DEKAT DIGITAL 2019 - 2020

UPS… AND DOWNS
But it certainly hasn’t always been plain sailing, Witbooi concedes. From a global perspective, the ‘accelerator
issue’ in the USA will most likely be remembered as a bad, near-fatal glitch.
“Just three months after being appointed president and CEO of TMC in 2009, Akio Toyoda began his term
in office having to face the so-called ‘accelerator scandal’. In an event that almost brought the company to its
knees, accelerator pedals of some Toyota models in the US were reportedly sticking, at times trapping drivers in
out-of-control vehicles that would eventually crash. However, after huge recall campaigns, court cases, heartfelt
apologies and investigations, it transpired that incorrectly fitted floor mats were to blame for the acceleratorrelated
incidents,” Witbooi explains.
“The key lesson for Toyota across the globe was that every vehicle part, no matter how insignificant it may seem,
has to function optimally and that standardisation was key when it came to vehicle fitments.”
Locally, and going back to the 90s, the infamous 49-day strike in 1992 also caused the company a serious
hiccup, as it severely curtailed its ability to meet the strong demand for products. As a result, the after-tax income
for the year saw a decrease of 49,5% compared to the 1991 figure. Once the strike ended, however, it was
business as usual.
“TSAM is a learning organisation, and we are truly grateful for the manner in which our executive managements
have fared over the years, particularly in difficult situations. We are an organisation that has been able to renew
itself and have been agile enough to adapt in very challenging and turbulent times,” he points out.
EXPORTS
Toyota already has a strong foothold in Africa as it is the biggest seller of vehicles on the continent, Witbooi adds.
“We are looking at strengthening our business in Africa through becoming the regional hub for the continent. As
TSAM, we export to 42 countries on the continent and despite the substantial decline in Africa, 2017 was the
bottom of the curve and 2018 showed an increase. Orders for 2019 also indicate growth.”
EMPLOYEES
Just as passionate as Toyota SA is about satisfying customers through service excellence, the company believes that
a content and motivated workforce has a higher probability of making significant contributions to the organisation,
Witbooi stresses.
“It is for this reason that the organisation invests in various engagement measures with its staff. Employee
engagement scores on various cultural and operational aspects are closely analysed to determine necessary
organisational modifications. This is an ongoing process and is founded on the kaizen spirit of continuous
improvement. Communication is also key at TSAM and takes place across various platforms.
“Our latest platform is called T-Talk and it is a cellphone SMS system that allows every employee to engage with
management and vice versa. We also have Team Brief meetings at the beginning of each year, in both Joburg
and Durban, when our TSAM management review the previous year as well as share the organisation’s vision and
targets for the new year. Team Brief meetings are attended by all staff.”
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