Imiesa November December 2017 by 3S Media

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IMESA The official magazine of the Institute of Municipal Engineering of Southern Africa

INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY

AMMANN

The rise of Apollo

Prestigious Projects

Unlocking clean energy

Municipal Focus Tshwane’s pursuit of excellence

IN THE HOT SEAT Stainless steel presents higher installation costs, but ultimately offers a longer lifespan and reduced maintenance costs.” John Tarboton Executive Director, Sassda ISSN 0257 1978

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IMESA The official magazine of the Institute of Municipal Engineering of Southern Africa

VOLUME 40 NO. 11 NOV/DEC 2017

INSIDE

INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY

AMMANN

The rise of Apollo

Prestigious Projects

Municipal Focus

Unlocking clean energy

Tshwane’s pursuit of excellence

IN THE HOT SEAT Stainless steel presents higher installation costs, but ultimately offers a longer lifespan and reduced maintenance costs.” John Tarboton Executive Director, Sassda ISSN 0257 1978

V o l u m e 4 2 N o . 1 0 • N o v / D e c 2 0 1 7 • R 5 0 . 0 0 ( i n c l . VAT )

Cost-effective, mechanised solutions for building and maintaining South Africa’s road network are a priority, but budgets are constrained and project margins are becoming leaner. This makes equipment selection an overriding consideration, especially for SMME contractors, and Apollo’s solutions make real business sense here. P6

Regulars Editor’s comment President’s comment Africa round-up Index to advertisers

1 5 9 60

The rise of Apollo

Hot Seat

IN THE

HOT SEAT Globally, as much as 35% of all treated water is lost to leaking piping systems, with South African levels reaching as high as 60%. IMIESA talks to John Tarboton, executive director of the Southern Africa Stainless Steel Development Association, about the role stainless steel has to play in addressing South Africa’s water challenges. P10

PRESTIGIOUS PROJECTS Clean energy for L'Ormarins

Water & Wastewater Groundwater desalination for Leeu Gamka

SAFCEC Conference Africa's cities of the future The road ahead

34 35

Roads & Bridges Orange River crossing expanded Diverting the Orange River Clear line of sight

36 37 39

Health & Safety

Cover Story

Save water, go stainless

Professional safety registration is non-negotiable

Drones 10

Joining the swarm

Municipal Focus | Tshwane

Sustainable Infrastructure

Powering the future 12 Water: Tshwane’s greatest challenge 15 Smart water and sanitation management 19

Building green A world-class sustainable city

Project Management

Managing fleet age and structure 49 Komatsu grader fleet heads to KZN 50 Accolades from Powerscreen 53

Transformational leadership is evolving

Prestigious Projects Hydro expansion at Kariba SA’s first hardfill dam Clean energy for L'Ormarins

45 46

Transport, Logistics, Vehicles & Equipment

Cement & Concrete 23 26 30

HEALTH & SAFETY Professional safety registration is non-negotiable

Advancements in remote screening 55 Pollution and concrete roads 56 Culverts for Boatle Road 58

CEMENT & CONCRETE Pollution and concrete roads

Africa’s most respected motor grader brand, Mitsubishi, has changed ownership and is being sold under the new name HIDROMEK. While the name may have changed, HIDROMEK motor graders are still manufactured in the same factory and can still be banked on for power, efficiency and comfort.

Power

Efficiency

Comfort

Still Tough Inside and out

Distribution and Product Support

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Website: www.elbequipment.com

EDITOR’S COMMENT PUBLISHER Elizabeth Shorten MANAGING EDITOR Alastair Currie SENIOR JOURNALIST Danielle Petterson JOURNALIST Liesl Frankson HEAD OF DESIGN Beren Bauermeister CHIEF SUB-EDITOR Tristan Snijders SUB-EDITOR Morgan Carter CONTRIBUTORS Gavin Clunnie, Erik Loubser, Gisela Kirsten, Erick Underhill, Nigel Webb CLIENT SERVICE & PRODUCTION MANAGER Antois-Leigh Botma PRODUCTION COORDINATOR Zenobia Daniels FINANCIAL DIRECTOR Andrew Lobban DISTRIBUTION MANAGER Nomsa Masina DISTRIBUTION COORDINATOR Asha Pursotham SUBSCRIPTIONS subs@3smedia.co.za PRINTERS United Litho Johannesburg +27 (0)11 402 0571 ___________________________________________________

he Medium-term Budget Policy Statement (MTBPS) speech delivered by Minister of Finance Malusi Gigaba in October 2017 provides a clearer indication of what the economy and construction industry can expect going into 2018. It’s a battle plan that has a lot of merit, but will only work with full buy-in from the international investment community and our local private sector. Over the next three years, around R948 billion remains committed for infrastructure investment, which represents approximately 5.9% of GDP over this period. So that’s good news. The bulk of infrastructure spend, some R409 billion, will be driven by state-owned enterprises. In turn, provincial governments plan to spend R208 billion, while municipalities are expected to invest around R197 billion. A further R44 billion has been earmarked by the education sector for new facilities, as well as maintenance. Government is addressing the obstacles that inhibit infrastructure roll-outs. That’s especially important at a time when confidence levels are at an all-time low and profit margins are heading into negative territory. Speaking at the South African Forum of Civil Engineering Contractors conference in October, Jeff Radebe, Minister in the Presidency for Planning, Monitoring, Evaluation and Administration, said government accepts that there are inadequacies in terms of public delivery. However, steps are being taken to strengthen the planning and implementation capacity of all relevant departments to ensure the efficient execution of major projects. In the meantime, the way forward won’t be an easy one, but investment in infrastructure is definitely a catalyst that will help transform South Africa’s microand macroeconomic landscape. It might even save it. In the process, much-needed employment and, even more importantly, sustainable skills transfer will take place. The Construction Education and Training Authority recently stated that one of its mandates is to grow the artisan pool. That makes sense, since learning a trade is a great way to eventually enter the SMME segment.

ADVERTISING SALES Jenny Miller Tel: +27 (0)11 467 6223 Email: jennymiller@lantic.net ___________________________________________________

No. 9, 3rd Avenue, Rivonia 2056 PUBLISHER: PO Box 92026, Norwood 2117 Tel: +27 (0)11 233 2600 Fax: +27 (0)11 234 7274/5 www.3smedia.co.za ANNUAL SUBSCRIPTION: R550.00 (INCL VAT) ISSN 0257 1978 IMIESA, Inst.MUNIC. ENG. S. AFR. © Copyright 2017. All rights reserved. ___________________________________________________ IMESA CONTACTS HEAD OFFICE: Manager: Ingrid Botton P.O. Box 2190, Westville, 3630 Tel: +27 (0)31 266 3263 Fax: +27 (0)31 266 5094 Email: admin@imesa.org.za Website: www.imesa.org.za BORDER Secretary: Celeste Vosloo Tel: +27 (0)43 705 2433 Fax: +27 (0)43 743 5266 Email: celestev@buffalocity.gov.za EASTERN CAPE Secretary: Susan Canestra Tel: +27 (0)41 585 4142 ext. 7 Fax: +27 (0)41 585 1066 Email: imesaec@imesa.org.za KWAZULU-NATAL Secretary: Ingrid Botton Tel: +27 (0)31 266 3263 Fax:+27 (0)31 266 5094 Email: imesakzn@imesa.org.za NORTHERN PROVINCE Secretary: Rona Fourie Tel: +27 (0)82 742 6364 Fax: +27 (0)86 634 5644 Email: np@imesa.org.za SOUTHERN CAPE KAROO Secretary: Henrietta Olivier Tel: +27 (0)79 390 7536 Fax: +27 (0)86 629 7490 Email: imesasck@imesa.org.za WESTERN CAPE Secretary: Michelle Ackerman Tel: +27 (0)21 444 7114 Email: imesawc@imesa.org.za FREE STATE & NORTHERN CAPE Secretary: Wilma Van Der Walt Tel: +27 (0)83 457 4362 Fax: +27 (0)86 628 0468 Email: imesafsnc@imesa.org.za All material herein IMIESA is copyright protected and may not be reproduced either in whole or in part without the prior written permission of the publisher. The views of the authors do not necessarily reflect those of the Institute of Municipal Engineering of Southern Africa or the publishers.

Investing in infrastructure Tough decisions needed Hard times require tough decisions and, as Gigaba stated during his speech, “It’s not in the public interest, nor is it in the interest of government, to sugar-coat the state of our economy and the challenges we are facing.” It appears likely that infrastructure investments will be prioritised in terms of their most immediate macroeconomic impact – examples include road and port developments. When the 2017 budget was originally tabled, South Africa’s GDP was projected to grow at around 1.3%, but has been revised to 0.7%. GDP growth for 2018 is now anticipated to reach 1.1% in 2018, 1.5% the following year and then only marginally up to around 1.9% in 2020. Key sectors like agriculture, construction, manufacturing, mining and tourism hold the most promise for mediumterm growth and much-needed employment in the domestic market. Regionally, there’s also scope to increase trade into sub-Saharan markets, where regional GDP is expected to peak at around 3.4% in 2018. Germany and South Africa have been nominated to chair a G20 working group focused on stimulating infrastructure funding initiatives for Africa, which could have longer-term potential. Either way, exports need to grow to help counteract shrinking South African tax revenues: for 2017/18 the shortfall is forecasted to be R50.8 billion. We have to be globally competitive, which means that skills and experience must be aligned and the public and private sector must be on the same page when it comes to sustainably achieving a meaningful transformation agenda. Not an easy problem to solve overnight, but a vitally important issue, so it’s encouraging to see that the MTBPS places special emphasis on education, both pre- and post-school, as well as training, with some R317 billion allocated in 2017/18.

Alastair Currie To our avid readers, check out what we are talking about on our website, Facebook page or follow us on Twitter and have your say.

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In each issue, IMIESA offers advertisers the opportunity to get to the front of the line by placing a company, product or service on the front cover of the journal. Buying this position will afford the advertiser the cover story and maximum exposure. For more information on cover bookings, contact Jenny Miller on +27 (0)11 467 6223.

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QUALITY & AFFORDABILITY

+27 11 045 6169 | +27 11 045 6163 | bfang@bwsem.co.za

IMIESA Nov/Dec 2017

PRESIDENT’S COMMENT

2017 conference a great success IMESA

IMESA

www.imesa

.org.za

25 - 27 OC

TOBER 2017

81ST ANN UAL CON

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OF THE INST ITUT E OF MUN ICIPAL ENG INEERING OF SOUTHER N AFRICA ¦ 25-27 OCTO BER 2017 ¦ EMPERO RS PALACE, GAU TENG

IMESA Confe

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he 80th IMESA Conference in 2016, held in East London, was a landmark one for me, since it was the official start of my two years in office as the Institute’s president. I’m pleased to say that this conference was a major success. However, in preparing for the 81st event at Emperors Palace in Ekurhuleni, we weren’t sure what the outcome would be, given the particularly challenging times currently being experienced in the municipal engineering and construction arenas due to the economic climate and marketing cutbacks. I’m pleased to report though that, thanks to the concerted efforts of our conference team, we beat the odds to deliver another exceptional event in 2017, with 88 exhibitors present and a turnout of close to 1 000. For me, that underscores the resilience of our industry and the determination to find sustainable solutions. The quality of the papers this year was exceptional, as was the social interaction and desire to network between public and private sector stakeholders. Delegates renewed old acquaintances and forged new ones that I’m confident will translate into positive business interactions.

Best papers Our conference theme was ‘Sustainable engineering: back to basics for the future’, and the papers showcased the application of innovative ideas and technologies. Two of these received the Best Paper award. The first

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IMESA president Gavin Clunnie and MEC Jacob Mamabolo from the Gauteng Department of Infrastructure Development

was for Robyn Tompkin and Mark Schapers’ presentation entitled ‘Toward community ownership and management of rural water supply schemes’, and the second was for Clyde Koen's paper on the construction of the Cape Flats 3 Bulk Sewer. Both papers demonstrated out-of-the-box approaches to overcoming project challenges. The conference also focused on the vital role that mentoring plays in transitioning tertiary graduates from the theoretical to the practical level in developing highly proficient engineers and technologists. They are the future and will play a vital role in transforming our municipal and infrastructure landscape. This was the topic for the panel discussion at the close of the event on the last day, themed ‘Technologically sustainable engineering education. Has technology in design made us forget the basic principles of engineering?’ Chaired by Danai Magugumela, managing director of Bosch Stemele Consulting Engineers, with Chris Campbell, CEO of Consulting Engineers South Africa, and Professor Cobus du Plessis, head of civil engineering at Stellenbosch University, giving private sector and education viewpoints, this topic stimulated lively debate from the floor. I really enjoyed these two industry leaders getting down to grassroots.

03:32:17

Experience vs technology Technology is advancing rapidly and makes engineering tasks faster and more efficient, thanks to developments like virtual 3D design software, the advent of drones, and the ability to execute projects on a 24-hour ‘production line’ basis when partnering with global teams. However, technology will never replace experience. That’s why we wanted to highlight the need to prepare future engineers with the necessary foundational learning so that their career paths are meaningful and sustainable. To achieve this, we must ensure that education, future training and mentorship all have their specific focus areas, and IMESA and its members expressed renewed commitment to this process. Finally, I’d like to thank our keynote speaker, MEC Jacob Mamabolo from the Gauteng Depar tment of Infrastructure Development (GDID), for a great presentation, which highlighted challenges and opportunities for the construction industry. His attendance at the conference has now opened the door for further interaction between IMESA and the GDID at the MEC’s invitation. We also had a presentation from the South African Local Government Association (Salga). IMESA and Salga have signed a memorandum of understanding, and this is another positive step in building the capacity we need to deliver world-class infrastructure.

IMIESA Nov/Dec 2017

COVER STORY

The rise of Apollo

orn in India, Apollo has become a household construction equipment brand in its home market and is now a growing force in other parts of the world. The Ammann Group, based in Switzerland, acquired Apollo in 2013 and established the foundation for a research and development (R&D) exchange that benefits both brands as they expand into niche markets. “Across the board, Apollo provides competitively priced solutions that don’t compromise on safety, quality or performance,” says Rocco Lehman, MD of Ammann South Africa. “In-depth market research showed that these were major considerations when making local buying decisions, especially for start-up companies entering the paving and asphalt supply segments. However, Apollo’s products are also definitely a mainstream choice for larger contractors seeking a more immediate return on capital equipment investments in relation to affordable project delivery.” In addition to price, another key benefit of Apollo plant is its simplified technology, making it easy to operate and maintain.

IMIESA Nov/Dec 2017

Plant introductions To test the local market, Ammann began introducing selected Apollo asphalt plant and paving models during Q4 2016, with a specific focus on the SMME road contractor segment. Another focus group going forward is public entities, such as roads departments, which are embarking on gravel-to-tar upgrades, as well as ongoing urban and municipal resurfacing projects. Market acceptance has been excellent and Lehman says the line-up was subsequently extended during 2017 to include wet-mix concrete plants. Now preparations are under way to launch further models in 2018. These include Apollo asphalt and soil compaction units from the AV double-drum range, and selected single-drum machines, like the ASC 122. As with all Apollo products, every unit that comes off the production line is infused with Ammann’s DNA.

in Ahmedabad, India, Ammann currently has nine manufacturing centres spread across seven countries, namely Switzerland, Germany, Italy, the Czech Republic, China and Brazil, and its R&D investment has certainly paid dividends. Today, for example, Ammann is one of the world’s largest manufacturers of pavers. Apollo, in turn, is the dominant paver OEM in India. Currently, the estimated Apollo machine population for mechanical and sensor pavers is 7 575 and 2 202, respectively. In 2016, Apollo India sold approximately 600 pavers. That underscores strong uptake and confidence in the brand. To build current and future capacity, Ammann recently invested approximately €85 million in a major expansion at Apollo’s Ahmedabad factory. Key products manufactured there include Apollo-branded asphalt mixing plants, wet-mix plants, asphalt pavers and compactors.

Global footprint, local knowledge Ammann is now represented by a comprehensive network of around 160 dealers and more than 30 agents in 100-plus countries. Including the Apollo facility

Asphalt plant range Apollo manufactures continuous and batch plants for the asphalt sector in a range of sizes, to suit product and output requirements.

COVER STORY

Apollo ValueTec 80

APOLLO PLANTS

The Apollo DrumMix 90 continuous mixing plant

The first plants to debut in South Africa were the Apollo ValueTec 80 and CounterFlow 90 units following their international unveiling at Bauma Conexpo India in December 2016. With capacities of 80 t and 90 t per hour, respectively, these units combine the simplicity of continuous and batch drummix plants with exceptional fuel efficiency, thanks to counterflow technology. These plants can also be set up for reclaimed asphalt (RA).

ValueTec and DrumMix The Apollo ValueTec 80 and the Apollo CounterFlow 90 mixing plants are the first plants to be launched in 2017. Both are 15% RA compliant and can be modified for higher RA output requirements. These units have maximum tonnage outputs of 80 t and 90 t per hour, respectively. Larger models will be available. In the ValueTec series, this extends up to 240 t, and 120 t for the DrumMix series. The ValueTec meets the requirements for cold or hot reclaimed asphalt feeds, together with either liquid or solid additives. This is one of the smallest Apollo plants and is well suited to business owners who want straightfor ward processes and the ability to further customise with options. This plant ranges from very basic functionality to much more advanced

ANP 1000-2000

applications, depending on the needs of the contractor. There are currently Apollo asphalt plants installed within Gauteng and Mpumalanga. These units have been acquired by emerging asphalt contractors.

Paving and compaction On the machine front, Apollo’s extensive range includes heavy tandem rollers, pavers (hydrostatic or mechanical), kerb laying machines, bitumen pressure distributors and brooms. Within the South African market, the AP 600 hydrostatic paver has been well received by local contractors following its availability in May 2017. This machine is equipped with the TV 4900 screed, which features high-traction wheel drive, accurate grade and slope control, and long component life. The screed is extendable from 2.55 m to 4.9 m and up to 6.5 m with mechanical extensions. Lehman adds, “Preparations are now being made to phase in the full Apollo line-up and we plan to feature key new models at our Techno Day in April 2018. “Alongside asphalt solutions, we plan to unveil Apollo’s latest WetMix concrete plant innovations, which, together with the full range, are now available on order, but will soon be part of our in-country stockholding,” he concludes.

HOT MIX BATCH PLANTS (STATIONARY) ANP 1500 – 120 tph @ 3% moisture ANP 2000 – 160 tph @ 3% moisture ANP 2500 – 200 tph @ 3% moisture ValueTec 80 – 80 tph @ 3% moisture ValueTec 100 – 100 tph @ 3% moisture ValueTec 140 – 140 tph @ 3% moisture ValueTec 180 – 180 tph @ 3% moisture ValueTec 240 – 240 tph @ 3% moisture CONTINUOUS MIX PLANTS CounterFlow 120 – 90 tph–120 tph CounterFlow 90 – 60 tph–90 tph WET MIX PLANTS WetMix 100 – 100 tph WetMix 200 – 200 tph WetMix 250 – 250 tph

APOLLO MACHINES PAVERS (HYDROSTATIC) AP 600 – Wheeled, TV 4500 screed: max paving width 7 m AP 600 – Wheeled, TV 4900 screed: max paving 6 m PAVERS (MECHANICAL) WM 6 HES – Wet mix and asphalt with hydraulically extendable screed RM 6 HES – Asphalt, with hydraulically extendable screed KERB LAYING KLM 1200 – Kerb laying machine (slip form type) KLM 40 – Kerb laying machine (extrusion type) BITUMEN PRESSURE DISTRIBUTORS ATM 4000 – Capacity: 4 000 ℓ ATM 6000 – Capacity: 6 000 ℓ ATM 8000 – Capacity: 8 000 ℓ ATM 10000 – Capacity: 10 000 ℓ BROOMS Apollo mechanical broom Apollo hydraulic broom

AP 600 hydrostatic paver RM 6 HES paver

KLM 1200 kerb laying machine Apollo mechanical broom

www.ammann-group.com

IMIESA Nov/Dec 2017

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INFRASTRUCTURE NEWS

FROM AROUND THE CONTINENT

Rwanda’s prime minister has promised access to water and electricity for all Rwandans in the next seven years

EGYPT Upscaling clean energy Egypt has received $55 million in funding to finance three solar PV projects. The projects, with a total installed capacity of 150 MW, are being developed by two sponsors – Alcazar Energy Partners (2 x 50 MW) and Shapoorji Pallonji (50 MW). All three installations will be located at the same site of unoccupied desert land in Benban, 40 km north of Aswan, where they will utilise a common grid connection funded jointly with other developers. With a financial close expected by 28 October 2017, the plants should be operational by the end of 2018. The projects form part of the second round of the Feed-in-Tariff

Three solar PV projects will offer 150 MW of clean electricity to Egypt

(FiT) programme, the first large-scale renewable energy programme in the private sector sphere in Egypt. The FiT framework should see 20% of Egypt’s energy generated from renewable sources by 2022.

ETHIOPIA Connecting a nation The Ethiopian Roads Agency (ERA) plans to construct and upgrade 58 roads, totalling 3 171 km, over the next three years. This 45 billion Br (R25.8 billion) undertaking will see roads being constructed in several states and will connect rural areas. Contracts have already been concluded with contractors set to begin construction in November. This builds on the 14 706 km of asphalt roads already being built by the ERA across other parts of the country.

NIGERIA Going hydro Nigeria’s Mambilla hydropower plant is set to become a reality after 45 years. The project was first discussed in 1972, and

Nigeria has received funding to make the Mambilla hydropower plant a reality

after several failed efforts to bring it to fruition, the country’s Federal Executive Council has just approved $5.792 billion for the construction of the 3 050 MW plant at Gembu in Taraba. The turnkey contract, including civil and electromechanical works, will include the construction of four dams and 700 km of transmission lines over a period of six years. The largest dam will stand approximately 150 m tall, while two will be 70 m in height, and the smallest 50 m in height. Once complete, the Mambilla Power Station is expected to boost the country’s economy and help contribute to the achievement of the Paris Agreement.

SEYCHELLES Raising the wall Work to increase the capacity of the Seychelles’ La Gogue Dam will begin in November 2017 and is expected to be completed by 2019. The 48-year-old dam, which is the country’s main reservoir, will be raised by 6 m to increase its storage capacity by 60% or 600 000 m3, bringing the total capacity to 1.6 million m3. The project, awarded to Chinese company Sinohydro Corporation,

will see the construction of a new 4 400 m3/day water treatment plant, which will ensure sufficient water supply for the northern region of the country.

TANZANIA Go for oil pipeline Tanzania and Uganda have reached an agreement regarding the construction of a 1 445 km pipeline. The Tanzanian National Assembly recently passed the agreement to build the crude oil pipeline that will run from the oilfields in Hoima, Uganda, to Chongoleani village in Tanga, Tanzania. Once operational, Uganda will be exporting 216 000 barrels of oil per day via the pipeline. Construction of the pipeline is expected to start in early 2018.

FAST FACTS

150 MW

to be produced by solar PV in Egypt

3 171 km

of roads to be built and upgraded in Ethiopia

$5.8 billion

set aside to build Nigeria’s Mambilla hydropower plant

1 445 km

of oil pipeline to be built between Tanzania and Uganda

IMIESA Nov/Dec 2017

HOT SEAT

Globally, as much as 35% of all treated water is lost to leaking piping systems, with South African levels reaching as high as 60%. IMIESA talks to John Tarboton, executive director of the Southern Africa Stainless Steel Development Association (Sassda), about the role stainless steel has to play in addressing South Africa’s water challenges.

Save water,

R1.1 billion per year. Of this, 73.3% is lost due to pipe leakage. This is largely because water pipes are currently made from, or replaced with, high-density polyethylene (HDPE), with a lifespan of 20 years, as opposed to stainless steel applications with a lifespan of at least 60 years. Our test installation is under way in a residential unit in Paarl where it will evaluate the installation of corrugated stainless steel tubes connected to the bulk supply line. The initial stage has seen both dummy pipes and 316 stainless steel pipes, manufactured by INOX Systems, installed at Honeydew Country Estate. These have

How is Sassda exploring the role of stainless steel in South Africa’s water security? JT Water loss on the scale we are experiencing, especially with the current water crises being experienced, has major economic and environmental implications for South Africa and other countries around the world. Sassda, together with local municipal authorities and South African manufacturers,

IMIESA Nov/Dec 2017

has undertaken a test project in Paarl to determine the most environmentally friendly and economical solution for the country’s water-wise future. Case studies show that 95% of treated water leaks occur in small-diameter service pipes connecting the distribution pipes to the users’ water meters. Currently, approximately 40% of Johannesburg’s treated water supply is non-revenue water, equating to a loss of

John Tarboton, executive director, Sassda

been installed and covered in such a way that they can be easily removed for inspection. At this stage, INOX Systems is the main local manufacturer of the South African requirement of 0.3 mm thick continuously corrugated piping, which ensures the pipeline is strong enough to withstand both weight and road surface vibration. However, prominent members in the automotive exhaust systems industry also have the ability and capacity to produce big

HOT SEAT

volumes of the tubes. Sassda is also engaging with Drakenstein Municipality, which has agreed to undertake a stainless steel pipe pilot project.

What are the further potential applications for stainless steel in the area? The potential for stainless steel water supply installations in the municipal area is huge since it covers a large geographic area of populated land. Current infrastructure upgrades include the Berg River Boulevard extension, which will act as an additional link for residential development from Helderberg and Stellenbosch to the N1 Paarl, Mbekweni and Wellington.

Has stainless steel been successfully used in other parts of the world? At this year’s International Stainless Steel Forum (ISSF) annual meeting, the forum launched an initiative to promote the use of stainless steel water pipes. It presented an analysis of three case studies where stainless steel has been used for water pipes, drawing conclusive evidence that stainless steel is the best material of choice when considering environmental and economic considerations. Tokyo, for example, started investigating a solution to its dwindling water supply as early as the 1970s. From 1980 to 2012, it replaced all service pipes with stainless steel pipes, reducing water losses from 17% to 2% over the 32-year period. Seoul and Taipei soon followed Tokyo’s example and have since dramatically reduced their water losses with the use of corrugated stainless steel pipes.

Where does Sassda fit into this picture? Sassda is very much a part of

these market developments, in line with the strategy of the global ISSF projects where we have access to new applications and development-changing technology. We recently hosted a visit from international collaborators and, together with current evaluations, we can offer solid South African evidence of the advantages of stainless steel’s durability and longevity over that of HDPE pipes, which are currently cracking and leaking. We are also working with Sasfin to explore ways of providing financing options for the installation of stainless steel service pipes funded by the savings made from the municipality through non-revenue water savings.

What is the case for stainless steel for water supply systems in South Africa? Stainless steel presents higher installation costs, but ultimately offers a longer lifespan and reduced maintenance costs. With the use of corrugated stainless steel piping, the need for joints in the system is reduced, allowing the pipes to maintain their strength, improve workability and extend service life. There is a clear case of cost savings both on the treatment of water that is lost through leakage, as well as water that municipalities are unable to charge service fees. Stainless steel is an optimal material in water system applications and, while it comes at a price, it is an investment in the country’s infrastructure. The benefits and cost-savings will still be seen 100 years from now. Unfortunately, short-sighted, cost-cutting practices do not serve our future. The implementation costs of stainless steel should instead be viewed as a cost-saving opportunity, where initial outlay

ABOVE Drakenstein Berg River Boulevard Extension 1 RIGHT Drakenstein Berg River Boulevard Extension 2

would be recouped through the savings gained in reduced energy costs and streamlined monitoring and billing systems. If finance companies could see fit to finance the implementation of stainless steel systems based on the savings gained from wasted and unauthorised water usage costs, return on investment and total project costs could be built in to the financing structure and provide a compelling initiative for South Africa’s water distribution services. We also have the ability and technology available here in South Africa to manufacture the specified stainless steel pipes, something which could be a coup for our manufacturing industry, both at an incubator level and as a commercial enterprise. If our municipalities are already investing so heavily in leakage repairs and replacement piping, it makes sense to replace outdated pipe systems with stainless steel.

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IMIESA Nov/Dec 2017

MUNICIPAL FOCUS | TSHWANE

Powering the future

The City of Tshwane is embarking on a major electricity upgrade during the 2017/18 financial year, expanding capacity, as well as upgrading the network. It’s a challenging process led by a competent leadership team and IMIESA speaks to Darryl Moss, MMC: Utility Services, about current developments.

oing forward, the City of Tshwane’s ability to fund its electrical roll-outs will be significantly enhanced following the High Court’s decision, in October 2017, to nullify a R2 billion contractual agreement with metering service provider PEU Capital Partners. The city gave notice of its intention to cancel in May 2016, stating that the contract was irregular, had not gone through the proper procurement processes, and was placing a severe and unintended financial drain on Tshwane’s resources. PEU then imposed a R950 million termination penalty. This amount was subsequently held in trust and will now be refunded following the court’s ruling.

IMIESA Nov/Dec 2017

Between 2013 and 2015, PEU installed some 13 000 meters and charged Tshwane 19.5c for every rand of electricity measured by these units. The fee was later dropped to 9.5c, but was still a completely unsustainable model. “On top of that, Tshwane’s studies indicated that a number of PEU’s meters were providing inaccurate readings, which actually resulted in an increase in Tshwane’s electricity losses,” explains Darryl Moss, Tshwane’s MMC for Utility Services. “Now that the contract has been set aside, we can put in place a proper smart metering, prepaid system that enables twoway communication and, therefore, complete control over services rendered and billed, since non-payment defaulters will be remotely deactivated. “We regard this as the true definition of smart metering. PEU’s units were built as smart meters, but only provided one-way communication, which didn’t suit our purposes,” he explains. “Our future and cost-effective smart prepaid metering system will ensure clearly accountable billing that adds real confidence for residents and business.” Tshwane’s revenue collection campaign seeks to recover an estimated R8.6 billion of

outstanding debt owed for services rendered, a key one being electricity. At the start of the 2017/18 financial year, around R4.54 billion was owed by residential customers, and R2.28 billion by businesses.

Maintenance expenditure Tshwane’s total capex budget for 2017/18 is approximately R3.5 billion, against an estimated figure of R30 billion if the bulk of the infrastructure services needed could be implemented in the medium term. However, that’s an infrastructure ‘blue sky’ reality not just for Tshwane but all metro, district and local municipalities. So that means doing more with less, prioritising available expenditure, and sweating existing assets for the best return on investment. Plus, along the way, there are a number of negative elements that need to be countered. For example, the city is spending R30 million during 2017/18 on strengthening the cable network for underground and overhead electrification. However, in the past financial year, 60% of the city’s electrical maintenance budget was spent on replacing stolen cables. To combat this, Tshwane is stepping up the security around these installations as cable theft continues to be a serious problem. High-

MUNICIPAL FOCUS | TSHWANE

tech security interventions include drone surveillance and the use of advanced detection measures like infrared beams. Illegal connections also remain a concern, either from substations or street lighting. This results in power outages caused by overloading, as well as the obvious revenue losses.

completion in Mamelodi East. Valued at around R180 million, this involves a new transformer station, overhead powerlines, and an infeed station to Eskom, all designed to provide additional capacity for neighbouring communities. These include a number of informal settlements, as well as established townships further afield like Bronkhorstspruit.

Electrification projects 2017/18 In the meantime, during 2017/18, around R120 million is being invested in bulk electrification infrastructure. Key focus areas include the construction of new substations as well as the refurbishment of existing ones. Plans are also in place to optimise substation performance via improved Scada systems. “The objective is to pick up potential faults before they happen,” says Moss. Current township electrification projects include Eldoraigne (R30 million) and Soshanguve (R30 million). One of Tshwane’s largest electrification projects is now at an advanced stage of

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Renewable energy Another key focus area is renewable energy. Alongside domestic applications, Tshwane is seeking larger-scale commercial opportunities. These include a research study at the now disused Rooiwal coal-fired power station, one of two owned by the city. “We have substantial land availability at Rooiwal, plus the existing infrastructure connections,” Moss points out. “Studies show that a solar installation on this site could potentially generate between 75 MW and 100 MW and this would be a public-private partnership (PPP) venture.”

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Tshwane’s second power station in Pretoria West is still currently active and is set up to run at a third of its design capacity for the time being. Tshwane is also investigating the possibility of buying power from domestic and commercial solar users and is reviewing the municipal bylaws to enable this. There’s also an opportunity to install micro solar grids for communities on a PPP model, which would negate the need to install conventional transformers and associated bulk infrastructure. The city would buy the power and then sell it to the communities. “We believe that gas and solar will be a growing part of our energy mix,” adds Moss. “Plus, we’re looking very seriously at waste-to-energy projects based on a number of feasibility studies completed to date. The fuel components will be sourced from solid, sewage and organic waste. “It all forms part of Tshwane’s Smart City vision, where technologies interconnect intelligently to provide a seamless integration and functionality between services via our expanding ICT network,” he concludes.

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MUNICIPAL FOCUS | TSHWANE

Water:

Tshwane’s greatest

challenge

shwane receives 70% of its potable water from Rand Water, which has capped its supply for the next 10 years until the next phase of the Lesotho Highlands Water Project comes on-stream. In a growing city that attracts roughly 10 000 new people every month, this capped water supply is not sustainable in the long term. The remaining 30% water supply is produced by the city itself, but this will need to increase significantly in order to meet the future demands of the expanding population. The utilities department has therefore put strategies in place to expand its own water treatment and reticulation infrastructure, as well as implement water-saving initiatives.

Building infrastructure capacity In order to ensure water supply will meet demand over the next decade, Moss and his department have put plans in place to increase water abstraction and treatment as well as wastewater treatment within the municipality.

The single biggest challenge currently facing the City of Tshwane is water supply, says Darryl Moss, MMC: Utility Services, City of Tshwane. Danielle Petterson talks to Feasibility studies have Moss about the city’s plans already been completed for to ensure its water the abstraction of additional water from Tshwane’s Rietvlei security. and Roodeplaat dams and a publicprivate partnership (PPP) is being negotiated to double abstraction and treatment at these two dams. The city is also busy finalising the expansion of the water purification plant at Temba in Hammanskraal, an area that has been very short of water resources. The R800 million investment, which will see the upgrade of water treatment and reticulation infrastructure, is expected to be completed in November 2017. In the current financial year, the city will spend roughly R100 million on expanding wastewater treatment capacity at the Baviaanspoort and Rooiwal wastewater treatment works (WWTWs). Rooiwal, in particular, needs attention and should have been upgraded as far back as 2011, says Moss. The Rooiwal WWTW is designed with a capacity of 180 Mℓ per day, but is currently receiving

220 Mℓ. On top of the overload, the effluent coming into the WWTW contains a large amount of organic matter, which is impacting the chemical oxygen demand within the plant. The design of the WWTW, therefore, needs to change in order to cope and interim measures have been put in place until this can be done. Tshwane is presently in the process of establishing a R2 billion PPP to expand the capacity of the plant, while an R18 million mechanical and electrical upgrade of the existing works should go to tender shortly.

Water-saving initiatives According to Moss, Tshwane’s non-revenue water is roughly 26%, well below the estimated national average of 37%, and of which only around 18% is unaccounted-for leakage. “We’re consid-

IMIESA Nov/Dec 2017

MUNICIPAL FOCUS | TSHWANE

ered as having one of Part of what we roughly R150 million available the best water demand this year and a number of pipe are doing is teams in the country, replacement projects across and that’s why our wathe city have already been looking at different ter losses are relatively implemented, especially in ways of financing low. We’ve been at it industrial areas where there infrastructure for some time, but that is relatively high leakage. also makes it more difTshwane is also looking at expansion, repairs ficult because there are upgrading the reticulation and upgrades.” no more quick wins.” infrastructure in several Darryl Moss, MMC for Utility Moss is engaging with industrial nodes in order to Services, City of Tshwane two private companies encourage more business to to fund projects to invest in these areas. identify and repair leaks and implement good pressure management in the Soshanguve/ Innovative funding models Ga-Rankuwa area and in Kungwini, where water Tshwane’s planned PPP projects are an innovalosses are relatively high. This will include tive solution to the serious financial challengspeeding up leak identification and repair times, es the city is facing. When Moss took office installing meters where there aren’t any, and a year ago, he found ageing and undersized engaging with and educating the community on water infrastructure that had been starved of water conservation – a critical part of any water resources, both in terms of capital expansion demand strategy. “These projects are quite and maintenance. Coupled with this, the city innovative in terms of their financing in that is short of money, particularly when it comes the private sector consultant will be paid out of to capex, which is effectively funded out of the city’s savings on its Rand Water account, surpluses from the previous year’s operating income – which for the past three years posed making them results-driven,” says Moss. A programme for pipeline replacements is a R5 billion deficit. Part of addressing this issue is resolving also under way. “We sit in a situation where many of our water reticulation pipes are old non-payment and billing challenges. While poor and past their design lifetime – particularly the residents can be excluded from having to pay for old asbestos cement pipes,” says Moss. In the services through the indigent programme and last financial year, the department had only affordability committee, the city is faced with a R15 million to spend; Moss says his department great deal of inaccurate data. This is especially needs R2.3 billion to replace all those pipes the case in Hammanskraal and Mawiga that need replacing. Encouragingly, there is (Mabopane, Winterveld and Ga-Rankuwa),

where Tshwane took back operations from Magalies Water and ODI Water, respectively. Tshwane is now in the process of cleansing this data to rectify inaccuracies and reduce outstanding debt. “Our ability to fund large capital projects is therefore very limited, other than the money we get from government through grants and subsidies, which is for very specific purposes. Part of what we are doing is looking at different ways of financing infrastructure expansion, repairs and upgrades. And that is fairly critical to the kind of projects we want to do,” explains Moss. “Talking with consulting engineers, we’re looking at how we can do more with less. So we’re looking at new technologies that allow us to reduce footprints, such as putting more wastewater through our existing infrastructure, systems to reduce evaporation, and localised solutions like package plants.” In the bigger picture, Moss says his department needs around R30 billion in order to bring all utilities infrastructure up to an acceptable level. Against a total city capex budget of about R3.5 billion per year, the chances of getting a handle on the infrastructure backlog will never be achievable without different and innovative financing options. This, together with an integrated approach from the municipality, which brings departments together to collaborate on solutions, is the best way to secure the city’s infrastructure and water supply for the future.

IMIESA Nov/Dec 2017

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Smart water and sanitation management 02 Water

The City of Tshwane (CoT) is South Africa’s largest metropolitan municipality in terms of landmass. With an area of 6 368 km2, it has a population of roughly 3.3 million, growing at an annual rate of 2.6%, which means effective water and sanitation management is key. By Erik Loubser, GLS, and Erick Underhill, IMQS

vast network of water and sanitation infrastructure lies at the base of this expanding metropole. Valued at approximately R22 billion, CoT’s water system encompasses around 11 500 km of pipes and almost 200 storage facilities. Similarly, the municipality’s sewer system is valued at about R28 billion, including 9 000 km of pipes and more than 10 large wastewater treatment facilities. Considering the financial and social value of this infrastructure, systematic management and planning are necessities for the provision of essential ser vices and planning for future growth.

GLS/IMQS bureau The establishment of the GLS/IMQS bureau in 2004 ushered in a full-blown, integrated, GIS-enabled asset management system for CoT. The system is built on cutting-edge

Water Demand

engineering and asset management software that generates, consolidates and visualises asset data. GLS develops technology and processes for performing optimised modelling and master planning of water distribution and sewer reticulation systems. IMQS software builds GIS-centric, GRAP-17-compliant software modules for asset, project and maintenance management, and also provides the platform for viewing the highly technical information generated by GLS’s engineering software.

Dynamic master planning Geospatial hydraulic models serve as baseline GIS datasets of the existing systems and have been extended to represent the municipality’s Spatial Development Framework (SDF). GLS’s electronic water and sewer hydraulic modelling informs its dynamic master planning approach. To load the hydraulic models with real-world demands, and convert water sales to water consumption data, billing information is analysed using GLS‘s Swift software. The models are then analysed, using GLS’s Wadiso (water) and Sewsan (sewer) software, to identify critical areas and prioritise actions to improve the existing system. To accurately report on water balance, GLS uses the direct link between models and billing, as well as data from Tshwane’s 600 bulk water meters, with calculations done on a citywide and zonal basis. The geographic models and dynamic master plans make available the data necessary to inform pipe replacement prioritisation programmes, water conservation and demand management interventions, as well as future planning. In terms of planning, GLS has been able to identify 8 300 master plan items to be implemented over the SDF horizon of roughly 45 years in the area of water, with estimated project costs of about R15.6 billion. In terms

Sewer

of sewer, 6 500 items have been identified for future implementation, translating into about R22 billion in project costs.

Integrated infrastructure asset management IMQS has assisted CoT, via asset accounting and asset verification, to build a living financial asset register. The information rendered by GLS is uploaded to the asset register on a constant basis and displayed geographically on the IMQS platform. The asset register forms the backbone of an integrated solution that links with IMQS’s various software modules. Reports are easily generated, informing planning, as well as reporting to the auditor general. Projects, generated from GLS’s master plan and included in CoT’s Integrated Development Programme, are managed by IMQS’s PCS module. The module enables transparent and controlled project management, from project inception to capitalisation. Finally, IMQS’s Maintenance Management package leverages the geographically referenced asset data to inform preventative maintenance interventions, workforce mobilisation and incident logging.

End-to-end solutions The information rendered and made available by the GLS/IMQS bureau plays an integral role in enabling smart and resilient cities. Beyond water and sanitation, the integrated system can be applied as an end-to-end solution for the management of any asset class, including electricity, roads, stormwater and solid waste. The consistent flow of updated data between GLS and IMQS constructs a powerful engine that keeps municipal engineers informed and makes the work of stakeholders, at various levels, more manageable.

IMIESA Nov/Dec 2017

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Transformational leadership is evolving Professor Pieter Steyn expands on the way forward in preparing the construction and infrastructure sector for Industry 4.0. How organisations effectively leverage virtual networks within a collaborative environment will be a key determining factor. What is the Fourth Industrial Revolution?

How will technology shape future organisations?

Why will collaboration be a decisive factor?

PS The Fourth Industrial Revolution (Industry 4.0) is characterised by the increasing digitisation and interconnection of products, value chains and business models. Competitiveness no longer depends solely on optimisation of one’s own resources, but on total inter-organisational value chain innovativeness and supportive partner technologies, products, services and systems.

The complexity of today’s technologies, artificial intelligence, mass data and internet of things calls for specialisation and sustainable collaboration among organisations. Consequently, organisational design, development and governance have entered a challenging new phase. This leads to inevitable strategic change of Industry 4.0 organisations, also in the construction and infrastructure sector, and demands the introduction of new horizontal value and supply chain business models. There is no doubt that this strategic transformation and change is driven by modern ICT artifacts that allow for the introduction and integration of new business models of vertical and horizontal value and supply chains. Moreover, to prevent going backwards in the Industry 4.0 economy, this compels organisations to adopt transformation and change initiatives as a priority strategy. Differentiation, combined with collaborative integration of work, has become of paramount importance.

Virtual value chains shape organisations into strategic, collaborative, value-driven entities where non-core activities are performed by partners with similar organisational cultures. A competitive edge is gained by collaboratively performing strategic activities more effectively and efficiently. This demands exceptional governance, transformational leadership excellence and systemic knowledge of applied programme management. This will result in efficient planning, monitoring and execution of construction programmes. Effective and efficient cross-functional and inter-organisational project management in virtual networks is a critical enabling competency of Industry 4.0 organisations, particularly in construction and infrastructure. Bottlenecks and schedule overruns will largely be curbed.

What are the implications for construction? The construction and infrastructure sector is suffering from serious human capital constraints. Partnering with carefully selected organisations that have the resources to perform more noncore activities is a solution. With the aid of partner organisations, this sector can co-create innovative inter-organisational value and supply chains that operate in a collaborative business ecosystem. Effective and efficient programme management in the resulting virtual network of partners will contribute to an easing of excessive cost overruns and wastage.

Can business risk be mitigated? Today’s complexity of technologies, emerging business models and business environments calls for specialisation and sustainable

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collaboration. Vibrant, flexible, high-performing virtual organisations of specialised partners are the critical success factors of the emerging business environment. Critical for Industry 4.0 organisations is the enhancement of their operational resources and innovation potential through the involvement of local, regional and international virtual networks of partners with adequate logistical support. Cross-functional programme-managed structures and culture, combined with effective and efficient transformational leadership, management and governance, is the ideal vehicle for delivering the integration, coordination, collaboration and synergy required for mitigating complexity and risk, while achieving essential organisational performance, strategic benefits and value add in the Industry 4.0 environment.

It’s a complex field. What are the study routes available? The academic programmes

IMIESA Nov/Dec 2017

PROJECT MANAGEMENT

offered by Cranefield College are purposefully designed to serve the organisational leadership, management and governance needs of the Industry 4.0 economy. Cranefield’s staff and students have performed extensive practical research at master’s and doctoral levels and published groundbreaking articles, resulting in Cranefield being the educational leader in this field. Cranefield’s academic programmes and courses focus on achieving organisational value chain performance excellence through programme-managed cross-functional and

inter-organisational supply chain and project portfolios that ensure effective and efficient differentiation, integration and collaboration of work generally shaped as virtual networks of partners. Transformational leadership for strategic success remains a strong focus throughout.

How is the coursework structured? Cranefield’s technology-enhanced distance learning model offers substantial advantages in terms of flexibility and agility. Students spend only one five-hour session per month in lectures, either

on-site at the College’s Midrand auditorium or live online from work or home. If unable to participate in a live session, students can still subsequently view an online recording thereof. For case discussions in syndicate groups, students are able to meet in a dedicated online collaboration room where they can see and hear each other in an organised fashion, using Cranefield’s cutting-edge virtual learning environment. All Cranefield’s academic programmes, from the Advanced Certificate in Project Management (AdvCertPM) to the Master’s degree in Programme Management (MComPM) and PhD, are available to students nationwide and internationally through technology-enhanced distance learning, combining live classes with e-learning support.

And, in closing, which course is best career wise?

Like all professional disciplines, programme and project management is a lifelong field of endeavour. The AdvCertPM course content is essential to grasp the tools and techniques of project management. The MComPM is a specialised professional qualification in project and programme management that has proved invaluable to numerous Cranefield graduates, taking them to new heights in their careers. Importantly, the Master’s degree programme includes a module on physical asset management. The PhD programme entails the highest level of advanced professional study and academic attainment, and is correspondingly available only to exceptional performers. For continuing professional development, the CPD short courses in project and programme management, validated by ECSA for 3 CPD points each, are strongly recommended.

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PRESTIGIOUS PROJECTS | DAMS

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his flagship infrastructure project was initiated by the Zimbabwe Power Company due to an acute power shortfall in the country. With available capacity of only 1 500 MW, versus a peak power demand of 2 200 MW, it was decided to add two 150 MW units at Kariba South Power Station and two 300 MW units at Hwange Power Station. This required significant upgrades to the existing transmission network to facilitate the evacuation of the additional power. Hatch is the owner’s engineer for both projects, which, while totally independent of each other, are running in parallel. “The two projects are hundreds of kilometres apart, one is hydro and the other thermal, and both have different project teams,” notes Marie-Hélène Briand, global director: Water Power, Hatch.

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Completion in sight Hatch reports that the Kariba South Extension Project is 85% complete, after the company began working on the project in 2011, with a comprehensive review of all documentation and study material to date. “We began by reviewing all of the work carried out in the 1980s and the 2000s to see if it was still relevant, and also against the backdrop of what had changed in the industry technology-wise, as well as in terms of hydrology and general engineering practice,” explains Briand. The project is currently in Phase 3, with SinoHydro appointed for the construction portion of the contract. Phase 4 will involve commissioning and handover, to be followed by a two-year warranty period. “Hatch will assist where and when needed, depending on how smoothly the plant is running at that time,” Lee points out. At present, Hatch is responsible for design reviews of the equipment and solutions proposed by the EPC contractor. “On the engineering side, we review all of the designs to ensure these are in line with the tender documents and the specifications put forward in the contract. This function largely takes place off-site. In addition, we have different engineers, such as electrical and mechanical, on-site to verify that everything is being built according to plan. Hatch specialists will also be on-site for two to three months during the actual

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commissioning and handover of the project,” explains Geoffrey Lee, project manager for the Kariba South Expansion Project.

Key national projects “With all of the power produced by both Kariba South and Hwange expected to be taken up immediately, tremendous attention is being focused on the projects, especially as this represents the largest infrastructure development that Zimbabwe has undertaken since achieving independence in 1980,” says Briand.

“These projects are very important to the future of Zimbabwe, representing a scale of infrastructure development not tackled previously. This poses a particular challenge to us as the owner’s engineer. We have an additional challenge in dealing with a Chinese EPC contractor, and getting to understand how it operates and prefers to do things,” Lee highlights. The bulk of the equipment for Kariba South is coming from China, including the turbogenerators and balance of plant. Hatch has a strong presence in China, and is able to carry

out in-factory quality inspections of all equipment manufactured there. Lee reports that the project is on target at the moment. “It is a tight schedule, without any room for project slippage. There were some delays, but the recovery plan introduced was so successful that we were able to bring the critical path back to where it was originally.” Describing Kariba South as a ‘once-in-alifetime’ project, Lee concludes that it is rare to work on a development of this magnitude from inception to commissioning and handover. “It has been a huge privilege for Hatch, as the owner’s engineer, to be associated with it.”

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PRESTIGIOUS PROJECTS | DAMS

SA’s first hardfill dam

AMBARAU HARDFILL DAM Building affordable, smaller-scale municipal dams requires flexible design solutions, with hardfill construction providing one of the best methodologies in terms of time and cost. The Eastern Cape’s new Ntsonyini Dam will be the first local project to test the worldproven benefits of this technology. By Alastair Currie

he recent completion of the Ambarau Dam in the Democratic Republic of the Congo (DRC) has once again reinforced the benefits of hardfill construction techniques, particularly for remote locations characterised by challenging access routes. That’s because remote locations within Africa tend to increase the costs of importing materials, internally and across borders, particularly if more advanced technologies are being considered, along with capital equipment requirements like batch plants. Another major plus is that hardfill developments do not require high-tech equipment. The methodology for the wall construction is very similar to a road layer

IMIESA Nov/Dec 2017

A downstream aerial perspective of the Ambarau Dam showing construction works at an advanced stage of completion

works stabilisation project. In this case, a recycler formed the backbone of the works, which is believed to be a worldfirst application. Then for the upstream impermeable liner, there are alternative options beyond the conventional concrete membrane. These include PVC liners, which were adopted for Ambarau. “Hardfill is also a highly cost-effective and fast-tracked approach, and relatively simple to build, resulting in an optimal design solution for particular circumstances. On

Completed: 2016 Contractor: M&T Construction Engineer: ARQ Consulting Engineers Maximum height: 21 m Spillway width: 100 m Dam length: 210 m Slopes: 0.75H:1V Hardfill volume: 30 000 m3

MATERIAL DETAILS:

• 80 kg/m3 OPC – no FA • Aggregate: 85% crushed granite + 15% river sand • Density: 23.5 kN/m3 • 56-day cube strength: 5 MPa • Stepped CVC for spillway – hybrid GEVR-GERCC for all other faces • Carpi membrane for impermeability

the DRC project, for example, we only had a brief ‘dry season’ window to work within in a country that typically has a bimodal equitorial rainfall pattern,” explains David Cameron-Ellis, Director: Dams and Hydro, ARQ Consulting Engineers – a local and international leader in this field. “From a funding perspective, the priority is to complete projects in the shortest timeframe; hardfill, in the right application, achieves this goal as a highly viable dam type,” he adds.

PRESTIGIOUS PROJECTS | DAMS

The hardfill mixing platform

Another lower-cost method is rubble masonry construction, in which ARQ also has extensive experience. A recent example is the completion of the Port St Johns Dam for O.R. Tambo District Municipality in the Eastern Cape. This arch gravity dam, essentially a reservoir, is situated some 6 km upstream from the coast and serves as an offchannel storage system fed via pipeline from an abstraction works on the silt-laden uMzimvubu River. A pipeline system from the dam gravitates down to a treatment plant. From there, potable water is pumped to command reservoirs built on surrounding ridges for subsequent reticulation to households. The steep valley dictated a very narrow dam footprint, ideal for an arch dam, and the labourintensive contract stipulation meant a rubble masonry project would be ideal to maximise community involvement and employment. â&#x20AC;&#x153;Given the hilly terrain, constructing a conventional earthfill embankment would

PRESTIGIOUS PROJECTS | DAMS

Hardfill mixing and sealing

have required massive cuts for side spillways, or a spillway over the embankment. For this reason, the rubble masonry route was a simpler and appropriate technology to use,” explains Cameron-Ellis. ARQ was the dam designer, working with Thuso Development Consultants, and the contractor was Ruwacon.

Ntsonyini project Following the Port St Johns project, ARQ again worked with Thuso for the design of the new Ntsonyini Dam, situated several kilometres further upstream. This is a particularly

significant development as it will be South Africa’s first hardfill dam. ARQ’s design for Ntsonyini has been influenced and refined by the experience gained on the Ambarau project. Both the Port St Johns and Ntsonyini dams meet a critical need within this Eastern Cape region in terms of current and future water infrastructure, helping to sustain and grow rural economies. Spread over three financial years, construction of the Ntsonyini Dam is scheduled to commence during 2018.

What is a hardfill dam? By definition, a hardfill dam is a symmetrical trapezoidal structure that utilises cemented sand and gravels for its body. Notably, the typical strength is around 5 MPa, compared to 10 MPa to 25 MPa for pure concrete structures, and this passes on major savings thanks to lower cement volumes. Irrespective of the water levels, the whole structure is constantly in compression. “That’s the main advantage: you are never going to have tensions that require a high-strength concrete or extensive lift-joint treatment,” CameronEllis points out.

Typically, the cement specification for hardfill structures ranges from 50 kg/m3 to 80 kg/m3, depending on the fines composition and the quality of the aggregate materials. This compares to 110 kg/m3 to 160 kg/m3 for an RCC-type (roller-compacted concrete) structure. As Cameron-Ellis explains, hardfill’s symmetrical shape allows for distributed pressures on the foundation without tensions at the heel. “In the final stages, dams can be fitted with an integrated, erosion-resistant concrete spillway lining, in the form of concrete, or grout-enriched hardfill.”

Countering weak geology At the future Ntsonyini site, the geotechnical conditions are generally poor. The clay sources identified and tested were not ideal, exhibiting high shrinkage properties and limited quantities. This, therefore, ruled out a rock-filled structure with a clay core. The next option to consider was a concrete-face rockfill dam (CFRD). Like CFRD structures, hardfill dams typically feature an impermeable concrete membrane

PRESTIGIOUS PROJECTS | DAMS Ambarau Dam: a view from the left bank

on the upstream face; however, unlike CFRD dams, the wall profile for hardfill structures is much steeper and, consequently, the materials required for the impermeable barrier are reduced. “The slowest production phase tends to be the separate impermeable concrete membrane. So, at Ambarau, we decided on a different approach, given the concerns about the approaching wet season. We opted for a 4 mm PVC geomembrane instead, which proved to be much cheaper than the concrete option and far faster to install, taking around three weeks,” says Cameron-Ellis.

Hardfill mixing and placement On the DRC project, ARQ developed an innovative hardfill mixing technique that utilises a road recycler/stabiliser on a mixing platform for the cement-stabilised soil materials used to form the Ambarau Dam. A similar approach is planned for Ntsonyini Dam. ARQ is also recommending the specification of an impermeable geomembrane. “If a concrete membrane approach is proposed, this will need to be slip-formed, which would add significantly to the overall project cost,” he adds. At Ambarau, five mixing lanes were set up, but the number can be greater or smaller depending on the scale, time constraints, maximum daily placement required and space available. The mixing depth here was up to 540 mm thick for each lane. As in the DRC,

HARDFILL MIXING TECHNIQUE AT AMBARAU DAM

gravels for Ntsonyini will be sourced from a local quarry; in this case, they will be sourced in the dam basin and crushed using a mobile crushing plant. In terms of method, and as per a road stabilisation project, cement bags are placed at predetermined intervals in preparation for the mixing phase. Mixing with the recycler is immediately followed by compaction to ensure an effective seal. This ensures that the mixture doesn’t dry out. The edges on each completed mixing lane are then cleaned off with a grader to remove the unmixed material. The final cementstabilised gravel product is then picked up using a front-end loader and loaded into articulated dump trucks, which travel down to the dam wall. The material is then laid, spread and compacted in 300 mm layers in a similar fashion to RCC construction. Conventional formwork was used in the DRC to form the outer faces of the hardfill structure. At the Ntsonyini Dam, however, ARQ plans

to take an alternative approach using extruded concrete kerbing, which has been proven on a number of CFRD projects globally. “In the spillway section, conventional concrete will be used to provide a surface resistant to over-spilling. In this case, we will place reinforcement rods with plates at every second layer to anchor the spillway facing back into the dam,” Cameron-Ellis continues. Another advantage is that, similar to RCC, placement and compaction procedures can be interrupted at any time if scenarios like flooding or a change in the construction sequence occur, without any impact on overall quality, and without compromising dam safety or construction planning. “We’ve really looking forward to the Ntsonyini project as a test case for future hardfill developments in South Africa,” he concludes.

• Gravels laid down, graded and levelled • Sand dumped at specific spacings, graded and levelled • Two layers mixed using the recycler •C ement bag spacing and required water dosage calculated • Cement bags broken open, spread and mixed, then sealed •O nce mixing in the second of the three mixing sub-lanes has commenced, the potentially unmixed edges of the first lane are trimmed off using a grader, and the first sub-lane picked up by front-end loader and deposited into articulated trucks for transportation to the dam

IMIESA Nov/Dec 2017

PRESTIGIOUS PROJECTS | DAMS

Clean energy for L’Ormarins

DI-to-steel pipe transition with the first turbine station in the background

Nestled in the mountains on the L’Ormarins Wine Estate in Franschhoek lies an awardhe 2.3 MW L’Ormarins winning hydropower station hydropower plant was complete with hundreds of commissioned by the owners of L’Ormarins metres of pipeline, two Estate in order to cover the estate’s turbine stations and a entire energy requirement for the balancing dam. year. Excess power will be banked

with Eskom during the wet season and drawn back from that bank in the summer months, ensuring sustainable, year-round power supply. Any surplus electricity will be sold to Eskom.

Unique build approach The project required the design and construction of a pipeline from an environmentally sensitive, high and inaccessible part in the mountain to convey water at a maximum flow rate of 700 ℓ/s to the first turbine station (T1) situated about 300 m below the intake point. A second pipeline conveys water from the first turbine station to a balancing dam or directly to a second turbine station (T2) situated a

LEFT FROM TOP TO BOTTOM L’Ormarins Estate in Franschhoek Concrete pumped for an anchor block for the lower pipe bridge More than 1 650 helicopter return flights had to be undertaken to construct the pipeline

IMIESA Nov/Dec 2017

further 100 m lower than T1. The water is then returned to the lower part of the stream it was abstracted from. Due to the project’s location high up in the mountain, more than 1 650 helicopter return flights had to be undertaken to construct the pipeline. A helicopter landing area was constructed on the mountainside and the team working on the mid to upper end of the pipeline was flown to the landing area daily. All materials and equipment – including pipe sections, gabion wires, cables, scaffolding and generators – were transported to the landing area by helicopter, while ductile iron pipes were delivered to the point of installation. A concrete bucket and readymix concrete were also transported by helicopter to construct concrete pipe plinths in the mountain. Exceptional flying skills and longer slings were required to deliver pipe materials into the gorge.

PRESTIGIOUS PROJECTS | DAMS

Selecting the right materials Due to the extremely rocky and difficult terrain in the upper gorge section of the pipeline route, the design team decided to allow a flexible pipe system for the upper pipeline, rather than a rigidly anchored pipe. With a temperature variance of approximately 40˚C in the area, HDPE was selected because it offers an expansion coefficient more than 10 times higher than that of carbon steel. Anchors were drilled into the rock and stainless steel cables anchored the pipeline. Purpose-designed HDPE ‘shoes’ were attached to the pipeline to protect it where movement will occur against rock protrusions. Along the route, a smaller gorge was crossed by means of a combined pipe and pedestrian bridge. A temporary bridge was first built with scaffolding to provide access, and was later used to construct the permanent pipe and pedestrian bridge. The permanent bridge was constructed in pre-assembled segments to facilitate easier helicopter transport. Approximately 450 m downstream of the intake, the water pressure in the pipeline will exceed 10 bar and rock anchors were not available in close proximity. Therefore, ductile iron K9 (450 mm diameter) pipes with a polyurethane internal coating and zinc and bitumen external coating were selected for this section.

Larger anchor blocks would be required for return 700 ℓ/s, was carefully designed to this pipeline section where larger forces and prevent erosion in the river. This included an open T-piece and a blank internal water pressures flange installed with longer would reach up to 30 bar. Exceptional flying bolts to allow a 150 mm However, the detriment skills and longer opening at the pipe end. of such blocks to the slings were The construction of environment made way the first pipeline above for an innovative solution required to deliver ground also reduced the – to design the horizontal pipe materials into disturbance to the natural alignment such that every the gorge environment. Fynbos pipe length changes cuttings were first stockpiled direction between 1 and 2 degrees, instead of a 20-degree bend, for along the underground pipeline route, after example. The result was long, curved pipe which the topsoil was carefully removed. After backfilling the trench, the route was sections, without bends. Because the pipeline was constructed above compacted with a padfoot roller to provide ground, each pipe length required a pedestal indentations in the soil, the topsoil was designed to withstand horizontal forces replaced, and the cuttings were placed over created by the 2-degree change in direction. the entire disturbed area. Sediment traps Three smaller anchor blocks were, however, were constructed across the disturbed area, still required where significant changes in the with partly embedded straw bales sited at regular intervals. The special precautions vertical alignment had to be accommodated. taken to reinstate the trenches downstream Environmental considerations of T1 will ensure that the fynbos will reThe entire project was located in an establish itself. environmentally sensitive area. Now completed and with the ability to Special precautions were taken to reduce generate up to 2.3 MW of clean power, and mitigate the visual impact of the pipeline this innovative hydropower plant will and turbine station, which are barely visible meet L’Ormarins Estate’s annual energy from the closest public road. The return pipe requirements with a payback period of less from T1 to the river, which could potentially than 10 years. IMIESA Nov/Dec 2017

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WATER & WASTEWATER

Groundwater desalination for Leeu Gamka

eeu-Gamka is a small town in the Western Cape’s Karoo, some 355 km north-east of Cape Town, that is also battling the severe drought. Quality Filtration Systems (QFS) designed, manufactured and installed a containerised water filtration unit to bring relief to the town’s dire situation. The plug-and-play unit delivers 420 000 ℓ of drinking water per day. The new containerised water filtration unit was placed between two existing reservoirs. Water is pumped from a borehole into an existing reservoir. The treated water is collected in the final reservoir before distribution to the town. The process incorporates advanced technologies like ultrafiltration (UF) and reverse osmosis (RO) to purify the brackish water. The UF membrane is an excellent pretreatment process for the RO membrane, which focuses on the removal of dissolved solids. The process is fully automated and remotely controlled to produce a consistent water quality.

IMIESA Nov/Dec 2017

SAFCEC 2017 CONFERENCE

Africa’s cities of the future

With Africa’s urban population growing at a rate of 3.5% per annum, and 65% of this growth happening in smaller cities and urban areas, the pressure on infrastructure is increasing.

“With Africa set to reach its demographic dividend by 2050 and our country’s population becoming increasingly youthful, cities currently find themselves in a pivot space: facing a massive challenge or opportunity,” says Harripersadh. “For South Africa and Africa to capitalise on and realise this opportunity, however, we cannot plan and execute as we have in the past. We also have to make critical decisions now – without hesitation or delay in committing to key projects.”

New design approach

iven that the median age of African cities is less than 20 years old, Rajesh Harripersadh, key accounts manager, PPC Cement, notes that the future of our country and continent is critically linked to our cities’ success. This has to start with infrastructure development – meeting current needs while gearing for the medium- and long-term future – an important discussion at this year’s recent SAFCEC (South African Forum of Civil Engineering Contractors) conference in Gauteng. Themed #ReadyToDeliver, SAFCEC’s 2017 conference unpacked some of the most critical challenges facing the local engineering and construction industries at present, including when the sector can expect to see critical spending decisions made on key infrastructure upgrades and new builds.

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Changes in how we live, work and interact in cities, coupled with space and sustainability constraints, as well as mobility and technology requirements, demand a new approach to infrastructure design and creation. “Urban areas of the future cannot necessarily be modelled on cities of the past. They must simultaneously boost business, enable convenience and encourage suburban activity, and bring work closer to home – mitigating the time and cost of travel. They must also reduce pressure on land and existing infrastructure in towns and cities, so as to ensure loang-term sustainability,” he explains. Harripersadh adds that an additional element of social consciousness must be added to this. Integration and functionality must enable communities to thrive and help combat the poverty that is becoming systemic in our urban areas by creating access to key infrastructure. He emphasises that the massive scale of development needed – and the time it will take to deliver – means that decisions

about investing in fully functional urban areas that meet integrated needs must be made now. “Government and the greater cement industry need to work harder to clarify policy uncertainty, commit resources and finance, and unlock procurement processes to initiate both new build projects and upgrades and maintenance on critical infrastructure – including schools and clinics, roads and transport, water and sanitation. This will ensure we get the best possible value from infrastructure throughout its lifetime, as opposed to starting to rebuild after disasters or system failure.” With Gauteng itself currently planning vast new human settlements; healthcare, education and recreation facilities; and how best to integrate land use for residential, commercial and industrial purposes, the future vision is a compelling one – if players work together to create a conducive, collaborative environment. Harripersadh notes that these are some of the conversations PPC is looking to continue with government and SAFCEC beyond this year’s conference. “We need to work together to take advantage of local development opportunities and shape the cities and urban areas we live and work in. As an industry, it’s up to us to drive this change. Only then will we ensure that future cities are sustainable spaces in which all our communities can thrive,” he concludes.

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The road ahead Transforming the civils industry has positive spin-offs for all parties within the framework of a fair and equitable procurement process that promotes an inclusive and thriving construction economy.

he year 2017 will be recorded in South African history as one oaf the most challenging periods for the construction sector, as well as the economy as a whole. Within this tough trading environment, private and public sector stakeholders have been calling for renewed and stronger engagement. The recent South African Forum of Civil Engineering Contractor’s (SAFCEC’s) annual national conference in October 2017 showcased this commitment and was well attended by industry leaders. Prominent South African statesman Jeff Radebe delivered the keynote address. Key themes presented included opportunities for synergies, local content development, plus renewed emphasis on industry transformation. “Addressing the issue of public delivery, we accept that there are inadequacies at present. Steps are being taken to strengthen the planning and implementation capacity of all relevant departments to ensure that we efficiently roll out major projects,” said Radebe, who currently holds the position of Minister in the Presidency for Planning, Monitoring, Evaluation and Administration. “The chief procurement office is now up and running and provides a uniform supply chain management system, which is essential for the optimisation of service delivery. In the past, we didn’t have a single, consolidated supplier database across government. Consequently, information related to the compliance requirements was often duplicated,” he continued. “However, our new centralised procurement process eliminates this, as well as the associated costs. It provides an efficient electronic procurement platform. The immediate benefits will be a reduction in red tape and administrative effort when doing business with government.” Government’s key focus on procuring from local suppliers will also help to stimulate the economy, growing black industrialists in the process. “The Department of Planning, Monitoring, Evaluation and Administration, the Department of Trade and Industry, and National Treasury

Jeff Radebe, Minister in the Presidency for Planning, Monitoring, Evaluation and Administration, delivering the keynote address

will evaluate the merits of imported versus locally produced goods and services procured by government enterprises to ensure an equitable balance,” added Radebe.

Sanral “Infrastructure is a catalyst, but not a panacea,” pointed out Skhumbuzo Macozoma , CEO of the South African National Roads Agency (Sanral), also speaking at the conference. “Plus the infrastructure investments we make must be meaningful.” Rather than taking a shotgun approach, the limited funding available means that projects need to be prioritised in terms of their socio-economic importance. “Plus, where budgets are constrained, the monies available should first be spent on maintaining the existing network,” he stressed. The anti-toll sentiment surrounding the Gauteng Freeway Improvement Project has severely limited the potential for other future local toll developments. Examples include the scrapped N1/N2 Winelands toll project in Cape Town, which could have injected much needed capital inflows. “Relying predominately on public funds will inevitably slow down the implementation rate of new road projects,” said Macozoma. Sanral currently manages a 22 000 km network. Potentially, this could be expanded to 35 000 km. However, in Macozoma’s view, that would negatively impact on quality by stretching Sanral’s resources too thin. “The current

approach is not sustainable and municipal and provincial roads authorities need to take on more of the workload.” Presently, Sanral receives an annual budget allocation of around R20 billion: R15 billion from government and the balance from the private sector. Reflecting on the Sanral journey, Macozoma said that the first 12 years, from 1998 to 2010 (Horizon 2010), were a boom period, characterised by accelerated infrastructure investment leading to the 2010 FIFA World Cup. In subsequent years, the experience has been more subdued. Sanral is now developing a long-term growth plan to 2030. On an upbeat note, Sanral plans to invest R50.7 billion in 309 construction projects nationally. In the meantime, some hard choices have to be made in terms of where the money should be spent first, and industry bodies need to be strategically aligned to achieve this. Then there’s the transformation agenda. At present, the bulk of Sanral’s projects are awarded to contractors in CIDB grades 5 to 9. “That’s not an equitable process and we must include opportunities for grades 1 to 4,” he continued. Going forward, Sanral will place much greater emphasis on promoting joint ventures with black-owned contractors and subcontractors. The same approach will apply when it comes to the procurement of materials and equipment solutions sourced from black-owned businesses. Meanwhile, each day, South Africa’s infrastructure priorities keep growing. The South African Institution of Civil Engineering’s latest Infrastructure Report Card (IRC) underscores this. The state of South Africa’s infrastructure in 2017 received an overall grade of D+. The ‘D’ symbol stands for ‘at risk of failure’, so this is not encouraging. Paved metropolitan roads received a C(C = satisfactory for now) in the IRC report. In turn, provincial, metropolitan and municipal gravel roads scored an E (or unfit for purpose) overall. So there’s much work to be done.

IMIESA Nov/Dec 2017

ROADS & BRIDGES

Orange River crossing expanded

The existing 12-span Hopetown bridge (B2482) crossing the Orange River is currently being widened

During the course of the project, some 4 000 m3 of concrete and 500 t of reinforcing steel will be required

pington-based contractor Botes & Kennedy Manyano is forging ahead on the widening of the 312 m long N12 carriageway bridge spanning the Orange River at Hopetown. The R88 million project commenced in mid-2016 and is on track for completion in February 2018. The scope of works also includes a smaller bridge being widened a short distance to the north. The main bridge is a 12-span, simply supported structure of precast prestressed I-beams. It comprises 11 concrete piers, each measuring some 12 m in height. The road-widening project requires new piers to be built alongside the existing ones and to similar dimensions. The 12 spans for the new part of the bridge are formed by 60 concrete I-beams, each measuring 26 m in length, with straight horizontal and flat vertical alignment. The beams rest on elastomeric bearings on top of the piers. The new abutments on the north and south banks of the river needed considerable earthworks to be done, according to Jeann van Tonder, site agent, Botes & Kennedy Manyano. At each abutment, 13 piles were drilled to an average depth of about 10 m and socketed into bedrock. “Before work could begin on the new piers, a causeway had to be constructed out into the river so that mass concrete bases could be poured, on to which a 1.7 m deep concrete base could be constructed for each new pier,” explains Van Tonder. The piers were then cast in three lifts of 3.6 m each and a final 1.5 m lift. During the course of the project, some 4 000 m3 of concrete and 500 t of reinforcing steel will be required. Approximately 28 000 bags of AfriSam High-Strength Cement (CEM II A-M (L) 52.5N) are being supplied from AfriSam’s Ulco factory near Barkley West. AfriSam also designed a range of concrete mixes for the project to ensure optimal durability and meet certain workability requirements. This was done at its Centre of Product Excellence (CPE) in Roodepoort, which includes SANAS-accredited laboratories. These mix designs needed to meet Sanral’s specification for a performance-based concrete, both in terms of standard concretes and the W concretes that must meet certain durability indices for oxygen permeability, sorptivity and chloride conductivity.

ROADS & BRIDGES

Diverting the Orange River

uring the extension of the Hopetown Bridge, the need to temporarily redirect the flow of the Orange River was easily solved with the use of geotextile containers. This created a suitable platform for pile driving equipment access alongside the bridge.

BVi Consulting Engineers was awarded the contract, which included adding an extra lane to the existing bridge. Contractor Botes & Kennedy approached Kaytech for a costeffective, reliable solution to create the necessary barrier. For this particular project, Kaytech recommended using Georevet S120/SF1.2 1 m3 open-top geobags for the embankment consolidation. Each bag is manufactured from a composite geotextile consisting of a staple fibre fleece needled onto a woven tape geotextile to create a strong, robust, low-elongation geobag with good filtration and drainage properties. To facilitate filling with a granular material, the open top of each bag has a bidim filling spout sleeve, which is rolled up, strapped

Georevet bags were installed to consolidate the drilling platform on the Orange River

closed and inserted into the Georevet bag after filling. The Georevet geobag is then laced closed through the pre-manufactured eyelets using the cord provided. Each bag was supplied with four webbing lifting straps at each corner, which are sewn around the full circumference of the bag for extra lifting stability and strength. One thousand Georevet geobags were used to help create the piling platform structure. Here, the ease of handling and filling of the bags was a significant advantage during the process of diverting the river. IMIESA Nov/Dec 2017

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ROADS & BRIDGES

The Fish River Bridge – the eastern limit of Concor’s R72 project – will receive minor refurbishments and a precast concrete rail to replace the missing steel railings

Clear line of sight

he 27.5 km section of road between Port Alfred and the Fish River Bridge is undergoing a major upgrade, which includes the addition of alternate passing lanes in each direction. The construction programme is being undertaken by main contractor Concor Infrastructure, on behalf of the South African National Roads Agency, and is scheduled for completion by October 2018. This infrastructure investment caters for rising traffic volumes along this

R72 section, which currently averages up to 5 500 vehicles a day. Approximately 40% of this volume comprises commercial or heavy transport trucks. An important improvement on the new road will be better line of sight for drivers. “The existing road was constructed essentially along the lie of the land,” says Concor Infrastructure site agent Michael Stiebel. “The realignment gives motorists a much better view of the road’s contours and bends, as well as oncoming

traffic at a distance.” Some of the vertical realignments have been up to 3 m in height. The realigned new road will comprise a 300 mm thick selected sub-grade layer and a 300 mm thick crushed G4 sub-base layer, stabilised with 2.5% to 3% of AfriSam 32.5 Roadstab bagged cement. On top of that is a further 150 mm base layer topped by a 20 mm Cape Seal. The section through Port Alfred will receive an asphalt wearing course after being widened and strengthened.

LEFT In one of the deepest fills on the contract, two types of temporary lateral support – soil nails in excavation sequence (left) and bidim wrap support with backfill-stabilised material (right) – were installed. This allows traffic to continue flowing on the existing road while the new one is constructed RIGHT The roadworks include the building of a completely new roadway alongside the existing route

IMIESA Nov/Dec 2017

HEALTH & SAFET Y

Professional safety registration is non-negotiable Safety compliance in the construction industry is mandatory and the Department of Labour has – through the OHS Act and its regulations – set strict requirements for compliance. By Alastair Currie

Cobus Coetzee, national advisor: Safety, Health, Environment, Risk and Quality at SAFCEC

n August 2018, the current clause of the exemption notice on the application of construction health and safety work permits submitted to the Department of Labour (DoL) will expire. After that, any application above R13 million – a Construction Industry Development Board (CIDB) level 7 grading threshold – will apply. “That means that, from August 2018, virtually all civil engineering projects will require a work permit if the current exemption notice remains in effect. It must, however, be noted that the DoL has alluded to a possible review of the current exemption notice,” points out Cobus Coetzee, national advisor: Safety, Health, Environment, Risk and Quality (SHERQ) at the South African Forum of Civil Engineering Contractors (SAFCEC). Since the introduction of the Construction Regulations of 2014, a construction work permit has been a client requirement. However, the exemption notice published on 7 July 2015 provided for the phasing-in of construction work permit applications over a three-year period. Construction work permit applications

IMIESA Nov/Dec 2017

were set to apply to project values exceeding R130 million for the period July 2015 to 6 February 2017. This exemption will expire on 7 August 2018 and will apply to all projects that exceed 365 days, total more than 3 600 workforce days of construction work, or exceed R13 million or CIDB grading level 7. The exemption temporarily wavered the application of construction work permits for smaller projects. It must be noted that the notification of construction work was still a requirement on the part of the principal contractor for all projects. Historically, larger contractors have always had their own well-developed internal health and safety management systems, interlinked with quality and risk management programmes. However, for SMME contractors, which now represent approximately half of SAFCEC’s current membership, their level of experience and application of SHERQ is generally lower.

This means that a lot of work needs to be done to bring SMMEs up to speed in terms of compliance. “But with the new requirements, it’s going to be a re-education process for ever y contractor because there are major shortfalls in the current system. Plus, the expiration of the current exemption on the construction work permit applications in August 2018 will have a profound impact as compliance is non-negotiable,” he stresses. Irrespective of the construction work permit stipulation, and in terms of the Construction Regulations of 2014 (Regulation 8.5), ever y contractor must appoint a part- or full-time construction safety officer when taking into account the risks and hazards associated

HEALTH & SAFETY

with the scope of their operations. It is also important to note that upon a site assessment by the DoL, the decision of a department inspector is final in this regard. The South African Council for Project and Construction Management Professions (SACPCMP) is the statutory body for the registration of SHERQ practitioners. SHERQ practitioners fall into three categories, namely: - professional construction health and safety agent (PrCHSA) - construction health and safety manager (CHSM) - construction health and safety officer (CHSO). From 2 June 2017, the guidelines set out in the Construction Regulations of 2014 stipulate that either an agent or a manager can prepare construction work permit applications for submission to the DoL. This is applicable across all categories. CPD compliance is compulsory across all registration categories.

Application backlog Since 2013, the SACPCMP has received more than 13 000 applications and, so far, only about 22% have been registered. “The process is a challenging one as the estimated number of applicants was vastly underestimated,” says Coetzee, who sits on the Council’s Construction Health and Safety committee and is a registered CHSM. “As the current exemption on the construction work permit application expiration date (August 2018) looms, a major concern is the enormous backlog on the processing of applications across all these categories, but especially the registrations of PrCHSAs and CHSMs.”

During the period 2013 to 2016, registration applications were in hard-copy format. That created an administrative challenge, so an alternative approach was adopted in 2017 following the switch to an electronic document submission system. However, historical hard copy submissions that still need to be captured on the new system, coupled with the high number of new applications (approximately 150 monthly), continues to compound the administrative challenge. “Two-way communication, or rather the lack thereof, is part of the backlog problem. The confirmation letter issued by SACPCMP upon receipt of an application is simply that, and does not verify that all documentation requirements submitted are complete and acceptable,” says Coetzee. “Often, the information supplied is incomplete, but follow-up correspondence is frequently not responded to, which compounds the situation.” Every application is sent to an assessor to review the documents. If satisfactory, the application is then forwarded to one or more other assessors for verification to ensure a fair and transparent process. Since these assessors don’t work for the SACPCMP and these services are provided by current registered professionals, this also adds to the time delay. If the assessors are all in agreement, the candidate is notified and the next part of the registration process will start. PrCHSAs are registered following a successful professional presentation and interview in front of a SACPCMP panel. CHSMs and CHSOs are, similarly, registered following the successful completion of an examination.

Intention of the work permit The purpose of the work permit is to ensure that every project is planned sufficiently. Some of the required documents that will accompany the construction work permit application include a baseline risk assessment; safety specification; proof of the client’s appointed agent, including proof of registration with the SACPCMP; principal contractor safety plan; a valid letter of good standing; and proof of competency of appointed persons. Therefore, construction work permit applications are quite complex

and it is now required that a copy of the approved permit be displayed at the project. Ahead of the August 2018 cut-off, the DoL is expanding its resources to meet industry requirements. The SACPCMP had appointed a reputable firm to conduct a forensic audit on its processes as stipulated in its 23 August 2017 press release after some concerning information was uncovered. This was a positive step in re-evaluating present and future practices. At the highest level, the client’s agent (registered PrCHSA or CHSM) assists the project management team to ensure that the requirements of the OHS Act (No. 85 of 1993) and CR 2014, with regard to the construction work permit applications, are drafted, compliant and submitted, thus ensuring compliance to project and statutory requirements throughout all project stages. Once approved by the client, the agent must then perform compliance audits on the principal contractor every 30 days. According to legislative requirements, the principal contractor must also audit their subcontractors every 30 days to ensure compliance. This must be carried out by their own safety manager or officer. “If a work permit is not approved and applied, the project will stand, which also has a ripple effect in terms of delays and contract rollovers, plus negative macroeconomic implications,” adds Coetzee. “We can’t allow this to happen and SAFCEC is working closely with SACPCMP and our members to expedite the safety registration process. We also provide feedback on the progress of the registration of our members’ employees, as required.”

IMIESA Nov/Dec 2017

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Joining the swarm The drone market offers major benefits for the infrastructure industry, but requires specialist training and licensing approval to comply with complex civil aviation regulations. By Gisela Kirsten, DroneCon

rone technology has been a topic of interest and experimentation from as far back as 1849, and even though the industry has grown at a rapid rate since 2002 (when Tesla was the first to patent a remote control for unmanned vehicles), the public still collectively perceives drones as a military or combat resource. While the drone industry might still be considered foreign to the majority, it certainly is one of the most exciting and rapidly expanding industries today. It was projected that by 2025, the transportation industry would be transformed by drone technology, where passenger drones would operate worldwide as a taxi service. However, Dubai has already announced its plans to provide this service as early as 2018, with trials launched in July this year. While the rest of the world is sprinting to find the most profitable way to make use of this incredible technology, South Africa is currently working on overcoming regulatory obstacles, which were officially put in place on 1 July 2015. Dr Roelof Botha, a South African senior economist, confirmed that the drone industry is capable of doubling in size every year for the next decade if regulations could embrace a subtler approach. His in-depth economic impact study, presented at DroneCon 2017, demonstrated that the drone sector can generate more than R2 billion towards South Africa’s GDP per year, create up to 35 000 jobs and can offer the economy some significant savings in the mining, agriculture, construction, defense, telecommunication and municipal sectors.

What are the current regulations? Part 101 of the South African Civil Aviation Authority’s (SACAA’s) RPAS regulations provide laws for the private and commercial use of drones. Private laws prohibit drones from flying

within 10 km of an aerodrome and within 50 m or closer of any person, public road or property, and only cater for daylight clear weather conditions. Drones can also only be operated within 500 m of the pilot and must be flown below the height of the highest obstacle within a 300 m radius. There are myriad commercial applications for drones, but their strict regulation is proving to be a significant source of frustration for potential operators in South Africa. At present, the SACAA categorises any drone as an aircraft, which means that the same laws as manned aircraft currently apply. One would have to obtain a Remote Pilot Licence (RPL), Air Service Licence (ASL) and Remote Operating Certificate (ROC) from the SACAA before being able to operate commercially; to date, only 14 commercial operators have been approved in the last two years.

DRONECON 2018 DroneCon, the largest drone conference in Africa, is an annual event that attracts professionals and amateurs from across the drone industry. The three-day event is set to take place again from 16 to 18 May 2018 at Vodaworld in Midrand, where speakers from the mining, construction, security, agriculture, regulatory/training, media, telecommunications and emerging markets will be presenting their in-depth knowledge. An exhibitor’s arena will also offer live drone demonstrations, hands-on flying experience and exposure to the latest technologies. For further information, visit www.uniteddroneholdings.com

Far-ranging applications Drones offer a range of cost-cutting commercial applications, which include aerial and hydro surveillance, asset inspection, agricultural analytics, construction monitoring, wildlife protection, search and rescue operations, medical facilitation, as well as serving the film, sporting, leisure and hospitality industries. In fact, according to the global market forecast, commercial drone use has secured the position of being the fastest growing industry worldwide, which means that it will soon be impacting almost every business sector. Craig Vorster, director, Advanced Aerial Solutions, a subsidiary of United Drone Holdings (UDH), says strategic alignment with mining clientele has resulted in tremendous improvements in workplace safety, as well as provided cost-effective solutions for activities like blast surveying, mapping, thermal and field inspection, and security.

The first step As a potential commercial aviator, the first step is to obtain the correct training and licences necessary to operate a drone commercially – a service provided by UDH. “There is no limit to how we can work together, how you can create your own drone business and make use of the UDH business model, brand and shared services,” comments CEO Sean Reitz. UDH services the training, surveying, manufacturing, conferencing and consulting sectors across South Africa, with SACAAapproved training facilities established in Johannesburg, Durban and Cape Town.

IMIESA Nov/Dec 2017

SUSTAINABLE INFRASTRUCTURE

he face-brick Green Building in Bellville, Western Cape, was constructed using a number of effective design techniques as well as incorporating Corobrik’s range of face and plaster bricks. “The building is designed to achieve a 5-Star Green Star rating, making it among the first government-owned buildings to achieve this status,” explains Faizel Jacobs, one of two directors at Jacobs Parker Architects. “This was achieved through a number of passive design principles such as optimised orientation, appropriately proportioned glazing, filtering of natural daylight, and well-considered acoustic design. The building also recycles all stormand wastewater in a fully organic recycling plant, and uses this recycled water at least twice.” Commissioned by the Western Cape Government’s Department of Transport and Public Works, the 6 615 m2 office building will be occupied by administrative components of the Department of Health. As part of the holistic construction strategy, the products used in construction had to fulfil environmental obligations. The building was built using 237 000 of Corobrik’s Constantia Travertine

face bricks, which feature a number of ecologically sound properties that make them an excellent choice for environmentally sustainable projects, explains Christie van Niekerk, manager, Corobrik Western Cape. “The brick offers superior thermal efficiency, which requires less artificial temperature regulation, and the inert qualities assure low-environmental impacts. Added to this is the brick’s incredible durability, meaning it requires no future maintenance, making it the per fect solution for a project such as this,” she adds. All materials were sourced from local suppliers, which both reduced the embodied energy of the project and provided support for the local economy. With laying face brick being a labour-intensive construction method, the brick allowed for increased employment and skills’ training opportunities, facilitated through a mentorship programme. This holistic construction strategy led to this being the first building in Africa to achieve a socio-economic impact certification as part of its overall 5-Star Green Star SA Office v1 rating. According to Jacobs, this

demonstrated, quite importantly, that the design, construction and operations of the office block had moved beyond simple environmental sustainability, addressing socio-economic sustainability, which was also imperative.

IMIESA Nov/Dec 2017

Photos: Adam Letch

Building green

A holistic construction strategy for the Western Cape Government’s newest office building has led to it being the first building in Africa to achieve a socio-economic impact certification as part of its overall 5-Star Green Star SA Office v1 rating.

SUSTAINABLE INFRASTRUCTURE

A world-class sustainable city

South Africa’s Constitution commits all levels of government to sustainable development that ensures the protection of the environment. Some municipalities stand above others in meeting this call for a cleaner and greener future. By Danielle Petterson

o assist in ensuring these sustainability goals are met, the Depar tment of Environmental af fairs hosts the annual Greenest Municipality Competition (GMC). This year, the City of Johannesburg Metropolitan Municipality was named the greenest metro, while Polokwane Local Municipality won the local municipality categor y. The criteria for the GMC incorporate elements such as water management, energy efficiency, tree planting, landscaping, beautification, public participation and leadership in the municipality. Speaking at the awards ceremony, Deputy Minister of Environmental Affairs Barbara Thomson noted, “I am encouraged by the fact that more and more South African municipalities are embracing the green economy by implementing long-term sustainability policies and strategies in partnership with local communities. This is an important development for our country because it demonstrates an increasing awareness and realisation that our prosperity as a country is inextricably connected to the well-being of our environment.”

IMIESA Nov/Dec 2017

Joburg back on top The City of Johannesburg reclaimed its title as South Africa’s greenest metro this year, following on from the last time it won the award in 2015. “It is truly an honour to be named the overall winner of the metropolitan category of the GMC. This coveted award is testament to the fact that the City of Johannesburg is committed to the sustainable preservation and protection of its ecological assets and to the improvement of the quality of life of its citizens,” says Nico de Jager, MMC: Environment and Infrastructure Services, City of Johannesburg. De Jager believes that awards like the GMC are vital, particularly given that environmental departments within municipalities generally get the least funding, despite it being more critical than ever that developments take the environment into account. These awards also play an important role in creating positive competition and promoting best practice in a world where the lines that divide municipalities are becoming increasingly blurred. “Whatever Johannesburg does impacts on the surrounding areas. For example, if the Northern Wastewater

ABOVE MMC Nico De Jager (far left) and Johannesburg Executive Mayor Herman Mashaba (far right) participating in the A Re Sebetseng campaign together with residents and councillors ABOVE LEFT The city has introduced dual-fuel buses to reduce emissions

Treatment Works in Johannesburg fails, waste will end up in Hartbeespoort Dam. We need to collaborate and learn from each other. It’s all about sharing information,” says De Jager. In its endeavour to transition to a smart and green city, Johannesburg strives to take the lead in its contribution towards environmental

I am encouraged by the fact that more and more South African municipalities are embracing the green economy.” Deputy Minister of Environmental Affairs Barbara Thomson

SUSTAINABLE INFRASTRUCTURE

protection and conservation. De Jager believes that other municipalities can learn from some of its initiatives such as waste minimisation, the roll-out of smart meters, and Wi-Fi-enabled benches and CCTV cameras in city parks.

Metropolitan Municipality Winners

Position

Prize

City of Johannesburg Metropolitan Municipality

Overall winner

R3.5 million

Mangaung Metropolitan Municipality

First runner-up

R3 million

Second runner-up

R2.5 million

Nelson Mandela Bay Metropolitan Municipality

Green initiatives The most recent green project in Johannesburg is the A Re Sebetseng cleanup campaign, which focuses on reclaiming the environment and changing people’s behaviour. The monthly, ward-based cleaning initiative is held on the last Saturday of every month. Residents and councillors came together for the first clean-up on 30 September 2017 at more than 1 000 sites across the city, which De Jager hopes will increase with time. He also hopes A Re Sebetseng will become as well recognised as Rwanda’s Umuganda initiative, on which it is modelled. Umuganda involves a mandatory day of community work every month. This includes cleaning and has resulted in Kigali becoming one of the cleanest cities in the world. There are waste-to-energy projects running at four of Johannesburg’s open landfill sites, namely Robinson Deep, Ennerdale, Goudkoppies and Marie Louise, and everything is in place to begin waste-toenergy operations at two of the city’s closed landfills – Kya Sands and Linbro Park. The city recently completed a feasibility study for alternative technologies for waste-toenergy, which will divert a third of the city’s total waste, and is currently in the process of preparing a public-private partnership to solicit an off-balance-sheet solution. De Jager’s department has also set up a dedicated team to work with waste pickers and assist in formalising them into cooperatives, with the aim of bringing buyback centres closer and ultimately increasing recycling levels.

Local Municipality Winners

Position

Prize

Polokwane Local Municipality

Overall winner

R3.5 million

Govan Mbeki Local Municipality

First runner-up

R3 million

Second runner-up

R2.5 million

Hessequa Local Municipality

The municipality has implemented a number of water resource rehabilitation projects to address water pollution across the city’s two catchment areas. For example, the Jukskei River has faced serious problems with pollution, particularly human waste. The city has undertaken a process to engage with residents to find solutions and has committed to improve the standard of one VIP toilet per 14 households to one per seven households. The city is also exploring the possibilities of building catchments along the river as well as a basic water purification plant to clean the water upstream of an estate that uses the water for irrigation purposes. In 2015, the city was the first to undertake measurements from greenhouse gas (GHG) emission reduction, including reporting and publically disclosing emission data. Johannesburg was also among the first municipalities to develop its Air Quality Management Plan back in 2003. It now has eight monitoring stations that track various pollutants. Transportation and domestic fuel burning are currently the largest pollutants. To reduce transport-related GHG emissions, the city has introduced dual-fuel buses, which run on both diesel and compressed gas (either natural or biogas). The city has also

concluded a feasibility study for a 5 t per day biodigester plant aimed at generating fuel for its bus fleet. De Jager believes it is going to take worldclass ideas and innovative solutions to move air quality management from a ‘nice-to-have’ to a vital part of safeguarding residents’ health. The city has completed a review of its Air Quality Management Plan and Air Pollution Control by-laws, which will soon be made available for public consultation. The city will also channel its R3.5 million in prize money from the GMC into implementing a green project within the city, and creating job opportunities and skills development.

Greening the future According to De Jager, Johannesburg plans to ensure that the infrastructure base converts to more sustainable technologies and practices, particularly when it comes to civil infrastructure such as water and sanitation, roads and stormwater, electricity, and waste management. The city will be developing a Green Infrastructure Implementation Plan in the current financial year to outline the approach to transitioning the city’s infrastructure to become more sustainable.

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TRANSPORT, LOGISTICS, VEHICLES & EQUIPMENT

Maximising fleet availability requires the ongoing replacement of old vehicles, while placing major emphasis on the management of utilisation, driver behaviour and training. By Nigel Webb*

op of mind whenever we discuss a public sector fleet has to be vehicle availability. In my previous article, published in the September 2017 issue of IMIESA, I discussed the impact of workshops on availability. But there’s an allied and equally burning issue that needs to be considered: the age of a vehicle fleet and its make-up. Poor vehicle availability is often the result of an aged fleet in poor condition. Lack of operational management, such as poor repair turnaround times, unauthorised usage and the inadequate measurement and management of utilisation are contributing factors. Budget constraints do limit the timely replacement of older vehicles, the acquisition of additional vehicles to meet expanding needs, the repair of major breakdowns, and they promote the procurement of the cheapest vehicles. This latter point increases the mix of vehicles, which impacts negatively on maintenance performance.

No quick fix Without a large budget, there is no overnight fix. So what can be done to raise the quality and availability of vehicles? Prepare an accurate and detailed fleet register. Identify make/model and category, age, last known mileage (total kilometres), monthly usage, condition, maintenance expenditure and job function. Analyse this to identify the replacement suspects, based on age, mileage and condition. Also root out those vehicles that are used infrequently or are completely overspecified for the job. Measure utilisation in terms of distance driven and time of day. You will need a tracking/telematics system for this.

Managing fleet age and structure 3

Prepare a replacement policy based on time and mileage for each category of vehicles. Your experience will guide you in determining these values for optimal replacement. With the above information at hand, you can prepare a three-year replacement forecast, which includes estimates of future vehicle costs. It is theoretical and based on policy, but it does facilitate the next step. You won’t have sufficient budget to meet this forecast now, but you can start prioritising. Target the costly ‘dogs’; unavailability of parts; low utilisation due to condition; and reassign overspecified or underutilised vehicles. Have a look at your utilisation. Are there high levels of unauthorised weekend and afterhours usage? If so, apply your usage policy.

Modernisation and budgets The next matter to consider is how you modernise your fleet to increase availability on a limited budget. Consider alternative finance methods. Another option is to use capex for vehicles with long replacement cycles – e.g. heavy trucks – while allocating operating expenditure for high-turnover units, such as light vehicles with a five-year replacement cycle. Look carefully at vehicle specs – e.g. buy a 4x2 or even a small pickup as an alternative to a 4x4. Another point to consider is the use of ad hoc rentals for those vehicles with seasonal or extremely low usage.

IMIESA Nov/Dec 2017

Nigel Webb of Latitude Fleet Services

Importance of training The above suggestions should certainly contribute to increased availability, but there are other factors like training that can make a really positive difference. Too frequently, vehicles are out of service because of driver/operator error directly linked to a lack of adequate training and skills. In this scenario, accident levels are often too high and, coupled with slow vehicle repair times, these impact negatively on fleet efficiencies. Maximised vehicle utilisation requires intensive management efforts. My recommendation is to strictly manage unauthorised usage, achieve quick turnarounds for mechanical and accident repair, plan routine and preventative maintenance, improve driver skills and training, and apply a replacement plan. Fleet management is a big job, but is greatly assisted by the development and application of policy. *Nigel Webb is the head of Latitude Fleet Services.

TRANSPORT, LOGISTICS, VEHICLES & EQUIPMENT

Komatsu grader fleet heads to KZN

Komatsu South Africa has dramatically increased its share in the local grader market following the delivery of 28 of its GD675-5 motor graders to the KwaZulu-Natal Department of Transport.

epresenting the biggest single sale of this particular product in Southern Africa, the delivery of the entire fleet, complete with modifications, began in March and was completed by mid-April to four different locations across the province. The graders will be used for the creation and maintenance of rural gravel roads and will eventually work the length and breadth of KwaZulu-Natal, from the border of Mozambique to the north, as far down as the Eastern Cape and inland toward the Free State and Lesotho.

According to Mike Helm, GM: Sales and Marketing, Komatsu, the company’s ability to tailor products to meet specific customer requirements was key to the success of this contract. “The department stipulates that a second seat be fitted to all graders to accommodate a driver’s assistant or lookout as a safety precaution. Close cooperation between Komatsu’s factory in Japan and local technical specialists ensured that we could produce a product that is fully compliant with the department’s specifications.” Another requirement was that the machines be supplied fully registered, and Komatsu ensured that every vehicle arrived with the correct plates fitted, accompanied by the relevant documentation. “The process was faultlessly executed, which is not always the case with a delivery of this size,” said the Department of Transport’s Sizwe Ndlovu, who oversaw the specification aspects of the tender. Other specified extras Komatsu was able to incorporate include a centralised lubrication system and road-sign carrier.

LEFT FROM TOP TO BOTTOM Mike Helm (left), GM: Sales and Marketing, Komatsu, handing over keys to Lawrence Mtambo, regional manager: Empangeni, KZN Department of Transport Jacques van der Sandt, operations manager: KZN, Komatsu, handing over the keys of the Komatsu GD675-5 grader to the KZN Department of Transport’s Bongiwe Ntombela, director: Transport Infrastructure, Pietermaritzburg Region Fleet of 10 Komatsu motor graders handed over to the Department of Transport Ladysmith

IMIESA Nov/Dec 2017

GD 675-5 UNIQUE FEATURES • New 163 Kw Tier 3 emissions rated engine • High-pressure common rail fuel injection delivering outstanding fuel efficiency • Equipped with an eight-speed, fully automatic transmission with a standard torque converter and lock-up clutch • A hydraulic-driven cooling fan with reverse function for ease of cleaning of the all new aluminium coolers • An updated and refined hydraulic system offering exceptional load-sensing hydraulics, ensuring accuracy and precision while grading • Fitted with Komtrax, Komatsu’s remote equipment and fleet monitoring system • Comes standard with the KomCare service and maintenance programme

Fleet management as standard In addition to the extras, the graders all come with the Komtrax remote machine monitoring and tracking system as standard. The system offers users the ability to access information on the performance of their equipment, relating to the efficient running of their operations, including data on running hours, fuel consumption, operator information and the general condition of machines. This includes warning of imminent service intervals and the need to change out components. Another added benefit is KomCare, a maintenance and service package unique to Komatsu and tailored to meet individual customer needs. Helm explains, “While other manufacturers offer outwardly similar plans, they are restricted to specific time periods and other constraints. The KomCare facility is structured into the purchase price and remains in force for as long as the machine is retained. This certainly had a major influence on the department’s buying decision.” Helm is upbeat about this major fleet sale and the greater exposure it will bring. “The acceptance of the Komatsu GD675-5 by the KwaZulu-Natal Department of Transport as its grader of choice is a very positive development and as a result we hope to gain additional business, not only for the grader range but all construction equipment, from provincial municipalities and contractors.”

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