PotashCorp sets long-term economic goals and annual targets. As the chart below shows, in almost all cases the 2006 economic targets were achieved.

2006 Economic Goals and Performance
achieved   partially achieved   did not achieve
2006 Targets		2006 Results
Goal: To meet customer needs and expectations.
1. Continue conducting annual surveys to monitor customer attitudes about quality and service.		PotashCorp again conducted an extensive third-party survey with each of its customer groups to gauge satisfaction. The results were reported to the Board of Directors, management and customers.
2. Outperform competitors on quality and service as measured by customer surveys.		PotashCorp outperformed or equaled its competitors in quality and customer service.
Goal: To ensure that employees share in the company's economic success.
1. Increase the percentage of employees eligible to participate in the annual short-term incentive bonus program from 4 percent of the workforce to 30 percent.		In 2006, the number of employees with an "at risk" component in their total compensation, through the short-term incentive bonus program, was expanded from 216 to about 1,500, representing approximately 31 percent of the workforce.
Goal: To promote sustainability by leveraging supplier relationships.
1. Ensure that all suppliers and contractors meet the company's SHE expectations.		Every major supplier was required to review and abide by PotashCorp's SHE expectations.
Goal: To meet the needs and expectations of PotashCorp's providers of capital.
1. Exceed total shareholder return performance for the sector and companies on the Dow Jones US Basic Materials Index (DJUSBM) for 2006.		Total shareholder return of 79.6 percent surpassed the sector at 53.5 percent and the DJUSBM at 17.6 percent.
2. Carry a higher multiple than the average of other fertilizer companies on both earnings and cash flow.		PotashCorp multiples were higher than the average of other fertilizer companies based on earnings and cash flow.
Goal: To improve the socio-economic well-being of our communities.
1. Continue to identify opportunities for more local sourcing at each site.		The percentage of purchases made locally increased by 1 percent from 2005.
2. Continue process of engagement with Aboriginal representatives in Saskatchewan to address job opportunities and skill requirements.		PotashCorp met with senior representatives from the Saskatchewan Indian Institute of Technologies in 2006 and developed the framework for a summer student intern program that was initiated in 2007.