Provide a safe and healthy operating environment for our stakeholders
Introduction
The health and safety of our employees, customers and partners is always top of mind, which during the year extended to ensuring that we prevent and minimise the potential spread of COVID-19.
As a business that relies heavily on people, the morale of our employees has a direct impact on our success in meeting our strategic objectives and customer expectations. This was particularly evident during the pandemic where we relied on the resilience of our people to ensure the successful continuity of our day-to-day business processes and the upkeep of our customer service standards under challenging circumstances.
Our strategic priorities |
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Our risks
COVID-19 risk: the spread of COVID-19 leading to illness, and potentially death, impacting productivity and resulting in high rates of absenteeism. Non-compliance with COVID-19 related OHS requirements could result in the closure of a business site.
Regulatory and compliance risk: non-compliance with OHS legislation and failure to protect employees, customers and other stakeholders from injury, could undermine the Group’s reputation, result in fines and negatively impact productivity.
2020 performance overview
Motus GroupOf our 567 sites, including five in East Africa and 30 in Australia, we achieved an 83,6% audit coverage with an average score of 90%. South African business sites88%1 of our 459 businesses were audited with 91% achieving the OHS compliance target score (2019: 88% met the compliance target score). Target score: 85% compliance (as a minimum) with the OHS checklist. UK business sites81% of our 73 business sites achieved the OHS target score (2019: 93% achieved the target score). Target score: internal stretch target of over 90%. Our OHS framework proved resilient during COVID-19, with all business segments successfully implementing the appropriate health and safety procedures. |
Motus UK17% reduction in on-site accidents and injuries Target: 15% reduction. 100% reduction in road accidents and injuries Target: 15% reduction. Road accidents (Group)0,100 road accidents per million kilometres (2019: 0,152). 0,096 road injuries per million kilometres (2019: 0,156). On-site injuries (Group)216 injuries (2019: 273). FatalitiesOne (2019: two). |
Protecting our stakeholders during COVID-19
The need for limited physical contact during COVID-19 presents a fundamental shift in our operating model, necessitating increased dependence on digital strategies and the redesign of a number of key interaction points with customers, our people and other stakeholders.
Health and safety procedures have been implemented across the Group to respond to the pandemic, and are continually modified and enhanced as developments and expectations from governments and health authorities progress. A COVID-19 crisis committee, led by the Group CEO, is tasked with providing leadership during this uncertain time, including monitoring guidance from health authorities, and in turn, making decisions quickly to implement the necessary controls across the Group. The committee also oversaw the updating of business continuity and resumption plans for each business segment, by business site and covering people, technology and customer management.
New policies and procedures
Employees who are able to work from home have been set up with remote capability. Safe working environments are provided for employees who are critical to our customer relationships and needed on-site for critical business functions. All employees must wear face masks, and business sites and offices are sanitised and social distancing procedures enforced. The use of cards has replaced the biometric access system to our buildings and we check the temperatures of all people entering our premises.
During lockdown, we reviewed our medical aid, leave and staff commissions policies, restricted staff movement and business travel, and cancelled all social and face-to-face training events. By 8 June 2020, most of the workforce was back at work albeit under different working conditions. Our spacious dealerships with good natural ventilation worked to our advantage, enabling the quick implementation of new health and safety protocols. This, together with our strong leadership teams and digital platforms, meant we were rapidly able to start trading as soon as restrictions eased.
Additional measures include, among others:
- A COVID-19 policy and governance framework that sets minimum standards and ensures compliance with health authorities' guidelines.
- The appointment of COVID-19 compliance officers and site representatives.
- Workplace plans, identifying where there may be vulnerabilities or high-risk areas and the actions needed to adapt operating procedures and introduce social distancing measures.
- Track and trace capability and employee health disclosure mechanisms.
To ensure the Group's requirements were consistently met across all operations in South Africa, we leveraged our supplier relationships to procure and distribute 22 500 cloth masks, 34 700 disposable masks, 10 000 face shields, 580 thermometers and thousands of litres of sanitiser. Personal protective equipment was also distributed to our employees in other parts of Africa.
Our operations beyond South Africa implemented the measures required by their governments and health authorities. In the United Kingdom (UK), this includes conducting full site risk assessments.
At the end of August 2020, five of our employees had sadly succumbed to the virus and 538 (523 in South Africa, three in Malawi and 12 in the UK) had tested positive. Our procedures have ensured that the affected operations continue to meet required service levels safely.
Stakeholder engagement
Regular messages from the Group CEO, clear COVID-19 guidelines and procedures, and information delivered through multiple channels, have kept employees updated on developments within the Group and well informed on new ways of working and how to prevent infection. Guidance was also provided on the management of sick leave during the pandemic, on working from home, travelling to and from work, and employee assistance programmes. Feedback indicates that our people have appreciated this increased level of engagement. Listening to and empowering our people is just as important and some good ideas have been generated on how to manage challenges raised by the pandemic.
We engage with the independent dealer network, guiding these business owners on how to implement our required COVID-19 measures. We have also increased our engagement with our customers and suppliers on safety measures, and are enhancing our ability to engage remotely with our customers, including through online platforms and apps. In addition, vehicles are collected and delivered to and from a customer's home or workplace, where feasible. Changes have also been made to the way we conduct customer test drives, including sanitising all touch points in the vehicle once a test drive is completed.
New ways of engaging
(Renault example)
Customer engagement
Renault developed a series of short 'RENAULT DID YOU KNOW' webisodes for social media platforms. The webisodes address many topics and questions related to COVID-19 raised by Renault's stakeholders. The webisodes also serve to provide a more human touch at a time when distancing creates a barrier to providing personalised engagement.
Dealer support
Using its customer call centre cloud-based telephony system, 3CX, Renault successfully hosted a National Dealer Webinar with over 140 attendees. A question and answer facility allowed Regional Directors, business owners, Dealer Principals and Sales Managers to participate in the webinar. In addition, focused and concise online sales training has been designed to provide an engaging and interactive learning experience. The existing SHIFT mobile app, which supports the sharing of vital information with the dealer network and the payment of dealer incentives, was updated with user-friendly functionality that allows dealers to direct their questions to Renault's head office.
Employee engagement
To keep employees fully informed of all COVID-19 developments, an internal communications workstream was established via email and SMS, allowing for two-way communication with staff.
Approach
Management and governance structures
OHS governance framework
The social, ethics and sustainability (SES) board committee and the finance and risk review management committees oversee the management of health and safety at a Group and business segment level respectively, as well as compliance to relevant OHS legislation across all jurisdictions of operation. All fatalities are thoroughly investigated and reported to the SES committee.
In the UK, the operational and main boards monitor compliance to OHS policy, legal requirements and best practice. In addition, Motus UK is required to state annually on its website that it is in compliance with OHS legislation.
How performance is measured
All injuries are reported monthly on the Group-wide Motus sustainability management system. During the year, OHS reporting was standardised and streamlined across the Group to include on-site and COVID-19 safety metrics as well as those pertaining to road safety.
The underlying OHS system in the UK is a comprehensive solution that tracks and manages incident reporting, regulatory compliance, risk assessments, action plans and training, as well as contractor permits and equipment maintenance schedules, using a computer, tablet or phone. All employees have access to the system to ensure that all on-site incidents and near misses are reported.
In South Africa, all business sites are independently audited on their compliance to OHS requirements at least once a year with more frequent self-assessments in the interim. In the UK, the internal health and safety auditor audits sites twice a year. Sites that do not meet the compliance target are re-audited within three months. In Australia, formal audits take place once a year with frequent informal audits, particularly in the dealerships.
Accountability
Each employee is held accountable for working and operating in ways that adhere to our OHS policies and processes. This includes identifying and reporting potential risks or unsafe acts and conditions.
In South Africa, the Group Risk and Sustainability function develops and monitors the implementation of OHS procedures. A network of OHS committees and safety representatives across individual businesses, implement the business segment-specific OHS plans and manage day-to-day OHS matters.
The CEO of Motus UK holds ultimate responsibility for health and safety and is supported by a health and safety compliance manager, health and safety auditor and a network of regional health and safety officers.
In Australia, each site manager is responsible for ensuring effective implementation of OHS measures.
Stakeholder engagement
During the year, key health and safety conversations with stakeholders, particularly employees and regulators, naturally centred on COVID-19. Employees also frequently engage with us on injuries while on duty, safety equipment and OHS training. Our discussions with sub-contractors focus on our on-site health and safety procedures and engagement with external OHS auditors and regulators centre on compliance to emerging and new OHS regulations.
Internal engagement
The Group Risk and Sustainability function collaborates with businesses to ensure that OHS procedures and processes are correctly implemented.
OHS training and awareness assists employees to meet their OHS responsibilities and adhere to legislative requirements as well as ensure that equipment is operated safely and hazards are managed responsibly. In South Africa, a fatal accident at a parts distribution centre (PDC) has highlighted OHS training as an area for improvement.
In the UK and Australia, training is supplemented with method statements, toolbox talks and morning briefings to ensure that control measures for potentially harmful tasks are understood.
External engagement
In the UK, the Health and Safety Compliance Manager is a chartered member of the Institute of Occupational Safety and Health and Motus UK is a member of the British Safety Council, providing us with access to additional safety guidance.
Motus Australia is a member of the Victorian Automotive Chamber of Commerce and the Motor Traders' Association of New South Wales, providing access to the latest work health and safety advice. Membership also serves as a mechanism to lobby government for changes in OHS legislation.
Employee safety and wellbeing
A working environment that is safe and supports employee wellbeing ultimately results in improved productivity. Our most prevalent safety risks are in the mechanical workshops, particularly the commercial vehicle workshops, where our employees work with machinery. Racking and working at height are safety risks in our warehouses that require ongoing vigilance.
We are saddened to report a fatal accident at one of our PDCs in South Africa on 15 November 2019, where the employee concerned unfortunately did not follow required safety protocols. We have provided the Department of Employment and Labour with all the necessary documentation and will comply with any further directives that the department may require. A full independent investigation was also undertaken and, despite a robust and compliant OHS system, the incident reinforced the need for continuous vigilance in enforcing a health and safety culture. The following areas have therefore been prioritised:
- A review of external OHS service providers and consultants aligned to the risks being assured.
- A benchmarking exercise to identify the risks per site to enable customised checklists and assurance suitable for each operation.
- Increased employee training and awareness.
- Increased engagement with CEOs and Managing Directors of all businesses, reinforcing their accountability for OHS performance.
In the UK, our excellent occupational health and safety standards have given us a competitive advantage when tendering for business, particularly in the public sector where we are able to meet high safety and quality expectations. Counting in our favour, is our commitment to open and honest reporting of all health and safety events, the implementation of clear action plans when instances do occur and our willingness to work with customers to meet their OHS requirements when working at their sites.
- Embedding consistent safety measures that comply with legislation across operations.
- Lapses in compliance with the OHS checklist in South Africa due to employee attrition within businesses.
- Differing standards held by OHS service providers and auditors.
- Increasing number of referrals to wellness service providers, with the majority relating to the tough economic climate in South Africa, depression, anxiety and stress.
What we are doing
All sites in South Africa are expected to maintain gold status as a minimum OHS rating, which is a compliance score of 85% with the OHS checklist. Action plans are developed for sites with ratings below gold status and these sites are then re-audited within a set period of time. Compliance to the OHS checklist is reviewed quarterly. A similar approach is adopted in the UK where sites must meet a minimum OHS pass score. Daily vehicle roadworthy checks are undertaken and documented in Aftermarket Parts as an additional safety measure.
In Australia, all new employees complete online training on safe working procedures prior to starting work, followed by an assessment of their work practice within 30 days.
Our employees have had to contend with the impact of COVID-19 on their personal lives and at work where new ways of working were quickly implemented, as well as the uncertainty brought about by the Group's organisational restructures, which are necessary to ensure our resilience to the economic and financial impacts of the pandemic. These changes have added to the stress and financial pressures already felt by many South Africans in a difficult economic environment. Our employee wellness services continued to be accessible Group-wide, and in South Africa, usage of these support structures increased during the year.
Our wellness initiatives include:
- In South Africa and East Africa, employees have access to counselling services. Some business segments and brands host wellness days, which typically provide employees with access to free eye tests, health screens and advice from various healthcare practitioners, dieticians, physical trainers and financial advisers. Where operations allow, some businesses support flexitime to reduce time spent commuting and enable employees to better balance work and family responsibilities.
- Motus UK's independent occupational health provider oversees health surveillance interventions, including legislated medical examinations, and assists employees who need counselling, help with stress and health issues and rehabilitation from workplace accidents. Motus UK's employee assistance programme provides employees and their immediate family members with confidential counselling services and professional financial advice. Advantageous saving and credit interest rates are available for those earning lower incomes.
- Motus Australia's employee assistance programme comprises four counselling services and access to government bodies, which assist with relationship issues, depression, suicide and self-harm tendencies and domestic violence.
2020 performance
Group
- The road accident and road injury rates decreased 34% and 38% respectively, mostly due to COVID-19 restrictions on business activity and the fewer kilometres travelled. On-site injuries decreased by 21% compared to last year, also due to lower business activity, but our ongoing efforts to improve our approach and gain better insight into OHS measures will also have played a part.
- Introduced an objective to audit all sites in South Africa annually as a standard practice, however, this was not possible during the reporting year due to the closure of dealerships between late March 2020 and May 2020 due to COVID-19. Furthermore, no assessments were under-taken until September 2020 to contain the risk of spreading the virus. Nevertheless 88% of sites were audited with 91% achieving above our minimum compliance target score.
- The number of sites in the UK that met the Motus UK internal target score dropped from 93% in 2019 to 81%, mainly due to acquisitions in the Commercials division. All acquisitions have since adopted our minimum OHS standards. The number of on-site accidents and injuries in the UK dropped 17% to 193, however, fewer people were working on-site during the months of April, May and June 2020 due to COVID-19, contributing to the decrease.
- Implemented the necessary changes to adhere to COVID-19 regulations and directives for the automotive industry in all countries of operation. Teams are split into alternating shifts, where possible, to limit the risk of COVID-19 transmission and business interruption in the event of a positive test result.
- Reviewed the health and safety standards and practices applied across South Africa to determine the level of consistency. We have also started to benchmark our external OHS audit service providers, with the exercise already underway in our PDCs.
Business segments
- The OHS online scoring system implemented last year in Hyundai's dealerships is assisting with auditability and improving dealership compliance with the OHS checklist. Hyundai expanded its OHS audits beyond Motus-owned dealerships to include independent dealerships. The brand continued to support a quarterly blood donation drive, provided its employees with flu vaccines and held an employee wellness day at its head office in Gauteng.
- Kia held its annual wellness day, allowing employees to test their body mass index, blood sugar, blood pressure and eyes, and also receive dietary advice.
- Renault conducted an in-depth risk assessment to identify new potential OHS risks and where additional safety processes and training are needed to improve overall workplace safety. Additional resources have also been allocated to drive a safe working culture and employees were reminded in writing of the importance of abiding by all safety regulations.
- Emerging Brands organised lift clubs for its employees who use public transport, minimising their exposure to COVID-19. Emerging Brands also increased its efforts to raise health and safety awareness, including toolbox talks, increased training and awareness initiatives at all operational sites. PDC employees are able to take medical examinations and access counsellors. New OHS systems and safety representative appointments are also being implemented with the guidance of a specialised OHS consultant.
- Car Rental launched an online health and safety awareness training video.
- The dealerships in East Africa introduced an evacuation target of 60 seconds to vacate buildings during their quarterly fire drills. Pleasingly, evacuation times have improved.
- All Financial Services employees working at the Johannesburg campus, as well as all cleaning and gardening staff, completed a COVID-19 online training course. The business segment also improved wheelchair access at its Johannesburg campus and held employee wellness days and blood drives.
- Aftermarket Parts established an OHS committee at its head office to streamline OHS activities across the business segment. This included standardised nationwide training and consolidating all individual business OHS policies into a single policy for the business segment. Unfortunately, the wellness day planned for Aftermarket Parts' head office was cancelled due to the pandemic.
- Motus UK, in a specific initiative to raise safety awareness, has logged over 2 850 continuous professional development hours and issued 6 187 training certificates for various health, safety and environmental training courses, and delivered 4 273 safety toolbox talks since September 2019. It also updated its risk assessments, method statements and safety management system to enable better analysis of safety data and types of incidents.
- Motus Australia adopted a similar formal framework to the one used by KPMG and McKinsey & Company to support employees in the transition to the 'new normal' as a result of COVID-19. All managers have received guidance and training on wellness and are required to regularly engage with employees working from home to ensure that issues such as increasing stress levels, demotivation and resentment, cabin fever, burnout and unhealthy home workspaces are identified and employees receive the appropriate assistance. Motus Australia has also successfully piloted a paper-based system to certify the competency of employees to use key machinery within 30 days of their employment. Going forward, the process will be transitioned to an online platform.
Looking forward
Group
- Based on the results of our benchmarking exercise, ensure we maintain a smaller group of preferred OHS service providers in South Africa, capable of meeting our required OHS standards and training requirements.
- Continue to monitor and review the quality and practical fit of OHS training provided in South Africa.
- Improve the OHS audit process in South Africa, liaising with internal audit and performing random quality assurance checks in high-risk areas.
- Ensure that acquisitions and new sites align to our minimum OHS standards and monitor ongoing enhancements and improvements.
- Implement any new OHS requirements that may be brought about by COVID-19 and leverage the existing COVID-19 site work plans to optimise OHS strategies.
Business segments
- Emerging Brands will drive wellness campaigns to ensure its employees are medically fit.
- Aftermarket Parts will review its OHS responsibilities, obtain a better understanding of employee concerns regarding their wellbeing and include OHS as part of the business segment's induction programme.
Key data
2020 | 2019 | 2018 | |||||
OHS compliance1 | |||||||
Business sites | |||||||
South Africa | 459 | – | – | ||||
United Kingdom | 73 | – | – | ||||
Australia | 30 | – | – | ||||
Other | 5 | – | – | ||||
Total number of business sites | 567 | – | – | ||||
Group average compliance score (%)1 | 90 | – | – | ||||
Percentage of sites in South Africa that met the 85% compliance target score (%)2 | 91 | 88 | – | ||||
Percentage of sites in the UK that met the 90% target score (%) | 81 | 93 | – | ||||
Percentage of sites in Australia that met the 85% audit pass score (%)1 | 80 | – | – | ||||
Road accidents (Group)3 | |||||||
Road kilometres travelled (million) | 209* | 231 | 243 | ||||
Road accidents | 21* | 35 | 74 | ||||
Road accidents per million kilometres | 0,100* | 0,152 | 0,304 | ||||
Road injuries | 20 | 36 | 52 | ||||
Road injuries per million kilometres | 0,096 | 0,156 | 0,214 | ||||
Road fatalities | 0 | 0 | 1 | ||||
Road fatalities per million kilometres | 0 | 0 | 0,004 | ||||
On-site injuries3, 4 (Group) | |||||||
South Africa | 15 | 20 | – | ||||
United Kingdom | 193 | 232 | – | ||||
Australia | 8 | 21 | – | ||||
Other | 0 | 0 | – | ||||
Total on-site injuries | 216 | 273 | 258 | ||||
On-site fatalities | 1 | 2 | – |
Note: the Motus sustainability management system collates, processes, tracks and communicates road safety data from all business sites. Data is collected monthly and local administrators and internal audit perform regular data integrity checks. The system also collates lessons learnt, which are used to inform development plans. | |
1 | Reported for the first time. |
2 | 403 sites audited in 2020 and 362 in 2019. |
3 | OHS metrics include employees and third parties, with the exception of fatalities which cover Motus' employees only. |
4 | The nature of most injuries are fractured fingers or cuts. The UK reports a higher number of on-site injuries as a result of far more stringent regulatory reporting requirements. |
Satisfied with performance | |
Area for improvement. | |
* | Assured (see the independent limited assurance report). |