The project was focussed on forecourt sales turnover. A pilot programme was undertaken in Pretoria with 4 sites varying in size and complexity. The success of the intervention led to the expansion of the programme nationally with over 200 sites.

The key issue was to develop a sustainable process that could be readily understood by the forecourt staff and progressively managed by them without external intervention

Simple financial models were developed and a training process implemented with the staff. The basis of understanding was driven from the money flow concept. Therefore even though many of the staff were illiterate / semiliterate they were able with focussed training to understand the garage forecourt as a business not just a place to work.

The involvement led to high levels of motivation and the concept of “employee ownership” began to evolve.

The approach of “recognition and reward” followed and incentives were triggered based on improvement targets.

Read the testimonial here