Labour Practices & Decent work

  • LA 1 Total workforce by employment type, employment contract, and region, broken down by gender

    Integrated Report 2012 - Financial and non-financial indicators
    Integrated Report 2012 - Divisional reviews-Equipment

    Integrated Report 2012 - Divisional reviews-Automotive and Logistics
    Integrated Report 2012 - Divisional reviews-Handling

    Integrated Report 2012 - Divisional reviews-Corporate

    Integrated Report 2012 - Our people
    Integrated Report 2012 - Empowerment and transformation - Workforce by gender

    Construction is the largest cluster in Group Five. It includes the business segments of Building and Housing, Civil and Projects.

    We understand that our employees are the foundation and drivers of our success. Accordingly, ‘people’ is one of our strategic focus areas. Creating value through - and for - employees by attracting, developing and retaining the globally competitive people necessary to implement our strategy and meet our growth targets remains one of the group’s most vital attributes.

    Specific activities include developing internal resources for promotion through detailed development needs analysis per person, leadership/management development programmes, and continued focus on technical skills upliftment.

    Number of Employees* - Group

        2012   2011 2010 2009  
     
    Equipment    7 701   6 848 6 121 6 436  
    Automotive & Logistics   9 692   9 135 9 477 9 040  
    Handling    1 726   2 582 2 471 2 534  
    Corporate   119   106 98 103  
    Total   19 238   18 671 18 167 18 113  

    Workforce* by region

        2012   2011 2010 2009  
     
    RSA   12 570   11 403 11 267 11 018  
    Rest of Africa   2 334   1 905 1 650 1 496  
    UK & Europe & Russia   3 548   3 743 3 198 3 558  
    Middle East & Asia   244   291 771 769  
    Australia   528   492 477 439  
    North America   14   837 804 833  
    Total   19 238   18 671 18 167 18 113  

    Breakdown of workforce** by gender

        Global breakdown - 2012 Global breakdown - 2011 Global breakdown - 2010 Global breakdown - 2009  
        Male Female Total   Male Female Total Male Female Total Male Female Total  
    Board*   6 0 6   6 0 6 6 0 6 5 0 5  
    Executive   25 1 26   25 1 26 21 2 23 25 2 27  
    Senior Management   78 8 86   79 6 85 75 6 81 68 8 76  
    Middle Management   1 828 739 2 567   1 814 720 2 534 1 794 681 2 475 1 832 638 2 470  
    Skilled Upper   7 708 2 680 10 388   7 282 2 477 9 759 6 838 2 332 9 170 6 436 2 087 8 523  
    Semi skilled/apprentices/trainees   4 727 1 162 5 889   4 699 1 237 5 936 4 682 1 241 5 923 5 039 1 383 6 422  
    Labour/Unskilled   178 98 276   212 113 325 360 129 489 447 143 590  
    Total   14 550 4 688 19 238   14 117 4 554 18 671 13 776 4 391 18 167 13 852 4 261 18 113  

  • LA 2 Total number and rate of new employee hires and employee turnover by age group, gender, and region

    Integrated Report 2012 - Our people

    In 2012, 3 785 (19.6%) new recruits were appointed and 812 (4.2%) employees joined through acquisitions.

    New recruits

        Age < and
    up to 30
    Age 31 - 50 Age 51 and
    above
    Grand
    Total
     
    Male   1 622 1 088 178 2 888  
    Female   512 363 22 897  
    Grand Total   2 134 1 451 200 3 785  

    Employee Turnover – 2012

        Resignations Retrenchments /
    redundancies****
    Retirements* Dismissals Deaths** Other***  
    Total 2012   1 716 244 260 405 57 1 714  
    Total 2011   1 703 227 245 475 62 795  
    Total 2010   1 466 176 277 430 66 505  
    Total 2009   1 482 1 075 203 561 65 422  

    Employee Turnover by age/gender breakdown

    Age < and up to 30 Age < and up to 30 Total Age 31 - 50 Age 31 -50
    Total
    Age 51 and above Age 51 and above Total Grand  
        Male Female Male Female Male Female Total  
    Resignations   459 219 678 648 293 941 75 22 97 1 716  
    Retirements   0 0 0 0 0 0 174 58 232 232  
    Dismissals   126 25 151 180 37 217 35 2 37 405  
    Ill Health Retirements   1 3 4 10 2 12 8 4 12 28  
    Deaths (work related)   1 0 1 0 0 0 0 0 0 1  
    Deaths Accidental(not work related)   3 1 4 2 0 2 4 0 4 10  
    Deaths Illness (not work related)   0 0 0 25 1 26 19 1 20 46  
    Retrenchments/redundancies   46 8 54 135 28 163 21 6 27 244  
    Grand Total   636 256 892 1 000 361 1 361 336 93 429 2 682  

    A total of 4 396 employees left the group due to resignation, retrenchment, retirement, dismissal, death, termination of contracts longer than 12 months and sale of businesses. 20 employees transferred between divisions in the group.


  • LA 3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations

    Benefits provided to full-time employees include: retirement funding, leave, medical aid, employee wellness and assistance programmes, education assistance, training, staff discounts, study leave and annual bonuses.

    Permanent employees (in defined categories) in South Africa benefited from the BB-BEE transaction through the general Staff Trust and continue to receive dividends from the company. These amounted to R5.1 million during the year and R16.6 million to date. 

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


  • LA 4 Percentage of employees covered by collective bargaining agreements

    This varies from a high of 50% in Europe and Siberia to 25% in rest of Africa.

        % Collective Bargaining  
        2012 2011 2010 2009  
    RSA   41% 39% 46% 47%  
    Rest of Africa   25% 23% 10% 6%  
    Europe  & Siberia   50% 52% 68% 64%  
    Total    39% 37% 41% 42%  

  • LA 5 Minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements

    Minimum notice periods on significant operational changes vary across the group. These are covered in individual employment contracts, legislation, industry agreements and other negotiated recognition agreements. Industry agreements include consultation processes and notice periods. The company adheres to the applicable notice period.
    Significant notice periods for group leadership positions are as follows: nine months for group chief executive; six months for executive directors and three months for divisional directors


  • LA 6 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs

    Apart from operations in Russia (667 employees), where Health and Safety Officers are responsible for 100% of the workforce, effectively all other employees (97%) are covered by health and safety committees on which both management and employees are represented.

    Barloworld believes that it is every employee’s right to work in a healthy and safe environment. To this end, health and safety committees are established across the group. Management consults with the committees with a view to initiate, develop, promote, maintain and review measures to ensure the health and safety of all employees and visitors.

    Occupational health and safety (OHS) standards are covered by legislation. Barloworld operations also conform to the principles of the International Labour Organization’s (ILO) Guidelines on Occupational Health and Safety. The group has a philosophy of ‘zero injuries or harm’ to employees. Business units follow a strict risk management audit protocol incorporating health and safety.

    OHS is the direct responsibility of divisional CEOs, and formal health and safety committees comprising management and worker representatives cover all South African staff.
    Regional laws apply to staff in Iberia, UK, Russia, Australia and US operations, all being covered. The Netherlands and Belgium operations also have formal work committees in place.

    In Russia, committees consisting employees and management investigate work-related accidents and conclude accident reports. These committees also assess on an annual basis the level of employee awareness of health and safety issues across the organisation


  • LA 7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender

    Integrated Report 2012 - Financial and non-financial indicators
    Integrated Report 2012 - Divisional reviews-Equipment

    Integrated Report 2012 - Divisional reviews-Automotive and Logistics
    Integrated Report 2012 - Divisional reviews-Handling

    Integrated Report 2012 - Divisional reviews-Corporate

        LTIFR Fatalities Occupational Disease  
    Annually by Division   2012 2011 2010 2009 2012 2011 2010 2009 2012 2011 2010 2009  
    Equipment   0.94 1.37 1.80 1.40 1 2 1 - - 1 2 -  
    Automotive & Logistics   1.30 1.20 1.19 1.12 - - - 3 - - - -  
    Handling   2.02 1.70 2.28 1.67 - - - - - 2 2 1  
    Corporate   - - - - - - - - - - - -  
    Barloworld Group   1.22 1.31 1.51 1.27 1 2 1 3 - 3 4 1  

    The group uses lost-time injury frequency rate (LTIFR: Lost Time Injuries x 200 000 / Total number of hours worked) as the material indicator of safety performance. This enables trends to be observed and performance benchmarked against industry norms and peers.

    Tragically one death (male) was reported in the recently acquired Bucyrus operation during the reporting period. The South African employee was involved in a fatal motor vehicle collision during working hours whilst driving to a site.

    Majority of injuries reported during the financial period, were sustained by male employees. Most injuries occur during the service and maintenance of plant, equipment and machinery. Majority of our service technicians are male with a small but increasing percentage of female technicians emerging of the recent past.

    The following is a breakdown of injuries sustained by gender:

        Male (%) Female (%)  
    Equipment southern Africa   95* 5  
    Equipment Iberia   100 0  
    Equipment Russia   83 17  
    Motor Retail   84 16  
    Avis Rent a Car   Gender split not currently available  
    Avis Fleet Services   Gender split not currently available  
    Logistics   Gender split not currently available  
    Handling   100 0  

    Link to relevant divisional sections in AIR for regional breakdown of LTIFR’


  • LA 8 Education, training, counselling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases

    A number of employee wellness and support programmes are in place, including medical aid schemes and assistance programmes.

    HIV/Aids receives particular attention in countries with high prevalence rates. Programmes to address HIV/Aids cover education, prevention, voluntary counselling and testing (VCT) and disease management, including provision of anti-retroviral medication.

    All employees are encouraged to take the necessary precautions to prevent infection and to regularly check their status. Currently 194 employees receive HIV/Aids assistance, through medical aid, company- and state-sponsored programmes.

    Barloworld Equipment has on-site clinics in South Africa and Spain. These provide primary health care and occupational health services to employees, including confidential and anonymous counselling and assistance on any issue that could affect productivity and wellbeing. Other divisions have appropriate resources.

    Automotive’s businesses in South Africa have the Independent Counselling and Advisory Services (ICAS) support system which covers health and related issues.

    The logistics business has an employee ‘wellness line’ in place for its South African employees and their families. The corporate office in South Africa has wellness days when employees can undergo a number of health-related assessments and tests, and receive advice.

    Across the group, there are no serious communicable diseases other than HIV/Aids, which mainly affects southern African operations. A group policy ensures no discrimination and victimisation of HIV-positive employees in the workplace. The company programme consists of a number of initiatives in the following key areas:

    Prevention: programmes include poster campaigns, awareness programmes, free reading materials, dispensers with free condoms at all workplaces, high-profile initiatives for World Aids Day.
    Education: initiatives include workplace seminars for all employees on relevant topics and training for managers on managing HIV/Aids in the workplace.
    HIV/Aids testing: a free know-your-status and voluntary testing programme is implemented at each business unit and promoted during the monthly induction programme for new employees.
    Disease management: all employees have access to counselling, medical advice and appropriate treatment. In some instances treatment is covered by medical aid schemes, but in most cases assistance is provided through a company-sponsored disease management and treatment programme. This is reviewed annually in line with national and industry developments. Family counselling is also available. The above programme is applicable in South African operations and employees received training and information on five disease lines –body mass index, hypertension, cholesterol, glucose levels and HIV/Aids.

    In Equipment southern Africa, five occupational health personnel provide counselling on various communicable diseases. An occupational health section on their intranet is available to all employees. The employee wellness programmes provided by Procare include access to various counsellors and related professionals on a national basis.

    HIV/Aids statistics in South Africa

    South Africa
    Division
      Employees Employees who know their
    status*
    % who know their status* % of thos tested who are HIV
    positive*
     
    2012 2011 2010 2009 2012 2011 2010 2009 2012 2011 2010 2009 2012 2011 2010 2009  
    Equipment   3 720 3 149 2 896 3 020 2 365 2 211 2 035 1 411 64% 70% 70% 47% 4% 4% 4% 6%  
    Automotive & Logistics   8 241 7 674 7 850 7 481 4 918 5 081 4 315 4 534 60% 66% 55% 61% 5% 7% 6% 5%  
    Handling   490 474 423 414 262 262 262 - 53% 55% 62% 0% 1% 1% 1% 0%  
    Corporate   119 106 98 103 100 106 42 103 84% 100% 43% 100% 4% 4% 10% 6%  
    Total   12 570 11 403 11 267 11 018 7 645 7 610 6 654 6 048 61% 67% 59% 55% 5% 6% 5% 5%  

  • LA 9 Health and safety topics covered in formal agreements with trade unions

    There are no formal health and safety agreements with trade unions although this aspect is regularly included on the agenda of meetings with management in the various operations. Businesses that operate under industry agreements with unions are covered to the extent that these issues are addressed at industry level.


  • LA 10 Average hours of training per year per employee by gender, and by employee category

    Integrated Report 2012 - Our people - Sustainable competence and intellectual capital

    Training data is shown in the tables below.

    Average Training Hours - Total Group

    Occupational Level   Ave Hours 2012 Ave Hours 2011 Ave Hours 2010  
    Board*   3.17 7.42 8.00  
    Executive   8.19 16.63 27.37  
    Senior Management   8.93 28.39 16.40  
    Middle Management   27.29 35.44 29.09  
    Skilled Upper   28.18 29.86 29.89  
    Semi skilled/apprentices/trainees   53.14 38.45 25.85  
    Labour/Unskilled   16.04 31.03 7.30  
    Total    35.40 33.34 27.79  

    Average Training Hours - Total Group Male vs female

    Occupational Level   Ave Hours
    Males 2012
    Ave Hours Females 2012 Ave Hours
    Males 2011
    Ave Hours Females 2011 Ave Hours
    Males 2010
    Ave Hours Females 2010  
    Board*   3.17 0.00 7.42 0.00 8.00 0.00  
    Executive   8.28 6.00 16.42 22.00 26.10 41.00  
    Senior Management   7.87 19.25 28.34 29.08 16.17 19.17  
    Middle Management   25.69 31.23 35.20 36.06 28.20 31.42  
    Skilled Upper   30.82 20.58 31.45 25.20 31.88 24.05  
    Semi skilled/apprentices/trainees   58.88 29.78 42.18 24.29 29.15 13.41  
    Labour/Unskilled   23.15 3.11 43.49 7.66 9.21 1.97  
    Total    39.02 24.16 35.63 26.24 29.77 21.58  

    *Excludes non-executive directors


  • LA 11 Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings

    Integrated Report 2012 - Our people - Sustainable competence and intellectual capital

    Training programmes include apprenticeships, learnerships, management and leadership development programmes, technical skills and sales skills, all of which develop lifelong skills and ensure the ongoing employability of employees.

    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.

    In 2012, our equipment operations in Spain negotiated with the unions, under the supervision of the Spanish administration, a workforce adjustment plan which included pre-retirement and retrenchment measures.

    In Handling, pre-retirement courses, outplacement and Transfer of Undertakings (Protection of Employees) transfers are in place


  • LA 12 Percentage of employees receiving regular performance and career development reviews, by gender

    Integrated Report 2012 - Our people - Sustainable competence and intellectual capital
    Integrated Report 2012 - Our people - Performance management

    Career reviews (including individual development action plans – DAP’s) take place throughout the group with 59% of employees reviewed during the year. An Intellectual Capital Review takes place at the senior levels for all divisions.

    Career Reviews

    DAP's - Total Group

        Male Female   Total  
     
    Board*   2 0   2  
    Executive   11 1   12  
    Senior Management   30 4   34  
    Middle Management   1 122 502   1 624  
    Skilled Upper   4 949 1 847   6 796  
    Semi skilled/apprentices/trainees   2 290 514   2 804  
    Labour/Unskilled   59 48   107  
    Total   8 463 2 916   11 379  

    Of the total workforce, 44% (males) and 15% (females) received career reviews. Of the males, 58% and of the females 62%, received career reviews.

    Performance discussions

    Senior employees receive at least two formal performance reviews a year, 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. 61% of employees received formal reviews in 2012.

    Performance Reviews - Total Group

        Male Female   Total  
     
    Board*   6 0   6  
    Executive   18 1   19  
    Seior management   53 6   59  
    Middle Management   1 337 587   1 924  
    Skilled Upper   5 077 2 109   7 186  
    Semi skilled/apprentices/trainees   1 739 546   2 285  
    Labour/Unskilled   110 69   179  
    Total   8 340 3 318   11 658  

    *Excludes non-executive directors

    Of the total workforce, 44% (males) and 17% (females) received performance reviews. Of the males, 57% and of the females 71%, received performance reviews


  • LA 13 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

    Integrated Report 2012 - Board of directors
    Integrated Report 2012 - Empowerment and transformation - Employees by employment level and gender

    Integrated Report 2012 - Empowerment and transformation - Employees by ethnic background in South Africa
    Annual General Meeting Document 2012 - Board of directors
    Annual General Meeting Document 2012 - Corporate governance

        Global breakdown - 2012 Global breakdown - 2011 Global breakdown - 2010 Global breakdown - 2009  
        Male Female Total Male Female Total Male Female Total Male Female Total  
    Board*   6 0 6 6 0 6 6 0 6 5 0 5  
    Executive   25 1 26 25 1 26 21 2 23 25 2 27  
    Senior Management   78 8 86 79 6 85 75 6 84 68 8 76  
    Middle Management   1 828 739 2 567 1 814 720 2 534 1 794 681 2 475 1 832 638 2 470  
    Skilled Upper   7 708 2 680 10 388 7 282 2 477 9 759 6 838 2 332 9 170 6 436 2 087 8 523  
    Semi skilled/apprentices/trainees   4 727 1 162 5 889 4 699 1 237 5 936 4 682 1 241 5 923 5 039 1 383 6 422  
    Labour/Unskilled   178 98 276 212 113 325 360 129 489 447 143 590  
    Total   14 550 4 688 19 238 14 117 4 554 18 671 13 776 4 391 18 167 13 852 4 261 18 113  
        2012 2011 2010 2009  
        AIC White AIC White AIC White AIC White  
    Board*   1 1 1 4 1 4 1 3  
    Executive   4 14 4 13 5 8 6 12  
    Senior Management   16 41 14 41 11 42 9 40  
    Middle Management   692 1 073 648 1 006 621 1 003 509 1 009  
    Skilled Upper   4 161 2 386 3 794 2 189 3 654 2 235 3 379 2 347  
    Semi skilled/apprentices/trainees   3 568 446 3 106 383 3 076 383 2 980 463  
    Labour/Unskilled   163 1 199 1 222 2 257 3  
    Total   8 605 3 965 7 766 3 637 7 590 3 677 7 141 3 877  
      Age           Male   Female   White   Other
      <50 yrs   50 – 60 yrs   >60 yrs
      20%   53%   27%   73%   27%   53%   47%

  • LA 14 Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation

    Integrated Report 2012 - Our people
    Integrated Report 2012 - Empowerment and transformation

    Remuneration and employee benefits are attractive, well-structured and competitive. All remuneration and employee benefits are aligned with legislation.

    Remuneration practices are regularly reviewed and the group is committed to removing unfair discrimination in pay scales. In South Africa, differentials are disclosed in terms of employment equity legislation, this covers 65% of group employees.

    A review of South African based executives and senior management remuneration indicates a small variance 2.9% in favour of males in the executive band, and 2.1% in favour of females in senior management. This is linked to tenure and role and does not reflect entrenched discrimination.

    As the group has implemented the Towers Watson global grading system in all operations, its positions are graded accordingly. Wage and salary levels are benchmarked by country and category. This ensures equity and non-discrimination in remuneration practices


  • LA 15 Return to work and retention rates after parental leave, by gender (order correct)

    The company only reports female employees: 296 employees went on maternity leave during the period and of these 253 (85.5%) returned to work. The balance of employees are still on parental leave.

    Possible implementation of systems that allow for monitoring retention of staff post 12 months of maternity/ paternity leave will be considered in the future

 

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