Page 4 - RMI Annual Report 2022
P. 4
Foreword
What’s not to like about the Retail Motor
Industry Organisation (RMI)?
It is with honour and humility that I present
the RMI annual report. In the year under
review, the RMI again fully delivered on its
mandate. The report highlights the extensive
value-adding activities of an organisation
operating in a South African economy that
is spurting, and stuttering like an engine in a
1940s automobile with a bad spark plug.
by Jeánne Esterhuizen
The efficient and effective leadership by The RMI Board, management, and members
executive management, supported by continued to navigate a rapidly changing world.
the RMI Board, constantly monitored the We faced new global realities. The main drivers
circumstances businesses faced because of change were social and political tensions,
of the pandemic to ensure strategic climate change, the energy crisis, governance,
objectives were aligned with the needs of supply chain disruption, and financial instability.
the subsectors we represent. Pervasive social media platforms exposed
poorly managed companies faster than ever
The RMI continued to prosper and evolve, before. The internet of things also generated
capitalising on the synergies within the large amounts of data translating into a
organisation. Unity of vision birthed new better understanding of human behaviour
strategic objectives and translated them and organisations. Our world is fuelled by
into a measurable implementation plan in connectivity, transparency, and shared powers.
the year under review. We recognised the
need to deepen member value in supporting Environment, Social, and Governance (ESG)
research and thought leadership, scale were identified as one of a group of high
advocacy, and increasingly influencing risks by listed companies. This means taking
national policy. The RMI identified regulatory measures to lower pollution and CO₂ output
compliance capacity-building programmes and reduce waste. It also means having a
and the need to explore differentiated diverse and inclusive workforce, from
approaches to foster regulatory compliance entry-level through to the board of directors.
by member businesses. Extensive networking ESG may be costly and time-consuming
brought about greater access to skills to undertake, but it can also be rewarding
development opportunities. in the future. You will find the RMI and its
Associations active in this space.
What’s not to like about the Retail Motor
Industry Organisation (RMI)?
It is with honour and humility that I present
the RMI annual report. In the year under
review, the RMI again fully delivered on its
mandate. The report highlights the extensive
value-adding activities of an organisation
operating in a South African economy that
is spurting, and stuttering like an engine in a
1940s automobile with a bad spark plug.
by Jeánne Esterhuizen
The efficient and effective leadership by The RMI Board, management, and members
executive management, supported by continued to navigate a rapidly changing world.
the RMI Board, constantly monitored the We faced new global realities. The main drivers
circumstances businesses faced because of change were social and political tensions,
of the pandemic to ensure strategic climate change, the energy crisis, governance,
objectives were aligned with the needs of supply chain disruption, and financial instability.
the subsectors we represent. Pervasive social media platforms exposed
poorly managed companies faster than ever
The RMI continued to prosper and evolve, before. The internet of things also generated
capitalising on the synergies within the large amounts of data translating into a
organisation. Unity of vision birthed new better understanding of human behaviour
strategic objectives and translated them and organisations. Our world is fuelled by
into a measurable implementation plan in connectivity, transparency, and shared powers.
the year under review. We recognised the
need to deepen member value in supporting Environment, Social, and Governance (ESG)
research and thought leadership, scale were identified as one of a group of high
advocacy, and increasingly influencing risks by listed companies. This means taking
national policy. The RMI identified regulatory measures to lower pollution and CO₂ output
compliance capacity-building programmes and reduce waste. It also means having a
and the need to explore differentiated diverse and inclusive workforce, from
approaches to foster regulatory compliance entry-level through to the board of directors.
by member businesses. Extensive networking ESG may be costly and time-consuming
brought about greater access to skills to undertake, but it can also be rewarding
development opportunities. in the future. You will find the RMI and its
Associations active in this space.
