Engaging with stakeholders
The Group's stakeholders include a wide range of groups and individuals who may be affected by our activities, products and services, and whose actions can be reasonably expected to affect our ability to successfully implement our strategic objectives.
The board encourages proactive engagement with stakeholders, and management pursues appropriate engagements with key stakeholders to align their legitimate and reasonable needs, interests and expectations with those of the Group.
Our stakeholder groups have varying levels of involvement in the business and diverse, and sometimes conflicting, interests and concerns that need to be balanced over time.
1
Business relationships
- Customers - the needs of our customers drive the nature of the products and services we offer and how we deliver them. Intense competition and industry changes require that we strengthen our customer focus and unlock value for them.
- OEMs - many OEMs have specific requirements on how we retail their products. Our suppliers are critical to our customer relationships, given their role in delivering quality products and services, as well as their adherence to ethical standards and brand reputation.
- Suppliers - our suppliers, including small and medium enterprises (SMEs), and their adherence to our ethical standards and regulatory requirements, are critical to our customer relationships given their role in enabling us to deliver quality products and services.
- Business partners - strategic partners, including finance partners, B-BBEE partners and joint venture partners, enable a greater reach for our products and services.
- Industry bodies - the industry bodies we are members of help to shape our regulatory environment, promote the sector's interests and ensure a competitive yet collaborative industry.
How we engage
Our engagements include
- Regular executive engagements with OEMs and suppliers.
- Regular executive engagements with shareholders and investment analysts.
- Customer surveys.
- Operational meetings.
- Membership in business forums and industry associations, where Motus representatives hold a number of officer roles, including naamsa, SAVRALA, National Business Initiative, Nexar, BLSA and IRMSA, among others.
- SENS announcements.
- Media releases.
- Digital communication channels, including social media and online platforms.
Key issues
- Customer and employee safety in customer-facing environments, such as dealerships.
- Ensuring customer data is protected, secure and that access to this information is appropriately governed.
- Effective customer communication regarding vehicle availability, parts and vehicle delivery dates, and service completion times.
- Vehicle, parts and service offerings exceeding customer demands, particularly regarding affordability and value for money.
- Responding to customer demands for a mix of digital and in person solutions for purchasing new and pre-owned vehicles.
- Managing the ongoing business and health impacts of COVID-19 along with our post-crisis recovery.
- Meeting OEM quality and customer satisfaction targets.
- Supporting our partners and protecting key strategic relationships.
- The transition to NEVs and policies that encourage better quality fuel in South Africa.
- Industry-level renewable energy pooling.
2
Human capital relationships
- Employees - every employee contributes to building, maintaining and deepening the relationships with our customers and other stakeholders on whom we depend. Providing a high-quality working environment with career development intervention and our ability to attract and retain are imperative to a high-performance culture.
- Organised labour - many of our employees choose union representation in exercising their rights. their choice to do so, it can never diminish our obligation to interact directly with them individually in a fair, open and respectful manner.
How we engage
Our engagements include
- Employee surveys.
- Regular employee interactions and communications.
- Employee evaluations, appraisals and processes for setting key performance criteria (KPC) and performance management.
- Whistle-blowing hotline.
- Training initiatives and programmes.
- Innovation platform and events.
- Digital communication channels, including social media and online platforms.
Key issues
- Safe working environment, particularly relating to COVID-19-related health concerns.
- Access to COVID-19 vaccinations.
- A diverse and inclusive work culture that supports transformation.
- How we address climate change and the impact it may have on our operations.
- Performance against employment equity targets.
- Access to training initiatives and programmes.
3
Financial capital relationships
- Owners - shareholders expect favourable long-term returns on their investments and have the inalienable right to exercise effective ownership over their investments.
- Investment community - research analysts facilitate an understanding of the Group that benefits our owners and prospective investors, who provide the capital we need to deliver on our strategy. Collectively, the investment community supports the effective functioning of equity markets, which is essential to attracting capital at a fair price.
- Debt providers - our financial position supports our strategic initiatives, and we work with debt providers to access debt funding at competitive rates in different jurisdictions.
How we engage
Our engagements include
- Transparent interim and year-end reporting.
- AGM.
- Regular investor communication and engagement (SENS announcements, interviews with stakeholders and conferences).
- Investor days.
- Regular meetings with funders.
- Involvement in industry specific panel discussions.
- Digital communication channels, including social media and online platforms.
Key issues
- Our response to a challenging domestic context.
- The impact of foreign currency volatility on margins, volumes and related product pricing.
- Financial health of our customers.
- Our response to climate risk, including sourcing and introducing low emissions vehicles and NEVs, and the timeframes for these plans.
- ESG governance, targets and strategies, including initiatives relating to water management, electricity and fuel consumption.
- How the Group manages the impact of legislative changes on its businesses.
- The allocation and use of available funds, including acquisitions.
4
Regulatory relationships
- Government departments and regulators - the Group is subject to a complex range of regulations across our markets.
How we engage
Our engagements include
- Membership in business forums and industry associations.
- Ongoing interactions with regulators and governmental authorities.
Key issues
- The transition to NEVs and policies that encourage better quality fuel in South Africa, supporting modern fuel-efficient technology.
- Legal and regulatory compliance.
- Support for transforming the South African automotive industry to improve DEI.
- Response to cybersecurity, data privacy and IT security risks.
- High duties, ad valorem taxes and carbon tax.
- Quality of customer outcomes and oversight controls on regulated products and services.
- The impact of legislative changes, for example the Automotive Aftermarket Guidelines, on our businesses.
5
Societal relationships
- Civil society and communities - our social licence to operate depends on good corporate citizenship and maintaining constructive relationships with the communities in which we operate.
- Media - provides a channel of communication with our stakeholders and influences their opinions about the credibility of our investment proposition and reputation.
How we engage
Our engagements include
- Our road safety awareness programmes.
- Our long-standing relationships with CSI partners and programmes, our work with NGOs, and business associations providing monetary and vehicle donations and assistance.
- Participation in the South African YES programme.
- Media outreach and response, including CEO and CFO radio, print media and online interviews.
- Digital communication channels, including social media and online platforms.
Key issues
- How climate change risk is being addressed.
- Skills development, job creation and meaningful employment, and enterprise and community development.
- Procurement strategies supporting transformation and inclusion.
- Managing legislative and environmental concerns.
Detailed information
Read more about our response in our material priorities.