The SYNGENTA GROUP is one of the world’s leading agricultural companies. Operating in over 100 countries, Syngenta develops innovative solutions for sustainable agriculture to help farmers use limited resources more efficiently. We talked to Laurent Giezendanner, Head of Corporate Security and Legal Transformation at Syngenta Group.
How do you distinguish between an Incident and a crisis?
For us, the difference mainly lies in the scale and complexity of the event. An incident is locally contained and can be managed independently by the site – for example, a dispute between employees or a break-in.
A crisis, on the other hand, affects multiple levels, such as a fire with major consequences or external threats like militias endangering the safety of entire regions. As soon as an event goes beyond the site or has nationwide implications, we consider it a crisis.
The challenge is that employees often tend to classify situations as “incidents” because they believe they can control them with existing processes. We want to encourage them to recognize early when a situation has the potential to escalate into a crisis.
Are there linguistic differences in the definition?
Yes, cultural differences play a role. Some refer to “events,” “problems,” or “situations.” We allow local teams the freedom to choose their terms but pay close attention to how these terms are used. What matters is that we develop a shared understanding.
How does your approach change for crisis affecting multiple sites?
Crisis management is a people-centered activity. At Syngenta, with over 700 sites worldwide, it’s crucial that our processes are simple and adaptable. A complex 2,000-page manual wouldn’t be practical. Instead, we rely on a unified, easy-to-understand model that is culturally flexible.
What does this model look like in practice?
We use the RACER model – five simple steps that are easy to remember and apply:
- Report
- Assess
- Convene (assemble the team)
- Execute (implement measures)
- Resolve (bring about a solution)
This structure helps us deliver clear messages in training and webinars. It’s important that the content is relevant to the specific site. A cyberattack is less relevant for a seed production centre in India than extreme weather events. We tailor our communication accordingly.
How do you approach crisis prevention?
Prevention is a dialogue. We avoid rigid scenarios and instead focus on triggers – measurable events that indicate whether a situation is escalating or de-escalating. These triggers help us develop realistic plans that are locally accepted and understood.
One example: Before Russian troops invaded Ukraine, we had defined triggers that helped us take timely action, such as evacuating employees from Kyiv and Zaporizhzhia. This preparation was crucial.
How do you train your employees to handle crisis?
We rely on risk-based, targeted training. With 60,000 employees worldwide, we focus on hotspots, around 20 regions that we monitor closely. There, we actively raise risk awareness.
Our training includes classic tabletop exercises where realistic scenarios are played out. In the future, we want to digitize and scale these exercises – for example, using AI-powered tools that allow teams to test themselves autonomously, especially for the first 60 minutes of a crisis.
How often do these exercises take place?
We work with Enterprise Risk Management to identify the biggest risks. The scenarios are developed together with the relevant departments to ensure realism. The exercises take place regularly – virtually or on-site – and will soon be supplemented by intelligent tools.
How do you see the future of crisis management?
The nature of crises has changed significantly. Geopolitical tensions, extreme weather events, and cyber threats are on the rise. The digitalization of agriculture brings many benefits but also new risks. Our task is to remain flexible, recognize relevant scenarios, and prepare our teams as best as possible.
Download our dedicated paper about Building a Responsive and Effective Crisis Management Program.