Syensqo has decided to reinforce its commitment as a responsible employer by guaranteeing a minimum level of protection in terms of welfare and healthcare for all its employees worldwide.
This minimum covers protection in relation to the following:
- Major healthcare costs
- Disability leave
- Maternity leave
- Paternity leave
- Adoption leave
- Employee Wellbeing Support
- Death of an employee.
As one of our key measures to strengthen gender equality, we have broadened our Syensqo Cares benefit program. We have adapted our global policy of 14 weeks maternity leave to 16 weeks, extending it to co-parents employed by the company regardless of gender, since 2021. The maternity / paternity or co-parent leave period could be taken as one or several periods, according to the family needs and the job’s constraints, in mutual agreement with the management, while ensuring compliance with the local regulations.
With the new agreement, we also commit to give employees access to confidential mental health support as from November 2021. By January 2023, when all provider contracts will be reviewed, global aligned standards of the Employee Well-being Support Program will apply and will then cover beyond the employee, also all members of the employee’s household.
The global program guarantees the availability of individual services:
First confidential contact with a psychologist via multiple modalities (phone, email, chat,...)
Five sessions (per distinct situation/issue) with a psychologist in local or preferred language (face-to-face or virtually)
Legal, financial, managerial and wellness orientation (relating for example to : nutrition, tobacco, mindfulness, parenting, …).
The employee and household members can make use of the services for personal issues, family related issues, work related issues and also for practical support.
Cares Agreement 2023
Alongside the Cares program, local country or site specific benefits and perquisites are common. Contact your Local/Site HR Representative for more information or to report a life event.
As the world evolves, Syensqo's capacity to adapt and to reinvent is what has powered our long tradition of innovation. Not just molecular or technical innovation, but business and organizational innovation too. And now, once again, the opportunity to redefine progress is upon us - this time in the realm of Work and Space. Where we work, how we work, how we lead and how we collaborate.
We had many examples in recent months of Syensqo teams experiencing a greater sense of mutual trust, collaboration and respect, regardless of the location of our colleagues. In working together while apart, we have witnessed that productivity is not sacrificed during remote collaboration, and as a Group we have seen our beliefs - purposeful responsibility, unity not uniformity, and a passion for performance - brought more clearly to life.
So we want to further enable colleagues worldwide to work in the location where they are most productive and most able to achieve their set goals.
- Empowered employees in agile network teams
- Leaders focusing on steering the performance trajectory
- Geographical flexibility
- Access to talent
- Re-dimension the offices, rationalized spread of implementations
- Collaborative & energizing workplaces
- ONE Syensqo Employee Value Proposition
At Syensqo, people can define themselves where they work best to deliver.
Working remotely up to 4 days per week “on voluntary basis” is now Syensqo's way of working standard. The average number of days can vary upon the team working, employee’s preferences and activities.
Whenever the activities required to deliver the expected can be done elsewhere than ‘on site’, mobile working “within the country people get paid” is an option for the Employee.
As always, employees are responsible for aligning and organizing their work in good coordination with their managers and teams. Adapted habits, ways of meeting and connecting with the team are to be adopted.
When making mobile working structurally embedded in Syensqo's new ways of working, the workplace changes:
- It is extended outside Syensqo's premises : ergonomics & equipment for the workplace beyond Syensqo's walls.
- Syensqo's office footprint is to be lowered and adapted to energizing collaborative hubs.
Note - The target of implementation of the guidelines are related to installing structurally mobile working and is not to be confused with the confinement & deconfinement home office practices ruled by the crisis and sanitary imperatives. The period of forced home office and gradual deconfinement can, however, be the right moment to test what works well and what doesn’t.
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At Syensqo, we believe that providing flexible work arrangements, like hybrid work, contributes to our employees' work-life balance and overall well being.
In today's interconnected world, the option to work remotely from abroad provides employees with a valuable opportunity to combine personal commitments with professional duties.
In June 2025, we launched a pilot policy allowing employees to work from abroad for up to 20 days per year, in countries where Syensqo operates, subject to certain conditions.
This initiative aims to provide flexibility and enrich employees professional and personal experiences, relying on employees responsibility and trust.
The policy has been designed to ensure that employees understand their own responsibilities & company’s expectations.
Working remotely abroad is not as simple as it seems. There are risks to consider, requiring thorough evaluation and careful attention, which is why conditions have been put in place, in order to ensure compliance for the employee and for the Company.
Interested in learning more?
Access to the Policy, Presentation & FAQ
Variable compensation is the part of total cash compensation that will vary in amount from year to year considering the performance the employee, the Entity and the Group.
There are multiple types of variable compensation and recognition programs that can be short term (evaluation of achievements and performance less than or one year) or long term (evaluation cycle longer than one year) as well different considering the type of program – is it local or group-wide.
Locally Graded Employees (S14 and below) are eligible to participate in the Global Performance Sharing program intended to provide a motivational element that recognizes employees' contributions by involving you in the Group's results at the global level, thereby strengthening your sense of belonging to the Syensqo Group.
Besides that, specific Short Term Incentive programs at local (country) or GBU level can be prevalent and are intended to recognize individual or team achievements, similar to the objectives of the Syensqo STI plan (see below).
To learn more about these programs, please contact your local HR representative.
Short Term Incentive (STI) plan
All S15 and above graded employees (except employees on Syensqo's Sales Incentive Plan - see below) are eligible to participate in the Syensqo STI program, which is designed to reward you for the results delivered by individuals, by teams, and by the Group as a whole, thus reinforcing our purpose and working as ONE Team.
The STI Bonus Target is determined as a percentage of annual base salary for positions graded at S15 and above and has been set by region and grade. For grades S23 and above, the @Target percentage of annual base salary is set globally and is the same in all countries.
Read more here - STI Plan 2025
STI Targets for eligible participants as a percent of Annual base salary:
The payout of Syensqo STI plan is based on the achievement of predetermined annual Group and Entity specific goals as well as individual objectives. The weight of these elements varies by the grade of the employee.
Individual performance is rewarded in accordance with the outcomes of the Performance Cycle (performance rating). The payout of STI varies from 0-200% of the @Target percentage based on the achievement of these goals and allocated budget.
Syensqo is customer obsessed and your role, as part of the Commercial team, is key to bond with our clients, ensuring that we create long-term shared value and top line growth. To support and reward those efforts, the leadership and the significant contributions, a new Syensqo Global Sales Incentive Plan (SIP) has been recently implemented for the professional development and personal motivation of Syensqo's Commercial teams.
The plan applies solely to all Customer facing sales/account owners and sales-force/sales managers below leadership team level who spend more than 50% of their time in customer-facing sales responsibilities. For example, positions like Key Account Managers, Account Managers, Inside Sales, Distribution Managers, and Sales Managers. Exceptions to this require Executive Leadership Team approval.
Your SIP plan payout is 100% based on your individual contribution to the Group.
Payout for each of those elements can range from 0% to 200% of the @Target percentage. Bonus Targets are defined by region and grade as shown in the table below, which is determined as a percentage of your Annual Base Salary:
The KPIs of the SIP are selected by the GBU’s from a menu, approved by the ExCo.
The purpose of the Long Term Incentive plans is to align compensation, decisions and interests of our senior leaders with Syensqo's long term strategy and the company’s sustained performance. Currently, these plans are applicable to grades S23 and above.
Recognition programs are periodical or ad-hoc (as needed, "spot") award programs that can be monetary or non-monetary programs to formally recognize an achievement, a performance, a behavior or celebrate the success of a particular initiative, project or individual contribution.
There is a wide spectrum of recognition programs in Syensqo that are usually GBU or country specific, with the exception of the Syensqo Special Recognition Award program, which is consistent around the globe in multiple GBUs/Functions.
The Syensqo Special Recognition Award program is designed to provide a cash vehicle for recognizing individual employees or small teams for outstanding achievement that clearly demonstrates elements of Syensqo Management and People Models.
| Support Material |
Variable compensation is the part of total cash compensation that will vary in amount from year to year considering the performance of the employee individually, the Entity and the Group.
There are multiple types of variable compensation and recognition programs that can be short term (evaluation of achievements and performance less than or one year) or long term (evaluation cycle longer than one year) as well different considering the type of program – is it local or group-wide.
Locally Graded Employees (S14 and below) are eligible to participate in the Global Performance Sharing program intended to provide a motivational element that recognizes employees' contributions by involving them in the Group's results at the global level, thereby strengthening their sense of belonging to the Syensqo Group.
Besides that, specific Short Term Incentive programs at local (country) or GBU level can be prevalent and are intended to recognize individual or team achievements, similar to the objectives of the Syensqo STI plan (see below).
To learn more about these programs, please contact your local HR representative.
Short Term Incentive (STI) plan
All S15 and above graded employees (except employees on Syensqo's Sales Incentive Plan - see below) are eligible to participate in the Syensqo STI program, which is designed to reward employees for the results delivered by individuals, by teams, and by the Group as a whole, thus reinforcing our purpose and working as ONE Team.
The STI Bonus Target is determined as a percentage of annual base salary for positions graded at S15 and above and has been set by region and grade. For grades S23 and above, the @Target percentage of annual base salary is set globally and is the same in all countries.
Read more here - STI Plan 2025
STI Targets for eligible participants as a percent of Annual base salary:
The payout of Syensqo STI plan is based on the achievement of predetermined annual Group and Entity specific goals as well as individual objectives. The weight of these elements varies by the grade of the employee.
Individual performance is rewarded in accordance with the outcomes of the Performance Cycle (performance rating). The payout of STI varies from 0-200% of the @Target percentage based on the achievement of these goals and allocated budget.
Sales Incentive Plan (SIP)
Syensqo is customer obsessed and your role, as part of the Commercial team, is key to bond with our clients, ensuring that we create long-term shared value and top line growth. To support and reward those efforts, the leadership and the significant contributions, a new Syensqo Global Sales Incentive Plan (SIP) has been recently implemented for the professional development and personal motivation of Syensqo's Commercial teams.
Recommended reading documents:
The plan applies solely to all Customer facing sales/account owners and sales-force/sales managers below leadership team level who spend more than 50% of their time in customer-facing sales responsibilities. For example, positions like Key Account Managers, Account Managers, Inside Sales, Distribution Managers, and Sales Managers. Exceptions to this require Executive Leadership Team approval.
Your SIP plan payout is 100% based on your individual contribution to the Group.
Payout for each of those elements can range from 0% to 200% of the @Target percentage. Bonus Targets are defined by region and grade as shown in the table below, which is determined as a percentage of your Annual Base Salary:
The KPIs of the SIP are selected by the GBU’s from a menu, approved by the ExCo.
The purpose of the Long Term Incentive plans is to align compensation, decisions and interests of our senior leaders with Syensqo's long term strategy and the company’s sustained performance. Currently, these plans are applicable to grades S23 and above.
Recognition programs are periodical or ad-hoc (as needed, "spot") award programs that can be monetary or non-monetary programs to formally recognize an achievement, a performance, a behavior or celebrate the success of a particular initiative, project or individual contribution.
There is a wide spectrum of recognition programs in Syensqo that are usually GBU or country specific, with the exception of the Syensqo Special Recognition Award program, which is consistent around the globe in multiple GBUs/Functions.
The Syensqo Special Recognition Award program is designed to provide a cash vehicle for recognizing individual employees or small teams for outstanding achievement that clearly demonstrates elements of Syensqo Management and People Models.
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Support Material | |
User Guides & Manuals |
Syensqo Rewards is a set of principles and practices we apply to ensure the Group is able to attract, develop, retain and motivate its talents. Syensqo Rewards is aligned with the Group's structure, organizational needs, priorities and market in different countries and it's based on the common practices in the industry.
These are the key principles and elements that we refer to as "rewards":
The mix of these 3 elements will change and evolve over time following both career advancements and market developments. We are committed to keep it up to date and relevant to employees and their needs!
As a general principle, the higher a job level, the more complex and results driven the rewards package will become, with more emphasis on variable pay and long term commitments.
The Syensqo Rewards framework is built to support the Group’s long term business strategy and is based on and supported by 8 guiding principles:
The guiding principles of Syensqo Rewards are a set of key considerations applied when any compensation and benefits related decision is taken by managers and leaders as well at all times when any existing or new program or process is being created, reviewed or improved.
The consistent application of these principles enables Syensqo to reward employees for their contribution to the achievement of the Group's mission, goals and objectives in a way that is compatible with the company culture, thus helping to build employee engagement.
The employee's personal rewards package
Each employee's personal rewards package is built considering the level of accountability, complexity, know-how and scope of his/her role in the organization.
A) Rewards for locally graded positions
When the role of an employee is mainly focused on the achievement of local results, either on a site or at the team level, the role is locally graded and is rewarded considering local practices, bargaining agreements and other legal requirements.
B) Rewards for globally graded positions
When the scope of the role expands to multiple sites or has a more direct impact on the GBU or Function, then the job is graded according to the Syensqo global grading structure and the rewards package is aligned to the performance of the GBU/Function or the entire Group. Global reward programs then become a dominant part of the rewards package, while remaining competitive on the local market and compliant with legal requirements of the country.
For more information on Variable Compensation - click here.
For more information of Syensqo's Benefits Plans & Programs - click here.
Base Salary
The base salary depends on many factors including but not limited to the size, scope and impact of the employee's position (organizational design elements), the market value of the role (local market pay practices), and the employee individual performance and contribution while in that role.
To make sure that the salary remains attractive and competitive it is compared to the latest market studies results and reviewed regularly (at least once a year as part of the performance evaluation process).
Compa-Ratio
In order to ensure the competitiveness of the rewards package on the market, the compa-ratio value is used.
Compa-ratio is a ratio between the salary of the Employee and the midpoint of salary pay range of the specific grade expressed as a percent.
While our overall rewards positioning to market is set to be at market median, the compa-ratio for each employee can vary within compa-ratio zones.
As a reflection of the diversity of our talents, their background, and contribution, we expect pay of our employees to be evenly distributed across the entire pay range and in exceptional instances (like unique skills, talent scarcity or regional pay differences) it can even be above or below the pay structure minimum or maximum.
Allowances:
- Allowances are defined as any regular cash income in addition to the base salary for a specific matter related to the employment that is not linked to individual or company performance.
- Allowances may be required or encouraged by labor or tax laws, bargaining agreements or local market customs such as, for example: meal vouchers, night shift allowance, overtime pay, commuter allowance, housing allowance, holidays allowance, educational allowance and similar.
- To learn more about local specific allowances, please contact the local HR representative.
Perquisites:
- Perquisites are non-cash benefits and privileges, which an employee receives from the employer during the course of employment.
- Perquisites are always country/site specific and, similar to allowances, they can be required or encouraged by local laws or market practices. They can vary greatly from country to country and from one role/job/location to another.
- Some examples of perquisites are: mobile phones, home office equipment or installation, gifts due to jubilee, flexible work-time arrangements, company paid cafeteria or drinks (e.g. free coffee/tea), personal or shared/pool vehicles (cars, bicycles, electric scooters, etc), club or interest group memberships or on-site fitness facilities and similar.
- To learn more about country specific rules and programs, please contact the local HR representative.
Annual salary review is part of the Compensation campaign (usually in March/April of each year) salaries are being reviewed by the Line managers for alignment with pay for performance, internal pay fairness and external market competitiveness.
During Compensation Campaign Line managers recommend salary increases for direct reports within allocated Total Merit Budget, review calculation of variable compensation as in STI or SIP on the basis of Group and Employee results and communicate Compensation Statement to the direct reports.
What is the Process?
The process for carrying out the annual salary review includes using the EasyComp tool.
EasyComp is part of the SuccessFactors system that is available to all Line Managers, Business and Site HRs.
Please follow the links below or the Useful links from the right hand of this page:
Compensation discussion is one of the most important discussions between line manager and employee, so it’s pivotal to have it transparent, meaningful and encouraging, with a clear reference on employees contribution for previous year, which reflects in his/her salary increase and bonus payout.
USEFUL TIPS:
- Plan sufficient time for the conversation to ensure that employees have the opportunity to ask any questions/express any concerns they may have.
- Be aware of how the STI or SIP was calculated and how it relates to the person’s, entity’s and Group’s performance and explain how it is linked to the payout percentage. Be specific about the contribution the employee made during the year.
- Be prepared to explain the reasons behind the salary review process and general principles that apply to all Reward programs in Syensqo (that can be performance related and/or not related to performance such as internal/external equity). Explain how the decision was made so that the employee understands you’re being fair. Feel free to use the Manager's Guide - Compensation Campaign 2026
- If a salary increase is applicable, make sure to communicate not only the percentage, but also the amount in the employee’s local currency.
- Don’t worry if you don’t have all the answers on the spot; make notes and make sure to follow up after discussing with your manager and/or HR.
