Strategic priorities

We grow and expand our participation in all aspects of the automotive value chain with competitive products and services that maximise our share of the customer’s vehicle investment and engender loyalty.

Our strategic initiatives underpin the delivery of our aspirations and support our ambition to achieve mobility for good while enhancing shareholder value.

To achieve our purpose:

Mobility for Good

To enhance shareholder value, we aim to:

  • Deliver strong profit margins and cash flows.
  • Maintain a strong balance sheet and liquidity to fund working capital, invest in diversified growth through selective bolt-on and complementary acquisitions, leverage vertical integration strategies and support share
    buy-backs.
  • Maintain a reliable dividend return.
  • Provide our employees with career growth opportunities and a safe, rewarding and fair working environment.

Our key competitive advantages

  • Our business model is fully integrated across the vehicle value chain.
  • We are well positioned to maintain our leading retail market share in South Africa.
  • Our unrivalled scale underpins a differentiated value proposition.

 

We are:

Leaders

Innovators

Customer champions

The long-term strategic priorities of the Group remain unchanged and are focused on ensuring that we are the leading automotive group in South Africa, with a select international presence in the UK and Australia and a limited presence in South East Asia, and Southern and East Africa.

We remain focused on deepening our competitiveness and relevance across the automotive value chain, driving organic growth through optimisation and innovation, and leveraging existing capabilities and networks. Further selective expansion will focus on enhancing existing brands and businesses through bolt-on and complementary acquisitions locally and internationally, while exploring strategic acquisitions that enhance the supply chain and the technology capabilities of the Group.

We have embarked on a number of initiatives to ensure that engaging with Motus is more convenient and faster to do across various customer touchpoints. We are streamlining processes, reducing operational requirements and leveraging automation, data accuracy and customer self-serve capabilities. This will allow us to offer a differentiated service in a competitive market.

In executing our business strategy as a responsible corporate citizen, the business is led in a manner that is environmentally conscious to ensure its sustainability and adopts policies and practices that enhance the growth of the economies in which it operates.

We encourage a high-performance culture with tailored training and development opportunities for all levels of staff and promote diversity, equity and inclusion (DEI) in the workplace.

Read more about the strategic progress we have made in the sections of the report that follow.

Our medium-term value-creating priorities

Our strategic initiatives

underpin the delivery of our aspirations in the medium-term

 

Import and Distribution
Retail and Rental
  • Enhance the retail strategy and customer experience throughout the vehicle ownership cycle.
  • Grow market share for entry level, and small and medium sports utility vehicles (SUVs).
  • Manage inventory availability.
  • Expand aftersales product and service offerings.
  • Grow parts and service business.
  • Manage costs and forward cover in line with Group policy.
  • Deepen our strategic alliances with existing OEMs and expand our OEM partnerships and product ranges.
  • Maintain pre-owned vehicle market share.
  • Rationalise the dealership footprint, aligned to OEM strategies, and continue to implement the multi-franchise model where feasible.
  • Manage inventory availability.
  • Improve brand representation through select bolt-on acquisitions in South Africa, the UK, and Australia.
  • Be the leading car rental service provider in the Southern African market by providing outstanding customer service, value for money proposition and innovative product offering.
  • Sell new energy vehicles (NEV)1 in the UK and Australia where charging infrastructure and government support are available, and keep informed of changes in South Africa’s policies to ensure we are well positioned for when the infrastructure and government support become accessible and available.
  • Invest in technology to drive digitisation and to support customer service and experience.

 

Mobility Solutions
Aftermarket Parts
  • Expand service offerings and drive further integration into the dealer networks.
  • Develop new and innovative channels to market.
  • Continuously align with digital and automation trends, as well as changing customer needs.
  • Continue to focus on financial technology (fintech) developments and leverage relationships with financial institutions and joint venture partnerships.
  • Explore opportunities to grow the business through data monetisation.
  • Through the innovation centre:
    • Develop innovative products and services.
    • Foster a culture of innovation.
    • Drive Group-wide innovation.
  • Grow the retail footprint and optimise the operating structure, with the support of franchisees.
  • Drive optimisation of the supply chain management.
  • Strengthen the core business through improved efficiency and volume buying.
  • Grow the number of buying groups in which we are members.
  • Invest in information technology (IT) to drive digitisation and e-commerce expansion.
  • Rationalise distribution centres in South Africa and China.
  • Manage inventory availability.
  • Expand the product range across all tiers, mainly entry level.
  • Extend distributor footprint internationally.

 

Our ESG strategy

Manage our activities that impact the environment and actively strive to uphold our commitments to all stakeholders.

  • Deliver on our environmental strategy: renewable (solar) energy and rainwater harvesting.
  • Meet our environmental targets for water, fuel and electricity.
  • Set a baseline for waste management and recycling.
  • Drive key projects to reduce our environmental footprint and improve our measurement and reporting of environmental performance.

Remain committed to socio-economic growth, employment creation, the upliftment of our communities and our stakeholder commitments.

  • Deliver on our B-BBEE2 strategy, particularly meeting our employment equity and procurement targets.
  • Maintain our Level 4 B-BBEE scorecard rating supported by a detailed B-BBEE plan.
  • Implement procedures and processes to ensure transparency, and ethical and fair treatment within the supply chain.

 

Continue to deepen the maturity of our governance practices and processes.

  • Maintain our reputation as an organisation that effectively manages existing controls and implements new controls when required.
  • Ensure compliance in an increasingly complex regulatory environment.
  • Monitor new legislative developments to stay abreast of regulatory changes.
  • Deliver training to enhance governance implementation.

Our people priorities

  • Develop a skilled, diverse and motivated workforce.
  • Maintain a strong focus on transformation, succession and empowering employees.
  • Encourage a high-performance culture with tailored training and development opportunities for all levels of staff.
  • Promote DEI in the workplace.
  • Be an employer of choice.

1 NEV collectively refers to battery-powered electric vehicles (BEVs), plug-in hybrids (PHEV) and mild hybrid electric vehicles (MHEVs).

2 B-BBEE: Broad-Based Black Economic Empowerment.