Overview

People are at the core of our success. A diverse complement of highly competent, experienced and engaged leaders and teams enable us to perform in an efficient and cost-effective way that builds, maintains and deepens our stakeholder relationships. In turn, we provide our employees with career growth opportunities and a fair, rewarding and safe work environment.

The skills, perspective and energy of our agile and entrepreneurial leadership teams have played a key role in ensuring Motus remained nimble, resilient and sustainable throughout the COVID-19 pandemic. In this past financial year, the Group has adjusted to market changes, delivered an exceptional financial performance and captured opportunities despite an unpredictable economic environment, a disrupted working environment and an erratic supply of inventory.

We continue to accelerate innovation to remain relevant and competitive in a rapidly changing automotive industry. The workforce of the future must therefore be appropriately skilled for and adaptable to new ways of working. In addition, changing employee expectations are signalling an unwillingness to return to the pre-pandemic ways of working. Flexible working styles and better work-life balance have become key issues for employees. These expectations must be considered when building our employee value proposition (EVP) to attract and retain top talent.

Our investments in human capital focus on training, developing and empowering our people, and improving our recruitment and training processes, succession planning and the way we measure employee performance.

In March 2022, 60 human resources (HR) personnel attended our first in-person HR conference since 2019. The outcome of this collaboration was the identification of the four imperatives for human capital management shown below. These imperatives will support Motus' growth and transition to a customer-centric and innovative organisation. Working groups have been established to drive projects within each theme.

How we measure our performance

The progress of our people strategy is measured using a human capital scorecard of key performance indicators (KPIs), with dashboards reported at every Executive Committee meeting. The scorecard covers diversity, equity and inclusion (DEI), learning and development, employee relations and benefits as well as two new categories for industrial relations costs and usage of the Employee Assistance Programme.

Our workforce

Our headcount increased 3% following the acquisition of FAI Automotive plc in the United Kingdom (UK) and getWorth in South Africa. Some of this increase is also due to entities in the Africa and Asia regions being reported for the first time.