Our Approach

Creating Long-Term Shared Value

At Ball Corporation, we believe in our people, our culture and our ability to deliver value to our stakeholders. Like uncompromising integrity and customer focus, being sustainable is part of our Drive for 10 vision, which leverages Ball’s strengths to achieve continued long-term success.

Our triple bottom-line approach to sustainability has evolved since it was formalized in 2006 and, today, is supported by several global policies, position statements, and tools for performance monitoring, continuous improvement and best-practice sharing. We also have embedded sustainability into our strategic planning and build sustainability goals from the bottom up. Individual plants are ultimately accountable for their sustainability performance, which is tied to each plant manager’s performance appraisal. We strive to put the right people, processes and partners in place to help us create long-term shared value and achieve our sustainability vision.


Sustainable Development Goals

In 2015, governments around the world officially adopted the United Nations Sustainable Development Goals (SDGs)—global goals to end poverty, protect the planet and ensure prosperity for all by 2030. Ball is committed to helping make the SDGs a reality. All of our four sustainability priorities and associated goals are aligned with and contribute to 10 of the 17 SDGs. Our main contribution will derive from our operations and our value chain. Ball will focus on shared value creation—through jobs, investments and economic growth, environmental protection, research and development, and the high sustainability standards to which we hold ourselves and our suppliers accountable.

When working toward the global goals, our employees and their community engagement are valuable resources. This is why Ball joined IMPACT 2030, the only business-led effort designed to harness the power of corporate volunteers to address the SDGs, in 2015. IMPACT 2030 believes that a commitment to corporate volunteering—when used in concert with the UN, peer companies, government, academia and civil society—is a powerful tool to accelerate the use of sustainable development principles and inspire the private sector to take positive action.

Sustainability at Ball

Click "play" to learn more about Ball's ongoing sustainability efforts.

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    Sustainability at Ball
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    Ball’s Sustainability Priorities

Engaging Employees

We use various tools to inform Ball’s 18,300 employees about our sustainability efforts, explain our company’s sustainability goals, highlight improvements, share best practices and generate new ideas. For example, the annual Hoover Sustainability Award, named after our former chief executive officer, considers the annual sustainability performance improvements of each Ball plant in eight categories. Alongside six operational sustainability metrics, aspects such as promoting local packaging recycling initiatives and the team player behavior are also assessed. The most successful plant per division receives the award. This competition further increases our plants’ engagement in measuring, understanding and improving their sustainability performance.
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Internal Perspective

“The combination of Ball and Rexam provides tremendous opportunities for our evolving organization – particularly from a sustainability perspective. We can learn a lot from each other by benchmarking, as well as identifying and applying best practices and new technologies. When you double the size of your organization through an acquisition, one of the challenges is to ensure the right people connect with each other. Since starting the integration process in 2015, we've spent significant time designing the best possible global beverage organization. We believe this foundation will help Ball achieve the economic, environmental and social goals we set as we begin the next chapter in our history. At the end of the day, Ball must be more viable and provide the most effective and sustainable packaging solutions to our customers – whether for global brands or our local craft beer customers. Our evolving organization can help them achieve their own business and sustainability targets.
Everyone at Ball is really passionate about beverage cans and our team is also passionate about manufacturing every can with the least amount of resources. As the biggest beverage can maker in the world, we are in an excellent spot to further position cans as the most sustainable packaging choice. We are excited about the many opportunities ahead.”

- Dan Fisher, Senior Vice President, Ball Corporation; COO, Global Beverage Packaging

And the Hoover Sustainability Award goes to: Vietnam
Engaging our workforce is key to achieving exceptional results. In 2010, Ball established the Hoover Sustainability Award in honor of the company’s former chairman, president and CEO, who was a key driver in developing Ball’s formal sustainability program. Each plant’s sustainability performance is evaluated annually across nine categories, including our Big 6 operational priorities, local support of packaging collection and recycling, charitable contributions and volunteerism, and its ‘One Ball’ team player spirit. In each division, the plant with the greatest year-over-year improvement receives the award.

In 2015, our joint venture plant in Ho Chi Minh, Vietnam, won the award in Beverage Packaging Asia Pacific. Since the plant joined the Ball family in 2012, employees have put a strong emphasis on operating the facility in a highly sustainable way. They embraced Ball’s sustainability approach, quickly started monitoring their sustainability metrics and implemented various best practices from other Ball plants to lessen their environmental impact and strengthen their positive social impacts.

While the plant exhibited strong results in all nine award categories, their year-over-year operational eco-efficiency gains were outstanding. In particular, the plant achieved double-digit improvements on natural gas and water efficiency, as well as decreased total waste generation. At the same time, the total recordable incident rate (TRIR) was reduced by 54 percent, leading to a better performance than the corporate average TRIR.

Vietnam Plant Employees

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