Every year on 1 May, Mzansi’s workplaces pause for Workers’ Day, yet HR leaders Khanya Magudulela, HR executive at Motus; Lerato Morathi, human capital executive at Alexforbes; and Annelie Govender, CHRO at Vector Logistics, also view the day as a chance to hold up the mirror to the workplaces being built for workers and reflect on what putting workers first truly looks like in practice.
“Workers’ Day is about recognising all contributions made by our people. Importantly it’s about reflecting on whether we are creating an environment where people feel respected, fairly treated and able to grow,” Khanya Magudulela, HR executive for the retail division at Motus, says. “For me, leadership is ultimately about service, and our responsibility is to ensure that the people who power our organisation are supported to thrive and today is a reminder of that responsibility.”
Within that context, she points to where the organisation has concentrated its efforts, and believes that putting workers first is about consistent effort and action, honest conversations and a willingness to evolve with the changing business landscape as a leader.
“It means fair compensation, mental health support and transparency from leadership. It also means adapting to changing expectations, such as being intentional about our people’s continuous growth and development, purpose-driven careers, while ensuring no one is left behind in that transition,” she elaborates.
“I’m most proud of our commitment to treating employees as individuals, not just roles. Whether it’s through wellbeing initiatives, opportunities for development, or fostering an inclusive culture, we’ve worked and continue to work to create an environment where people feel seen and valued. Certainly not there, but we are committed to the cause.”
She adds that part of this work lies in improving how work itself is structured and experienced on a daily basis.
Empowering people
“I’m particularly focused on deepening engagement and expanding meaningful career growth opportunities. Our aim is to help build a strong, values-driven organisation where people can bring their best selves to work and where their individual strengths are recognised and fully utilised.”
“This includes creating clear and accessible development pathways, leveraging technology more effectively to reduce administrative burden and intentionally making space for innovation at every level of the organisation. Ultimately, we want to empower people to do their best work by removing unnecessary friction and enabling a more supportive, forward-thinking environment.”
For Lerato Morathi, human capital executive at Alexforbes, Workers’ Day is a powerful reminder that behind every strategy, system and outcome are people who show up every day with commitment and care.
“As a leader of people, it is a moment to pause and genuinely appreciate the individuals who not only do their jobs, but who go the extra mile to make the lives of our members easier through every interaction they have with us,” he says.
“Our business is like a finely tuned engine with many intricate parts that must work together seamlessly. Our people are those essential elements – each playing a critical role in keeping the engine running, adapting to challenges and enabling us to go the distance. Workers’ Day reminds me that leadership is not only about driving performance, but about creating the conditions for our people to thrive, feel valued and understand the impact of their contribution as we navigate change and tackle what lies ahead together.”
Active listening key
Lerato explains that where that intention becomes visible is in how employee input is handled inside the organisation.
“What I am most proud of is our organisation’s commitment to truly listening to our people – and, importantly, acting on what we hear. We use a variety of listening channels, including employee surveys, to create space for honest and meaningful feedback. What stands out for me is how our leaders respond to that feedback: with care, respect and urgency. It reflects a deep sense of accountability and a genuine desire to continuously improve the employee experience, rather than simply measure it.”
“I am also incredibly proud of our internal mobility outcomes. A significant number of roles across the business are filled by internal candidates, which speaks to the strength, depth and potential of our people. It is a testament to the culture we are building – one where individuals are encouraged to hone their talents, grow their skills and pursue new opportunities within the organisation as they arise. Another area I am truly proud of is our continued commitment to flexible work arrangements.”
According to him, truly putting workers first in 2026 is by recognising that the greatest strength of any organisation lies in the minds, experiences and perspectives of its people. “It is an acknowledgement that behind every outcome are great minds at work and that leaders carry the responsibility of creating environments where those minds can genuinely thrive.”
“Putting workers first requires leaders to lead with a deliberate people‑first mindset. When we do this, we move beyond seeing employees as roles or outputs and develop a deeper appreciation for both the similarities and differences people bring. We embrace individuals for who they are and intentionally support them in the ways they need – whether through flexibility, development, inclusion or care. Importantly, 2026 also challenges us to rethink the role of technology in the workplace. Automation and AI, when used responsibly, are enabling us to get back to the basics by removing mundane and administrative tasks that consume time and energy.”
Dignity not a given
Annelie Govender, CHRO at Vector Logistics, brings a perspective shaped by the operational reality her workforce lives every day.
“For me, Workers’ Day is a reminder that dignity at work is not a given, it is something that must be actively protected, shaped and advanced every day. As a leader, it’s a moment to reflect on whether the environment we’ve created truly enables people to feel safe, valued and able to build a better future for themselves and their families.”
“Recently, I spent time in one of our operations during an early morning shift, watching teams start their day long before most of the country is awake. It reinforced something simple but important – the experience of work is shaped in those everyday moments, not in policies. In a logistics business, where many of our people operate on the frontlines, Workers’ Day is deeply personal. It’s about recognising the individuals who keep supply chains moving under pressure, often in challenging conditions.”
Annelie believes putting workers first in 2026 means moving beyond policies and into lived experience, as she puts it, “It requires leaders to listen more intentionally, act on feedback faster and be transparent about decisions that impact people. For us, in 2026, listening is expected and acting is what builds trust. It also means recognising that the workforce is not homogenous. The needs of a frontline employee, a driver and a head office professional are different and a one-size-fits-all approach no longer works.”
“The reality is we operate in high-pressure, cost-sensitive environments, but that’s exactly why being deliberate about the worker experience matters. Critically, putting workers first does not conflict with business performance – it enables it.”
Creating greater consistency
What she is proud of however, is how they are intentionally building a culture of care, opportunity, and shared responsibility. “Purpose matters. When people see how their work connects to something bigger, everything changes. That sense of purpose builds pride, connection and long-term engagement. Our focus now is on creating access to opportunity, particularly for entry-level employees, through structured pathways into the business.”
“In our context, where employment has a profound social impact, that access matters. At the same time, we’ve embedded wellbeing into how we operate – from safety to broader wellness and community initiatives. Importantly, we are also creating opportunities for our employees to contribute beyond the workplace, particularly in areas like food security and community support.”
She notes that there is still opportunity to create greater consistency and clarity in the employee experience.
“In large, operational businesses like ours, the experience of work can vary significantly depending on location, leadership and function. Closing that gap so that every employee has access to the same standards of leadership, development and support is a key focus.
I’m also particularly focused on strengthening capability at frontline leadership level. The quality of a frontline manager is the quality of the employee experience.”
“If there is one shift I believe organisations need to make for workers , it is this: we need to stop thinking of employees as a ‘resource’ and start seeing them as partners in building a sustainable business. That shift changes how decisions are made, how success is measured and how accountability is shared.”
