SAVRALA CEO Survey – 2026

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Dear CEO or Senior Leader,

The SAVRALA National Executive Committee (NEC) invites you to participate in this strategic survey to help shape SAVRALA’s 2026 priorities.

Your input will directly inform the NEC’s Planning Meeting in January and the final priorities presented at the 2026 CEOs Meeting.

Estimated time: 5–10 minutes
Confidentiality: All responses will be anonymized and aggregated.

Your insights are critical to ensuring SAVRALA remains relevant, proactive, and effective in representing the industry.
Please complete the survey by Friday, 12 December 2025.

Thank you for your leadership and contribution.

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SECTION 1 Satisfaction & Association Value
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SECTION 2 Strategic Priorities for 2026
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SECTION 3 Strategic Input from CEOs
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SECTION 4 Market & Industry Outlook (2026)
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How satisfied are you with SAVRALA’s current strategic direction and performance?
How effective is SAVRALA in delivering value across advocacy, data, networking, and member support?
Which SAVRALA function provides the most value to your organisation, and which needs the most improvement?
On a scale of 0–10, how likely are you to recommend SAVRALA membership to other industry leaders? (0 = Not at all likely, 10 = Extremely likely)
Value :
Please explain your rating (e.g., what influenced your score, areas of concern or satisfaction).
How does SAVRALA compare to other industry associations in terms of value delivered?

Please rate the importance of each area on a scale of 1 (Least Important) to 5 (Most Important). Then select your Top 3 priorities for 2026.

A. Market Insights & Data

  • Improve data quality; provide legal clarity on data sharing; deliver quarterly bulletins and insights.
  • Include AI developments in the industry.
  • Consider Electric Vehicle impact (acquisition pricing and maintenance implications).
1 (Least Important) to 5 (Most Important).
Value :

B. Networking & Industry Collaboration

  • Enhance MOTY profile; improve dealer engagement (subject to constitution changes); strengthen OEM and stakeholder forums.
  • Should SAVRALA expand engagement to truck manufacturers and the trucking segment?
1 (Least Important) to 5 (Most Important).
Value :

C. Advocacy & Government Engagement

  • Drive AARTO awareness; engage on ACSA tenders and concession issues; influence policy and compliance advocacy.
1 (Least Important) to 5 (Most Important).
Value :

D. Governance & Association Value

  • Revitalise committees; strengthen PR and communications; improve website and member communication; ensure financial sustainability; modernise the constitution.
1 (Least Important) to 5 (Most Important).
Value :

E. Education & Skills Development

  • Deliver high-value training programmes; improve participation; introduce new leadership and technical skills modules.
  • Please rate the value and effectiveness of current training programmes. Do you see measurable results? Should industry promote these more?
1 (Least Important) to 5 (Most Important).
Value :
Which projects or initiatives should SAVRALA prioritise or accelerate in 2026?
Are there any current NEC projects that should be paused, revised, or discontinued?
What new opportunities should SAVRALA explore (e.g., partnerships, technology, ESG)?
What future trends or disruptive forces do you foresee impacting the industry (e.g., EV adoption, AI developments, subscription models)?

Growth Prospects
How do you view growth prospects for 2026?

Which trends (EVs, AI developments, digital platforms, mobility subscriptions etc.) will have the biggest impact on the industry?
What are the biggest opportunities and risks for the industry in 2026?