As Sappi nears its 90th anniversary in 2026, vice president of HR James Manana reflects on the choices that sustain its culture, and what it takes to build an inclusive, purpose-led workplace at global scale.
Their recognition as one of the World’s Best Employers and Top Companies for Women rankings for 2025 offers a snapshot of how people experience the organisation across geographies and roles.
Q: What do you think differentiates Sappi’s people culture on a global stage, and what are you doing right that’s resonating both locally and internationally?
At Sappi, our people culture is rooted in authenticity and purpose.
What truly differentiates us is the balance between our global scale and our deeply local connection – whether you’re in a mill in KwaZulu-Natal, or an office in Brussels, you’ll find the same sense of belonging, accountability and pride.
We’ve built a culture that empowers people to think beyond their roles, to innovate responsibly, and to see the direct impact of their work on our business, our communities and the planet.
It’s this alignment between personal purpose and corporate purpose that continues to resonate across geographies and generations.
Q: What do you believe are the key factors that have contributed to Sappi being named one of the World’s Best Employers for 2025?
Recognition like this doesn’t happen overnight – it’s the result of years of deliberate investment in people, leadership and culture.
Three factors stand out:
- Consistency in values: We’ve remained true to our purpose of building a thriving world by unlocking the power of renewable resources.
- Visible leadership: Our leaders are deeply engaged – not only in driving performance but in shaping an environment where people feel seen, supported and valued.
- Sustainability of opportunity: Whether it’s through skills development, diversity programmes or innovation projects, we create real pathways for growth.
Ultimately, being named among the World’s Best Employers validates the journey we’ve been on, one that prioritises people as much as performance.
Q: Sappi was also ranked among the Top Companies for Women. How is the company ensuring that women thrive across all levels of the organisation?
We’re proud that women make up a growing proportion of leadership across our operations. Our focus has been on creating access, visibility and support – not just representation.
We have strong succession pipelines and leadership development initiatives such as women in leadership, LeadX, and mentorship partnerships across the group.
We’re also addressing structural barriers – from flexible work arrangements to parental support and inclusive leadership training to ensure that women have every opportunity to thrive, lead, and be recognised.
Q: How does this recognition align with Sappi’s broader transformation from a traditional paper company to a purpose-driven, sustainable business?
Our transformation has always been about people and planet working in tandem. As we evolve from a traditional paper company into a diversified woodfibre business, our ability to innovate and adapt depends on the people who power that change.
A culture that celebrates inclusion, curiosity and continuous learning is critical to our transformation. These recognitions reinforce that our human capital strategy – building capable, diverse and future-focused teams – is at the very heart of our sustainability journey.
Q: Can you share a few examples of initiatives that have made a real difference to employee wellbeing, growth or inclusion?
We’ve taken a holistic view of wellbeing and inclusion, focusing on both physical and psychological safety. Some examples include:
- The Sappi Thrive Wellbeing Programme, which provides mental health and financial wellness support.
- LeadX, which identifies and develops future leaders from within our operations.
- Our skills centres in communities near our mills, which build employability and technical capacity among youth – many of whom later join Sappi.
- Employee volunteering and enterprise development programmes, which strengthen our sense of purpose beyond the workplace.
Q: What lessons have you learnt about creating a truly inclusive culture?
Inclusion is not a policy – it’s a daily practice. We’ve learnt that it starts with listening: understanding the experiences of our people and creating spaces where every voice counts.
We’ve also learnt that inclusion and performance go hand-in-hand. Teams that feel trusted and respected are more innovative, more resilient and more committed.
Most importantly, inclusion requires accountability – from visible leadership to individual ownership of behaviour and mindset.
Q: As Sappi approaches its 90th anniversary in 2026, what does the future of work look like for your teams and the next generation of talent?
The future of work at Sappi is defined by agility, collaboration and purpose.
Our focus is on future skills – while ensuring that the next generation understands the legacy of safety and care that defines Sappi.
As we near 90 years, our goal is to continue nurturing teams that are both future-ready and values-grounded.
