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
All Regions
Permanent employees - female 66 145
Permanent employees - male 324
476 9,759
Total - Permanent employees 390 562
3,523 5,655 1,382
561 12,073
Non-permanent contracts female 6
19 200
37 810
Non-permanent contracts - male 40
1,755 72
99 2,840
Total non-permanent contracts 46
1,963 119
136 3,650
Total workforce 436
4,560 7,618 1,501
697 15,723

Note: At the end of 2014, Yara had 12,073 permanent employees worldwide, an increase of 2,314 (24%) compared to the previous year. The largest increase was in Latin America and Brazil, due to the OFD and Galvani acquisitions. The OFD acquisition contributed to the growth in the North American region as well, by adding new employees in Mexico.

Galvani employees are included in the table above. In the following sections, however, all questions are answered excluding the 1,026 permanent and 18 non-permanent Galvani employees. As Galvani is a recent acquisition, more detailed information is currently not available. 

The chemical industry is historically a male dominated industry. In Yara, the share of female employees has remained around 19%.

The percentages in this report are based on available information.

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 59 140 484 415 251 32 1381
Female permanent hired by Yara 10
102 56
Male permanent hired by Yara 49
Age above 50 4
Age below 30 15
Age between 30-50 40
Permanent employees leaving Yara  31
81  638  222  108  26  1106
Female permanent leaving Yara  6  22  61 46
Male permanent leaving Yara  25 59
Age above 50  9 9
82 129
Age below 30 2
Age between 30-50 20


The "New Hire" numbers include also those employees whose status changed from temporary to permanent during 2014.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 done in the existing contracts. Only interns and apprentices are considered as new hires when they change status to permanent employees.

LA3. Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation.

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. The percentages represent the share of countries providing the various benefits to the employees.

Other benefits provided to employees in certain countries are educational assistance, matched savings plan and paid matched vacation . 42,6% 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

Labor/Management Relations 

LA4 - Percentage of employees covered by collective bargaining agreements

Yara values its good relationship with employees and their organizations and engages with them on a regular basis. In 2014, about 67% of Yara employees were covered by collective bargaining agreements . The decrease from last year can be partially attributed to the OFD acquisition, which impacts the number of employees covered by collective bargaining agreements in Latin and North America.

Percentage of employees covered by collective bargaining agreements:
2013 2014
Africa         25.60% 19.50%
Asia 23.20% 17.30%
Brazil 100.00% 100.0%
Europe 83.30% 77.90%
Latin America 22.20% 11.60%
North America and Trinidad 36.50% 34.90%
Total Yara 77.30% 67.00%

LA5. Minimum notice period(s) regarding operational changes, including whether it is specified in collective agreements.


Occupational Health and Safety

LA6. 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 Yara's offices, there are varying degrees of formal health and safety committees depending on local legislation. 37 of the 47 reporting countries have a health and safety committee in place. 9,493 employees are covered by the mandate of the local health and safety committee, which, based on the number of permanent employees, equals 86%, up from 82.5% in 2013.

LA7. Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender.

In 2014 Yara recorded positive developments in the safety performance throughout 2014, particularly among contractors, a group that has been more prone to accidents than Yara employees. Yara also continued to roll out our Safe by Choice initiative to instill a common safety culture and lead the company to safety excellence.

Yara achieved a TRI rate of 3.9 (Total Recordable Injuries per million hours worked) for employees and contractors combined, a reduction of 10% compared to 2013. Yara targets a TRI rate of below 3.0 - 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 trend has 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) for Yara employees was 1.5 and contractors 3.2 for 2014. The contractor LTI rate rose slightly while the Yara employees' rate remained on the prior year level. Yara calculates the LTI rate based on scheduled work days, beginning the day following the accident.

Yara suffered no fatalities in 2014. Yara's ambition is zero injuries and the company continues to set challenging KPI targets for occupational safety. Focus 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.

Yara has a strict requirement on the 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. In 2014, Yara continued its safety culture development along the Safe by Choice thinking. The aim is to pro-actively create a safety culture in Yara where everyone takes responsibility to be 'Safe by Choice'. This means developing current practices and putting increased emphasis on responsibility, so that all take care of self and others. 

Yara's Safety Principles are aligned accordingly and a set of actions defines the focus on the application of safety tools, with a high level of quality and consistency through competence development. A major, company-wide safety survey carried out in 2014 shows a workforce that is highly engaged on safety issues. The survey results indicate a positive safety culture, with particularly high scores in the area of supervisor participation. The 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 Industrial Germany was awarded the 2014 Industrial Gas Association Germany Safety Award for 690,000 consecutive safe work hours, as well as a bronze medal in the European Industrial Gases Association's (EIGA) Safety and Environment in the Workplace award.
Yara is developing a corporate-wide system for sickness reporting. Currently the reported sickness data covers already more than 50% of total hours worked. However a few big units are missing still, so the results cannot be considered fully reliable. Therefore Yara does not publish sickness rate figure for 2014 at the corporate level.

Reporting in accordance to Norwegian law, the sick leave rate for all employees working in Norway for 2014 was 3.76 %. This number represents a decrease of 0.73% compared to 2013's sick leave rate of 4.49%. All numbers exclude contractors and consultants.

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

Total recordable injury rate View graph

Lost-time injury rate (employees and contractors)
2010 2011 2012 2013 2014
LTI rate employees 1.0
LTI rate contractors 3.0 3.1 4.7
2.6 3.2
LTI rate employees and contractors 1.6 1.9 2.9 1.9 2.1
TRI rate employees 2.2 3.0
3.5 3.3 3.1
TRI rate contractors 7.3
TRI rate employees and contractors 3.8
5.0 4.3
Sickness rate production sites (percent) 3.5
3.6 3.6 4.0

Yara also has the target of zero major process accidents. During 2014 there were no severity 1 process accidents, which would have caused economic loss in excess of EUR 10 million, severe environmental impacts or international media coverage. Yara had two fire cases with lesser severity to the company, neither of which caused long-term environmental impact.

Systematic monitoring of Process Safety measures is put in place. Core developments in 2014 include continued development of technical competence of process operations and process safety tools such as Hazops (Hazard and Operability studies). Process safety issues are recorded and followed up centrally.

Sickness rate at production sites (%)

Sickness rate at production sites View graph

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

47.9 % of Yara's countries have programs in place assisting workforce members, families and community members with issues related to serious diseases, providing counselling (65.2 %), education or training (78.3 %), prevention programs and risk assessment (78.3 %) and treatment (52.2 %).

8.7% of Yara's operations involve risks of incidents of serious occupational diseases.

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.

Training and Education

LA10. Average hours of training per year per employee by gender, and by employee category.

In 2014, Yara spent approximately NOK 41 million on external training, equalling about NOK 3700 per employee.

5,687 employees had individual development plans agreed with their managers in a development discussion that were documented in the HR information system. Employees with non-electronic development plans are not reflected in this number. Besides formal training activities, we also favor on-the-job learning activities and learning from others (coaching, shadowing, etc).

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 spend on 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.

LA11. Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

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.

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
2013 2014 2013 2014
Africa 100.0% 100.0% 0.0% 0.0%
Asia 100.0% 12.5% 0.0% 87.5%
Brazil 100.0% 100.0% 0.0% 0.0%
Europe 38.9% 52.6% 61.1% 47.4%
Latin America 83.3% 44.4% 16.7% 55.6%
North America and Trinidad 0.0% 0.0% 100.0% 100.0%
Yara 65.9% 47.9% 34.1% 52.1%

Assistance (e.g., training, counseling) on transitioning to a non-working life 16%
Job placement services 44%
Pre-retirement planning for intended retirees 20%
Retraining for those intending to continue working 20%
Severance pay 84%

LA12. Percentage of employees receiving regular performance and career development reviews, 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 below 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 having a formal development plan
31% 28% 82% 50% 22% 39% 51%
Female permanent employees having a formal development plan 24 34
Male permanent employees having a formal development plan 97 126
2,229 233
Total number permanent employees having a formal development plan 121 160
2,844 298
Africa Asia Brazil Europe Latin America North America incl. Trinidad Total Yara
Percentage of permanent employees receiving a performance review
46% 68% 87% 83% 24% 44% 72%
Female employees receiving a performance review 37 116 351 978 67 87 1,636
Male employees receiving a performance review 144 265 1,814 3,725 258 158 6,364
Total number employees receiving a performance review 181 381 2,165 4,703 325 245 8,000

The decrease in the percentage of employees having formal performance and development plans in Latin America is partially related to the OFD acquisition which was closed on 1st October 2014. These employees were not fully included in Yara's performance and development programs in 2014

Diversity and Equal Opportunity

LA13. 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. Currently, Yara has nine members on the Executive Management Team. Of these nine members, two members are female, and three are non-Norwegians (Belgian, German and Finnish).

The Yara Board of Directors consists of eight members. Three are female and three are employee representatives.

Of the top 155 management positions in Yara, 16 positions are filled by women, 53 are held by Norwegians, 78 by other Europeans, four by North Americans, twelve by Latin Americans and eight by Asians.

Equal Renumeration for women and men

LA14. Ratio of basic salary and renumeration of women to men by employee category, by significant locations of operation.

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.

Total Norway
Base salary
Other renumeration

Total based on company structure
Base salary
Other renumeration
Yara International ASA
Yara Norge AS



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 10 16
17 65 26
How many female employees took parental leave 6 10
17 68
How many female employees returned to work after parental leave ended 5
17 44
How many male employees met the requirements of going out on parental leave 4
How many male employees took parental leave 5 6
How many male employees returned to work after parental leave ended
5 6

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 2014 and are due to return in 2015, some employees went on maternity leave in 2013 and returned in 2014.


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


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

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