Our Talent Management practices continue to evolve in support of our Drive for 10 business strategy. Because our more than 21,500 employees worldwide are instrumental to the success of our organization, we must strategically select, develop, retain and engage our workforce, and provide them with opportunities to thrive.


Over the last few years, Ball’s Talent Management programs and processes have evolved in response to the increasingly global scope of our organization, and the need for integrated, unbiased and fully inclusive practices to best support a sustainable workforce.


Ball supports the development of leaders in a variety of ways, including in-role development, assessment, blended learning programs, targeted content and coaching. Every aspect of our approach to leadership development is grounded in our Inspire-Connect-Achieve leadership framework.


To ensure we have the right talent in the right roles, we use a consistent global approach to succession planning. Through a combination of role segmentation, assessment, development plans and frequent talent reviews, we are able to identify future successors for key roles and develop them to take on those roles.


In 2020, Ball implemented SAP SuccessFactors to provide a consistent, global method for people processes through technology enablement.

Diagram showing the employee lifecycle


An engaged workforce is critical to Ball’s success. To ensure that we are effectively measuring employee engagement and employees’ connection with our company and culture on an ongoing basis, we transitioned to a continuous listening approach, which focuses on three types of surveys: global, event-based and employee lifecycle. By making this shift, we are able to gather real-time results regarding employee sentiment around events and occurrences that directly pertain to the current experiences of our employees. Ball continues to drive employee engagement through a variety of ways, and we continue to evaluate the best strategies for listening to the voice of our employees.