“Looking at our triple “bottom line” – through the lenses of people, planet, and prosperity – we can conclude that we enter 2022 strengthened, more focused, and more able.”
Integrated Report 2021
Yara’s Integrated Report 2021 outlines our business model and strategy, describes how we create value and reflects how we manage our performance – holistically.
People
Our people are our greatest asset. Their knowledge help to feed 289 million people.
Planet
We are meeting global challenges head on with green solutions and ambitious climate targets.
Prosperity
We target superior returns from efficient operations and new and greener revenue streams.
Governance
We ensure that success is achieved in the right way, to the highest standards.
Stategy scorecard 2021
Our Strategy scorecard shows the KPIs we use to measure the progress on the execution of our corporate strategy.
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People performance
| Yara KPI | Measure | 2021 | 2025 Target |
|---|---|---|---|
|
Strive towards zero accidents |
TRI |
1.0 |
<1.0 |
|
Engagement index |
Index |
79 |
Top quartile |
|
Diversity and inclusion index |
Index |
77 |
Top quartile |
|
Female senior managers* |
% |
29 |
40 |
* The definition of the KPI was updated during 2021, and the target performance was changed from 35% to 40%.
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Planet performance
| Yara KPI | Measure | 2021 | 2025 Target |
|---|---|---|---|
|
Energy efficiency* |
GJ/t NH3 |
33.4 |
32.7 |
|
GHG emissions, intensity |
t CO2e /t N |
3.0 |
2.7 |
|
GHG emissions, scope 1+2** |
Mt CO2e |
17.5 |
13.0 |
|
Active hectares*** |
MHa |
8.2 |
150 |
|
Carbon marketplace |
|
|
tbd |
* Energy efficiency target is for 2023
** GHG absolute emissions scope 1+2 target is a 30% reduction by 2030 from a 2019 baseline
*** Cropland with digital farming user activity within defined frequency parameters
![Yara PPP ikoner3.png]()
Prosperity performance
| Yara KPI | Measure | 2021 | 2025 Target |
|---|---|---|---|
|
Ammonia production* |
Mt |
7.8 |
8.9 |
|
Finished fertilizer production* |
Mt |
21.8 |
23.9 |
|
Premium generated |
MUSD |
280 |
N/A |
|
Revenues from new business models |
MUSD |
11 |
1,500 |
|
Revenues from online sales |
MUSD |
4 |
1,200 |
|
Working capital** |
Days |
83 |
92 |
| Capital return (ROIC)** |
% |
7.9 |
>10 |
| Fixed costs** |
MUSD |
2,487 |
2,314 |
| Capex*** |
BUSD |
0.9 |
1.2 |
| Net debt/EBITDA** |
Ratio |
1.36 |
1.5-2.0 |
| MSCI rating |
Score |
A |
A |
| Sustainalytics rating |
Score |
Med |
Med |
* Target is for 2023
** See page 255 for definitions, explanations, and reconciliations of Alternative Performance
Measures (APMs).
*** CAPEX max 1.2 for 2022 onwards (including maintenance)
The business case for diversity, equity and inclusion
The business case for diversity has never been stronger but to reap its benefits we also need equity and inclusion. In 2021, Yara’s Black Talent Initiative embarked on the road to eliminating racial discrimination and making Yara a more diverse, equitable, and inclusive workplace. Learn more in the Integrated report.
Our strategy
We are broadening our business model
Over the past two decades, Yara’s business model has developed from focusing on our asset and product base – what we have, to focusing on farmers and complete solutions – how we can contribute.
We will continue to improve our fertilizer production and competitive edge, what we have, but we are increasingly aiming to expand our reach and offerings - tapping into the opportunities emerging in our business environment, how we can contribute.
We are geared to grow Yara and protect and improve the world we live in!
Want to learn more about our work?
