Performance financière et croissance rentable
Se concentrer sur l'avenir tout en créant de la valeur aujourd'hui.
Points forts
- Greif’s Leadership Council identified eight Must Win Battles to address in 2025 and will lead initiatives related to these focus areas while monitoring financial performance metrics.
- Our Lean Six Sigma Green Belt training program equips our colleagues with advanced skills to drive operational efficiencies, achieve cost savings, and deliver measurable sustainability benefits.
- We are accelerating our Build to Last Strategy, leading the packaging industry with a people-first and customer-driven approach. Our Purpose, Vision, and Core Principles are fundamental to our Strategy.
Pourquoi la performance financière et la croissance rentable sont importantes
Rooted in our Build to Last Strategy, we work to maintain financial strength while identifying connections between financial performance and sustainability. Guided by The Greif Way, we integrate sustainability into our operations and recognize the opportunities it presents for strengthening sales, improving operational efficiency, mitigating risks, reducing costs and increasing value for stockholders. Our financial performance impacts the stability, engagement, morale, opportunities, and compensation of our colleagues. In addition, our stakeholders, including customers, suppliers, and investors, rely on us to help them meet their sustainability goals. To honor our 148-year history and safeguard our future, we strive to contribute to positive environmental and social impacts, enhance our long-term economic resilience, and create value by prioritizing sustainability.
Our Approach
Our Board of Directors regularly monitors our operational and financial performance, exploring areas for improvement and safeguarding the long-term interest of our stockholders. The Board oversees the execution of our strategic plans including financial performance and profitable growth.
In alignment with our Build to Last Strategy, Greif’s Leadership Council identified eight Must Win Battles to address in 2025. These include:
- Put people first.
- Focus on Zero Harm and reduce Medical Case Rates.
- Deliver the best possible service for each customer.
- Simplify how we do business.
- Identify new responsible, circular solutions.
- Deliver high margin growth.
- Allocate funds for assets wisely.
- Improve our cash flow and working capital.
The Leadership Council partners with our Must Win Battle teams to spearhead initiatives and monitor financial performance that pertains to these focus areas. Some of these focus areas and their corresponding initiatives are continued from 2024, while others will be introduced in 2025.
To strengthen our business operations and drive both performance and profitable growth, we identify opportunities that integrate sustainability across our business functions. Our Greif Business System 2.0 Enterprise Scorecard optimizes sustainability data tracking and incorporates environmental and social criteria into our capital approval process. Included in this process is consideration of a project’s sustainability benefits, including reduced energy use or increased use of recycled materials. In addition, our quarterly performance reviews highlight progress across various sustainability metrics, including environmental and social indicators such as waste-to-landfill, energy consumption, colleague headcount, and turnover. By improving our measurement, data management, and decision-making processes, we align sustainability with financial performance, driving long-term growth and value.
Our dynamic Power BI dashboard system provides Greif leadership with real-time data visibility, enabling swift changes in our operations in response to market changes. This tool also positions our leadership to make timely decisions, mitigate risks, and navigate financial uncertainties and changes with agility and efficiency.
Aligned with our vision to be the best customer service company in the world, we prioritize working with our customers to expand our product offerings and improve our product quality. In 2024, we maintained our Customer Satisfaction Index score, and our Net Promoter Scores increased for the third consecutive year. We collaborate with customers to gain strategic insights into their changing business and sustainability needs, refine our services, deliver innovative sustainable products, and help them achieve their goals. See the Innovation section of the report for additional information.
Goals, Progress, & Performance
In 2024, Greif demonstrated resilience, adaptability, and agile decision-making. We are poised to continue to grow, specifically looking at expansion in the polymer and packaging sectors, and shifting towards higher-growth, higher-margin products to solidify Greif’s competitive position. By targeting high-growth end markets such as Food & Beverage, Pharma & Medical, Flavors & Fragrances, and Agrochemicals, we are positioned capture a larger share of these sectors, diversify our product mix, and increase earnings before interest, taxes, depreciation, and amortization (EBITDA) across various material solutions.
Over the past three years, we have allocated more than $1 billion in capital to drive business growth, particularly for polymer-based products. These efforts resulted in an adjusted EBITDA of $694.3 million and an adjusted free cash flow of $189.8 million. Additionally, we returned a record $121 million in cash dividends to our stockholders, marking an increase of 4 percent from 2023. Greif is also pursuing a $100 million cost reduction program, which is expected to be completed by 2027. This initiative aligns with the Greif Business System 2.0 (GBS 2.0) to further accelerate our growth and efficiency.
Innovation is a key driver of our success, helping us stay at the forefront of industry trends and meet the evolving needs of our customers. Through a collaborative approach to product innovation and life cycle solutions, we support our customers in solving business challenges, reducing input costs, and enhancing sustainability performance. Our employee engagement and customer service efforts also play a significant role in our financial performance. Our Net Promoter Score (NPS) reflects the growing competitive advantage driven by excellence in customer service. Our Gallup Engagement Score and geographic NPS are correlated to our adjusted EBITDA margin.
Greif made strategic acquisitions in 2024 to strengthen our position in the market. In March 2024, we completed the acquisition of Ipackchem, a global leader in premium barrier and non-barrier jerrycans and small plastic containers. This acquisition is an important step in executing our Build to Last strategy, unlocking new capabilities and market opportunities that position us as a global leader in high-performance small plastic containers and jerrycans. We are also expanding our Life Cycle Services network. In November 2024, we acquired a majority stake in Delta Containers Manchester in the United Kingdom to expand and enhance our Intermediate Bulk Container (IBC) reconditioning and recycling services across the UK and Ireland. Additionally, in December 2024, through our subsidiary Centurion Container LLC, we acquired the operations of Enterprize Container Corporation (“Enterprize”). Enterprize is an industrial reconditioner with locations in Tennessee, that provides reconditioned and rebottled IBCs as well as reconditioned plastic drums.
En 2022, nous avons obtenu notre premier prêt lié au développement durable de 1,4 milliard de livres sterling (14T2,4 milliards), dont 1,8 milliard de livres sterling (14T1,8 milliard) lié à notre performance en matière de développement durable, évaluée par notre score EcoVadis. À mesure que notre stratégie de développement durable continue d'évoluer, nous pouvons personnaliser les indicateurs de performance clés définis en interne, ce qui permet à la structure du prêt de s'adapter en fonction de nos objectifs.
Greif is leveraging an optimized business model for our next phase of profit expansion. Through disciplined capital allocation, the company is targeting enhanced visibility, optimized working capital, and synergies across its global operations. Our global logistics control tower and Lean Six Sigma practices support us in streamlining operations, reducing supply chain overhead, and improving efficiency. As Greif moves into 2025 and beyond, these initiatives will support our ambition to drive sustained growth and competitive advantage across our global portfolio.
