IMIESA Magazine by 3S Media

www.infrastructurene.ws

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

INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY

TSHEPO NTSIMANE, GM: FINANCE, DBSA

SBS TANKS

Meeting the growing demand

“Secondments and skills development through placements from the private sector will be the order of the day.”

Panel Discussion Water services and management

Municipal focus

City of Tshwane: serious about infrastructure delivery

Water Week 2015 Managing a seriously scarce resource

IN THE HOT SEAT Minister Mokonyane’s directives arrive at one thing: removing all bottlenecks. She wants things to advance rapidly and remove unnecessary problems.” Lefadi Makibinyane, CEO Amatola Water ISSN 0257 1978

V o l u m e 4 0 N o . 3 • M a r c h 2 0 1 5 • R 5 0 . 0 0 ( i n c l VAT )

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CONTENTS

VOLUME 40 NO. 3 MARCH 2015

MUNICIPAL FEATURE City of Tshwane

Regulars

Not only is the demand for SBS Tanks’ durable and modular liquid storage solutions increasing but, with it, so is the diversity of the market’s requirements. This shift has resulted in the company introducing solutions suitable for sewage, effluent and leachate. P6

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

Pipes, pumps & valves 3 5 8 104

Cover Story SBS Water Systems

Municipal Feature City of Tshwane

Hot Seat Amatola Water

Asset Management Managing municipal infrastructure: Part 2

Partnering for Infrastructure

HOT SEAT Lefadi Makibinyane, newly appointed CEO of Amatola Water, takes this month’s Hot Seat to discuss how the company is transforming the Eastern Cape water sector.

P14

WATER INFRASTRUCTURE 2015 Will SA dodge the precipitous drop?

Infrastructure finance: Banking South Africa’s water future 21 From informal settlement to suburb 25 Scoping new prospects 27

Water Infrastructure 2015 World Water Week turns 25 30 Will SA dodge the precipitous drop? 32

Panel Discussion

Water conservation and water demand management

PIPES, PUMPS & VALVES Pipe solutions for Africa

Proven reliability for large water and sanitation projects Standards inflexible for plastic pipe field test? Pipe solutions for Africa Mahatma Gandhi Road sewer pump station Larger flow meters speak volumes Benchmarking our way to better services The Thukela pipeline

68 69 72 74 78 81 89

Cement & Concrete Sarma sharpens its audit criteria Stick to the professionals Pioneering solid solutions

91 92 94

Construction vehicles, equipment & logistics An enclosed cabin for added protection 10 000 hours of problem-free operating A rolling alliance A first of its kind

97 98 99 100

Technology & Innovation Taking the salt out of measuring seawater A new app to make life easier

101 103

CEMENT & CONCRETE Pioneering solid solutions

IMIESA March 2015

SALD

SA Leak Detection Distributors

South African team uses Sewerin equipment to trace leaks in Saudi Arabia Location: Saudi Arabia Lionel Christie traced a leak in a 300 meter Glass Fibre pipe line. The pipe lay beneath concrete that in some places was as thick as 400mm and the line up to 3.5 meters below ground. Lionel Christie was able to detect a very small leak in the pipe line using a Sewerin Aquatest T10.

How it works When pressured pipelines leak, water gushes out of the crack into the ground. The pipe material vibrates at the leakage point. These vibrations are transmitted by the pipe and can even be noticed at distant contact points, e.g. Fittings. This is known as structure-borne sound and is made audible by the Aquatest T10. The Aquatest T10 displays an accurate visual comparison of the noise intensities. The visual display is particularly helpful for novices or those Need Leak Detection Equipment? who do not use the system often. Contact us: Pipe Inspection Cameras

Ground Penetrating Radar

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Acoustic Listening Devices

Gas Detectors

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Correlators

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EDITOR’S COMMENT

PUBLISHER Elizabeth Shorten EDITOR Nicholas McDiarmid EDITORIAL ASSISTANT Liesl Frankson JOURNALISTS Beatrix Knopjes, Frances Ringwood HEAD OF DESIGN Hayley Mendelow CHIEF SUB-EDITOR Tristan Snijders SUB-EDITOR Morgan Carter CONTRIBUTORS S Gibson, N Kranz, N Tandi, L Chetty, D Lievaart, L Palmer & R Byrne CLIENT SERVICES & PRODUCTION MANAGER Antois-Leigh Botma PRODUCTION COORDINATOR Jacqueline Modise FINANCIAL MANAGER Andrew Lobban MARKETING & DIGITAL MANAGER Esther Le Roux MARKETING SPECIALIST Philip Rosenberg ADMINISTRATION Tonya Hebenton DISTRIBUTION MANAGER Nomsa Masina DISTRIBUTION COORDINATOR Asha Pursotham SUBSCRIPTIONS subs@3smedia.co.za PRINTERS United Litho Johannesburg +27 (0)11 402 0571 ___________________________________________________

Focusing on adaptation

Is it transformation?

HE EVENTS of the last month have been described collectively, by some, as a watershed for South Africa. Going beyond the symptoms of these events, we know the underlying fundamentals need to change. The economic prosperity of any nation lies in the hands of engineers and no more so than for civil engineers and those engineers that engage and support them. From the health of its citizenry, its mobility and shelter, to the ability to transform the outlook of whole communities, civil engineering is the number-one catalyst for national development. Minister of Finance Nhlanhla Nene noted this in his recent budget presentation, and most economists agree that, of all sectors, infrastructure development is the sector most likely to make the greatest contribution to turning South Africa’s fortunes around.

ADVERTISING SALES Jenny Miller Tel: +27 (0)11 467 6223 ___________________________________________________

PUBLISHER: MEDIA No. 4, 5th Avenue, Rivonia 2056 PO Box 92026, Norwood 2117 Tel: +27 (0)11 233 2600 Fax: +27 (0)11 234 7274/5 E-mail: nicholas@3smedia.co.za www.3smedia.co.za ANNUAL SUBSCRIPTION: R550.00 (INCL VAT) ISSN 0257 1978 IMIESA, Inst.MUNIC. ENG. S. AFR. © Copyright 2015. All rights reserved. ___________________________________________________ IMESA CONTACTS IMESA Administration Officer: Narisha Sogan 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 BRANCH Secretary: Melanie Matroos Tel: +27 (0)43 705 2401 Fax: +27 (0)43 743 5266 E-mail: melaniem@buffalocity.gov.za

Transforming transformation We have become so accustomed to talking about obstacles and feeling powerless over them that a note by the Minister of Finance hardly removes them. Ironically, many of these obstacles are perceived to revolve around that well-worn term: transformation. In South Africa, that term has a unique meaning that originates from our unique history. It has become a ‘legacy’ term. Perhaps it’s time to shake that off, to liberate transformation, and let it speak for itself for a change. National government itself is showing adaptations to its transformation: action has been taken regarding the inability of so many municipalities to deliver infrastructure. Skills are being deployed and projects are gaining traction. The North West province is an example: its municipalities are under the oversight of the

EAST CAPE BRANCH Clarine Coltman Tel: +27 (0)41 505 8019 Fax: +27 (0)41 585 3437 E-mail: clarinec@africoast.com KWAZULU-NATAL BRANCH Secretary: Rita Matthews Tel: +27 (0)31 311 6382 Fax: +27 (0)31 701 2935 NORTHERN PROVINCE BRANCH Secretary: Rona Fourie Tel: +27 (0)82 742 6364 Fax: +27 (0)86 634 5644 E-mail: imesanorth@vodamail.co.za SOUTHERN CAPE KAROO BRANCH Secretary: Henrietta Oliver Tel: +27 (0)79 390 7536 Fax: 086 536 3725 E-mail: imesa.southcape@gmail.com WESTERN CAPE BRANCH Secretary: Erica van Jaarsveld Tel: +27 (0)21 938 8455 Fax: +27 (0)21 938 8457 E-mail: erica.van_jaarsveld@capetown.gov.za FREE STATE AND NORTHERN CAPE BRANCH Secretary: Wilma Van Der Walt Tel: +27(0)83 457 4362 Fax: 086 628 0468 E-mail: imesa.fsnc@gmail.com 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 contributors do not necessarily reflect those of the Institute of Municipal Engineering of Southern Africa or the publishers.

DBSA, and it has a serious programme of transforming its delivery model. As an implementation agent, the DBSA is increasingly co-opting the private sector to get those much-needed skills where they need to be. It is an excellent adaptation for transformation. People’s lives will change, economies will develop, and water will flow through new pipelines. Other critical entities, such as the Engineering Council of South Africa, the cidb and the NHBRC, are seriously adapting for transformation, sounding the call for cooperation. Because delivery is non-negotiable – it either happens or it does not – it appears to be the point at which transformation is transforming. It is becoming less about correcting past imbalances and more about transforming the current paradigm into an inclusive model. This is a journey, and one that is actually pregnant with opportunities. The private sector also needs to adapt to a new vision of transformation. It may just be that with a few adjustments, and some revisions, that the opportunities become more apparent, and that participating in truly transforming people’s lives becomes its own reward. That’s what this edition of IMIESA is all about. It is also all about the water sector, as National Water Week is upon us this month, and I hope you enjoy the extensive water division, which speaks to unblocking the flow of projects as much as it does about engineering better solutions for the sector. The recent fires in Cape Town have demonstrated that South Africans do unite under pressure, and we must not lose sight of this singularity of the nation when politics attempt to hijack it.

Nicholas McDiarmid

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 tel: +27 (0)11 467 6223.

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IMIESA March 2015

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PRESIDENT’S COMMENT

IMESA's bursary scheme Duncan Daries, IMESA president

IMESA has, since the early 2000s, been making bursaries available to previously disadvantaged individuals in an effor t to increase the number of engineering graduates, as well as assisting in the effor ts to transform the profession.

T THE SAME TIME, bursaries are also made available to children of IMESA members as a direct membership benefit. IMESA’s increasing accumulated assets led to the initial decision to award bursaries. This asset growth could be attributed to the following: • highly successful annual IMESA conferences • IMESA head office was run on a part-time basis by husband and wife team of Frik and Vida Bosman, with very little overheads • relatively low membership fees needed to increase to justify the discount that professionals received on their ECSA fees. Initially, a budget was set aside for 10 bursaries in the order of R5 000 to R10 000 per opportunity. The initial idea was never to cover the full costs of the individual at the tertiary institution. Over the ensuing years, however, not all successful applicants actually took up their IMESA bursaries, as they were probably successful with other more lucrative offers. This prompted a rethink and IMESA has since adjusted the value of its bursaries to cater for the full cost of the course, as well as a 10% book

allowance. Our current budget allocation for this bursary scheme is just over R500 000. IMESA has, on average over the years, been awarding 10 bursaries per annum. The dynamics of a changing South Africa have manifested themselves in the applications we receive and we subsequently award bursaries as follows: • Initially, 100% of bursars were awarded to previously disadvantage individuals (PDIs) with severe financial constraints and fair first-year academic records. • The next phase of successful applicants consisted of 80% PDIs with severe financial constraints and good academic records. The other 20% were PDIs with less financial constraints and very good academic records. • Currently, 70% are PDIs with very good academic records (financial constraints, although still present, play less of a determining factor). The other 30% is made up of members’ children or others with very good academic records. • Females remain a targeted group in all of the above. Once an IMESA bursary is awarded, the institute commits itself to support the applicant through to completion of his/

her studies. All our bursars are provided with a mentor from the branches where their respective tertiary institutions are located. The success rate is presently fairly high, in the order of 90%, and is mostly a result of awarding bursaries after the first year of studies. As much as we encourage these graduates to pursue a career in municipal engineering, this cannot be enforced as IMESA is not an employer of graduate/diploma engineers and technicians. This is, however, where our broader membership can play a role in facilitating the experiential training and internship opportunities with their current employers.

Bursars are also provided with student membership of IMESA and participate in activities of the branches. We feel that this is necessary to expose them to municipal engineering. Annually, the institute also acknowledges the top-performing bursary student by inviting him/her to attend the annual IMESA conference and receive an appropriate reward. IMESA feels strongly about the need to invest in the future through the training and development of young municipal engineering practitioners. To this end, we will continue to support the bursary scheme as well as provide appropriate continuous professional development opportunities through our branch activities. I hereby wish the current crop of IMESA bursars success in their studies and a bright future in the municipal engineering environment.

IMESA president Duncan Daries congratulates IMESA bursary recipient Marissa Myburgh

IMIESA March 2015

COVER STORY

Brian Wilson of SBS Water Systems tells IMIESA that not only is the demand for the company’s durable and modular liquid storage solutions increasing but so is the diversity of the market’s requirements. This shift has resulted in the company introducing solutions beyond those for raw and potable water.

SBS Tanks range

rises to surging demand

BS WATER SYSTEMS takes great pride in its reputation for delivering a high-quality product and exceptional service to the municipal, fire-protection, mining, food and beverage, and water conservation industries, from the design and quoting phase right through to manufacturing, installation, commissioning and handover. The company operates from its KZN-based SABS, ISO 9001:2008, QMS-certified facility under the leadership of a senior management team that have been with the business since its inception in 1998. SBS boasts a group of professional and knowledgeable technical sales consultants who each focus on their industry of expertise; a full-service technical department complete with drawing office and the knowledge to design the best tank solution for any enquiry; a projects department that strives to deliver every job on time and on budget; and an army of welltrained specialist installers that pride themselves on safe, rapid on-site construction at every installation. In addition, the company’s list of successful installations and satisfied customers currently extends past the 1 000 mark, and is growing steadily with the passing of each new month. With credentials like these, it’s not difficult to see why SBS offers a storage tank solution that is one of the most sought after on the market – not only in South Africa, but worldwide.

IMIESA March 2015

Municipal market history The SBS brand is well known within the municipal sector in South Africa. In fact, many local and district municipalities across the country have been long-standing customers and supporters of the company for most of its 16 years in the liquid storage business. “We owe a lot to our steadfast supporters in the South African municipal market; they have been on board with SBS for many years and are largely to thank for our success and ability to grow and prosper both locally and internationally,” says Wilson. Even though municipalities have long been advocates of SBS, there has been a perception within this market that it is a ‘small tank company’ and that its capacity range ends at around 500 kℓ or less. Because of this, SBS has made a concerted effort through technical presentations to consulting engineers and municipal technical departments to change this thought process, and municipalities around the country are starting to specify SBS Tanks in capacities from the smallest 12 kℓ capacity right up to the largest offering, the impressive 3 300 kℓ (3.3 Mℓ) flagship SBS tank, which has a diameter of 21.16 m and a height of 9.39 m. “The number of large tanks that we are installing at municipalities has increased dramatically through 2014 into 2015, and our sales pipeline for the year ahead shows massive growth in large tank

sales to our valued municipal customers,” Wilson notes.

Not just a potable water storage tank Besides the awareness campaign regarding its capacity range, SBS wants the market to know that the company is not restricted to storing potable (drinking) water. “We have successfully installed tanks designed for the storage of raw water, sewage, effluent and even leachate. We have functioning examples that testify to our ability to adapt and store each of these liquids, and more, in the field. Sourcing and installing the correct liners has been the key to diversifying across different market sectors. For most applications, our proprietary SBS700 liner is the product of choice but when the call comes in to store more aggressive liquids, we look at other alternatives such as weld-on-site HDPE linings that are more suited to the purpose,” explains Wilson.

Leachate storage A prime example of SBS’s ability to customise its storage solutions to meet client requirements is located at a large scale landfill facility located near KwaDukuza, KwaZulu-Natal. The company recently filled an order that required the storage of 500 kℓ of landfill leachate prior to it entering the on-site treatment facility. A unique dual-liner system was used where an HDPE liner and

COVER STORY

LEFT SBS Tanks play a key role in this fully operational effluent treatment plant at a cheese-processing facility in the Western Cape

another specialised heavy-duty liner were used in tandem to provide extra protection at the request of the customer. This project is one of the many specialised applications where the technical department at SBS worked hand in hand with the customer to provide a cost-effective, made-to-order storage solution.

Product versatility through superior-quality raw materials

installers, which allows us to have complete control of quality from design to manufacturing, right through installation. It is important to note that installation also forms a key part of our SABS ISO 9001:2008 certification,” adds Wilson. In addition to the quick turnaround time, SBS Tanks have other strong advantages over the competition. It is a common misconception that concrete is a maintenancefree-lifetime product, but concrete tanks also require sealing and sterilisation before filling, and then at periodic intervals throughout the life of the tank. By contrast, our specially designed Zincalume bolted steel tanks are usable immediately after they are installed. “Unlined steel and concrete tanks require frequent maintenance, but our tanks do not. The only upkeep needed on an SBS tank is a monthly check to ensure the nuts and bolts are secure, that there is no ingress of weeds or roots, and that the valves are working properly,” says Wilson.

mind so that they are able to be moved by two people with very little effort. “An amazing example of the benefit of the SBS modular design was illustrated in 2014 when a 3.3 Mℓ tank that was manufactured for an urgent community water project in rural KwaZuluNatal could not be delivered after heavy rains washed out the only access road to the installation site. While the road was passable to bakkies and small vehicles, the large truck required could not pass a certain point. A decision was made to use SBS bakkies and a small crane truck to ferry the tank to site. Thanks to the design of our product and the quick thinking of our management and technical teams, the project was delivered and installed ahead of schedule,” says Wilson.

“SBS Water Systems manufactures its longlasting (65-year-plus life expectancy) SBS Tanks using only the original Bluescope Zincalume steel in both body panels and roof Global reach sheeting. Zincalume steel is a proprietary SBS Water Systems recently won the Durban product that has a highly corrosion-resistant Chamber of Commerce’s Exporter of the Year coating made up of 55% aluminium, 43.5% award for 2014, in the small exporter categozinc and 1.5% silicone, giving it improved ry. “The company exports its robust products corrosion-resistant properties over as far afield as Australasia, French its competitors and the more comPolynesia, New Caledonia, Myanmar, mon, standard hot-dip-galvanised the United States and United Arab options,” explains Wilson. Emirates. We are very excited at the As an add-on, SBS Tanks are availway in which our Proudly South African able with a factory-applied epoxy product has been well received in powder-coating option in a vast array some very competitive and highly of colours. This long-lasting coating regulated regions around the world,” allows the tanks to be better blended says Wilson. into environmentally sensitive areas He adds that because of SBS Water where concealment is necessary. It Systems’ work in the global market, We are very excited at the way in also allows companies required to the company has recently launched use tanks for backup water and fire a cyclonic range rated to withstand which our Proudly South African protection the opportunity to use a winds of up to 240 km/h (67 m/s) product has been well received in capital spend to their advantage by and is now working hard on a seismic some very competitive and highly placing it in a strategic area on their range for use in countries where property and applying their corporate regulated regions around the world earthquakes and tremors are encouncolours and branding. tered. “These technical advances to our product can only benefit our Speed of manufacture, rapid For potable water applications SBS Tanks customers here in South Africa,” he notes. on-site erection, immediately usable standard liner made from a custom 720g/ Due to their unique, modular design, SBS m2 woven multi-layer PVC material is used. Conclusion Tanks can be manufactured quickly, trans- This high quality liner is certified to accepted With new challenges come new innovations, ported easily to even the most remote sites international standards (AS/NZS 4020:2005) and SBS Water Systems is certainly showing and installed in a matter of days to a few for materials in contact with drinking water. the market that is has the experience and the weeks. “A 3 300 kℓ (3.3 Mℓ) tank can be wherewithal to meet client expectations on any manufactured in six to eight weeks, placed Working with clients job, no matter how big, small, or unusual. into a 40-foot ocean container, transported to SBS Tanks feature a modular design, making site and then assembled, commissioned and them easy to transport to remote sites. For www.sbstanks.co.za ready to store water in 15 to 20 days. The example, a 200 kℓ tank can be transported Share Call: 086 048 2657 Email: info@sbstanks.co.za same solution made out of concrete would on a single long-wheelbase bakkie and small generally take over a year,” explains Wilson. trailer, which means tanks can be moved “SBS does not use external contractors to most locations around Southern Africa to install its tanks. We use only our own overland, reducing costs. The tank body and internal, highly trained teams of specialist components are also designed with weight in IMIESA offers advertisers an ideal platform to ensure maximum exposure of their brand. Companies are afforded the opportunity of publishing a two-page cover story and a cover picture to promote their products to an appropriate audience. Please call Jenny Miller on +27 (0)11 467 6223 to secure your booking.

IMIESA March 2015

AFRICA ROUND-UP

INFRASTRUCTURE NEWS FROM AROUND THE CONTINENT AFRICA China urges more countries

to help improve African infrastructure China hopes more countries can show sincerity while assisting infrastructure construction in Africa, a PRC Foreign Ministry spokeswoman said. Hua Chunying made the comment after the AU and China signed an MoU on continental transport, highspeed rail, aviation, highways and industrialisation. “The MoU shows our commitment to enhance the continent’s connectivity and integration, breaking the bottleneck of its development and realising sustainable development,” says Chunying. “To get rich, build a road first.” This draws from important experience of China’s reforms and rapid economic development over the past three decades. “It will also prove true for Africa,” Chunying affirms. She adds that China has completed 1 046 projects in Africa, building 2 233 km of railways, and 3 530 km of roads.

KENYA Possible delays for Kenyan power project The construction of the 981 MW coal-fired power plant in Lamu, Kenya, is at risk of further delays. This is if the county leadership is dissatisfied with what the developers will offer the community, as well as the health and environmental impact, which will be disclosed in an assessment report. The coal power project is already behind schedule owing to disputes in the award of the tender, which were later dismissed. Lamu county leaders said key concerns subject for

IMIESA March 2015

further discussions include impacts on the environment, employment of locals, resettlement of persons to be displaced for the projects, and compensation. They made it clear that they will only allow the $1.8 billion project, part of the ≥5 000 MW project, to proceed if concerns are addressed.

LIBERIA Industrial complexes spring up Industrial and manufacturing complexes are beginning to spring up in Liberia. The Sethi Brothers and Dura Plast recently dedicated a multimillion industrial plastic manufacturing complex at a site that used to be deep swamp land on Bushrod Island. The ceremony took off days after a Liberian-owned business, Aminata and Sons, signed a multimillion-dollar deal to supply the Aureus gold mines with petroleum products. President Ellen JohnsonSirleaf launched the plastic manufacturing complex, which, with little more than 250 employees and 300 contractors, operates a variety of machinery that costs a total of about $2 million. The equipment was ordered into Liberia for manufacturing household and industrial plastic, and steel rods, among others. With an increase in entrepreneurship expected to take place, the government is welcoming the development and construction of more industrial complexes. President Sirleaf expressed confidence that Liberians can do business, and be entrepreneurs and managers for their own businesses with the environment created by government.

NAMIBIA Trans-Kalahari railway line on track Namibia’s High Commissioner to Botswana, Mbapeua Muvangua, says the Botswanan government remains committed to the construction of the Trans-Kalahari railway line. Muvangua says there are a few things that need ironing out, such as the funding by both governments, but that Botswana’s president, Ian Khama, made it very clear that he wanted the project to start as soon as possible. National Planning Commission permanent secretary Andries Hungamo added that the project is being developed through a public-private partnership based on a DBOOT contractual arrangement where the developer undertakes the financing, design, construction, operation and maintenance of the project. Construction is expected to cost approximately N$100 billion (approximately R100 million). Financing will be sourced through private stakeholders. The railway line will mirror the existing Trans-Kalahari highway or corridor.

NIGERIA Nigeria and Chinese firm sign MoU on transmission network development The federal government has

signed an MoU with TBEA of China for the development of transmission lines and substations in Nigeria. Minister of State Power Mohammed Wakil, who signed on behalf of the government in a brief ceremony in Abuja, said transmission infrastructure is critical to the growth of the sector. Wakil urged the company to fulfil its earlier promise of setting up a transformer-manufacturing company in Africa by situating it in Nigeria. He assured that it will assist Nigeria in the development of a robust transmission outlet and called on the corporation to also provide adequate training for the Nigerian workforce, through its support for the local content policy of government. Wakil stressed that government, on its part, would give full cooperation in order to ensure a smooth take-off for the company in the country.

RWANDA Rwanda in biggest solar park venture East Africa’s first utility-scale solar plant was inaugurated recently in Rwanda, and will provide clean energy for Rwandan solar project

AFRICA ROUND-UP

Kilimanjaro Commercial Complex

of two more terminal buildings, a cargo handling facility, re-tarmacking of the runways and installing self-service check-in counters. The plan will see international airports set up in Arua (West Nile), Pakuba in Murchison Falls National Park, the Kabaale oil region in Hoima, and Kasese in Western Uganda. Dr Rama Makuza, CAA managing director, said with the expected 7.5% growth in air transport, the country cannot wait to be caught off guard by the growing numbers.

ZIMBABWE ZETDC to spend $20 million on infrastructure

15 000 homes. The plant now makes up over 5% of Rwanda’s current energy generation capacity of 155 MW. “The generation and provision of electricity to all Rwandans is a priority for the government. This plant produces 8.5 MW of clean energy and is an important addition to help close our current energy gap,” Rwanda’s Minister of Infrastructure, James Musoni, said during the inauguration. The solar plant was established by Gigawatt Global, a US-owned Dutch company, after the government of Rwanda signed a power purchase agreement with it in July 2013. The company was to build, operate and maintain the on-grid solar plant for a period of 25 years. The plant, worth $23.7 million, is located at Agahozo Shallom Youth Village, Rwamagana district, Eastern Province. It has 28 360 photovoltaic panels, each with a 300 W peak, eight inverters and is connected to the national grid.

TANZANIA TSh64 Kilimanjaro Commercial Complex launched President Jakaya Kikwete recently launched a TSh64 billion (R400 million) project dubbed the Kilimanjaro Commercial Complex. Speaking at the launch, Kikwete said the building has greatly changed the Moshi skyline. The complex, whose construction was wholly financed by National Social Security Fund, is owned by the fund, Tanzania Red Cross Society, Tanzania Girl Guides Association and Chama Cha Uzazi na Malezi Bora Tanzania. The latter three owned adjoining plots along Aga Khan and Arusha roads, but lacked the financial muscle to put in place a business facility. They successfully consulted the former to finance its construction and take co-ownership. During the construction period, formal employment opportunities at the complex reached 2 500, while informal ones were at 3 000. After

completion, it is expected that 200 formal employment opportunities will be created, in addition to 300 informal ones.

UGANDA Uganda aviation plan needs $400 million Four new international airports will be constructed in Uganda within the next 20 years, with an aim to boost the growth of tourism, air travel and the industrial sector. According to the Civil Aviation Authority of Uganda (CAA), the 20-year Aviation Master Plan (2014-2034), which was carried out by Spanish consultants MS INECO, will cost about $400 million. This will include $200 million earmarked for the renovation of Entebbe International Airport, with the construction

The Zimbabwe Electricity Transmission and Distribution Company (ZETDC) will spend about $20 million under the second phase of its key infrastructure rehabilitation programme. The second phase is divided into two parts, with $12.6 million expected to be spent on distribution and transmission infrastructure in the first stage, and $7.5 million on transmission in the second. Managing director Julian Chinembiri said that work has already started on the tenders for the programme, however adding it was not clear yet when the work on the programme would start. He said that the power infrastructure programme was being funded by the African Development Bank under a multi-donor trust fund known as ZimFund. ZimFund is a short- to medium-term infrastructure development programme designed to rehabilitate infrastructure and restore basic services in water, sanitation and energy. Entebbe International Airport

IMIESA March 2015

MUNICIPAL FOCUS

CITY OF TSHWANE

A vision for the

future The City of Tshwane (COT) prides itself on being development-driven, providing integrated and innovative infrastructure. IMIESA takes a look at the city’s key infrastructure developments for 2015.

ITH A PREVAILING global trend of immediate gratification, the COT sets itself apart in its visionary long-term goals for the transformation of the nation’s capital and the centralisation of government, as well as creating a sustainable and equitable city. The COT includes Centurion, Mabopane, Soshanguve, Hammanskraal, Atteridgeville and, since 2008, Cullinan and Bronkhorstspruit. The Tshwane Metropolitan Municipality is the best-rated municipality in South Africa, after Cape Town. As part of its Integrated Development Plan (IDP), the city aims to provide sustainable and reliable infrastructure to support the prosperity of its people, according to the executive mayor’s message on the City of Tshwane’s plans and vision for 2015. These plans align with the long-term goals of the COT as outlined in the Tshwane Vision 2055. Executive mayor Kgosientso David Ramokgopa said in the Tshwane Vision 2055: “Our vision is a City of Tshwane that,

IMIESA March 2015

in 2055, is liveable, resilient and inclusive; whose citizens enjoy a high quality of life, have access to social, economic and enhanced political freedoms, and where citizens are partners in the development of the African capital city of excellence… we are also of the view that our interventions must be transformative, bold, disruptive and capitalise on economies of scale; crowd in investors, propel growth, de-racialise the spatial economy and build on the capacity for inclusion and partnership so as to reduce the cost of delivering services. “Our short- to medium-term interventions are guided by the long term strategy contained in Tshwane Vision 2055,”explains Ramokgopa. “We are taking an innovative approach to providing basic infrastructure and primary healthcare facilities, while we maintain the focus on improving basic service delivery.” As part of the city’s ongoing commitment to its IDP, Ramokgopa stated that the COT’s key interventions include a number of exciting infrastructure developments to meet an

ever-increasing demand for service delivery. The City of Tshwane shows innovation in its approach to development, in that it takes a holistic and progressive vision for the city over the long term.

A Re Yeng One of the most exciting (and visibly disruptive) infrastructure upgrades in the COT is the construction of the A Re Yeng bus rapid transit (BRT) system. A Re Yeng connects the inner city to outlying townships and makes it more accessible. The A Re Yeng system will be completed and become operational in phases. The first phase of the project has been operational since 1 December 2014. The R2.6 billion system forms part of the city’s revitalisation project. It will comprise 80 km of bus lanes, 62 stations and 340 buses operating from 06:00 in the morning until 21:00 at night. What is significant about the A Re Yeng BRT is that it maintains a core value of universal accessibility. The A Re Yeng stations uses low-floor buses, which reduces

MUNICIPAL FOCUS

“Our vision is a City of Tshwane that, in 2055, is liveable, resilient and inclusive; whose citizens enjoy a high quality of life, [and] have access to social, economic and enhanced political freedoms.” Executive mayor Kgosientso David Ramokgopa •W onderboom to Akasia – a 10 km route from Wonderboom Station to Akasia. • Akasia to Soshanguve – a 13 km route from Akasia, via Doreen Road, to Rosslyn.

Mabopane taxi rank

Pretoria skyline

the impact of the station on the urban streetscape and improves mobility. In this way, the physical infrastructure is alive with a social awareness, creating an environment that is safe and can be easily understood by all people, regardless of their age, language, size or disability. It involves every aspect of the journey – from the pre-trip information, the trip to the station, the facilities in the station, the bus trip and so on – that each and every person takes from their origin to their destination. Future A Re Yeng routes include: • Hatfield to Menlyn – a 7 km route operating along Lynwood Road from Loftus Versfeld station in Hatfield. • Menlyn to Mamelodi – an 11 km route extending from Menlyn to Mamelodi. • Mamelodi Mahube Valley – a 9 km route eastward, via Tsamaya Road, to Mahube Valley in the east of Mamelodi. • Pretoria CBD to Wonderboom – a 9 km route from Pretoria station, along Paul Kruger Street and Mansfield Avenue, to the Wonderboom station in the north.

The construction of the Mabopane taxi rank will help create an accessible, sustainable and functional urban core in Mabopane, as per the Urban Design Framework. The development of urban cores in previously disadvantaged areas has been hampered by red tape and a lack of coordination between various council departments. The Mabopane train station the busiest in the country, serving between 120 000 and 150 000 commuters daily. It is located 40 km north of the Pretoria CBD, on the boundary between Mabopane and Shoshanguve, and is the main transport hub linking the Pretoria CBD, Mamelodi and Johannesburg. The construction of the Mabopane taxi rank on the western side of the station will cost R19 million and consist of: • a rank and holding area consisting of 383 bays • a drop-off and pick-up area consisting of 58 bays • o ffices for taxi associations • t axi canopies • p edestrian shelters

• ablution facilities • landscaping and street furniture • water, electricity and stormwater infrastructure. Alongside this development will be space for trading. The intention is to create an urban core in Mabopane. It will improve the movement and circulation of people by providing options on how they make their journeys and encouraging the use of public transport. This

MAJOR CAPITAL PROJECTS

The following are some of the major capital projects undertaken in the 2014/15 financial year: • Mabopane taxi rank – R19 million • Saulsville walkways – R8 million • Hammanskraal bridge – R20.3 million • Atteridgeville bridge – R17 million • Hammanskraal roads – R40 million • Completion of Cullinan Library Park – R20 million • Rooiwal power station refurbishment – R8 million • Doubling of Simon Vermooten Road – R136 million • Internal roads: Northern areas – R399 million • Collector road backlogs: Mamelodi – R17.5 million • Transport infrastructure – R731.5 million • Traffic calming and pedestrian safety – R10 million • Township development – R3 million • Mabopane Station – R18 million The design of the Hatfield A Re Yeng station incorporates retro tram lines with a sleek, modern feel

IMIESA March 2015

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MUNICIPAL FOCUS

Tau Village in Pretoria combines residential and retail space

can only happen if public transport is made safe and accessible by walkways. The building of the Mabopane taxi rank will aid the convergence of different forms of transport in the area.

Rooiwal and Pretoria West power stations Amid the current energy crisis in South Africa, the COT has plans to invest R9.5 billion to upgrade the Rooiwal and Pretoria West power stations. This hefty amount will include the construction, project development and financing, and according to a report by Rapport newspaper on 4 February, mayoral spokesperson, Blessing Manale, said that the amount is justified by the demand for energy. The refurbishment will introduce new technologies in order to contribute an estimated 900 MW to the grid. The stations will be leased to the private sector and are informed by the city’s long-term plans for development.

Human settlements According to the policy document Breaking New Ground: A Comprehensive Plan for the Development of Sustainable Human Settlement, published by the National Department of Housing, residents should live in a safe and secure environment, and have adequate access to economic opportunities; a mix of safe and secure housing, and tenure types; reliable and affordable basic services; educational, entertainment and cultural activities; and health, welfare and police services. The aim of the policy is to ensure the development of compact, mixed land use; diverse, life-enhancing environments with maximum possibilities for pedestrian movement; and transit via safe and efficient public transport. It further aims to provide lowincome housing “in close proximity to areas

of opportunity”. The COT outlines its commitment to this proposed development in its Sustainable Human Settlement Plan. The national housing programme delivers approximately 220 000 housing opportunities per annum (including 160 000 housing units and 60 000 serviced sites). The problem here is that approximately 17% of households fall out of being fully subsidised and do not meet standard mortgage requirements. It is in this category that social housing developments focus. Poor households are marginalised by the distance members need to travel to urban centres, and this undermines economic development and efficiency. Alongside this, housing that is dignified, appropriate, affordable and financially sustainable needs to be provided. It also needs to be located within a reasonable distance to economic opportunity and social services, and include basic services such as water and sanitation, electricity, and refuse removal. According to the COT’s Sustainable Human Settlement Plan, many of the existing 2 700 informal settlements in South Africa are located close to metropolitan areas and basic services. The challenge lies in providing these high-density settlements with adequate basic services.

An additional output is the increased provision of well-located and affordably priced rental accommodation. The target is to deliver at least 20 000 units per annum in South Africa over the next four years. Rapid urbanisation has resulted in demand far outstripping supply, and the challenge is to rapidly increase sustainable and affordable rental housing supply. The Affordable Rental Housing Programme in the Department of Human Settlements is one of the initiatives aimed at the eradication of housing backlogs, through the provision of rental housing for low-income persons who cannot be accommodated in the formal private rental market. Although the scale has been limited, two rental housing programmes have been introduced in the form of community residential units and social housing. The building of human settlements is a vital component of the IDP and Tshwane Vision 2055. The aim is to create urban cores and rejuvenate city centres by providing infrastructure that tackles a rising population. To this end, the city has come up with a R9.13 billion housing development programme that will see the construction of 122 000 homes in 2015. The national government will build 37 000 of these houses, city management will build 45 000, and private sector investors will construct 40 000 houses. In order to cater for the housing construction, the city has planned to sell assets, including property and unused land, to raise money.

“We are also of the view that our interventions must be transformative, bold, [and] disruptive…” Executive mayor Kgosientso David Ramokgopa

The Pretoria West power station

IMIESA March 2015

HOT SEAT

AMATOLA WATER

Transforming the

EasternÂ Cape water sector With over 24 years of professional working experience, gained in both the private and public sectors, Lefadi Makibinyane was appointed CEO of Amatola Water in January this year. He takes this editionâ&#x20AC;&#x2122;s Hot Seat with a transformative vision for the future of Amatola Water.

S A SEASONED board member of Rand Water, cidb and the Gauteng Partnership Fund, and a significant tenure as CEO of CESA, Makibinyane has unique insights into the role of water utilities in South Africa, and the sometimes intricate dynamics of crossing the public-private divide in South Africa.

The Department of Water and Sanitation (DWS) has been changing the game for water utilities, and has implemented a smart consolidation strategy; how will you go about implementing this at Amatola Water? I am taking my cue from the DWS, and focusing on the strategy of institutional realignment and reform, which strives to restructure the number of water boards, from the current nine, into three large regional water utilities. Streamlining this process means that these three utilities can take increasing responsibility for water resources infrastructure and local government support, and become most viable and effective in the provision of bulk water and sanitation services.

IMIESA March 2015

There is a lot of work to be done here in the Eastern Cape. Of the 12 water boards, 9 remain. Bushbuckridge Water and Botshelon Water, for example, were disestablished and are now part of Rand Water and Magalies Water respectively. The idea here is to establish efficiencies in the water boards; the smaller ones really were no longer viable, and the ability to centralise operations in some areas, and the skills within the

larger water boards, is a meaningful way of getting the right skills to the rural areas. My first order of business at Amatola is to develop its operational capacity, consolidate assets within the region, and develop its viability and character. It must be rembered that Amatola Water was established to manage regional water infrastructure in the rural areas of the Eastern Cape and its anchor client, Buffalo City.

What defines a viable water board? According to the law, water boards should be entirely self-funding. If you consider the status of Rand Water, it is significant enough not only to be self-funding, but to go to the financial markets and raise funds for further infrastructure and maintenance. This is a viable, developmental model and one that all water boards should strive for, and certainly what underpins the strategy for Amatola Water.

Can you explain the need to consolidate assets? Some of the smaller boards servicing rural areas have, unfortunately, not been developed in such a way as to be self-funding, due to insufficient revenue generation. The ownership of the bulk delivery infrastructure is still a little haphazard in some areas, with the local municipalities owning some of the assets. Bulk water infrastructure should all be consolidated under the waterÂ boards. Municipalities should still provide the reticulation and domestic customer services as stipulated by Water Services Act and, in the same way, the water

HOT SEAT

boards need to manage the assets they were established to manage. The structuring of the water sector is geared towards this, as it is the most sustainable structure through which to allocate and concentrate resources and skills.

What is the current status of Amatola Water’s assets and service provision? Amatola Water’s assets are primarily bulk water infrastructure, but we do provide secondary services to municipalities in the area. It is a water services utility, in addition to primarily being responsible for bulk potable and wastewater infrastructure. At the moment, there are some dams and reservoirs and bulk water pipelines that fall under some of the municipalities’ books, and it is strategically important that these are transferred to Amatola Water. From a business point of view, it makes sense to consolidate these regional assets and, from an operational point of view, it is important to ensure that the operations and maintenance of this infrastructure are optimised under one body that can to manage them effectively. Our current capacity is 160 megalitres per day, which is humble for a water board when compared to Rand Water, with its capacity of 4 500 megalitres per day. This should give some idea of the level of growth required to service the region, and also speaks to the lack of consolidation thus far. Again, water boards should be the central player in each region, and this will only be achieved by the consolidation of assets and effectively supporting municipalities service delivery.

This all flows from the DWS, doesn’t it? Do you

have their support in the mammoth tasks you have set for Amatola Water? The new ministry

Based on your presentation to the minister, what vision have you presented for Amatola Water?

is actually a formidable one. Minister Mokonyane – whom we refer to as Mama Action – is a dynamo, and applies a great deal of energy, commitment and oversight to the whole sector. She convened all the water boards a couple of weeks ago and interrogated each and every presentation from the water boards. She was relentless when it came to the application of finances and grants, and had to satisfy herself that all expenditure and planning was soundly and directly geared to delivery. She really is all about delivery and accountability. And her relationship with her appointees is a simple one: you have the appointment, now what are you doing? Given that the DWS strategy is a comprehensive one, any actions that serve to ensure the eradication of the bucket system, reduce losses and tighten South Africa’s water security have her full support. She is also a proponent of accessing support from the private sector, and this forms part of my vision for Amatola Water as well.

I would like to see our 20-year strategy realised. Amatola Water is going to define what constitutes an effective water supplier, in its role as a bulk potable water supplier and water infrastructure and services utility. This encompasses all our key deliverables. This has to be achieved quickly and efficiently over the next to three to five years, and it must be operationalised as the culture within Amatola Water. I envision my legacy as the consolidation of assets, growing the balance sheet, and improving our credit outlook.

What are the main directives then? In a nutshell, all Minister Mokonyane’s directives arrive at one thing: removing all bottlenecks. She wants things to advance rapidly and to remove unnecessary problems. From an institutional perspective, she will sign a directive on the spot if it is geared in this way. I am extremely confident that, in the Eastern Cape, this consolidation of assets will achieve all these outcomes. As I seek to remove bottlenecks, so will the DWS ensure the processes are not delayed.

As the conductor of this strategy, who are the stakeholders involved, and how will you coordinate them? Internally, skills and leadership are what make a water board effective and sustainable. It is apparent to me that we have a way to go in inspiring the confidence of some of our municipalities, and in my opinion we can achieve a lot with the skills we already have. One of the key issues is how we work with the private sector. We have to be specific and confident in how we communicate what we, as the public sector, need from them. The firms we work with need to accept this transformation agenda. I am unapologetic about this and it is one of the factors involved in deepening the trust of the senior management of the municipalities.

Amatola Water has relationships with the private sector, but the issue of transformation has yet to trickle through effectively. As the CEO, I am championing transformation for this region in this sector. It has to be done and it will require a new mindset that needs to be embraced. After all, this is the new South Africa, and the old attitudes of ‘us and them’ have no place. This is not a specious sentiment; it runs deep in the culture of the area and has a significant impact on the level of trust placed in us as the central utility. This will have a significant impact on our private sector partners, engineering companies. As the CEO, much like Minister Mokonyane scrutinises our strategy, I will be scrutinising the level of transformation inherent in these partners. Politics aside, this speaks to their sustainability. Considering our country’s demographics, how can a private engineering company build its own future without actively creating training opportunities and professional opportunities for young, black engineers? The market must find a way of absorbing them and Amatola Water can play a much bigger role in achieving that in this region. It is my job to see that it happens by bridging any divisions and harmonising them, while representing government. We cannot rightfully occupy that space until our commitment to transformation is witnessed and applied. www.amatolawater.co.za

Having been on both sides, what is your vision for the transformation of Amatola Water? One has to first address the reality of the situation at hand;

IMIESA March 2015

ASSET MANAGEMENT

PART 2 OF 2

Managing municipal infrastructure

Well-managed infrastructure assists municipalities in the cost-effective, efficient and reliable delivery of mandated services. National Treasury has embarked on a process to develop an Infrastructure Delivery Management Toolkit for local government, which should improve life-cycle infrastructure asset management. By L Chetty*, D Lievaart*, L Palmer* and Roger Byrne**

LIGNMENT OF MANDATES, expectations, planning, budgeting and performance monitoring are key areas that will be addressed. This toolkit will be based on the 2010 toolkit developed for provincial government and is hosted by the CIDB. The 2010 CIDB toolkit is built on three delivery processes, namely portfolio management, project management, operations and maintenance management. National Treasury will use experiences of municipalities who have implemented infrastructure asset management or aspects of the discipline to both update and modify this 2010 toolkit for use by local government. Proposed procedures, processes and methodologies will be tested for suitability and alignment with municipalities. Ultimately, it

IMIESA March 2015

is expected that a clear link will be created between the services delivered and the infrastructure management actions.

Asset management processes Developing operational strategies and plans: • Assets should be effectively utilised to meet the needs of the community over the long term. • Good operational strategies can mitigate risk and defer the need for asset renewals or upgrade works. Strategies for ensuring that assets are well utilised include (a) effective demand-forecasting before creating new assets, to ensure asset capacity and demand requirements are matched; (b) maximising the asset utilisation by ‘supply-side’ demand management, e.g.

minimising wastage through smarter property scheduling or pipe leak detection; and (c) management of customer demand, to reduce demand for over-utilised assets or vice-versa, e.g. through pricing, regulation, education and incentives. Sometimes unusual events or natural disasters cause operational strategies to change to a different mode. These strategies aim to minimise the disruption to services from events such as key staff absences, critical asset failure or widespread disasters. Emergency response plans clearly allocate roles, responsibilities, communication lines and response priorities as incidents evolve. Business continuity plans focus on understanding the municipality’s critical functions, and how to maintain service continuity when

ASSET MANAGEMENT

these functions or processes fail. The municipality may initially focus on implementing core system functions and evolve to more advanced functions over time, as illustrated in Figure 9.

Developing maintenance strategies and plans Assets owners need to maintain their assets to deliver the required functionality and performance. Maintenance is defined as: “All actions necessary for retaining an asset as

near as practicable to its original condition, but excluding rehabilitation or renewal”. Maintenance does not increase the service potential of the asset or keep it in its original; it slows down deterioration and delays rehabilitation or replacement. It is a mechanism to ensure that assets continue to deliver the required level of service. The municipality may initially focus on implementing core system functions and evolve to more advanced functions over time, as illustrated in Figure 10.

FIGURE 9 LEFT Operations management maturity index FIGURE 10 RIGHT Maintenance management maturity index

Developing capital investment strategies and plans Forward-looking infrastructure planning provides time to make good decisions and coordinate activities in an effective and efficient manner. Capital investments typically cover three distinct investment streams: IMIESA March 2015

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ASSET MANAGEMENT

FIGURE 11 LEFT Capital projects maturity index FIGURE 12 RIGHT Financial management maturity index

(1) the upgrade, creation or purchase of new assets, typically to address growth in demand or changes to the required level of service; (2) the renewal of existing assets, usually to prevent existing assets from failing service levels; and (3) investment in assets that are held as an investment in their own right, either to provide a financial return or for future opportunity value. The development of the capital investment strategy will typically evolve over time, from reviewing past investment levels, through to developing a prioritised list of ‘needs’ through to the full application of decision support tools and optimisation across the full portfolio of assets. This development of FIGURE 13 LEFT Asset management structures and capabilities maturity index FIGURE 14 RIGHT Asset management plan maturity index

IMIESA March 2015

maturity is indicated in Figure 11.

advanced functions over time, as illustrated in Figure 12.

Financial and funding strategies and plans

Asset management teams

Financial management in municipalities is characterised by high asset values relative to the total municipality value. Financial management principles for the municipality include recognising the consumption of asset service potential, categorising expenditure appropriately, allocating costs to assets as far as practical, preparing longterm forecasts, cost-effective financing and effective reporting of financial performance. A crucial output from asset and financial management is a long-term assessment of financial needs and funding requirements. These forecasts should bring together all relevant data from asset management processes. The forecasts should be underpinned by clearly articulated assumptions and confidence factors for a forecast period of at least 10 years. The municipality may initially focus on implementing core system functions and evolve to more

Asset management roles and responsibilities need to be clearly defined and specifically allocated to people and teams to ensure that the required things are being done. There are also many different approaches to allocating roles within the structure, e.g. (a) the municipality may separate the asset owner, manager, service provider/operating roles, either internally or by outsourcing some roles; (b) asset management functions may be decentralised or centralised (i.e. an asset management team that supports all activities and asset areas); and (c) structures may be based on functions versus activities, e.g. a team that delivers the operational function for all activities, compared to parks, roads and commercial buildings teams that carry out all operational, planning and project functions for that activity. There are many factors to consider in making these types of structural decisions, such

ASSET MANAGEMENT

as the level of specialisation of the function, size of the municipality, and the likelihood and risks of silos being created. Asset management improvement programmes often require significant change to the status quo. Failure to recognise this is another common reason for lack of progress. The asset management team needs to ensure good change management practices are applied to delivering these programmes, such as strong leadership, appropriate resourcing and effective communication. The municipality may initially focus on implementing core system functions and evolve to more advanced functions over time, as illustrated in Figure 13.

Asset management plans An asset management plan is a written representation of intended asset management programmes for the management FIGURE 17 LEFT Quality management maturity index FIGURE 18 RIGHT Asset management improvement maturity index

of infrastructure assets, based on the municipality’s understanding of service-level requirements and the network’s capability to meet them. In some ways, the asset management plan can be considered the business case for long-term financial forecasts. The municipality may initially focus on implementing core system functions and evolve to more advanced functions over time, as illustrated in Figure 14.

FIGURE 15 LEFT Information systems maturity index FIGURE 16 RIGHT Service delivery maturity index

to be considered at each stage. The municipality may initially focus on implementing core system functions (asset register, asset valuation, etc) and evolve to more advanced functions over time, as illustrated in Figure 15.

Information systems and tools An asset management information system (AMIS) is defined as: “A combination of processes, data, software, and hardware applied to provide the essential outputs for effective asset management, such as reduced risk and optimum infrastructure investment.” AMIS development will generally pass through five stages: (1) requirements definition, (2) evaluation, (3) design, (4) implementation, and (5) ongoing management and review. The five components of AMIS, namely (a) hardware, (b) software, (c) data, (d) processes and (e) people, need

Service delivery models Developing and implementing strategies for service delivery involves: (1) defining core services, (2) identifying service delivery options, (3) evaluating and selecting the optimal service delivery model, and (4) procuring and implementing the service delivery model. There are many factors that influence the service delivery decision, e.g. legislative restrictions, availability of the contracting market, and the asset owner’s desire for cost certainty and risk minimisation. The municipality may initially focus on

IMIESA March 2015

ASSET MANAGEMENT

implementing core system functions and evolve to more advanced functions over time, as illustrated in Figure 16.

Quality management A key to effective asset management is the identification, documentation and communication of the repeatable processes that facilitate proper municipal functioning. A typical process document will cover: (1) objective of the process and a brief high-level description of where it fits in the overall asset management framework, (2) the inputs required, (3) the outputs expected, (4) the steps required to complete the process, and (5) related processes such as complementary, predecessor or successorÂ tasks. Process maps are useful for helping to understand how data is transformed and information is passed between processes and recipients. There are a range of approaches to process maps, which include basic flowcharts, block diagrams, cross-functional flow charts and data flow

IMIESA March 2015

diagrams. As a general principle, processes should only be documented to the extent necessary to assure effective planning, operation and control. Quality processes evolve in an iterative manner over time, to an optimal level through continuous monitoring and improvement. The municipality may initially focus on implementing core system functions and evolve to more advanced functions over time, as illustrated in Figure 17.

Continuous improvement The first part of the asset management improvement plan development is to understand current and future â&#x20AC;&#x2DC;appropriateâ&#x20AC;&#x2122; asset management practices. The understanding of the gap between current and appropriate practice will help drive the identification of improvement actions. The improvement plan should then be developed to focus initially on the highest priority areas. The municipality may initially focus on implementing core system functions and evolve to more advanced functions over time, as illustrated in Figure 18.

Conclusion Modern asset management processes facilitate the systematic analysis required to gain reliable information about the condition and performance of infrastructure assets. Asset management processes ensure the ability to make good maintenance and renewal decisions, manage risks and predict future renewal requirements, thereby achieving the requirements of the national and provincial treasuries, and the auditor-general, which requires the municipality to recognise and equitably recover the full costs of owning and operating infrastructure over the life of the assets. Asset management processes also assist the municipality to fully justify capital and operations expenditure and related price structures and their levels of service to the full range of stakeholders, from ratepayers to provincial and national government. For a list of references, please contact the editor at Nicholas@3smedia.co.za. *Asset Management, eThekwini Metropolitan Municipality, South Africa ** RB&A, Australia

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Banking South Africa’s

water future

The Development Bank of Southern Africa (DBSA) is delivering highly successful catalytic infrastructure projects in South Africa and visibly demonstrating that challenges facing public infrastructure delivery are highly solvable.

AKING THE WATER SECTOR as his example, economist Tshepo Ntsimane – general manager: Finance (metros, water, stateowned enterprises and education) – provides compelling insights into how exactly the DBSA is achieving this, and what it means for the future of this critical driver for South Africa’s growth and development.

Minimise loss, maximise growth “Our primary aim is to provide cost-effective funding across the whole value chain of the water sector, ensuring that our lending is directed at projects and activities that will generate revenue for municipalities,” says Ntsimane. “We focus on both technical and non-technical projects, from pipelines, to metering and revenue collection systems.” The DBSA takes the view that – when managed at a level high enough to factor in the broadest positive outcomes – a single project, or a cluster of projects, can be a catalyst for sustainable and highly charged socio-economic growth. The collective challenges faced by the water sector, at both the bulk and reticulation phases, present strong

opportunities for such catalytic projects. “With technical and non-technical water losses at between 38% and 90%, and significant backlogs of water and sanitation infrastructure, it is projected that it will take around R700 billion over 10 years to address the current challenges.” Ntsimane points out that the present funding shortfall on this amount is just over half that figure, at R390 billion . “The solution has to work both ways,” he continues. “By addressing the technical and non-technical losses, additional revenue of between 30% to 40% stands to be generated.” That figure excludes additional income from new connections, making it clear that the sector does stand to be self-funding and even profitable, providing the correct interventions are identified, implemented and managed. “This is not conjecture,” explains Ntsimane. “We are working on funding a pilot project in Ekurhuleni, focused on smart metering, which stands to generate R400 million a year for that community once fully operational. When you see funding like that, which not only addresses revenue collection, but water losses as well, the municipality

now has an asset that brings in much-needed revenue, which greatly improves its credit outlook as well.”

Trial and replicate One of the reasons the DBSA is undertaking some projects in functioning metros is to test solutions that can later be transferred to more rural municipalities. “Public sector projects need to create jobs. As such, any technical innovation cannot threaten existing jobs; key personnel – e.g. meter readers – need retraining and redeployment. A project like this is as much about learning and tweaking as it is about implementing. Any innovation comes with that challenge. The way we direct our interventions is to implement projects in areas we can most readily learn from, and then roll them out more efficiently on a national level,” he says. “The Ekurhuleni project will give us the practical experience to execute similar projects elsewhere.”

The project perspective “As a development funding institution, we have different criteria from commercial

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PARTNERING FOR INFRASTRUCTURE

banks in how we assess projects,” explains Ntsimane. “That said, we have to be selfsustainable, so projects do have to be bankable. But we have more leverage in terms of committing to projects with longer amortisation periods, higher/lower degrees of profitability and which are sustainable for both the DBSA and client.” Armed with a mandate to implement as well as fund, the DBSA has been successfully identifying and rolling out projects to the point that its disbursements have increased by 34% over the last year. Developing its role within the context of the National Development Plan, it also takes a national viewpoint, and selects projects from a very broad perspective. “The primary aspect of any project has to be its affordability – to the community and the municipality,” says Ntsimane. “We analyse the financial operations of the entire municipality based on its

not have the capacity to take on more debt and a project simply cannot be put on its balance sheet,” he explains. “At this point, one can consider creating a special purpose vehicle (SPV), which has as its sole purpose the ability to generate funds and achieve its aims. Assuming it can generate funds, it can be brought on to the balance sheet once it is amortised and the SPV is then transferred in its entirety to the municipality.” The approach is working, and the DBSA's investments in the water sector demonstrate this. “Our investments in the water sector, achieved through lending to all categories of municipalities for their water and sanitation projects, as well as to water boards, have over the last five years been in excess of R4.5 billion. “In 2012, that represented more than 10% of the development loan book of the DBSA. We would like to do more – much more than this – over the next 10 years. We are very keen to work in partnership with other stakeholders in the sector, including the

"Our reason for existence is delivery, and we welcome all who feel they have a solution to offer." Tshepo Ntsimane – GM: Finance (metros, water, state-owned enterprises and education)

statement of income, the cash flow of the municipality, and the capacity of the municipality to take the project on to its balance sheet.” Assessing a project’s financial viability is not a limiting factor, but one of deciding how to structure it. “Many municipalities do

THE CHALLENGES

• An infrastructure funding requirement of R700 billion over the next 10 years • A funding shortfall estimated at R390 billion, or R39 billion per annum • Limited sector and master planning, and management, at municipal level • Municipal under-spending of the conditional grants, sitting at around 40% of planned expenditure • Water losses averaging 38%, with some municipalities, particularly low-capacity ones serving poor communities, as high as 90% • Significant backlogs in water and sanitation, of 14.9% and 28.6% respectively, notwithstanding the substantial progress achieved since the advent of democracy • Acid mine drainage • Water conservation and demand management

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Department of Water and Sanitation (DWS); the Department of Cooperative Governance and Traditional Affairs (CoGTA); National Treasury; district municipalities, metros and local municipalities; local and international DFIs; commercial banks; and technical and financial advisors.”

Front-loading MIG “Another initiative of the DBSA is the Municipal Infrastructure Grant front-loading scheme,” enthuses Ntsimane. “This facility, which is unique to us, is a way of delivering infrastructure now, based on future funding. In the simplest of terms, it means bridging the funds available from the MIG over three trenches and making it available now, through us.” This facility is one of the more powerful ways that the DBSA is accelerating infrastructure delivery, and bringing economically sustaining assets online quickly. It is a complex catalytic intervention, delivering not only services to the communities in urgent need, but improving the credit outlook for the municipalities as well.

Unlocking the North West The North West province (Bokone Bophirima) has become infamous for service-delivery protests, and is comprised of a number of smaller municipalities and several district municipalities that simply do not have the capacity to bring enough infrastructure online quick enough. “We entered into an agreement with the North West provincial government last year to work alongside them in the area of water infrastructure,” explains Ntsimane. “We will be working with the four district municipalities and, through them, the province’s 23 municipalities, in a focused and centralised manner. We will bring in – and fund – private sector skills, which will be based at the district municipalities, shared across the 23 municipalities, and tasked with identifying the most impactful projects that can be delivered centrally.” A key to this major intervention is the optimisation of resources, both technical and financial, and benefiting from economies of scale and improved logistics. A key to this approach is participation from the private sector, and Ntsimane is passionate about this matter. “For the private sector to play a meaningful role in addressing the myriad challenges facing the water sector, a serious mindset change is required. It is very encouraging that such a mental revolution is happening in some of the consulting companies we have interacted with. Some construction companies are also jumping on the bandwagon,” he explains. “They are seeking to help government to find solutions rather than complaining about problems faced. They are using such problems as a basis to propose solutions.” Ntsimane concedes that decision-making and execution can often times be a lot slower in government than in the private sector. But he is earnest about the need for a shift

PARTNERING FOR INFRASTRUCTURE

in mindset: “The solutions to our country’s problems will require our collective efforts to ensure an inclusive society in which the country’s water resources are shared equitably and funded sustainably.” This means that this partnership with the public sector must strive towards sustainable solutions, such as long-term centres for skills transfer and empowerment, rather than the creation of dependencies. The bigger rewards will come from a country harmonised through cooperation and caring for all its citizens.

Skills, the private sector and a new orientation Since its restructuring over two years ago, the DBSA has steadily been focusing on finding solutions for South Africa’s struggling municipal sector. “We have to find solutions for skills shortages at municipal level,” explains Ntsimane. “It is our view that South Africa has the skills; they just aren’t concentrated at this level. We therefore find ways of funding private sector skills for deployment at municipal level by working with external engineering firms.” The DBSA has its own pool of highly qualified technical experts who asses which external firms are best suited and brought on board for a given project. “The technical and financial capacity constraints facing the water sector mean that secondments and skills development through placements from the private sector will be the order of the day,” says Ntsimane. The recent figures from the Auditor General, however, indicate that the unlimited use of consultants in semi-permanent positions is untenable. “Indeed, the savings achieved through reducing such expenditure could be used to address some of the actual interventions.” This suggests a new orientation of the relationship between the private and the public

sectors. “A longer-term solution has to be delivered on the back of a renewed spirit of cooperation,” says Ntsimane. “The partnership between the Department of Higher Education and Training (DHET) and the South African Institute of Chartered Accountants (SAICA), through which SAICA has placed qualified chartered accountants at technical and vocational education and training colleges (TVETCs) as chief financial officers, is a welcome development.” Ntsimane notes that similar agreements between the DWS and the Engineering Council of South Africa, as well as SAICA, if not already in place, could be put in place to address the substantial shortages in the water sector. “Such agreements must include using retired engineers to teach at the TVECTs to help increase the numbers and skills of the artisans and technicians the country requires,” he says.

A cooperative paradigm Consulting engineers will be deployed and the opportunities being unlocked by the DBSA – and other public sector entities – will benefit everyone; but transformation will happen as well. “We have to cross this divide as a nation. We have a situation where matriculants and skilled graduates face a jobless future when there is so much work to be done,” acknowledges Ntsimane. There has been much criticism leveraged at government for the current skills shortage, but if attitudes in the private sector changed, the approach to transformation may be perceived in a more positive light. “When government calls for engineers in the municipal sector, the applications don’t come through,” he laments. “We want to place qualified, registered engineers and, if 10 of them happen to be white, we will place black engineers with them to learn, get

experience and register as professional engineers.” The country’s demographics give credence to the notion that, in this approach, there is indeed enough for everyone.

All aboard The legacy of South Africa’s public development has created idiosyncratic structures in the water sector that are now being better leveraged, with water boards and district municipalities coming to the aid of smaller municipalities in what are described as public-public partnerships (PPPs). Typical examples include the appointment of Magalies Water and Rand Water by the DWS to provide municipal reticulation infrastructure to smaller municipalities within their locales. “There are also opportunities for PPPs in the operations and maintenance of municipally owned water infrastructure.” From a funding point of view, Ntsimane also emphases that the DBSA will consider funding from any party that feels they have identified a bankable project that ticks the relevant boxes and is sustainable. “Our reason for existence is delivery, and we welcome all who feel they have a solution to offer,” he concludes. Infrastructure is widely acknowledged as being South Africa’s primary vehicle for growing the economy and it is very apparent that national government has indeed been highly active in pooling the best minds of the sector to develop a coordinated, innovative and responsive approach to the challenges faced. The DBSA, as a hub of financial and technical skills, offers an inspiring vision of what the future holds for South Africa.

+27 (0)11 313 3911 www.dbsa.org

IMIESA March 2015

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From informal settlement

to suburb

LEFT Musa Shangase, Corobrik commercial director congratulates Annie Motlhodiemang on her new home built from Corobrik Nebraska Travertine light face brick BELOW Annie Motlhodiemang’s new house in Lindelani, just outside Galeshewe in Kimberley

Jubilation filled the air during the official handover of 76 houses to indigent families in Lindelani just outside Galeshewe in Kimberley last year.

HE HOUSES were built by 90 youth volunteers following a national youth service programme launched by deputy president Cyril Ramaphosa. The project, which is rotating countrywide, was dedicated to the 1976 uprising. The partnership between all three spheres of government was attended by the Deputy Minister of Human Settlements, Zou KotaFredericks; the premier of Northern Cape, Sylvia Lucas; Cooperative Governance, Human Settlement and Traditional Affairs MEC Alvin Botes; the executive mayor of Sol Plaatje Local Municipality, David Molusi; and NYDA deputy chair Kenny Morolong. An elated Annie Motlhodiemang (53), who was born in Galeshewe and moved

to Lindelani in 2000 to seek shelter with her two children and one grandchild, was the new owner of one of the Corobrik-sponsored houses. The houses are 40 m2 with disability-friendly toilets. Musa Shangase, Corobrik’s commercial director, was at the opening. He said, “We are delighted to assist people like Annie Motlhodiemang, a domestic

worker who has struggled to earn money to feed her family. During the 14 years she lived in a shack, it was blown away by severe winds numerous times. She is happy to receive a ‘proper’ house – built using quality materials – that lends dignity and provides a sense of home.” Corobrik’s Nebraska Traver tine light face brick, with double-skin brickwork, has been used on the houses being built at Lindelani. A double-skinned face brick home fulfils all three sustainable development imperatives – economic, social and environmental. “The high thermal mass inherent in doubleskin clay brick cavity walls of these smaller footprint homes is what helps keep the inside of such homes cool in summer and warm in winter,” continued Shangase. “This is important in the Northern Cape, which has widely fluctuating temperatures. “Owners are pleased that their new homes look good because of the natural colour of the face brick and that they will never have to spend money on painting the outside walls. Knowing that they will also save on energy costs and that they are living in a good-quality house is just as satisfying for them. The community is very happy with this project,” concluded Shangase. Corobrik donated two houses in the 14-yearold informal settlement. At the opening, Lucas hailed the project as a huge success by all three spheres of government.

IMIESA March 2015

ENGINEERING COUNCIL OF SOUTH AFRICA

The Engineering Council of South Africa (ECSA) is a statutory body that has regulated engineering practice for more than 40 years in South Africa. ECSA exists as a regulatory body for the engineering profession. Engineering is essential and beneficial to society and the economy, therefore ECSA has a role to set certain professional standards in the interests of public safety and the economy. In addition, engineering services must be of high quality in the interests of maintaining a high standard of infrastructure in South Africa. Engineering is a global activity, with services and technology being exchanged across national boundaries. The standards of engineering education and professional competence are therefore benchmarked internationally. In addition, ECSA is empowered to advise government and other parties, and to take necessary steps to protect the public interest, health and safety, improve standards of engineering services, create awareness of the need to protect the environment and conduct research.

Registration of engineering practitioners as professionals or candidates in the categories of engineer, technologist, technician, certificated engineers, and specified categories is a key function of ECSA. Registrations with ECSA exceeds 40 000 members. The registration system has been established by law to ensure competence and accountability. Registration provides public recognition that the registered person has, through education, training and experience, demonstrated competence at an established level. Registration with ECSA and membership of a Voluntary Association (VA) are complementary. The VA promotes the interests of the discipline and its members and provides services such as continuing professional development (CPD). Different grades of membership – for example student, member and fellow – recognise the member’s career progression.

PARTNERING FOR INFRASTRUCTURE

Scoping

new prospects Unforeseen delays can cost a company millions and make or break a project. New legislation to regulate the environmental impact assessment process could be a blessing or a curse, depending on whether developers are prepared to plan ahead. By Frances Ringwood

All images courtesty of SRK Consulting

HE KEY QUESTION being asked of government’s new National Environmental Management Act (NEMA): Environmental Impact Assessment (EIA) Regulations (which came into effect as of 8 December 2014) is: Can the EIA application on any project be undertaken and approved in 300 days? “At first it seemed an impossible feat,” says Briony Liber, partner and principal environmental scientist at SRK Consulting. “Many people in the industry wondered how the new regulations could possibly be implemented, especially considering the length of time it takes to collect seasonal baseline data, engage with stakeholders and squeeze in other tasks, including report writing and client comment periods. “But then we realised that the new regulations delay the point at which the EIA application is submitted. This encourages the optimal use of the unregulated period ahead of the application to consider alternatives and undertake baseline data collection that informs the development of a refined project description. It also emphasises the importance of establishing good relationships with stakeholders ahead of attempting to permit a project. By encouraging early planning and stricter time frames, projects could actually be permitted with fewer delays.” Initially the new proposed regulations elicited confusion and even anger from environmental assessment practitioners (EAPs) and developers. But Liber has come to see value in the new approach: “In the last year, SRK has engaged with the Department of Environmental Affairs (DEA) on the regulations and has the opportunity to fully understand and appreciate the DEA’s objectives

and vision behind the revised regulations.” She believes the new legislation has returned the emphasis to the identification and management of risks ahead of project permitting. This approach requires weighing up and addressing risks at the outset of a project, rather than halfway through the permitting procedure. It should also shift developers and EAPs away from what, in some cases, has become more of a tick box or compliance exercise.

Planning ahead

DIAGRAM 1 A new era – the 2014 regulations timeline BELOW (left to right) Speakers Dee Fischer, Selma Nel, Briony Liber and Fran Lake

positive for project delivery,” says Liber. “The previous legislation had challenges the new version seeks to address. For example, projects now need to be defined ahead of permitting, whereas before they were often defined in the process of the EIA, which led to scope variations at various stages. Every time a project changes, it potentially extends

The permitting process is currently the only regulated part of the new authorisation system. This means that developers have as much time as they need prior to the permitting process to establish the scope of a project. This will encourage developers to build relationships with stakeholders, collect baseline data, and consolidate a scope freeze in advance of the 300-day permitting period. “At SRK Consulting, we’re embracing the new regulations because we see the potential for a number of outcomes that will be

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PARTNERING FOR INFRASTRUCTURE FROM TOP DIAGRAM 2 Basic assessment timeline DIAGRAM 3 Project phases timeline DIAGRAM 4 Scoping & EIA timeline

An added challenge, she says, was that that EAPs were either brought into the process too late and then held accountable for projects being seen to be delayed by environmental permitting processes, or too early, in which case quoting accurately to undertake an EIA became almost impossible.

Cutting the Gordian knot Dee Fischer, chief director: Integrated Environmental Management Support from the DEA, adds: “The key reason for the changes was to bring the mining sector under the NEMA to better regulate mines’ environmental performance. Three-hundred days to issue an environmental authorisation decision is standard at South Africa’s Department of Mineral Resources and it was stipulated as a condition by the minister that this time frame be maintained.” The new regulations apply timelines to both the developer and reviewing department. To achieve a more streamlined process, many of the administrative steps have also been removed. For large infrastructure projects that have been identified as Strategic Integrated Projects (SIPs), review time frames have been set in the Infrastructure Development Act. These are slightly shorter than those set in the EIA regulations, yet the department has committed to processing SIPs within these stricter time frames. For mining applications, an agreement that will see all environmental licences required by a mining operation being processed in parallel to allow for improved coordination between government departments has been reached.

the project’s schedule, meaning that some permit applications end up sitting on authorities’ desks for months or even years. In these instances, authorities may lose awareness as to whether a particular project is even

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active or not. These extended periods also mean stakeholders must be re-engaged. As a result, they tend to get fatigued by continuously working through long reports on multiple projects,” explains Liber.

Well-organised developers and EAPs are likely to benefit from the new regulations. The private sector is particularly pleased that prolonged decision-making processes arising from administration challenges can now be eschewed in favour of a more streamlined system. “State departments must comment within 30 days – 10 days less than before,” explains Fischer. “If there is no response within 30 days, it is assumed these departments have no queries or comments. This means that applications will not be delayed and will proceed to the next stage.”

All images courtesty of SRK Consulting

The 30-day default

Water Solutions South Africa Reaching MDG goals

NATIONAL WATER WEEK Sustaining a precious resource p32

PANEL DISCUSSIONS Managing water resources p39

WATER INFRASTRUCTURE Africa Utility Week p62

P30

WATER INFRASTRUCTURE Demand management p63

WATER INFRASTRUCTURE 2015

World Water Week turns A lot has happened in the water and sanitation sector over the past 20 years. The supply thereof is an integral part of the Millennium Development Goals, and Target 7C of the these states that “by 2015, half of the population must have access to water and sanitation”.

CCORDING TO Sylvia Tshivhunge, business development director of Water Solutions Southern Africa (WSSA), South Africa has reached

this goal. “By 2011, 90.8% of the population had access to safe drinking water, while 66.5% had access to sanitation. We are confident that by the end of 2015 almost every person in South Africa will have access to clean water and basic sanitation,” she says. Apart from the progress regarding safe water and basic sanitation, two programmes have also been developed to ensure that water services authorities (WSAs) are running water services efficiently and effectively. The Blue Drop System (BDS) focuses on the management of safe water, while the Green Drop System (GDS) focuses on wastewater. These programmes have been running for the past six years with a large number of WSAs actively participating in them. “South Africa is rated as one of the top countries when it comes to the efficient management of these two programmes,” Tshivhunge says. The theme of this year’s Water Week is sustainable development. Tshivhunge says

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sustainable development is at the heart of what WSSA, as a business, believes in. “Water service providers face many challenges, some of which require our urgent and immediate attention. These challenges include the depletion of water sources, ageing infrastructure, a scarcity of technical skills, and a lack of funds allocated to operations and maintenance. “We all know that South Africa is a waterscarce country, so water security must be a priority for all our stakeholders. WSSA has developed products and services that can help clients protect water resources. “We help our clients to make sure the resources are conserved for future generations. This is achieved by making sure that the effluent discharged into water resources meets the set standards. Furthermore, we assist our clients to manage water demand and minimise water losses.” To achieve this, WSSA believes in empowering and employing local resources, be it labour or material and equipment supply. “The benefits of using local resources include the stimulation of job creation and the transfer of skills, thus giving back to the communities we operate in,” she says.

Tshivhunge says that WSAs have great difficulty in attracting and retaining skilled employees. This is an even greater problem for the smaller rural and geographically remote municipalities. “As WSSA, we assist struggling WSAs in two ways, depending on the needs of each particular client. One way is to second skilled and experienced technical people to the client for a period of time. While seconded, they train, coach and mentor the client’s employees, thereby transferring their scarce skills. The other way is to train the client’s employees on required skills, either through learnerships or formal education. In the case of learnership training, community members are also involved in the training programmes,” she says. Rural communities have little or no waterservices infrastructure. In areas where there is no infrastructure, the WSAs use water tankers to supply communities with potable water. However, this kind of supply is problematic. Sometimes water is not delivered to the communities or the tankers are diverted to other areas. Unscrupulous operators even illegally sell the water to the communities. “To assist our clients, WSSA has developed

WATER INFRASTRUCTURE 2015

“We all know that South Africa is a waterscarce country, so water security must be a priority for all our stakeholders.” Sylvia Tshivhunge, business development director, WSSA

a simple and cost-effective water-tanker management system. The system tracks all the trucks delivering water to communities in real time and generates a monthly report that is used by the WSA to pay the service provider. The authority thus only pays for water actually delivered on time and to the correct beneficiaries. The system also sends progress emails and text messages to different stakeholders. “In areas where there is infrastructure, WSSA employs community members for different activities, such as switching borehole pumps on and off. The local communities are supported by a central team to perform more complex tasks,” she says. The products and services offered by WSSA include the upgrade and refurbishment of water and wastewater infrastructure, maintenance of water-services infrastructure, operations of water and wastewater treatment works, quality monitoring, water conservation and demand management, and BDS and GDS support. WSSA does not focus on technology development as such, but rather on optimising the operation and maintenance of existing conventional technologies. However, through its subsidiary, Proxa, it is able to offer clients the latest technology. Some of the technologies on offer are: • Emergency mobile treatment work: The mobile unit can treat about 2.5 megalitres/day and it is used when the normal

water supply has been contaminated. The plant can be delivered to a site within 24 hours. • Modular mine-water treatment plant: The plant is used to treat acid mine water – a serious challenge South Africa faces – especially in the Gauteng region. The plant has a total capacity of 7.5 megalitres/day and a newly commissioned plant is operational at Anglo American’s Greenside Colliery. Tshivhunge says that, as a company that provides services rather than products, WSSA has managed a large number of projects that improved the quality and safety of drinking water, as well as wastewater discharged into the environment. “One such project was the intervention in Zeerust, where the wastewater treatment works was discharging virtually untreated sewage into the environment, and severely polluting downstream water resources. “The situation was bad enough to warrant the attention of the then Department of Water Affairs (now the Department of Water and Sanitation), as well as the Public Protector. In a short time, our process controllers – working with Aurecon, who upgraded certain infrastructure – were able to achieve fully compliant final effluent standards. “Other examples of our positive influence are the BDS and GDS awards that we have achieved on behalf of our clients,” she says. WSSA delivers unique and tailor-made products and services to its clients. “Our

contracts are developed in such a way that the offering can be tailor-made for a particular need. In our business, one size does not fit all. WSSA has operations in most regions, making it easy to interact with clients, and we can offer quick turnaround times when urgent issues need to be resolved. With the track record that WSSA has, quality and value for money are guaranteed.” She says WSSA is also sensitive to cost and always aims for the most cost-effective solutions. “We have been in the industry for three decades and our well-established methods and certified ISO management systems give us an advantage when it comes to costeffectiveness. We have also developed relationships with suppliers and this, together with our buying power, achieves benefits that we can pass on to our clients. “Because we work throughout Southern Africa, we are also able to achieve economies of scale in the allocation of resources that are not available to municipalities – especially the smaller ones. “As an example, we can deploy one process specialist to a number of plants to achieve more efficient operations, better quality and cost savings. A small municipality would not have such a resource available,” she says. +27 (0)11 209 9206 www.wssa.co.za

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WATER INFRASTRUCTURE 2015

NATIONAL WATER WEEK

Will SA dodge the precipitous drop? According to the UN, this year’s theme for International Water Week is sustainable development. Frances Ringwood takes a look at the heights and depths of South Africa’s water sustainability, discovering a number of tipping points that threaten long-term quality and water security.

OUTH AFRICA’S water reserves are reaching what some have characterised as a ‘crisis’ in terms of both supply sustainability and quality. Some popular statistics used to back this claim come from the Department of Water and Sanitation (DWS), which has said that 98% of South Africa’s total water supply is already allocated. The DWS estimates that there will be a 1.7% shortfall in the country’s supply as early as 2025. South Africa’s water quality has also been heading towards danger, with reports finding that 40% of freshwater systems are now critically polluted, while 80% are threatened. This overview avoids the term ‘crisis’ as it is overly alarmist, given the number of bulk water projects currently on track and the country’s existing engineering capacity, which continues to boast world-leading knowledge capital. Instead, the term ‘tipping point’ is used to

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describe situations that are inevitable unless timeous funding and engineered solutions are procured. There is however a massive potential problem in overcoming these difficulties in that, while they are talented, there are simply too few South African engineers. According to the South African Institution of Civil Engineering (SAICE), “The accepted international municipal and utility ratio is six engineering professionals per 100 000 inhabitants. However, in South Africa’s best case scenario – larger cities and towns – municipalities had access to three engineering professionals for each 100 000 inhabitants.” In response to the dearth, a number of programmes to promote the development and education of young engineers are in place. As just one example, the DWS Learning Academy has funded 536 bursars of which 418 have been absorbed into the department’s training programme, and 118 candidates are enrolled at various universities – 270 of them are in engineering, 241 in the sciences and 25 in surveying. By May last year, 166 graduates had been appointed in permanent and/or had been receiving occupation-specific dispensation. However, there remains a persistent gap between the hands-on project knowledge of the older generation and the enthusiasm

and book learning of the newcomers, which needs to be addressed. Another challenge in the water engineering sector is that of good municipal record keeping and asset management. Incorrect information in municipalities’ as-built drawings is frequently cited as a reason for project delays and disruption of services by the relevant authorities. By contrast, broadscale planning has been more successful. The country’s future plans for water sector development are outlined in the National Development Plan: Vision 2030 (NDP), the fruits of which will be concretised in a document the DWS is planning to release later this year: ‘The National Water Resource Management Plan 3’.

State of the pipeline Last year, the new Minister of Water and Sanitation, Nomvula Mokonyane, took over the portfolio from the previous minister, Edna Molewa. The new appointment saw sanitation being added to the department’s service mandate in a move that was well received by the sector. Nevertheless, old budget constraints resulting from poor planning in the deep past continue to dog the new administration. In Mokonyane’s most recent budget speech, she announced a long-term deficit of more than half.

WATER INFRASTRUCTURE 2015

“Capital investment in new and the refurbishment of water and sanitation infrastructure for the entire value chain, over the next 10 years, is projected to require an estimated R670 billion. On the basis of current projected budget allocations, about 45% of this is currently funded. These investments will have to be funded from on- and off-budget sources through partnership with the private sector,” said the minister in her budget speech. The funding gap, while critical, has not prevented a number of successful projects from being implemented in the last couple of years, many of which won local and

international awards. Some of the highlights are listed below by province.

Map detailing the location of South Africa’s major rivers

KwaZulu-Natal

North West province

Construction of the the Pongolapoort Dam has created about 470 jobs at the end of FY 2013/14. On completion, the project will provide potable water to 134 864 people in about 16 200 households of rural Jozini. Another important national project progressing steadily in the province is the Durban Western and Northern aqueducts. The Western Aqueduct alone will inject 400 Mℓ per day to western Durban’s daily supply and is tabled for completion in 2017.

Magalies Water, DWS’s Regional Bulk Infrastructure Grant and National Treasury are funding a bulk Pilanesberg delivery scheme with the first phase scheduled for completion by the end of this year. The packet of works will increase supply from the Vaalkop WTW to local municipalities in the areas of Rustenburg, Moses Kotane and Thabazimbi, as well as a number of other large mines in the Boshoek, Thabazimbi and Northam areas.

IMIESA March 2015

WATER INFRASTRUCTURE 2015

Eastern Cape

Northern Cape

A province known for experiencing water supply challenges is the Eastern Cape. But things are looking up with the implementation of the IMESA-CESA award-winning James Kleynhans bulk water supply scheme. The project will benefit about 90 100 people, ensuring sustained water supply the in cultural, education and tourism hub of Grahamstown. Phase 1 was certified successfully complete in May last year and Phase 2 is in the works.

Provincial capital Kimberley was forced to overhaul its pipes towards the end of last year as a result of frequent service disruptions. Sol Plaatje Local Municipality is overhauling ageing water infrastructure in a multimillion-rand effor t to secure regular supply.

Free State Free State’s Tokologo Local Municipality recently completed the first phase of its Hertzogville bulk water project, which will assist communities to move away from the borehole system dependent on intermittently saturated underground aquifers to a reliable reticulated system. This first phase, which took six years from concept to commissioning, will supply 20 Mℓ per day of potable water to the inhabitants of Hertzogville. The next phase will increase supply to the towns of Boshoff and Dealesville.

As of the middle of last year, the Inyaka WTW was upgraded and now supplies an extra 75 Mℓ/d), increasing the area’s total supply to 118.9 Mℓ/d. The plant supplies the Thulamahashe bulk pipeline, which was scheduled for completion in May last year. A total of 423 jobs were created as a result of the project, with hundreds of people receiving further training.

Mpumalanga As of 2012, only 40% of the Bushbuck Ridge community was receiving bulk water supplies, leading to numerous service-delivery strikes and widespread dissatisfaction. Even before matters came to a head, government was already implementing a plan to improve the situation. The R121 million Acornhoek bulk pipeline, aimed at supplying water to 95 towns in the area, was announced in 2011. The pipeline project was launched last March as part of the Integrated Inyaka Water Supply Project, which includes the Inyaka WTW project’s third and fourth phases, as well as water reticulation projects to 15 villages.

Limpopo The R3 billion De Hoop Dam project was officially opened in Sekhukhune in March last year. The 13th largest dam in the country, the project now supplies water to the previously underserved districts of Sekhkhune, Capricorn and Waterberg. In addition to the dam, two pipelines were laid to provide water to more remote villages in the province.

Gauteng Major focuses in Gauteng are the Mamello project near the Vaal marina and the Midvaal/Sicello regional bulk scheme, where good progress is being made. The Mamello

IMIESA March 2015

Aquatan is the first IAGI-approved installation contractor in Africa, which underscores our reputation for delivering Geosynthetic Installations professionally and reliably, every time. Aquatan is ISO 9001/2008 certified, and has been awarded the SABS Certificate of Recognition for its 20 years of loyalty, commitment to and compliance with the SABS Quality Management Certification scheme. Aquatan provides the TOTAL SOLUTION! In addition to our Geomembrane innovations, Aquatan's HDPE, LLDPE, RFPP and EVA linings are used in applications ranging from hazardous liquid or solid waste to potable water reservoirs, linings of tanks, sewage ponds, anaerobic digestors, heap leach facilities, tunnels, canals, water features and underground water storage facilities. We also construct floating covers to potable water, molasses storage and biogas containment reservoirs, small dams and tanks.

ENHANCED BARRIER SYSTEM® Aquatan's patented Enhanced Barrier System® (EBS) for waste sites is a new technology that has gained international recognition for its dedicated and focused performance characteristics. The principle is to draw a fluid at a negative pressure through the geosynthetic barrier system to achieve: 1. Heat removal from Geosynthetic components 2. Post loading hydration of the Geosynthetic Clay Liners 3. Removal of Volatile Organic Compounds This innovative technology, for which Aquatan holds the worldwide patent, expands conventional containment barrier boundaries for protecting the environment far into the future.

WATER INFRASTRUCTURE 2015

project was completed last year and the Midvaal bulk scheme is ongoing. This is intended to deliver an effective solution that will eradicate pollution into the Vaal River and create a regional bulk sanitation infrastructure solution for the southern Gauteng region. The first phase of the Midvaal project (outfall sewer with a 700 mm diameter) has been completed and the total estimated project value is R78 million.

Western Cape The Berg River Improvement Plan was initiated by the Western Cape government in 2012. The Berg River, 285 km in length, plays a vital role in supporting the economy of the province and the country. Projects to improve agricultural, potable and reuse potential of the river include water quality monitoring, upgrading the Franschhoek WWTW with world-leading technologies, human settlements development along the watercourse banks, better agriculture management, riparian zone management and rehabilitation, and assessing the rand value of the river’s waters. Construction of the Franschhoek WWTW has been reported as running on schedule.

Development hubs There are also a number of cross-border supply projects and industrial development zone (IDZ) supply plants that deserve mention for the massive contribution they make to South Africa’s economic growth. The Lesotho Highlands Water Project is a cross-border initiative between Lesotho and South Africa to secure supply for South Africa’s economic hub, Gauteng. It entered into its second phase last year, with construction of the new Polihali Dam and tunnel to start this year, due for completion in 2017. The scheme is due to deliver first water by 2022. Water supply for coal-based power is also essential for fulfilling South Africa’s water needs. To this end, the Mokolo/Crocodile River pipeline project has been underway. However, the R1.5 billion first phase has been subject to the same types of labour unrest and funding delays that have been dogging South Africa’s power production generally. The 46 km pipeline and pump station from the Mokolo Dam to Lephalale will be mainly used by Eskom for the new Medupi power station, which is running behind schedule. The second phase will entail building a new 128 km pipeline from

Thabazimbi to the Mokolo catchment area to transfer water from the Crocodile River catchment area. The Hazelmere Dam wall is being raised to ensure adequate supply of water as well as supporting the development of human settlements, the King Shaka International Airport and the Dube TradePort. The dam is due for impoundment in September this year. It will cost R400 million. In addition, water supply is being prioritised at the Coega IDZ, with the Nelson Mandela Bay Metropolitan Municipality currently implementing R1 billion worth of refurbishments and upgrades at five WTWs, and aims to ultimately upgrade eight facilities, not only for industrial purposes but also for about 1.1 million residents. The water treatment works are the Loerie, Churchill, Elandsjagt, Nooitgedagt, Linton, Groendal, Springs and Rocklands WTWs. Another industrial hub in need of water is the Saldhana Bay IDZ. While it currently uses Berg River water, the latest feasibility study anticipates the need to build a desalination plant in the area in 2017. Wastewater treatment capacity will also need to be extended. Likewise, the Richards Bay IDZ will call for new ways to draw and reuse water, owing to the area’s conservation significance, the local vegetation’s reliance on groundwater, and local dredge mining and paper production industries requiring industrial effluent treatment.

Water quality South Africa’s water quality is declining, marking an uptick in wastewater, industrial

effluent, fossil-fuel power effluent, agricultural run-off and mine water treatment necessary to prevent quality decline affecting overall availability. According to a World Wildlife Fund report, a coordinated response from across all spheres of the sector is what’s needed to avoid the tipping point. The report further states, “Recycling wastewater, desalination, inter-basin water transfers, treatment of brackish water and decentralised water supply solutions, such as rainwater tanks, may become the norm to contribute to the available water supply.” Another way to improve water quality is for industries to combine their streams with those treated by municipal wastewater plants. Maintaining river health is another crucial component to better understanding and managing national water quality. To this end, the South African government has set up the River Health Programme. Implemented in 110 rivers in 2012/13, plans are underway to implement it at more sites. According to DWS Deputy Minister Pamela Tshwete, in her budget speech response, “By 2016/17, we will have implemented the programme in 125 different rivers.” A further important intervention securing water quality is the National Chemical Monitoring Programme, which assesses and reports on the chemical status of water resources across South Africa. The programme has been instituted in response to the fact that the main water quality issues facing municipalities are high levels of dissolved salts and, in certain areas, high fluoride concentration. Other challenges facing water for irrigation are the high

FIGURE 1 Saice’s 2011 water and sanitation scorecard

Well maintained but ageing bulk infrastructure D+ reaching end of useful life, and requires refurishment for DWAF infrastructure or replacement. 43% of dams have safety problems and require urgent refurbishing. Serious concerns about funding. WATER

C+

for major urban areas

D-

for all other areas

C-

SANITATION (INCLUDING WASTEWATER)

for major urban areas

for all other areas

South Africa is one of the few nations where in most urban areas water can be drunk directly from the tap. Major, and ongoing strides in provision of water and sanitation since 1994. However, erratic compliance with water quality requirements in most municipalities. Water wastage (leakage) is much too high. Shortage of skilled personnel. Serious problems with management of many wastewater (sewage) treatment works. Wastewater leakage and spillage much too high, and frequent problems with on-site sanitation. Inadequate operation and maintenance capacity, and shortage of skilled personnel. Major urban areas grade is pulled down by Cape own and Sebokeng.

IMIESA March 2015

WATER INFRASTRUCTURE 2015

sodium-absorption ratio, high electrical conductivity, high pH and high levels of chloride. In addition, a global challenge affecting South Africa is caused largely by agricultural run-off, which in turn sets off the eutrification of dams. According to the South African Yearbook 2013/14, annual reports reveal 50% of dams in South Africa are seriously affected. It also states: “Another problem is the sporadic outbreak of cholera and other waterborne diseases, mainly because of poor sanitation and hygiene at household level.”

Also important for water quality monitoring is the National Toxicity Monitoring Programme, which reports on the status of persistent organic pollutants internationally through the Department of Environmental Affairs.

Asset management A Human Rights Commission report has found systemic failures in governance and budgeting, particularly in the implementation of, and spending on, projects. At the 2008 Municipal Indaba, it was found: “In total,

FIGURE 2 Table showing major South African utilities and what they do

WATER BOARDS

The primary activity of water boards is to provide water services (bulk potable and bulk wastewater) to other water services institutions within their respective service areas. They may perform other activities under conditions set out in the Water Services Act, 1997. There are nine water boards in South Africa: Amatola Water, Bloem Water, Lepelle Northern Water, Magalies Water, Mhlathuze Water, Overberg Water, Rand Water, Sedibeng Water and Umgeni Water.

CATCHMENT The main responsibilities of CMAs are to manage water resources MANAGEMENT at catchment level in collaboration with local stakeholders, with AGENCIES specific focus on involving local communities in the decision-making processes. WATER-USER WUAs are cooperative associations of individual water users who wish ASSOCIATIONS to undertake water-related activities at local level for their mutual benefit. WATER RESEARCH COMMISSION

The WRC plays a vital role in water research by establishing needs and priorities, stimulating and funding research, promoting the transfer of information and technology, and enhancing knowledge and capacity building in the water sector.

WATER TRADING ENTITY

The main function of the WTE is development, operation and maintenance of specific water resources infrastructure and managing water resources in specific water management areas.

TRANSCALEDON TUNNEL AUTHORITY

KOMATI BASIN WATER AUTHORITY

The Trans-Caledon Tunnel Authority is a state-owned entity specialising in project financing, implementation and liability management. It is responsible for the development of bulk raw water infrastructure. It also provides an integrated treasury management and financial advisory service to the DWS, water boards, municipalities and other entities linked to bulk raw water infrastructure. The Trans-Caledon Tunnel Authority is primarily responsible for off-budget projects. The Komati Basin Water Authority was established in terms of a treaty between South Africa and Swaziland. The aim of the authority is to manage the water resources of the Komati River basin sustainably.

WATER TRIBUNAL

The Water Tribunal was established in 1998 to hear appeals against directives and decisions made by responsible authorities, CMAs or water management agencies about matters covered by the National Water Act of 1998, such as the issuing of licences to use water.

STRATEGIC WATER PARTNERS NETWORK – SOUTH AFRICA (SWPN-SA)

The efforts of the SWPN-SA are integral to the second draft National Water Resources Strategy, which the DWA released in 2012. A cornerstone of the SWPN-SA is developing innovation that leverages the strength and expertise of the DWA, the South African private sector, civil society, and expert organisations. In 2013, additional investors contributed to the SWPN-SA, including Anglo American, BHP Billiton, Eskom, Nestlé, Sasol, South African Breweries and the 2030 Water Resources Group. The New Partnership for Africa’s Development Business Foundation’s role as secretariat has proved important and has facilitated continued dialogue among members.

*Source: South African Yearbook 2013/14

the water services sector in South Africa is responsible for infrastructure assets with a replacement value of more than R250 billion. Over the next decade, a lot more infrastructure will be provided, yet many water services authorities do very little infrastructure asset management and do not budget sufficiently for it.” Municipalities’ approach to the management of water infrastructure has often been found lacking. SAICE ‘s most recent scorecard (2011) assessing the state of South Africa’s water and sanitation infrastructure bears this out, awarding what was then the Department of Water and Forestry a D+ for its water infrastructure. Sanitation also scored low, achieving a C- for urban areas, but an E for all other parts of the country.

National strategy The NDP has frequently been pointed out as a very useful document, setting forth South Africa’s future service aspirations. It makes provision for “Developing, in a timely manner, several new water schemes to supply urban and industrial centres, new irrigation systems in the Umzimvubu river basin and Makatini Flats, and a national water conservation programme to improve water use and efficiency.” A recurring theme in the plan is that there needs to be better checks and balances in place regarding accountability. Clear responsibilities and accountability chains are essential for promoting greater confidence and stakeholder buy-in from business, labour and civil society. Another aspect of the plan already gaining traction is the creation of regional water and wastewater utilities, a task that often means expanding the mandates of existing water boards. For more details on these and other major utilities and service providers, see Figure 2. In conclusion, South Africa has the right state organs and plans in place but there are two major interventions that look set to make the difference. First, the more South Africa’s future water and sanitation engineers are capacitated with the correct skills and job experience, the more secure the country’s water future will be. Second, municipalities will need a better handle on their assets in order to make good planning decisions as the NDP is rolled out. This step is also essential to foster the sector cooperation needed to manage water quality issues efficiently.

IMIESA March 2015

CALL FOR PAPERS THEME:

Changing the face of the Municipal Engineer • Political and Legislative Perspectives • Social and Environmental Impacts • Financial Considerations

• Transport and Traffic • Water and Sanitation • Roads and Stormwater

S YN O P S I S S U B M I T T E D BY Wednesday 15th April 2015 Debbie Anderson | conference@imesa.org.za | tel 031 266 3263

IMESA t +27 (031) 266 3263 email conference@imesa.org.za

PANEL DISCUSSION | WATER WEEK 2015

INTRODUCTION

Water and wastewater

services and equipment Since the Department of Water and Sanitation (DWS) restructured to incorporate sanitation, under the watch of Minister Nomvula Mokonyane, a significant increase in the pace of delivery and planning capacity has been apparent, with some serious short-term interventions and some structural changes that should be bear fruit in the medium term.

OUTH AFRICA cannot afford another crisis. São Paulo, Brazil, actually faces such a severe water shortage that it is estimated that water will stop flowing from the taps for up to five days a week. South Africa’s urban water resources are under threat, and our deliver y to the forgotten provinces has to be prioritised if we want to avoid major civil unrest. Much work is being undertaken by water utilities to shore up their assets and strengthen their capacity to deliver services to struggling municipalities. The DBSA has a power ful strategy that it is rolling out to the entire North West province, which will see engineering skills being funded directly at the four district municipalities, from where a shared services approach will disseminate planning and implementation to the municipalities within them. This will see a highly coordinated approach to planning, improved

economies of scale, and better logistical management. The private sector has an incredibly important role to play and – from engineering ser vices to suppliers of equipment, ser vices, infrastructure,

stage and becomes a part of our ever yday lives; it is time we change out our old infrastructure and minimise our technical losses; and it is most certainly time that our municipalities are held accountable for

How we manage our water resources is the most critical issue we face this National Water Week materials and maintenance – the opportunities abound. National government is under pressure, and it is looking for innovative solutions. How we manage our water resources is the most critical issue we face this National Water Week. South Africa is a countr y that still uses potable water to wash its cars and water its gardens. This truly indicates an under-appreciation for not only the national limit on this resource, but the rather frightening global limit as well. It is time grey water takes centre

the chronically poor track record regarding revenue collection. The technologies are there, the skills are there, the funding is there, and the public desire is there. It is time to see results from the inter ventions of CoGTA, Salga and the DWS. This edition’s Panel Discussion participants are true heroes of South Africa’s water sector, and collectively speak to the institutional, technical, infrastructure and metering solutions that represent the best of the best for South Africa’s water future. IMIESA is proud to host them all.

IMIESA March 2015

World-class water management products made in South africa

+27 32 944 6034 | sales@amanzimeters.co.za | www.amanzimeters.co.za 9 Walter Reid Road, Tongaat, Kwa Zulu Natal

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Johan van der Merwe | Managing Director | Amanzi Meters Juan van Schalkwyk | Sales Director | Amanzi Meters What products and services do you offer? JvdM & JvS We are mostly focused on providing solutions for domestic water metering. Our product range, which is all designed and manufactured in-house, includes: • plastic, volumetric class C water meters – 15 mm x 114 mm, 15 mm x 165 mm and 20 mm x 165 mm • water meter boxes – surface boxes and above-ground boxes • ball valves – consumer and municipal ball valves, including a three-way, trickle-flow valve and an anti-tamper solution • restrictor valves – the iMvubu valve has been approved for the dispensing and control of free water, which can be equipped with automated meter reading (AMR) so that it can be remotely operated for opening and closing • AMR also enables remote data collection.

How does your engagement with the South African market offer a unique advantage? Amanzi Meters is a solution-driven company where we tailor our products to our customers’ needs. Constant development accommodates customer requirements and ensures robustness for field applications. As a manufacturer of plastic water meters and accessories, we can offer better prices as there are no additional costs for outsourced work. Our locally manufactured products are in support of government’s drive for local procurement and import substitution.

What technology challenges exist locally? Very high development costs and a stringent regulatory environment create high barriers to entry. We

compete with large, established international organisations that have become well-known brands. We therefore have to maximise the use of technology by integrating technology platforms and interfaces into our products and processes.

How do your solutions respond to these challenges? Our manufacturing

How do your services engage with local conditions? Our metering solutions assist utilities in meeting the increasing demand to bring water losses under control. We support government’s initiatives to stimulate industrial development and thereby job creation and upgrading of skills. The manufacturing sector is a

Acceptance Scheme for Water Services (JASWIC) accepted. All assemblies in boxes are tested to 2 400 kPa as part of our quality checks before dispatch.

What innovations give your company the edge? We have developed the iMvubu restrictor valve, which is designed to measure and dispense

competitiveness is driven by Our manufacturing competitiveness is an empowered talent base driven by an empowered talent base and and advanced manufacturing techniques, as well as product advanced manufacturing techniques, as innovation. Our well as product innovation experienced, small team of engineers is strong stimulant an allocation of free water to well versed in for job creation, as indigent families. By adding an the field. We well as the growth AMR function, the meter can now are committed of support be read and controlled remotely, to ongoing deservices such as allowing municipalities to also velopment and inmachine suppliers use this as a credit control tool. novation, allowing and technicians, The replaceable battery makes us to compete transport, acthe iMvubu valve more sustainon price and counting, legal able and ideal for use in rural quality. Being and other areas. The serviceability of the small and agile services. unit can save municipalities milgives us an A strong lions in the long run. advantage in manufacturOur new above-ground box is product design ing sector is not only aesthetically pleasing, Above ground box & meter and developcrucial for the but also allows for in-line fitment ment that is preservation and of a meter and restrictor valve. responsive to the needs of our stimulation of a country’s intelThis allows ease of access for customers. This is how we devellectual capital, innovation capacplumbers and allows the devices oped our anti-tamper ball valve ity and economic prosperity. to be replaced as a unit. and various other enhancements Our water meters can be to our products. What standards and fitted with an inexpensive AMR accreditations do your device that allows remote meter Do these innovations products comply with? reading. By reading all meters at inform global developOur products are moulded under the same time, managers can ments? Amanzi Meters ISO 9001:2008 quality manageanalyse the data statistically and manufactures innovative ment systems ensuring mainteextrapolate exception reports. products of exceptional quality. nance of high-quality standards. Comparing equal periods is easAs a member of the MICROmega Our SANAS-accredited verification ier than current readings, which Group, the synergies within laboratory conforms to SANS are done over a period, and does the group allow for a complete 10378:2012 and complies in not give you an even cut-off time. end-to-end water management all respects with the requireBy monitoring water usage from solution, including meter readments of the Trade Metrology reservoir to consumer, regular ing, data management, billing Act, 1973 (Act No 77 of 1973). checks can facilitate early detecand pre-paid metering. Our products are also Joint tion of leaks or tampering.

IMIESA March 2015

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Pat Stander | Executive Director | Aveng Manufacturing DFC How do your company’s products and services offer a convenient, cost-effective, sustainable solution? PS Aveng Manufacturing DFC is a specialist South African valve manufacturing company. With a 125 year heritage, and as a 90% black owned company we are uniquely positioned to manufacture valves in South Africa for the benefit of South Africans, with the support of 3 300 employees. We provide our clients with the full spectrum of valve products and services, from a normal isolating valve to sophisticated control valves and air valves for pipeline protection. Probably the most renowned of its indigenous designs is the Vent-O-Mat air-release-valve family. It is unique in its ability to provide protection on three different levels with one valve: automatic surge protection, effective air release, and protection against the vacuum formed as a pipeline is emptied.

What specific products and components does your company manufacture/provide and what makes them unique? We manufacture the Vent-O-Mat combination anti-shock airrelease and vacuum valve for use in sewage and water. It is the first integral anti-shock airrelease valve for surge control. Developed in 1982 to meet

the need for a single product to provide three-way protection, the Vent-O-Mat air-release valve is today the market leader in many countries around the globe. Before its introduction, most air valves were prone to premature closure and poor sealing. Vent-O-Mat was the first valve to effectively assist with the elimination of surge and water hammer as a standard automatic function. This is the best technology in the world for pipeline protection and this locally manufactured valve is now exported to 129 countries around the globe.

What standards do you subscribe to? Aveng Manufacturing DFC is an ISOlisted company and some of our products have come with all the necessary SABS certification for the past 45 years. The company is truly a global player and has operations in the United States of America, Finland and Australia, and our products are used all over the world. We would like to grow this presence and take things a step further by bringing international standards into our business.

What training and skills support does your company provide? We offer onsite training and installations to our partners and end users. We also have a training programme for tertiary students, where many universities have sent their students to our factory for a presentation and better understanding of the industry, products New-generation Vent-O-Mat RGXII sewage and effluent air-release and vacuum-break valves

and services. At the moment the training is not accredited; however, in this industry, the number of accredited courses is low to non-existent, and we would like to change this in the near future.

Which applications and markets does your company cater to? Aveng Manufacturing DFC specialises in the water, wastewater and mineral processing industries and is the largest valve manufacturing facility in the Southern Hemisphere. DFC is also the appointed agent for Tsurumi submersible pumps. Designed primarily for use in wastewater treatment plants, Tsurumi pumps are a high-quality, submersible pump of Japanese manufacture and is being distributed throughout Africa by Tsurumi Africa, a subsidiary of Aveng Manufacturing DFC.

Do you specialise in any specific applications? South Africa is a country poor in water. Ambitious engineering projects have equipped the country with adequate water supply networks in many areas over many years. However, they are subject to inevitable water losses at each stage in the supply chain, resulting in accumulative loss that represents a burden to water authorities. The company is also the agent for Cla-Val control valves, which also manufactures some of the best electronic PRV control systems in the world.

What regulations and issues influence the products and services you manufacture/provide? Water loss and water-loss management is a major problem in South Africa. Government continues to spend large amounts of money to try to address this

150NB Vent-O-Mat RBX series high-pressure valve in application

problem. However, many of the strategies implemented fail to address the core issue, which is the fact that a lot of the education and expertise is lacking. Another issue that informs what we do is the regulation around the stipulated minimum threshold for local production and content for valves products and actuators. The stipulated minimum threshold percentage is set at 70% by the Department of Trade and Industry.

What sets you apart from others in the industry? The combination of products we use to achieve a goal in pipeline protection is what sets Aveng Manufacturing DFC apart. We address a problem holistically; for example, in South Africa we have a problem with ageing pipes, but what most people don’t consider is that ageing pipes need to be protected too. For this, we would put different products together to keep the pipe in use for longer.

What critical contribution is your company able to make to the water and sanitation sector? DFC has transcended the line of just being an air-valve manufacturer. This is evident in the fact that our research has been utilised to establish third-party testing procedures for air valves. Our literature has been also incorporated in the syllabuses of tertiary institutions and our practical case studies have been modelled in a major surge and water-hammer software analysis programme used by many pipeline designers and consulting engineers around the world.

IMIESA March 2015

“Clean water?”

“Infrastructure!”

Delivering sustainable infrastructure that improves our world. “DOING GOOD WHILE DOING BUSINESS”

Contact www.bigenafrica.com, or the office most convenient to you: Pretoria (012) 842 8700; Johannesburg (011) 802 0560; Bloemfontein (051) 430 1423; Cape Town (021) 919 6976; Durban (031) 717 2571; East London (043) 748 6230; Gabarone gaborone@bigenafrica.com; Kuruman (053) 712 2882; Mafikeng (018) 386 2111; Mthatha (047) 532 5234; Nelspruit (013) 755 1421; Polokwane (015) 297 4055; Richards Bay (035) 753 1235; Rustenburg (014) 597 3655; Windhoek +26 461 237 346.

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Dr Mias van der Walt | Divisional Managing Principal: Water & Sanitation | Bigen Africa What are your company’s water divisions and how do they contribute towards sustainable supply and economic development? MvdW Bigen Africa specialises in doing good while doing business. Our mission statement is to become a thought-leading multinational infrastructure development consultancy with core capabilities in engineering, management consulting and development finance. To this end, we are structured into two different legs. One leg provides engineering services in the water, wastewater, roads, mining, land development, human settlements and project spheres, including ‘engineer, procure, construct and manage’ (EPCM) contracts. The second leg is concerned with after-sales services, including operation and maintenance, revenue generation for our municipal clients for water and energy provision, and asset management. One of our biggest asset management clients is Newcastle Local Municipality in KwaZulu-Natal, and we have many others.

the total spend on a housing development in Rustenburg, by selling sewage water to the local mine to be used in platinum processing.

What are the key elements of the process you follow when working with clients? When it comes to treatment, we follow an analytical approach. This means having absolute clarity on what water is moving in and out of a

Can you tell our readers a little more about any recently completed projects where your products were directly responsible for creating a better environment or securing human health?

minimise the amount of water needed for a particular application, as well as provide different treatment processes for different mining stages, all of which are geared towards reducing water and energy use.

In the case of the Rustenburg human settlement project I mentioned earlier, we are currently entering into the second phase of the process, where we will be augmenting the existing

How does the broad scope of your services secure better value for clients? Bigen provides an

What key services do these legs specialise in and how do they contribute towards protecting water and the environment? We provide engineer-

Bigen provides an integrated approach to servicing the needs of the entire infrastructure value chain

ing services including the development of specifications, systems design and managing procurement on behalf of the client. Within the wastewater treatment sphere, an innovative approach characteristic of Bigen is to look at wastewater as an asset generating profit, rather than a liability. This shift in focus has allowed us to offset

system to determine the water balance. Without this understanding, it would be impossible to deliver holistic services, best suited to clients’ needs. Expensive technology is no replacement for common sense. Bigen has wide-ranging experience on a number of projects and, as a result, is able to pinpoint specific problems to create cost-effective solutions.

treatment capacity of the local sewage works. This will create greater development opportunities in the area as well as secure local river health. We’ve applied a similar system in Bloemfontein where the need to treat excess bulk was reduced by transferring surplus wet waste for mining applications. Within our mine water treatment services, we strive to

integrated approach to servicing the needs of the entire infrastructure value chain. With a staff compliment of more than 500 people, operating across the African continent, we have a considerable talent pool to draw on. In addition, we have offices in Europe and the Middle East and continue to expand.

What does your company contribute towards skills to secure future industry sustainability? As a Level 3 BBBEE contributor, Bigen seeks to uplift those who were previously disadvantaged as well as promote indigenisation as an integral part of the business.

IMIESA March 2015

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Steve McCarley | Managing Director | Bosch Munitech Andy Knox | Sector Head: Water | Bosch Stemele wastewater and sanitation services? SM & AK

ABOVE Walkway to Primary Digester 1’s inspection platform

osch Holdings

is a multidisciplinary engineering group comprising a number of smaller companies – including Bosch Stemele – specialising in all aspects of water, wastewater and reticulation delivery (among other engineering capabilities) and Bosch Munitech, which provides municipal support services as well as being active in the operation and maintenance (O&M) space. Bosch Stemele’s director of agriculture and water services, Andy Knox, and Bosch Munitech’s MD, Steve McCarthy, give IMIESA the inside scoop on how this unique partnership is positioned to benefit South African water management.

BOSCH MUNITECH What key advantages does Bosch Munitech derive as a member of a group that represents a variety of different skills, services and technologies? SM Bosch Munitech started out as far back as 1987, growing organically out of what was then Bosch & Associates, specifically to meet the need for O&M services in South African wastewater treatment (WWT). In those days the company had already realised that private sector

assistance was needed for optimal WWT plant operation. Today, the company also specialises in other areas which support local government’s infrastructure management, including spatial planning, non-revenue water management, construction of new infrastructure and geographical information systems.

How do you approach working in the municipal space specifically, and how does this work contribute towards environmental protection and human health? SM We see ourselves as working in partnership with our clients, looking to find the best quality solution within the cost parameters of a given tender. Bosch Munitech is conscious of the need to provide long-term, sustainable solutions.

BOSCH STEMELE Bosch Stemele is the civil design and project management company within the group, what are the advantages and unique capabilities Bosch Stemele bring to the water and wastewater sectors? AK One of the benefits of having a wide range of engineering disciplines within a company is the cross pollination of ideas and the ability to apply the most

LEFT Mhlabatshane Dam: a 25 m high central concrete spillway and earth embankment dam providing bulk water storage for approximately 100 000 rural people in southern KwaZulu-Natal

appropriate approach to a problem. It also allows for the formation of closely knit project teams in close proximity to each other. In most cases the entire project team of project managers, civil, structural, process, mechanical, electrical, instrumentation and operational engineers all sit under one roof, which provides

Bosch Stemele is able to provide the full spectrum of technical services to a client, from water resource analysis, water resource development (dams), abstraction facilities, water treatment, pump stations, bulk water pipelines, reservoirs, distribution networks and then right back down the chain with sewer reticulation, trunk mains, sewer pump stations and waste water treatment works. We also have a roads and township developments division, which allows us to integrate township establishment and urban and rural engineering into the needs of water and sanitation projects, particularly in master planning exercises. Bosch Munitech is able to provide significant O&M input during the design stage of

Our clients find it much easier to deal with one company... We pride ourselves on our ’one-stop-shop' offering significant advantages in effective communication, understanding, risk limitation, fast tracking projects and ultimately financial savings to our clients. Our clients also find it much easier to deal with one company, rather than trying to manage a multitude of different companies providing a service that needs to be ‘knitted' together. We pride ourselves on our ‘one-stop-shop' offering.

TEAMWORK How does the relationship between Bosch Stemele and Bosch Munitech provide mutually supportive water,

projects and also allows the group to offer clients operational assistance during commissioning and/or ongoing operations of plants or services. This extends to technical-skills training and transfer to municipal staff.

How would you describe the ‘Bosch Way? SM & AK We are a proudly wholly owned South African company, which sees our core strength built on the people of the company. The company has a ‘family' feel to it where staff are encouraged and supported to grow to their full potential and leave a lasting legacy. We do everything with integrity and on the basis of mutual trust and respect.

IMIESA March 2015

Extra-wide measuring range puts the Elster Kent H5000 Hybrid meter on top

The new rotor design of the Elster Kent H5000 Woltmann Hybrid meter provides accurate low-flow measurements range down to 0.04m3/h and up to 200m3/h. This wide measuring range is better than most combination meters. Other top features: • AMR/AMI and data-logging compatible • Large digits for easier reading • New mechanism can be retrofitted into H4000 body • 5 sizes available from DN40 to DN150. • Only one moving part

H5000 Woltmann hybrid - top of the bulk metering pile.

Elster Kent Metering (Pty) Ltd PO Box 201, Auckland Park 2006 JOHANNESBURG DURBAN CAPE TOWN BLOEMFONTEIN PORT ELIZABETH

Tel: (011) 470-4900 Tel: (031) 266-4915 Tel: (021) 511-8465/6 Tel: (051) 430-2603 Cell: 082 458-3439

Fax: (011) 474-0175 Fax: (031) 266-9521 Fax: (021) 511-8446 Fax: (051) 430-6165

Copyright © Elster Group. All Rights Reserved. Elster and its logo, are trademarks of Elster Group. The company's policy is one of continuous improvement and the right is reserved to modify the specifications without notice www.elstermetering.co.za 8002/3/2012

Vital Connections

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Leonardus Basson | Sales & Marketing Director | Elster Kent Metering

lster Kent Metering

in South Africa, part of the global Elster Water Metering group, is a leader in the development and implementation of innovative metering solutions to the water industry and is committed to addressing the unique challenges faced by South Africa’s water sector. Leonardus Basson, sales and marketing director for Elster Kent Metering, joins this edition’s Panel Discussion and illustrates the empowering impact of metering for our municipalities and utilities.

What would you say are the most important impacts of metering in South Africa’s water sector? LB Water meters are central to generating revenue for domestic and industrial water suppliers; in most cases, the municipalities and utilities. Water meters are the metaphorical ‘cash registers’ of the sector, and if a bulk meter, for example, provides inaccurate data, the losses amount to millions of rands in revenue. South Africa already has a very high level of revenue loss, largely because of a lack of maintenance of older, mechanical meters. As a country, we are not yet generally equipped to reap the full advantages of smart metering and AMI, and the main focus right now really has to be on ensuring that water meters are reliable, robust, accurate, good revenue meters and preferably capable of being easily upgraded or retrofitted. Both domestic and bulk metering provide great opportunities for smart metering. Another challenge is that South Africa uses potable water throughout main water reticulation systems, unlike many other

countries. South Africa also provides free basic water allocation throughout the country, providing further economic challenges. Prepaid water metering provides a very viable solution to managing these challenges and is expected to play a critical role in revenue generation in future.

What makes Elster Kent’s products so suitable to our environment? Elster has been active in the market for decades and has been a leader in developing technologies that suit the local conditions. Elster has been very involved in the roll-out of prepaid water meters, which function as engineering tools that measure and control the free basic water allocations and can automatically provide emergency lifeline water when the customer is out of credit. This kind of system flexibility and sophistication enables major efficiencies for municipalities, where water losses have been systematically written off due to the technical skills capacity challenges. In commercial and industrial metering, Elster has recently introduced the H5000 meter, which integrates low and high flow measurements in a single meter, making the H5000 the world’s most accurate commercial turbine meter. This is a first both globally and in South Africa. (For more information on the H5000, turn to page 100, where Basson discusses this product in detail.)

Given our massive water losses, where do meters sit in the value chain? The DBSA’s water experts have identified water meter projects as a catalytic intervention that can truly turn around the fortunes of

struggling municipalities. Elster was involved in supplying H5000 meters to one of their projects in Ekurhuleni, and the DBSA estimates that the intervention will yield upwards of R400 million per year in direct revenue. So, although Ekurhuleni still has ageing pipelines and water losses, it now has an asset on its books that generates additional revenue to deal with the technical losses. We cannot underestimate the urgency of rolling out solutions to overcome the challenges facing the water industry: we are a water-scarce country, and we have massive losses in the system. We are not far from facing water shortages in South Africa – and some areas already face them! The major difference being that when water infrastructure fails, it leads to loss of human life far more readily than when electricity fails.

What other projects are on the cards? Joburg Water is installing 45 000 prepayment meters, of which 15 000 have already been installed and commissioned, and the cities of Johannesburg and Tshwane plan to eventually deliver prepayment meters to all customers. The advantages of prepayment are clear in that they eliminate billing problems, credit checks and non-payment, while providing the cash flow benefits to the utility. Elster has recently completed a number of contracts in the Karoo, with exceptional results, yielding up to a 45% reduction in water usage in some areas. Elster also has various commissioned

contracts in Malawi, Uganda, Botswana and Namibia, focused on both domestic and bulk prepayment markets.

In closing, what else do you believe South Africa should be doing in meeting the water challenge? Education at all levels is always key. Water has been the Cinderella of service delivery the world over and, in South Africa, we take much of this scarce resource for granted. The utilisation of grey water has become the norm in many developed countries and will be an additional source of water in many areas in the near future. Elster is very engaged in water-challenge education, both at a professional and community level. Technology is making it increasingly easier for municipalities to manage this scarce commodity, and we need to keep them aware of product developments, training and awareness programmes. On the rudimentary side of things, consumers often don’t understand the basics of water efficiency, and often don’t recognise leaks for what they are. And on the more complex side, educating a municipality on the wider impact of proper metering infrastructure can change their futures entirely.

IMIESA March 2015

â&#x20AC;&#x153;Leaders in providing solutions related to the optimal planning and management of water and sewer reticulation systemsâ&#x20AC;?

OUR CLIENTS Johannesburg Water City of Tshwane City of Cape Town Ekurhuleni

Metropolitan Municipality Buffalo City Emfuleni Municipality All the municipalities in the Western Cape Province Randfontein LM Midvaal LM Lesedi LM Renosterberg LM Ubuntu LM Emthanjeni LM Siya Themba LM

Phone +27 21 880 0388 Fax +27 21 880 0389 Email info@gls.co.za

www.gls.co.za

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Dr Leon Geustyn | Director | GLS Consulting

LS Consulting has

over 25 years’ experience providing a specialised, comprehensive range of services pertaining to long-term investment planning for water distribution and sewer reticulation systems. This includes the application of detailed calibrated system simulation models for the optimisation of operation, master planning, asset management support analyses and hands-on training support.

What are the benefits of master planning for bulk water infrastructure? LG The benefits of master planning are optimisation and cost saving. This then forms the basis for long-term budgeting and dealings with funding agencies and government bodies. It also allows dealing with development proposals in a planned way.

Are your products/services calibrated and, if so, what assurance do you provide to your clients? This is an important question. We are very careful to determine confidence on data and apply sensitivity analyses so that the right action can be taken to increase confidence and provide a reliable service. To do this, we collect data and allocate a confidence index to each. We are then able to advise the client on optimal spending based on critical information.

How do you assist municipalities and bulk water suppliers in optimising South Africa’s scarce water resources? We offer a comprehensive service and non-revenue-water analysis. We advise clients on measures for conservation, loss control and

water demand management. Planning enhances effective water use.

How do you ensure infrastructure and operations fall within predictable budgets? We provide master planning and, as such, do not implement or operate the systems ourselves. Our service provides planning, particularly with optimisation and energy optimisation. We are able to provide predictable budgets using calibration and provide realistic unit costs to be as accurate as possible.

Tell us about GLS’s approach to asset management and how that assists relevant public sector entities with compliance and delivery. We are involved from initiation to provide a long-term view of life-cycle costing and optimisation of risk. Though we are a specialist portion of asset management, we understand the other disciplines involved and assist public service entities with outcomes linked to service delivery and compliance, with measures such as Blue/Green/ No Drop.

We are continuously upgrading our software service to comply with international best practice standards In what way does GLS commit to staying at the top of changing markets? We are continuously upgrading our software service to comply with international best practice standards. We do permanent research and development to ensure our technology is innovative and at the cutting edge.

What are the prominent features or benefits of a hydraulic modelling of a water distribution system? The hydraulic model forms the basis for master planning and an excellent tool for operational decision-making. It also acts as an educational tool for employees; for example, improved understanding through being able to observe behaviour of the water delivery system in its entirety.

What international projects GLS has worked on do you consider milestones? We partnered

on a project in Iloilo in the Philippines, providing fullservice hydraulic modelling and master planning. This was a benchmark project for us as it was a proof of concept in South East Asia.

What recent projects has GLS been involved in and how does this exemplify what GLS stands for? Our most comprehensive project to date has been with Johannesburg Water.

What challenges did the project present, and what combination of skills and expertise was brought on board to solve them? We worked with everyone involved, from finance and maintenance, to operation and planning, in order to integrate information sharing between these different departments, we had to have a good understanding of their interaction. We had the opportunity to be a leader in defining the process.

IMIESA March 2015

SAVING WATER. SAVING LIVES. The only meter that gives the ability to: • Operate as either conventional or prepaid • View your current and previous month water bill • View your remaining free water • View your available credit (Rands) • Purchase credit from your cell phone or convenient stores • Detect your property leaks • Electronically lock your meter

523 Church Street • Provisus Building • 1st Floor • Arcadia • Pretoria t +27 012 440 9885 • f +27 012 440 9751 • email info@lesira.co.za Naphtali Motaung, Executive Sales & Marketing Manager • t 072 736 2995 www.lesira.co.za

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Naphtali Motaung | Sales & Marketing Manager | Lesira-Teq How do your company’s products and services offer a convenient, cost-effective, sustainable solution? NM Our intelligent meter is adaptable enough to offer the customer conventional, flat-rate, post-pay (including debt management) and pre-pay modes in one easily configurable package. The meter is a fully self-contained unit, with an integrated valve and electronics and runs on a battery with a typical fiveyear life cycle. All meter readings can be done remotely, by means of the Automatic Meter Reading (AMR) system.

What key technologies does you company offer? We offer the best intelligent meters that have been proven to handle small dirt particles without compromising accuracy. In independent tests, our meter maintained accuracy while all the volumetric meters tested lost accuracy of up to 50% with the same water quality. Our AMR offering allows remote meter reading and control, as well as the easy export of meter readings to municipal systems.

What are the advantages? In split meters, where the electronics and the valve are not in one unit, there is a much greater chance of a fault occurring, and our meters are also much quicker to read.

How do they optimise energy consumption? Our meters use intelligent AMR and valve technologies to minimise energy consumption and therefore save battery life.

What specific products and components does your company manufacture/provide, and what are the quality indicators your clients must know about? We provide intelligent meters, and systems and products to fully support the meters in the field. The Handheld Vending Unit (HHVU) is used in conjunction with the Intelligent Water Meter and Community Standpipe. This provides the link between the meter and the Meter Management System (MMS). A network of conveniently located HHVUs provides the customer with easy access to a ‘point of sale’ where credit can be purchased. Each transaction is supported by a receipt printed from a dedicated printer. The vendor purchases bulk water credit from the supplying authority using an iButton (tag), then re-sells the credit to customers in the community. The vendors normally receive a commission on all sales, enabling them to trade at a profit. When credit is sold to the customer, the vending unit

collects the meter data stored on the user tag. This data is transferred to the MMS database whenever the HVU is downloaded. The download of data from the HVUs into the MMS is done using a dedicated cable and needs to be done at least once a month. An optional GPRS plug-in unit is available that allows on-line transactions to be completed, as well as the real-time updating of the MMS. Each meter sold is tested on a SANAS-approved test bench and has a certificate.

Germany. Worldwide, the name Zenner stands for innovation, quality and precision in matters of measuring techniques. The company has been developing, producing and marketing innovative measuring equipment for global markets for over 100 years. Domestic water meters for flats and houses, as well as bulk water meters are as much a part of Zenner’s portfolio as heat meters, gas meters and up-to-date systems technology.

How are your meters especially suitable to South African conditions? Our meter has

Manufacturing is done according to the ISO 9001 standard – with yearly audits – and our meter product is fully compliant with SANS 1529-1 and SANS 15299 specifications.

multiple settings that allow the product to be extremely adaptable to client needs. Beyond this, our engineering team also responds to new requests and features as rapidly as possible.

What partnerships has your company established to amplify and support your product offerings? We have entered a partnership with Zenner from

We offer the best intelligent meters that have been proven to handle small dirt particles without compromising accuracy

What standards do you subscribe to you?

What specialised services do you offer? LesiraTeq offers project management services. The company will not sell you a meter without providing full training on installation and on the proper use of the software. In addition, we draft community engagement plans for municipalities.

What contribution has your company made to social development in South Africa? Our company identifies needy families within the communities which we service and as a gift to the community we will build homes for these families. This initiative began in 2011. Lesira-Teq has been able to build atleast 20 homes year on year for destitute families in Soweto and Rustenburg. In addition to that, Lesira-Teq also purchased 20 laptops to top performing matriculants in the uThungulu district.

IMIESA March 2015

DUCTILE IRON PIPE & FITTINGS SUPPLIERS TO THE CIVIL ENGINEERING MARKET

We are proud suppliers of ductile iron pipe & fittings to the civil engineering market. We supply only the best quality from one of the world’s largest producers of ductile iron pipes & fittings. We also offer personal service from inception of order till completion of delivery to all our clients throughout the Southern African region.

We offer the following services & products: • All products conform to BSEN 545:2006, BSEN 545:2010 (potable water) & BESEN 598:2007 (sewer application)

• L&G PIPES SA is the largest supplier of ductile iron pipes in South Africa.

• Accredited to ISO 2531:1998 (potable water)

• Quality backing from one of the world’s largest producers of ductile Iron pipes.

• Independent third party inspections available from factory abroad and locally in South Africa. SGS & Bureau Veritas

• Personal experience of over 10 years within Southern African market in ductile iron pipe.

• Comprehensive project management from inception to completion of project on the pipe supply.

• We offer on-site training in basic handling and laying of ductile iron pipe & fittings.

L&G PIPES SA 5 Gallagher Park South, 54 Richards Drive, Halfway House, Midrand, Johannesburg Tel: 011 312 2722 • Fax: 011 312 2723 • Cell: 082 775 2102 • Email: derrick@lgtools.co.za

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Derrick Hall | National Product Manager | L&G Pipes SA, a Division of L&G Tools & Machinery Distributors

We believe strongly in our product and have successfully completed over 60 significant projects We are one of South Africa’s leading DIP suppliers and are solely dedicated to this market.

What technical expertise, consulting and support do you offer? We have over

What are the specific advantages that L&G Pipes brings to the market? DH L&G Pipes supplies high-quality ductile iron pipes (DIP) from China. We provide personal service and after-sales support as well as training to ensure that our clients receive the best value for money possible. We supply an honest product that fully conforms to all the specifications. We do not compromise or take shortcuts, and all our products and sources are personally inspected by us for consistent quality control.

What advantages do DIPs have over other materials? Ductile iron pipes are durable and able to handle far more than what the engineer specifies. There is an ease of laying and installation of the push-fit joint; there is no need to weld joints and do expensive quality inspections on welding with X-rays, and internal and external corrosion repair. DIPs are better suited to handle

surges and water hammers, which are a major cause of pipe bursts. DIPs also have low life-cycle costs in comparison to other locally sourced materials. Most importantly, DIPs offer the greatest inside diameter, which results in better capabilities combined with its high flow coefficient (C=140), and offers substantial savings on pumping and power costs over the life of the pipeline.

What are L&G Pipes’ supply capabilities? We have supplied ductile iron pipes for projects ranging from R20 000 to R140 million, and have done so without delays or quality problems. We are dedicated to providing a quality service, no matter how big or small our clients’ needs may be. We can supply from DN80 to DN2600 pipes both for water and sewage applications. We are not seen as merely agent representatives for the factory, but rather as partnership with some of the biggest manufacturers abroad.

15 years’ experience in supplying DIPs in South Africa. We have acquired vast knowledge and, as such, we are able to provide on-site training on the ease of laying DIP, as well as providing maintenance and technical support to our clients and engineers. We also have available additional technical support from our suppliers – from source to site – and the ability to come up with solutions to assist our clients.

How do you manage your transport logistics? With sea freight, we make use of break-bulk and containerised transport. We have a dedicated shipping team and a dedicated on-site field technician to ensure that all our pipes are delivered in perfect condition. We personally supervise vessel-loading inspections , making sure the loading meets our requirements, as good loading and shipping are key parts of quality assurance. We then load the pipes on to flatbed trucks, strapping them down in strict adherence to safety regulations to ensure the safety and integrity of the cargo during transportation.

2010 specifications currently exist to ensure the compliance of product quality, as well as ISO 2351:1998 and ISO 2531:2009 international standards.

What testing and maintenance services do you provide? Our pipes are manufactured to BS EN & ISO standards and, on request, they can be subjected to third-party inspection by SGS or Bureau Veritas. On request from client or engineer, further tests can be done locally to make sure the product does conform to the standard required.

Conclusion We at L&G Pipes SA believe strongly in our product and have successfully completed over 60 significant projects. Through our quality and dedication, we firmly believe we offer more than just a product. Instead, we offer complete solutions that generations to come can benefit from.

What standards do your ductile iron pipes adhere to? DIPs have a long-standing presence in South Africa. BS EN 545:2006 and BS EN545:

IMIESA March 2015

Here’s a big reason you can save even more energy. Etanorm is a classic that keeps getting more efficient. It meets the energy efficiency requirements of the ErP Directive for 2015 already today – for three good reasons: optimised hydraulic components for pace-setting efficiency, individual impeller trimming, and ideally matching drives and automation components. Etanorm is available really fast, comes in numerous variations, and provides the unique reliability of a globally identical product. For more information, please visit www.etanorm.com / www.ksbpumps.co.za

Pumps Valves Service ■

■

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Dale Croker | Fluid Systems Manager | KSB Pumps How does your company’s products and services offer a convenient, cost-effective, sustainable solution? DC We offer fullcircle care, to provide a one-stop service as well as after-sales services and support. We manufacture locally and have local representation. We offer sustainable local services and support.

Which applications and markets does your company cater to? KSB is involved in all aspects of water – from raw water to treated water and sewage – with products specifically developed and widely used in these applications. Specific applications are covered with vast technical expertise to assist municipalities wherever it may be required. We have maintained a prominent footprint in South Africa for over 50 years.

Do you specialise in any specific applications? We specialise in pumps systems for all requirements, with pumps like the ETA and WKLn

ABOVE A KSB axially split volute casing pump BELOW A pump outside KSB’s Halle factory in Germany

pump ranges playing a major part in our municipalities over the past 50 years. The latest generation of KSB end-suction pumps were recently introduced; these employ worldleading pump technology. The new-generation KSB Etanorm global pump was introduced locally immediately after the sales release in Germany, so we have the latest in world technology available for local municipalities.

What specific products and components does your company manufacture/provide and what are the quality indicators that your clients must know about? The KSB product range covers a broad

KSB is acutely involved in skills development by donating equipment and test rigs etc. to training facilities spectrum of size, from small to large, for almost every application. Premium-quality products, supported by unequalled local infrastructure to service and maintain ensure optimum service output and reliability. KSB products are made in Africa specifically for African conditions. Expert selection by trained specialists ensures that the correct product is selected for the application.

What standards do you subscribe to? As a global manufacturer, KSB products are designed in accordance with DIN/ISO standards which are acceptable throughout the world. KSB manufacturers all products locally in accordance with ISO 9001 standards and is audited by TUV Rheinland.

What key technologies does you company offer? One of the largest advancements in pumping technology has been the integration of variable speed drives. KSB systems integration

departments have vast experience in optimised, energysaving variable-speed drives that reduce power consumption and the cost of water supply of an overall project. KSB's range includes its own variablespeed system for selected kilowatt ranges.

What services does your company offer and how does your customer engagement deliver client assurance? KSB after-sales service delivers customer-focused services to provide full-circle expertise for everything from pump selection to advice, service, support, and maintenance.

What contribution has your company made to social development in South Africa? KSB is acutely involved in skills development. The company donates equipment – and test rigs – to training facilities. We firmly believe that skills development is key to enabling communities.

IMIESA March 2015

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Henk Smit | Sales Director | Vovani Water Products How does your company offer a convenient, cost-effective, sustainable solution for maintaining South Africa’s water supply? HS Vovani Water Products (VWP) supplies complementary products that can be used together in water treatment plants – making VWP a convenient ‘one-stop shop’ for original equipment manufacturers.

What types of products does your company supply and how are they specialised? VWP supplies: • fibreglass-reinforced (FRP) pressure vessels to house nanofiltration (NF) and reverse osmosis (RO) membranes • micro- and ultrafiltration (MF/ UF) membrane modules, in single- and multi-bore membrane fibres • flexible couplings for low- and high-pressure applications to connect pipework to FRP

pressure vessels and MF/UF membrane modules • single- and multistage centrifugal pumps for NF and RO applications • energy recovery devices for RO high-pressure applications • low-flow ultrafiltration systems for smaller applications using little or no electricity to produce potable drinking water from surface or borehole water. The products from international companies that VWP represents and supplies to the Southern African market are specifically focused on MF, UF, NF and RO applications for treating various types of water – surface water, industrial wastewater, community water, borehole water, seawater and effluent water.

What are your key market differentiators? VWP carries some of our fast-moving commodity products in South Africa as stock and, because our suppliers also have stock available at their manufacturing

facilities, we are able to deliver orders to clients at reduced lead times. We are also increasing our stock capability in order to service all our clients even more effectively.

What key technologies does you company offer? Two of our product offerings can be seen as our key technologies – the IMT UF membranes and the Fedco centrifugal pumps and energy recovery devices. VWP represents IMT’s polyethersulfone (PES) UF membranes, which are multibore ultrafiltration membranes for inside-out filtration. More commonly known as SevenBore UF membranes, they are 20 times stronger than other single-bore membranes, and IMT’s unique technology has increased the PES UF membranes’ affinity to water. This has assisted in reducing fouling tendencies and increasing the lifetime of the membranes.

RO pressure vessels

In addition, by offering a wide range of Fedco multi- and single-stage centrifugal pumps, and energy recovery devices called hydraulic pressure boosters, VWP is capacitated to provide specialist advice on RO and NF applications.

What specific products and components does your company manufacture or provide and what are the quality indicators that your clients must know about? VWP supplies FRP pressure vessels from ROPV, MF and UF membranes from IMT, flexible couplings from PASS, centrifugal pumps and energy recovery devices from Fedco, low-flow UF systems from Aqua Solutions, which uses no electricity to produce treated water, and Phileas disinfection fogging systems from Devea. All the products we supply carry international certifications such as ASME, International Organisation for Standardisation, Conformité

IMIESA March 2015

FRP PRESSURE VESSELS

All the products we supply carry international certifications such as ASME, International Organisation for Standardisation, Conformité Européenne, and North America’s NSF/ANSI 61 M

CMY

Européenne, and North America’s NSF/ANSI 61, among others.

What partnerships has your company established to amplify your product offering? The close relationships and partnerships VWP has with our suppliers are a huge advantage, as our clients are able to tap into our suppliers’ technical knowledge and experience when they are working with VWP on a project. This access to manufacturers provides clients with an added level of confidence in the quality of products and services being offered.

What services does your company offer and how does your customer engagement deliver client

assurance? VWP offers all clients training on all the products we represent to their employees, so they are familiar with our products and the use thereof. We also offer maintenance and service on all pumping systems we supply, and are able to provide spare parts and maintain pumps and energyrecovery devices provided.

What specialised services do you offer? We are able to assist clients in the design of their RO rack systems, as well as UF rack systems, and we make use of IMT’s UF design tool to work with clients to make the best use of UF membranes for their application. VWP also assists with installations of AquaSentry and UF-Pro low-flow UF systems.

IMIESA March 2015

THE TO E LEADE NER RS GY P IN BI ROJ OGA ECT S S!

WEC PROJECTS - YOUR CONTRACTOR OF CHOICE FOR MUNICIPAL

WATER AND WASTEWATER TREATMENT SOLUTIONS WE OFFER: Turnkey bulk water and sewage treatment projects. Turnkey decentralised packaged modular water/sewage treatment plants. Head of works equipment. Clarifier bridges and mechanicals. Mixing equipment. Surface mounted and floating aerators.

Complete fine bubble aeration solutions. Disinfection solutions. Chemical dosing solutions. Digester refurbishment including heating and mixing systems. ALand Sludge dewatering handling solutions. W AYS Biogas to energy projects. Operation and maintenance.

ALWA YS

ADDI VA

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For the better part of the last decade WEC Projects has established itself as the leading contractor in the water sector. Our clients include ERWAT, Johannesburg Water, Umgeni Water and the City of Tshwane among others. We have secured an exclusive agency agreement for the Airprex速 technology (for STRUVITE REMOVAL).

WE HAVE OFFICES IN JHB, KZN AND THE WESTERN CAPE! CONTACT US TODAY: Tel: +27 11 745 5500 | Fax: +27 11 464 2977 | info@wecprojects.co.za | www.wecprojects.co.za /WECProjects1

/WECProjects1

/company/wec-projects

PANEL DISCUSSION | WATER WEEK 2015

WATER, WATER MANAGEMENT AND INFRASTRUCTURE Graham Hartlett | Sales & Marketing Manager | WEC Projects What are your company’s water divisions and how do they contribute towards sustainable supply and economic development? GH WEC has the following divisions: Packaged Plant Solutions, Municipal or Bulk Water Solutions, Biogasto-Energy and Sludge Solutions, and Operation and Maintenance. Each of these divisions contributes towards sustainability and development in unique and powerful ways. Take, for example, our Packaged Plant Solutions Division. There are many areas within South Africa and north of the border that don’t have the luxury of a proper municipal sanitation collection system or reticulated potable water. The cost and time to build conventional systems to serve these needs can be prohibitive, but our compact, decentralised infrastructure can provide solutions at a reduced cost and fast turnaround times. When implemented in tandem, highquality drinking water and proper sanitation services improve living conditions and reduce the spread of disease, which has economic benefits.

What key technologies do these divisions specialise in and how do they contribute towards protecting water and the environment? Again, WEC features a number of technologies that boast these capabilities across all our divisions. A good example is our combined heat and power (CHP) plant located at Johannesburg Northern Wastewater Treatment Works. This plant and another for the same client are the only operational CHP plants of their kind in South Africa, and we

designed, supplied, installed and commissioned them! What we have been able to achieve with these projects is quite remarkable and it has been an enormous success. Imagine reducing your electrical consumption and dependence on Eskom against the backdrop of South Africa’s power crisis because you creatively utilised what is effectively a waste by-product of the conventional methods used to treat sewage on a bulk scale. These are landmark projects and they have put WEC on the map as the pioneers in this field. WEC is also the exclusive agent for the AirPrex® system for the recovery of struvite from digested sludge. Other technologies recover the phosphates in the filtrate from the dewatering systems, which is an important distinction to make. The build-up of struvite in pipes causes plant operators continuous headaches with pipe blockages and breakages often causing downtime for plant components already stressed in terms of capacity. Struvite also causes scaling problems on pumps and dewatering systems. The AirPrex® system provides another additional advantage in that it increases the sludge’s dewaterability.

a better environment or securing human health? We have recently completed the installation of three packaged drinking water treatment plants for rural villages in Zambia. Obviously it is a very gratifying feeling to know that a WEC turnkey solution is improving the lives of thousands of community members all over the country and the continent. In fact, we have even deployed one of our

small. Incorrect operation can result in pollution and plant breakages, which isn’t the ideal way to care for the investment a client has made in infrastructure to treat their water. For each plant WEC sells, we provide comprehensive training on the its operational and maintenance requirements. We do everything we can to ensure that the operator is fully equipped to keep the plant oper-

There are many areas that don’t have the luxury of a proper municipal sanitation collection system or reticulated potable water modular packaged treatment plants to an Australian mine. Our CHP plant mentioned earlier is saving our client money on their electrical bill and contributing to a greener economy.

Are there any particular skills that need to be transferred to your clients and, if so, how is this achieved? Training and skills transfer is a priority for us and for the successful operation of a treatment plant, large or

ating optimally. This training is often over a period of months, where we slowly transfer the responsibility of the operations over to the client’s operators, with much success. In the municipal environment, the addition of new infrastructure to augment treatment capacity creates jobs well beyond the commissioning of the plant. Often new operators or operators’ assistants are required as a result of the expanding treatment works.

Can you tell our readers a little more about any recently completed projects where your products were directly responsible for creating

The Johannesburg Northern WWTW is one of two fully operational biogas-to-energy plants in South Africa, and the technology was installed and is currently being operated and maintained by WEC Projects

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WATER INFRASTRUCTURE 2015

PART 1 OF 2

Water conservation and

water demand management Thirty-seven per cent of all bulk water supplied to the better-administered municipalities in South Africa is wasted either through physical leakage or through the mismanagement of metering and billing systems. By Stewart Gibson, Dr Nicole Kranz & Nick Tandi

ART ONE of this paper will describe the results and experience gained from a performance-based WCWDM contract and will go on to describe the model contract documentation that has been developed by the Strategic Water Partners Network (SWPN), with support from the GIZ Transboundary Water Programme in SADC. This documentation is designed to assist municipalities to appoint a specialist WCWDM contractor using a financial bonus linked to the benefits that are achieved. The model contract provides a basic template that conforms to current South African legislative requirements and best practice. The model contract allows for options for different performance-based incentives and provides a contractual basis on how this can be tendered and applied. This approach can ensure a cost-effective outcome due to the contractor being invested in the best possible outcome, thus ensuring that creative, innovative and proactive measures are applied.The model performance-based contract pack includes: • model tender and contract document • model bill of quantities • guidelines for using the document, as well as for monitoring and evaluation.

measures such as the construction of new dams and long-distance water transfer schemes from outside the borders of the catchment, or even the country, or from desalination plants at the coast in order to maintain the current levels of growth. At the same time, it is estimated that about 37% of all bulk water used in municipalities is wasted through either physical leakage (25%) or through the mismanagement of metering and billing systems (12%). These values are an estimate based on data obtained from just over half of the municipalities in the country representing 75% of the total municipal water consumption. The other

municipalities do not have sufficient data to determine what percentage of their water supply is lost and for what reasons. In this context, water conservation and water demand management (WCWDM) interventions have become critically important in order to address these

Background South Africa is a semi-arid, water-scarce country and many of its water resources are already fully allocated to different domestic, agricultural and industrial uses. Any further growth in water demand (beyond the 20-year planning horizon) will necessitate expensive

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WATER INFRASTRUCTURE 2015

water losses. It is generally far more costeffective to fix leaks and reduce the wastage of water than it is to build a new dam and transfer scheme from a neighbouring catchment or to upgrade a water treatment plant and its associated reservoirs. WCWDM measures cover a range of interventions, from social interventions such as community education regarding household water efficiency and losses, to the overhauling of billing systems, the review of the tariffs charged for water, active leak detection and repair, better meter management and better management of water pressures (some of these measures are introduced in more detail below). Pressure management is in many cases the single intervention that makes the greatest difference in the shortest time – as water pressures in our distribution systems in South Africa have tended to be excessive – and it has been established that there is a more or less linear correlation between water pressure and the volumes of water leakage. In fact, the South African government has taken a strong stance on WCWDM by issuing the No Drop certification programme for municipalities. In the course of this certification, municipalities will have to demonstrate how they perform in six categories, including: • WCWDM strategy, planning and implementation • asset management • technical skills • credibility • compliance and performance • local regulation • customer care. The combination of the cost of water losses, the country’s need to save water as well as the governmental requirements constitute a considerable driver for municipalities to embark on (additional) WCWDM measures. Such measures, in particular pressure management and leak detection, are, nowadays, a fairly specialised field and most municipalities in South Africa do not possess the necessary technical skills to carry out this work in-house. The solution is to contract out certain measures to external contractors or service providers. The purpose of the model contract document is to provide municipalities with a template for the employment of specialists to assist with this work, including a performanceoriented element with a financial bonus linked to the value of the water saved. The SWPN, with support from the GIZ Transboundary Water Programme in SADC, has produced a

Pressure management, in many cases, makes the greatest difference in the shortest time and there is a more or less linear correlation between water pressure and the volumes of water leakage model performance-based WCWDM contract that provides a basic template that conforms to current (as at 2014) South African legislative requirements and best practice in terms of WCWDM optimisation.

Case study – Emfuleni Local Municipality Background Emfuleni Local Municipality lies within the Orange-Senqu river basin adjacent to its main tributary, the Vaal River. The demand on this important water resource already exceeds its sustainable supply. Municipalities across Gauteng and beyond purchase their potable water from Rand Water, whose source of supply is the Vaal River. The municipalities then provide this water to residential and commercial customers but non-revenue-water (NRW) percentages across the systems are high – ranging from 20% to over 40%. Emfuleni had an NRW in excess of 40%, equating to a loss of more than 30 million m3 of water per annum. Like many municipalities, Emfuleni did not have the necessary capacity, instruments or resources to implement the required water conservation and demand management actions. This not only threatens the water supply of the residents, but also poses water risks to businesses, restricting economic development and adding to the strain on the available resources. Sasol Limited has considerable sizeable operations that are dependent on the water supplied from the Vaal River and it had already made significant investments to

reduce its water use and to improve its water security. It faced diminishing returns as the costs for further improvements were increasing compared to additional gains in water saving. The need to comply with possible imposed water-reduction targets was seen as a significant threat to the company and the security of its water supply had been identified as a risk to future operations. It was, therefore, seen as good business sense to redirect these investments to help other users make larger savings. This approach would then lead to significant water savings and, at the same time, reduce water risks, both to Sasol and to all users of the resource, including the municipalities.

Project partnership The need to offer assistance to Emfuleni was jointly identified by GIZ and Sasol, who agreed to approach the municipality on the matter. Following a series of negotiations, Emfuleni, Sasol and GIZ entered into a memorandum of understanding (MoU) to implement a WCWDM project. Under this MoU, initial seed funding of R5 million was made available through the SADC Transboundary Water Management Programme, managed by GIZ, and Sasol also made R5 million available. The municipality in turn agreed to ring-fence the savings created by the reduction in water use to be reinvested to augment the partnership seed funding and to continue with the water conservation interventions. The underlying principle of the project cooperation was that the seed funding would

IMIESA March 2015

WATER INFRASTRUCTURE 2015

The correct application of pressure management is an internationally accepted practice that can have a significant impact on reducing water losses through leaks and wastage

be used to initiate the project and create financial savings for Emfuleni. These savings would then be utilised to continue and grow the project, thus providing Emfuleni with a self-funding process that would allow them to further address water-loss problems. The funding from GIZ and the SADC Transboundary Water Project would contribute to reducing the demand on the Orange-Senqu river basin, and the funding from Sasol would contribute to the improvements in their level of water security.

Project scope Emfuleni has a population of approximately 720 000, across 220 000 households. It also supports considerable industrial and commercial operations. In the financial year 2011/12, it purchased some 82 million m3 of potable water from Rand Water at a cost of around R410 million. Historical trends showed that the annual growth in water demand for the municipality was between 4% and 5% per annum. NRW values for the

municipality were in the range 35% to 40%, resulting in losses of the order of 30 million m3 per year, equating to an annual cost of R150 million. The Evaton/Sebokeng area was identified by the municipality as being the priority area for the focus of the project. It represented about 40% of the total water consumption of the municipality and water consumption was being charged on a deemed-use basis as a result of few meters being read. This resulted in extremely low payment levels being recorded for the area, meaning that any reduction in water consumption would create a direct saving in cost to the municipality. The priorities of the project were to: • reduce physical water losses in the prioritised areas through pressure management and the repair of leaking household water systems • provide education and awareness to the community regarding water conservation issues • train and develop community plumbers who would be recruited locally.

Contract FIGURE 1 Comparison of baseline demand and actual water consumption

Using a performance-based contract, a full competitive tender and evaluation process

was undertaken by Sasol and the services of an experienced managing consultant were procured. The principle of the contract was that the managing consultant would be paid for its time (at a lower than normal rate) and for all expenses incurred as per a priced bill of quantities. Additionally, a performance bonus would be paid as follows: • for up to a 10% saving in water costs – 10% of the saving • for between 10% and 25% saving – 20% of the saving between 10% and 25% • the performance bonus level was capped at 25%. The first priority of the project was to establish the water-use baseline for the area based on a history of the bulk water supply. A supply area was identified that was served by three Rand Water metered supply points – the project area formed the main constituent part of this area. This allowed the use of the historical supply records and provided independent third-party meters and meter reading to obtain monthly supply figures to the area. Given that this historical supply information was available over a multi-year period, it was possible to extrapolate the existing water consumption data to create a baseline for the measurement of savings over the duration of the project period. After excluding certain outlier numbers from the calculation, a straightline fit into the actual consumption figures gave an agreed baseline that indicated an annual growth in consumption of around 5%. It should be noted that the baseline is not a single fixed figure but is a line on a graph that reflects the 5% annual growth on a month-tomonth basis. This line was also converted to a specific monthly forecast of the anticipated water consumption without the effect of the WCWDM intervention.

Results achieved Through the use of the performance-based approach, the appointed managing consultant was ‘invested’ in the project. It was in their interest to identify problem areas and

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WATER INFRASTRUCTURE 2015

FIGURE 2 Cash flow showing project cost vs value of water savings Source: WRP Consulting Engineers

come up with solutions to address them and maximise the savings achieved. The combined effect of the interventions for the two financial years covered by the project resulted in a reduction in water use of 6.85 million m3 against the baseline – a saving of R37 million on the municipal water bill over the two years. More importantly, however, for the last six months of the project, the anticipated demand of 21 million m3 was reduced to an actual consumption of 17.5 million m3 – a reduction of 16.7%. Relating this to the next financial year (2014/15), this will create a reduction in water demand of at least 7 million m3 and a reduction in water costs to the municipality of over R40 million. The comparison of the project water demand baseline with the actual monthly consumption is shown in Figure 1. Against the direct savings of R37 million over the two-year life of the project, the total project cost was R27 million – of which R5 million was contributed by GIZ, R5 million by Sasol, and the balance of R17 million was paid by the municipality out of the savings achieved. The cash flow showing expenditure versus cost savings is shown in Figure 2. The cash flow graph shows the importance of the seed funding that covered the initial cost of the work that had to be implemented before the first positive savings were realised. The initial requirements were to look at priority areas covering some 20 000 properties in Phase 1. The managing consultant eventually addressed over 70 000 properties and was constantly identifying areas where further savings could be achieved. In addition to the direct measurable results mentioned above, there are a number of indirect benefits: • The level of awareness and understanding of the need to conserve water has increased in the target areas. • The house owners are starting to take responsibility for fixing leaks in their houses themselves. • This project has paved the way for the municipality to roll out improved metering and billing practices in the sense that the community is now more aware of their use and, through the curbing of unnecessary high usage, their potential bills have been reduced.

• Formal upskilling and employment opportunities for 90 local residents were created by the project. • This project has also improved the capacity of the municipality to execute large water conservation and demand management projects in their jurisdiction. • The wastewater treatment works serving this area has previously been assessed as being hydraulically overloaded, as well as receiving a diluted quality of effluent that is not optimal for processing purposes. A major factor in this is the volume of potable water entering the sewerage system due to leaks and wastage. A reduction in such leaks and wastage will improve the operating conditions of the wastewater treatment plant. • Sasol, as the private sector partner, has been recognised as a leader and major role player in the principles of water stewardship and development partnership projects, both internationally and locally, by public authorities and institutions as well as by their peers.

Lessons learned • The ability to determine the baseline of water use is important to be able to accurately determine the water savings achieved. • Where a municipality is purchasing water from a third party, this allows for a simple calculation of the monetary value of the savings being achieved, as well as providing an independent quantification of the actual water use. • Unexplained monthly fluctuations in demand will occur and will complicate the

measurement of savings. The conversion of meter readings to average daily figures will reduce the impact of different meterreading periods on this but it will always be necessary to look at consumption figures over a three or six month period. It is also beneficial to have check meters running on the main supply points. • Community engagement through the awareness and education components is a key element of the programme and should not be ignored. • The correct application of pressure management is an internationally accepted practice that can have a significant impact on reducing water losses through leaks and wastage – this is particularly the case in Southern Africa where pressures are generally higher than necessary. • The main focus area of this project was to work with the community in respect to education and awareness, as well as to repair in-house leaks. This was achieved. For such work to be sustainable, however, it will eventually require the introduction and enforcement of metering and payment systems, which is a potential confrontational issue and therefore better dealt with as a separate exercise. For a full list of references, please contact the editor at Nicholas@3smedia.co.za.

PART TWO

of this paper, to be published in the April edition of IMIESA, will look at the model performance-based contract and the authors’ conclusion.

IMIESA March 2015

PROFILE: PUMPS, PIPES & VALVES

Proven reliability for large water and sanitation projects IWC will be showcasing its dynamic and very successful glass-reinforced polyester (GRP) pipe system at the 2015 Water Show Africa, between 24 and 25 March 2015, at the Sandton Convention Centre in Johannesburg.

for additional water-hammer-mitigation infrastructure. GRP pipes also have proven resistance to the acidic environment found in sanitary sewers, making them the ideal choice for wastewater applications. IWC typically supplies pipes in lengths of 12 m with a bell-and-spigot coupling system, but undertakes custom fabrications and can supply lengths in any configuration less than 12 m.

IWC GRP manufacturing facility

WC IS AT THE FOREFRONT of GRP technology, delivering world-class solutions across all industries, from power generation and petrochemical; water and sanitation; to steel, aluminium and light industrial. IWC’s products and services include the design, manufacture and development of GRP piping, fittings, tanks and other process equipment. Additionally, IWC also undertakes repairs and refurbishment projects, and other associated services. IWC’s heavyweight clients include Eskom, Sasol, ArcelorMittal, Foskor, Impala Platinum and Anglo Platinum, to name but a few, with projects undertaken across Africa – in South Africa, Namibia, Zambia, Tunisia, Ghana, Mauritius, Malawi, Mozambique, Kenya, Uganda and Swaziland. IWC products have been exported to Vietnam, Sweden and Australia, among others.

IMIESA March 2015

IWC GRP for water and sanitation GRP piping has widespread applications across industries and provides many advantageous properties over ‘traditional’ pipe materials, including a long service life and low operating and maintenance costs. IWC’s GRP pipes are resistant to galvanic and electrolytic corrosion, and do not require additional coatings or linings for corrosion prevention. Despite being very lightweight, these pipes have a high strength-to-weight ratio and high flexural strength. The smooth inner surface reduces friction loss, providing cost savings on energy for water pumping. The low roughness coefficient of GRP pipes also reduces slime build-up, significantly reducing cleaning costs. GRP’s low modulus of elasticity results in the low transient wave speeds during bulk water transfer, eliminating the need

In addition to the GRP pipe production plant based in Germiston, IWC has a second state-of-the-art GRP manufacturing facility in Isando, Ekurhuleni, which focuses on specialist GRP fabrications. This facility is capable of producing 450 tonnes of finished product per annum, including freestanding GRP cells and liners for electrolytic and electro-winning metal refineries; scrubbers, cooling towers, process vessels and GRP storage tanks; piping, fittings and ductings; GRP overwrapped thermoplastics and fluoropolymers; chimney stacks; underground storage tanks; firewater mains; and GRP corrosion-resistant linings. IWC also undertakes on-site GRP repair work. The GRP plant’s filament winding machines have the capacity to wind cylinders for piping with a diameter ranging from 25 mm to 5 000 mm, with an overall maximum complete product mass of 20 tonnes. IWC’s experienced and knowledgeable staff provide researched and intelligent customised solutions that suit any project size or budget. IWC is an ISO 9001:2000 accredited company that stands for service that is consistently innovative and responsive, and always delivers relevant, environmentally considered solutions. www.iwc.co.za

PUMPS, PIPES & VALVES

Standards inflexible

for plastic pipe field test? While pressure testing is essential to determine whether pipes are properly installed, available standards may not be entirely appropriate for the properties of high-density polyethylene (HDPE) and polyvinyl chloride (PVC) pipes. By Frances Ringwood

STRINGENT REQUIREMENTS OF SANS 2001: DP2

T LAST YEAR’S South African Plastic Pipe Manufacturers Association (Sappma) Pipes VIII conference, one of the more controversial presentations was by Renier Snyman, technical manager of Sappma’s founding member company and major sponsor, DPI Plastics. Hosted at the Bytes Convention Centre in Midrand, Snyman spoke about the confusing SANS requirements for pressure testing pipe installations. In a non-gravity-fed reticulation system, pipes need to be pressure tested for a certain length of time with a calculated water

Are pressure testing standards confusing and do they adversely affect the useful lifespan of pipelines?

pressure before being commissioned. This makes sense as digging up infrastructure is costly; so installers need to know that everything works before covering it. The wording in the SANS documentation on how pressure tests should be carried out can be confusing and may not be wholly relevant when testing certain plastic pipes. Other plastic-pipe-using countries, such as Australia, have updated legislation to

1. P ressure = 1.5 x working pressure, up to 10 bar, then working pressure + 5 bar [e.g. 16 bar test pressure = 16 + 5 = 21 bar].

2. T est pressure shall be between 1.25 x and 1.5 x working pressure at any point in the pipeline. 3. T est pressure shall not exceed 75% of the hydrostatic pressure of the pipe [e.g. PVC-M Class 20, tested at 44 bar; 75% = 33 bar). 4. F or > 400 mm Ø pipe = 3 hours. 5. F or < 400 mm Ø pipe = < 3 hours, not < 1 hour. Subsequent 1 hour for ALR test. If problem is encountered during testing, repair and start again! (Remember to bleed out air).

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accommodate the unique characteristics of plastic, and it might be time for South Africa to do the same.

Standards challenge “In the 17 years I’ve been in the industry, I’ve never really come across anyone who hasn’t had difficulty interpreting one or more aspects of the SANS pressure test standards. Common misunderstandings are encountered with regards to the correct pressure at which a pipeline should be tested, and the length of time testing should last. These two points can affect the performance of the pipe, as well as the outcome of the test." The reason for Sappma’s annual conference is for plastics industry professionals to share with and learn from one another, strengthening the industry to deliver better service in Southern Africa.

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The standard in question is SANS 2001:DP2 Construction: Medium pressure pipelines. It is written in such a way so as to cover every possible requirement, leaving nothing to chance (see text box). This high level of specificity is what makes the standard difficult to understand.

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Too much pressure? The average service life of an HDPE or PVC pipeline is about 50 years minimum, under normal conditions, according to Snyman. However, when pressure testing with excessively high pressure for an extended period, the service life of a pipeline could potentially be adversely affected due to the fact that a pipeline’s service life is determined by the sum of its stresses. In addition, construction components such as thrust blocks and valves may also be damaged under excessive conditions. What Snyman is proposing is not necessarily that the regulation be changed, but rather that pipe installers bear the ultimate effects of the pressure test in mind. However, the presentation did open up debate and a space for industry experts to consider whether these constraints are not unnecessarily demanding. Since presenting at the conference, DPI has published a comprehensive set of recommendations, clarifying best practices for field pressure testing during pipe installation that complies with existing standards while also being easy to understand.

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DPI has published a comprehensive set of recommendations, clarifying best practices for field pressure testing during pipe installation Snyman believes that it may not be the standard’s wording itself that is the problem but the fact that engineers aren’t familiar enough with its specifics. However, American guest Andrew Seidel, CEO of Underground Solutions, presented an alternate position, citing proposed changes to the United Arab Emirates’ standards, promulgated with plastics pressure testing in mind. He was also the one to point out Australia’s standards amendments.

IMIESA March 2015

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Pipe solutions The supply and installation of thermoplastic piping systems at a diamond cleaning centre and the first of two phases for a new slurry pipeline at a copper mining company are well underway, and should be complete by the end of March this year.

Konkola pipe project: Zambia HE PROJECT INVOLVES installing 3 175 m of 610 mm nominal bore (NB) steel pipe lined with a highdensity polyethylene (HDPE) lining at the Konkola Copper Mines’ Muntimpa tailings storage facility near Chingola. The pipeline is an expansion of existing infrastructure to allow the mine to handle larger volumes of slurry. It will also be used as a backup system for possible pump failures, says Rare Group Pipeline Services manager Carl von Graszouw. This project, being conducted by fluid conveyance company Rare Group, comprises the supply and installation of the 610 NB steel pipeline, lined with Rare’s 624 mm HDPE SDR 36 plastic liners, as well as the supply of 108 flanges. It also includes civil engineering work, bush clearing and commissioning. While working on the project, Rare has been given

IMIESA March 2015

the job to reclaim 3 200 m of existing old spool line that is being removed to accommodate the new pipeline. “Rare’s plastic lining technology is used to pull HDPE liners, which are welded in a continued string of up to 600 m, into the steel host pipe. The HDPE liner’s outside diameter is larger than the host pipe’s inside diameter. After pulling the liner through a reducing die and with the tension released, the HDPE pipe will revert and form an interference fit inside the host pipe,” explains Von Graszouw.

A high-profile project The project was awarded in August last year and work commenced in October. The supply, installation and commissioning of the pipeline should be completed by the end of March this year. Installation of the steel pipes and plastic welding started at the beginning of

Pipes at Konkola Copper Mines’ Muntimpa tailings storage facility are being lined with Rare’s 624 mm HDPE SDR 36 plastic liners on-site. Due to the speed of installation and the integrity of the constructed system, the use of its plastic lining technology results in a significant reduction on the impact on the community and environment

December last year, and civil work was complete by mid February. HDPE-lined fittings are installed on-site. “We are very excited about the opportunity to apply this technology, as this is a first for Zambia”, notes Von Graszouw. Rubber lining was previously used on all pipe fittings. He adds: “The pipeline follows a route through community areas and across the mining property, therefore reliability and the lifetime integrity of the system is a high priority. All work is executed while working in a close relationship with the local environment protection agency.”

PUMPS, PIPES & VALVES

for Africa This is a high-profile project that plays a major role in the continued operation of the mine. If the second phase of the project is completed in 2015, it will be the last phase of three slurry pipelines, measuring a total of 25 km and operating at 20 bar pressure, that would have been installed by Rare Zambia for Konkola Copper Mines in Chingola.

Debswana pipe project: Botswana The new diamond cleaning centre project for De Beers’ Debswana operations in Gaborone involved the installation of thermoplastic piping systems, which included materials such as polyvinylidene fluoride (PVDF) and polypropylene. This facility is being installed to enable De Beers to use new, groundbreaking technology to clean over 95% of the world’s diamonds, including gems from Russia, the USA, Canada and Australia. Previous methods allowed only ‘first cut rough’ to 98% efficiency, but the new technology should increase final product output remarkably, thus increasing profits.

Site establishment was achieved in early December last year and installation started soon after. Rare’s work on-site was due to be complete before the end of last year, but design changes have since increased the scope of work for the company to approximately three times the original scope.

Only the best will do All the pipes and fittings, which have been imported from Europe, are of the highest standard, as the combination of acids and chemicals used in the production process demands specific grades of piping materials. This follows the design specifications of the principal contractors, who are based in the UK.

The lead time of installing these components has created a necessity to control resources accordingly. This includes a double-containment system that prevents and contains potential spillage that could result in environmental damage. According to Rare project manager Jonathan Sizer, it is testament to the company’s knowledge, expertise and experience in double-containment piping that allows them to be responsible for the commissioning of this critical equipment. “The specialised welding capabilities of Rare’s certified plasticians have resulted in numerous successful piping projects with De Beers. Our stringent ISO QMS meets the requirements of the world’s largest diamond producer,” Sizer explains. Despite a relatively late start to the project, plus the unforeseen delays in material delivery, Rare is confident of reaching the handover date of 20 March 2015. Steel pipes are being put in position and prepared to be lined with Rare’s 624 mm HDPE SDR 36 plastic liners on-site. The pipeline should be completed by March 2015

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sewer pump station The multi-award-winning, R120 million Mahatma Gandhi Road sewer pump station relocation project in Durban officially reached completion in November last year, following three years of industry-leading innovations and world-class project management.

S ONE OF THE LARGEST pump stations in KwaZulu-Natal, the Mahatma Gandhi Road sewer pump station transfers all sewage from the Durban CBD, Berea and surrounding areas across the harbour to a treatment works on the seaward side of the Bluff. Due to the fact that it occupies a prime site within the upmarket development zone of the Durban Point Development Corporation (DPDC), eThekwini Metropolitan Municipality requested that the pump station be relocated adjacent to the northern entrance of the recently commissioned Durban harbour tunnel. Hatch Goba KwaZulu-Natal lead for water and tailings Kendall Slater highlights the fact

IMIESA March 2015

that the original pump station is supplied by a 1 350 mm diameter gravity sewer, located 250 m from the new site development. “The gravity sewer therefore had to be extended by 221 m, while the pump station was constructed 13 m below ground level,” he notes.

First-of-its-kind microtunnel solution Montso Lebitsa, Hatch Goba manager: Tunnels and Trenchless Technology, explains that the most appropriate and least risky solution for the extension of the sewer under the congested Mahatma Gandhi Road was identified as a trenchless method using a slurry type, AVN microtunnelling technique. There are many different trenchless

technology methods in the market, but ground conditions, limited working space, the size of the sewer and vertical alignment control were primary factors influencing the choice of a technique. The other challenge was the horizontal curved alignment to bypass the historical buildings. Regarding the new approach, Lebitsa says, “This particular tunnelling method was unique in South Africa and set the precedent for future project innovations. The installation took just 24 days to complete in May 2012, which is a major achievement.” Microtunnelling is an ‘unmanned’ mechanised pipe jacking technology, whereby all jacking and alignment are controlled from the computerised control cabin at the top of jacking pit.

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Sensitive but strong

The 221 m long microtunnel consists of a 113 m straight section from the jacking pit; a 102 m curved length with 350 m radius (to bypass the protected historical Harbour Master Building); and a 6 m straight section breaking into the existing northern entrance of the harbour tunnel. The length of the tunnel was in excess of the designed length for the conventional hydraulic drive from container to machine. As a result, an electrically-driven hydraulic power pack within the microtunnel was used to accommodate the longer-distance tunnel drive. This process of pipe jacking involves an advancing, rotating ‘microTBM’ machine cutter-head and the jacking equipment in the jacking pit, which pushes a string of pipes behind the micro-TBM. The excessive length of pipes to be jacked including around the curved section would normally increase pipe skin friction exponentially. To cater for this, two intermediate jacking stations were installed at 33 m and second one at a further 100 m behind the machine, with eight 646 kN and 700 mm stroke hydraulic cylinders. These intermediate jacks would be used for staged incremental jacking, thus reducing the length of pipes to be installed and the jacking pressures on the front pipes,” he explains.

“Despite these potential risks, the main contractor accumulated close to 270 000 LTI-free hours with only a single LTI recorded over the threeyear construction period. This is an outstanding accomplishment.” Montso Lebitsa, manager: Tunnels and Trenchless Technology, Hatch Goba

A microtunnel boring machine (micro-TBM) – with an advanced laser guidance system – was used for this intricate and highly complex task. The laser target position was relayed to the control cabin to allow the operator to effect steering adjustments as necessary to follow the design ‘pre-programmed’ alignment. When the tunnel reached the curve, Slater points out that a gyroscopic guidance system was used to control line and level. “The alignment was checked manually every 40 m, using standard surveying equipment, to ensure that the positioning system remained accurate. The TBM reached the end point within a deviation of less than 20 mm, which is testament to the accuracy of the guidance system and the ability of the operating team,” he continues. At its shallowest, the microtunnel was at depth of 6 m below ground and some 4 m below the natural water table. The micro-TBM used a pressurised slurry system. The slurry, a “conditioned fluid, usually water or mixed with bentonite in difficult and highly permeable ground conditions”, was pumped to the front of the machine to generate a positive pressure at the cutting face of the excavation, thereby preventing collapse. “Water was used initially for slurry. Bentonite was later used as the ground conditions became unsuitable for the use of water,” explains Slater. The same slurry was used as a transport medium for the excavated material, and pumped back via a slurry return pipeline into a separation plant at the surface.

IMIESA March 2015

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ABOVE LEFT First-of-its-kind microtunnel solution ABOVE RIGHT The microtunnel boring machine with an advanced laser guidance system was used

“This particular tunnelling method was unique in South Africa and set the precedent for future project innovations.” Montso Lebitsa, manager: Tunnels and Trenchless Technology, Hatch Goba

The 250 m3/hr separation plant was equipped with a vibrating shaker screen rack, two 15-inch hydrocyclones, and an agitator designed to separate solids (in this case sand and pebbles) from slurry fluid. After the excavated material was separated, the reconditioned slurry fluid was reused and pumped back into the circulating slurry system.

Laying the pipeline Each concrete pipe was lowered into the jacking pit via a crane and inserted into the collar of the previously inserted pipe. A wooden packing was inserted between each pipe to prevent cracking as a result of point loads occurring during the jacking process. The hydraulic jacks were then closed on to the other end of the pipe, which continued the drive. Slater states that the entire pipeline was jacked forward from the rear end of the pipeline. “The pipes needed to be designed not only for the permanent loading conditions but also the temporary forces on the pipes during installation. Bearing this in mind, inter-jack stations were available to reduce the forces on the pipes, and minimise the risk of damage and associated downtime.”

About the pump station The pump station consists of four main components: the screening chamber, wet well, dry well and surface structure. It houses four 250 kW immersible pumps connected to two 1 000 mm diameter rising mains that cross the harbour through the tunnel. The pumps are also connected to

a combination of stainless steel and HDPE pipework, ranging between 600 mm to 1 000 mm in diameter. The pump station operates automatically, depending on the inflow to the station, which varies over a 24-hour period. Slater says that the sump level is constantly monitored for fluctuations in flow. “As the inflow increases, the pumps speed up via variable-speed drives. The number of pumps running and their respective speeds are determined by a programmable logic controller system.” What’s more, the pump station also features a ventilation system, an odour control system, a backup generator and several sluice gates that allow various portions of the station to be isolated. The inlet sluice gate is programmed to close when power failures occur. Its motor is controlled by a UPS, which closes the gate even when there

Microtunnel pipe being installed

is no power, thereby preventing the pump station from flooding.

Health and safety success Slater admits that deep excavations, confined spaces, methane contamination, tripping and falling hazards, high scaffolding, deep water and high-traffic areas presented numerous potential health and safety risks to the project. “Despite these potential risks, the main contractor accumulated close to 270 000 LTI-free (lost-time incident) hours with only a single LTI recorded over the three-year construction period. This is an outstanding accomplishment.”

Achievements formally recognised by industry The South African Institution of Civil Engineering (SAICE) Divisional Award for Operation and Maintenance Projects was presented to Hatch Goba in October 2014, in recognition of the lead role that the company played in ensuring the overwhelming success of the project. Hatch Goba was again commended one month later with a special mention in the Civil Engineering Contractors category at the prestigious Best Projects Competition hosted by Construction World magazine. “The success of the Mahatma Gandhi Road sewer pump station project is a result of various teams working well together, including client, contractor, sub-contractors, architects and the Hatch Goba team. Thanks go out to everyone who contributed to these coveted achievements,” Slater concludes.

IMIESA March 2015

PUMPS, PIPES & VALVES

Larger flow meters

speak volumes

Richard Lowrie, manager: Water and Wastewater Industr y, Krohne, provides a cost-benefit analysis for maintaining the accuracy of large flow meters from a global perspective.

ATER IS MONEY. The price of water is increasing all over the world. As a result of these price increases it is necessary for the water industry to have the most accurate methods of flow measurement available. In large distribution networks, flow meters over 48 inches in diameter measure tremendous volumes of water and, within this diameter class, the smallest error will be significantly magnified. Meters in these large diameters are a challenge to calibrate because there are few suitable facilities able to accommodate them. This article presents the different types of calibration and accreditation methods used to explain how volumetric flow measuring accuracies can be achieved and certified.

Accreditation One of the best methods to ensure that a measurement is accurate is through calibrating the primary measuring device on a calibration rig. Accreditation is the independent evaluation of conformity for that calibration rig against recognised industry standards. Certifying the accuracy of the calibration rig should only be done by a recognised entity to ensure compliance. Each countr y has their own organisation responsible for accrediting calibration facilities. Depending on the location, the actual calibration rig accreditation comes from that individual country’s metrological organisation. These accreditation bodies established in many countries are subject to oversight by an authoritative body. The International

Laboratory Accreditation Cooperation (ILAC) is an international cooperation of laboratory and inspection accreditation bodies. It was formed more than 30 years ago and each of its member organisations is evaluated by peers for acceptance to ensure conformity of products and services to support international trade. For example, the United Kingdom Accreditation Ser vice (UKAS) is equivalent to the Swiss Accreditation Service (SAS), and both are comparable to the American Association for Laboratory Accreditation (A2LA) in the United States and the Raad Voor Accreditatie (RvA) in the Netherlands. So how would a flow meter user know if their measuring device has been calibrated to the stated accuracy by an accredited calibration facility? A user can determine this by looking at the flow meter manufacturer’s calibration facility accreditation organisation to see if it is registered as a member of ILAC. Then the user must also verify that all available meter sizes have been calibrated.

Flow meter calibration methods Now that accreditation and competence have been discussed, let’s look at some of the actual calibration methods used. Most manufacturers use one of the two available methods. They use either the master meter method or the direct volume comparison method.

Master meter method A master meter is a unit that has had its measurement performance proven by a

FIGURE 1 Block diagram of a master meter calibration rig

IMIESA March 2015

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FIGURE 2 Block diagram of a piston prover calibration rig

recognised standard for the purpose of being used as a calibration device. Normally, these meters are highly accurate and stable but must be verified and periodically recalibrated to ensure their performance remains valid. Calibration rigs using the master meter method can achieve accurate calibrations. However, there are greater uncertainties with this method. If there are any uncertainties with the calibration rig, these will be passed along to the meters they are calibrating. Also, in order to be truly effective, the master meter should be comparable in size to the meter under test. For example, calibrating an 84 inch meter with a master meter of 42 inches cannot achieve the requisite volumes or velocities for calibration.

Direct volume comparison The other most commonly used calibration method is by direct volume comparison. This can be done with the use of a prover, a tower, or a tank. This method involves passing a known volume of liquid though a meter, recording the meterâ&#x20AC;&#x2122;s output (usually a pulse per volume count), and comparing it to the known volume of the chamber used for the calibration. On a prover, the flow is timed by the use of high-accuracy switches. The first switch is activated upon the piston or ball passing and the second high accuracy switch is activated when the piston passes it. Measurement of the meterâ&#x20AC;&#x2122;s flow is compared to the known volume of the prover chamber and a meter factor, or a calibration factor, is developed. This calibration method is widely used and accepted. These provers must be calibrated (water drawn) each year. The uncertainties of provers are normally lower than those of the master meters because the volume of the chamber is verified directly. The final direct volume method to discuss is the tower or tank calibration. Much higher volumes of liquid are normally available for calibration with this method, although it can also be scaled down for use with very low liquid volumes for small-diameter meters. Like in the piston prover, high-accuracy switches are used to identify the precisely known volume and flowing time between two points of the level in the tank or tower. The volume and flow rate are compared to the total reported on the flow meter being

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two electrodes in the meter. The volumetric flow rate is determined by multiplying the fluid velocity by the cross-sectional area of the measured section. Most of the time, with large diameters, the meter’s size is selected to operate at about 3 to 3.7 metres per second (mps) for the maximum volumetric flow rate. Magnetic flow meter accuracy is normally stated as a function of measured value or rate of flow. For example, a small meter with a stated accuracy of 0.5% measuring a flow rate of 45 m3 per hour can be reasonably expected to be within 3.79 litres. However, a large-diameter meter with that same stated accuracy measuring a flow rate of 0.04 m3 per second is expected to be within 1.9 million litres per day or 131 513 litres. A calibration done to a smaller-diameter meter can be readily done at the expected maximum velocity and therefore there is

Why is calibration important to a design engineer or an end user? In a nutshell, accuracy equals money calibrated and a meter factor, or calibration factor, is determined. Tank calibrations use the same methods, but measurements between the switches are recorded while filling the tank rather than by emptying it.

Large-diameter challenge Why is calibration important to a design engineer or an end user? In a nutshell, accuracy equals money. Take large-diameter magnetic flow meters for example. A magnetic flow meter is actually a velocity device because it measures the velocity of the conductive fluid product passing through a magnetic field. As it travels through this field, the fluid’s velocity creates a proportional induced voltage at

high confidence with the measurement throughout the full performance range.

Conclusion From this brief description, it becomes apparent that if a large-diameter meter is selected to measure flowing velocities ranging between 2.1 mps to 3.7 mps, a flow rig with the ability to reach those velocities should be used for that meter’s calibration. However, if that meter can only be calibrated at 10% to 20% of that velocity range, it would not be easy to have the same high degree of confidence in its performance. As mentioned earlier, in order to produce a recognised calibration certificate, each flow meter manufacturer’s calibration rig should be accredited by a recognised agency. The accreditation certificate will list the total volume and the sizes of the calibration rigs. The certificate also lists the verified uncertainty of the calibration rig. For a full list of references and additional information, please contact frances@3smedia.co.za.

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Benchmarking our way

to better services With social protests against inadequate service delivery on the increase, there is a renewed vigour in government’s approach to rolling out and maintaining water infrastructure. By Grant Mackintosh1, William Moraka2, Jay Bhagwan3, and Frank Stevens4

ALGA AND THE Water Research Commission (WRC) relaunched the Municipal Benchmarking Initiative MBI in 2011. What progress has been made since then and what does it say about the value of benchmarking? A novel South African feature introduced to water services benchmarking is the modular and tier-based approach that encourages and enables participation by all, at a level aligned with their current capabilities and future aspirations. Web-based reporting systems and automatically generated performance reports offer time savings, reliability and the potential for enhanced management oversight. The MBI offers a bottom-up focus on the performance measurement capabilities of municipalities, with the provision of appropriate support to strengthen performance reporting systems and affirm their importance for effective service delivery. The objective is improved service delivery, achieved through improved management decision-making and oversight, which rests in turn on more reliable, comprehensive and up-to-date performance data. The focus is on spurring internal performance improvement, with an emphasis on affirming the distinctiveness of each municipality’s challenges and strengths.

The municipal water services challenge Water services provision in South Africa is the responsibility of municipal water services authorities (WSAs). These organisations, and their associated water utilities, are facing significant challenges as they strive to increase

the quality and manage the costs of services to their customers. Many of these challenges are generally universal, including: • increased customer level of service demands • financial constraints • ageing infrastructure • security and emergency response concerns • growth • climate change and reduced environmental footprint pressures • stricter regulatory environment • retirement/loss of experienced staff and related workforce shortages. Additional South African challenges include rapid urbanisation and the need for prioritised apportionment of scarce resources across the municipality’s broader services delivery mandate. These complexities often hamper WSAs in delivering desirable levels of efficient and sustainable services to consumers.

The Salga/WRC municipal benchmarking initiative Salga and WRC re-established municipal water services benchmarking in South Africa as a lever for performance improvement. The MBI is as an internal municipal management tool that assists municipalities in strengthening their performance measurement and monitoring systems, thereby identifying where their key challenges lie and from there formulate response strategies, with external assistance, with reference to peer review and knowledge sharing. Comparative benchmarking among WSAs flags the strong performers in particular areas as a source of learning and information sharing among peers. More specifically, the MBI aims to:

• s upport improved efficiency and effectiveness in water services delivery through comparative performance benchmarking, peer-to-peer knowledge sharing and iterative performance improvements • strengthen performance measurement, monitoring and management in municipal water services provision, while recognising and affirming the distinctiveness of each municipality’s challenges and strengths • build communities of practice within and between municipalities • forge relationships of mutual respect and trust between municipalities and the MBI team that strengthen the development of performance tracking, reporting and comparative assessment systems. The MBI support team is well balanced and, in addition to experienced professional services providers from Emanti Management, Palmer Development Group and Maluti GSM, also includes IMESA and eThekwini Water and Sanitation.

Defining benchmarking Benchmarking is defined as the continuous process of measuring one’s products, services and practices against those companies recognised as industry leaders. It also includes the search for the best industry practices that will lead to superior performance.

Benchmark This can be defined as: • noun: a standard or point of reference against which things may be compared

IMIESA March 2015

PUMPS, PIPES & VALVES • verb: evaluate (something) by comparison with a standard • performance levels of another organisation.

Baseline Basline can be defined as: • a minimum or starting point used for comparisons • e.g. average current performance – check in future – changing? • target • level of performance you are aiming to reach in the future.

Standard Standard can be defined as: • a level of quality or attainment • e.g. attend to all bursts within six hours. The process of benchmarking often involves the following steps: 1. Knowledge of one’s own operations (i.e. understanding one’s strengths and weaknesses). 2. Gaining knowledge of the external market by researching other companies. In this regard, it is important to know what companies in other industries are doing – some useful

ideas and techniques may be adopted. 3. Establishing performance targets based on knowledge gained. 4. Directing one’s efforts on the established best operating characteristics. The stages and maturity of benchmarking are illustrated in Figure 1. Benchmarking is thus a tool to identify, establish and achieve standards of excellence – standards based on the realities of the market place. In this context, benchmarking reveals who the strong performers are, and raises constructive questions about what it is that they are doing that enables them to outperform their peers. Comparative performance indicators alert municipalities as to where their key vulnerabilities lie, and strengthen their receptivity to initiatives aiming to address such. Often this will provide ‘breakthrough’ thinking within organisations that lead to non-linear improvements/breakthroughs in performance.

The relationship between performance measurement and performance improvement Benchmarking is about more than comparative

assessment – year on year, assessing this year’s performance against last year’s, or this year’s performance against this year’s top performers elsewhere. Benchmarking is essentially all about performance improvement. It is not an end in itself; it is a tool, and a means to a far greater end – performance improvement, through the systematic search and adaptation of leading practices. The point is to reflect on the findings to decide how and where to improve. The European Benchmarking Cooperation distils the relationships between performance assessment and improvement in the manner seen in Figure 2. It is evident from Figure 2 that benchmarking is not a once-off or static snap-shot. Figure 3 illustrates the critical linkages between data, performance information, performance management and benchmarking. As shown in Figure 3, performance indicators enable comparisons with others. At the simplest level, quantitative indicators enable quantitative comparison, known as metric benchmarking. Metric benchmarking shows how the current performance of an entity compares with the performance in a previous

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FIGURE 2 The relationship between performance assessment and improvement (Source: EBC, 2010)

subtle adjustments and performance improvement outFIGURE 1 Maturity levels of benchmarking comes, once the quick wins (Source: Petrarolo, D (2014)) have been exploited. Ideally, benchmarking will reveal opportunities for quick wins, through learning from the approaches of others. As Figure 4 shows, the most desirable gains are those that deliver substantial benefits for limited effort (A). As the organisation becomes more efficient, achieving further performance improveFIGURE 3 The relationship between data, ment requires considerably performance information, performance management more effort (B). and benchmarking Learning about possible time period, or how the performance of quick wins can be a powerful motivator to one entity compares with the performance organisations to participate in benchmarking – of another organisation. It is, however, not particularly for participants coming from a low diagnostic, and cannot explain why the perbaseline performance. Ideally, this incentive formance of one entity is different to another. can build momentum to strengthen the interThe reasons for the differences in perfornal performance management systems that mance between two or more entities fall into will deliver the steady gains to the benefit of two broad categories: all users and the sector. Over time, evidence of • those beyond the control of management tangible benefits accrued through participating (water sources, terrain and topography, in benchmarking will also – hopefully – motilegacy issues, etc.) vate organisations to refine their performance • those within the control of management management systems and move increasingly (level of commitment to excellence, choictowards B's efficiency gains. es made around particular technologies and processes, efficiency of operations, The MBI made simple priority given to asset management, etc.). Some people think benchmarking is only for Benchmarking focuses on performance metros or involves significant time and/or issues within the control of management. costs. Not true – municipal participation is volProcess benchmarking is concerned with untary and should focus on what will improve how a utility approaches a particular task, pro'your' municipal water services. cess or function. It entails detailed analyses Every ambitious municipality strives for of the process flows of a particular aspect service quality, efficiency and best practice. of operations (leak detection and repair, cusBenchmarking will help your municipality to get tomer billing, etc.) with the objective of learning the best results and also how to keep improvfrom strong performers, and adapting internal ing. But you choose your level of participation. systems to refine, streamline and enhance the process flow to achieve optimal performance. Benchmarking process This approach is generally iterative, with opporA typical benchmarking process considers tunities for quick gains tapering towards more the following steps:

• select useful performance indicators (PIs) • collect and store data (data should be fit for purpose) • analyse data and generate PIs • discuss and interpret your PIs (What is going on?).

Find your level of participation – basic, intermediate or advanced? One of the key objectives of the MBI is to attain a level of participation by all municipalities. Hence, a key feature of the MBI is the use of a modular, tiered approach to encourage and enable all to participate, at a level aligned with their current capabilities and future aspirations. Municipalities choose at what level they would like to participate (e.g. basic, intermediate or advanced). Although a default list of suggested PIs is provided, municipalities are free to choose at what level and what PIs they measure/monitor/manage (dependent on their needs and circumstance).

Find the right PIs for you Identifying the most suitable performance indicators is easy if you know what you want your municipality to achieve. If you take a methodical approach and think about what you want your municipality to achieve, it should be easy to find PIs that suit you. Through consultation with municipalities, sector experts, and review of international best

FIGURE 4 The relationship between effort and benefits in performance improvement

IMIESA March 2015

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Water Services Master Classes

FIGURE 5 Initial MBI performance measurement modules, and the different tiers

practice, the MBI team have developed a 'shopping list' of PIs from which to choose.

Process benchmarking The current focus areas are: • Water Services Master Classes • peer groups (incl. city working groups) • National MBI Annual Workshop.

IMIESA March 2015

Water Services Master Classes (WSMCs) have been established as peer-learning exchanges designed to bring together senior technical and management staff, experts, and professionals on key areas of the water services business. The exchanges are based on a blended learning approach that prioritises interactive discussions and cross-pollination of information and experiences. The emphasis is on practitioner to practitioner exchanges. The classes draw from local case studies and better practices, which are shared through presentations and deepened through group conversations. The WSMC is part of the peer-to-peer knowledge sharing that aims to provide access to a support network of peers and dedicated professionals where common experiences, achievements and challenges can be shared. The WSMCs include: • free participation by all • technical overviews • case studies • best practices • sharing common issues/challenges faced

• unpacking successful projects • performance measurement (PIs) • networking.

Peer working groups In order to structure peer learning around a specific topic, the establishment of various working groups is supported by the MBI team (e.g. city working groups (CWGs)). The working groups are meetings of specialist practitioners, aimed at discussing performance as assessed by the PIs associated with the module, and sharing knowledge and best practice. Peer working groups: • are established for each module • look at how issues are addressed • deliberate on specific topics • track PIs and discuss drivers of performance.

National MBI Workshop The aim of the annual benchmarking workshop is to discuss project progress, current status and performance via PIs; to draw from local case studies and better practices, with an emphasis on practitioner to practitioner exchange; encourage networking

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FIGURE 6 Water Services Master Classes

and peer group interactions; and agree on appropriate actions to address challenges. The National MBI Annual Workshop 2013 was again aligned with the annual IMESA conference as a day-and-a-half municipal benchmarking event from 21 to 22 October 2013, at the Boardwalk Hotel and Conference Centre in Port Elizabeth. All municipalities (regardless of maturity of participation level) were invited to attend this benchmarking event. The primary target audience was senior water services' technical and management staff. Seventy-three persons attended, of which municipal participation was 71% of the total attendance, with a good distribution of metros, district municipalities and local municipalities. All six benchmarking modules were covered in the workshop with invited speakers on specific topics followed by MBI benchmarking outputs. In general, municipal feedback was that the workshop was worthwhile and enjoyable. In particular, comment was made that the topic experts set the scene well, and that the municipal-led case studies were important (i.e. hearing from municipal peers as to how municipalities deal with challenges and issues). Municipalities showed an eagerness and enthusiasm for benchmarking and there was a general expression for enthusiasm to become more involved going forward. Furthermore, discussion regarding draft MBI scorecard results (as illustrated by PIs) was generally positive. The feedback obtained showed that the general sentiment from municipal participants was overwhelmingly positive in terms of workshop content, professional development, presenter quality, and networking opportunities.

Metric benchmarking A key principle of the MBI is that municipalities are encouraged to start basic (less is more), entrench basic participation, and then expand participation as most appropriately suites themselves. To encourage such participation, the MBI team’s tactical approach has stressed the strategic importance of the MBI team sourcing/obtaining/utilising existing municipal data and pre-populating the Munibench system with such existing data – as far as possible – and thereby avoiding duplication of municipal effort. It has variously been noted – and emphasised by the MBI Steering Committee – that a reliance on municipal provision of already provided data is likely to be seen

as a frustrating extra burden to participating municipalities. By contrast, successes in securing and harnessing already provided municipal data by the MBI team would be well received by municipalities and would help ensure there is no duplication in municipal effort, with municipalities only having to fill in the gaps. Considering this, the MBI team has utilised a two-pronged approach to data collection, namely: • accessing municipal data already provided to existing processes • allowing municipalities to capture water services data of importance/relevance to improve performance (and establish benchmarking/peer networks). First, MBI scorecards were developed for all 152 WSAs based on sector available context data and comprised 31 PIs, covering all MBI modules). These draft scorecards allowed municipalities the opportunity to view their performance versus peers, and correct data issues (i.e. incorrect data, no data). Data contained within these scorecards was used to generate the National MBI Report: 2013. Second, peers groups – and at this stage only the CWGs – have been very successful in jointly agreeing to measure certain PIs and report against these. As similar structures are not yet up and running for DMs/LMs, the DM and LM response to requests for data

submission for metric benchmarking has to date been very poor. According to MBI ambassadors from DMs and LMs, this is mainly due to not having staff available for data gathering and loading. A very good example of this is the CWG on Water Conservation and Demand Management, which worked closely with the then Department of Water Affairs (DWA) to update the state of non-revenue water among the cities. Key issues identified by the CWG in preventing metros from successfully implementing WCDM include: • poor planning • budget constraints • supply chain management issues • inappropriate technical solutions • lack of community acceptance or support • poor levels of own revenue generation and limited expenditure capacity • poor metering and billing systems • lack of skills, poorly trained and apathetic staff. These challenges have been shared through the process with the DWA, and the WCDM CWG has applauded the win-win efforts of the MBI and DWA, and explained that the process will not only drive performance improvement, FIGURE 7 National MBI Annual Workshop 2013, Port Elizabeth

IMIESA March 2015

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Findings and conclusions

FIGURE 8 Non-revenue-water trend for all metros (Source: DWA, 2013)

FIGURE 9 Non-Revenue water across KZN WSAs

FIGURE 10 Critical transitions present the risk of slipping backwards

The MBI effort, and associated progress, has been substantial; yet it is still very much a fledgling process, (with reference to Figure 10) in which the majority of WSAs are in Stage 1 (bearing in mind that international experience among competitive private sector multinational institutions is that each stage has a duration of some four years). Much work is still required to ensure that: municipalities are monitoring/measuring their performance; municipalities are reporting and assessing their own performance with a view to improve; and municipalities are engaging other municipalities and sharing experiences, challenges, issues of concern and through this process improving their performance. In order to overcome identified challenges and still make significant progress, the MBI is working hard at: • the creation of peer networks with associated sharing of data/information/best practices/lessons learnt • a peer review via checking adherence to regulatory priorities • the calculation of benchmarking PIs via measurement of associated key variables to indicate performance in particular areas of interest/concern • accessing and utilising existing municipal data, and alignment to emerging national initiatives in this regard (e.g. National Treasuries Standard Chart of Accounts), to identify and address noted fundamental water services challenges. Ongoing reinforcement of these principles by the MBI team to municipalities (especially via peer group activities) is therefore of primary importance. In addition to the efforts of the project team and sponsors, success will be dependent on interest, commitment and involvement from municipalities (councillors, senior management, and technical staff), and supportive involvement and alignment from key municipal and water services sector groups, including inter alia the DWA, DCoG, Salga, and the WRC. With time and commitment, the MBI can lead to substantial breakthrough improvements in water services delivery in South Africa. For a full list of references, please contact the

but will also increase the DWA's credibility in the municipalities. Building on this collaboration, the DWA and MBI will work jointly in harvesting and sharing municipal data to support both regulatory and municipal self-improvement purposes.

Similarly, based on the MBI scorecards, theme-based regional feedback is generated for sector efforts to drive performance improvement. An example of this is the nonrevenue water (by volume) for WSAs of KwaZulu-Natal as per Figure 9.

editor at Nicholas@3smedia.co.za. 1

Emanti Management

South African Local Government Association

Water Research Commission

IMESA, and eThekwini: Water and Sanitation

IMIESA March 2015

CEMENT & CONCRETE

The Thukela pipeline A relatively large tender was recently awarded for work on the Thukela pipeline project, which calls for the installation of 29 km of DN900 continuously welded steel pipeline, of 6 mm and 7 mm wall thicknesses, between the Command reservoir near Mandini and the Mvoti reservoir at KwaDukuza-Stanger in KwaZulu-Natal.

HE PROJECT, awarded by stateowned water utility Umgeni Water, is part of the Lower Thukela Bulk Water Supply Scheme that will extend the utility’s bulk water infrastructure system along the KwaZulu-Natal North Coast area to meet the ever-increasing water demands of the population in this area. Civil engineering and construction group Esor has successfully completed an extensive amount of work for this client in the past and, along with competitive pricing and a technically sound tender, the contract was awarded in February 2013. Laying of the 29 km pipeline, which has a polyurethane exterior coating and an epoxy internal lining, began at the Mvoti reservoir and has progressed through KwaDukuza and Darnall, and is currently en route to the Command reservoir near Mandeni. The pipeline will also cross the Nonoti River by means of being attached to an existing road bridge. The Esor Pipelines team will pay particular attention to pipeline crossings of existing services such as powerlines,

fibre-optic cables, water and sewer pipelines, as well as the construction of the new pipeline adjacent to existing services. Eight pipejacks, four beneath major roads and four beneath operational railway lines, are also being constructed. The contract includes connecting the pipeline into the Mvoti reservoir and constructing a new outlet chamber at the reservoir, and connecting the outlet to the existing supply pipeline from Hazelmere. Esor will also performance test the pipeline and this will include testing of coatings, linings and hydrostatic pressure testing. The core Esor Pipelines team on this project totals 40 personnel, and about 200 local labourers have been recruited to supplement the work crew. All the specialist equipment necessary for this project has been sourced from Esor’s own fleet.

Esor’s Pipelines Division is installing pipelines that will extend Umgeni Water’s bulk water infrastructure along the KwaZulu-Natal North Coast area

IMIESA March 2015

CEMENT & CONCRETE

Sarma sharpens its

audit criteria Concrete manufacturers belonging to the Southern Africa Readymix Association (Sarma) will have to pass tougher audit criteria this year in order to maintain their good standing with the association and meet tighter controls in line with international standards. companies and auditors alike. Examples of improvements to the audit regime include starting audits of large corporate companies’ audits at head offices. This will allow all relevant documentation to be scrutinised and will minimise the documents required at individual plants.

Changes to follow

UDITORS LAST YEAR convened at the request of the association to review existing processes and standards, as well as propose amendments that will improve the overall standards of the industry. It was also aimed at simplifying the process of compliance for companies and making it easier to understand. “Each year, we review our audit process and feedback improvements in all areas where our members are audited. This includes safety, health, road traffic, environment and quality (SHREQ), where we maintain standards that are directly comparable to ISO standards,” says Johan van Wyk, general manager of Sarma.

Sarma standards The association is a front runner in terms of introducing its own home-grown standards based on ISO requirements. For the past

nine years, the association has reviewed and revised standards for the readymix concrete industry. Its accreditation process requires successful completion of an annual SHREQ audit, as well as a full quality audit. Accredited members are able to bid for work wherever Sarma accreditation is a prerequisite and, in addition, ordinary buyers also have the assurance of dealing with a competent readymix supplier. “Accreditation is an acknowledgment that the readymix supplier concerned is a professional with the necessary skills and equipment to produce quality concrete in a sustainable and responsible manner,” says Van Wyk. He explains that the association and independent auditors have reviewed and identified a number of key changes that will be made for the next round of audits. Simple yet practical initiatives will also be implemented to simplify the process for

“Documentation often proves to be the bane of companies seeking accreditation and, without proper record keeping, can cause many problems with obtaining accreditation. Likewise, we will concentrate on signage on sites this year, as it requires urgent attention on many sites we visit, particularly where health and safety warnings are concerned. “Amendments will also be made to the parts of the audit documents that deal with training, recycling of water, inductions for workers and visitors, labelling electrics and COFs, equipment calibration requirements, etc. Other areas of improvement may include: •m aintenance schedules • s taff appointment procedures and documentation • d ocument correctness • q uality controls • r oad safety. “This year we want to ensure that members have access to all the information and tools to ensure a seamless path to certification. As long as they take cognisance of statutory requirements and the requirements according to Sarma standards – and abide by these requirements – they will have no problem passing the audits,” concludes Van Wyk.

IMIESA March 2015

CEMENT & CONCRETE

Stick to the professionals Surface coating technology has just gone to the next level in South Africa with the introduction of an array of coatings from Plasma Coatings in the United States of America.

LASMA COATINGS combines the advantages of thermal spray (metal) coatings with polymerbased top coatings to offer the benefits of wear resistance and non-slip traction control. The metal base layer provides a hard, durable, wear-resistant surface that protects components from wear due to mechanical or contact-related forces.

Identifying a gap in the market Thermaspray managing director Dr Jan Lourens explains that this technology has not been supplied in South Africa before because, up to now, the combination of thermal sprayed coatings and polymer coatings have not been available within one company.

“We identified a distinct gap in the market for this type of coating, which, by reinforcing the wear surfaces, achieves consistent performance through improved machine traction or allowing materials to slide (zero traction), and cost-saving benefits for end users. This technology can extend component life up to 10 years and reduce costs by as much as 30%. A reduction in mean time between component replacement combined with savings such as cleaning materials, as the easy-toclean surfaces need less frequent cleaning, result in increased uptime and production.” Thermaspray, which is a formal licensee of Plasma Coatings, has made a substantial investment in bringing the technology to South Africa. “We purchased new equipment including polymer spray systems and curing ovens, and converted a current spray booth to meet all the necessary application standards for plasma coatings,” adds Lourens

A dual-coating system The plasma or polymer spray system is a dual coating consisting of a base or matrix coating that is applied as a thermal spray coating, followed by the application of a final

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layer of polymer coating on top. Thermal spray is the method of applying materials on to a prepared base material by heating particles in the stream of a heat source, creating a semi-molten state. Particles are then propelled by high velocity on to a prepared substrate, where they adhere to the base surface via a mechanical bond. The base coating is applied with one of four different types of thermally sprayed coating techniques or processes, i.e. combustion wire metallising, electric arc, plasma and high-velocity oxygen fuel. Polymers, available typically in the 0.03 mm to 0.08 mm thickness range, are largely applied through dispersion or electrostatic systems with fluorocarbons, fluoropolymers, silicones, epoxies or Teflon industrial coating. Plasma coating can be applied to aluminium, steel, stainless steel, tool steel, copper, ceramics, and synthetic materials.

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IMIESA March 2015

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Municipal Infrastructure Summit 2015 25-26 May 2015 | Durban ICC Advancing Local Economies Through Infrastructure Development The Local Government Business Network, supported by various government departments and the private sector will be hosting municipalities, government departments and state owned enterprises in an intense two-day Summit to review, consult and address current issues facing government in further investments on Infrastructure development, the application of labour intensive technologies, methods and programmes, the second phase of the expanded public works programme, public private partnerships as well as partnerships with other government agencies to create jobs and accelerate service delivery. This summit will take place on the 25-26 May 2015, Durban ICC – City of eThekwini – Kwazulu Natal, where senior government and municipal officials, business and civil society will network, engage and share ideas on the way forward. The Summit will take stock on the progress of the R3.2 Million spend on Infrastructure Development, as well as progress made by the various structures that have been set to advance the plan. While a big chunk of the money is expected to come from the National Fiscus, especially for public service facilities, there is a call for State Owned Enterprises and private sector to partner and ensure that various forms of financing were explored to fund the build process. Through this Municipal Infrastructure Summit 2015, the Local Government Business Network will create an open opportunity for government and municipalities to meet a wide range of stakeholders including the private sector, SOE's and social partners to explore various innovations and solutions to accelerate infrastructure development and map out alternative funding models

Major Drivers and Insights for this year's summit will include: Ÿ Stirring developmental duties to the right path to structure and manage infrastructure development in the local governments Ÿ Addressing municipal funding model and how it affects the national economic picture Ÿ Develop a capacity building process to sustain economic growth for available infrastructure Ÿ Evaluating situational analysis to determine level of development and priorities Ÿ Foreseeing social and economic issues before hand to prevent public unrest and interruption to infrastructure programmes

More than 500 delegates are expected to attend the summit in an environment that actively encourages and facilitates the cross-fertilisation of ideas and experiences. The Summit format will be heavily based on case studies to enable participants to immediately use that information within their own organisations. The roles and priorities of infrastructure development practitioners will be examined in detail during the following Breakaway Commissions (Sessions). Ÿ Ÿ Ÿ Ÿ Ÿ

Municipal Infrastructure Financing and Investment Rail, Roads and Public Transportation Housing, Water and Sanitation Municipal Energy, Environment and Green Solutions Municipal Technology Solutions and Service Delivery Innovations

For further information or partnership opportunities on the Summit or to book a package, kindly contact Baatseba on 011 807 5359 or 011 039 2211 or Bainang directly on 082 474 3748 or email bainang@lgbn.co.za or visit our website at www.lgbn.co.za. BROUGHT TO YOU BY:

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CEMENT & CONCRETE

Pioneering

solid solutions A South African engineering and construction firm is pioneering the latest developments in concrete technology in its ongoing efforts to become a carbon-neutral construction company.

ESEARCH INITIATIVES in this regard include the long-term testing of geopolymer concrete at Transnet’s City Deep container terminal in Johannesburg, a contract undertaken by Murray & Roberts Infrastructure for client Transnet Capital Projects. “We have been able to carry out an enormous amount of testing on these slabs,” Cyril Attwell, manager: Group Concrete &

Research, Murray & Roberts Construction, says. The latest strengths achieved are 75 MPa to 85 MPa after about 9 to 12 months since installation. “Essentially what we are doing is conducting trials for future applications of geopolymer concrete.” Characteristics being investigated include durability and abrasion resistance. “The abrasion resistance is far higher than that of normal concrete because it does not use

water as its critical mass,” Attwell says. He explains that geopolymer concrete refers to alkali-activated material. “The production of geopolymer concrete in civil construction projects is fairly recent.”

Environmental benefits Another sustainability feature of the City Deep project was Transnet Capital Projects’ stipulation that Murray & Roberts

IMIESA March 2015

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CEMENT & CONCRETE

Infrastructure had to recycle the old concrete paving broken out of the site. About 86% of the old, worn concrete pavements was broken up and reused in the end, amounting to about 123 840 m3 of the total 144 000 m3 of concrete. This far exceeded the client’s original requirement. “Transnet is a forward-thinking client, as shown by the fact that we were able to install geopolymer test slabs. Due to the

success of the project, the client is now very excited about the process going forward, as it is looking actively at other projects where the use of concrete is limited.” A particular environmental benefit of geopolymer concrete is that it does not require water for the curing process. “Water is a scarce resource, and its use is likely to become very constrained in the construction industry in the near future. We

MAIN The Concrete Centre of Excellence is located at the Elandsfontein head office of Murray & Roberts Construction CLOCKWISE FROM TOP Casting geopolymer concrete at Transnet’s City Deep container terminal in Johannesburg; the pan mixer at the Concrete Centre of Excellence, which aims to raise the level of construction technology within the Murray & Roberts Group; the cube tester at the Concrete Centre of Excellence

IMIESA March 2015

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CEMENT & CONCRETE

LEFT The drying oven at the Concrete Centre of Excellence BELOW The curing baths at the Concrete Centre of Excellence

are currently designing a geopolymer concrete that can be cured by utilising carbon dioxide, with the added benefit of this material acting as a carbon sink as it traps the carbon dioxide in the geopolymeric form. This means the concrete becomes much stronger far more quickly,” Attwell says.

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Murray & Roberts is also looking at the application of geopolymer concrete in mine infrastructure, with a current trial taking place at the Matla Brine Ponds project. “Infrastructure is a major focus as it needs concrete that is highly durable and versatile. However, one of the biggest potential applications of geopolymer concrete is for the control of nuclear radiation.” Attwell points to research conducted at the University of Sheffield in the UK, whereby geopolymer concrete was used to effectively neutralise the highly radioactive casings of nuclear fuel rods, by essentially binding the radioactive substances within the concrete material itself. This renders geopolymer concrete highly suitable for South Africa’s estimated R1 trillion nuclear-build programme. Other research initiatives include the development of a ‘coral concrete’ for marine environments. “We are looking at applying an electrochemical process to our marine concrete that removes carbon dioxide from the ocean and binds it with calcium oxide to form calcium carbonate or coral around any concrete structures. The growth achieved is about 5 cm a year, which works well to protect such structures against mechanical wave action and corrosion,” Attwell says. Another focus area is advanced recrystallisation (ARC) technology, which refers to the optimisation of the arrangement of atoms and molecules in a solid and amorphous state with concrete. “At present, Murray & Roberts is the only construction company applying ARC technology on a regular basis,” Attwell says. “By using ARC technology, we cross-polymerise aggregate with the waste binders used in geopolymer technology at room temperature, while absorbing carbon to form a protective membrane due to the surface tension chemistry reducing the shrinkage and causing a curing membrane, which forms automatically. “The particular difference in the South African context is a reengineered silicate blend and a chemical design methodology that reduces the activator requirement from about 200 ℓ/m³ to 20 ℓ/m³, as used at the City Deep project, while reducing the normal shrinkage experienced with geopolymer technology from 1% to 0.025%, and reducing the requirement for heating during curing,” Attwell concludes.

IMIESA March 2015

CONSTRUCTION VEHICLES, EQUIPMENT & LOGISTICS

An enclosed cabin for

added protection

PERATORS USING seven-tonne loaders in low-seam applications can now look forward to the protection of a fully enclosed, FOPS/ROPS-approved cabin. This is the latest upgrade on the Atlas Copco Scooptram ST7LP, which was previously supplied with a canopy. The result is a more comfortable working environment with air conditioning, a spacious foot box and a lower noise level. “The working environment for operators becomes more and more important to our customers,” says Franck Boudreault, product manager at Atlas

Copco. “This new cabin is a result of close dialogue with different mining companies.”

Taking the lead Atlas Copco is the only equipment supplier to offer a cabin in the seven-tonne low-profile segment. Scooptram ST7LP is a low-profile 6.8 tonne capacity loader for demanding conditions in narrow-vein mining. It is 1.4 m high and 8.5 m long,

and is designed for back heights as low as 1.6 m. It has a short power frame and a long wheel base, which makes it easy to maneuver. Apart from the full functionality of the Atlas Copco RCS control system, it also has a unique traction control system that minimises wheel spin when entering the muck pile. This improves penetration, enables one pass-loading and significantly reduces tyre costs.

The Atlas Copco Scooptram ST7LP lowprofile loader – previously supplied with a canopy – has now been upgraded with a fully enclosed operator’s cabin

IMIESA March 2015

CONSTRUCTION VEHICLES, EQUIPMENT & LOGISTICS

10 000 hours

of problem-free operating

SKID-STEER LOADER has reached 10 000 hours of problem-free operation working in a harsh application on Braams Voerkrale, located outside Durbanville in the Western Cape. For the past 35 years, Braams Voerkrale has been using Bobcat machines to clean cattle pens and take care of various odd jobs around the farm, which is home to approximately 6 000 head of cattle. The Bobcat S300 started its working life on the farm in 2011 and reached the 10 000hour milestone during the second week of July 2014. “Because my existing Bobcats have proven time and again to be the best machines for these applications, I stuck with the best. And the S300 certainly delivered. Without missing a beat, the machine works between 8 to

10 hours a day, requiring only the standard regular service intervals.”

Regular services are key Erik Joosten, Bobcat Equipment SA’s aftermarket manager in the Western Cape, explains that the S300’s 250-hour services are taken care of by Pieter’s farm mechanic, Jiaan. “The bigger 500- and 1 000-hour service intervals are done by Bobcat’s Cape Town branch. The machine’s tilt cylinders have been done, the radiator has been done twice, and the starter and alternator have been replaced. We also overhauled the machine with new ‘Bobtach’ pins and bushes.”

Dedicated after-sales service Bobcat is responsible for training the machine operators, who, having worked on

Jiaan Coetzee (left) receiving a certificate from Erik Joosten

the farm for the past 20 years, have become expert operators. Bobcat has earned the coveted position of world leader in compact equipment by delivering a quality product range backed by dedicated after-sales service from a team of highly skilled technicians based at the company’s well-stocked branch network. “We build long-term relationships with our customers and look at the individual application requirements so that we can provide the best product solution.”

IMIESA March 2015

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CONSTRUCTION VEHICLES, EQUIPMENT & LOGISTICS

A rolling alliance

ACKER NEUSON SE and the Wirtgen Group have agreed to enter a strategic alliance for soil and asphalt compaction rollers. Wacker Neuson will source rollers from the Hamm factory in Tirschenreuth, Germany, and distribute them via its own sales network. Hamm AG is a member of the Wirtgen Group and has been producing rollers for over 100 years. The company’s portfolio includes compactors, tandem rollers and static rollers. As of 2015, the factory in Tirschenreuth produces models to the technical and design specifications of Wacker Neuson. “This long-term collaboration brings together two strong players in the compaction sector,” explains Cem Peksaglam, CEO, Wacker Neuson SE. “The alliance with Hamm will enable us to close gaps in the Wacker Neuson product portfolio and round off our offering

in the soil and asphalt compaction segment with tandem rollers weighing from 1.8 tonnes to 4.5 tonnes, plus compactors weighing up to 7 tonnes.” The rollers produced by Hamm will be distributed via the Wacker Neuson sales network under the Wacker Neuson brand. The group will initially focus on European markets, and expand globally further down the line. “We have excellent market penetration and a particularly dense sales and service network in German-speaking countries. The additional roller models from Tirschenreuth will enable us to offer customers an even broader and deeper portfolio of compaction machines backed by our proven, customer-centric service,” explains Peksaglam. Wacker Neuson has unveiled the first new roller models to visitors at the construction equipment trade show Baumag in Lucerne (Switzerland), in January 2015.

Wacker Neuson SE and the Wirtgen Group have agreed to a strategic alliance for soil and compaction rollers

“The collaboration with Wacker Neuson will enable us to increase production output and leverage economies of scale,” explains Jürgen Wirtgen, manager of the Wirtgen Group. “This is a very attractive partnership for several reasons. In terms of sales structures, Wacker Neuson’s dense sales network with its own sales and service stations is a particular plus. In addition, the move will extend our joint customer reach,” Wirtgen adds. Peksaglam concludes, “Strategic alliances and collaborations like the one we are entering into with the Wirtgen Group are becoming increasingly important in an increasingly global and competitive market. They make both parties more competitive.” IMIESA March 2015

TECHNOLOGY & INNOVATION

A first of its kind Elster Kent has developed the H5000 bulk water meter, which is a true industry first. Leonardus Basson, sales and marketing director at Elster Kent Metering, discusses what makes the H5000 such an important product in the company’s line-up.

PECIALISED technologies enable the product to measure both low and high flow rates over a 24-hour period, providing not only better data for leak detection and management, but much-improved revenue generation for the utility.

Tell us about the most recent addition to the Elster Kent product line. LB Our most recent addition is the Elster Kent H5000 Woltmann turbine bulk water meter. It supersedes the well-embraced H4000, designed for measuring bulk flows of cold potable water for revenue billing in commercial or industrial applications, and distribution system monitoring. The specialised functionality of the H5000 is its low-flow capabilities, which provide a metrological performance offering accurate measurement of night-time flows.

What problems does the the new meter solve? Bulk water meters typically do not measure low flows, resulting in a loss of very

100

IMIESA March 2015

valuable revenue and data, and the need to switch to low-flow meters in many cases. Elster has solved this problem and developed a meter with a measuring range of 1 600:1 – the Elster H5000 meter. The H5000 keeps measuring at flows below 0.03 litres per second and, because it keeps metering 24 hours a day, we can quantify leakage at far lower levels than previously possible. There is no other single meter globally that is capable of this wide measuring range, and it solves the problem of having to use combination meters. The changeover valves in combination meters require maintenance and cause major reading errors when they do get stuck. They are also ver y expensive. The H5000 solves a myriad

of problems faced every day by municipal technicians, facilities managers, educational campuses and industrial users.

What technical features does the H5000 sport? It features an advanced electronic register, including integrated communications that cover a range of industry-standard outputs that are compatible with common AMR/ AMI systems and data-logging equipment. The H5000 is produced in a range of sizes (40 mm to 150 mm diameter) approved under the European Measuring Instruments Directive 2004/22/EC and is available in both ISO (WP) and DIN (WS) body lengths.

What other applications does it have? Beyond bulk measurement, the H5000 is equally suitable for use in water distribution applications or in billing, where it could have clear and measurable commercial benefits.

TECHNOLOGY & INNOVATION

WATER Water Supply | Water Treatment | Industrial Water Management Minesite Water Management | Water Reuse & Recycling Chemistry and Geochemistry | Numerical Modelling

Taking the salt out of

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measuring seawater

for sustainable business

ALT- OR SEAWATER contains chemicals with different physical and chemical properties to fresh water. The salinity of seawater has an influence on density, on the different temperatures of freezing, and mainly on the corrosion of any constructed object with which it may come into contact. The average salinity of seawater is around 3.5%. This means that each kilogram of seawater contains approximately 35 g of dissolved salts, making seawater highly corrosive. Not only does it dissolve the metal ions of different alloys rapidly, seawater also has a negative effect on many other materials used in the manufacture of devices for measuring the flow of seawater. It is, therefore, critically important to choose suitable materials for sensor linings as well as the electrodes of induction flow meters used for the continuous measurement of seawater. This ensures that the durability, longevity and functionality are not only optimal, but economical too. Instrotech has recently signed up a new agency, Elis Plzeň, a Czech manufacturer and supplier of FLONET induction flow meters, in different dimensions (DN20 to DN800), that are suitable for saline applications. It may be a landlocked country, but that has not deterred Elis Plzeň from dedicating many years of research and development test experience with applications for seawater, to ensure their induction flow meter’s reliability and durability. Elis Plzeň’s induction flow meters for saline applications have sparked interest in the market, and particularly their FLONET model DN700, which was recently dispatched within three weeks from order to a client in Greece. Elis Plzeň expects continued interest in their products for this demanding and growing market segment. TOP Elis Plzeň Flowmeter Saline app RIGHT Elis Plzeň FN20XX Flow

WorleyParsons has a strong track record in delivering innovative solutions utilising pipelines, groundwater and membrane technologies and sustainability modelling for cost-effective water solutions. - Over 30 years’ experience - Deep local knowledge - Global expertise - BBBEE Level 2

43 IMIESA March 2015

101

countries

166

www.worleyparsons.com

offices

37,500

people

I M E S A A F F I L I AT E M E M B E R S

IMESA

PROFESSIONAL AFFILIATES AECOM vanessa.partington@aecom.com AJ Broom Road Products ajbroom@icon.co.za Arup SA rob.lamb@arup.com Aurecon danie.wium@aurecongroup.com Aveng Manufacturing Infraset cgroenewald@infraset.com Bigen Africa Group Holdings otto.scharfetter@bigenafrica.com BMK Consulting brian@bmkconsulting.co.za Bosch Munitech info@boschmunitech.co.za Bosch Stemele bsdbn@boschstemele.co.za Brubin Pumps sales@brubin.co.za BVI Consulting Engineers marketing@bviho.co.za Civilconsult Consulting Engineers mail@civilconsult.co.za Corrosion Institute of Southern Africa secretary@corrosioninstitute.org.za CSIR Built Environment rbapela@csir.co.za Development Bank of SA divb@dbsa.org.za DPI Plastics mgoodchild@dpiplastics.co.za EFG Engineers eric@efgeng.co.za Elster Kent Metering leon.basson@elster.com Engcor Engineers masham@engcorengineers.co.za Fibertex South Africa (Pty) Ltd rcl@fibertex.com GIBB yvanrooyen@gibb.co.za GLS Consulting nicky@gls.co.za Hatch Goba info@hatch.co.za Herrenknecht schiewe.helene@herrenknecht.de Huber Technology cs@hubersa.com Hydro-comp Enterprises dan@edams.co.za I@Consulting louis_icon@mics.co.za ILISO Consulting hans@iliso.com INGEROP mravjee@ingerop.co.za Integrity Environment info@integrityafrica.co.za Jeffares and Green dennyc@jgi.co.za Johannesburg Water rtaljaard@jwater.co.za KABE Consulting Engineers info@kabe.co.za Kago Consulting Engineers kagocon@kago.co.za Kantey & Templer (K&T) Consulting Engineers info@kanteys.co.za Knowledge Base info@knowbase.co.za Lektratek Water general@lwt.co.za Makhaotse Narasimulu & Associates mmakhaotse@mna-sa.co.za Malani Padayachee & Associates (Pty) Ltd admin@mpa.co.za Maragela Consulting Engineers admin@maragelaconsulting.co.za Marley Pipe Systems info@marleypipesystems.co.za Martin & East gbyron@martin-east.co.za Mhiduve adminpotch@mhiduve.co.za

Mott Macdonald PDNA mahomed.soobader@mottmac.com Much Asphalt john.onraet@murrob.com Namela Consulting (Pty) Ltd melissa@namela.co.za Nyeleti Consulting ppienaar@nyeleti.co.za Odour Engineering Systems mathewc@oes.co.za Pumptron info@pumptron.co.za Pragma nicojobe.mabaso@pragmaworld.net Royal HaskoningDHV francisg@rhdv.com SABITA info@sabita.co.za SALGA info@salga.org.za SARF administrator@sarf.org.za.co.za SBS Water Systems terri@sbstanks.co.za Sektor Consulting cradock@sektor.co.za Sight Lines sales@sightlines.co.za SiVEST SA garths@sivest.co.za Siza Water Company tionette.bates@sizawater.co.za SMEC capetown@smec.com SNA stolz.j@sna.co.za Sobek Engineering gen@sobek.co.za Southern African Society for Trenchless Technology director@sasst.org.za SRK Consulting jomar@srk.co.za Sulzer Pumps Wastewater sales.abs.za@sulzer.com Syntell julia@syntell.co.za Thm Engineers East London thmel@mweb.co.za TPA Consulting roger@tpa.co.za UWP Consulting craign@uwp.co.za Vetasi south-africa@vetasi.com VIP Consulting Engineers esme@vipconsulting.co.za VOMM commerciale@vomm.it VUKA Africa Consulting Engineers info@vukaafrica.co.za Water Institute of Southern Africa wisa@wisa.org.za Water Solutions Southern Africa ecoetzer@wssa.co.za Wilo South Africa marketingsa@wilo.co.za WorleyParsons chris.brandsen@WorleyParsons.com WRP ronniem@wrp.co.za WRNA washy@wrnyabeze.com WSP Group Africa dirk.hattingh@mbs-wsp.co.za

TECHNOLOGY & INNOVATION

A new app to make life easier

ESIGNED TO MAKE life easier for customers and distributors, the new Construction App contains information on portable energy products, road construction equipment, demolition and recycling equipment, concrete and compaction equipment, and service products. Atlas Copco Construction Technique is now launching an app for use with Apple and Android devices, tablets and smartphones. The app contains a huge store of information about the company’s extensive range of products and services for the construction sector. It also keeps the user up to date with the latest news about the construction market and has a host of other useful features.

about the product range and service offering, the app will provide the answers. The latest information and technical data on Atlas Copco construction equipment is easily accessible in the app and can be downloaded. The app also provides heads-up notifications of new product launches, and other important news. Simple-to-use filters make it easy to find products and if more information or a quotation is required it can be requested within the app. The app also contains videos for training purposes and interviews about the company’s operations. Based on the user’s location, it will give information on the nearest Atlas Copco Customer Centre.

Highly user-friendly

A daily working tool

The different sections of the Construction App are configured in such a way that it is easy for the user to find exactly the information she or he is looking for. When there are questions

The Construction App is the simplest way to keep informed about the company’s entire offering to this industry. It also enables users to engage with the company on social media

and other channels. All in all, it is a daily working tool that makes life simpler for everyone involved in using, purchasing or selling Atlas Copco constr uction equipment.

Atlas Copco’s new Construction App is designed to make life easier for customers and distributors

IMIESA March 2015

103

INDEX TO ADVERTISERS

INDEX TO ADVERTISERS A-OSH Expo

90 & LI

24 & 86

SA Leak Detection

Aesseal 88

Elster Kent Metering

SBS Water Systems

African Utility Week

GLS Consulting

Sizabantu Piping Systems

Aggregate and Sand Producers Association SA

Group Five Pipe

IFC

SMEC 99

Hall Longmore

SRK Consulting

OFC 70

100

ALCO-Safe 92

Hydrodifusion 82

Technicrete 95

Amanzi Meters

IMESA Call for Papers

The Concrete Institute

Amatola Water

IMESA Registration

Rare 80

Aquadam 4

IWC 68

Tosas 97

Aquatan 34

Krohne 75

Totally Concrete Expo

Aveng Manufacturing DFC

KSB Pumps & Valves

Aveng Manufacturing Infraset

L&G Pipes SA

Veolia Water Solutions & Technologies

Barloworld Equipment

Lesira-Teq 52

Vovani Water Products

Bigen Africa

Municipal Infrastructure Summit 2015 93

WSSA

Bosch Stemele

National Asphalt

WEC Projects

Development Bank of Southern Africa 21

PHB Engineers

DPI Plastics

Precision Meters

ECSA 26

30 & OBC 60

103

WorleyParsons 101

WPCP 84 WRP Consulting Engineers

Rocla 96

IBC

IMIESA March 2015

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To advertise: Jenny Miller on +27 (0)11 467 6223 or jennymiller@lantic.net To subscribe: Trust Makina on +27 (0)11 233 2600 or trust@3smedia.co.za

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High Municipal Water Account? Zednet provides a complete GPRS/SMS based data acquisition, control, monitoring and reporting system for: • • • • • • •

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Developed and supported by:

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Water and Sanitation Services South Africa (Pty) Ltd (WSSA) is a specialised provider of sustainable water services in Southern Africa