Our approach
What gets measured gets managed. That is why we manage and measure our value creation along the four pillars of People, Planet, Profit, and Governance.
Our reporting reflects the way we manage our performance – holistically.
How we manage our performance
People Performance
We want to build a culture of engagement, entrepreneurship, diversity and inclusion to tackle the challenges ahead of us.
Our people performancePlanet performance
Decarbonizing our own operations is critical, but so is contributing to reduce emissions from the broader food system.
Our planet performanceProfit Performance
Yara will continue to work for a profitable green shift, creating value for our shareholders, customers, and society at large
Our profit performanceGovernance performance
Sound governance ensures that success is achieved in the right way, and is the foundation for our performance.
Our governance performanceTopics that matter most to Yara
At Yara, we want to direct our attention and efforts to the topics that truly matter to our value creation and to our stakeholders. We are conscious of the fact that risks and opportunities can be material from both a financial and non-financial perspective, recognizing the concept of double materiality.
Strategy scorecard
Our Strategy scorecard shows the KPIs we use to measure the progress on the execution of our corporate strategy.
![People icon]()
People performance
Our people are our greatest asset. Their knowledge help to feed 200 million people.
| Yara KPI | Measure | 2023 | 2025 Target |
|---|---|---|---|
|
Strive towards zero accidents |
TRI |
1.1 |
<1.0 |
|
Engagement index1) |
Index |
77 |
Top quartile |
|
Diversity and inclusion index1) |
Index |
75 |
Top quartile |
|
Female senior managers2) |
% |
32 |
40 |
1) Measured annually
2) Status at year-end
![Planet icon]()
Planet performance
We are meeting global challenges head on with green solutions and ambitious climate targets.
| Yara KPI | Measure | 2023 | 2025 Target |
|---|---|---|---|
|
GHG emissions, intensity |
t CO2e /t N |
3.0 |
2.7 |
|
GHG emissions, scope 1+21) |
CO2e |
-16% |
-30% |
|
Digitized hectares2) |
MHa |
23 |
150 |
|
MSCI rating |
Score |
AA |
A |
1) GHG absolute emissions scope 1+2 target is for 2030 with a 2019 baseline. Due to reconciliation and validation, the 2023 figure deviates slightly from data reported in the Q4 presentation.
2)Cropland with digital farming user activity within defined frequency parameter
![Prosperity icon]()
Profit performance
We target superior returns from efficient operations and new and greener revenue streams.
| Yara KPI | Measure | 2023 | 2025 Target |
|---|---|---|---|
|
Ammonia production1) |
Mt |
7.8 |
8.6 |
|
Finished fertilizer production1) |
Mt |
21.1 |
22.5 |
|
Premium generated2)3) |
MUSD |
1,877 |
N/A |
|
Operating capital3) |
Days |
105 |
92 |
| Capital return (ROIC) |
% |
2.9 |
>10 |
| Fixed costs in core business4) |
MUSD |
2,351 |
Beat inflation |
1) Yara Improvement Program performance, see page 35 in the Integrated report for further details.
2) Figures for 2021 and 2022 changed following a revision of the market references applied.
3) See page 343 in the Integrated report for definitions, explanations, and reconciliations of Alternative Performance Measures (APMs).
4) Fixed cost target is annual
