At a forestry skills centre in rural KwaZulu-Natal, young trainees gather around practical tools of the trade – chainsaws, maintenance kits, timber samples – learning skills that can open doors to employment, entrepreneurship or participation in a broader forestry value chain. For some, it is a first step into formal work. For others, it is a pathway into micro-enterprise.
Programmes like these offer a window into how Sappi is redefining what a ‘People’ strategy can mean. In an industry undergoing profound transformation – adapting to climate change and shifting global supply chains, to name a few – the company is positioning people not as a support function, but as a core pillar of long-term competitiveness.
The question is no longer whether investing in people matters. It is how effectively that investment translates into resilience, innovation and sustainable growth across a global organisation.
Sappi recognises that social impact isn’t just about corporate giving or philanthropy. Investing in youth education, local enterprise, and community wellbeing is all about strengthening the socioeconomic foundations of the regions where we operate.’
Andre Oberholzer, Group Head, Corporate Affairs, Sappi Limited
From support function to strategic engine
Sappi’s ‘People’ pillar sits at the centre of its broader sustainability framework, alongside environmental stewardship and economic performance. But unlike traditional HR models that focus primarily on compliance or employee wellbeing, Sappi’s approach is explicitly tied to business strategy.
Training, leadership development, diversity, engagement and community investment are framed not as standalone initiatives, but as interconnected drivers of performance in a rapidly evolving bioeconomy.
This shift reflects a wider reality. The sector is no longer defined solely by industrial scale – it is increasingly shaped by innovation, circularity and sustainability. Competing in this environment requires not only capital investment, but also a workforce capable of adapting to new technologies, regulatory demands and market expectations. Future-oriented mindsets and competences are therefore key.
In this context, Sappi’s investment in human capital – averaging more than 46 training hours per employee annually, alongside structured leadership programmes and technical apprenticeships – signals a deliberate effort to build capability at scale and to invest in future readiness.
People as enablers of the bioeconomy
As Sappi continues its transition toward a more circular and bio-based business model, the role of people becomes even more critical.
Innovation in biomaterials, advances in sustainable forestry, and the integration of digital technologies all depend on a workforce with the right mix of technical expertise, adaptability and collaborative skills. At the same time, achieving decarbonisation targets and maintaining certified, traceable supply chains requires alignment not only within the company but across its broader ecosystem of suppliers and communities.
Here, Sappi’s ‘People’ strategy extends beyond its direct workforce.
Initiatives such as the Khulisa tree-farming programme, which supports thousands of smallholder farmers and micro-enterprises, and skills centres like Ngodwana, which train hundreds of young people annually, reflect an understanding that long-term resilience depends on the strength of the entire value chain.
This is closely linked to Sappi’s social licence to operate. In regions where forestry operations intersect with local communities, building trust, creating economic opportunity and supporting inclusive development are not optional – they are essential.
By investing in education, enterprise development and local capacity, Sappi is not only strengthening its supply base but also helping create the enabling conditions for sustainable, circular growth.
Competing for talent in a changing world
Like many industrial companies, Sappi faces an increasingly competitive global labour market – particularly for technical experts in manufacturing, IT and engineering talent.
Attracting and retaining this next generation of talent requires more than competitive compensation. It requires a clear sense of purpose, opportunities for development and a workplace culture that reflects evolving talent expectations around growth opportunities, clear career paths, flexibility and impact.
Sappi’s approach combines structured learning pathways with leadership development programmes such as LeadSmart and Learn2Lead, as well as digital learning platforms and internal mobility opportunities. This creates a framework for continuous development – an important factor in engaging employees across different career stages.
At the same time, initiatives such as the SappiConnect mobile application, designed to improve communication with employees who may not have regular access to digital tools, highlight an effort to ensure inclusivity across diverse operational environments.
In a sector often perceived as traditional, these efforts also help reshape the narrative—positioning Sappi not as a legacy manufacturer but as a forward-looking player in the bioeconomy.
Looking ahead
As Sappi continues to evolve, the importance of its ‘People’ strategy is likely to grow.
In a world defined by uncertainty and transformation, the ability to attract talent, build skills, foster inclusion and maintain strong community relationships will be critical differentiators. The company’s approach - integrating these elements into a coherent, globally aligned framework while remaining responsive to regional realities – positions it to navigate this complexity.
We aim to prioritise where we can make the biggest difference, which is why a substantial proportion of our social impact programmes are focused on South Africa, where our global headquarters are located. Having said that, we, of course, continue to drive several impactful programmes across our mills and offices in Europe and North America - whether this involves grassroots support, volunteering, or sustainability education.
Andre Oberholzer, Group Head, Corporate Affairs, Sappi Limited
Ultimately, the measure of success will not be found in individual metrics, but in the collective impact of these efforts: a workforce that is engaged and capable, communities that are empowered and resilient, and a business that is well-equipped to thrive in the circular, low-carbon economy of the future.
If the forestry skills centre in KwaZulu-Natal offers a glimpse of that future, it is one where people are not just part of the story – they are at its centre.
To find out more about how Sappi proactively partners with its employees, meets their changing needs, and implements a variety of global and regional initiatives to enhance trust and empower its people and communities, check out our most recent Group Sustainability Report.