palletcentral

3 2 Pallet C e nt ral • July -Aug u st 2 0 26 CASE STUDY More Than Pallets, Building A Culture That Lasts Case Study: Inside Custom Forest Products' People-First Workplace BY ANNETTE FERRI, VICE PRESIDENT OF COMMUNICATIONS R etention and workforce development are ongoing challenges across the wood pallet industry. Labor- intensive operations, tight margins, and competition with warehousing and logistics for the same pool of workers have prompted many Woodpack Global member companies to rethink how they recruit, train, and retain employees. Turnover in production environments carries real operational costs, from training time to safety and throughput, which has pushed workforce strategy higher up the list of leadership priorities. e specific approaches vary from formal apprenticeships to wellness programs to community partnerships. e underlying recognition of being proactive in this matter is shared: workforce strategy is operational strategy. Custom Forest Products, founded in 2003 and currently employing 60 workers, offers one example of how that recognition can shape a company's day- to-day operations. Company Background Custom Forest Products produces pallets for customers operating in complex industrial supply chains, with operations that include both new pallet manufacturing and repair. e company has grown steadily since its founding, scaling its workforce alongside its production capacity. President and owner Eric Foust attributes much of that growth to its workforce decisions and frames the company's operating philosophy in plain terms: "We care about the people, not just the pallets." Foust says it's a line the company has built specific programs around rather than treating it as a slogan. The Caring Culture Initiative Custom Forest Products' workforce programs are coordinated through what the company calls its Caring Culture Initiative, known internally as "Custom Cares." e initiative serves three groups: employees and their families, customers, and the surrounding community. A cross- functional caring team, established in 2008, coordinates the work. Leadership credits its origin to involvement with C12 Groups, the world 's largest peer-learning community for Christian CEOs, business owners, and executives. e caring team is staffed by employees from across the company's departments, with each member representing their peers. Its responsibilities include identifying employee needs, coordinating support, and organizing activities, including volunteer projects that

• Cover