By Susan Mataka
Serving as Head of Human Resources at Kakira Sugar Limited has been a defining chapter of my 19-year HR career—one that has stretched my leadership, sharpened my instincts, and deepened my conviction that people are the engine of any sustainable organisation. Working at the intersection of sugarcane farming, manufacturing, energy generation, and agro-industrial diversification, I have had the privilege of leading HR in one of Uganda’s most complex, dynamic, and culturally diverse industrial environments.
These four years have been more than a period of service; they have been a journey of transformation—of systems, people, perspectives, and business partnership.
Navigating Complexity: Understanding the Industry’s Rhythm
Coming from a utilities background, stepping into the sugar industry was a learning curve of its own. Kakira’s operations are not only large-scale but multifaceted—stretching from sugarcane farming and production to green energy generation, Extra Neutral Alcohol (ethanol) processing, and potable spirits bottling.
The first challenge was understanding the industry’s seasonal rhythm—peak harvest periods, off-peak downtimes, and the fluctuating labour demands that accompany each cycle. Leading HR in this context required agility: the ability to expand, contract, and reposition talent quickly without compromising productivity or morale.
At the same time, I inherited a workforce of more than 12,000 people drawn from 17 nationalities and diverse local communities. Integrating such a multicultural workforce—while ensuring cohesion, shared values, and industrial harmony—became one of the most rewarding challenges of my leadership.
My role demanded more than technical HR expertise; it required cultural intelligence, sensitivity, and the ability to influence across different levels of the organisation—from seasonal workers and union leaders to senior executives.
Building Strong Labour Relations: Four Years of Zero Industrial Unrest
One of the most defining aspects of my journey has been labour relations. The sugar industry is heavily unionised, and misalignment can easily disrupt production. Over the past four years, we have successfully negotiated with the National Union of Plantation and Agricultural Workers Uganda (NUPAWU) without a single strike or industrial action.
This stability was not accidental—it was built deliberately through monthly union-management conversations, continuous dialogue, transparency, and shared problem-solving. It is a model I believe more industries should embrace: labour relations anchored not in confrontation but mutual respect and partnership.
Transforming HR: Systems, Innovation, and Culture
To support Kakira’s strategic objectives, it became essential to modernise HR systems, streamline processes, and transition from a predominantly administrative function to a value-adding, business-focused HR model. This transformation began with digitalisation and efficiency improvements, including the introduction of an integrated HR Information System that enhanced data management and process reliability. Payroll was automated to reduce errors and shorten processing time, while recruitment processes were redesigned and digitised, resulting in a 32% reduction in time-to-hire and a significantly improved candidate experience.
Strengthening the organisation’s performance culture was another priority. We redesigned performance management tools to encourage more meaningful dialogue between managers and employees, placing emphasis on goal clarity, timely feedback, and continuous development conversations. These changes helped embed a culture of accountability, alignment, and growth.
Our commitment to Diversity, Equity, and Inclusion also shaped this transformation. By launching DEI analytics, we were able to track representation more effectively and identify areas for improvement. We made deliberate efforts to recruit and train more women to operate heavy 600HP equipment—roles once viewed as exclusively male—increasing gender diversity in critical operational areas. Additionally, we introduced a unique Male Employee Engagement Event that focuses on empowering men in key aspects of life, including faith, family, finances, and fitness, thereby fostering a more holistic and inclusive workplace culture.
Enhancing the onboarding process further strengthened the employee experience. A comprehensive onboarding program was developed to provide new hires with clarity, support, and connection from day one, reducing early turnover and accelerating time-to-productivity. Complementing this, annual employee recognition events were instituted to celebrate exceptional performance and acknowledge the contributions of teams and individuals across the organisation.
We also placed strong emphasis on workforce well-being, recognising its direct link to productivity. Our interventions have had a measurable impact: illness-related absences dropped by 25 per cent, performance improved by 10 per cent due to expanded sports programs such as football, boxing, cricket, tennis, and badminton, and the provision of daily meals for all 12,000 employees helped reduce absenteeism by an additional 20 per cent. These initiatives reinforced a simple yet powerful truth: when people are healthy, supported, and valued, they are able to contribute at their highest potential.
Driving Productivity and Capability Through Learning
At the core of our transformation is capability building. By expanding technical training, cross-skilling, and leadership development, we saw:
Why Weekends No Longer Mean Stalled Business - dfcu’s Weekend Agent Float Loan Is Transforming Uganda.- 20% increase in workforce productivity
- 40% increase in training ROI
- Significant internal capacity growth—evidenced by the successful construction of a multimillion-dollar irrigation complex entirely by in-house talent
Training in our context is not an event; it is a catalyst for innovation, cost savings, and operational excellence.
A People-First Philosophy Anchored in Empathy and Accountability
My leadership philosophy is simple: people thrive where they feel valued, respected, and supported. HR is not only about processes—it is about humanity.
One of my most defining moments involved a long-serving employee whose performance had declined due to personal challenges. While the organisation leaned toward termination, I advocated for empathy, support, and structure: a performance improvement plan, counselling, and flexible scheduling. Months later, she made a full professional turnaround and today is a leader in UEDCL, mentoring others.
Experiences like these remind me that while policies guide us, people must remain at the heart of every decision.
Developing Leaders: The True Measure of Leadership
One of my proudest achievements was mentoring a young staff member who transitioned from HR to become Assistant General Manager in Operations. Following deliberate exposure to complex work streams and leadership coaching, he successfully moved into a role with much wider organisational impact.
As my mentor often says: “You are not a leader until you have produced another leader.”
That philosophy has guided how I mentor, empower, and equip my teams.
Aligning HR with Business Strategy
At Kakira, HR is not viewed as a support function but as a strategic engine that drives the organisation’s long-term performance. By working collaboratively with business heads across the value chain, the HR function has played a central role in reducing attrition, lowering recruitment costs, and strengthening succession pipelines for critical roles. These efforts have not only enhanced overall productivity but have also improved business continuity, enabling the company to navigate operational shifts and industry pressures with greater stability. HR has also been instrumental in supporting organisational change initiatives and sharpening Kakira’s competitiveness in an evolving industrial landscape. By embedding HR analytics into decision-making, the function can now anticipate workforce needs more accurately, plan leadership and skills transitions effectively, and advance evidence-based management across the organisation.
Looking Ahead: Preparing the Industrial Workforce of the Future
Looking ahead, the future of HR in Uganda’s industrial and agricultural sectors will be shaped by several transformative forces. Digitisation and automation will play an increasingly central role as AI, mechanisation, and data analytics redefine skills, processes, and productivity. The introduction of AI-powered recruitment tools such as Zoho Recruit is only the beginning of this shift toward smarter, technology-driven talent management. At the same time, sustainability and climate resilience will become imperatives, requiring HR leaders to champion eco-responsible labour practices and build the capabilities needed for more sustainable production. Developing skilled labour will also be essential, with the industry needing to invest in new talent pipelines—particularly in robotics, artificial intelligence, engineering, and green energy—to remain competitive.
Equally important is the growing focus on workforce well-being and mental health, recognising that true productivity is rooted in a holistic approach to employee wellness, balance, and resilience. Finally, the competitiveness of the sector will increasingly depend on how effectively organisations embrace diversity, equity, and inclusion. Building inclusive workplaces that elevate women, youth, and underrepresented groups will not only strengthen organisational culture but also unlock the full potential of Uganda’s industrial workforce.
Conclusion: Building a Workforce That Can Power the Next Era
My four years at Kakira have reaffirmed that HR in industrial and agricultural sectors is not merely administrative—it is the silent engine behind business performance, stability, and long-term sustainability. As the industry evolves, HR must lead the shift toward technology, adaptability, well-being, and future-ready talent.
People remain our greatest asset. When we invest in them—deliberately, consistently, and strategically—we do more than meet production targets. We build resilient organisations, transform industries, and create a legacy of leadership that outlives us.
Susan Mataka, is the Head of Human Resources at Kakira Sugar Limited.
