Impact report 2013

Labor practices management approach

Standard Disclosure: Management Approach


Yara's People Strategy focuses on talent development on all organizational levels, talent acquisition and performance culture - delivered through good people management. The strategy impacts four areas that are critical to driving business outcomes; performance, engagement, retention and attraction.

We are responsible for designing and maintaining policies and processes, and providing opportunities that enable and facilitate development. As a result of these initiatives, we aim for a performance culture, where our employees are engaged and retained, which will in turn lead to the attraction of new colleagues.


Goals and Performance

Yara is committed to promoting equal opportunities and fight­ing discrimination. A diversified employee base is a key success factor and means abundant opportunities to add value to our company.

The chemical industry and fertilizer industries are historically male dominated, however, and the share of women employed by Yara has been around 19% in recent years. In 2013, Yara established short and medium term ambitions to increase the proportion of women in key management positions, aiming to increase the proportion from 20% in 2013 to 23% in 2017. This goal is broken down to specific targets for each business segment and expert function. In addition, key people processes like recruitment, succession planning and management reviews have been revised to ensure a stronger focus on diversity. At the end of 2014, the percentage of women in this population was 22%.

Yara's geographic diversity is mirrored in the composition of the work­force in central functions in the company, where for instance 34 nationalities are represented at our headquarters in Oslo and the Technical Research Center in Porsgrunn, Norway.

For a full list of our performance, please see our Human Resources management related performance on the GRI Grid.


Policy

In 2014, all Yara employees had the opportunity to take part in the Talent Development and Performance Management processes, most of them using the HR Information System (HRIS) as the main tool. All major people processes are run globally, on all levels of the organization, and are supported by Yara's HRIS. Both managers and employees have access to HRIS through Manager Self Service (MSS) and Employee Self Service (ESS) respectively.

For more information, see our People Development section.


Organizational Responsibility

The Chief Human Resources Officer has organizational responsibility for LA Reporting.


Training and Awareness

YaraLearning, launched by Yara in 2013, offers a single repository for most global learning programs and provides employees with opportunities to develop their competencies. The platform is available to all employees with computer access and contains a wide range of training material and tools, from over 150 different e-learning courses and videos to more traditional classroom training.

The curriculum is continually developed based on the needs and priorities of the business, as identified in the Talent Development Planning process, in order to equip Yara employees with the skills and competencies they need to be successful in their jobs. This includes Safety, a key focus area in Yara.


Monitoring and follow-up

We at Yara believe that employees build and improve their abilities mainly through practice. Good people management is essential to improve the four areas that are critical to driving business outcomes; performance, engagement, retention and attraction

Our goal at Yara is to have continuous honest feedback on performance year round. People deserve and have the right to receive feedback regularly, so that they have an opportunity to improve. This should also generate a continuous understanding of their performance level throughout the year.

To complement and support this, there is the formal performance management cycle within Yara that consists of two formal conversations:

• Performance Management Process (PMP) (December/January), to evaluate performance of the previous year and set goals for the coming year 

• The PMP checkpoint during the Talent Development Mid-Year Review (TDMYR) (June-August), to review and update goals 

All global processes, like PMP and Talent Development, are supported by HRIS and monitored by taking out reports from the system. These reports, showing process status and completion rates, are followed up by the line and by Human Resources (HR).

In 2014, Yara piloted a global engagement survey, Yara Voice, that targeted over 4,000 employees in all parts of the world. In addition to employee engagement, the survey focuses on performance enablement, leadership and manager effectiveness. Survey questions cover 12 key areas, including Safety, Work Life Balance, Diversity and Inclusion, and Ethics and Compliance.

Yara Voice constitutes an important channel for employees to voice their opinions. It is also a tool for the company to identify areas of improvement and to measure progress over time. Results are followed up through the line, with action planning on different levels of the organization. The intention is to roll out the survey to all employees globally and to run it every second year.


Boundary of LA report (Countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers)

Consolidated data within this report covers the reporting year 2014, unless otherwise noted. Readers should take note of the following changes and limitations to the scope and boundaries of the reporting:

• Joint ventures are included where Yara has operational responsibility. For the 2014 report, this includes Yara's joint venture in Trinidad. The ammonia plant operated by BP in Hull, UK, is not included. Galvani, Brazil is partially included (LA1). Since Galvani is a recent acquisition, more detailed information is currently not available.

• HR and LA Indicator points were not answered for sites with less than five employees, therefore the data only includes 50 countries in which we operate.

See our Labor practices and decent work indicator points

We use cookies on this website. If you continue to use the site without changing your settings, you agree that we may store and access these cookies on your device. To understand more about our use of cookies and to change cookie settings at any time please see
Cookie Preferences
I accept cookies