Farewell to a bus and coach legend

Bazil Govender, SABOA’s executive manager, is leaving the association at the end of April. CHARLEEN CLARKE caught up with him one last time prior to his departure…

FOCUS was appointed as SABOA’s official magazine just over a year ago. Since then, we’ve worked with Bazil on an almost daily basis. His commitment to the bus and coach industry was evident from the start, as were his incredible patience and tenacity when dealing with the many government officials and departments with which he interacted. But we wanted to find out more about his career and achievements thus far…

FOCUS: Please give us a brief rundown on your career prior to your joining SABOA.

Bazil Govender: Prior to joining SABOA, I had already worked in the transport and logistics sector for well over three decades. My experience spans various areas, including operations, marketing, customer service, administration, and general management.

I have worked with a variety of companies in the sector, from startups to established brands, and have gained valuable insights into the challenges and opportunities facing the industry. This has allowed me to progress to an executive level, with the ability to engage from the shop floor, through the boardrooms to the hallways of government.

Why did you decide to join SABOA?

I was drawn to its mission of advancing the interests of the bus and coach industry in South Africa. I saw an opportunity to use my skills and experience – gained over 14 years in the sector – to make a positive impact and contribute to the growth and sustainability of the sector.

It was also the turn of a decade and, given the decades-long uncertainty endured by the industry, I embraced this as a challenge to be part of the solution in transforming and transitioning the industry.

Given the credo of being the voice of the bus and coach industry, I also firmly believed there needed to be a face to the voice, enhancing the belief that the association would reposition itself and subscribe to developing solutions for both macro and micro transport-related challenges.  

What did you hope to achieve at SABOA?

At SABOA, my main goal was to work collaboratively with the team and stakeholders to develop strategies that would address the industry’s challenges – such as safety, regulatory compliance, sustainability, policy certainty, and transformation – whilst modernising the association and its image. I also hoped to build and solidify strong relationships with members and other industry players to foster collaboration and knowledge sharing.

Have you achieved those things?

It is important to note that whilst this is a critical and influential portfolio, progress and success cannot and will not be achieved in isolation. It requires knitting together a range of stakeholder interests and also strategically managing competing ideologies and common purposes. That was perhaps the most challenging aspect of the tenure, but on reflection I can safely say that the momentum has been created for positive and ongoing engagements.  

Yes, I am proud to say that we have achieved significant progress in advancing (and managing) the cohesive approach of the industry and its members towards matters affecting and influencing the industry.

We have also managed to keep the narratives alive through the difficult period of Covid, as well as post-Covid, achieving significant progress in advancing the interests of the bus and coach industry in South Africa. 

On a personal note, I believe the creation of authentic identities for the sub-sectors within the industry has raised the profile and awareness of the scholar learner, tour charter, cross-border, inter-city, and long-distance operators, as well as the SMME operators and stakeholders, together with the deep and extended value and supply chain. These sub-sector entities now have formal platforms and communication channels to bring sector-specific issues to the fore.

A more collaborative approach with labour and the Bargaining Forum has also elevated the role SABOA can play within that collective bargaining space. This is important for critical information sharing.

Our collaborations with government agencies, industry associations, and other stakeholders to drive positive change and advocate for policies and regulations that support the industry’s growth have created a strong foundation for the industry to transition.

Lastly, in my view, the biggest contribution has been the transparent communications processes and the accessibility to information, which would rank as the top achievement. The industry stakeholders are now in a “knowing” position on just about all matters of public transport related to the bus and coach industry.