A NEW LOOK AT SUSTAINABILITY

STAKEHOLDER ENGAGEMENT

Our business is defined by the interactions we have with our stakeholders. These are our customers, employees, principals and suppliers, shareholders, as well as communities and community-based organisations, various media and non-governmental organisations (NGOs). It is therefore imperative that we build relationships and engage with all stakeholders.

We believe that long-term relationships founded on trust and mutual benefit are vital to our business success, and such belief is outlined in the VBM philosophy. Stakeholder engagement is an important aspect of being a global corporate citizen. Engagement and dialogue contribute to the building and maintenance of relationships.

Due to the diverse nature of our business, both from a geographic and product perspective, Barloworld has a wide range of stakeholders. As a result, our activities may affect particular stakeholders in unique ways. Our patterns of engagement and interaction therefore differ from stakeholder to stakeholder. Information from stakeholder engagement activities is used to benchmark our performance.

Review of stakeholder relationships
Stakeholders	Methods of engagement
Employees	Individual perception monitor Best Company to Work For (South Africa)
	Employee Value Creation (EVC) framework
	Intellectual capital review system
Customers	Various customer feedback mechanisms for example PPC tollfree customer care line; customer satisfaction surveys for motor franchises, fleet services and car rental operations.
Shareholders	Investor relations programme
	Ongoing management interaction
Principals and suppliers	Various principal and supplier feedback mechanisms
Communities and NGOs	Group led CSI programme

Internal stakeholders.

VBM is our philosophy whereby we create value for all stakeholders. Employee Value Creation (EVC) is our methodology to implement chosen strategies to create value for our employees. Based on this we continue to align and integrate all the employee elements of an organisation so as to enhance both individual and organisational value.

In the 31 countries in which Barloworld operates we have 25 716 employees. This lends itself to having a highly diverse and unique group. Many of our employees have long-term service.

Employee attraction and retention.

As part of VBM, we are committed to attracting and retaining the necessary skills and talent to create and sustain value for all our stakeholders.

Diversity and opportunity.

In our quest to be an employer of choice, we strive to create opportunities for the advancement of our employees. Where applicable, we offer benefits that are beyond the legal minimum. These include medical assistance, subsidised staff canteens, employee assistance programmes (EAPs) and a range of other benefits which vary by country and business.

The value that Barloworld attaches to each employee is further demonstrated by our commitment to equal opportunities for employment and advancement. Line management are the primary custodians of our principles and they are guided by the Barloworld Code of Ethics.

An analysis of Barloworld’s board, executive and senior management levels reveals that more work needs to be done to achieve desirable equity levels within our leadership. We have a broad transformation agenda in our South African businesses, which includes employment equity programmes. We are committed to establishing and maintaining a workforce that reflects the South African demography, particularly the representation of historically disadvantaged South Africans (HDSAs) at all levels of management.

Employees by segment

Barloworld global employees by business – three years

Barloworld global workforce by occupational level
	Within	Outside
	SA	SA	Total
Board (WW 23,22,21)	9	2	11
Executive (WW 20,19,18)	26	17	43
Senior management (WW 17,16)	92	79	171
Middle management (WW 15,14,13,12,11)	1 730	1 229	2 959
Skilled upper/technical (WW 10,9,8,7)	5 301	5 262	10 563
Semi-skilled/apprentices/trainee (WW 6,5,4,3)	5 875	3 845	9 720
Labourers/unskilled (WW 2,1)	1 089	1 160	2 249
Total	14 122	11 594	25 716
* WW – Watson Wyatt grading

Barloworld global workforce by region 2006

Employment equity.

Organisational and employee value creation.

Value Based Management (VBM) is our business philosophy to create value for all stakeholders. The employees who work for Barloworld are the foundation of its success. Our diversity and numbers are sources of strength.

For the success of Employee Value Creation (EVC), continuous engagement is a requirement and this is achieved through regular, structured employee meetings. Performance management and employee development is achieved through balanced scorecards and individual development plans, directly aligned to implementation of business goals.

The success of EVC largely hinges on the development of an understanding of how people and financial aspects of the business are integrated to ensure that value is created for Barloworld and then for our employees. The development of our employees is an intrinsic and necessary element of our journey towards achieving Barloworld’s medium-term strategic goals EVC has now been rolled out virtually throughout all our businesses.

Human resources development.

Barloworld believes that the future success of the business is clearly linked to developing its employees to meet the future challenges.

Therefore need our employees to learn and develop new capabilities.

Leadership development.

Barloworld has managers who can work in complex, multi-cultural situations; leaders who can manage the balance between delivering for today and investing for tomorrow; and systems and processes that can support the development of our workforce. Barloworld places a high value on leadership development offering programmes aimed at developing the skills and knowledge of managers and leaders at different stages of their careers.

Barloworld’s desired leadership philosophy and Culture has been adopted by all of our businesses and all leadership initiatives are aligned to this philosophy and approach.

We continue to align our leadership development approach to ensure a common language with desired competencies and behaviours which are applied across the Barloworld businesses to assess key talent.

Barloworld’s leadership initiatives, which include the Leadership Development Programme (LDP), Executive Development Programme (EDP), and EDP Alumni (commencing for the first time in January 2007) are Barloworld specific, exposing delegates to the strategic intent of our business, global best practice and action learning projects, make it both practical and value adding. Delegates are drawn from all businesses around the world. These leadership initiatives are the meeting ground for the identified future talent of our business. It is critical not only that Barloworld’s leadership development process is properly targeted, but that succession planning is carefully managed. To date 363 managers and leaders (289 LDP delegates and 74 EDP delegates) have benefited since inception in 2000.

Intellectual capital retention and development.

As we like to grow leaders from within our businesses, we also aim to ensure that the leadership talent pool is effectively managed. To this end our Intellectual Capital Review (ICR) process assists the Barloworld executive to effectively

manage and develop senior managers by identifying high potential employees with leadership ability/potential, and through benchmarking, opportunities are provided to identify, evaluate and develop future training and development plans/programmes. Managing this assists us to retain our key talent. The ICR system tracks data on these key 200 employees within Barloworld in order for them to be nurtured as vital assets.

On an annual basis, the CEO and executive directors for each business, meet to discuss in detail the progress and development requirements of these senior executives.

Barloworld South African workforce by race 2006

Employee training and development.

Barloworld recognises the strategic importance of employee training and development and comprehensive reviews are held throughout Barloworld to assist in the development of our employees to achieve their full potential and development initiatives and development action plans are put in place and monitored to ensure individual development.

39% (which equates to 9 930 employees) of our 25 716 employees have development action plans which are not only linked to their growth in their existing positions but for future opportunities within Barloworld. Training. An average of 1,6% of total payroll is spent on training. This is in addition to the 1% payroll levy paid to the relevant SETAs for our South African businesses. A broad range of technical and behavioural skills development are provided within the businesses focussing occupational levels of skilled upper/technical and semi skilled/ apprentices/trainee employees.

Excellent work continues in the area of technical training in many of the Barloworld businesses. 73% of our focused training head count and 79% of our training spend falls within the technical levels.

PPC currently has 160 trained and accredited assessors in different areas of the business available to assess competencies against the job models. PPC have 48 learners on learnerships at their well established accredited technical training centre. PPC’s accredited training centre in Slurry focuses on fitter and turner; electricians; and plater/welders training and testing.

The world class accredited Operator Academy at Barloworld Equipment was established in late 2004 for theoretical and practical training and placed 123 learners on registered learnerships with the MERSETA on the pilot program to selectively move to the different levels. The employees are trained and registered assessors and moderators.

Within Barloworld Motor, the apprenticeship system is actively in place with approximately 308 apprentices registered with the MERSETA. Motor also has registered assessors within the business.

The required level of training investment differs according to businesses operations, and its technical complexity.

Barloworld global workforce by gender

Adult Based Education Training (ABET).

In our South African businesses there are more than 150 learners on ABET programmes showing our commitment to uplifting the skills of our employees and empower them to operate more effectively in society, thus encouraging a culture of self-development and learning.

TOPP training.

Barloworld offers internship programmes in South Africa for the TOPP (Training Outside Public Practice) programme for aspiring chartered accountants (CAs). This enables us to support the South African Institute of Chartered Accountants in its mandate while contributing to our target of meeting Black Economic Empowerment (BEE) requirements, enhancing our reputation as an “Employer of Choice” and supporting the development of future skills for South Africa. The programme has been in place since January 1999 and intends to provide a pool of CAs and future leaders for Barloworld. The programme typically aims to develop black chartered accountants of which a shortage has been identified. Trainees rotate throughout the different businesses in South Africa every six to twelve months ensuring that they receive the required training and exposure to the Barloworld culture. From 1999 to 2006 fifteen trainees have successfully been recruited into the TOPP programme. Of these eight have qualified as chartered accountants and five are still in training. The programme is gaining more and more industry recognition and we intend to enlarge the number of trainees in future.

Bursars. Study assistance.

Employees have access to study bursaries for courses related to their jobs and study loans towards acquiring tertiary qualifications. We have over 250 employees making use of this.

Bursary programmes.

Our development programmes start at the undergraduate level where we offer bursaries to South African university students who meet certain requirements. Funded students enter into an agreement with Barloworld that once they complete their studies, they will take a position in Barloworld for a specified period of time. We currently sponsor 31 bursars. The total spend on bursaries is R1 200 225 and with the SETA support of R689 960, Barloworld’s contribution is R510 265.

Additional programmes that are offered to our employees include retirement seminars, support and generic life skills training, which support continued employability.

Performance management and reward.

We can confidently say that we have dedicated and competitive employees. The culture that results from our VBM philosophy and EVC is evident in the performance of Barloworld and our employees. Incentive schemes within our businesses reward employees for their discretionary contribution. Performance measures are linked to both businesses and Barloworld strategic plans. Extraordinary performers may be selected for our annual CEO Award programme.

% of employees attending training courses during 2006

Employee movement.

							Re-
							trench-
							ments/
		Resig-			Dis-	Retire-	redun-	Trans-	Recruit-
	Total	nations	Deaths	*	missals	ments	dancy	fers	ments
Barloworld
total	4 030	2 721	95		666	256	292	168	4 824
Cement	244	156	23		39	25	1	67	492
Coatings	620	354	13		74	52	127	28	390
Corporate	38	30	1		2	4	1	10	57
Equipment	625	420	24		129	47	5	11	894
Industrial
Distribution	784	473	2		187	46	76	4	698
Logistics	232	123	8		49	6	46	6	373
Motor	1 250	1 028	19		141	60	2	28	1 709
Scientific	237	137	5		45	16	34	14	201

*Work and non-work related (three deaths work-related)

Perception surveys. Individual Perception Monitor (IPM).

The annual IPM survey is conducted to measure the perceptions of our employees against standards that create value for the employee. Through the survey, we are able to benchmark the different businesses within the group, monitor areas for improvement and note areas where additional focus is required. EVC is focused on creating value for our organisation and employees. Employee perceptions of how and to what extent we create and maintain value must be used for improving the quality of employment at Barloworld.

For three consecutive years Barloworld has asked its employees for their perceptions about their work experience. The IPM feedback is then analysed by company, location, department and work area which allows in-depth understanding at a business level. Action plans are then development for improvement. In 2006 every business participated in the IPM process, with the majority showing year on year improvement.

Individual perception monitor results* – 2005 versus 2006

Business unit	2006 mean	2005 mean
Cement	3.21	3.24
Coatings – Plascon South Africa	2.99	2.90
Coatings – Africa	2.72	2.67
Coatings – Australia	3.02	2.95
Coatings – Automotive	2.97	2.98
Corporate – South Africa	3.25	3.16
Corporate – Botswana	3.21
Corporate – Namibia	2.62	2.91
Equipment – South Africa	3.01	2.97
Equipment – Spain	2.49
Equipment – Portugal	2.71
Industrial Distribution	2.83	2.71
Logistics – South Africa	2.96	2.86
Logistics – International	2.90
Motor – South Africa	3.05	2.99
Motor – Australia	3.01
Scientific – Laboratory	2.71
Total	2.96	2.96
* Rated on a scale of 1 to 4

Deloitte “Best Company to Work For” survey.

The Deloitte “Best Company to Work For” survey is an external survey that measures many aspects of the work contract and experience. It gives an opportunity for Barloworld to gain external verification and acknowledgement for the work we are doing. It also benchmarks Barloworld against other South African organisations.

All South African Barloworld businesses entered individually into the survey for the second consecutive year. Our businesses have continued to improve their individual mean scores within the survey.

PPC continued their exceptional performance and over the last four years have achieved the following results – 6th place in 2003, 2nd place in 2004, 1st place in 2005 and 3rd place in 2006. PPC also ranked first in the Manufacturing, Engineering and Production Category for the fourth consecutive year. Barloworld Logistics ranked first in the Logistics, Shipping and Transportation category for the second consecutive year.

Deloitte “Best Company to Work For”

Of the eight Barloworld companies who participated in the 2006 survey, five companies were in the Top 50.

3. PPC
15. Barloworld Corporate Office
21. Barloworld Motor
40. Barloworld Equipment
49. Barloworld Logistics

Labour relations.

As part of our VBM model, we have an ongoing focus on maintaining positive and open industrial relations.

The involvement of employees in decision-making is extensive throughout Barloworld. Barloworld experienced a very low impact on the industrial relations front in the past year. In South Africa, stay-away action and disruption to transport systems occurred as a result of non-work related issues in the form of socio-economic protest action, mainly against poor service delivery. However, none of our stakeholders were materially affected by these protest actions.

Transfer opportunities within Barloworld.

Part of the employee value creation objective is to integrate the skills and talents of our employees. To realise this, we have a Barloworld Career Opportunities site on the Barloworld intranet that is accessible to our employees. It offers our business units an internal recruitment tool which reduces costs and lives up to our communication promise and our statements on employee value. This career portal was developed with the aim of retaining the talent that already exists within Barloworld. In 2006, 1 250 positions were posted on this site providing employees the opportunity to gain more exposure and to further their careers within Barloworld.

Barloworld received 1 017 CVs through the Barloworld website.

Barloworld continued its international assignment programme with the dual aim of leadership development and transferring/imparting its organisational culture on businesses in countries other than South Africa.

Employee communication.

Successful value-based management requires transparency and openness. Through the integrated EVC approach, regular, structured employee meetings are encouraged within our operations between employees and management. These lines of engagement reinforce employee value creation and assist in delivering on Barloworld’s communication goals and strategies.

With varying frequency, most employee communications are conducted through personal contact that is supported by newsletters, committees, briefings and employee participation forums.

Another communication strategy is through the Barloworld Induction Programme. These facilitated sessions share Barloworld initiatives and strategies with new employees. The programme emphasises the philosophy of VBM and EVC.

Our quarterly newsletter, Building Barloworld, continues to share best practice, strategy and human resource initiatives with all our employees. Supported by the Building Barloworld video and CD, employees are able to meet colleagues from around the world and see Tony Phillips, Barloworld’s CEO, sharing business messages and strategies. Almost every business has their own specialised internal publication that focuses on those issues that are unique to that business.

The recognition that access to leadership is important for the adoption of Barloworld goals and aspirations, a direct link to the CEO was developed in 2004 as part of the Barloworld intranet. This programme is called “Tony Online” and it gives employees access to the CEO through the Barloworld intranet.

Global Grading System.

The challenges faced by a global company with regard to consistency of approach in human resource practices, especially at the senior levels of management identified the need in 2005 to have a more formal approach to the management of human resources in Barloworld. In addition, the challenges posed by corporate governance with respect to reasonable and defensible reward practices at senior management level had to be addressed. The benefits of implementation of a Global Grading System at executive and senior management level has been our ability to focus on internal equity; consistency across businesses and/or countries; easier lateral and vertical movements within Barloworld; a consistent basis to benchmark roles against pay markets; ability to determine fair and consistent executive reward levels; and clear hierarchy of roles to be used in the support of succession and development planning.

Health and safety.

Occupational health and safety (OH&S) is important. There are systems in place to promote and monitor our approach to occupational health and safety within our operations.

The management of OH&S is an integral part of employee value creation and how we do business. As a company operating in different parts of the world, we apply the principles contained in the ILO guidelines on OH&S management systems that include:

The identification, elimination and control of work-related hazards or risks;
Instruction or training of line managers to take responsibility for health and safety, and engage employees through workplace forums and health and safety committees;
Targets are set for continuous improvement; and
We comply with the relevant national laws and regulations.

We have established formal joint health and safety committees comprising management and worker representatives. These cover all staff in South African operations, in accordance with the Occupational Health and Safety Act. Elsewhere in the world, operations comply with local legislation. We do apply minimum standards and ethics where local legislation does not meet our standards. Furthermore, adherence to the OHSAS 18001 Standard for Health and Safety management ensures consultation with all relevant stakeholders regarding all matters relating to health and safety in the workplace.

The current OH&S management system is structured to ensure that legal compliance is achieved in all our operations.

Regular audits are conducted by Marsh (SA) (Pty) Limited.

Lost-time injuries and fatalities.

The lost-time injury frequency rate (LTIFR) is a calculation of the number of occupational injuries which resulted in an employee being unable to perform his or her duties for one full shift or more on the day following the day on which the injury occurred, whether it is a scheduled work day or not. Our average LTIFR for 2006 was 2.3 injuries per 200 000 hours worked.

Despite the initiatives and processes for managing safety, we regrettably recorded three work related fatalities during the year under review. One of the fatalities was due to a motor vehicle accident in Barloworld Equipment SA and two occurred in PPC as a result of shunting and construction activities. The recording and notification of occupational accidents and diseases across the group comply with group’s best practice and local and international legislative requirements. Accidents and incidents are monitored and trends analysed to prevent reoccurrences. To ensure that OH&S issues are comprehensive, training and communication are considered part and parcel of the OH&S management system. Thirteen individuals were compensated for noise induced hearing loss in South Africa.

With regard to health and safety, no material improvement notices or fines were issued.

Injury and fatality statistics for 2006

	LTIFR		FATALITIES		OCCUPATIONAL
					DISEASES
Division	2005	2006	2005	2006	2005	2006
Cement	0.40	0.59	4	2	9	13
Coatings	1.92	1.68	0	0	3	0
Corporate and other	1.18	1.97	0	0	0	0
Equipment	5.07	3.92	4	1	4	0
Industrial Distribution	1.99	4.71	0	0	0	0
Motor	0.59	0.99	0	0	0	0
Scientific	1.84	1.30	0	0	0	0
Barloworld total	1.94	2.31	8	3	16	13

Employee wellness.

The Barloworld employee wellness programme is proactive and comprehensive with initiatives that include occupational health programmes, primary healthcare, the provision of medical aid or insurance and employee assistance programmes. It covers not only HIV management, but also a range of other diseases. This approach was considered appropriate in order to address all aspects of employee wellness and alleviate the discrimination and stigmatisation of HIV positive employees.

We have 18 onsite clinics in southern Africa that provide a comprehensive range of wellness programmes to 6 120 employees.

HIV and Aids.

We recognise the extent of the HIV and Aids scourge in the world, particularly in Africa. Therefore, our employees in southern Africa are encouraged to know their HIV status through confidential voluntary counselling and testing.

Over the past three years we have embarked on an initiative to promote knowledge of employee HIV status. In South Africa, approximately 7 500 employees participated in “Know your Status” campaigns at 114 sites during the past two and a half years, with a 78% response rate. Of the participants, 6.8% are HIV positive. The prevalence amongst our employees in other southern African countries varies between five and 20% as determined by anonymous testing or “Know your Status” campaigns. Since adoption of the “Know your Status” programme, over R2 million has been spent on this programme and other prevention initiatives like anonymous testing.

Seventeen employees were placed on ill-health retirement or died as a result of Aids-related conditions at companies served by our onsite clinics. This equates to a staff turnover of 0.32% of employees per annum, down from a peak of 0.56% in 2004. This reduction is attributed to the greater use of antiretroviral medication.

The number of employees and their dependants on antiretroviral medication in South Africa include at least 93 via medical aid schemes, 33 through the company sponsored programme and nine via State facilities.

HIV/Aids statistics in South Africa

	Employees
	attending	Employees			% who
	pretest	who know	HIV	% HIV	know
Division	counselling	status	positive	positive	status
Cement	1 925	1 904	122	6.4	95.1
Coatings	1 112	933	83	8.4	75.6
Corporate and other	618	557	73	8.2	62.7
Equipment	2 019	1 863	90	4.8	72.7
Motor	2 729	2 347	122	5.2	77.2
Barloworld total	8 234	7 501	485	6.8	78.1

Absenteeism.

Absenteeism due to ill health across all our divisions, as an indicator of productivity, is relatively low. For many years our sick absenteeism rate in southern Africa has been in the region of 1.5% and the combined ill-health retirements and mortality from all causes stands at 1.1%.

Human rights.

All the countries in which we operate are signatories to the Universal Declaration of Human Rights. The ILO’s governing body identified certain conventions to be fundamental to the rights of workers, which were split into four key groupings:

Freedom of association;
The abolition of forced labour;
Equality; and
The elimination of child labour.

At Barloworld we apply the principles contained in the ILO Guidelines on human rights and all conventions. Barloworld has developed policies and guidelines in relation to employment, labour relations, health and safety, and training and development that accord with the Universal Declaration of Human Rights, the Fundamental Human Rights Conventions and the provisions of the Constitution of the Republic of South Africa, which has an exceptionally strong orientation towards human rights as well as a formal Bill of Rights.

Legal protection of human rights varies in the countries in which Barloworld operates. Where gaps exist between the company’s policy or guidelines and the law of the relevant country, the approach adopted is to follow fairness in principle and implementation, with applicable law as the minimum requirement.

All employees are engaged on terms which conform to the labour standards of the relevant country. In South Africa, conditions of employment are closely regulated and a body of legislation and industry charters prescribes employment measures designed to rectify historic prejudices suffered by large numbers of the population.

A number of business units have operations in Zimbabwe. The financial results from these operations have not been included in the group results due to the current economic situation in that country. Our businesses continue to operate and we currently employ 628 people in Zimbabwe. There has been pressure from external sources and investors to withdraw from these operations but we believe that the situation in Zimbabwe will improve. Withdrawing will cause further suffering for our employees and will not benefit our shareholders or any other stakeholders.

Policies preventing discrimination.

The Barloworld Code of Ethics subscribes to the promotion of workplace equality and elimination of unfair discrimination. An equal opportunity framework is in force throughout the company. Affirmative action and Black Economic Empowerment measures in terms of the Employment Equity and Black Economic Empowerment Acts in South Africa ensure to an extent the reversal of unfair discrimination. We have adopted these corrective discriminations to ensure sustainability of the business in the South African context and mend past social deprivations.

One charge of discrimination has been laid against Barloworld’s industrial distribution operation in the United States with the Equal Employment Opportunity Council (EEOC). The complaint was initially dismissed but a second filing has been made and a decision on this matter is still pending.

Freedom of association and collective bargaining.

Freedom of association is another of the human rights protected by the Barloworld Code of Ethics and Code of Corporate Conduct and is fully supported throughout the company. This right is part of our broader initiative to create value for our employees through the EVC framework. We have a long-standing tradition of recognising and dealing with trade unions that represent our employees. The degree of unionisation of our businesses is consistent with the norm of the respective countries of operations and remains evidence that we promote freedom of association and collective bargaining.

Child labour and forced or compulsory labour.

The ILO Convention 138 and 29 explicitly states as its objective “the total abolition of child labour” and “suppression of forced or compulsory labour in all its forms”, respectively. In support of these objectives, the Barloworld Code of Ethics prohibits the use of child, compulsory or forced labour and this prohibition is enforced throughout all operations. Barloworld has committed itself to comply with all relevant laws and regulations and to not tolerate inhumane treatment of employees, including any form of forced labour, physical punishment, or other abuse.

For the year under review, there were no incidents of child, compulsory or forced labour in the company.

Employee training on human rights policies.

Respect for the human rights of employees is enshrined in Barloworld’s Code of Ethics and Corporate Conduct, which is communicated to all employees in the course of their induction and training procedures.

Disciplinary appeal practices.

As a mandate of our Code of Ethics, formal disciplinary procedures in our company provide a framework for fair, systematic and uniform exercise of discipline in the workplace. The aim is usually to ensure an educational, corrective and valuable outcome. Accountability and responsibility for disciplinary action is vested in line management. An employee, who receives a formal hearing, may typically elect to be assisted by another employee from the same department. In our opinion this promotes transparency and fair treatment of our employees.

In the case of dismissal, a formal appeal may be lodged with the head of the relevant department. Such an appeal will be heard by the senior manager on site.

If this is successful, the employee will be reinstated retrospectively with no loss of basic employment benefits. Should an appeal fail, the dismissal will become effective in terms of the original notification.

The Barloworld grievance procedure is intended to create an environment that is conducive to good employee relations by taking prompt and fair action when employees have legitimate complaints. These grievance procedures consist of formal channels for resolving problems as early as possible. Responsibility for settlement of grievances vests in line management. In presenting a grievance, an employee may not be placed at a disadvantage through lack of knowledge or skill. There is a facility for representation by any other permanent employee. An interpreter would not be classified as such a representative.

Barloworld guarantees employees and their representatives, if any, that the use of the company’s grievance procedure will not jeopardise either their respective positions or the merits of the case. This acts as a non-retaliation policy.

This page was updated on 22 December, 2006

Return to top