Key Performance Drivers

Goals, Targets and Results

Each year we set corporate-level targets – key performance indicators (KPIs) – to advance our goals and drive desired results. Throughout the organization and in the spirit of growth and continuing improvement, these indicators of performance are regularly measured and monitored, with timely feedback provided about progress toward achieving our goals. The following outlines our key corporate goals, targets and results.

 ACHIEVED      PARTIALLY ACHIEVED      DID NOT ACHIEVE

Goal	Be the preferred supplier to the markets we serve
Target Result Outperform competitors on quality and service as measured by customer surveys.  We outperformed competitors in both quality and overall customer service in all four product groups surveyed. 1 Outperform competitors on quality and service as measured by customer surveys.

Goal	Maximize long-term shareholder value
Targets Results Exceed total shareholder return for our sector** and companies on the DJUSBM* for 2008.  We achieved total shareholder return in 2008 of -49 percent, below the -41 percent generated by our sector** and above the -52 percent return of the DJUSBM. Remain in the top quartile of governance practices as measured by external reviews.  We achieved this target and also tied for the highest ranking in the Globe and Mail's annual corporate governance review of Canadian companies.   * Dow Jones US Basic Materials Index ** Sector (2008): Market weighted average for Agrium, ICL, K+S, Mosaic, SQM and Yara 1 Exceed total shareholder return performance for our sector*** and the DAXglobal Agribusiness Index. 2 Exceed cash flow return on investment for our sector***. 3 Remain in the top quartile of governance practices as measured by predetermined external reviews.   *** Sector (2009): Market weighted average for Agrium, APC, CF Industries, ICL, Intrepid, K+S, Mosaic, SQM, Terra, Uralkali and Yara

Goal	Build strong relationships with and improve the socioeconomic well-being of our communities
Targets Results Achieve 4 out of 5 on each community leaders’ survey.  4 out of 5 achieved in two of the three community leaders’ surveys. Achieve a 10 percent increase in individual participation in the matching gift program and a 20 percent increase in total donations from 2007 levels. Meet our annual philanthropic donations target of 1 percent of after-tax earnings on a five-year rolling average.  Achieved a 2 percent increase in individual participation in the matching gift program and a 66 percent increase in total matching donations. Our annual philanthropic donations exceeded 1 percent of the rolling five-year average of after-tax earnings. Achieve a local purchasing level of 60 percent, excluding purchases of energy, transportation and raw materials.  Achieved a level of 59 percent, excluding purchase of energy, transportation and raw materials. 1 Achieve 4 (performing well) out of 5 on community leaders’ surveys. 2 Achieve a 10 percent increase in employee participation in the matching gift program and a 10 percent increase in matching gift donations from 2008 levels. 3 Invest up to 1 percent of after-tax earnings (on a five-year rolling average) in communities and other philanthropic programs. 4 Achieve a local spending level of 60 percent on competitive terms, excluding purchases for major expansions, energy, transportation and raw materials.

Goal	Attract and retain talented, motivated and productive employees who are committed to our long-term goals
Targets Results Achieve an average employee engagement score that is in the top quartile as determined by the annual employee engagement survey.  Engagement survey score in the top quartile (79 percent), meaning that all employees surveyed had an average engagement with the company of 79 percent. Fill at least 75 percent of senior staff openings with internal candidates.  73 percent of senior staff openings were filled with internal candidates. 1 Achieve an employee engagement score of at least 75 percent on the annual survey. 2 Fill at least 75 percent of senior staff openings with internal candidates. 3 Fill all staff-level job openings within an average of 30 days.

Goal	Prevent harm to people and damage to the environment
Targets Results Continue safety initiatives to reduce severity and lost-time injury rates to zero. Reduce recordable injury rates by 15 percent from 2007 level. Reduce lost-time injury rates by 20 percent from 2007 level.  Recordable injury rate increased by 9 percent and lost-time injury rate was up 84 percent. Reduce company-wide greenhouse gas emissions per tonne of product by 10 percent by the end of 2012, compared to 2007.  On schedule. We have committed to installing greenhouse gas emissions controls at our Geismar facility, which are expected to reduce company-wide emissions by about 7 percent. We are also evaluating other opportunities. Maintain energy usage per tonne of product produced at 2007 levels.  Energy usage per tonne of product increased by 2 percent in 2008 due to temporary shutdowns at production facilities. Reduce reportable releases and permit excursions by 15 percent from 2007 levels.  Total reportable releases and permit excursions were reduced 35 percent. 1 Reduce total site* severity injury rate** by 25 percent by the end of 2011 from 2008 levels. 2 Achieve zero life-altering injuries at our sites*. 3 Reduce company-wide greenhouse gas emissions per tonne of product by 10 percent by end of 2012, compared to 2007. 4 Reduce total reportable releases, permit excursions and spills by 15 percent from 2008 levels.   * Total site includes PotashCorp employees, contract employees and all others on site. ** Severity injury rate is total of lost-time injuries and modified work injuries for every 200,000 hours worked.