Mosaic leads the world in crop nutrition, and our success is directly linked to our people. From mining operations and agronomy to new product development and marketing, we attract, retain and motivate people who are passionate about helping the world grow the food it needs and who add distinctive value to the company.
EMPLOYER OF CHOICE
Mosaic aims to be the employer of choice for a diverse and inclusive workforce. This includes the representation of women, which can be challenging in the agriculture and mining industries. In 2010, women comprised 25 percent of our total salaried workforce, and nearly one-third of our Asia/Pacific full-time employees were female. In 2007, the Mosaic Women's Council was formed to promote greater connectivity and build a common culture that makes Mosaic an even better and more inclusive environment for its employees. One of the council's first projects was the development of a mentoring program that matches high-potential employees with senior managers.
In fiscal 2010, Mosaic conducted a bi-annual survey of employee engagement. A company's level of employee engagement is an indicator of productivity and a force that drives business outcomes. Results indicate that 60 percent of Mosaic employees report that they are engaged at work, and active disengagement, characterized by employees who will act out their discontent, has decreased to three percent. Employees' most positive perceptions related to the physical work environment, sense of accomplishment and their coworkers. Conversely, over the past two years, Mosaic has revised its performance management process to enhance employee recognition, work processes and career opportunities.
Collective bargaining is another form of collaborative employee engagement, and agreements are renewable on an annual basis. In fiscal 2011, Mosaic had 10 collective bargaining agreements with unions, covering approximately 88 percent of our hourly employees in the United States. Agreements with 10 unions covered all employees in Brazil, representing 70 percent of our international employees.
WORKFORCE — MANAGEMENT COMMITTEES
One hundred percent of Mosaic's hourly employees in the North American mining, production and distribution facilities are represented by joint management/employee health and safety committees. The committees meet regularly, usually at least monthly, to ensure regulatory and safety requirements are followed at their facilities. These committees are a formal requirement of our union contracts in the United States and Canada at sites with union employees. In addition, there are committees at our business offices that work to promote safety both at work and at home among employees. Similar practices are conducted at Mosaic facilities in South America. In Brazil, as dictated under federal regulation, each location has an Accident Prevention Internal Committee (CIPA) that consists of equal membership of management and employees elected by their peers. One hundred percent of the total Brazilian workforce is represented through these formal committees, which receive safety training each year and meet monthly. Similarly, at our facilities in Argentina and Chile, Mosaic adheres to federal laws requiring joint management and worker health and safety committees to promote occupational health and risk prevention for 100 percent of our hourly employees.
Mosaic is committed to providing ongoing training and education for its employees, which results in added value to our clients and the enhancement of long-term business growth. Mosaic recently launched GrowingU, a global learning management system, that is currently available to North American salaried employees. The Mosaic Educational Reimbursement Program also provides financial support for employees who decide to take a college course or pursue an undergraduate or graduate degree, including employees living in Brazil, Argentina, Chile, China and India.
As part of our strategic priority of Investing in People, we have enhanced the performance management process called EDGE — Evaluating, Developing and Growing Excellence. The process has evolved to include scaled competencies, goal alignment and an emphasis on employee and career development. EDGE reviews are largely confined to salaried employees; in 2010, 99.6 percent of both women and men received regular performance reviews.
Effective and broad communication can be difficult
due to the varying nature of job functions at Mosaic, but we see it as important to both safety and career development. We are implementing an improved program of regular communications to ensure information is thoroughly disseminated so that the company's overarching strategy and supporting messages reach every employee. Through our new employee magazine, Intranet, e-screens, internal newsletters and team meetings, employees remain engaged and informed.
Some of Mosaic's labor agreements also contain provisions of advance notice periods with respect to significant operational changes that impact employees. In addition, Mosaic is sensitive to the needs of its employees, and much consideration is placed on applicable notice periods for any such changes that may impact employees.
SUSTAINING OUR WORKFORCE
In 2010, in response to an injunction and temporary closure of the phosphate mine at South Fort Meade, Mosaic management worked to reach agreement with other unionized facilities and successfully redeployed
all available employees. Mosaic increased facilities' costs in order to keep our workforce intact. Mosaic attempts
to maintain as much flexibility as possible in developing
new opportunities to move people across business groups and/or functions. Leveraging employees' transferable skills is a strategic goal for Mosaic, and
we see the redeployment of our workforce as a benefit
to everyone in terms of saving jobs and sustaining the lives and livelihood of our employees.
PREPARING TOMORROW'S WORKFORCE
Mosaic sees a prepared workforce as one that has the skills and safety standards in place to maximize productivity, health and sustained growth. Mosaic provides craft training opportunities to build upon existing knowledge and skills for workers at all experience levels and in all parts of its worldwide operations. A 2007
study revealed a growing shortage of skilled craftspeople.
The apprenticeship required to reach journeyman status typically requires 8,000 hours of on-the-job training, which lasts three to four years. With a skilled labor shortage looming at Mosaic, we needed to find a way to shorten that timeline and worked with Polk State College (PSC) in Lakeland, Florida, to create two accelerated,
two-year apprenticeship programs — one for the electrical, instrumentation and automation craft, and the other for the mechanical craft. In 2010, 46 people graduated from the programs: 32 from the electrical, instrumentation and automation craft, and 14 from the mechanical craft.