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We needed to revive the core values and the core capabilities that had built the group in the first 80 years of its existence.This required a tough approach to removing the negative values that had taken root.We defined what we meant by the construction economy, and by plotting the macro economic potential of gross domestic product and gross fixed capital formation, we could establish a progression for the construction industry and work out how each of the businesses in Murray & Roberts could access the different elements of the construction economy.This focus did not limit us to building and civil engineering but allowed us to invest in and service infrastructure, and to incorporate our construction materials businesses into a proper model that differentiated Murray & Roberts.

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There was a high rate of leadership turnover and limited strategic direction.In 1984, Sanlam became its principle shareholder and a strategy to transform the company into an industrial conglomerate was implemented.