Our prosperity performance
Yara will continue to be a positive force for a profitable green shift. Operational excellence equips us with a strong core and enables us to profit from the opportunities arising in our business environment to create value for our shareholders, customers, and society at large.
How we work
Ensuring the continued prosperity of the company and the communities where we operate is a key priority for Yara.
Ensuring continuous improvement and operational excellence are central to achieving this. Operational excellence is paramount to unlock the potential of our strategy. It equips us with a strong core as we expand our reach and offering and develop new business models. Our approach to operational excellence is multidimensional and covers our culture and people as well as the efficiency and footprint of our operations, in which digitalization plays a key role.
The Yara brand is recognized globally, and our products are known for their high quality and reliability. We live by our customers and continuously invest in product quality, knowledge, customer service, and new solutions to help them thrive and reach new standards for sustainability. We increasingly connect and engage directly with farmers and partners in the food chain to share our knowledge, demonstrate our solutions, and optimize our offerings for the local conditions.
Sustainable finance is growing in force and impact. Capital is increasingly channeled towards organizations and activities that manage their economic, social, and environmental (ESG) impacts well, driven by responsible investments, ESG and credit ratings, and regulations such as the EU taxonomy. We welcome sustainable finance as a means to translate our ambitions and achievements into value and reinforce Yara as an attractive investment.
We aim to create shared value for the company and society. Helping the 20 million farmers that buy our products succeed is essential to achieving this, as is engaging in the communities where we operate. Trust and support from local communities is fundamental to Yara’s license to operate.
How we performed in 2021
|Yara KPI||Measure||2021||2025 Target|
Finished fertilizer production*
|Revenues from new business models||MUSD||11||1,500|
|Revenues from online sales||MUSD||4||1,200|
|Capital return (ROIC)**||%||7.9||>10|
* Target is for 2023
** See page 255 for definitions, explanations, and reconciliations of Alternative Performance
*** CAPEX max 1.2 for 2022 onwards (including maintenance)
More on how we work for a prosperous future
Our material topics
Sustaining profitability in our business and delivering superior shareholder returns based on reliable
and cost-efficient operations, capital discipline and global optimization.
Applying digital technologies to improve our production, agronomy services and overall business.
Customers’ experience, interaction and perception of the whole series of encounters with Yara when they buy goods or services.
|Sustainable supply chains
Understanding and managing environmental, social and economic impacts along the value chain.
|Socioeconomic impact on communities
Establishing and maintaining mutually beneficial relationships with the communities in which we operate.