7 7 162 140 23 4 343


Figure 6 - Parental leave - took leave

d. Report the total number of employees who returned to work after parental leave ended who were still employed twelve months after their return to work, by gender. 


Africa Asia Brazil (including Galvani) Europe Latin America North America Yara
Return to work and retention rates after parental leave
How many of the female employees who returned to work after parental leave ended were still employed twelve months after their return to work # 2 5 33 51 15 5 111
How many of the male employees who returned to work after parental leave ended were still employed twelve months after their return to work # 4 3 127 131 24 4 293


Figure 7 – Parental leave – post parental leave still employed after 12 months

e. Report the return to work and retention rates of employees who took parental leave, by gender.

See G4-LA3 c. 

Aspect: Occupational Health and Safety

G4-DMA 

Reference is made to G-18 and to the labor management approach.

G4-LA5: Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs

All production sites have a mandatory health and safety committee that covers all of the employees working on the site. At the smaller units and offices this activity is just in the starting phase. 41 of the reporting countries have a health and safety committee in place. 11,778 employees are covered by the mandate of the local health and safety committee, which, based on the number of permanent employees, equals 91.4%, up from 86% in 2014.

G4-LA6: Type of injury and rates of injury, occupational diseases, lost days, and absenteeism, and total number of work-related fatalities, by region and by gender

Yara achieved a TRI rate of 3.4 (Total Recordable Injuries per million hours worked for employees and contractors combined), a reduction of 13% compared to 2014.

Yara targeted a TRI rate below 3.0 in 2015 - towards the ultimate goal of zero accidents. The TRI rate includes fatalities, lost-time injuries, restricted work cases (employees and contractors were able to be at work, but on restricted duties), and medical treatment cases. The trends continued to decrease since the turning point in 2012. Breakdown of TRIs by gender shows that 96% of the incidents and accidents involved men, 4% women.

The LTI rate (Lost-Time Injuries per million hours worked) was 1.9 for Yara combined, for Yara employees it was 1.6 and contractors 2.6 for 2015. The contractor LTI rate raised slightly while the Yara employees' rate remained on the level of previous year. Yara calculates LTI rate based on scheduled work days and begins the day after the accident.

Yara did not suffer any fatalities in 2015.

Injuries, sick leaves and occupational diseases

Unit 2011 2012 2013 2014 2015
LTI rate employees per million hours worked 1.3 2.2 1.5 1.5 1.6
LTI rate contractors per million hours worked 3.1 4.7 2.6 3.2 2.6
LTI rate employees and contractors per million hours worked 1.9 2.9 1.9 2.1 1.9
TRI rate employees per million hours worked 3.0 3.5 3.3 3.1 2.9
TRI rate contractors per million hours worked 6.1 8.5 6.3 5.6 4.6
TRI rate employees and contractors per million hours worked 4.0 5.0 4.3 3.9 3.4
Sickness rate**) % 3.6 3.6 4.0 not available 3.3
Number of occupational diseases number of cases not available not available not available not available 10

*) Cartagena and Galvani operations not included in TRI/LTI rates

**) 2011-2013 sickness figures cover production sites only


Total recordable injury rate (Yara employees and contractors) per million hours worked

TRI rate 2015 View graph


Yara also has the target of zero major process accidents. During 2015 there was one incident classified as severity 1 due to economic loss (fire in ammonia plant in Brunsbuttel).There were no process safety injuries during the year leading to serious personal inquiries, environmental impacts or international media coverage.

Yara's absence rate was 3,3% in 2015. This was the first year that absenteeism was calculated covering the whole company.

Yara listed 10 occupational disease cases in 2015. This was the first year that Yara collected data centrally on occupational diseases. Yara does not have corporate reporting standard for occupational diseases, thus the figure contains variation due to local definitions.

G4-LA8: 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 (see "Organizational Profile).

Yara has set up a European Works Council to promote co-operation between management and European employee representatives, to meet the company's economic, social and environmental challenges. This agreement has been amended with a Safety Agreement, to share the same commitment to safety and to reach the goal of zero accidents. Safety principles such as application of site safety rules, joint health and safety committees, and employee participation and involvement are covered.

Aspect: Training and Education

G4-DMA 

Reference is made to G4 - 18 and the labor management approach description.

G4-LA9: Average hours of training per year per employee by gender, and by employee category

In 2015, Yara spent approximately NOK 54.5 million on external training, equating to about NOK 4,230 per permanent employee.

7,197 employees had individual development plans agreed with their managers in a development discussion and documented in the HR information system. Employees with non-electronic development plans are not included in this number. Besides formal training activities, Yara emphasizes on-the-job learning activities and learning from others (coaching, shadowing, etc).

In Lifeco, 10.7% of employees received a regular performance and career development review during 2015.

Yara has an exhaustive e-Learning catalog (150+ modules). These activities, under the heading of YaraLearning, are available to all employees and contents are aligned with business and employee needs.

In addition to the investment made in external training listed above, Yara also launched globally customized internal training programs developed with the support of external partners; a mandatory Ethics Training Program for all employees, as well as project and people management courses available to the employees who have this as development actions in their development plans. Employees also benefit from local training initiatives fulfilling local needs.

G4-LA10: Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

Percentage of countries with programs in place for managing career endings
2014 2015
Africa 0.0% 12.5%
Asia and Oceania 87.5% 53.8%
Brazil 0.0% 100.0%
Europe 47.4% 47.6%
Latin America 55.6% 60.0%
North America and Trinidad 100.0% 100.0%
Yara 52.1% 50.9%


For Asia, the main change from last year is related to the inclusion of more countries in 2015. In Brazil, assistance and support are now provided to employees who are terminated, but not to retirees.

Skills and career management are part of the annual global Talent Development process for all employees. During a mid-year review, the employee discusses development areas for his/her current position and career ambitions in a 3-5 year perspective with his/her manager. The result is an agreed development plan for the coming 12 months with 1-3 focus areas and a number of development actions.


b. Report on the transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.

The table below shows the percentage of countries that provide assistance and support to employees when retiring or terminated. Yara follows legislative and union guidelines in regard to providing programs for skills management for employees. Therefore much of this assistance is provided as a service from the government rather than directly from Yara.

The countries that provide assistance programs, provide the below.

Assistance (e.g., training, counseling) on transitioning to a non-working life. 34%
Job placement services 41%
Pre-retirement planning for intended retirees 21%
Retraining for those intending to continue working 28%
Severance pay 93%

G4-LA11: Percentage of employees receiving regular performance and career development reviews, by gender and by employee category

There are two global processes for performance and career development; the Performance Management Process and the Talent Development process (called the Talent Development Mid-Year Review). In the Performance Management Process in December/January, performance during the past year is evaluated and goals are set for the coming year. Progress towards these goals are reviewed in the June to August period, when the Talent Development process takes place. The main purpose of the Talent Development Mid-Year Review is to discuss and agree development areas related to the employee's current job and to future career ambitions, resulting in a 12-month development plan that is followed up throughout the year.

The two processes are mandatory for all Yara employees and managers. Employees that do not yet have access to the support tools in the HR Information System (HRIS) complete the processes on paper. The numbers in the tables below refer to employees with performance reviews and development plans in HRIS compared with the total number of permanent employees.

Development Plans

Africa Asia and Oceania Europe North America Latin America Brazil Grand Total
Female 25 71 669 68 234 427 1494
Male 91 247 2318 211 536 2 299 5702
Grand Total 116 318 2987 279 770 2 727 7197
%Total 24% 52% 51% 47% 58% 67% 56%

Performance Management

Africa Asia and Oceania Brazil Europe Latin America North America Grand Total
Female 55 144 487 1081 284 78 2129
Male 258 332 2394 3951 591 297 7823
Grand Total 313 476 2882 5032 875 375 9953
%Total 65% 78% 71% 87% 66% 63% 77%

Notes:

The decrease from 31% to 24% of employees having formal development plan in Africa is related to the acquisition of the MSF liquid plant in Egypt which was completed in 2015. The 49 employees in MSF were not fully included in Yara's performance and development programs in 2015.

In order to offer an extended development support to talented employees and to build a pipeline of candidates for global key position, Yara has in place a High Potential program:

The main focus areas of the program are

  • Personal development and self-management 
  • Leading and managing a team 
  • Business knowledge

This is a Yara corporate program that runs over 3 years, with annual uptake. Nomination is done according to specific selection criteria, and final selection is made by Yara's Management team. There is a focus on diversity - gender, nationality and business segment. The High Potential's (HiPos') on-the-job activities contribute to the main development, through daily follow-up and coaching by their managers. Some HiPos remain in existing positions, while others move for further development during the program. A Key Talent Coordinator follows the HiPos and their managers closely to challenge and support as appropriate, adapted to the individual and position.

Aspect: Diversity and Equal opportunity

G4-DMA

Reference is made to G4 - 18.

Yara performs annual management reviews, including succession planning and development plans for potential candidates to top management positions.

In addition to central initiatives, many leadership development efforts were initiated within the different regions in 2015. In EMEA, the Tertre Management Team offered the "Orpheus Leadership Journey", a leadership development offering for newly recruited engineers. Leadership Academy was a Brazilian development initiative offered to prepare Yara leaders for their new role, dealing with business and people management challenges. Yara Brazil HR also facilitated a high performance culture initiative to support Yara Business Strategy, focusing on behaviors that promote innovation, knowledge sharing and excellence that would allow Yara to achieve its business purpose. In Asia, a Leadership Development Program called the "Power of One - One Yara, One Team, One Vision", was initiated, providing a forum for Yara Asia leaders to come together, discuss leadership challenges, share ideas, and create solutions.

Organizations with more women in the leadership ranks achieve better financial results. Despite the aspiration to have more diverse leadership teams in Yara, there are still too few women who occupy senior leadership positions. Yara has decided to address the gender diversity imbalance more assertively, as we believe in creating an equal opportunity workplace and that gender diversity can help drive a high performance organization. It simply makes moral and business sense. Based on this, all business segments have started working on their gender diversity strategies in 2015.

G4-LA12: Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

Yara strives to improve diversity in both corporate management as well as board composition. During 2015, Yara's Executive Management Team consisted of nine members. Two were female and three were non-Norwegians (Belgian, German and Finnish). Two members were between 30 and 50 years old. The rest of the group were above 50 years old. The composition of the Executive Management Team was changed in February 2016.

The Yara Board of Directors consisted of eight members. Three were female and three were employee representatives. One member was below 50 years, the rest were over 50.

Of the top 198 management positions in Yara, 20 positions were filled by women. 59 were held by Norwegians, 98 by other Europeans, five by North Americans, 24 by Latin Americans, nine by Asians, and three by Africans. 51% are above 50 years old 49 are aged between 30 and 50 years

Aspect: Equal remuneration for women and men

G4-DMA

Reference is made to G4 - 18.

For all Yara sites, guidance is applicable regarding equal and fair treatment and wages and payment. Actual ratios are managed and monitored at local level. Reporting according to Norwegian legislation, the tables below represent the ratios in Norway in the local currency.

G4-LA13: Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation

Company structure Base salary Other remuneration
Yara International ASA 933,010 66,145
Women 758,435 54,034
Men 1,049,621 70,919
Yara Norge AS 507,816 26,022
Women 524,158 28,457
Men 504,423 25,654


Total Norway Base salary Other remuneration
Women 659,501 35,823
Men 667,093 31,728


Aspect: Supplier assessment for labor practices

G4-DMA

Reference is made to G4-18 and labor management approach.

G4-LA14: Percentage of new suppliers that were screened using labor practices criteria

Yara's Integrity Due Diligence Procedure requires the screening of all new suppliers against key risk factors and red flags, including red flags concerning labor practices and working conditions. Wherever a risk is present, further research is required, including a self-declaration from the supplier concerning labor practices, inter alia. Issues are analyzed according to this procedure assessment and raised with E&C in defined cases. In 2015, no issues were detected to be at such a severe level. 

Yara's Integrity Due Diligence (IDD) Process requires that before an agreement with any new Business Partner is entered into, an Initial Assessment must be performed on the Business Partner. In the Initial Assessment, Yara employees must evaluate whether or not the Business Partner is exposed to any of the four risk criteria, as follows:

  • Country risk 
  • Agents & Intermediaries 
  • Strategic importance 
  • Red flag list

If one or more of them are present, the Business Partner must complete an IDD Review Form. This is a self-assessment and declaration covering key business information and compliance across many business and risk areas. Detailed sections include:

  • Company data 
  • Anti-corruption and integrity 
  • Assessment of suppliers and partners 
  • Human resources, human rights and labor rights 
  • Health and safety 
  • Environment 
  • Declaration

If objective evidence or the IDD Review Form uncover unacceptable risks, an In-Depth IDD may be required. Whether or not this is necessary will be agreed upon between the business unit and the Ethics and Compliance Department. Note that continued monitoring of Business Partners is also a part of the IDD Process. 

The IDD Process, with the description of the Initial Assessment, and how and when to use the IDD Review Form, is available to all employees on the Ethics and Compliance intranet pages. Complying with and understanding the IDD Process is the responsibility of all employees.

Aspect: Labor practices grievance mechanisms 

G4-DMA

Reference is made to G4 - 18. 

The management approach is described as part of the Social category. 

The company strives to maintain a good work environment by encouraging open and direct communication between employees and their supervisors. All employees are free to voice their problems and views on work-related issues without fear of retribution. The company believes that a full discussion can, in most cases, facilitate the resolution of misunderstandings and preserve good relations between management and employees. 

Employees who have work-related concerns, or feel that they have been treated unfairly, are encouraged to speak with their immediate supervisors. If the employee and supervisor are unable to resolve the issue, the employee is encouraged to go the next higher level of management or to HR. The company will make every effort to settle an employee's problem on a fair and equitable basis. Employees who use the resolution policy in good faith will not experience any retaliation.

G4-LA16: Number of grievances about labor practices filed, addressed, and resolved through formal grievance mechanisms

a. Report the total number of grievances about labor practices filed through formal grievance mechanisms during the reporting period. 

Yara's Ethics & Compliance Department received a total of 50 notifications that were classified as 'People' matters during the reporting period. All 50 of these notifications were addressed, and 49 resolved, during the reporting period. Three notifications received during the prior reporting period were resolved during the current reporting period. 

In 2015, HR dealt with a total of 510 Labor Grievance cases. 503 were in Brazil, one was in Europe (Italy), one in North America (USA), two in Latin America (Panama, Costa Rica), two in Africa (SA) and one in Australia. 

In Brazil, most labor claims are related to one or more of the issues below:

  • Overtime (90%) 
  • Insalubrity (60%) 
  • Wage parity (50%)

In Brazil, it is quite common to raise claims against the employer. Labor courts are considered to be a place for negotiation between the employee and employer.




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