Despite difficult market conditions in South Africa’s construction sector, Concor has never shied away from its commitment to social and economic transformation, which includes the strengthening of small businesses in areas where the company has projects underway.

According to Sheldon Mayet, Senior Transformation Manager at Concor, the procurement, skills development and recruitment process are valuable ways through which the company can empower small businesses in the communities where it works. This is particularly important in and around the country’s smaller towns, where business opportunities are more limited.

“When we embark upon any project through or near a town, we always engage with local communities and businesses, firstly to inform them who we are and then to provide them with information about selected project requirements and opportunities which are available to them during the construction phase,” says Mayet.

“In fact, the whole procurement process is carefully planned and managed, not only to give small businesses fair access to work but also to grow them with the relevant skills so they can become more viable in the long run.”

Among the first steps in each of these projects is for Concor to engage intensely with local structures of government and community members, to understand more about the area where the project will be located, he explains. This paves the way for compiling a database of skills availability, local businesses and for Concor to understand the dynamics of the community to ensure the company develops a trust relationship which is critical to the success of the project.

“In addition to the small businesses from which we procure, we also draw our general workers for each project from the area we work in,” he says. “We talk to representatives from the nearby towns and villages to ensure that there is an equitable distribution of opportunities, while we also seek out the best available skills.”

At the same time, there is usually the need for work site training – such as health and safety, first aid and induction – which to a certain extent upskills these workers and makes them more employable when they seek their next jobs.

In balancing its social contribution with its professional reputation and workmanship, Concor must ensure that the quality of its project deliverables is in no way compromised. Mayet highlights how the company focuses on the close and systematic supervision of all subcontractors, through its permanent team of experienced site managers, foremen and artisans.

“Supervision is in fact an important aspect of the mentoring that we provide to small businesses who partner with us,” he says. “We help them to hone their construction-related skills, so they can participate more competitively in their markets.”

An important building block of any business in the construction sector, for instance, is its grading with the Construction Industry Development Board (CIDB). As a business moves up the nine CIDB grading levels, it can tender for projects of increasing value. Vital to any business’s progress to the next grade is its ability to improve its track record of actual projects competed.

“We work constructively with emerging subcontractors to improve their profitability, systems and expertise, and to successfully complete their scope of work with us,” he says. “They are often able to achieve a better grading on the strength of our collaboration.”

Mayet emphasises the challenging but positive role of the Community Liaison Officer on each of its projects. The CLO is a community-based person appointed by Concor to help ensure that the company and community can work together and meet their common goals.

“On every project, we upskill people and allow small businesses to gain more experience – which are the basic steps toward economic transformation,” he concludes.