Home' Nufarm Sustainabilty Report : Nufarm Sustainabilty Report 2014 Contents OUR PEOPLE
Nufarm’s manufacturing and marketing operations are based in Australia, New Zealand, Asia,
Europe and the Americas. We therefore employ many people, all of whom make a vital contribution
to the company’s reputation for quality products, innovation and best practice marketing and
Purdue University covering market
analysis, segmentation, planning
and prioritisation of resources.
And our Latin American teams are
using a number of specific modules
such as Sinergia (sales, marketing
and R&D), which are supported
through individual and team coaching.
The diverse approaches and programs
used around the globe recognise
that the needs of different regions
vary according to the requirements
of that business.
Innovation is one of Nufarm’s key
areas of strategic capability. The
Nufarm Thinking Differently initiative
introduces people around the globe to
a range of creative thinking processes
which bring discipline to the innovative
process and help us prioritise and
implement innovative ideas.
Every two years, Nufarm administers
a global survey of employees across
the business. The most recent survey
was conducted in September 2012.
The results indicated strong
engagement and a higher level
of job satisfaction than in a similar
survey undertaken two years earlier.
In response to the survey outcomes,
a number of initiatives were
implemented in 2013 to take better
advantage of the organisation’s
diverse global knowledge.
For example, in Europe dedicated
crop teams were established to
direct product portfolios for specific
major market segments and take
accountability for new product launch
processes, including creating and
communicating product launch
At Nufarm, our approach to people
management is focused on attracting
and protecting our most important
assets – people – and building our
reputation as a global employer.
We coordinate strategic human
resources and organisational
development at a global level, but
day-to-day operations are managed
at the regional level. This means that
people report through to the human
resources heads of the respective
regional businesses allowing
the function to stay in touch
with the needs of the business.
In 2013 we had 2,950 permanent
employees. We also engage employees
on a casual or temporary basis
mainly in the manufacturing areas.
Focus on diversity
As a global company, Nufarm recruits
people from around the world. We
believe that our employees from
many different cultures, linguistic
and national backgrounds provide
us with valuable knowledge for
understanding and operating profitably
in complex international markets.
In 2013, we continued to build a
deeper understanding of our diversity
profile in order to ensure our employee
value proposition appeals to a diverse
range of candidates, including gender,
culture and experience, to attract them
to our industry and company while
maintaining inclusion for all employees.
A sustainable competitive advantage
requires that we continue to maintain
and improve our capability across
During 2013, development of
leadership capability has been a
key priority. Tailored programs and
activities were implemented across
different parts of the organisation.
For example, the NuLead education
program was launched in the ANZ
region. The course consists of a
number of learning modules to
support the ongoing development
of our leaders at all business levels.
Our learning strategy in Asia is
focused on increasing capability,
such as making Nufarm Indonesia
a learning organisation through
training and a mentoring and
North America’s Nufarm University
provides ongoing training in the
technology platforms which support
day-to-day operations in the business.
The Nuseed leadership group
participated in an intensive Marketing
Excellence program delivered by
Figure 11: Nufarm employee
representation – geography
Nufarm is a global company with
operations based around the world
and this is reflected in the geographic
location of our employees.
20 | NUFARM SUSTAINABILITY REPORT 2014
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