Training and Education: 404-1 to 404-3

  • Management Approach

    Attracting, developing and retaining globally competitive people with required skills, knowledge and competencies, 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 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.

    Programs in this regard include:

    1. Apprenticeships/Learnerships – The group currently trains 808 (2019:1 237) apprentices
    2. Executive Development Programs – To date 218 executives have been through a programme. This year 13 executives attended a programme.
    3. Leadership Development Programs – To date 747 managers have been through a programme. This year 32 attended various interventions.
    4. Barloworld Business Systems (BBS) Programmes – To date 673 employees have been through formal training. This year 673 attended formal courses.
    5. Chartered Accountant trainees – To date 58 trainees qualified
    6. Bursars – currently 9 (2019: 19) bursars
    7. Study Support – currently for 170 (2019: 176) employees.

    This year Barloworld participated in the national Youth Employment Service (YES) programme. This programme was launched in 2018 and endorsed by the President of South Africa. The programme encourages companies to participate in providing workplace experience to unemployed graduates and matriculants. Barloworld hosted 121 interns in various business units including Avis Budget, Crownmill, Equipment and Corporate Office. 

    Divisions have various training and education programs that aim to develop employees to meet critical and scarce skills needs.

    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:
    1. Average hours of training that the organization’s employees have undertaken during the reporting period, by:
      1. gender;
      2. Employee category.
    Integrated Report:
    Value creation through the six capitals and trade-offs - Human CapitalValue creation through the six capitals and trade-offs - Human CapitalGovernance - Director DevelopmentUnpacking our strategic enablers - Managing TalentUnpacking our strategic enablers - DEVELOPING LEADERSDifferentiated relationships - Transformation - Skills developmentDifferentiated relationships - Summing up our socio-economic impact

    Training data is shown in the tables below

    Average Training Hours – Total Group

    Occupational Level 

    		 Ave Hours 
    2020         		 Ave Hours 
    2019         		 Ave Hours 
    2018     
    Board*  49.50  10.00  26.00 
    Executive  28.56  15.69  19.55 
    Senior Management  41.74  26.04  27.06 
    Middle Management  14.90  24.13  26.54 
    Skilled Upper  15.82  28.26  23.08 
    Semi-skilled/apprentices/trainees  14.70  15.08  23.29 
    Labour/Unskilled  68.28  2.28  38.14 
    Total  18.57  22.55  24.12 

    * excludes non-executive directors

    Of the total employees trained in the group, South Africa represented 99.18% of the total training costs for the financial period.

    Average Training Hours – Males and Females – Total Group

       Ave Hours
    Males 2020     		 Ave Hours
    Females 2020     		 Ave Hours
    Males 2019     		 Ave Hours
    Females 2019     		 Ave Hours
    Males 2018     		 Ave Hours
    Females 2018 
    Board*  23  0  10  0  0  0 
    Executive  25.86  31.13  13.32  20  4.19  0 
    Senior Management  46.57  32.21  22.68  39.52  10.17  4.79 
    Middle Management  15.64  13.80  23.05  27.95  7.85  4.51 
    Skilled Upper  17.77  11.66  29.6  26.5  11.98  6.71 
    Semi-skilled/apprentices/trainees  10.97  28.59  12.58  23.45  4.41  7.87 
    Labour/Unskilled  87.72  11.83  1.66  2.2  0.11  0.09 
    Total  19.57  16.13  21.65  25.11  8.12  6.42 

    * excludes non-executive directors

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

    The reporting organization shall report the following information:

    1. Type and scope of programs implemented and assistance provided to upgrade employee skills.
    2. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.
    Integrated Report:
    Value creation through the six capitals and trade-offs - Human CapitalGovernance - Director DevelopmentUnpacking our strategic enablers - Managing TalentUnpacking our strategic enablers - DEVELOPING LEADERSDifferentiated relationships - Transformation - Skills developmentDifferentiated relationships - Summing up our socio-economic impactFinancial and non-financial key performance indicators - Human Capital

    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:
    Financial and non-financial key performance indicators - Human CapitalUnpacking our strategic enablers - Managing TalentUnpacking our strategic enablers - DEVELOPING LEADERS

    Career reviews (including individual development plans DAPs/IDPs) take place throughout the group with 59.74% (7 710) of employees having a reviewed development plan. Intellectual Capital Reviews or Divisional/Group Talent Reviews are conducted by senior Divisional and Group leaders at least three times a year.

    Career Review Male Female Total
    Board* 0 0 0
    Executive 17 1 18
    Senior Management 85 17 102
    Middle Management 527 323 850
    Skilled Upper 3 318 1 494 4 812
    Semi-skilled/apprentices/trainees 1 374 507 1 881
    Labour/Unskilled 24 23 47
    Total 5 345 2 365 7 710

    * excludes non-executive directors

    Of the total workforce (12 905 employees), 41.4% (5 345 males) and 18.3% (2 365 females) received career reviews/individual development plans. 58.6% (5 345 males) of the total male workforce (9 127 males), and 62.6% (2 365 females) of the total female workforce (3 778 females), received career reviews/individual development plans.

    Performance discussions
    22.97% of senior management (grade 15+) employees received 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. 41.0% of employees below senior management level received formal reviews in 2020.

    Performance Reviews – Total Group Male Female Total
    Board* 0 0 0
    Executive 6 1 7
    Senior Management 23 4 27
    Middle Management 375 260 635
    Skilled Upper 2 092 1 119 3 211
    Semi-skilled/apprentices/trainees 970 372 1 342
    Labour/Unskilled 24 23 47
    Total 3 490 1 779 5 269

    * excludes non-executive directors

    Of the total workforce (12 905 employees), 27.0% (3 490 males) and 13.8% (1 779 females) received performance reviews. 38.2% (3 490 males) of the total male workforce (9 127) and 47.1% (1 779 females) of the total female workforce (3 758 females) received performance reviews.