Alaine Hendrickse, head of human resources and communications at Pepkor NexTech, uses his diverse set of experiences and expertise to prepare for the future whilst ensuring people are always prioritised first.
For Alaine Hendrickse, people chief at Pepkor NexTech one question guides his professional path: “How do we keep up with this ever-changing world?”
It’s this forward-looking mindset that brought him to his current role. Joining Pepkor in 2021, Alaine initially worked in the corporate centre and property division. However, his move into IT and technology was a deliberate, future-focused step.
“The HR world is changing. The landscape is changing. The way of work is changing and the technology field is where the world is going,” he explains.
Naturally, as Alaine prepares for the future, AI is a key consideration. His approach to keeping pace with AI is simple: keep people the priority. He believes one must ensure human intelligence is augmented by, not replaced by, artificial intelligence.
Alaine highlights a key win achieved with the leadership team: establishing the people function as one of Pepkor NexTech’s core strategic pillars. This people-first focus is proving essential as the business actively formulates its AI strategy, reinforcing the principle that upskilling and reskilling employees is a critical priority.
“AI is massive. We are on a massive journey now with AI. We are drafting strategy and obviously people are very important around that,” he shares. “Last month I sent out a generative AI training for all our staff. I want it for the entire company, not just Pepkor NexTech. We’re starting now because part of our leadership development function is to see what the skills for the future are. In 2030, in five years' time, at the top of the list is AI, so I'm preparing the workforce now.”
To stay ahead of the curve, Alaine is actively exploring the potential skills and roles the company will need. His vision extends to building a unique IT training academy within Pepkor NexTech, designed to keep the company at the forefront of technology. Alaine sees this evolving into a world-class institution that cultivates the next generation of innovators.
“I have a passion for people, so I want to create opportunities for our internal staff in terms of furthering their education,” he affirms.
This people-first philosophy is the thread that runs through his 15-year career in human resources, a journey marked by his willingness to pivot and explore new industries.
Being open to explore
After studying at Nelson Mandela University and the Cape Peninsula University of Technology, he gained his early work experience within NGOs. After three years at Broadreach Healthcare, an NGO focused on health and technology, he decided it was time for a change.
“I took a step back and thought to myself I’ve already been exposed to the small world of NGOs, I need experience in the corporate world,” he explains.
This prompted him to take a three-month contract at Oceana Group – a decision that would profoundly shape his career path. The role ignited a passion for the corporate world, and what was meant to be a three-month contract turned into a six-year tenure.
Alaine started as a B-BBEE consultant and then covered a maternity leave role at Lucky Star, a subsidiary of Oceana, which led to a Senior HR Officer position at the canned seafood brand. “I was exposed to the whole process: from catching the fish to canning the fish!”
At Oceana, Alaine gained foundational experience in operations, which included developing a unique understanding of how to work effectively with unions and factory environments. “That's where I learnt my bread and butter – HR and all its processes and policies,” he says.
It was this experience that led him to be headhunted for another fast-moving consumer goods (FMCG) brand – Distell (now Heineken). Though the alcohol industry was entirely new terrain, Alaine faced the challenge head-on.
“I was employed as a regional HR practitioner. I looked after the Northern Cape, Free State, Lesotho and the Western Cape. I had a massive portfolio,” he says.
At Distell, he continued to work in operations with a focus on distribution and sales, making a practical impact on the business. “I improved some internal systems and internal processes to streamline things and get some efficiency going,” Alaine notes.
Then came another change. Alaine was headhunted for Lasec, a medical distribution company. He was still in operations and distribution, but this time with medical laboratory equipment instead of FMCGs. For the three years he was at Lasec, he concentrated on improving employment equity.
This fearlessness in diving into the unknown is a defining trait for Alaine. It’s what ultimately led him to his current role at Pepkor, the mothership for iconic brands like PEP and Ackermans.
“I've worked at NGOs. I've worked at FMCGs. I've worked in the medical and pharmaceutical world with Lasec. And now I'm in retail,” he says.
Staying well
This focus on people naturally extends to wellness. “Wellness is very important. Ensuring that our staff are mentally here because people suffer burnout. How do we as an HR function help avoid that? A big thing for us is diversity. Supporting our employees who are disabled and neuro-diverse, and accommodating our staff through our diversity, equality, inclusion and belonging strategy.”
Not only does Alaine believe in wellness in the workplace, he puts it into practice in his personal life through work-life integration. He loves sports – whether playing fives football or watching rugby. Above all, he is a dedicated father who cherishes time with his family and three daughters.
“Life is very busy and sometimes we tend to live it so fast,” he reflects. “We don't take a step back and enjoy it.”
It's a reminder that for Alaine, keeping the human in human resources starts at home.
