Incentives and rewards
Our robust system of rewards is aligned with the Company’s performance and motivates all employees to improve their performance in order to achieve our business goals.
- decent pay;
- implementation of incentive programmes using a transparent system of KPIs to calculate managerial rewards;
- implementation of incentive programmes for blue-collar target delivery;
- availability of financial and non-financial rewards;
- better quality of life and more creative opportunities for employees along with development of urban communities across the Company’s footprint,
- availability of benefits for certain employee categories;
- adherence to global best practices on benefit packages.
The Company’s key (significant) regions of operation are the Murmansk, Vologda, Leningrad and Saratov regions. Our aim is to work in line with their interests. As a major contributor to the local economies and one of the largest taxpayers in these regions, PhosAgro makes a significant impact on their social development, while also helping to preserve their environment.
Our sustainable development is closely linked to improving the well-being of our employees. The Group's social policy is implemented through targeted programmes and seeks to enhance individual and team motivation, while also providing our people with a competitive social package.
Our major social programmes:
Health and Leisure
The programme aims to strengthen our people ’s health, prevent occupational diseases, ensure a full rehabilitation and boost performance through healthy nutrition, recreation and fitness.
Improvement of Working Conditions
The programme aims to enhance labour productivity and operating culture, increase safety, optimise workplaces and streamline the approach to arranging working and amenity areas.
Corporate Housing Programme
The programme aims to improve living conditions of employees to attract and retain skilled talent and incentivise them to better their performance.
The programme aims to ensure sustainable labour relations and social security and covers employee incentives and financial aid.
| Current value of employee benefit obligations |
(private benefit coverage for newly retiring employees)
|Retirement-related obligations (other than employee benefit obligations)||Actual pension payments, 2019||Total|
|Vologda region|| || |
|Leningrad region|| || |
|Murmansk region|| || |
|Saratov region|| || |
|Total|| || |
|Number of employees on maternity leave and parental leave as at 31 December 2019||Number of employees on maternity leave and parental leave between 1 January 2019 and 31 December 2019||Number of employees who returned to work after maternity leave and parental leave between 1 January 2019 and 31 December 2019|
We seek to attract skilled staff and efficient managers and provide opportunities to fully unlock their potential. Our focus on training and developing our people also helps us hedge against a potential shortage of talent at all levels. We are introducing the best educational and development practices, creating professional competency models, expanding online and distance learning opportunities and automating the entire HR management cycle to support PhosAgro’s transformation into a completely new self-learning organisation. We strive to develop our internal communications, and make our training and assessment services as friendly and accessible as possible. There is a talent pool programme in place to encourage our people to grow professionally. We rely on a talent pipeline of staff with the potential to take on leadership and/or more technically challenging roles to ensure PhosAgro’s long-term viability.
Our corporate training framework relies on the following principles:
- clear alignment with the Company’s strategy;
- assessing and prioritising actual training needs of various staff categories;
- planning, coordination, quality and efficiency audit;
- introducing the most advanced and efficient tools from an economic and methodological perspective;
- developing new formats;
- using an individual approach to young talent;
- proactively identifying and developing new leaders to succeed current ones.
We rely on a talent pipeline of staff with the potential to take on leadership and/or more technically challenging roles to ensure PhosAgro’s long-term viability. Our focus on training and developing our people also helps us hedge against a potential shortage of talent in the future. One aspect of this that we prioritise is including schools, universities and our own staff programmes in our recruitment and training initiatives.
We use our PhosAgro Education Centre to help our staff prepare for both external (legislative/regulatory) and internal (related to optimisation, changes to production or business processes) changes. The Centre helps run our long-term HR initiatives, such as PhosAgro Classes, High-Potential Graduates and the Talent Pool programme, and it holds competitions for professional skills.
PhosAgro relies on its Talent Pool initiative as a means of identifying talented staff with the potential to expand their roles and step into senior positions, and it provides additional training to help them achieve these goals. The programme includes management training courses on personal and business skills such as decision-making, leadership and delegation, conflict management, project management, communication skills and staff mentoring.
In 2019, we started building a talent pool for senior executive roles and launched comprehensive training programmes in partnership with Skolkovo Moscow School of Management and International Management Institute LINK (the UK’s Open University). The programmes help current and future managers expand their thinking, learn about new tools and approaches and put the best fitting ones into practice. More than 60 heads of business units completed the training course, including classroom modules, self-study using a variety of materials, and project-based learning under the mentorship of experienced business coaches.
|2017||2018||2019 (excl. educational leave)||Average training hours per employee in 2019 (excl. educational leave)||2019 (incl. educational leave)||Average training hours per employee in 2019 (incl. educational leave)|
|Volkhov branch of Apatit||29,753||30,145||41,533||53.02||50,445||64.40|
|Balakovo branch of Apatit||82,558||81,399||92,531||78.52||108,443||92.03|
|Kirovsk branch of Apatit||425,829||313,125||365,680||72.82||414,104||82.46|
To assess HR management and make efficient decisions, we continuously monitor relevant metrics and analyse the structure of staff costs, labour productivity, along with the performance of social, training and other programmes.
|Kirovsk branch of Apatit||Apatit||Balakovo branch of Apatit||Volkhov branch of Apatit|
|Total by gender||317||36||134||52||6||0||38||12|
|Evaluated personnel, %||7,03||4,77||0,51||6,38|