Training and Education: 404-1 to 404-3

  • Management Approach

    Value creation through and for employees by attracting, developing and retaining globally competitive people 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 include developing internal human capital for promotional opportunities through detailed development needs analysis per person, leadership/management development programmes, and a continued focus on technical skills upliftment.

    Barloworld recognises that achieving its vision and sustainable value-creation objectives rests on the ability of its people. Having the right calibre of employees, which covers attracting, developing and retaining talented and globally competitive employees, is central to ensuring competence and intellectual capital in the group.

    This objective is achieved through focused talent identification, recruitment, individual employee development plans, career-paths, training and development programmes, competitive reward systems and careful succession planning.

    Programs in this regard include:

    1. Apprenticeships/Learnerships – The group currently trains 1 797 apprentices
    2. Executive Development Programs – To date 184 executives have been through the programme
    3. Leadership Development Programs – To date 687 managers have been through the programme
    4. Training Outside Public Practice (Chartered Accountants) – To date 51 TOPP students trained
    5. Bursars – currently 77 bursars
    6. Study Support - currently for 140 employees

    Divisions also have their own training and education programs that aim to development employees.

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

  • 404-1: Average hours of training per year per employee

    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
    2018
      Ave Hours
    2017
      Ave Hours
    2016
     
    Board* 26.00   0.00   1.00  
    Executive 19.09   20.29   26.48  
    Senior Management 26.36   37.63   24.26  
    Middle Management 26.16   36.81   35.55  
    Skilled Upper 23.87   42.48   32.49  
    Semi skilled/apprentices/trainees 22.16   21.49   22.36  
    Labour/Unskilled 36.38   1.98   2.88  
    Total 23.99   32.76   28.02  

    * excludes non-executive directors

    Of the total employees trained in the group, South Africa represented 83 of the total training costs for the financial period.

    Average Training Hours – Males and Females – Total Group

    Occupational Level Ave Hours Males 2018   Ave Hours Females 2018   Ave Hours
    Males
    2017
      Ave 
    Hours
    Females 2017
      Ave Hours
    Males
    2016
      Ave 
    Hours
    Females 2016
     
    Board* 26.00   0.00   -   0.00   1.00   0.00  
    Executive 17.75   21.60   23.13   10.22   18.96   52.80  
    Senior Management 26.03   27.16   32.03   52.35   22.52   29.12  
    Middle Management 24.35   28.95   32.30   44.21   31.02   43.41  
    Skilled Upper 25.45   20.36   40.98   45.86   32.34   32.84  
    Semi skilled/apprentices/trainees 24.19   14.67   20.01   27.13   24.14   14.90  
    Labour/Unskilled 12.92   98.3   1.74   2.51   2.93   2.78  
    Total 24.40   22.98   30.43   38.72   27.82   28.57  

    * excludes non-executive directors

  • 404-2: Programs for upgrading employee skills and transition assistance programs

    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.

  • 404-3: Percentage of employees receiving regular performance and career development reviews

    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 88.91% (15 485) of employees reviewed during the year. An Intellectual Capital Review takes place at the senior levels for all divisions.

    Career Review/DAP’s – Total Group Male   Female   Total  
    Board* 2   0   2  
    Executive 20   11   31  
    Senior Management 74   35   109  
    Middle Management 1 086   657   1 743  
    Skilled Upper 5 281   2 301   7 582  
    Semi skilled/apprentices/trainees 4 394   1 058   5 452  
    Labour/Unskilled 420   146   566  
    Total 11 277   4 208   15 485  

    * excludes non-executive directors

    Of the total workforce (17 417 employees), 64.7% (11 277 males) and 24.1% (4 208 females) received career reviews/individual development plans. 90.4% (11 277 males) of the total male workforce (12 463 males), and 84.9% (4 208 females) of the total female workforce (4 954 females), received career reviews/individual development plans.

    Performance discussions

    Senior employees receive 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. 63.59% of employees received formal reviews in 2018.

    Performance Reviews – Total Group Male   Female   Total  
    Board* 2   -   2  
    Executive 13   7   20  
    Senior Management 46   25   71  
    Middle Management 691   542   1 233  
    Skilled Upper 2 892   1 798   4 690  
    Semi skilled/apprentices/trainees 3 673   806   4 479  
    Labour/Unskilled 425   155   580  
    Total 7 742   3 333   11 075  

    * excludes non-executive directors

    Of the total workforce (17 417 employees), 44.4% (7 742 males) and 19.1% (3 333 females) received performance reviews. 62.1% (7 742 males) of the total male workforce (12 463) and 67.2% (3 333 females) of the total female workforce (4 954 females) received performance reviews.