At Syngenta we know that the individual contributions of our people help the world address the global challenge of ensuring food security. More than 27,000 employees in some 90 countries can say with pride: “Our work matters.”
Every one of our employees plays a fundamental role in the performance of our business. Who we are, what we stand for and what we offer in terms of career growth and personal development are our strongest tools for attracting and retaining the best people.
We engage our employees and attract potential future employees through our ability to provide rewarding opportunities to contribute to key global challenges. Our focus is on improving the ways in which we work together, learning and growth opportunities and leadership development. Our efforts are recognized both internally and externally.
We consider our way of working as a key differentiator. Our culture emphasizes the importance of living our company purpose, Bringing plant potential to life, along with our four values: innovation, intensity, health and performance. These values create the foundation for our successful internal recognition program, the Syngenta Awards. The Awards projects demonstrate how our values shape the way we work in teams, with partners and customers, and how we contribute to local communities and society at large.
We continue to engage with our employees through our brand ambassadors programs. With the launch of our Code of Conduct, we focused on the important role each employee plays in building and maintaining our brand and reputation. The Code of Conduct is brought to life for employees through leader-led team discussions and an online training program.
Learning and development
Syngenta’s learning and development programs bring people’s potential to life. If employees are committed to getting the most out of themselves, we will meet that dedication with the right mix of programs, initiatives and interventions to help them get there. We realize there are huge business benefits to having a workforce that operates at its full potential.
We provide the tools for employees to develop through our career development framework, but we expect them to be accountable for their own development, focusing on enhancing specific skills relevant to their role. Each employee meets with their line manager at least once a year to discuss career progress and create an individual development plan.
We offer mentoring and coaching from senior employees, who can help individuals find the career path that is right for them. Cross-functional projects also enrich employees’ knowledge by providing experiences outside of their day-to-day jobs.
Our workers access information on career and learning opportunities, employment policies and pension plans through our intranet site “My life and career”.
Syngenta recognizes that our global workforce requires tailored development programs. For example, our Learning Academy ensures global programs are relevant to different parts of the business by developing and running them locally, while the Marketing and Sales Excellence Academy (MaSE) runs training for marketing and sales specialists across the regions. Participants can build relationships and share experiences with others from different countries.
We think the right type of leadership inspires others, and this is a crucial part of how we build the best teams. We develop opportunities for our people through global programs such as Foundations of Leadership and Leading Leaders at Syngenta. Leaders learn how to inspire others, so their learning filters down to everyone in the organization.
We employ more than 27,000 people in over 90 countries. This diversity provides a cultural richness that is an attractive asset to Syngenta in its strategic pursuit of innovation. We are continuously working to more creatively combine and leverage the strength of diversity within Syngenta.