Mentorship Programmes

Just as a small seedling needs incubation in order to grow and thrive to a fully fledged plant, SMME’s need the same care, commitment and “incubation” to thrive and reach their full potential. SCI started with 7 incubatees in 2006 and to date has supported 215 clients throughout its branch network.

As of the end of 2012, a total turnover of R115M was achieved as well as 683 direct jobs and 2789 indirect work opportunities were created. Just like any other Contractor Development Programme, SCI attempts to address the challenges faced by emerging contractors by providing development support and creating an enabling environment necessary for growth. SCI provides a clear pathway for growth as well as opportunities for SMME’s to plan their business development beyond the initial three year incubation period. We aim to assist and mentor contractors to achieve at least one financial level above their entry point on the CIBD register for a period of three years, by which time they should graduate and be able to operate competitively in the open market.

The mentorship model includes providing guidance to and facilitating the incubatees, who are selected through clear criteria for inclusion into the programme, to achieve financial and operational efficiency and success.


The program was developed around specific processes that can be found in any construction business:

When the contractor wishes to acquire work in the form of contracts they need to be priced correctly, with clear profit margins, and all expenses to be recoverable ensuring a profitable business and clear financial formula for success.

After securing or being awarded the contract, there is a contractual period in which the contractor has to prepare for occupation or possession of the site.

Processes that are specifically the domain of the company directorship or management need to be properly and professionally managed.These necessary administrative functions are sometimes used as a measurement of capability by the attending professional consultant on the project. Correct, clear and concise understanding can ensure a pathway to recommendation for future and current projects.

Interaction with the Site Foreman is essential in ensuring that the information and skill requirements are thoroughly understood by all role players in the transfer process. Stronger Site Supervision allows the contractor’s management team a certain amount of independence and autonomy, thereby creating opportunities.