Background

Transnet SOC Ltd is South Africa’s state-owned freight transport and logistics company, responsible for managing and operating the country’s rail, port, and pipeline infrastructure. As a critical enabler of economic development, Transnet plays a pivotal role in supporting trade, industrialisation, and regional integration. In response to an evolving operating environment marked by increased financial pressures, customer demands, and the imperative for operational efficiency,

In 2020, Transnet embarked on a comprehensive strategic repositioning process. This transformation entailed a revised operating model underpinned by three core priorities: financial sustainability, customer centricity, and operational excellence.

Recognising that structural and strategic change must be supported by aligned culture and leadership behaviours, Transnet initiated a large-scale organisational culture and change programme.

A key condition for repositioning the organisation was to determine the appropriate organisational culture that would enable the strategy to be implemented. Reliable and scientific data were required to inform, design, and implement the culture change process.

Role of Laetoli

Laetoli provided organisation-wide change management support to Transnet over four years. This included work at Head Office as well as across all seven operating divisions. Laetoli’s role encompassed:

• Development of a Transnet-specific Agile Change Management Toolkit
• Change Management Training for:
  • Change Managers
  • Line Managers
  • Change Agents and Project Managers
• Design and facilitation of large-scale, high-participation Employee Value Proposition (EVP) dialogues
• Implementation of a Culture and Engagement Survey across Transnet’s workforce of approximately 53,000 employees

Employee Engagement and Culture Survey

The Employee Engagement and Culture Survey, conducted, was a cornerstone of the culture transformation initiative. A total of 12,727 managers and employees participated in the survey over six weeks, yielding a 22.65% response rate. The sample size was statistically robust, allowing for scientifically valid conclusions regarding organisational culture and engagement.

The survey was designed to be administered using both digital and paper-based techniques, ensuring accessibility across various occupational levels and geographies. The primary objectives of the study were to: 

1. Establish a baseline on Transnet’s people landscape after a two-year gap in survey administration
2. Determine the relationship between culture, engagement, and organisational performance to foster leadership awareness and behavioural change
3. Provide occupational-level insights to identify where the main people challenges were concentrated
4. Create a baseline to track the impact of future culture change interventions
5. Provide engagement insights from a change management perspective to shape leadership and employee behaviours aligned with the ideal Transnet culture

Following the survey, Laetoli equipped internal Change Managers to interpret and cascade results to business units. The survey outputs were used to inform strategic change management initiatives and to strengthen alignment between culture and strategic imperatives.

Engagement and Culture Survey Results and Organisational Performance

An innovative aspect of Laetoli’s approach to this particular survey was to investigate the correlation between engagement scores and Organisational Performance, including financial performance indicators (Revenue and EBITDA), as well as performance indicators and Safety metrics (disabling injuries and disabling injury frequency rate). There were positive correlations on organisational performance and dimensions such as Performance Recognition, Job Commitment and Leadership and Ethics.

EVP Launch: The iBelong Experience

One of the most innovative components of Laetoli’s engagement strategy was the nationwide launch of Transnet’s iBelong Employee Value Proposition (EVP). These events were designed as highly engaging, large-scale participative experiences, often involving 250 or more employees per session. The launch campaign incorporated interactive tools, such as the iBelong Board Game, which employed a gamified approach to create awareness and excitement around EVP themes. The approach was not only informative but also fostered emotional connection and pride in being part of Transnet’s evolving

Outcomes and Impact

• Over 12,000 employees engaged in the Culture and Engagement Survey
• Internal Change Managers were capacitated to localise feedback and drive action
• Large-scale EVP engagements built widespread awareness and ownership
• Change capacity built across Transnet through formal training and toolkit dissemination
• Foundational culture insights supported the repositioning of Transnet’s operating model

Transnet formally acknowledged Laetoli’s work. In a reference letter, the former head of Transformation endorsed Laetoli’s contributions, highlighting the quality of survey design, change enablement, and culture facilitation.