Impact report 2013

Labor practices and decent work indicator points

LA1 – Total workforce by employment type, employee contract and region, broken down by gender

Africa Asia Brazil Europe Latin America
North America and Trinidad
 Region not given All Regions
Permanent employees - female 50 132 365 1,102 104 84   1,837
Permanent employees - male 263 360 2,140 4,346 341 472   7,922
Total - Permanent employees 313 492 2,505 5,448 445 556   9,759
Non-permanent contracts female 4 13 154 346 8 30   555
Non-permanent contracts - male 11 20 606 1,244 42 95   2,018
Non-permanent contracts - gender not given  1  5  0  42  0  0   48
Total non-permanent contracts 16 38 760 1,632 50 125 2,621
Total workforce 329 530 3,265 7,080 495 681   12,380

Note: Non-permanent contracts – gender not given; this relates to some countries where due to local legislation some employees choose not to disclose gender.

At the end of 2013 Yara had 9,759 permanent employees worldwide, an increase of 1,707 (21%) compared to the previous year. The largest increase was in Brazil, due to the Bunge acquisition. The share of women employed by Yara has remained around 19% in recent years, which is related to the historical male dominance in this sector of the industry.

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
Permanent employees hired by Yara
Female permanent hired by Yara 2 22 81 103 27 9 244
Male permanent hired by Yara 29 69 278 253 73 36 738
Age above 50 2 7 15 60 4 6 94
Age below 30 8 38 191 112 45 9 403
Age between 30-50 21 46 153 184 51 30 485
Permanent employees leaving Yara              
Female permanent leaving Yara  2  24  33  65  36  3  163
Male permanent leaving Yara  14  53  215  203  123  35  643
Age above 50  5  9  31  130  12  19  206
Age below 30  4  17  77  53  42  7  200
Age between 30-50  7  51  140  85  105  12  400

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

The graphs below display 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 or part-time employees differ based on country.

Other benefits provided to employees in certain countries would be educational assistance, matched savings plan and paid matched vacation. 39% of our countries also provide paid maternity leave for non-permanent employees.

Benefits for permanent employees

Benefits for permanent employees View graph

Benefits for non-permanent employees

Benefits for non-permanent employees View graph

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 2013 about 77% of Yara employees were covered by collective bargaining agreements, up from 74% in 2012.

Percentage of employees covered by collective bargaining agreements:
2012 2013
Africa         25.7% 25.6%
Asia 20.2% 23.2%
Brazil 100.0% 100.0%
Europe 85.4% 83.3%
Latin America 22.2% 22.2%
North America and Trinidad 37.8% 36.5%
Total Yara 74.3% 77.3%

Due to moving Mexico from region North America to Latin America in 2013, numbers presented above for those two regions deviate from numbers presented in 2012.

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 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. 33 of the 44 reporting countries have a health and safety committee in place. 8056 employees are covered by the mandate of the local health and safety committee, which, based on number of permanent employees, equals 82.5%, up from 58% in 2012.

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

In 2013 Yara achieved a TRI rate[1] of 4.3 for employees and contractors combined, a reduction of 14% compared to 2012. This was, however, above the challenging target of less than 3.5.

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 LTI rate [2]for Yara employees and contractors was 1.9 for 2013, a reduction of 34% compared to 2012. 2013 saw a reversal of the rising trend from previous years, which was primarily due to developments in reporting systems and the inclusion of contractor injuries in the Total Recordable statistics, previously limited to lost time injuries only.

TRI also replaced LTI as the primary safety KPI in 2010. Breakdown of TRIs by gender shows that 96% of the incidents and accidents involved men, 4% women.

Yara's ambition is zero injuries and the company has maintained its KPI target for 2014 at 3.5, a 20% reduction from the result achieved in 2013. Focus in the coming years is based on actions that will further develop the safety culture in Yara with the aim to reduce exposure through greater responsibility for self and others. The company's accident rate remains better than the average for European fertilizer producers.

There was one fatality in Yara in 2013, associated with an expansion project at our plant in Porsgrunn, Norway. A contractor received an electric shock while using a grinder with a damaged cable in a confined space.

Attempts to resuscitate him failed. The incident was immediately reported to the authorities with an investigation by the labor inspectorate, and the electrical inspectorate.

The incident was also investigated internally, an outcome of which was to follow up on electrical portable tools and fixed electrical safety systems globally. A fatality that occurred in Guatemala in 2012 came to Yara management's attention in early 2014. The incident at the time of occurrence was reported to the Guatemalan authorities and fully investigated locally.

Once it came to the attention of Yara's management, the Ethics Department immediately investigated and the local Country Manager and other colleagues who were involved in withholding information were dismissed for reasons of gross misconduct. Also the technical installation was improved, and audited to check that the installations are in compliance with regulatory and Yara requirements.
Yara has a strict requirement on reporting of incidents, accidents and injuries, and works continuously to improve safety practices and safety culture by systematically enforcing strict operating procedures and developing employee and contractor competence.

Lost-time injury rate (employee and contractors) (number of LTIs per million work hours)

Lost time injury rate View graph

Total recordable injury rate Yara total (employees and contractors) (number of TRIs per million work hours)

Total recordable injury rate View graph

Health, safety performance 2009 - 2013
2009 2010 2011 2012 2013
LTI rate employees 1.3 1.0 1.3 2.2 1.5
LTI rate contractors 2.0 3.0 3.1 4.7 2.6
LTI rate employees and contractors 1.5 1.6 1.9 2.9 1.9
TRI rate employees 2.7 2.2 3.0 3.5 3.3
TRI rate contractors na 7.3 6.1 8.5 6.3
TRI rate employees and contractors na 3.8 4.0 5.0 4.3
Sickness rate production sites (percent) 4.3 3.5 3.6 3.6 4.0

In 2013 Yara took its next steps towards zero injuries, as it launched Safe by Choice. Our aim is to pro-actively create a safety culture in Yara where everyone takes responsibility to be 'Safe by Choice'.

We will develop current practices and put an increased focus on responsibility, where we all take care of self and others. Yara's Safety Principles are aligned accordingly and a set of actions defined which focus on the application of Yara's safety tools, with a high level of quality and consistency through competence development.

Focus groups and a safety specific survey are being used to identify action areas that support the culture development. Development of functional and behavioral safety competences that support business and individual key performance indicators are being integrated into Yara's HR processes to ensure sustainable development.

Yara also has the target of zero major process accidents. During 2013 there were no major process incidents. Systematic monitoring of Process Safety measures continues to be developed. Core developments in 2013 include revision of the Process Safety key performance indicators and continued development of technical competence of process operations and process safety tools such as Hazops (Hazard and Operability Studies), etc.

A specific database for recording and following up process safety issues has been developed and roll out started in 2013.

Absence due to sickness at Yara's production plants increased slightly (4.0% in 2013 compared to 3.6 in 2012). In 2014 Yara is launching corporate-wide sickness rate reporting, which will make it possible to cover all employees in the future.

Sickness rate at production sites (%)

Sickness rate at production sites View graph

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 occupational diseases. 
41% of Yara's countries have programs in place assisting workforce members, families and community members regarding serious diseases. Out of the countries that have programs in place, they provide; counseling (66.7%), education or training (88.9%), prevention programs and risk assessment (83.3%) and treatment (50.0%).

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

In 2013 Yara spent approximately NOK 36 million on external training, equaling about NOK 3700 per employee.

4671 employees had individual development plans agreed with their managers in a development discussion. Besides formal training activities, we also favor on-the-job learning activities and learning from others (coaching, shadowing, etc).

Furthermore, Yara extended its online learning platform and purchased 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 spend on external training listed above, Yara also globally launched customized internal training programs developed with the support of external partners; a new 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.

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

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 job 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.

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.

Percentage No Percentage No Percentage Yes Percentage Yes
2012 2013 2012 2013
Africa 100.0% 100.0% 0.0% 0.0%
Asia 100.0% 100.0% 0.0% 0.0%
Brazil 100.0% 100.0% 0.0% 0.0%
Europe 47.1% 38.9% 52.9% 61.1%
Latin America 66.7% 83.3% 33.3% 16.7%
North America and Trinidad 0.0% 0.0% 100.0% 100.0%
Yara 65.8% 65.9% 34.2% 34.1%

Due to moving Mexico from region North America to Latin America in 2013, numbers presented above for those two regions deviate from numbers presented in 2012.

The countries that provide assistance programs, provide the below.

Assistance (e.g., training, counseling) on transitioning to a non-working life 31.3%
Job placement services 56.3%
Pre-retirement planning for intended retirees 43.8%
Retraining for those intending to continue working 25.0%
Severance pay 66.7%

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

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 refer to employees with performance reviews and development plans in HRIS compared with the total number of permanent employees.

Africa Asia  Brazil  Europe  Latin America  North America incl. Trinidad  Total Yara
Percentage of permanent employees receiving performance review 42% 46% 39% 77% 44% 56% 62%
Female permanent employees receiving performance review 25 71 145 883 76 62 1,262
Male permanent employees receiving performance review 106 156 837 3,292 119 250 4,760
Total number permanent employees receiving performance review 131 227 982 4,175 195 312 6,022
Africa Asia Brazil Europe Latin America North America incl. Trinidad Total Yara
Percentage of permanent employees having a formal development plan 34% 11% 41% 54% 58% 54% 48%
Female employees having a formal development plan 19 17 147 631 79 61 954
Male employees having a formal development plan 87 38 884 2,286 179 242 3,716
Total number employees having a formal development plan 106 55 1,031 2,917 258 303 4,670

Figures only includes global processes. Local performance programs have not been captured.

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 three are non-Norwegians (Belgian, German and Swedish). 

The Yara Board of Directors consists of eight members. One is non-Norwegian (Finnish), three are female and three are employee representatives.

Within the top 143 management positions in Yara, 10 positions are filled by women, 48 are held by Norwegians, 73 by other Europeans, four by North Americans, nine by Latin Americans, eight by Asians and one African.

LA 15 – Return to work and retention rates after parental leave, by gender

Africa Asia Brazil Europe Latin America North America Yara
How many female employees met the requirements of going out on parental leave 8 5 18 73 6 0 110
How many female employees took parental leave 6 3 18 57 6 0 90
How many female employees returned to work after parental leave ended 3 4 13 39 6 0 65
How many male employees met the requirements of going out on parental leave 5 2 103 281 12 4 407
How many male employees took parental leave 5 1 103 139 12 4 264
How many male employees took parental leave 5 1 103 137 12 4 262

Note: The variance in numbers of female and male employees who are entitled to go on maternity leave, but chose not to, is mainly down 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 maternity leave in 2013 and are due to return in 2014, som employees went on maternity leave in 2012 and returned in 2013.


[1] TRI: Total Recordable Injuries per million hours worked


[2] LTI: Lost-Time Injuries per million hours worked

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