Civil Engineering December 2021 | Vol 29 No 11

On the cover “I t is true that we did not have a transformation department, a transformation manager or a transformation policy. However, that does not mean that SANRAL was not pursuing transformation. It was just not pursuing it in a structured manner,” said Macozoma, who has a long history of involvement in the transport and related industries. He stepped down as CEO of SANRAL at the end of November 2021. CHAMPION OF TRANSFORMATION Macozoma was indeed the champion of transformation at SANRAL. “The biggest challenge has been the company taking ownership of the transformation project, so that they are responsible for implementation, as op- posed to the CEO or the transformation department,” said Macozoma, adding that under his watch, SANRAL had done particularly well in the area of skills development. “There is a healthy scholarship programme in high schools that is used to target mathematics and science students, giving them a chance to go to university. There’s a successful bursary scheme that was launched in universities, with the intention of generating a pipeline of engineering skills for SANRAL. “We have the Technical Excellence Academy, where we take the graduates Meaningful transformation changes lives where it matters most When Skhumbuzo Macozoma was appointed as CEO of the South African National Roads Agency SOC Limited (SANRAL) in 2016, there was no transformation policy or department. Five years later, SANRAL has a unit with branches in all their regional offices, making input into internal transformation and playing a role in transformation of the industry, along with other SOEs. 6 December 2021  Civil Engineering Skhumbuzo Macozoma stepped down as CEO of SANRAL at the end of November 2021 The Hammarsdale Interchange on the N3 in KwaZulu-Natal