Employment

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:

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
		M		F		Total		M		F		Total		M		F		Total		M		F		Total		M		F		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.