Financial and non-financial key performance indicators
| Financial capital |
| MATERIAL ASPECT | KPI | TARGET | 2020 ACTUAL |
| Return on equity | Shareholder returns and optimal capital structure |
Greater than 15% | (1.5%) |
| Normalised HEPS (cents) | Operational performance | (30) cents | |
| Gearing** | Debt levels | 40% - 60% | 13.4% |
| Return on invested capital | Capital allocation | Greater than 13% | 1% |
| Economic profit (EP) | Value creation | Positive delta EP | (R2 714m) |
| Free cash flow before acquisition | Cash generation | Greater than 50% of EBITDA | R3 327m (69% of EBITDA) |
| Dividends per share | Dividends per share | 2.5 - 3 times cover | N/A |
| ** Net debt/equity excluding IFRS 16 | |||
| Human capital |
| MATERIAL ASPECT | KPI | TARGET | 2020 ACTUAL | ||||
| Safety | Number of work-related fatalities Lost-time injury frequency rate (LTIFR)* |
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| Group human capital operating model | Active shareholder aligned human capital operating model defined | One BAW human capital operating model principles defined by 30 September 2020 | Achieved. Target Operating model principles defined as part of human capital BBS value stream project plan | ||||
| Improve employee engagement | Employee engagement index | Baseline set as reference for 2021 improvement | Achieved. One BAW Employee Engagement survey conducted in partnership with Deloitte Best Company to Work for with a resultant baseline of 63.7%. A target of at least 70% has been set for 2021 | ||||
| Group human capital technology and digital solutions |
Approval of long term human capital system (Workday) business case and implementation plan | Business case approved by 30 September 2020 |
Achieved. Group-wide human capital system business case approved. Workday implementation programme, aptly named PEOPLE1st, has since commenced and launch is planned for November 2021 | ||||
| Instill a high-performance culture | Percentage employees completing One Barloworld scorecards and performance reviews | 90% - 100% | Achieved. 90% - 100% of employees at all levels had performance scorecards and completed performance reviews as required | ||||
| Improve management of top talent | Group-wide senior management (Grade 15 and above) talent mobility (strategic, critical and scarce roles)
Employer brand recognition |
Year-on-year talent mobility improvement
Employer brand recognition |
34 senior management employees moved into strategic, critical and scarce roles
Improved employer brand recognition through winning the overall Gender Mainstreaming Champions for 2020 for JSE listed companies. Two other categories were won: Investing in Young Women and Women Empowerment in the Workplace |
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| Strengthen succession bench | Percentage of strategic, critical and scarce roles (Senior management) with identified successor | 70% - 85%
Development plans in place |
Successors identified for 84% of strategic, critical and scarce roles at senior management level (Grade 15 and above) 81% of potential successors had development plans in place |
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| Group wellness programme | Employee wellness programme engagement rate | >10% | 15.66% | ||||
| Leadership brand | Differentiated and BBS-aligned learning and development initiatives implemented |
LCF roll-out and embedding | LCF roll-out and embedding and LCF assessments completed for all senior management employees
Roll out of BBS-aligned leadership development to commence in |
* Lost-time injury frequency rate = (Number of lost-time injuries x 200 000)/hours worked
Limited Assurance over selected FY2020 non-financial indicators by PwC
| Intellectual capital |
| MATERIAL ASPECT | KPI | TARGET | 2020 ACTUAL |
| Barloworld Business System | Divisional implementation and improved performance in South Africa |
Reduce turnaround times
Increase sales and |
New potential customers discovered in Customer Retention |
| Manufactured capital |
| MATERIAL ASPECT | KPI | TARGET | 2020 ACTUAL |
| Brand representation | Number of brands | In line with strategy | 34 brands |
| Operational footprint | Emerging markets and contiguous | Scale Managing overheads |
16 countries |
| Natural capital |
| MATERIAL ASPECT | KPI | 2020 ASPIRATIONAL TARGET - 2015 BASELINE | 2020 ACTUAL |
Energy:
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Non-renewable energy* intensity (GJ/R1 million revenue) |
Efficiency improvement of 10% (43.4) |
46% behind target (Actual: 45.7) |
| Renewable energy (MWh) | Renewable energy consumption of ≥2 000 MWh per annum | 72% behind target (Actual: 556) |
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| Greenhouse gas (GHG) emissions (Scope 1 and 2) | GHG emissions intensity (tCO2e/R1 million revenue) |
Efficiency improvement of 10% (3.8) |
15% behind target (Actual: 3.9) |
| Water stewardship | Water withdrawal (municipal sources) intensity (KL/R1 million revenue) |
Efficiency improvement of 10% (10.8) |
Regressed 27% against baseline (Actual: 12.3) |
| Waste (including lifecycle responsibility) |
Percentage waste disposed through formal waste management service providers (%) | 100% of solid and liquid waste disposed through formal waste management service providers by 2020 | Solids 0.4% behind target (Actual: 99.6%) Liquids: Achieved Target |
* Excludes energy from rental fleet
| Social and relationship capital |
| MATERIAL ASPECT | KPI | TARGET | 2020 ACTUAL |
| Corporate social investment | Investment relative to NPAT | 1% NPAT | R16m |
| Barloworld Mbewu | Onboarding of social entrepreneurs | 30 | 29 |
| Khula Sizwe | Fully implemented scheme run and governed independent of Barloworld
Refer here |
Close transaction.
Fully transfer properties Appoint operational and governance structures |
Transaction effective 1 October 2019 57 properties transferred R2.4bn |