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NQF Level 2

SAQA 24133

NQF Level 4

SAQA 65949

NQF Level 7

SAQA 114913

NQF Level 3

SAQA 24173

NQF Level 5

SAQA 15162

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Building South Africa’s infrastructure
TRAINING

Acquire the mandatory* theoretical and practical CETA Accredited knowledge to design or supervise labour-intensive construction works in accordance with the requirements of the Expanded Public Works Programme. Our vast experience with the Expanded Public Works Programme through Public Bodies across the country as well as project delivery, allows practical exposure to optimized job creation and strict adherence to legislative requirements.

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National Certificate Construction Roadworks

NQF Level 2 and 3

There is a critical need in the construction industry to identify people who are able to conduct the essential operations associated with efficient and safe construction work in at least one of the construction areas of roadworks, structures, drainage and services. Some elective unit standards will allow learners to develop team leader competence.

Our new qualifications of NQF Level 2, 3 and 4 will give learners an opportunity to develop these required skills. It will also give them an opportunity to balance their practical skills with essential knowledge (theory and practical).

Suitable if you:
– Work in a construction context on a site
– Seek recognition for essential skills in construction operations in roadworks

SAQA 24133

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NQF Level 2: NATIONAL CERTIFICATE CONSTRUCTION ROADWORKS

SAQA 24173

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NQF Level 3: NATIONAL CERTIFICATE CONSTRUCTION ROADWORKS

Supervision of Construction Process

NQF Level 4

This unit standards based qualification has been generated to provide further development for learners who have successfully achieved the competencies to perform one or more of the various specialized functions involved in civil engineering construction. It may also serve learners who wish to enter the civil engineering construction industry at supervisory level.

While this qualification is intended to build upon previous learning, it is also intended to provide a foundation for further learning in civil engineering construction management. The qualification will serve to develop a professional pool of first line managers who perform supervisory functions in one or more civil engineering contexts.

It also provides flexibility and mobility/ portability across the construction industry.

Suitable if you:
– Supervise teams and construction processes in a specific engineering context
– Wish to develop themselves as first line managers who perform supervisory functions

SAQA 65949

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NQF Level 4: SUPERVISION OF CONSTRUCTION PROCESS

Labour Intensive Construction

NQF Level 5 and 7

Acquire the mandatory* theoretical and practical CETA Accredited knowledge to design or supervise labour-intensive construction works in accordance with the requirements of the Expanded Public Works Programme. Our vast experience with the Expanded Public Works Programme through Public Bodies across the country as well as project delivery, allows practical exposure to optimised job creation and strict adherence to legislative requirements.

*All service providers appointed by public bodies who undertake EPWP projects, are mandated to have staff who have completed a NQF 5 / NQF 7 unit standard for Labour-Intensive Construction.

 

  • Training at your premises for groups larger than 10
  • Tailored training to suite client specific reporting requirements
  • Skilled facilitators who work with national government on the programme
  • Practical consideration when designing, specifying and managing Labour-Intensive Construction Projects

SAQA 15162

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NQF Level 5: MANAGE LABOUR-INTENSIVE CONSTRUCTION PROJECTS

SAQA 114913

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NQF Level 7: DEVELOP AND PROMOTE LABOUR-INTENSIVE CONSTRUCTION STRATEGIES

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Our Calendar

07sepAll Day11SAQA 114913NQF Level 7 : Online Course 07 Sep - 11 Sep 2026

Growing Beyond My Comfort Zone

By Sarah Collinge Pr Eng | Sector Manager | Digital Engineering

If I had to sum up my story so far, it would be this: a lot of luck, a handful of people who backed me before I’d fully earned it, and a habit of stepping into situations I wasn’t quite ready for. 

I chose engineering almost by accident. I’d always loved maths and art in equal measure and could never pick a lane, plus I left the application process right to the last minute. Architecture felt like the obvious bridge between the two, but my last-minute application didn’t leave enough time for the required portfolio. Engineering was my backup option. I got in, and that was that. 

My first placement was in the Water division - a field I never quite fell in love with. It also happened to be a slow period for infrastructure in the country, so teams weren’t fully stretched. I used the downtime to start exploring automation and computational design, something that had quietly interested me since I joined the industry, working through online courses and using what I’d learned to automate small parts of my own workflows. I requested a transfer to the bridges office but it meant relocating from Jo’burg to ‘Maritzburg and I genuinely couldn’t afford the move at the time. Then, a few months later, the assistant resident engineer on a local bridge project resigned. That opening was pure luck, and it was the door into bridges that I needed.

After my site experience, I didn’t want to lose momentum on the design side, so I moved to ‘Maritzburg - a city where I knew no-one. The only person I’d met previously was Gerrit, the head of the bridges and structures division. I called him up and asked if he would consider viewing an apartment for me because I didn’t have the time to see it myself. He did and I signed the lease unseen. Under Gerrit’s leadership, the team felt less like a group of colleagues and more like a small family - he led with a genuine care for people, not just their technical output, and I attribute a large part of my own growth to him. I followed him to Naidu Consulting two and a half years ago.

Naidu Consulting has an open-minded approach to new ideas that I hadn’t experienced before, and it has given me the space to properly combine engineering and automation - which recently became our Digital Engineering division. It is the first time those two interests of mine have had a real home together and it is easily the achievement I’m proudest of here. Stepping into something that didn’t exist before also means there is no roadmap to measure yourself against, and that’s where imposter syndrome tends to catch up with me. It shows up often and I’ve learnt that’s not unusual in this industry - there’s so much knowledge in the room at any given time, and so many genuinely brilliant people to work alongside, that it’s constantly obvious how much more there is to learn. I’ve had to make peace with the fact that this feeling might just be part of the job rather than something I eventually “solve”.

If I trace it all back, the biggest turning points weren’t plans I’d made – it was the colleague that resigned at just the right moment, a mentor backing me before I’d proven myself or a team taking a risk on an idea I’d presented. That’s what empowerment means to me – being trusted with opportunities before I felt fully ready for them, and having people back me anyway.

It’s tempting, especially early in your career, to measure yourself against everyone around you and assume they’ve got it more figured out than you do. In my experience, they haven’t – they’re probably improvising too. So if there is one thing I’d want other women starting out in the industry to hear, it’s that you don’t need to have it all figured out to grow. Some of the best things that happened in my career were things I stumbled into, not things I planned for, and that uncertainty was never a sign I was doing it wrong. It’s allowed to be part of the process.

Growth Beyond the Job Title

By Thobekile Ngcobo | Engineer: Bridges & Buildings

I joined Naidu Consulting in 2022 as a graduate engineer. Since then, my journey has been shaped by challenging bridge projects, increasing responsibility and opportunities that have encouraged me to grow beyond the purely technical aspects of engineering.

Working within the Bridges and Buildings Division has exposed me to the assessment, design and rehabilitation of infrastructure. One of the defining projects in my career has been the rehabilitation of the fire-damaged Sarnia Road Bridge. The project challenged me technically but also gave me the opportunity to present our work at the International Conference on Concrete Repair, Rehabilitation and Retrofitting. Sharing work to which I had contributed with experienced professionals was a significant step outside my comfort zone and remains one of my proudest career moments.

More recently, presenting on bridge instrumentation for early-warning detection and risk mitigation strengthened my interest in infrastructure that is not only structurally sound, but also resilient and responsive to future challenges.

My journey towards professional registration has provided direction to my development. It has required me to move from completing tasks under guidance to taking greater ownership of engineering decisions, understanding their wider consequences and communicating my reasoning clearly. For me, becoming a Professional Engineer will represent more than achieving a title; it will reflect the competence, judgement and accountability developed through years of practical experience.

Mentorship has been an important part of my growth. The guidance I have received from senior engineers and colleagues has helped me approach technical challenges with greater confidence, understand the responsibility behind engineering decisions and navigate the journey towards professional registration. Their willingness to share their knowledge has shown me that growth is not achieved alone.

As I progress, I want to extend the support I have received to young women entering the profession. Representation matters because seeing women succeed in engineering helps others believe that the profession is open to them too. I hope my journey encourages future engineers to remain curious, seek guidance and confidently pursue opportunities. For me, building a legacy means not only contributing to meaningful infrastructure, but also sharing knowledge and helping create a clearer pathway for the women who follow.

My advice to young women entering the profession is to remain curious, ask questions and accept opportunities that stretch them. You do not need to know everything before stepping forward, because I believe confidence is often built by having the courage to begin.

IMPORTANT UPDATE: Changes to Certification of Training Modules

For additional questions please contact us: training@naiduconsulting.com |  +27 31 265 6007

The Minister of Higher Education, Mr. Buti Manamela, recently announced that South Africa’s post-school education and training system is undergoing major restructuring, with 1 475 pre-2009 SETA legacy qualifications reaching the end of their registration period as government pushes ahead with a broad transition to occupational-based learning (QCTO). The department said the transition is part of a wider effort to improve alignment between education and labour market needs, strengthen accountability in the skills system, and expand workplace-based training opportunities.

The Minister further confirmed that the affected qualifications had reached their registration end date (30 June 2026) as government phases out legacy programmes in favour of occupational qualifications designed to better align with workplace demands. This includes the ND: Management of Civil Engineering Construction Processes. The 2 LIC Unit Standards, Manage LIC Projects (NQF L5) and Develop and Promote LIC Strategies (NQF L7), are part of the qualification. Currently, there are no equivalent LIC programmes registered with the QCTO.

The transition does not invalidate existing qualifications or diminish the value of completed studies .All past achievements will remain valid, recognized and recorded on the National Learners Records Database (NLRD). L

There is a teach-out period that runs until 30 June 2029, allowing learners who were registered on the CETA INDICIUM system, on or before the 30th June 2026, to complete and achieve the unit standard by that date. Learners who have already achieved competence will not be affected by these changes.

While Naidu Consulting remains an Accredited CETA Training Provider, we no longer will be offering the following expired accredited programmes:

  1. Managing Labour Intensive Construction Projects – NQF Level 5, SAQA ID 15162
  2. Develop and Promote Labour Intensive Construction Strategies – NQF Level 7, SAQA ID 114913
  3. Construction Roadworks – NQF Level 2 – SAQA ID 24133
  4. Construction Roadworks – NQF Level 3 – SAQA ID 24173

We will, however, continue to offer the "Supervision of Construction Processes" programme – NQF Level 4, SAQA ID 65949, which has been extended for a further 2 years till 30 June 2028 by the CETA.

South Africa's Labour-Intensive Construction (LIC) training landscape is undergoing significant modernization to support the country's employment creation goals and improve the quality of infrastructure delivery under the Expanded Public Works Programme (EPWP). Recent developments by the Department of Public Works and Infrastructure (DPWI), in partnership with the International Labour Organization (ILO), have introduced updated training materials, improved learning methodologies, and enhanced professional recognition for practitioners involved in labour-intensive construction projects. A central objective of the updated training is to strengthen the practical application of labour-intensive methods in infrastructure delivery. The programme encourages the use of employment-intensive construction approaches wherever technically and economically feasible, supporting job creation while delivering community infrastructure. We will be looking into this.

Potential learners still interested in the acquisition and development of LIC skills and knowledge and their personal and professional development may give us a call (details on top).

Building the Foundations of a Career

By Tarlia Gerald | Project Lead: Pavement Engineering & Construction: Transportation

My career started in 2021 as a Graduate Engineer. Rather than immediately specialising, I took the opportunity to gain exposure to different areas of civil engineering, including geometrics, stormwater management and bulk main services. That experience helped me understand how different disciplines connect and helped me discover where my strengths and interests lay. In 2022, I joined the Pavement Engineering and Construction Division at Naidu Consulting, which quickly became a defining part of my career. Within four months, I was entrusted with my first pavement design project under supervision, and within a year, I progressed into a Project Lead role. That early responsibility taught me that becoming a capable engineer is not just about developing technical knowledge; it is also about learning to make decisions, communicate effectively, manage expectations and take ownership of the outcome.

Growing Beyond My Comfort Zone

One of the biggest changes in my career has been developing the confidence to use my voice. Moving from graduate-level responsibilities into project leadership meant that I could no longer rely solely on the experience of those around me. I had to develop my own judgement and become comfortable making and communicating decisions. Representing Naidu Consulting at professional engagements, contributing to industry discussions and working with senior specialists and stakeholders also pushed me beyond traditional technical work. I have learned that confidence does not mean knowing everything. For me, it means being prepared, asking the right questions, being willing to challenge something when necessary and trusting that my experience gives me a valuable perspective.

Developing Leadership Through Opportunity

My transition into leadership happened quite early in my career, but it has continued to evolve as my responsibilities have grown. As a Project Lead, I learned to manage multiple projects, coordinate multidisciplinary teams and balance technical requirements with programme, client and delivery considerations. Today, leading Naidu Consulting’s Integrated Climate Solutions Unit has broadened my understanding of what leadership can mean. I work across different divisions, helping to embed climate-conscious thinking into planning, design and implementation. It has also given me the opportunity to engage with clients such as SANRAL and the Department of Transport, senior executives, industry specialists and other stakeholders. I have learned that leadership is not about having all the answers; it is about creating space for good ideas, bringing people together and helping others see how their work contributes to something bigger.

Learning, Sharing and Giving Back

Mentorship has become increasingly important to me because I have experienced first-hand how much professional growth can be accelerated when someone is willing to share their knowledge and create an opportunity for you. Santosh Soobryan taught me that being a good engineer means having the ability to identify the details and mistakes that others may overlook. Semeshan Naidoo taught me the fundamentals of pavement engineering and helped shape the way I approach pavement design. Mahendren Manicum taught me the importance of giving my ideas a voice, having the confidence to put them forward and creating space for myself and others to contribute within the industry.

As I have progressed in my career, I have become equally passionate about giving that opportunity to others. Naidu Consulting’s Academy of Excellence provides a meaningful platform for this, focusing not only on technical development but also on professional growth and workplace readiness. I have also had the opportunity to speak to young girls about STEM careers and what it is like to be a female engineer. These experiences have reinforced my belief that sometimes the most powerful thing you can give someone is the confidence to see themselves in a career they may not have previously considered possible. For me, mentorship is not simply about transferring technical knowledge; it is about helping people build confidence, recognise their potential and know that there is a place for them in this profession.

Challenging the Status Quo

My experience in engineering has taught me that breaking barriers is not always about one defining moment; it is often about consistently stepping forward when an opportunity presents itself. My technical work has taken me into areas that are relatively new to traditional engineering practice, including carbon quantification, climate adaptation and sustainable pavement technologies. These experiences have reinforced my belief that being an engineer means being willing to question how things are currently done and look for better, more sustainable ways of delivering infrastructure.

Building a Legacy of Opportunity

For me, inspiring the next generation is closely linked to representation and creating opportunities. I want young women entering engineering to see that there is no single path they have to follow. My advice would be to stay curious, take opportunities that challenge you and not feel that you need to have your entire career mapped out from the start. Build your technical foundation, find people who will challenge and support you, and when you eventually have the opportunity to open a door for someone else, do it.

Growth Beyond the Job Title

By Segakweng Khutlapye | Sector Manager: Construction, Bridges & Buildings

I joined Naidu Consulting in 2023 as a Resident Engineer, coming in with a solid grounding as an Assistant Resident Engineer; managing projects under supervision and learning the discipline of construction oversight and contract administration on the ground. That foundation, paired with generic management studies I pursued alongside my engineering work, carried me into being elected Sector Manager in June 2025. My growth at Naidu has been far more exponential than most, and I remain deeply grateful for the opportunity, granted under leaders who have genuinely poured into my career, taken the time to mentor me through complex contractual and technical decisions, and trusted me with responsibility ahead of where I might have placed myself. I've been privileged to work alongside CEOs, project managers and directors, to run projects worth millions of rand, among them the Kokstad Interchange and Traffic Control Centre, a R590 million SANRAL project on National Route 2 that remains one of the proudest milestones of my career; and to be exposed to different provinces, different project types and different challenges, all of which have shaped who I am as much as any qualification has.

One of the things I value most about this journey is that I haven't allowed myself to be confined to one sphere. Engineering is broad, and I've deliberately moved across it, from structures to water infrastructure, to roads, and now into project management, while concurrently functioning as Sector Manager. Switching between these disciplines keeps me sharp and keeps me fit for the long game. It exposes me to a wide range of influences, the good, that pull me forward, and the not-so-great, that toughen and propel me further still. Either way, I come out more capable than before.

My professional registration has walked alongside that growth, from my first ECSA registration as a Professional Engineering Technologist in 2018 to my second registration as a Professional Technologist in 2023; each one a marker of technical credibility earned, not assumed.

My Masters in Sustainable Urban Planning and Development was a deliberate choice to diversify myself, reading where the world is heading and positioning myself within sustainability engineering, town planning, and urban engineering rather than staying narrowly technical. That decision continues to inform how I approach infrastructure today.

Engineering is a tough environment. It's a technical and contractual jungle that has to be navigated with skill, and it demands strength, fortitude, mental capacity, boundaries, and a voice. Yes, men have predominantly occupied these spaces, and the reality is that you often have to work harder than your average counterpart. But that's the way of the world, and if we limit ourselves by how the world is currently shaped, we stop being pioneers. Women are strong. Women are capable. Women are intelligent. They are masters at reading environments and adapting. There's no need to prove yourself when your work, character and integrity speak for themselves. Greatness does not need to defend itself and truth always prevails.

Granted that you will face opposition. You will face challenges that stretch beyond what feels like your capacity to bear. Some of those challenges have brought me close to breaking, but every single one has turned out to be more of a growth journey than a setback, and each has left me discovering that I am stronger than I knew. That's exactly where solutions are found, where innovation happens, and where real growth takes root, especially under the right environment, leadership and guidance.

My advice to young women entering this space: growth doesn't look linear, and it shouldn't have to. Believe in something beyond the job. Build your own stance, your own personality, your own framework for life outside of work. You are what contributes to the work, not the other way around. It's part of your life, not your entire life, and you are defined by so much more than your title. For me, what grounds and motivates me beyond every opportunity I've been given is family, people, and above all, God. Life is meant to be lived and every so often we have the privilege to express it through our careers!

To me, empowerment isn't being handed a seat at the table; it's walking into the room already knowing your identity, your personhood realized through your work and output has earned you the right to be there, and choosing to hold the door open for the next woman behind you.

Integrity, Trust & Sustainability

What it means

Ethical conduct, honesty, environmental responsibility. Transparency, good governance. We are committed to the truth, to honesty and integrity in all things, amongst ourselves and with our clients. Open Communication. Trust is foundational in leadership.

How We Should Act

We trust every person at Naidu Consulting to do the right thing, no matter what. Practice transparency, adhere to ethical codes, engage in sustainable practices. Use resources responsibly and efficiently, aiming to reduce waste and minimize your carbon footprint. Prioritise trust; be reliable; consistently deliver on your responsibilities and promises. Always mindful of our ESG Ambition.

Embracing a Culture of Collaboration

What it means

Personal development, autonomy, inclusivity. We believe in self-management, accountability, empowering ourselves and our colleagues.

How We Should Act

Encourage personal growth, mentorship, respect diverse choices. Take initiative, accept responsibility. We push the boundaries of excellence. Demonstrate professionalism.

Innovation & Adaptation

What it means

Purpose, Progression Growth. Embracing change, creative problem-solving, staying ahead in our industry.

How We Should Act

Invest in learning, be open to new ideas, adopt a growth mindset. Self Actualisation. Performance with purpose.

Resilience

What it means

Overcoming challenges, perseverance, emotional well-being. We support each other, learn together, we live together, we laugh together- we’re in this together.

How We Should Act

Embrace challenges, maintain a positive mindset, learn from adversity. We show warmth, friendship, mutual respect and support to each other

Embracing a Culture of Collaboration

What it means

Teamwork, diverse viewpoints, collective goal
achievement. We embrace Diversity, Equity and Inclusion.

How We Should Act

Transparent communication, celebration of
collective success, supportive leadership. We celebrate difference and
diversity. Sense of community. Stronger together.