The industrial packaging business is a vital component of the global supply chain, serving a broad spectrum of markets such as chemicals, pharmaceuticals, food and beverage, agriculture, and manufacturing. The business is engaged in the design, manufacturing, and sale of rugged packaging solutions like steel and plastic drums, fiber containers, intermediate bulk containers (IBCs), and flexible packaging. These items are critical to the safe handling, storage, and transportation of raw materials and finished products over long distances. With international trade growing and sustainability at the top of the agenda, the industrial packaging sector is increasingly turning to environmentally friendly materials, innovative designs, and intelligent packaging technologies. Firms in this arena, such as Greif, Inc., are taking the lead by aligning packaging solutions with customer requirements and focusing on environmental stewardship, operational effectiveness, and supply chain resilience. With a career spanning continents and industries, Bala V. Sathyanarayanan has established a distinctive niche as a visionary human resources executive. Currently Executive Vice President and Chief Human Resources Officer at Greif, Inc., Bala has spent his career revolutionizing organizational culture, integrating HR initiatives with worldwide business objectives, and advocating for employee wellness. Respected for his collaborative leadership and strategic thinking, Bala is the embodiment of how people-driven innovation can propel global success in the modern business landscape.

From Humble Beginnings to Human-Centered Leadership: A Journey Fueled by Passion for People

Bala started his professional career in the energetic city of Chennai, India, a city that cultivated his values, drive, and early professional insight. His early days at world giants Coca-Cola, Hewlett-Packard (HP), and Xerox set the stage for his destiny as a worldwide HR leader. Every position honed his mind on one critical factor: people. At Coca-Cola, Bala immersed himself in the core of people development and training systems. This experience was instrumental, giving him a lifelong passion for talent development and the conviction that well-trained people are the foundation of any successful organization.

He subsequently moved to Hewlett-Packard, where he helped establish the linkage between HR planning and the company’s global goals. In this part of his career, he learned the significance of balancing human resources with overall business plans, making HR not a support function but a driving force for development. At Xerox, Bala’s purview expanded greatly. He was given charge of leading Human Resources and Business Transformation for 145 countries. This enormous assignment allowed him to refine his skills at managing cross-cultural organizations and dealing with complex worldwide issues. It was also one of the first instances he implemented change management on a massive level a talent that would form the backbone of his leadership philosophy.

The Turning Points: Expanding Global Horizons and Redefining Leadership Across Borders

Two pivotal leadership positions at Avaya Inc. and United Technologies (Otis Elevator Company) represented turning points in Bala’s career. These roles broadened his technical skill set and his global perspective. At Avaya Inc., Bala transitioned into leadership positions that helped him comprehend the changing dynamics of the tech and telecom industries. He became a change-making leader, spearheading global HR initiatives that transformed Avaya’s talent strategy and operations. He was recognized as someone who could inject clarity and focus in high-stakes settings.

At Otis Elevator Company, part of United Technologies, Bala’s experience expanded further. Working in one of the world’s most renowned engineering and industrial companies, he contributed to bridging old-world manufacturing strategies with imaginative, people-centric HR practices. This was another landmark—a chance to infuse human capital strategies into a corporate setup that was famous for engineering prowess. These critical assignments solidified Bala’s global management expertise and strategic vision. They positioned him for his most impactful role yet—at Greif, Inc.

Greif, Inc.: Pioneering Global HR Transformation Through Unified Vision and People-First Innovation

At Greif, Inc., the industrial packaging industry’s leading global company, as Executive Vice President and Chief Human Resources Officer, Bala faced the colossal task of integrating HR systems with Greif’s worldwide vision. His first revolutionary contribution was to bring in HR strategies that not only facilitated business objectives but propelled them. With the awareness of the interdependence between employee experience and customer satisfaction, Bala made it his mission to place people at the heart of all strategy.

He spearheaded the development of Greif University,” a centralized learning environment to upskill employees and develop leadership. By investing in ongoing learning and leadership growth, Bala developed a robust internal talent pipeline that was capable of addressing the needs of a fast-changing industry. He also launched the “Lead to Last” program yet another flagship initiative aimed at long-term leadership sustainability. Through initiatives such as these, Bala fostered an environment in which learning, development, and accountability were organizational standards. Most significantly, perhaps, Bala realized global gender pay parity at Greif—an accomplishment that few global companies have yet been able to equal. This historic achievement demonstrated his commitment to equity, transparency, and inclusivity.

Adaptive and Inclusive Leadership Rooted in Humanity and Vision

Bala’s own leadership style is as diverse as his background. He characterizes it as customer-focused, strategic, and inclusive—but above all, it’s human. Throughout the years, his leadership philosophy has evolved. Shaped by his experience at Coca-Cola, HP, and Xerox, Bala has crafted a style that melds strategic vision with emotional acuity. He values transparency and candor, making sure employees at every level feel heard, seen, and empowered.

At the core of his philosophy is the practice of servant leadership—a notion that leaders need to empower their people by making their needs their top priority. Through creating this culture, Bala has developed cultures in which innovation is a driving force and people are encouraged to give their best. His highest inspiration as a leader is Peter Drucker, whose works on management and human capital had the most profound influence on Bala’s mind. Similar to Drucker, Bala also shares the view that the best measurement of leadership is the capacity to grow people so that the organization thrives even when the leader is not there.

From Crisis to Cohesion: How Bala’s Calm Leadership and the “One Greif” Vision Transformed Organizational Resilience

Bala V. Sathyanarayanan’s leadership stands in moments of crisis when his steady presence, level head, and fearless decision-making give way to organizational stability. Under uncertain circumstances, Bala preaches hope combined with an unwavering grip. He is cautious and systematic, first assessing the business objective and only then reacting to the situation. This results in clear-cut communication throughout departments, followed by concerted action directed at one aim. This strategic serenity has been a key to navigating Greif and other companies through periods of change and global turbulence. Among the most effective actions of Bala during such a time is to instill the “One Greif” way of thinking a cohesive cultural shift that dismantles departmental and geographic silos. This promotes teamwork, obliterates duplications, and builds employee involvement. The outcome is a more nimble, responsive, and harmonized business that not only survives crises but thrives in competitive international markets. Through a disciplined yet people-focused lens, Bala combines high-stakes decision-making with cultural harmony, demonstrating that authentic leadership is about bringing people together under a clear vision, particularly when the stakes are high.

Driving the Future Forward: How Bala Sathyanarayanan Merges Innovation and Inclusive Strategy to Lead in a Complex Global World

For Bala Sathyanarayanan, innovation is not an add-on—it is the driving force behind progress and resilience. In a business environment characterized by speed of change, digital disruption, and global complexity, he sees innovation as a matter of survival and growth. At Greif, Bala has infused this belief into the company’s core by advocating next-generation HR tech platforms that support real-time decision-making, fast-paced workforce management, and seamless coordination across global and hybrid teams. Yet, his method goes further than embracing new technology. He focuses on creating a culture that supports continuous learning, experimentation, and strategic agility. Initiatives such as Greif University and Lead to Last reflect his passion for developing talent and enabling people to develop with the company.

Concurrently, Bala acknowledges the deep challenges confronting global leaders today, from managing a multicultural and tech-savvy workforce to developing a common culture in dispersed and hybrid work environments. He has addressed these challenges with an integrated leadership model that combines digital transformation with a human touch. The “One Greif” culture he launched encourages alignment within all departments and regions, demolishing silos and building on a common identity. Concurrently, he has been an ally to diversity, equity, and inclusion, adding unconscious bias training, spearheading pay equity programs, and creating measurable belonging goals throughout the organization.

Bala’s leadership is characterized by a mix of strategic vision and emotional intelligence. He constructs strong cultures based on trust, recognition, and growth, making sure that Greif not only responds to change—it drives it. His comprehensive and inclusive approach is a template for contemporary leadership, one where innovation and compassion come together to build a high-performance, future-proof organization.

Empowering People, Shaping Futures: The Lasting Legacy of Bala V. Sathyanarayanan’s Human-Centered Leadership

Bala V. Sathyanarayanan’s leadership vision goes way beyond business results; it’s about people, purpose, and empowerment. Asked about the legacy he hopes to leave, Bala talks not of awards or profit but of a cohesive and motivated workforce that can drive a shared vision. His leadership has always supported efforts such as Greif University, strategic alignment initiatives, inclusive practices, and pay equity, all of which embody his conviction that real organizational power resides in its people. Bala inspires future leaders to remain curious, develop rich networks, and stay rooted in servant leadership. To him, leadership is not a matter of being at the top; it’s about raising others, creating spaces where all people, regardless of title or location, feel empowered to flourish. In an age of turbulence and global complexity, Bala’s journey is more than the individual odyssey from Chennai to the international boardroom; it’s a roadmap for sustained leadership. Through his leadership transformation at Greif and his impact on the broader business community, Bala exemplifies a leadership philosophy in which vision, empathy, and empowerment come together to create a long-term impact.

Quotes:

“True leadership isn’t about being at the top—it’s about lifting others up and lighting the path forward.”

“In times of change, clarity, courage, and compassion are the anchors of great leadership.”

“When people feel genuinely empowered and valued, organizations don’t just succeed—they thrive with purpose, resilience, and a shared vision.”