Talent Attraction & Development
Growing and developing the workforce that will carry Greif into the future.
亮点
- Greif 通过积极吸引、培养和留住全球顶尖人才，增强了我们的持久发展战略和业务成功。我们的全球人才中心确保在整个组织内执行我们的人才计划标准。
- In 2024, Greif colleagues using Greif University spent an average of 8.2 hours in the portal, an increase of 2 hours from 2023.
- 400 Greif colleagues graduated from the Lead to Last Leadership Program in 2024. In total, over 1,200 Greif colleagues have graduated from the program, approximately 70 percent of all eligible colleagues.
Why Talent Attraction & Development Matters
Aligned with the Build to Last Strategy, Greif is dedicated to attracting, developing, and retaining talent to help strengthen our colleague network and drive long-term business success. From attraction and recruitment to succession planning, our global talent programs place the right individuals in the right roles, enabling us to achieve our aim of excellent customer service. To fulfill our strategy and goals effectively, we focus on nurturing an inclusive, engaged, and skilled workforce that mirrors the communities in which we operate.
Our Approach
Our Global Talent Strategy and Philosophy guides our global standards for talent attraction, performance management, learning and development, retention activities, and career planning. The Global Talent Center operates as a center of excellence under our HR organization and has been instrumental in supporting our new organizational evolution in 2024. Under the oversight of our Executive Vice President and Chief Human Resources Officer, the Center continues to support and collaborate with our Human Resources Business Partners who serve as strategic partners to our business leaders and our regional representatives.
With over 14,000 colleagues spread across more than 250 facilities in more than 35 countries, it is imperative that our approach to attracting, developing, and retaining talent is designed to be locally relevant to support all colleagues while remaining globally unified in our One Greif philosophy.
Greif 被评为最受喜爱的工作场所
In 2024, Newsweek recognized Greif on their list of the Top 100 Global Most Loved Workplaces for the second consecutive year. For this award, Newsweek surveyed over 2 million employees from businesses with workforces varying in size from 30 to more than 10,000. The list recognizes companies that put caring for and appreciating their employees at the center of their business model and, in doing so, have earned the loyalty and respect of the people who work for them. Greif was also included on Newsweek’s inaugural list of Most Loved Workplaces in the UK for 2024. In addition, Greif earned a spot on Newsweek’s list of Most Loved Workplaces in 2024 for the Americas for the fourth consecutive year. Recognition on a global scale reflects our continued belief and commitment to the One Greif Approach.
人才吸引
As a global organization, Greif recognizes the opportunity to become a changemaker in promoting responsible talent attraction practices across our industry and the regions in which we operate. An important component of our ability to deliver legendary customer service is our commitment to keeping up with and advancing our industry in areas such as technology enablement, branding, and recruitment marketing. In 2024, Global Talent Attraction focused on leveraging our existing tools and resources, implementing improvements and enhancements, and integrating cutting edge technologies. Our Talent Team has embraced utilization of AI to improve both our processes and practices to help us leverage our resources in more meaningful ways.
At Greif, we believe in cultivating pipelines of talented individuals at the beginning of their professional career. As such, in 2024 we formalized programming for talent early in their career to create our Global Early Career Program. Our program includes Interns and Co-Ops across all regions, as well as our newly launched Maintenance Apprentice program. Our Apprenticeship program provides part-time employment for those currently enrolled in maintenance related degrees and certification programs, with the goal of converting to full-time employment upon graduation.
Aligned with our Build to Last Strategy and mission of Creating Thriving Communities, we aim to further enrich our culture through inclusion, and those efforts begin with attracting talent from varied backgrounds and with distinct perspectives. Through our One Greif approach, we are committed to enhancing workplace inclusion, belonging, and responsible talent attraction across the local communities we serve. For more details on our approach, please see the Colleague Engagement & Inclusion 我们报告的部分。
Offering fair and competitive compensation to all our colleagues at Greif is a pivotal part of our talent attraction approach. We are committed to reviewing and adjusting pay ranges on an annual basis, with several instances of a more frequent cadence based on role and location. When we invest in our colleagues at Greif, we are also investing in the communities where we live and work, driving progress towards achieving our mission of Creating Thriving Communities under our Build to Last Strategy.
我们对同事的承诺
Regularly assessing our benefits ensures that our offerings remain competitive, responsive to evolving colleague needs, and aligned with industry standards. As a global business, eligibility for benefits and policies vary by region. In the U.S., we offer a Dependent Care Flexible Spending Account allowing colleagues to contribute pre-tax dollars annually (up to IRS limits) to cover eligible childcare and adult care expenses. Also available to our colleagues in the U.S. is our Colleague Stock Purchasing Plan that offers maximum legally allowed discount on stock purchase. Our global benefits include:- 丧亲
- 家庭暴力假
- 家庭和医疗假
- 短期残疾
- 长期残疾
- 育儿假
- 病假
- 假期
- 公平报酬
- 灵活的远程工作选择
- 卫生保健
- 加班费
- 投票休息
- Volunteer time off
- 当地退休计划
Moving forward, Greif plans to further increase transparency regarding pay, which we believe will play a vital role in our overall talent attraction strategy. We are currently working to share salary ranges for all U.S. job postings, with plans to expand this to additional regions. As we are committed to competitive and equitable pay under our Compensation Philosophy, disclosing more information about colleague pay can support our goals of attracting and retaining talent.
学习与发展
Supporting learning and development at Greif is a critical step towards our mission of enhancing our workplace culture and furthering our commitment to excellence and innovation. In 2024, our colleagues utilized our Greif University platform more than ever before, reflecting their dedication to our shared vision. On average, Greif colleagues each spent 8.2 hours in the Greif University portal throughout the year, a leap of approximately 2 hours from 2023.
To support our colleagues, we continually evolve the Greif University curriculum through internally built content that is aligned with emerging trends and up-to-date internal policies and practices. In 2024, we introduced 12 new modules around quality that were developed in partnership with our Quality Team. Over 250 colleagues completed our Lean Six Sigma program training in 2024, further enhancing their expertise in process improvement. As of the end of 2024, we offer over 20,000 unique courses through Greif University, and colleagues around the world can access them. We also relaunched Greif University in China this past year, a notable accomplishment as we further our progress towards the One Greif commitment.
Lead to Last Program
To support our Global Leadership Development Framework, Greif global leaders and high potential individual contributors can access our Lead to Last Program which provides trainings around our unified model of expectations for leadership. 2024 was an exceptional year for this program hitting an incredible milestone of having over 70 percent of eligible colleagues graduating from the program since inception. Totaling 1,200 colleagues, the 2024 graduation class added over 400 more graduates of the program. The curriculum for the Lead to Last program is designed to improve the workplace experience for all our colleagues, demonstrated by improved leadership practices stemming from trainings that equip our leaders to Develop a Leader’s Mindset, Hold Regular 1-on-1s, and more.
绩效发展
Ongoing engagement with colleagues regarding performance is essential to our mission of managing and improving talent development and effective training programming. Through the Performance Development Review process, we communicate performance expectations, conduct regular quarterly check-ins and annual performance reviews, and give the opportunity for colleagues to provide feedback. Our competency frameworks inform the assessment and help to develop our colleagues’ knowledge, attitudes, skills, and behaviors. Performance and development reviews expand our colleagues’ opportunities to discuss remuneration and compensation.
All professional, clerical, and administrative colleagues at Greif, which accounts for approximately 34 percent of Greif’s workforce, are eligible for an annual Performance Development Review (PDR) through Workday. The process consists of self and manager evaluations of performance against job-specific competencies. In 2024, 96 percent of eligible colleagues received Performance Development Reviews.
Greif facilities conduct Performance Development Discussions for production colleagues, totaling approximately 52 percent of our production workforce. To enhance our One Greif approach, we are currently developing a global standardized approach to Performance Development Discussions, aiming to provide all production colleagues with at least one annual performance development conversation by the end of 2025.
Colleagues also have access to Individual Development Plans through Workday, which provide them with guidance regarding specialized opportunities to learn and develop. To support our managers, we equip them with resources to guide communications with their team about creating these development plans, in addition to discussing progress on their career path and setting short- and long-term goals.
In 2024, Greif kicked off a Mentorship Pilot Program designed to develop colleagues into future leaders. Over a six-month period, the program fosters dynamic and supportive mentorship, emphasizing structured monthly communications, access to learning materials, and the use of digital tools. Participants engage in formal training, expand their professional networks, and gain practical experience through various activities, all of which are aligned with the 10-20-70 learning model. This model structure results in 10 percent of learning being facilitated by formal training, 20 percent from relationships, and 70 percent from practical experience. The program includes the use of the Workday mentorship dashboard and a continuous learning plan to help participants set and achieve SMART goals, fostering a focused and effective development journey. Through these components, the mentorship program not only supports personal and professional growth but also prepares individuals to take on greater responsibilities within the organization.
Gallup CliftonStrengths
We expanded the implementation of the Gallup CliftonStrengths Program in 2024. CliftonStrengths is a process that helps individuals and organizations identify and leverage natural talents, leading to self-awareness, engagement, improved intra-team collaboration and enhanced productivity. Greif now has 8 colleagues who are certified as CliftonStrengths coaches. This coach network facilitated Strengths processes for 17 different teams in a wide cross-section of job families within Greif’s operations throughout 2024. In addition, over 100 colleagues participated in individual professional development sessions with our CliftonStrengths coaches.
Goals, Progress, & Performance
- 到 2025 财年末，100% 的长期同事将参加定期绩效发展讨论。
- 以 2017 财年为基准，到 2025 财年末，将每位同事每年的平均培训时间增加 50%。
- 到 2025 财年末，100% 的同事将享受育儿假。
2024 took us one step closer to achieving our talent attraction and development goals that we aim to achieve by the end of 2025. This year, 61.5 percent of eligible colleagues completed performance reviews, including 96% of professional, clerical, and administrative colleagues. In 2025, we plan to roll out our standardized approach that enables all production colleagues to have an annual performance development conversation.
Investment by our colleagues towards learning and development efforts was reflected in a record-high engagement in Greif University in 2024. On average, each colleague spent 8.2 hours in the Greif University portal, which is an increase of 2 hours per colleague from 2023.
We expanded and added various benefits packages for eligible colleagues in 2024 as we remain focused on achieving our goal of 100 percent parental leave coverage. 98.4 percent of colleagues were covered by parental leave policies at the end of 2024.
受育儿假政策保护的同事
| 2020 财年 |
2021 财年 |
2022 财年 |
2023 财年 |
FY 2024 |
|
|---|---|---|---|---|---|
|
全部的
|
62% |
68% |
99% |
99.6% |
98.4% |
|
亚太地区
|
28% |
29% |
100% |
100% |
82.6%1 |
|
欧洲、中东和非洲 |
96% |
96% |
96% |
98.6% |
100% |
|
拉美 |
100% |
100% |
100% |
100% |
100% |
|
北美 |
33% |
32% |
100% |
100% |
100% |
|
|
2020 财年 |
2021 财年 |
2022 财年 | 2023 财年 | FY 2024 |
|
每位同事的培训时长1,2,3 |
|||||
|
5 |
5.38 |
5.35 | 6.29 | 8.2 |
|
2 |
8.6 | 5.6 | 14 | 13 |
|
Colleagues Completing Regular Performance Reviews, Successfully Completed |
|||||
|
89.10% | 87% | 80.20% | 65.4% | 61.5% |
|
89.10% | 87% | 80.20% | 97.7% | 96.0% |
|
- | - | - | 56.4% | 52.0% |
|
Other Training |
|||||
|
71% | 71.20% | 68.10% | 62% | 65.5% |
|
71% | 71.20% | 68.10% | 67.00% | 65.5% |
|
100% | 100% | 100% | 100% | 100% |
|
- | - | - | 95% | 99% |
|
- | - | - | 98% | 78.7% |
|
- | - | 91.52% | 88.27% | 61.9% |
|
- | - | - | 83% | 76.8% |
|
- | - | - | - | 94.4% |
|
- | - | - | - | 92.9% |
- Average hours of training per unique participant. Data excludes safety training and local functional training. Greif University houses required ethics compliance training as well as optional career development training.
- Includes eligible professional, clerical, and administrative colleagues globally and technician colleagues in the US.
- FY 2022 data has been fixed compared to previous reports.
- Production employees’ performance reviews were not tracked prior to FY 2023.
- 行为准则培训包括以下主题：认识到员工保护公司机密信息和知识产权的责任，识别可能产生或造成利益冲突的情况，认识到员工以符合我们组织价值观、文化和使命的方式行事的责任，认识到员工在接受礼物和商务招待时避免利益冲突或利益冲突的表象的责任，认识到禁止报复的组织环境的好处，确认您已阅读并同意遵守 Greif 行为准则
- Anti-trust and anti-bribery trainings were only offered to new hires for eligible professional, clerical, and administrative roles globally and technician roles in the US in FY 2024.
- Human Rights Training includes the topics of human rights grievance process, community and stakeholder engagement, freedom of association and right to collective bargaining, elimination of forced and compulsory labor, abolition of child labor, diversity/anti-harassment/anti-discrimination, work hours/wages/benefits, safe and healthy workplace, workplace security, and working against corruption/extortion/bribery, and fair treatment of others. Training for all professional colleagues is completed every other year. In FY2024, only new hires for eligible professional, clerical, and administrative roles globally and technician roles in the US were offered this training.
- Social Metrics Assurance Statement
Greif 奖学金计划
2007 年，Greif 设立了奖学金计划，以帮助计划继续接受大学或职业学校教育的同事子女。奖学金获得者的选拔基于经济需要、学业成绩、领导才能、学校和社区活动的参与、荣誉、教育愿望和目标声明、特殊个人和家庭情况以及外部评估。
The program is administered by Scholarship Management Services, a division of Scholarship America. Scholarship Management Services is the nation's largest designer and manager of scholarship and tuition reimbursement programs for corporations, foundations, associations and individuals. Awards are granted regardless of race, color, creed, religion, sexual orientation, gender, disability or national origin. Scholarship Management Services make the selection of recipients. In no circumstance does any officer or colleague of Greif play a part in the selection. Since 2007, 431 students from around the world have received Greif-sponsored scholarships.
格瑞夫大学
2021 年，我们推出了 Greif 大学，这是我们的培训平台，提供不同的战略学习课程。Greif 大学是所有员工都可以去发展的统一场所。我们目前提供来自内部和外部来源的不同类别的 20,000 多门课程和学习模块，包括卓越客户服务、环境健康与安全以及领导力与专业发展。每个模块都提供英语和西班牙语版本，以便以当地语言培训员工。自推出 Greif 大学以来，开发材料的使用量显著增加，培训完成率也更高。我们还在 2023 财年初升级了 Greif 大学，扩大了同事对 LinkedIn 学习课程的访问权限。
