Developing a compelling employee value proposition

Key for Motus is to provide a compelling EVP to retain and attract exceptional people and position the Group as an employer of choice within the automotive industry. This area of our people strategy is work in progress, and work is underway to define the Motus EVP.

Hybrid workforce model

The nature of our business requires that the majority of our workforce (dealership personnel and technicians) work on-site with very limited opportunity for remote working. Hybrid working arrangements provide some benefits in terms of flexibility for employees, and lower costs and the ability to attract talent for organisations; however, they also present challenges, with some companies reporting deteriorating employee wellbeing, longer hours worked, distractions in the home environment and feelings of isolation, among others. Within the Group, the implementation of hybrid working is at the discretion of our business segments, which have been tasked with formalising their work-from-home approaches according to their needs.

Information management systems

HR information management systems play a role in delivering a great employee experience as they free up HR teams to focus on strategic human capital management planning and enhance communication with employees. Our central HR database in South Africa consolidates all HR data and administration and reporting processes. Strict access control protocols apply and users of the system are trained.

Performance management

Our performance development approach drives better engagement between employees and their line managers, aligning employee standards of performance and expectations with strategic business objectives, and ensuring that employees are assessed fairly, developed appropriately and rewarded and recognised for exceptional performance. It also identifies corrective development or supportive actions to manage poor performance. Employees are assessed on their performance and values-based behaviour.

Fair remuneration

When necessary, we adjust roles and remuneration according to level of complexity, decision-making and skills required. This process enables us to empirically demonstrate the value of roles and jobs in relation to one another, regardless of the incumbent, and to defend our pay philosophy.

As part of the annual employment equity reporting cycle in South Africa, we assess the remuneration gap between the highest paid and lowest paid employees and at the same time identify if there are inequalities in remuneration in relation to race and gender in the various occupational levels. In the UK, we issued a report on the gender pay gap in 2022 and are taking steps to address gender pay equity.

Employee representatives

Our employees are free to choose which union they wish to be affiliated with. In South Africa, engagement with unions takes place on a needs basis and occurs at business segment level. Non-unionised employees are always represented in major discussions.

Retrenchments are a last resort, and voluntary retrenchments and early retirement options are always exercised first. Where roles become redundant, we look to reassign employees into different roles and/or locations supported with retraining, where required. Retrenchment processes are undertaken in compliance with all applicable regulation, and with close engagement with unions.

There is no material union activity in the UK and Australia.

Dispute and grievance management

All South African managers and supervisors attend a two-day labour relations course to equip them to manage industrial relations-related matters and disciplinary cases fairly, and to apply the requirements of the Basic Conditions of Employment and Labour Relations Acts. Employee relations in South Africa are tracked and monitored monthly, including disciplinary hearings, dismissals, poor work performance, Commission for Conciliation, Mediation and Arbitration (CCMA) and labour cases and tip offs, among others.