global human capital management | hr services | syngenta: our hcm story

Syngenta: Our HCM Story Mark Brinkler Head of HR Services, Syngenta

Syngenta Has Three Businesses

SEEDS LAWN & GARDEN CROP PROTECTION

Over $1 billion annual R&D investment and 5,000 staff

Over 27,000 employees in some 90 countries

Sales in 2011: $13.3 billion

Syngenta Has Passionate People And A Strong Platform For Growth

Did You Know…?

4 million tonnes of cotton are grown using our crop protection

products, that’s the equivalent of 20 billion t-shirts every year

1 in 6 tomatoes is grown using Syngenta seed

32% of the global market of sweet corn,

5 million tonnes, is from Syngenta seed

Did You Know…?

By 2050, global population will rise by

about a third to 9 billion people…

Source: FAO, World Bank statistics, Syngenta

…but global calorie demand

will increase by 50%

Our Question – How Can We Help Small and Large Farms Meet the Challenges of Global Food Security?

With greater food security in an environmentally sustainable way to an increasing

populous world by creating a worldwide step-change in farm productivity

8M Large-scale farms

>100 Ha

450M Smallholder farms

~100 Ha

Looking Back We Saw Global Challenges Providing Us With Unique Growth Opportunities

However growing in the future would require change…

HOW DO WE FEED A GROWING WORLD POPULATION?

Get more from existing farmland

Farm new land

Our Opportunities To Shape Our Future

Building and Investing

Growth Through Acquisition

We Launched Our Syngenta Business Services (SBS) Transformation In 2009 With The Challenge To:

•  Develop standardized processes and platforms utilizing technology

•  Develop scalable solutions through strategic partnerships

•  Develop more integrated ways of working

•  Develop new capabilities to support our strategy “get ready”

Every dollar we save in operational efficiency can be reinvested into R&D and fund future growth

Our HR Services Journey

Oct 2010 Oct 2012 June 2014 2014 + onwards

Seamless transition

Consolidation

Improved service excellence

Standardisation

Release workforce performance

Leverage

Classification: PUBLIC

World wide HR outsourcing footprint

Full organizational integration

New global service management organization

World wide policies

Single point of truth (e-HR) and HR platform world wide

Since October 2010 Within HR Services We Have…

We Have Seen Benefits In a Number of Areas Already...

Classification: PUBLIC

Speed

Scalability and leverage

Compliance

Visibility

Efficiency and streamlining

Enabling global policy

Finally, Our Transformation Journey Has Been About a Mindset Shift

Managing Change

Process

Procedure Task

Mechanism

Measurement

About relationships and people

Taking people on a journey

Helping them let go

Helping them embrace

Leading Change

Don’t confuse with

Thank you Mark Brinkler Head of HR Services, Syngenta

Air Products and Chemicals Inc. The Journey to Global Business Support Services Lonnie Maddox - Director Global HR Services Ferdinand Dragtstra - Manager HR Services Europe

• Global atmospheric, process and specialty gases, performance materials, equipment and services provider

• Fortune 500 Company

• Over 40 countries

• 21,300 employees

Our Journey to Global Business Support Services (GBSS)

GBSS History 2000 • New direction to manage as “One Company” with consistent work processes

• Global, single-instance ERP system initiative began

2007 • Functionally aligned shared services •  Inconsistent practices • Risk of having high cost centers

2008 • Global, single-instance ERP system initiative complete (>93% on SAP) • Global infrastructure review kicked off by CEO

2009 • Multi-functional shared services established, GBSS

2010 • GBSS employees (>97%) located in one of four regional centers • Single instance ERP covering >95% of business operations

2013 • Expansion of scope each quarter (including M & A)

Clear Vision & Mission

“Enhance our customers’ experience

and enable Air Products to win by delivering

exceptional service at competitive cost”

Air Products and Chemicals Inc.

Clear Vision & Mission

Integrate the voice of the customer

Provide employees with the skills,

training, tools, and environment

Ensure correct, credible, and

accessible data

Execute

Drive flawless execution

Deliver consistent and predictable

cost productivity

Business Support Services: An Evolving Journey

Service culture

Leading practices

Products/service innovation

Infrastructure

Functions Work Process Service

Multi-Functional Shared Services

Common Interface with Business Units

Workstreams are organized horizontally into end-to-end Business Services

Contract to order (TSS)

Order to deliver

Invoice to cash

Hire to Retire

Requisition to pay EN

AB

LEM

EN

T &

CI

Business Units

Why Create a Multi-functional Global Business Support Services Organization? •  Natural evolution of shared services strategy •  Build on successful Functional SSC implementations •  Enable step change from functionally delivered support services to shared

services delivering functional cost efficiency and overhead reduction •  Provide ability to optimize the competitive advantage of global processes

and single instance ERP platform •  Best practice in industry for process optimization

Enable growth while improving the customer experience with speed, agility and be a recognized source of competitive advantage

Leverage

Service culture

Leading practices

Product innovation

Infrastructure

Leveraging the best attributes

Decentralized Centralized

Redundant

Inefficient

Non- Standardized

Customer Focused

Business Intelligence

Unresponsive

Detached from business

Inflexible

Economies of Scale

Standardized Processes

How GBSS became successful for Air Products

CEO Engagement & Executive Alignment

Rigorous Project Governance

Common Underlying

Work Process

Managing by Principles vs. Prescription

Constructive Conflict Builds

Alignment

Lessons Learned

•  Early and sustained top-down leadership essential •  Resistance proportional to the difference between the “as-is”

and the “to-be” •  Formation time shorter; stabilization time longer •  Training curricula critical for fast formation and accommodate

service center staff turnover rates •  Tracking KPIs from start; automatically available to all •  Avoid transferring in ‘legacy’ tasks that are not process-aligned •  Leverage knowledge of our users

Thank you Lonnie Maddox - Director Global HR Services Ferdinand Dragtstra - Manager HR Services Europe