My Sappi – Edition 1 | 2018

Sappi Southern Africa
Edition 1 | 2018
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Welcome
WHAT’S NEW
Welcoming Cham Paper Group
Q1 RESULTS
Good performance and on track
EMPLOYEE ENGAGEMENT SURVEY
This is why staff opinions count
SAPPI SKILLS CENTRES
Investments to uplift the youth and SA
2017 SSA TECHNICAL INNOVATION AWARDS
Our SSA innovators make us proud
VISION AND STRATEGY
New Sustainability Report; Annual Integrated Report; 2020Vision progress review
SAPPI ONLINE
2017 highlights; Sappi calendar on YouTube; Find us on social media
HAVE YOU HEARD?
Coaching programme for senior leaders; An app to search for Sappi vacancies
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6-7 8-9
10-11 12
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Vol 18 Issue 1
Alex Thiel
CEO, Sappi Southern Africa
The rst few months of FY2018 have been busy
in the SSA region. We started off on
a high note with strong quarterly results, a good safety performance, excellent employee achievements and notable investments in our communities.
Read more about the new Sappi Skills Centres at Saiccor and Ngodwana Mills (pages 6-7) – prime examples of our commitment to surrounding communities; developing the youth and their potential to improve their livelihood and contribute to the SA economy.
We are also proud of our SSA Technical Innovation Award winners and nalists, who applied smart thinking and collaboration to boost Sappi’s pro ts, products and brand reputation. Read what Pat McGrady says on page 9 about fostering a culture of innovation in the business. To me, this reiterates that we can all be ‘innovators’ in our area of work, so let’s take up the challenge and think/act creatively about current problems and new opportunities.
Safety remains a key priority. In this edition (page 15)
we start with the rst of a series of real-life stories from staff on their encounter with an unsafe act. Let’s share, listen and learn from one another as we strive towards an injury-free workplace.
Our new SSA leadership appointees also share why they choose to work for Sappi and what it means to be a good leader. Read their comments on pages 16-17 and be inspired.
I look forward to concluding another good quarter, where we not only meet and exceed our budgeted goals but join hands to grow the business and extend our in uence beyond nancial margins.
14-15
16-17 NEW MANAGEMENT APPOINTMENTS
From Corporate Communications
As a communications team we work hard to provide you with a publication that re ects the exciting projects and initiatives in the Southern African region that are contributing to a more successful Sappi. But as the name indicates, this is ‘My Sappi’ – yours, mine, ours – and we would love to get your feedback or story suggestions on what you would like to see featured in upcoming editions. We value your input, so please let us know by sending an eMail to: [email protected].
In the spirit of sharing... safety is one of the areas in the business where we should start talking openly about our personal experiences, good and bad. We invite you to submit your safety stories (use the same address as above), so that we can learn from one another and change our behaviour – not only at work, but also with the intent to educate our loved ones at home.
Furthermore, this edition features a number of external initiatives where we invest in the upliftment of our surrounding communities. Sappi Khulisa (pages 20-21) is one such example. Be sure to read how this programme is delivering true economic development, whilst transforming the forestry industry.
Happy reading!
Mpho Lethoko General Manager Communications, Sappi Southern Africa
Cover printed on Sappi GalerieArt Silk 200g/m2 and text on 115g/m2.
Cover photo: Trainees Mthobisi Khoza (front) and Prudence Maseko learning how to do construction work at the Sappi Skills Centre in Nelspruit.
27 PROTEC
Sappi-sponsored PROTEC matriculants excel
28 CYBER SAFETY
Phishing: don’t take the bait!
22-25
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SPECIALITIES AND PACKAGING
How this product segment contributes to our growth
FOR THE RECORD
Safety tips; New series to share our safety stories Execs share: “This is what makes Sappi great”
18-19
20-21 SAPPI KHULISA
Taking growers from good to great
SAPPI ACADEMY
New intake and previous delegates comment on programme
LISTERIOSIS
Keep your home safe
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Contents


Vol 18 Issue 1
What’s
new
Welcome to
Cham Paper Group
Sappi’s acquisition of the Cham Paper Group will add 160,000 tons of speciality paper capacity to our Speciality and Packaging segment. The Carmignano and Condino Mills in Italy, as well as the digital imaging facility in Switzerland, will become part of the Sappi family – welcoming 380 new employees.
• Condino Mill: produces silicone base papers, super calendered and uncoated exible packaging paper.
• Carmignano Mill: produces exible packaging papers, self-adhesive labels, base papers for wet glue labels and base papers for metalisation.
• Cham facility: focuses on the development, marketing and sales of products from the digital imaging sector. The of cial aquisition took place on 28 February 2018.
The Cham Paper Group's Carmignano Mill in Italy is situated approximately one hour from Venice.
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Vol 18 Issue 1
Q1 results:
Good performance and on track to achieving our 2020Vision
Sappi delivered a good rst quarter for FY2018, in which many of our businesses performed strongly and even ahead of budget, particularly in Sappi Southern Africa.
Steve Binnie, CEO Sappi Limited
“We are on track to
achieve our 2020Vision
targets,” Group CEO Steve Binnie said, and predicted that Sappi’s results are likely to plateau in FY2018 due to external factors, but it will be followed by a huge acceleration in the next year, “as we get payback on all the investments made to grow the business”.
He also said the drop in Sappi’s share price following the results is by no means a re ection of the company’s underlying performance. “Our share price has rather been impacted by political in uences, which are moving the business into a period where the stronger Rand will continue to place pressure on our business and margins.”
The growth projects set to give us a payback next year include the acquisition of the Cham Paper Group, as well as R&D investments, expansions to add additional tons of dissolving wood pulp, the conversion of coated capacity to packaging in line with growth in this market segment, as well as procurement and ef ciency programmes.
Sappi Southern Africa also had a good quarter with strong demand, resulting in gures on par with, and even exceeding budget in several areas, including paper production (114% of budget), containerboard (122%) and sales (101%).
However, CEO of Sappi Southern Africa, Alex Thiel, pointed out that the stronger Rand is adding pressure to the region’s pricing and production, making it vital “to contain and manage our costs and expenses in all areas, so as not to exceed what was budgeted for.”
In terms of safety, it was a great quarter for the region, with very few lost time injuries reported. Action plans based on the results from the Du Pont safety perception survey are in the pipeline, “but indications are that we are
Alex Thiel, CEO Sappi Southern Africa
already doing what is right; we just need to sharpen our focus and efforts.”
In conclusion, Alex thanked staff for a great effort during the quarter.
“Let’s keep up the good work to ensure that we reach our budget as intended.”
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2017 Engagement Survey Results
Vol 18 Issue 1
SA staff willing
to put in extra effort
“The areas that rated lowest in the previous 2015 Employee Engagement Survey in Sappi Southern Africa showed the biggest improvement in 2017. This strongly indicates that staff opinions count and that action is taken on issues raised by our employees.” So said Sappi Group Head Human Resources Fergus Marupen in response to the 2017 survey results.
Most and least improved
Out of the ten core categories measured in the 2017 survey, staff in SSA were most impressed with the region’s efforts to boost diversity and inclusion (up 6%), operational ef ciency (up 4% better) and talent and recognition (up 3%).
“People were also very satis ed with the work done to raise our company image and customer focus (an overall favourable score of 81%, unchanged from 2015), and they have a strong belief in Sappi’s leadership and direction (80%),” Fergus added. “Overall in the region, 78% of respondents also felt positive about our staff development and empowerment efforts.”
Although most categories measured showed an improvement, safety and wellbeing (on par with the 2015 results) was identi ed as the area that needs the most work going forward.
Sustainably engaged
Sustainable engagement is an important measure in this survey, as it indicates how happy people are at Sappi – do they intend to stay, are they motivated, and do they feel energised and enabled to do their work?
The 2017 results showed:
} Stronger ‘traditional’ engagement than in 2015: 88% are willing to go the extra mile and there is strong rational buy-in and emotional
attachment among staff. 83% believe strongly in Sappi’s goals and objectives, and 79% would recommend Sappi as a good place
to work.
} Enablement: 80% said they have the tools and resources necessary to do their job, but only 46% reckoned they are not confronted with obstacles – which means more than half either agree they are confronted with obstacles that prevent them from doing their job, or are neutral.
} Energy: 85% agreed that they work well and get along with their colleagues, while 81% said their work gives them a sense of personal accomplishment. These results show a signi cant improvement from 2015.
Where to from here?
“Going forward, action plans will be developed to address the concerns raised,” said Fergus. The priority areas that will receive attention include safety and wellbeing, image and customer focus (from an internal perspective) and talent and recognition.
Accountability measures will also be established to drive meaningful change in the most critical areas. Progress will be carefully monitored, and the end results communicated to staff.
Fergus Marupen, Group Head Human Resources
Global results:
Staff con dence in Sappi is growing
Globally, there was an overall improvement in
all categories measured compared to the 2015 survey. In addition, Sappi outperformed the Global Manufacturing Norm (GMN) in all but four categories measured in the survey.
Globally, the most improved scores are:
• Leadership and direction – a 7% improvement on 2015 and 5% above the GMN
• Operational ef ciency – 9% improvement and 5% above the GMN
• Talent and recognition – 7% improvement, but below the GMN. This area will continue to be a focus area for Sappi going forward.
Areas that require more focus are:
• Image and customer focus – an overall improvement of 1%, but still 2% below the GMN
• Safety and wellbeing –1% improvement, but still 1% below GMN.
Regionally, the 2017 global results indicate:
• An improvement in all categories measured across all regions
• Overall, the most improved regions were Sappi North America and Sappi Europe.
It is heartening to see that the three areas that rated lowest in the previous 2015 Employee Engagement Survey in Sappi Southern Africa, showed the biggest
improvement in 2017.
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Vol 18 Issue 1
Community investment
Cutting of the ribbon during the of cial opening of the Skills Centre at Saiccor Mill in Umkomaas. From left: Krish Naidu (General Manager, Saiccor Mill), Melanie Jacobs (Sappi Regional Learning Manager), Alex Thiel (CEO, Sappi Southern Africa), Thembelihle Gumede (Chief Director Operations, KZN Department of Education), Jeremiah Ngubane (Acting Head of Ministry, KZN Department of Education) and Lushen Chetty (Learning Manager, Saiccor Mill).
The two Skills Centres are part of Sappi’s investment in communities, aimed at alleviating poverty and offering sustainable solutions that will empower the youth with basic technical skills.
set to change lives
Our investment in two new Sappi Skills Centres, at Saiccor and Ngodwana Mills, shows exactly how committed we are to the upliftment of communities surrounding our operations, and to the skills pool in South Africa.
The two facilities will empower the local youth with the skills necessary to seek meaningful employment or create small enterprises that will contribute to the economic growth in our country. The centres were of cially opened on 01 February at Saiccor Mill in Umkomaas, and on 21 February 2018 at Ngodwana Mill in Nelspruit.
“These investments form part of our contribution to the country, in order to create shared
value between Sappi and our neighbouring communities. Our goal is to have young people who will be active in the economy by starting and running their own small businesses.”
Alex Thiel, CEO of Sappi Southern Africa
In her speech during the opening in Umkomaas, Chief Director of District Operations in the KwaZulu Natal Department of Education, Thembelihle Gumede said, “The Department of Basic Education works closely with the Department of Higher Education to place learners who pass Grade 12 in universities and universities of technology. However, there are young people who cannot attend those institutions, and facilities such as the ones opened by Sappi will help to close that gap.
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Vol 18 Issue 1
“This opportunity really changed my life and I would like to make use of it and to never
lose hope.” Lindisizwe Shongwe, process trainee (employed by Sappi in January 2018 after completing the programme in December last year)
“Thank you, Sappi for giving me and my fellow trainees this great opportunity. We have learnt and grown tremendously over the past few months. We are better equipped to face the world.” Neliswa Mthethwa, Sappi Skills Centre graduate
“We are better off thanks to the knowledge Sappi has given us. Due to the training, we now look at life with more optimism. People who enrol in this programme can consider
themselves lucky.” Thokozani Dladla, a Sappi Skills Centre certi cate recipient
Trainee Colisile Prudence Mashego at work at the Sappi Skills Centre in Mpumalanga.
The trainees, known as Alpha Greens, at the Sappi Skills Centre Saiccor campus. Back (from left): Jonathan James, Bheki Ndlovu, Thokozani Dladla, and Lisu Dimba. Front: Nokuthula Dube, Nomzamo Mthethwa, Nompilo Msane, Neliswa Mthethwa and Lindeka Bhulose.
At the opening in Nelspruit, Sappi SSA CEO Alex Thiel said, “A lot hard of work is required to build a revitalised South Africa, reduce the scal de cit and stabilise debt after years of poor growth. To achieve this we will need more of our citizens actively participating in the economy through jobs or entrepreneurial ventures. At Sappi, we are contributing and will continue to contribute to this goal.”
A three-phased approach is followed in developing these centres:
• Phase one – creating shared value, including basic skills, basic trade,
business essentials and life skills
• Phase two – institutional training for apprentices, trainee technicians,
engineers-in-training and process and operational training
• Phase three – focusing on improving and maintaining the skills of
existing employees, new concepts and advanced engineering.
“We are very excited about these initiatives, as we believe that the Sappi Skills Centres will make a difference in many people’s lives,” Thembelihle Gumede, Chief Director of District Operations in the KwaZulu-Natal Department of Education, said.
When the Centres become fully operational, they will offer basic handyman skills in painting, construction, electrical, plumbing and tiling. In addition, participants will be trained in business management and life skills.
Naresh Naidoo trying out the PROTEC Electronic Vehicle (EV). Engineers at Ngodwana Mill built the EV, which is improved upon annually at the Skills Centre for competition purposes.
Prudence Maseko practicing her electrical skills at the Sappi Skills Centre in Nelspruit.
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This duo recently won the
Sappi Southern African regional Technical Innovation Award
(SSA TIA) for 2017. Their development of an improved NSSC digester control strategy to produce stable and consistent lignosulphonate reduced product variability and improved quality and performance.
Vol 18 Issue 1
2017 Sappi Southern Africa Technical Innovation Awards
Innovation starts
with the right mindset
“Seek to understand the fundamentals and never stop asking questions. Listen to those who are more experienced but still keep on pushing the boundaries. Don’t be afraid to
change the way things are done.” This is Tugela Mill’s Jandri de la Rey and Lofté Grobler’s approach to being innovative in their work – and it clearly paid off.
How it bene ts Sappi: Their innovation resulted in the mill securing an annual demand of 8,000 tons of lignosulphonate from a key global customer, with an estimated contribution of ZAR10m per year.
As regional winners, the team from Tugela Mill will represent Sappi Southern Africa as a nalist in the global TIA on
07 May 2018 in London.
A great achievement... Lofté Grobler and Jandri de la Rey is our 2017 Sappi Southern African TIA winning team from Tugela Mill.
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Other nalists recognised
The team from Stanger Mill – Joseph Mathunjwa, Mitchell Meyer, Malini Sanjith, Donald Nonyane and Reagan Naidoo applied smart thinking and collaboration to improve speed, ef ciency, chemical and cost savings on the mill’s Paper Machine 1.
How it bene ts Sappi: Their innovation led to a signi cant production increase and net chemical saving, at no extra cost. The machine broke daily, weekly, monthly and annual net production records, and in the global Sappi Business Plan 2017 nished as the number one most improved machine in terms of Overall Equipment Ef ciency (OEE).
Paul van Niekerk, from Sappi’s marketing and sales team, ful lled a customer need with his development of a Moisture Spray Unit to address a problem experienced on a packaging grade during the converting process.
How it bene ts Sappi: Installing the spray unit at the customer was a relatively small investment, but the bene ts were signi cant: higher sales volumes and improved run rates that have reduced the total cost of production. It also ensured the customer’s continued use of paper for packaging, instead of switching to a generally cheaper plastic alternative.


The nalist team from Stanger Mill include (from left): Mitchell Meyer, Joseph Mathunjwa, Malini Sanjith (fourth left), Donald Nonyane and Reagan Naidoo. They are joined by SW Engelbrecht (third left, GM Stanger Mill) and Nelson Sefara (far right, Technology Centre Manager).
SA TIA nalist Paul van Niekerk (middle) joined by Richard Wells (left, Sales and Marketing Director, Sappi Paper and Paper Packaging) and Mark Siddal (Printing and Specialities: Sappi Paper and Paper Packaging).
Vol 18 Issue 1
How do we de ne innovation?
At the SSA TIA ceremony, Pat McGrady (Manufacturing and Technical Director) gave an exciting explanation on how innovation is de ned at Sappi.
“Innovative ideas can be big or small, but breakthrough or disruptive innovation is something that either creates a new category, or changes an existing one dramatically, and obsoletes the existing market leader.”
He also pointed out that while strategy is important, it is company culture that drives most of the smaller, often largely unconscious decisions that permeate an innovative organisation.
“Big ideas take time, productive failure, communication and collaboration. These are enabled by a culture that protects, and to some degree, nurtures big ideas and innovative, fearless people.”
In his speech, Pat cited some of the core principles that made the late Steve Jobs (former Apple CEO) one of the greatest innovators of all time.
01 Passion fuels the rocket, but vision directs it to its ultimate destination.
In 1976, when Jobs and Steve Wozniak co-founded Apple, Jobs' vision was to put a computer in the hands of everyday people. Three years later, Jobs saw an early and crude graphical user interface being demonstrated at the Xerox research facility in California. “That technology eventually became the Macintosh, which changed everything about the way we interact with computers. Xerox scientists didn't realise its potential because their vision was limited to making new copiers,” Pat remarked. “In other words, people can see exactly the same thing, but perceive it differently based on their vision.”
02 Creativity leads to innovative ideas.
For Steve Jobs, creativity was connecting things. He believed that a broad set of experiences expanded our understanding of the human experience. At various times he found inspiration in a phone book, Zen meditation, visiting India, the ne details of a Mercedes- Benz, a food processor or a hotel chain. ‘Jobs didn't ‘steal’ ideas as much as he used ideas from other industries to inspire his own creativity,” said Pat. “So, make more connections outside your eld. Attend conferences that you normally would not attend.
Travel more often. Hire partners and employees from outside your industry. Venture outside your comfort zone.”
03 Build products to help people achieve their dreams.
Jobs was committed to building products with simple, uncluttered design. Jobs once said, “Some people think you've got to be
crazy to buy a Mac, but in that craziness we see genius.” How do you see your customers? “Help them unleash their inner genius and you'll win over their hearts and minds,” said Pat. “We should reconsider everything about your customers' experience. What can we do to enrich their lives?”
04 If you can't get people excited, your innovative idea doesn't matter.
Jobs was the world's greatest corporate storyteller, turning product launches into an art form. “For every idea that turns into
a successful innovation, there are thousands of ideas that never gain traction because the people behind those ideas failed to tell a compelling story.” Pat remarked.
Let’s all embrace these principles. Let’s all innovate.
What should we aspire to?
Said Pat, “For us to change our culture at Sappi to one of innovation we need:
Passion | Vision | Creativity | Understanding Simplicity | Focus | A great story to tell
Pat McGrady addressing the audience at the 2017 SA TIA, held on the rooftop of Sappi Head Of ce in Rosebank.
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Vol 18 Issue 1
Vision and strategy
Creating value
as we tread lightly
The new Sappi Southern Africa Sustainability Report is a worthwhile read that highlights the fact that our activities not only leverage value from wood bre, but also lead to substantial worth for our stakeholders.
Find it online at:
www.sappi.com/2017ssasdr
Printed copies of the report will be available soon.
The report focuses on how we use a strategy of shared value – based on the three pillars of sustainability: people, planet and prosperity – to unlock socio-economic development through our actions, processes and policies.
Why a butter y theme?
Apart from being packed with useful information on our sustainability journey, the report is also a beautifully-crafted publication that uses butter ies as its theme.
The ‘butter y effect’ suggests that the
ap of a butter y’s wings can cause a tornado halfway across the world. While this theory hasn’t been conclusively proved – it highlights the interdependence of the natural world around us.
At Sappi, we are acutely aware of this, as our business depends on natural resources. Which is why, like the butter y, we aim to tread lightly while making products that meet society’s needs and enable us to share value with our stakeholders.
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Annual Report shows we are
investing in growth
There are some good reasons why Sappi’s staff and shareholders should take the time to read our 2017 Annual Integrated Report.
How have we delivered on our strategy in the past year? How have our activities added value to our stakeholders? What are our strategic objectives going forward?
The Annual Report is available in hard copy, as well as in an online, interactive format on the Sappi website.
View it at:
w
Vol 18 Issue 1
ww.sappi.com/2017AIR
Touch it, feel it
Make sure that you (literally) get your hands on a hard copy of the 2017 Annual Integrated Report. The cover, depicting a cross-section of wood bre, offers a special tactile experience with its smooth nish, complimented by spot varnish and structured varnish printing techniques.
The layout of the 2017 edition also follows a fresh new approach with its two-page section dividers, as well as the inclusion of a magnetic book mark (featuring a contents list) for ease of use.
Our vision
What have we achieved in the past year? A fold-out progress review on
Sappi’s 2017 strategy and 2020Vision is currently being distributed to staff.
It presents valuable information on how the Sappi group has
delivered on our strategy objectives: achieving cost savings,
rationalising declining businesses, maintaining a healthy
balance sheet and accelerating growth in higher margin growth segments.
Take a closer look and track Sappi’s progess.
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Vol 18 Issue 1
2 17
Sappi online
See our highlights
2017 has been a great year for us! A video has been put together on all the highlights across the Sappi Southern African region. Be inspired about what Sappi is doing to grow the business, support our communities and strengthen our stakeholder relations.
ccess the 2017 highlights video at:
ww.sappi.com/highlights
More Sappi
on social media
Our social media presence is growing, as staff will now be able to follow the of cial Sappi Southern Africa Facebook and Twitter handles: @SappiSouthernA.
These handles are available in addition to the Sappi Group pages. The Southern Africa pages will focus on local SA content and related news and events. Happy viewing, liking and sharing.
Find us on Facebook and Twitter:
@SappiGroup @SappiSouthernA
On LinkedIn:
You can also nd Sappi, Sappi North America and Sappi Europe on LinkedIn.
On YouTube:
Sappi also has its own YouTube channel called Sappi Tube, which is loaded with interesting video content from
across the globe.
On YouTube:
A
w
Sappi Calendar
Check out the rst four videos in the Sappi Calendar 2018 video series on Sappi’s You Tube Channel ‘Sappi Tube’ (www.youtube.com/user/SappiTube).
The videos introduce the theme of the calendar as well as some background and inspiration behind the artworks from the artists. The videos can also be viewed on https://www.sappi.com/calendar2018
More artist feedback is in the process of being loaded onto YouTube. Search for ‘Sappi 2018 Calendar’.
January 2018
Sun Mon Tue Wed Thu Fri Sat
February 2018
Sun Mon Tue Wed Thu Fri Sat
March 2018
Sun Mon Tue Wed Thu Fri Sat
April 2018
Sun Mon Tue Wed Thu Fri Sat
May 2018
Sun Mon Tue Wed Thu Fri Sat
01 02 03 04 05
123456 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
05 06 07 08 09
123 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
25 26 27 28
09 10 11 12 13
123 45678910 11121314151617 18192021222324 25262728293031
14 15 16 17 18
1234567 8 9 1011121314 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
18 19 20 21 22
12345 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26
27 28 29 30 31
June 2 Sun M
22
23 3 4
24 10 1
25 17 1
26 24 2
018
on Tue Wed Thu
567 1 12 13 14 8 19 20 21 5 26 27 28
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Have you heard?
Vol 18 Issue 1
Senior leaders coached
to embrace the future
An executive coaching programme started in December 2017 to encourage Sappi’s future top leaders to develop an agile and adaptive mindset that will enable them to meet and embrace change in response to future business demands.
The objective of the Sappi Coaching Programme is to empower our future leaders by providing one-on-one coaching sessions with our executive management team – allowing them to establish and achieve goals within a high-performing, results-driven organisation.
They will also be coached on how to work more productively with one another, how to coach others, and how to take greater responsibility and accountability for actions and commitments made.
The programme will help to boost an organisational culture in Sappi that values learning, coaching and continuous improvement.
Employees enrolled in Sappi’s Coaching Programme:
Executive coaches
• Alex Thiel
• Maarten Van Hoven • Fergus Marupen
• Nat Maelane
• Richard Wells
• Louis Kruyshaar
• Terry Stanger
• Graeme Wild
• Gary Bowles
• Pat McGrady
• Deon Van Aarde • Andrea Rossi
Managers being coached
• Liza Koen
• Mpho Lethoko
• Pramy Moodley
• Mervyn Nair
• Anesh Nunkoo
• John Shaw
• Nelson Sefara
• Darryl Potgieter
• David Wood
• Jannie Geldenhuys • Steyn Jacobs
• Michelle Thain
• Allen Van Zyl
• Christo Willemse
• Philani Gumede
• Michael Mthethwa • Renee Van Hoeve
• Clinton Clarence • Craig Zorab
• Gareth Cloete
• Paul Bortolan
• Etienne Ernst
• Morgan Moodley
• Tony Pires
• Krelyne Andrew
• Leander Jarvel
• Duane Roothman
• Giovanni Sale
• Greg Taylor
• Neeshan Sankar
• John Bartleman
• Sean Sherrard
• James Manana
• Merten Janse Van Rensburg
Thank you to our executive management team for taking the time to assist our future leaders to take Sappi to greater heights.
Be smart when searching for Sappi vacancies
Using the new Success Factor mobile app is the smart way to access and manage Sappi vacancies on your mobile phone
or tablet.
Download and use this app to view the latest positions, create and receive job alerts, apply for job vacancies and receive noti cations easily on time.
Greater ef ciency for managers
As a Sappi manager, you can also use this app to instantly approve online requisitions, adverts, view interview schedules and rate applicants – all without having to log in to your PC.
Download the SuccessFactors mobile app from your app store today!
How to download the Success Factor app:
STEP 1
STEP STEP STEP STEP STEP STEP STEP STEP STEP STEP 2 3 4 5 6 7 8 9 10 11
Open the
Sappi Net homepage
Go to ‘System links’ and click on ‘Sappi Careers’
Click on your name
Click on ‘Options’
Select ‘Mobile’ (on left-hand side of options)
Click on ‘Activate via Camera’
Select ‘Log in with QR code’
Scan your phone to the QR code
Tick both Select ‘Access Edit to Right options at the your pro le’
bottom of your screen and ‘Accept’
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Vol 18 Issue 1
For the record
Train yourself to be more alert
Alertness and being aware of your actions and surroundings are crucial for workplace and personal safety, but these are not innate behaviour traits for most.
However, you can practice becoming more aware. “Get your head up, open your eyes and look around,” the experts suggest.
1
Make speci c observations. In the plant or at the of ce, take a moment to observe the people around you. What are they wearing? What are they doing? Then look away and try to recall what you have observed, then check how accurate you were.
2
Get counting. An e
more observant. Eg: on the road, how many pedestrians do you pass? How many cars are waiting at the traf c light? How many chairs in the auditorium where you are sitting? Counting helps to put you in the moment.
3
Be aware of your intuition. If something you’re doing or observing doesn’t quite
‘feel right’, stop, think, focus and change or adapt where necessary. Never ignore a ‘bad feeling’ – it might be your senses alerting you to potential danger.
Stay safe when out and about
When you’re on a night out:
• Where possible, don’t walk on your own.
• Try to stay in well-lit, crowded areas.
• Don’t accept drinks from people you don’t know.
• Don’t leave your drink unattended.
10 reasons why workplace
safety is important
ffective way to become
1 It creates a productive work environment
2 Absenteeism drops
3 Work premises are kept to higher standards
4 A safe work environment leads to happier employees
5
6 A company’s most valuable asset is
When travelling:
• When using taxis/Ubers, double check that it’s a legitimate service. Feeling uneasy about a driver? Listen to your instincts: if in doubt, don’t get in.
• Make sure your car has enough fuel to complete your journey, that your tyres are in good order and check it for broken lights and windscreen cracks.
• Park in busy areas where there is good lighting, especially at night.
• Never give a lift to a stranger.
• When waiting for a train or bus, stand in a well-lit place near other people.
Looking after your belongings:
• If you’re in a dangerous situation, leave your possessions and seek help at the nearest safe place.
• Keep your bag closed and your phone and other valuables out of sight.
• Only talk or text on your phone if you’re in a safe spot and fully aware of your surroundings.
Insurance claims decrease
protected – it’s people.
7 Enables a company to win and retain customers
8 Creates an environment where safety improvements are encouraged and implemented
9 Enhances brand value and business reputation
10Reduces costs and disruption. Source: Workforce Compliance Safety
Own safety, share safety.
A safe environment starts with you.
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Vol 18 Issue 1
Own safety, share safety
Let’s start talking
Policies have their place, but they only start to make sense the moment we become engaged on a personal, emotional level. When what we see, hear and feel trigger thoughts like: “I didn’t know it could happen that easily.” “I never realised it could be that bad.” “I never thought of the consequences.”
‘Own safety, share safety’ is the 2018 safety theme that ties in with our Global Safety Awareness Week that will take place in June this year. This theme prompts us to share our personal experiences to help change behaviour and perceptions about safety.
In this series, we will feature the real-life stories of colleagues who have been involved in accidents or have experienced unsafe behaviour, rst-hand. Let’s share, learn and change together as we commit to a safer Sappi.
How a simple task
turned into a painful disaster
Lindokuhle Shandu (Instrument Mechanician, Old digesters/ First screening plant, Saiccor Mill) tells his story:
“It was the last day of the mill shutdown. We were preparing to start-up the boiler and there were a few tests to run. I was in the control room when my manager instructed my colleagues and I to go outside and see if the valves were closed.
It was really as simple as just observing and con rming via radio that everything was okay. We did the rst test, and one by one con rmed that the valves were closed.
Protocol required that the text be done a second time, which we did. This was when things went horribly wrong. I was standing close to the valve, as it was a pretty con ned space. To get there I had to crawl under a few pipes and climb over a few things – all part of daily routine.
As the test was started again, something tripped and ‘bang’! The gasket exploded. There was steam and liquor coming out everywhere – and I was directly in its way.
“This is it. I’m dying today!” The thought raced through my mind as the hot liquor spewed directly onto my stomach, and with such force that it made me scream out loud. I knew I had to get away... but I stood there, dumbstruck, until I couldn’t take the pain anymore. I thought of jumping down but being on the fourth oor posed too great a risk.
Somehow, I managed to crawl and clamber back to the safety of the platform, where my colleague grabbed me and acted fast. He quickly stripped my top layer of clothing and took me to the safety shower, where I stood for quite some time... shaken.
Lindo Shandu learnt the hard way to be alert and think things through at all times.
After I showered, the emergency team arrived. My whole body was hurting. My wounds were second degree, and plastic surgery had to be performed on my stomach.
It took some time to heal physically, but mostly it is the emotional healing that I’m still dealing with. I’m getting there.
Just talking about this incident is still taxing, but it changed my outlook. I have learned to appreciate life and the opportunity it gives us to help, and even save one another.”
What have I learnt?
“For me, nothing is routine anymore. Even when things are done by the book, we need to be extra careful and think things through before executing a task. In any situation, we have control over one thing: our behaviour. Be prepared for anything, but above all, think about what you are about to do, and remain alert while you are doing it.” – Lindo Shandu
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Vol 18 Issue 1
New management appointments
This is what makes
Sappi great
Acompany is de ned by its people and quality of leadership. At Sappi, we are privileged to have inspired, positive leaders who share the company’s vision of growth, pro tability and a ‘One Sappi’ way of doing things.
To help grow and strengthen our business, a number of new management appointments have been made within Sappi Limited and Sappi Southern Africa, effective 01 January 2018.
Find out why they are passionate about Sappi, and committed to taking our company to new heights.
Gary Bowles
Group Head Technology
What has surprised you the most about our company?
“The fact that change can be implemented and executed with a clear strategy
and with goal alignment. Change is exponential, requiring nimbleness
and awareness. It is also important to recognise that change brings opportunities.”
Do you think we are on the right track?
“Intentional evolution is not a buzz word – it is happening. We are absolutely on the right track, which reminds me of a well-known statement: “If you don’t know where you are going, any road will take you there”. Markets are changing, and our leadership have prepared us for the future. There is excitement out there and the road is well sign-posted.”
Naresh Naidoo
General Manager at Ngodwana Mill
What have you learned from experience that you will apply in your new position?
“Improved ef ciency and innovation do not require large capital expenditure. A committed, highly motivated team, with a
common goal, is what is needed to overcome any challenge.”
What are the qualities of an exceptional leader?
“Be consistent in your approach, and remember that how you communicate is most often more important than what you communicate.”
Mohamed Mansoor
Executive Vice President Specialised Cellulose
Why is Sappi your employer of choice?
“I have a high regard for our company’s ethical and moral value systems. I also appreciate the opportunity to have had various
challenging work experiences, marked by increasing levels of responsibility across different disciplines and regions.”
What has impressed you about our company?
“We do what we say we are going to do. We also have a strong and clear focus about where we want to be in the future.”
Bev Sukhdeo
General Manager at Tugela Mill
Why do you choose to work for Sappi?
“I enjoy the freedom with responsibility that is associated with my job,
the training and development opportunities that I have been afforded and the work/life balance that I have been able to establish.”
What is Sappi’s strengths and challenges?
“A strength that I’m particularly proud of is our resilience – in dif cult situations we are bold enough to make changes in an environment where there may be more questions than answers. I believe that political, economic and environmental issues, with accompanying changes in legislation, will present many challenges, but I am con dent that Sappi is able to deal with this.”
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New management appointments
Vol 18 Issue 1
Duane Roothman
General Manager of Sappi Forests KZN
What makes you committed to Sappi?
“The opportunities and freedom that exists to add value and contribute to the growth of the business, drives me.
There is a constant buzz of energy and it is invigorating to be part of it.”
How can staff contribute to Sappi’s strategic goals?
“Be open to share ideas, and open to change as and when required. We can build on the good foundation that already exists and identify opportunities to continuously improve.”
Christo Willemse
General Manager at Stanger Mill
Why do you choose to work for Sappi?
“The growth opportunities offered, and the opportunities available to be part of something bigger than your own career and development, are what makes Sappi my employer of choice.”
What have you learned from experience that you will apply in your new position?
Building a strong team that support one another through hard and good times is key. And, setting objectives and allowing freedom with responsibility, are important when one wants to establish a culture of ownerships and accountability.”
Andrea Rossi
(semi-retired)
Senior Project Executive on Expansion Projects
What has impressed you about our company?
“Our ongoing resolve to recover and
do well. It’s amazing, this commitment of Sappi staff and management to keep the company successful
and growing. It takes courage and determination to say: “We will be successful, no matter what”.
How can staff help to contribute to Sappi’s strategic goals?
“We have good, competent people. Put up your hand to support the direction we are going. Staff have enough tools to allow them to ensure that the business achieves its goals. Use them. Be proud of Sappi, work hard and don’t be frightened to make mistakes, but don’t repeat those mistakes.”
Dietmar Schroeder
General Manager of
Sappi Forests Mpumalanga
How do you regard good leadership?
It starts with caring for the people in your team and building them up by establishing a safe environment where they can learn and grow. Once trust is
built and entrenched in a team, new heights can be reached.”
Share a key lesson that you will apply going forward.
“Diversity in a team is a strength. If you can unlock each individual talent, whilst creating a team culture of support and care directed at a common goal, you will reap the rewards.”
Leander Jarvel
General Manager of Lignin, Biotech
What are our strengths as a company?
“The fresh management approach as communicated by our 2020Vision has, for me, been a reference document for all aspects of our business dealings. It
has provided clear direction and provided the means to ensure we remain goal-aligned and focused.”
What past learning will you apply in your new position?
“Seek to understand stakeholder views, listen and listen again. In my new position, building a strong rapport with our customers and understanding their needs will be key to unlocking opportunities and positioning ourselves in the market. The requirements of our internal stakeholders are critical. Much focus will be placed on ensuring that we comply with corporate requirements, without losing exibility and our ability to operate and execute with speed.”
SW Engelbrecht (semi-retired)
To undertake special projects
What does it require to be a good leader?
“Listen to the people in the business. In manufacturing, one must stay humble, because today’s gain can easily become your downfall tomorrow. Take
ownership and stand up for what you believe in. Allow your staff to take ownership and support them where you can. Set the tone and be consistent.”
You will now undertake special projects at Sappi – what will this entail?
“In short to relook at the risk pro le of the business in an attempt to eliminate injuries, and ultimately fatalities.”
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Vol 18 Issue 1
Sappi Academy
They are ready for growth
The new intake of Sappi Academy delegates are making good progress in their year of personal and career leadership growth and development.
Welcome to the 2017/2018 group of delegates:
Mark Barnardo, Area Manager (Sappi Forests, Mpu) Jordi Cardona, Business Manager: Of ce (PPP Sales) Laven Chetty, Area Engineer (Saiccor Mill)
Joni Coetzee, HR Business Partner
(RHO Human Resources)
Pieter Human, Business Process Engineer
(Sappi Forests IT)
David Kgongwane, Senior Scientist: Paper Sciences (Tech Centre)
Candice Mahlare, Legal Counsel (Corporate Counsel) Elijah Masondo, Regional Communications Manager
(Corporate Affairs)
Frans Mentz, Financial Manager (Lomati Mill)
Lawrence Mthembu, Chemical and Recovery Specialist
(Ngodwana Mill)
Anand Naidoo, Electrical Engineer (Stanger Mill) Priscilla Naidoo Chetty, Management Accountant
(Tugela Mill)
Tammy Naidoo, Process Engineer (Saiccor Mill)
Hlengiwe Ndlovu, Environmental Manager
(Sappi Forests, KZN)
Siyanda Nxele, Production Manager (Saiccor Mill)
Nonhlanhla Nxumalo, Forestry Manager – Harvesting
(Sappi Forests KZN)
Kumarasen Soobramoney, Operation Planner
(PPP Supply Chain)
Izel van den Heever, Tax Manager (RHO Finance) Nkosikhona Xaba, Process Engineer (Stanger Mill)
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Sappi Academy
Vol 18 Issue 1
⊲ From previous page
What makes this programme worthwhile?
Sappi Academy
I realised that continuous development,
and the dynamic nature of our business,
help to mould us into leaders that strive to
achieve strong relationships with stakeholders.
In this way, Sappi can continue on its journey
of excellence.”
– Samantha Nayagar, Supply Planner Ngodwana Mill
The Academy has helped me to
understand Sappi’s strategy, vision and commitment to future growth. The opportunity to interact with our executive team has also
improved my con dence.”
– Samuel Mokoena, Environmentalist, Saiccor Mill
This experience made me realise what it means to be a ‘Sappi family’. We are provided with a platform to discover more about ourselves and to collaborate with others so
that the value of One Sappi is achieved.”
– Tashmeen Authar, Senior Process Engineer, Sappi Head Of ce
2016/7 delegates say:
A huge bene t is the amazing exposure
that I gained by working on projects
that covered all areas in Sappi. You also get
to work in diverse teams with some great
people.”
– Carl Roestorff, RIS Systems Analyst, Ngodwana Mill
The Academy changed my view of Sappi
as it made me feel more ‘connected’ to the company. It made me more invested in the future success of Sappi and it urged me to think more innovatively and come up with
solutions.”
– Sandra Holder, RIS System Engineer, Sappi Forests
A partnership you can bank on
Maintaining good relationships with our banking partners is an integral part of how Sappi conducts itself in business. Along with good relationships, it is vital that our banks understand how we operate and what our business requirements are.
For this reason, Sappi Forests staff recently hosted 12 bankers on a tour of our Clan nursery and Shafton plantations.
“The day was a huge success and the bankers were impressed by the size and scale of our operations, as well as the dedication and commitment of Sappi’s employees. Thank you and well done to all involved in making this a truly memorable day,” said Serena McGinn, Sappi Treasurer: South Africa.
“I really enjoyed it, learned a lot and felt proud to be associated with Sappi, and to be a South African.” Hansie Kruger (Nedbank)
Sappi Forests staff and banking of cials during a tour of Sappi’s Clan nursery and our Shafton plantations.
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Vol 18 Issue 1
Sappi Khulisa:
taking growers from good to great
The Sappi Khulisa management team have been getting together on many occasions to discuss the way forward with the re-engineering of its outgrowers’ scheme, now rebranded as Sappi Khulisa.
With the increasing role that rural timber growers play in meeting the needs of our mills’ timber requirements, the Sappi Forests KZN management team has embarked on an engineering programme designed to take its timber outgrowers’ supply programme, formerly known as ‘Project Grow’, from good to great.
‘Khulisa’ meaning ‘Grow,’ signi es the new direction in which this programme is moving. With close to 4,000 growers – providing Sappi
with almost 12% of its annual timber requirements – this part of Sappi’s business has grown signi cantly over the years. It has become necessary to update the way in which we do business with these important suppliers.
The re-engineering process has been ongoing for some time and involved the input of the entire forestry team, as well as regular consultations with the rural growers. The services of experts who specialise in community development, rural training and sourcing digital solutions for companies, have also been engaged.
From this collaboration, the name ‘Sappi Khulisa’ has been adopted, to replace the rather dated Project Grow – which rst started back in 1983, with only three farmers with 12 ha of land between them.
Khulisa Ulwazi training in action.
Growing trees starts with
growing knowledge
Khulisa Ulwazi, meaning to grow knowledge, supports the training and development needs of Sappi’s Khulisa growers. This initiative was established in 2016, and today boasts three training facilities – Richmond, Illovo Neck and Kwambonambi. Over the past two years, over 1,000 people have been trained. At the start of the training, 26% of them were unemployed, thereby creating an opportunity to enter the job market.
20


USING LEAN MANUFACTURING PRINCIPLES
The Sappi team aims to achieve this vision by aligning its current processes with Lean Manufacturing management practices:
Reducing unnecessary paperwork and reducing waste and saving time.
Standardising procedures that will ensure ef ciencies at all levels of transactions, internally and externally.
Finding a t-for-purpose IT solution that delivers a more ef cient, stream-lined service to our growers and contractors.
Using IT Technology for better and simpler record-keeping, ensuring that our accounting systems are up-to-date to maximise our ef ciencies, with faster turn-around times in paying our growers for their timber.
Engaging with growers through training material presented in an easily understandable format to ensure that their production is improved; encouraging the development
of clusters of growers who collaborate on many levels, improving their collective ef ciencies as a result.
These measures will likely result in more timber being delivered to Sappi, and better nancial returns for the growers. At the same time it will equip our Khulisa foresters with the skills, material and equipment to run pro table enterprises.
Land
Communities in KwaZulu-Natal and the Eastern Cape make their land available for tree farming.
A new direction
Research among Sappi’s Khulisa growers indicated a number of key points, such as the need for a tailor-made solution for the rural economy. It’s a solution that will overcome challenges such as limited transport, low literacy levels and lack of technical forestry know-how and business skills.
A further need is to train sustainable contractors who can service this aspect of the forestry value chain in a competent and non-exploitative manner.
These interventions will help the Khulisa team to achieve its vision: providing extensive services to Khulisa growers and contractors, which will contribute to their livelihood and pro tability from timber, whilst resulting in a sustainable supply for Sappi.
Vol 18 Issue 1
Impacting communities
Learn more about Sappi Khulisa, and how we promote prosperity in our communities, in the latest 2017 Sappi Southern Africa Sustainability Report.
Positive cash flow
The seeds of growth
Sappi provides sponsored seedlings.
Sappi gives growers access to interest-free loans to cover farming input costs and annual maintenance, and provides advances for work carried out.
Training
Sappi s qualified extension officers provide technical advice.
A guaranteed market
When the trees are ready to be harvested, Sappi provides growers with a guaranteed market at prevailing market prices.
Since 1983, almost
10,000 farmers
have bene ted from Sappi Khulisa.
Over 272 small
and medium businesses have been established by community members, generating more than 1,100 jobs throughout the eight to ten-year growing cycle
22,362ha – the total area under this programme.
In FY2017, under the programme, 448,221 tons worth approximately
R362 million was delivered to our operations.
Since 1995, a total volume of 3,313,581 tons,
to the value of
ZAR1.6 billion, has
been purchased from small growers in terms of this programme.
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$
$
$
$


Vol 18 Issue 1
Boosting our
growth and pro tability
As Sappi continues its journey of growth and diversi cation, Specialities and Packaging plays an increasingly important role to steer us along the road of progress.
Why? Because this product segment – geared to make up 25% of Sappi’s product portfolio by 2020 – shows promising growth in global market demand, it offers wide-ranging value for our customers, and it represents a slice of the business with clear competitive advantages.
Technical Papers Release Liner Paperboard Tissue paper
Specialities and Packaging
22
Flexible packaging and label paper


Vol 18 Issue 1
Containerboard
A growing market
In FY2017, 18% of Sappi’s sales were attributed to specialities and packaging grades, and market trends show that we are on track to achieve our targeted growth by 2020.
In a research study on ‘The future of global packaging’, Smithers Pira (www.smitherspira.com) – a worldwide authority on packaging, print and paper supply chains – reported that global demand will steadily increase at an average rate of 3% per year. The current growth rate in this sector is 4%.
A current growth rate of 4% a year.
Sustainable and versatile
Several factors are driving this newly-found focus on packaging.
Legislation: In line with government legislation and industry body requirements, more and more industries and sectors are forced to review the effect of their packaging material on the environment. In this regard, the push for paper-based packaging over plastic, is one of the key areas that is gaining momentum.
Sturdiness along the supply chain: Another reason is the positive role that paper-based packaging can play in controlling and improving critical factors along the logistics supply chain particularly for agricultural and citrus products – the all-important need to keep the packaged product intact from farm or factory to shop shelf.
Consumer trends: Consumer purchasing trends also come into play. As more people start to shop online, the need for sturdy, but cost-effective lightweight packaging, is growing.
Environment: Consumers are also becoming more environmentally conscious in their decision-making. This gives paper-based packaging solutions – as a renewable, biodegradable product – an edge over less attractive options such those produced from fossil fuels, or products that are not predisposed to recycling.
A preferred supplier
All of the above add to Sappi’s credibility in this market.
Renewable and sustainable
The fact that we use a renewable resource (wood bre), as well as accredited, sustainable processes (certi ed by internationally-recognised bodies such as the Forest Stewardship Council® and ISO) along our manufacturing chain, elevate our status as a supplier of choice.
Working closely with customers
Our commitment to collaborate with customers to ful l, and adapt
our products, to their changing needs, is another vital bene t. They agree.
In Sappi Southern Africa for example, gures from BMI Research indicated that 67% of customer survey respondents regarded our relationship-building skills as a key strength. Product availability (stock and delivery) and ef cient
control, barrier papers, heat-sealing properties and packaging that provides grease resistance.
Focus on growth
Sappi has also become known for actively staying abreast of market trends. In recent years, several investments have been made groupwide, such as the conversion of paper machines to specialities and packaging grades, to increase our ability to match capacity with demand. The recent acquisition of the Cham Paper Group – with its exible packaging and release liner businesses – is adding further capacity, and more customers, to our Specilaities and Packaging segment.
Our One Sappi approach
Groupwide, internal collaboration enables us to manufacture products from a suite of machines in Europe, North America and South Africa. Matching the manufacture of certain products to the machines best suited to those products (carouselling), results in greater ef ciency and demand- matching production – all adding to the cost ef ciency of our basket
of Specialities & Packaging products, and subsequent savings to our customers.
What is in our basket?
Groupwide, our basket of products and niche solutions in the Specialities and Packaging segment include:
• Casting and release papers used by suppliers in the fashion, textile, automobile and household industries
• Containerboard, including liner and uting for corrugated boxes used in the agricultural and industrial sector
• Flexible packaging (coated and uncoated, for food and non-food applications such as sachets, pouches and wraps)
• Functional papers (highly ef cient paper-based solutions with integrated functionality, such as sealing properties and paper that offers a barrier against oil, residuals, water vapour and grease)
• Label papers (for pressure sensitive and wet adhesive applications)
• Paperboard (previously known a rigid packaging), such as solid bleached board and folding box board for more graphic-oriented luxury packaging like cosmetic and confectionery products
• Release liner, with silicon base papers for self-adhesive applications, such as outdoor advertisements, adhesive tape and of ce materials
• Technical papers with interleaving and thermal coatings, such as boarding pass tickets, concert and stadium tickets, and
• Tissue paper, used for toilet tissue, kitchen towels, serviettes and medical and industrial wipes
Product categories marked in blue are those relevant to the Sappi Southern African region.
service also received good scores.
Constant innovation
Our focus on technical innovation and close customer relations have led to numerous product improvements, including advances in moisture
23
67% of BMI Research respondents regarded Sappi's relationship-building skills as a key strength.


What about packaging in SSA?
• In Sappi Southern Africa, we are involved in four of the product elds in this segment (see box, marked in blue). We produce most of these locally (at our Ngodwana and Tugela Mills), but some are imported from mills such as Alfeld and Maastricht in Sappi Europe.
• Of these products, our locally produced containerboard, used in the agricultural and industrial sectors, is our key focus area for growth.
• Sappi supplies the liner and uting (KraftPride and UltraFlute) to converters, who in turn manufacture the boxes and cartons to be used by farmers and other customers in these sectors.
• The biggest end-use market for our containerboard is the citrus industry, which boasts the largest volume of exports in the agricultural sector. Last year, approximately 123 million cartons of citrus were exported. Being a key supplier of the raw material, Sappi is a contributor to the GDP of the country.
• Our product basket consists of brown and white packaging grades. Thanks to the bene t of carouselling, we added the white topliner, Fusion*, to our offering a year ago, which appeals to customers
looking for greater visual shelf impact and brand differentiation for their products.
• Fusion, produced at Sappi Alfeld Mill, is a double-coated, bright white 100% virgin bre liner renowned for its surface quality and strength. Its brilliant white colour provides excellent colour reproduction.
• In SSA, we work closely with various industry bodies to ensure that our products and development work conform to industry standards and changing customer trends.
• The Sappi Southern Africa Technology Centre is also a key role player in this sector; serving the citrus industry as a testing facility to ensure that the packaging material used is in line with the standards of Citrus Research International (CRI).
“What we offer our clients extends far beyond product and service parameters. We are regarded
as a responsible manufacturer that is sustainably
and environmentally aware, intent on meeting client needs with innovative solutions, and forward-thinking in terms of market trends.”
– Madelaine Fourie, Sappi Group Brand Manager
Goldpack Awards:
More industry support
Sappi’s continued support of the local packaging industry also extends to sponsorship of annual award programmes such as the Industry Goldpack and Student Goldpack Awards. Our involvement keeps us up-to-date with current packaging design trends and serves as a platform for the local Sappi Specialities and Packaging team to network with a wider net of role players in this sector.
*Fusion expands brand owner
opportunities
One company that discovered Fusion Topliner’s advantages, is Corruseal Corrugated. The South African converter produced the box packaging for Sappi Typek, using its exo-post print process. This is where the liner is rst printed and then laminated onto the corrugated board. As a result, small runs can be produced more economically and with greater exibility.
Corruseal switched to Fusion Topliner to improve the print quality for the outer packaging. Roland Cook, Corruseal’s General Manager, remarked, “We tried Fusion Topliner to compare differences
from a previous material used, and were impressed
with the results. With the outstanding quality that Fusion Topliner delivers, we are now looking to add it to our retail and point-of-sale portfolio and
recommend it to our existing
brand
owners.”
Vol 18 Issue 1
Specialities and Packaging
Did you know?
Liner is the outer protective layer of a containerboard box. Kraftpride is our high-strength brown virgin liner produced at Sappi Ngodwana Mill for this purpose. Fusion is our white topliner imported from Alfeld Mill.
Fluting is the inner layer that adds to the strength and bulk of a box. Ultra ute is our industry-leading semi- chemical lightweight uting product produced at Sappi Tugela Mill.
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Vol 18 Issue 1
Listeriosis:
Be safe and avoid contamination
The outbreak of Listeriosis in South Africa is a grim reminder that we should take food safety very seriously. It has been determined that ready-to-eat processed meat, speci cally polony from Enterprise and Rainbow Chicken – is strongly associated with the development of this bacterial disease.
Follow good basic food hygiene:
• Thoroughly cook raw foods – all bacteria are killed at temperatures above 70˚C.
• Wash raw vegetables and fruits thoroughly before eating.
• Separate raw and cooked food, and don’t mix utensils and surfaces when preparing food.
• Wrap or cover foods with a sheet of plastic wrap or foil before placing them in the refrigerator.
• Use leftover, precooked and ready-to-eat foods as soon as possible. The longer they are stored in the
refrigerator, the more chance listeria has to grow.
3
How to clean and
decontaminate
• Wash the fridge, all kitchen surfaces and utensils with warm water and soap.
• Then, decontaminate with a dilution of bleach (eg Jik): mix one teaspoon of unscented bleach to one litre of water. Flood the surface with
the bleach and leave it to stand for ten minutes.
• Take cutting machinery apart and soak them in the bleach solution.
Source: Outbreak Response Unit, Division of Public Health Surveillance and Response, March 2018; timeslive.com
Symptoms of Listeriosis:
Fever, muscle aches, nausea, diarrhea, headaches, confusion, convulsions.
Seek medical care and tell the doctor about eating possibly contaminated foods over the past two months. This is especially important if you are pregnant, age 65 or older, or have a weakened immune system.
1 Avoid the spread of Listeria 2
• ‘Quarantine’ suspect products by placing them in sealed bags and removing them from your home.
• The bacteria can ‘cross-contaminate’ other foods that are stored in the fridge.
• Thoroughly clean and decontaminate your fridge, knives, cutting
boards and kitchen
surfaces.
4
• Use paper towels to avoid transferring germs from a cloth towel.
• Daily: Wash food preparation surfaces with warm, soapy water.
• Monthly: clean the surfaces with a mixture of bleach and water.
• Dish cloths, towels and cloth grocery bags
should be washed often in hot water or in the hot cycle of a washing machine.
• Wash your hands with warm water and soap
for at least 20 seconds, before and after handling food.
• Keep your fridge temperature below 4˚C, and freezer temperatures below -18˚C. Check these settings regularly.
What else can I do?
• Clean up all spills right away, especially juices from processed foods and raw meats.
26


Well done PROTEC learners
With the average national matric pass rate at 72.5%, learners on the PROTEC programme can be rightly proud of their 100% pass rate and numerous distinctions achieved, especially in Maths and Science.
With branches in KwaZulu-Natal and Mpumalanga, Sappi is one of the key sponsors of this Programme for Technological Careers.
Sappi PROTEC branches excel
Nelspruit branch
Mandeni branch
Number Pass
of rate learners
Total distinctions
Distinctions for Maths
5
Distinctions for Physical Sciences 6
Admis- sion for BA degrees 92%
Number Pass
of rate learners
Total distinctions
Distinctions for Maths
4
Distinctions for Physical Sciences 7
Admis- sion for BA degrees 93%
24 100% 33
40 100% 73
Uyanda Erica Sibande was PROTEC Nelspruit’s top performer. She obtained six distinctions, including 87% for Mathematics and 95% for Physical Sciences. Uyanda has been accepted at the University of Cape Town to study BSC Chemical Engineering or medicine.
The branch’s other top achiever, Jeniffer Mona, also obtained six distinctions. She has been accepted at the University of Cape Town, where she will study BSC Electrical Engineering.
PROTEC Mandeni’s top performer for 2017 was Nkanyiso Mhlongo, who received distinctions in Mathematics, Physical Sciences, English, IsiZulu, Life Sciences, Life Orientation and Geography. Since joining PROTEC, his marks for Maths improved from 52% in Grade 10 to 88% in Grade 12. Nkanyiso was placed third in the Ilembe region and received a Certi cate of Merit from the Minister of Education and the Premier of KwaZulu-Natal at the ICC Awards ceremony. His eld of study is Medicine.
Front (from left): Lazarus Mahamba (Sappi HR Consultant and Chairperson of the PROTEC Board), Uyanda Erica Sibande (six distinctions and top performer, Nelspruit branch), Jenniffer Mona (six distinctions) and Helene Botes (PROTEC Nelspruit Branch Manager).
Did you know?
Sappi, a company that can relate to the need for
technologically skilled people in a manufacturing environment, became a keen supporter of the Programme for Technological Careers (PROTEC) in the mid-1990s. Sappi started sponsoring branches close to its operations in KwaZulu-Natal, and in 2000, joined the Department of Education to establish a PROTEC branch in Nelspruit, Mpumalanga. PROTEC is an excellence programme, focusing on Mathematics, Science, Life Skills and the English language, for disadvantaged learners that have the potential and the right attitude to change the course of their lives.
Umkomaas branch
Stanger branch
Number of learners
Pass rate
Total distinctions
87
Distinctions for Maths
7
Distinctions for Physical Sciences 9
Distinctions for Physical Sciences 7
Admis- sion for BA degrees 75%
Admis- sion for BA degrees 94%
40 100%
Nosipho Mthembu is PROTEC Stanger’s
top achiever with seven distinctions (Maths, Physical Sciences, English, Life Orientation, Life Sciences, Information Technology and IsiZulu). Her grades for Physical Sciences showed a huge improvement since joining PROTEC – from 78% in Grade 10 to 95% in Grade 12.
Number of learners
Pass rate
Total distinctions
70
Distinctions for Maths
4
31 100%
The branch’s top performer was Wendy Ntunja, with seven distinctions. “I enjoyed each class and gained so much from my time at PROTEC. The professionalism of the staff is out of this world,” said Wendy. “I had weaknesses that I was not even aware of, but because of the aid I received from PROTEC I was able to strengthen them. Academically, I improved, but I also gained a lot of con dence. I learnt that consistent effort and frequent mistakes are the stepping stones to achievement.”
Vol 18 Issue 1
27


They’re circling
around you.
What is Phishing? A technique used by hackers to fraudulently acquire sensitive information – emails, passwords, credit card details.
Don’t become the bait. Find out more about phishing on: www.sappicybersecurity.com
Don’t be bait!
By now, you’re hopefully aware of the Sappi Cyber Security Campaign that launched in March.
Tackling such issues as phishing, Wi-Fi security, online identity theft and much more, Sappi launched the campaign to test and educate all employees and their families on the dangers of cyber attacks. With a unique style and clever design, we hope to make online security a priority throughout Sappi during the following months.
Be on thelookout for more tests, posters, videos and content shared.
Remember – if something looks phishy, it probably is.
For more information, please visit www.sappicybersecurity.com or report any suspicious activity to [email protected]