By Nosiyabonga Mgudlwa Mongane, Chief Quantity Surveyor
For years, the South African construction industry has defined its success through hard infrastructure, the kilometres of new roads, the tonnage of steel, and the height of our high-rise buildings. These achievements are remarkable, and we must continue to celebrate them.
Yet, as I reflect on last year’s accomplishments, one is reminded that the greatest challenge, and the greatest opportunity, facing the quantity surveying profession is not built from concrete or steel. It is human. We are losing experienced professionals at a faster rate than we are developing new, diverse talent to replace them.
As we step into 2026, we must broaden our definition of transformation. Transformation is not a compliance exercise or a points-driven mechanism. It is our survival strategy. It requires us to build strong, diverse, ethically grounded professionals who form the “human infrastructure” that will sustain our industry for generations to come.
We are witnessing a steady outflow of seasoned professionals through emigration and retirement. The loss is not only numerical, but it is also deeply intellectual. Ours is a complex infrastructure environment. When institutional knowledge leaves, it takes with it insights and wisdom that cannot be replaced by textbooks or software. If we do not bridge this gap, our ability to deliver on ambitious national infrastructure plans becomes compromised. Without a strong human foundation, even the most promising infrastructure programs become vulnerable.
If there is one call to action for 2026, it is mentorship—intentional, structured, and sustained. Our young professionals do not simply need supervisors; they need champions who will walk with them, guide them, and prepare them for ethical and technical leadership. As quantity surveyors, we are custodians of value for money within the construction industry. Ethical leadership is therefore not optional; it is foundational. We must mentor the next generation not only in technical competence but also in courage, integrity, and ethical resilience. Today’s environment demands that we go beyond hard skills and invest equally in the soft skills that shape effective, principled leaders.
Our industry must also deepen collaboration with universities. Exposure to real project environments and the integration of emerging technologies are essential. When industry and academia work hand in hand, we produce graduates who are not only work-ready but also future-ready.
As I reflect on my own journey, shaped by mentors and leaders who believed in my potential, I am reminded that no one rises alone. My journey is a testament to what becomes possible when human potential is nurtured.
In conclusion, for 2026 and beyond, if every quantity surveying firm and every leader commits to building our “Human Infrastructure,” we will strengthen our profession and create generational change. This is how we honour those who built before us and empower those who will build after us.
