Bala V Sathyanarayanan: Creating Impactful Change in Modern Packaging Solutions

Driving Packaging Innovation!

The industrial packaging sector holds an essential place in modern manufacturing and supply chains, ensuring the safe storage, transportation, and delivery of goods across the globe. This sector’s importance lies in its role as a protector and enhancer of product integrity, minimizing waste and maximizing efficiency. As consumer and regulatory demands grow, the industry innovates promptly, integrating sustainable practices such as circular packaging solutions, energy-efficient designs, and advanced recycling technologies. These advancements address environmental concerns and open new avenues for operational efficiency and value creation. The industrial packaging industry is shaping a future that combines functionality with ecological responsibility, meeting the challenges of a changing world head-on.

Bala V Sathyanarayanan, Executive Vice President and Chief Human Resources Officer demonstrates visionary leadership in aligning human capital strategies with industrial packaging excellence and sustainability objectives. His leadership reflects a people-centered approach, cultivating an inclusive workplace culture and empowering employees to drive innovation. Bala inspires collaborative efforts and a sense of shared purpose among colleagues through his ability to address intricate workforce challenges. His leadership focuses on adaptability, engagement, and talent cultivation, ensuring the workforce remains agile and prepared to meet industry demands.

Greif, a global leader in industrial packaging solutions, is at the core of these transformative efforts. Committed to sustainability and operational excellence, Greif uses its Build to Last strategy to deliver innovative packaging solutions that protect the environment while meeting customer needs. The company’s initiatives focus on creating thriving communities, enhancing customer service, and reducing environmental impact through circular economy practices. With a strong foundation in ecological stewardship and a commitment to diversity, equity, and inclusion, Greif continues to drive meaningful change within the industrial packaging sector while reinforcing its reputation as a trusted partner and industry leader.

Let’s explore Bala’s visionary leadership in the packaging sector:

Commitment to Sustainability and Efficiency

Bala, as the Executive Vice President and Chief Human Resources Officer (CHRO) at Greif, aligns the company’s people strategy with its mission of industrial packaging excellence and environmental sustainability through several key initiatives:

1. People-First Approach: Greif focuses on a people-first, customer-driven approach that creates safe, welcoming, and award-winning work environments. This approach is integral to protecting the future with circular packaging and recycling solutions, which aligns with its environmental sustainability goals.
2. Build to Last Strategy: Greif’s Build to Last Strategy includes four missions that guide its operations:

• Creating Thriving Communities: This mission focuses on creating a sense of community and belonging, making Greif one of the safest, most engaging, and inclusive workplaces.
• Delivering Legendary Customer Service: Building on its history of superior customer service, this mission aims to make Greif the best-performing customer service company in the world.
• Protecting Our Future: This mission involves embracing a low-carbon future and innovating products and solutions that support a circular economy, thereby reducing environmental impact.
• Ensuring Financial Strength: Maintaining a solid financial foundation to invest and grow sustainably.

3. Sustainability and Efficiency: Bala supports Greif’s commitment to sustainability by improving energy efficiency, minimizing raw material usage, and embracing renewable energy. These efforts are part of Greif’s broader goal to drive positive change through packaging solutions and minimize environmental impacts.
4. Diversity, Equity, and Inclusion (DE&I): Greif nurtures an inclusive culture to ensure a world-class, diverse, and engaged workforce. This is achieved through its DE&I framework, which includes listening to colleagues, engaging with shared goals, proactively identifying opportunities for improvement, and developing growth opportunities for all colleagues.
5. Recognition and Engagement: Greif has been recognized as a top workplace, underscoring its efforts to create a positive and inclusive workplace. This recognition helps attract top talent and aligns with its mission of industrial packaging excellence.

By integrating these strategies, Bala ensures that Greif’s people strategy is closely aligned with its mission of industrial packaging excellence and environmental sustainability.

Enhancing Employee Engagement and Retention

Greif has undertaken several initiatives to enhance employee engagement and retention in today’s work environment. Here are some key initiatives:

1. Employee Engagement Programs: Greif has implemented various programs to create a culture of engagement and continuous improvement. The company conducts an annual Gallup Q12 Employee Engagement Survey, which received a 94% response rate in 2023. The results showed continued improvement in engagement, placing Greif at the 85th percentile in the Manufacturing sector. Local leaders use the survey results to create action plans, with over 1,165 action plans submitted in 2023 to address concerns and drive engagement.
2. Colleague Resource Groups (CRGs): Greif has established several CRGs to support diversity, equity, and inclusion. These groups provide personal and career development support, share experiences, and contribute to a diverse and supportive workplace culture. In 2023, Greif expanded its CRGs to include VETS, reaching seven groups with over 1,200 members.
3. Talent Development and Training: Greif University offers a wide range of learning modules and courses, with over 6,000 colleagues accessing more than 20,000 learning modules. The Lead to Last Program, part of the Global Leadership Development Framework, provides leadership training in multiple languages and has seen participation from 686 colleagues since its inception.
4. Performance Development Reviews: Greif maintains ongoing performance dialogue with colleagues through the Performance Development Review process. In 2023, 98% of eligible professional, clerical, and administrative colleagues completed performance reviews, representing the highest completion rate to date.
5. Recognition Programs: Greif’s Champions program recognizes colleagues who embody The Greif Way. Selected Champions are recognized for their contributions and receive a customized panel on the Champions Wall at Greif’s corporate headquarters and a donation to their chosen non-profit organization.
6. Health and Safety Initiatives: The Commitment-Based Safety/Quality (CBS/Q) program and the Life-Changing Injury and Fatality Elimination (LIFE) program are key instruments for monitoring, tracking, and preventing workplace incidents. Greif also holds an annual Safety Week to reinforce safety fundamentals and best practices.
7. Diversity, Equity, and Inclusion (DE&I): Greif achieved global gender pay parity in 2023 and continues to focus on increasing female representation in management positions. The DE&I Steering Committee coordinates efforts across all sites, and the company has made progress toward its diversity goals.

These initiatives collectively create a supportive and engaging work environment, enhancing employee satisfaction and retention at Greif.

Effective Change Management Strategies

Bala faces several challenges in managing a global workforce. These challenges include:

1. Cultural Diversity: Managing a diverse workforce across countries involves understanding and respecting various cultural norms and practices. This is essential for creating an inclusive workplace. Bala addresses this by focusing on diversity, equity, and inclusion (DE&I) initiatives, such as Greif’s Diversity & Inclusion Framework, known as LEAD (Listen, Engage, Act, and Develop), which aims to create an inclusive culture where all colleagues feel welcomed and engaged.
2. Change Management: Leading through change is essential, especially in a global organization. This involves addressing resistance, cultivating adaptability, and ensuring employees feel valued and connected. Bala supports change management by focusing on communication and engagement, ensuring that employees are well-informed and involved in the transformation processes.
3. Compliance and Labor Relations: Ensuring compliance with local labor laws and regulations across multiple regions can be intricate. This includes managing labor relations and maintaining consistent HR practices globally. Bala ensures compliance by maintaining up-to-date knowledge of regulatory requirements and implementing policies that align with local laws while supporting global standards.
4. Communication Barriers: Effective communication across different time zones, languages, and cultural contexts can be challenging. Ensuring all employees receive and understand key messages is vital for alignment and engagement. Bala uses digital technologies, such as HR tech platforms and analytics, to enhance communication and improve decision-making and operational efficiency.
5. Talent Development: Cultivating a pipeline of talented individuals through early career programs and continuous learning and development initiatives is essential for building a skilled and adaptable workforce. Bala has implemented programs like the Global Early Career Program to attract, develop, and retain the next generation of talent, ensuring that leadership development initiatives are adequate across different generations and cultural backgrounds.
6. Global Collaboration: Utilizing the strengths of a diverse and international team can lead to innovative solutions and improved business outcomes. Bala encourages collaboration and knowledge sharing across regions to enhance overall performance, promoting a unified direction under the “One World, One Greif, One Team”

By addressing these challenges and leveraging opportunities, Bala effectively leads global HR and communications at Greif, contributing to the company’s success and creating a cohesive and engaged workforce.

Enhancing Engagement and Inclusion

Greif has integrated diversity, equity, and inclusion (DE&I) into the corporate culture through a comprehensive framework known as LEAD, which stands for Listen, Engage, Act, and Develop. This framework is designed to create a culture of inclusion that supports a diverse and engaged workforce reflective of global communities. Here are some key elements and outcomes of Greif’s DE&I initiatives:

1. Listen: Greif conducts CEO/CHRO engagement sessions to listen and learn from colleagues, mainly focusing on the experiences of underrepresented groups. This feedback informs immediate actions and long-term strategies.
2. Engage: The company has established Colleague Resource Groups (CRGs) to provide support and create spaces for colleagues to bring their whole selves to work. These groups focus on shared characteristics such as gender, ethnicity, and interests and contribute to personal and career development.
3. Act: Greif takes actionable steps to positively impact the organization and its communities. This includes developing a strong Colleague Value Proposition, implementing effective sourcing strategies to attract diverse talent, and ensuring pay equity through global grading practices.
4. Develop: The company emphasizes the development of all colleagues, with a particular focus on inclusive leadership. Greif University offers an Inclusive Leadership Learning Program to prepare managers globally to address biases and create an inclusive environment.

Outcomes of these initiatives include:

• Enhanced engagement and inclusion, as data shows a strong relationship between feeling included and being engaged.
• The establishment of CRGs, such as the Greif Women’s Network and a group focused on Black colleagues, have promoted diversity and inclusion.
• Regular governance and coordination through the DE&I Steering Committee and Management Committee ensure consistency and synergy across all DE&I activities.

Greif’s commitment to DE&I is reflected in its strategic priorities and core values. It aims to create a workplace where all colleagues feel welcomed, respected, and valued.

Initiatives for Continuous Learning and Development

Bala has outlined several initiatives to support continuous learning and development among employees. These initiatives include:

• Embedding Inclusion and Belonging: Greif aims to integrate inclusion and belonging into its culture, enhancing colleague engagement to world-class levels.
• Annual HR Skills Learning and Onboarding Modules: The company develops and implements annual learning modules to support continuous development for colleagues.
• Career Development and Internal Growth Opportunities: Greif enhances career development through internal career awareness, career pathing, and continuous learning.
• Elevating Digital IQ: The focus is on improving the digital skills of all colleagues to enhance customer interaction and productivity.
• Leadership Development: Greif continues to grow and broaden regional models and leadership development programs to enable leaders to deliver and lead globally.
• Succession Planning: The company manages and implements succession planning for key roles and champions leadership development.
• Greif Competency Framework: This framework guides the development of behaviors and skills within specific competency areas through various methods, including formal training, on-the-job development, job simulations, observation, feedback, informal coaching, and reading.
• Greif University: Learning resources at Greif University support employees’ continuous learning and development.

These initiatives collectively support a culture of continuous learning and development, ensuring that employees have the skills and opportunities needed for personal and professional growth.

Enhancing Service Delivery and Digital IQ

The HR function at Greif supports and promotes sustainable practices in several ways:

1. Embedding Inclusion and Belonging: HR aims to integrate inclusion and belonging into the Greif culture, a key aspect of sustainability. This effort is measured by achieving top-quartile Colleague Engagement scores.
2. Continuous Learning and Development: HR develops and implements annual skills learning and onboarding modules to support continuous colleague development. This includes enhancing career development and internal growth opportunities through career awareness, career pathing, and constant learning.
3. Service Delivery Model: HR enhances the service delivery model to improve the Colleague Value Proposition (CVP) for production colleagues, contributing to a sustainable and engaged workforce.
4. Digital IQ and Productivity: Another focus area is elevating the digital IQ of all colleagues to improve customer interaction and colleague productivity. This helps create a more efficient and sustainable work environment.
5. Communication and Change Management: HR focuses on communication and change management to support the organization through transformation efforts and ensure that sustainable practices are integrated into the company’s operations.
6. Succession Planning and Leadership Development: Managing and implementing succession planning for key roles and championing the L2L (Lead to Last) leadership program ensures future readiness and sustainability in leadership.
7. Compliance and Standards: Maintaining compliance with all regulatory and legislative implications protects company operations and standards, which is crucial for sustainable business practices.
8. Modernization of HR Systems: Planning for the global modernization of HR systems supports sustainable practices and workforce management. This includes identifying and piloting HR Innovation Site implementations to build a roadmap for future integration.

These initiatives collectively contribute to Greif’s commitment to sustainability by creating an inclusive, engaged, and continuously developing workforce while ensuring compliance and using technology efficiently.

Promoting a Global and Inclusive Perspective

He prepares the company’s talent to stay agile and future-ready through several strategic initiatives:

1. Digital Technologies and Data Fluency: Bala highlights the importance of embracing digitalization and developing data fluency. This includes using HR tech platforms and analytics to improve decision-making and operational efficiency. Advancements in AI and automation are used to generate cost savings, improve user experience, and increase data integrity.
2. Systems Integration: He fully utilizes systems and tools such as Workday, recruitment platforms, and Greif University to enhance HR efficiency through systems integration and automation.
3. Agile Workforce Planning: Bala supports agile workforce planning to adapt to and manage hybrid work models, balancing flexibility with maintaining organizational culture and collaboration.
4. Change Management: HR professionals under Bala’s leadership are proficient in managing culture transformation and deployment. They act as change champions and innovators to help the organization through changes brought about by business transformation, geopolitical tension, and technological advancements.
5. Global and Inclusive Perspective: Bala ensures that HR has a global understanding and supports inclusion and diversity initiatives. This involves establishing global skills and supporting leaders in skill-building to provide a diverse and inclusive workplace.
6. Focus on Employee Experience: Bala is committed to redefining the best employee experience. This includes improving employee satisfaction and engagement through various initiatives and using technology to enhance the efficiency and effectiveness of HR services.
7. Early Career Programs: Greif recognizes the value of cultivating pipelines of talented individuals at the beginning of their careers. Early Career programs are a strategic investment to build a talented workforce, support a culture of learning and development, and maintain a competitive edge in the market. These programs help shape individuals to fit the company’s culture, values, and skill requirements, potentially reducing recruitment costs and improving retention rates.

By integrating these strategies, Bala helps create a responsive, efficient, and inclusive HR environment that supports Greif’s strategic priorities and long-term success.

Promoting Open Communication and Surveys

Bala offers several pieces of advice for HR professionals aiming to lead with purpose and impact in today’s corporate environment:

• Embrace Change Management: As highlighted in the Global HR Town Hall, he stresses embracing change. This is crucial for creating an inclusive workplace and adapting to the corporate environment.
• Focus on Employee Experience: Bala is committed to redefining the best employee experience. This includes improving employee satisfaction and engagement through various initiatives and using technology to enhance the efficiency and effectiveness of HR services.
• Promote Engagement and Communication: Regular engagement surveys, like the annual Colleague Engagement Survey conducted in partnership with Gallup, help understand and improve colleague engagement. This promotes a culture of open communication and continuous improvement.
• Utilize Advanced HR Technologies: Investing in advanced HR technologies and digital communication tools is essential to streamlining processes and enhancing employee engagement. This includes using chatbots and mobile access to HR systems, which allow colleagues to interact with HR without requiring extensive HR resources.
• Support Remote and Hybrid Work Models: Another key focus is the shift towards more flexible work arrangements. Developing policies and infrastructure to support remote and hybrid work ensures that employees remain productive and connected regardless of location.
• Talent Management and Development: Continuous learning and development are necessary to keep up with the job market. Bala highlights the need for strategic HR leadership to shape the organization’s future by promoting a positive workplace culture and aligning HR initiatives with the company’s strategic goals.

By following these guidelines, HR professionals can lead with purpose and make an impact in their organizations.