One of the group’s most vital attributes is creating value through – and for – employees by attracting, developing, and retaining globally competitive people whose skills, knowledge and competences are necessary for us to implement our strategy and meet our growth targets.

Specific activities in this regard include managing talent and developing internal human resources through talent review processes that take both individual career growth aspirations and business needs into account, leadership/management development programmes, and continued focus on technical skills upliftment.

We have identified six Critical Success Factors that guide the group in managing its employees. Each of these factors is closely aligned to the value drivers identified in the Integrated Employee Value Model, delivers on the Employee Value Proposition, and ensures sustainable intellectual capacity and value creation competence.

The integrated Employee Value Models reflected below sets out key aspects of our approach to People management:

Employment

Through the Learning Organisation, powered by structured team forums and reinforced by our Leadership Behaviours, and our Worldwide Code of Conduct, employees are able to take an active role in reviewing and continuously improving organisational processes, systems and practices and building the organisation of the future.

The Critical Success Factors are:

  • Clear purpose and direction establish clarity and alignment. This should be understood and owned at organisational, team and individual level
  • Sustainable competence focusing on organisational learning and development of employees
  • Talent management focusing on the processes to identify, develop and manage the capability needs of the business in line with the career aspirations of employees
  • Caring, conducive workplace to support and ensure employees’ safety and wellbeing. This included investing in society as a responsible corporate citizen
  • Professional climate creating a culture of innovation, ethical leadership, environmental stewardship, and good corporate governance
  • Performance optimisation to drive a high-performance culture at organisational, team and individual levels.

The Learning Organisation is the sustainability platform upon which the six critical success factors are based to deliver on the Employee Value Proposition. The key drivers are information sharing, collaboration, innovation, and collective wisdom through structured internal and external team forums.

This approach is implemented across the group in a range of interfaces and interventions.

The One Barloworld Employee Engagement survey that evaluates the factors that drive employee engagement and therefore productivity that was conducted during 2021.

The new One Barloworld Employee Engagement survey enables Barloworld to benchmark its outcomes against other top employers in order to address factors that drive its employer brand amongst both internal and external talent.

The reporting organization shall report the following information: a. Total number and rate of new employee hires during the reporting period, by age group, gender and region. b. Total number and rate of employee turnover during the reporting period, by age group, gender and region.

Integrated Report

Employee    Resigned   Retrenched /   Retirements*     Dismissals    Deaths**    Other***  
Turnover1       redundant****                   
2021   865   194   73   229   65   234  
2020   724   749   114   188   41   509  
2019   933   512   90   237   34   168  

1 Including Logistics (Held for Sale)

In 2021, 924 new recruits were appointed.

New Recruits1   Age <= 30   Age 31 – 40   Age 41 – 50   Age 51 – 60   Age >= 61   Grand Total  
Males   191   249   125   31   4   600  
Females   138   126   44   13   3   324  
Grand Total   329   375   169   44   7   924  
1 Including Logistics (Held for Sale)
Including retirements due to ill health 
** Including accidental deaths (work related/non work related) and deaths due to illness 
*** Reflects sales of business and termination of fixed term contracts 
**** Includes voluntary terminations

Total number of recruitments as a percentage of year end headcount has increased slightly over the last year from 8.25% to 9.0% as of 30 September 2021. For 2021, males were 64.9% of new recruits and 5.9% of year end headcount. Females were 35.1% of new recruits and 3.2% of year end headcount.

Recruitments as % of Year End Headcount1

Year   Recruitments   Year End Headcount    
2021   924   10 229   9.03%  
2020   825   10 248   8.25%  
2019   1 230   12 459   9.87%  

1Including Logistics (Held for Sale)

Recruitments as % of Year End Headcount1

Year   Resignations    Year End Headcount    %   
2020   884   10 229   8.64%  
2019   704   10 248   6.87%  
2018   925   12 459   7.42%  

1Including Logistics (Held for Sale)

Resignations as a percentage of year end headcount has remained between 7.4% and 8.6% level over the last couple of years.

Employee Turnover breakdown by age and gender – 20211

     Age <= 30  Age 31 – 40  Age 41 – 50  Age 51 – 60 Age >=61  Grand   
         Total        Total        Total        Total        Total    Total   
  Resignations  118   87   205   299   132   431   117   56   173   55   12   67   8   0   8   884  
  Retirements  0   0   0   0   0   0   1   0   1   17   5   22   63   5   68   91  
  Dismissals  29   5   34   95   7   102   77   4   81   15   0   15   3   0   3   235  
  Ill health retirements  0   0   0   2   0   2   2   0   2   1   0   3   1   0   1   8  
  Deaths (work related fatalities) 0   0   0   0   0   0   2   0   2   2   0   2   0   0   0   4  
  Deaths Accidental (not work related)  1   0   1   0   0   0   0   0   0   0   0   0   0   0   0   1  
  Deaths Illness (not work related)  1   1   2   16   2   18   16   3   19   18   3   21   3   0   3   63  
  Retrenchments and redundancies  7   2   9   90   8   98   80   11   91   29   6   35   6   6   12   245  
  Grand Total  156   95   251   502   149   651   295   74   369   137   28   165   84   11   95   1 531  

1Including Logistics (Held for Sale)

M- Male
F- Female
A total of 357 employees left the group due to resignation, retrenchment and redundancies, retirement, ill health retirements, dismissal, death, termination of contracts longer than 12 months and sale of businesses.

The reporting organization shall report the following information: a. Benefits which are standard for full-time employees of the organization but are not provided to temporary or part-time employees, by significant locations of operation. These include, as a minimum: i. life insurance; ii. health care; iii. disability and invalidity coverage; iv. parental leave; v. retirement provision; vi. stock ownership; vii. others. b. The definition used for ‘significant locations of operation’.

Integrated Report

Benefits provided to full-time employees include retirement funding, various types of regulated leave, medical aid, employee wellness and assistance programmes, education assistance, training, staff discounts, and annual performance-based incentives or bonuses.

Benefits provided to permanent employees and not to temporary or part-time employees vary by division, region, and employee level. In addition to those already noted, these include maternity leave study leave, long service awards, long-term incentive and employee retention schemes, disability cover and life cover.

The reporting organization shall report the following information: a. Total number of employees that were entitled to parental leave, by gender. b. Total number of employees that took parental leave, by gender. c. Total number of employees that returned to work in the reporting period after parental leave ended, by gender. d. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work, by gender. e. Return to work and retention rates of employees that took parental leave, by gender.


During the year, 167 female employees took maternity leave. To date, 145 returned to work and 22 are still on maternity leave.

The focus will be on ensuring measurements are put in place to record paternity leave in addition to maternity leave in all countries. Many males within the countries do take paternity leave but this is not currently recorded separately and therefore cannot be reported.

Benefits provided to full-time employees include retirement funding, various types of regulated leave, medical aid, employee wellness and assistance programmes, education assistance, training, staff discounts, and annual performance-based incentives or bonuses.

Benefits provided to permanent employees and not to temporary or part-time employees vary by division, region, and employee level. In addition to those already noted, these include maternity leave, study leave, long service awards, long-term incentive and employee retention schemes, disability cover and life cover.