Training and Education

Attracting, developing, and retaining globally competitive people with required skills, knowledge and competencies, is necessary to implement the group’s strategy and meet its growth targets. This remains one of the group’s most vital attributes.

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.

Programs in this regard include:

1. Apprenticeships/Learnerships – The group currently trains 243 (2020:475) apprentices.
2. Executive Development Programs – To date 231 executives have been through a programme.
3. Leadership Development Programs – To date 779 managers have been through a programme.
4. Barloworld Business Systems (BBS) Programmes – To date 2 572 employees have been through formal training. This year 2 572 attended formal courses.
5. Chartered Accountant trainees – To date 60 trainees qualified
6. Bursars – currently 1 (2020: 10) bursars
7. Study Support – currently for 138 (2020: 143) employees.

This year Barloworld participated in the national Youth Employment Service (YES) programme. This programme was launched in 2018 and endorsed by the President of South Africa. The programme encourages companies to participate in providing workplace experience to unemployed graduates and matriculants. Barloworld hosted 27 interns in various business units including Equipment and Ingrain.

Divisions have various training and education programs that aim to develop employees to meet critical and scarce skills needs.

Through our training programmes the group aims to address gender imbalances in technical roles and career choices.

The reporting organization shall report the following information: a. Average hours of training that the organization’s employees have undertaken during the reporting period, by: i. gender; ii. employee category.

Integrated Report

Training data is shown in the tables below

Average Training Hours – Total Group

Occupational Level	Ave Hours		Ave Hours	Ave Hours
	2021		2020	2019
Board*	0		49.50	10.00
Executive	25.51		29.20	17.02
Senior Management	46.43		45.25	25.30
Middle Management	38.94		16.39	24.27
Skilled Upper	35.73		18.04	28.59
Semi-skilled/apprentices/trainees	16.07		14.46	12.61
Labour/Unskilled	1.06		71.46	1.60
Total	29.28		21.48	21.53

* Excludes non-executive directors

Of the total employees trained in the group, South Africa represented 78.57% of the total training costs for the financial period.

Average Training Hours – Males and Females – Total Group

Average Training Hours – Males and Females – Total Group	Ave Hours
	Males 2021	Females 2021	Males 2020	Females 2020	Males 2019	Females 2019
Board*	0	0	0	0	0	0
Executive	40.84	7.31	4.95	0	4.16	0
Senior Management	38.56	63.18	13.71	4.10	10.12	4.54
Middle Management	41.51	35.55	6.82	5.90	5.87	5.11
Skilled Upper	36.12	34.93	10.54	2.48	8.88	2.00
Semi- skilled/apprentices/trainees	10.54	38.53	4.46	13.24	3.51	9.79
Labour/Unskilled	1.43	0.17	0.20	0.09	0.44	0.11
Total	26.69	35.43	7.22	5.22	6.19	4.30

* Excludes non-executive directors

The reporting organization shall report the following information: a. Type and scope of programs implemented and assistance provided to upgrade employee skills. b. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.

Integrated Report

All divisions provide technical and non-technical skills training that covers the competencies required for various roles across the Group. The training covers the employee value chain, from employment (induction and orientation programmes) to promotion (management & leadership development) as well as specific skills such as sales and key account management and OEM specific programmes. The Group invests in building its Youth Talent pipeline through programmes such as internships/graduate programmes, learnerships and apprenticeships.

The group also conducts appropriate career-end programmes which include retirement planning, financial planning, and life-skills.

Assistance is provided to employees for involuntary terminations. This includes appropriate financial packages, assistance with job search, financial advice and access to existing wellness and support programmes.

The reporting organization shall report the following information: a. Percentage of total employees by gender and by employee category who received a regular performance and career development review during the reporting period.

Integrated Report

Career reviews (including individual development plans DAPs/IDPs) take place throughout the group with 100% (10 229) of employees having a reviewed development plan. Intellectual Capital Reviews or Divisional/Group Talent Reviews are conducted by senior Divisional and Group leaders at least twice a year.

Career Review	Male		Female		Total
Board*	1		0		1
Executive	19		16		35
Senior Management	66		31		97
Middle Management	725		550		1 275
Skilled Upper	3 610		1 735		5 345
Semi-skilled/apprentices/trainees	2 661		655		3 316
Labour/Unskilled	113		47		160
Total	7 195		3 034		10 229

* Excludes non-executive directors

Of the total workforce (10 229 employees), 100% (7 195 males) and 100% (3 034 females) received career reviews/individual development plans. 100% (7 195 males) of the total male workforce (7 195 males), and 100% (3 034 females) of the total female workforce (3 034 females), received career reviews/individual development plans.

Performance discussions

100% of senior management (grade 15+) employees received formal performance reviews, which are linked to balanced scorecards and remuneration. This does not take place at all levels as collective bargaining agreements cover sections of the workforce. 32.3% of employees below senior management level received formal reviews in 2021.

Performance Reviews – Total Group	Male		Female		Total
Board*	1		0		1
Executive	8		10		18
Senior Management	17		14		31
Middle Management	245		256		501
Skilled Upper	1 231		815		2 046
Semi-skilled/apprentices/trainees	516		175		691
Labour/Unskilled	11		10		21
Total	2 029		1 280		3 309

* Excludes non-executive directors

Of the total workforce (10 229 employees), 19.8% (2 029 males) and 12.5% (1 280 females) received performance reviews. 28.2% (2 029 males) of the total male workforce (7 195) and 42.2% (1 280 females) of the total female workforce (3 034 females) received performance reviews.