Part of the MHFA Workplace Mental Health Conversation Series

Below are excerpts from our recent webinar with Syngenta | India, part of the MHFA India conversation series titled "Mental Health at the Workplace – Leaders Shaping the Future of Wellbeing."

This is not a full transcript but a carefully curated summary of the key points and insights shared during our recent webinar with Syngenta India. This session offers a powerful glimpse into how a high-performance, research-driven organization is weaving mental health into its DNA, starting from leadership and cascading through systems and everyday culture.

Editorial Perspective

In the world of scientific R&D, precision is everything. But at Syngenta Bio-science Private Limited, there’s growing awareness that innovation also depends on something less visible: psychological well-being. Scientists, researchers, and technical teams work under immense pressure to deliver results—but without emotional safety, even the best ideas falter.

India's mental health landscape is rapidly shifting, especially in formal, high-pressure work environments. According to the McKinsey Health Institute (2023), 80% of Indian employees have experienced mental health symptoms in the past year—yet fewer than 25% received workplace support. Syngenta’s story is about moving beyond awareness to sustained action.

Erinda:

You've been in the industry for over 30 years. When did mental health first appear on your radar?

Dr. Bhanu:

To be honest, it was only when I joined Syngenta. In my previous organizations, mental health wasn't even discussed. But Syngenta took a structured approach to people management—starting with deep training on human behavior, diversity, and inclusion. That shifted my perspective completely.

Editorial Insight

Mental health has long been sidelined in India’s technical industries. In sectors like pharmaceuticals, engineering, and agri-science, emotional wellness is often seen as secondary. But the reality is stark: researchers and scientists are particularly vulnerable to chronic stress and burnout. A study in The Lancet Regional Health (2023) reported elevated levels of anxiety among STEM professionals, especially in high-demand, hierarchical cultures. Syngenta’s proactive approach challenges that norm.

Erinda:

What makes mental health conversations particularly difficult in scientific settings?

Dr. Bhanu:

Scientific teams are deeply intellectual, and with that comes emotional sensitivity. Language matters. Even a neutral comment like “We need this by tomorrow” can feel harsh. You’re not managing just employees—you’re nurturing a community of thinkers who need respect and psychological safety to perform.

Editorial Insight

In cultures where expertise and autonomy are deeply valued, psychological safety becomes the foundation for innovation. Harvard research by Amy Edmondson shows that teams in high-risk, high-expertise settings (like healthcare or R&D) perform best when psychological safety is strong—people feel safe to speak, experiment, and even fail.

Erinda:

How did Syngenta begin its journey to embed mental health into systems?

Dr. Bhanu:

We started in 2018 with just a few basics, stress workshops and an Employee Assistance Program (EAP). But it grew quickly:

• Global “Health & Resilience” wellness program
• Mental Health First Aid (MHFA) training across locations
• 24/7 access to professional counseling
• Flexible working post-COVID
• Peer networks, meditation sessions, mental health integration in HR
• Parental leave, burnout prevention, and regular employee surveys

Editorial Insight

This evolution aligns with WHO’s 2022 Guidelines on Mental Health at Work, which emphasize integrating mental health across workplace structures not just offering reactive support. It works Syngenta’s employee engagement jumped from 85% (2021–22) to 98% (2024–25) a powerful reflection of how emotional well-being drives performance.

Erinda:

That’s a remarkable leap. What role did leadership play in that transformation?

Dr. Bhanu:

I personally attended the MHFA training, and it was eye-opening. From that point, we built a clear SOP:

• Everyone knew how to access support
• What resources existed
• How to escalate concerns
• How to give feedback safely

Editorial Insight

Leadership modeling is a game-changer. According to Deloitte’s Mental Health Report (2024), workplaces where senior leadership participates in wellness programs report 3x higher employee trust. At Syngenta, that leadership visibility created space for psychological openness across ranks.

Erinda:

With all these initiatives in place, what challenges still remain?

Dr. Bhanu:

Three big areas we’re working on:

1. Two-Way Communication

   We need more structured channels for upward dialogue, not just top-down messaging.

2. Conflict Resolution

   How we handle disagreements affects psychological safety deeply.

3. Understanding Absenteeism

   We must shift from blame to inquiry asking why someone is withdrawing, not just what’s wrong.

Editorial Insight

These issues reflect India’s evolving workplace culture. In a 2023 NIMHANS-IIMB study, researchers found that unresolved workplace conflict and top-down communication were leading drivers of mental distress—even more than workload itself. Syngenta’s awareness and continued action here is key.

Erinda:

How has this journey changed you personally?

Dr. Bhanu:

I’ve become more empathetic, more patient, not just with colleagues but with family. People now come to me for advice and support, not just approvals. I’ve moved from being a manager to a mentor.

“Mental health awareness doesn’t just make you a better leader—it makes you a better human being.”

Erinda:

What message would you share with other Indian leaders?

Dr. Bhanu:

Let me leave you with five things:

1. Organizations Are Living Entities – Your people are your growth.
2. Break the "Indian Immunity" Myth – We are not immune to burnout.
3. Overcome Resistance – Push through the discomfort of change.
4. Measure What Matters – Don’t just track profits. Track well-being.
5. Build Your Employer Brand – People remember how they were treated, not just what they delivered.

Key Takeaways

• Leadership drives culture—training and visible involvement matter
• Scientific environments need tailored, respectful communication strategies
• Two-way feedback systems build trust and psychological safety
• Measurement + commitment = business outcomes that matter
• Mental health transforms people—who then transform organizations

Dr. Bhanu Manjunath Narayan leads Syngenta Bioscience Private Limited's Research and Technology Center, where 200 scientists drive global agricultural innovation. With over 30 years in pharmaceuticals and agrochemicals, he champions the integration of mental health into high-performance scientific environments.

Watch the complete conversation to hear more insights about transforming workplace culture in research-driven organizations, and learn how other leaders can implement similar changes in their own contexts.

Sources:

• McKinsey Health Institute. (2023). Mind Matters: Mental Health in India’s Workforce
• WHO. (2022). Guidelines on Mental Health at Work
• Deloitte India. (2024). Mental Health & Leadership Impact Report
• NIMHANS & IIM Bangalore. (2023). Workplace Mental Health: Drivers and ROI
• Lancet Regional Health Southeast Asia. (2023). Mental Health Among Professionals in STEM