corporate Social Responsibility | deSter

Corporate social responsibility

Corporate social responsibility

As a member of gategroup, deSter adheres to gategroup’s corporate social responsibility policy whose activities are built around four areas that are relevant to our business activities and reflect our core values.


Our community

Wherever we do business, our priority is to contribute positively to the communities that we serve. We encourage our employees to share their expertise, to help people in their communities and to devote some of their time and energy to making the world a better place. A wide range of local programs are supported by local management and their teams and we endorse and support their activities.

Our workplace

The success of deSter depends in large part on its employees. As a result, we focus our energy on attracting and retaining talented individuals and encourage their growth and development within our company. We work hard to achieve an environment in which individual and team efforts are rewarded and recognized, and employees are inspired to be a part of our organization.

Our marketplace

We seek to apply and improve standards throughout our supply chain and optimize value, keeping the needs of our customers at the forefront of our decision making. Corporate support of this mission is anchored by a number of global programs including but not limited to global operational excellence programs, supplier programs and global employee training which ensures best in class service.

Our environment

Food loves packaging, there’s simply no way around it. Today however, more than ever before, developing food packaging is no longer just about optimizing functionality and looks. It’s also about designing environmentally conscious products that contribute to safeguarding our world for future generations. As a leading producer of food packaging, we believe good business should be good for people and gentle on the environment. This is why throughout all of our operations, sustainability is key.

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