As vice president of HR at Sappi Southern Africa, James Manana believes that businesses and HR don't just exist to make products or profits, but to make people better, wiser and more capable of shaping the society they live in.
This belief has guided every step of his journey at Sappi, shaping how he leads, learns and lifts those around him.
“What inspired my journey has to be a passion for a better society through successful business that is intentional about unleashing the potential of their employees to do better for themselves, for the business they work for, and for the economy,” he says.
“In this journey, I have learnt so much, as one never stops learning. Some of the key learnings include my leadership journey, the management of community relations, a serious issue that was confronting our operations during 2017/2018, leading the management of collective bargaining at Industry level and talent management differently.”
His impact has not gone unnoticed, with recognition from his peers and leadership standing as a testament to his work. “Being awarded both the Group and Southern Africa CEO’s awards on two occasions in November 2018 and May 2021, respectively, were some of the key moments at Sappi for me.”
To understand the magnitude of his role, one must first appreciate what Sappi represents, as James explains that the company’s work extends far beyond the paper mills.
Fair share of challenges
“Sappi is a global, diversified woodfibre company. We transform renewable resources, primarily woodfibre, into products that form an essential part of everyday life. From sustainable packaging and graphic papers, to textiles, biomaterials and renewable energy solutions, our portfolio reflects the shift from a traditional paper producer to a future-focused, purpose-driven business,” he explains.
“In South Africa, where our roots lie, Sappi plays a vital role in driving industrialisation, rural development and inclusive economic growth. We manage sustainable forests, operate advanced manufacturing sites and export world-class products to global markets.”
Running the people agenda for a company of this scale comes with its fair share of challenges, he notes. “Current challenges include the global war for good talent and leadership. We have implemented a very comprehensive and well-structured talent management process and this is well-embedded in our business,” shares James.
“Health and wellness of employees (worklife balance) is another. At Sappi, we embrace the power of health and wellness for our employees as the means to bring about worklife balance. To this end, we have implemented very specific policies to drive this, these include financial awareness, various counselling offerings guided by our very capable and dedicated EWB teams.”
Technology is another key disruptor bringing a new labour market landscape. He acknowledges that digital transformation has changed not only how people work, but how they live.
A critical role
“At Sappi, we have a strong learning culture through our learning and development platforms which include leadership development programmes and various upskilling initiatives aimed at driving operational excellence, so as to future-proof our business. These programmes have embraced AI and digital transformation.”
What makes Sappi’s approach particularly compelling, according to him, is how human capital intersects with sustainability – two forces that might seem separate, but are in fact deeply intertwined.
“At Sappi, we see people as the bridge between industrial excellence and sustainability performance. Our HR function plays a critical role in aligning these two priorities, ensuring that as we operate complex, world-class manufacturing sites, we do so with a workforce that is skilled, empowered and deeply connected to our purpose.”
When asked about the initiatives that make him most proud, he lights up – each one, in his view, a piece of a larger puzzle aimed at empowerment and inclusion.
“I can think of many, but amongst them is the talent forums – an addition to our talent review programme led by some of our general managers, who chair conversations regarding our key talent, development opportunities, and mobility,” he says.
“Another one is the development of a community engagement strategy implemented in 2018. This was a collaborative initiative with our procurement and corporate affairs, in driving a shared value approach with our local communities, which incorporates business opportunities for local SMME’s, skills and employment for opportunities as well as various CSI initiatives.”
Creating balance
And then there’s the lighter, but no less powerful, Move More campaign, born out of feedback from Sappi’s 2023 employee engagement survey.
“The survey highlighted a need for Sappi to look at work-life balance for employees differently,” he explains. “Move More was the idea to get employees active for at least 30 minutes – exercising, walking, cycling, swimming, or running. The uptake was brilliant and the campaign is still running.”
It’s no surprise that wellness holds a special place in his heart. After all, he practices what he preaches as he’s often found lacing up his running shoes when not running the HR strategy.
“I love running because it keeps me going. I have completed four Comrades Marathons, something I never thought I could do, and recently, together with our group CEO and group head of HR, we completed the Sydney Marathon,” he shares.
“In addition, I read a lot and spend quality time with my family. Most people might be surprised to learn that I am also a ballroom and Latin dancer – I used to be very good at this,” James concludes, explaining that these personal passions remind him that life and leadership are both about rhythm and balance.
