Creating value for and through our people
To attract, develop and retain the people and skills required to deliver on our strategies and create shared value through innovation, collaboration and continuous improvement.
Value created and material themes
Delivering value to our employees is about engaging the hearts and minds of all employees so that they come to work with a sense of purpose and leave with a sense of achievement. In turn, they are able to deliver value for our stakeholders.
|Value for our people||SFAs addressing value for our people||Material themes addressed by our SFAs|
|Impact on the capitals||
|Impact on our people
|Engaging with our people
How we address the issues – Our employee value proposition (EVP)
The value delivered to employees is articulated in our EVP and is delivered through our mindset and management processes and systems.
Integrated employee value model
How we are performing
The safety and well-being of our employees is paramount and we encourage employees to assume responsibility for their health and to ensure that they maintain a ”work-life” balance. The IPM rating on the “Live” dimension indicates that our employees rate the company highly in supporting their physical and mental well-being. Tragically, however, there was one work-related fatality in the period, resulting from a motor vehicle collision.
We continue to roll out safety training initiatives that aim to eliminate work-related fatalities and entrench a safety culture.
Our Vision 2020 aspirational targets are zero work-related fatalities and an LTIFR of 0.5 or less. A decline in the group’s lost-time injury frequency rate (LTIFR) underscores our ongoing attention to safety. All divisions have reported improvements in LTIFR over the prior year.
A decline in the group’s lost-time injury frequency rate (LTIFR) underscores our ongoing attention to safety. All divisions have reported improvements in LTIFR over the prior year.
HIV/AIDS statistics in Barloworld South Africa
All of the business units within South Africa offer employee wellness programmes through independent service providers. These programmes cover a broad spectrum of services including counselling, life management services and health and wellness programmes.
Ensuring that we have the required talent and skills in place and in the talent pipeline remains a key focus area. To this end, the group has a number of skills programmes linked to national regulations and frameworks. We currently have 1 229 learners and apprentices. There are 3 162 artisans and technicians within the group and 3 143 employees have degrees or diplomas.
Barloworld provides financial assistance to 214 employees who are studying toward their degrees/diplomas. A total of 46 bursaries were awarded to external students studying towards their degrees. We also assisted 226 individuals in training, including work experience through internship programmes.
As part of our performance management cycle, employees have a performance review as well as an individual development plan discussion which is linked to succession plans. This ensures that leadership is developed for future organisational needs.
During the reporting period a total of 16 444 employees had formal performance reviews and 14 519 had career development discussions. Our preference is to fill vacant posts from within the organisation through internal advertising and job rotations while recognising that certain skills could be sourced externally.
At the senior level, an Intellectual Capital Review (ICR) informs the status of our talent pool and highlights any shortfall in the talent pipeline. This informs career development activities such as job rotations, inter-company transfers as well as targeted recruitments. Developing the skills and experience of employees that have been identified as possessing leadership potential is a necessary step in our succession planning.
A key initiative implemented in 2016 was formalising mentoring and coaching programmes throughout the group. To date we have 270 employees being mentored or coached. These programmes are aimed at personal development and enhance workplace performance. They have clearly defined obligations and objectives for participants.
Formal direct training spend for the period decreased to R108 million, but average training hours increased to 27.51 hours per person. The majority of formal training is done at the skilled upper and middle management levels. Average hours of training for males was 27.42 per person and females was 27.79 per person.
Employee engagement and retention is fundamental to our success and is central to people initiatives in the group. It consists of five key elements: meaningful work, hands-on management, a positive work environment, opportunities for growth and trust in organisational leadership.
The Individual Perception Monitor (IPM) is conducted every second year. In 2016 all divisions participated in the survey which measures employees’ perception of the degree to which they experience the various elements of our employee value proposition (EVP). The survey uses a four point scale with the aim to achieve an overall rating of 3 or better. Our Vision 2020 ambition is to achieve an overall rating of 3.20.
Detailed analysis is undertaken for each dimension to identify the areas for improvement and formulate appropriate responses. There was improvement in some dimensions in 2016, however, the dimensions of “Grow” and “Thrive” remain a challenge for a number of divisions to meet the target rating. This is being addressed with additional focus around management’s role in employee development, as well as ensuring career progression and the creation of career opportunities. We are also focusing on leadership and executive development through our formal programmes, and striving to meet the career aspirations of our millennial workforce through appropriate initiatives that include job rotation.
We continue to focus on training and development of our people to enhance productivity, notwithstanding tough conditions that from time to time impact productivity.
Employee remuneration and recognition
The group remuneration philosophy addresses financial and non-financial elements and includes guaranteed pay, short-term incentives, long-term incentives at the senior levels, quality of working life, performance, recognition, development and career opportunities.
Guaranteed pay is generally benchmarked to local remuneration surveys. Analysis is conducted across the group on the gender pay parity. In the main, it was found that there were no structural material differences in remuneration and differences were as a result of skills shortages, speciality skills, tenure and performance.
Change Maker awards
In line with our Vision 2020 of “inspiring a world of difference” for our stakeholders, Barloworld understands that it is our people that will deliver on this promise. We therefore encourage and affirm behaviours that support this vision.
To that end, our recognition programme both acknowledges change makers in the organisation as well as the diversity of the businesses and related challenges that our people have to address in driving value creation.
Barloworld Equipment – southern Africa
The mining sector globally is under extreme pressure, especially the volatile iron
ore market. The result has been numerous retrenchments; but not at Barloworld Equipment’s Kathu depot in Sishen.
In a process that highlights the power of employee engagement, Niel Opperman, general manager in Kathu, succeeded in steering the depot through this tough time. With an open door policy and an emphasis on teamwork, Niel proactively engaged employees, encouraging them to come forward with cost saving measures and opened opportunities for employee relocation in response to lower customer demand.
Through full consultation, zero retrenchments and no operational disruption, the region consistently achieved more than 85% productivity in 2016 to date. Further, the region managed to achieve an IPM score of 3.02 despite the ongoing changes.
Through inspirational leadership and personal commitment to Barloworld and its people, Niel has directly impacted the sustainability of the Kathu depot.
Niel continues to successfully steer the depot through the hard times.
Barloworld Equipment – Russia
Roman is a change agent in our business deploying new business processes across departments, challenging the status quo, raising the effectiveness of the business in general and attractiveness to customers.
Roman has been the driving force for deployment of innovative digital platforms for our customers; and his involvement goes beyond infrastructure set up, but includes customer engagement and creative trouble shooting to find the best solution for a given client.
The results of launching platforms have translated in us having many firsts in the CIS region; the first parts online store and sale from parts.cat.com. We are also the first in CIS and worldwide among non-DBS dealers to accomplish integration with the OLGA system.
Barloworld Russia are leaders in data exchange with CAT and successfully cooperate with other dealers in extension of technology. We are also the first in BWD to develop a Customer Portal in cooperation with CAT as well as the first to join CAT in the project of parts stock keeping.
Barloworld Equipment – Iberia
Jose Ignacio Gil Gomez has always demonstrated a professional style and results orientation; he is also defined as a person with a desire to learn constantly, coupled with good relationship management and communication skills both internally and externally. He is proactive in his actions, with a clear internal customer orientation.
Jose Ignacio leads his team in the projects to revamp facilities located in Barcelona, Sevilla, Puerto de la Luz, Valladolid and Tenerife. This includes branches in Coruna, Oviedo and Bilbao among others. These projects were completed within the set timelines and budget parameters. Apart from allowing the business to improve its service to customers, the renovations allowed for an ergonomically sound work environment to be created for employees, incorporating sustainable technology, realising significant energy savings and complying with ISO 14001 in Central, Arganda Del Rey, La Coruna, Zaragoza, Valencia, Tenerife, Barcelona and Seville.
This will assist in engendering a culture of sustainable and environmentally sound practices.
Another relevant business factor has been undertaken centralising aspects of facility management with consequent savings and improvements in the quality and level of services.
The impact of Jose Ignacio in the facilities area goes beyond the functional and geographical, beyond the designs of facilities, deadlines and budgets for investment limits. It is revolutionising the area of facilities management, for all these reasons he epitomises what makes a change maker.
In 2010, a change in strategy saw Avis Car Sales begin to evolve, from being the ‘orphan’ (barely able to break even), to becoming a vibrant, robust, smart and innovative business – and a substantial contributor to the Avis Budget bottom line.
Under the leadership of Akash Ramcharan, Avis Car Sales KwaZulu-Natal has excelled at every level and expanded into five branches (retail and/or trade) in the province. Another branch, Bloemfontein, has been added to Akash’s portfolio, while a sixth branch is currently being developed in Durban Central. Each branch is a landmark, strategically situated for maximum visibility, easy access for customers, and prominent brand awareness. The combined KwaZulu-Natal region has grown by 51.7% over the past three years with a customer satisfaction index (independently measured) at above 95% consistently; whilst retail sales hit a record 200 in June 2016.
In the 2016 Individual Perception Monitor (IPM) survey, the region achieved 3.39, with all EVP elements above 3. Overall engagement scores exceeded 3.40, with a 100% participation rate, with talent management an integral part of the business. The region’s commitment to diversity and inclusion is reflected in its recent appointments and promotions.
In Akash, we have a young, talented leader who has a bright future within our business. He has led the KZN team to new heights, and continues to inspire each of his managers to want to excel. Despite the responsibilities that come with managing cross-region operations, Akash remains focused, grounded and accessible. He is generous with his time and is readily available as a soundboard, particularly when it comes to finding solutions to challenges and executing new ideas.
The team assigned to the Telkom contract adopted a SMART philosophy from the start of the project. This approach enabled business as usual within the operation during the transition, while introducing the Telkom staff to the Barloworld Logistics culture. It takes exceptional teamwork, commitment and a solution driven approach that nurtures collaboration between numerous departments and stakeholders to implement and operate an account successfully.
This is what the Telkom contract team has achieved. During the implementation period of the contract between May 2015 and April 2016, the team implemented an integrated solution comprising all operational service offerings within the agreed 12-month timeline. The contract successfully employed and realigned 242 ex-Telkom employees despite a highly emotive, unionised atmosphere which attracted substantial media attention.
The team implemented a solution that reduced Telkom’s operational footprint from 35 sites to 17 including the outsourcing of regional warehousing and distribution to a 3PL service provider. This reduction of footprint required the transfer and consolidation of existing inventory with the value of approximately R800 million, and this was completed with a zero stock loss. A call centre was established in October 2015 to facilitate any problems arising during the transition to the new facilities and of the 1 985 queries handled only 11 of the issues were attributed to Barloworld Logistics. This is testament to the way in which the facility handover was handled by our team.
The contract team is an example of how a SMART solution, implemented by SMART people results in outstanding achievements.
Veronique Grobler exemplifies the principles of leadership and represents the Barloworld way through her focus on collaboration, teamwork and excellence in performance and steadfast commitment to internal customer service and her incredible forensic abilities. She achieves this through her deep knowledge of the business and her resultant ability to successfully translate business requirements into system solutions.
She assisted in transitioning the business and users post the restructuring of the division through detailed training and system governance as well as an analytical approach to diagnosing problems and producing logical and practical solutions. She was persistent in finding permanent solutions to identified issues, including the automation of SAP reports that allows resources to be applied more productively.
She drives continuous improvement in performance standards, encourages learning and supports her colleagues to excel in their roles. Her attentive dealing with queries and focus on simpler, more efficient solutions adds to the value that she has created for the business.
Veronique is a true business partner and enabler whose scope is broader than just her immediate team. Her impact crosses geographical and functional borders and her sound commercial acumen and whole-business view has inspired change throughout the entire business.
Edith exudes professionalism, integrity and excellence over and above her normal call of duty. This was highlighted when she saved more than R300 000 for the Power business through negotiations with suppliers to absorb excess and redundant stock. Edith is effective and efficient in her day-to-day activities and is truly a sterling example of living the Barloworld values.
The saving was realised after Edith was advised that the stores at Power Boksburg would be writing off a lot of old, redundant and discontinued stock. Not wanting the company to lose money, she took it upon herself to go and look at the stock to see what could be done to recoup at least part of its value.
Stock can only be returned to suppliers for credit in the original packaging. So Edith rolled up her sleeves and started to match up stock with packaging and repackaged all items to their original condition.
This was time-consuming and had to be done outside her normal duties as procurement manager. Once she had returned all items to their original condition, Edith approached the supplier to inspect them and negotiated the return of each item, resulting in full repayment for every part; thus realising the savings with further reductions achieved through the sale of redundant stock and improvements in record-keeping.
Ebrahim has consistently displayed utmost commitment and effort since he joined Barloworld. His technical skills and talent were put to the test to improve the group’s valuation models for new acquisitions including the impairment testing template.
Ebrahim played a significant role in the review of the group strategy process, where he provided additional discretionary effort in the selection of the consulting firm.
His continuous engagements with divisions and his willingness to assist was quickly noticed and he has had periods of secondment to both Equipment and Logistics to assist with various valuations and due diligence projects.
He has played a significant role in developing the group’s refreshed strategic plan, including preparation of the strategic plan booklet and presentation to the board. His ongoing engagements with colleagues in divisions is carried out with diplomacy, professionalism and expertise, thereby positively influencing the credibility and efficiency of the process and final plans.
Ebrahim developed the “Lite” version of the integrated financial value model (IFVM), which made the model more accessible to smaller business units within the divisions.
|Diversity and inclusion|
To maintain and enhance our competitiveness, credibility and legitimacy in the eyes of all stakeholders by leading in diversity and inclusion across all of our businesses.
How we are performing
The empowerment of women remains one of Barloworld’s top priorities in terms of transformation, and in 2016 we made significant strides towards this objective. Female employees constituted 31.24% of our total recruitment during this period, with 1 087 women recruited into the organisation.
The percentage of women at the executive level climbed to 20.75% – an increase from 15.69% the previous year, while women at senior management improved to 25.27%. Through external recruitment or promotion, 63 women were added to the top three levels of our organisation.
2016 also saw an increase in the number of women at middle management level, from 33.07% to 35.45%.
Women in Leadership Development Programme
One of the leading Barloworld Equipment imperatives for 2020 is to develop a diverse and inclusive workforce through achieving high performance. One of the initiatives to support this imperative is the Women in Leadership Development Programme (WLDP). This programme was piloted at the beginning of the 2016 financial year and aimed at emerging and current women leaders within the organisation.
The outcome of the WLDP is to engender self-mastery through real world behavioural change and leadership confidence. The WLDP is not a traditional management training programme, nor is it an academic qualification; it is an integrated, coaching-based system of development that challenges participants to enhance their existing leadership skills as well as experiment with new behaviours. The WLDP challenges participants to rethink their leadership brand and to build a personalised leadership toolkit that works in the way they need it.
Throughout the course the 17 women formed a close bond of camaraderie, enabling them to ideate new business initiatives, including assisting the 2018 WLDP cohorts and facilitate coaching.
The Barloworld Transport Training Academy
The Barloworld Transport Training Academy is a fully accredited training centre, registered with the Transport Education Training Authority (TETA) and Department of Higher Education, and was established to address key skills requirements and development needs in the transport sector.
Numerous learnership and apprenticeship programmes are available through the academy for both employed and unemployed learners throughout southern Africa, one of them being the professional driver learnership programme (PDLP). The objective of the PDLP is to equip learners with theoretical and practical work experience that will enable them to develop tangible skills that are employable and income-generating.
The academy has spearheaded a first-of-its-kind PDLP for women drivers and is currently progressing through the final stages of the immensely successful programme for 43 women. Enrolment is under way for a further 40 women to be incorporated into the programme at the end of August 2016.
Three female learner drivers who embarked on the 2015/2016 learnership programme spoke positively of their experiences.
Nonhlanhla Ngubane, 35, said: “I heard about the learnership from my mother and decided to pursue it. I already have my Code 14 driving licence and although nervous at first, I am now determined and motivated to take on challenges. There were certain driving rules that I was previously ignoring and which the learnership programme has helped me rectify. I am now more observant, mindful, patient and accountable. Most rewarding is the fact that my children, aged 12 and 17, look up to me as a rolemodel.”
Patricia Mbambo, 36, said: “The learnership programme has equipped me with a wealth of knowledge and I have been taught the ropes of truck driving well. I am proudly the first female truck driver in Mpendle, a small town west of Pietermaritzburg, and previously as a chef. My passion for the transport industry is deep and trucks are always a topic of conversation.”
Lindiwe Myakayaka, 37, said: “With my Code 10 licence, I sought experience as a professional driver. I now comfortably drive a superlink, thanks to the learnership programme. Prior to being a truck driver, I was a fire fighter for two years. The programme has taught me the ‘ABCs’ of trucking – Attitude, Behaviour and Clear Space. When applying these principles on the road, I am able to quickly identify hazards; predict threats; ignore negative behaviour and keep a safe following distance.”
To qualify for the learnership programme, a compulsory grade 12 certificate is required and applicants are subjected to reference checks and medicals.
In our South African operations, the number of African, Indian and Coloured (AIC) employees grew to 72.28%.
There was an AIC improvement at the executive level from 34.21% to 40.00%, while senior management level AIC increased to 29.58% from 23.77%.
Overall AIC number of employees within our South African operations grew by 1 199 (11.27%).
|Employees by ethnic background – South Africa||AIC**||White||Foreign
|Middle management||804||1 124||12||787||1 148||13|
|Skilled upper||5 155||2 420||67||4 892||2 416||47|
|Semi-skilled/apprentices/trainees||5 055||450||327||4 622||422||290|
|Subtotal||11 833||4 126||413||10 634||4 104||357|
|Total per category||16 372||15 095|
Broad-Based Black Economic Empowerment (B-BBEE)
As strategic pillars of our organisation, diversity and inclusion are key objectives on which Barloworld will remain focused. Having consistently ranked among South Africa’s top empowered companies, Barloworld has been ranked in the top 20 overall among the top 100 JSE-listed companies by an independent survey. As an organisation, we will continue driving empowerment within the group.
|SA business unit|
Localisation of employment
As a part of the communities in which we operate, Barloworld continues to focus on the reduction in the number of expatriates and the localisation of the workforce. We seek to acquire and draw from local skills, localise job creation and develop skills. This makes economic and social sense and gives us our licence to operate in the varied geographies that we operate in.
The percentage of expatriates reduced from 1.32% to 1.15%.
|Employees by gender and level||Male||Female||Total||Male||Female||Total|
|Middle management||1 597||877||2 474||1 684||832||2 516|
|Skilled upper||7 428||2 825||10 253||7 311||2 759||10 070|
|Semi-skilled/apprentices/trainees||5 580||1 401||6 981||5 300||1 258||6 558|
|Total per category||15 360||5 426||20 786||14 739||5 006||19 745|
Supporting Vision 2020
Our 2020 targets remain in place and we will continue focusing on implementing all aspects of our IEVM which include:
- Attraction and retention of employees to meet our growth ambitions
- Zero work-related fatalities and a reduction in lost-time injury frequency rate
- Improvement in the employee engagement score of our IPM survey
- Increasing the operating profit per employee ratio through training, development and efficient work programmes
- Increasing the direct training spend per employee to enhance their effectiveness
- Driving our diversity and inclusion programme to achieve
the targeted levels:
- ›› Increase the percentage women of total headcount
- ›› Increase the percentage women in management levels
- ›› Improving representation of AIC employees as a percentage of total headcount as well as at management levels in South Africa
- Create an inclusive culture across the group that supports talent management and innovation.
We understand that the enduring competitiveness of the group, and our ability to achieve our Vision 2020 ambitions, rests with our people. Through the purposeful implementation of our IEVM we will ensure that we are able to attract, develop and retain the people we need to achieve our Vision 2020 and create shared value for our stakeholders into the future.
In 2020, millennials will comprise over 50% of the workforce and we have identified a number of key initiatives to attract and retain this talent. These are currently being investigated further and centre around talent hubs, flexible packages, HR applications on mobile devices and mentorship programmes.
The weighting of guaranteed pay against long-term incentives will be reviewed to drive behaviour that promotes the key priorities identified for the year and to ensure better alignment in accordance with the strategic intent of creating shared value for stakeholders.
Our leadership ethos of coaching and development will focus our efforts on creating an “inclusive” culture for all Barloworld employees. The programmes currently in place on coaching and mentoring will be extended to lower levels in the organisation.