Yara reviews

They hire excellent people on the ground, but DEI hires in C-suite managmeent are bad. Toxic, narcissistic "leaders" are promoted based on gender instead of aptitude, and cancerous individuals are slow to be removed because of the emphasis on DEI. Yara used to be and could be a great place to work again, but they need to get rid of the problem people to get there.

- Creating standalone business units (e.g., AgTech) where a single digital team would have sufficed leads to bloated structures, inefficiencies, and role stagnation. Digital employees end up confined within narrow, arbitrary business unit boundaries. During industry downturns, and not due to lack of talent but catastrophic strategic foresight, these roles become idle. Eventually, predictable cost-cutting follows: leaders quietly transition to new units, while digital employees are thrown out. - In one org unit where 40% of the workforce was laid off, the leader (whose only notable achievements over the past two years were managing layoffs and taking vacations) was inexplicably promoted. If that sounds like a joke, it's because it is one. - Leaders routinely fail to articulate a coherent strategy, let alone explain it in simple, honest language. Why? Because if they did, people would immediately recognize it for what it is: absolute nonsense. - The go-to solution for everything is yet another reorg, a process that drags on for 12 months, buying leaders just enough time to secure another round of bonuses and inflated salaries. And when the last reorg clearly failed, the same leaders who designed it are rewarded, not held accountable. - If outcomes still matter, those responsible for repeated strategic failures must be removed, not promoted. This is not a joke. It's a serious failure in leadership and governance that demands immediate correction.