In the course of the independence of the Syntegon Group, a comprehensive cultural change began.
The definition of the core values for the forthcoming company, drawn up by themanagement, was the first step in this cultural process. As a second step, the nature of cooperation and leadership in the company was defined at various hierarchical levels.
Accompanying this process, a grassroots movement called “NewPA” emerged within the network of former trainees and sparked several initiatives that set the course for a cultural change.
Based on previously defined core values, the cultural development with employees kicked off in January 2019. By October of the same year, more than 50 workshops at 15 sites in 10 countries had followed, with the aim of analyzing our working and leadership culture and defining a new orientation based on the target culture.
Today we have a culture that no longer focuses solely on reliable and innovative technology, but also on the people who create these innovations and who share our customers’ passion for process and packaging technology that delivers better quality of life.
Furthermore, we have elaborated five main goals for achieving our ambition of being the undisputed market leader. Together with the internal networks Culture Ambassadors and Change Agents, we have worked on descriptions for these goals, which provide comprehensive orientation for a successful company. One of these five main goals is especially dedicated to our corporate culture – “best place to reach my full potential.” The other objectives are described below.
In 2021 as well as in 2022, we were able to determine in our global employee survey that our work has paid off. The results clearly show that team cohesion and cooperation are seen as our strengths. But we also know that cultural change is a marathon, not a sprint, and we are not at the finish line. Accordingly, our interdisciplinary networks and our managers actively support the teams in cross-business, cross-departmental and cross-location cooperation.
