These two chapters constitute the Report of the Board of Directors | |
About the report This is Yara International ASA’s 2025 Annual Report. It includes Yara’s sustainability statements to comply with the Norwegian Accounting Act, which includes requirements to adopt sustainability reporting based on the EU Corporate Sustainability Reporting Directive (CSRD) and European Sustainability Reporting Standards (ESRS). The sustainability statements also covers Yara’s disclosure obligations under the Norwegian Transparency Act and the Equality and Anti-Discrimination Act. Additional information is available in the following reports for the financial year 2025, both available at the Latest annual report page at yara.com: ● Yara Executive Remuneration Report 2025 ● Yara Country-by-Country Report 2025 | |
2025 in brief In 2025, Yara demonstrated strong resilience and performance, achieving higher production and margins, and significant cost reductions. | |
10.7% | 2,803 | >200 | 10% |
Increased returns through continued improvement focus and strict capital discipline, supported by favorable market conditions, page XX |
Successful completion of Fixed Cost and Capex Program, see page XX |
Strong operational and commercial performance, with record-high production and continued strong premiums, page XX |
2025 GHG intensity target achieved through a 10 percent reduction in emissions per tonne produced nitrogen since 2018, see page XX |
Unit | 2025 | 2024 | |
Financial performance | |||
Revenue and other income | MUSD | 15,715 | 13,934 |
Operating income/(loss) | MUSD | 1,571 | 686 |
EBITDA excl. special items1 | MUSD | 2,803 | 2,051 |
Net income/(loss) | MUSD | 1,372 | 15 |
Basic earnings/(loss) per share2 | USD | 5.37 | 0.05 |
Net cash provided by/(used in) operating activities3 | MUSD | 1,894 | 1,286 |
Net cash provided by/(used in) investing activities3 | MUSD | (906) | (1,080) |
Net debt/equity ratio1, 4 | 0.37 | 0.53 | |
Social performance | |||
Engagement rate | percent | 75 | 76 |
TRI rate5 | per million hours worked | 1.2 | 0.9 |
Environmental performance | |||
2030 KPI Scope 1+2 CO2e emission7 | million tonnes | 15.3 | 16.1 |
Energy efficiency | GJ/t NH | 33.0 | 33.1 |
1 See chapter Reconciliation of Alternative performance measures (APMs) in the Yara Group for definitions, explanations and reconciliations of APMs. | |||
2 Yara currently has no share-based compensation program resulting in a dilutive effect on earnings per share. | |||
3 See consolidated statement of cash flows for specification. | |||
4 Net interest-bearing debt divided by shareholders’ equity plus non-controlling interests. | |||
5 TRI: Number of Total Recordable Injuries per million hours worked, contractors included. | |||
6 See details on Yara’s climate KPIs and GHG emissions on page XXX. | |||
7 See details on the 2030 KPI on page XXX. | |||
Strategy and governance We are sharpening our priorities and applying a strict capital allocation policy to enable further growth and maximize value for stakeholders while advancing our mission. | |||
Report of the Board of Directors The following parts of this report constitute the Report of the Board of Directors: | XX-XXX | ||
Understanding ammonia and GHG emissions Ammonia is the key intermediate for all nitrogen fertilizer. It is produced by combining nitrogen from the air with hydrogen, most commonly from natural gas. This process creates GHG emissions through both chemical reactions and combustion of fuel for energy. Emissions from ammonia production can, however, be eliminated by producing the hydrogen through electrolysis of water based on renewable energy, or by capturing CO2 from the production process with carbon capture and storage (CCS) technology. In this report, we use the following terms for ammonia with lower GHG emissions: | ||
Renewable ammonia: Ammonia produced using hydrogen generated either via electrolysis using renewable electricity or by reforming biomethane (renewable natural gas). This is often referred to as ‘green ammonia’ | Low-carbon ammonia: Ammonia based on hydrogen from natural gas, with CO2 captured and permanently stored after a CCS process, often referred to as “blue ammonia” | Low-emission ammonia: Collective term for renewable and low-carbon ammonia |
Yara-branded retail outlets around the world | Countries with operations | Markets served | Production sites | Terminals, warehouses, blending units and bagging facilities |
10,800+ | 60+ | 140+ | 25 | 200 |
Yara Africa & Asia encompasses sales, marketing, distribution and production of fertilizers and industrial products across Asia-Pacific, Africa and Oceania. It offers a wide range of crop nutrition solutions and services, including nitrogen-based fertilizer, NPKs, and foliar and soluble products. | Yara Americas encompasses sales, marketing, and production within North America, Latin America, and Brazil. The segment offers a comprehensive range of crop nutrition solutions and services, including a broad portfolio of nitrogen-based fertilizers, NPKs, biostimulants and organic-based products. | Yara Europe encompasses sales, marketing, and production within Europe. The segment markets crop nutrition solutions to farmers and collaborates with partners throughout the food value chain, offering crop nutrition products, expert advice and climate-smart services and solutions. | |||||
Yara Global Production encompasses Yara’s largest, export-oriented production plants in Porsgrunn, Sluiskil, Pilbara ammonia, and the JVs in Trinidad and Freeport. The segment manages Yara’s production sites worldwide. | Yara Industrial Solutions delivers nitrogen-based solutions and services across a wide range of industries, including automotive, construction, waste handling and circular economy, shipping, chemicals, mining and animal feed. | Yara Clean Ammonia manages ammonia sales and logistics, both internally and from third-party producers, supplying ammonia both intra-group and to large customers. The segment was established to capture growth opportunities in low-emissions ammonia. | |||||
Yara KPI | Unit | 20211 | 2024 | 2025 | 2025 target |
Strive towards zero accidents | TRI | 1.0 | 0.9 | 1.2 | <1.0 |
Engagement index2 | Index | 79% | 76% | 75% | Top quartile |
Diversity and inclusion index2 | Index | 77% | 75% | 74% | Top quartile |
Female senior managers3 | Percent | 29% | 32% | 33% | 40% |
Yara KPI | Unit | 20211 | 2024 | 2025 | 2025 target |
GHG emissions intensity2 | t CO2e/t N | 3.0 | 2.8 | 2.7 | 2.7 |
GHG emissions, scope 1+23 | CO2e | -4% | -13% | -16% | -30% |
Digitized hectares4 | mHa | N/A | 24 | 25 | 150 |
MSCI rating | Score | A | A | A | A |
Yara KPI | Unit | 20211 | 2024 | 2025 | 2025 target |
Ammonia production2 | Mt | 7.2 | 7.5 | 7.4 | 7.9 |
Finisher fertilizer production2 | Mt | 20.2 | 20.6 | 20.8 | 21.1 |
Premium generated3 | MUSD | 113 | 1,415 | 1,372 | N/A |
Operating capital days3 | Days | 83 | 108 | 109 | 92 |
Capital return (ROIC3) | Percent | 7.9% | 5.0% | 10.7% | >10% |
Fixed cost3, 4 | MUSD | 2,303 | 2,443 | 2,333 | ~2,380 |
USD millions, except where indicated otherwise | 2025 | 2024 | 20232 | 2022 | 2021 |
Revenue and other income | 15,715 | 13,934 | 15,627 | 24,051 | 16,607 |
Operating income/(loss) | 1,571 | 686 | 392 | 3,827 | 1,068 |
EBITDA1 | 2,754 | 1,889 | 1,709 | 4,959 | 2,804 |
EBITDA excl. special items1 | 2,803 | 2,051 | 1,712 | 4,889 | 2,891 |
Net income/(loss) | 1,372 | 15 | 54 | 2,782 | 384 |
Basic earnings/(loss) per share3 | 5.37 | 0.05 | 0.19 | 10.90 | 1.75 |
Adjusted earnings/(loss) per share excl. foreign currency exchange gain/(loss)1, 3 | 4.25 | 0.93 | 0.27 | 11.04 | 2.49 |
Adjusted earnings/(loss) per share excl. foreign currency exchange gain/(loss) and special items1, 3 | 4.42 | 1.73 | 1.11 | 10.98 | 4.73 |
Net cash provided by/(used in) operating activities | 1,894 | 1,286 | 2,288 | 2,391 | 1,406 |
Net cash provided by/(used in) investing activities | (906) | (1,080) | (1,197) | (509) | (874) |
Net debt / equity ratio1 | 0.37 | 0.53 | 0.49 | 0.37 | 0.55 |
Net debt / EBITDA excl. special items ratio1 | 1.17 | 1.82 | 2.16 | 0.66 | 1.36 |
Average number of shares outstanding (millions) | 254.7 | 254.7 | 254.7 | 254.7 | 256.8 |
Return on invested capital (ROIC)1 | 10.7% | 5.0% | 2.9% | 25.7% | 7.9% |
1 See chapter Reconciliation of Alternative performance measures (APMs) in the Yara Group for definitions, explanations and reconciliations of APMs. | |||||
2 Comparative figures for 2023 were in 2024 restated to reflect a change in the presentation of interest income from financing components in contracts with customers. | |||||
3 USD per share. Yara currently has no share-based compensation programs resulting in a dilutive effect on earnings per share. | |||||
2025 | 2024 | 2023 | 2022 | 2021 | |
Yara production (thousand tonnes) | |||||
Ammonia | 7,073 | 7,181 | 6,391 | 6,510 | 7,261 |
Finished fertilizer and industrial products, excl. bulk blends | 19,978 | 19,692 | 18,437 | 18,332 | 20,856 |
Yara deliveries (thousand tonnes) | |||||
Ammonia trade | 1,874 | 1,737 | 1,517 | 1,771 | 2,007 |
Fertilizer | 23,758 | 22,781 | 2,273 | 22,687 | 28,610 |
Industrial Product | 6,429 | 6,641 | 6,351 | 7,159 | 7,442 |
Total deliveries | 32,061 | 31,159 | 30,141 | 31,616 | 38,059 |
Yara’s Energy prices (USD per MMBtu) | |||||
Global weighted average gas cost 5) | 10.0 | 8.8 | 11.0 | 21.8 | 9.3 |
European weighted average gas cost | 13.2 | 11.4 | 14.9 | 31.8 | 11.7 |
Average of publication prices | 2025 | 2024 | 2023 | 2022 | 2021 | |
Urea granular (fob Egypt) | USD per tonne | 435 | 354 | 402 | 785 | 479 |
CAN (cfr Germany) | USD per tonne | 366 | 298 | 386 | 749 | 360 |
Ammonia (cfr NWE) | USD per tonne | 551 | 518 | 573 | 1244 | 560 |
DAP (fob US Gulf) | USD per tonne | 668 | 581 | 568 | 900 | 602 |
Phosphate rock (fob Morocco) | USD per tonne | 194 | 196 | 261 | 256 | 118 |
European gas (TTF) | USD per MMBtu | 11.9 | 10.9 | 12.9 | 36.9 | 13.1 |
US gas (Henry Hub) | USD per MMBtu | 3.5 | 2.2 | 2.5 | 6.4 | 3.7 |
EUR/USD currency rate | 1.1 | 1.1 | 1.1 | 1.1 | 1.2 | |
USD/BRL currency rate | 5.6 | 5.4 | 5.0 | 5.2 | 5.4 |
2025 | 2024 | 2023 | 2022 | 2021 | |
Production - ammonia (thousand tonnes)1 | 7.4 | 7.5 | 7.2 | 7.2 | 7.2 |
Production - finished products (thousand tonnes)1 | 20.8 | 20.6 | 20.3 | 19.4 | 20.2 |
GHG emission intensity (t CO2e/t N)2 | 2.7 | 2.8 | 3.0 | 3.1 | 3.0 |
Fixed cost (USD million)3, 4 | 2,333 | 2,443 | 2,513 | 2,379 | 2,303 |
Net operating capital (days)3 | 109 | 108 | 105 | 87 | 83 |
USD millions | 2025 | 2024 | 2023 | 2022 | 2021 |
Interest income | 63 | 53 | 79 | 111 | 64 |
Dividends and net gain/(loss) on securities | 2 | 2 | - | (3) | - |
Interest income and other financial income | 66 | 55 | 79 | 108 | 64 |
Foreign currency exchange gain/(loss) | 383 | (321) | (32) | (61) | (251) |
Interest expense | (243) | (236) | (260) | (227) | (138) |
Other | (17) | (22) | 12 | (33) | (26) |
Interest expense and other financial items | (259) | (259) | (249) | (260) | (164) |
Net financial income/(expense) | 189 | (524) | (202) | (214) | (351) |
USD millions | 2025 |
EBITDA 2025 | 2,754 |
EBITDA 2024 | 1,889 |
Reported EBITDA variance | 865 |
Special items variance (see page ##PRS<varPGSI> for details) | 114 |
EBITDA variance excl. special items | 752 |
Volume/Mix | 120 |
Margin | 560 |
Fixed costs (excl. currency effects) | 151 |
Other | (82) |
Total variance explained | 752 |
Thousand tonnes | 2025 | 2024 | 2023 | 2022 | 2021 |
Ammonia | 7,073 | 7,181 | 6,391 | 6,510 | 7,261 |
of which equity-accounted investees | - | - | - | - | - |
Urea | 4,744 | 4,593 | 4,266 | 3,949 | 4,739 |
of which equity-accounted investees | - | - | - | - | - |
Nitrates | 6,031 | 5,941 | 5,504 | 5,625 | 6,254 |
NPK | 6,416 | 6,346 | 5,888 | 5,980 | 6,442 |
CN | 1,729 | 1,694 | 1,595 | 1,749 | 1,773 |
UAN | 921 | 864 | 856 | 738 | 917 |
SSP | 137 | 248 | 296 | 291 | 334 |
MAP | - | 6 | 32 | - | 14 |
Total Finished Products | 19,978 | 19,692 | 18,437 | 18,332 | 20,473 |
Thousand tonnes | 2025 | 2024 | 2023 | 2022 | 2021 |
Yara deliveries | |||||
Ammonia trade | 1,874 | 1,737 | 1,517 | 1,771 | 2,007 |
Fertilizer | 23,758 | 22,781 | 2,273 | 22,687 | 28,610 |
Industrial Product | 6,429 | 6,641 | 6,351 | 7,159 | 7,442 |
Total deliveries | 32,061 | 31,159 | 30,141 | 31,616 | 38,059 |
Thousand tonnes | 2025 | 2024 | 2023 | 2022 | 2021 |
Crop Nutrition deliveries | |||||
Urea | 5,275 | 5,193 | 4,686 | 4,700 | 5,920 |
Nitrate | 4,877 | 4,776 | 4,461 | 4,442 | 5,481 |
NPK | 8,411 | 8,027 | 8,334 | 8,498 | 10,458 |
of which Yara-produced compounds | 6,201 | 5,896 | 5,904 | 5,728 | 6,228 |
of which blends | 2,129 | 2,085 | 2,348 | 2,464 | 3,623 |
CN | 1,698 | 1,574 | 1,496 | 1,500 | 1,748 |
UAN | 1,036 | 1,024 | 1,047 | 998 | 1,295 |
DAP/MAP/SSP | 352 | 452 | 560 | 559 | 904 |
MOP/SOP | 838 | 741 | 709 | 921 | 1,534 |
Other products | 1,269 | 993 | 980 | 1069 | 1,270 |
Total Crop Nutrition deliveries | 23,758 | 22,781 | 22,273 | 22,687 | 28,610 |
Europe deliveries | |||||
Urea | 897 | 768 | 532 | 513 | 940 |
Nitrate | 3,890 | 3,760 | 3,467 | 3,292 | 3,774 |
NPK | 2,516 | 2,445 | 2,098 | 2,096 | 2,582 |
of which Yara-produced compounds | 2,355 | 2,288 | 1,989 | 1,994 | 2,426 |
CN | 425 | 404 | 373 | 316 | 432 |
Other products | 1,407 | 1,319 | 1,236 | 1,238 | 1,495 |
Total deliveries Europe | 9,135 | 8,697 | 7,705 | 7,455 | 9,222 |
Americas deliveries | |||||
Urea | 2,060 | 2,092 | 1,991 | 1,939 | 2,684 |
Nitrate | 838 | 867 | 704 | 853 | 1,336 |
NPK | 4,334 | 4,017 | 4,562 | 5,071 | 6,157 |
of which Yara-produced compounds | 2,627 | 2,387 | 2,594 | 2,732 | 2,437 |
of which blends | 1,676 | 1,628 | 1,942 | 2,112 | 3,195 |
CN | 1,046 | 973 | 929 | 970 | 1,106 |
DAP/MAP/SSP | 317 | 402 | 513 | 508 | 821 |
MOP/SOP | 757 | 659 | 628 | 824 | 1,432 |
Other products | 824 | 610 | 736 | 778 | 992 |
Total deliveries Americas | 10,176 | 9,620 | 10,062 | 10,943 | 14,528 |
of which North America | 2,811 | 2,900 | 2,800 | 2,814 | 3,465 |
of which Brazil | 5,581 | 5,008 | 5,619 | 6,450 | 8,865 |
of which Latin America excl. Brazil | 1,784 | 1,712 | 1,642 | 1,679 | 2,198 |
Africa & Asia deliveries | |||||
Urea | 2,319 | 2,334 | 2,164 | 2,247 | 2,295 |
Nitrate | 149 | 148 | 290 | 297 | 371 |
NPK | 1,561 | 1,565 | 1,675 | 1,331 | 1,718 |
of which Yara-produced compounds | 1,220 | 1,220 | 1,321 | 1,003 | 1,365 |
CN | 226 | 197 | 195 | 214 | 210 |
Other products | 186 | 196 | 182 | 199 | 265 |
Total deliveries Africa & Asia | 4,441 | 4,439 | 4,506 | 4,289 | 4,860 |
of which Asia | 3,539 | 3,555 | 3,373 | 3,271 | 3,679 |
of which Africa | 902 | 884 | 1133 | 1018 | 1,180 |
Industrial Solutions deliveries | |||||
Ammonia1 | 425 | 417 | 374 | 462 | 564 |
Urea1 | 1,470 | 1,426 | 1,335 | 1,419 | 1,646 |
Nitrate2 | 1,403 | 1,359 | 1,207 | 1,306 | 1,234 |
CN | 175 | 186 | 181 | 198 | 210 |
Other products3 | 933 | 1,226 | 1312 | 1,633 | 1,636 |
Water content in industrial ammonia and urea | 2,023 | 2,027 | 1,940 | 2,141 | 2,153 |
Total Industrial Solutions deliveries | 6,429 | 6,641 | 6,350 | 7,159 | 7,442 |
Q1 | Q2 | Q3 | Q4 | 2025 | 2024 | |
Basic earnings per share | 1.15 | 1.62 | 1.25 | 1.35 | 5.37 | 0.05 |
Average number of shares outstanding1 | 254,725,627 | 254,725,627 | 254,725,627 | 254,725,627 | 254,725,627 | 254,725,627 |
Period end number of shares outstanding1 | 254,725,627 | 254,725,627 | 254,725,627 | 254,725,627 | 254,725,627 | 254,725,627 |
Average daily trading volume2 | 679,288 | 694,359 | 467,571 | 454,979 | 571,323 | 631,483 |
Average closing share price | 326 | 352 | 375 | 378 | 358 | 325 |
Closing share price (end of period) | 316 | 372 | 365 | 414 | 414 | 301 |
Closing share price high | 345 | 401 | 391 | 417 | 417 | 368 |
Market capitalization (end of period NOK billion)3 | 80.5 | 94.8 | 92.9 | 105.5 | 105.5 | 76.6 |
Dividend per share | 22 | 5 | ||||
Dividend yield4 | 5.3% | 1.7% | ||||
Total shareholder return5 | 57.31% | (24.10%) | ||||
1 Excluding own shares 2 Only traded on OSE 3 Calculated by multiplying the period’s closing share price with the outstanding shares as of period end 4 Based on 31 December share price 5Measured in US dollars with dividend reinvested | ||||||
Largest shareholders1 | Ownership structure | ||||
Name | Holding (%) | No. of shares | No. of shareholders | % of share capital | |
Norwegian Ministry of Trade, Industry and Fisheries | 36.2% | 1-100 | 33,898 | 0.4% | |
The Government Pension Fund Norway / Folketrygdfondet | 7.9% | 101-1,000 | 16,052 | 2.1% | |
The Vanguard Group, Inc. | 2.8% | 1,001-10,000 | 2,936 | 3.2% | |
DNB Asset Management AS | 2.3% | 10,001-100,000 | 548 | 7.0% | |
BlackRock Institutional Trust Company, N.A. | 2.2% | 100,001-1,000,000 | 159 | 19.3% | |
Storebrand Kapitalforvaltning AS | 2.1% | Above 1,000,000 | 32 | 68.0% | |
State Street Investment Management (US) | 1.9% | Total | 53,625 | 100% | |
KLP Kapitalforvaltning AS | 1.5% | ||||
ODIN Forvaltning AS | 1.5% | ||||
Pareto Asset Management AS | 1.3% | ||||
Skagen AS | 1.0% | ||||
Acadian Asset Management LLC | 0.9% | ||||
Nordea Funds Oy | 0.8% | ||||
Alfred Berg Kapitalforvaltning AS | 0.7% | 1This shareholder list is prepared and provided by Nasdaq. The data is collected by Nasdaq based on authorization by Yara International ASA. Nasdaq cannot guarantee that the information is complete. For a list of the largest shareholders registered with the Norwegian Central Securities Depository (Verdipapirsentralen ASA), see note 11 in the financial statements of the parent company Yara International ASA. | |||
SAFE Investment Company Limited | 0.6% | ||||
Assenagon Asset Management S.A. | 0.6% | ||||
UBS Asset Management (UK) Ltd. | 0.6% | ||||
Allianz Global Investors GmbH | 0.6% | ||||
S. W. Mitchell Capital LLP | 0.6% | ||||
Geode Capital Management, L.L.C. | 0.6% | ||||
Share facts | ||
Ticker: | YAR | |
Listing: | Oslo Stock Exchange (OSE) | |
Yara’s registrar in Norway and ADR depositary bank | ||
Contact details to Yara’s registrar in Norway and ADR depositary bank can be found on the company’s website: yara.com/investor-relations/share-and-debt-information/registrar-and-auditor | ||
2026 Dividend schedule | 2026 Release date | |
Ex-dividend date: | Q1: 24 April 2026 | |
13 May 2026 | Q2: 17 July 2026 | |
Payment date: | Q3: 23 October 2026 | |
28 May 2026 | Q4: 12 February 2027 | |
Annual remuneration (NOK) | Before AGM 2025 | After AGM 2025 |
Chair of the Board | 897,700 | 993,800 |
Vice Chair of the Board | 467,800 | 517,900 |
Members of the Board | 412,400 | 456,500 |
Additional remuneration (NOK) | ||
Board members residing outside Norway, per meeting | 38,300 | 44,300 |
Deputy representatives, per meeting | 12,400 | 13,100 |
Chair of BASC | 231,400 | 244,600 |
Members of BASC | 143,000 | 151,200 |
Chair of HR Committee | 122,500 | 129,500 |
Members of HR Committee | 95,000 | 100,400 |
Shareholder-elected Board members | Shares held at year-end 2025 |
Trond Berger | 8,000 |
John G. Thuestad | 1,200 |
Jannicke Hilland | 1,587 |
Tove Feld | 500 |
Tina Lawton | 840 |
Harald Thorstein | 2,000 |
Jais Valeur | 860 |
Employee-elected Board members | |
Rune A. Bratteberg | 673 |
Ragnhild Flesland Høimyr | 676 |
Geir O. Sundbø | 645 |
Eva S. Aspvik | 1,209 |
Board member | Positions | Number of meetings attended |
Trond Berger | Chair of the Board | Board: 14 |
Chair of the HR Committee | HR Committee: 8 | |
Jannicke Hilland | Vice-Chair of the Board | Board: 14 |
Member of the Audit and Sustainability Committee | Audit and Sustainability Committee: 7 | |
Eva S. Aspvik | Member of the Board | Board: 14 |
Member of the HR Committee | HR Committee: 7 | |
Rune A. Bratteberg | Member of the Board | Board: 14 |
Tove Feld | Member of the Board | Board: 14 |
Member of the HR Committee | HR Committee: 8 | |
Ragnhild F. Høimyr | Member of the Board | Board: 14 |
Member of the Audit and Sustainability Committee | Audit and Sustainability Committee: 8 | |
Geir O. Sundbø | Member of the Board | Board: 8 |
John Thuestad | Member of the Board | Board: 14 |
Harald Thorstein | Member of the Board | Board: 14 |
Chair of the Audit and Sustainability Committee | Audit and Sustainability Committee: 8 | |
Tina Lawton | Member of the Board | Board: 14 |
Jais Valeur | Member of the Board since May 2025 | Board: 8 |
KPI | Unit | Weight |
People | 20% | |
Strive towards zero accidents (TRI) | Ratio | 5% |
Engagement index1 | % | 5% |
Diversity & inclusion index1 | % | 5% |
Female senior managers2 | % | 5% |
Planet | 20% | |
GHG emissions, intensity3 | tCOշe / tN | 10% |
Digitized hectares4 | MHa | 5% |
MSCI rating score | 5% | |
Profit | 40% | |
Ammonia production5 | Mt | 5% |
Finished Fertilizer Production5 | Mt | 5% |
Premium generated | MUSD | 2.5% |
Working capital | Days | 2.5% |
ROIC ex. SI6 | % | 25% |
Resource | 20% | |
Capex | BUSD | 5% |
Fixed cost7 | MUSD | 15% |
1Measured annually | ||
2For actuals: Status as per end of the reporting month | ||
3The target is for 2030, % reduction of the baseline year 2019 (18.5mt CO2e) | ||
4KPI is the last 36 months | ||
5YIP performance, excl. Hull and Montoir | ||
6ROIC LTM (excl. SI) | ||
7Fixed costs in currency BP2025 | ||
Svein Tore Holsether (1972) | Magnus Krogh Ankarstrand (1979) | ||
Position | President and Chief Executive Officer | EVP and Chief Financial Officer | |
YEAR OF APPOINTMENT | 2015 | 2024 | |
EMPLOYED | 2015 | 2013 | |
EDUCATION | Bachelor’s degree, specializing in finance and management from the University of Utah, USA | Master of Management and Economics (“Siviløkonom”) from The Norwegian School of Economics (NHH). Bachelor in Nautical Engineering from the Royal Norwegian Naval Academy | |
Experience | Mr. Holsether is passionate about promoting the Sustainable Development Goals as an enabler of growth rather than a constraint. He has been the Chair of the Food & Nature program for the World Business Council for Sustainable Development (WBCSD) and has for several years been a nature champion and member of the Alliance of CEO Climate Leaders at the World Economic Forum (WEF). He was a Commissioner of the Business and Sustainable Development Commission (BSDC) and became a member of the Board of the European Chemical Industry Council (CEFIC) in November 2024. He is also President of NHO, the Norwegian Confederation of Business and Industry, and on the board of Skandinaviska Enskilda Banken AB (SEB). Previously, Mr. Holsether has held a range of executive and senior positions in large industrial companies. | Mr. Ankarstrand has served as Executive Vice President Corporate Development since August 2023. He was President of Yara Clean Ammonia from 2021 to 2024, and previously held positions as SVP Yara North America, CFO of the Industrial segment, and Director of Strategy & Business Development. He also has previous experience from Boston Consulting Group and the Royal Norwegian Navy. Mr. Ankarstrand serves at the Council of Det Norske Veritas. | |
GROUP EXECUTIVE BOARD MEETINGS ATTENDANCE | 19 (12 regular, 7 extraordinary) | 19 (12 regular, 7 extraordinary) | |
Shares owned at year-end 2025 | 64,143 | 10,288 | |
Fernanda Lopes Larsen (1974) | Chrystel Monthean (1967) | ||
Position | EVP Corporate Development | EVP, Americas | |
YEAR OF APPOINTMENT | 2020 | 2020 | |
EMPLOYED | 2012 | 1991 | |
EDUCATION | Master’s degree in civil engineering from Graz University of Technology, Austria. Master of Business Administration from IESE Business School, Spain. Specialization in Corporate Innovation from Stanford University, USA | Post-graduate degree in agronomy engineering from Ecole National des Ingénieurs de l’Horticulture et du Paysage, France. Master’s degree in international business and technology transfer from Rouen Business School, France. | |
Experience | Mrs. Lopes Larsen has served as Executive Vice President Yara Corporate Development from March 2025. She was previously Executive Vice President Africa & Asia from September 2020 to March 2025. She joined Yara in 2012 and has since held several senior positions, including Senior Vice President for Indirect Procurement (2016–2020). Prior to joining Yara, Mrs. Lopes Larsen held manufacturing and procurement positions in the consumer goods and pharmaceutical companies Procter & Gamble and GlaxoSmithKline. Mrs. Lopes Larsen was a Board member and non-Executive Director of Kemira from March 2023 to August 2024, and became a member of the Board of Equinor ASA in July 2024. | Mrs. Monthean has served as Executive Vice President Americas since September 2020. She has been a Yara employee since 1991. Her previous positions in the company include EVP Africa & Asia (June 2020), Manager, BU Latin America (2018–2020), Value Chain Director (2013–2018), and Managing Director of Yara Vietnam (2007–2013). Prior to moving to Asia and Latin America, Mrs. Monthean held roles in various commercial functions and countries in Europe. | |
GROUP EXECUTIVE BOARD MEETINGS ATTENDANCE | 18 (11 regular, 7 extraordinary) | 19 (12 regular, 7 extraordinary) | |
Shares owned at year-end 2025 | 16,908 | 19,085 | |
Mónica Andrés Enríquez (1970) | Luis Alfredo Pérez (1965) | ||
Position | EVP, Europe | EVP, Africa & Asia | |
YEAR OF APPOINTMENT | 2021 | 2025 | |
EMPLOYED | 1998 | 1996 | |
EDUCATION | Master’s degree in business administration from Instituto de Empresa Spanish Business School Degree in Agronomy Engineering from the Spanish Polytechnic University of Engineers (ETSIA) | Plastics Technology degree from the TGM Institute of Technology in Vienna, Austria and a Business Administration degree from the Francisco Marroquin University (UFM) in Guatemala | |
Experience | Ms. Andrés Enríquez has served as Executive Vice President Europe since July 2021. She has previously held several positions in the company, among them VP Farming Solutions Europe (2020–2021), Project Manager for Yara Europe Strategy, and SVP BU South Europe (2019–2020), SVP BU Asia (2017–2019), and Country Manager for Spain and Portugal (2013–2016). Ms. Andrés Enríquez was employed by Hydro in 1998 as a field agronomist. | Mr. Pérez has served as EVP Yara Africa & Asia since July 2025. He joined Yara in 1996. Prior positions in the company include SVP Africa, Commercial Director Mediterranean, Country Manager Philippines, Customer Segment Manager Continental Europe, Country Manager Spain & Portugal, and Regional Market Director Latin America. | |
GROUP EXECUTIVE BOARD MEETINGS ATTENDANCE | 19 (12 regular, 7 extraordinary) | 9 (5 regular, 4 extraordinary) | |
Shares owned at year-end 2025 | 16,401 | 8,991 | |
Hanna Opsahl-Ben Ammar (1987) | Johan Labby (1978) | ||
Position | EVP, People, External Affairs & Chief of Staff | EVP, Yara Global Production | |
YEAR OF APPOINTMENT | 2025 | 2023 | |
EMPLOYED | 2021 | 2003 | |
EDUCATION | Ph.D in Strategy from Université Toulouse 1 Capitole and a Master’s degree in Management from Toulouse Business School in France. | Master’s degree in mechanical engineering from the University of Mons, Belgium. | |
Experience | Ms. Opsahl-Ben Ammar has served as EVP People, External Affairs & Chief of Staff since March 2025. She joined Yara in 2021 and comes from the position as VP CEO Office. She is also the Company Secretary of Yara International ASA. Before joining Yara, Ms. Opsahl-Ben Ammar worked as a management consultant. She has also worked several years as a researcher and lecturer at Toulouse Business School. | Mr. Labby has served as Executive Vice President Global Plants & Operational Excellence since July 2023. Mr. Labby has been a Yara employee since 2003 and has held several positions at Yara. He has extensive leadership experience from Yara production sites, including Plant Manager in Le Havre, France, and the position as Maintenance, Engineering, and Turnaround Manager at different sites, including Belle Plaine, Canada, Le Havre, France, and Uusikaupunki, Finland. | |
GROUP EXECUTIVE BOARD MEETINGS ATTENDANCE | 13 (9 regular, 4 extraordinary) | 19 (12 regular, 7 extraordinary) | |
Shares owned at year-end 2025 | 524 | 4,904 | |
Kristine Ryssdal (1960) | Jorge Noval (1968) | ||
Position | EVP & General Counsel | EVP & CEO, Yara Industrial Solutions | |
YEAR OF APPOINTMENT | 2020 | 2023 | |
EMPLOYED | 2016 | 1998 | |
EDUCATION | Master of Laws degree from the London School of Economics, UK. Law degree from the University of Oslo | Degree in chemical engineering from the University of Oviedo, Spain, and post-graduate education from IE Business School, Spain. | |
Experience | Ms. Ryssdal has served as Executive Vice President & General Counsel since July 2021. She previously held the position of EVP HR & General Counsel (2020–2021) and EVP General Counsel (2016–2020). Before joining Yara, Ms. Ryssdal held the position of Vice President Legal at Statoil (2012–2016). Prior to this, Ryssdal was Senior Vice President and Chief Legal Officer of Renewable Energy Corporation ASA 2008–2012, Senior Advisor Commercial & Legal Affairs at Norsk Hydro / Statoil Hydro 2006–2008, Legal Counsel at Norsk Hydro 1998–2006, and Attorney at the Attorney General’s office 1987–1998. Ms. Ryssdal is also a member of the Executive Board of the Central Bank of Norway. Ms. Ryssdal is also admitted to the bar of the Supreme Court of Norway. | Mr. Noval has served as CEO of Yara Industrial Solutions since February 2020. He previously held the Senior Vice President Mining Applications position and the VP Strategy and Business Development position, both in Yara Industrial. Mr. Noval has more than 25 years’ experience in senior positions in the chemical industry. | |
GROUP EXECUTIVE BOARD MEETINGS ATTENDANCE | 19 (12 regular, 7 extraordinary) | 19 (12 regular, 7 extraordinary) | |
Shares owned at year-end 2025 | 22,218 | 13,759 | |
Trond Berger (1957) | Jannicke Hilland (1967) | |
BOARD Position | Chair of the Board. Chair of the HR Committee | Vice Chair of the Board. Member of the Audit and Sustainability Committee |
member since | 2018 | 2022 |
Elected by | Shareholders | Shareholders |
Position | CEO in Blommenholm Industrier since 2020 | EVP of Telenor Infrastructure at Telenor since 2022 |
EDUCATION | Master’s degree in economics from the BI Norwegian School of Management. State-Authorized Public Accountant. Graduate of the Norwegian Armed Forces’ Officer Candidate School | Ph.D. in physics from the University of Bergen. Study in strategic leadership at the Norwegian Business School (NHH). Bachelor of Science (Hons) in electrical and electronic engineering from UMIST, UK |
Experience | Mr. Berger is CEO of Blommenholm Industrier. Previously, he was Investment Director at Blommenholm Industrier (2019– 2020). From 1999 to 2019, Mr. Berger served as Executive Vice President of Schibsted ASA, including as CFO with responsibility for sustainability. Previous positions also include Investment Director with Stormbull (1998), Executive Vice President (CFO) of Nycomed ASA, and Executive Vice President, Strategy and Business Development at Nycomed Amersham (1997–98), and Partner at Arthur Andersen (1981–92). | Ms. Hilland was the CEO of Eviny from 2015 to 2022. She has previously held various management positions in Equinor (2008–2015), including in the Corporate Executive team as Head of Corporate Safety, Security and Emergency Preparedness. From 1998 to 2008, Ms. Hilland held positions within Norsk Hydro’s oil and gas division, including as Offshore Installation Manager at Troll. She has served as a board member in several companies, including Nysnø Klimainvesteringer and NHO (The Norwegian Confederation of Business and Industry). |
Other assignments | Listed companies: Mr. Berger is Head of the Nomination Committee at Vend Marketplaces, and Chair of the Board of Polaris Media. Other positions: Mr. Berger is also Chair of the Board of Bertil O. Steen Holding, Arctic Asset Management, and the Chair of the Nomination Committee of Schibsted ASA as well as member of the board of Sayonara. | Listed companies: Ms. Hilland is a board member of Bonheur ASA. |
SHARES OWNED AT YEAR-END 2025 | 8,000 | 1,587 |
Eva Safrine Aspvik (1972) | Rune Bratteberg (1960) | |
BOARD Position | Member of the Board. Member of the HR Committee | Member of the Board |
member since | 2022 | 2012 |
Elected by | Employees | Employees |
Position | Union representative at Yara Glomfjord | VP Product Stewardship and Compliance since 2019 |
EDUCATION | Skilled chemical process operator | Degree in information technology and a degree in Nordic languages and history from the University of Bergen |
Experience | Ms. Aspvik has been a Yara employee since 2006. She has been actively engaged in union matters at the Glomfjord plant since 2011. | Mr. Bratteberg has been a Yara (Hydro) employee since 1986. He held various IT and HESQ leadership positions within Hydro and Yara, including CIO from 2001 to 2009. Mr. Bratteberg was a member of the Chemical Industry Advisory Board to SAP AG from 2004 to 2009, and Chairman of the Board at the Scandinavian School of Brussels from 2009 to 2011. |
Other assignments | Ms. Aspvik has been the leader of the Haugvik Industriarbeiderforening (Industrial workers association) since 2018. | |
Shares owned at year-end 2025 | 1,209 | 673 |
Tove Feld (1964) | Ragnhild Flesland Høimyr (1987) | |
BOARD POSITION | Member of the Board. Member of the HR Committee | Member of the Board. Member of the Audit and Sustainability Committee |
member since | 2022 | 2020 |
Elected by | Shareholders | Employees |
Position | Self-employed, Visionary Growth since 2020 | Acting Production Manager Porsgrunn since 2025 |
EDUCATION | Master of Science in soil mechanics from University of Florida, USA. Ph.D. in engineering from Aalborg University, Denmark. Executive MBA from IMD, Switzerland. | Master of Science from the University South-Eastern Norway |
Experience | Ms. Feld has international senior management (c-suite) and leadership experience from Ørsted (2010–2015; 2018–2019), Siemens Gamesa (2015–2018), and DNV Global Wind/Cleaner Energy (2004–2009). From 1991 to 2003, she worked as a consultant in Rambøll. | Ms. Høimyr has been a Yara employee since 2015. Previously, Ms. Høimyr held the positions of HESQ Manager at Yara Porsgrunn (2023–2025), Production Manager CN area (2019–2023) and Process Engineer NPK/CN area in Porsgrunn (2015–2019). She has served as member of the Telemark University College Board (2010–2012), and as Chairman of the Board of the Student Welfare Organization in Telemark (2012–2014). |
Other assignments | Listed companies: Ms. Feld is the Chair of the Board at Cloudberry Clean Energy ASA (CCE), and TRIG (The Renewables Infrastructure Group). She also Chairs the Remuneration Committees of both. Other positions: Ms. Feld is also Vice Chair at DHI A/S and a board member of Stockholm Exergi AB, Venterra Group PLC, and NEXEL. | |
Shares owned at year-end 2025 | 500 | 676 |
Tina Lawton (1967) | John Thuestad (1960) | |
BOARD Position | Member of the Board | Member of the Board |
member since | 2023 | 2014 |
Elected by | Shareholders | Shareholders |
Position | Operating Director in Paine Schwartz Partners | Executive Vice President Bauxite & Alumina at Norsk Hydro ASA since 2018 |
EDUCATION | Bachelor of Arts and Master of Arts in pure and applied biology from the University of Oxford | Master’s degree in metallurgy from NTNU. MBA from Carnegie Mellon University, USA |
Experience | Ms. Lawton has broad international management experience in the agricultural industry having worked for Syngenta and its legacy companies, including AstraZeneca, in North America, Europe, and Asia from 1989 to 2019. Her tenure culminated in her role as Regional President for Asia from 2013, where she successfully grew the business and improved customer satisfaction, and employee engagement despite challenging market conditions. In recognition of her leadership, she received the WBCSD Leading Women Award in 2018 for fostering inclusive partnerships across the agricultural value chain, advancing the region’s sustainability agenda, and empowering women and girls in agriculture. Today, Ms. Lawton serves as a professional Non-Executive Director (NED) and Operating Director, applying her strategic leadership and agricultural expertise to a portfolio of companies spanning the agricultural value chain. In these roles, she focuses on strategy development and implementation, contributing to sustainable growth, governance excellence, and transformational change. By bringing deep industry insight and operational expertise, she ensures organizations are well-positioned to navigate opportunities and challenges effectively. | Prior to his current position, Mr. Thuestad led Hydro Extruded Solutions, Europe (2017–2018). His previous experiences at Hydro/Sapa include EVP Sapa Extrusions Europe (2013–2017) and leading the Sapa Profiles with production plants in Europe, North America, and China (2012–2013). Other previous positions include EVP Group President Primary Metals at Alcoa Global Primary Products (2007–2012), CEO of Elkem AS (2005–2007), and Elkem Aluminium AS (2000–2007). Prior to that, Mr. Thuestad was Managing Director of Norzink AS and Fundo AS. He has served as board member/Chairman of Tyssefaldene AS (1997–2000), board member of Borregaard AS (2005–2007), Statkraft/Groener AS (2000–2003), and as Officer of Alcoa Inc (2010–2011). |
Other assignments | Ms. Lawton sits on the boards of Kynetec UK Topco Limited, Advanced Agrilytics Holdings LLC and Unifrutti, a Portfolio Company of ADQ. | Member of the Executive Committee of International Aluminium Institute (IAI) |
Shares owned at year-end 2025 | 840 | 1,200 |
Geir O. Sundbø (1963) | Harald Thorstein (1979) | |
BOARD Position | Member of the Board | Member of the Board. Chair of the Audit and Sustainability Committee |
member since | 2010 | 2023 |
Elected by | Employees | Shareholders |
Position | Corporate employee representative of Yara International ASA. Chairperson of European Works Council (EWC) of Yara International ASA | Partner at Arkwright London since 2020 |
EDUCATION | Skilled chemical process operator | Master of Science in industrial economics and technology management from NTNU |
Experience | Mr. Sundbø has been a Yara (Hydro) employee since 1987. He has worked extensively as a skilled chemical process operator (1987–2004). He has been actively engaged in trade union matters since 1989 and has, since 2004, been a full-time employee representative at Yara. Mr. Sundbø previously held various roles at both Herøya Arbeiderforening (1993–2019) and Industri Energi (now Styrke) Audit Committee (2010–2019). He also served as a board member of Bjørkøya Utvikling AS (2009–2019). | Mr. Thorstein has extensive experience as an advisor, board member, and manager in finance and investment companies. He previously worked at Seatankers, DNB Markets, and Arkwright Norway. |
Other assignments | Listed companies: Mr. Thorstein holds board positions in DOF ASA, Odfjell Drilling Ltd, Odfjell Technology Ltd. Other positions: Mr. Thorstein also holds a board position in Jacktel AS. | |
Shares owned at year-end 2025 | 645 | 2,000 |
Jais Valeur (1962) | |
BOARD Position | Member of the Board |
member since | 2025 |
Elected by | Shareholders |
Position | Professional board member |
EDUCATION | Master of Science in Economics from Aarhus University. |
Experience | Mr. Valeur is an experienced executive with an extensive career leading strategic transformations in global food and food ingredient companies. Most recently, he served as Group CEO of Danish Crown. Prior to Danish Crown, Mr. Valeur held executive roles at Arla Foods, including EVP of Supply Chain, Global Categories, Marketing, and Innovation. His international experience extends to leadership positions at Fonterra in New Zealand and Royal Unibrew. |
Other assignments | Listed companies: Mr. Valeur is the Chair of the Board of Alm. Brand Group, and Vice Chair of Royal Unibrew. Other positions: He is also Chair of BKI Foods and Chair of the public-private partnership Food Nation. He has also served as Chair of the Danish Climate Partnership for Food and Agriculture, leading the development of a green transformation roadmap for Danish agriculture. |
Shares owned at year-end 2025 | 860 |
Risk appetite areas | Risk appetite level |
Exposure to global nitrogen price dynamics Yara optimizes its business model by seeking exposure to fertilizer market prices for own-produced products. | High |
Exposure to natural gas price markets Securing access to, and a stable supply of, favorably priced natural gas is imperative to the company’s operations and competitiveness. In regions with efficient gas markets, Yara will seek exposure to spot market prices unless exceptional market circumstances clearly give a reason for deviation. In regions without efficient gas markets, Yara seeks to enter into longer-term contracts if favorable gas prices are obtainable. | High |
JV ownership structure exposure – new entries Yara adopts a moderate risk appetite when evaluating new joint venture (JV) opportunities, ensuring alignment with its strategic objectives and risk management principles. To mitigate associated risks, Yara seeks at least equal representation on JV boards to maintain balanced oversight and influence. Prospective partners are expected to demonstrate strong financial standing and share aligned commercial interests. Engagement in JVs is conditional upon the presence of commercially attractive terms and the establishment of robust governance structures. Additionally, Yara will only enter into JVs where there is a demonstrable commitment to upholding ethical standards and the capability to meet or exceed acceptable levels of Health, Environment, Safety, and Quality (HESQ) performance. | Moderate |
People and leadership exposure Yara manages people-related risks by ensuring leadership quality, critical capability readiness, and employee engagement remain aligned with strategic goals. The focus is on maintaining a value-driven, compliant, and inclusive workplace, while strengthening performance management, critical capability, and leadership pipeline depth. Our ambition is to build a future-ready workforce that can deliver operational excellence and innovation in an increasingly volatile external environment. Yara's competitive edges are enabled by Yara's people, culture and leadership. By continuously strengthening how we work together to deliver sustainable impact, we unite performance with purpose, feeding the world and protecting the planet. | Moderate |
Exposure to new business areas outside current core operation The company prioritizes innovation to create future profitability as part of the core business value chain. Yara will prioritize investing funds in new business offerings that enable the core crop nutrition business, with a strong strategic and commercial rationale. Priority is given to investments that have higher commercial maturity and the strongest competitive edge to increase the likelihood of success. Resources employed are evaluated annually and aligned with the strategic direction. | Low |
CO2 exposure in production and supply chain Yara’s ambition is to be climate neutral by 2050 in line with the Paris Agreement. Its strategy and business models are being adapted towards decarbonization in line with applicable legislation, and Yara will pursue policy frameworks that enable decarbonization while, in parallel, delivering attractive shareholder returns. Yara may consider divesting or closing assets if the cost of CO2 emissions is expected to result in insufficient shareholder returns. Additionally, Yara is willing to allocate funds to decarbonization projects that meet its return requirements, hold strategic priority, and entail moderate political/regulatory risk. | Moderate |
Long-term credit rating downgrade exposure Yara maintains a strong commitment to BBB/Baa2 as a cornerstone of its financial policy. A solid credit profile enables the company to pursue value-accretive growth opportunities while managing inherent exposure to volatile nitrogen and gas markets. Accordingly, Yara has a low risk appetite for any deterioration in its long-term credit rating below investment grade (BBB/Baa2), recognizing that such a downgrade could materially impact its financial flexibility, cost of capital, and stakeholder confidence | Low |
Tax exposure Yara maintains a balanced approach to tax risk, aligning with its global business strategy and commitment to optimizing tax efficiency within the boundaries of applicable laws and regulations. The company applies transfer pricing in accordance with the arm's length principle, while allowing for justified deviations when necessary to reflect market dynamics and ensure equitable profit allocation. Yara does not engage in tax arrangements lacking commercial substance or genuine business purpose and remains dedicated to transparent and responsible tax management. | Moderate |
Information and cyber security exposure Yara maintains a low appetite for cyber risk across both its office and production environments, reflecting a strong commitment to safeguarding operations and data. The organization has implemented robust protective measures to safeguard against threats that could compromise the safety, reliability, and continuity of production activities. In parallel, Yara ensures the confidentiality, integrity, and availability of business-critical information within administrative systems by mitigating risks from both internal and external threat actors. This approach underscores Yara’s dedication to operational resilience, regulatory compliance, and proactive cyber risk management, enabling the organization to maintain trust, performance, and long-term sustainability in an increasingly complex threat landscape. | Low |
Risk appetite areas | Risk appetite level |
Production reliability exposure – Priority plants Yara maintains a low risk appetite for unplanned production downtime at its priority plants. The company is committed to operating optimally at all times, carefully balancing investments in reliability, process safety, and plant profitability. To support this, Yara invests in best-in-class operational excellence and builds strong internal competence across its sites. The company’s operating philosophy is designed to align with the specific risk exposure, asset life-cycle stage, and value generation potential of each site, ensuring sustainable and efficient production. A long-term perspective guides investment decisions. These allocations are strategically aligned to optimize site performance and create lasting financial and strategic value. | Low |
Production reliability exposure – Non-priority plants Yara maintains a moderate risk appetite for unplanned production downtime across its non-core plants. This reflects a balanced approach to operational reliability, acknowledging the inherent risks associated with asset life cycle, production complexity, and value generation potential. The company’s operating philosophy is designed to manage these risks effectively while enabling sustainable performance. To support this stance, Yara continuously invests in operational excellence and strengthens internal capabilities across its sites. A long-term perspective underpins investment decisions, ensuring safe and reliable operations, maintaining license to operate, and meeting both internal and external HESQ (Health, Environment, Safety, and Quality) requirements. | Moderate |
Raw material sourcing exposure Ensuring a reliable and resilient supply of critical raw materials is fundamental to the continuity and efficiency of our production, blending, and distribution operations. Yara maintains a moderate risk appetite in this area, recognizing the strategic importance of securing inputs through a balanced mix of internal production and third-party sourcing. We pursue diversification of supply sources and geographies to mitigate potential disruptions, enhance supply chain flexibility, and support long-term competitiveness. While we are open to exploring new sourcing opportunities, we apply rigorous due diligence and risk assessment to ensure alignment with our operational requirements. | Moderate |
Exposure to adverse human rights impacts Yara maintains a low risk appetite for adverse human rights impacts and violations across own operations and in our supply chain. We are committed to upholding internationally recognized human rights standards in own operations. Human rights due diligence and impact assessments are performed regularly to ensure compliance. We monitor risk exposure closely in our supply chain, so as not to engage in or support any activity that is in breach of these standards. We require suppliers to adhere to applicable legal requirements and expectations on human rights as depicted in Yara’s Code of Conduct for Business Partners. | Low |
Fraud, corruption and competition law exposure Yara maintains a low risk appetite for fraud, corruption and violations of competition law. We are committed to complying with all applicable anti-corruption and antitrust regulations. We will not engage in or condone any form of bribery, facilitation payments, bid rigging, price fixing, market sharing, or abuse of dominant position. Where residual risk exists due to external factors (e.g., operating in high-risk jurisdictions), we will implement enhanced due diligence, monitoring, and controls to mitigate this risk. All employees and third parties operating at our sites or on our behalf are expected to adhere to our Code of Conduct and Anti-Corruption Policy. We accept only minimal residual risk in contexts where full control is not feasible, provided robust mitigation strategies are in place. | Low |
Sanctions exposure Yara operates a highly global and diverse business and is therefore unable to achieve zero exposure to sanctions-related risks. However, Yara shall never knowingly breach applicable sanctions. Further, where a potential sanctions risk is identified, Yara shall not proceed with the activity unless Yara considers that the likelihood of breaching applicable sanctions is low. | Low |
Environmental exposure from operations or products Yara is committed to achieving zero harm to the environment by safeguarding air, water, and soil from the adverse effects of our operations, while promoting responsible resource management and minimizing waste. We apply proven environmental technologies across all operations and integrate sustainable approaches into both strategic and operational decision-making. Through effective prioritization, we strive to ensure that no high-severity non-compliance cases remain unresolved. Where open non-compliances are identified, we actively and constructively engage with relevant authorities to effectuate remediation plans and ensure timely resolution. | Moderate |
Health and safety exposure Yara maintains a low risk appetite for occupational and process safety incidents. Securing safe and healthy working conditions is our highest priority. We are committed to minimizing exposure to any conditions that could adversely impact health and safety. Furthermore, we strive to reduce both the likelihood and consequences of process and product safety incidents that could harm people, the environment, our assets, or Yara’s reputation. | Low |
Security exposure Yara places the utmost importance on protecting its people and physical assets, and therefore maintains a low risk appetite for security-related threats. The organization is committed to proactively and systematically identifying relevant security threats and understanding associated risks across all levels. To reduce vulnerabilities and enhance resilience, Yara continuously builds and maintains robust security barriers. In addition, the organization ensures it has effective systems in place to respond to emerging threats, enabling swift and appropriate action to minimize exposure to risks that could impact physical and personnel security. This approach reflects Yara’s dedication to maintaining a secure and resilient operating environment. | Low |
Product portfolio exposure to regulatory changes Yara maintains a moderate risk appetite for regulatory non-compliance affecting the product portfolio across our value chain. We proactively seek to mitigate operational, commercial, and financial impacts by closely monitoring regulatory developments and adapting accordingly. Yara actively engages with regulatory authorities to influence policy development and ensure timely alignment with new or more stringent requirements. | Moderate |
◾ Implement strategic People Responses to enable strategy execution ◾ A shared global People Roadmap with medium- and long-term priorities ◾ Refine KPIs and conduct regular employee listening activities to guide actions ◾ Define leadership expectations and strengthen succession processes ◾ Align leadership and capability development with strategic priorities ◾ Design performance and reward systems to reinforce accountability and desired behaviors ◾ Ensure consistent global processes with clear roles and governance ◾ Embed core values and DEI across all people practices for an inclusive culture | ||
◾ Combining own-produced products with third-party products ensures the necessary adaptability to supply and demand fluctuations ◾ Management of third-party exposure limits for third-party product-intensive countries ◾ Investments in developing farmer-centric solutions that integrate knowledge, digital tools, and services with the product portfolio | ||
◾ Minimizing energy sourcing risk exposure through global purchasing activities ◾ Natural hedge in the correlation between nitrogen fertilizer prices and global energy prices ◾ Hub-based European gas contracts are well-positioned to cover the risk of spot exposure ◾ Flexibility to reduce gas purchases and import ammonia for fertilizer production if gas prices peak | ||
◾ The Capital Value Process (CVP) provides a structured governance framework that enables informed, disciplined decision-making throughout the project life cycle ◾ CVP enforces rigorous quality assurance standards across individual projects and the overall portfolio, ensuring consistency and alignment with strategic objectives ◾ Annual strategy reviews ensure ongoing evaluation of initiatives and alignment with long-term objectives ◾ Strict capital discipline is maintained, prioritizing investments that deliver on strategic goals | ||
◾ Decarbonize the value chain through profitable production changes, renewable electricity sourcing, and reduced in-field emissions ◾ Advance low-carbon and resource-efficient solutions with a full life-cycle perspective ◾ Embed climate transition in core business processes, including strategy, development, and asset optimization ◾ Engage regulators proactively to enable a profitable shift to a decarbonized future |
◾ Foster resilience in value chains and organizations, including security risk resilience ◾ Diversify resourcing alternatives, seeking dynamic alternatives ◾ Monitoring of geopolitical developments to early initiate risk responses ◾ Detecting and monitoring direct or indirect protests against Yara and/or Yara value chains | ||
◾ Structured process to track legislative developments in key jurisdictions and assess potential impacts ◾ Maintain active dialogue with regulators, industry associations, and policymakers to anticipate changes and influence outcomes ◾ Structured scenario analysis and stress testing as a part of investment decisions |
◾ Implementing global technical and operational best practices ◾ Regular execution of employee and leadership training and risk awareness programs ◾ Continuous improvements and investments in process safety, reliability, and debottlenecking ◾ Frequent self-assessments and audits of process safety and production productivity ◾ Plant prioritization framework to safeguard profitable and strategically important assets | ||
◾ Scale advantages in the sourcing of key raw materials and maintaining long-term relationships with a wide network of suppliers ◾ Continuous monitoring of sourcing risks to manage supply disruptions and secure longer-term supply security ◾ Continuous evaluation and development of supply alternatives and backup solutions to ensure business continuity ◾ Investments to increase production plant flexibility to handle alternative raw materials | ||
◾ Investment and improvements in technology and processes to enable detection and response to cyber incidents ◾ Proactively manage cybersecurity exposure, by monitoring threats, vulnerabilities and effectiveness of security controls ◾ Continuous campaigns and training sessions for employees globally to raise awareness of cyber risks and threats | ||
◾ Strengthen climate resilience through risk assessments, continuity planning, emergency preparedness, and scenario-based crisis training ◾ Assess physical climate risks for the most exposed sites and critical assets in detail ◾ Implement targeted mitigation measures for high-risk locations and assets |
◾ Management systems and processes for identification of forthcoming requirements, impact assessments, implementing feasible solutions, and managing the environmental impacts of operations and products ◾ Development of new technologies and business models to meet regulatory requirements and environmental and climate requirements ◾ Participation in relevant arenas to influence existing and new regulations | ||
◾ Enforcement of the zero-harm ambition guided by the mission to “protect the planet” ◾ Ensure that nature impacts, integrated into Yara management system, are integrated in decision-making processes ◾ Systematic assessment and monitoring of nature impacts and risks throughout the value chain ◾ Application of global certified environmental product stewardship and chemicals management system covering all operations |
◾ Proactive market monitoring to identify price declines and macroeconomic shifts early ◾ Dynamic adjustment of commercial strategies to align with evolving market conditions ◾ Strict oversight of order books, inventory levels, and net exposure to maintain financial resilience | ||
◾ Maintaining a solid financial position with a BBB/Baa2 credit rating and strong ESG ratings ◾ Managing refinancing risk by ensuring access to diverse funding sources and staggering loan maturities ◾ Maintaining committed liquidity reserves to absorb market volatility and to cover unforeseen cash outflows ◾ Ensuring access to sufficient sources of funding to meet all currently foreseeable requirements | ||
◾ Risk management by business units and expert organizations based on policy, procedures, and regular reporting ◾ System for credit management, with defined exposure limits at the customer, financial institutions, and country level ◾ Deployment of instruments such as credit insurance, letters of credit, and bank guarantees ◾ A geographically diversified portfolio reduces the overall credit risk of the group | ||
◾ Keeping a major part of the debt in US dollars to reduce overall economic currency exposure ◾ Utilization of derivative instruments to manage non-USD currency risks ◾ A system for currency risk management is in place, with defined currency exposure limits and standardized exposure measurement tools ◾ A geographically diversified portfolio reduces the company’s overall currency risk | ||
◾ Risk management based on the anticipated impact of interest rates on Yara’s financial performance ◾ Maintaining a portion of the long-term debt portfolio in fixed-interest rate agreements ◾ Utilization of derivative instruments |
Sustainability statements Our sustainability statements are prepared to comply with the Norwegian Accounting Act and its requirement to adopt the European Sustainability Reporting Standards (ESRS). | ||||||||||||||||||||||||||||
Topic | Disclosure requirements | Chapter page |
E1 – Climate change | E1-3, E1-5, E1-6, | XX |
E2 – Pollution | E2-4 | XX |
E3 – Water and marine resources | E3-4 | XX |
E5 – Resource use and circular economy | E5-4 | XX |
S1 – Own Workforce | S1-14 | XX |
ESRS 2 | Datapoint | Page |
GOV-1 | §21 (c) | XX |
GOV-3 | §29 | XX |
E1 GOV-3 | §13 | Remuneration Report 2025, XX |
Governance body | Number of members | Men | Women | Age 30-50 | Age >50 | Independent and non-executive |
Board of Directors | 11 | 6 (54%) | 5 (46%) | 2 (19%) | 9 (81%) | 11 (100%) |
Group Executive Board | 10 | 5 (50%) | 5 (50%) | 3 (30%) | 7 (70%) | N/A |
Governance bodies and committees | Roles and responsibilities |
Board of Directors | Supervision of management and operations, strategic direction, oversight of materiality important topics, signs Integrated Report |
Board Audit and Sustainability Committee (BASC) | Supervision of accounts, reporting, internal control, risk management, and external and internal audits |
Nomination Committee | Board member, Chair and Deputy Chair nominations, Board competencies and diversity |
Compliance Committee | Ethics and compliance matters |
President and CEO | Day-to-day corporate management, performance on materially important topics |
HR Committee | CEO performance and compensation, executive remunerations, People Strategy, and employment matters |
Corporate HESQ Committee | HESQ strategy and improvement programmes |
Teams and leaders | |
Chief Financial Officer | Sustainability performance and reporting |
Sustainability Governance | Integrated reporting, materiality processes, ESG implementation |
Company Performance | Performance management |
Risk management | Strategy implementation, risk processes, and other core processes |
Human Resources | Development and execution of People Strategy |
Ethics and Compliance | Provision of Compliance Program |
Global Climate & Energy | GHG emissions, energy, and climate risks |
Corporate Affairs, Communications and Brand | Stakeholder engagement and positioning, political lobbying matters |
Global Innovation | In-field GHG emissions, downstream environmental impacts, agricultural solutions, crop yield and quality, NUE |
HESQ | HESQ strategy, management system, and performance |
Governance and Sustainability (Procurement) | Sustainability in supply chains |
Operational Units | Performance reporting for regional units, Clean Ammonia, Industrial Solutions |
Policies and prinsiples | Embedded in | Approved by | Last updated |
UN Guiding Principles on Business and Human Rights | Code of Conduct | CEO and Board of Directors | January 2026 |
OECD Guidelines for Multinational Enterprises on Responsible Business Conduct | |||
International Bill of Human Rights | Code of Conduct for Business Partners | Group Executive Board | November 2023 |
Core ILO Conventions |
Policy | Topics covered | Summary |
Yara’s Code of Conduct | S1 – Own workforce S2 – Workers in the value chain S3 – Affected communities G1 – Business conduct | Objective: Establish ethical, legal, and human rights standards for all employees and business partners, encompassing integrity, anti-corruption, fraud, diversity, equity and inclusion, equal opportunity, anti-harassment, grievance mechanisms, and labor standards. Scope: All Yara employees and activities Approved by: Board of Directors Senioraccountability: Chief Compliance Officer External frameworks: United Nations Guiding Principles on Business and Human Rights, the OECD Guidelines for Multinational Corporations, United Nations Global Compact. Accessibility: yara.com |
Code of Conduct for Yara’s Business Partners | S2 – Workers in the value chain S3 – Affected communities S4 – Consumers and end-users G1 – Business conduct | Objective: Define mandatory standards and expectations for anti-corruption, human rights, labor conditions, and integrity for suppliers and customers, requiring contract inclusion, grievance mechanisms, and fair treatment of workers. Scope: All individuals and companies with which Yara has business relationships Approvedby: Chief Compliance Officer Senior accountability: Chief Compliance Officer Externalframeworks: ILO frameworks on forced and child labor Accessibility: yara.com |
Health, Environment, Safety, Security and Quality Policy (HESQ) Policy | E1 – Climate change E2 – Pollution E3 – Water and marine resources E4 – Biodiversity E5 – Resource use and circular economy S1 – Own workforce S3 – Affected communities | Objective: Set Yara’s framework for health, safety, environment, quality, product stewardship, and continuous improvement to ensure well-being and operational integrity. Scope: All Yara employees and activities Approved by: Group Executive Board Senioraccountability: SVP HESQ Externalframeworks: UN Global Compact Accessibility: yara.com |
Sustainable Procurement Policy | E1 – Climate change E3 – Water and marine resources E5 - Resource use and circular economy S1 – Own workforce S2 – Workers in the value chain S3 – Affected communities S4 – Consumers and end-users G1 – Business conduct | Objective: Ensure long-term sustainable value creation for Yara and its business partners Scope: All purchase agreements Approvedby: Group Executive Board Senioraccountability: SVP Procurement Externalframeworks: United Nations Guiding Principles on Business and Human Rights, UN SDGs, UN Global Compact Accessibility: yara.com |
Human Rights Due Diligence Process | S1 – Own workforce S2 – Workers in the value chain S3 – Affected communities G1 – Business conduct | Objective: Describes Yara’s approach to human rights due diligence and activities to be performed as part of human rights due diligence, following the six steps of the OECD guidelines. Scope: All Yara employees and activities Approvedby: EVP General Counsel Seniorresponsibility: Chief Compliance Officer Externalframeworks: OECD Guidelines for Multinational Enterprises on Responsible Business Conduct and the UN Guiding Principles on Business and Human Rights Accessibility: Yara Steering System |
Stakeholder Management Procedure | All topics | Objective: Promote meaningful engagement with affected communities, including Indigenous peoples, through culturally appropriate dialogue and consent-based approaches. Scope: All operations Senioraccountability: GEB oversees implementation across organization Accessibility: Yara Steering System |
Core elements of due diligence | Pages |
Embedding due diligence in governance, strategy and business model | |
Engaging with affected stakeholders in all key steps of the due diligence | |
Identifying and assessing adverse impacts | |
Taking actions to address those adverse impacts | |
Tracking the effectiveness of these efforts and communicating |
Adverse impacts (actual or potential) | Examples of agreed or implemented actions |
Yara employees | |
Harassment or discrimination based on gender and race (potential/actual) | Mapping, clarification and communication on pay, promotions, recruitment, equity (incl. living wage project) as well as gender pay-gap assessments Mandatory Code of Conduct training Training and communication on Yara values and Leadership Behaviours |
Occupational health and safety; exposure to dust, noise, heat, and manual labor (actual) | Monitoring of implementation of all physical work environment policy requirements. Ergonomic risk assessments mapping manual activities Automatization projects to reduce manual handling Development and implementation of heat stress plans |
Mental health risks due to stress from excess workload (actual) | Continuation of DEI efforts and mental health focus Training and awareness on psychological safety |
Lack of guaranteed living wage (actual) | Continued monitoring and ensurance of all Yara employees being paid a living wage, and plan development for extending the living wage to contractors working on Yara sites |
Access to adequate grievance mechanisms in local language (actual) | Information about available grievance channels included in daily HESQ meetings Implementation of additional suggestion/grievance boxes Translation of information related to grievance channels into local languages and/or presenting graphics |
Contracted workers at Yara sites | |
Conditions of employment (actual) | Assure workers have a written employment contract Perform audits to ensure Yara standards are adhered to by contractors providing labor on Yara sites Improvements on scheduling and planning of shifts to improve job security |
Working conditions: heat stress exposure, access to water and sanitation, excessive working hours and overtime (actual) | Continuation of the implementation of all requirements set forth in our policy on the physical work environment Installation of additional water points, fans and air conditioning Upgrades to dining, changing and restroom facilities Development and implementation of heat stress plans Regular monitoring and tracking of compliance with working hours and overtime pay |
Lack of guaranteed living wage and use of piece-rate pay (actual) | Development of plans for extending the living wage concept to contractors working on Yara sites Influence contractors to remove piece-rate-pay structures which may lead to excessive working hours and poor impact on health |
Occupational health and safety, including manual labor (actual) | Ergonomic risk assessments mapping manual activities Automatization projects to reduce manual handling |
Restrictions on freedom of association (potential) | Reinforcement of Yara’s Code of Conduct for Business Partners and communication to workers about their rights |
Lack of effective grievance mechanisms (actual) | Information about available grievance channels included in daily HESQ meetings Implementation of additional suggestion/grievance boxes Translation of information related to grievance channels into local languages and/or presenting graphics |
Workers in supply and value chain (including third-party warehouses) | |
Health, safety and labor rights risks due to low standards and high use of casual workers at third-party warehouses (actual) | Regular inspections by relevant Yara subject-matter experts at third-party run warehouses Continuous efforts to impact working conditions positively by including Yara’s requirements and expectations to working conditions and labor rights in business partner contracts |
Migrant workers’ labor rights due to recruitment fee charges, lack of employment contract and overtime pay (actual) | Developing action plans to improve working conditions and labor rights for migrated workers in accordance with international labor rights and Yara’s standards |
Labor rights and working conditions for truck drivers (actual) | Mapping of operational bottlenecks to significantly improve waiting time for drivers continued through 2025. Collaboration with local NGOs to improve conditions for truck drivers generally within the industrial areas affected. |
Child labor and labor rights violations in the agricultural sectors (potential) | Training of sales leaders aiming to increase capacity to identify human rights issues in agriculture and how to act in these situations |
Local communities and wider society | |
Production-related impacts on environment and Health and Safety of local communities | Environmental assessments Stakeholder engagement with local communities |
Lack of effective grievance mechanisms and stakeholder engagement through meaningful engagement between Yara and local communities | With communities in close proximity to our operations, we aim to proactively engage in early dialogue in order to provide inhabitants with the opportunity to voice their views and concerns to prevent adverse impact. |
Farming communities and society at large | Industrial customers | Shipping and energy sectors | Employees | Investors and shareholders |
Crop nutrition solutions and services to support food production | Essential nitrogen products and environmental solutions | Low-emission ammonia projects to support the decarbonization of hard-to-abate sectors | A safe and engaging workplace for 15,702 employees | Strong shareholder returns from prioritization of core operations, optimization of portfolio and capitalization on growth opportunities See page XX for more information about the Yara share |
Gender | Africa | Asia & Oceania | Brazil | Europe | Latin America | North America | Total 20251 | Total 2024 | Evolution3 | |
Permanent | Male | 382 | 1,182 | 3,230 | 4,642 | 866 | 475 | 10,777 | 11,731 | (10%) |
Permanent | Female | 122 | 419 | 1,155 | 1,721 | 383 | 129 | 3,929 | 4,375 | (8%) |
Total permanent | 504 | 1,601 | 4,385 | 6,363 | 1,249 | 604 | 14,706 | 16,106 | (9%) | |
Temporary | Male | 11 | 17 | 353 | 229 | 77 | 16 | 703 | 565 | 24% |
Temporary | Female | 5 | 15 | 157 | 73 | 40 | 3 | 293 | 296 | (1%) |
Total temporary | 16 | 32 | 510 | 302 | 117 | 19 | 996 | 861 | 16% | |
Total permanent and temporary | 520 | 1,633 | 4,895 | 6,665 | 1,366 | 623 | 15,702 | 16,967 | (7%) | |
Non-employee workers | Male | 12 | 7 | - | 118 | - | 40 | 177 | 188 | (6%) |
Non-employee workers | Female | 5 | 6 | - | 26 | - | 20 | 57 | 50 | 14% |
Total non-employee workers2 | 17 | 13 | - | 144 | - | 60 | 234 | 238 | (2%) | |
Total permanent, temporary and non-employee workers | 537 | 1,646 | 4,895 | 6,809 | 1,366 | 683 | 15,936 | 17,205 | (7%) | |
1 Headcount at the end of the reporting period as forecasted on 31 October 2025 | ||||||||||
2 Non-employee workers are defined as those filling a Yara position but which do not have a Yara permanent or temporary employment contract | ||||||||||
3 The decline in the workforce is mainly attributed to the implementation of the cost reduction program, including a hiring freeze and restriction in use of non-employee workers. Non-guaranteed hours contracts are not reported as we do not have non-guarantee hour employees. No employees were reported as working involuntarily part-time. | ||||||||||
How we engage | Key topics in 2025 | Actions and outcomes |
◾ Job appraisals, training, coaching, and mentoring ◾ Surveys, digital channels and townhalls ◾ HESQ training and awareness ◾ Ethics and Compliance training and awareness ◾ DEI networks ◾ Employee-elected board members ◾ Grievance channels and Ethics Hotline ◾ Work councils and unions | ◾ Health, safety and well-being at work ◾ Equal opportunities and fair wages ◾ Learning and development ◾ Diversity and inclusion ◾ Ethical culture and comfort in speaking up ◾ Harassment prevention ◾ Secure employment | ◾ Continued closing of gender pay gap ◾ Reinforced training to support workplace health and well-being ◾ Implementation of heat stress policies ◾ Continuous follow-up of reported HESQ cases ◾ Safe by Choice safety program |
◾ Grievance channels and Ethics Hotline ◾ Targeted communication ◾ Human rights impact assessments and supplier audits | ◾ Human rights and working conditions ◾ Health and safety ◾ Awareness about rights and grievance mechanisms | ◾ Safety orientation and training ◾ Control of Work procedure and Work Permit process ◾ Geopolitical risk assessment update |
◾ On-the-ground agronomists and specialists ◾ Surveys, meetings and events ◾ Social media ◾ Retail associations | ◾ Profitability and product quality ◾ Exposure to hazardous materials ◾ Product stewardship in the value chain | ◾ Provision of safety information and guidelines ◾ Product stewardship inspections ◾ Digital tools for retailer-farmer connectivity |
◾ On-the-ground agronomists and specialists ◾ Surveys, meetings, clinics, and field days ◾ Marketing and digital engagement | ◾ Profitability ◾ Product yield and quality ◾ Nutrient use efficiency ◾ Regenerative agriculture ◾ Climate change ◾ Digital solutions ◾ Women’s role in agriculture | ◾ Farmer programs for specific crops ◾ Digital farming tools and services ◾ Women in Agronomy program ◾ Product stewardship and safety data sheets ◾ Product carbon footprint and traceability ◾ Authentication of Yara products |
◾ Commercial relationships ◾ Audits and surveys ◾ Pre-delivery point inspections ◾ Marketing and outreach | ◾ Climate change and decarbonization ◾ Environmental impacts (soil health, water, emissions) ◾ Safety and hazardous material exposure ◾ Yara’s Code of Conduct ◾ Regulatory compliance and quality standards | ◾ Product traceability ◾ Registration of pre-delivery inspections and customer complaints ◾ Third-party verification of product carbon footprints ◾ Product stewardship and safety data sheets ◾ Food and feed safety management ◾ Explosive precursor management |
◾ Stock exchange and press releases ◾ Periodic reporting ◾ Roadshows and seminars ◾ Calls and meetings | ◾ Climate targets and transition plan ◾ Biodiversity and other impacts on nature (water, waste) ◾ Sustainability-related risks ◾ Greenwashing ◾ Sustainable investments ◾ Regulatory environment | ◾ Timely, accurate and comprehensive communications ◾ Development of Climate Transition Plan ◾ CSRD implementation in integrated report |
◾ Dialogue and meetings ◾ Collaborations and alliances ◾ IDD process ◾ EcoVadis assessments ◾ Supplier audits ◾ Grievance channels and Ethics Hotline | ◾ Suppliers ◾ Dialogue and meetings ◾ Collaborations and alliances ◾ IDD process ◾ EcoVadis assessments ◾ Supplier audits ◾ Grievance channels and Ethics Hotline | ◾ Suppliers ◾ Dialogue and meetings ◾ Collaborations and alliances ◾ IDD process ◾ EcoVadis assessments ◾ Supplier audits ◾ Grievance channels and Ethics Hotline |
◾ Dialogue, meetings and events ◾ Engagement in policy-making processes ◾ Dedicated advocacy resources ◾ Industry associations | ◾ Climate and environmental regulations and compliance ◾ Decarbonization of fertilizers and the food value chain ◾ Low carbon ammonia ◾ Regenerative agriculture ◾ Access to renewable energy | ◾ Continous advocacy ◾ Engagement in policy processes ◾ Development of the Climate Transition Plan ◾ Knowledge building and sharing on in-field emissions |
How we engage | Key topics in 2025 | Actions and outcomes |
◾ Dialogue, meetings, events, and field days ◾ Partnerships with food companies and growers ◾ Crop specific associations | ◾ Decarbonization of food systems ◾ Regenerative agriculture ◾ Nutrient and water use efficiency ◾ Farmer incentives ◾ Traceability ◾ Crop resilience | ◾ Collaboration projects on specific crops ◾ Demonstration and field trials ◾ Product traceability pilot projects ◾ Partnership Playbook for successful partnerships ◾ Climate accounting handbook |
◾ Dialogue, meetings and communication activities ◾ Community engagement and projects ◾ Green lines and other grievance channelsDialogue, meetings, events, and field days | ◾ Food security ◾ Employment opportunities ◾ Environmental impacts (e.g., dust, noise, emissions) ◾ Human rights | ◾ Implementation of Environmental Roadmaps program ◾ Local projects and partnerships to address impacts on local communities, including vulnerable groups ◾ Local social responsibility investments |
◾ Specific projects and studies ◾ Knowledge sharing and training ◾ Conferences | ◾ Climate change ◾ Regenerative agriculture ◾ Nutrient use efficiency ◾ Soil health ◾ AgTech and biologicals | ◾ Partnership Playbook for successful partnerships ◾ Climate accounting handbook |
Dimension | Criteria | Applies to | Description |
Severity | Scale | All impacts | How grave or beneficial the impact is (i.e., extent of infringement of access to basic life necessities or freedoms such as education, livelihood, etc.) |
Scope | All impacts | How widespread the impact is (i.e., the number of individuals affected or the extent of the environmental damage) | |
Irremediability | Negative impacts | The extent to which the impact can be remediated (e.g., through compensation or restitution, whether the people affected can be restored to their exercise of the right in question, etc.) | |
Likelihood | Potential impacts | How probable it is that the impact will take place/materialize |
Score | Magnitude | Likelihood |
5 | Major potential (>400 MUSD) | Almost certain (65-100%) |
4 | Substantial potential (125-400 MUSD) | Likely (40-65%) |
3 | Medium potential (20-125 MUSD) | Medium (20-40%) |
2 | Minor potential (5-20 MUSD) | Unlikely (5-20%) |
1 | Insignificant potential (<5 MUSD) | Rare (<5%) |
Drivers of nature change | Yara’s value chain | ||
Suppliers/sourcing | Direct operations | Product application | |
Land and sea use change | |||
Deforestation and other land use change | Land conversion for raw material extraction and energy production | New-builds and expansions Land conversion (own mines) | Land conversion in mining industries |
Freshwater use change | Wetland conversion for raw material extraction and energy production | ||
Soil degradation | Soil contamination | Long-term reduction of soil biodiversity | |
Resource exploitation | |||
Water use | Water use in raw material extraction | Direct and indirect freshwater consumption | Water efficiency in farming |
Mineral use | Mineral extraction | Mineral extraction (own mines) Resource use Waste generation | |
Climate change | |||
GHG Emissions | Scope 3 emissions related to sourcing | Scope 1-2 emissions | Scope 3 emissions from use of sold products |
Pollution | |||
Water/soil pollution | Pollution from raw material extraction and energy production | N and P discharge Thermal load on water systems | Eutrophication Heavy metals run-off Soil acidification |
Air pollution | Air pollution from raw material extraction and energy production | NOx, SOx, F, dust and ammonia emissions Noise | In-field ammonia emissions |
Invasive species | |||
Spreading of invasive alien species | Ballast water and hull contamination | Ballast water and hull contamination | Land transportation |
2025 | Breakdown by environmental objectives of Taxonomy aligned activities | ||||||||||||||
KPI | Total MUSD | Proportion (%) of Taxonomy eligible activities | Taxonomy aligned activities MUSD | Proportion (%) of Taxonomy aligned activities | Climate Change Mitigation | Climate Change Adaptation | Water | Circular Economy | Pollution | Bio- diversity | Proportion (%) of enabling activities | Proportion (%) of transitional activities | Not assessed activities considered non-material (%) | Taxonomy aligned activities in previous financial year MUSD (2024)2 | Proportion (%) of Taxonomy aligned activities in previous financial year (2024)2 |
Turn- over | 15,623 | 0.0% | - | 0.0% | - | - | - | - | - | - | 0.0% | 0.0% | 7.7% | - | 0.0% |
CapEx | 1,2701 | 37.1% | 86 | 6.8% | 4.1% | 2.7% | - | - | - | - | 0.0% | 6.8% | 0.0% | 76 | 5.5% |
OpEx | 1,492 | 34.8% | 68 | 4.6% | 4.6% | 0.0% | - | - | - | - | 0.0% | 4.6% | 0.0% | 63 | 4.3% |
1 CapEx amount includes USD 9 million in changes to decommissioning assets. Difference of USD 2 million between total amount disclosed in CapEx KPI and total CapEx additions reported in Yara’s consolidated financial statements (note 4.1 Property, plant and equipment, note 4.2 Intangible assets, note 4.5 Leases, and note 4.9 Government grants) relates to foreign exchange differences. See Basis of preparation section in the EU Taxonomy disclosure for more information. | |||||||||||||||
2 The comparative CapEx amounts for 2024 have been restated to remove one nitric acid production asset (Siilinjärvi) from the CapEx plan. | |||||||||||||||
2025 | Environmental objective of Taxonomy aligned activities | ||||||||||||
Economic Activities | Code | Taxonomy eligible KPI (Proportion % of Taxonomy eligible CapEx) | Taxonomy aligned KPI (monetary MUSD value of CapEx) | Taxonomy aligned KPI (Proportion % of CapEx) | Climate Change Mitigation | Climate Change Adaption | Water | Circular Economy | Pollution | Biodiversity | Enabling activity (E) | Transitional activity (T) | Proportion (%) of Taxonomy aligned in Taxonomy eligble |
Manufacture of anhydrous ammonia1 | CCM/ CCA 3.15. | 26.0% | 39 | 3.0% | 0.4% | 2.7% | - | - | - | - | T | 11.7% | |
Manufacture of nitric acid | CCM 3.16. | 7.7% | 47 | 3.7% | 3.7% | - | - | - | - | - | T | 48.2% | |
Sea and coastal freight water transport | CCM 6.10. | 3.5% | 1 | 0.1% | 0.1% | - | - | - | - | - | T | 1.4% | |
Sum of alignment per objective | 4.1% | 2.7% | - | - | - | - | |||||||
Total KPI (CapEx) | 37.1% | 86 | 6.8% | 4.1% | 2.7% | - | - | - | - | 0.0% | 6.8% | 18.3% | |
1 Total includes USD 27 million in government grants recognized as a reduction to carrying amount of property, plant and equipment in 2025, of which USD 1 million was attributable to the Manufacture of anhydrous ammonia Taxonomy-aligned activity. See note 4.9 Government grants in Yara’s consolidated financial statements for further details | |||||||||||||
A.1. Environmentally sustainable activities (Taxonomy-aligned) | ||||||
3.15 Manufacture of anhydrous ammonia | 3.16 Manufacture of Nitric Acid | 6.10. Sea freight and water transport | ||||
Absolute CapEx MUSD | Proportion of CapEx | Absolute CapEx MUSD | Proportion of CapEx | Absolute CapEx MUSD | Proportion of CapEx | |
CapEx additions to property, plant and equipment, intangible assets, and right-of-use assets | 5 | 0.4% | 47 | 3.7% | 1 | 0.1% |
CapEx related to Yara's CapEx Plan | 34 | 2.7% | - | - | - | - |
Total CapEx reported (Taxonomy-aligned) | 39 | 3.0% | 47 | 3.7% | 1 | 0.1% |
Economic activity | Production asset | Expected year of alignment |
3.15. Manufacture of anhydrous ammonia | Belle Plaine | 2027 |
Babrala | 2028 |
2025 | Environmental objective of Taxonomy aligned activities | ||||||||||||
Economic Activities | Code | Taxonomy eligible KPI (Proportion % of Taxonomy eligible OpEx) | Taxonomy aligned KPI (monetary MUSD value of OpEx) | Taxonomy aligned KPI (Proportion % of OpEx) | Climate Change Mitigation | Climate Change Adaptation | Water | Circular Economy | Pollution | Biodiversity | Enabling activity (E) | Transitional activity (T) | Proportion (%) of Taxonomy aligned in Taxonomy eligble |
Manufacture of anhydrous ammonia | CCM 3.15. | 20.7% | - | 0.0% | - | - | - | - | - | - | T | 0.0% | |
Manufacture of nitric acid | CCM 3.16. | 7.8% | 68 | 4.6% | 4.6% | - | - | - | - | - | T | 58.6% | |
Sea and coastal freight water transport | CCM 6.10. | 6.4% | 0 | 0.0% | - | - | - | - | - | - | T | 0.4% | |
Sum of alignment per objective | 4.6% | - | - | - | - | - | |||||||
Total KPI (OpEx)1 | 34.8% | 68 | 4.6% | 4.6% | - | - | - | - | - | 0.0% | 4.6% | 13.2% | |
1 Capacity related costs (CRC), a subset of expenses reported in Yara’s consolidated statement of income (page xxx), are mainly included in “Payroll and related costs” and “Other operating expenses”. CRC reflects the day-to-day expenses for a production asset or vessel to operate, including personnel costs and, when necessary, external maintenance | |||||||||||||
A.1. Environmentally sustainable activities (Taxonomy-aligned) | A.2. Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) | ||||
USD millions | 3.16. Manufacture of nitric acid | 6.10. Sea and coastal freight water transport1 | 3.15. Manufacture of anhydrous ammonia | 3.16. Manufacture of nitric acid | 6.10. Sea and coastal freight water transport |
External maintenance | 10 | 0 | 36 | 10 | 3 |
Personnel cost | 39 | - | 133 | 24 | 9 |
Operations | 13 | 0 | 112 | 10 | 81 |
Local taxes | 1 | - | 8 | 1 | 0 |
Insurance | 5 | 0 | 19 | 3 | 1 |
Total | 68 | 0 | 308 | 48 | 94 |
1 In 2025, total CRC costs associated with the aligned economic activity 6.10. were USD 0.39 million. As the table presents values in USD millions, this amount is not displayed. | |||||
Technology pthway | Production based on natural gas and carbon capture and storage (CCS) | Production based on hydrogen from electrolysis of water using renewable energy | Production based on biomethane |
Technologies, such as autothermal reforming, combined with CCS can reduce the produced CO2 emissions by up to 95%. | Water electrolysis using renewable/low-carbon electricity can produce CO2-free hydrogen and ammonia. | Replacement of natural gas with biomethane offers a drop-in solution for existing production facilities. | |
Challenges | ◾ Risk of lock-in of emissions and investments ◾ Availability of CO2 transport and storage infrastructure | ◾ New renewable electricity capacity additions needed to meet regulations ◾ Intermittent availability of wind and solar energy ◾ Increased production cost due to extremely stringent and rigid rules for electricity for hydrogen production (additionality, geographical and temporal correlation) | ◾ Availability of sustainably produced biomethane ◾ Competition with other sectors for scarce resources, e.g., transport, power generation ◾ Non-existing cross-border mass-balance systems needed for traceability and chain of custody |
Cost competetiveness with existing fossil based production | |||
Transition enablers | ◾ Recognition of CCS as a transition pathway towards the 2050 climate neutral ambition ◾ Policy support for CCS infrastructure projects ◾ Legal frameworks for cross border CO2 transport and storage ◾ Policy support for CCS projects, especially for hard-to-abate sectors | ◾ Investment in renewable electricity production and transmission infrastructure ◾ Scale-up of commercial-scale electrolysers ◾ Hydrogen pipelines and storage infrastructure ◾ Policy support and funding (capex and opex) of large-scale renewable hydrogen projects ◾ Laxer rules for renewable electricity used for hydrogen production in the near/medium term | ◾ Policy support for biomethane projects to increase the availability ◾ Policy framework to earmark volumes for hard-to-abate sectors ◾ Legal frameworks and certification schemes for cross-border mass-balance systems |
Demand-side policy incentives and new business models needed to stimulate uptake of low-carbon products | |||
Mitigation levers | ||
Fertilizer value chain emissions | Near-term | Long term |
Upstream | ||
Scope 3 cat. 1: Purchased goods Natural gas feedstock for ammonia production Imported third-party produced ammonia Minerals (P and K) Other, including secondary and micronutrients, coatings and gypsum | ◾ Sustainable procurement ◾ Supplier engagement ◾ Sourcing of low-carbon feedstock and ammonia | ◾ Sustainable procurement ◾ Supplier engagement |
Scope 3 cat. 4 & 9: Transport Upstream transport Downstream transport of finished products | ◾ Fuel use efficiency ◾ Renewable fuels ◾ Planning optimization | ◾ Electrification ◾ Renewable fuels |
Scope 3 cat. 3: Natural gas supply Supply of natural gas as fuel for: 1. Ammonia production 2. Captive power generation 3. Steam and heat generation Emission factors vary from region to region. European value used right. | ◾ Low-emission/responsibly sourced gas | New plants employing carbon capture and storage (CCS) and water electrolysis along with new, innovative production processes |
Scope 1-21 | ||
Scope 2: Electricity Mainly used to run machinery in ammonia and finished fertilizer production plants | ◾ Energy efficiency ◾ Sourcing of carbon-free electricity ◾ Own-produced electricity from heat recovery | |
Scope 1: Product nitric acid N2O emissions from nitric acid plants | ◾ N2O abatement catalyst technology | |
Ammonia production emissions | ||
Scope 1: Hydrogen production (steam methane reforming) Feedstock and fuel use. Feedstock CO2 i) released to atmosphere (for nitrate-based fertilizers), or ii) embedded in urea | ◾ Energy efficiency ◾ Electrification of equipment ◾ CCS ◾ Biomethane feedstock ◾ Renewable hydrogen feedstock | |
Scope 1/2: Ammonia synthesis (Haber Bosch) H2 and N2 react in the synthesis reactor to produce ammonia. No direct emissions, but potential scope 2 emissions related to electricity used in equipment | ◾ Energy efficiency ◾ Electrification | |
Downstream | ||
Scope 3 cat. 11: Use phase emissions Direct N2O emissions nitrification and denitrification) Indirect N2O emissions (ammonia volatilization and nitrate leaching followed by nitrification/ denitrification) CO2 emissions from urea hydrolysis (already included in the ammonia emission intensity) | ◾ Inhibitors ◾ Climate-smart fertilizer management | ◾ Aiming at intensity target to include Nitrogen use efficiency ◾ Carbon sequestration |
Emission reductions | Capex1 (USD million) | ||||
GHG projects by mitigation levers | Thousand tonnes CO2e per year | 2025 | 2024 | Incurred 2019-2025 | Estimated 2026-2030 |
GHG projects finalized 2019–2025: | Achieved 2019-2025: | ||||
N2O emissions reduction | 1,200 | 1 | 15 | 86 | - |
Energy efficiency | 335 | 2 | 16 | 75 | 3 |
Electrification of compressor drivers in our ammonia plants | 100 | 1 | - | 39 | - |
Sum | 1,635 | 4 | 31 | 200 | 3 |
GHG projects to be finalized 2026–2030: | Expected by 2030: | ||||
Carbon capture and storage | 725 | 129 | 54 | 190 | 39 |
N2O emissions reduction | 70 | 3 | 3 | 9 | 61 |
Energy efficiency | 160 | 8 | 2 | 12 | 60 |
Electrification of compressor drivers in our ammonia plants | 32 | 2 | - | 2 | 24 |
Project portfolio adjustments | - | - | 52 | - | - |
Sum | 987 | 142 | 64 | 213 | 184 |
Project portfolio adjustments 2025 | |||||
Renewable hydrogen production finalized in 2025 | 40 | 4 | 11 | 74 | - |
Other project portfolio adjustments | - | (5) | - | - | |
Sum | 40 | 4 | 6 | 74 | - |
Total CapEx | 150 | 101 | 487 | 187 | |
1 Capex is defined as capital expenditure after defined decision gates for project execution are met. Capex that refers to property, plant and equipment (PP&E) is recognized as an asset in the statement of financial position at cost, if it is probable that the items will generate future economic benefits for Yara, and the cost can be measured reliably. Subsequently, the asset is carried at its cost less any accumulated depreciation and impairment loss. For more information, see note 4.1 Property, plant and equipment in Yara’s consolidated financial statements. If the capex does not meet the requirements to be accounted for as PP&E, it is expensed as incurred and presented as other operating expenses in Yara’s consolidated statement of income. Yara may receive subsidies for investing in GHG emission reduction projects. Subsidies that compensate Yara for the cost of investing in assets are deducted from the carrying value of the asset and recognized in the consolidated statement of income as a reduction of depreciation expense. If the subsidy refers to assets under construction, it is recognized as a reduction of depreciation expense once the asset is ready for use as intended by management. Subsidies for capex which do not meet the requirements to be accounted for as PP&E is recognized in the statement of income as reduction of the costs for which the grant is intended to compensate. For more information, see note 4.9 Government grants in the consolidated financial statements. | |||||
2 The 2024 total figure has been restated from Yara‘s Integrated Report 2024, following changes in the GHG project portfolio, resulting from changing project categorization considerations and some decarbonization projects being discontinued in 2025. The total disclosed in 2024 was 96 USD million, resulting to a difference of a 5 million USD. | |||||
Million tonnes CO2e | 2030 target | 2025 | 2024 | 2023 | 2022 | 2021 |
Scope 3 category 11 emissions | 35.1 | 33.0 | 32.31 | 30.8 | 31.7 | 39.5 |
i) According to ESRS High climate impact sectors are determined using NACE sections A to H and L | ||||||
ii) The change in the CO2 from lime application via CAN fertilizer use figure is due to correction in the calculation methodology. | ||||||
Unit | 2025 | 2024 | |
Total energy consumption | GWh | 25,212 | 24,893 |
Energy consumption per revenue | MWh/USD | 0.00161 | 0.00180 |
GJ/t NH3 | 2025 target | 2025 | 2024 | 2023 | 2022 | 2021 | 2020 | 2019 | 2018 |
Energy efficency | 33.0 | 33.0 | 33.1 | 34.0 | 34.3 | 34.1 | 33.8 | 34.1 | 34.4 |
Purchased electricity (GWH) | Purchased electricity (%) | ||||
Type of contractual instrument | 2025 | 2024 | 2025 | 2024 | |
Total electricity purchased | 3,491 | 3,531 | |||
Share covered by contractual instruments | Bundled EAC’s | 1,160 | 944 | 33.2% | 26.7% |
Unbundled EAC’s | Unbundled EAC’s | 700 | 61 | 20% | 1.7% |
Energy consumption and mix | 2025 | 2024 | |
1 | Fuel consumption from coal and coal products | - | - |
2 | Fuel consumption from crude oil and petroleum products | 480 | 528 |
3 | Fuel consumption from natural gas | 19,877 | 19,514 |
4 | Fuel consumption from other fossil sources | 1,020 | 942 |
5 | Consumption of purchased or acquired electricity, heat, steam, and cooling from fossil sources | 1,911 | 2,774 |
6 | Total fossil energy consumption (calculated as the sum of lines 1 to 5) | 23,289 | 23,758 |
Share of fossil sources in total energy consumption (%) | 92.4% | 95.4% | |
7 | Consumption from nuclear sources | 444 | 373 |
Share of consumption from nuclear sources in total energy consumption (%) | 1.8% | 1.5% | |
8 | Fuel consumption for renewable sources, including biomass (also comprising industrial and municipal waste of biologic origin, biogas, renewable hydrogen, etc.) | 179 | 123 |
9 | Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources | 1,266 | 632 |
10 | The consumption of self-generated non-fuel renewable energy | - | - |
11 | Total renewable energy consumption (calculated as the sum of lines 8, 9 and 10) | 1,445 | 755 |
Share of renewable sources in total energy consumption (%) | 5.7% | 3.0%2 | |
Total energy consumption (calculated as the sum of lines 6, 7 and 11) | 25,212 | 24,893 | |
Total renewable energy production | 245 | - | |
Total non-renewable energy production | 19,490 | - | |
1Energy consumption in MWh is calculated based on Lower Heating Value conversion factors. Figures are excluding fuels consumed as feedstock for ammonia production. | |||
2 The share of renewable energy consumption in total energy consumption has been restated to accurately reflect the total sum of renewable (sum of line 8,9 and 10) over total energy .consumption instead of line 9 over total energy consumption in 2024. The difference to the figure disclosed last year is 0.5 percentage points (2024: 2.5%). | |||
Scope 3 GHG emissions | 2025 (Model for Europe1 + Tier 1 for rest of the world) | 2025 (Tier 1) | 2024 (Tier 1) |
Scope 3 category 11 Use of sold products | 31.1 | 33.0 | 32.32 |
Million tonnes CO2e, except where indicated otherwise | 2025 | 2024 | % change 2025/2024 |
Scope 1 GHG emissions | |||
Gross scope 1 GHG emissions1 | 14.8 | 14.9 | (1%) |
Percentage of scope 1 GHG emissions from regulated emission trading schemes2 (%) | 70% | 69% | 1% |
Scope 2 GHG emissions | |||
Gross location-based scope 2 GHG emissions3 | 0.9 | 1.0 | (3%) |
Gross market-based scope 2 GHG emissions4 | 0.7 | 1.4 | (47%) |
Scope 3 GHG emissions | |||
Total gross indirect (scope 3) GHG emissions5 | 47.1 | 42.9 | 11% |
Scope 3 category 1 Purchased goods and services6 | 11.6 | 8.1 | 43% |
Scope 3 category 2 Capital goods7 | - | - | - |
Scope 3 category 3 Fuel and energy-related activities8 | 1.1 | 1.0 | 6% |
Scope 3 category 4 Upstream transportation and distribution9 | 0.3 | 0.3 | (2%) |
Scope 3 category 9 Downstream transportation10 | 1.1 | 1.1 | (2%) |
Scope 3 category 11 Use of sold products11 | 33.0 | 32.312 | 3% |
Total GHG emissions | - | - | |
Total GHG emissions (location-based) (tCO2e) | 62.9 | 58.8 | 7% |
Total GHG emissions (market- based) (tCO2e) | 62.7 | 59.2 | 6% |
Million tonnes CO2e, except where indicated otherwise | 2025 | 2024 | |
Scope 1 | Consolidated accounting group | 13.8 | 14.0 |
Scope 1 | Investees | 1 | 0.9 |
Scope 2 – location-based | Consolidated accounting group | 0.9 | 1.0 |
Scope 2 – location-based | Investees | <0.1 | <0.1 |
Scope 2 – market-based | Consolidated accounting group | 0.7 | 1.4 |
Scope 2 – market-based | Investees | <0.1 | <0.1 |
Scope 3 | All significant categories | 47.1 | 42.6 |
Scope 1+2 (location-based) + scope 3 | Total | 62.9 | 58.5 |
Scope 1+2 (market-based) + scope 3 | Total | 62.7 | 58.9 |
GHG emissions per revenue (location-based) (tCO2/USD) | 0.0040 | 0.0042 | |
GHG emissions per revenue (market-based) (tCO2/USD) | 0.0040 | 0.0043 | |
In 2025, Yara’s revenue was USD 15,623 million as specified in Note 2.1 in the consolidated financial statements. Please note that the investees mentioned in the table above are under Yara’s operational control. | |||
CO2 | N2O (as CO2e) | |||
Million tonnes | 2025 | 2024 | 2025 | 2024 |
Scope 1 | 14.3 | 14.2 | 0.5 | 0.7 |
Scope 2 market-based | 0.7 | 1.4 | - | - |
Scope 3 | 14.5 | 10.7 | 32.6 | 31.9 |
Million tonnes CO2e | 2025 | 2024 |
Scope 1 | <0.1 | <0.1 |
Scope 2 | Not applicable | Not applicable |
Scope 3 | Not applicable | Not applicable |
Total | <0.1 | <0.1 |
Priorities | Scope | Pollution mitigation hierarchy | Enforcement driver | Time horizon for completion |
Environmental Performance Improvement Process | Production units | Avoid Reduce Control | ◾ Legal or contractual liability ◾ BAT (current and foreseen) ◾ EU Taxonomy DNSH | Projects under the indicated capex frame are intended to be completed by end of 2030 |
Environmental and chemical management system | Yara | Avoid Reduce Control | HESQ Policy and Yara strategy | Annual reviews |
SVHC phase-out plan | Chemicals and components other than plant nutrients | Avoid Reduce | ◾ HESQ Policy ◾ Legal | Annual |
Environmental remediation and clean-up | ◾ Contaminated existing and legacy sites ◾ Landfills | Restore Regenerate | Legal or contractual liability | Annual |
Country | Actions | Environmental aspect | Impact |
Australia | Installation of a water treatment system1 | Water effluents | Improved effluent discharge quality |
Brazil | Adequation of contaminment basins | Groundwater/soils | Reduction in contaminant infiltration |
Brazil | Installation of a new granulation washing system | Air emissions | Reduction in dust emissions |
Belgium | Installation of a silencer | Noise | Reduction in noise emitted |
Belgium | Installation of a wastewater treatment plant | Water effluents | Improved effluent discharge quality |
Colombia | Improvements in effluent controls | Water effluents | Reduction of oil in effluents discharged |
Colombia | Redesign and replacement of NOx abatement reactor | Air emissions | Reduction in NOx/N2O emissions |
Finland | Rainwater drains renewal | Water effluents | Reduction of leakages and nitrogen load in effluents |
Finland | Burner basket renewal | Air emissions | Reduction in NOx/N2O emissions |
Germany | Overhaul of wastewater system | Groundwater/soils | Regulatory compliance, prevention of leaks |
Italy | Prilling tower dust abatement1 | Air emissions | Reduction in dust and ammonia emissions |
Italy | Overhaul NPK dedusting filter | Air emissions | Reduction in dust emissions |
Netherlands | Replacement of dust filter bags | Air emissions | Reduction in dust emissions |
Netherlands | Installation of reverse osmosis unit | Water effluents | Purification of wastewater and reduction of nitrogen load in effluents |
Country | Actions | Environmental aspect | Impact | Expected completion |
Brazil | Rainwater collection and decantation system | Water effluents | Reduction of pollutants in effluents | 2026 |
Italy | Installation of low NOx burners | Air emissions | Reduction of NOx emissions | 2028 |
Netherlands | Installation of a Wet Electrostatic Precipitator | Air emissions | Reduction in dust and ammonia emissions | 2026 |
Netherlands | Installation of a Wet Electrostatic Precipitator | Air emissions | Reduction in dust and ammonia emissions | 2027 |
Norway | Installation of new prilling tower fan | Noise | Reduction in noise emissions | 2026 |
Norway | Establish recirculation of scrubber | Water effluents | Reduction of nitrogen load in effluents | 2026 |
Capex1 (USD million) | |||
Environmental Roadmap projects | 2025 | 2024 | Estimated 2026-2030 |
Environmental projects, pollution | 28.7 | 61.6 | 169.0 |
Emission efficiency projects, pollution | 30.0 | 21.6 | 71.3 |
Total | 58.7 | 83.2 | 240.3 |
1 For the definition of capex, see page XX [E1 Resource allocation table] | |||
Environmental compliance indicators, by number | 2025 | 2024 | 2023 | 2022 | 2021 |
High severity environmental incidents | - | - | - | - | - |
Legal claims for environmental breaches (open cases at year-end)1 | 5 | 5 | 5 | 5 | 4 |
Sites receiving fines or sanctions for environmental issues | 1 | 4 | 2 | 5 | 4 |
Sites reporting environmental compliance issues2 | 19 | 16 | 18 | 20 | 19 |
1More information regarding these lagal claims can be found under Key legal cases on page XX. | |||||
2 Sites reporting environmental incidents, fines or sanctions and compliance issues refers only to production sites. | |||||
Pollutants (tonnes) | Number of production sites where material pollutants are above the E-PRTR threshold1 | 20252 | 2024 | 2023 | 2022 | 2021 | Mitigation approach |
NOx (as NO + NO2)3 | 18 | 7,098 | 7,062 | 7,261 | 7,589 | 8,668 | Reduce |
SOx (as SO2) | 3 | 885 | 1,049 | 1,3034 | 1,786 | 2,038 | Reduce |
NH3 | 17 | 3,733 | 3,716 | 3,677 | 3,650 | 3,676 | Reduce |
Fluorides (as F) | 2 | 12 | 8 | 17 | 16 | 16 | Reduce |
Dust5 | 11 | 2,299 | 2,296 | 2,419 | 2,510 | 2,851 | Reduce |
Hydrochloric acid (as HCl)6 | 2 | 151 | 151 | - | - | - | Reduce |
Carbon monoxide (CO)6 | 2 | 1,839 | 2,881 | - | - | - | Reduce |
1In accordance with the applicable threshold value specified in Annex II of regulation (EC) No 166/2006. | |||||||
2Includes production sites where Yara has operational and/or financial control. Consolidated data on emissions to air only includes emissions from the facilities for which the applicable threshold value specified in Annex II of regulation (EC) No 166/2006 is exceeded for the 2025 data. | |||||||
3Prior to 2022 NOx from our production plants was reported as NO2. | |||||||
4Decrease in SOx due to lower production volumes at our sulfuric acid plants. | |||||||
5Fertilizer dust mainly consists of the constituents of the product itself, that being nitrates, phosphates and potassium salts. | |||||||
6Included from 2024, to align with the ESRS requirements. | |||||||
Pollutants (tonnes) | Number of production sites where material pollutants are above the E-PRTR threshold1 | 20252 | 20243 | 2023 | 2022 | 2021 | Mitigation approach |
Nitrogen (as total N) | 7 | 2,397 | 2,387 | 2,546 | 2,626 | 3,030 | Reduce |
Phosphorous (as P) | 3 | 92 | 71 | 136 | 151 | 187 | Reduce |
Fluorides (as F) | 4 | 52 | 53 | Reduce | |||
Phenols | 1 | 0.03 | 0.15 | Reduce | |||
Arsenic (as As) | 1 | 0.01 | 0.04 | Reduce | |||
Cadmium (as Cd) | 1 | 0.01 | 0.03 | Reduce | |||
Chromium (as Cr) | 1 | 0.06 | - | Reduce | |||
Copper (as Cu) | 1 | 0.06 | - | Reduce | |||
Lead (as Pb) | 1 | 0.03 | 0.03 | Reduce | |||
Mercury (as Hg) | 0 | - | 0.03 | Reduce | |||
Nickel (as Ni) | 2 | 0.35 | 0.09 | Reduce | |||
Zinc (as Zn) | 4 | 0.99 | 1.51 | Reduce | |||
1In accordance with the applicable threshold value specified in Annex II of regulation (EC) No 166/2006. | |||||||
2Includes production sites where Yara has operational and/or financial control. Consolidated data on emissions to water only includes emissions from the facilities for which the applicable threshold value specified in Annex II of regulation (EC) No 166/2006 is exceeded for the 2025 data. | |||||||
3 The 2024 figure for zinc has been updated to reflect the incorrect reporting of emissions from 2 production units. | |||||||
Amounts procured (tonnes) | Amounts contained in finished products (tonnes) | ||||
Main hazard class | Classification | 2025 | 2024 | 2025 | 2024 |
Repr. 2 | SoC | 92.01 | 39.5 | 92.01 | 39.5 |
Repr. 1B | SVHC | 20,286 | 18,1221 | 16,190 | 15,205 |
Repr. 1A | SVHC | 17,171 | 17,883 | 17,171 | 17,883 |
Carc. 2 | SoC | 0.77 | 0.75 | 0.77 | 0.75 |
Carc. 1B | SVHC | 3,458 | 3,6391 | 0.79 | 0.73 |
Carc. 1A | SVHC | 0.03 | 0 | 0.03 | 0 |
Aquatic Chronic 3 | SoC | 16.02 | 14.86 | 16.02 | 14.86 |
Aquatic Chronic 2 | SoC | 91.54 | 3.04 | 91.54 | 3.04 |
Aquatic Chronic 1 | SoC | 18,446 | 7,3741 | 10,666 | 7,124 |
STOT RE 2 | SoC | 1.52 | 0.84 | 1.52 | 0.84 |
1 Amount in finished product is lower than procured because the SoC/SVHC substance has been chemically reacted to form another substance that is not classified. | |||||
Policy | IROs covered | Objective |
HESQ Policy See page XX | ◾ Water in sourcing ◾ Water in production | Protect clean water through responsible use, sourcing, and effluent management, while also assessing and managing climate-related risks like water scarcity across our operations and in collaboration with stakeholders |
Sustainable Procurement Policy See page XX | ◾ Water in sourcing | Improve water management practices among suppliers, ensuring they strive to safeguard clean water and reduce water stress through efficient use and discharge management |
Country | Production site baseline water stress risk | Actions taken | Environmental aspect | Impact |
Canada | Medium | Installation of coverage layer for raw water pond | Water intensity | Reduction of evaporative losses and raw water withdrawal |
India | Extremely high | Installation of rainwater harvesting infrastructure | Water intensity | Increased rainwater usage and reduction in raw groundwater withdrawal |
India | Extremely high | Replacement of demineralization plant regeneration ejectors | Water intensity | Increased effectiveness of regeneration process, reduction in effluent generation and reduction in raw water withdrawal |
Netherlands | Extremely high | Recoup of concentrate from reverse osmosis | Water effluents/ intensity | Reduced effluent discharge, increased reuse, and reduction of raw water withdrawal |
Country | Production site baseline water stress risk | Actions taken | Environmental aspect | Impact | Completion timeline |
Italy1 | Extremely high | Exchanger Water recovery | Water effluents/ intensity | Reduced effluent discharge, increased reuse, and reduction in raw water withdrawal | 2026 |
Brazil | Low | Installation of flow meters | Water intensity | Improved reliability of water measurements data | 2026 |
France | High | Reuse concentrate from reverse osmosis system | Water intensity | Increased reuse and reduction in raw water withdrawal – On schedule | 2026 |
India | Extremely high | Installation of magnetic flowmeter | Water intensity | Improved reliability of water measurements data / compliance | 2026 |
India | Extremely high | Installation of reverse osmosis system | Water intensity | Effluent treatment, increased recycling of wastewater and reduction in raw water withdrawal | 2027 |
Capex1 (USD million) | |||
Environmental Roadmap projects | 2025 | 2024 | Estimated 2026-2030 |
Environmental projects, water | 2.9 | 0.46 | 8.1 |
Emission efficiency projects, water | 0.5 | 0.03 | 5.6 |
Total | 3.4 | 0.49 | 13.7 |
1For the definition of capex, see page XX [E1 Resource allocation table] | |||
Scope | Unit | 2022 baseline1 | 2030 target volume | Reduction volume1 | Achieved performance and milestones |
Production sites located in areas of high or extremely high baseline water stress | Million m3 | 27 | 22.2 | 4.8 | ◾ Ten projects/initiative concluded, with freshwater reductions totalling 900,000 m3 (five projects/ 400,000 m3 in 2024) ◾ Two projects in execution with expected freshwater reductions of 700,000 m3 (five projects/1.2 millon m3 in 2024) ◾ Planned initiatives with expected freshwater reductions of 3.2 million m3 (3 million m3 in 2024) |
Unit | 20251 | 2024 | 2023 | 2022 | 2021 | |
Total water withdrawal | Thousand m3 | 743,926 | 869,535 | 884,650 | 860,190 | 966,182 |
Fresh surface water | % | 47% | 40% | 39% | 41% | 40% |
Brackish surface water/seawater | % | 50% | 55% | 59% | 57% | 58% |
Groundwater | % | 1% | 1% | 1% | 2% | 1% |
Produced water2 | % | <1% | <1% | <1% | <1% | <1% |
Third-party | % | 2% | 4% | 1% | 1% | 1% |
Total water discharge | Thousand m3 | 711,176 | 835,296 | 854,509 | 827,344 | 901,436 |
Fresh surface water | % | 16% | 13% | 13% | 15% | 15% |
Brackish surface water/seawater | % | 83% | 83% | 87% | 85% | 84% |
Groundwater | % | <1% | <1% | <1% | <1% | <1% |
Third-party | % | 1% | 3% | <1% | <1% | <1% |
Total water consumption3 | Thousand m3 | 32,750 | 34,239 | 30,141 | 32,846 | 64,746 |
Discharge as a percentage of withdrawal | % | 96% | 96% | 97% | 96% | 93% |
Consumption as a percentage of withdrawal | % | 4% | 4% | 3% | 4% | 7% |
Total freshwater withdrawal from high or extremely high baseline stress areas4, 5 | Thousand m3 | 22,211 | 22,709 | 21,325 | 14,144 | 14,654 |
Percentage of total water withdrawal | % | 3% | 3% | 2% | 2% | 2% |
Total water consumption in high or extremely high baseline stress areas | Thousand m3 | 11,671 | 12,688 | 11,677 | 8,096 | 8,765 |
Percentage of total water consumption | % | 36% | 37% | 39% | 25% | 14% |
Water recycled6 | Thousand m3 | 27,412 | 16,945 | 15,601 | 16,301 | 54,025 |
Water stored onsite7 | Thousand m3 | 6,965 | 7,653 | - | - | - |
Change in water stored onsite | Thousand m3 | 688 | - | - | - | - |
Water intensity (total water consumption per revenue in USD)8 | m3/USD million | 2,096 | 2,469 | - | - | - |
Water intensity (total water consumption per revenue in EUR)9 | m3/USD million | 2,369 | 2,673 | - | - | - |
Site | Area | Identification of negative impacts1 |
Ambes | Marais du Bec d'Ambes, Natura 2000-designated site protected under the Habitats Directive La Garonne en Nouvelle-Aquitaine, Natura 2000-designated site protected under the Habitats Directive | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Cubatao | Serra do Mar state park, part of the Sao Paolo City Green Belt Biosphere reserve designated by UNESCO | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Le Havre | Estuaire de la Seine, Natura 2000-designated site protected under the Habitats Directive | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Potential impacts on threatened species have been identified ◾ Assessment remains ongoing |
Montoir | Estuaire de la Loire, Natura 2000-designated site protected under the Birds Directive | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Pilbara | King Bay, part of the Marujuga Cultural Landscape World Heritage Site designated by UNESCO | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Potential impacts on threatened species have been identified ◾ Assessment remains ongoing |
Rostock | Billenhäger Forst, Natura 2000-designated site protected under the Habitats Directive | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Sluiskil2 | Westerschelde & Saeftinghe, Natura 2000-designated site protected under the Birds Directive Canisvliet, Natura 2000-designated site protected under the Habitats Directive | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Tertre | Vallée de la Haine en aval de Mons, Natura 2000-designated site protected under the Birds and Habitats Directives | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Uusikapunki | Uudenkaupungin Saaristo, Natura 2000-designated protected under the Birds and Habitats Directives | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Brunsbüttel | Vorland St. Margarethen, Natura 2000-designated site protected under the Birds Directive Schleswig-Holsteinisches Elbästuar and the adjacent Flächen, Natura 2000-designated site protected under the Habitats Directive | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Kokkola | Rummelön-Harrbådan, Natura 2000-designated site protected under the Birds and Habitats Directives | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Köping | Lindöberget väst, Natura 2000-designated site protected under the Birds and Habitats Directives | ◾ No confirmed actual impacts on biodiversity have been identified ◾ Assessment remains ongoing |
Policy | IROs covered | Objective |
HESQ Policy | ◾ Direct impact drivers of biodiversity loss ◾ Land use change | Protect biodiversity and healthy ecosystems by using water efficiently, preventing pollution, and optimizing nutrient use at the farm, while assessing and managing climate- and nature-related impacts, risks, and dependencies across our operations and in collaboration with stakeholders throughout value chain. See page XX for more information |
Policy | IROs covered | Objective |
HESQ Policy See page XX | ◾ Resource use ◾ Waste | Advance a circular economy by using materials efficiently, reduce waste, and prioritize recycling and circularity |
Sustainable Procurement Policy See page XX | ◾ Resource use ◾ Waste | Create sustainable value by promoting transparency and enhancing supplier sustainability performance, covering climate change, energy use, circularity and waste management, as well as other environmental and social topics |
Units | 2025 | 2024 | 2023 | 2022 | 2021 | |
Natural gas1 | MMBtu | 257,434,199 | 244,575,203 | 228,334,199 | 229,836,719 | 256,394,825 |
Phosphate2 | tonnes P2O5 | 1,636,778 | 1,699,372 | 1,652,041 | 1,652,736 | 2,266,758 |
Potash | tonnes K2O | 1,714,987 | 1,729,482 | 1,683,281 | 1,499,684 | 2,256,135 |
Data is based on supplier-reported purchase quantities and has been validated only by the assurance provider. | ||||||
1Comparative figures for 2021-2024 have been restated to reflect the principle of financial control. Figures include natural gas consumption proportional to the interest held. | ||||||
2Figures include third-party NPS and NPK products sourced by Yara | ||||||
Tonnes (unless otherwise specified) | 20251 | 20242 | 2023 | 2022 | 2021 |
Total waste generated | 122,929 | 164,937 | 149,262 | 104,986 | 98,076 |
Total waste diverted from disposal | 31,199 | 42,818 | 46,308 | 29,110 | 20,665 |
Hazardous waste diverted from disposal | 6,684 | 7,554 | 6,626 | 2,112 | 1,691 |
Hazardous waste - preparation for reuse3 | 229 | 152 | - | - | - |
Hazardous waste - recycling3 | 4,217 | 4,554 | - | - | - |
Hazardous waste - other recovery operations | 2,238 | 2,849 | 6,626 | 2,112 | 1,691 |
Non-hazardous waste diverted from disposal | 24,515 | 35,264 | 39,683 | 26,998 | 18,974 |
Non-hazardous waste - preparation for reuse3 | 725 | 1,236 | - | - | - |
Non-hazardous waste - recycling3 | 14,458 | 20,020 | - | - | - |
Non-hazardous waste - other recovery operations | 9,331 | 14,008 | 39,683 | 26,998 | 18,974 |
Total waste directed to disposal | 91,731 | 122,119 | 102,954 | 75,876 | 77,411 |
Hazardous waste directed to disposal | 26,376 | 28,978 | 25,517 | 20,935 | 21,474 |
Hazardous waste - incineration | 1,318 | 1,623 | 764 | 1,288 | 2,645 |
Hazardous waste - landfill | 19,701 | 22,743 | 24,753 | 19,647 | 18,829 |
Hazardous waste - other disposal operations3 | 5,357 | 4,613 | - | - | - |
Non-hazardous waste directed to disposal | 65,355 | 93,141 | 77,437 | 54,941 | 55,937 |
Non-hazardous waste - incineration | 4,584 | 8,385 | 6,556 | 1,944 | 649 |
Non-hazardous waste - landfill | 55,151 | 70,061 | 70,880 | 52,997 | 55,288 |
Non-hazardous waste - other disposal operations3 | 5,620 | 14,694 | - | - | - |
Percentage of non-recycled waste | 75% | 74% | 69% | 72% | 79% |
Total amount of hazardous waste | 33,060 | 36,532 | 32,143 | 23,047 | 23,165 |
Total amount of radioactive waste4 | 16,585 | 20,225 | - | - | - |
Tonnes | 2025 | 2024 | 2023 | 2022 | 2021 |
Phosphogypsum | |||||
End of waste or byproduct | 304,951 | 335,188 | 489,544 | 579,600 | 267,900 |
Directed to onsite deposit | 1,635,452 | 1,839,963 | 1,595,910 | 1,630,392 | 1,783,902 |
Increase in stored phosphogypsum | 1,330,501 | 1,504,775 | 1,106,366 | 1,050,792 | 1,516,002 |
Iron oxide | |||||
End of waste or byproduct | 254,000 | 297,200 | 332,164 | 343,987 | 478,381 |
Iron oxide - directed to onsite deposit | 285,814 | 301,957 | 282,265 | 296,858 | 285,581 |
Iron oxide - increase in stored iron oxide2 | 31,814 | 4,757 | (49,899) | (47,129) | (192,800) |
Mining | |||||
Tailings/sludges to onsite deposit | 10,396,844 | 10,189,861 | 9,636,631 | 9,540,412 | 14,808,476 |
Recovered components from tailings | 48,602 | 62,097 | - | - | - |
Rock - waste | 15,987,555 | 15,742,340 | 15,635,665 | 11,422,455 | 14,158,760 |
Rock - end of waste or byproduct | 2,939,870 | 4,178,653 | - | - | - |
Policy | IROs covered | Objective, scope, accountability, and accessibility |
Yara’s Code of Conduct | ◾ Diversity, engagement and inclusion (DEI) ◾ Discrimination and harassment ◾ Decent working conditions | Objective: Establish ethical, legal, and human rights standards for all employees and business partners, encompassing integrity, DEI, equal opportunity, anti-harassment, and labor standards. Discrimination grounds covered: inter alia, national origin or extraction, political opinion, union membership, ethnicity, race, social origin, religion, age, gender (including pregnancy), sexual orientation, disabilities, gender identity, veteran status, HIV status. Page XX |
Code of Conduct for Yara’s Business Partners | ◾ DEI ◾ Discrimination and harassment | Objective: Define mandatory standards and expectations for human rights, labor conditions, and integrity for suppliers and customers, requiring contract inclusion, grievance mechanisms, and fair treatment of workers. Page XX |
HESQ Policy | ◾ Occupational health ◾ Health and safety ◾ Process safety and security | Objective: Set Yara’s framework for health (physical and mental), safety, environment, quality, and product stewardship, and continuous improvement to ensure well-being and operational integrity. Page XX |
Total Rewards Policy | ◾ Decent working conditions | Keycontent: Establish Yara’s commitment to fair and equitable compensation, supported by annual pay reviews and gender pay gap analyses. Objective: Ensure fair and equitable pay for all employees, addressing any gender pay gaps and aiming toward all employees being paid a living wage. Scope: All full-time and part-time employees; excludes non-employee workers. Senioraccountability: EVP People, External Affairs and Chief of Staff (oversight by GEB). Accessibility: Yara’s Steering System. Monitoring: Compensation dashboards, salary review outcomes, and annual gender pay gap analysis. |
Salary Review Procedure | ◾ Decent working conditions | Key content: Define Yara’s global framework for annual pay reviews, establishing a fair pay approach based on internal equity, supported by guidance, training, and HR systems to ensure consistent and transparent salary decisions. Objective: Ensure fair and consistent pay aligned with employee contribution and internal equity. Scope: All Yara employees; excludes non-employee workers. Senioraccountability: EVP People, External Affairs and Chief of Staff. Accessibility: People management system and intranet. Monitoring: Monitored through annual gender pay gap analysis and compensation dashboards. |
Recruitment Policy | ◾ DEI ◾ Discrimination and harassment | Keycontent: Set out principles for fair and inclusive hiring, prohibiting discrimination and promoting diversity, supported by digital recruitment tools and practical guidelines for recruiters and hiring managers. Objective: Aim toward a fair recruitment process and equal opportunities, while promoting diversity. Scope: All Yara employees and external candidates; applies to all employee groups. Senioraccountability: EVP People, External Affairs and Chief of Staff. Accessibility: Yara’s Steering System. |
Benefits Procedure | ◾ Occupational health | Keycontent: Define Yara’s global standard for employee benefits supporting well-being and work–life balance, including parental leave, health, life and accident insurance, and complementary national social-security benefits. Objective: Support work-life balance and well-being through benefits including parental leave, insurance, and health coverage. Scope: All Yara employees; excludes non-employee workers. Senior accountability: EVP People, External Affairs and Chief of Staff. Accessibility: Yara’s Steering System. Monitoring: Number of employees covered tracked and reported yearly. |
Living wage procedure | ◾ Living wage | Keycontent: Establish Yara’s commitment, and aim that all employees receive at least a decent living wage through regular living-wage assessments, pay comparisons against defined thresholds, and corrective actions where gaps are identified. Objective: Aim to provide compensation that meets decent living wage standards. Scope: All permanent and temporary employees; excludes interns, apprentices and non-employees. Senioraccountability: EVP People, External Affairs and Chief of Staff. Accessibility: Dashboards and reports. Monitoring: Annual and inflation-adjusted assessments. |
% permanent employees covered | % temporary employees covered2 | ||||
Benefit | Gender | 2025 | 2024 | 2025 | 2024 |
Employment injury and acquired disability | 100% | 100% | 88% | 89% | |
Healthcare facilities/subsidies | 100% | 100% | 91% | 90% | |
Parental leave | 100% | 100% | 89% | 84% | |
Retirement/pension plan | 99% | 100% | 86% | 85% | |
Social protection against loss of income due to sickness | 100% | 100% | 87% | 83% | |
Social protection against loss of income due to unemployment1 | 88% | 87% | 68% | 65% | |
Stock ownership plan (not restricted to executive level) | 15% | 14% | 5% | 7% | |
Flexible working hours | Female | 85% | 89% | 62% | 66% |
Male | 67% | 68% | 57% | 50% | |
Total | 72% | 74% | 58% | 55% | |
Flexible working locations | Female | 69% | 70% | 23% | 28% |
Male | 40% | 38% | 12% | 16% | |
Total | 48% | 47% | 15% | 20% | |
1 Countries with gap in coverage of benefits for temporary employees, mainly for interns and apprentices, are: | |||||
Employment injury and acquired disability: Egypt, Australia, India, Bulgaria, Germany, Poland, United Kingdom, Colombia, Mexico | |||||
Healthcare facilities/subsidies: Egypt, India, Germany, Finland, Sweden, Colombia, Mexico | |||||
Parental leave: Egypt, India, Germany, Denmark, Finland, Sweden, Colombia, Mexico, Canada, Trinidad and Tobago, South Africa | |||||
Retirement/pension plan: Egypt, Ghana, Kenya, India, Philippines, Brazil, Germany, Finland, Colombia, Mexico, Canada, Trinidad and Tobago, South Africa | |||||
Social protection against loss of income due to sickness: Egypt, Ghana, Australia, Brazil, Germany, Denmark, Finland, Colombia, Mexico | |||||
Social protection against loss of income due to unemployment – Temporary employees: Egypt, Ghana, Kenya, Australia, India, Brazil, Germany, Denmark, Finland, Lithuania, Sweden, Colombia, Mexico, Trinidad and Tobago | |||||
Social protection against loss of income due to unemployment – Permanent employees: Egypt, Ghana, Kenya, Rwanda, Australia, India, New Zealand, Singapore, Denmark, Lithuania | |||||
Average number of weeks of parental leave | Number of employees eligible to parental leave | Number of employees who took parental leave | Percentage of eligible employees who took parental leave | |||||
Gender | 2025 | 2024 | 2025 | 2024 | 2025 | 2024 | 2025 | 2024 |
Male | 6.0 | 6.1 | 497 | 547 | 496 | 524 | 100% | 96% |
Female | 31.0 | 31.9 | 238 | 291 | 232 | 278 | 97% | 96% |
Country | R2 | Women in scope | Men in scope | Employees covered (permanent and temporary) | 2025 | 2024 |
Argentina | 0.91 | 37 | 89 | 99% | - | - |
Australia | 0.88 | 59 | 199 | 97% | - | - |
Belgium | 0.92 | 73 | 158 | 42% | - | - |
Brazil | 0.96 | 1,136 | 2,973 | 87% | 1.0% | 4.0% |
Canada | 0.92 | 33 | 64 | 37% | - | - |
China | 0.95 | 59 | 79 | 99% | - | - |
Colombia | 0.96 | 156 | 170 | 51% | - | - |
Finland | 0.86 | 66 | 149 | 26% | - | - |
France | 0.86 | 109 | 419 | 100% | 5.0% | 6.0% |
Germany | 0.90 | 57 | 118 | 22% | - | - |
India | 0.93 | 104 | 671 | 100% | - | - |
Indonesia | 0.88 | 28 | 46 | 97% | - | - |
Italy | 0.77 | 59 | 340 | 100% | - | - |
Lithuania | 0.91 | 281 | 134 | 93% | - | - |
Mexico | 0.94 | 94 | 203 | 74% | - | - |
Netherlands | 0.86 | 49 | 307 | 43% | - | - |
Norway | 0.91 | 315 | 493 | 61% | - | 2.0% |
Poland | 0.95 | 29 | 35 | 94% | - | - |
Singapore | 0.95 | 45 | 79 | 98% | - | - |
South Africa | 0.96 | 53 | 82 | 59% | - | - |
Spain | 0.95 | 40 | 56 | 97% | - | - |
Sweden | 0.87 | 48 | 75 | 56% | - | - |
Thailand | 0.96 | 39 | 49 | 94% | - | - |
United Kingdom | 0.94 | 93 | 144 | 95% | - | 3.0% |
United States | 0.96 | 64 | 126 | 99% | - | - |
Headcount | Total cash differences | ||||
Countries | Women | Men | % employees covered | 2025 | 2024 |
Argentina | 37 | 89 | 99% | (27%) | (66%) |
Australia | 59 | 200 | 98% | 26% | 26% |
Austria | 7 | 25 | 100% | 31% | 26% |
Belgium | 101 | 420 | 95% | 6% | 3% |
Brazil | 1,150 | 3,042 | 89% | (3%) | (3%) |
Bulgaria | 15 | 36 | 98% | 7% | 14% |
Canada | 45 | 203 | 95% | 35% | 23% |
Chile | 2 | 5 | 100% | - | - |
China | 59 | 79 | 99% | (23%) | (4%) |
Colombia | 214 | 426 | 100% | 5% | 17% |
Costa Rica | 12 | 32 | 94% | 26% | 13% |
Czech Republic | 3 | 6 | 100% | - | - |
Denmark | 10 | 24 | 100% | 6% | (1%) |
Ecuador | 14 | 17 | 100% | 35% | 36% |
Estonia | 2 | 2 | 100% | - | - |
Egypt | 8 | 105 | 100% | 23% | 18% |
Finland | 165 | 643 | 98% | - | (7%) |
France | 106 | 400 | 99% | 6% | 1% |
Germany | 191 | 583 | 97% | (15%) | (1%) |
Ghana | 10 | 35 | 100% | (12%) | (16%) |
Greece | 9 | 26 | 97% | 16% | 24% |
Guatemala | 15 | 36 | 98% | (12%) | 4% |
Hong Kong | 1 | - | 100% | - | - |
Hungary | 2 | 9 | 100% | - | - |
India | 104 | 671 | 100% | (17%) | (8%) |
Indonesia | 28 | 47 | 99% | 31% | 32% |
Italy | 59 | 340 | 100% | (5%) | (4%) |
Kenya | 23 | 31 | 100% | 20% | 22% |
Korea | 1 | 4 | 100% | - | - |
Latvia | 2 | 1 | 75% | - | - |
Lithuania | 281 | 134 | 93% | 4% | 4% |
Malaysia | 27 | 23 | 100% | 3% | 2% |
Mexico | 97 | 392 | 100% | (31%) | (24%) |
Mozambique | 1 | 4 | 100% | - | - |
Netherlands | 87 | 724 | 99% | 12% | 10% |
New Zealand | 1 | 5 | 100% | - | - |
Norway | 400 | 880 | 97% | (6%) | (3%) |
Peru | 4 | 10 | 88% | - | 48% |
Philippines | 11 | 20 | 97% | 23% | 23% |
Poland | 29 | 35 | 94% | (9%) | (5%) |
Rwanda | 2 | 5 | 100% | - | - |
Singapore | 79 | 45 | 98% | 17% | 13% |
South Africa | 59 | 168 | 100% | (27%) | (17%) |
Spain | 41 | 56 | 98% | (7%) | (3%) |
Sweden | 59 | 159 | 99% | (7%) | (6%) |
Switzerland | 23 | 21 | 100% | 18% | 16% |
Headcount | Total cash differences | ||||
Countries | Women | Men | % employees covered | 2025 | 2024 |
Taiwan | 3 | 10 | 93% | - | - |
Tanzania | 16 | 32 | 98% | 11% | 18% |
Thailand | 41 | 52 | 99% | 13% | 8% |
Trinidad and Tobago | 21 | 147 | 100% | (9%) | (30%) |
Ukraine | 2 | 8 | 100% | - | - |
United Kingdom | 93 | 157 | 100% | 15% | 19% |
United States | 67 | 130 | 100% | 19% | 18% |
Vietnam | 12 | 30 | 98% | (54%) | (100%) |
Zambia | 8 | 10 | 95% | (9%) | (13%) |
Yara overall | 3,918 | 10,794 | 96% | 3% | 2% |
Women | Men | Total guaranteed hourly cash difference | Total direct hourly cash difference | |||||
Job level or function | 2025 | 2024 | 2025 | 2024 | 2025 | 2024 | 2025 | 2024 |
1. Operators | 60 | 82 | 322 | 392 | (6%) | - | (6%) | (1%) |
2. Administrative/professional/supervisors | 102 | 117 | 202 | 171 | 3% | 5% | 3% | 5% |
3. Middle management/subject matter experts | 178 | 223 | 259 | 333 | 4% | 5% | 4% | 5% |
4. Top management | 60 | 69 | 97 | 115 | 14% | 15% | 18% | 17% |
All employees | 400 | 491 | 880 | 1,011 | (7%) | (3%) | (6%) | (5%) |
Number of women | % women of total | Total headcount | ||||
2025 | 2024 | 2025 | 2024 | 2025 | 2024 | |
Women by contract type | ||||||
Permanent | 3,929 | 4,375 | 27% | 27% | 14,706 | 16,106 |
Temporary | 293 | 296 | 29% | 34% | 996 | 861 |
Total | 4,222 | 4,671 | 27% | 28% | 15,702 | 16,967 |
Non-employee workers | 57 | 50 | 24% | 21% | 234 | 238 |
Women in management | ||||||
Line Managers | 658 | 1,154 | 26% | 28% | 2,530 | 4,153 |
Senior Management | 84 | 95 | 33% | 32% | 255 | 297 |
GEB | 5 | 5 | 50% | 50% | 10 | 10 |
1Based on headcount at the end of the reporting period as forecasted on 31 October 2025. | ||||||
Number of employees | % of total | Total headcount3 | ||||
2025 | 2024 | 2025 | 2024 | 2025 | 2024 | |
Employees with disabilities | 311 | 315 | 3% | 3% | 11,497 | 10,045 |
1Based on headcount at the end of the reporting period as forecasted on 31 October 2025. | ||||||
2A disability refers to a long-term physical, mental, intellectual or sensory impairment, that when met with various barriers, can hinder a person’s full and effective participation at work or in society on an equal basis with others. | ||||||
3Total headcount excludes countries not able to report this metric due to local laws that restrict the collection of this information (13 countries in 2024; 17 in 2025) | ||||||
2025 | 2024 | Evolution | |||||
Participating employees | % | Employees total | Participating employees | % | Employees total | % | |
Male | 8,620 | 75% | 11,480 | 9,416 | 80% | 11,731 | (5%) |
Female | 3,457 | 82% | 4,222 | 3,900 | 89% | 4,375 | (7%) |
Total | 12,077 | 77% | 15,702 | 13,316 | 83% | 16,106 | (6%) |
i) Employees total refers to the Yara employee headcount at the end of the reporting period as forecasted on 31 October 2025 | |||||||
ii) Participating employees are the employees with formally registered goals, development plans and feedback assessments as part of their People Connect process | |||||||
Number of employees (headcount)1 | ||
Gender | 2025 | 2024 |
Male | 11,480 | 12,296 |
Female | 4,222 | 4,671 |
Other2 | - | - |
Not reported | - | - |
Total employees3 | 15,702 | 16,967 |
1Headcount at the end of the reporting period as forecasted on 31 October 2025 | ||
2Employees are registered as Male or Female, the category "Other" is not applicable | ||
3Headcount only considers permanent and non-permanent employees. Non-employee workers are not included. | ||
Number of employees (headcount)1 | ||
Country | 2025 | 2024 |
Brazil2 | ||
Male | 3,583 | 3,795 |
Female | 1,312 | 1,419 |
Other3 | - | - |
Not reported | - | - |
Total employees4 | 4,895 | 5,214 |
1Headcount at the end of the reporting period as forecasted on 31 October 2025. | ||
2Brazil is the only country with headcount representing at least 10 percent of our total workforce | ||
3Employees are registered as Male or Female, the category "Other" is not applicable | ||
4Headcount only considers permanent and non-permanent employees. Non-employee workers are not included. | ||
Number of non-employee workers (headcount)1 | ||
Gender | 2025 | 2024 |
Male | 177 | 188 |
Female | 57 | 50 |
Other2 | - | - |
Not reported | - | - |
Total | 234 | 238 |
1Headcount for 2025 at the end of the reporting period as forecasted on 31 October 2025 | ||
2Employees are recorded as Male or Female, the category "Other" is not applicable | ||
Female | Male | Other | Not disclosed | Total1 | ||||||
Headcount/FTE | 2025 | 2024 | 2025 | 2024 | 2025 | 2024 | 2025 | 2024 | 2025 | 2024 |
Number of employees | 4,222 | 4,671 | 11,480 | 12,296 | - | - | - | - | 15,702 | 16,967 |
Number of permanent employees | 3,929 | 4,375 | 10,777 | 11,731 | - | - | - | - | 14,706 | 16,106 |
Number of temporary employees2 | 293 | 296 | 703 | 565 | - | - | - | - | 996 | 861 |
Number of non-guaranteed hours employees3 | - | - | - | - | - | - | - | - | - | - |
Number of full-time employees4 | 4,040 | 4,484 | 11,343 | 12,140 | - | - | - | - | 15,383 | 16,624 |
Number of part-time employees | 182 | 187 | 137 | 156 | - | - | - | - | 319 | 343 |
1Headcount for 2025 at the end of the reporting period as forecasted on 31 October 2025. | ||||||||||
2 Temporary employees includes apprentices, interns and temporary workers. | ||||||||||
3Non-guaranteed hours contracts are not reported as we do not have this employment category in our HR management system. | ||||||||||
4A full-time employee is an employee registered with full-time equivalent (FTE), meaning that the workload/hours of the employee is as expected for their position as of 31 October 2025. A part-time employee is an employee working less than 1 FTE. | ||||||||||
2025 | |||||||
Headcount/FTE | Africa | Asia & Oceania | Brazil | Europe | Latin America | North America | Total1 |
Employees | 520 | 1,633 | 4,895 | 6,665 | 1,366 | 623 | 15,702 |
Permanent employees | 504 | 1,601 | 4,385 | 6,363 | 1,249 | 604 | 14,706 |
Temporary employees2 | 16 | 32 | 510 | 302 | 117 | 19 | 996 |
Non-guaranteed hours employees3 | - | - | - | - | - | - | - |
Full-time employees4 | 518 | 1,625 | 4,895 | 6,359 | 1,366 | 620 | 15,383 |
Part-time employees | 2 | 8 | - | 306 | - | 3 | 319 |
2024 | |||||||
Headcount/FTE | Africa | Asia & Oceania | Brazil | Europe | Latin America | North America | Total |
Employees | 559 | 1,742 | 5,214 | 7,302 | 1,446 | 704 | 16,967 |
Permanent employees | 542 | 1,707 | 4,874 | 6,979 | 1,318 | 686 | 16,106 |
Temporary employees2 | 17 | 35 | 340 | 323 | 128 | 18 | 861 |
Non-guaranteed hours employees3 | - | - | - | - | - | - | - |
Full-time employees4 | 557 | 1,737 | 5,214 | 6,967 | 1,446 | 703 | 16,624 |
Part-time employees | 2 | 5 | - | 335 | - | 1 | 343 |
1Headcount for 2025 at the end of the reporting period as forecasted on 31 October 2025. | |||||||
2Temporary employees includes apprentices, interns and temporary workers. | |||||||
3Non-guaranteed hours contracts are not reported as we do not have this employment category in our HR management system. | |||||||
4A full-time employee is an employee registered with full-time equivalent (FTE) = , meaning that the workload/hours of the employee is as expected for their position as of 31 October 2025. A part-time employee is an employee working less than 1 FTE. | |||||||
Distribution in % | Distribution in number | |||
Age group | 20251 | 2024 | 20251 | 2024 |
Under 30 years old | 16% | 17% | 2,573 | 2,825 |
30 - 50 years | 61% | 62% | 9,651 | 10,446 |
Over 50 years | 22% | 21% | 3,462 | 3,591 |
Not informed2 | 0% | 0% | 16 | 105 |
Total | 100% | 100% | 15,702 | 16,967 |
1Headcount for 2025 at the end of the reporting period as forecasted on 31 October 2025. | ||||
2No breakdown provided for the 11 employees from Grønn Gjødsel AS (Norway). | ||||
2025 | ||||||||
Gender | Age group | Africa | Asia & Oceania | Brazil | Europe | Latin America | North America | Total |
Female | Under 30 | - | 18 (16.5%) | 55 (15.9%) | 38 (15.6%) | 10 (13.2%) | - | 121 (15.3%) |
30 - 50 | 6 (5.9%) | 43 (13.7%) | 164 (18.9%) | 179 (14.4%) | 35 (11.8%) | 9 (10.6%) | 436 (15%) | |
Over 50 | 1 (9.1%) | 10 (26.3%) | 10 (22.7%) | 60 (13.2%) | 4 (14.3%) | 7 (15.2%) | 92 (14.8%) | |
Not informed | - | - | - | - | - | - | - | |
Total female | 7 (5.6%) | 71 (15.4%) | 229 (18.2%) | 277 (14.3%) | 49 (12.3%) | 16 (11.6%) | 649 (15%) | |
Male | Under 30 | 1 (5%) | 40 (20.3%) | 127 (22.1%) | 51 (10.2%) | 17 (14.4%) | 2 (8.7%) | 238 (16.6%) |
30 - 50 | 33 (10.5%) | 113 (13.4%) | 440 (18.4%) | 242 (8.7%) | 78 (11.9%) | 20 (6.6%) | 926 (12.7%) | |
Over 50 | 97 (11.1%) | 16 (8.8%) | 90 (14.4%) | 186 (10.8%) | 16 (10%) | 23 (13.6%) | 340 (11.6%) | |
Not informed | - | - | - | - | - | - | - | |
Total male | 43 (10.4%) | 169 (13.8%) | 657 (18.3%) | 479 (9.6%) | 111 (11.9%) | 45 (9.1%) | 1,504 (12.9%) | |
Grand total | 50 (9.3%) | 240 (14.2%) | 886 (18.3%) | 756 (10.9%) | 160 (12%) | 61 (9.6%) | 2,153 (13.5%) |
2024 | ||||||||
Gender | Age group | Africa | Asia & Oceania | Brazil | Europe | Latin America | North America | Total |
Female | Under 30 | 1 (8.3%) | 41 (23.0%) | 72 (21.1%) | 37 (13%) | 9 (9.1%) | - | 160 (17.4%) |
30 - 50 | 10 (9.3%) | 47 (14.5%) | 134 (16.5%) | 73 (6.1%) | 27 (9.6%) | 6 (7.0%) | 297 (10.6%) | |
Over 50 | 1 (8.3%) | 1 (2.9%) | 10 (24.4%) | 31 (6.9%) | 3 (11.1%) | 2 (5.4%) | 48 (8.0%) | |
Not informed | 1 (100%) | - | - | - | - | - | 1 (100%) | |
Total female | 13 (9.8%) | 89 (16.6%) | 216 (18.1%) | 141 (7.3%) | 39 (9.6) | 8 (6.1%) | 506 (11.7%) | |
Male | Under 30 | 2 (6.9%) | 58 (21.2%) | 160 (25.6%) | 45 (8.2%) | 25 (19.4%) | 3 (11.1%) | 293 (18.0%) |
30 - 50 | 22 (6.4%) | 139 (15.4%) | 404 (16.5%) | 122 (4.4%) | 82 (12.1%) | 13 (4.2%) | 782 (10.5%) | |
Over 50 | 5 (5.9%) | 32 (16.5%) | 63 (10.5%) | 138 (8.2%) | 12 (7.9%) | 18 (11.2%) | 268 (9.3%) | |
Not informed | - | - | - | 1 (100%) | - | - | 1 (100%) | |
Total male | 29 (6.3%) | 229 (16.7%) | 627 (17.1%) | 306 (6.1%) | 119 (12.4%) | 34 (6.8%) | 1,344 (11.2%) | |
Grand total | 42 (7.1%) | 318 (16.6%) | 843 (17.3%) | 447 (6.4%) | 158 (11.6%) | 42 (6.6%) | 1,850 (11.3%) | |
1The turnover calculation shows the percentage of permanent employees who left Yara during the reporting period (by dividing the number of permanent employees who left during the reporting period by the total number of permanent employees at the beginning of the year). | ||||||||
This excludes employees who were divested, meaning those who were employed by a unit that was sold and are no longer considered employees of the company, but who did not lose their jobs. | ||||||||
2Headcount at the end of the reporting period as forecasted on 31 October 2025. | ||||||||
2025 | Collective bargaining coverage | Social dialogue | |
Coverage rate | Employees - EEA | Employees - non-EEA | Workplace representation - EEA |
0 - 19% | Bulgaria, Lithuania, Poland, Switzerland, United Kingdom | Africa, Asia & Oceania, North America | Bulgaria, Switzerland, United Kingdom |
20 - 39% | Latin America | ||
40 - 59% | |||
50 - 79% | |||
80 - 100% | Belgium, Finland, France, Germany, Italy, Netherlands, Norway, Spain, Sweden | Brazil | Belgium, Finland, France, Germany, Italy, Lithuania, Netherlands, Norway, Poland, Spain, Sweden |
2024 | Collective bargaining coverage | Social dialogue | |
Coverage rate | Employees - EEA | Employees - non-EEA | Workplace representation - EEA |
0 - 19% | Bulgaria, Lithuania, Poland, Switzerland, United Kingdom | Africa, Asia & Oceania, North America | Bulgaria, Switzerland, United Kingdom |
20 - 39% | Latin America | ||
40 - 59% | |||
50 - 79% | Germany | ||
80 - 100% | Belgium, Finland, France, Italy, Netherlands, Norway, Spain, Sweden | Brazil, Europe | Belgium, Finland, France, Germany, Italy, Lithuania, Netherlands, Norway, Poland, Spain, Sweden |
EEA = European Economic Area | |||
1 For countries with 50 or more employees | |||
Days per year | 2025 | 2024 | 2023 | 2022 | 2021 |
Actual workdays (LTA), total | 582 | 1,053 | 608 | 755 | 1,553 |
Rolling average | 582 | 1,053 | 608 | 755 | 1,553 |
LTA was adjusted for the years 2023 and onwards due to systematic recalculations connected with actual working days. | |||||
Total Recordable Injury rate | 2025 | 2024 | 2023 | 2022 | 2021 |
Yara employees | 1.0 | 0.7 | 0.9 | 1.0 | 1.0 |
Contractors | 1.5 | 1.1 | 1.3 | 1.2 | 1.0 |
Yara employees and contractors | 1.2 | 0.9 | 1.1 | 1.1 | 1.0 |
Total Recordable Injury (TRI) is the sum of lost time injuries (LTI), restricted work cases (RWC), and medical treatment cases (MTC). The TRI rate is calculated as the TRI per million hours worked for employees and contractors combined. | |||||
Lost-Time Injury rate | 2025 | 2024 | 2023 | 2022 | 2021 |
Yara employees | 0.8 | 0.6 | 0.5 | 0.8 | 0.6 |
Contractors | 1.1 | 0.8 | 1.0 | 0.8 | 0.6 |
Yara employees and contractors | 0.9 | 0.6 | 0.7 | 0.8 | 0.6 |
For the years 2022 and 2023 minimum changes were performed in the calculation for the LTI. | |||||
Target | Time-bound horizon | Baseline | Progress | Validation / verification | Target-setting process & governance |
Women in senior management positions Increase share of women in senior management positions to ≥ 40 %. Applies to all Yara employees excluding non-employee workers | 2025 | 32% in 2024 | 32.9% in 2025 (the 40% target was not met). | Internal control checks; not externally validated. | Targets approved by the Board; progress shared with worker representatives via the EWC. |
DEI index Achieve DEI index in the top quartile of international benchmarks. Applies to all Yara employees excluding non-employee workers | 2025 | 75% in 2024 | 74 % in 2025 (the 78 % target for 2025 was not met). | Measured by Yara Voice; validated by third-party survey partner. | Based on Yara Voice survey; approved by the Board; progress discussed with worker representatives. |
Engagement index Achieve Engagement index in the top quartile of international benchmarks. Applies to all Yara employees excluding non-employee workers | 2025 | 76% in 2024 | 75 % in 2025 (the 82 % target for 2025 was not met). | Measured by Yara Voice; validated by third-party survey partner. | Based on Yara Voice survey; approved by the Board; progress discussed with worker representatives. |
Gender pay gap Close the adjusted gender pay gap. Applies to all Yara employees excluding non-employee workers | 2025 | 1.9% adjusted pay gap in 2024 (weighted average across countries). | 0.5% adjusted gap in 2025 (gender pay gap closing target unmet). | Internal control checks; not externally validated. | Targets approved by the Board; progress shared with worker representatives via the EWC. |
Living wage Close the living wage gap in all countries of operation. Applies to all Yara employees excluding non-employee workers. | 2025 | 0.7 % gap in 2024 | 0% gap in 2025 (the 2025 target achieved). | Internal control checks; not externally validated | In line with Total Rewards and Salary Review policies, ensuring all employees earn at least a living wage. Not subject to formal consultation with worker representatives, but progress reported at various levels, including the EWC. |
Upskilling & development No formal target yet nor identified need yet to develop one. | — | Addressed through disclosed ongoing programs and training hours. | — | Will be considered once program maturity and data support target-setting. | |
Strive towards Zero Harm TRI rate below 1.0 and zero fatalities. Applies to all Yara employees. | Annual | 0 fatalities in 2024 (none in past six years) TRI 0.9. | 1 fatality 2025 TRI 1.2 | Internal HESQ controls | Oversight by HESQ Committees; employees actively involved in safety initiatives. |
HESQ Index Strengthen proactive safety culture through internal HESQ and Process Safety indexes. Applies to all Yara employees and contractors | Continuous | HESQ and Process Safety indexes updated regularly; Process Safety Incident Rate based on API 754 standard. | Internal measures; continuously reviewed and strengthened as a leading indicator to reinforce safety culture. | Managed under the HESQ Policy; monitored through HESQ Committees and leadership engagement. |
Policy | IROs covered | Objective, scope, accountability, and accessibility |
Code of Conduct for Yara’s Business Partners | Forced labor, working hours, health & safety | Objective: Set clear expectations for ethical conduct and respect for human rights across Yara’s value chain, including standards on grievance mechanisms and key issues such as child and forced labor, discrimination, safe working conditions, freedom of association, equal pay, and indigenous rights. (Reference to GI for full description of the CoCBP) |
Sustainable Procurement Policy | Forced labor, working hours, health & safety | Key content: Define Yara’s approach to responsible sourcing by embedding sustainability criteria in procurement processes, covering key areas such as climate, resource use, circularity, health and safety, human rights, and business integrity. Objective: Drive long-term sustainable value creation across Yara’s supply chain, aligning suppliers with Yara’s standards, while integrating ESG considerations into procurement decisions. Scope: All procurement activities globally. Senioraccountability: Senior Vice President Procurement. Accessibility: Yara’s Steering System and Yara.com. Monitoring: The number of supplier contracts with the policy embedded is monitored through internal systems, and effectiveness is measured using EcoVadis ratings, audit reports, corrective action plans, and performance reviews at both global and regional levels. International standard alignment: UN Guiding Principles on Business and Human Rights, the Ten Principles of the UN Global Compact as well as the Sustainable Development Goals. |
PRO-328 Occupational health and work environment | Adequate housing | Key content: Sets requirements for a safe, healthy, and fair work environment, including hygienic conditions, climate control (protection from heat and cold), ergonomic workplace design, and adequate living standards, especially for those residing on or near work sites. Objective: Protect workers’ health, safety, and well-being by setting standards that promote safe, dignified, and high-quality working and living conditions. Scope: Own workforce and value chain workers on Yara sites Senior accountability: Senior Vice President HESQ Accessibility: Yara’s Steering System Monitoring: Corporate audits and self-assessments |
PRO-340 Management of Contractors | Adequate housing | Keycontent: Requires all contractors and service providers working at Yara sites or on Yara-related activities to meet Yara’s health, safety, environmental, and quality standards, follow legal and sustainability requirements, and provide safe working and living conditions. Objective: Safeguard contractors’ well-being by enforcing robust processes selection, training, supervision, & evaluation, and by promoting compliance with Yara’s standards and legal requirements for working and, where applicable, living conditions. Scope: Own workforce and value chain workers on Yara sites. Senioraccountability: Senior Vice President HESQ Accessibility: Yara’s Steering System Monitoring: Corporate audits and self-assessments |
Topic | 2025 | 2024 | 2023 | 2022 |
Spend coverage % | 72% | 68% | 47% | 35% |
Improvement % (vs. previous assessment) | 73% | 67% | 61% | 70% |
Improvement % (vs. first assessment) | 91% | 90% | 90% | 88% |
# of rated suppliers | 1,246 | 1,022 | 706 | 281 |
Policy | IROs covered | Objective, scope, accountability, and accessibility |
HESQ Policy | Environmental and social impact on local communities | Objective: Achieve Zero Harm by preventing health, safety, and environmental risks, including catastrophic accidents that could impact people and local communities. Page XX |
Code of Conduct | Objective: Set the standard for ethical behavior and respect for human rights across our operations and value chain. Page XX | |
Business Partner Code of Conduct | Objective: Define requirements for Business Partners to uphold Yara’s values by ensuring ethical practices, protecting human rights, and managing environmental impacts throughout the product life cycle. Page XX GI | |
Stakeholder Management Procedure | Objective: Promote meaningful engagement with affected communities, including Indigenous peoples, through culturally appropriate dialogue and consent-based approaches. Page XX |
Country | Type of external complaint | Actions taken to address complaint |
Norway | Dust/Fog | Improved process control including replacement of pH meters on wet washing towers |
Norway | Noise | Ongoing communication with neighbours and implementation of noise management plan for noise reduction |
France | Other emissions - Foam | Installation of water lance to remove foam |
2025 | 2024 | 2023 | 2022 | 2021 | |
Environmental grievances | 10 | 29 | 45 | 59 | 100 |
Policy | IROs covered | Objective, scope, accountability, and accessibility |
Product quality | Crop yield and quality | Key content: Define Yara’s approach to product quality management, by establishing standards that ensure compliance with local regulations and customer expectations, and promote precision application and NUE. Objective: Deliver consistently high-quality products that enhance crop yield and quality while supporting Yara’s strategic environmental and social targets. Scope: All consolidated group companies and joint ventures with >50% Yara ownership or managerial responsibility. Senioraccountability: Global Product Management is responsible for implementation and monitoring. Accessibility: Yara Steering System and Regional Product Quality networks. Monitoring: Global and regional performance reviews, with quarterly committee meetings. |
HESQ Policy | Objective: Commit to product safety and product stewardship throughout the value chain, delivering transparent information on environmental, health, and safety impacts and precautions to customers, consumers, end-users, and markets. |
Governance information | ||
Policy | IROs covered | Objective, scope, accountability, and accessibility |
Code of Conduct | ◾ Corruption & bribery ◾ Political lobbying ◾ Corporate culture ◾ Protection of whistleblowers ◾ Responsible business conduct | Objective: Establish compliance program principles, set commitments to integrate responsible business conduct into business practices, guide lobbying activities, and uphold zero tolerance for corruption, bribery, facilitation payments, and retaliation against whistleblowers. Read more on page XX |
Code of Conduct for Yara’s Business Partners | ◾ Corruption & bribery ◾ Protection of whistleblowers ◾ Responsible business conduct ◾ Corporate culture | Objective: Set Yara’s requirements for business partners to operate ethically, comply with all applicable laws and regulations, and not engage in corruption, bribery, facilitation payments, fraud, kickbacks, and extortion. Read more on page XX |
Step 1 Notification | Step 2 Preliminariy assessment and planning | Step 3 Investigation | Step 4 Reporting and closing |
◾ Independent of channel and anonymity. All notifications are taken seriously, are addressed, and managed with utmost confidentiality. ◾ Yara will acknowledge receipt of the notification through the Ethics Hotline and may ask clarifying questions to obtain additional information. | ◾ All notifications are assessed for validity and merit to determine if an investigation is warranted. ◾ An Investigation Plan is formulated to establish the objectives of the investigation, as well as the steps required to achieve such objectives. | Execution of the investigation plan, which includes: ◾ Review of records and information ◾ Analytical procedures and interviews At this step, confidentiality is a key principle, as well as the protection of rights, notably of the individual whom allegations are made against. | ◾ Breach of Yara’s Code of Conduct, laws and regulations, and/or misconduct is either substantiated or not based on the evidence gathered. ◾ The reporter will receive a closing message through the Yara Ethics Hotline when the investigation has been finalized. |
Metrics | 2025 target | 2025 | 2024 |
Face-to-face risk-based ethics and compliance training | 3,750 employees | 2,747 | 4,631 |
Code of conduct e-learning completions20: | 95 percent | 99 percent | 98 percent |
2025 | 2024 | |
Americas | 1,004 | 2,499 |
Africa & Asia | 1,424 | 911 |
Europe | 100 | 181 |
Corporate functions and others | 219 | 1,040 |
2025 | 2024 | |
Total number of notifications | 124 | 173 |
Notifications resolved within the reporting period | 109 | 153 |
People | Corruption | Asset misappropriation | Data privacy | Gifts & hospitality | Financial statement fraud | Human rights | Business partner-related processes | Sponsorship & donations | |
2025 | 73 | 33 | 15 | 2 | 1 | 0 | 0 | 0 | 0 |
2024 | 129 | 22 | 14 | 2 | 1 | 0 | 2 | 3 | 0 |
Topic | Position | IRO interaction |
Clean Industrial Deal/competitiveness and lead markets | Yara has advocated via Cefic for the creation of a “Clean Industrial Deal”, launched at the Antwerp Summit in February 2025. Yara’s advocacy has focused on supporting decarbonization while maintaining competitiveness. Key areas include creating market demand for lower-carbon products, lowering energy costs, and certification through the adoption of the Low-Carbon Fuels Delegated Act. In Norway Yara’s advocacy has been focusing on improving competitiveness for industry, focusing on predictability and lowering energy cost. | E1 ◾ Scope 1 emissions ◾ Scope 2 emissions ◾ Scope 3 emissions ◾ Climate mitigation solutions ◾ Carbon pricing mechanisms ◾ Value chain decarbonization readiness |
Trade EU-US / Russia | Following the announcement of the US imposing reciprocal tariffs on most global trading partners, Yara has engaged with public authorities in the US, EU and Norway to gain clarity and to secure Yara’s interests as a globally connected company. These efforts aim to prevent negative consequences for farmers, food security, and climate. Yara also advocated in 2025 for the introduction of tariffs on Russian fertilizers imported to the EU. Since Russia invaded Ukraine in 2022, the flow of low-cost emission-intensive fertilizers from Russia into European markets increased significantly. This trend created a new dependency on Russia while financially supporting its war in Ukraine. | S4 ◾ Impacts of products and services |
CBAM | Yara supports the planned entry into force of CBAM in 2026 as a necessary complement to the EU ETS. This measure helps maintain fair competition on the internal market and support decarbonization of production and avoid carbon leakage. In 2025 Yara advocated for an export solution under CBAM to maintain EU industries’ competitiveness in global markets. Without this, the EU risks shifting GHG emissions elsewhere, increasing carbon leakage and global GHG emissions. | E1 ◾ Scope 1 emissions ◾ Carbon pricing mechanisms |
Carbon Capture and Storage (CCS) | We believe CCS is crucial for achieving carbon neutrality. An ad hoc EU CCS framework is needed to create a competitive CCS market. As first movers, Yara is bearing the cost of innovation in CCS projects globally. Yara has been engaging on the Low-Carbon Fuels Delegated Act (part of the adopted Gas Package Directive), which is crucial for boosting and creating value for low-carbon ammonia based on CCS. | E1 ◾ Scope 1 emissions ◾ Carbon pricing mechanisms |
Prosperity and food security | Yara actively collaborates with governments, development partners and financial institutions to highlight the links between food security, fertilizers, nutritious crops, and healthy soils. Yara advocates for smallholder prosperity as essential for food security and sustainability, emphasizing their role in the food systems transformation. In the volatile European market, Yara focuses on ensuring the resilience and competitiveness of the EU fertilizer industry. This effort aims to maintain the independence of the EU agri-food chain amid current geopolitical challenges and to keep sustainable EU/EEA fertilizers competitive against more carbon-intensive, non-EU alternatives. | S4 ◾ Impacts of products and services |
Topic | Position | IRO interaction |
Nutrient management and nutrient use efficiency | Nutrient loss remains a challenge throughout the food chain and, as such, effective nutrient management is key to regenerative agriculture. Yara promotes nutrient use efficiency to prevent yield and nutrient losses, risk of outsourcing environmental impacts to other regions, or deterioration in soil fertility. Additionally, Yara emphasizes nitrogen use efficiency as a crucial measurable aspect of balanced nutrient management impacting human health, climate and the environment. | S4 ◾ Impacts of products and services E1 ◾ Scope 3 emissions E2 ◾ Emissions to air ◾ Emissions to water E4 ◾ Direct impact drivers for biodiversity loss |
Regenerative and sustainable farming | Yara collaborates with stakeholders to share knowledge and solutions on regenerative farming, supporting resource use efficiency, soil health, biodiversity, climate, and farmer prosperity. Yara is aligned on the regenerative approach with coalitions including One Planet for Business and Biodiversity (OP2B), Sustainable Agriculture Initiative (SAI) Platform and the Sustainable Markets Initiative (SMI). At CBD COP 16 in Cali, Colombia, Yara reaffirmed its commitment to regenerative agriculture. Yara supports regenerative agriculture policies and works with value chain partners to improve nutrient use efficiency, crop yield quality and reduce environmental impact. | S4 ◾ Impacts of products and services E1 ◾ Scope 3 emissions E2 ◾ Emissions to air ◾ Emissions to water E4 ◾ Direct impact drivers for biodiversity loss |
Fuel for the future | The Fuel of the Future Law, coordinated by Brazil’s Ministry of Mines and Energy, was sanctioned in 2024 and regulated by a decree in September 2025. The law boosts biofuels including biomethane, but its full implementation still depends on additional ANP regulations, expected by December 2025, and a regulatory impact analysis. Yara Brazil advocates for the effective implementation of the law, through industry associations and via direct engagement with legislators. | E1 ◾ Value chain decarbonization readiness ◾ Carbon pricing mechanisms |
Reporting requirements | Location |
General description of the enterprise’s structure and area of operations | Strategy and governance, page XX-XX Consolidated financial statements, Note 2.3, page XXX-XXX |
General description of guidelines and procedures for handling actual and potential adverse impacts on fundamental human rights and decent working conditions | General information, page XX-XX Own workforce, page XXX-XXX Workers in the value chain, page Business conduct, page XX-XX |
Information regarding actual adverse impacts and significant risks of adverse impacts that the enterprise has identified through its due diligence | General information, page XX-XX Own workforce. page XX-XX Workers in the value chain, page XX-XX Affected communities, page XX-XX |
Information regarding measures the enterprise has implemented or plans to implement to cease actual adverse impacts or mitigate significant risks of adverse impacts, and the results or expected results of these measures. |
Reporting requirements | Location |
Metrics required annually | |
Total gender balance | General information, page XX |
Temporary employees, by gender | Own workforce, page XXX |
Employees in part-time positions, by gender | Own workforce, page XXX |
Parental leave, by gender | Own workforce, page XXX |
Metrics required biennially | |
Wage differences, by position level and gender | Own workforce, page XXX |
Total wage disparity, by gender | Own workforce, page XXX |
Gender distribution, by position level | Own workforce, page XXX |
Involuntary part-time, by gender | Own workforce, page XXX |
Activity reporting | |
Activities to promote equality | Own workforce, page XXX |
Activities to prevent discrimination | Own workforce, page XXX |
ESRS 2 | General information | Location |
BP-1 | General basis for preparation of sustainability statements | |
BP-2 | Disclosures in relation to specific circumstances | |
GOV-1 | The role of the administrative, management and supervisory bodies | |
GOV-2 | Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies | |
GOV-3 | Integration of sustainability-related performance in incentive schemes | |
GOV-4 | Statement on due diligence | |
GOV-5 | Risk management and internal controls over sustainability reporting | |
SBM-1 | Strategy, business model and value chain | |
SBM-2 | Interests and views of stakeholders | |
SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | |
IRO-1 | Description of the process to identify and assess material impacts, risks and opportunities | |
IRO-2 | Disclosure requirements in ESRS covered by the undertaking’s sustainability statement | |
E1 | Climate change | |
E1-1 | Transition plan for climate change mitigation | |
E1-2 | Policies related to climate change mitigation and adaptation | |
E1-3 | Actions and resources in relation to climate change policies | |
E1-4 | Targets related to climate change mitigation and adaptation | |
E1-5 | Energy consumption and mix | |
E1-6 | Gross scopes 1, 2, 3 and total GHG emissions | |
E1-7 | Internal carbon pricing | |
E2 | Pollution | |
E2-1 | Policies related to pollution | |
E2-2 | Actions and resources related to pollution | |
E2-3 | Targets related to pollution | |
E2-4 | Pollution of air, water and soil | |
E2-5 | Substances of concern and substances of very high concern | |
E2-6 | Anticipated financial effects from pollution-related impacts, risks and opportunities | |
E3 | Water and marine resources | |
E3-1 | Policies related to water and marine resources | |
E3-2 | Actions and resources related to water and marine resources | |
E3-3 | Targets related to water and marine resources | |
E3-4 | Water consumption | |
E4 | Bidiversity and ecosystems | |
E4-1 | Transition plan and consideration of biodiversity and ecosystems in strategy and business model | |
E4-2 | Policies related to biodiversity and ecosystems | |
E4-3 | Actions and resources related to biodiversity and ecosystems | |
E4-4 | Targets related to biodiversity and ecosystems | |
E4-5 | Impact metrics related to biodiversity and ecosystems change | |
E5 | Resource use and circular economy | |
E5-1 | Policies related to resource use and circular economy | |
E5-2 | Actions and resources related to resource use and circular economy | |
E5-3 | Targets related to resource use and circular economy | |
E5-4 | Resource inflows | |
E5-5 | Resource outflows |
S1 | Own workforce | |
S1-1 | Policies related to own workforce | |
S1-2 | Processes for engaging with own workforce and workers’ representatives about impacts | |
S1-3 | Processes to remediate negative impacts and channels for own workforce to raise concerns | |
S1-4 | Taking action on material impacts on own workforce, and approaches to managing material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions | |
S1-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | |
S1-6 | Characteristics of the undertaking’s employees | |
S1-7 | Characteristics of non-employees in the undertaking’s own workforce | |
S1-8 | Collective bargaining coverage and social dialogue | |
S1-9 | Diversity metrics | |
S1-10 | Adequate wages | |
S1-11 | Social protection | |
S1-12 | Persons with disabilities | |
S1-13 | Training and skills development metrics | |
S1-14 | Health and safety metrics | |
S1-15 | Work-life balance metrics | |
S1-16 | Remuneration metrics (pay gap and total remuneration) | |
S1-17 | Incidents, complaints and severe human rights impacts | |
S2 | Workers in the value chain | |
S2-1 | Policies related to value chain workers | |
S2-2 | Processes for engaging with value chain workers about impacts | |
S2-3 | Processes to remediate negative impacts and channels for value chain workers to raise concerns | |
S2-4 | Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those action | |
S2-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | |
S3 | Affected communities | |
S3-1 | Policies related to affected communities | |
S3-2 | Processes for engaging with affected communities about impacts | |
S3-3 | Processes to remediate negative impacts and channels for affected communities to raise concerns | |
S3-4 | Taking action on material impacts on affected communities, and approaches to managing material risks and pursuing material opportunities related to affected communities, and effectiveness of those actions | |
S3-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | |
S4 | Consumers and end-users | |
S4-1 | Policies related to consumers and end-users | |
S4-2 | Processes for engaging with consumers and end-users about impacts | |
S4-3 | Processes to remediate negative impacts and channels for consumers and end-users to raise concerns | |
S4-4 | Taking action on material impacts on consumers and end-users, and approaches to managing material risks and pursuing material opportunities related to consumers and end-users, and effectiveness of those actions | |
S4-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | |
G1 | Business conduct | |
G1-1 | Business conduct policies and corporate culture | |
G1-2 | Management of relationships with suppliers | |
G1-3 | Prevention and detection of corruption and bribery | |
G1-4 | Incidents of corruption or bribery | |
G1-5 | Political influence and lobbying activities |
Disclosure requirement and related datapoint | EU legislation | Materiality | Location | |
ESRS2 GOV-1 | Board's gender diversity paragraph 21 (d) | SFDR, BR | Material | |
ESRS2 GOV-1 | Percentage of board members who are independent paragraph 21 (e) | BR | Material | |
ESRS2 GOV-4 | Statement on due diligence paragraph 30 | SFDR | Material | |
ESRS2 SBM-1 | Involvement in activities related to fossil fuel activities paragraph 40 (d) i | SFDR, P3, BR | Not material | N/A |
ESRS2 SBM-1 | Involvement in activities related to chemical production paragraph 40 (d) ii | SFDR, BR | Not material | N/A |
ESRS2 SBM-1 | Involvement in activities related to controversial weapons paragraph 40 (d) iii | SFDR | Not material | N/A |
ESRS2 SBM-1 | Involvement in activities related to cultivation and production of tobacco paragraph 40 (d) iv | SFDR | Not material | N/A |
ESRS E1-1 | Transition plan to reach climate neutrality by 2050 paragraph 14 | EUCL | Material | |
ESRS E1-1 | Undertakings excluded from Paris-aligned Benchmarks paragraph 16 (g) | P3 | Material | |
ESRS E1-4 | GHG emission reduction targets paragraph 34 | SFDR, P3, BR | Material | |
ESRS E1-5 | Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors) paragraph 38 | SFDR | Material | |
ESRS E1-5 | Energy consumption and mix paragraph 37 | SFDR | Material | |
ESRS E1-5 | Energy intensity associated with activities in high climate impact sectors paragraphs 40 to 43 | SFDR | Material | |
ESRS E1-6 | Gross Scope 1, 2, 3 and Total GHG emissions paragraph 44 | SFDR, P3, BR | Material | |
ESRS E1-6 | Gross GHG emissions intensity paragraphs 53 to 55 | SFDR, P3, BR | Material | |
ESRS E1-7 | GHG removals and carbon credits paragraph 56 | EUCL | Not material | N/A |
ESRS E1-9 | Exposure of the benchmark portfolio to climate-related physical risks paragraph 66 | BR | Phase-in requirement | N/A |
ESRS E1-9 | Disaggregation of monetary amounts by acute and chronic physical risk paragraph 66 (a) | P3 | Phase-in requirement | N/A |
ESRS E1-9 | Location of significant assets at material physical risk paragraph 66 (c). | P3 | Phase-in requirement | N/A |
ESRS E1-9 | Breakdown of the carrying value of its real estate assets by energy-efficiency classes paragraph 67 (c). | P3 | Phase-in requirement | N/A |
ESRS E1-9 | Degree of exposure of the portfolio to climate- related opportunities paragraph 69 | BR | Phase-in requirement | N/A |
ESRS E2-4 | Amount of each pollutant listed in Annex II of the E-PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soil, paragraph 28 | SFDR | Material | |
ESRS E3-1 | Water and marine resources paragraph 9 | SFDR | Material | |
ESRS E3-1 | Dedicated policy paragraph 13 | SFDR | Not material | N/A |
ESRS E3-1 | Sustainable oceans and seas paragraph 14 | SFDR | Material | |
ESRS E3-4 | Total water recycled and reused paragraph 28 (c) | SFDR | Material | |
ESRS E3-4 | Total water consumption in m3 per net revenue on own operations paragraph 29 | SFDR | Material | |
ESRS2 SBM-3 E4 | E4 paragraph 16 (a) i | SFDR | Material | |
ESRS2 SBM-3 E4 | E4 paragraph 16 (b) | SFDR | Material | |
ESRS2 SBM-3 E4 | E4 paragraph 16 (c) | SFDR | Material | |
ESRS E4-2 | Sustainable land / agriculture practices or policies paragraph 24 (b) | SFDR | Material | |
ESRS E4-2 | Sustainable oceans / seas practices or policies paragraph 24 (c) | SFDR | Material | |
ESRS E4-2 | Policies to address deforestation paragraph 24 (d) | SFDR | Material | |
ESRS E5-5 | Non-recycled waste paragraph 37 (d) | SFDR | Material | |
ESRS E5-5 | Hazardous waste and radioactive waste paragraph 39 | SFDR | Material | |
Disclosure requirement and related datapoint | EU legislation | Materiality | Location | |
ESRS2 SBM3 S1 | Risk of incidents of forced labour paragraph 14 (f) | SFDR | Material | |
ESRS2 SBM3 S1 | Risk of incidents of child labour paragraph 14 (g) | SFDR | Material | |
ESRS S1-1 | Human rights policy commitments paragraph 20 | SFDR | Material | |
ESRS S1-1 | Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 21 | BR | Material | |
ESRS S1-1 | Processes and measures for preventing trafficking in human beings paragraph 22 | SFDR | Material | |
ESRS S1-1 | Workplace accident prevention policy or management system paragraph 23 | SFDR | Material | |
ESRS S1-3 | Grievance/complaints handling mechanisms paragraph 32 (c) | SFDR | Material | |
ESRS S1-14 | Number of fatalities and number and rate of work-related accidents paragraph 88 (b) and (c) | SFDR, BR | Material | |
ESRS S1-14 | Number of days lost to injuries, accidents, fatalities or illness paragraph 88 (e) | SFDR | Material | |
ESRS S1-16 | Unadjusted gender pay gap paragraph 97 (a) | SFD, BR | Material | |
ESRS S1-16 | Excessive CEO pay ratio paragraph 97 (b) | SFDR | Material | |
ESRS S1-17 | Incidents of discrimination paragraph 103 (a) | SFDR | Material | |
ESRS S1-17 | Non-respect of UNGPs on Business and Human Rights and OECD Guidelines paragraph 104 (a) | SFDR, BR | Material | |
ESRS2 SBM3 S2 | Significant risk of child labour or forced labour in the value chain paragraph 11 (b) | SFDR | Material | |
ESRS S2-1 | Human rights policy commitments paragraph 17 | SFDR | Material | |
ESRS S2-1 | Policies related to value chain workers paragraph 18 | SFDR | Material | |
ESRS S2-1 | Non-respect of UNGPs on Business and Human Rights principles and OECD guidelines paragraph 19 | SFDR, BR | Material | |
ESRS S2-1 | Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 19 | BR | Material | |
ESRS S2-4 | Human rights issues and incidents connected to its upstream and downstream value chain paragraph 36 | SFDR | Material | |
ESRS S3-1 | Human rights policy commitments paragraph 16 | SFDR | Material | |
ESRS S3-1 | Non-respect of UNGPs on Business and Human Rights, ILO principles or OECD guidelines paragraph 17 | SFDR, BR | Material | |
ESRS S3-4 | Human rights issues and incidents paragraph 36 | SFDR | Material | |
ESRS S4-1 | Policies related to consumers and end-users paragraph 16 | SFDR | Material | |
ESRS S4-1 | Non-respect of UNGPs on Business and Human Rights and OECD guidelines paragraph 17 | SFDR, BR | Material | |
ESRS S4-4 | Human rights issues and incidents paragraph 35 | SFDR | Material | NA |
ESRS G1-1 | United Nations Convention against Corruption paragraph 10 (b) | SFDR | Material | |
ESRS G1-1 | Protection of whistleblowers paragraph 10 (d) | SFDR | Material | |
ESRS G1-4 | Fines for violation of anti-corruption and anti-bribery laws paragraph 24 (a) | SFDR, BR | Material | |
ESRS G1-4 | Standards of anti-corruption and anti-bribery paragraph 24 (b) | SFDR | Material | |
Financial statements Yara is committed to reporting transparently and diligently about the company’s performance, development and position. | |
USD millions | Notes | 2025 | 2024 |
Revenue | 2.1, 2.3 | ||
Other income | 2.2, 4.9 | ||
Revenue and other income | |||
Raw materials, energy costs and freight expenses | 2.4, 4.9 | ( | ( |
Change in inventories of own products | |||
Payroll and related costs | 2.5, 5.3, 7.2 | ( | ( |
Depreciation and amortization | 4.1, 4.2, 4.5 | ( | ( |
Impairment loss | 4.7 | ( | ( |
Expected and realized credit loss on trade receivables | 3.2 | ( | ( |
Other operating expenses | 2.6, 4.9 | ( | ( |
Operating costs and expenses | ( | ( | |
Operating income/(loss) | |||
Share of net income/(loss) in equity-accounted investees | 4.3 | ||
Interest income and other financial income | 2.7 | ||
Foreign currency exchange gain/(loss) | 2.7, 6.1 | ( | |
Interest expense and other financial items | 2.7 | ( | ( |
Income/(loss) before tax | |||
Income tax | 2.8 | ( | ( |
Net income/(loss) | |||
Net income/(loss) attributable to | |||
Shareholders of the parent | |||
Non-controlling interests | |||
Net income/(loss | |||
Basic earnings/(loss) per share | |||
Diluted earnings/(loss) per share¹ | |||
Weighted average number of shares outstanding | 5.1 | ||
¹ Yara currently has no share-based compensation that results in a dilutive effect on earnings per share. | |||
USD millions | Notes | 2025 | 2024 |
Net income/(loss) | |||
Other comprehensive income/(loss) that may be reclassified to statement of income in subsequent periods, net of tax | |||
Currency translation adjustments | ( | ||
Hedge of net investments | 2.8, 6.2 | ( | |
Net other comprehensive income/(loss) that may be reclassified to statement of income in subsequent periods, net of tax | ( | ||
Other comprehensive income/(loss) that will not be reclassified to statement of income in subsequent periods, net of tax | |||
Currency translation adjustments1 | ( | ||
Net gain/(loss) on equity instruments at fair value through other comprehensive income | 6.3 | ||
Remeasurement gains/(losses) on defined benefit plans | 2.8, 5.3 | ||
Net other comprehensive income/(loss) that will not be reclassified to statement of income in subsequent periods, net of tax | ( | ||
Total other comprehensive income/(loss), net of tax | ( | ||
Total comprehensive income/(loss) | ( | ||
Total comprehensive income/(loss) attributable to | |||
Shareholders of the parent | ( | ||
Non-controlling interests | ( | ||
Total comprehensive income/(loss) | ( | ||
1 Currency translation adjustments that will not be reclassified to statement of income are related to entities with functional currency NOK as these are not classified as “foreign operations” to Yara International ASA. | |||
USD millions | Share Capital¹ | Premium paid-in capital | Currency translation adjustments | Hedge of net investments | Total other reserves | Retained earnings | Attributable to shareholders of the parent | Non-controlling interests | Total equity |
Balance at 31 December 2023 | ( | ( | ( | ( | |||||
Net income/(loss) | |||||||||
Total other comprehensive income/(loss) | ( | ( | ( | ( | ( | ( | |||
Total comprehensive income/(loss) | ( | ( | ( | ( | ( | ( | |||
Dividends distributed2 | ( | ( | ( | ( | |||||
Balance at 31 December 2024 | ( | ( | ( | ( | |||||
Net income/(loss) | |||||||||
Total other comprehensive income/(loss) | |||||||||
Total comprehensive income/(loss) | |||||||||
Transfer | ( | ||||||||
Dividends distributed2 | ( | ( | ( | ( | |||||
Balance at 31 December 2025 | ( | ( | ( | ( | |||||
1 Par value 1.70. 2 See Note 5.1 Shareholders' equity for further information. | |||||||||
USD millions | Notes | 31 Dec 2025 | 31 Dec 2024 | |
Assets | ||||
Non-current assets | ||||
Deferred tax assets | 2.8 | |||
Goodwill | 4.2, 4.7 | |||
Intangible assets other than goodwill | 4.2 | |||
Property, plant and equipment | 4.1, 4.7, 4.9 | |||
Right-of-use assets | 4.5 | |||
Associates and joint ventures | 4.3 | |||
Other non-current financial assets | 4.6 | |||
Other non-current non-financial assets | 4.6, 4.9 | |||
Total non-current assets | ||||
Current assets | ||||
Inventories | 3.1 | |||
Trade receivables | 3.2 | |||
Other current financial assets | 3.3 | |||
Prepaid expenses and other current non-financial assets | 3.3 | |||
Cash and cash equivalents | 3.4 | |||
Non-current assets and disposal group classified as held for sale | ||||
Total current assets | ||||
Total assets |
USD millions | Notes | 31 Dec 2025 | 31 Dec 2024 |
Equity and liabilities | |||
Equity | |||
Share capital | 5.1 | ||
Premium paid-in capital | ( | ( | |
Other reserves | ( | ( | |
Retained earnings | |||
Total equity attributable to shareholders of the parent | |||
Non-controlling interests | |||
Total equity | |||
Non-current liabilities | |||
Employee benefits | 5.3 | ||
Deferred tax liabilities | 2.8 | ||
Interest-bearing debt | 5.2 | ||
Other non-current financial liabilities | 6.3 | ||
Other non-current non-financial liabilities | |||
Non-current provisions | 5.5 | ||
Non-current lease liabilities | 4.5 | ||
Total non-current liabilities | |||
Current liabilities | |||
Trade and other current payables | 5.4 | ||
Prepayments from customers | 2.1 | ||
Current tax liabilities | 2.8 | ||
Current provisions | 5.5 | ||
Other current financial liabilities | 6.3 | ||
Other current non-financial liabilities | |||
Interest-bearing debt | 5.2 | ||
Current lease liabilities | 4.5 | ||
Total current liabilities | |||
Total equity and liabilities | |||
Number of shares outstanding | 5.1 |
USD millions | Notes | 2025 | 2024 |
Operating activities | |||
Income/(loss) before tax | |||
Adjustments to reconcile income/(loss) before tax to net cash provided by/(used in) operating activities | |||
Depreciation and amortization | 4.1, 4.2, 4.5 | ||
Impairment loss | 4.7 | ||
Write down inventory and trade receivables | ( | ||
(Gain)/loss on disposal of non-current assets | 4.1, 4.2 | ( | |
Foreign currency exchange (gain)/loss | ( | ||
Finance income and expense | |||
Income taxes paid | ( | ( | |
Dividends | 4.3 | ||
Interest paid1 | 4.5 | ( | ( |
Interest received | |||
Other | ( | ||
Working capital changes that provided/(used) cash | |||
Trade receivables | ( | ||
Inventories | ( | ( | |
Prepaid expenses and other current assets | |||
Trade and other payables | ( | ( | |
Prepayments from customers | ( | ||
Other interest-free liabilities | ( | ||
Net cash provided by/(used in) operating activities | |||
Investing activities | |||
Purchase of property, plant and equipment | 4.1 | ( | ( |
Proceeds from sales of property, plant and equipment | |||
Disposal of subsidiaries, net of cash transferred | ( | ||
Acquisition of subsidiaries, net of cash acquired | ( | ||
Purchase of other non-current assets | 4.2 | ( | ( |
Proceeds from sales of other non-current assets | 4.3 | ||
Net cash provided by/(used in) investing activities | ( | ( | |
Financing activities | |||
Loan proceeds2 | 5.2 | ||
Principal payments2 | 5.2 | ( | ( |
Payment of lease liabilities | 4.5 | ( | ( |
Dividends paid | 5.1 | ( | ( |
Other inflows/(outflows) of cash | ( | ||
Net cash provided by/(used in) financing activities | ( | ( | |
Foreign currency effects on cash and cash equivalents | ( | ||
Net increase/(decrease) in cash and cash equivalents | ( | ||
Cash and cash equivalents at 1 January | |||
Cash and cash equivalents at 31 December3 | 3.4 | ||
Bank deposits not available for the use by the Group | 3.4 | ||
1 Including interest expenses on lease liabilities. | |||
2 Loan proceeds and principal payments related to short-term borrowings for which maturity is three months or less, are presented net. | |||
3 Excluded expected credit loss provisions on bank deposits, which amounts to USD 1 million (2024: USD 1 million). See note 3.4 Cash and cash equivalents for more information. | |||
Accounting policies | Note |
Revenue recognition | 2.1 |
Income taxes | 2.8 |
Inventories | 3.1 |
Trade receivables | 3.2 |
Cash and cash equivalents | 3.4 |
Property, plant and equipment | 4.1 |
Goodwill | 4.2 |
Intangible assets other than goodwill | 4.2 |
Investments in associates and joint ventures | 4.3 |
Investments in joint operations | 4.4 |
Leases | 4.5 |
Other non-current assets | 4.6 |
Impairment of non-current assets | 4.7 |
Government grants | 4.9 |
Dividends paid | 5.1 |
Interest-bearing debt | 5.2 |
Pensions and other long-term employee benefit obligations | 5.3 |
Trade and other current payables | 5.4 |
Provisions and contingencies | 5.5 |
Hedge accounting | 6.2 |
Financial instruments | 6.3 |
Fair value measurement | 6.3 |
USD millions | Fertilizer and chemical products | Freight/ insurance services | Other products and services | Revenue from contracts with customers | Interest from financing components in customer contracts | Revenue |
2025 | ||||||
Europe | 4,161 | 150 | 57 | 4,367 | - | 4,368 |
Americas | 5,228 | 176 | 9 | 5,412 | 60 | 5,472 |
Africa & Asia | 2,359 | 37 | 3 | 2,398 | 3 | 2,401 |
Global Production | 13 | - | 39 | 52 | - | 52 |
Clean Ammonia | 798 | 58 | - | 856 | - | 856 |
Industrial Solutions | 2,251 | 153 | 44 | 2,448 | 6 | 2,455 |
Other and Eliminations | 4 | - | 15 | 20 | - | 20 |
Total | 14,813 | 573 | 168 | 15,554 | 69 | 15,623 |
Restated1 2024 | - | - | - | - | - | - |
Europe | 3,468 | 138 | 47 | 3,653 | - | 3,653 |
Americas | 4,515 | 156 | 10 | 4,681 | 54 | 4,736 |
Africa & Asia | 2,310 | 36 | 2 | 2,349 | 2 | 2,351 |
Global Production | 13 | - | 40 | 53 | - | 53 |
Clean Ammonia | 721 | 68 | - | 789 | - | 789 |
Industrial Solutions | 2,063 | 152 | 47 | 2,262 | 5 | 2,267 |
Other and Eliminations | 4 | - | 16 | 20 | - | 20 |
Total | 13,095 | 551 | 161 | 13,806 | 61 | 13,868 |
1 Comparative figures have been restated to reflect the change in Yara's operating segments. The Yara Group figures are unchanged. See note 2.3 Segment information for further information. | ||||||
USD millions | 2025 | 2024 |
Ammonia | 1,245 | 1,148 |
Urea | 3,472 | 3,116 |
Nitrate | 2,648 | 2,323 |
NPK | 5,058 | 4,431 |
CN | 793 | 761 |
UAN | 363 | 310 |
SSP | 43 | 61 |
DAP/MAP | 160 | 195 |
MOP/SOP | 361 | 293 |
Other fertilizer and chemical products | 1,243 | 1,008 |
Other products and services | 168 | 161 |
Interest from financing components in customer contracts | 69 | 61 |
Total revenues | 15,623 | 13,868 |
USD millions | Europe | Brazil | Latin America ex. Brazil | North America | Africa | Asia | Total |
2025 | |||||||
Europe | 4,236 | - | 34 | 2 | 75 | 21 | 4,368 |
Americas | 1 | 2,902 | 1,212 | 1,357 | - | - | 5,472 |
Africa & Asia | 20 | - | - | - | 593 | 1,787 | 2,401 |
Global Production | 44 | - | 5 | - | - | 3 | 52 |
Clean Ammonia | 9 | 139 | - | 396 | - | 312 | 856 |
Industrial Solutions | 1,291 | 563 | 112 | 127 | 215 | 146 | 2,455 |
Other and Eliminations | 16 | - | - | - | - | 3 | 20 |
Total | 5,617 | 3,605 | 1,363 | 1,882 | 883 | 2,273 | 15,623 |
Restated2 2024 | |||||||
Europe | 3,543 | - | 18 | 1 | 68 | 23 | 3,653 |
Americas | 1 | 2,336 | 1,113 | 1,287 | - | - | 4,736 |
Africa & Asia | - | - | - | - | 548 | 1,802 | 2,351 |
Global Production | 45 | - | 5 | - | - | 2 | 53 |
Clean Ammonia | 44 | 153 | - | 259 | - | 333 | 789 |
Industrial Solutions | 1,184 | 497 | 123 | 119 | 197 | 146 | 2,267 |
Other and Eliminations | 17 | - | - | - | - | 3 | 20 |
Total | 4,835 | 2,985 | 1,259 | 1,665 | 813 | 2,310 | 13,868 |
1 Figures are based on customer location. | |||||||
2 Comparative figures have been restated to reflect the change in Yara's operating segments. The Yara Group figures are unchanged. See note 2.3 Segment information for further information. | |||||||
USD millions | 2025 | 2024 |
Prepayments from customers (contract liabilities) | ||
Balance at 1 January | 419 | 361 |
Share of opening balance recognized as revenue in the period | (404) | (349) |
Cash received not recognized as revenue in the period1 | 321 | 408 |
Balance at 31 December | 336 | 419 |
Unsatisfied performance obligations | ||
Initial contract price on signed contracts | 56 | 82 |
Aggregate contract revenue incurred to date2 | (20) | (68) |
Transaction price allocated to unsatisfied performance obligations | 36 | 14 |
Unsatisfied performance obligations to be recognized within | ||
1 year | 13 | 10 |
2-3 years | 23 | 4 |
Transaction price allocated to unsatisfied performance obligations | 36 | 14 |
1 Presented net of amounts created and released within the same reporting period. | ||
2 Based on the percentage of completion method. |
USD millions | Notes | 2025 | 2024 |
Insurance and other compensations1 | 71 | 32 | |
Gain on sale of non-current assets | 14 | 16 | |
Sale of white certificates | 4.9 | 5 | 8 |
Gain on disposal of shares in subsidiary | - | 5 | |
Other | 1 | 6 | |
Other income | 2.3 | 92 | 66 |
1 All insurance compensations recognized relate to claims originating prior to 2024. | |||
External revenue | Internal revenue | Total revenue | ||||
USD millions | 2025 | Restated¹ 2024 | 2025 | Restated¹ 2024 | 2025 | Restated¹ 2024 |
Europe | 4,368 | 3,653 | 757 | 705 | 5,125 | 4,358 |
Americas | 5,472 | 4,736 | 47 | 46 | 5,519 | 4,781 |
Africa & Asia | 2,401 | 2,351 | 129 | 147 | 2,530 | 2,497 |
Global Production | 52 | 53 | 3,591 | 3,168 | 3,643 | 3,221 |
Clean Ammonia | 856 | 789 | 1,129 | 1,019 | 1,985 | 1,808 |
Industrial Solutions | 2,455 | 2,267 | 229 | 231 | 2,683 | 2,498 |
Other and Eliminations | 20 | 20 | (5,882) | (5,316) | (5,863) | (5,296) |
Total | 15,623 | 13,868 | - | - | 15,623 | 13,868 |
1 Comparative figures have been restated to reflect the change in Yara’s operating segments. | ||||||
Other income | Raw materials, energy costs and freight expenses | |||
USD millions | 2025 | 2024 | 2025 | 2024 |
Europe | 40 | 56 | (4,046) | (3,540) |
Americas | 10 | 23 | (4,311) | (3,707) |
Africa & Asia | 2 | 9 | (2,214) | (2,235) |
Global Production | 74 | 32 | (2,708) | (2,478) |
Clean Ammonia | - | - | (1,822) | (1,640) |
Industrial Solutions | 12 | 20 | (2,099) | (1,932) |
Other and Eliminations | (46) | (74) | 5,914 | 5,332 |
Total | 92 | 66 | (11,285) | (10,200) |
EBITDA1 | ||
USD millions | 2025 | Restated2 2024 |
Europe | 580 | 229 |
Americas | 822 | 664 |
Africa & Asia | 226 | 221 |
Global Production | 695 | 410 |
Clean Ammonia | 114 | 117 |
Industrial Solutions | 339 | 334 |
Other and Eliminations | (21) | (86) |
Total | 2,754 | 1,889 |
1 Refer to the “Alternative performance measures” section for definition and relevant reconciliations. | ||
2 Comparative figures have been restated to reflect the change in Yara’s operating segments. | ||
2025 | ||||||
USD millions | Operating income/(loss) | Share of net income/(loss) in equity accounted investees | Interest income and other financial income | Depreciation and amortization | Impairment loss | EBITDA |
Europe | 264 | 3 | 23 | 290 | - | 580 |
Americas | 581 | 4 | 6 | 223 | 7 | 822 |
Africa & Asia | 185 | - | 6 | 35 | - | 226 |
Global Production | 384 | - | 3 | 307 | 1 | 695 |
Clean Ammonia | 47 | - | - | 62 | 6 | 114 |
Industrial Solutions | 163 | 10 | 1 | 163 | 1 | 339 |
Other and Eliminations | (53) | - | 27 | 4 | 1 | (21) |
Total | 1,571 | 18 | 66 | 1,084 | 16 | 2,754 |
Restated1 2024 | ||||||
USD millions | Operating income/(loss) | Share of net income/(loss) in equity accounted investees | Interest income and other financial income | Depreciation and amortization | Impairment loss | EBITDA |
Europe | (31) | 4 | 1 | 248 | 7 | 229 |
Americas | 381 | 1 | 14 | 233 | 35 | 664 |
Africa & Asia | 183 | - | 4 | 34 | - | 221 |
Global Production | 115 | - | 4 | 288 | 1 | 410 |
Clean Ammonia | 51 | - | 1 | 65 | - | 117 |
Industrial Solutions | 107 | 14 | 1 | 174 | 38 | 334 |
Other and Eliminations | (120) | - | 30 | 4 | - | (86) |
Total | 686 | 19 | 55 | 1,047 | 82 | 1,889 |
1 Comparative figures have been restated to reflect the change in Yara’s operating segments. | ||||||
Current assets | Non-current assets | Total assets | ||||
USD millions | 31-00-25 | Restated¹ 31 Dec 2024 | 31-00-25 | Restated¹ 31 Dec 2024 | 31-00-25 | Restated¹ 31 Dec 2024 |
Europe | 1,867 | 1,478 | 2,623 | 2,234 | 4,490 | 3,712 |
Americas | 2,025 | 1,844 | 1,985 | 1,894 | 4,010 | 3,738 |
Africa & Asia | 1,118 | 1,073 | 256 | 242 | 1,374 | 1,315 |
Global Production | 810 | 779 | 2,806 | 2,565 | 3,616 | 3,343 |
Clean Ammonia | 307 | 260 | 286 | 308 | 592 | 568 |
Industrial Solutions | 762 | 707 | 1,266 | 1,202 | 2,029 | 1,910 |
Other and Eliminations | 115 | (440) | 913 | 849 | 1,027 | 408 |
Total | 7,004 | 5,700 | 10,134 | 9,294 | 17,138 | 14,994 |
1 Comparative figures have been restated to reflect the change in Yara’s operating segments. | ||||||
USD millions | 31-00-25 | Restated¹ 31 Dec 2024 |
Europe | 26 | 21 |
Americas | 67 | 62 |
Global Production | 10 | 9 |
Industrial Solutions | 60 | 50 |
Other and Eliminations | (5) | (4) |
Total | 158 | 138 |
1 Comparative figures have been restated to reflect the change in Yara’s operating segments. | ||
USD millions | 31 Dec 2025 | 31 Dec 2024 |
Europe | 5,499 | 4,749 |
Latin America | 1,260 | 1,144 |
North America | 1,304 | 1,305 |
Africa | 62 | 42 |
Asia | 1,194 | 1,248 |
Total allocated non-current assets | 9,319 | 8,488 |
Assets not allocated | 816 | 806 |
Total non-current assets | 10,134 | 9,294 |
NOPAT | Invested capital | ROIC | ||||
USD millions, except percentages | 2025 | Restated1 2024 | 2025 | Restated1 2024 | 2025 | Restated1 2024 |
Europe | 204 | (17) | 3,129 | 2,774 | 7.0% | (1.0%) |
Americas | 449 | 295 | 2,875 | 2,968 | 16.0% | 10.0% |
Africa & Asia | 141 | 138 | 858 | 795 | 16.0% | 9.0% |
Global Production | 288 | 88 | 2,713 | 2,559 | 11.0% | 4.0% |
Clean Ammonia | 40 | 40 | 336 | 360 | 12.0% | 11.0% |
Industrial Solutions | 133 | 94 | 1,589 | 1,606 | 8.0% | 6.0% |
1 Comparative figures have been restated to reflect the change in Yara’s operating segments. | ||||||
USD millions | 2025 | 2024 |
Raw material and energy costs1 | (8,738) | (7,771) |
Freight expenses | (887) | (862) |
Other production related costs | (1,660) | (1,567) |
Total | (11,285) | (10,200) |
1 Included in Raw material and energy costs in 2025 are gas and other energy costs of USD 2 242 million (2024: USD 2 025 million). | ||
USD millions | Notes | 2025 | 2024 |
Salaries | 7.3 | (1,090) | (1,116) |
Social security costs | 7.3 | (174) | (182) |
Social benefits | 7.3 | (7) | (7) |
Net periodic pension cost1 | 5.3, 7.3 | (85) | (179) |
Termination benefits2 | 5.5 | (61) | (59) |
Total | (1,418) | (1,543) | |
1 The Net periodic pension cost in 2024 included a USD 99 million settlement loss related to reformation of the Dutch pension system. | |||
2 Termination benefits recognized include several restructuring initiatives and relate mainly to initiatives to enhance the Group’s financial performance and position, as announced in 2024. See note 5.5 Provisions and contingencies for more information. | |||
USD millions | Notes | 2025 | 2024 |
Selling and administrative expense | (226) | (251) | |
Advertising expense | (23) | (28) | |
Travel expense | (32) | (38) | |
Fees auditors, lawyers, consultants | 7.4 | (101) | (104) |
Other expenses | (31) | (16) | |
Total | (413) | (437) |
USD millions | Notes | 2025 | 2024 |
Interest income | 63 | 53 | |
Dividends and net gain/(loss) on securities | 2 | 2 | |
Interest income and other financial income | 66 | 55 | |
Foreign currency exchange gain/(loss) | 6.1 | 383 | (321) |
Interest expense | (233) | (225) | |
Interest expense on lease liabilities | 4.5 | (26) | (25) |
Capitalized interest expense1 | 4.1 | 17 | 13 |
Net interest on net long-term employee benefit obligations | 5.3 | (2) | 0 |
Other | (14) | (22) | |
Interest expense and other financial items | (259) | (259) | |
Net financial income/(expense) | 189 | (524) | |
1 The average rate for the borrowing cost capitalized was 5.0 percent in 2025 (2024: 5.4 percent). | |||
USD millions | 2025 | 2024 | |
Consolidated statement of income | |||
Current taxes | |||
Current year | (347) | (254) | |
Prior year adjustment1 | 39 | 14 | |
Total | (308) | (240) | |
Deferred taxes | |||
Deferred tax income/(expense) recognized in the current year | (78) | 226 | |
Adjustments to deferred tax attributable to changes in tax rates and laws | 3 | 4 | |
Net change in unrecognized deferred tax assets | (23) | (154) | |
Total | (98) | 76 | |
Total tax expense recognized in consolidated statement of income | (406) | (165) | |
Other comprehensive income | |||
Current tax | |||
Hedge of net investment | (22) | 18 | |
Total current tax | (22) | 18 | |
Deferred tax | |||
Pensions | (5) | (3) | |
Available-for-sale financial assets | 1 | – | |
Total | (4) | (3) | |
Total tax expense recognized directly in other comprehensive income | (27) | 15 | |
Total tax expense recognized in comprehensive income | (433) | (150) | |
1 In 2025, a tax refund of USD 25 million was recognized. The refund originates from a business acquisition in previous years. Due to uncertainty, the underlying tax asset was not previously recognized. | |||
USD millions, except percentages | 2025 | 2025 | 2024 | 2024 |
Income before tax | 1,778 | 180 | ||
Expected income tax at statutory tax rate1 | 22.0% | (391) | 22.0% | (40) |
Tax law changes | (0.1)% | 2 | (2.2)% | 4 |
Foreign tax rate differences | 0.8% | (14) | (3.9)% | 7 |
Unused tax losses and tax offsets not recognized as deferred tax assets | 2.4% | (43) | 81.1% | (146) |
Previously unrecognized and unused tax losses and deductible temporary differences | ||||
now recognized as deferred tax assets | (0.6)% | 11 | (26.1)% | 47 |
Non-deductible expenses | 1.0% | (18) | 7.2% | (13) |
Share of net income equity-accounted investees | (0.2)% | 3 | (2.2)% | 4 |
Tax free income miscellaneous | (0.4)% | 8 | (5.0)% | 9 |
Prior year adjustment | (2.2)% | 39 | (7.8)% | 14 |
Withholding tax | 1.1% | (19) | 11.1% | (20) |
Pillar 2 top-up tax | 0.3% | (6) | 7.8% | (14) |
Other, net | (1.3)% | 23 | 9.4% | (17) |
Total income tax expense | (406) | (165) | ||
Effective tax rate | 22.8% | 91.7% | ||
1 Calculated as Norwegian nominal statutory tax rate of 22% (2024: 22%) applied to income before tax. | ||||
USD millions | Opening balance | Charged to income | Changes in tax rate | Recognized in other comprehen- sive income | Foreign currency translation | Closing balance |
Non-current items | ||||||
Intangible assets | 24 | (2) | - | - | 3 | 26 |
Property, plant and equipment | (360) | (2) | - | - | (29) | (392) |
Pensions | 33 | 4 | - | (5) | 3 | 35 |
Equity securities available-for-sale | (1) | - | - | 1 | - | - |
Other non-current assets | (298) | 36 | - | - | (35) | (297) |
Other non-current liabilities and accruals | 297 | (96) | - | - | 29 | 230 |
Total | (305) | (60) | - | (4) | (29) | (398) |
Current items | ||||||
Inventory valuation | 49 | 1 | 3 | - | 1 | 55 |
Accrued expenses | 62 | 42 | - | - | 6 | 110 |
Total | 111 | 43 | 3 | - | 7 | 164 |
Tax loss carry forwards | 904 | (71) | - | (22) | 97 | 908 |
Unused tax credits | 13 | 10 | - | - | 2 | 24 |
Unrecognized tax assets for tax losses and temporary differences | (576) | (23) | - | - | (67) | (666) |
Net deferred tax asset/(liability) | 147 | (101) | 3 | (27) | 11 | 33 |
USD millions | Opening balance | Charged to income | Changes in tax rate | Recognized in other comprehen- sive income | Acquisitions/ disposals | Foreign currency translation | Closing balance |
Non-current items | |||||||
Intangible assets | 9 | 16 | - | - | 1 | (1) | 24 |
Property, plant and equipment | (349) | (28) | - | - | - | 17 | (360) |
Pensions | 26 | 12 | - | (3) | - | (2) | 33 |
Equity securities available-for-sale | - | - | - | (1) | - | - | (1) |
Other non-current assets | (259) | (68) | - | - | - | 29 | (298) |
Other non-current liabilities and accruals | 212 | 110 | - | 1 | - | (26) | 297 |
Total | (361) | 43 | - | (3) | 1 | 17 | (305) |
Current items | |||||||
Inventory valuation | 36 | 11 | 4 | - | - | (1) | 49 |
Accrued expenses | 61 | 8 | 1 | - | - | (8) | 62 |
Total | 96 | 19 | 4 | - | - | (9) | 111 |
Tax loss carry forwards | 840 | 158 | - | 18 | - | (113) | 904 |
Unused tax credits | 8 | 6 | - | - | - | (1) | 13 |
Unrecognized tax assets for tax losses and temporary differences | (518) | (154) | - | - | - | 95 | (576) |
Net deferred tax asset/(liability) | 66 | 72 | 4 | 15 | 1 | (10) | 147 |
USD millions | 2025 | 2024 |
Unrecognized deferred tax assets are attributable to the following | ||
Tax losses | 565 | 502 |
Deductible temporary differences | 101 | 74 |
Total | 666 | 576 |
USD millions | 2025 |
2026 | 2 |
2027 | 2 |
2028 | 20 |
2029 | 3 |
2030 | 30 |
After 2030 | 47 |
Without expiration | 3,134 |
Total tax loss carry forwards | 3,238 |
Deferred tax effect of tax loss carry forwards | 908 |
Unrecognized deferred tax assets for tax losses | (565) |
Recognized in the statement of financial position | 343 |
USD millions | 2025 | 2024 |
Deferred tax assets | 521 | 555 |
Deferred tax liabilities | (488) | (408) |
Net deferred tax asset/(liability) | 33 | 147 |
2025 | ||||||||
USD millions | Europe | Americas | Africa & Asia | Global Production | Clean Ammonia | Industrial Solutions | Other and Eliminations | Total |
Finished goods | 696 | 594 | 550 | 124 | - | 123 | (143) | 1,944 |
Work in progress | 42 | - | - | 30 | - | 22 | - | 94 |
Raw materials | 169 | 558 | 11 | 103 | 79 | 53 | 3 | 976 |
Spare parts | 109 | 59 | 5 | 138 | - | 74 | - | 385 |
Balance at 31 December | 1,017 | 1,212 | 565 | 395 | 79 | 272 | (140) | 3,400 |
Restated1 2024 | ||||||||
USD millions | Europe | Americas | Africa & Asia | Global Production | Clean Ammonia | Industrial Solutions | Other and Eliminations | Total |
Finished goods | 575 | 535 | 466 | 110 | - | 113 | (108) | 1,690 |
Work in progress | 38 | - | - | 37 | - | 21 | - | 96 |
Raw materials | 115 | 506 | 12 | 117 | 70 | 73 | - | 893 |
Spare parts | 94 | 52 | 5 | 122 | - | 61 | - | 334 |
Balance at 31 December | 822 | 1,093 | 483 | 386 | 70 | 268 | (108) | 3,014 |
1 Comparative figures have been restated to reflect the change in Yara's operating segments. The reorganization had no impact on the amounts of inventory write-downs. The Yara Group figures are unchanged. See note 2.3 Segment information for further information. | ||||||||
2025 | ||||||||
USD millions | Europe | Americas | Africa & Asia | Global Production | Clean Ammonia | Industrial Solutions | Other and Eliminations | Total |
Balance at 1 January | (23) | (10) | (2) | (3) | (1) | (9) | 6 | (41) |
New write-downs recognized during the year | (24) | (11) | (8) | (8) | (15) | (20) | 21 | (65) |
Write-downs reversed due to product sold | 12 | 8 | 4 | 4 | 15 | 19 | (20) | 41 |
Write-downs reversed, other | 14 | 5 | 3 | 5 | - | 3 | - | 30 |
Foreign currency translation | (2) | (1) | - | - | - | (1) | - | (5) |
Balance at 31 December | (23) | (9) | (4) | (2) | (1) | (8) | 7 | (41) |
2024 | ||||||||
USD millions | Europe | Americas | Africa & Asia | Global Production | Clean Ammonia | Industrial Solutions | Other and Eliminations | Total |
Balance at 1 January | (34) | (16) | (4) | (9) | - | (8) | 17 | (55) |
New write-downs recognized during the year | (45) | (28) | (7) | (18) | (15) | (14) | 22 | (104) |
Write-downs reversed due to product sold | 28 | 15 | 5 | 17 | 15 | 9 | (33) | 57 |
Write-downs reversed, other | 26 | 16 | 4 | 6 | - | 3 | - | 55 |
Foreign currency translation | 2 | 3 | - | - | - | 1 | - | 6 |
Balance at 31 December | (23) | (10) | (2) | (3) | (1) | (9) | 6 | (41) |
USD millions | Notes | 2025 | 2024 |
Trade receivables¹ | 1,880 | 1,598 | |
Allowance for expected credit loss | (109) | (101) | |
Balance at 31 December | 6.3 | 1,772 | 1,497 |
¹ Of the total balance of USD 1,772 million, approximately USD 984 million (2024: USD 787 million) refers to credit insured receivables. | |||
Movement in allowance for expected credit loss | |||
USD millions | 2025 | 2024 | |
Balance at 1 January | (101) | (107) | |
Lifetime expected credit losses recognized for existing business | (22) | (37) | |
Change in lifetime expected credit losses due to business classified as held for sale | - | (1) | |
Amounts written off as uncollectible | 9 | 23 | |
Lifetime expected credit losses reversed | 11 | 11 | |
Foreign currency translation | (6) | 9 | |
Balance at 31 December | (109) | (101) | |
Ageing analysis of trade receivables at 31 December | ||||||
Gross trade receivables | ||||||
Past due gross trade receivables | ||||||
USD millions | Total | Not past due gross trade receivables | < 30 days | 30 - 90 days | 91 - 180 days | > 180 days |
2025 | 1,880 | 1,505 | 129 | 51 | 44 | 151 |
2024 | 1,598 | 1,299 | 112 | 31 | 22 | 134 |
Allowance for expected credit loss | ||||||
Allowance on past due receivables | ||||||
USD millions | Total | Allowance on not past due receivables | < 30 days | 30 - 90 days | 91 - 180 days | > 180 days |
2025 | (109) | (3) | (2) | (2) | (3) | (98) |
2024 | (101) | (3) | (1) | (1) | (2) | (94) |
Net trade receivables | ||||||
Past due but not impaired | ||||||
USD millions | Total | Neither past due nor impaired | < 30 days | 30 - 90 days | 91 - 180 days | > 180 days |
2025 | 1,772 | 1,502 | 127 | 49 | 41 | 53 |
2024 | 1,497 | 1,297 | 111 | 30 | 20 | 40 |
USD millions | Notes | 2025 | 2024 |
Financial assets | |||
Foreign exchange contracts | 4 | 8 | |
Receivables and deposits | 336 | 285 | |
Contracts assets | 2.1 | 2 | 3 |
Expected credit loss on other current assets | (1) | (1) | |
Balance at 31 December | 6.3 | 341 | 295 |
Non-financial assets | |||
VAT and sales-related taxes | 215 | 228 | |
Prepaid income taxes | 194 | 201 | |
Prepaid expenses | 169 | 143 | |
Balance at 31 December | 577 | 573 |
USD millions | Notes | 31 December 2025 | 31 December 2024 |
Cash and cash equivalents | 6.3 | 913 | 317 |
2025 | ||||||||
USD millions, except percentages and years | Land | Buildings | Machinery and equipment | Periodic maintenance | Asset under construction | Vessels | Mining assets | Total |
Cost | ||||||||
Balance at 1 January | 237 | 2,768 | 10,876 | 613 | 785 | 303 | 218 | 15,799 |
Addition at cost1 | 3 | 31 | 278 | 74 | 577 | - | 27 | 990 |
Derecognition | - | (18) | (137) | (91) | (7) | - | - | (253) |
Other transfers2 | (1) | 108 | 334 | 39 | (482) | - | 1 | (2) |
Foreign currency translation | 25 | 271 | 1,027 | 62 | 83 | 2 | 28 | 1,497 |
Balance at 31 December | 264 | 3,160 | 12,377 | 696 | 955 | 305 | 275 | 18,031 |
Depreciation and impairment | ||||||||
Balance at 1 January | (34) | (1,308) | (7,085) | (335) | (36) | (116) | (67) | (8,983) |
Depreciation | - | (124) | (583) | (118) | - | (15) | (16) | (856) |
Impairment loss3 | - | (1) | (41) | (2) | (1) | - | - | (45) |
Reversed impairment | - | 2 | 34 | 2 | 1 | - | - | 39 |
Derecognition | - | 16 | 125 | 91 | 3 | - | - | 235 |
Other transfers | (1) | - | 1 | (1) | - | - | - | - |
Foreign currency translation | - | (131) | (711) | (34) | (3) | - | (9) | (887) |
Balance at 31 December | (36) | (1,546) | (8,260) | (397) | (37) | (132) | (91) | (10,496) |
Carrying value | ||||||||
Balance at 1 January | 203 | 1,460 | 3,791 | 278 | 748 | 187 | 151 | 6,817 |
Balance at 31 December | 228 | 1,614 | 4,118 | 299 | 917 | 173 | 183 | 7,535 |
Useful life in years | Indefinite | 10-60 | 2-40 | 2-5 | 20 | 5-25 | ||
Depreciation rate | 2-6% | 3-50% | 15-50% | 5% | 5-20% | |||
1 The amount in “Buildings” includes USD 9 million reduction to decommissioning assets, mainly due to increase in discounting rate. | ||||||||
2 Includes mainly transfers from assets under construction to other categories of PP&E due to completion of construction projects. | ||||||||
3 See note 4.7 Impairment of non-current assets. | ||||||||
2024 | ||||||||
USD millions, except percentages and years | Land | Buildings | Machinery and equipment | Periodic maintenance | Asset under construction | Vessels | Mining assets | Total |
Cost | ||||||||
Balance at 1 January | 271 | 2,902 | 11,161 | 706 | 753 | 304 | 193 | 16,290 |
Addition at cost1 | 3 | 47 | 321 | 97 | 547 | 1 | 23 | 1,039 |
Derecognition | (1) | (15) | (124) | (223) | (3) | - | - | (367) |
Transfers to asset held for sale | - | 12 | 3 | - | - | - | - | 15 |
Other transfers2 | (2) | 87 | 228 | 87 | (447) | - | 15 | (32) |
Foreign currency translation | (34) | (264) | (714) | (56) | (66) | (2) | (12) | (1,148) |
Balance at 31 December | 237 | 2,768 | 10,876 | 613 | 785 | 303 | 218 | 15,799 |
Depreciation and impairment | ||||||||
Balance at 1 January | (36) | (1,302) | (7,078) | (448) | (34) | (102) | (58) | (9,058) |
Depreciation | - | (118) | (551) | (126) | - | (15) | (13) | (823) |
Impairment loss3 | - | (19) | (36) | (17) | (8) | - | - | (81) |
Reversed impairment | - | - | 1 | - | 1 | - | - | 2 |
Derecognition | - | 11 | 109 | 223 | - | - | - | 343 |
Transfers to asset held for sale | - | 7 | 4 | - | - | - | - | 11 |
Foreign currency translation | 2 | 114 | 466 | 35 | 5 | - | 4 | 623 |
Balance at 31 December | (34) | (1,308) | (7,085) | (335) | (36) | (116) | (67) | (8,983) |
Carrying value | ||||||||
Balance at 1 January | 235 | 1,598 | 4,082 | 258 | 719 | 203 | 137 | 7,232 |
Balance at 31 December | 203 | 1,460 | 3,791 | 278 | 748 | 187 | 151 | 6,817 |
Useful life in years | Indefinite | 10-60 | 2-40 | 2-5 | 20 | 5-25 | ||
Depreciation rate | 2-6% | 3-50% | 15-50% | 5% | 5-20% | |||
1 The amount in “Buildings” includes USD 17 million increase to decommissioning assets, mainly due to decrease in expected inflation rate. | ||||||||
2 Includes mainly transfers from assets under construction to other categories of PP&E due to completion of construction projects. | ||||||||
3 See note 4.7 Impairment of non-current assets. | ||||||||
2025 | ||||
USD million, except percentages | Goodwill | Software | Other intangibles¹ | Total |
Cost | ||||
Balance at 1 January | 724 | 189 | 381 | 1,293 |
Addition at cost | - | 3 | 8 | 11 |
Derecognition | - | (4) | (7) | (11) |
Other transfers | - | 4 | (4) | - |
Foreign currency translation | 36 | 23 | 23 | 82 |
Balance at 31 December | 759 | 215 | 401 | 1,375 |
Amortization and impairment | ||||
Balance at 1 January | (12) | (151) | (296) | (459) |
Amortization | - | (15) | (9) | (24) |
Impairment loss2 | - | (3) | (6) | (9) |
Derecognition | - | 3 | 2 | 5 |
Foreign currency translation | (1) | (19) | (17) | (37) |
Balance at 31 December | (13) | (186) | (325) | (524) |
Carrying value | ||||
Balance at 1 January | 712 | 38 | 85 | 835 |
Balance at 31 December | 746 | 30 | 76 | 851 |
Useful life in years | Indefinite | 3-5 | 5-40 | |
Amortization rate | 20-35% | 3-35% | ||
¹ Other intangibles comprises mainly customer relationships, patents and trademarks, and intangible assets arising from development. | ||||
² For further information, see note 4.7 Impairment of non-current assets. | ||||
2024 | ||||
USD million, except percentages | Goodwill | Software | Other intangibles¹ | Total |
Cost | ||||
Balance at 1 January | 785 | 198 | 397 | 1,380 |
Addition at cost | - | 4 | 18 | 22 |
Derecognition | (18) | (5) | (5) | (28) |
Acquisition new companies | 1 | - | 7 | 8 |
Transfer to asset held for sale | (4) | - | - | (4) |
Other transfers | - | 15 | (12) | 3 |
Foreign currency translation | (41) | (23) | (24) | (88) |
Balance at 31 December | 724 | 189 | 381 | 1,293 |
Amortization and impairment | ||||
Balance at 1 January | (25) | (155) | (305) | (485) |
Amortization | - | (16) | (11) | (27) |
Impairment loss2 | (3) | - | - | (3) |
Derecognition | 12 | 1 | 4 | 17 |
Transfer to asset held for sale | 2 | - | - | 2 |
Foreign currency translation | 1 | 18 | 17 | 36 |
Balance at 31 December | (12) | (151) | (296) | (459) |
Carrying value | ||||
Balance at 1 January | 760 | 43 | 92 | 896 |
Balance at 31 December | 712 | 38 | 85 | 835 |
Useful life in years | Indefinite | 3-5 | 5-40 | |
Amortization rate | 20-35% | 3-35% | ||
¹ Other intangibles comprises mainly customer relationships, patents and trademarks, and intangible assets arising from development. | ||||
² For further information, see note 4.7 Impairment of non-current assets. | ||||
USD millions | 2025 | 2024 |
Associates | ||
Balance at 1 January | 50 | 69 |
Net movements in investments and long-term loans to associates | - | (17) |
Yara's share of net income/(loss) | 9 | 8 |
Dividends/repayment of capital | (5) | (6) |
Foreign currency translation | 6 | (4) |
Balance at 31 December | 60 | 50 |
Joint ventures | ||
Balance at 1 January | 89 | 84 |
Net movements in investments and long-term loans to associates | (2) | 6 |
Yara's share of net income/(loss) | 8 | 11 |
Dividends/repayment of capital | (4) | (4) |
Foreign currency translation | 8 | (8) |
Balance at 31 December | 98 | 89 |
Associates and joint ventures | ||
Balance at 1 January | 138 | 152 |
Net movements in investments and long-term loans to associates | (2) | (11) |
Yara's share of net income/(loss) | 17 | 19 |
Dividends/repayment of capital | (9) | (10) |
Foreign currency translation | 14 | (12) |
Balance at 31 December | 158 | 138 |
Statement of financial position | ||||
31 December 2025 | ||||
USD millions (unaudited) | Yara Pilbara Nitrates | Tringen | Yara Freeport | Yara's share of consolidated Joint operations |
Assets | ||||
Total non-current assets | 352 | 72 | 208 | 632 |
Total current assets | 57 | 95 | 40 | 193 |
Total assets | 409 | 167 | 248 | 825 |
Total equity | 263 | 125 | 227 | 615 |
Liabilities | ||||
Total non-current liabilities | 139 | 15 | 5 | 160 |
Total current liabilities | 8 | 27 | 16 | 50 |
Total equity and liabilities | 409 | 167 | 248 | 825 |
31 December 2024 | ||||
USD millions (unaudited) | Yara Pilbara Nitrates | Tringen | Yara Freeport | Yara's share of consolidated Joint operations |
Assets | ||||
Total non-current assets | 375 | 67 | 226 | 668 |
Total current assets | 42 | 94 | 40 | 175 |
Total assets | 417 | 161 | 266 | 843 |
Total equity | 255 | 125 | 244 | 624 |
Liabilities | ||||
Total non-current liabilities | 157 | 14 | 6 | 177 |
Total current liabilities | 5 | 22 | 16 | 43 |
Total equity and liabilities | 417 | 161 | 266 | 843 |
Statement of income | ||||
2025 | ||||
USD millions (unaudited) | Yara Pilbara Nitrates | Tringen | Yara Freeport | Yara's share of consolidated Joint operations |
Revenue and other income | 83 | 177 | 177 | 437 |
Operating costs and expenses | (66) | (168) | (166) | (399) |
Operating income/(loss) | 17 | 9 | 11 | 37 |
Income/(loss) before tax | 11 | 10 | 12 | 33 |
Income tax expense | (3) | (4) | - | (7) |
Net income/(loss) | 8 | 6 | 12 | 26 |
2024 | ||||
USD millions (unaudited) | Yara Pilbara Nitrates | Tringen | Yara Freeport | Yara's share of consolidated Joint operations |
Revenue and other income | 97 | 152 | 152 | 401 |
Operating costs and expenses | (68) | (146) | (141) | (355) |
Operating income/(loss) | 28 | 7 | 11 | 46 |
Income/(loss) before tax | 23 | 10 | 12 | 45 |
Income tax expense | 35 | (4) | - | 31 |
Net income/(loss) | 58 | 6 | 12 | 76 |
USD millions | Land | Vessels | Buildings | Product storage | Transportation & logistics | Other assets | Total |
Carrying value | |||||||
Balance ROU assets at 1 January 2024 | 117 | 35 | 82 | 75 | 49 | 61 | 418 |
Additions and lease modifications | 6 | 60 | 29 | 83 | 36 | 55 | 269 |
Depreciation | (8) | (53) | (25) | (53) | (29) | (29) | (198) |
Foreign currency translation gain/(loss) | (5) | - | (7) | (4) | (5) | (5) | (26) |
Balance at 31 December 2024 | 110 | 41 | 79 | 101 | 52 | 83 | 464 |
Additions and lease modifications | 4 | 39 | 47 | 99 | 28 | 28 | 245 |
Other transfers | 2 | - | - | - | - | - | 2 |
Depreciation | (9) | (50) | (25) | (61) | (28) | (30) | (203) |
Impairment loss | - | - | (1) | - | - | - | (1) |
Foreign currency translation gain/(loss) | 8 | 1 | 8 | 9 | 5 | 9 | 40 |
Balance at 31 December 2025 | 114 | 31 | 107 | 148 | 57 | 90 | 547 |
USD millions | Long term | Short term | Total |
Carrying value | |||
Balance lease obligations at 1 January 2024 | 306 | 123 | 429 |
Additions and lease modifications | 257 | - | 257 |
Reclassification to short term | (212) | 212 | - |
Lease payments | - | (187) | (187) |
Foreign currency translation gain/(loss) | (21) | (10) | (31) |
Balance at 31 December 2024 | 330 | 138 | 468 |
Additions and lease modifications | 243 | - | 243 |
Reclassification to short term | (195) | 195 | - |
Lease payments | - | (198) | (198) |
Foreign currency translation gain/(loss) | 35 | 10 | 45 |
Balance at 31 December 2025 | 413 | 145 | 558 |
USD millions | 2025 | 2024 |
1 Year | 170 | 157 |
2 Years | 102 | 92 |
3 Years | 75 | 55 |
4 Years | 55 | 38 |
5 Years | 37 | 29 |
More than 5 years | 322 | 267 |
Total undiscounted lease liabilities at 31 December | 760 | 638 |
USD millions | 2025 | 2024 |
Expenses relating to variable fee leases not included in the measurement of lease liabilities | 26 | 22 |
Expenses relating to short-term leases | 30 | 26 |
Expenses relating to leased assets of low value, excluding short-term leases | 2 | 2 |
Total leases expensed | 58 | 50 |
USD millions | 2025 | 2024 |
Principal payments on recognized lease liabilities | 198 | 187 |
Interest payments on recognized lease liabilities | 26 | 24 |
Payments on leases expensed in the period | 58 | 50 |
Total cash outflows for leases | 281 | 261 |
USD millions | Notes | 2025 | 2024 |
Financial assets | |||
Equity instruments | 6.3 | 76 | 83 |
Interest rate swaps designated as hedging instrument | 6.3 | 11 | - |
Cross currency and interest rate swaps | 6.3 | 17 | 1 |
Receivables and deposits | 6.3 | 41 | 36 |
Expected credit loss on long-term loans and receivables | 6.3 | - | (1) |
Balance at 31 December | 145 | 119 | |
Non-financial assets | |||
Surplus on funded defined benefit plans | 5.3 | 150 | 131 |
Prepayment for property, plant and equipment | 42 | 60 | |
Tax and VAT receivables1 | 155 | 150 | |
Other non-financial assets | 31 | 26 | |
Balance at 31 December | 377 | 366 | |
1 At year-end 2025, Yara has recognized USD 61 million (2024: USD 51 million) of tax credits related to value added taxes in Brazil. There are a number of taxes by Federal, State and Municipal authorities and the legislation is subject to constant changes. The indirect taxes, such as value added taxes, are levied at Federal (PIS/COFINS) and State (ICMS) level. Yara accumulates credits over the acquisition of inputs and other costs (mainly bags, services and freight). These accumulated credits can be used to offset other federal taxes in many circumstances, and projections indicate these will be consumed in the operation and/or refunded by the tax authorities in the following years. The current legislation results in accumulation of ICMS tax credits in a number of States. | |||
Recognized impairment loss | |||
USD millions | 2025 | 2024 | |
Asset class | |||
Goodwill | - | (3) | |
Other intangible assets | (9) | - | |
Property, plant and equipment | (45) | (80) | |
Right-of-use assets | (1) | - | |
Total impairment loss | (55) | (83) | |
Reversal of impairment of non-current assets | 39 | 2 | |
Net impairment loss | (16) | (82) | |
USD millions | 2025 | 2024 | |
Segment split | |||
Europe | - | (7) | |
Americas | (7) | (35) | |
Africa & Asia | - | - | |
Global Production | (1) | (1) | |
Clean Ammonia | (6) | - | |
Industrial Solutions | (1) | (38) | |
Other and Eliminations | (1) | - | |
Net impairment loss | (16) | (82) |
USD millions, except percentages | Belle Plaine | Europe segment | Pilbara Ammonia | Ammonia Sales and Logistics | Americas segment | Brazil | India | Other CGUs | Total |
Allocated goodwill, 2025 | 271 | 166 | 111 | 55 | 39 | 30 | 27 | 48 | 746 |
Allocated goodwill, 2024 | 259 | 152 | 111 | 55 | 39 | 27 | 28 | 42 | 712 |
Carrying amount 1, 2025 | 876 | 3,101 | 698 | 371 | 2,614 | 851 | 158 | ||
Headroom, 2025 | >100% | 29% | 29% | >100% | >100% | 33% | >100% | ||
Assumptions: | |||||||||
Discount rate, pre-tax, 2025 | 7.9% | 9.8% | 8.4% | 8.6% | 9.4% | 10.9% | 11.1% | ||
Discount rate, pre-tax, 2024 | 7.7% | 9.9% | 8.6% | 8.2% | 8.9% | 11.7% | 11.8% | ||
Terminal growth rate (nominal), 2025 | 1.0% | 0.5% | 0.5% | 0.0% | 2.0% | 2.0% | 1.2% | ||
Change leading to recoverable amount being the same as carrying amount, 2025 | |||||||||
Increase in discount rate, pp² | 3% | 1% | 2% | ||||||
Reduction in annual cash flow | 22% | 18% | 24% | ||||||
Reduction in terminal growth rate, pp2 | 11% | 3% | 4% | ||||||
1 Carrying amount includes goodwill, other non-current assets and working capital. | |||||||||
2 Percentage points. | |||||||||
USD millions | 2026 | Thereafter | Total |
Contract commitments for PP&E | 400 | 38 | 438 |
Contract commitments for acquisition or own generated intangible assets | 30 | 13 | 43 |
Total | 430 | 51 | 481 |
USD millions | 2025 | 2024 |
Consolidated statement of income | ||
Reduction to raw materials, energy costs and freight expenses1 | 124 | 101 |
Reduction to other operating expenses | 1 | 1 |
Consolidated statement of financial position | ||
Reduction to carrying amount of property, plant and equipment2 | 27 | 23 |
¹ Includes compensation from refund schemes for energy taxes and other excise duties | ||
² Mainly related to grant for investments in carbon capture and storage at Yara's production site in Sluiskil, as well as another grant to support investments for reducing dust emissions from granular nitrates production at the same production site. 2024: Mainly related to grant for producing ammonia and fertilizers using renewable energy and hydrogen from water electrolysis | ||
Number of quotas (in millions) | 2025 | 2024 |
Opening balance at 1 January | 12.3 | 12.7 |
Settled emissions from last year | (7.3) | (7.4) |
Allocation of free allowances, current year | 6.3 | 7.0 |
Closing balance at 31 December | 11.4 | 12.3 |
Expected to surrender next year for current year's emissions | (7.4) | (7.3) |
Current year's allocation not yet received | 1.2 | 1.0 |
Net position | 5.2 | 6.0 |
31 December 2025 | 31 December 2024 | ||||||
USD millions, except percentages | Notes | Maturity | Weighted average interest rate1 | Denominated amount | Carrying amount2 | Denominated amount | Carrying amount2 |
Non-current interest-bearing debt | |||||||
Floating interest rate bonds | |||||||
NOK Bond (Coupon NIBOR + 0.64%) | 2026 | 4.9% | 114 | 114 | 102 | 102 | |
NOK Bond (Coupon NIBOR + 0.97%) | 2029 | 5.1% | 114 | 114 | 102 | 102 | |
Fixed interest rate bonds | |||||||
USD Bond (Coupon 3.80%) | 2026 | 3.9% | 500 | 500 | 500 | 500 | |
NOK Bond (Coupon 2.41%) | 6.2, 6.3 | 2026 | 2.5% | 99 | 97 | 88 | 84 |
NOK Bond (Coupon 2.90%) | 6.2, 6.3 | 2027 | 2.9% | 99 | 95 | 88 | 82 |
USD Bond (Coupon 4.75%) | 2028 | 4.8% | 1,000 | 999 | 1,000 | 999 | |
NOK Bond (Coupon 4.82%) | 6.2, 6.3 | 2029 | 4.9% | 89 | 90 | 80 | 80 |
USD Bond (Coupon 3.15%) | 2030 | 3.2% | 750 | 748 | 750 | 749 | |
USD Bond (Coupon 7.38%) | 6.2, 6.3 | 2032 | 7.5% | 600 | 607 | 600 | 585 |
NOK Bond (Coupon 5.04%) | 6.2, 6.3 | 2034 | 5.1% | 70 | 68 | 62 | 60 |
Total unsecured debenture bonds | 3,436 | 3,433 | 3,372 | 3,342 | |||
Unsecured bank loans | 2026 | 5.4% | 27 | 27 | 73 | 73 | |
Other non-current debt | 2026-2031 | 3.7% | 44 | 44 | 50 | 50 | |
Total unsecured bank loans and other loans | 71 | 71 | 123 | 123 | |||
Total non-current interest-bearing debt including current portion | 3,507 | 3,504 | 3,495 | 3,465 | |||
- of which current portion | (750) | (750) | (56) | (56) | |||
Total non-current interest-bearing debt | 2,757 | 2,754 | 3,439 | 3,409 | |||
Current interest-bearing debt | |||||||
Current portion of bonds and bank loans | 2026 | 750 | 750 | 56 | 56 | ||
Credit facilities | 2026 | 5.5% | 42 | 42 | 30 | 30 | |
Overdraft facilities | 2026 | 15.8% | 40 | 40 | 23 | 23 | |
Other current debt | 2026 | 3.8% | 42 | 42 | 62 | 62 | |
Total current interest-bearing debt | 873 | 873 | 171 | 170 | |||
Total interest-bearing debt | 3,631 | 3,627 | 3,609 | 3,579 | |||
1 Weighted average interest rates calculated excluding effect of interest rate swap agreements. | |||||||
2 The carrying amount includes issuance discount, capitalized issuance costs and effect of interest rate swaps. | |||||||
USD millions | Debentures1 | Bank loans | Other | Total |
2026 | 711 | 28 | 11 | 750 |
2027 | 95 | - | 13 | 108 |
2028 | 999 | - | 12 | 1,011 |
2029 | 205 | - | 5 | 210 |
2030 | 748 | - | 2 | 750 |
Thereafter | 675 | - | 1 | 676 |
Total | 3,433 | 28 | 44 | 3,504 |
1 Yara International ASA is responsible for the entire amount. | ||||
USD millions | Interest-bearing debt | Lease liabilities | Other liabilities¹ | Total liabilities from financing activities |
31 December 2024 | 3,579 | 468 | 26 | 4,074 |
Cash flows | (66) | (198) | - | (263) |
Non-cash changes: | ||||
Additions and lease modifications | - | 243 | - | 243 |
Foreign exchange movement | 86 | 45 | 4 | 135 |
Amortization of transaction cost | 1 | - | - | 1 |
Reclassification | - | - | (15) | (15) |
Other2 | 27 | - | - | 27 |
31 December 2025 | 3,627 | 558 | 15 | 4,201 |
1 Other liabilities relate to unearned portion of government grants. | ||||
2 Other non-cash changes include fair value changes on interest rate swaps designated as hedging instruments. | ||||
USD millions | Interest-bearing debt | Lease liabilities | Other liabilities | Total liabilities from financing activities |
31 December 2023 | 3801 | 429 | 1 | 4231 |
Cash flows | (119) | (187) | 25¹ | (281) |
Non-cash changes: | ||||
Additions and lease modifications | - | 257 | - | 257 |
Foreign exchange movement | (80) | (31) | - | (110) |
Amortization of transaction cost | 1 | - | - | 1 |
Other2 | (24) | - | - | (24) |
31 December 2024 | 3579 | 468 | 26 | 4074 |
1 Cash received related to unearned portion of government grants. | ||||
2 Other non-cash changes include fair value changes on interest rate swaps designated as hedging instruments. | ||||
USD millions | Notes | 2025 | 2024 |
Defined benefit plans | (262) | (244) | |
Surplus on funded defined benefit plans | 150 | 131 | |
Net liability for defined benefit plans | (112) | (114) | |
Termination benefits | (4) | (5) | |
Other non-current employee benefits | (15) | (13) | |
Net non-current employee benefit obligations recognized in the consolidated statement of financial position | (132) | (132) | |
Of which classified as Other non-current non-financial assets | 4.6 | 150 | 131 |
Of which classified as Non-current Employee benefit liabilities | (282) | (262) |
USD millions | Notes | 2025 | 2024 |
Defined benefit plans1 | (24) | (128) | |
Defined contribution plans | (48) | (39) | |
Multi-employer plans | (9) | (10) | |
Other non-current employee benefits | (6) | (2) | |
Net expenses recognized in the consolidated statement of income | (87) | (179) | |
Of which classified as Payroll and related costs | 2.5 | (85) | (179) |
Of which classified as Interest expense and other financial items | 2.7 | (2) | - |
¹ 2024 includes a settlement loss of USD 99 million for Yara’s Dutch pension plan. | |||
USD millions | 2025 | 2024 |
Current service cost | (19) | (27) |
Contribution by employees | 1 | 2 |
Administration cost | (3) | (3) |
Past service cost | - | (1) |
Settlement1 | - | (99) |
Curtailment | 2 | 1 |
Other | - | 1 |
Social security cost | (2) | (2) |
Payroll and related costs | (21) | (128) |
Interest expense on obligation | (45) | (59) |
Interest income from plan assets | 42 | 59 |
Net interest expense on the net obligation | (2) | - |
Net pension cost recognized in the consolidated statement of income | (24) | (128) |
¹ A settlement loss of USD 99 million was incurred in 2024 following the completion of a buy-out transaction in which all benefit accruals of Yara's Dutch pension fund have been transferred to an insurance company. | ||
USD millions | 2025 | 2024 |
Remeasurement gains/(losses) on obligation for defined benefit plans1 | 14 | (11) |
Remeasurement gains/(losses) on plan assets for defined benefit plans | 4 | 32 |
(Increase)/decrease in recognized net liability due to asset ceiling limit | 1 | - |
Net remeasurement gains/(losses) for defined benefit plans | 18 | 21 |
Change in deferred tax related to remeasurement gains/(losses) for defined benefit plans2 | (5) | (4) |
Total remeasurement gains/(losses) recognized in other comprehensive income | 13 | 17 |
¹ Includes a remeasurement loss of USD 56 million incurred in 2024 due to conditions granted to the beneficiaries of Yara's Dutch defined benefit plan at the time of entering into a buy-out transaction. | ||
² Includes impact from change in tax percentage on remeasurement gains and losses recognized in prior years. | ||
USD millions | 2025 | 2024 |
Present value of fully or partially funded liabilities for defined benefit plans | (937) | (867) |
Present value of unfunded liabilities for defined benefit plans | (215) | (194) |
Present value of liabilities for defined benefit plans | (1,151) | (1,062) |
Fair value of plan assets | 1,068 | 975 |
Unrecognized asset due to asset ceiling limitation1 | (11) | (12) |
Social security tax liability on defined benefit plans | (17) | (15) |
Net liability recognized for defined benefit plans | (112) | (114) |
¹ Following a buy-in transaction in 2023 Yara (UK) Ltd has recognized a surplus asset of USD 34 million. The remaining asset ceiling limitation reflects taxes to be withheld by the pension fund. | ||
2025 | 2024 | |||
USD millions | Obligations | Assets | Obligations | Assets |
Finland | (317) | 323 | (288) | 285 |
Other Eurozone | (210) | 118 | (192) | 104 |
Great Britain1 | (233) | 267 | (226) | 261 |
Norway2 | (290) | 257 | (252) | 225 |
Other | (119) | 92 | (118) | 88 |
Total | (1,169) | 1,057 | (1,076) | 963 |
¹ Including asset ceiling adjustment | ||||
² Including social security tax liability | ||||
USD millions | 2025 | 2024 |
Defined benefit obligation at 1 January | (1,062) | (1,724) |
Current service cost | (19) | (27) |
Interest cost | (45) | (59) |
Experience adjustments | (2) | (60) |
Effect of changes in financial assumptions | 17 | 47 |
Effect of changes in demographic assumptions | (1) | 2 |
Past service cost | - | (1) |
Settlement1 | - | 575 |
Curtailment | 2 | 1 |
Benefits paid | 70 | 94 |
Transfer of obligation (in)/out | (3) | (2) |
Foreign currency translation on foreign plans | (109) | 93 |
Defined benefit obligation at 31 December | (1,151) | (1,062) |
¹ A defined benefit obligation of USD 575 million for Yara’s Dutch pension plan was derecognized following the completion of a buy-out transaction in 2024. | ||
USD millions | 2025 | 2024 |
Fair value of plan assets at 1 January | 975 | 1,704 |
Interest income from plan assets | 42 | 59 |
Administration cost on plan assets | (3) | (3) |
Return on plan assets (excluding the calculated interest income) | 4 | 32 |
Employer contributions | 5 | 25 |
Employees' contributions | 1 | 2 |
Benefits paid | (55) | (80) |
Settlement1 | - | (674) |
Transfer of plan assets in/(out) | 1 | 2 |
Foreign currency translation on foreign plans | 99 | (92) |
Fair value of plan assets at 31 December | 1,068 | 975 |
¹ Pension plan assets of USD 674 million for Yara’s Dutch pension plan was derecognized following the completion of a buy-out transaction in 2024. | ||
USD millions, except percentages | 2025 | 2024 | ||
Cash and cash equivalents | 92 | 9% | 82 | 8% |
Shares | 188 | 18% | 156 | 16% |
Other equity instruments | 45 | 4% | 44 | 4% |
High yield debt instruments | 25 | 2% | 23 | 2% |
Investment grade debt instruments | 230 | 22% | 176 | 18% |
Properties | 22 | 2% | 19 | 2% |
Other quoted plan assets1 | 371 | 35% | 342 | 36% |
Total investments quoted in active markets | 974 | 91% | 842 | 86% |
Shares and other equity instruments | 68 | 6% | 108 | 11% |
Other plan assets2 | 26 | 2% | 24 | 3% |
Total unquoted investments | 95 | 9% | 133 | 14% |
Total plan assets | 1,068 | 975 | ||
¹ Other quoted plan assets include insurance policies, hybrid funds and other fund investments. | ||||
² Other unquoted plan assets is mainly a loan to Yara Suomi Oy. | ||||
Duration of liabilities (in years) | 2025 | 2024 |
Finland | 14 | 14 |
Great Britain | 11 | 11 |
Norway | 9 | 10 |
Total1 | 13 | 12 |
¹ Weighted average. | ||
Weighted average | 2025 | 2024 |
Discount rate (in %) | 4.3 | 4.1 |
Expected pension indexation (in %) | 3.0 | 2.7 |
Expected longevity from 65 for 45 year old (in years) | 25.2 | 24.8 |
Expected longevity from 65 for 65 year old (in years) | 23.4 | 22.9 |
USD millions | 2025 | 2024 |
Actual valuation | (1,151) | (1,062) |
Discount rate +0.5% | (1,094) | (1,009) |
Discount rate -0.5% | (1,215) | (1,119) |
Expected rate of pension increase +0.5% | (1,197) | (1,104) |
Expected rate of pension increase -0.5% | (1,110) | (1,025) |
Expected longevity +1 year | (1,187) | (1,095) |
Expected longevity -1 year | (1,117) | (1,030) |
USD millions | Notes | 2025 | 2024 | |
Trade payables | 6.3 | 1,838 | 1,733 | |
Payroll and value-added taxes | 163 | 144 | ||
Balance at 31 December | 2,001 | 1,877 |
USD millions | 2025 | 2024 |
Trade payables | 26 | - |
of which suppliers paid by financial institution | 17 | - |
2025 | ||||||
USD millions | Environmental | Decommission | Restructuring | Legal claims | Other | Total |
Balance at 1 January 2025 | 76 | 102 | 103 | 43 | 21 | 345 |
Additional provision in the year | 45 | 7 | 51 | 8 | 29 | 141 |
Interest expense on liability and effect of change in discount rate | - | (5) | - | - | - | (5) |
Unused provision | - | - | (10) | (5) | (5) | (21) |
Utilization of provision | (7) | (4) | (75) | (12) | (9) | (107) |
Currency translation effects | 9 | 10 | 14 | 5 | 2 | 41 |
Balance at 31 December | 122 | 111 | 84 | 39 | 38 | 394 |
2024 | ||||||
USD millions | Environmental | Decommission | Restructuring | Legal claims | Other | Total |
- | - | |||||
Balance at 1 January 2024 | 93 | 135 | 51 | 47 | 22 | 348 |
- | - | |||||
Additional provision in the year | 5 | 4 | 58 | 11 | 20 | 98 |
Interest expense on liability and effect of change in discount rate | - | (15) | 1 | 1 | - | (12) |
Reclassification | 2 | (2) | - | 3 | (3) | - |
Unused provision | (2) | - | (1) | (5) | (10) | (17) |
Utilization of provision | (13) | (7) | (3) | (6) | (9) | (37) |
Companies purchased/sold | (1) | - | - | - | - | - |
Currency translation effects | (8) | (13) | (4) | (8) | (1) | (34) |
Balance at 31 December | 76 | 102 | 103 | 43 | 21 | 345 |
USD millions | 2025 | 2024 | ||||
Current provisions | 98 | 84 | ||||
Non-current provisions | 296 | 262 | ||||
Total | 394 | 345 |
USD millions | 2025 | 2024 |
1 Year | 496 | 448 |
2 Years | 366 | 273 |
3 Years | 344 | 333 |
4 Years | 294 | 309 |
5 Years | 282 | 192 |
Thereafter | 2,370 | 1,943 |
Total | 4,152 | 3,500 |
USD millions | 31 Dec 2025 | 31 Dec 2024 |
Amount of secured debt | - | - |
Assets used as security for debt | ||
Property, plant and equipment | 2 | 2 |
Total | 2 | 2 |
Assets used as security for non-financial liabilities | ||
Property, plant and equipment | 44 | 39 |
Total | 44 | 39 |
Guarantees (off-balance sheet) | ||
Contingency for sales under government and finance schemes | 27 | 30 |
Parent company guarantees | 54 | 88 |
Bank guarantees | 26 | 46 |
Total | 107 | 164 |
USD millions | 2025 | 2024 |
A 10% weakening1 of the below currencies at the reporting date would have increased/(decreased) net income by: | ||
US dollar | 160 | 197 |
Euro | (461) | (371) |
1 Against functional currencies. | ||
USD millions | 2025 | 2024 |
A 10% weakening1 of the below currencies at the reporting date would have increased/(decreased) other comprehensive income by: | ||
Norwegian krone | (304) | (187) |
Canadian dollar | (103) | (96) |
Brazilian real | (50) | (20) |
Euro | (27) | (29) |
1 Against US dollar (presentation currency of the Group). | ||
USD millions | Notes | 31 Dec 2025 | 31 Dec 2024 |
Floating interest rate loans1 | 1,007 | 1,161 | |
Fixed interest rate loans – maturity | |||
2-5 years | 1,747 | 1,499 | |
More than 5 years | - | 749 | |
Non-current interest-bearing debt | 5.2 | 2,754 | 3,409 |
1 Including fixed rate bonds converted to floating rate by use of interest rate swaps and cross currency swaps. | |||
USD millions | 2025 | 2024 |
An increase of 100 basis points of the below interest rates at the reporting date would have increased/(decreased) net income by: | ||
USD interest rates | (1) | (8) |
NOK interest rates | - | 1 |
31 December 2025 | |||||||||
USD millions | Notes | Carrying amount | Contractual cash flows | On demand | 6 months or less | 6-12 months | 1-2 years | 2-5 years | More than 5 years |
Non-derivative financial liabilities | |||||||||
Interest-bearing debt | 5.2 | (3,627) | (4,249) | (56) | (582) | (247) | (125) | (2,226) | (1,013) |
Other non-current liabilities | (36) | (37) | - | - | (1) | (2) | (1) | (33) | |
Trade payables | 5.4 | (1,838) | (1,843) | (3) | (1,815) | (25) | - | - | - |
Other current liabilities | (341) | (341) | (2) | (312) | (28) | - | - | - | |
Total | (5,842) | (6,470) | (61) | (2,709) | (301) | (127) | (2,227) | (1,046) | |
Derivative financial instruments | |||||||||
Financial derivatives | 6.3 | (58) | - | - | - | - | - | - | - |
Outflow | - | (1,295) | - | (840) | (14) | (140) | (219) | (81) | |
Inflow | - | 1,242 | - | 794 | 15 | 119 | 231 | 83 | |
Financial derivatives designated for hedging | 6.2, 6.3 | 3 | - | - | - | - | - | - | - |
Outflow | - | (228) | - | (94) | (20) | (36) | (64) | (14) | |
Inflow | - | 230 | - | 20 | 18 | 35 | 93 | 64 | |
Net | (55) | (51) | - | (120) | (1) | (22) | 41 | 52 | |
31 December 2024 | |||||||||
USD millions | Notes | Carrying amount | Contractual cash flows | On demand | 6 months or less | 6-12 months | 1-2 years | 2-5 years | More than 5 years |
Non-derivative financial liabilities | |||||||||
Interest-bearing debt | 5.2 | (3,579) | (4,380) | (62) | (129) | (125) | (891) | (1,600) | (1,574) |
Other non-current liabilities | (19) | (19) | - | - | (3) | (1) | (1) | (13) | |
Trade payables | 5.4 | (1,733) | (1,737) | (3) | (1,713) | (21) | - | - | - |
Other current liabilities | (293) | (293) | (1) | (270) | (21) | - | - | - | |
Total | (5,624) | (6,429) | (66) | (2,112) | (170) | (892) | (1,601) | (1,587) | |
Derivative financial instruments | |||||||||
Financial derivatives | 6.3 | (104) | - | - | - | - | - | - | - |
Outflow | - | (767) | - | (43) | (14) | (280) | (349) | (81) | |
Inflow | - | 661 | - | 48 | 14 | 217 | 307 | 76 | |
Financial derivatives designated for hedging | 6.2, 6.3 | (24) | - | - | - | - | - | - | - |
Outflow | - | (287) | - | (28) | (22) | (43) | (103) | (92) | |
Inflow | - | 282 | - | 23 | 17 | 40 | 110 | 91 | |
Net | (128) | (111) | - | - | (5) | (66) | (35) | (6) | |
Hedged item | Carrying amount | Accumulated fair value adjustments | Line item in the consolidated statement of financial position | Change in fair value used for measuring ineffectiveness for the period | |
Fixed interest, NOK bonds (2017) | 95 | 5 | Non-current interest-bearing debt | (2) | |
Fixed interest, NOK bonds (2021) | 97 | 2 | Non-current interest-bearing debt | (2) | |
Fixed interest, USD bonds (2022) | 607 | (10) | Non-current interest-bearing debt | (22) | |
Fixed interest, NOK bonds (2024) | 159 | - | Non-current interest-bearing debt | (1) | |
Hedging instrument | Hedging rate | Notional amount | Carrying amount | Line item in the consolidated statement of financial position | Change in fair value used for measuring ineffectiveness for the period |
NOK interest rate swaps | 3M NIBOR | 358 | (7) | Other non-current financial liabilities | 5 |
USD interest rate swaps | SOFR | 600 | 10 | Other non-current financial liabilities | 22 |
Hedged item | Carrying amount | Accumulated fair value adjustments | Line item in the consolidated statement of financial position | Change in fair value used for measuring ineffectiveness for the period | |
Fixed interest, NOK bonds (2017) | 82 | 6 | Non-current interest-bearing debt | (3) | |
Fixed interest, NOK bonds (2021) | 84 | 5 | Non-current interest-bearing debt | (1) | |
Fixed interest, USD bonds (2022) | 585 | 12 | Non-current interest-bearing debt | 28 | |
Fixed interest, NOK bonds (2024) | 140 | 1 | Non-current interest-bearing debt | 1 | |
Hedging instrument | Hedging rate | Notional amount | Carrying amount | Line item in the consolidated statement of financial position | Change in fair value used for measuring ineffectiveness for the period |
NOK interest rate swaps | 3M NIBOR | 318 | (12) | Other non-current financial liabilities | 4 |
USD interest rate swaps | SOFR | 600 | (12) | Other non-current financial liabilities | (28) |
Hedged item | Change in fair value used for measuring ineffectiveness1 | Foreign currency translation reserve | |
Net investment in foreign subsidiaries | (75) | (292) | |
Hedging instrument | Hedging rate | Notional amount | Carrying amount | Line item in the consolidated statement of financial position | Change in fair value used for measuring ineffectiveness for the period1 |
USD denominated interest-bearing debt | Spot USDNOK | 815 | 815 | Non-current interest-bearing debt | 75 |
1 Amounts are after tax. See note 2.8 Income taxes for the tax effect | |||||
Hedged item | Change in fair value used for measuring ineffectiveness1 | Foreign currency translation reserve | |
Net investment in foreign subsidiaries | 67 | (367) | |
Hedging instrument | Hedging rate | Notional amount | Carrying amount | Line item in the consolidated statement of financial position | Change in fair value used for measuring ineffectiveness for the period1 |
USD denominated interest-bearing debt | Spot USDNOK | 815 | 815 | Non-current interest-bearing debt | (67) |
1 Amounts are after tax. See note 2.8 Income taxes for the tax effect | |||||
31 December 2025 | |||||||
USD millions | Notes | Derivatives designated for hedging | Derivatives at FVTPL | Other financial instruments at FVTPL | Equity instruments at FVOCI | Financial instruments at amortized cost | Total carrying amount |
Non-current assets | |||||||
Other non-current financial assets | 4.6 | 11 | 17 | 76 | - | 41 | 145 |
Current assets | |||||||
Trade receivables | 3.2 | - | - | - | - | 1,772 | 1,772 |
Other current financial assets | 3.3 | - | 4 | - | - | 337 | 341 |
Cash and cash equivalents | 3.4 | - | - | - | - | 913 | 913 |
Total financial assets | 11 | 21 | 76 | - | 3,062 | 3,170 | |
Non-current liabilities | |||||||
Other non-current financial liabilities | (6) | (28) | - | - | (36) | (70) | |
Interest-bearing debt | 5.2 | - | - | - | - | (2,754) | (2,754) |
Non-current lease liabilities | 4.5 | - | - | - | - | (413) | (413) |
- | - | - | - | - | |||
Current liabilities | - | - | - | - | - | ||
Trade and other current payables1 | 5.4 | - | - | - | - | (1,838) | (1,838) |
Other current financial liabilities | (2) | (51) | (3) | - | (338) | (394) | |
Interest-bearing debt | 5.2 | - | - | - | - | (873) | (873) |
Current lease liabilities | 4.5 | - | - | - | - | (145) | (145) |
Total financial liabilities | (8) | (79) | (3) | - | (6,396) | (6,487) | |
1 Excluding non-financial liabilities. | |||||||
31 December 2024 | |||||||
USD millions | Notes | Derivatives designated for hedging | Derivatives at FVTPL | Other financial instruments at FVTPL | Equity instruments at FVOCI | Financial instruments at amortized cost | Total carrying amount |
Non-current assets | |||||||
Other non-current assets | 4.6 | - | 1 | 65 | 19 | 35 | 119 |
Current assets | |||||||
Trade receivables | 3.2 | - | - | - | - | 1,497 | 1,497 |
Other current financial assets | 3.3 | - | 8 | - | - | 287 | 295 |
Cash and cash equivalents | 3.4 | - | - | - | - | 317 | 317 |
Total financial assets | - | 9 | 65 | 19 | 2,135 | 2,228 | |
Non-current liabilities | |||||||
Other non-current financial liabilities | (25) | (110) | (2) | - | (16) | (154) | |
Interest-bearing debt | 5.2 | - | - | - | - | (3,409) | (3,409) |
Non-current lease liabilities | 4.5 | - | - | - | - | (330) | (330) |
- | - | - | - | - | |||
Current liabilities | - | - | - | - | - | ||
Trade and other current payables1 | 5.4 | - | - | - | - | (1,733) | (1,733) |
Other current financial liabilities | - | (3) | - | - | (293) | (295) | |
Interest-bearing debt | 5.2 | - | - | - | - | (170) | (170) |
Current lease liabilities | 4.5 | - | - | - | - | (138) | (138) |
Total financial liabilities | (25) | (113) | (2) | - | (6,089) | (6,229) | |
1 Excluding non-financial liabilities. | |||||||
31 December 2025 | ||||||
USD millions | Notes | Carrying amount | Fair value | Level 1 | Level 2 | Level 3 |
Financial assets | ||||||
Derivatives designated as hedging instruments | ||||||
Interest rate swaps | 6.2 | 11 | 11 | - | 11 | - |
Derivatives FVTPL | ||||||
Forward exchange contracts | 4 | 4 | - | 4 | - | |
Cross-currency swaps | 16 | 16 | - | 16 | - | |
Financial assets at FVTPL | ||||||
Equity instruments | 76 | 76 | - | - | 76 | |
Financial liabilities | ||||||
Derivatives designated as hedging instruments | ||||||
Interest rate swaps | 6.2 | (8) | (8) | - | (8) | - |
Derivatives at FVTPL | ||||||
Forward exchange contracts | (10) | (10) | - | (10) | - | |
Cross-currency swaps | (63) | (63) | - | (63) | - | |
Embedded commodity derivatives | (6) | (6) | - | (6) | - | |
Financial liabilities at FVTPL | ||||||
Contingent consideration | (3) | (3) | - | (3) | - | |
Financial liabilities at amortized cost | ||||||
Interest-bearing debt | 5.2 | (3,627) | (3,646) | - | (3,646) | - |
31 December 2024 | ||||||
USD millions | Notes | Carrying amount | Fair value | Level 1 | Level 2 | Level 3 |
Financial assets | ||||||
Derivatives at FVTPL | ||||||
Forward exchange contracts | 8 | 8 | - | 8 | - | |
Interest rate swaps | 1 | 1 | - | 1 | - | |
Financial assets FVTPL | ||||||
Equity instruments | 65 | 65 | - | - | 65 | |
Financial assets at FVOCI | ||||||
Equity instruments | 19 | 19 | - | - | 19 | |
Financial liabilities | ||||||
Derivatives designated as hedging instruments | ||||||
Interest rate swaps | 6.2 | (24) | (24) | - | (24) | - |
Derivatives at FVTPL | ||||||
Forward exchange contracts | (2) | (2) | - | (2) | - | |
Cross-currency swaps | (103) | (103) | - | (103) | - | |
Embedded commodity derivatives | (8) | (8) | - | (8) | - | |
Financial liabilities at FVTPL | ||||||
Contingent consideration | (2) | (2) | - | (2) | - | |
Financial liabilities at amortized cost | ||||||
Interest-bearing debt | 5.2 | (3,801) | (3,708) | - | (3,708) | - |
USD millions | 2025 | 2024 |
Balance at 1 January | 83 | 88 |
Total gains or (losses): | ||
- in income statement | (4) | (7) |
- in other comprehensive income | - | 1 |
Additions/(disposals) | (12) | 9 |
Foreign currency translation | 9 | (8) |
Balance at 31 December | 76 | 83 |
2025 | ||||||
USD millions | Derivatives designated for hedging | Derivatives at FVTPL | Other financial instruments at FVTPL | Equity instruments at FVOCI | Financial instruments at amortized cost1 | Total |
Consolidated statement of income | 22 | (10) | (4) | - | - | 8 |
Consolidated statement of comprehensive income2 | - | - | - | - | 96 | 96 |
Total | 22 | (10) | (4) | - | 96 | 104 |
2024 | ||||||
USD millions | Derivatives designated for hedging | Derivatives at FVTPL | Other financial instruments at FVTPL | Equity instruments at FVOCI | Financial instruments at amortized cost1 | Total |
Consolidated statement of income | (2) | 20 | (6) | - | - | 12 |
Consolidated statement of comprehensive income2 | (7) | - | - | 1 | (78) | (84) |
Total | (9) | 20 | (6) | 1 | (78) | (72) |
1 Includes the fair value change on hedging instrument of net investment hedge, see note 6.2 Hedging instruments for further details. | ||||||
2 Amounts are presented before tax. See note 2.8 Income taxes for specification of taxes. | ||||||
USD thousands | Compensation earned in 2025 | Compensation earned in 2024 |
Salary and short-term incentive | (6,000) | (5,349) |
Pension1 | (587) | (512) |
Benefits | (1,074) | (1,099) |
Share-based remuneration2 | (1,464) | (1,451) |
Total Executive Management | (9,125) | (8,412) |
Fee to Board of Directors | (734) | (627) |
Total | (9,859) | (9,038) |
1 Pension is excluded return on the savings balances in unfunded defined contribution (DC) pension plans. | ||
2 See note 7.2 Share-based remuneration for further information. | ||
USD thousands | Audit fee | Assurance services | Tax services | Other non- audit services | Total |
2025 | |||||
Deloitte Norway | (1,464) | (639) | (8) | (1) | (2,113) |
Deloitte abroad | (3,941) | (58) | (360) | (119) | (4,478) |
Total Deloitte | (5,406) | (697) | (368) | (120) | (6,591) |
Others | (307) | - | (7) | - | (314) |
Total | (5,713) | (697) | (375) | (120) | (6,904) |
2024 | |||||
Deloitte Norway | (1,503) | (454) | (8) | - | (1,965) |
Deloitte abroad | (3,608) | (199) | (214) | (11) | (4,032) |
Total Deloitte | (5,111) | (652) | (222) | (11) | (5,997) |
Others | (520) | (38) | (41) | (11) | (610) |
Total | (5,630) | (691) | (263) | (23) | (6,607) |
Subsidiaries | Ownership | Registered office | Main parent(s) |
Yara Argentina S.A. | 100.00% | Argentina | Yara Iberian S.A.U. 95% and Yara Nederland B.V. 5% |
Chemical Holdings Pty Ltd. | 100.00% | Australia | Yara Australia Pty Ltd. |
Yara Australia Pty Ltd. | 100.00% | Australia | Yara Technology B.V. |
Yara Pilbara Fertilisers Pty Ltd. | 100.00% | Australia | Chemical Holdings Pty Ltd. |
Yara Environmental Technologies GmbH | 100.00% | Austria | Yara Investment GmbH |
Yara Belgium S.A./N.V. | 100.00% | Belgium | Yara Nederland B.V. |
Yara Tertre S.A. | 100.00% | Belgium | Yara Belgium S.A./N.V. |
Yara Trinidad Ltd. | 100.00% | Trinidad and Tobago | Yara Caribbean (2002) Limited |
Yara Brasil Fertilizantes S.A. | 100.00% | Brazil | Yara South America Investments B.V. |
Yara Belle Plaine Inc. | 100.00% | Canada | Yara Canada Holding Inc. |
Yara Canada Holding Inc. | 100.00% | Canada | Fertilizer Holdings AS |
Yara Canada Inc. | 100.00% | Canada | Fertilizer Holdings AS (90%), Yara North America Inc. (6.1%) and Yara International ASA (3.9%) |
Yara Chile Fertilizantes Ltda. | 100.00% | Chile | Yara Phosyn Ltd. |
Yara Trading (Shanghai) Co. Ltd. | 100.00% | China | Yara Asia Pte Ltd. |
Yara Colombia S.A. | 99.97% | Colombia | Yara International ASA (70.66%) and OFD Holding S. de R.L. (29.31%) |
Yara Costa Rica S. de R.L. | 87.56% | Costa Rica | Yara Iberian S.A.U. |
Yara Danmark A/S | 100.00% | Denmark | Fertilizer Holdings AS |
Yarecuador Cia. Ltda. | 99.90% | Ecuador | Yara Colombia S.A. |
Yara Agri Trade Misr | 51.00% | Egypt | Yara Trade Misr Ltd. |
Yara Suomi Oy | 100.00% | Finland | Yara Nederland B.V. |
Yara France SAS | 100.00% | France | Yara Nederland B.V. |
Yara Besitz GmbH | 100.00% | Germany | Yara GmbH & Co. KG |
Yara Brunsbüttel GmbH | 100.00% | Germany | Yara GmbH & Co. KG |
Yara GmbH & Co. KG | 100.00% | Germany | Yara Investments Germany SE |
Yara Investments Germany SE | 100.00% | Germany | Yara Nederland B.V. |
Yara Investment GmbH | 100.00% | Germany | Yara GmbH & Co. KG |
Yara Ghana Ltd. | 100.00% | Ghana | Yara Nederland B.V. |
Yara Hellas S.A. | 100.00% | Greece | Yara Nederland B.V. |
Yara Guatemala S.A. | 100.00% | Guatemala | Yara International ASA |
Yara Fertilisers India Pvt. Ltd. | 100.00% | India | Yara Asia Pte Ltd. |
P.T. Yara Indonesia | 100.00% | Indonesia | Yara Asia Pte Ltd. |
Yara Insurance DAC | 100.00% | Ireland | Fertilizer Holdings AS |
Yara Italia S.p.A. | 100.00% | Italy | Yara Investment GmbH (72.3%) and Yara Nederland B.V. (27.7%) |
Yara East Africa Ltd. | 100.00% | Kenya | Yara Overseas Ltd. |
Yara International (M) Sdn Bhd | 70.00% | Malaysia | Yara Asia Pte Ltd. |
Yara México S. de R.L. de C.V. | 100.00% | Mexico | OFD Holding S. de R.L. (71.9%) and Yara Nederland B.V. (28.1%) |
Fertilizer Holdings AS | 100.00% | Norway | Yara International ASA |
Herøya Nett AS | 100.00% | Norway | Yara Norge AS |
OFD Holding S. de R.L. | 100.00% | Norway | Fertilizer Holdings AS |
Yara AS | 100.00% | Norway | Fertilizer Holdings AS |
Yara Sourcing and Trade AS | 100.00% | Norway | Fertilizer Holdings AS |
Yara Clean Ammonia AS | 100.00% | Norway | Yara International ASA |
Yara Clean Ammonia Norge AS | 100.00% | Norway | Yara Clean Ammonia AS |
Yara Growth Ventures AS | 100.00% | Norway | Fertilizer Holdings AS |
Yara LPG Shipping AS | 100.00% | Norway | Yara Clean Ammonia Norge AS |
Yara Norge AS | 100.00% | Norway | Yara International ASA |
Yara Fertilizers Philippines Inc. | 100.00% | Philippines | Yara Asia Pte Ltd. |
Yara Poland Sp. z o.o. | 100.00% | Poland | Yara Nederland B.V. |
Yara Limited | 100.00% | Rwanda | Yara Tanzania Ltd. |
Yara Asia Pte Ltd. | 100.00% | Singapore | Yara International ASA |
Yara Africa Fertilizers (Pty) Ltd. | 100.00% | South Africa | Yara Nederland B.V. |
Yara Animal Nutrition South Africa (Pty) Ltd. | 100.00% | South Africa | Yara Suomi Oy |
Yara Iberian S.A.U. | 100.00% | Spain | Yara Nederland B.V. |
Yara AB | 100.00% | Sweden | Fertilizer Holdings AS |
Yara Clean Ammonia Switzerland SA | 100.00% | Switzerland | Yara Clean Ammonia Norge AS |
Yara Switzerland Ltd. | 100.00% | Switzerland | Yara Nederland B.V. |
Yara Tanzania Ltd. | 100.00% | Tanzania | Fertilizer Holdings AS |
Yara Thailand Ltd. | 100.00% | Thailand | Yara Asia Pte Ltd. |
Yara Holding Netherlands B.V. | 100.00% | The Netherlands | Fertilizer Holdings AS |
Yara Nederland B.V. | 100.00% | The Netherlands | Yara Holding Netherlands B.V. |
Yara Sluiskil B.V. | 100.00% | The Netherlands | Yara Nederland B.V. |
Yara South America Investments B.V. | 100.00% | The Netherlands | Yara Nederland B.V. |
Yara Technology B.V. | 100.00% | The Netherlands | Yara Nederland B.V. |
Yara Vlaardingen B.V. | 100.00% | The Netherlands | Yara Nederland B.V. |
Yara Caribbean (2002) Ltd. | 100.00% | Trinidad and Tobago | Fertilizer Holdings AS |
Yara UK Ltd. | 100.00% | United Kingdom | Fertilizer Holdings AS |
Agoro Carbon Alliance US, Inc. | 100.00% | United States | Yara North America Inc. (66%) and Agronomic Technology Corp. (34%) |
Agronomic Technology Corp. | 100.00% | United States | Yara North America Inc. |
Freeport Ammonia LLC | 100.00% | United States | Yara North America Inc. |
Yara Clean Ammonia US Inc. | 100.00% | United States | Yara Clean Ammonia Norge AS |
Yara Freeport LLC DBA Texas Ammonia | 68.00% | United States | Freeport Ammonia LLC |
Yara North America Inc. | 100.00% | United States | Yara International ASA |
Yara West Sacramento Terminal LLC | 100.00% | United States | Yara North America Inc. |
Yara Vietnam Co. Ltd. | 100.00% | Vietnam | Yara Asia Pte Ltd. |
Yara Fertilizer Zambia Ltd. | 100.00% | Zambia | Yara Nederland B.V. |
NOK millions | Notes | 2025 | 2024 |
Revenues | 4 | 3,605 | 4,381 |
Other income | 15 | - | |
Revenues and other income | 3,620 | 4,381 | |
Raw materials, energy costs and freight expenses | (24) | (37) | |
Change in inventories on own products | 12 | - | |
Payroll and related costs | 2 | (1,281) | (1,667) |
Depreciation, amortization and impairment loss | 3 | (123) | (143) |
Other operating expenses | 4 | (2,275) | (2,983) |
Operating costs and expenses | (3,691) | (4,831) | |
Operating income/(loss) | (71) | (450) | |
Financial income/(expense), net | 5 | 12,323 | 4,400 |
Income/(loss) before tax | 12,252 | 3,949 | |
Income tax expense | 6 | (1,263) | 427 |
Net income/(loss) | 10,990 | 4,377 | |
Appropriation of net income/(loss) and equity transfers | |||
Dividend proposed | 5,604 | 1,274 | |
Retained earnings | 5,386 | 3,103 | |
Total appropriation | 11 | 10,990 | 4,377 |
NOK millions | Notes | 31 Dec 2025 | 31 Dec 2024 |
Assets | |||
Non-current assets | |||
Deferred tax assets | 6 | 541 | 1,779 |
Intangible assets | 3 | 259 | 367 |
Property, plant and equipment | 3 | 64 | 79 |
Shares in subsidiaries | 7 | 29,756 | 29,611 |
Non-current intercompany receivables | 13 | 50,652 | 50,973 |
Other non-current assets | 1,8 | 968 | 654 |
Total non-current assets | 82,240 | 83,464 | |
Current assets | |||
Inventories | 8 | 64 | 44 |
Trade receivables | 7 | 4 | |
Current intercompany receivables | 13 | 14,877 | 14,904 |
Prepaid expenses and other current assets | 10 | 848 | 1,527 |
Cash and cash equivalents | 6,484 | 995 | |
Total current assets | 22,279 | 17,474 | |
Total assets | 104,519 | 100,938 |
NOK millions | Notes | 31 Dec 2025 | 31 Dec 2024 |
Liabilities and shareholders' equity | |||
Equity | |||
Share capital reduced for treasury stock | 433 | 433 | |
Premium paid-in capital | 117 | 117 | |
Total paid-in capital | 550 | 550 | |
Retained earnings | 32,623 | 27,263 | |
Shareholders' equity | 11 | 33,174 | 27,814 |
Non-current liabilities | |||
Employee benefits | 1 | 1,171 | 1,103 |
Interest-bearing debt | 12 | 27,381 | 38,058 |
Other non-current liabilities | 8 | 283 | 1,447 |
Total non-current liabilities | 28,835 | 40,608 | |
Current liabilities | |||
Trade and other current payables | 242 | 267 | |
Bank loans and other interest-bearing current debt | 8, 12 | 1,089 | 1,752 |
Current portion of interest-bearing debt | 12 | 7,388 | 345 |
Dividends payable | 11 | 5,604 | 1,274 |
Current intercompany payables | 13 | 26,834 | 27,757 |
Current income tax | 6 | 343 | 352 |
Other current liabilities | 8 | 1,010 | 770 |
Total current liabilities | 42,511 | 32,517 | |
Total liabilities and shareholders' equity | 104,519 | 100,938 |
NOK millions | Notes | 2025 | 2024 |
Operating activities | |||
Income/(loss) before tax | 12,252 | 3,949 | |
Adjustments to reconcile income/(loss) before tax to net cash provided by (used in) operating activities | |||
Depreciation, amortization and impairment loss | 3 | 123 | 143 |
(Gain)/loss on disposal of non-current assets | 3 | 67 | 178 |
Dividends and group relief from subsidiaries | 5 | (8,390) | (6,947) |
Finance income and expense | 5 | 330 | 387 |
Foreign currency exchange (gain)/loss | 5 | (4,264) | 2,161 |
Income taxes paid | 6 | (26) | (39) |
Group relief received | 5,000 | 15,000 | |
Dividends received | 1,590 | 1,947 | |
Interest paid | (3,210) | (3,950) | |
Interest received | 2,902 | 3,657 | |
Other | 3 | (114) | |
Change in working capital | |||
Trade receivables | (3) | (5) | |
Short term intercompany receivables/payables | 13 | 1,854 | (14,448) |
Prepaid expenses and other current assets | 1,005 | 572 | |
Trade payables | (11) | (120) | |
Other current liabilities | (501) | (1,154) | |
Net cash provided by/(used in) operating activities | 8,722 | 1,216 | |
Investing activities | |||
Purchase of property, plant and equipment | 3 | (5) | (14) |
Purchase of other non-current assets | 3 | (63) | (268) |
Net cash (to)/from non-current intercompany loans | 13 | (894) | (999) |
Net cash provided by/(used in) investing activities | (962) | (1,281) | |
Financing activities | |||
Loan proceeds | 12 | (663) | 2,874 |
Principal payments | (319) | (3,586) | |
Dividends paid | 13 | (1,274) | (1,275) |
Net cash provided by/(used in) financing activities | (2,255) | (1,986) | |
Foreign currency effects on cash and cash equivalents | (16) | 16 | |
Net increase/(decrease) in cash and cash equivalents | 5,489 | (2,033) | |
Cash and cash equivalents at 1 January | 995 | 3,028 | |
Cash and cash equivalents at 31 December | 6,484 | 995 |
NOK millions | 2025 | 2024 | |
Pension liabilities for defined benefit plans | (1,155) | (1,092) | |
Termination benefits and other long-term employee benefits | (15) | (11) | |
Surplus on funded defined benefit plan | 650 | 637 | |
Net long-term employee benefit obligations | (521) | (466) |
NOK millions | 2025 | 2024 | |
Defined benefit plans | (38) | (51) | |
Defined contribution plans | (84) | (95) | |
Termination benefits and other long-term employee benefits | (14) | (14) | |
Total expenses recognized in the Income statement | (136) | (160) |
In percentage | 2025 | 2024 | |
Discount rate | 4.10 | 4.00 | |
Expected rate of salary increases | 3.85 | 3.80 | |
Future rate of pension increases | 3.20 | 3.10 |
NOK millions | 2025 | 2024 | |
Present value of unfunded obligations | (1,013) | (957) | |
Present value of wholly or partly funded obligations | (765) | (767) | |
Total present value of obligations | (1,777) | (1,724) | |
Fair value of plan assets | 1,415 | 1,404 | |
Social security on defined benefit obligations | (143) | (135) | |
Total recognized liability for defined benefit plans | (505) | (455) |
Duration of liabilities (in years) | 2025 | ||
Funded plan | 11 | ||
Unfunded plans | 7 |
NOK millions | 2025 | 2024 | |
Current service cost | (18) | (19) | |
Administration cost | - | (2) | |
Past service cost | - | (8) | |
Social security cost | (8) | (8) | |
Payroll and related costs | (26) | (37) | |
Interest expense on obligation | (67) | (56) | |
Interest income from plan assets | 55 | 42 | |
Interest expense and other financial items | (12) | (14) | |
Total expense recognized in the Income statement | (38) | (51) |
NOK millions | 2025 | 2024 | |
Actual valuation | (1,777) | (1,724) | |
Discount rate +0.5% | (1,701) | (1,647) | |
Discount rate -0.5% | (1,859) | (1,807) | |
Expected rate of salary increase +0.5% | (1,792) | (1,738) | |
Expected rate of salary increase -0.5% | (1,763) | (1,710) | |
Expected rate of pension increase +0.5% | (1,847) | (1,795) | |
Expected rate of pension increase -0.5% | (1,713) | (1,658) | |
Expected longevity +1 year | (1,839) | (1,785) | |
Expected longevity -1 year | (1,722) | (1,669) |
NOK millions | 2025 | 2024 | |
Defined benefit obligation as of 1 January | (1,724) | (1,728) | |
Current service cost | (18) | (19) | |
Interest expense on obligation | (67) | (56) | |
Experience adjustments | (29) | (59) | |
Effect of changes in financial assumptions | (32) | 59 | |
Effect of changes in demographic assumptions | 8 | 6 | |
Past service cost | - | (8) | |
Benefits paid | 85 | 81 | |
Defined benefit obligation as of 31 December | (1,777) | (1,724) |
NOK millions | 2025 | 2024 | |
Fair value of plan assets as of 1 January | 1,404 | 1,284 | |
Interest income from plan assets | 55 | 42 | |
Administration cost | - | (2) | |
Return on plan assets (excluding calculated interest income) | 27 | 113 | |
Employer contributions | - | 8 | |
Benefits paid | (41) | (39) | |
Repayment of loan to sponsor | (30) | - | |
Fair value of plan assets as of 31 December | 1,415 | 1,404 |
NOK millions | 2025 | 2025 | 2024 | 2024 | |
Cash and cash equivalents | 10 | 1% | 10 | 1% | |
Shares | 578 | 41% | 611 | 44% | |
Other equity instruments | 171 | 12% | 178 | 13% | |
Investment grade debt instruments | 635 | 45% | 585 | 42% | |
Properties | 21 | 1% | 19 | 1% | |
Total plan assets | 1,415 | 100% | 1,404 | 100% |
NOK millions | 2025 | 2024 | |
Cumulative amount recognized directly in retained earnings pre-tax at 1 January | (112) | (231) | |
Remeasurement gains / (losses) on obligation for defined benefit plans | (53) | 6 | |
Remeasurement gains / (losses) on plan assets for defined benefit plans | 27 | 113 | |
Social security on remeasurement gains / (losses) recognized directly in equity this year | (6) | - | |
Cumulative amount recognized directly in retained earnings pre-tax at 31 December | (145) | (112) | |
Deferred tax related to remeasurement gains / (losses) recognized directly in retained earnings | 32 | 25 | |
Cumulative amount recognized directly in retained earnings after tax at 31 December | (113) | (87) |
NOK millions | 2025 | 2024 |
Payroll and related costs | ||
Salaries | (985) | (1,120) |
Social security costs | (136) | (181) |
Net periodic pension costs | (125) | (146) |
Termination benefits1 | (35) | (219) |
Total | (1,281) | (1,667) |
1 Termination benefits recognized is mainly related to restructuring initiatives to enhance the Group’s financial performance and position, as announced in 2024. | ||
NOK millions | 2025 | 2024 |
Deloitte Norway | ||
Audit fee | (11) | (13) |
Assurance services | (7) | (6) |
Total | (18) | (18) |
2025 | |||
NOK millions, except percentages and years | Intangible assets1 | Property, plant and equipment2 | Asset under construction3 |
Cost | |||
Balance at 1 January | 1,707 | 213 | 135 |
Addition at cost | 50 | 4 | 13 |
Derecognition | (42) | (16) | (49) |
Transfers | 20 | 3 | (22) |
Balance at 31 December | 1,735 | 203 | 77 |
Depreciation, amortization and impairment loss | |||
Balance at 1 January | (1,423) | (140) | (45) |
Depreciation, amortization and impairment loss | (104) | (19) | - |
Derecognition | 24 | 15 | - |
Balance at 31 December | (1,504) | (143) | (45) |
Carrying value | |||
Balance at 1 January | 284 | 73 | 89 |
Balance at 31 December | 231 | 60 | 32 |
Useful life in years | 3-5 | 4-50 | |
Depreciation rate | 20 - 35 % | 2 - 25% | |
1 Intangible assets mainly consist of computer software systems. | |||
2 Property, plant and equipment for Yara International ASA consists mainly of buildings and furnishings. There were no assets pledged as security at 31 December 2025. | |||
3 Includes both intangible assets under development and property, plant and equipment under construction. | |||
2024 | |||
NOK millions, except percentages and years | Intangible assets1 | Property, plant and equipment2 | Asset under construction3 |
Cost | |||
Balance at 1 January | 1,631 | 200 | 123 |
Addition at cost | 222 | 8 | 53 |
Derecognition4 | (181) | (1) | - |
Transfers | 36 | 6 | (42) |
Balance at 31 December | 1,707 | 213 | 135 |
Depreciation, amortization and impairment loss | |||
Balance at 1 January | (1,302) | (122) | (45) |
Depreciation, amortization and impairment loss | (124) | (19) | - |
Derecognition | 3 | 1 | - |
Balance at 31 December | (1,423) | (140) | (45) |
Carrying value | |||
Balance at 1 January | 329 | 78 | 78 |
Balance at 31 December | 284 | 73 | 89 |
Useful life in years | 3-5 | 4-50 | |
Depreciation rate | 20 - 35 % | 2 - 25% | |
1 Intangible assets mainly consist of computer software systems. | |||
2 Property, plant and equipment for Yara International ASA consists mainly of buildings and furnishings. There were no assets pledged as security at 31 December 2024. | |||
3 Includes both intangible assets under development and property, plant and equipment under construction. | |||
4 Derecognition of intangible assets is mainly related to an ERP project that was stopped in 2024. | |||
2025 | 2024 | |||||
NOK millions | External | Other Yara entities | Total | External | Other Yara entities | Total |
Norway | - | 193 | 193 | - | 237 | 237 |
European Union | 8 | 2,929 | 2,938 | - | 3,744 | 3,744 |
Europe, outside European Union | 17 | 35 | 52 | 20 | 41 | 61 |
Africa | - | 20 | 20 | - | 25 | 25 |
Asia | - | 107 | 107 | - | 143 | 143 |
North America | - | 96 | 96 | - | 81 | 81 |
Latin America | - | 184 | 184 | - | 66 | 66 |
Australia and New Zealand | 1 | 28 | 29 | - | 23 | 23 |
Total | 27 | 3,593 | 3,620 | 20 | 4,359 | 4,381 |
1 Figures are based on customer location. | ||||||
NOK millions | 2025 | 2024 |
Selling and administrative expense | (1,880) | (2,637) |
Rental and leasing1 | (72) | (74) |
Travel expense | (28) | (36) |
Other | (296) | (237) |
Total2 | (2,275) | (2,983) |
Of which research costs3 | (491) | (637) |
1 Expenses mainly related to office and lease contracts for company cars. | ||
2 Of which NOK 965 million (2024: NOK 1,739 million) relates to transactions with related parties. | ||
3 Over the last few years, Yara has focused on orienting research and development resources towards commercial activities, both with respect to process and product improvements and agronomical activities. | ||
NOK millions | Notes | 2025 | 2024 |
Dividends and group relief from subsidiaries | 13 | 8,390 | 6,947 |
Interest income group companies | 13 | 2,585 | 3,348 |
Other interest income | 258 | 288 | |
Interest expense group companies | 13 | (1,239) | (1,901) |
Other interest expense | (1,945) | (2,162) | |
Interest expense on defined benefit obligation | 1 | (67) | (56) |
Interest income from pension plan assets | 1 | 55 | 42 |
Net foreign currency exchange gain/(loss) | 4,264 | (2,161) | |
Other financial income/(expense) | 23 | 56 | |
Financial income/(expense), net | 12,323 | 4,400 |
NOK millions | 2025 | 2024 |
Current tax expense | (18) | (211) |
Deferred tax income/(expense) recognized in the current year | (1,245) | 638 |
Total tax income/(expense) | (1,263) | 427 |
NOK millions | 2025 | 2024 |
Income before taxes | 12,252 | 3,949 |
Statutory tax rate | 22% | 22% |
Expected income taxes at statutory tax rate | (2,696) | (869) |
The tax effect of the following items: | ||
Dividends and group relief received from subsidiaries with no tax effect | 1,449 | 1,528 |
Withholding tax | (26) | (39) |
Prior years adjustment1 | (8) | (20) |
Pillar 2 top-up tax2 | 17 | (152) |
Non-deductible expenses | (17) | (2) |
Other | 17 | (19) |
Total tax income/(expense) | (1,263) | 427 |
Effective tax rate | 10% | 11% |
1 See section “Transfer pricing audit of Yara International ASA”. | ||
2 See section “Pillar 2”. |
NOK millions | Opening balance | Charged to income | Charged to equity | Closing balance |
Non-current items | ||||
Intangible assets | 5 | (1) | - | 4 |
Property, plant and equipment | 8 | 1 | - | 9 |
Pension liabilities | 139 | (2) | 7 | 145 |
Other non-current assets | (2,476) | 204 | - | (2,272) |
Other non-current liabilities and accruals | 1,844 | (1,019) | - | 826 |
Total | (480) | (816) | 7 | (1,289) |
Current items | ||||
Accrued expenses | 65 | 47 | - | 113 |
Total | 65 | 47 | - | 113 |
Tax loss carry forwards | 2,194 | (476) | - | 1,718 |
Net deferred tax asset/(liability) | 1,779 | (1,245) | 7 | 541 |
2025 amount in functional currency millions | Carrying value in NOK millions | |||||||
Company name | Ownership1 | Ownership by other group companies | Registered office | Functional currency | Total equity in the company | Net income/ (loss) | 2025 | 2024 |
Fertilizer Holdings AS | 100% | - | Norway | NOK | 30,519 | 649 | 16,262 | 16,262 |
Yara Clean Ammonia AS | 100% | - | Norway | USD | 949 | - | 9,757 | 9,757 |
Yara Norge AS | 100% | - | Norway | NOK | 2,685 | 1,750 | 1,303 | 1,303 |
Yara Asia Pte. Ltd. | 100% | - | Singapore | USD | 734 | 87 | 1,114 | 1,114 |
Yara North America Inc. | 100% | - | USA | USD | 1,031 | 93 | 363 | 363 |
Yara Lietuva, UAB | 100% | - | Lithuania | EUR | 8 | 2 | 23 | 23 |
Yara International Employment Co. AG | 100% | - | Switzerland | EUR | 2 | - | 1 | 1 |
Yara Guatemala S.A. | 100% | 0% | Guatemala | GTQ | 210 | 68 | 24 | 24 |
Yara Colombia S.A. | 71% | 29% | Colombia | COP | 1,240,271 | 87,219 | 763 | 763 |
Yara Canada Inc. | 4% | 96% | Canada | CAD | 249 | 34 | 144 | - |
Total | 29,756 | 29,611 | ||||||
1 Percentage of shares owned equals percentage of voting shares owned. A number of the above mentioned companies also own shares in other companies as specified in their annual reports. See also note 7.4 Composition of the group in the consolidated financial statements for further details. | ||||||||
NOK millions | Notes | 31 December 2025 | 31 December 2024 |
Other non-current assets | |||
Surplus on funded defined benefit plans | 1 | 650 | 637 |
Long-term fair value derivative hedging instrument | 10 | 110 | 5 |
Interest rate swap designated for hedging (external) | 10 | 164 | - |
Other | 44 | 12 | |
Total | 968 | 654 | |
Inventories | |||
Finished goods | 33 | 21 | |
Raw materials | 31 | 23 | |
Total | 64 | 44 | |
Other non-current liabilities | |||
Non-current fair value hedging instruments | 10 | 57 | 282 |
Non-current financial derivate instruments | 10 | 226 | 1,161 |
Non-current restructuring costs | - | 4 | |
Total | 283 | 1,447 | |
Bank loans and other short-term interest-bearing debt | |||
Interest-bearing loans from group associates and joint arrangements | 13 | 914 | 1,481 |
Bank overdraft | 175 | 272 | |
Total | 1,089 | 1,752 | |
Other current liabilities | |||
Restructuring provisions | 15 | 217 | |
Accruals | 996 | 553 | |
Total | 1,010 | 770 |
NOK millions | 2025 | 2024 |
Guarantees (off-balance sheet) | ||
Guarantees for debt in subsidiaries | 9,341 | 10,054 |
Non-financial guarantees | 13,028 | 16,364 |
Total | 22,369 | 26,418 |
NOK millions | 2025 | 2024 | ||
Fair value of derivatives | ||||
Forward foreign exchange contracts | (26) | (13) | ||
Cross-currency swaps | (461) | (1,161) | ||
Interest rate swaps designated for hedging | 28 | (276) | ||
Balance as at 31 December | (459) | (1,451) |
NOK millions | 2025 | 2024 | ||
Derivatives presented in the balance sheet | ||||
Non-current assets | 273 | 5 | ||
Current assets | 6 | 1 | ||
Non-current liabilities | (283) | (1,443) | ||
Current liabilities | (455) | (14) | ||
Balance as at 31 December | (459) | (1,451) | ||
NOK millions | 2025 | 2024 | ||
Forward foreign exchange contracts, notional amount | 5,679 | 348 | ||
NOK millions | |||||
Hedged item | Carrying amount | Accumulated fair value adjustments | Line item in the Balance sheet in which the hedged item is included | Change in fair value used for measuring ineffectiveness for the period | |
Fixed interest, NOK bonds (2017) | 952 | 48 | Non-current interest-bearing debt | (26) | |
Fixed interest, NOK bonds (2021) | 976 | 24 | Non-current interest-bearing debt | (27) | |
Fixed interest, USD bonds (2022) | 6,106 | (98) | Non-current interest-bearing debt | (239) | |
Fixed interest, NOK bonds (2024) | 1,600 | (2) | Non-current interest-bearing debt | (13) | |
Hedging instrument | Hedging rate | Notional amount | Carrying amount | Line item in the Balance sheet in which the hedging instrument is included | Change in fair value used for measuring ineffectiveness for the period |
NOK interest rate swaps | 3M NIBOR | 3,600 | (69) | Other non-current financial liabilities | 66 |
USD interest rate swaps | SOFR | 6,038 | 98 | Other non-current financial liabilities | 239 |
NOK millions | |||||
Hedged item | Carrying amount | Accumulated fair value adjustments | Line item in the Balance sheet in which the hedged item is included | Change in fair value used for measuring ineffectiveness for the period | |
Fixed interest, NOK bonds (2017) | 926 | 73 | Non-current interest-bearing debt | (28) | |
Fixed interest, NOK bonds (2021) | 948 | 51 | Non-current interest-bearing debt | (8) | |
Fixed interest, USD bonds (2022) | 6,616 | 141 | Non-current interest-bearing debt | 296 | |
Fixed interest, NOK bonds (2024) | 1,586 | 11 | Non-current interest-bearing debt | 11 | |
Hedging instrument | Hedging rate | Notional amount | Carrying amount | Line item in the Balance sheet in which the hedging instrument is included | Change in fair value used for measuring ineffectiveness for the period |
NOK interest rate swaps | 3M NIBOR | 3,600 | (135) | Other non-current financial liabilities | 25 |
USD interest rate swaps | SOFR | 6,786 | (141) | Other non-current financial liabilities | (296) |
Name | Number of shares | Holding (%) |
Ministry of Trade, Industry and Fisheries | 92,239,891 | 36.21% |
The Government Pension Fund Norway | 20,103,582 | 7.89% |
State Street Bank1 | 7,791,892 | 3.06% |
Clearstream banking1 | 3,780,047 | 1.48% |
JPMorgan Chase Bank1 | 3,010,245 | 1.18% |
State Street Bank1 | 2,905,570 | 1.14% |
DNB AM Norske Aksjer | 2,876,971 | 1.13% |
Citibank1 | 2,664,857 | 1.05% |
1 Nominee accounts. | ||
NOK millions | Paid-in capital | Retained earnings | Total shareholders' equity |
Balance 31 December 2023 | 550 | 24,068 | 24,619 |
Net income of the year | - | 4,377 | 4,377 |
Dividend proposed | - | (1,274) | (1,274) |
Actuarial gain/(loss)1 | - | 93 | 93 |
Adjustment to proposed dividend previous years | - | (1) | (1) |
Balance 31 December 2024 | 550 | 27,263 | 27,814 |
Net income of the year | - | 10,990 | 10,990 |
Dividend proposed | - | (5,604) | (5,604) |
Actuarial gain/(loss)1 | - | (25) | (25) |
Balance 31 December 2025 | 550 | 32,623 | 33,174 |
1 Yara International ASA has decided to use the option in NRS 6A to adopt IAS19. For further information, see Basis of preparation. | |||
31 December 2025 | 31 December 2024 | ||||||
NOK millions, except percentages | Notes | Maturity | Weighted average interest rates1 | Denominated amount | Carrying amount2 | Denominated amount | Carrying amount2 |
Non-current interest-bearing debt | |||||||
Floating interest rate bonds | |||||||
NOK Bond (Coupon NIBOR + 0.64%) | 2026 | 4.9% | 1,150 | 1,150 | 1,150 | 1,149 | |
NOK Bond (Coupon NIBOR + 0.97%) | 2029 | 5.1% | 1,150 | 1,148 | 1,150 | 1,148 | |
Fixed interest rate bonds | |||||||
USD Bond (Coupon 3.80%) | 2026 | 3.9% | 5,031 | 5,032 | 5,655 | 5,656 | |
NOK Bond (Coupon 2.41%) | 10 | 2026 | 2.5% | 1,000 | 976 | 1,000 | 948 |
NOK Bond (Coupon 2.90%) | 10 | 2027 | 2.9% | 1,000 | 952 | 1,000 | 926 |
USD Bond (Coupon 4.75%) | 2028 | 4.8% | 10,063 | 10,054 | 11,311 | 11,303 | |
NOK Bond (Coupon 4.82%) | 10 | 2029 | 4.9% | 900 | 911 | 900 | 904 |
USD Bond (Coupon 3.15%) | 2030 | 3.2% | 7,547 | 7,530 | 8,483 | 8,466 | |
USD Bond (Coupon 7.38%) | 10 | 2032 | 7.5% | 6,038 | 6,106 | 6,786 | 6,616 |
NOK Bond (Coupon 5.04%) | 10 | 2034 | 5.1% | 700 | 689 | 700 | 683 |
Unsecured bank loans in USD | 2026 | 5.0% | 221 | 221 | 604 | 604 | |
Total non-current interest-bearing debt including current portion | - | 34,769 | - | 38,403 | |||
- of which current portion | - | (7,388) | - | (345) | |||
Total non-current interest-bearing debt | - | 27,381 | - | 38,058 | |||
Current interest-bearing debt | |||||||
Current portion of interest-bearing debt | 2026 | 7,388 | 345 | ||||
Overdraft facilities | 2026 | 2.6% | 15 | 175 | 23 | 272 | |
Interest-bearing loans from group associates and joint arrangements | 13 | 2026 | 3.8% | 42 | 914 | 62 | 1,481 |
Total current interest-bearing debt | - | 1,089 | - | 1,752 | |||
Total interest-bearing debt | - | 35,858 | - | 40,155 | |||
1 Weighted average interest rates calculated excluding effect of interest rate swap agreements. | |||||||
2 The carrying values include issuance discount, capitalized issuance costs and effect of interest rate swaps. | |||||||
Contractual payments on interest-bearing debt | ||||||
NOK millions | Debentures | Bank loans | Total1 | |||
2026 | 7,158 | 230 | 7,388 | |||
2027 | 952 | - | 952 | |||
2028 | 10,054 | - | 10,054 | |||
2029 | 2,059 | - | 2,059 | |||
2030 | 7,530 | - | 7,530 | |||
Thereafter | 6,795 | (10) | 6,785 | |||
Total | 34,548 | 221 | 34,769 | |||
1 Including current portion. | ||||||
NOK millions | Notes | 2025 | 2024 |
Income statement | |||
Yara Belgium S.A./N.V. | 2,407 | 3,130 | |
Other | 1,186 | 1,229 | |
Internal revenues | 4 | 3,593 | 4,359 |
Yara GmbH & Co. KG | (294) | (451) | |
Yara Belgium S.A./N.V. | (120) | (542) | |
Other | (550) | (745) | |
Other operating expenses | 4 | (965) | (1,739) |
Fertilizer Holdings AS | 5,000 | 5,000 | |
Yara Asia Pte Ltd. | 1,527 | 1,894 | |
Yara Norge AS | 1,500 | - | |
Other | 363 | 53 | |
Dividends and group relief from subsidiaries | 5 | 8,390 | 6,947 |
Yara Holding Netherlands B.V. | 711 | 925 | |
Yara Norge AS | 455 | 662 | |
Yara Suomi Oy | 271 | 347 | |
Yara Sluiskil B.V. | 223 | 270 | |
Other | 926 | 1,144 | |
Interest income group companies | 5 | 2,585 | 3,348 |
Fertilizer Holdings AS | (226) | (499) | |
Yara AS | (217) | (242) | |
Other | (797) | (1,161) | |
Interest expense group companies | 5 | (1,239) | (1,901) |
NOK millions | Notes | 2025 | 2024 |
Non-current assets | |||
Yara Holding Netherlands B.V. | 16,846 | 17,437 | |
Yara Suomi Oy | 7,433 | 6,775 | |
Yara Sluiskil B.V. | 7,172 | 5,738 | |
Yara Norge AS | 5,535 | 6,221 | |
Yara Investments Germany SE | 3,712 | 3,702 | |
Other | 9,954 | 11,101 | |
Intercompany receivables | 50,652 | 50,973 | |
Current assets | |||
Fertilizer Holdings AS | 5,000 | 5,000 | |
Yara Norge AS | 2,553 | 2,397 | |
Yara Italia S.p.A. | 1,351 | 1,019 | |
Yara France SAS | 1,252 | 2,204 | |
Yara Switzerland Ltd. | 1,018 | - | |
Other | 3,703 | 4,284 | |
Intercompany receivables | 14,877 | 14,904 | |
Current liabilities | |||
Fertilizer Holdings AS | 6,585 | 5,636 | |
Yara North America Inc. | 3,769 | 3,855 | |
Yara Canada Holding Inc. | 2,888 | 2,166 | |
Yara GmbH & Co. KG | 2,012 | 2,650 | |
Other | 11,581 | 13,448 | |
Intercompany payables | 26,834 | 27,756 | |
Trinidad Nitrogen Company Ltd. | 564 | 1,061 | |
Other1 | 350 | 419 | |
Interest-bearing loans from Group associates and joint arrangements | 8 | 914 | 1,481 |
1 Included is Yara International ASA's transactions with Yara Pensjonskasse (pension fund) and Stiftelsen for ansattes aksjer i Yara. See note 1 Employee benefits for more information. | |||
Deloitte AS Dronning Eufemias gate 14 Postboks 221 Sentrum NO-0103 Oslo, Norway Tel: +47 23 27 90 00 www.deloitte.no | Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.no to learn more. Deloitte Norway conducts business through two legally separate and independent limited liability companies; Deloitte AS, providing audit, consulting, financial advisory and risk management services, and Deloitte Advokatfirma AS, providing tax and legal services. © Deloitte AS Registrert i Foretaksregisteret Medlemmer av Den norske Revisorforening Organisasjonsnummer: 980 211 282 |
Description of the Key Audit Matter | How the matter was addressed in the audit |
As detailed in note 1.1 and 2.8, the Group has recognized deferred tax assets of USD 521 million. Total unrecognized deferred tax assets are USD 666 million, of which USD 364 million represent unused tax losses in Brazil. Recognition of these assets are based on management assumptions related to future operating results and timing of utilization. As detailed in note 1.1 and 2.8, management applies judgment to determine to what extent these deferred tax assets qualify for recognition in the statement of financial position. This involves judgment as to the likelihood of the realization of deferred tax assets. The expectation that the benefit of these deferred tax assets will be realized is dependent on sufficient taxable profits in future periods. As detailed in note 1.1 and 5.5, the Group is engaged in a number of juridical and administrative proceedings related to disputed tax matters with uncertain outcome. Management is required to make certain judgments and estimates to recognize and measure the effect of uncertain tax positions. Due to the significant management judgment involved in estimation and recognition of deferred tax assets and uncertain tax positions, we have assessed this to be a Key Audit Matter. | Our audit procedures included the following, among others: ● We evaluated relevant controls associated with accounting for tax balances, including deferred tax assets and uncertain tax positions. ● We involved our tax specialists in evaluating management’s judgments and conclusions. ● We challenged the appropriateness of management’s assumptions and estimates in relation to the likelihood of generating future taxable profits to support the recognition of deferred tax assets. We evaluated the forecasted taxable profits and consistency of these forecasts with historical performance. ● We evaluated management’s assessment of the probable outcome related to uncertain tax positions. ● We reviewed applicable third-party evidence and correspondence with tax authorities. ● We considered the adequacy of the Group’s disclosures related to uncertain tax positions and deferred tax assets. |
Description of the Key Audit Matter | How the matter was addressed in the audit |
As disclosed in note 1.1, 4.1 and 4.2, the Group has recognized goodwill of USD 746 million and property, plant and equipment (PP&E) of USD 7 535 million. The Company’s goodwill is tested for impairment on an annual basis while PP&E is tested for impairment when events or changes in circumstances indicate that the carrying amount of the asset may not be recoverable. Determining whether goodwill and PP&E are impaired requires estimation of the value in use. As disclosed in note 4.7, the value in use calculation requires management to make significant estimates and assumptions related to future commodity prices, gas prices as well as assumptions related to discount rates, future production levels, capital expenditures and impact from climate changes. Changes in these assumptions could have a significant impact on the value of goodwill and PP&E. Net impairment losses of USD 16 million were recognized in the year ended 31 December 2025. Due to the significant judgment involved in determining the assumptions used in the testing for impairment of goodwill, property, plant and equipment we have assessed this to be a Key Audit Matter. | Our audit procedures included the following, among others: ● We evaluated relevant controls associated with the impairment review process. ● We challenged management’s key assumptions used in the cash flow forecasts included within the impairment models. ● We challenged specifically the urea- and ammonia prices, gas prices, assumed production levels, capital expenditure, impact from climate changes and discount rate assumptions, including consideration of the risk of management bias. ● We compared urea- and ammonia and gas prices to third party publications. ● We used internal valuation specialists in assessing discount rate assumptions used and testing the models. ● We validated the mathematical accuracy of cash flow models and agreed relevant data to the latest production plans and approved budgets. We considered the adequacy of the disclosures provided by the Group in relation to its impairment reviews. |
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Deloitte AS Dronning Eufemias gate 14 Postboks 221 Sentrum NO-0103 Oslo, Norway Tel: +47 23 27 90 00 www.deloitte.no | Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited (DTTL), its global network of member firms, and their related entities (collectively, the “Deloitte organization”). DTTL (also referred to as “Deloitte Global”) and each of its member firms and related entities are legally separate and independent entities, which cannot obligate or bind each other in respect of third parties. DTTL and each DTTL member firm and related entity is liable only for its own acts and omissions, and not those of each other. DTTL does not provide services to clients. Please see www.deloitte.no to learn more. Deloitte Norway conducts business through two legally separate and independent limited liability companies; Deloitte AS, providing audit, consulting, financial advisory and risk management services, and Deloitte Advokatfirma AS, providing tax and legal services. © Deloitte AS Registrert i Foretaksregisteret Medlemmer av Den norske Revisorforening Organisasjonsnummer: 980 211 282 |
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USD millions | 2025 | 2024 | |
Operating income/(loss) | 1,571 | 686 | |
Share of net income/(loss) in equity-accounted investees | 17 | 19 | |
Interest income and other financial income | 66 | 55 | |
Depreciation and amortization | 1,084 | 1,047 | |
Impairment loss | 16 | 82 | |
Earnings before interest, tax, depreciation, and amortization (EBITDA) | 2,754 | 1,889 | |
Special items included in EBITDA1 | (49) | (163) | |
EBITDA, excluding special items | A | 2,803 | 2,051 |
1 See section “Special items” for details on special items. | |||
EBITDA effect | Operating income effect | Fixed cost effect | ||||
USD millions | 2025 | 2024 | 2025 | 2024 | 2025 | 2024 |
Restructuring | (20) | (34) | (19) | (34) | (19) | (34) |
Impairment | - | - | - | (6) | - | - |
Pension plan settlement | - | (7) | - | (7) | - | (7) |
Other | (13) | (7) | (13) | (7) | (35) | (7) |
Total Europe | (32) | (48) | (31) | (54) | (53) | (48) |
Restructuring | (17) | - | (17) | - | (17) | - |
Impairment | - | - | (8) | (36) | - | - |
Other | - | 9 | - | 9 | - | (2) |
Total Americas | (17) | 9 | (25) | (27) | (17) | (2) |
Restructuring | (1) | - | (1) | - | (1) | - |
Other | - | (1) | - | (1) | - | (1) |
Total Africa & Asia | (1) | (1) | (1) | (1) | (1) | (1) |
Restructuring | (2) | - | (2) | - | (2) | - |
Impairment | - | - | (1) | (1) | - | - |
Pension plan settlement | - | (86) | - | (86) | - | (86) |
Other1 | 63 | (3) | 63 | (3) | - | (3) |
Total Global Production | 61 | (89) | 60 | (90) | (2) | (89) |
Restructuring | (36) | - | (36) | - | (20) | - |
Impairment | - | - | (1) | (38) | - | - |
Pension plan settlement | - | (1) | - | (1) | - | (1) |
Other | 9 | (2) | 9 | (2) | - | (2) |
Total Industrial Solutions | (27) | (3) | (29) | (41) | (20) | (3) |
Impairment | - | - | (6) | - | - | - |
Total Clean Ammonia | - | - | (6) | - | - | - |
Restructuring | (20) | (26) | (20) | (26) | (20) | (26) |
Impairment | - | - | (1) | - | - | - |
Pension plan settlement | - | (5) | - | (5) | - | (5) |
Other1 | (12) | - | (12) | - | - | - |
Total Other and Eliminations | (32) | (31) | (33) | (31) | (20) | (31) |
Total Yara | (49) | (163) | (65) | (244) | (114) | (174) |
1 The 2025 figures relate to an insurance compensation of net USD 51 million. | ||||||
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USD millions | Europe | Americas | Africa & Asia | Global Production | Clean Ammonia | Industrial Solutions | Other and Eliminations | Total |
2025 | ||||||||
Operating income/(loss) | 264 | 581 | 185 | 384 | 47 | 163 | (53) | 1,571 |
Share of net income/(loss) in equity-accounted investees | 3 | 4 | - | - | - | 10 | - | 17 |
Interest income and other financial income | 23 | 6 | 6 | 3 | - | 1 | 27 | 66 |
Depreciation and amortization | 290 | 223 | 35 | 307 | 62 | 163 | 4 | 1,084 |
Impairment loss | - | 7 | - | 1 | 6 | 1 | 1 | 16 |
Earnings before interest, tax, depreciation, and amortization (EBITDA) | 580 | 822 | 226 | 695 | 114 | 339 | (21) | 2,754 |
Special items included in EBITDA1 | (32) | (17) | (1) | 61 | - | (27) | (32) | (49) |
EBITDA, excluding special items | 612 | 839 | 227 | 634 | 114 | 366 | 11 | 2,803 |
Restated2 2024 | ||||||||
Operating income/(loss) | (31) | 381 | 183 | 115 | 51 | 107 | (120) | 686 |
Share of net income/(loss) in equity-accounted investees | 4 | 1 | - | - | - | 14 | - | 19 |
Interest income and other financial income | 1 | 14 | 4 | 4 | 1 | 1 | 30 | 55 |
Depreciation and amortization | 248 | 233 | 34 | 288 | 65 | 174 | 4 | 1,047 |
Impairment loss | 7 | 35 | - | 1 | - | 38 | - | 82 |
Earnings before interest, tax, depreciation, and amortization (EBITDA) | 229 | 664 | 221 | 410 | 117 | 334 | (86) | 1,889 |
Special items included in EBITDA1 | (48) | 9 | (1) | (89) | - | (3) | (31) | (163) |
EBITDA, excluding special items | 277 | 655 | 221 | 499 | 117 | 337 | (55) | 2,051 |
1 See section “Special items” for details on special items. | ||||||||
2 Comparative figures have been restated to reflect the change in Yara’s operating segments. | ||||||||
USD millions | 2025 | 2024 |
EBITDA | 2,754 | 1,889 |
Depreciation and amortization | (1,084) | (1,047) |
Impairment loss | (16) | (82) |
Foreign currency exchange gain/(loss) | 383 | (321) |
Interest expense and other financial items | (259) | (259) |
Income tax | (406) | (165) |
Net income/(loss) | 1,372 | 15 |
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USD millions | 2025 | 2024 | |
Operating income/(loss) | 1,571 | 686 | |
Amortization and impairment of intangible assets other than goodwill | 33 | 27 | |
Interest income on late payments | 5 | 7 | |
Calculated tax cost (25% flat rate) on items above | (402) | (180) | |
Share of net income/(loss) in equity-accounted investees | 17 | 19 | |
Net operating profit after tax (NOPAT) | B | 1,224 | 558 |
USD millions | 2025 | 2024 | |
Net income/(loss) | 1,372 | 15 | |
Amortization and impairment of intangible assets other than goodwill | 33 | 27 | |
Interest income on late payments | 5 | 7 | |
Interest income and other financial income | (66) | (55) | |
Interest expense and other financial items | 259 | 259 | |
Foreign currency exchange (gain)/loss | (383) | 321 | |
Income tax, added back | 406 | 165 | |
Calculated tax cost (25% flat rate) | (402) | (180) | |
Net operating profit after tax (NOPAT) | B | 1,224 | 558 |
USD millions | 2025 | 2024 | |
Total current assets | 7,004 | 5,700 | |
Cash and cash equivalents | (913) | (317) | |
Normalized level of operating cash | 200 | 200 | |
Total current liabilities | (4,068) | (3,117) | |
Current interest-bearing debt | 873 | 170 | |
Current lease liabilities | 145 | 138 | |
Property, plant and equipment | 7,535 | 6,817 | |
Right-of-use assets | 547 | 464 | |
Goodwill | 746 | 712 | |
Associates and joint ventures1 | 155 | 126 | |
Adjustment for 12-month average | (740) | 269 | |
Invested capital | C | 11,484 | 11,164 |
Return on invested capital (ROIC) | D=B/C | 10.7 % | 5.0 % |
1 Associates and joint ventures is excluding long-term loans to associates. | |||
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USD millions | 2025 | 2024 | |
Revenues1 from premium NPKs and straight nitrates | 5,859 | 5,109 | |
Adjustments to revenues2 | (584) | (547) | |
Adjusted revenues as basis for premium generated | E | 5,275 | 4,562 |
Benchmark revenue for premium generated3 | F | 3,903 | 3,147 |
Calculated premium generated | G=E–F | 1,372 | 1,415 |
1 IFRS revenues (refer to Yara Annual Report 2025, Note 2.1 Revenue), excluding Interest income from financing components in contracts with customers. | |||
2 Adjustments for logistical and bagging costs, incoterms, sulfur content, and homogenization of nutrient content (for nitrates). | |||
3 Value of commodity fertilizers adjusted by nutrient content, secondary and micronutrients in NPK, cost of coloring and incoterms. The commodity prices are derived from the external publications Fertecon, Fertilizer Week, Profercy, The Market and FMB. | |||
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USD millions | 2025 | 2024 | |
Operating costs and expenses | 14,143 | 13,248 | |
Variable part of Raw materials, energy costs and freight expenses | (10,572) | (9,481) | |
Variable part of Other operating expenses | (25) | (20) | |
Depreciation and amortization | (1,084) | (1,047) | |
Impairment loss | (16) | (82) | |
Special items within fixed cost | (114) | (174) | |
Fixed cost | 2,333 | 2,443 |
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USD millions, except when days are indicated | 2025 | 2024 | |
Trade receivables, as reported | 1,772 | 1,497 | |
Adjustment for VAT payables | (125) | (109) | |
Adjustment for 12-month average | 35 | 184 | |
Adjusted trade receivables (12-month average) | H | 1,682 | 1,572 |
Revenue | 15,623 | 13,868 | |
Interest income on late payments and other | (1) | 6 | |
Total revenue and interest income from customers | I | 15,621 | 13,874 |
Credit days | J=(H/I)*365 | 39 | 41 |
Inventories, as reported | 3,400 | 3,014 | |
Adjustment for 12-month average | (150) | (109) | |
Inventories (12-month average) | K | 3,250 | 2,905 |
Raw materials, energy costs and freight expenses | 11,285 | 10,200 | |
Change in inventories of own products | (77) | (70) | |
Fixed product costs and freight expenses external customers | (1,524) | (1,511) | |
Product variable costs | L | 9,684 | 8,618 |
Inventory days | M=(K/L)*365 | 123 | 123 |
Trade and other current payables, as reported | 2,001 | 1,877 | |
Adjustment for other payables | (163) | (144) | |
Adjustment for payables related to investments | (218) | (187) | |
Adjustment for 12-month average | 66 | 76 | |
Adjusted trade payables (12-month average) | N | 1,686 | 1,622 |
Operating costs and expenses | 14,143 | 13,248 | |
Depreciation and amortization | (1,084) | (1,047) | |
Impairment loss | (16) | (82) | |
Other non-supplier related costs | (1,407) | (1,526) | |
Operating costs and expenses, adjusted | O | 11,637 | 10,593 |
Payable days | P=(N/O)*365 | 53 | 56 |
Net operating capital days | Q=J+M–P | 109 | 108 |
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USD millions | 31 Dec 2025 | 31 Dec 2024 | |
Cash and cash equivalents | 913 | 317 | |
Other liquid assets | 2 | 1 | |
Current interest-bearing debt | (873) | (170) | |
Current lease liabilities | (145) | (138) | |
Non-current interest-bearing debt | (2,754) | (3,409) | |
Non-current lease liabilities | (413) | (330) | |
Net interest-bearing debt | R | (3,271) | (3,730) |
USD millions, except for ratio | 31 Dec 2025 | 31 Dec 2024 | |
Net interest-bearing debt | R | (3,271) | (3,730) |
Total equity | S | (8,743) | (7,003) |
Net debt / equity ratio | T=R/S | 0.37 | 0.53 |
USD millions, except for ratio | 31 Dec 2025 | 31 Dec 2024 | |
Net interest-bearing debt | R | (3,271) | (3,730) |
EBITDA, excluding special items | A | 2,803 | 2,051 |
Net debt / EBITDA, excluding special items ratio | U=(R)/A | 1.17 | 1.82 |
USD millions, except earnings/(loss) per share and number of shares | 2025 | 2024 | |
Weighted average number of shares outstanding | V | 254,725,627 | 254,725,627 |
Net income/(loss) attributable to shareholders of the parent | W | 1,368 | 14 |
Foreign currency exchange gain/(loss) | X | 383 | (321) |
Tax effect on foreign currency exchange gain/(loss) | Y | (96) | 94 |
Non-controlling interest's share of foreign currency exchange (gain)/loss, net after tax | Z | 1 | (4) |
Special items within income/(loss) before tax1 | AA | (65) | (242) |
Tax effect on special items | AB | 21 | 39 |
Special items within income/(loss) before tax, net after tax | AC=AA+AB | (44) | (203) |
Net income/(loss), excluding foreign currency exchange gain/(loss) | AD=W–X–Y+Z | 1,082 | 237 |
Net income/(loss), excluding foreign currency exchange gain/(loss) and special items | AE=W–X–Y+Z–AC | 1,126 | 440 |
Basic earnings/(loss) per share | AF=W/V | 5.37 | 0.05 |
Adjusted earnings/(loss) per share, excluding foreign currency exchange gain/(loss) | AG=AD/V | 4.25 | 0.93 |
Adjusted earnings/(loss) per share, excluding foreign currency exchange gain/(loss) and special items | AH=AE/V | 4.42 | 1.73 |
1 See section “Special items” for details on special items. | |||