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.

Hard working people are not always visible to management. Direct manager a lot of time are not influencing the performance review