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.