Sappi


Parent company: Sappi

Industry:

Location: Warsaw, Poland

Established:

Company size: 10,001+

Web: http://www.sappi.com

About the company

Every one of the about 14,000 people around the world employed by Sappi, of which about 5,400 are based in Europe, underpin our business success. Our focus is on equipping our people and subsequently the communities we operate in with the life and career skills, knowledge and confidence that allow them to build on their own capabilities and further their development.  

Our business goal is to be an exciting, growing and profitable leader in paper and chemical cellulose, providing value to our shareholders, people and customers by leveraging our resources effectively to create wealth.

Our people strategy which is linked to the business goal is to have a fulfilled and engaged workforce that delivers on the key drivers of the strategy.  We want all our employees to commit to the strategy of the organization and give their best contributions into their work and stay with the organization as a result of that commitment. An engaged workforce is more likely to focus on attaining profitability, strong financials, customer satisfaction, competitive positioning and total shareholder return.

The key drivers to achieving our Sappi Europe People Strategy are: 

1. Connecting People to the business – Sappi has an embedded process to communicate the strategy and yearly business targets to all employees. This management process provides employees with the opportunity to engage on the strategy with management, and allows them to understand how the strategy translates into what they need to do in their roles to contribute to the overall achievement of the strategy. The deployment of priorities through this process and the application of more rigor in following-through on those priorities are key components of our continued efforts to become a high-performance culture. 

2. Building strong skills across Sappi – having a workforce that is both capable and competent in getting their jobs done right. This involves hiring correctly, retaining talent, accelerated development, strategic sourcing of talent, providing performance feedback and creating development opportunities. Our focus on training and development, whether it is to learn new skills, improve performance or to prepare for a future career objective, is recognised as a strategic tool for Sappi’s continued growth, productivity and its ability to retain valuable employees. We will manage skill development through increased focus on learning-on-the-job. We believe that a blend of different learning approaches in concert can provide powerful learning. As 70% of learning takes place on the job, it is crucial that leaders give the right experience opportunities to their people enabling them to grow capabilities to support SFPE to their best abilities. 

3. Developing a strong leadership culture  – building leadership capability at all levels within the organization and using our pipeline framework as a means to guide development. It is our goal to develop leaders at every level of the organization who are accountable for achieving business results and who exemplify the ‘Sappi Way’ of working. Sappi believes that a strong leadership culture drives collective mind-sets which is crucial for executing effectively our strategic priorities. As we are committed to growing and developing our own talent and developing leaders from within, we have defined a set of leadership competencies that clearly sets out the qualities and behaviors expected from our leaders: We do run annually a bottom-up talent review process allowing us to identify, validate and further develop all talents across the organization.

4. Transforming our workplace – in the context of our European business this means a focus on workforce composition, transformation; changing mindsets in how we do our business and behaviors in line with our values. We do value diversity. As a global company, we employ a diverse workforce. We value this diversity, believing that it contributes to innovative thinking and our ability to service diverse global markets. We strive to create a workplace free of from discrimination and harassment, acknowledging and accepting differences among our people with respect to age, class, ethnicity, physical ability, race, sexual orientation, and spiritual practice.   We will grow leaders who live the Sappi Performance Engine philosophy and take their organization and employees with them. We will drive a culture that is not satisfied with the current situation – we will relentlessly focus on improvement in all we do. We will be open to new ideas and embrace change. We will be disciplined in executing decisions taken. We will encourage our employees to identify problems and communicate them. We will empower our employees to solve problems by themselves. 
 
5. Energizing our work environment – In line with our employment values, we will continue to create an environment where our employees are empowered to act within a certain framework (freedom with responsibility), where our employees get opportunities for personal development and growth to increase their employability, where we encourage to respect each other and build trustful relationships and have a mind-set of finding new ways to solve problems..  
Employee engagement is fundamental to organizational effectiveness. Sappi is committed to running a bi-annual employee engagement survey across all its Regions to ensure that it keeps closely in touch with the employee experience. We promote well-being and employability.
 
6. Compensation philosophy – attracting, motivating and retaining employees in order to drive the achievement of Sappi’s strategic goals. We strive to reward our employees fairly and equitably in relation to job level, experience and the employment market. Our compensation programs are aligned to the organizational context, support the business strategy and are aimed at reinforcing and sustaining high performance levels of all employees. Sappi recognizes the need for a variable pay component to drive individual and/or team performance to achieve business goals. Variable pay programs, both long and short-term, have been implemented, each with parameters that are relevant for the purpose they wish to achieve
It takes inspirational and engaging leadership to attract, develop and retain talented and motivated employees who form the heart of a high performance culture.
 
We are confident that the combination of the various people processes and activities will directly contribute to us achieving a high performance culture and thus allowing us to deliver and outperform on our ambitious business targets.

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