Our performance



Our people strategy delivers integrated human capital management practices that position Motus as a high-performing organisation, an industry leader and attractive choice for top calibre talent in the automotive industry.

Our people strategy is delivered through four components:

  • One Motus improves efficiency in human capital management.
  • Culture and transformation creates a high-performance culture with diversity, innovation and the customer at its core.
  • Talent management places our best people in roles that will drive incremental value they have committed to.
  • Leadership and people capabilities ensure that our leaders and the workforce have the skill sets they need to achieve organisational growth through training and development programmes.

Motus places the highest importance on the health and safety of our employees and visitors to the premises. We provide a safe and secure work and trading environment by focusing on:

  • Workplace safety by embedding appropriate, enforceable and consistent safety measures that comply with legislation across operations.
  • Employee well-being by providing wellness services to assist employees in managing their health.

This human capital report provides an overview of progress made during the reporting year, with the full content relating to human capital management and the health and safety of our employees available under the sustainable development report.

Our workforce

18 628 employees

81% are based in South Africa

73% black employees in South Africa

31% top management are black

Women represent 30% of the overall workforce


Our challenges

  • Attract and retain talented people, especially those from designated groups (black people, women and people with disabilities) to improve the demographics of the Group with the skills we need for today and the future to maintain our leadership position in the fast-changing automotive industry.
  • Correct the poor representation of women in key leadership roles in the automotive industry.
  • Ensure that leaders maintain the desired management style in a pressured business environment.
  • Maintaining a moral compass in these ethically challenging times.

One Motus

A mature, cohesive and streamlined approach to human capital management aims to set clear accountability for all Motus employees. This requires that all our human capital teams across Motus regularly engage and collaborate on working towards a common agenda – an enabling environment that drives a high-performance culture with diversity, innovation and the customer at its core.

2019 progress

  • We made significant progress in harmonising people-related policies and procedures across the Group, including conditions of employment and a single pay date.
  • We advanced the core data platform, which includes job profiles, structures and reporting levels in November 2018.
  • We started developing a new payroll and human capital management system. User testing and training was conducted in April 2019. We expect to report robust turnover data once the implementation of the new human capital and payroll system is complete.

Looking forward

  • Continue to review and standardise essential human capital-related policies and integrate repetitive administrative human capital transactions into a single function to minimise duplication of effort and costs.
  • Complete the implementation of the payroll and human capital management system. The system will go live in a staggered approach across the operating businesses over the next 18 months.
  • Continue to engage with human capital teams across all divisions on the people strategy and its objectives.

Culture and transformation

Our objective is to drive an inclusive and collaborative high-performance culture that empowers employees to take advantage of business growth opportunities. We seek to create opportunities for all employees and provide the company with the benefit of diverse thinking that drives business results and improve engagement with our diverse customer base.

In South Africa, we are working towards transforming our workforce to reflect the economically active population. Executive management recognises that this objective requires an accelerated approach to transformation and has tasked the divisions with pursuing more aggressive internal strategies and targets. To incentivise top and senior managers in South Africa, 20% of their short-term incentive is allocated to progress against transformation targets.

During the year, Motus hired 3 632 employees in South Africa of which 73% are black. Our enhanced focus on culture, diversity and inclusion aims to improve retention.

Over the past year, our people have had to deal with radical organisational change, the listing of Motus and tough economic conditions. This resulted in an increase in industrial relations matters and in the number of referrals to wellness specialists. This has required our human resources teams to focus on differentiating between complaints with merit that required urgent action. In instances where racism was substantiated, the offending individuals were dismissed following appropriate disciplinary procedures. Our diversity and inclusion training, and the introduction of the sexual harassment policy, aim to ensure that our employees understand the behaviours we expect of them and to foster a healthy and inclusive working environment.

2019 progress

Diversity training

296 managers and 1 713 employees attended diversity training.

We met all employment equity targets. Of the people with disabilities in the South African workforce, 64% are black people. 38% of our dealer principals are black. We grew the overall representation of black people at senior management level by 16% from the prior year, meeting most of the employment equity targets at this level.

Black representation (South Africa)
73% black people (2018: 71%)
31% at top management level (2018: 25%)
36% at senior management level (2018: 32%)
43% at middle management level (2018: 40%)

Our employment equity table can be found in our sustainability report Become an employer of choice in the automotive industry section (online (www.motuscorp.co.za)).

Looking forward we will:

  • undertake a Group-wide survey to assess the impact of our transformation efforts, including diversity training
  • build a common understanding of the critical success factors and desired behaviours required to drive employee effectiveness, profitability and an inclusive culture
  • continue to drive robust transformation targets and initiatives.

Talent management

During the year, we designed a new integrated talent management approach. Specific focus has been placed on the attraction of the right skills and strategic talent, performance management and development planning and succession planning. Integrating these human capital management practices supports the delivery of Motus' strategic ambitions through a diverse complement of highly competent and experienced individuals and teams.

We are pleased to have been able to fill most vacancies and advance careers from within the Group.

2019 progress

  • We piloted a new approach to performance management and development in selected areas of the Group in October 2018. Feedback is being used to improve the approach further. A second pilot programme will be launched before Group-wide rollout.
  • We marketed the Motus brand at career fairs hosted by four universities to raise our attractiveness among young professionals and to enlighten them on the potential career paths and opportunities available at Motus.

Looking forward

  • Embed the performance development approach across the Group to support the business strategy.
  • Implement the new talent management approach with a focus on identifying the right talent, fit-for-purpose development interventions and enhanced succession management to support continued business success.
  • Accelerate the recruitment of designated employees to develop a talent pipeline for critical roles, including chartered accountants, IT specialists and industrial engineers, ahead of demand.

Leadership and people capabilities

An effective leadership team drives the desired culture and is able to steer an organisation through challenging economic and changing working conditions, that would otherwise create uncertainty for the workforce. We require our leaders to be experienced and agile, have the right skills to execute Motus' strategy, make effective decisions that impact our customers and processes, and be able to motivate our employees, attract and retain talented people. Our leadership development programmes help our leaders meet these expectations and equip them to motivate high-performance teams.

The new performance management and development approach will ensure that employees receive the right training to support their work and career progression.

2019 progress

Training spend
R137 million equating to 4% of payroll (2018: R132 million)
Training hours
63 hours per employee (2018: 58 hours) 
Executive development programme
26 executives participated in the newly launched executive development programme, with 30% being women  
Women in leadership programme
20 women participated in the newly launched women in leadership programme  
Dealer principal and portfolio manager programmes
45 employees participated in the dealer principal and portfolio manager programmes, which focuses on black employees, providing them with the skills to manage people and deal with changes impacting the industry
  • Some 70% of training spend supported the development of black employees and 14% the development of black women. Technical training accounted for 81,6% of total training spend.
  • We launched the Motus Leadership Academy with leadership development programmes targeting executives, women and employees identified as potential future leaders. In the coming year, the academy will launch a programme for employees identified as successors for middle management positions.
  • We implemented a performance development system that keeps track of individual employee development plans.
  • 654 employees participated in a managerial programme (2018: 489), with 59% of participants being black and 33% being women.
  • 55 employees with the potential to grow into senior roles are enrolled in their first year of our Bachelor of Business Administration degree and 37 are in their third year.
  • The Imperial Technical Training Academy provided training to 2 000 apprentices, 80% of whom are black (2018: 875 apprentices).
  • 73 qualified apprentices were hired and are part of the feeder pipeline for critical workshop positions.

Looking forward

  • Embed the leadership development framework and continue to deliver accelerated development programmes for identified successors.
  • Define the future skill sets required to improve customer experience and increase efficiencies.
  • Leverage digital channels to enhance learning and reduce learning management costs and time.

Workplace safety

Each employee is held accountable for working and operating in ways that adhere to our Occupational Health and Safety ("OHS") policies and processes. This includes identifying and reporting potential risks or unsafe acts and conditions. Our OHS compliance framework guides and supports them in this responsibility.

Our most prevalent safety risks are in the mechanical workshop environment where our employees work with machinery. Given that South Africa has one of the worst road safety records in the world, an additional risk is the exposure of our drivers to road accidents when delivering vehicles to new owners and parts to businesses.

In South Africa, regular monitoring across 438 business sites has greatly improved the commitment to complying with the OHS checklist introduced in 2018. The 36% year-on-year decrease in road accidents is a result of better awareness around driving behaviour.

2019 progress

Road accidents per million kilometres
0,152 (2018: 0,304)
Road injuries per million kilometres
0,195 (2018: 0,214)
Road fatalities
None (2018: one)
Target for all South African business sites
100% compliance with the OHS checklist
Target for all UK business sites
92% compliance (as a minimum) with OHS requirements

Looking forward

  • Make changes to the OHS scoring system to improve its effectiveness.

Employee well-being

During the year, we experienced a high number of referrals to wellness service providers. While some of the difficulties experienced by our employees related to the pressures associated with the organisational change that took place during the year, the majority related to the tough economic climate, depression, anxiety and stress as well as bereavement. It is with great sadness that we report the suicides of two employees in the workplace during the reporting year. Support was provided to the families and co-workers of the deceased.

In South Africa, wellbeing programmes vary across our businesses with some hosting wellness days, which typically provide employees with access to free eye tests and health screens, including HIV-testing, as well as advice from dieticians, physical trainers, counsellors and financial advisers. Both Motus Australia and Motus UK have employee assistance programmes.

2019 progress

  • We appointed a preferred service provider to manage ad hoc employee counselling services in South Africa.
  • We introduced a new service for all employees in the UK, enabling them to access professional financial advice and advantageous saving and credit interest rates. This helps those on lower incomes to access credit at more favourable rates and reduces their debt burden.