Floor van Griensven is the Chief People Officer at Trivium Packaging in Schiphol, the Netherlands. Originally entering the HR profession after studying Employment Law and becoming a Labor Lawyer, Floor details the pursuit of gaining end-to-end HR experience at Heineken before becoming the CPO at Trivium.

Floor also shares an overview of Trivium, a global supplier of infinitely recyclable metal packaging solutions, touching on its HR transformation, achievements, and growth journey.

Can you share an introduction to yourself and your career journey?

My background is in Labour Law. I began my career as a Labour Lawyer at an international law firm where I spent five years refining my expertise. It was a fantastic foundation that taught me work ethics, attention to detail, and the ability to quickly problem solve and connect the dots. I also developed strong negotiation and influencing skills during that time.

While I enjoyed the legal side of things, I found myself wanting closer involvement in business operations; being part of the process from start to finish, not just when problems landed on my desk. That realization led me to Heineken. Labor law is closely tied to HR, and I joined Heineken's labour law department, which was part of HR. From day one, I found the challenges and the environment I was seeking.

Heineken offered me incredible opportunities during my 17 years with them. During that time, I took on seven different roles, moving back and forth between HR specialist and HR operational roles to build a complete end-to-end HR experience. I started with labor law, managing contracts, restructurings, terminations, and policies. Later, I became the head of HR for the breweries in the Netherlands and support functions, applying my knowledge in “real” practice and on a larger scale.

I also led HR transformation projects, implementing SuccessFactors and driving talent and capability projects. Eventually, I became HR Director at Heineken's global head office in Amsterdam. This journey provided me with comprehensive HR experience, allowing me to understand the full HR life cycle and how all the elements connect.

My career also took me abroad. I worked in Berlin and most notably, spent three years in the Democratic Republic of Congo, an experience that is close to my heart. Living and working there was truly special, both professionally and personally.

The pandemic gave me time to reflect on my career path and I realized I wanted to take end-to-end responsibility for HR at the highest level. I also wanted to work in a faster-paced environment where decisions and changes happen more quickly. That ambition led me to join Trivium Packaging as Chief People Officer and that's where I am today.

Can you bring Trivium to life and who you are as a business?

I am incredibly proud of Trivium. We are a metal packaging company on a mission to change the future for the better. We work with some of the world's leading brands helping them transition to more sustainable and environmentally friendly packaging, as metal packaging has one of the highest recycling rates globally. Metal is also infinitely recyclable. We serve a global audience of customers, many of whom are global household names. Trivium (a private equity company) operates in over 60 locations across 19 countries with around 7,300 employees and an annual revenue exceeding $3 billion.

Has the size you’ve achieved been through acquisition or organic growth?

Trivium was born in 2019 from the Food & Specialty metal packaging division of Ardagh Group, merged with Exal, an American business. Although we had a solid foundation, it was not yet integrated or ready to scale. Over the years, we have built an integrated award-winning business committed to sustainability. We are the first packaging company to win the EcoVadis Platinum award four years in a row, which speaks to our commitment to operating sustainably.

Recently, we celebrated Trivium's fifth anniversary with a global ‘high-five’ campaign where our teams shared their proudest achievements. Over these five years, we've completely transformed our company, embracing high tech solutions that people don't often associate with can manufacturing. We also have over 50 scientists around the world holding more than 50 patent families and winning over 65 product awards.

Now, you have also been going through a HR transformation. What has that entailed for you, particularly from a People perspective?

When I joined, my first focus was on the HR team. I believe you need to get your own house in order before supporting others. I started by analyzing our HR population: do we have the right people in the right roles, who are our top performers, who is underperforming, what are the skills we need to develop, and do we have proper succession planning. This analysis led to significant changes in our HR Team.

Today, we have 125 people in HR many of whom joined within the last years. Through clear communication about our new direction, as well as about the “why,” people became enthusiastic about being part of the journey. For three consecutive years, HR has had the highest engagement scores and is now in the top decile of the annual organizational health score. It wasn't easy, but it was necessary, and it worked. Effective change requires three things: communication, transparency, and credibility. One of my mottos is ‘Clear is kind’. We moved fast, but we did it with care and a strong focus on change management.

Can you elaborate on how you approached the HR Transformation?

We tackled it in five steps:

1) Shape the HR team: we assessed our team's skills performance and development needs

2) Build HR capabilities: we launched a training program to elevate our HR community, which was well received by both HR and the business

3) Secure the base regarding HR data, processes & systems: we revamped our HR processes and did a “health check” on our Global HRIS resulting in a roadmap, to ensure efficiency and credibility. We ran projects on getting & keeping the HR data right. Dashboards now refresh every 24 hours providing real- time data insights.

4) New Operating Model: we introduced Centres of Excellence, HR Business Partners and streamlined HR operations, including systems, data and payroll, and improved the collaboration and communication between the teams.

5): People Vision: we launched a 5Y People Vision, including a clear ambition and (culture) drivers as well as (tangible) tactics on how to get there.

One of the big topics we’re talking about at the moment is AI, along with Diversity & Inclusion.

We are also exploring AI as well as diversity and inclusion. We are intentionally slow followers in AI, learning from others as our production environment differs from purely digital companies. But we are strong advocates for diversity, equity, inclusion, and belonging (DEIB), embedding it into our culture and leadership principles.

Are hybrid working and getting back to the office also a discussion topics at Trivium?

For us flexibility is key. We manage based on output not on where or when people work. In our production plants, being present is naturally required, but for other roles, flexibility is a given. My boss trusts me with freedom, and I do the same with my team. If you have high performers who deliver, there's no need for rigid rules about office presence. Flexibility is the new gold. I have four children, so this flexibility allows me to manage my career and family. Trust is the basis of all relationships.   

On work-life balance and being in the office, are you a big advocate for that?

I don't believe in work-life balance in the traditional sense. Life isn't a straight line; it has peaks and valleys. What matters is understanding when you are off balance and whether it's with purpose.

If I'm off balance because of a big project or a campaign that's OK. I communicate that at home and my family understands (or at times not). When I'm off balance without purpose, that's when I step back and recalibrate. It’s about awareness and acceptance. I try to prioritize self-care; sleep, exercise, and time with my family and have fun to manage the intensity of my role.

At the same time, I also accept that I’m a very passionate and driven person, and I love my work and challenges, so it will always remain a point of attention.

What is key to being successful as a Chief People Officer?

To be successful as a Chief People Officer, a requirement is to have a supportive CEO, who puts people first. You may have a strong team and great capabilities as HR professionals, but when the highest person in the organization does not truly value people and HR, you can never make it fly.

What’s your advice for those who are up and coming in the profession?

People look at many things before they accept a job, but the manager is the key - even more so in a person's first couple of jobs, because then one is still a rather ‘blank sheet’.

Your first jobs are not about what you earn, they're about what you learn and who you learn from. It is all about leaders or mentors, who know the way, go the way, and show the way.

A good manager is crucial; 70% of your work satisfaction is tied to your boss. Before accepting a role, understand who your manager will be and his/her values. In your early career, that influence is pivotal!

Let’s go back to your time in Congo. What led to the relocation? And what did the experience teach you?

I will never forget that moment. I was sitting across from Heineken's Chief People Officer at the time, a bit nervous as he reviewed my resume. He looked up and said, “Floor, your resume is great. You've built a solid career across various HR roles, operational, specialist, global, and local, but there's one thing missing.” I asked him what it was, and he replied, “The bold move, that step outside the lines, something unpredictable.”

He was absolutely right. I had always been precise, and in control: coloring within the lines - a trait I attribute to my legal background. That conversation sparked something in me. He didn't have the answer or the opportunity for me at that moment, but I left his office determined to find it. Months later, just before Christmas, I got a call. We have an assignment for you in “Congo”, they said. My husband was in the kitchen preparing Christmas dinner when I walked in. And when I said, “Congo”, he paused, looked up and said, “Do you even know where that is?”

My eldest son overheard and shouted, “Mum, is that where the Bonobos live?” That evening, we sat as a family and researched the country. I was immediately captivated. My husband was more cautious;, he brought up questions of safety especially with four young children. Our youngest was not even a year old, but after many conversations, we made the decision: it isn't going to be easy, but we will do it together as a family.

Those three years in the Democratic Republic of Congo were the most special, meaningful years of my life. It wasn't just a professional transformation; it was also a personal one. Congo is one of the poorest countries in Africa with immense challenges, but the people have hearts of gold, they're incredibly open to change, eager to learn, and remarkably resilient. I arrived as an HR Transformation Manager, tasked with leading change and I knew that had to be effective. I had to immerse myself completely and needed to be fluent in French, not just conversational but truly proficient, as I would be conducting trainings and leading change management projects. I studied intensively with a local French teacher who not only helped me master the language but also to understand the culture, values, and nuances of the Congolese people.

In Congo nothing is predictable. I learned to have a Plan B and Plan C for everything. There I witnessed real hardship, challenges far beyond anything I had seen before, yet the people showed such optimism and enthusiasm, they embraced change with open arms and a willingness to learn that I found truly inspiring.

That experience taught me resilience, adaptability, and the importance of genuine human connection. I had to earn their trust, understand their culture, and truly listen. It wasn't easy, but it was deeply rewarding. Those three years reshaped my understanding of leadership, culture, and human potential. Looking back Congo was the wild card I needed, it pushed me out of my comfort zone and made me stronger, more empathetic and more complete as a leader. After that experience, I knew I was ready for anything.

Do you think there's another move in your future?

I really hope so. I would recommend working abroad and ‘coloring outside the lines’ to anyone. Always ask yourself, ‘What would I do if I had would have 2% more courage?'

However, I also realize that as my children grow up, it becomes more difficult to move. With the oldest being 15 and the youngest 8, they have their friends, schools, and sports to which they are very attached.

But if I got the opportunity again, I would love to, and I would grab it with both hands.

EMEA Recruitment works in partnership with the international medical charity Operation Smile. What was the last thing that made you smile?

There are many things that make me smile. I also believe that smiling is extremely important. That’s also something I learned in Congo. People there face so much hardship, yet they smile a lot. It’s important how you come across - your positivity, your energy - and it's healthy too.

The last thing that made me smile was last night. I received a compliment after a board meeting which made me smile. But the best thing in life is making others smile.

And of course, nothing beats seeing my boys smile when I get home after an intense working day!

Thank you to Floor for speaking to our Human Resources recruitment team in the Netherlands.

Views and opinions contained within our Executive Interviews are those of the interviewee and not views shared by EMEA Recruitment.