HUMAN ASSETS
Zambia Sugar PLC conducted training for 7 268 employees in the year under review compared to 8 651 employees trained in 2024. A total of 116 288 man-hours were spent in training in 2025 compared to 1 278 406 man-hours in 2024.
The decline in the man-hours was attributed to the prior year’s New Enterprise Resource Planning System, SAP S4 HANA, training which was conducted as a companywide training for users in readiness for its implementation. In addition, during the 2025 Financial Year, we embarked on the roll out of Business Alignment Sessions (BAS) which was a programme implemented in 4 months with a total attendance of 1 318 employees and was not captured in the system as training.
Training modules alignment and resource control efforts resulted in prioritising training for safety, production and statutory related trainings between the months of May to August 2025 and further adversely impacted this parameter.
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KEY LEARNING INTERVENTIONS
Among the key learning interventions with the highest training attendance were, Safety, Health, Environment, Risk and Quality (SHERQ) Safety online induction, Technical Operating Practices – TOPS, Basic Firefighting training, Confined Space Entry, Basic First Aid Training and Defensive driving training, which were coordinated with support from Learning and Development under the Human Resources department.
MANUFACTURING
During the year under review, Nakambala continued to prioritise operational excellence through targeted manufacturing training programmes. Key focus areas included Technical Operating Practices (TOPs) across all factory operations, Pan Boiling and automation to optimise throughput, Root Cause Analysis for Supervisors to strengthen focused improvement initiatives, and Falling Film Evaporator training in preparation for commissioning.
The Artisan Development Program (ADP) continued to upskill maintenance artisans, including Low Voltage Electrical Installation Inspection and Testing, while sugar technology refresher courses and utility days addressed operational challenges identified through Root Cause Analysis.
Food Safety training remained a critical pillar, covering Quality and Food Safety, FSSC 22000 (including V5.1 implementation), food fraud and food defence, Introduction to Food Safety, and SHERQ Food Safety training, reinforcing compliance and operational integrity across the manufacturing environment.
AGRICULTURE
During the year under review, the Learning and Development section commenced the roll out of the Competency Based Approach to development with the agriculture team, targeting both senior and middle managers to strengthen capability and leadership within the function.
Key training programmes delivered during the 2025 financial year included the Agriculture Abridged Academy Course, Drone Technology Training, Drip Operations Training, WAP – Pest & Disease and Fertilizer Application, Pump Operation and Maintenance Training, and Boat Operations Training, all aimed at enhancing technical expertise, operational efficiency, and modern farming practices across the estate..
FINANCE
Members of the Finance team participated in various training interventions which targeted employees across the business from different departments.
These trainings included Basic First Aid training, Personal Choices training- Busongo, Defensive driving, and business Report Writing training.
COMMERCIAL
The Commercial department conducted Customer Service Training as part of its efforts to improve operational delivery and service excellence.
HUMAN RESOURCES
The key training supported and conducted by Human Resources was: Kronos for Line Managers, Amended Disciplinary and Grievance Training, Re-launch of the Speak Up Programme, and Launch of the Sexual Harassment Programme.
Additionally, the Human Resources Department, through the Learning and Development section, played a critical part in the roll out of Business Alignment Sessions (BAS) which was a strategic business initiative.
SUPPLY CHAIN
The key training supported and conducted by Supply Chain included: Material Handling Equipment (MHE) Training, Logistics Academy, Procurement Tender Adjudication Training, Forklift Training for Operators, Winning Outbound Logistics Organisation (WOLO) Digitalization, and Transport Management System (TMS) training for Super Users and User Acceptance Testing (UAT).
BUSINESS IMPROVEMENT
The key trainings supported and conducted by Business Improvement (BI) were: Project Management Training and Scheduling and Cost Control training. These interventions were aimed at strengthening project execution capability, improving cost discipline, and enhancing overall delivery performance across the business..
LEGAL & SERVICES
The key training supported and conducted by Legal & Services included: Compliance Training. In conclusion, Zambia Sugar has continued to make significant strides in investing and implementing training interventions as part of its broader strategic priority to create a safe place to work, give customers what they need, and be as efficient as possible.
