Employment: 401-1 to 401-3

  • Management Approach

    One of the group’s most vital attributes is creating value through – and for – employees by attracting, developing and retaining globally competitive people whose skills, knowledge and competences are necessary for us to implement our strategy and meet our growth targets.

    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.

    We have identified six Critical Success Factors that guide the group in managing its employees. Each of these factors is closely aligned to the value drivers identified in the Integrated Employee Value Model, delivers on the Employee Value Proposition and ensures sustainable intellectual capacity and value creation competence.

    The integrated Employee Value Models reflected below sets out key aspects of our approach to People management:

    Through the Learning Organisation, powered by structured team forums and reinforced by our Leadership Behaviours, and our Worldwide Code of Conduct, employees are able to take an active role in reviewing and continuously improving organisational processes, systems and practices and building the organisation of the future.

    The Critical Success Factors are:

    • Clear purpose and direction establishes clarity and alignment. This should be understood and owned at organisational, team and individual level
    • Sustainable competence focusing on organisational learning and development of employees
    • Talent management focusing on the processes to identify, develop and manage the capability needs of the business in line with the career aspirations of employees
    • Caring, conducive workplace to support and ensure employees’ safety and wellbeing. This included investing in society as a responsible corporate citizen
    • Professional climate creating a culture of innovation, ethical leadership, environmental stewardship and good corporate governance
    • Performance optimisation to drive a high performance culture at organisational, team and individual levels.

    The Learning Organisation is the sustainability platform upon which the six critical success factors are based to deliver on the Employee Value Proposition. The key drivers are information sharing, collaboration, innovation and collective wisdom through structured internal and external team forums.

    This approach is implemented across the group in a range of interfaces and interventions. A new One Barloworld employee engagement survey that evaluates the factors that drive employee engagement and therefore productivity that was implemented during 2020 and replaces the Individual Perception Monitor (IPM) which was previously used to survey employee attitudes on the status of the six critical success factors.

    The new One Barloworld employee engagement survey enables Barloworld to benchmark its outcomes against other top employers in order to address factors that drive its employer brand amongst both internal and external talent.

  • 401-1 - New employee hires and employee turnover

    The reporting organization shall report the following information:
    1. Total number and rate of new employee hires during the reporting period, by age group, gender and region.
    2. Total number and rate of employee turnover during the reporting period, by age group, gender and region.
    Integrated Report:
    Key Risks and Opportunities - TalentValue creation through the six capitals and our trade-offs - Human CapitalRemuneration Report
    Employee  
    Turnover     		 Resigned  Retrenched /
    redundant****         		 Retirements*    Dismissals   Deaths**   Other*** 
    2020  966  2 189  153  220  51  1 033 
    2019  1 278  352  115  297  41  712 
    2018  1 452  174  157  401  50  476 

    In 2020, 1 175 new recruits were appointed.

    New Recruits  Age <= 30   Age 31 – 40   Age 41 – 50   Age 51 – 60   Age >= 61  Grand Total  
    Males  311  278  99  31  14    733 
    Females  257  140  36  5  4  442 
    Grand Total  568  418  135  36  18  1 175 

    Total number of recruitments as a percentage of year end headcount has decreased slightly over the last year from 11.2% to 9.1% as at 30 September 2020. For 2020, males were 62.4% of new recruits and 5.7% of year end headcount. Females were 37.6% of new recruits and 3.4% of year end headcount.

    Recruitments as % of Year End Headcount

    Year  Recruitments   Year End Headcount  % 
    2020  1 175  12 905  9.10% 
    2019  1 727  15 396  11.22% 
    2018  2 251  16 337  13.78% 
    *  Including retirements due to ill health 
    **  Including accidental deaths (work related/non work related) and deaths due to illness 
    ***  Reflects sales of business and termination of fixed term contracts 
    ****  Includes voluntary terminations 

    Resignations as % of Year End Headcount
    Year  Resignations   Year End Headcount   % 
    2020  966  12 905  7.49% 
    2019  1 305  15 396  8.50% 
    2018  1 492  16 337  9.10% 

    Resignations as a percentage of year end headcount has remained between 7.5% and 9.1% level over the last five years.

    Employee Turnover breakdown by age and gender – 2020

       Age <= 30  Age 31 – 40  Age 41 – 50  Age 51 – 60  Age >=61  Grand 
       M  F  Total  M  F  Total  M  F  Total  M  F  Total  M  F  Total  Total 
    Resignations  164  107  271  316  130  446  138  52  190  46  9  55  3  1  4  966 
    Retirements  0  0  0  0  0  0  0  0  0  39  19  58  73  12  85  143 
    Dismissals  34  9  43  98  14  112  42  1  43  15  2  17  2  3  5  220 
    Ill health retirements  3  0  3  1  0  1  1  0  1  4  0  4  1  0  1  10 
    Deaths (work related fatalities)  0   0  0  0  0  0  0  0  0  2  0  2  0  0  0  2 
    Deaths Accidental (not work related)  2  0  2  7  0  7  2  0  2  2  0  2  0  0  0  13 
    Deaths Illness (not work related)  0  0  0  3  3  6  12  2  14  11  0  11  5  0  5  36 
    Retrenchments and redundancies  259  217  476  527  272  799  406  128  534  212  94  306  61  13  74  2 189 
    Grand Total  462  333  795  952  419  1 371  601  183  784  331  124  455  145  29  174  3 579 

    M- Male
    F- Female

    A total of 3 579 employees left the group due to resignation, retrenchment and redundancies, retirement, ill health retirements, dismissal, death, termination of contracts longer than 12 months and sale of businesses.

  • 401-2 - Benefits provided to full-time employees that are not provided to temporary or part-time employees

    The reporting organization shall report the following information:

    1. Benefits which are standard for full-time employees of the organization but are not provided to temporary or part-time employees, by significant locations of operation. These include, as a minimum:
      1. life insurance;
      2. Health care;
      3. Disability and invalidity coverage;
      4. Parental leave;
      5. retirement provision;
      6. Stock ownership;
      7. Others.
    2. The definition used for ‘significant locations of operation’.
    Integrated Report:
    Remuneration ReportRemuneration report - Key remuneration elementsSocial, ethics and transformation committee report

    Benefits provided to full-time employees include: retirement funding, various types of regulated leave, medical aid, employee wellness and assistance programmes, education assistance, training, staff discounts, and annual performance based incentives  or bonuses.

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

  • 401-3 - Parental leave

    The reporting organization shall report the following information:

    1. Total number of employees that were entitled to parental leave, by gender.
    2. Total number of employees that took parental leave, by gender.
    3. Total number of employees that returned to work in the reporting period after parental leave ended, by gender.
    4. Total number of employees that returned to work after parental leave ended that were still employed 12 months after their return to work, by gender.
    5. Return to work and retention rates of employees that took parental leave, by gender.

    During the year, 235 female employees took maternity leave. To date, 180 returned to work and 49 are still on maternity leave.

    The focus will be on ensuring measurements are put in place to record paternity leave in addition to maternity leave in all countries. Many males within the countries do take paternity leave but this is not currently recorded separately and therefore cannot be reported.

    Benefits provided to full-time employees include: retirement funding, various types of regulated leave, medical aid, employee wellness and assistance programmes, education assistance, training, staff discounts, and annual performance based incentives  or bonuses.

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