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Employees


Responsible HR policy is part of our corporate culture: It conveys goals and establishes common values. It also includes further qualification and training for our employees, promoting diversity among the workforce and enhancing compatibility between professional and private life.

When assessing the results of our employee engagement survey from 2012, we can be especially proud: Symrise Germany is among the top 15 % of most attractive employers with regard to employee satisfaction and motivation. Our employee turnover rate is also solid, amounting to only 4.4 % globally – further evidence that our employees feel at home here at Symrise.  23 The opinions collected also highlighted areas where we still have room to improve. For example, our employees have expressed a desire for greater developmental and career prospects. Achieving an improved balance between work and family is also taking on an increasingly im­portant role. In view of these results, we worked on the matters referenced by our employees during the past year and introduced a diverse series of measures. As a result, succession planning, developing managers and making Symrise an even more family-friendly employer were leading HR policy focuses in 2013.

Employee Turnover

Show table
Employee Turnover

Region

2011

2012

2013 Absolute

2013

Germany

1.5 %

1.4 %

28

1.1 %

EAME (not including Germany)

6.1 %

5.6 %

41

5.4 %

North America

4.9 %

2.6 %

28

3.9 %

Asia/Pacific

10.4 %

14.1 %

108

8.6 %

Latin America

11.2 %

6.5 %

60

6.9 %

Total

5.5 %

5.3 %

265

4.4 %

Germany by Gender

Female

 

0.5 %

12

0.5 %

Male

 

0.9 %

16

0.6 %

Total

 

1.4 %

28

1.1 %

Worldwide by Gender

Female

 

2.4 %

114

1.9 %

Male

 

2.9 %

151

2.5 %

Total

 

5.3 %

265

4.4 %

Definition: Share of employees that leave the company at their own request each year compared to the average workforce.
Basis: Fixed-term and permanent employees, not including apprentices and trainees, as of December 31 of the respective year.
Data collection was expanded in 2012 so that a gender-specific presentation will also be possible in the future.

Employees According to Contract Type and Working Hours in Germany

Show table
Employees According to Contract Type and Working Hours in Germany
2011 2012

2013

Share in 2013

Change in 2013

Permanent contracts

Permanent contracts

2,036

2,064

2,091

82.8 %

1.3 %

Part time

284

289

315

12.5 %

9.0 %

Total

2,320

2,353

2,406

95.2 %

2.3 %

Fixed- term contracts

Full time

91

102

95

3.8 %

- 6.9 %

Part time

16

16

25

1.0 %

56.3 %

Total

107

118

120

4.8 %

1.7 %

Total

Full time

2,127

2,166

2,186

86.5 %

0.9 %

Part time

300

305

340

13.5 %

11.5 %

Total

2,427

2,471

2,526

100.0 %

2.2 %

Basis: Employee figures, not including apprentices, trainees and temporary workers, as of December 31 of the respective year

Employees According to Contract Type and Working Hours Worldwide

Show table
Employees According to Contract Type and Working Hours Worldwide
2012 2013 Share in 2013 Change in 2013

Permanent contracts

Full time

5,254

5,545

90.8 %

5.2 %

Part time

341

368

6.0 %

7.3 %

Total

5,595

5,913

96.8 %

5.4 %

Fixed- term contracts

Full time

188

161

2.6 %

- 14.4 %

Part time

21

31

0.5 %

32.2 %

Total

209

192

3.1 %

8.1 %

Total

Full time

5,442

5,706

93.5 %

4.6 %

Part time

362

399

6.5 %

9.3 %

Total

5,804

6,105

100.0 %

4.9 %

Basis: Employee figures, not including apprentices, trainees and temporary workers, as of December 31 of the respective year

Employees according to region

Show table
Employees according to region
Region 2011 2012 2013 Share in 2013 Change in 2013

Germany

2,310

2,352

2,398

40 %

2.0 %

EAME (not including Germany)

732

757

786

13 %

3,8 %

North America

613

641

673

11 %

5.0 %

Asia/Pacific

1,027

1,113

1,235

21 %

11.0 %

Latin America

752

806

867

15 %

7.6 %

Total (not including apprentices and trainees)

5,434

5,669

5,959

100 %

5.1 %

Apprentices and trainees

123

130

126

- 3.1 %

Total

5,557

5,799

6,085

4.9 %

Basis: Full-time equivalents (FTE), not including temporary workers, as of December 31 of the respective year.

Principles of the Personnel Policy

Our Integrated Management System is binding throughout the company and based on the provisions of the SA 8000 social accountability standard. This standard is based on the conventions of the International Labor Organization (ILO), the Universal Declaration of Human Rights and the UN Convention on Children’s Rights. Humane working conditions, decent employment and due consideration for the social aspects of employment are the foundation for how we act at every location. The abuse of employees’ rights or safety at work provisions is illegal and is not tolerated in any form at Symrise. We guarantee a compensation that, at the very least, corresponds to the legal or standard wage levels for the respective industry. Treating the interests of our employees fairly also means that we base our remuneration policy on the collective agreements for our industry.

With regard to working hours and paid vacation, Symrise complies with local statutory provisions, wage agreements and national practices in the countries where we operate. We also attach great importance to participation by employee representatives in the spirit of partnership. A clear commitment to freedom of association and the right to membership in a labor union are a matter of course for us. Around the world, the overwhelming majority of our employees are covered by collective bargaining agreements. In Germany, the figure is 100 % for those covered by wage agreements. There were no strikes in the company in 2013.  24 We inform our employees of operational changes in a comprehensive and timely manner. We comply with any local or national statutory notification requirements and deadlines.

Remuneration and Wage Agreements

Symrise uses the wage agreements applicable to the chemicals industry for its employees in Germany – both in terms of content and duration. In February 2014, a wage agreement was conclud­ed that establishes an increase of the tariff wages of 3.7 %. For the application of this increase at Symrise, we will take into account our pioneering site safeguard agreement, which will remain in effect through the year 2020, and provides for salary reductions of 0.7 percentage points compared to the industry tariff. As a result, the tariff wages of our employees will be increased by 3 % by the wage agreement. The adjusted tariff wages will remain valid until the end of March 2015.

Flexible remuneration systems, which honor employees’ individual contributions with variable salary components and at the same time take the company’s economic situation into account, are an important element of our modern remuneration policy. The remuneration systems are based on our salary range model, which was introduced at all of the major Symrise sites. The advantages of this so-called job grade concept lie in its structured and comprehensible remuneration as well as its international comparability. This makes our company more attractive as an employer and contributes toward recruiting and retaining ­employees. In addition, a separate global performance bonus plan ensuring that company targets are reached by means of a variable remuneration geared toward results and performance applies to about 70 managers with global or regional responsibilities: Employee performance should pay off at Symrise.  25

Measures to Safeguard Competitiveness

The company wage agreement between Symrise and IG BCE (Mining, Chemical and Energy Industrial Union) makes an ­important contribution toward keeping the company competitive. At the beginning of 2012, the agreement was extended ­until 2020. The essential elements of the agreement on the company’s side are a site and employment guarantee as well as ­investment commitments of around € 220 million for the German sites until 2020. At the same time, the agreement forms the ­basis for qualification measures and considerable cost savings through the retention of a working week of 40 hours and the gradual takeover of the IG BCE union wage rates with clearly defined reductions averaging about 1 % per year over the full du­ration until 2020. The implementation of qualification measures, which foster and enhance the innovative ability of our employees, is an essential pillar of our personnel policy. With these concessions, the workforce is making a decisive contribution to internationally competitive personnel costs at our German sites. A key element of the collective bargaining agreement is the re­turn of these competitiveness-enhancing discounts to employees if Symrise loses its independence. In this case, the chemical industry’s general wage agreement automatically comes into effect six months after Symrise is acquired by a third party. This does not affect the site guarantee and the waiver of terminations for business reasons through 2020.

Young Talent and Personnel Development

Recent studies show that 90 % of the knowledge one acquires on the job is learned either through practical experience or from colleagues and managers. That is why Symrise follows a strong implementation-oriented approach to personnel development. One major focus of this approach is placed on succession planning: For key positions that are especially relevant to business performance, we systematically identify and develop potential successors.

Our training activities are pooled under the Symrise Academy, which consists of four strategic pillars:

  • Flavorist and perfumer school
  • Technical / specialist training for our employees
  • Training for sales personnel
  • Developing managerial staff

Our flavorist and perfumer school has enjoyed great success around the world. Every year, young employees complete their training as junior flavorists or perfumers. Since 2009, we have been offering diverse training opportunities to semi-skilled employees in production that qualify them as flavor specialists or process chemical technicians as well as, more recently, chemical production specialists and inventory specialists. Another core component of our educational landscape is the qualification of sales personnel, for example through high-performance sales training. In the future, we will develop our junior managers in a more targeted manner and, in order to do so, we have implemented the global program “Symrise’s Future Generation” in addition to regional initiatives. Starting in 2014, 20 to 30 talented individuals will be trained for key positions based on an individual potential analysis. Experienced managers will accompany the junior managers as mentors.

Symrise Academy

We have also reinforced our investment focus on training future specialists and expanded capacities in the training laboratory used to train chemical-technical personnel, among other measures. As of December 31, 2013, a total of 126 apprentices and trainees were employed at our sites in Germany. This corresponds to a training rate of around 2.1 %. In an effort to motivate young people for training at Symrise, we are involved in numerous orien­tation events for students such as the Idea Expo in Hanover or regional career info days.

Furthermore, we also want to develop the personal competencies of our employees in the sense of lifelong learning and therefore offer a diverse training and educational program that ranges from safety training and language courses to project management and IT classes. In 2012, Symrise finalized a wage agreement regarding further training with social partners in Germany that should help foster the systematic promotion of employees in addition to existing initiatives. At Symrise, we spend about € 2.7 million annually on training and personnel development measures worldwide. In 2013, approximately 600 internal and external training sessions were organized in Germany, where roughly 1,350 employees participated. The average length of a training session amounted to about 10 hours per participant.

The individual training needs of employees are discussed as part of their annual performance review. Here, managers evaluate existing competencies, set goals and determine suitable personnel development measures together with their individual employees.

Knowledge Management

As a globally operating and integrated company, the transfer of knowledge plays an important role in Symrise’s commercial success. Via numerous platforms, our approximately 6,000 employees can easily share important information with each other. In 2013, we developed new internal communication systems that enable a fast exchange of knowledge, particularly business-relevant information in the Marketing, Sales and Research departments. The web-based systems are interactively and dynamically geared to the user.

Diversity and Equality of Opportunity

Diversity among employees enriches Symrise, thanks to the various viewpoints, cultural influences and experiences. We appreciate the diversity of opinions, genders and cultures as well as the diver­sity of cohabitation constellations in society. Our employees should have equal opportunity regardless of their gender, sexual identity, age, nationality, religion or disabilities. We hold to the principle of equal opportunity for equal qualifications.  26

The majority of our employees and managers hail from the respective country of Symrise’s global sites. But we also actively promote intercultural diversity with personnel development measures. As part of our diversity efforts, we pay special attention to the share of women at Symrise.  27 Worldwide, 38.8 % of our employees are women. Our upper management positions, however, are currently underrepresented compared to the overall staff, with only 14 % of such positions held by woman. We want to change this and have set an ambitious goal: By 2020, the share of women in upper management positions should reach 20 % globally. We define upper management as all employees worldwide who are employed in the first three management levels. In order to simplify entry into these management positions for women, we are implementing targeted incentives as part of our talent management and the promotion program “Symrise’s Future Generation”.

Global Share of Women in Management Positions at Symrise

Show table
Global Share of Women in Management Positions at Symrise
2011 Share 2012 Share 2013 Share
Share of Women of total workforce worldwide 2,214 39.7 % 2,298 39.6 % 2,369 38.8 %
Share of Women of upper management worldwide 6 11 % 7 12 % 8 14 %

Basis: Fixed-term and permanent employees, not including apprentices, as of December 31 of the respective year.
Definition of upper management: All employees worldwide that are employed in the first three management levels.

We want to create a workplace that allows our employees to better harmonize their professional and private lives. That’s why Symrise offers its employees flexible working time models, part-time employment and job sharing. In Germany alone, around 92 % of our employees can arrange their working time flexibly. Employees who have already worked for three years at Symrise have the opportunity to take 12 months of leave to care for family members. Beyond the state-mandated parental leave allowances, these employees are also entitled to an additional parental leave package for a duration of up to one year. We also cooperate with various day care centers at our headquarters in Holzminden to make child care easier. Equal pay for both men and women is a matter of course for us. In many countries, wage agreements govern remuneration. By means of pay categories, we ensure that gender-specific differences for equal work are ruled out. For those employees not covered by wage agreements, our job grade model ensures transparency and fairness of remuneration.

In 2013, we were recognized by the German Federal Ministry of Family Affairs for our family-oriented personnel policies and the advancement of female employees’ careers: Symrise received a grade of 72 in the Women’s Career Index and therefore was among the top third of participating companies. Along with acknowledging our previous performance, we also recognized potential for improvement thanks to this benchmarking process. We identified the share of women at the various levels of management as well as the development of even more flexible working time models as areas needing greater attention in the future. The recognition of our current efforts provided Symrise with even greater incentive to improve in these areas.

Employee Categories According to Gender in Germany

Show table
Employee Categories According to Gender in Germany

2011 Share 2011 2012 Share 2012 2013 Share 2013
Manager

Male 282 79.0 % 292 78.9 % 297 76.9 %
Female 75 21.0 % 78 21.1 % 89 23.1 %
Total 357 100.0 % 370 100.0 % 386 100.0 %

 

Non-manager

Male 1,361 65.7 % 1,385 65.9 % 1,404 65.6 %
Female 709 34.3 % 716 34.1 % 736 34.4 %
Total 2,070 100.0 % 2,101 100.0 % 2,140 100.0 %

 

Total workforce

Male 1,643 67.7 % 1,677 67.9 % 1,701 67.3 %
Female 784 32.3 % 794 32.1 % 825 32.7 %
Total 2,427 100.0 % 2,471 100.0 % 2,526 100.0 %

Definition: Managers, including junior managers, defined as non-tariff employees or managerial employees.
Basis: Employee figures, not including apprentices, trainees and temporary workers. As of December 31 of the respective year.

Employee Categories According to Age in Germany

Show table
Employee Categories According to Age in Germany
Age Managers 2011 Non-managers 2011 Managers 2012 Non-managers 2012 Managers 2013 Non-managers 2013

20 - 29

0.8 %

13.6 %

0.3 %

13.9 %

0.3 %

13.9 %

30 - 39

17.4 %

23.0 %

17.0 %

21.9 %

14.2 %

20.9 %

40 - 49

47.3 %

37.5 %

44.9 %

36.3 %

43.3 %

34.1 %

50 - 59

30.5 %

23.3 %

32.7 %

25.3 %

34.2 %

27.0 %

>=60

3.9 %

2.5 %

5.1 %

2.6 %

8.0 %

4.2 %

Total

100.0 %

100.0 %

100.0 %

100.0 %

100.0 %

100.0 %

Definition: Managers, including junior managers, defined as non-tariff employees or managerial employees.
As of December 31st of the respective year.

Composition of the Executive and Supervisory Boards According to Gender

Show table
Composition of the Executive and Supervisory Boards According to Gender
Executive Board Share Supervisory Board Share

Male

4

100 %

9

75 %

Female

0

0 %

3

25 %

Total

4

100 %

12

100 %

As of December 31, 2013.

Occupational Health and Safety

We are committed to providing our employees with a workplace free of dangers to their safety or health. To accomplish this at all sites worldwide, we operate various programs on workplace safety. Specific measures are implemented at the sites individually in order to best conform to local situations, guided by corresponding systems and working groups.

Regular training courses in safety at work are compulsory across the Group. Should an accident occur, we work together with the employees in the affected departments on measures to avoid similar incidents in the future. After a slight increase in the frequency and intensity of such incidents in 2012, we established a task force to precisely analyze the accidents and develop countermeasures. The increase in accident frequency was halted thanks to these measures, with the number of accident-related sick days being nearly cut in half (minus 48 %).  28 Since 2012, our company has been certified with regard to occupational safety according to OHSAS 18001 at our Holzminden site.

Along with work safety, health precautions via corporate health management are another important aspect of our personnel policy. At nearly all sites around the globe, we offer our employees a wide range of health promotion activities. They range from free flu vaccinations and regular health checks to in-house and external sport and wellness facilities and advice to medically coordinated reintegration after a lengthy illness.

We attach great importance to “operational health management” and have agreed with the company’s social partners on a program that includes further training and educational events. To recognize and minimize ergonomic burdens, health circles were set up with certain focal points and work stations were systematically analyzed for weaknesses. In addition, Symrise regularly organizes health days on key issues such as healthy nutrition or stress management. In the management training program, the issue of addiction and addiction prevention is addressed.

Number of accidents (MAQ)

Number of reportable accidents (> 1 working day) x 1,000,000 / Number of working hours

Accident severity (USQ)

Number of lost working days x 1,000,000 / Number of working hours

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