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.