Southern Africa - Sappi

Lost Time Injury Frequency Rate
2007 – 2011
Lost Time Injury Frequency Rate
1
0.9
0.8
0.7
0.6
0.5
0.4
0.3
0.2
0.1
0
2007
2008 2009 2010 2011
n SA (own employees) n SA (contractors) n Sappi Global (own employees) n Sappi Global (contractors)
Training and development
To promote the development of our people, we have adopted a culture of ‘freedom with responsibility’
which supports innovation and personal responsibility. Pivotal to this are our performance management
system, our leadership development initiatives and support for training which balances individual
development with organisational requirements.
In Southern Africa, skills development is both a corporate and a national agenda. In addition to adult basic
education, literacy and financial skills training, in 2011 we awarded 30 bursaries to students studying
chemical, mechanical and electrical engineering as well as forestry. Of the bursaries awarded, 18 were
granted to women. Currently there are 163 apprentices and technical learners (30 women) working
towards national qualification in artisan trades and as repairmen. Workplace training and development
initiatives took place across all operations. Mentoring and coaching continued to play an important role
in the transfer of skills.
The Sappi Leadership Academy, whereby 12 to 15 high-potential employees in the regions of South
Africa, Europe and North America, participate in focused leadership programmes, continued to play a
vital role in the development of future Sappi leaders. The Academy is aimed at enhancing employees’
leadership skills, approach to change management and overall business acumen. In 2011, South Africa
completed its ninth Academy.
Diversity
Historically disadvantaged employees are a major focus of our training support in Southern Africa.
Through the equity and learning forums, management and employee representatives agree on training
plan requirements as well as tracking of training and development progress in order to equip employees
for improved performance in their current roles, recognise competence and prepare them for career
mobility. Skills development initiatives, particularly programmes aimed at improving management and
leadership skills, are geared to meet our employment equity targets.
The major challenges faced within developing a diverse workforce relates to increasing the number
of senior women managers (14% of senior management) and the number of women in general (19%
of the total workforce), which we employ. Supporting and encouraging women to build a long-term
career at Sappi is vitally important for our sustainability. The Women’s Development Workshop, which
was initiated in 2011, continues to be a focus point to ensure the much needed support, retention and
motivation for women in the organisation.
In the South African context we are challenged with meeting our employment equity targets at the top
management and senior management levels by the year 2014, in line with our submissions to the South
African Department of Labour.
Sustainability Report 2011 21