Sustainable innovation cannot happen in isolation. It only emerges when different groups of people can connect and disparate ways of thinking and collaboration are allowed to flourish. If people are provided with a working environment in which they feel trusted, then real impact can begin.
At dsm-firmenich, we view the need to engage our workforce as more than a corporate imperative; we see it as a pivotal driver of progress. It is not enough to say that “inclusion and belonging are at the heart of our culture.” That fact has to be tested and retested each year, with feedback sought from employees.
Our latest Employee Engagement Survey reflects this effort an inclusion score of 71%, up four points from last year, and an engagement score of 80%. While these numbers are encouraging, the real change is visible in daily interactions: meetings enriched by diverse perspectives, candid, constructive mentorship conversations, and creative problem-solving that spans geographies. These achievements are the product of intentional programs and everyday practices that embed engagement into the way we work. From inclusive team discussions to structured feedback loops, we worked hard to cultivate an environment where employees feel empowered to contribute, challenge ideas and take ownership of their own outcomes. It is in this combination of culture, connection, and accountability that engagement becomes more than a metric: it becomes a force for sustained innovation and shared success.
WorkTogether: where flexibility meets belonging
At dsm-firmenich, we embrace flexibility. We know that the way people work fuels both their impact and their well-being. Throughout 2025, we worked on a range of engagements to help our employees get the most from flexible work, including WorkTogether. Post-pandemic, there was a big shift to hybrid working. Making that work across a business of our size, however, takes a deliberate effort. In 2025, our WorkTogether program sought to codify our global approach to hybrid working. The shared expectation of being on-site around 60% of the time (and being flexible the rest) strikes a respectful balance between the drive for collaboration and individual needs. After all, being present matters. Hallway conversations, impromptu brainstorming, and mentoring sessions accelerate learning, strengthen trust, and spark innovation. We structured WorkTogether to make these interactions intentional, and the result is a balance of connection and autonomy that supports both culture and performance.
From awareness to genuine allyship
Launched during Pride Month by our Be You Employee Resource Group, the Global Allyship program seeks to turn awareness into action. Developed with our employee resource groups, it equips all of us to identify bias, advocate for equity, and actively support colleagues from underrepresented groups. Learning modules, storytelling, and practical tools help us translate intent into behavior and strengthen trust across teams. From peer mentorship programs to inclusion-focused innovation workshops, allyship is taking root in our day-to-day work. It shows that culture transformation is not only top-down: it grows from our collective choices and actions.
Key achievements
In 2025, we achieved an Inclusion score of 71% and an Engagement score of 80%. We also had over 100 participants in our Women Acceleration Program, and elevated 630 Mental Health Champions company-wide.