PotashCorp sets long-term governance goals and annual targets. As the following table shows, most of the 2006 governance targets were achieved.

2006 Governance Goals and Performance
achieved   partially achieved   did not achieve
2006 Targets		2006 Results
Goal: To be a leader in corporate governance.
1. Remain in the top quartile of governance practices as measured by external reviews.		PotashCorp placed eighth among 204 S&P/TSX companies in The Globe and Mail Report on Business 2006 governance rankings.
Goal: To ensure board level oversight of all key sustainability initiatives.
1. The board and responsible committees will review the company's sustainability performance against the Corporate Sustainability Assessment criteria adopted by the Dow Jones Sustainability Index.		The board and responsible committees have reviewed the company's sustainability performance against these criteria. While most of these criteria are currently being met, some exceptions have been noted. The corporate governance and nominating committee became responsible for reviewing issues not specifically addressed by other committees of the board, including certain human rights issues, charitable giving, social and economic impacts, and public policy and governmental relations.
Goal: To have effective stakeholder engagement processes.
1. Continue to survey annually each of the company's major stakeholder groups and report the results to the board.		All key stakeholder groups were surveyed in 2006, including customers, investors, employees and community leaders. The results of all the surveys were provided to the board.
Goal: Refine corporate management systems to achieve sustainability goals.
1. Ensure that all sites develop sustainability plans that include safety, health and environment (SHE), diversity, energy, community, training and local sourcing goals.		All sites have begun developing sustainability plans, but some were only partially completed in 2006.
2. The enterprise risk management committee will assess the strategic and potential financial impacts of climate change and future greenhouse gas (GHG) regulations for PotashCorp and develop appropriate strategies.		The enterprise risk management committee assessed the near-term strategic impact of climate change and determined that the company's exposure is manageable. In 2007, an interdisciplinary task force was established to further study both the near- and long-term impacts of climate change on the company's global business activities.
3. Designate a corporate executive to focus on the objectives and specific projects identified by the sustainability committee.		The company created the full-time position of Manager, Sustainability.