Kleen-Pak Products Private Limited

​​​​In Kleen-Pak, innovation and careful planning are two key pillars which have made flexibility a viable business solution. Thinking creatively and staying committed to their work-life strategy has made them a ‘flex-friendly’ company in the manufacturing sector. The outcomes of this strategy are heightened operational readiness and enhanced employee engagement.

Facts in a Flash

Industry Industry: Manufacturing

Employment size Employment size: Above 30

Employment profile Employment profile: Manufacturing, sales, corporate and administrative staff

Employment profile Featured work-life programmes:

Flexible Work Arrangements
  • Telecommuting
  • Flexi-time (staggered time: choice of own start and end time from five predetermined options)
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Starting Point

Flexible Work Arrangements (FWAs) at Kleen-Pak Products Private Limited (Kleen-Pak) were first introduced as a strategic response to operational and staff welfare needs. The management observed that due to business expansion, employee travel increased significantly, and staff often required remote access to company and client data from the office. They also anticipated that more employees would require FWAs in the coming years to tend to family responsibilities. By offering flexi-work options, the management aims to empower employees to manage their careers without compromising on family-time.

Success Factors

1. Organisational Work-Life Strategy

Kleen-Pak formalised its first two flexible work arrangements as an Alternative Work Arrangement policy, which serves as a guide for employees who are considering flexi-work and signals the organisation’s long-term commitment to work-life.

As their work-life strategy gained momentum, Kleen-Pak embarked on a job redesign project in order to create a fully flexible workplace. It re-designed identified key positions so that critical tasks were shared among individuals. This ensured business continuity during extended absences such as planned annual leave and unexpected exigencies. Task-sharing also eased employees’ work stress as it allowed them to manage personal and family responsibilities, knowing that their colleagues are trained and capable of handling important tasks in case of emergencies.

Cultivating flexibility in the workplace was not without challenge. To overcome initial resistance from employees who were affected by the job redesign, management maintained open communication with employees on the automation and job restructuring processes. Employees were assured that they were still an important part of the organisation and that the company would help them to ease into their new roles.

2. Information Management Strategies

The easy access of information online has enabled the employees at Kleen-Pak to respond to customer queries and feedback more efficiently, even when they work remotely. Employees who telecommute also tend to be more productive as they cut down on travelling time and experience less distractions/interruptions.

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