Syngenta reviews

Constant rotation of division managers. Each one has his own vision of how things should be and feels the need to completely change everything around. The result is constant change (not necessarily good change) and never sticking with one strategy long enough to see it through to success. There is a lot of arrogance in many layers of management, and they don't listen to people that know the business, but rather MBA's from consulting companies often set the direction. The company speaks of the need for transparency all the time, but that only means from bottom up. From the top there is limited clarity. There is no consistency to policies, like travel for example. Everybody based in Basel is automatically booked in business class for trips more than 5 hours in duration, regardless of position or frequency of travel. If you are based in Basel or in Crop Protection where all the money is, you're golden. If you're unfortunate enough to be in flowers or seeds but not based in Basel you are out of luck.

To get ahead in some departments here, it's not what you know. how hard you work or how well you do your job but how well you can play the con game. Favoritism is so apparent in some areas that morale is non existent! So so performers that are supervisor"s favorites. are given more opportunities and promoted over more competent and harder workers. Salaries for technical positions are not competitive with other chemical companies. This has resulted in good employees who are able to relocate, leaving the company. .