Q & A VEA ROAD MAINTENANCE AND CIVILS
You’ re often operating in areas where infrastructure is failing or long neglected. What are the general realities you face on the ground that shape how you work and lead?
Working in neglected or rural areas teaches you humility. It’ s not just about construction; it is about compassion and accountability. You quickly realise that you are entering environments where hope has often faded. Roads are not just roads; they are lifelines that connect people to opportunity, healthcare, and education. The frustration we sometimes face on-site stems from decades of disappointment. Communities have seen many projects begin with promise and end without delivery. Our work reminds us daily that infrastructure is more than a technical outcome. It is a social contract, a commitment to restore faith that delivery is still possible in South Africa.
There’ s a lot of talk about SMME inclusion in construction. What, in your view, separates box-ticking subcontracting from meaningful partnership?
Transformation is not a policy; it is a practice. Too many companies see SMME inclusion as a compliance exercise to satisfy regulations. At VEA Roads, it is a core value embedded in how we work. Every project we deliver has a mentorship plan for local subcontractors. We don’ t just outsource; we train, equip, and empower. From the very first engagement we spend time understanding the strengths and gaps of each small business. We help them improve their pricing models, understand financial management, ensure compliance, and adopt safety and quality standards that will sustain them long after our project ends. This hands-on mentorship allows many of our subcontractors to progress from CIDB Grade 1CE to 3CE or higher.
Meaningful partnership is when a subcontractor no longer needs us to survive. When they start winning work independently, employing more people, and contributing to local economies, we know we have achieved true transformation. Empowered suppliers are not just contributors to our projects; they are future builders of the country’ s infrastructure landscape.
What were some of the tougher calls along the way that have shaped how and where you’ ve chosen to expand?
We prioritised strengthening our systems before chasing scale. We invested in building a strong management team, improving SHEQ compliance, and setting up efficient reporting and procurement systems. Instead of chasing quantity, we focused on projects we could execute with excellence. This discipline has been the foundation of our reputation. Being a Black, women-led company in a male-dominated industry also meant proving ourselves repeatedly. We knew we had to deliver at the highest standard every time to earn credibility. That resilience has paid off. Today, VEA Roads operates in eight provinces and holds a CIDB 9CE PE grading, one of the highest in the industry. Every milestone has been earned through consistency and focus, not shortcuts.
What does the term“ impact” mean to you, and where do you think the industry is getting it wrong?
“ Impact” is one of those words that get thrown around a lot, but for us it carries real meaning. It’ s not about media headlines or numbers on a report; it is about people. True impact can be seen and felt. It is in the young woman who started as a general worker and is now a site supervisor, or in the local entrepreneurs who have grown from small subcontractors to sustainable businesses. It is in the children who no longer have to navigate dangerous gravel roads to get to school. For us, impact is a legacy, not a metric. It is what remains when the contracts end and the headlines fade. That is why we measure both performance and purpose in everything we do.
What does the future hold for VEA Road Maintenance and Civils?
Our future is about sustainable growth, innovation, and empowerment. We are building on the strong foundation we’ ve created and expanding our influence responsibly. The next chapter for VEA Roads focuses on two major goals: developing internal capacity and deepening transformation. We are launching the Women in Construction Incubator, which will support 100 women-owned construction businesses in 2026 through mentorship, funding access, and technical training. We want to see more women not only working in construction, but leading it.
We ' re also investing in digital transformation to modernise our operations. These systems will allow us to deliver more projects at scale while maintaining quality and compliance. Beyond business growth, we want to ensure continuity. Ultimately, every road we build must pave a path for someone else’ s rise. That is how we will continue to measure success not just by what we construct, but by the opportunities we create and the promising futures we help to shape. ■
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