Ball Corporation

Part
01
of six
Part
01

Ball Corporation Competitors

Ardagh Corporation, Crown Holdings, and Silgan Holdings are competitors to the Ball Corporation. The four companies operate in the steel, aluminum, and glass manufacturing sector.

Information has been entered into the attached spreadsheet.

Ball Corporation

  • Ball was founded in 1880 as a public company. They are a supplier of metal packaging for beverage, food, and household products, along with aerospace and other technologies
  • They have had one funding round in 2019 for $2.6 billion.
  • They have 7 acquisitions: Rexam PLC, Envases del Plata, Aerocan, Neuman Aluminum, Guangdong Jianlibao Group, Metal Packaging International, and Schmalbach-Lubeca AG. Their last acquisition, Rexam PLC, was in 2015.
  • There are 3 sub-organizations: Rexam PLC, Latapack-Ball, and Ball Aerospace & Technologies Corp. 3
  • Their main products include beverage cans, Alumi-Tek bottles, aluminum cups, aerosol cans, and slugs.

Ardagh Corporation

  • Ardagh was founded in 1932 as a public company. They are a global supplier of metal and glass packaging solutions for various industries.
  • They own a 42% interest in Trivium Packaging, a supplier of metal packaging.
  • There have been 6 acquisitions: Boxal Group, Impress Metal Packaging, Finanziaria di Partecipazioni Industriali, Anchor Glass Container, Leone Industries, and Heye International.
  • Ardagh produces glass packaging for beers, other spirits, and pharmaceuticals.
  • They produce metal packaging for processed foods, dairy, beverages, paints, and coatings. They also have a R&D department for the development of new glass and metal designs.

Crown Holdings

  • Crown Holdings was founded in 1892 as a public company.
  • Formerly known as Crown Cork & Seal, they manufacture and sell packaging products and equipment for consumer and industrial products.
  • They are the #1 producer of food cans and metal vacuum closures in the world.
  • Crown has had 5 acquisitions: Signode Industrial, Empaque, Mivisa, Carnaudmetalbox Engineering, and Constar International.
  • There is one sub-organization: Carnaudmetalbox Engineering.
  • Crown produces steel and aluminum cans, glass bottles, metal vacuum closures, and steel crowns. They also offer packaging for industrial products.
  • They have the following product categories: aerosol cans, beverage packaging, closures & capping, food cans, promotional packaging, and transit packaging.

Silgan Holdings

  • Silgan was founded in 1987 as a public company.
  • They manufacture consumer goods packaging in three areas: metal containers, closures, and plastic containers.
  • They work with Campbell's Soup, Del Monte, Listerine, and Friskies.
  • They have acquired 35 businesses. The six most recent are Cobra Plastics, WestRock Dispensers, Rexam- Plastic Thermoformed Food, Vogel & Noot Holding, and Amcor- White Cap Closures.
  • They have invested in Packtion. $53 million was invested in 2000.
  • The metal container segment manufactures steel and aluminum containers for human and pet food along with general products. The closure segment manufactures metal composite and plastic closures for food and beverage.
  • The plastics division manufactures and sells custom designed plastic closures and containers.

Research Strategy

  • To obtain competitors, lists from Zoom, Craft, and Hoovers were consulted. Then, each business was verified to have the same offerings and to be a global company.
Part
02
of six
Part
02

Ball Corporation Competitive Landscape

A competitive landscape has been completed for Ball Corporation and Ardagh Corporation. Both companies are well-established in the industry and have multiple global locations.

The following is a brief overview of the research that has been entered into the attached spreadsheet.

Ball Corporation

  • Ball Corporation has 18,300 employees.
  • They are located in Broomfield, CO, with over 100 worldwide locations.
  • They have an annual revenue of $11.5 billion.

Ardagh Corporation

  • Ardagh Corporation has 16,300 employees.
  • They are located in Luxembourg, with 73 other worldwide locations. They operate in 12 countries and have 56 metal and glass production facilities.
  • They have an annual revenue of $6.7 billion.
Part
03
of six
Part
03

Ball Corporation Competitive Landscape- 2

A competitive landscape has been completed for Crown Holdings and Silgan Holdings. Both companies are well-established in the industry and have multiple global locations.

The following is a brief overview of the research that has been entered into the attached spreadsheet.

Crown Holdings

  • Crown Holdings has 33,000 employees.
  • They are located in Yardley, PA, with 198 other worldwide locations.
  • Their annual revenue is $11.7 billion.

Silgan Holdings

  • Silgan Holdings has 13,100 employees,
  • They are located in Stamford, CT, with 100 global manufacturing facilities.
  • Their annual revenue is $4.5 billion.
Part
04
of six
Part
04

Ball Corporation Social Media Analysis

A social media analysis has been completed for the Ball Corporation. Instagram, Twitter, Facebook, and Twitter were analyzed for the posting frequency, content posted, and followers.

Information has been added to the spreadsheet in a separate tab. Below is a brief overview of what is covered in detail in the spreadsheet.

Facebook

  • Facebook has 14,664 followers.
  • The Google Doc for screenshots may be viewed here.

Instagram

  • Instagram has 8,700 followers.
  • The Google Doc for screenshots may be viewed here.

Twitter

  • Twitter has 5,366 followers.
  • The Google Doc for screenshots may be viewed here.

LinkedIn

  • Linked in has 81,837 followers.
  • The Google Doc for screenshots may be viewed here.

Part
05
of six
Part
05

Internal Company Communication Best Practices

Two best practices for companies when communicating with employees in a factory setting including utilizing mobile technology and installing forms of digital signage throughout the factory.

Utilize Mobile Technology

  • One best practice for companies when communicating with employees in a factory setting is to establish communication via mobile technology. It is beneficial as several factory employees lack constant access to desktops and do not maintain professional email addresses, and it enables them to receive information and instructions wherever they are currently positioned.
  • Mobile technology, including messaging tech, can help to "improve communication on the floor," and it is simple to implement as mobile device usage is continuously expanding. Since workers that are assembling products are at the forefront, they have particular viewpoints that are beneficial to their managers. Therefore, mobile technology, such as enterprise messaging applications, can be used by factory managers to obtain worker feedback.
  • Here is a link to an example of this mobile technology in the form of an app.
  • With this technology, factory managers are able to properly supervise operations by utilizing any useful insights provided by employees on the front line.
  • Also, the costs associated with leveraging mobile technology are minimal, since factories are using communication apparatuses that workers more than likely already have (i.e., their mobile devices). Additionally, there are "off-the-shelf tools" available such as apps designed for manufacturers to use to communicate with workers.
  • One example of a company that leverages mobile technology for employee communication is Ford, which implemented the practice at its manufacturing facilities in North America after realizing internal communications were becoming inflexible. The company used it to create a brand-new process and implemented it within its production system. One of Ford's HR managers, Joe Kimball, remarked that this modification presented the company with a process that allows them to perform the same actions everywhere and "we've got a cadence laid out so that if you go from one plant to another you will see the same kinds of internal communications tools being used in a very deliberate way."

Invest in Digital Signage

  • Another best practice for companies when communicating with employees in a factory setting is to install forms of digital signage throughout the factory. This tactic involves using electronic screens within open spaces and high-traffic areas (e.g., break rooms, conference rooms, staff cafeterias) to present messages in various formats, including audio, video, and image.
  • Digital signage is a means of offering "a highly-visible internal communication platform" in order to bestow details in real time and allow workforces to stay updated. It also a form of understandable and conducive group messaging and automated internal communication, as well as a way to help employees keep track of goals.
  • Digital signage exhibits in factories are useful for displaying messages from management and leaders, announcements, emergency notifications, safety procedures, internal branding, overtime details, shifts, and working pattern updates. For example, instant alerts are possible with digital signage as the technology can be used to alert workers about equipment failure.
  • Moreover, they can be administered to provide visual communication between managers, floor workers, and inter departments/units regarding production notifications, while eliminating disturbances and noise.
  • The technology facilitates improved corporate transparency, helping to enhance employee engagement and build trust.
  • One example of a manufacturing company that uses digital signage is Wärtsilä (advanced technology company), which uses digital signage to display both local and global data at its more than 200 locations globally for the majority of its 18,000 employees. The company's use of digital signage solutions from Valotalive permits it to effectively communicate relevant information to its workers on a global scale. Furthermore, the company has saved both money and time by decreasing the manual work needed from local and global content mangers.

Research Strategy

For this request, we primarily focused on observing information presented by credible blogs, publications, etc. such as Industry Week, Bee Keeper, and Snap Comms, among others centered on internal communications in various workplaces, including those with factory settings. With this strategy, we concentrated on practices that were repeated across different sources, basing our findings on repetition. During our research, we identified the use of digital signage and mobile technology as some best practices for companies when communicating with employees in a factory setting.
Part
06
of six
Part
06

Global Company Communication Best Practices

Introduction

Best practices that global companies should enact in order to ensure proper and efficient communication with their employees who do not speak English as their first language range from translating documents, incorporating cultures into the workplace, and even learning bits of others' native languages. For the sake of this research, three best practices have been detailed below. These were determined to be the "best" because they were each listed in each source that was found focusing on how to communicate with employees in different languages. To complement the best practices, an example of how a different global business has enacted each best practice listed and the impact it had on the company/employees has been briefly depicted, as well. Additionally, a few other best practices that were listed across every source found have been included, although not broken down in detail, as well.

Translate Documents

Translate important work documents, policies, or written tools into the most frequently used languages within the company.
  • It is highly recommended my multiple sources that important documents that are used company-wide are translated into the most common (if not all) languages that are used by employees throughout the company.
  • Translating documents such as employee handbooks, compliance regulations, company policies, and training materials ensures that employees will fully be able to understand their job requirements and role within the business.
  • By translating these widely-used documents, employees are more likely to understand complex tasks that might not easily be understood if English is not their first language.
  • Translated documents should be retained and updated every time an employee speaking a new language enters the company.
  • In Phoenix, AZ, the founder of HRAnswers.org mentioned that they translate their company handbooks into Spanish for their Latin employees. Ramirez, the founder of the organization, said that it made her employees feel more connected with their co-workers.

Hire Independent, Multilingual Translators

Hiring an independent, multilingual translator makes it possible for global businesses to ensure that they have an unbiased source that can properly convey information between employees and employers without risking confidentiality or productivity.
  • Independent translators are recommended over other bilingual or multilingual employees that work side-by-side non-English speaking employees because they ensure confidentiality for employees.
  • If a multilingual employee is used to translate, this can make non-English speaking persons feel violated if personal work performance information is being discussed.
  • For independent translators, it is recommended that they work closely with the non-English speaking employees in order to monitor their progress and communicate daily tasks and goals.
  • At Smithfield Foods in San Jose, California, the company has an HR representative, Pablo Pineda, who is responsible for translating information to the company's 102 Spanish-speaking workers. The company also hired an independent contractor to translate for their 26 Vietnamese employees.

Multilingual Team-Building/Cultural Days

Experts recommend planning team-building or multicultural days between employees that speak different languages or have different cultural values, as it helps reduce workplace hostility, increase job confidence, and increase overall trust between employees and employers.
  • Potluck meals, alternate music choices, and multicultural days are recommended by experts as one of the most efficient ways to make non-English speaking employees feel valued in the workplace.
  • Team-building exercises that include both the management and the staff are said to be helpful by making employees feel included and appreciated in the business.
  • Potluck meals help break down the wall that non-English speaking employees sometimes build as a result of their language barriers. These help employees remember that they are all human and have things in common with their co-workers.
  • At United Electric Controls in Watertown, Massachusetts, the company hosts international potlucks on the regular. They have employees from over 29 countries around the world across Asia, Latin America, and the Middle East, and they claim that these meals help their employees gain more confidence in the workplace.

Other Best Practices

  • Many companies recommend learning commonly used words or phrases in the languages spoken by international employees. It is said that doing so helps employees feel more willing to communicate with others in the workplace, as well as helping to build trust.
  • Another recommendation is to show non-English speaking employees how to do things, rather than telling them. This includes using photos, videos, and even color-coding equipment for easy use.
  • For businesses that utilize technology for work, experts suggest inquiring about tech that can be produced in different languages so that employees around the world can make use of it in the same way with little to no problem.
Sources
Sources

From Part 02
From Part 03
From Part 06
Quotes
  • "Working with a multilingual workforce creates different needs for various situations. New employees may require the help of a translator at all times, or they may understand the same language you speak but need assistance understanding idioms or translating dense business documents."
  • "It’s a good idea to spend time working with individual employees to discover what their specific needs are. It may be important to have a translator present for these discussions so no one is left feeling like they think the other party understood, but aren’t sure."
  • "Well, while you may consider computers or machinery to be the most important tools, written policies, work documents or anything else that’s used frequently can be even more vital to the company. "
  • "These materials should be translated for every language spoken at your organization. Once you translate documents, any future new hires who speak that language will benefit from prior translations—and updating older documents will cost a mere fraction of the price."
  • "If you have a multilingual staff, hiring an independent translator to help you maintain effective communication in the workplace is worth the investment. It’s great to be able to call one employee over for a quick translation on a job-related duty, but you still need to maintain proper employee confidentiality at all times."
  • "What happens if you need to talk to an employee about their performance, or if they want to discuss a medical leave with you? A coworker cannot be involved in those conversations. An independent translator will remain impartial, so it’s important to have one present for critical discussions."
  • "If your fellow employees need technology to complete their work duties, contact the supplier to inquire whether it also offers the product in a different language."
  • "You want your team members to all use the same tech, and you want colleagues who speak their native language to utilize it without issue. Versions of the same technology that are compatible with different languages will make everyone’s jobs easier."
  • "There are also free tools you can use to better communicate with your staff (or help them talk to each other more easily). For example, Google Translate is a very accurate tool that can boost effective communication in the workplace."
  • "Effective communication isn’t simply understanding colleagues, it’s making them feel welcome. One way to do that is to sponsor regular events where team members can introduce their peers to their lifestyle. This can be done by potluck meals or playing music during lunch breaks. Better yet, ask your staff how they want to share their cultures!"
Quotes
  • "Implementing an “open door” policy can be as simple as a suggestion box or anonymous Q&A column in the company newsletter, or any medium to establish an open flow of communication between employees and management."
  • "You can even ask employees for direct input about improving their workplace, and then integrate those suggestions into the company culture and operations. This empowers staff because it instills feelings of acceptance, confidence and appreciation at the workplace. The information collected will give management and human resources insights to employee perceptions, preferences, interests and areas for improvement."
  • "To tackle the communication challenge, some companies hire interpreters for employee orientations, training and other meetings. If the employee with limited English proficiency (LEP) is in-house or doesn’t work from home, another solution is to hire a bilingual employee who can work closely with the LEP employee to communicate the day-to-day tasks, report achievements and monitor progress."
  • "Another solution is translating company materials for LEP staff members. It’s a good idea to keep inventory of employee handbooks, compliance regulations and other policies on-hand to distribute to staff members. This way, the employee has pertinent information in-hand and can stay informed of company news, updates and the employer’s products and services."
  • "Schedule a team-building type of day or exercise where management and staff come together and train in intercultural communications. Remember not to single out any specific minority in your workforce because you want everyone to feel included and appreciated."
  • "When a language barrier is present, LEP employees may resort to their native tongue when interacting with other employees who speak the same language. This behavior not only isolates them from their English-speaking co-workers, it creates an “us versus them” stigma. This type of behavior can be a sign of vulnerability and possibly hostility or lack of confidence at work."
  • "To combat this, it’s a good idea for senior management and executives to take initiative to learn common phrases in their employee’s native tongue. This enables them to facilitate communication with the staff and communicate that they appreciate and care about the well-being and comfortability of subordinates."
  • "Identify the strengths of your multilingual and bilingual employees and assign special projects to utilize these skills. These employees will be able to contribute to other departments and can capitalize on the environments in which they feel comfortable and in turn, can lead to gained trust and confidence in the company they work for."
Quotes
  • "When training staff members who don’t speak English, try to communicate more visually than verbally. Use pictures, videos, and/or physical demonstrations to teach them about how to properly use equipment, software and cleaning techniques. "
  • "A common method in our industry is color coding. You can use colors on equipment, signs, and bottles or containers of cleaning supplies or chemicals to show danger (red), a lesser degree of hazard (yellow), caution (orange), and safe/good to go (green)."
  • "having a translator on-site to help communicate information and answer questions when you hold trainings. This person could be either someone from outside of your company, or a bilingual employee, if you’re fortunate enough to have one. "
  • "Another option, in addition to providing a translator, is to translate your training and safety materials (e.g., pamphlets, forms, signs, etc.) into the languages your employees speak."
Quotes
  • "Use words in the right context, avoid jargon, slang and words which have a double meaning and repeat anything that’s causing confusion."
  • "A language ‘survival’ course is a great way to teach non-native speakers some basic language requirements for the business. Words, phrases, warnings and relevant or specific business jargon will help them perform well in their role. Classes can also be advantageous for all employees when dealing with overseas markets."
  • "Learning some basic greetings, words of encouragement, praise and gratitude in your employee’s native tongue is great for strengthening communication and building rapport."
  • "Sometimes the easiest way of learning something new is by watching someone else do it. Showing not telling removes the language barrier, whether it be demonstrating a practical or technical skill."
  • "Translating key documents into an employee’s native language helps employees understand more complex tasks or instructions. If the business is large with international offices, it may make sense to translate important documents into the top three to five languages used."
Quotes
  • "McDonald's tested its English classes in a series of pilots in 2007 and launched them nationally in 2015 as part of its “Archways to Opportunity” program, which includes other educational assistance. In total, about 6,100 workers have completed the classes at more than 40 sites nationwide."
  • "In the high-turnover fast-food industry, 88 percent of participants are still working at McDonald’s one year after completing classes, and 75 percent remain with the company after two or three years. "
  • "After 16 weeks in a pilot program funded by the Walmart Foundation, 37 percent of the total 1,000 participating employees were promoted at Kroger in Houston, Publix in Miami and Whole Foods in New York. And 82 percent held the same position for five years before their promotion, says Jennie Murray, director of integration programs at the National Immigration Forum, a nonprofit immigrant advocacy group based in Washington, D.C."
  • "The participants’ managers, who were surveyed before and after the classes, reported an 87 percent improvement in customer service and an 89 percent rise in store productivity."
  • "Some executives hire managers who are bilingual, while other companies provide foreign language training for their supervisors in locations where the majority of employees don’t speak English. "
  • "Several Phoenix-area employers pair new workers who speak limited English with a co-worker who can help orient them, says Niki Ramirez, SHRM-CP, founder of HRAnswers.org."
  • "Ramirez translates company handbooks into Spanish for clients and sees how appreciative employees are when they receive a document they can understand. Another easy way to build human connection: Let your employees choose the music in their breakroom so they don’t hear English-language tunes all the time. "
  • "International potlucks are popular at United Electric Controls, a manufacturing company in Watertown, Mass., where workers hail from 29 different countries, ranging from Venezuela to Vietnam, Somalia to Singapore, says Terri Pollman, the company’s HR director. Onsite English classes helped workers gain confidence to apply for apprenticeships, she says."
  • "SSometimes a professional translator is needed, says Pablo Pineda, HR manager at a Smithfield Foods plant in San Jose, Calif., where about 80 percent of the 155 employees have limited English proficiency. "
  • "Pineda, who is bilingual, translates for the plant’s 102 Spanish-speaking workers, but he had to hire a professional to do the same for the 26 employees whose primary language is Vietnamese. Schedules at the plant are posted in English, Spanish and Vietnamese, and workers also receive written translations for safety training, benefits information and handbook policies."