INTEGRATED ANNUAL REPORT 2011 GRI RESPONSES  

Corporate

Operating performance

  Revenue
Year ended 30 September
  Operating profit/(loss)
Year ended 30 September
  Net operating assets (liabilities)
30 September
Economic 2011
Rm
  2010
Rm
  2011
Rm
  2010
Rm
  2011
Rm
  2010
Rm
 
Southern Africa 12   6   (32)   (41)   587   498  
Europe         (14)   (4)   (889)   (390)  
  12   6   (46)   (45)   (302)   108  
Share of associate income         3   1          

  Petrol and diesel (ML)
Year ended
30 September
  Electricity (MWh)
Year ended
30 September
  Energy (GJ)
Year ended
30 September
  Emissions (CO2e tons)
Year ended
30 September
  Water (ML)
Year ended
30 September
Environmental 2011   2010   2011   2010   2011   2010   2011   2010   2011   2010  
Southern Africa 0.01   0.02   365   658   1 669   2 997   404   833   2   2  

  Employee headcount
Year ended
30 September
  LTIFR
Year ended
30 September
  Fatalities
Year ended
30 September
  B-BBEE rating*
Year ended
30 September
Social 2011   2010   2011   2010   2011   2010   2011   2010  
Southern Africa 106   98                   2   2  

*B-BBEE rating for South Africa only.
Europe not material for environmental and social indicators.

Overview

Corporate primarily comprises the operations of the headquarters in Johannesburg, the treasury in Maidenhead, United Kingdom, and the captive insurance company. The group has a decentralised management philosophy, however, a limited range of corporate activities and services are provided. These include internal audit, governance and company secretarial, investor relations, corporate communication, corporate finance, treasury and taxation, risk and legal, group strategy and sustainability, human resources management, employee benefits, and facilities management.

In southern Africa, higher net rental income from properties more than offset higher corporate costs which were driven mainly by increased IFRS 2 charges attributable to long-term incentive awards. In Europe, increased claims in the captive insurance company contributed to a higher operating loss for the year. Net operating liabilities in Europe have increased owing to actuarial losses in the UK pension fund largely arising from lower-than-expected asset returns. The actuarial losses have been charged to the statement of comprehensive income.

Leadership team

Don Wilson (54) CEO: Corporate office; Finance director: Barloworld Limited. BCom CTA, CA(SA). 5
Isaac Shongwe (49) Deputy CEO: corporate office; Executive director: Human resources, strategy and sustainability. BA (Hons), MPhil (Oxon). 6
Andrew Bannister (54) Finance director: Barloworld Holdings plc. ACA, CA(SA), BBusSci. 26
Liz Dougall (54) Group taxation manager. CA(SA), PGDip Tax. 12
Patricia Emery (60) Company secretary: Barloworld Holdings plc. ACISA. 4
Matthew Govender (47) Managing director: Barloworld Siyakhula. MBA, PGDip Business Management. 11
Wim Kotzé (40) Group strategy and finance controller. CA(SA), BCom Acc (Hons). 14
Bruce Lange (51) General counsel. BCom, LLB. 20
Sameshan Moodley (34) Head of group internal audit. BCom (Acc), Pg Dip Acc, CA(SA), CIA, CISA.1
Bethuel Ngwenya (42) Group company secretary. LLB (Hons) (UZ), LLM (Wits). 9 months
Maurice Pin (59) General manager: Administration. 40
Ian Stevens (61) Group general manager: Finance. CA(SA), BCom. 27
Christopher Whitaker (54) Executive: Strategy and sustainability. BCom, LLB. 23
Hilary Wilton (55) Head of legal and risk services. BCom, MBA, FCII. 9

Note: The first figure after each name (in brackets) is their age at date of publication of this report. The second figure is the number of years’ service they have with Barloworld.

Corporate Office leads by example

Driving energy efficiency through electricity savings

In the year October 2010 to September 2011 energy savings amounted to 293 MWh in comparison to the previous 12-month period.

The payback period for the R893 000 investment is estimated at just over two years and the initiatives included: communication; installation of the PowerWatch system; the installation of motion sensors and the retrofitting of energy-saving lights.

ELECTRICITY SAVINGS
(MWh)

ELECTRICITY SAVINGS

Waste management

Recycling in the Barlow Park premises has not only benefited the environment, but also provided empowered employment. In the year under review 23 525kg of waste was recycled.

Water use

A waterless car wash was piloted and other water conservation measures implemented in the complex.

Employee wellness programme

A well-equipped gymnasium and wellness days, where expert health workers educate employees on a range of health issues including: cholesterol, diabetes, high blood pressure and obesity, and encourage employees to adopt healthy lifestyles.

Workshops are arranged for HIV counselling and voluntary testing is encouraged. Active participation by the group CEO and other executives encourages every employee to know their status. An assistance programme is in place for those who have tested positive.

Health and Safety at Barlow Park

An established Health and Safety Committee, meets quarterly. Trained Fire Marshals, First Aiders, and Health and Safety Representatives are in place.

Barloworld’s 10 pillars of sustainability

Entrenching awareness, understanding and commitment, while building a strong team spirit, were at the heart of the exercise of the head office team illustrating the group’s 10 pillars of sustainability in the car park.