Management Approach 2016 (Disclosure 103-1, 103-2, 103-3)
Symrise has defined its human capital strategy, which is part of the company’s sustainability strategy under the “Care” pillar, as putting the focus on the employee. Part of the “Care” pillar is the consistent orientation of HR policy on Symrise as a preferred employer (employer-of-choice strategy). In the course of this process, we have focused our HR policy on five main areas:
- Establishing a flexible, innovative and family-oriented work environment
- Creating a transparent, fair and motivating remuneration policy
- Offering attractive benefits such as a company retirement plan and a health management program
- Furthering professional advancement, development and talent management
- Creating a company culture and leadership culture that will increase employee loyalty
This HR policy strives to create an environment for our employees in which they can develop professionally. The goals we have taken on extend from ensuring a safe and healthy work environment with proactive in-house health management to an equitable remuneration policy with a variable, incentive-based component (see the job grade concept including a component geared toward performance).
Like other companies, we also have to tackle the task of positioning ourselves as an appealing company in regard to demographic changes. This includes a high initial training rate of 5.1 % apprentices as a percentage of our German workforce. In order to qualify our next generation of managers, we regularly conduct what we call the “Future Generation Leadership Development Program,” most recently held in mid-2018 for 25 participants. Here we pay particular attention to a high participation rate for women (at least 40 % of participants).
In addition, we obtain feedback from our employees on how they assess our organizational structure and its procedures through our regularly administered employee engagement surveys. In 2018, we conducted a worldwide survey of approximately 650 employees within our Fragrance division from all countries in which the division has employees. The special focus was on the reorganization of the division into global business units and the processes between these business units and Sales. The results showed that the employees see a significant need for adjustment in the regional management of the business (visibility of regional management) as well as the strategic orientation of the global business units toward product development (use of crucial resources, such as perfumers and evaluators). The results of the survey were communicated in a transparent and honest manner. We are planning slight adjustments to the organization of this division in early 2019.
We view the participation of employees in corporate development in the form of employee engagement surveys as an important component of participatory management, making us an employer of choice.