In an industry where the primary goal is to produce sweetness for Mzansi, group HR executive Thembi Kumalo is focused on ensuring that same sweetness exists within the hallways and culture of the South African Sugar Association (SASA).
Speaking to CHRO South Africa, Thembi shares that in an industry defined by process and pressure, her goal is to cultivate the same sense of considered sweetness in the workplace, where people feel supported, valued and able to do their best work.
Q: What inspired your career journey in HR, and what have been key moments of learning along the way?
Some of my most profound lessons have emerged through moments of rejection, which have taught me the value of resilience and persistence. Whether the challenges arise across the organisation or within teams, finding grounding in your purpose is essential. Building a meaningful career often comes with battles; some external and some deeply personal. But I have learnt that we are placed in specific spaces for a reason. I have touched and changed lives in the workplace, even when others doubted my abilities. Your capabilities, talents and skills may be questioned or scrutinised, but staying calm and focused on what needs to be achieved for the business beyond the opinions of others is what truly matters.
My inspiration and long-term career goal has always been to qualify as a psychologist. After completing my honours in industrial psychology, I was introduced to the HR space, which became a natural extension of my interest in human behaviour. HR became my first professional home and has remained my career path ever since. I have a deep passion for employee wellness and engagement, and now, as a registered industrial/organisational psychologist, I am equipped with an even broader perspective on employees and the workplace.
Q: For those unfamiliar, what does the South African Sugar Association do? And what does your role as group HR executive entail and how does it feed into the overall business objectives?
I lead the HR function, overseeing the full employee lifecycle from attraction, placement and onboarding to training and development, wellness, benefits administration and employee relations. I serve as a member of the executive team and several industry-related committees, providing both strategic guidance and operational leadership. I manage a team of 12 HR professionals, including a professional nurse, and I also coordinate executive conferences and management seminars for leaders across the organisation.
I firmly believe that strategy is driven and achieved through people. My role is to ensure that the people strategy enables employees to deliver on organisational objectives by providing effective processes, meaningful support, and cultivating a great place to work.
SASA is the sugar industry regulator as provided by the Sugar Act (9 of 1978) and the Sugar Industry Agreement, 2000. SASA’s mission is to provide specialist services that enhance profitability, global competitiveness and sustainability of the sugar industry. These services are offered to cane growers, the Millers, industry partners and stakeholders.
Q: How has your journey prepared you for leading people strategy within an industry as complex and dynamic as sugar?
My journey has shaped me into a calm and resilient leader who works closely and intentionally with my team. Over the years, I have developed a participative and engaging leadership style, grounded in the belief that truly understanding the people I work with matters more than maintaining surface-level relationships. I prioritise the work and value authentic, professional connections rather than friendships that may compromise ethical standards or blur boundaries. Authenticity is important to me, and it has helped me build resilience and the ability to bounce forward in the face of challenges. These qualities have been essential in navigating the complex and dynamic environment in which we operate.
Q: What are some of the biggest HR challenges you face and how do you overcome them?
HR is often not viewed as a true business partner. The function can easily be misconstrued as one that merely takes instructions and executes transactional processes, while its strategic voice and contribution may be seen as unnecessary. The real game changer is to gradually introduce the HR approach and strategy you believe the organisation needs. Over time, by allowing these initiatives to take root and demonstrate value, you begin to shift perceptions and show the true impact of a strategic HR function.
Q: What do you think people outside the industry often misunderstand about the human side of sugar production?
People outside the industry often view HR as a purely transactional or compliance-driven function focused mainly on enforcing rules and regulations. The human impact side of HR, which includes employee wellbeing, talent development and creating a great place to work through engagement and autonomy, is still seen by many as aspirational or unrealistic. As a result, certain conversations remain unfamiliar or even frowned upon. There is still an important discourse that needs to be driven to shift mindsets and demonstrate the value of a truly strategic, people-centred HR approach.
Q: What is your philosophy on developing women leaders in a historically male-dominated sector?
SASA is committed to developing women leaders and ensuring opportunities are within reach for all. Our succession planning is guided by performance and potential, but in a rapidly evolving industry, we go further by intentionally investing in women leaders, empowering them to grow, excel and shape the future.
Q: How is the South African Sugar Association preparing its workforce for the skills of the future, particularly with AI and digital transformation?
As an industry undergoing repositioning, AI and digital skills are central to our business. In areas such as knowledge management, we are already leveraging digital agriculture technologies, including drones, and beginning to develop and apply AI skills. While progress has started, there is still work to be done in other areas, depending on the tools and solutions available in the market.
Q: What HR initiatives have you implemented that you are most proud of?
- Introduction of talent management as a strategy to deal with high attrition rates of scarce and critical skills.
- Introduction of organisational culture surveys and interventions thereof.
- The focus on employee wellbeing as a critical area to enhance a great place to work.
- Taking a stance that engagement is a critical component of leadership. Leaders must be approachable and be open to giving employees a voice.
Q: When not driving HR strategies, what do you do to unwind?
I lead a network of women in the Durban area within my church, a role entrusted to me by the senior pastors. This network runs an annual programme addressing a wide range of issues from gender-based violence and career or business empowerment to spiritual growth. Our initiatives include outreaches, prayer gatherings and weekend retreats focused on healing, personal reflection and overcoming past challenges.
