In a time of overlapping crises, organisations are being asked to do more than adapt: they must stay human, fair, and effective under pressure. In this interview, Laura Hochegger, Deputy Head of Sustainability & Innovation at GrECo International, speaks with Alexander Berth, Diversity & Social Impact Manager at Greiner, about why inclusion is more than a “nice to have”. They discuss psychological safety, the roots of resistance to change, and how leaders can turn commitment into everyday practice to make equal opportunities part of corporate culture.
Hochegger: We live in times of multiple crises. How are global challenges changing the importance of a diverse and inclusive culture in organizations?
Berth: It’s a crucial question! We are seeing wars, economic pressure, technological disruptions – challenges that affect not only companies, but people directly. And the impact is visible: recent studies show that employee engagement is globally at its lowest level since the beginning of the pandemic.
So, how can we counter this trend? I’m convinced that an inclusive company culture plays a central role here. It helps create fairness and transparency, offers flexibility, and puts psychological safety at the centre. It also strengthens the resilience of organizations in times of crisis. But it only works with a clear direction – and with leaders who act as role models.
Hochegger: Many studies show that a diverse and inclusive culture is not just a “nice to have”, but a real competitive advantage. Where do you see the real value for Greiner?
Berth: Research shows that a diverse and inclusive culture makes a real difference. Lower employee turnover, higher engagement, improved employer attractiveness, more psychological safety – and ultimately, healthier and more creative teams. Anyone who ignores these strategic advantages risks missing out on a lot of potential. That’s why I’m curious: where does this resistance come from, and how can we address it?
Hochegger: Where do you think this resistance comes from?
Berth: I believe it has a lot to do with our own individual experiences and privileges – and the assumptions we build from them. On top of that, there might be a fear of change. Because fostering equal opportunities and an inclusive culture means changing how we do things. At its core, it’s a change process. Besides numbers and facts, it needs a lot of empathy, awareness, communication – and explaining the “why”.
Hochegger: When you look at equal opportunities at Greiner, what are you truly proud of?
Berth: There’s a lot to be proud of, and a lot we still need to work on! Most importantly, we’ve anchored the topic structurally. Greiner has set clear goals and priorities and established an advisory board that takes a strategic look at equal opportunities. Our global training programme has reached more than 50% of our people over the last two years – from colleagues on the shop floor all the way to the CEO. Last year, we systematically started measuring the inclusivity of our culture. That’s an important step for actively managing such a broad topic. But honestly, I’m even prouder when colleagues share very personal experiences that show our work has a meaning that goes far beyond measurable KPIs.
Hochegger: Where do you see concrete positive effects of a diverse and inclusive culture in day-to-day collaboration and teamwork?
Berth: There are many examples I could give! First of all, Greiner is globally active and covers a broad product portfolio – so a variety of perspectives is crucial for achieving the best possible results. In daily collaboration, an inclusive culture often shows up in small examples that can mean a lot to the people affected: When meeting formats or team-building activities are adjusted so that everyone can fully take part; when a manager actively tries to make part-time roles possible, to improve the balance between family and work; when a colleague finds the courage to speak openly with their team about an invisible disability – and feels stronger because of it. For me, these moments matter.
Hochegger: Can you share examples where different perspectives led to better decisions or outcomes?
Berth: I’d actually like to turn the question around: how are you supposed to reflect the complexity of today’s world without a mix of perspectives? I strongly believe that in a dynamic and challenging time, a range of opinions, backgrounds, and life experiences is essential if we want to make well-informed decisions. We also live this approach in our advisory board for equal opportunities. Employees from different functions, hierarchy levels, genders, religions, and sexual orientations are represented. The discussions might take a little longer, but they’re also deeper and more inclusive.
Hochegger: How does Greiner deal with cases of discrimination when they come up?
Berth: At Greiner, we have established a clear approach. There’s zero tolerance for any form of discrimination, harassment, or bullying – regardless of personal characteristics such as gender, age, background, social status, sexual orientation, religion, or disability. This commitment is part of our Equal Opportunities Policy and our Code of Conduct. On top of that, there’s the whistleblowing platform tell-greiner.com, which gives all stakeholders an anonymous way to report concerns. Depending on the incident and applicable law, appropriate remediation and mitigation measures are taken. But it doesn’t have to go that far: we encourage people at Greiner to treat each other with respect and appreciation. A lot can be sorted out in proactive conversations before things turn into real conflicts.
Hochegger: What do you expect from leaders who say they “support an inclusive culture” – what does that support need to look like in practice?
Berth: If you are serious about being an ally, it takes more than attending mandatory training and signing up for workshops. Above all, it needs openness and a willingness to reflect on yourself. Without this openness, e-learning courses won’t help either. It’s about actively questioning your own privileges and taking concrete steps in your daily work. Leaders have an important role-model function here. If they live it, the team will follow along.
About Alexander Berth:
Alexander Berth is Diversity & Social Impact Manager at Greiner. Since 2020, he has been working on initiatives around corporate culture, equal opportunities, and sustainable transformation. He studied in Graz and Basel and has international experience in communication and the non-profit sector.
About Greiner
Greiner, based in Kremsmünster (Austria), is one of the world’s leading companies for plastic and foam solutions. With its four operating divisions – Greiner Packaging, Greiner Bio-One, NEVEON, and Greiner Mediscan – the company is at home in a wide range of industrial sectors. Greiner generated revenue of approximately EUR 1.94 billion in the 2025 financial year and employed over 10,200 people at 105 sites in 28 countries. www.greiner.com
Laura Hochegger
Deputy Head of Sustainability & Innovation
GrECo Group
T +43 664 822 18 66
Alexander Berth
Diversity & Social Impact Manager
Greiner
