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People Development & Human Rights

Our world-class crop and seed solutions have their beginnings in our people. We believe in considering everything we do through the lens of how it will affect them, and our organisational culture – always prioritising wellness, learning, fairness, and inclusivity.

Employee Engagement

People have always been central in our operating ethos. They form one of the pillars that hold up UPL’s strategic intent.

To develop our teams’ potential, and inspire them to lead with their best efforts, we actively drive employee engagement. From the day we onboard a new candidate, and across their tenure and growth trajectory at UPL. Engagement initiatives help align our employees’ individual activities with UPL’s own growth path. We drive employee engagement through a 3-pronged approach
Employee Engagement

Inductions and Orientation

Formally integrating new employees into the organization ensures that a new employee feels welcome and comfortable in their new environment. It equips them with a starter kit of skills, knowledge, and resources to begin their working relationship with the company on a positive, productive note.
Inductions and Orientation 1
Inductions and Orientation 2
Virtual Onboarding
The second quarter of 2020 sees us adapting at breakneck speed to a post-pandemic world. ‘Work from Home’ seems here to stay and onboarding new employees, like nearly all other functions, has gone entirely virtual. In this context, HR has worked hard to ‘humanize’ the virtual onboarding experience.

Human Capital Development

We have incubated a culture of continuous learning. In it, we encourage personal and professional growth across our global offices and the wide range of diverse functions. The ultimate objective is to complement UPL’s business mission by unleashing the full potential of our people.
‘Percipio’ is our e-learning platform and purpose-designed to:
  • Develop a culture of learning within UPL
  • Encourage people to be active learners, able to decide their development needs and seek out the specific inputs they need
  • Offer a wide range of learning resources via a globally recognised service provider
  • Offer dynamic custom content that is easy to access and complete, e.g. modules in Accounting, Cross Cultural Management, SCM, working remotely, problem-solving, Customer-First Leadership, etc.
  • Deliver certificate badges upon completion of modules which can be shared socially, for example on LinkedIn.
Safety Leadership Training
‘Alive & Well at the End of the Day’- this specially designed leadership programme explains how to efficiently enhance safety performance in their respective areas.
Process Safety Management
PSM is the key to safe chemical manufacturing operations and preventing accidents/disasters in chemical industries. The programme aimed at carrying out the PSM gap assessment across UPL’s technical sites. A 25-strong team of cross functional experts on Process Safety Management sets about educating employees across UPL on global best practices.

Total Quality Management

Our Journey started in FY18-19. Employees of all cadres were trained in or sensitised about Kaizen and Poka-Yoke. Capability building programs by external consultants helped in successful roll out and enhanced the level of understanding on TQM topics.
1. In FY19-20, Policy Management, Cross Functional Management and Quality Control Circle (QCC) movements were rolled out and our QCC teams have achieved accolades. At Chapter convention on Quality Concepts (CCQC), organized by QCFI, our teams won 12 Gold Awards and at National level, 2 Par Excellence awards.
2. To promote TQM and to recognize efforts made by our employees, United TQM Champions League (UTCL) was launched in Oct’19. In UTCL, individuals or teams who have contributed significantly in TQM implementation, are recognized, and rewarded suitably.
3. As a step towards validating the effectiveness of these efforts, UPL is aiming to challenge the Deming Prize, the most coveted award in the field of TQM. It is conferred on corporates who have achieved tangible improvement through the institutionalisation of TQM practices.
Overall HCD performance indicators
Reward & Recognition
We believe that Reward and Recognition (R&R) practices must continually evolve to support team efforts and keep up with organisational change. At UPL, our R&R efforts are directed at improving in-role and extra-role performances, thereby enhancing our engagement level with our employees. We have instituted 2 tiers of rewards: Global and Manufacturing.
Global Awards
OpenAg Awards - these recognize and reward initiatives that demonstrate OpenAg values optimally, demonstrating UPL Values in action
Global Sales Excellence Award - these celebrate our top sales and marketing performances. Individuals who directly drive extraordinary business growth
ProNutivaGold Awards - these celebrate new ideas and innovative, environmentally friendly thinking.
Manufacturing Awards
P.R.A.I.S.E. – Program for Rewards & recognition of All individuals and teams toward Sustainable Engagement.
The 5 pillars of PRAISE are Productivity, Quality, Cost, Delivery, S.H.E. and Morale (PQCDSM) form the base of our awards system. Within it, members of Leadership Team and HODs regularly assess and recognize individuals at department level or unit level based on their achievements.
Spot Awards – for extra vigilance and dedication Team awards for appreciating the ‘team with one focus’ and showcasing performances in terms of Kaizen / Poke-Yoke / Zero Customer Complaints / Zero Safety Incidents, and QC circle awards are some of our areas in R&R.


“UPL and its subsidiaries have made every attempt to ensure accuracy of the information provided on this website. However, this is a global webpage with access to different geographies for wider reach and greater awareness of UPL. In the course of doing the same, UPL has used Google translator plugin to convert the language of this website from English to select regional languages.

UPL therefore, does not accept any responsibility or liability on the nature, standard or the accuracy of the translation and cannot take responsibility for any type of inaccurate contextual meaning in the event of a mismatch from English to a regional language.”