Strategic intent:

To attract, develop and retain the people and skills required to deliver on our strategies and create shared value through innovation, collaboration and continual improvement.

Employee value model

The integrated employee value model (IEVM), our people management philosophy, which was rolled out in 2014 continues to be assimilated into the business to guide our strategic ambitions for and through our people.

Sustainable value creation

The employee value proposition (EVP) is designed to attract, engage and retain top calibre employees by making Barloworld a great place to work. The high performing organisation (HPO) is a robust integrated methodology to deliver identified value drivers. Through the learning organisation, powered by structured team forums and reinforced by our leadership behaviours and Worldwide Code of Conduct, employees can take an active role in reviewing and continually improving organisational processes, systems and practices.

Appropriate recognition programmes in our divisions contribute to improved employee retention and productivity. Overall, our IEVM identifies and aligns all employee elements to ensure sustainable value creation for and by Barloworld employees.

Employee training

Employee engagement

The individual perception monitor (IPM) is run formally every second year and measures the elements of the employee value proposition – Inspire, Grow, Thrive, Live, Relate and Reward as well as the learning organisation platform on which it is based. Critical aspects of employee engagement are also measured. The objective for the group is to achieve a rating of 75% (level 3 or above on a four point rating scale) in all aspects of the IPM questionnaire.

In 2015 most divisions elected to run the IPM to evaluate progress from the 2014 survey. Results improved over 2014 in general but focus is required in the Grow and Thrive elements, where specific initiatives are being put in place to improve learning and career development for employees.

Talent management

Attracting and retaining talented people is critical to the achievement of our objectives and Barloworld is committed to investment in growing its sustainable competence. An annual workforce planning analysis is undertaken to assess future needs based on the group’s strategic plans. Aligned to this, an annual intellectual capital review (ICR) enables us to identify, manage and consolidate the talent within the organisation to meet the future demands of the group.

A total of 14 315 employees had career development discussions during the year and individual development plans arising out of these discussions aim to improve current skills and equip employees for future roles. Our preference is to fill vacant posts from within the organisation through internal advertising, while recognising that certain skills required must be sourced externally.

Skills programmes are aligned to national regulations and frameworks and address both technical and soft skills.

Strong focus is placed on technical apprenticeship and learnership programmes and we currently have 1 178 candidates in these programmes. There are 3 390 artisans, technicians and technologists within the group and 3 131 employees have degrees or diplomas.

To improve our skills base and ensure we have a pipeline of talent, Barloworld provides financial assistance to 222 employees studying towards degrees or diplomas. In the past year 34 bursaries were granted to external students studying towards degrees. We also assisted 210 external individuals in training, including work experience, through internship programmes.

Leadership development

All divisions conduct internal leadership programmes and employees are selected from across the business to participate in the external Executive Development Programme (EDP) and Leadership Development Programme (LDP). To date 783 Barloworld employees have attended these two programmes.

Graph: measuring value creation of our people

LA1 to LA15

Percentage direct training spend by occupational level

Occupational level
    2015     2014 2013  
Board*     0.01%     0.01% 0.00%  
Executive     0.17%     0.80% 0.02%  
Senior management     1.20%     2.93% 0.87%  
Middle management     18.35%     13.07% 11.34%  
Skilled upper     51.85%     46.97% 48.36%  
Semi-skilled/apprentices/trainees     28.03%     33.95% 39.36%  
Labour/unskilled     0.39%     2.27% 0.05%  
    R140 516 864     R129 268 232 R117 051 847  
* Excludes non-executive directors

Average training hours per employee by occupational level

      Average hours  
Occupational level
    2015     2014 2013  
Board*     4.80     3.17 3.00  
Executive     16.43     22.72 4.02  
Senior management     26.38     34.39 12.24  
Middle management     24.48     28.06 21.74  
Skilled upper     27.36     30.06 37.40  
Semi-skilled/apprentices/trainees     27.47     56.80 38.55  
Labour/unskilled     3.82     3.99 2.51  
    26.54     38.08 35.22  
* Excludes non-executive directors

Performance management

Barloworld manages performance through remuneration, coaching and annual performance reviews to develop skills and recognise excellence. During the reporting period 13 310 reviews took place.

Health and safety

The safety and well-being of Barloworld’s employees is paramount. A decline in the group’s lost-time injury frequency rate (LTIFR) and zero work-related fatalities underscore our ongoing attention to this.

Number of work-related fatalities
    2015     2014 2013  
Equipment and Handling
    0     1 0  
Equipment     0     1 0  
Handling     0     0 0  
Automotive and Logistics
    0     2 3  
Automotive     0     1 0  
Logistics     0     1 3  
    0     0 0  
Barloworld group
    0     3 3  


Lost-time injury frequency rate (LTIFR)*
    2015     2014 2013  
Equipment and Handling
    0.89     0.93 1.03  
Equipment     0.79     0.91 0.91  
Handling     2.36     1.18 2.65  
Automotive and Logistics
    1.26     1.46 0.96  
Automotive     1.37     2.00 1.20  
Logistics     1.13     0.71 0.60  
    0.00     0.00 1.53  
Barloworld group
    1.11     1.23 0.99  
*LTIFR: (number of LTIs x 200 000)/total hours worked.

HIV/AIDS statistics in Barloworld South Africa

% of employees who know their status*
    2015     2014 2013  
Equipment and Handling
    72%     68% 50%  
Equipment     72%     64% 46%  
Handling     72%     100% 83%  
Automotive and Logistics
    81%     97% 56%  
Automotive     100%     100% 65%  
Logistics     46%     52% 33%  
    62%     59% 44%  
Barloworld South Africa
    79%     88% 54%  

*Cumulative over three years.

% of employees tested who are HIV positive*
    2015     2014 2013  
Equipment and Handling
    3%     4% 3%  
Equipment     4%     5% 4%  
Handling     1%     1% 1%  
Automotive and Logistics
    6%     5% 5%  
Automotive     5%     5% 5%  
Logistics     9%     6% 4%  
    6%     6% 4%  
Barloworld South Africa
    6%     5% 4%  
*Cumulative over three years.

All of the business units within South Africa offer employee wellness programmes and have appointed independent providers. These programmes cover a broad spectrum of services including counselling, life management services and health and wellness programmes.

Barloworld LTIFR approach

Number of employees

Barloworld is committed to recruiting from the communities in which we operate and developing local skills bases. Where the required skills are not available expatriate employees are appointed who, in turn, develop local skills. Overall 1.32% of Barloworld employees are expatriates and the number is decreasing due to extensive development programmes in all territories.

Employee headcount (permanent and contract/temp employees greater than 12 months) increased from 19 616 to 19 745.

Workforce by region
    2015     2014 2013  
South Africa     15 095     14 619 13 877  
Rest of Africa     2 354     2 357 2 418  
UK, Europe and Russia     2 145     2 472 2 632  
Middle East and Asia     146     161 242  
North America     5     7 13  
    19 745     19 616 19 182  

Number of employees by division
    2015     2014 2013  
Equipment and Handling
    7 931     8 298 8 691  
Equipment     7 336     7 743 8 002  
Handling     595     555 689  
Automotive and Logistics
    11 703     11 203 10 378  
Automotive     7 603     7 433 7 219  
Logistics     4 100     3 770 3 159  
    111     115 113  
    19 745     19 616 19 182  


Our people remain central to us realising our Vision 2020 and related ambitions.

We have set aspirational targets for safety, employee engagement, and employees’ productivity and development.

In line with our focus on employee safety and wellbeing, we will continue to entrench a culture of safety leadership to ensure that health and safety is not compliance driven, but based on individual accountability and ownership.

We will continue to conduct our Individual Perception Monitor (IPM) surveys, and align interventions to address the results, as well as aspects identified through feedback and other established employee communication channels to improve employee engagement.

Through our IEVM we will focus on various employee productivity improvement measures that support both business and employee aspirations.

Grow (Learning and Development) and Thrive (Career Development) are two key elements of our Employee Value Proposition (EVP) and we will focus on addressing these aspects.

Succession, talent and employee development are critical to ensuring that we have the right skills in the right place at the right time.

Through entrenching all aspects of our IEVM we will strive to create value for and through employees and deliver on our strategic objectives.