| Profile |
| 1.1 | Statement from the CEO | | CEO Message
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| 1.2 | Description of key impacts, risks, and opportunities | | Citizenship Review 2010, page 8 (pdf)
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| Organizational Profile |
| 2.1 | Name of the organization | | Yara International ASA
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| 2.2 | Primary brands, products and/or services | | Products and services
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| 2.3 | Operational structure of the organization | | Yara pursues a policy of keeping corporate staff structure lean, with corporate functions connected to the three operating segments Upstream, Downstream and Industrial. Each segment is managed as a separate and strategic unit, with Supply & Trade responsible for global optimization. Segment management is located in Oslo, Norway.
Detailed information
Information on Joint Ventures
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| 2.4 | Location of organization’s headquarters | | Oslo, Norway
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| 2.5 | Countries in which the organization’s operations are located | | Yara has operations in more than 50 countries, and has sales to about 150. Location of our operations can be found here:
Where we operate
Production sites
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| 2.6 | Nature of ownership and legal form | | Refer in particular to pages 59 – 61 in the Financial Report 2010
Financial Report 2010 pages 59-61 (pdf)
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| 2.7 | Markets served | | An overview is given below. For complete information, refer to the Financial Report 2010, in particular pages 78 - 83:
Financial Report 2010 pages 78-83 (pdf)
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| 2.8 | Scale of the reporting organization | | Information is given in the Financial Report 2010
Refer in particular to pages 2 - 3 (pdf)
and pages 48 - 56 (pdf)
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| 2.9 | Significant changes during the reporting period | | Information is given in the Financial Report 2010
Refer in particular to pages pages 34 - 37 (pdf)
and pages 59 - 61 (pdf)
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| 2.10 | Awards received during the reporting period | | "Best Global Business in Africa" presented by African Business magazine and the Commonwealth Business Council. Jørgen Ole Haslestad received the "International Business Leader of the Year" award from Africa investor (Ai). Yara Pocklington received two Highly Commended honors in the UK Factory of the Year Awards.
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| Reporting parameters |
| 3.1 | Reporting period | | Report Parameters
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| 3.2 | Date of most recent previous report | | Report Parameters
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| 3.3 | Reporting cycle | | Report Parameters
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| 3.4 | Contact point | | Report Parameters
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| 3.5 | Process for defining report content | | Report Parameters
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| 3.6 | Boundary of the report | | Report Parameters
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| 3.7 | Specific limitations on the scope and boundary | | Report Parameters
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| 3.8 | Basis for reporting on joint ventures, subsidiaries etc. | | Report Parameters
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| 3.9 | Data measurement techniques | | Report Parameters
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| 3.10 | Explanation of the effect of any re-statements of information | | Report Parameters
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| 3.11 | Significant changes from previous reporting periods | | Report Parameters
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| 3.12 | Table identifying the location of Standard Disclosures | | This table
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| 3.13 | Policy and current practice with regard to seeking external assurance | | Report Parameters
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| Governance, commitments, and engagement |
| 4.1 | Governance structure of the organization | | Financial Report 2010 pages 18 - 25 (pdf)
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| 4.2 | Indicate whether the Chair of the highest governance body is also an executive officer | | Financial Report 2010 page 23 (pdf)
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| 4.3 | Independent, non-executive members of the board of directors | | Yara International ASA does not have a unitary board structure. See more information on pages 18 - 25 in the Financial Report 2010
Financial Report 2010 pages 18 - 25 (pdf)
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| 4.4 | Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body | | All shareholders registered in the Norwegian Central Securities Depository (Verdipapirsentralen) are entitled to submit items to the agenda to meet, speak and vote at the Annual General Meeting. Employees are represented with three employee-elected members in the Board of Directors. In Europe, Yara has established the European Work Council (EWC). This is a representative body, having annual meetings with Yara's Executive Management. The EWC also elects a core team, which has more frequent and operative dialogue with Executive Management. Supplementing information on governance in Yara is found in the Financial Report 2010 at pages 18 - 25
Financial Report 2010 pages 18 - 25 (pdf)
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| 4.5 | Linkage between compensation and the organization’s performance | | The remuneration of the Board of Directors is not linked to the company's performance
Financial Report 2010 page 120 (pdf)
Financial Report 2010 page 25 (pdf)
Financial Report 2010 Note 6 (pdf)
Financial Report 2010 Note 32 (pdf)
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| 4.6 | Processes in place to ensure conflicts of interest are avoided | | Financial Report 2010 pages 18 - 25 (pdf)
Financial Report 2010 Note 32 (pdf)
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| 4.7 | Process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization’s strategy on economic, environmental, and social topics. | | The selection of board candidates is made with consideration to the competence, experience, and capacity of each individual in relation to the Board mandate, which includes overseeing sustainability issues. Refer to guidelines and work of the nomination committee described in the Financial Report 2010.
Financial Report 2010 pages 12 - 25 (pdf)
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| 4.8 | Statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance | |
Financial Report 2010 page 32
Our culture
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| 4.9 | Board-level procedures for overseeing sustainability performance, risks, opportunities and compliance | | The Board of Directors' responsibility for overseeing sustainability issues is laid down in the Board mandate.The Board reviews sustainability performance, particularly health, environmental and safety (HES) performance, at every meeting. The Board reports on sustainability issues on an annual basis as part of the Report from the Board of Directors.
Board Report 2010 pages 8-15 (pdf)
Corporate Governance 2010 pages 18 - 24 (pdf)
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| 4.10 | Processes for evaluating the highest governance body’s own performance | | The Board's work follows an annual plan and conducts an annual self-evaluation of its performance and expertise. Supplemental information is at pages 22 - 24 in the Financial Report 2010.
Financial Report 2010 pages 22-24 (pdf)
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| 4.11 | Explanation of whether and how the precautionary approach or principle is addressed | | Yara is committed to sustainable business development both in its own Code of Conduct, and in its participation in the UN Global Compact.
Yara's Code of Conduct (pdf)
Yara's adherence to UN Global Compact
The precautionary principle also relates to Yara's Products Stewardship principles, to ensure safe handling in production, transport, storage and marketing and sales of Yara's produce:
Product stewardship
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| 4.12 | Externally developed economic, environmental, and social charters, principles, or other initiatives endorsed | | Yara's adherence to UN Global Compact
Awards and Recognitions
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| 4.13 | Memberships in associations and/or national/international advocacy organizations | | Citizenship Review 2010, page 21 (pdf)
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| 4.14 | Stakeholder groups engaged | | Stakeholder groups
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| 4.15 | Basis for identification and selection of stakeholders | | Stakeholder groups
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| 4.16 | Approaches to stakeholder engagement | | Stakeholder groups
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| 4.17 | Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded | | On a corporate level, no such issues have been reported. Some local issues are found in the profile section 4.16, above.
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| Economic performance indicators |
| | Disclosure on Management Approach | | Economic Management Approach
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| EC1 | Direct economic value generated and distributed | | Economic indicator points
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| EC2 | Financial implications, risks and opportunities due to climate change | | Economic indicator points
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| EC3 | Coverage of the organization’s defined benefit plan obligations | | Economic indicator points
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| EC4 | Significant financial assistance received from government | | |
| EC5 | Standard entry level wage compared to local minimum wage | | |
| EC6 | Policy, practices, and proportion of spending on locally-based suppliers | | |
| EC7 | Local hiring and proportion of senior management hired from the local community | | Economic indicator points
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| EC8 | Infrastructure investments and services provided primarily for public benefit | | Economic indicator points
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| EC9 | Significant indirect economic impacts | | Economic indicator points
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| Environmental performance |
| | Disclosure on Management Approach | | Environmental Management Approach
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| EN1 | Materials used by weight or volume | | Environmental indicator points
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| EN2 | Use of recycled input materials | | |
| EN3 | Direct energy consumption | | Environmental indicator points
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| EN4 | Indirect energy consumption | | Environmental indicator points
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| EN5 | Energy saved due to conservation and efficiency improvements | | Environmental indicator points
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| EN6 | Initiatives to provide energy efficient or renewable energy based products and services | | Environmental indicator points
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| EN7 | Initiatives to reduce indirect energy consumption | | Environmental indicator points
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| EN8 | Total water withdrawal by source | | Environmental indicator points
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| EN9 | Water sources significantly affected by withdrawal of water | | Environmental indicator points
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| EN10 | Water recycling and reuse | | |
| EN11 | Land owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value | | Environmental indicator points
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| EN12 | Significant impacts on biodiversity in protected areas and areas of high biodiversity value | | Environmental indicator points
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| EN13 | Habitats protected or restored | | |
| EN14 | Managing impacts on biodiversity | | Environmental indicator points
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| EN15 | Endangered species in areas affected by operations | | Environmental indicator points
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| EN16 | Total direct and indirect greenhouse gas emissions | | Environmental indicator points
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| EN17 | Other relevant indirect greenhouse gas emissions | | Environmental indicator points
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| EN18 | Initiatives to reduce greenhouse gas emissions | | Environmental indicator points
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| EN19 | Emissions of ozone-depleting substances | | Environmental indicator points
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| EN20 | NOx, SOx, and other significant air emissions | | Environmental indicator points
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| EN21 | Total water discharge | | Environmental indicator points
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| EN22 | Total amount of waste | | Environmental indicator points
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| EN23 | Significant spills | | Environmental indicator points
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| EN24 | Transported, imported, exported, or treated hazardous waste | | |
| EN25 | Water bodies and related habitats significantly affected by discharges of water and runoff | | Environmental indicator points
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| EN26 | Initiatives to mitigate environmental impacts of products and services | | Environmental indicator points
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| EN27 | Products and packaging materials that are reclaimed | | Environmental indicator points
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| EN28 | Significant fines and non-monetary sanctions for non-compliance with environmental laws and regulations | | Environmental indicator points
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| EN29 | Significant environmental impacts of transportation | | Environmental indicator points
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| EN30 | Environmental protection expenditures and investments | | |
| Labor practices and Decent work performance indicators |
| | Disclosure on Management Approach | | Labor Practices Management Approach
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| LA1 | Total workforce by employment type, employment contract, and region | | Labor practices and Decent work indicators points
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| LA2 | Total number and rate of employee turnover | | Labor practices and Decent work indicators points
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| LA3 | Benefits provided by employment type | | Labor practices and Decent work indicators points
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| LA4 | Employees covered by collective bargaining agreements | | Labor practices and Decent work indicators points
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| LA5 | Minimum notice period(s) regarding operational changes | | |
| LA6 | Workforce representation in formal joint management–worker health and safety committees | | Labor practices and Decent work indicators points
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| LA7 | Rates of injury, occupational diseases, lost days, absenteeism, and fatalities | | Labor practices and Decent work indicators points
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| LA8 | Programs in place regarding serious diseases | | Labor practices and Decent work indicators points
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| LA9 | Health and safety topics covered in trade union agreements | | Labor practices and Decent work indicators points
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| LA10 | Average hours of training per year per employee | | Labor practices and Decent work indicators points
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| LA11 | Programs for skills management and lifelong learning | | Labor practices and Decent work indicators points
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| LA12 | Regular performance and career development reviews | | Labor practices and Decent work indicators points
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| LA13 | Composition of governance bodies and breakdown of employees | | Labor practices and Decent work indicators points
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| LA14 | Ratio of basic salary of men to women | | |
| Human rights performance indicators |
| | Disclosure on Management Approach | | Human Rights Management Approach
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| HR1 | Human rights clauses in, or screening of, significant investments agreements | | |
| HR2 | Human rights screening of significant suppliers and contractors | | |
| HR3 | Human rights training of employees | | Human Rights Indicator points
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| HR4 | Incidents of discrimination and actions taken | | Human Rights Indicator points
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| HR5 | Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk | | Human Rights Indicator points
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| HR6 | Operations identified as having significant risk for incidents of child labor | | Human Rights Indicator points
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| HR7 | Operations identified as having significant risk for incidents of forced or compulsory labor | | Human Rights Indicator points
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| HR8 | Human rights training of security personnel | | |
| HR9 | Incidents of violations involving rights of indigenous people and actions taken | | Human Rights Indicator points
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| Society performance indicators |
| | Disclosure on Management Approach | | Society Management Approach
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| SO1 | Programs and practices that assess and manage the impacts of operations on communities | | |
| SO2 | Business units analyzed for risks related to corruption | | Society Indicator points
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| SO3 | Anti-corruption training of employees | | Society Indicator points
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| SO4 | Actions taken in response to incidents of corruption | | Society Indicator points
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| SO5 | Public policy positions and participation in public policy development and lobbying | | Society Indicator points
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| SO6 | Financial and in-kind contributions to political parties, politicians, and related institutions by country | | Society Indicator points
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| SO7 | Legal actions for anti-competitive behavior | | Society Indicator points
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| SO8 | Significant fines and non-monetary sanctions for non-compliance with laws and regulations | | Society Indicator points
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| Product responsibility performance indicators |
| | Disclosure on Management Approach | | Product Responsibility Management approach
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| PR1 | Life cycle stages in which health and safety impacts of products and services are assessed | | Product responsibility indicator points
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| PR2 | Incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services | | Product responsibility indicator points
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| PR3 | Product and service information required by procedures | | Product responsibility indicator points
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| PR4 | Incidents of non-compliance with regulations and voluntary codes concerning product and service information and labelling | | Product responsibility indicator points
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| PR5 | Practices related to customer satisfaction | | Product responsibility indicator points
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| PR6 | Programs for adherence to laws, standards, and voluntary codes related to marketing communications | | Product responsibility indicator points
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| PR7 | Incidents of non-compliance with regulations and voluntary codes concerning marketing communications | | Product responsibility indicator points
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| PR8 | Substantiated complaints regarding breaches of customer privacy and losses of customer data | | Product responsibility indicator points
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| PR9 | Significant fines for non-compliance with laws and regulations concerning the provision and use of products and services | | Product responsibility indicator points
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