Focusing on What Matters Most

Corporate sustainability agendas evolve over time as new topics emerge and priorities shift with changes in stakeholder expectations and operational impacts. We regularly consult our stakeholders to ensure we are able to focus our resources, sustainability reporting and stakeholder engagement.

Over the past decade, Ball and Rexam developed proven sustainability frameworks. Once we started the integration process, we evaluated strengths and weaknesses of each organization’s approach and began combining the most effective management tools to serve as the foundation for our continued success.

As a first step, we analyzed Ball’s and Rexam’s sustainability materiality surveys in which each company identified its most relevant sustainability issues. Inspired by our customers and other stakeholders, we combined our sustainability priorities into a set of four and defined how actions in each priority will contribute to bottom-line growth and our Drive for 10 strategic vision.

By enhancing the unique sustainability credentials of our products along their life cycle, we position them as the most sustainable choice and help our customers grow their business.

By measuring, managing and continuously improving the safety and environmental performance in our operations, we increase efficiencies, reduce costs and minimize risks.

By acquiring, developing, engaging and retaining the best talent, we create long-term success for our employees, our company and external stakeholders.

By focusing and enhancing corporate giving and volunteerism, we invest in the future of the communities where we operate, and help them and us thrive.


Ball’s Sustainability Priorities

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

Approximately 200 global stakeholders―customers, shareholders, suppliers, trade associations, academics and employees―participated in Ball’s latest materiality survey (2013). The issues they identified as high priorities correspond to the priorities identified in our first formal survey in 2009. They are considered when selecting information for our sustainability reporting. Reviewing results per stakeholder group such as customers as well as per region, allows us to engage and communicate with our stakeholders more effectively.

The top 15 economic, environmental and social issues that our stakeholders and Ball consider to be most material to our company are:



  • Customer satisfaction
  • Business ethics
  • Risk and crisis management
  • Transparency
  • Responsible sourcing
  • Alignment with customers on sustainability


  • Packaging recycling
  • Innovation and packaging design
  • Energy management
  • Lightweighting of packaging
  • Water management
  • Waste management


  • Health and safety
  • Employee engagement
  • Talent management
While “community engagement” did not make it on the list of the top 15 issues, we know there is value in being a good corporate citizen in the regions where we operate. It strengthens our reputation, inspires employee engagement and supports our goal to be the employer of choice in our regions. That is why we continue to include it in our sustainability reporting. Review our detailed materiality matrix online.

To better understand ongoing, developing and new material issues and to align our resources, reporting and stakeholder engagement, we intend to refresh our materiality assessment for our evolving company in 2017.

Kathleen Pitre image
Internal Perspective

“At Ball, we have excelled in an important aspect of sustainable development: we have continuously improved the sustainability performance of our operations and our products since our company was founded in 1880. Our manufacturing lines continue to become more efficient and we use significantly less metal per container every year.  Our employees’ passion and dedication for sustainability drive this incremental change that, multiplied by the dozens of locations and billions of products we manufacture each year, makes a huge difference.

At the same time, we understand that we must combine our actions with those of our partners to create transformational change. It is this type of change that is being addressed by the 17 UN Sustainable Development Goals. The SDGs are very ambitious – achieving them will require contributions from every sector. We are developing plans as to how Ball will contribute to the goals that are directly tied to our business and impact the communities in which we operate. It is truly ‘who we are’ and everyone in the company will have an opportunity to contribute. One of the challenges we face is measuring our impact in a meaningful way that allows us to better define our role as part of this drive toward the global goals.

IMPACT 2030 caught our attention in 2014, as it appeared to be a powerful resource to better align our community engagement efforts with a broader sustainable development agenda. For us and our partners, IMPACT 2030 is the beginning of a 15-year effort to substantively improve life for people in every community across the globe.”

- Kathleen Pitre, Vice President, Communications & Corporate Relations, Executive Director The Ball Foundation


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