Saurabh Ranjan


Orchestrating HR Success in the Packaging Industry

Saurabh Ranjan

Group Chief Human Resource Officer (CHRO),

Jupiter Laminators

The flexible packaging industry is experiencing a profound transformation, marked by a surge in new ventures armed with cutting-edge technology and skilled resources. This shift has posed continuous challenges for established players, demanding adaptability to ensure sustained success. Saurabh Ranjan, Group CHRO at Jupiter Laminators, stands at the forefront of shaping a resilient workforce in the dynamic packaging sector. With over two decades of experience, he adeptly addresses challenges, emphasising diversity, upskilling for technological advancements, and maintaining work-life balance. His strategic leadership reflects in steering the workforce towards resilience, adaptability, and forward-thinking, aligning with the unique dynamics of the packaging industry.
Academically grounded with credentials from XISS and IIM-C, Saurabh’s commitment to continuous learning is evident through certifications in Google Analytics, Google Ads, and Train the Trainer from TISS Mumbai. His professional journey spans pharmaceuticals, telecom, power, and packaging, showcasing his versatility.
In his role at Jupiter Laminators, Saurabh ensures the right people are in key roles, acting as a strategic business partner for positive organisational development. His track record includes designing performance management frameworks, driving capability-building projects, and successfully managing HR operations in India and China. A trusted leader committed to trust, transparency, and innovation, Saurabh Ranjan emerges as a key influencer in the transformative journey of the flexible packaging industry, embodying a passion for empowering teams to reach their full potential. His insightful perspective is explored in an exclusive interview with TradeFlock. 

Can you briefly outline your professional journey and key milestones in shaping your HR career?

With over 20 years in HR, I’ve navigated diverse roles at Videocon Telecommunications, Dabur Pharma, Alembic Pharmaceuticals, Huhtamaki India, and Sterlite Technologies. Notable milestones include managing strategic HR operations for India and China. As an HR consultant, I contributed to organisational growth through initiatives like goal setting, PMS, policy frameworks, and assessment centres. Now, as Group CHRO at Jupiter Laminators, a leading packaging company, I shape human capital strategies. My journey reflects a commitment to excellence and a continuous contribution to organisational success in a dynamic HR landscape.

How have your academic credentials and diverse sector experience influenced your journey in HR leadership?

My journey in HR leadership is fortified by academic excellence from XISS-Ranchi and IIMCalcutta, supplemented by certification from TISS-Mumbai’s Train the Trainer programme. The diverse sectors of telecom, power, pharmaceuticals, consulting, and flexible packaging have honed my adaptability and problem-solving skills. Serving in varied industries enriched my experience, providing a comprehensive understanding of HR challenges. Exposure to diverse organisational cultures has accelerated my career growth, fostering versatility and contributing significantly to my leadership journey in HR.

What challenges have you faced as a CHRO in the packaging industry, and how did you address them?

The flexible packaging industry’s decadelong transformation presents challenges necessitating a proactive CHRO approach. As industry dynamics shift, fostering diversity, upskilling for technological advancements, and managing work-life balance become paramount. Limited awareness of key organisational development (OD) processes adds complexity, demanding a strategic approach for growth. As CHRO at Jupiter Laminators, my role involves shaping a resilient workforce attuned to the packaging sector’s nuances. We address challenges through targeted communication, diversity-focused talent attraction, and robust learning interventions. Fostering a culture of respect and trust permeates our strategy, ensuring every team member contributes to our adaptability. Navigating these intricacies requires a holistic, forward-thinking leadership approach to not only meet current demands but also prepare for the evolving landscape.

How do you ensure that the performance management process aligns with the organisation's strategic goals?

To align the performance management system with organisational goals, a strategic approach is crucial. Clear goal definition and communication lay the foundation for aligning individual and team performance with broader objectives. Leadership updates on organisational progress provide a holistic understanding, while involving employees in goal-setting fosters ownership. Quarterly check-ins with feedback sessions enable timely course corrections for continuous alignment. KRAs and KPIs offer quantifiable progress tracking. A robust reward and recognition framework celebrates achievements for motivating employees. Adopting a competency-based approach for skill-gap identification enhances the effectiveness of training interventions, promoting a result-oriented culture.

Can you provide an example of successfully leading your HR team through a period of change or transformation?

In my role as Unit HR Leader, I effectively led my team through a significant organisational transformation during the demerger process at Dabur Pharma. This involved prioritising precise and transparent communication, conducting town hall meetings, and implementing an open-door policy to address employee concerns. To alleviate potential anxiety, targeted engagement initiatives, such as Q&A sessions and support programmes for emotional well-being, were initiated. Collaborating with a central task force, we conducted a thorough talent mapping exercise, retaining key contributors through competitive compensation and career development opportunities. Meticulous execution, regular check-ins, and progress assessments ensured a seamless demerger process. Post-demerger, ongoing support and feedback mechanisms were established, facilitating a smooth transition and underscoring the success of both entities under strategic leadership.

What are your key strengths as an HR leader, and how do they enhance your effectiveness in your role?

As an HR leader, my strengths include fostering a positive culture, strategically aligning HR initiatives with business goals using the Balanced Scorecard model, and proactively adapting to organisational needs. Effective communication fosters transparency, and my commitment to continuous learning ensures innovative HR solutions in line with best practices and industry trends.
















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