Integrated business model

The Group's entrepreneurial management, its scale and reach, and the flexibility its integrated business model creates, underpins our ability to create value for all stakeholders over the long term. The strategic agility in our responses to changing market conditions has positioned Motus to deepen competitiveness, maintain and grow market shares and realise its growth opportunities.

We participate in all aspects of the automotive value chain, with an integrated approach across the full vehicle ownership cycle. Our broad scope of activities diversifies our revenue and profit streams and is cash generative, enabling us to cross-sell and leverage opportunities across the Group.

Creating sustainable value

We use the resources and relationships that are available to us to support how we create value over time through the activities that underpin the flexibility inherent in our integrated business model.

Financial Capital
A strong balance sheet and cash flow generation, structured capital allocation, and financial discipline ensure our resilience, thereby supporting sustainable returns to stakeholders over time.
More detail about our financial performance can be found in the Chief Financial Officer’s Review.
Our inputs
  • Ability to generate cash provides liquidity to fund working capital and invest in growth opportunities.
  • Strong balance sheet is underpinned by a focus on cost management and financial discipline.
  • Disciplined capital management and allocation to ensure strategic flexibility.
Our outcomes
  • Revenue of R92,0 billion (2021: R87,2 billion).
  • Operating profit of R5,0 billion (2021: R3,8 billion).
  • Headline earnings of R3,5 billion (2021: R2,1 billion).
  • Headline earnings per share (HEPS) of 2 025 cents per share (2021: 1 179 cents per share).
  • Full year dividend of 710 cents per share, with a final dividend of 435 cents per share and an interim dividend of 275 cents per share declared and paid.
  • Net debt to earnings before interest, tax, depreciation and amortisation (EBITDA)1 of 0,8 times (2021: 0,8 times).
  • Free cash flow generated from operations of R4,8 billion (2021: R5,9 billion).
  • Continued to buy back shares, totalling R1,4 billion, during the year.
  • Invested in select acquisitions during the year to further deliver our longer-term growth strategies, for a total net of cash purchase consideration of R758 million.

1 Calculated by applying the funders covenant methodology.

Human Capital
A skilled, diverse, productive and motivated workforce enables us to operate cost-effectively and efficiently to meet stakeholder needs, and in turn, we endeavour to provide our employees with equal and fair opportunities for all our people in a safe working environment.
More information on our people is provided in the insights from leadership section and the people section of the social report.
Read the full review online in our ESG report.
Our inputs
  • 17 283 employees (2021: 16 708).
  • South African training spend of R166 million (2021: R144 million) and UK and Australian training spend of R124 million (2021: R127 million).
  • An experienced, diverse and stable leadership team.
  • High-performing, inclusive and collaborative culture supports diversity, innovation and entrepreneurial flair.
  • A human capital strategy that is designed to provide business informed people practices and frameworks that accelerate innovation and growth.
Our outcomes
  • 76% of employees are based in South Africa, of whom 75% are black.
  • Black representation at top management level in South Africa of 50% (2021: 36%), including the appointment of one new black Executive Committee member.
  • 343 employees participated in managerial development programmes (2021: 274) – 71% of participants were black and 42% were women.
  • 83% of total South African training spend supported technical training (2021: 83%).
  • Continued to comply with all health and safety guidelines for COVID-19, focusing on keeping our people safe.
  • Included as one of the 30 most inclusive and diverse organisations on the JSE in the Satrix Inclusion and Diversity exchange traded fund (ETF) that ranks JSE-listed companies according to metrics unique to South Africa.
  • Held workshops to develop a purposeful DEI vision for Motus.
  • Ockert Janse van Rensburg, Chief Financial Officer (CFO) was nominated in the 2021 CFO Awards for his exemplary skills and vision.
  • Kerry Cassel, the Chief Executive Officer (CEO) of Mobility Solutions and the Head of Innovation and Technology for the Group, was one of 50 finalists in the Africa.com Definitive List of Women CEOs running big businesses in Africa.
  • Michele Seroke, the Chief People Officer, has been nominated for the 2022 CHRO Awards.
  • Membership on business forums and industry associations, where Motus representatives hold a number of officer roles, including Gary Scott on naamsa | The Automotive Business Council (naamsa) and Corné Venter on the Southern African Vehicle Rental and Leasing Association (SAVRALA), among others.
Social and Relationship Capital
Our commitment to building quality relationships with our stakeholders enables us to build trust, securing our licence to operate, protecting our reputation and achieving our strategic objectives.
More information on stakeholder engagement and other social initiatives is provided in the engaging with stakeholders and social report sections
Our inputs
  • Strong and long-standing relationships with OEMs, suppliers and customers, as well as business partners, including joint venture and technology partners.
  • Constructive relationships with regulators, governments and local communities.
  • We are committed to making a real difference in our communities, directing our contributions to improving literacy and community healthcare, and promoting road safety awareness.
  • Enterprise development spend of R121 million in South Africa (2021: R76 million).
  • CSI spend of R30 million, invested in community upliftment, supporting education, health, youth development, and road safety (2021: R18,6 million).
Our outcomes
  • We continue to enhance our communication with stakeholders, including funders, investors and our people, to better manage our relationships.
  • The Imperial and Motus Community Trust supports 63 school resource centres and libraries, providing access for over 72 000 learners. The Trust employs 65 full time staff , many of whom were unemployed learners from the communities wherein the resource centres are based.
  • Reached over 1,96 million learners through the Motus Safe Scholar programme that teaches road safety in over 2 300 schools.
  • Continued supporting the South African YES4YOUTH (YES) programme, investing R18,7 million to date and with an annual intake of over 400 youths. The Imperial and Motus Community Trust and the Unjani Clinics network also benefit from these placements. From the first cohort, 196 (48%) YES learners have been employed at Motus.
  • Support a network of 118 Unjani Clinics and six mobile clinics and health pods in lower income areas, which provide primary healthcare services and employ 475 people, with clinic consultations to date exceeding 2,9 million.
  • Donated R6 million to communities in KwaZulu-Natal who were either impacted by the July 2021 unrest (R3 million) or by the floods that devastated the province in April 2022 (R3 million).
Intellectual Capital
Our IT architecture plays a critical role in securing our data, improving efficiencies, and integrating business segments. Embedding effective management systems assists in providing insight and oversight to ensure continuity and in driving competitiveness and agility as our operating environment evolves. Our omni-channel access improves our ability to engage with customers, at their convenience, and deepens loyalty.

More information on our innovation and IT strategy can be found in the innovation and digitisation review and managing our risk and opportunities reports.
Our inputs
  • Our relationships and capabilities enable us to adapt to emerging digital, mobility, and automation trends, as well as changing customer needs.
  • Investment in IT, innovation and training supports our collaborative customer engagement model and enhances the customer experience across the vehicle ownership cycle.
  • Ongoing optimisation of operating models and assessing our responsiveness to disruption.
  • We invest in IT security and governance to ensure the safety of our data and systems.
  • We have registered our trademarks and intellectual property.
Our outcomes
  • Our innovation platform, Motus Xponential, or mx, has 3 876 members participating from across the Group.
  • Balanced innovation portfolio of 23 concepts across three categories – efficiency innovations, sustaining innovations and transforming innovations.
  • In South Africa, we developed a website tool to automate and simplify the vehicle finance application process, and a digital customer verification process.
  • Continued to enhance brand awareness and functionality of motus.cars, to deepen our ability to engage digitally with our customers, including integration with getWorth innovative technology.
  • Partner with institutes like the Henley Business School South Africa to grow our internal innovation capability.
Manufactured Capital
Our property, plant and equipment support our capacity to generate longer-term returns for our stakeholders. Our scale and highly effective
route-to-market is supported by our dealership footprint.
More information can be found in Chief Executive Officer's review.
Our inputs
  • Our footprint includes a network of ~357 dealerships and 113 car rental branches in Southern and East Africa, supplemented by 81 commercial and 33 passenger dealerships in the UK and 36 passenger dealerships in Australia.
  • We invest in maintaining our assets to ensure that they operate safely, reliably, and efficiently.
  • Motus owns real estate worth R6,4 billion to support its businesses.
Our outcomes
  • We actively manage our dealership footprint and have multi-franchise dealerships in various locations and opened our single biggest multi-franchise business in 2022.
Natural Capital
We responsibly manage the direct environmental impacts within our control and the critical natural resources required by our businesses (water, electricity, fuel). Our waste strategy ensures that we manage hazardous and non-hazardous waste responsibly and comply with applicable waste management laws. Where possible, we recycle to reduce waste going to landfill.

More information on environmental management is provided in the environmental report.
Read the full review online in our ESG report.
Our inputs
  • We are committed to operating in an environmentally conscious and responsible manner.
  • Our environmental management approach supports our value proposition and credibility among OEMs, customers, strategic partners, and employees.
  • 609 191 kilolitres of water consumed (2021: 570 089 kilolitres).
  • 70 108 megawatt hours of electricity purchased from municipalities (2021: 73 317 megawatt hours).
  • 16,6 million litres of road fuel consumed (2021: 16,1 million litres).
Our outcomes
  • We achieved an environmental score of 2,0 out of 5 in the FTSE4Good Index Series (2021: 3,0 out of 5).
  • 111 841 tCO2e* across scopes 1 and 2 emissions (2021: 117 9821 tCO2e).
  • No incidents of non-compliance with environmental regulations.
  • Partnered with registered waste disposal companies to recycle various wastes generated in our workshops.
  • Secured two sustainability-linked financing facilities based on years of measuring our environmental performance and ability to meet targets.
* tCO2e tonnes of carbon dioxide equivalent.
1 2021 restated due to a change in carbon emission factors applied to better reflect the South African environment.