Performance & Culture Manager

Syensqo is all about chemistry. We’re not just referring to chemical reactions here, but also to the magic that occurs when the brightest minds get to work together. This is where our true strength lies. In you. In your future colleagues and in all your differences. And of course, in your ideas to improve lives while preserving our planet’s beauty for the generations to come.

We are looking for

• The Culture and Performance Manager is responsible for defining the Group's enterprise strategy for culture and performance, ensuring that how we lead, behave and perform enables the delivery of the Group's strategic ambitions.
• The role defines and evolves the Group's desired culture, with fairness and inclusion embedded as fundamental principles in how the organisation operates, how leaders lead, how decisions are made and how people experience the organisation. The role establishes the frameworks, measures and insights required to understand the health of the culture and partners with the HR Leadership Team to identify and address areas where change is required.
• The role also owns the Group's performance strategy, defining what performance means, how performance expectations and standards are established, and how performance is measured, with a clear focus on outcomes delivered and the behaviours demonstrated in achieving them.
• Working primarily through the HR Leadership Team, the role provides enterprise direction, frameworks, insight and expertise, while HR leaders are responsible for activating and embedding these approaches within their respective businesses and functions.

We count on you for:

Enterprise Culture Strategy

• Define, own and continuously evolve the Group's culture strategy, ensuring it supports the organisation's purpose, values, strategy and long-term ambitions.
• Define the desired organisational culture and the leadership and employee behaviours required to bring it to life.
• Ensure fairness and inclusion are integral to the organisation's culture, reflected in how people are led, how decisions are made, how opportunities are created and how people work together.
• Translate the desired culture into clear enterprise principles, expectations and priorities that can be consistently understood and activated across the Group.
• Provide thought leadership and strategic guidance to senior leaders and the HR Leadership Team on culture as a driver of sustainable business performance.

Fairness and Inclusion

• Establish fairness and inclusion as core characteristics of the Group's desired culture and as expectations of leadership and organisational behaviour.
• Define the enterprise principles and expectations that enable people to experience fairness, inclusion, respect and opportunity throughout their relationship with the organisation.
• Ensure culture and people frameworks are designed to identify and reduce unintended barriers or bias and enable equitable access to opportunity.
• Use data, employee insight and external evidence to understand differences in employee experience and outcomes and identify areas requiring attention.
• Partner with the HR Leadership Team and relevant people process owners to translate these insights into actions within businesses and across the employee lifecycle.
• Ensure leaders understand their accountability for creating an inclusive environment and making fair, transparent and evidence-based people decisions.

Culture Measurement and Change

• Establish a robust enterprise framework for measuring culture, combining quantitative and qualitative data to understand cultural health, alignment and progress.
• Define the measures and indicators that demonstrate whether the desired culture, including fairness and inclusion, is being experienced consistently across the organisation.
• Identify cultural strengths, gaps, risks and opportunities at Group and business level and translate these into actionable insights.
• Partner with the HR Leadership Team to support the development of targeted culture plans where change is required, while maintaining clear accountability within businesses for activation.
• Evaluate the impact of cultural interventions and use evidence to continuously evolve the Group's approach.

Embedding Culture Across the Employee Lifecycle

• Define how the desired culture should be embedded across the employee lifecycle, including attraction and recruitment, onboarding, learning, leadership development, performance, talent, succession, recognition and promotion.
• Ensure people processes reinforce the behaviours, leadership expectations and principles of fairness and inclusion that underpin the desired culture.
• Partner with owners of Group people processes to ensure culture is delibe