Imiesa November/December 2014 by 3S Media

www.infrastructurene.ws

TThe official magazine off tthe h Institute o f Municipal of EEngineering En n ooff SSouthern o u th ou th Africa

IINFRASTRUCTURE IN N FFRA FR RA DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY

Sinazo Sina Si ina nazo zo S Sibisi, ibiis ib isi, isi i, group executive of Infrastructure Delivery, Development Bank of Southern Africa

PARTNERING FOR INFRASTRUCTURE

Panel Discussion Specialised consulting for public infrastructure

Consulting Engineering

State of the industry

The Projects

IMESA CESA Excellence Awards

The future of asphalt Right here, right now

IN THE HOT SEAT Together with Minister Pravin Gordhan, we have agreed that there is a need to move away from a one-size-fits-all approach to municipal solutions.” Minister of Water and Sanitation Nomvula Mokonyane I S S N 0 2 5 7 1 9 7 8 V o l u m e 3 9 N o . 1 1 • N o v e m b e r / D e c e m b e r 2 0 1 4 • R 5 0 . 0 0 ( i n c l VAT )

THE JOAT GROUP OF COMPANIES has moulded itself into an efficient and market-leading solutions-orientated team that primarily addresses the optimisation of water supply to consumers through the minimisation of water losses, application of appropriate technology, revenue improvement and energy efficiency. The group’s key focus areas of operation are consulting and operations engineering (essentially the reduction of nonrevenue water and stabilising of water supply), product sales and support, energy efficiency and mentorship. JOAT’s passion and vision is to ensure that municipalities become as efficient as possible in delivering water to consumers and has adapted its approach towards an outcomes-based partnership that has shared responsibility and accountability. The ultimate objective of any successful partnership with JOAT is to provide water service authorities with an efficient distribution system that they are fully equipped and trained to continue to operate.

In response to this approach, JOAT has invested in wide-ranging technology and partnerships that can be harnessed for the benefit of municipalities. Flow metering solutions (permanent or temporary, monitoring or revenue-generating), data management solutions (data loggers, GSM data loggers), control valve solutions (pressure-reducing valves, pressure controllers, surge control), leak detection solutions (leak detection equipment and service) and energy efficiency solutions (variable speed drives and system optimising) are all available to be presented into cost-effective, custom-made packages. JOAT has also expanded into the optimisation of energy consumption in the water cycle and has a number of in-house experts that can undertake energy audits and design energy efficiency solutions for pump stations and treatment works. This forms part of its overall approach to making the distribution of water as efficient as possible.

HEAD OFFICE Unit 19 Alexander Park, 24 Alexander Road, Westmead, Pinetown, KZN, SA 3610 • Postnet Suite 23, Private Bag X4, Kloof 3640 t +27 (0)31 700 1177 • f +27 (0)31 700 9853 • Contact Daryl Spencer daryl.spencer@joat.co.za c 083 555 9996 NATIONAL OFFICES • Pietermaritzburg • Port Elizabeth • Johannesburg • Cape Town • Shelly Beach

CONTENTS

VOLUME 39 NO 11 NOVEMBER/DECEMBER 2014

14 IMESA Excellence Awards

28 Capex investment in South Africa’s road-building industry is long overdue, with 80% of its core equipment still not technologically equipped to meet national standards. Ammann SA has established a market model in South Africa that enables contractors of all sizes to adopt new, economically accessible asphalt technologies, fully supported by training programmes and maintenance contracts. P6

GOVERNMENT VOICE Sinazo Sibisi, group executive, Infrastructure Deliver y

Regulars

Water & Sanitation

Editor’s comment

The importance of independence

President’s comment

Filtration innovation for a

Africa round-up

water solution

Index to advertisers

Ammann SA

Waste Management

Supply Scheme

Human Settlement

The Pilanesberg Bulk Water 10

Developing Diepsloot

SHEQ Dam rehabilitation

Nomvula Mokonyane – Serving from the ground up

Nomvula Mokonyane, Minister of Water and Sanitation, is determined to deliver on her mandate. She walks her talk, and IMIESA is honoured to have her in this month’s Hot Seat. P12

Sustainable sanitation project

Finding the disposal solution

Municipal Feature

Hot Seat

HO OT SEATT

in Malawi

Cover Story

The IMESA-CESA Biennial Project Excellence Awards 2014 Celebrating engineering excellence

Skills & Training Embracing the mentorship of young engineers

IMESA training – A fruitful four days

Cement & Concrete

Partnering for Infrastructure DBSA – Implementing infrastructure

Panel discussion

Consulting engineers

Greening concrete

Building an airport in St Helena

Nelson Mandela Children’s Hospital

CEMENT & CONCRETE Building an airpor t in St Helena

selects concrete supplier

Meeting deadlines with RCC

Reducing energy intensity

Technology PMSA – Quality control

Composites – A new material world

Implementing the smart grid

Construction Vehicles & Equipment Condensate separators – Less is more

Advances in mass excavation

Compact in size, big on delivery

Power project gets a lift

IMIESA November/December 2014

Is this your current situation?

Come over to the winning side, insist on the new Molecor 500 O-PVC!

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EDITOR’S COMMENT

The right stuff – reinforced engineering

PUBLISHER Elizabeth Shorten EDITOR Nicholas McDiarmid EDITORIAL ASSISTANT Liesl Frankson HEAD OF DESIGN Frédérick Danton SENIOR DESIGNER Hayley Mendelow DESIGNER Kirsty Galloway CHIEF SUB-EDITOR Tristan Snijders SUB-EDITOR Beatrix Knopjes CONTRIBUTORS A Bowers, R Janse van Vuuren, N Mannie, H Muller & K van Rijswijk CLIENT SERVICES & PRODUCTION MANAGER Antois-Leigh Botma PRODUCTION COORDINATOR Jacqueline Modise FINANCIAL MANAGER Andrew Lobban MARKETING MANAGER Hestelle Robinson DIGITAL MANAGER Esther Louw 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 ___________________________________________________

As another year draws to its close, public sector engineers gather to make sense of challenges, harness change and progress, and map the future of building a better nation. The IMESA 2014 conference braved the challenges and our municipal engineers are made of the right stuff.

TARTING WITH Duncan Daries; IMESA’s new president was inaugurated on 28 October during the opening session, which was also the occasion to reflect on the last two years of Frank Stevens’s presidency. One of the fundamental challenges faced by municipal engineers is managing their professional outputs in a system dominated by politics. The last two years, under Stevens’s presidency, has seen the voice of municipal engineers get stronger in this context, with meaningful engagement, partnerships and activities with bodies like SALGA, CoGTA, the Water Research Commission and the Presidential Infrastructure Commission. These have led to significant activities previously referred to in this publication; but what is increasingly striking is how the institute is strengthening its position and – ergo – that of its members, through technical consideration, engineering expertise and sound professional value. Leaving the politics to the politicians, while advocating for technical and planning excellence, may seem like a longer route, but it is surely the only feasible one. Daries picked up this theme in his opening remarks, noting the consolidation of IMESA’s progress through a review of its governance with the aim of increasing inputs and communication of each Executive Council portfolio. He also emphasised the critical importance of furthering IMESA’s relationships with strategic partnerships, especially at this juncture at which national government is committing resources and structural revisions towards cleaning up failing municipalities and addressing the chronic lack of engineers in rural areas. Daries pointed out that IMESA will increase its reach to these municipalities in an attempt to connect what technical staff they do have with fellow professionals. Taking its technical

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 2014. 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 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.

role to the next level, IMESA is rolling out its Sustainable Infrastructure Asset Management (SIAM) programme. This undertaking, which incorporates the IMESA Infrastructure Management (IMM) software, as well as the Asset Management Programme Learning Environment, is a powerful example of the wide impact IMESA can have on the future prosperity of the country. Already rolled out across the Free State, with most municipalities having already created an asset register, the software and training tools will not only enable the custodians of the country’s assets to know exactly what assets they own and what condition they are in, but will render this data into powerful tools from which accurate, meaningful budgets can be developed. This process is crucial in unlocking the value of the assets we already have, and plays a vital role in turning political attention to the power of maintenance. This programme was made possible by the Global Asset Management Group, and Roger Byrne, former AMG manager provides ongoing support to the institute. IMIESA magazine will be running a series of articles on SIAM, providing relevant touchpoints to connect readers to the relevant individuals. In this issue, we provide full coverage of the IMESA CESA Excellence Awards, which were packed with high-quality entries, with most categories attracting upwards of nine entries each. In our net edition, we will publish a full conference review, with special interviews and highlights, and a guide to the presentations. I would like to thank IMESA’s KwaZulu-Natal local organising committee for producing this year’s conference, and congratulate LOC chair Jannie Pietersen and his team for an excellent event.

Nicholas McDiarmid Editor

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Infrastructure News

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Cover opportunity In each issue, IMIESA offers advertisers the opportunity to get to the front of the line by placing a company, product or o service on the front cover of the journal. Buying this position will afford the s advertiser the cover story and maximum exposure. For more information on a cover bookings contact Jenny Miller on tel: +27 (0)11 467 6223. c IMIESA November/December 2014

PRESIDENT'S COMMENT

Introducing the new It is with pleasure that I pen my first ar ticle as president of IMESA. First of all, I want to extend my thanks to the outgoing Executive Council members who have shown faith in me to head up this esteemed institute. Special thanks to outgoing president Frank Stevens for his calm yet astute leadership over the past two years. We are ver y grateful to Frank, who has cemented par tnerships with other voluntar y associations as well as government bodies active in the built environment. Duncan Daries, IMESA president

AM ASSUMING that there is a need to introduce myself and offer the following short resume: Born in Cape Town on 19 July 1957, I matriculated from Alexander Sinton High School in 1975. I studied civil engineering at the University of Cape Town 1977 to 1980 and obtained a BSc degree. This happened in the days when a permit from the Department of Coloured Affairs was required to allow me to study at a ‘white’ university. Starting in December 1980, I have only worked for one municipal employer, but under various restructured administrations as follows: • Divisional Council of the Cape from 1980 to 1987, as a graduate and senior engineer based in Constantia and Elsies River • Western Cape Regional Services Council (Cape Town) from 1987 to 1994, as senior and principal engineer

based in Constantia and Elsies River • Interim Cape Metropolitan Council from 1994 to 1996, based in Elsies River • City of Tygerberg from 1996 to 2000, as area civil engineer: South • City of Cape Town from 2000 to 2005, as area civil engineer: South and interim

Divisional Council of the Cape gave me great exposure to developmental engineering in a planning, design and construction environment via internal depot staff and external contractors. I was exposed to the supervision of experienced professional engineers of the calibre of Rory Gilmore, Roy Mee, Tony

as a member of IMESA and rubbed shoulders with colleagues such as former presidents Maurice Pollet and Johan de Beer. I am married to Vanessa and have two sons and a daughter. In my younger days, I was active in soccer and cricket, but lately have substituted that with golf. I am an ardent Manchester United football fan, but the Stormers and Cobras are close to the heart.

IMESA’s initiative with respect to the International Infrastructure Asset Manual and the courses being offered is giving effect to putting asset management high on the agenda of municipalities.

IMIESA November/December 2014

district coordinator for the Durbanville Transport, Roads and Stormwater District • City of Cape Town from 2005 to 2013, as manager: operations and assets in the Roads and Stormwater Department • City of Cape Town from 2013, as manager: infrastructure and plant maintenance in the Asset Management and Maintenance Department of the Cape Town DoT. My formative years with the

Murray and Mohammed Gatiem Kriel (all IMESA members at some time). This enabled me to obtain my Professional Engineer (Pr Eng) registration in 1988. Enhancement of my engineering management experience occurred within the city of Tygerberg, under the guidance of Kevin Ketterer and Alwyn Laubscher, a former president of IMESA. It was also in Tygerberg that I became active

A passion for asset management

The City of Cape Town has seen fit to appoint me in an operations and asset management role, based very much on the exposure and experience gained under the previous administrations. However, I need to acknowledge that I have had the luxury of the support of highly skilled and competent professional subordinates as well as fellow managers and a director whose support I value.

PRESIDENT'S COMMENT

president of IMESA Here I must mention the late Faried Allie (ex-SAICE president), with whom I formed a strategic partnership in developing the Roads and Stormwater Departmentâ&#x20AC;&#x2122;s structure and protocols with respect to service delivery. Presently within the City of Cape Town, asset management is very much part of my responsibilities and I am proud of the fact that IMESAâ&#x20AC;&#x2122;s initiative with respect to the International Infrastructure

Asset Manual and the courses being offered is giving effect to putting asset management high on the agenda of municipalities.

Consolidation, strategic partnerships and municipal outreach My goal for IMESA is first of all to consolidate our position by being the voluntary institute of choice for professionals and graduates within the municipal environment, by

offering them appropriate support in continued professional development, and through an upgraded website with appropriate knowledge sharing and networking opportunities. My second goal is to continue the excellent work undertaken by previous presidents in partnering with relevant volunteer sister institutes, as well as associations such as SALGA and MISA. We continue to reach out to municipalities who do not have any

representatives as members of IMESA, as there surely is a need for technical staff to network with fellow professionals. Stemming from our last executive meeting, we will review our governance framework (constitution and by-laws) to consolidate portfolios on our Executive Council to ensure greater input and interaction with the general council of IMESA. I look forward to a fruitful and eventful two-year term as president of IMESA.

IMIESA November/December 2014

COVER STORY

AMMANN

The case for new asphalt A rapid increase in the adoption of new asphalt technologies will have a radical impact on South Africa’s economy, and is a capital investment that makes sense for road contractors large and small. Rocco Lehman, MD of Ammann SA, unpacks a power ful business case with maximum benefit to all stakeholders.

APEX INVESTMENT in South Africa’s road-building industry is long overdue, with 80% of its core equipment still not technologically equipped to meet national standards. Ammann SA has established a market model in South Africa that enables contractors of all sizes to adopt new, economically accessible asphalt technologies, fully supported by training programmes and maintenance contracts. Beyond meeting national standards, there are cost and efficiency benefits to investing in these technologies that far exceed initial outlay, with numerous benefits throughout the value chain.

Ammann’s Mini Paver is ideal for smaller contractors, and effective for both small- and mediumsized contracts

IMIESA November/December 2014

Driving for better roads A third of all asphalt produced in the United States last year was done so using warm-mix technologies and as much as 73.5 million tonnes of reclaimed asphalt pavement (RAP) was used in new asphalt pavement mixes. Globally, the trend towards new asphalt technologies is being driven by environmental legislation, effective resource management and simple economics. The picture in South Africa is no different: Sanral’s standard specifications and design parameters on some selected contracts insist on a minimum 40% RAP in new replacement pavement mixes, on the back of environmental legislation geared at optimising both aggregate and bitumen resources. “Bitumen in South Africa is becoming increasingly expensive and in short supply, and the local price is linked to global prices. Using 40% RAP shaves 15% off the cost of asphalt, while easing demand,” explains Lehman. “It also eliminates a significant portion of the logistics costs; heating, storing and moving asphalt is a significant proportion of the cost of the final product.” Aggregates make up more than 90% of asphalt roads, and unlocking the value of recycled asphalt is dependent on new asphalt technologies. “RAP contains high-quality

aggregates, which should not be wasted; but again, the quality is enhanced when using the right technologies,” explains Lehman. Government is reinforcing the country’s transition to a low-carbon, resourceefficient and climate-resilient nation, and while Sanral is already specifying RAP, the Presidential Infrastructure Commission is setting clear targets for the use of Innovative Building Technologies (IBTs), which are already a requirement in its social infrastructure projects. “Road contractors who have not yet started investing in new asphalt technologies should start doing so now,” advises Lehman.

The wider costs The impact of poor practice in road building on South Africa’s economy is phenomenal. “The Gauteng Freeway Improvement Project was a massive investment by Sanral, funded by the South African taxpayer,” says Lehman. “While it’s an impressive road network, it’s been a challenge due to time constraints, and road repairs started the very same year the project began. “Working with old equipment and manual processes is costing the South African tax payer massive amounts, in both monetary terms and impact.” Not only is the road work

COVER STORY

OPPOSITE Ammann SA’s ASC 110 and AV 95-2 compactor is an intelligent compactor

itself doubling up, the impact on commuters, emissions and logistics is a highly significant driver of inflation. TomTom’s latest global traffic index puts the cost of congestion to the South African economy at R60.35 billion annually – excluding the cost double-up costs of the road repairs.

Renewing the industry While macroeconomic drivers for new asphalt technologies are clear, the micro-

fleet, delivering professional results on smaller Ammann SA’s ASC 110 construction projects,” Compactor is an intelligent explains Lehman. compactor that can be run with “The Mini Paver is an non-intelligent compactors excellent entr y-level machine, which, at around the same price as a medium-sized family car, is a serious Ammann SA’s management team has asset for an entry-level contractor. Add a more than 100 years of collective experismall compaction machine and you have ence in road building, with members who everything you need to fulfil a maintenance have worked in spheres, mix designs in labocontract.” Although it is a smaller machine, ratories and machine maintenance. “There it can be used for small- to medium-sized is a limited amount of expertise in the contracts and will become part of a bigger country” explains Lehman. “Our collective fleet for entrepreneurially expertise is the practical edge we have in minded contractors buildthe market, allowing us to trouble shoot ing a quality business. and fix problems for our clients, from both a practical and a theoretical vantage point. Partnering with the Lehman stresses that this pool of knowledge smaller contractor is also available to local authorities and road Ammann SA is passionate about the role building agencies. of the smaller contractor in the local roadAmmann SA has geared itself up to provide building industry, and the immense value and support training for its products, both they can bring to maintenance of the in South Africa and the rest of sub-Saharan country’s roads, providing they have the Africa, from a unique vantage point that is right equipment. “The industry needs the guided by its team’s intricate knowledge of smaller contractors, and ensuring they have road building in general, and the local condithe right equipment for the right job is just tions in particular. first part of what Ammann does. We provide Ammann SA also adds value by continuas much training and support as needed to ously localising manufacturing, while mainensure the machines keep working in the taining European standards. “We consider right way.” local manufacturing to be an important Apart from packaging training, support and contribution to the economy, keeping the maintenance of its products into the capital costs of our plants down, while ensuring we cost, Ammann SA offers business support meet European standards,” says Lehman. as well. “We have the skills and capacity to The company recently supplied an asphalt help smaller contractors access funding from plant of which more than a third was potential investors, such as the Industrial locally manufactured. Development Corporation, assisting them “By offering these high standards at local with technical presentations and support for prices, Ammann SA is becoming an importheir business cases,” explains Lehman. tant economic contributor,” he concludes.

technology economic advantages for road contractors are equally compelling. “Asphalt contractors carry much of the risk in road-building contracts,” explains Lehman. “In simple terms, the contractor gets paid for what he makes. This may seem straightforward, but the value chain is complicated and fraught with pitfalls. “Considering that 85% of the cost of an asphalt job is tied up in materials, a failure in the asphalt mix is irretrievable and a high loss to absorb, especially when RAP is added,” continues Lehman. “Getting the mix right is a precise procedure that does not tolerate estimates well.” Old asphalt plant technology is putting their business at risk for no good reason. “Amman’s asphalt plants are an integration of mechanical and technological components – they are ‘smart’ plants. The monitoring capability is precisely integrated with the mixing mechanics, which in turn are integrated with automation and control technologies. Simply setting the right parameters guarantees a perfect mix, every time,” enthuses Lehman. A capital investment that reduces a contractor’s risk from 85% to almost zero should be an imperative. “The savings on process costs alone more than justify the business case,” he explains.

Building the value chain It’s not just Amman’s larger equipment that has a contribution to make to roadbuilding industry. Walk-behind rollers are especially important for smaller contractors. “Ammann’s ARW 65 walk-behind rollers are sophisticated compactors that can form the basis of a new contractor’s future

Adding value through support, training and manufacturing Ammann SA is far more than an equipment supplier; it is a company that has been constituted locally in such a way as to add value to the entire industry – for contractors and project owners alike. “In establishing Ammann SA, we ensured that its management and leadership were made up of people of who represented a broad skills base that understands the road-building process from the point of formation to the final product,” says Lehman. “This allows us to optimise the value intrinsic to the machines we sell through proper product selection and ongoing support.”

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.

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229 Hull road, Rynfield Benoni t +27 (0)11 849 3939 c 078 488 2945 info.aza@ammann-group.com www.ammann-group.com

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14 Atlas Road, Anderbolt Boksburg South Africa t +27 (0)11 306 0700 www.elb.co.za

IMIESA November/December 2014

AFRICA ROUND-UP

INFRASTRUCTURE NEWS FROM AROUND THE CONTINENT KENYA

GHANA

World’s largest geothermal plant opened Kenyan presi-

Funding approved for the Kasoa Interchange project

dent Uhuru Kenyatta recently opened the 140 MW Olkaria IV Geothermal Power Plant in Naivasha, Kenya. Expected to reduce the cost of electricity in Kenya, the plant is partially funded by the German Development Cooperation, and the German government contributed more than KES10.1 billion (about R1.2 billion) to Olkaria I and IV for construction and drilling. The money will fund the addition of another 210 MW to the national grid through both power plants, supplying electricity to more Kenyans. “The support of the geothermal plants in Olkaria is a good example of the strong partnership between Germany and Kenya to promote renewable energies,” said Lars Wilke, head of the German Development Cooperation. Germany intends to provide more than KES10.5 billion to renewable energies and energy efficiency between 2014 and 2017 as part of its contribution to the national ‘5000+ MW’ goal.

The Parliament of Ghana has approved a $172.6 million credit facility agreement for the design and construction of the Kasoa Interchange and ancillary works. The agreement between the government and Deutsche Bank, New York branch, and its affiliates will see the Kasoa Interchange project move forward. Work on the project includes the construction of a 200 m interchange bridge, a new roundabout, drainage and public lighting, 2 000 m of Accra-Cape Coast Highway, local roads within the catchment of the interchange and 1 640 m of roads towards Nyanyano and Bawjiase. James Klutse Avedzi, chairman of Ghana’s Parliamentary Finance Commitee, described the project as critical since it would improve traffic flow, reduce congestion and stimulate local economic growth between the Accra Metropolitan Area and the Central Region. The House also approved a contract with Brazilian construction company Construtora Queiroz Galvão SA for the

The Olkaria IV power plant

Accra street resurfacing project. The project, expected to cost over $40 million, will be used to resurface selected major and minor arterial roads.

NIGERIA ICRC addresses obstructions to PPP in Nigeria The Infrastructure Concession Regulatory Commission (ICRC) has begun aggressive moves to address obstructions to public-private partnership (PPP) projects in Nigeria. The move is part of the National Integrated Infrastructure Master Plan to bridge the prevalent infrastructure gap in the country, which is estimated at about $2.9 trillion. In a statement at the opening session of a PPP advanced technical workshop, organised in collaboration with the World Bank Organisation, chairman of the ICRC governing body Senator Ken Nnamani said the major impediment to PPPs is capacity for project development. The workshop was intended to enhance the capacity and institutional strength of the ICRC, agencies of government, and state PPP units to ensure that PPP projects are bankable.

AFRICA Speaking at the United Nations annual consideration of the landmark New Partnership for Africa’s Development (NEPAD), UN General Assembly president Sam Kutesa stressed the crucial role of internal and external partnerships in sustaining Africa’s progress in meeting its developmental targets. With the adoption of NEPAD’s Programme for Infrastructure Development in Africa in July

IMIESA November/December 2014

UN General Assemby President Sam Kutesa believes erasing infrastructure deficit is key to Africa's development

2012, African leaders laid a foundation for the development of critical regional and continental infrastructure, he said. “Africa needs hydropower dams and transmission lines to facilitate production. It needs roads, railways and ports to facilitate commerce and trade. It needs core information and communications technology infrastructure to support trade in goods and services, as well as governance structures,” Kutesa added. Kutesa noted that over the last 12 months, of the 51 NEPAD projects and programmes envisioned, 16 national and regional projects were identified as quick wins for financing and implementation. He said it is important that the Comprehensive Africa Agriculture Development Programme (CAADP) continues to receive attention as a guiding framework for the development of this sector. “These projects and others will require enormous amounts of resources, but financing by governments alone is not enough. Other sources of funding, especially from the private sector, including specialised funds, should be tapped into,” said Kutesa. “Strengthened bilateral and regional cooperation to develop

AFRICA ROUND-UP

joint cross-border projects will also be important going forward,” he continued, adding that improving access to sustainable sources of clean, reliable and affordable energy will also be crucial to Africa’s economic and social development.

SOUTH SUDAN $1 Billion for road construction in South Sudan The South Sudanese government has earmarked $1 billion for the construction of two highways. Information Minister Michael Makuei Lueth said a loan from China will cover the costs. “A loan of $1 billion from China Exim Bank will cover the cost of the JubaMagala-Gamenza-Bor road and JubaTeregeke-Yirol-Rumbek road,” Leuth said. “It may not be enough but resources will continuously be mobilised to complete the two highways,” he added following a council of ministers’ meeting. The 192 km Juba-Nimule highway constructed with funding from USAID, at a cost of $220 million, is currently the only paved road in the country. Leuth said the construction of the 194 km Juba-Bor and 618 km Juba-Rumbek roads will boost road networks in the country. He did not reveal when actual road construction would commence or which companies will implement the multimillion dollar project.

TANZANIA IMF backs borrowing for infrastructure projects Speaking in Dar es Salaam, visiting IMF director for Africa Antoinette Monsio Sayeh said that borrowing to invest

in infrastructure is advisable to any government. The country’s sustained economic growth, which is above the 5.0% of subSaharan Africa, is good for development and the eradication of poverty, noting that investment in infrastructure should also target the agriculture sector. The IMF chief also advised governments to carefully consider their lenders to avoid paying high interest rates. The country’s discovery of huge natural gas deposits demands improved infrastructure; hence the government has an obligation to borrow wisely. The deputy permanent secretary at the Ministry of Finance, Professor Adolph Mkenda, noted that following the natural resources boom, namely natural gas, there are many international lenders who are willing to assist with public investment in infrastructure. Prof Mkenda said that the government is ensuring that public procurement regulations are followed so that there is real quality and value for money in infrastructure projects. CRDB Bank MD Dr Charles Kimei warned that economic slowdown in the developed world has an impact on lending rates. This may also affect countries such as Tanzania, which rely on external sources to fund infrastructure. Growth in sub-Saharan Africa is expected to remain strong at 5.0% till end of this year, and 5.75% during next year, spurred on by sustained infrastructure investment, a buoyant services sector and strong agricultural production. $1 billion earmarked for construction of two highways in South Sudan

IMIESA November/December 2014

MUNICIPAL FEATURE

The Pilanesberg Bulk Magalies Water provides bulk potable water for industrial and domestic use from its Vaalkop Water Treatment Works to Rustenburg, Moses Kotane and Thabazimbi as well as to mines in area. By Richard Janse van Vuuren

NCREASED WATER demands for domestic consumption and mining operations in the Magalies Water supply area within the Bojanala Platinum District (Moses Kotane and Rustenburg Local Municipality areas) and Waterberg District, specifically Thabazimbi, resulted in the need for major bulk water supply augmentation in the Pilanesberg area.

Domestic consumption Hot spots in the Moses Kotane area include Seolong, Ratau, Letlhakeng, Makweleng, Witrandjie, Bapong, Phalane/Tweelaagte, Witrandjie, Legkraal, Buhule, Sandfontein, Welgeval, Dikwepi, Segakwaneng, Lerome, Mabodisa, Ramoga, Mannamakgoteng, Lesetlheng, Moruleng and east Mankwe. The urgent need in these areas will be alleviated by an increased bulk water supply of 8.8 Mℓ/d to be delivered by the Pilanesberg North scheme and 5 Mℓ/d to be delivered by the Pilanesberg South scheme, for the Ledig and surrounding areas. The whole of the Rustenburg and Royal Bafokeng areas are seen as hotspots and the urgent need in these areas will be alleviated by an increased bulk water supply of 70 Mℓ/d to be delivered by the Pilansberg South scheme. The needs in the Thabazimbi and Northam areas will be alleviated by an increased bulk water supply of 13 Mℓ/d to be delivered by the Pilanesberg North scheme. Harnessing water in the majestic Pilanesberg

IMIESA November / December 2014

Department of Water Affairs

be completed by early 2015. The next three The Department of Water Affairs is the spon30 Mℓ/d modules of the new Plant 4 of the sor of the project, through the Regional Bulk Vaalkop Water Treatment Works are in the Infrastructure Grant programme. To date, detailed design phase and, at an estimated government has committed grant funding in cost of R390 million, should be completed excess of R770 million to the project. by 2017. This amount, together with the contribution The 21 km of 950 mm diameter rising from Magalies Water and the mines, has not main from Vaalkop Water Treatment Works only guaranteed financial resources for the to La Patrie tender has been awarded at project but, more so, ensured that the implea cost of R186 million. The contractor has mentation of the project is expedited for the commenced and the project will be combenefit of affected communities. pleted by early 2015. Infrastructure components of the scheme The 950 mm, 22 km gravity main from currently under conLa Patrie to Padda struction (to be funded tender has been MAIN BENEFICIARIES by Magalies Water and awarded at a cost OF THE PROJECT National Treasury through of R157 million. Domestic consumption: the Depar tment of The contractor • Moses Kotane Local Municipality Water Affairs): has commenced • Rustenburg Local Municipality and the project (including the Royal Bafokeng Administration) Pilanesberg North will be completed • Thabazimbi Local Municipality scheme by early 2015. Industrial consumption: A bulk power supply The new 20 Mℓ • Bakubung Minerals (Wesizwe) upgrade from Eskom reser voir at La • Maseve has been initiated and Patrie tender has • Platmin will incur an estimated been awarded at a cost of R125 million, to be completed by cost of R39 million. The contractor has commiddle 2015. menced and the project will be completed by The high-lift pump station tender has been early 2015. awarded at a cost of R103 million. The conPilanesberg South scheme tractor has commenced and the project will The 43 km of 1 000 mm diameter rising be completed by middle 2015. main from Evergreen to Mafenya tender The construction of the first planned has been awarded at a cost of 30 Mℓ/d module of the new Plant 4 of the R350 million. The contractor Vaalkop Water Treatment Works has comhas commenced and the menced at a cost of R125 million and will

MUNICIPAL FEATURE

Water Supply Scheme project will be completed by middle 2015. The two new 26 Mℓ reservoirs at Mafenya tenders are awaiting to be awarded and, at a cost of R70 million, should be completed by early 2016. The 9 km of 600 mm diameter gravity main from Mafenya to the mines and the Ledig area in Moses Kotane near Sun City tender has been awarded at a cost of R36 million. The contractor has commenced and the project will be completed by early 2015.

Phase 2 of the scheme • A bulk water pipeline from Tuschenkomst to Ruighoek to relieve the water supply constraints in Mabeskraal and surrounding villages in the Moses Kotane local municipality area is planned. • A bulk water pipeline from Mafenya to Phokeng and Thlabane in Rustenburg to relieve the water supply constraints in the Royal Bafokeng and surrounding Rustenburg villages is to be laid. • An upgrade of the bulk water pipeline from Amandelbult to Thabazimbi to augment bulk water supply to the Thabazimbi area is intended. • Upgrades of the bulk water supply system towards Northam to augment bulk water supply to this area will be undertaken.

Future Phase 3 of the scheme Magalies Water is currently investigating the feasibility and scope of the regional bulk water supply infrastructure required to extend the scheme to Koster, Swartruggens and other villages in the CLOCKWISE FROM RIGHT The rising main pipeline to La Patrie Vaalkop Water Treatment Works An aerial view of the reservoir being constructed at La Patrie

Kgetleng River Local Municipality to relieve bulk supply constraints.

Current status CSVwater is responsible for the design of the civil and mechanical works of the 60 Mℓ/d upgrade of the Vaalkop WTW where it is currently commissioning the first 30 Mℓ/d module, with the second 30 Mℓ/d module expected to be completed August 2015. “The existing Vaalkop potable water treatment facility, as operated and maintained by Magalies Water, comprises a number of unit processes able to receive and treat raw water from the Vaalkop Dam. The treatment modules are sequentially numbered from Plant 1 to Plant 4, and treat raw water received to potable standards as required by SANS 241,” states Dr Michele Kruger, associate director at CSVwater Consulting Engineers. The treatment facility included for a counter-current dissolved air flotation/filter unit process. “Due to the existing process employing this technology, it was a requirement that the contractor apply similar design parameters for the extension. The contract therefore comprises the construction of the last 30 Mℓ/d

module of Vaalkop Plant 3 (Phase 1) and the first 30 Ml/d module of the new Vaalkop Plant 4 (Phase 2). The work for Vaalkop Plant 3 (Phase 1) consists of the construction of a new 30 Mℓ/d flocculation unit, a new 30 Mℓ/d horizontal sedimentation tank and 2 x 15 Mℓ/d dissolved air flotation/sand filters, while a 15 Mℓ reservoir will also be constructed. The work to Vaalkop Plant 4 (Phase 2) will include for the same unit processes as that of Vaalkop Plant 3 (Phase 1),” explains Kruger. Further construction activities will be the installation of a new 1 500 mm raw water rising main. “The rising main will deliver raw water to the newly constructed inlet works situated in a new chemical storage building. Design work is currently ongoing to combine all the inlet works into one. Provision will also be made for the current ozone at Vaalkop Plant 1 to be extended as pre-ozone to the new inlet works,” continues Kruger. Indications at this stage are that additional 20 kg/h ozone will be required. Standby options are also being considered. The gravity pipeline connecting the sand filters of Vaalkop Plant 4 (Phase 2) and the onsite reservoir storage will be installed under this contract.

VAALKOP WTW UPGRADE • Project manager organisation: - Ossie Rossouw Management Services • Lead design consultants & professional engineers: - S&W Limpopo (scope: water treatment works to the Padda) - Thuthuka Group (scope: the Padda to the terminal reservoir) - CSVwater Consulting Engineers (scope: water treatment works) - DJJ Conradie (scope: mechanical, electrical and instrumentation)

IMIESA November/December 2014

HOT SEAT

MINISTER NOMVULA MOKONYANE

Serving

from the

ground up A human dynamo, Minister Mokonyane’s presence has been rapidly and powerfully established in the public eye as well as in the professional infrastructure community. Mokonyane’s engagement with her portfolio and affected stakeholders, in both the public and the private sectors, operates at a level of activity that is difficult keep pace with.

elivering a power ful budget speech in July, convening the National Water Summit in August and delivering one keynote speech after the next, the minister also engages ver y publicly on the challenging issues that present themselves almost daily. If that were not enough, she is

revealing a ‘people’s touch’ and can be found visiting communities across the countr y, getting to know their challenges at the coalface in order to truly understand them. Minister Mokonyane walks her talk, and IMIESA is honoured to have her in this month’s Hot Seat.

It is apparent that your vision is driven by the daily realities of communities not yet experiencing access to clean water and sanitation; what are the main causes of this problem at this stage in our democracy? MNM

What has been a problem is that many municipalities do not have human capital that can do the job. Also, money that has been pumped into municipalities is unable to fulfil the demand because of ageing infrastructure. In some instances, it is because of neglect of operation and maintenance. In other cases, it is because of corruption. In some cases, rather than investing in maintenance and rolling out infrastructure, we outsource the responsibility.

One of the good things about the fifth democratic government is that President Jacob Zuma announced the setting up of the new Department of Water and Sanitation (DWS). This was an acknowledgement of the challenge we are facing. In 2000, government introduced the Municipal Systems Act, which gives municipalities the authority to uplift communities

IMIESA November/December 2014

socially and economically. The problems you find are usually a reflection of what’s going on in local government. National government, in the main, was focusing on bigger projects, budget allocation and the development of policies. Through the presidency’s 20 Year Review, however, we have reviewed the Water Services Act.

What options are being considered? Most importantly, we are revisiting powers, functions, roles and responsibilities. The Constitution of South Africa actually places the responsibility of providing water on the central government.

How will DWS work with the Department of Cooperative Governance and Traditional Affairs and the South African

Local Government Association towards strengthening struggling municipalities? We already are. Together with Cooperative Governance and Traditional Affairs Minister Pravin Gordhan, we have agreed that there is a need to move away from a one-size-fits-all approach to municipal solutions. Already, we have intervened in the provinces. For instance, in the North West, we will prioritise Madibeng and Ngaka Modiri Molema, and resolve the Bloemhof situation. We are, however, doing good work in provinces like KwaZulu-Natal, with eThekwini Water and Sanitation getting an international award in Stockholm. In instances like

HOT SEAT

Makana in the Eastern Cape, it has a lot to do with corruption, lack of accountability, political interference and the lack of maintenance. There are no early warning systems to avoid situations like the pipe that burst there. When all is said and done, we have managed to reduce our backlog in water and sanitation, despite these challenges.

Do you view the maintenance of existing infrastructure separately from the commissioning of new infrastructure? There is no point in us not looking after our water treatment works, and then going out to look for VIP toilets. That is not the right solution. You should rather maintain your water treatment works and sort out your sewer pump stations. Some of the problems you find are caused by people who want to benefit from providing water and sanitation services, where they buy some OPPOSITE TOP Minister Mokonyane places community involvement as a priority in defining solutions that work for them BELOW The Pongolapoort Water Supply Scheme is set to serve its own communities BELOW RIGHT Minister Mokonyane celebrates the launch of the of the Bush Buck water scheme

of our communities to destroy our infrastructure.

How can communities feel more empowered? In the first instance, you have to earn community trust and establish community buy-in for all proposed solutions. Sanitation and water provision needs to consider the communities’ understanding of the challenges and needs first. Involving them at the final stage of delivering water services is too little, too late, and ultimately unsustainable. Take the Jozini Dam for example. For more than 30 years, that dam has been a singlepurpose dam and we are now converting it into a multipurpose dam, which finally services local villages instead of only distant communities. The challenges facing the nearby community have been well documented, and they deserve to benefit from the infrastructure on their doorstep. Imagine the psychological impact of knowing the infrastructure is right there, with all the benefits being channelled off for the benefit of others. The solution for this community had to factor in the local dam, including what it stood for in the hearts and minds of those living near it.

Turning to the private sector, you are

“When all is said and done, we have managed to reduce our backlog in water and sanitation, despite these challenges.” scheduled to give the keynote address at Consulting Engineers South Africa’s annual conference; what is your key message to this industry? Cooperation is very important; decisive leadership and accountability on how water is being used is important. Government resources are limited, so the role of the private sector in driving innovation is very important. There is nothing wrong with bringing in the private sector in the supply of water and sanitation, but the most important thing is to make sure that government has the capability to drive that. Our partnership with the private sector as a whole is crucial to addressing water security and national development goals. I recently met with the leadership team of the Strategic Water Partners Network, whose multi-stakeholder forum is led by

the public and private sectors. I noted at this forum that the real value of the partnership is in providing a two-way sounding board that both the DWS and the corporate sector should use to improve water management. We are so committed to this that we have decided to assign two senior members within the department to drive the partnership, which at the moment is well focused on water loss management and which we hope to see extend its commitment to industrial water use efficiency as well.

Thank you for finding the time in your extremely busy schedule to talk to us. In parting, do you have one final message? It’s time for Africa to find solutions that are good for, and benefit, us. While we appreciate international support and funding, there must be a skills transfer to Africa.

IMIESA November/December 2014

EXCELLENCE AWARDS

IMESA and CESA celebrate engineering excellence The IMESA Biennial Project Excellence Awards 2014, in collaboration with Consulting Engineers South Africa (CESA), is a celebration of the art and science of infrastructure engineering.

T IS A PLATFORM to showcase and honour innovation, ingenuity and originality in solving the problems of communities around the country, and the growing maturity of the partnerships between local government, public utilities and the private sector demonstrates the robustness of the infrastructure sector in South Africa today. IMIESA congratulates all winners.

WINNERS ROUND-UP PROJECT BRT Section 5 (City of Johannesburg) CATEGORY Roads and Stormwater – Winner COMPANY Nyeleti Consulting THE JOHANNESBURG Development Agency appointed the Luntek Consortium, which consisted of UWP Engineers, Nyeleti Consulting and Lonerock Construction, for the detail design and construction of the BRT Section 5. The entire system is designed to assimilate into the existing infrastructure without compromising safety and efficiency. New drainage systems such as beanie kerbs were used in the median to cater for stormwater in restricted areas. The retaining wall system had to be designed with reverse footings so as not to encroach upon existing properties.

The new concept of clear view fencing was applied over sections of the route to allow for a feeling of open space. The pavement structure was designed to cater for the heavy load of the buses.

PROJECT Investigations and bulk stormwater upgrade to prevent flooding, Sydenham (eThekwini Metropolitan Municipality) CATEGORY Roads and Stormwater – 2nd place COMPANY BMK Engineering Consultants BMK ENGINEERING was appointed by eThekwini Metropolitan Municipality’s Coastal Stormwater and Catchment Management department to investigate and upgrade the existing infrastructure in the 2

IMIESA November/December 2014

community of Sydenham, which experiences extreme flooding. The final combined stormwater bulk upgrade comprised of a 500 m long bulk pipe upgrade using 1.2 m diameter concrete pipelines constructed within ser vitudes between residential properties, as well as a high school, that eventually discharged into an approximate 450 m³ depressed attenuation area adjacent to a rugby field. The Sydenham design was split into three phases, with Phase 1 being the bulk 1.2 m pipe upgrade and the rugby field attenuation, Phase 2 being the 300 m long concrete culvert upgrade, and Phase 3 being the 22 000 m³ attenuation dam facility.

PROJECT Extension of Sandown Road (City of Cape Town) 2

ETHEKWINI

CATEGORY Roads and Stormwater – 3rd place COMPANY HHO Africa Infrastructure Engineers THE NEW SANDOWN link was designed to ease traffic flows in and out of the Table View and Bloubergstrand areas, and provide access across the Diep River to the city’s central and northern suburbs. The M12, when completed, will improve access to the N2 (Cape Town International Airport and Somerset West). The 2.5 km long Sandown Road includes a bridge over the Atlantis rail and forms the first carriageway of the route that links Table View with Durbanville Hills. As the route will be used as a BRT corridor in the future, provisions have been made to widen the sidewalk to accommodate a cycle lane. 3

PROJECT Isando pedestrian bridge – the Walking Wonder (Ekurhuleni Metropolitan Municipality) CATEGORY Structures and Buildings – Winner COMPANY SMEC South Africa THE EKURHULENI Metropolitan Municipality appointed SMEC South Africa to redesign the Isando pedestrian bridge. The new bridge replaces two substandard footbridges from the early 1970s with a 4.5 m wide walkway that accommodates 9 000 commuters crossing each day. With a total length of 446 m, the bridge and its approaches connect Isando rail station with O.R. Tambo International Airport. The central 126.4 m long section of the bridge has a four-span configuration with spans of 25.4 m, 14.8 m, 22.2 m and 64.0 m. The superstructure consists of a continuous composite steel box girder with a 5.4 m wide concrete deck slab. The 64.0 m long main span is supported by two vertical planes of fanned cables that are anchored into the back spans. A main feature of the bridge is its two un-braced cigar-shaped steel pylons. One leans forwards at 11 degrees and the other backwards, hence the bridge’s name. 4

PROJECT Electron Road Waste Management Facility (eThekwini Metropolitan Municipality) CATEGORY Structures and Buildings – 2nd place COMPANY Jeffares & Green THE KEY FOCUS of the Electron Road Waste Management Facility in Durban is to provide a sustainable waste management solution that reduces waste transportation costs, and allows waste to be effectively diverted from the Bisasar Road landfill, which is nearing full capacity. The Electron Road transfer station has been designed to transfer 1 200 tonnes each day. Innovations include a special stormwater treatment process, advanced control booths, a versatile loading magazine and the first-ever use of the modern-day Husmann compaction equipment and related side-pushers.

PROJECT DCD Wind Towers factory (Coega Industrial Development Zone) CATEGORY Structures and Buildings – 3rd place COMPANY WorleyParsons THE DCD WIND Towers factory project involved the construction of a factory that is earmarked to manufacture tower sections to the specifications of all OEMs in the wind sector. The manufacturing facility consists of a 23 m high x 255 m long x 6

77 m wide factory, a 3 500 m² storage and canteen building, a 1 500 m² office building and 26 000 m² of storage space for the tower sections. Some of the project challenges included the following: • high wind loads of the exposed terrain • high loading of the overhead travelling cranes (OTC) with 12 m lifting heights • tight tolerance requirements of the OTCs • an extremely tight construction programme • flexibility to modify the facility for future larger production that might be required by a nuclear project.

PROJECT Ilembe Biogas Project (Ilembe District Municipality) CATEGORY Environmental Winner |

IMIESA November/December 2014

EXCELLENCE AWARDS

Community Upliftment – 3rd place COMPANY Khanyisa Projects THE ILEMBE BIOGAS Project aims to install biogas digesters in the homes of the rural community of Ndwedwe under Ilembe District Municipality. The biogas digesters were built from a combination of brick and mortar, and include a fibreglass dome, an LDPE greywater line and composite pipe for the gas line to the kitchen. The 6 m3 digester caters for up to 40 kg of organic material daily and up to 1 000 litres of water via the greywater system. Existing flush toilets were connected to the digester as well. The system can produce up to 2 m3 of methane gas daily as well as nutrient-rich effluent that can be used for fruit trees and food gardens. 7

PROJECT Malmesbury Wastewater Treatment Works (Swartland Local Municipality) CATEGORY Envir onmental and Water and Wastewater – 2nd place COMPANY Aurecon AURECON INVESTIGATED various options to extend the capacity of the Malmesbury Wastewater Treatment Works (WWTW) from 5 Mℓ/d to 10 Mℓ/d and to convert it into a biological nutrient removal process. The solution proposed was to extend the WWTW using a membrane bioreactor (MBR) and a hybrid system, incorporating the existing treatment works and a new MBR. The use of the hybrid system resulted in all flow 8

up to the peak dry weather flow passing through the membranes and only the peak wet weather flow flowing through the existing clarifiers. The new system also increases the potential treatment capacity of the existing site nearly threefold and produces an effluent that surpasses the standards set by the Department of Water Affairs.

IMIESA November/December 2014

PROJECT Preekstoel Water Treatment Works (Overstrand Local Municipality) CATEGORY Water and Wastewater – Winner COMPANY Aurecon AURECON WAS commissioned to design and implement a biological filtration process to treat borehole water at the Preekstoel Water Treatment Works. The biological filtration process has distinct operational, maintenance, water quality, water loss, and operating and capital cost advantages. The biofiltration process was implemented at Preekstoel for the treatment of borehole water in conjunction with the conventional processes for the treatment of surface water a first in South Africa. The biofilters were designed with the same layout and configuration as a conventional oxidation system. The advantage of this design is that in the unlikely event that the process does not function as effectively as expected, a conversion to conventional chemical oxidation could be made using the same infrastructure. 10

PROJECT Kirstenbosch Centenary Tree Canopy Walkway (City of Cape Town) CATEGORY Environmental – 3rd place COMPANY Henry Fagan & Partners Consulting Structural & Civil Engineers THE KIRSTENBOSCH Centenary Tree Canopy Walkway was designed to be as delicate as possible so as not to disturb the natural beauty of the gardens. For this reason, it needed to be as inconspicuous as possible and the colour of the bridge needed to blend in with the treetops. In order to adhere to these design elements, the engineers carefully planned the route of the bridge, using unconventional methods in its arrangement – such as a single tube section to form the spine of the structure and the bottom chord of the truss, with two box sections for the handrails instead of adding the deck and handrail on top of a conventional structure consisting of trusses or beams. The bridge was also designed to allow more movement than engineers would normally consider acceptable so as to enhance the experience of visitors on the bridge. This 9

design also allows for a cleaner, and less cluttered appearance and feel.

PROJECT Driftsands Wastewater Treatment Works (Nelson Mandela Bay Metropolitan Municipality) CATEGORY Water and Wastewater – 3rd place COMPANY Aurecon 10

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EXCELLENCE AWARDS

THE EXTENSION and upgrade of the Driftsands Wastewater Treatment Works was commissioned to alleviate the flow in the upper Baakens sewer catchment area, one of the three main catchment areas in Nelson Mandela Bay, by diverting flow to Driftsands. The existing capacity at the water treatment works was 12 Mℓ/d and the incoming average dry weather flow already exceeded this on a regular basis. Engineers were tasked with constructing three new 10 Mℓ/d 11

treatment lanes. In order to achieve the 10 Mℓ/d lane, the existing emergency bypass channel was utilised as a fourth screen lane and a new bypass facility was constructed. It also required the construction of a third gritremoval facility. All these new features were constructed under live sewer flow conditions, including the connection between existing and new facilities.

construction contractor made use of local subcontractors, who were allocated batches of houses. During the construction phase of the top structures of the project, the contractor engaged in a number of community development initiatives, which included training courses for local subcontractors in entrepreneurship, home industry, and home maintenance.

PROJECT Wolwedans human settlement development project (Mossel Bay Local Municipality) CATEGORY Community Upliftment – Winner COMPANY Aurecon

PROJECT Boloka Metsi project (Emfuleni Local Municipality) CATEGORY Community Upliftment – 2nd place COMPANY WRP Consulting Engineers

THE MOSSEL BAY Local Municipality appointed Aurecon to assist with the design and construction of 675 fully serviced sites with 40 m2 houses (two bedrooms complete with bathroom, solar water geyser and electricity). The steep slopes on some of the greenfield development sites required skilled engineering solutions for house foundations, the installation of services infrastructure, stormwater and environmental management. Approximately 50% of the labour costs were allocated to the local community and the

THE BOLOKA METSI project is a waterloss mitigation project for the greater Emfuleni Local Municipality, targeted at 115 000 households in Evaton and Sebokeng. WRP Consulting Engineers worked with the municipality to identify priority areas targeted to maximise water savings. Interventions included plumbing and fixture retrofits in both domestic and public buildings, repairs to the distribution system including meters, and valve audits and repairs to manage pressure problems.

THE PROJECT involved retrofitting two dedicated bus lanes, and a 3 m wide, parallel continuous non-motorised transport facility. During the project, engineers were faced with multiple challenges as a result of working within an existing urban environment. Some of these challenges included the following: • existing underground services, in particular the Chevron pipeline and stormwater lines, which had to be accommodated • existing bridge infrastructure (over rail line and the Diep River), which could not be widened due to budget and programme constraints • the relocation of informal residents and containers trading from within the road reserve

• accommodation of existing businesses’ activities and access during construction on the existing corridors. Through this project, areas previously subjected to ad hoc land or transportation uses have been formalised and enhanced by world-class public transport network facilities, services and urban park landscaping.

BEST IN CLASS

MIESA was impressed at the number and quality of entries and congratulates all participants for demonstrating excellence and ingenuity. South Africa can be proud of its capabilities and commitment to the role public sector infrastructure projects play in delivering on the promise of a better life for all. It is the calibre of all the entries that sets the standard for excellence. The following projects give credit to the stature of this year’s awards.

PROJECT Atlantis Corridor MyCiTi IRT system infrastructure: Blaawberg and Potsdam Roads (City of Cape Town) CATEGORY Community Upliftment COMPANY HHO Africa Infrastructure Engineers 14

IMIESA November/December 2014

PROJECT Thembalethu traffic circle (George Local Municipality) CATEGORY Roads and Stormwater COMPANY Aurecon THE GEORGE Local Municipality commissioned Aurecon to design and construct the traffic circle on Nelson Mandela Boulevard, serving as the current border marker of the settlement, as well as a temporary holding facility for the 15

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ETHEKWINI | PROJECT

George Integrated Public Transport Network buses going in and out of the area. Key challenges during construction included the discovery of an unflagged, uncontrolled landfill site, a managing functionality within cadastral boundaries and accommodating vehicular and pedestrian traffic around the nearby school.

PROJECT Wellington: Pentz Street sewage pumping station (Drakenstein Local Municipality) CATEGORY Structures and Buildings | Water and Wastewater | Environmental COMPANY Neil Lyners & Associates THE DRAKENSTEIN Local Municipality appointed Neil Lyners & Associates to investigate the problem with the existing sewage disposal unit system at the Pentz Street pumping station. The new pumping station had to be able to accommodate a wide range of inflows. In order for the system to meet both the low and high flows, the municipality required dual rising mains for additional redundancy. The intention was therefore to utilise a single rising main, on a duty-standby configuration, to cater for the low flows and then activate both rising mains when the pumping station is required to pump at peak system capacity. The new system consists of dual 600 mm GRP rising mains, a 1 150 ℓ/s pumping station and 3.8 Mℓ on-site emergency storage. 16

PROJECT Happy Valley Housing project – Phase 2 (City of Cape Town, Western Cape Provincial Government) CATEGORY Structures and Buildings COMPANY GIBB GIBB'S UNIQUE method of on-site construction was used on the second phase of the Happy Valley Housing project. It comprised a concrete frame that supports the roof and allowed for the walls to be built into it. This allowed for a faster construction process and addressed the 19 challenges inherent in using brick and mortar walls as supports for roofs and the use of inexperienced local labour. The project included several extras to improve the aesthetics and insulation of the units at no extra cost to the 1 300 beneficiaries, including electrical wiring, solar water heaters and extended roof eaves. 17

PROJECT Cape Town Backyard Essential Services Improvement Programme (City of Cape Town) CATEGORY Community Upliftment COMPANY GIBB THE CITY OF Cape Town initiated the Cape Town Backyard Essential Services Improvement Programme to provide electrical and water and sanitation services to people living in informal backyard structures on council rental stock property. The design work included: • design of a new street front underground network to service 1 517 erven in the Factreton township • design of a new streetlight network to replace the existing old system that was supplied by a midblock overhead line network • design of service connections to 188 backyard structures on existing council rental stock. During the construction phase of the project, the contractors employed local community members. Members of the community were also appointed to act as safety guards and community liaison officers helped to ensure complete buy-in from the community and virtually no theft was reported.

PROJECT James Kleynhans bulk water supply (Makana Local Municipality) CATEGORY Water and Wastewater COMPANY Bosch Stemele THIS PROJECT will benefit the lives of approximately 90 100 people in Grahamstown. The community has been plagued by intermittent water supply as a result of persistent drought conditions. The project entailed the construction of: • a 450 mm rising main • a 6 600 kℓ concrete reservoir • valve chambers • a bulk meter and interconnecting pipe work. 19

Engineers had to overcome various challenges with the design and construction of the pipeline and associated structures, including steep gradients, working in a confined servitude (16 m) due to environmental constraints, hard rock excavation without blasting being permitted, and working in close proximity to an existing 350 mm diameter pumping main and Eskom power line.

PROJECT Mhlabatshane bulk water supply (Umgeni Water/Ugu District Municipality) CATEGORY Water and Wastewater | Community Upliftment COMPANY Bosch Stemele A CORE ELEMENT of Umgeni Water’s Mhlabatshane regional water supply project will provide an assured supply of bulk potable water to approximately 100 000 people in the Hibiscus Coast and uMzumbe areas. The project includes the construction of a dam on the Mhlabatshane River, rising mains, pump stations, a 4 Mℓ/day WTW, gravity mains, holding tanks and reservoirs and a mobile, temporary 2 Mℓ/d water treatment plant. The scheme will play a major role in alleviating the backlog of basic water supply to rural communities under the Ugu District Municipality. 20

PROJECT The Gezina bulk water pipeline (City of Tshwane Metropolitan Municipality) CATEGORY Water and Wastewater COMPANY Nyeleti Consulting REPLACING THE 45-year-old Gezina bulk water pipeline was essential to ensure 21

IMIESA November/December 2014

EXCELLENCE AWARDS

reliable water supply to the Magalies and Hospital reservoirs in the City of Tshwane. These reservoirs serve the Tshwane District Hospital, Steve Biko Academic Hospital and more than 6 000 households. Nyeleti Consulting provided design, documentation, procurement and construction monitoring services in order to successfully construct: • 8.3 km of ND500 steel pipeline with a 25 bar pressure rating • 12 concrete valve chambers with various specific functions • five scour valve chambers and numerous air valve chambers. The bulk water pipeline traversed several different environments, including an environmentally sensitive area that posed great challenges for engineers.

PROJECT Mahatma Gandhi Road sewer pump station (eThekwini Metropolitan Municipality) CATEGORY Water and Wastewater COMPANY Hatch Goba THE COMPLEX Mahatma Ghandi Road sewer pump station project was commissioned to free up a prime site within the Durban Point Development Corporation’s upmarket development zone. The eThekwini Metropolitan Municipality decided it best to move the pump 250 m away to a site adjacent to the north shaft of the recently commissioned Durban harbour tunnel. The relocation required engineers to extend the gravity sewer, which supplies the pump station, by 221 m. This tunnel consists of: • a 113 m straight section from the jacking pit • a 102 m arc length with 350 m radius cur ved section to bypass the protected historical harbour master building • a 6 m straight section, breaking into the existing harbour tunnel’s nor th shaft. 22

PROJECT St Helen’s Rock pump station upgrade project (Ugu District Municipality)

CATEGORY Water and Wastewater COMPANY Royal HaskoningDHV THE ORIGINAL St Helen’s Rock pump station provided up to 54 Ml/d of raw water to the Bhobhoyi WTW supplying the greater Port Shepstone area, stretching as far as Margate. Some of the work on the pump station included extensions to the various gantries and cranes servicing the pump station. The main pump station cantilever crane beam was replaced with a 122 kg/m I-beam, which is 10 m long and secured into the main reinforced ring beams with steel plates. The entire mezzanine decking system within the pump station was replaced. Today the pump station is providing an average 66 Ml/d through the off-channel storage dam into the treatment works with a maximum capability of 82 Mℓ/d based on the current Eskom allocation. 23

PROJECT Umtamvuna water supply scheme upgrade project (Ugu District Municipality) CATEGORY Water and Wastewater COMPANY Royal HaskoningDHV THE UGU DISTRICT Municipality commissioned Royal HaskoningDHV to design the overhaul and upgrade of the raw water supply system to the treatment works. Key project objectives included linking the infrastructure to a 172 Mℓ storage dam, replacing an existing pipeline from the river abstraction works, and replacing the low-lift and high-lift pump sets with new, powerful equipment to double the rated capacity of the river abstraction works. 24

PROJECT: Quinera Wastewater Treatment Works upgrade (Buffalo City Metropolitan Municipality) CATEGORY: Water and Wastewater COMPANY: SRK Consulting

IMIESA November/December 2014

THE BUFFALO CITY Metropolitan Municipality appointed SRK Consulting to design and implement the upgrade of the Quinera WWTW. SRK also had to upgrade the surrounding infrastructure. Some of the work on the project included: • installation and commissioning of mechanical equipment such as a new concrete splitter box, a second concrete aerobic reactor, a new waste-activated sludge dewatering system, a conveyance system, a pumping system, a new chlorine house and extended chlorine contact chamber • construction of a water reticulation network • construction of a new substation building • construction of a paved access road. 25

PROJECT Phelandaba sanitation project (Mkhanyekude District Municipality) CATEGORY Community Upliftment COMPANY Makhetha Development Consultants

THE PHELANDABA sanitation project involves maximising employment in the communities of northern KwaZulu-Natal, between Mbawana (south), Manguzi (east) and the Mozambique border (north), through the installation of 6 876 toilets. At the core of the project is the promotion of community participation and ownership. Thus far, 102 builders have been trained and 1.7 million blocks have been made by community-based block makers. Builders on the project work as independent 26

IMIESA November/December 2014

EXCELLENCE AWARDS

upgrade (George Local Municipality) CATEGORY Community Upliftment COMPANY SMEC South Africa THE PROJECT to design and implement approximately 2 km of residential streets in the George neighbourhood of Thembalethu aimed to provide the community with direct access to the CBD and improve the existing stormwater drainage network. Some of the project outputs included: • 38 contractors and 26 200 person-days of employment • 2 km of new paved roads and 3 km of new sidewalks • 18 new bus stops • 1.2 km of new stormwater drainage. Through the project, the community received access to a safe, convenient and accessible public transport system, work opportunities, educational and recreational facilities, and reliable and affordable scheduled service. 27

contractors and not as employees, improving tendering and bargaining skills for participants. The project has seen a growth in the development of local entrepreneurs and is expected to pay a total of R17 million to the community.

PROJECT GIPTN: Thembalethu roads

PROJECT Enguga, Entshayabantu and Macksam water supply (uMgungundlovu District Municipality)

CATEGORY Community Upliftment COMPANY Sukuma Consulting Engineers THE ENGUGA, Entshayabantu and Macksam community water supply scheme formed part of the uMgungundlovu District Municipality’s regional plan and involved upgrading an existing extraction point on the Nzinga River to create a supply of potable water to 15 120 people. This was done via bulk supply and reticulation networks, terminating at communal standpipes. During the construction phase of the project, over 500 job and training opportunities were created; amounting to over 800 000 person-days and R1.3 million in wages. Further permanent job opportunities have 28

IMIESA November/December 2014

been created by the municipality as a direct result of additional operation and maintenance activities for which people from within the community have been employed.

PROJECT Integrated programme to promote food security and job creation (eThekwini Metropolitan Municipality) CATEGORY Community Upliftment COMPANY IMS Department – eThekwini Metropolitan Municipality THE INFRASTRUCTURE Management and Socio-economic Development department (IMS) of the eThekwini Metropolitan Municipality was commissioned to coordinate activities that promote food security, job creation and enterprise development. The project included four programmes that trained and included the local community in the construction process. The community farms programme included the design of solutions such as earthworks and stormwater controls to improve drainage, water storage and landscaping. The rainwater harvesting programme involved the construction 29

of a ferro-cement 5 000 l storage tank and the use of an innovative, flexible gutter system that could be used on informally constructed houses. The aquaculture programme involved the construction of five basic reticulating rural ponds and two 6 m3 biogas digesters, which were built by local contractors in Ward 4.

PROJECT Beach and 30 tank set for filming (City of Cape Town) CATEGORY Structures and Buildings | Water and Wastewater COMPANY WEC ConsultinG WEC CONSULTING, together with Cape Town Film Studios and Film Africa, constructed a 70 m x 50 m water tank, on a 100 m elevated fill, to be used 30

for filming purposes. The project was an engineering dream – designing a first-of-itskind structure. The project will change the lives of countless people and will further enhance Cape Town’s reputation as a world-class filming location. The total cost of this project was R17 million.

IMIESA November/December 2014

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www.sasol.com

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FOR PUBLIC INFRASTRUCTURE

The Development Bank of Southern Africa has achieved an increase in disbursements of 39.1%, repositioning itself as both a funding institution and an implementing agent.

IMIESA November/December 2014

PARTNERING FOR INFRASTRUCTURE

Development Bank The restructuring of the Development Bank of Southern Africa (DBSA) in 2012 has delivered big results. The state-owned entity has achieved an increase in disbursements over the last financial year of 39.1%, repositioning itself as both a funding institution and an implementing agent.

he Infrastructure Deliver y Division (IDD) is the centre of the bank’s planning and implementing capabilities and is led by Sinazo Sibisi, group executive of Infrastructure Delivery. Sibisi joined the DBSA as its chief investment officer for its Local Economic Development Initiative and then headed up Development Planning at the bank. The bank then started increasing its client work with the state, providing assessments, advisory services and technical support. Sibisi was group executive for Strategy and Communication when the bank decided to find ways of improving its impact on actual delivery and reposition itself as an implementing agent. This led to the establishment of the Infrastructure Delivery Division.

Impact and reach The bank also wished to increase its impact reach beyond SADC, in order to increase its contribution to driving Africa’s growth potential overall. The IDD examines ways in which the DBSA develop, innovative funding solutions to achieve this. “As a Developmental Funding Institution, the bank should increase how much it funds, which is also a measure for how much delivery is happening,” says Sibisi. “The key challenges within South Africa – and the continent – are around the capacity to implement. There is no shortage of funding but it’s a shortage of projects that is the key challenge. Strengthening our capacity to implement was strategic to our ability to increase our disbursements.”

The power of portfolio planning The IDD’s activities are geared to improve the DBSA’s ability to implement projects in such a way as to maximise their impact in the most financially sustainable manner possible. “In the past, projects were often developed in an ad hoc way, resulting in

IMIESA November/December 2014

missed opportunities for optimal impact and productivity,” says Sibisi. The IDD’s capabilities and capacity as an implementing agent are powerful and allow it to integrate its planning for countries and sectors in single portfolios, rather than multiple agencies with less capacity implementing projects in isolation. “Country development and sector development must both be approached from a portfolio perspective,” explains Sibisi. “A key component of what the IDD does is to take a portfolio approach as a single implementing agent, and thus value engineer to achieve more viable and efficient economies of scale,” she continues. “If you approach projects in a fragmented manner, using a range of implementing agents, then each plan is operating at less than ideal efficiency. It all comes down to the planning.” A country’s portfolio is comprised of the key drivers of its sustainable economic growth. These include the infrastructure and

“You start by taking into consideration the idiosyncrasies of the area you are planning for in order to determine a solution.” Sinazo Sibisi, group executive of Infrastructure Delivery

services which support the economic activity of its citizens and its key growth sectors. Education, health, water, sanitation and housing enable individual economic activity. Electrification, transport, mining infrastructure, agricultural and industrial water supply support key growth sectors. A sector’s portfolio is also made up of all the infrastructure and services specific to its particular needs, and must be developed responsively to demographics, trends and forecast demand within the spatial context of current infrastructure, its functioning and the impact of new infrastructure on its functioning. When development is planned and implemented from this portfolio perspective, the potential for maximum impact is unlocked by aligning public and private stakeholders and project owners, and benefiting from economies of scale.

The value of integrated planning The IDD’s approach to planning also integrates macro- and microeconomic development, viewing projects as part of bigger systems, while evaluating the impact of a project on the ground. This creates opportunities to improve economies of scale that would otherwise not exist, unlocking opportunities to manage multiple projects, use Innovative Building Technologies (IBT), optimise construction logistics and ultimately value engineer infrastructure. A good example of this approach is found in the approach DBSA has recently taken to the development of mining towns. “You start by taking into consideration the idiosyncrasies of the area you are planning for in order to determine a solution,” explains Sibisi. Will the area be sustainable when the mining is over? What type of community lives there? Are there other mines in the area? What are the local municipalities and mining companies planning and working on? The bank is currently engaged by Sasol and Anglo American to achieve optimal outcomes

PARTNERING FOR INFRASTRUCTURE

of Southern Africa for their infrastructure programmes, which are being rolled out both in their areas of operation and their labour sending areas. “By using our assessment tools, we can accurately identify priority areas to achieve sustainable outcomes, while helping to manage the implementation of infrastructure programmes.” Some areas have several mining operations over a tangible distance, and each mining company has its own corporate social investment and social labour plans. (Rustenburg is a good example of this). “We engage with all the mining companies to assess how all these different programmes could be better aligned,” she says. The IDD also engages with the respective municipalities in these areas to align their needs with the programmes as well. Key areas of intervention include revenue enhancement, improving operations and maintenance, financial management and communication and stakeholder interventions. The bank is also looking at enhancing the investment climates in these areas, encouraging other businesses to invest in order to create a more sustainable economic environment, beyond the mines.

The perfect partner As the implementing arm of the DBSA, the IDD has the skills and capabilities to radically change the way South Africa’s developmental plans are implemented, with profound economic and social benefits. Since restructuring, the bank has delivered an impressive number of projects which demonstrate the value of a single coordinating implementing agent, and the value it can unlock.

INFRASTRUCTURE FINANCE 6 core focus areas 1 Health 2 Education 3 Housing 4 Water and Sanitation 5 Transport 6 Municipalities. “These areas were chosen in support of key national priorities, aimed at enhancing economic development,” explains Sibisi.

3 core services 1 Implementing Agent Services 2 Programme Management Technical Support Services 3 Programme Coordination Information Management Services.

THE PROGRAMMES Department of Health

he major programmes being implemented with the Department of Health (DoH) include the building of doctors’ consulting rooms, clinic refurbishment and an academic hospitals programme. The overall programme included doctors’ consulting rooms on 102 sites and the refurbishment of 681 clinics, with 95 completed in Phase One, across South Africa. The academic hospitals programme included the development of a hybrid model, in terms of finance and roll-out. This used to be the Public Private Partnership (PPP) model, but under the IDD, it is taking on a much broader approach, looking at different types of partnerships with the private sector. The IDD is finalising the concept document for this programme, and feasibility studies will be on track by the end of the current financial year. The IDD is also establishing programme management support units with the Department of Health to provide various forms of technical support for the department, including ad hoc technical resources and a programme management information system. This is to ensure the DoH has accurate and current data – supported by existing contracts – on health infrastructure projects nationwide. This is crucial to establishing consistency between financial data and project status. The programme is being handed over to provincial Departments of Health, which would then be responsible for ensuring ongoing data management and reporting. Not all provinces have equal capacity to do this, therefore additional support is recommended at handover. The IDD is also aiding the DoH to develop a master

plan for nursing education institutes.

Accelerated Schools Infrastructure Delivery Initiative The IDD is working on the Accelerated Schools Infrastructure Delivery Initiative (ASIDI) with the Department of Basic Education (DBE), and have already completed 49 schools in the Eastern Cape. The division is currently working on the second batch of 72 schools, 50 of which are also in the Eastern Cape. These schools range from primary schools to secondary schools, and are fairly large projects. The IDD supplied the DBE with a programme management support unit (PSU) as a tool to monitor various implementing agents, including the DBSA. It was originally estimated that around 800 schools would be required, but this figure is thought to be a bit low. Assessments have found that other schools in the area are simply not adequate and the IDD is proposing a comprehensive assessment of schools in order to develop integrated development plans to eliminate these conditions. “It was through the school building programme that we came to appreciate the importance of relationships with suppliers and sorting out the logistics well in advance, dealing with long-lead items first, helping our contractors with cash flow and transporting materials to site,” reveals Sibisi. Although the IDD also provides maintenance plans for the schools, it is a weak area. “We are proposing to the DBE to implement maintenance programmes, drawn from unemployed youth in the areas, who we would train in various trades to maintain the

“It was through the school building programme that we came to appreciate the importance of relationships with suppliers and sorting out the logistics well in advance.”

The Loding school in the Eastern Cape

IMIESA November/December 2014

PARTNERING FOR INFRASTRUCTURE

Phedisong Clinic in Hammanskraal has a solar geyser

schools for a fee on an ongoing basis,” she continues. “The plan is to let it unfold organically, and I am sure we will find that some individuals take an entrepreneurial approach to it, while others will be happy to focus on simply supplying the service.”

Human settlements The IDD is working with the Eastern Cape Department of Human Settlements on a number of housing projects. “This portfolio has seen a lot of growth. We completed 200 housing units in the first phase, and we are currently completing 800 housing units in the second phase. The third project will see us completing around 7 000 housing units.” The National Department of Human Settlements has recently approached the DBSA for support in their recently announced megaprojects. “We are still working through the details of how we will support the roll-out of the various megaprojects, from planning through to implementation. Integrated planning will be especially important with regards to the bulk services that will support these mega housing projects.”

Municipal sector – SIP 6 (The coordination function) The Strategic Infrastructure Project 6 (SIP 6) focuses on the 23 poorest district municipalities in South Africa. IDD has begun its work with spatial planning, and is currently finalising business plans for different districts and identifying and prioritising catalytic projects, as well as identifying who will do these projects. A key element of its approach is to identify existing projects and determining how they can be better coordinated. “For example, we may find that the Departments of Education, Water and Sanitation, Eskom and Department of Transport are all working in a specific area, but coordination between their different projects would be non-existent. This reduces the developmental impacts of the projects and brings about inefficiencies. Taking all this into account, we will develop a business plan for the 23 districts, and then monitor and track delivery and progress.” This information is then presented to

IMIESA November/December 2014

the Presidential Infrastructure Coordinating Council (PICC) to better understand where it needs to intervene and the reasons behind any obstacles to these critical projects.

Water and sanitation sector The IDD is working on two programmes in the water and sanitation sector, both of which are under concept development. The first is being developed with the Department of Water Affairs (DWS) towards establishing a joint programme focused on improving water quality management, with specific reference to the maintenance of boreholes and other water resources in deep rural areas. As with the schools maintenance programme, skills development and job creation is its core, aimed at training unemployed youth in the area, guided by experienced technical leads towards creating business opportunities or enhancing potential for employability. A similar programme is also being considered for the maintenance of water.

“In the private sector, the areas requiring skills include IBTs, virtual design and construction, and value engineering. We have also found a gap in our tertiary institutions when it comes to multidisciplinary programme management. Complex construction programmes are vital to optimising service delivery, and there is a lack of this type of managerial skills, which we want to address. The other key gap is in planning and scheduling of infrastructure programmes.” The bank intends to use the 70/20/10 approach, which observes that people learn most ef fectively through 70% experiential learning, 20% social learning, and only 10% traditional classroom learning. “This represents a complete shift in how government and private sector are currently doing things, changing the focus of learning from ‘know what’ to ‘know how’,” enthuses Sibisi. “The programme is designed around what they can do in the workplace, extending the benefits of learning into something tangible, like delivered infrastructure.”

“In the private sector, the areas requiring skills include IBTs, virtual design and construction, and value engineering.”

The DBSA Infrastructure Delivery Academy (IDEA) “We are establishing an academy, partnering with technical vocational education and training (TVET) colleges to start creating a skills pipeline for the water sector as a whole and providing access to employment.” Again, it’s the IDD’s coordinating capability at work, creating an intervention that maximises opportunities, including job creation, key maintenance challenges and boosting service delivery. “The academy has three core components: one being artisan development, in partnership with TVET colleges, as well universities of technology specifically for health technologies maintenance. The second component focuses on outcomesbased learning, which is about improving the manner in which the built environment sector operates and building practical infrastructure delivery management skills.

SADC programmes The DBSA has recently initiated the SADC Water Programme, currently funded by KFW. The programme entails the identification, funding and implementation of cross-border water projects. “A key problem with cross-border projects is funding. A water basin may exist in country A, but could also be a practical water source for country B. Country B could contribute to funding the infrastructure to access water, while country A benefits by receiving the infrastructure,” says Sibisi, by way of example. “The DBSA’s role is to try and facilitate a level of cooperation between the two countries by establishing viable structures in which both parties benefit.” Another SADC project is the Regional Spatial Development Initiatives Programme (RSDIP) which was inherited by IDD during the bank’s restructuring. The RSDIP also identifies catalytic projects like the Mtwara Gas-to-Industry Project in Tanzania.

PARTNERING FOR INFRASTRUCTURE | PANEL DISCUSSION

Partnering

he effective utilisation of consulting engineers in local government has never been more important. It could be argued that South Africa is unique with its highly skilled private sector, and overly politicised public sector. In Sweden, 95% of Consulting engineering work is done from within the public sector; in South Africa, this is the reverse. The development of the construction industry as a whole occurs in the partnership between the public and private sectors, and call for your companyâ&#x20AC;&#x2122;s input. Quality engineering ser vices are at the heart of excellence in project design and deliver y. We know that quality is sacrificed in favour of cost and BBBEE. Added to this, the procurement system is highly flawed

and National Treasur y is looking for input, industr y-wide, to address this. Times are changing in South Africa and the political will to improve the roll-out of public infrastructure has never been more evident. From the pronouncements of Pravin Gordhan, to the Presidential Infrastructure Commission, to the highlevel engagement of institutions like CESA â&#x20AC;&#x201C; all are geared towards fixing what is broken and getting South Africa on track. In this editionâ&#x20AC;&#x2122;s Panel Discussion, IMIESA invited consulting Engineers to engage with South Africaâ&#x20AC;&#x2122;s most established public infrastructure community, providing detailed perspectives of their expertise and contributions to building and maintaining South Africaâ&#x20AC;&#x2122;s infrastructure and ser vices assets.

IMIESA November/December 2014

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PARTNERING FOR INFRASTRUCTURE | PANEL DISCUSSION

PAR RTNERING G FOR PUBLIC INFRA ASTRU UCTURE E Imraan Mahomed | SA East District Manager | AECOM

ow can your company, at all levels, contribute to helping public sector decision-makers understand each stage of the infrastructure delivery process? IM It has long been said that knowledge is power and it is no different in addressing the needs of infrastructure development in our country. Successful projects happen when all roleplayers share a common focus understanding and expectations. Good relationships, developed over time, allow all project partners to genuinely understand each other’s needs. To this end, AECOM has had substantial success in the use of key account management programmes with major public and private clients. This involves proactively focusing a group of executives within our business on a particular client or industry, and developing an ongoing conversation challenges that we may face in the infrastructure delivery process. These conversations may occur within structured forums, such as business chambers, or industry bodies. For large public clients, a willingness to engage with experienced professionals within the private sector will ensure that infrastructure success is achieved. As AECOM, we are committed to proactively facilitating these conversations.

From feasibility and design to roll-out, what

specialty services does your company have to offer local government in achieving best practice?

What is your company contributing to skills development and transformation? This is a

AECOM is able to offer a full ‘cradle to grave’ service. From economic feasibility studies, to programme management of client budgets, through detailed design, commissioning and operation, we have experts in South Africa who have successfully implemented every phase of a project. Our detail design services cover all engineering disciplines, and we now offer architectural, sustainability, and fire engineering as new services one-stop shop. Most recently, the organisation has formed an EPCM focused business line, which is becoming an increasingly popular contracting model. Looking ahead, we see our design, planning and economics capability as particularly useful to local government clients. Here we are able to offer genuine prefeasibility studies, contracting and funding model design, and high-level master planning of infrastructure that considers future needs. In addition, our ability to offer programme management and capacity building should make us an attractive partner.

key focus area for our executive leadership. Skills development and transformation is driven by our CEO. All recruitment and staff development initiatives are scrutinised by our Executive Committee to ensure that AECOM functions as a leading corporate citizen to develop professionals with technical skills that make a lasting contribution. Our skills development programmes are structured as follows: • We have run a successful bursary programme for students for decades that ensures students are able to pass their undergraduate degrees and are guaranteed placement for their first jobs. • Our new Graduate Development Programme focuses on young employees with limited work experience who have not come through our bursary programme, and supports them with training, mentorship and work experience towards professional registration. • Our elite Futurenow Programme is offered to young technical staff that are soon to be registered, providing them with internal and external mentoring and training in hard and soft skills.

What innovations in these disciplines are you contributing to the market? AECOM has a global

• AECOM is committed to the training of all levels of staff. • Selected senior candidates are offered structured leadership training, and formal academic study for senior staff is encouraged through the provision of bursaries. AECOM is also fortunate to be able to contribute substantially to the training and development of technical professionals who are not our own staff. AECOM is an active participant in the development of technical skills in South Africa and we are fully committed to the transformation of our industry towards a sustainable future. AECOM’s KEY OFFERING Our business is focused on four basic ‘End Markets’ namely, Buildings and Places, Civil Infrastructure, Construction Services and Resources & Industry, each offering the following business lines: Buildings and Places • Building engineering • Design, planning and economics • Programme, cost and consultancy Civil Infrastructure • Transportation • Water • Energy Resources and Industry • Environmental • Mining and Metals • Oil and Gas

reach, with 100 000 employees with experience at the cutting edge of their respective fields. They are thought leaders in a number of fields and this experience is offered to every client we service. Spring Grove Dam

IMIESA November/December 2014

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

PARTNERING FOR INFRASTRUCTURE | PANEL DISCUSSION

PAR RTNERING G FOR PUBLIC INFRA ASTRU UCTURE E Dr Leon Geustyn | Director | GLS Consulting

hat range of services does your company

provide? LG Our company provides a 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 to perform optimisation of operation, master planning and asset management support analyses, such as prioritisation of component assessment, refurbishment or replacement. Related services are water loss and demand management strategy planning, which includes water balance audits and KPI monitoring, water age and quality modelling, system risk analysis and related mitigation measure planning as well as revenue enhancement potential analyses with respect to meter reading issues and possible related interventions.

What should municipalities know about your company’s particular strengths? Apart from our extensive experience over more than 25 years in this specialised field, gained in all types of situations and configurations, our strength lies in an outcomefocused service with no compromise towards attention to the details that matter. A particular strength is also the fact that we develop and maintain our own software

systems, internationally recognised as being at the forefront of technology, allowing the engineering specialists in the company direct access to rapid additions of functionality or customisation of the software, which contributes very positively to the client experience.

What services are indispensable in the field asset management? The proper understanding of the functioning and hydraulic capacity of water and sewer systems, and the corresponding ability to perform scenario testing, provides a quantum leap in realistic asset valuation and the required life-cycle asset management. Not only does the hydraulic analyses inform with respect to attributes, such as criticality, utilisation and performance at component level, it also provides the platform for risk-based refurbishment and replacement prioritisation and planning.

How does your company partner with municipalities? Our preferred and most common form of engagement with our clients is a longer-term (up to three years) contract with a detailed set of deliverables and monthly payments. This type of engagement allows for the establishment of a very efficient partnership, where both parties know exactly their roles and responsibilities to be performed on a regular basis. It also enhances the ‘single team’ working format wherein each party performs those functions that it is

most knowledgeable and experienced in.

How do you manage the transfer of skills to your clients? We prefer a hands-on approach for the transfer of skills. This implies that we would perform our work with the relevant client staff being involved in the process, initially through observing, then through executing work under our supervision and finally just with some quality confirmation by us. The nature of the subject we deal with is that all parties need to understand the details pertaining to data quality, which also automatically leads to skills transfer.

What specific types of training do you offer? GLS Consulting offers CESA CPD accredited courses in the analysis and design of water distribution systems using Wadiso (2 CPD) credits and the analysis and design of sewer systems using Sewsan (1 CPD) credits. These structured courses are either presented at the client’s site, our dedicated training centre in Stellenbosch or EOH’s training centre in Johannesburg. We also offer ad hoc courses in using our dedicated SWIFT software, which interfaces with municipal

billing systems to perform water demand analyses and related metering statistics, as well as training in using our Albion software, which is a customised CAD/GIS package). As stated, we also provide training in all other aspects of our consulting services.

What differentiates your approach to training? We focus on hands-on training using our software. However, the background knowledge is general and applicable to any other software package.

What support systems do you offer and how is it integrated into your offering? In performing our consulting services, we dedicate a team of specialists to a client. This results in providing support that is always informed and prepared. This service is included in the contract costing model. For customers using our software, we assure a 24-hour return time on any queries via email. We also offer telephonic support, from general installation-related issues to specific modellingrelated queries to all clients who have a valid service and maintenance agreement that carries an annual cost.

Computer analysis software indicating water distribution zones

IMIESA November/December 2014

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PARTNERING FOR INFRASTRUCTURE | PANEL DISCUSSION

PAR RTNERING G FOR PUBLIC INFRA ASTRU UCTURE E Martin Lyons | Head of Sales, Southern Africa | NuWater

hat range of services does your company

provide? ML NuWater designs, builds, owns and operates advanced water and wastewater treatment plants. Our plants incorporate both our proprietary technologies, such as our patented and proven 16″ reverse osmosis (RO) technology, as well as carefully selected third-party technologies. We specialise in compact, modular and highly scalable plants covering a range of capacities, starting from as little as 50 m3/day through to 50+ MLD (million litres per day). Our primary technology focus is on membrane technologies and related pre- and post-treatment technologies. Our technology suite extends through to brine management and zero liquid discharge (ZLD), and the management of both organic and inorganic waste streams. NuWater also offers a range of services covering project development, project execution, operations and maintenance, as well direct equity participation in projects and project financing.

What should the water industry know about your company’s particular strengths? NuWater is a South African company with world-class reference plants and projects. These include our 55 MLD plant at Singapore’s Public Utilities Board for the reclamation of secondary sewage water, a 10 MLD seawater desalination

plant at YTL PowerSeraya in Singapore, our 20 MLD mine wastewater reclamation plant at Anglo American Thermal Coal in South Africa and mine wastewater treatment plants for Gold Fields in Ghana. Although the NuWater team possesses the skills and experience to do so, we are not focused on EPC projects and rather look to maintain long-term involvement in projects through direct ownership participation, or through ongoing involvement in the operations and maintenance of the plants we design and build. This ensures that our interests remain aligned with those of the customer and project partners throughout key periods of the project life cycle.

How does your company partner with the water infrastructure industry? NuWater’s range of technical, project execution and commercial skills and experience allows us to work with like-minded customers and partners in the water infrastructure industry to deliver more innovative solutions to the pressing challenges that South Africa and the rest of the continent is experiencing. This may include

the adoption of our rapidly deployable and redeployable plants, the incorporation of our RO technology into the projects of our partners, or the contribution of technical and financial resources on build, own and operate projects. NuWater takes a collaborative approach with its partners to deliver the most innovative and lowest lifetime-cost projects. This sometimes means that we have to be very selective about the types of projects we undertake, and the partners we engage with, to ensure that there is a clear value contribution from both us and our partners.

What support systems do you offer and how are they integrated into your offering? The systems that support our offerings are both technical and human in nature. Our plants incorporate sophisticated instrumentation and control to ensure they operate efficiently and adjust to changing operating conditions. This includes ensuring that they protect themselves as far as possible from damage due to unexpected events such as serious feedwater contamination. Our plants can also be remotely monitored

and operated. We also recognize, however, that the human aspects are even more important when it comes to the successful delivery of projects and the ongoing efficient and reliable operation of water and wastewater treatment plants. We therefore invest heavily in our people and processes to support them in their interactions with partners and customers. The starting point for this is ensuring a corporate culture that demands openness and accountability, both within our own team and when it comes to interacting with our partners and customers. This approach ensures maximum value is derived by all parties involved from the support procedures and systems we have in place.

How do you manage the transfer of skills to your clients? At NuWater, we believe that the development of skills in the water sector in South Africa, and elsewhere, will lead to a more vibrant and dynamic sector in general – something we are ideally positioned to benefit from. We aim to be the partner of choice for both end customers, as well as their advisors. In order to achieve this, we endeavor to provide thought leadership and innovation in the sector. This includes educating all parties we interact with, both on our technical offerings as well as the benefits we can bring through commercial collaboration, be that with private or public sector customers and partners. World First - NuWater’s 16” RO technology at 10 MLD YTL PowerSeraya seawater desalination plant in Singapore

IMIESA November/December 2014

PARTNERING FOR INFRASTRUCTURE | PANEL DISCUSSION

PAR RTNERING G FOR PUBLIC INFRA ASTRU UCTURE E Hans Karemaker | Manager: Infrastructure & Environment, Business Development & Strategic Marketing | WorleyParsons

ow can your company contribute to helping public sector decision-makers understand each stage of the infrastructure delivery process? HK WorleyParsons assists our public sector clients by developing a Decision Support Package (DSP), which is a compilation of key project information required to enable an informed decision to be made by the client on whether or not to fund the project or project phase under consideration. This package contains information that has been derived from the work completed during the project development, including supplementar y information prepared by the client and/or other third parties as applicable. The DSP contains information to allow decisions to be made on the basis of three key areas: • business case assessment • risk analysis • technical compliance assessment.

From feasibility to design and roll-out, what specialty services does your company have to offer local government in following best practices? Over and above the technical and project management capability of our staff, WorleyParsons has a responsibility to deliver compliant, safe and sustainable engineering solutions for asset life cycle to our clients that ultimately promote the health and well-being of personnel, the community and the natural environment. Safe and Sustainable Engineering for Asset Life Cycle (SEAL) is WorleyParsons’ enhanced engineering delivery model, developed to improve delivery of safe and sustainable asset life-cycle design solutions. The framework is simple, built around best practice approaches to safe and sustainable design, and can be customised to suit any size project and phase of the design development process, including improvement projects. SEAL complements compliance with a risk-based approach to planning, design development, decisionmaking and engineering execution. The benefits of integrating a risk-based

process into engineering design development are numerous. In addition to the prevention of injur y and disease and harm to the environment, acknowledging the following benefits: • reduced costs • improved usability of products, systems and facilities • improved productivity • better prediction and management of production and operational costs over the lifecycle of a product • compliance with legislation • innovation – safe design demands new thinking.

What key disciplines does your company specialise in? WorleyParsons provides ser vices in four main sectors: • infrastructure (public and resource infrastructure markets) • power • hydrocarbons • mining, minerals and chemicals. The public infrastructure business sector covers: • transport – roads and highways, rail and airports • ports; marine and terminals • water and wastewater • urban infrastructure and housing development and resettlements • geotechnical • buildings and ser vices • electrical and mechanical engineering ser vices • environmental, restoration and social (society) ser vices • advisor y ser vices • waste management.

What innovations in these disciplines are N17 Leven to Trichardt

IMIESA November / December 2014

you contributing to the market? Innovation at WorleyParsons is not new. For that reason, WorleyParsons implemented the Innovation Incubator. This initiative is dedicated to fostering the innovation ecosystem. The idea of an ecosystem is important; innovation doesn’t happen in a vacuum – it involves people, ideas, processes and the development of a culture that embeds innovation in all aspects of our daily work. Ever yone working for WorleyParsons has the ability and opportunity to participate and the Incubator is the mechanism to enable this across diverse teams. WorleyParsons has also developed, as an example, EcoNomics™. EcoNomics™ is about delivering profitable sustainability to our customers’ projects; it turns our customers’ sustainability objectives and policies into project reality. It is delivered through our existing project deliver y processes. EcoNomics assessment is a sophisticated way of considering the financial, social and environmental implications of decisions, providing quantification in monetar y terms of the economic sustainability of a course of action or options. By explicitly placing rand values on assets not normally included in a financial NPV calculation, such as water, carbon, biodiversity, and community amenity, the effect of these issues on project decision-making can be assessed in monetar y terms, on a like-for-like basis. EcoNomics assessment quantifies sustainability. This

way, if a project or option is economic, it is by definition sustainable. Uneconomic options are not sustainable because society does not receive enough overall benefit to justify the costs involved.

What is your company contributing to skills development and transformation? WorleyParsons RSA has an approved corporate social investment programme, as per the economic empowerment programme, including enterprise development (ED), which includes free consulting ser vices in the areas as detailed. We are certified by the economic empowerment rating agency Empowerdex as a level-two contributor as well as a value-adding enterprise. WorleyParsons RSA has certified black ownership of 30% and black female ownership of 13.27%. An ED programme is funded by WorleyParsons and an ED business centre was established in Johannesburg, consisting of nine promising small businesses. WorleyParsons RSA contributes R150 000 per month by supplying these small businesses with office space, computers, telephones and printing facilities at no cost to the businesses. The business owners have access to technical mentorship and technical skills transfer from the local WorleyParsons knowledge base. Further, these businesses have been incorporated into the group’s supply chain. Additional assistance in marketing, financial advice, tender preparation, human resources and business processes have also been provided to the

business owners. Internally, WorleyParsons further helps our staff in the next vital phases of their career development and guides them to their ultimate objectives. That’s why we’ve developed a truly innovative and dynamic graduate development programme that has been expertly structured to provide staff with the maximum breadth and depth of engineering experience during their first three years in the workforce. Additionally, WorleyParsons has an online e-learning training module, allowing employees to be trained on a number of topics including codes of conduct, health and safety, procurement and project management systems, among others.

Complete solutions... for the resources and energy sectors

What is your company’s vision for a sustainable future, and how does this fit in with the common cause of South Africa’s need for development and investment? WorleyParsons is a professional ser vices business, a partner in delivering sustained economic and social progress, creating opportunities for individuals, companies and communities to realise their own futures. WorleyParsons delivers projects, provides expertise in engineering, procurement and construction and offers a wide range of consulting and advisor y ser vices. We cover the full lifecycle, from creating new assets to sustaining and enhancing operating assets, in the infrastructure, hydrocarbons, mineral, metals, chemicals and power sectors. Our resources and energy are focused on responding to, and meeting the needs of, our clients over the long term.

WorleyParsons supports the resources and energy sectors, offering environmental and restoration services, development of water processes, rail and port assets, power generation and transmission sectors. - 1,800 local employees - Deep local knowledge - Global expertise - BBBEE Level 2

countries

166

www.worleyparsons.com IMIESA November/December 2014

offices

37,500

people

PARTNERING FOR INFRASTRUCTURE | CONSULTING ENGINEERS

The challenge of regulation and procurement Consulting Engineers South Africa’s (CESA) latest Bi-Annual Economic and Capacity Survey (BECS), January to June 2014, indicates that regulation issues, including the procurement of consulting engineering services, remain one of the biggest bigges challenges faced by the industry.

ROCUREMENT IS currently based on price and BBBEE points, with functionality or quality having a minimum threshold, thus being largely price driven. This is affecting tender prices, as firms sometimes tender below cost in view of the diminished availability of projects. “The way that the ser vice of consulting engineers is procured is a sore point and leaves a lot to be desired. Even our president, Abe Thela, cautioned about this practice that relegates our noble profession to

becoming commodity goods,” says CESA CEO Lefadi Makibinyane.

Accelerating implementation Unrealistic tendering fees remain a concern for members, while the extended time it takes to finalise a proposal is affecting profitability in the industr y. The quality of technical personnel is argued by some firms to have deteriorated, putting greater risk on the built environment sector. Skills shortage is regarded as one of the most significant institutional challenges faced by the private and the public sector. CESA has offered their ser vices to government to procure and implement projects, and advocates a speedy review of the Preferential Procurement Policy Framework Act (PPPFA). This will not only harmonise the procurement modalities of the professional ser vices (which includes consulting engineering) but will bring accelerated implementation of the National Infrastructure Development Plan. After a more optimistic 2013, conditions in the first six months of 2014 appeared to have been less satisfactor y. The confidence index for the first six months was revised downward from an expected level

“I would like to urge government departments and entities to establish a panel of consulting engineers for the speedy mobilisation and fair distribution of work among the profession.” Lefadi Makibinyane, CEO, CESA 40 40

IMIESA IMI MIE M IIE ESA SA November/December November Nov N ovvemb vem emb mb m beerr 2014 2001 2201 01 4 2014

PARTNERING FOR INFRASTRUCTURE | CONSULTING ENGINEERS

of 98.3% to 87.7%, suggesting weakerthan-expected conditions. In spite of the slower-than-expected star t to the year, firms are more optimistic with regard to business conditions for the next 12 months, averaging 96.6% for the last six months of 2014 and 96.2% for the first six months of 2015. Larger firms were unanimous in their views that the outlook for business conditions is satisfactor y over the next 12 months, compared with 82.5% of the medium-size firms.

Contractors under pressure The relationship between confidence levels of engineers and civil contractors deteriorated from 2009 onwards, as the business environment in terms of consulting

engineering did not seem to deteriorate at the same pace as that experienced by the civil construction industr y. Opinions expressed by civil contractors, as measured by the FNB/BER indices, were more depressed in the first three quarters of 2014, moderating from a nett satisfaction rate of 66% in the last quarter of 2013, to 55%, 44% and 48% in the first three quarters. The FNB/BER building industr y confidence index, declined to a nett satisfaction rate of 45% in the third quarter of 2014, from 52% in the first quarter. Thus, at a contracting level, conditions in both the building and civil industries are still ver y much depressed. Confidence in the consulting engineering sector generally lags business sentiment. Business sentiment slumped back to a

level of 41% in the first and second quarters of 2014, but showed some improvement to a level of 46% in the third quarter. Business confidence is still negatively impacted by the industrial strike action in the first half of the year, poor economic growth, rising inflation and the expectation of further monetar y policy tightening. Confidence levels have deteriorated since 2007 (when it was at a level of 69%) and, until it recovers back to a level of at least 60%, the outlook for increased private sector investment will remain subdued. Fraud and corruption is affecting the ethos of our society, with a lot of talk and little action accompanying the growing evidence of corruption. CESA is aware that members are under pressure from contractors and corrupt officials to certify

IMIESA November/December 2014

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PARTNERING FOR INFRASTRUCTURE | CONSULTING ENGINEERS

payment for work not completed. This is regarded as an extremely serious matter for CESA and, as such, the organization will be relentless in holding those in power accountable.

Unlocking private sector participation Unlocking greater private sector participation is seen as a critical element to fast-track deliver y, which will support engineering fees and, as such, engineering development in the industr y. Private sector participation in this context refers to involvement on a more technical level (and not as a client), to improve municipal capacity and efficiency. Government must create an environment for the private sector so that it can play a much bigger role in infrastructure deliver y. Many of the projects highlighted in the NDP can be carried out by the private sector

industr y, it is important that these institutions become more effective, more proactive in identifying needs and priorities, and more efficient in project implementation and management. The involvement of non-CESA members in government tenders and procurement continues to threaten the standard and per formance of the industr y. Non-CESA members do not seem to comply with the same standards and principles as those firms that are members. Whether this is linked to complaints of ‘below-cost’ tendering, since 2009, is not certain, but CESA members should be better informed about engaging in below-cost tendering. Foreign firms are also tendering at rates that are not competitive for local firms. Complaints have been received of some of these firms not producing proper drawings and not attending site visits. Clients, unfor tunately, are not always properly

Maintenance critical for growth The lack of attention to infrastructure maintenance poses a serious problem for the industr y. Not only is it much more costly to build new infrastructure, but dilapidated infrastructure hampers economic growth potential. The cost of resur facing a road after seven years, at current prices, is estimated at R175 000 per kilometre, compared to R3 million per kilometre to rebuild – less than 6% of the construction price. In many cases, infrastructure is left to deteriorate to such a state that makes maintenance almost impossible.

Panel of consulting engineers A further challenge to the industr y is to find a way to standardise the procurement procedures applied by the different government depar tments. Procurement procedures should be standard for the

The lack of attention to infrastructure maintenance poses a serious problem for the industry... dilapidated infrastructure hampers economic growth potential

through public-private partnerships. Ser vice deliver y, especially at municipal level, remains a critical burning issue. The consulting engineering industr y is threatened by incapacitated local and provincial governments. As major clients to the

IMIESA November/December 2014

experienced or educated to conduct proper procurement assessments and unknowingly award contracts to these ‘unscrupulous’ firms. While these occurrences may be limited to smaller rural areas, it remains an unacceptable practice.

countr y, or at least for the specific tier of government. “To complement the public sector technical/engineering capacity, which cannot be built overnight, I would like to urge government departments and entities to establish a panel of consulting engineers for the speedy mobilisation and fair distribution of work among the profession, and for competitiveness of the public sector in regards to infrastructure development and refurbishment”, reiterates Makibinyane. He adds that this will ensure the government gets on with its National Infrastructure Plan and boosts the needed business confidence from the current index of 46% to the magical 60% figure.

WATER AND SANITATION | OPINION

The importance of independence An independent water ser vices regulator can improve ser vice deliver y. By Helgard Muller

T IS TIME to reopen the debate in the water sector on the somewhat controversial topic of an independent regulator for water services. In my opinion, this is essential to properly protect the consumer and to support social development and economic growth. Let us first sort out the basic question of why we should regulate water services at all and then discuss the independence of such a water services regulator (WSR). Some water experts like to argue that water service regulation is only needed when the private sector is involved. These proponents usually claim that the public and especially the poor must be protected against the ‘bad forces of the private sector’. There is indeed good motivation to do so as private sector water providers can be so profit driven that water tariffs may be exorbitant, assets and water infrastructure are exploited and run-down and that the poor are ignored in favour of wealthy customers. These experts will also often use England and Wales as the example where total privatisation has necessitated a very sophisticated regulatory regime and well-developed institutions for regulation. The counter argument, however, and I personally share this second view, is that public entities can also be guilty of all of the abovementioned ills. Public water service providers can be driven by popular local politics to stick to unrealistic tariffs and then collect so little of what is due, resulting in insufficient funds for proper maintenance, not even to mention capital expansions. Public entities are often guilty of running infrastructure into the ground and poor people are frequently at

IMIESA November/December 2014

the receiving end of pathetic service delivery. Does this sound familiar? If the main purpose of a regulator is to act in the public interest and ensure that the consumer, both the poor for social development and business for economic growth, can enjoy good services and safe water, then one can never assume that a public water service provider will automatically perform to expectations just because a public entity is supposed to be serving the public and therefore inherently good and efficient. On the contrary, some of the South African municipalities have shown that they definitely do not act in the public interest

“Public entities are often guilty of running infrastructure into the ground and poor people are frequently at the receiving end of pathetic service delivery.” Helgard Muller, specialist consultant: water policy, regulation and institutions

and neither stimulate economic growth nor ensure services to the poor and vulnerable. In 2005, a conference was held in Johannesburg, driven by the topic: ‘Poverty reduction through improved regulation’. One of the conclusions drawn from that conference was (quoting from the formal record of proceedings): “This does not mean that regulation is unnecessary or undesirable where water services are provided by public institutions. On the contrary, regulation can play an important role in ensuring effective and efficient delivery of water services by public institutions. There is therefore, indeed, a strong case for effective pro-poor regulation so as to ensure that public service providers such as municipalities do their rightful job.” Let us then move on to the fundamental matters of how independent a regulator should be and whether it is possible for a regulator to be totally unbiased. There is an argument often used by some experts that the role of a WSR is to ensure that government policies are executed and, therefore, the regulator should not be independent but rather another functioning unit in a government department – this is the current situation in South Africa. If the main purpose of a regulator is to act in the public interest and ensure that the consumer – both the poor and the business sector – enjoy good services and safe water, then the WSR should never be influenced by local political priorities that could be to the detriment of the same public interest. A very practical example is the following: All South African municipalities are mandated to ensure that drinking water complies with the National Compulsory Standards as gazetted in terms of Section 9 of the Water Services Act. These regulations also state that drinking water must comply with SANS 241 as the national drinking water standard for SA. If a municipality does not comply with these set standards, it is essential that a WSR act immediately to

WATER AND SANITATION | OPINION

ensure that the public is warned and corrective steps are taken. In such cases, if the WSR part of a government department and political interests take preference over the public interest, the regulator may be told to ‘go soft’ on the mayor and his officials, and rather support and not regulate. We then have a situation where political priorities become more important than serious health risks. Is it possible for a regulator to be totally independent and unbiased? The ideal in this instance is for the state to ensure that the WSR is aligned with Government’s broad policy objectives. In an ideal world, these policy objectives are also in the public interest. Such a WSR must be allowed to function at separately from Government. Often, however, politicians take total control and argue that public entities such as regulators should simply do as they have been told. While it is important for water institutions such as regulators to align with broader government objectives, it is not healthy if there is political interference in the day-to-day

Is it possible for a regulator to be totally independent and unbiased?

operations of regulators. This could ruin the credibility and objectivity of regulators – essential core elements of successful regulation. I sincerely hope that the new Minister

for Water and Sanitation will, as part of her drive to improve service delivery at municipalities, reopen this debate with the relevant players in the water sector. IMIESA November/December 2014 45

Welcome to the future – a future of Mwangaza We are all writing a part of the script which tomorrow’s society will play out. At Royal HaskoningDHV we would like the title to read: ‘Welcome to the future’ - and for our chapter in that script to read ‘Mwangaza’ - a Swahili word which means ‘light’. Together with our partners and clients we consider how we can create a welcoming future - developing efficient and smart living. Whether switching on a light, travelling to work or drinking a clean glass of water - the solutions and work of our engineers surround us, making lives better and brighter. Our work contributes to the sustainable development of communities. Together, we deliver innovative sustainable answers to today’s challenges. Royal HaskoningDHV is an independent, international engineering and project management consultancy.

royalhaskoningdhv.com/za

WATER & SANITATION

Filtration innovation for a water solution The biggest threat to a sustainable water supply in South Africa is not the lack of storage, but rather the contamination of limited available water resources through pollution from multiple sources, including mines, industry, municipal waste discharge, urban runoff, and aerial deposition. By Nicholas McDiarmid

ONTINUOUS IONIC filtration (CIF) could be the solution. Based on the foundation of IX technology, it can be likened to continuous sand filtration. The salient differences being that in CIF, charged resins are used as filtration media instead of sand and, in addition to removing suspended solids, CIF also ‘filters’ dissolved salts out of the solution.

High results, low maintenance Water recoveries of more than 95% have been realised using this system and production of either agricultural-grade or ultra-pure water with TDS concentration less than 50 mg/ℓ is a reality. The plant has minimal pre-treatment requirements, uses inexpensive chemicals for regeneration and has low power requirements, all of which contribute

ABOVE A CIF installation that treats coal seam gas produced water A CIF plant for groundwater treatment

IMIESA November/December 2014

WATER & SANITATION

Remote control for remote locations The mobility of the CIF allows for water treatment in remote locations and, being automated, can operate independently and be controlled remotely. Easy to operate and maintain, the simple system also generates saleable by-products such as gypsum. A modular CIF plant for produced water treatment

to lower capital and operating costs when compared with competing technology.

Simple, automated, robust The main features of CIF include a resincleaning step to allow the system to operate in the presence of suspended solids, counter-current flow of aqueous and resin phases for high-efficiency ion exchange and that there are minimal moving parts and no complicated internal structures. The plants can be containerised and fully automated, with remote access. These features form part of a robust system capable of treating solutions with a high scaling potential.

IMIESA November/December 2014

Versatility across many markets Because CIF is based on IX technology, it is able to treat water originating from numerous sources and can remove a wide range of contaminants at various concentrations. Niche markets identified for CIF include water treatment in acid mine drainage, mine process and effluent water, groundwater and agricultural sectors using containerised systems, as well as appealing to emerging markets.

Benefits for the market The technology has had significant success in the treatment of coal seam gas (CSG) associated water in Australia. With the government having given the green light for exploration of offshore subsurface exploitation of natural

gas in the Karoo, as well as other indications that CSG exploitation might take place in Southern Africa, this market holds significant potential for CIF in the future. Multotec has recently launched a water treatment and metals recovery solutions and services division in partnership with Australian company Clean TeQ. CJ Liebenberg, environmental process engineer at Multotec, says that the introduction of CIF locally will have major benefits for industry as a whole. Liebenberg says that the CIF technology complements the other products and services in Multotec’s portfolio. “Multotec’s core business revolves around the supply of products and services to the mining and mineral beneficiation industries, including solid/liquid separation units such as centrifuges and filter presses. Our aim with CIF is to assist in the alleviation of water shortage issues and to encourage sustainable development in South Africa. Mining is often regarded as being a non-sustainable enterprise and we intend to be part of the solution.”

WASTE MANAGEMENT

Finding the disposal solution The changing landscape in South Africa and the drive towards creating a sustainable environment is progressing, but not without its own set of challenges. By Nick Mannie and Aiden Bowers, Aurecon South Africa

UMEROUS CHALLENGES have presented themselves in the waste management area and have highlighted the fact that solutions are needed. The ultimate aim is to work constructively with local municipalities to eliminate these challenges and provide the appropriate disposal solution that will lead to good waste disposal in a sustainable manner.

A compelling need Waste management is a challenge in most municipalities in South Africa. This is a growing trend and continues to be an issue for public and municipal officials. The Department of Environmental Affairs and Tourism reports that 87 per cent of municipalities lack capacity and infrastructure to pursue waste minimisation strategies. It estimated that, in 2007, 95% of household waste was directed to landfill. Rising costs, limited revenue and finding alternative ’fit-for-purpose’ solutions continue to challenge municipalities on rendering an effective waste service. Unless the challenges for determining the correct waste disposal solutions can be addressed, a workable solution cannot be achieved.

IMIESA November/December 2014

The advent of democracy and the leap towards a transforming nation has sparked the demand for adequate basic services, of which waste management is one. Presently, there exists a comprehensive legislative framework for waste management in the form of the National Environmental Management Waste Act (Act 59 of 2008) (NEMWA). As government and its respective tiers, as seen

in Figure 1, pursue the implementation of the prescriptions of the Act and associated legislative requirements, the challenge that is arising is determining the right choice of disposal or waste management solution at a municipal level, whether it is at local or district level. It is almost always assumed and practised that landfills are the ultimate solution for disposal in mainly the local municipalities. Due to the vast expanse of the rural local municipalities, landfills are not the ideal solution. This is largely attributed to the rural nature of these towns, distances to travel, low population densities and extremely low income levels. However, these communities regularly recover or recycle waste types, basically leaving the unusable waste items on the landfill. Municipal officials in these areas need to thoroughly assess the specific needs and plan effectively. A key problem in municipalities is the historical development of illegal open dumps, now termed ’landfills’, which have not been properly managed and have contributed to the rise of health and safety issues, contamination of underground water systems and sources. Section 156(1) (a) of the Constitution, read FIGURE 1 Levels of government

WASTE MANAGEMENT

with Schedule 5, assigns responsibility for refuse removal, refuse dumps, solid waste disposal and cleansing to the local government. The required level of conformance to legislation, combined with the escalating cost of operating and building new landfills, further influences the problem.

Challenges Some of the challenges facing municipalities and their officials: There is no waste planning for the town. Past and future trends and dynamics need to be considered. There is a lack of waste management knowledge. Training is needed to understand waste in the larger context and to develop institutional and technical ability. Waste management capacity in the municipal management team is lacking, hampering the ability to direct and take ownership of decisions. This service area is often absent or incorporated into other service areas These municipalities suffer from financial constraints. There is a lack of access to adequate funding from National Treasury, grants or donor funding. Poor financial planning can cripple waste management. Waste infrastructure initiatives are often not seen as a priority and are not being planned for in the right period, or not at all.

Advice offered on available options is often poor. A limited evaluation of potential solutions often forces clients to use traditional approaches. There is a failure to apply ‘back to basics’ approaches. Decision-makers are insufficiently experienced to appreciate that simple, costeffective solutions are required to resolve waste disposal challenges. The promotion of cost efficiencies is overlooked. Emphasis in this area could greatly improve operational and delivery objectives. Insufficient attention is being paid to health, safety and environmental issues. Litter and scavenging on landfills in the local municipalities is an enormous challenge that compromises operations, livelihoods of scavengers and a safe environment.

Strategy and planning In general, no optimal planning or strategy assessment is carried out to understand the current needs versus the future needs of a municipality. Many municipalities do not have suitable decision-making tools or baseline data to assist them in making an informed decision on siting, sizing or determining the type of waste disposal facility or solution they would require. In some instances, municipalities do not have a waste management strategy (WMS) or an integrated waste management plan. These documents

Structures

Governance

Processes • Resourcing • Systems

• Policies • Guidelines • SOPs • Education • Awareness • Compliance • Indicators

• Technologies employed • Loading/offloading • Mechanisation • Routing

• Maintenance • Beneficiation • Controls

Issues to Address • Shortcomings/ deficiencies • Benchmarking • Infrastructure • Management • Risk

normally provide direction for the municipality for waste management. Figure 2 outlines the various aspects that will be assessed and addressed through this WMS. Figure 3 describes the planning process around waste activities at municipal level for both local and district municipalities. The ability of municipalities to implement the right disposal solution is inhibited by the scarcity of skills in waste management in the country, and particularly at municipal level. There are 2 000 waste handling facilities of which 27% are licensed and an estimated 350 (44%) of South Africa’s known private and public landfill sites have permits. It is assumed that most unlicensed sites are not maintained or operated in accordance with the Minimum Requirements for Waste Disposal by Landfill. A WMS should be developed to assist the municipalities and its clients in the minimisation of waste volumes generated, with an ultimate reduction of waste volumes disposed to landfill. The WMS requires a cooperative effort from the municipality and waste generators. Figure 4 outlines the need for a WMS.

Legislative framework The shortage of trained and experienced officials with a sound knowledge of legislative policies, guidelines, frameworks and agreements is impeding the implementation of the correct waste solutions. In addition, the capacity and knowledge base required for future development is often underestimated. Legislation such as the National Waste Management Strategy, the National Domestic Waste Collection Standards and the Municipal Waste Sector Plan are crucial instruments of waste regulation that provide overall guidance on effective waste management and, as such, disposal and infrastructure are inherent parts of this. The Municipal Systems Act 2000 (Act 32 of 2000) describes the core principles, mechanisms, and processes that are necessary

FIGURE 2 (Above) Focus of a waste management strategy

FIGURE 3 (Right) Planning

IMIESA November/December 2014

WASTE MANAGEMENT

to enable municipalities to move progressively towards the social and economic upliftment of communities and ensure access to services that are affordable to all. Its focus is primarily on the internal systems and administration of the municipality. Municipal government objectives are designed to be in accordance with Section 152(1) of the Constitution, FIGURE 7 Integrated which contains the ambiwaste management tion: “To promote a safe system and healthy environment”, as well as the principles of NEMWA and the Bill of Rights as stated in the Constitution. Government’s commitment to long-term framework. This can be achieved through the sustainable development is achieved when most appropriate service provider, ranging explicit recognition is given in its policy-makfrom internal departmental delivery to corpoing processes that its economic systems are ratisation and joint ventures, to private sector essentially products of, and dependent on, delivery options. Figure 6 outsocial systems. These in turn are products of, lines a typical organogram and dependent on, natural systems. for a district municipality for Effective management of these interdewaste service. While this is pendencies (see Figure 5) will require an the ideal structure, there integrated and cooperative management are capacity and resource approach to governance that includes an issues to deal with, which accurate valuation of environmental goods affect the complete service and services. delivery value chain. NEMWA enables the process of decentraliSection 10 of NEMWA sation of functions through assigning powers requires that each local govof general competence to local government. ernment must designate in writMunicipal by-laws are regulated to achieve haring a waste management officer mony with national and provincial legislation. from its administration to be As service authorities, municipalities responsible for coordinating remain responsible for the effective delivery of services and must provide an approTo reduce waste To safely process directed to landfill priate policy To extract valuable and dispose of resources waste with minimal contained within and regulatory waste that can still impact on the environment and health

be used

Implementation of WM interventions implementation of waste hierarchy

Revise commodity handling to minimise waste

Identification of ownership of waste

Need for WMS

FIGURE 4 (Above) Need for a waste management strategy FIGURE 5 (Right) Integrated and cooperative management approach FIGURE 6 (Top) District municipal waste structure

IMIESA November/December 2014

Integrated WM approach - multistakeholder involvement

waste management activities, inclusive of standards and planning.

Financial planning As outlined earlier, financial constraints, deficits in revenue (amongst smaller municipalities), lack of access to adequate funding from National Treasury, grants or donor funding are some of the financial challenges facing municipalities. This is exacerbated by the general lack of experience in financial planning.

Typical challenges: • Waste tariffs are not being correctly calculated or not allocated according to service level. • Municipal officials believe the recovery from waste tariffs will contribute towards paying for waste services or infrastructure but this is not the case in small municipalities, which cannot recover funds due to the income levels of their residents. • The choice of building incorrect infrastructure or providing more than a basic waste service places the municipality in a constraine constrained situation. • Developing landfill landfi infrastructure further requir requires municipalities to provide for f the ultimate closure and reha rehabilitation of the landfill, which is a National Treasury requiremen requirement, GRAP 17 and GRAP 19 resp respectively. To inve invest efficiently in trucks, equipment

WASTE MANAGEMENT

Sensitive but strong

and associated plant, there has to be sufficient waste volumes. Many smaller municipalities invest heavily in this regard and do not utilise them correctly. On the other hand, some municipalities are not spending and investing according to the demand of service required.

Waste service Providing integrated sustainable waste management services in some municipalities can prove to be a challenge with the collection, disposal and treatment of waste. While national government has committed to providing a basic waste service in rural municipalities, households in these areas generally discard waste into open fields as a result of there being no adequate waste infrastructure in place. This is mainly owing to the problem of access and waste streams primarily being organic. Burning of waste is common practice in these areas and increases the risk of health and safety issues. Where there is a landfill, scavenging is a daily activity and existing infrastructure is repeatedly destroyed or stolen, presenting the challenge of how best to provide a sustainable waste disposal solution. Transport costs contribute a large portion of the cost associated with waste management and the long distances to transport waste to landfills continues to question their feasibility. Consequently, municipalities should look holistically at waste management in terms of integrated sustainable waste management. An integrated waste management system has three major dimensions (Figure 7): • stakeholders involved in waste management • the (practical and technical) elements of the waste system • the aspects of the local context that should be taken into account when assessing and planning a waste management system.

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Choosing the correct disposal solution remains a challenge for all those involved in managing waste solutions. The achievement and success of the appropriate waste disposal solution is largely dependent on the planning process and identifying the specific requirement. This requires the following aspects to be addressed: • The upskilling of staff needs attention and, equally, the education of officials and waste officers will need to be included as part of the planning. • raining of waste officers in the current legislation and the requirements thereof is equally important to successfully implementing the right solutions in the municipalities. • Obtaining the correct technical advice and support is another solution to overcoming the challenges of making the right decisions. Waste officers need to thoroughly evaluate the ’needs’ and demand requirements for specific types of waste infrastructure, rather than delve straight into developing a waste facility. The cost of each type of waste facility in terms of capital and operational cost must be weighed. In essence, is it affordable and does it serve the current and projected future needs?

Even fat and oil floating on the surface are not a problem for the TIDALFLUX 2300 F – its capacitive sensors are integrated into the liner and are never in direct contact with the liquid. Featuring a sturdy polyurethane lining, the TIDALFLUX 2300 F is also perfect for demanding wastewater environments. Ex approvals to ATEX and IECex Zone 1 are available as an option. When a rugged job demands a high degree of precision, the TIDALFLUX 2300 F performs and never quits. KROHNE – Water is our world. KROHNE South Africa 8 Bushbuck Close Corporate Park South Randtjiespark, Midrand Tel.: +27 113141391 Fax: +27 113141681 Cell: +27 825563934 John Alexander j.alexander@krohne.com www.za.krohne.com

For a full list of references, please contact nicholas@3smedia.co.za.

IMIESA November/December 2014

WATER & SANITATION

Sustainable sanitation project in Malawi Plastic piping systems donated by Polypipe have been installed in an exciting waste treatment and energy conversion project at Namisu Children’s Village in Malawi.

OME TO UP to 115 orphaned children and staff, and with its own school attended by more than 300 other children from the local area, Namisu Children’s Village is run by UK charity Aquaid Lifeline, which was founded in 1999 to provide care and education for orphaned and needy children in Malawi. In order to solve the home’s twin challenges of replacing unsustainable wood as a fuel source and safely disposing of human waste, the charity, in collaboration with Sustainable OneWorld Technologies, installed the innovative Flexigester, an integrated faecal treatment system. In the purpose-built latrine block, waste is carried away from the toilets through Effast PVCu pipes from Polypipe before entering the Flexigester. Capable of performing anaerobic digestion to conver t waste into biogas, which it then stores until use, the system can also be used for pasteurisation of liquid by-products, deactivating many of the potentially harmful pathogens that may be found in the

waste. The new system allows the village’s children and staff to use pour flush toilets rather than pit latrines, improving hygiene and health, while also providing biogas, which can be used as cooking fuel to supplement the current fuel, wood. The liquid by-product of the system can also be heated to kill pathogens and then used as sustainable, chemical-free fertiliser.

so that they Connecting up the gas pipe work can be sent by air freight to countries such as Malawi, but are strong enough to form the main ‘space frame’ structure of the latrine, as well as carr ying waste. Used worldwide for plumbing systems as well as for the supply of potable water, Effast also features an incredibly smooth bore providing good flow characteristics, as well as abrasion resistance. Les James of Polypipe commentes: “It has been ver y rewarding to contribute to an innovative project that delivers the dual benefits of improving health and hygiene for up to 200 users a day, while producing a sustainable fuel source. The potential for systems such as the Flexigester is huge, as aid organisations seek to improve sanitation in Africa and beyond. The Effast pipes and fittings we have donated are working ver y well as part of the wider system.”

“It has been very rewarding to contribute to an innovative project that delivers...health and hygiene for up to 200 users a day.” Polypipe’s Effast range of market-leading thermoplastic pipework was selected for its durability and ease of installation, and was donated to the project. Easy to join, the Effast range also contributed to the rapid installation of the system, which was erected and ready to use in only three days – a fraction of the time it takes to build traditional anaerobic digestion facilities. The next stage of the project is to use Polypipe’s Effast range to provide latrine kits that are lightweight in nature

IMIESA November/December 2014

INFR SET

PAVING

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HUMAN SETTLEMENTS

Developing Diepsloot A R2 billion integrated housing and infrastructure development in Diepsloot, northern Johannesburg, began with the construction of footbridges last year. Its humble beginnings certainly didn’t suggest the massive extent of this National Priority Project.

HE EXPANSIVE construction project consists of 9 000 houses of various types and tenure options, three schools, five multifunctional nodes, three shopping centres, five neighbourhood parks, a magistrate’s court and a hospital. Esor Construction, through subsidiary Safdev Tanganani, is the turnkey contractor and developer of the 237 ha project.

the bulk of it will be three storeys, making it one of the highest-density integrated developments in Gauteng at the moment. That is the way designs are moving and it is inevitable given the extreme shortage of well-located land and the exorbitant costs of providing bulk services.” Duncan adds that Diepsloot has been classified as one of the top seven National Priority Projects in South Africa at present.

Bridging the old and the new “We started constructing two landmark and iconic pedestrian bridges across William Nicol Drive to the value of R52 million in July 2013. These bridges form part of the bulk infrastructure for the development and will link the current Diepsloot to the new,” Kevin Duncan, Esor Construction divisional MD, says.

Designing high-density living “Currently we are utilising our civils capabilities for the two pedestrian bridges while our building skills will be deployed for some of the top structures. There is not a single free-standing top structure in the entire development, as everything will be either semi-detached or multistorey units. In fact,

Conducting the multiple and varied resources “We manage all the subcontractors, whether electrical, civils or building, while the professional team at this stage is managed by the Gauteng provincial government through its appointed project manager. Another requirement from Gauteng is that 30% of the work by value has to be undertaken by local resources.” Duncan says that Esor Construction brings in the necessary supervisory skills and then deploys small, focused teams to acquire skills as they carry out the actual work. However, the pedestrian bridges are challenging monolithic structures that are being built largely without the involvement of smaller contractors. “The pedestrian

The North Bridge taking shape over William Nicol Drive near Diepsloot

bridges presented an engineering challenge in that it is tricky and difficult to work at a substantial height over a major road.”

Making sure the bullfrog won’t croak The presence of threatened giant African bullfrogs on-site has necessitated onerous requirements in terms of the environmental management plan. “The idea is that as we start building on-site; through some ‘structured coercion’, the bullfrogs will migrate down to the vlei portion of the site that has been designated as a wildlife reserve for their preservation.” Due to the extent of the project, it has also not been decided yet as to whether or not the infrastructure and housing components should be tackled jointly or separately. “From a contractor’s perspective, it will be wonderful just to complete the infrastructure for the entire development before building the first house.”

Mixing it up in a divergent market Duncan says the South African housing market is showing green shoots at present. “We

IMIESA November/December 2014

WATER AND SANITATION | TECHNICAL PAPER

The iconic ‘bird wing’ structures can be seen on the South Bridge

are still sitting with a very under-supplied market, especially on the affordable housing side. There are signs of growth in that projects are being kick-started and the banks are lending again. The government also has to deliver in terms of its national housing budget.” Looking at some of the latest trends in the housing sector, Duncan says that the Diepsloot development will

IMIESA November/December 2014

incorporate a large number of community rental units in order to cater for the bottomend of the market. “Rental is becoming a bigger and bigger component of the affordable and subsidised housing markets.”

Pioneering to advance affordablexhousing Duncan concludes that the Diepsloot project

is a landmark integrated development not only for Gauteng but for South Africa as a whole. “It is developments such as these that are advancing the affordable and subsidised housing markets in the country. There are a number of trends being pioneered at Diepsloot, such as the ‘total street concept’, where the entire road servitude is paved in order to accommodate pedestrian walkways, and cycle and traffic lanes. “Such extensive blacktop is more expensive but it is a far better concept in terms of urban planning as it definitely enhances the living space of the residents.” Duncan adds that the fully subsidised housing units at Diepsloot will feature insulation and even double glazing, in addition to a 20 m2 rental unit attached to each 40 m2 house in order to create micro landlords and help generate additional income for residents.

SHEQ

Dam rehabilitation The National Directorate of Water, through the Regional Administration of Water South (ARA-Sul), has awarded a contract for the rehabilitation of the damaged bottom outlets and related works on the 48 m high Massingir Dam in the Gaza province of Mozambique.

URECON HAS BEEN appointed to supervise the conconcrete outlet conduits; installation of hydropower off takes, struction of these rehabilitation works. Following the raismass and heavily reinforced infill concreting and grouting; and the ing of the full supply level of the dam by the installation rehabilitation of the two downstream radial control gates, includof six large spillway crest gates, a sudden failure of the ing entirely new hydraulic and electrical equipment. outlet conduits in Other work on the dam May 2008 resulted includes the construcin an uncontrolled tion of large-diameter discharge of approxipressure relief wells, mately 1 000 m3 the installation of supof water per second plementar y dam safety to the downstream instrumentation and area, threatening the safety of the dam. crest lighting on the 4.5 km long earth fill embankment. The Funded by the African Development Bank, the project will super vision contract also includes a new water supply and distrienhance the safety of the dam and render it fully operational bution system for the town of Massingir, involving 24 km of various again, increasing its capacity to supply downstream irrigation diameter pipelines, construction of a 150-seat conference centre, demands and thus enhancing the local economy. new roads, the repair of existing roads, and the rehabilitation of Aurecon was previously appointed to investigate the cause of existing buildings and other building works. failure of the bottom outlet works, design the rehabilitation of the bottom outlet works, compile tender documentation Safety, Health, and provide technical ser vices for the client. Environment, Quality “In designing the rehabilitation works, we drew on our previous experience in delivering cost-efficient and conBOEÞ'PPE 4BGFUZ structible major dam infrastructure projects in Africa for Specialists many clients,” Aurecon dams leader Peter Blersch said. “Our local engineers, who have experience working with SERVICES ISO 9001, 14001, 22000, HACCP, OHSAS 18001 ARA-Sul, and who are familiar with the local environment, & Responsible Care: Consulting r Auditing will be super vising the construction and they will be supr Technical Assistance r Training ported by specialists in South Africa,” Blersch said. janene.jansen@intelligentsheq.co.za r +27 (0)82 294 1286 r www.intelligentsheq.co.za The rehabilitation works comprise the installation of TOGETHER WE CAN IMPROVE YOUR BUSINESS 6.4 m diameter steel liners into the existing reinforced

“In designing the rehabilitation works, we drew on our previous experience in delivering cost-efficient and constructible major dam infrastructure projects in Africa.”

IMIESA November/December 2014

SKILLS & TRAINING

Embracing the mentorship of young engineers The Engineering Council of South Africa (ECSA), Gauteng Department of Infrastructure Development (GDID) and the University of Johannesburg (UJ) signed a MOU aimed at supporting recipients of GDID bursaries.

HIS TRIPARTITE initiative comes after the GDID articulated the need to mentor first- and second-year students, since the majority fail to complete their qualifications as they are unprepared for the level of academic commitment required when studying engineering. This has been linked back to the need for stronger life skills support, and ECSA, as the custodian of the engineering profession in South Africa, has designed the pilot model for the support of students in partnership with both the GDID and UJ.

The first-year hurdle Professor Angina Parekh, deputy academic vice-chancellor at UJ, emphasises that the success of a student’s first year determines whether they are likely to stay within a tertiary institutions system. “UJ has introduced a national First-Year Experience (FYE) programme, as a student’s overall success is linked to how well they adjust academically and socially within the university environment,” she says. This FYE has increased the success rate for students to 83%. Member of the executive council of the GDID, Honourable Nandi Mayathula-Khoza, acknowledges the partnership by indicating that it marks an important milestone in addressing the broader needs of the province. “The GDID is committed to creating and sustaining partnerships with universities in the province as it provides an opportunity to actively support the first-year students through life skills training, mentoring and coaching in study techniques. The

• improving the ‘talent pipeline’ and talent schools into the University of Johannesburg on a pilot project basis • improving the poor throughput pass percentage at undergraduate level among previously disadvantaged students • transforming the profession by delivering high-level engineering skills with a specific focus on previously disadvantaged engineering practitioners • facilitating mentorship for engineering graduates.

Responding to needs beyond the mandate “This partnership is a true demonstration of organisations that are aimed at addressing problems that are undeniably visible in the academic environment. As ECSA, we are obliged to go beyond the regula-

“The Pipeline Model utilised in this programme is modelled according to the Thuthuka Model, founded by SAICA.” Nandi Mayathula-Khoza

support for students from the GDID will extend to grade 10 learners, who, through Sci-Bono, will be assisted in maths and science subjects.

A tried and tested model for success

tory function and add value to society,” Gamede concludes. The GDID will oversee the funding and sponsorship of this project, as well as the provision of bursaries and practical experience for the students, while UJ will be responsible for providing a healthy learning environment for the bursar y recipients, and meeting facilities for the engineering students. MEC Mayathula-Khoza concludes by stating that the programme would later be extended to other universities in the province, namely the University of Pretoria and the University of the Witwatersrand.

Cyril Gamede, president of ECSA, points out that this initiative allows ECSA to play a significant role in the social development of South Africa. Sipho Madonsela, CEO of ECSA, adds to this by indicating that the launch marked a proudly South African moment and says, “The Pipeline Model utilised in this programme is modelled according to the Thuthuka Model, founded by the South African Institute of Chartered Accountants (SAICA), which has proven to be very effective.” Listed as priority focus areas for ECSA are matters president of ECSA pertaining to:

“…this initiative allows ECSA to play a significant role in the social development in South Africa.” Cyril Gamede,

IMIESA November/December 2014

South Africa

SUSTAINABLE ENGINEERING SOLUTIONS

Ingérop South Africa is a multi-disciplinary consulting engineering and project management company with more than 120 qualified personnel involved in various projects throughout Africa. As a member of the Ingérop Group of companies - a long established privately-owned French consulting engineering firm currently employing more than 1,500 permanent staff members – we have immediate access to international expertise and technologies enabling us to continuously provide our clients with innovative and appropriate world-class solutions. Established in 1957, Ingérop South Africa has developed strong capabilities to serve both the public and private sector clients in the fields of: infrastructure, public transport, energy, water, environment and socio economic studies. Our range of services include consulting and feasibility studies on any subject relevant to our disciplines, design and construction supervision, as well as commissioning of works on major projects. Corporate Social Investment (CSI) is another key element of the company's business strategy. Our CSI initiatives are aimed at establishing and sustaining positive social development in our surrounding communities. With education being one of our primary CSI focus areas, we continuously concentrate on improving and uplifting previously disadvantaged schools.

Ingerop South Africa supports the MH Joosub Senior Secondary School in Lenasia

Hatfield Station, Pretoria

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Head Office: Block E, Edenburg Terraces, 348 Rivonia Boulevard, Rivonia P.O Box 3867, Rivonia 2128, Tel: (011) 808 3000, Fax: (011) 808 3001, jhb@ingerop.co.za Offices situated in South Africa: Gauteng, Western Cape, Kwa-Zulu Natal & Limpopo Also present in: Botswana, Lesotho, Mauritius, Mozambique and Senegal

IMESA TRAINING

A fruitful four days IMESA arranged a series of courses on infrastructure asset management on behalf of MISA (Municipal Infrastructure Support Agent) in Kimberley.

N THE OPENING morning of the four-day infrastructure asset management course held at the Protea Hotel in Kimberley at the beginning of August 2014, more and more people continued to arrive for an already well-subscribed course (and more and more tables and chairs had to be brought into the course venue), until no less than 36 delegates were assembled, exceeding the number that could comfortably be handled. Nonetheless, all were made welcome. Almost all of the delegates came from municipalities, spread across six of the nine provinces. About 60% had technical backgrounds, whereas nearly all of the remainder had financial backgrounds, with other individuals coming from community participation, programme management, housing and property. An essential part of the four-day course is the periodic group work, followed each time by presentations by the groups. The groups chose their own names: imaginatively, those on this course adopted names such as ‘Diamonds’, ‘Innovators’, ‘Front-Runners’, ‘Big Hole’ and ‘The Big Five’. One evening, about two thirds of the delegates took advantage of the hotel’s location immediately adjacent to the Big Hole Museum, and went on the guided tour. The material presented, and the way it was presented, offered some flexibility. For example: from the morning of the second day, the whole of Kimberley suffered water cuts, thanks to a faulty pump at the main reservoir. The course turned this to practical use as a quick illustration of the equation ‘Risk Exposure = Probability of Occurrence x Impact of Occurrence’. A short walk to, and talk at, the 10 000 l JoJo tank installed

by the hotel showed how the hotel had exercised good risk management in reducing the risks associated with water mains supply cuts. The ‘Building Inspection’ exercise with which the four-day course usually concludes is normally tricky to undertake, for a number of reasons, prominent among which is the varied delegates’ very different levels of comprehension of building terminology. This was eased somewhat on this course by the selection of the 1898 De Beers directors’ private railway coach, together with the station platform and canopy under which the whole thing has sat for 60 years, as the ‘building’ to be inspected by the delegates. This combination provided more than enough alternatives for each delegate to find a selection of component parts, each with one or more ‘defects’, and for them to determine the ‘degrees’, ‘extent’ and ‘relevancy’ of each defect observed. The course material (workbook, PowerPoints) is standard for each course, and neither it nor the presentation is tailored to the skills or level of seniority of the delegates on a particular course. This is by no means ideal – for example, on this course, we had senior people in charge of operation and maintenance, and others who described themselves as ‘an asset clerk’; people radically different in terms of both responsibility

ABOVE Group work was a core component of the course BELOW The hotel's backup water tank is an example of proper risk managerment as explained by Paul Chilton

and prior understanding. An issue with which MISA is grappling is how to assess the value of the courses. The value, that is, not just to the delegates but also to the organisations. And, if the delegates have made a positive difference to the municipality, how to measure it? Has the presence, during a course, of a delegate or two from a municipality made a difference to the way in which that municipality maintains and values its assets, adopts

IMIESA November/December 2014

IMESA TRAINING

Future subjects include GRAP17, risk management and condtion assessment

Infrastructure asset management four day

life-cycle costing practices, or operates more consciously of the need to manage risks? The subjects of courses still to be held during 2014 include GRAP 17, risk management, condition assessment, and levels of service.

All modern economies are underpinned by a vast infrastructure of roads and other transport systems, water supply, waste disposal, energy, telecommunications and recreational networks. The infrastructure of a nation supports the fabric of modern living, which is taken for granted until something fails or no longer provides the expected service. Infrastructure represents a major investment, which, in developed countries, has been built up

progressively over the last 100 years or longer. This, in itself, is reason enough for applying the best management skills to ensure that it continues to provide sustainable and economic service. There are, however, other even more compelling reasons for ensuring that best practices are applied to our national, regional and local infrastructure, i.e. infrastructure networks provide the platform for economic and social development, it is the cornerstone of public health and safety, etc. In the National Development Plan 3 Goal 12, ‘Highly developed and reliable infrastructure’, government states: “A highly developed and reliable infrastructure raises productivity and lowers production costs. Deficient infrastructure – along with weak management and poor economic organisation – accounts for a large share of low factor productivity in developing countries.”

IMIESA November/December 2014

Engineering & the Built Environment

Postgraduate Programme in Civil Infrastructure Management and Maintenance

The key objectives of the programme are to develop a clear understanding of the following aspects: • the concept of civil infrastructure management • practical application of infrastructure management principles in selected infrastructure systems • causes and implications of material and structural deterioration • infrastructure assessment technologies such as non-destructive testing • infrastructure maintenance and rehabilitation strategies • principles of life cycle – life assessment as applied to various types of infrastructure • project management principles for infrastructure maintenance and renewal. The programme is designed to attract students who are aiming to graduate with an MEng or MScEng degree. Both full-time students, aiming to complete all the requirements within one or two years, and part-time students can be accommodated.

COURSE CONTACT WEEK AND TEST DATES FOR 2015 Course

Code

Credits

1. Advanced Infrastructure Management

CIV5067Z

1 – 5 June

2. Project Planning and Implementation

CON5016Z

tba

3. Durability & Condition Assessment CIV5116Z of Concrete Structures

29 June – 3 July

4. Structural Dynamics with Applications

CIV5113Z

14 – 18 July

5. Bridge Management and Maintenance

CIV5115Z

7 – 11 September

For further information, visit our website at www.civil.uct.ac.za/postgraduate or contact the Postgraduate Administrator, Ms Rowén Geswindt, on tel. 021 650 3499 or via email: Rowen.Geswindt@uct.ac.za

University of Cape Town

Contact week

120322

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The proposed programme is designed to offer training in the most major disciplines of civil engineering, underpinned by principles of infrastructure management. The broad areas of interest cover deterioration science, assessment technologies and renewal engineering.

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CEMENT AND

CONCRETE Data shows a significant steady growth in cement consumption, indicating a continuous increase in the use of concrete in general construction and infrastructure. As cement and concrete markets become increasingly dynamic, the need for innovation is important, while precast cement has seen some important developments.

IMIESA November/December 2014

Born in the

New SA Sephaku Cement was born in the New South Africa. It is the first new entrant into the South African cement industry in 80 years and manufactures its world-class products in the most technologically advanced and state-of-the-art plant in South Africa. Itâ&#x20AC;&#x2122;s time to build better so choose new; choose Sephaku Cement. Available in Sephaku 32, Sephaku 42 and Sephaku 52.

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CEMENT & CONCRETE

Greening concrete Small steps taken by the countr y’s leading readymix concrete manufacturers can lead to a groundswell of green initiatives being taken up by the rest of the construction industr y and so have a positive effect on the environment.

O SAYS Monty Olivier of Sustainable Green Consulting, speaking at the recent Southern Africa Readymix Association (Sarma) conference in Johannesburg recently. He noted that even seemingly small initiatives, such as har vesting rainwater, recycling paper and turning off office lights when not in use, can have an unexpectedly valuable impact on the environment – especially when multiplied by the 200-plus member organisations that belong to Sarma. In future, green certification will become an increasingly important aspect of doing business with construction companies that want to follow environmentally friendly policies and Sarma has the opportunity of

being among the first construction-related associations to comply.

Green vs sustainable “Green is really the small, day-to-day things we do like switching off the light when nobody is in the room. Sustainable practices, rather, are the changes in actual practices that have effects downstream in future.

If all companies do their bit to reduce energy consumption, and go green, it can make a massive difference in future

GREEN FACTS Clean drinking water undergoes a highly energy-intensive process to deliver it to your tap of water. What it takes to 10ℓ flush a toilet water to produce 500 mℓ of 3ℓ ofbottled water of energy produced from 30% coal power stations is lost before it can be used

“In order to go green, we need to think about the small things we do; like that it takes 200 litres of water to be able to supply you with a 200 mℓ cup of coffee. If you isolate just the water, it is clear to see that just the smallest adjustments can make a big difference. It’s not that we should stop drinking coffee, it is simply about choosing alternatives that are less harmful to the environment,” says Olivier. Olivier adds that climate change is already causing shifting weather conditions and unpredictable weather. If all companies do their bit to reduce energy consumption, and go green, it can make a massive difference in future. Sarma is already a leader in promoting environmentally sound practices. In future, he suggests, readymix companies can play a leadership role for the rest of the economy to follow, by simply taking some simple steps to reduce their impact on the environment. “In the meantime, readymix companies can set the ball rolling by building more

GREEN IDEAS FOR THE CONCRETE INDUSTRY • Reducing electricity consumption • Promoting renewable energy • Embracing technology to reduce travel (Skype, etc.) • Water conservation • Recycling

energy-efficient buildings, purchasing local products, supporting local communities, reducing waste and saving water,” concludes Olivier.

Monty Olivier of Sustainable Green Consulting

IMIESA November/December 2014

CEMENT & CONCRETE

Building an airport in Construction products have travelled 2 300 km over the South Atlantic Ocean to St Helena, one of the most remote islands in the world, to be used at the Basil Read St Helena Airpor t Project (BRSHAP).

LL THE MATERIALS used in the production of the concrete required, apart from the crushed aggregate, were sourced off the island. Dune sand was obtained from Walvis Bay, while the cement came from Ohorongo Cement in Namibia, the fly ash from Ash Resources’ Lethabo plant in Vereeniging and admixtures from Chryso’s plant in Cape Town. “It was extremely important to keep quantities of materials to a minimum as there was limited space on Basil Read’s cargo ship, NP Glory 4,” Brenton Brouard, Chryso Southern Africa‘s technical manager, explains. “When designing different concrete mix designs, for example, we could not use vast quantities of dune sand because that still had to be transported to the island.” Concrete was specified for the airport runway, terminal building, air traffic control building, fire department building and permanent wharf. Chryso Plast Omega 101 was used in all of the general concrete as well as the concrete for the runway and the precast concrete used to construct the 700 precast Core-loc armour units and hollow blocks for the wharf. The 100 m long, 10 m high and 13 m wide wharf has a rock All of the materials used in the breakwater that had production of the concrete required, to be protected from apart from the crushed aggregate, any possible damage were sourced off the island

IMIESA November/December 2014

caused by ships. “When formulating the concrete mix design for the precast units, it was important to achieve a mix with optimised properties. The concrete had to fill complex mould shapes with limited bleed and settlement. Excessive bleed water would lead to unsightly voids in certain element sections, as well as increasing the risk of both plastic settlement and shrinkage cracking,” Brouard says. Therefore, 12 mm Chryso Fibre Plus polypropylene microfibres were used to increase the cohesiveness of the mix, while Chryso Plast Omega 101 assisted in creating an optimised slump. Chryso Dem Oleo SM was used on all of the moulds to ensure an easy release once the concrete had set, without causing damage to the moulds or concrete. Concrete also had to be transported over long distances on the island, affecting the slump retention and workability. Chryso Tard CE retarder was used to delay the concrete setting time. When necessary, Chryso Rescue Pack slump revival admixture was added to

CEMENT & CONCRETE

St Helena

the concrete in a readymix truck immediately before discharge. “This increases workability and makes it easier to pump or discharge concrete from trucks that may have travelled long distances or been stationary on-site for extended periods,” Brouard says. Chryso’s biodegradable, environmentally friendly cleaning agents Barracuda, Fusion and Truck Wash were used to clean and line the readymix trucks and keep them in good condition. In order to reduce the need for future maintenance, it was decided to build the runway with concrete instead of asphalt. Manufactured from 27 000 m³ of concrete, the runway is 1 950 m in length, 45 m wide and has a maximum thickness of 350 mm, with reduced thickness to the off-keel sections. The runway is mostly unreinforced. Commenting on the complexity and size of the project, Jimmy Johnston, project director, BRSHAP, says: “The long logistical chain made planning vital, and BRSHAP needed reliable suppliers such as Chryso, who can provide the correct product at the required amount on an agreed date and time.” TOP Over 700 units of precast Core-loc armour units (7 tonnes per unit) and hollow blocks (27 tonnes per unit before filled with stone) were placed by crawler cranes via GPS around the wharf, from the surface bed to just above sea level BELOW About 700 litres of Chryso’s products have been shipped 2 300 km across the South Atlantic Ocean to St Helena

IMIESA November/December 2014

CEMENT & CONCRETE

Nelson Mandela Children’s Hospital selects concrete supplier

FRISAM HAS been awarded a contract by Group Five to supply 17 650 m3 of readymix concrete for the construction of the Nelson Mandela Children’s Hospital in Parktown, Johannesburg. “It is a wonderful opportunity for AfriSam to contribute to the lasting legacy of the late Nelson Mandela,” Graham Hannah, account manager: Multi-Products Solutions at AfriSam, says. “The establishment of this non-profit hospital was Mandela’s personal dream and, once completed, will be one of only four such hospitals on the African continent,” Hannah comments. Construction commenced on 23 June 2014 following the successful completion of bulk earthworks and piling on-site. Due to open its doors in 2016, the 200bed specialist paediatric hospital will provide

IMIESA November/December 2014

services in the fields of haematology/ oncology, pulmonology, cardiology, neurosciences, craniofacial, nephrology and general paediatric surgery. The hospital will be located adjacent to Wits University’s medical school and is in close proximity to other medical facilities to allow for paediatric academic teaching access from the medical school, in addition to maximising operational efficiencies and staffing models. The hospital will employ about 150 doctors and 451 paediatric nursing professionals, in addition to allied services. Group Five’s appointment as main contractor by the Nelson Mandela Children’s Hospital Trust followed a selection process adjudicated by SIP Project Managers in conjunction with Mbatha, Walters & Simpson consultancy. “This represents a key milestone in our efforts to make Nelson Mandela’s last wish of building a children’s hospital in South Africa a reality,” Nana Magomola, deputy chairperson of the trust, says.

CEMENT & CONCRETE

Meeting deadlines with RCC The Spring Grove Dam in Rosetta is par t of the Mooi Mgeni Transfer Scheme – Phase 2 (MMTS-2). Water from the dam will be transferred by pipeline to the Mpofana River augmenting the current system by 60 million m3 to supply water to about six million downstream users in the Durban and Pietermaritzburg areas.

ITH AN EXPRESSED focus on the key milestones of the project, the entire project team ensured that impoundment was achieved within the project deliver y schedule. The optimisation of the roller compacted concrete (RCC) mix went a long way in helping the team keep this commitment, paving the way for President Jacob Zuma to inaugurate the dam on 19 November 2013.

A delicate mix for optimal strength An element of the dam’s success emanated from the development of the optimised high-paste RCC mix, which facilitated a viable construction period due to the concrete’s restraint to the wet weather elements. AECOM and the Group Five Pandev JV used innovative and advanced technologies to optimise the RCC to produce a high-paste mix. High-paste RCC requires extreme attention to materials and finetuning of the mix to ensure a fine balance between workability, the cost of the binder, shrinkage and strength. A maximum aggregate size of 38 mm, with relative high-paste content, improves workability and reduces segregation. The low cement content of the optimised RCC mix made the paste dr y enough that it could be placed with earthworks placing and compaction equipment.

specifications and per formance. On-site, a full-scale trial section was constructed using the various selected mixes to test the per formance of different equipment and construction procedures, and to determine the final requirements for the mix to be used in the dam. The crushing strength and direct tensile strengths obtained from laborator y tests and samples taken from the trial section during testing of the test section amounted to 20 MPa and 0.9 MPa respectively, after

An aerial view of the Spring Grove Dam in KwaZulu-Natal

90 days, meeting the criteria of more than 15 MPa and 0.75 MPa after 365 days. In general, the RCC mix showed no signs of segregation during placement and confirmed that the mix was truly optimised. The mix has also proven to be completely watertight. An admixture was added to ensure the paste only set after approximately 24

From the lab to the site – testing and modifying The RCC mix design was tested thoroughly in preliminar y trials during the tender design stage, at a laborator y in Pretoria, followed by tests of suitable materials from the quarr y to confirm the RCC RCC was hauled onto the construction surface using trucks. The new mix also accommodated a specifically designed shuttering system

IMIESA November/December 2014

CEMENT & CONCRETE

The optimised RCC mix during laboratory tests showed improved workability

hours, which retarded the initial setting time to allow for continuous pours, thus minimising the number of cold joints in the structure.

The multiple impacts of a single mix According to the projectâ&#x20AC;&#x2122;s chief resident engineer, Peet Viljoen of AECOM, â&#x20AC;&#x153;From a

logistics point of view, the high-paste RCC is also a huge improvement as it could be hauled with dumpers and conveyors, compacted against formwork with 50 mm poker needle vibrators and compacted with a 10 tonne roller in the body of the dam. It suited the special design shutter system.â&#x20AC;? The RCC mix also helped streamline and expedite the construction process and

100 000 m3 of concrete was placed in just four months, partly because the mix catered for easy mixing, transportation to the construction site and placement onto the sur face. After placement and compaction, the RCC mix was imper vious, bonded well between layers and left an aesthetically pleasing finish. More importantly, the low cement content ensured that the structure can withstand temperature fluctuations and the possibility of the formation of cracks is extremely limited. Danie Badenhorst, chief design engineer on the project, states, â&#x20AC;&#x153;The optimisation of the RCC mix helped lower project costs, accommodate constructability and provided an imper vious dam body. This mix can be used in any size RCC dam as it shortens construction time and meets international design and construction criteria.â&#x20AC;?

IMIESA November/December 2014

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CEMENT & CONCRETE

Reducing energy intensity

A strong foundation for infrastructure success

A campaign to achieve exponential energy savings has led to the implementation of a series of focused initiatives that have resulted in companies reducing their energy intensity by 12%.

Concrete Pipes

HE MAIN SUCCESS factor The vertical roller behind AfriSamâ&#x20AC;&#x2122;s achieve- mill at AfriSamâ&#x20AC;&#x2122;s Roodepoort cement ment has been the intro- operation has duction of the companyâ&#x20AC;&#x2122;s contributed to a 20% advanced composite cements (ACCs), reduction in energy consumption since its which harness by-products from the installation in 2008 steel manufacturing and coal-fired power station industries, together with chemical activators, to improve the characteristics and performance of traditional Portland cement. Besides lowering the clinker factor, ACCs only utilise half the amount of thermal energy of conventional cements. AfriSamâ&#x20AC;&#x2122;s Project Green Cement was launched in 2000, primarily aimed at reducing carbon dioxide emissions and, since then, the company has moved away from the pure Cem 1 Portland cements to embrace ACCs. Today, energy is AfriSamâ&#x20AC;&#x2122;s number one cost reduction initiative and the company has adopted a holistic approach to energy savings to ensure steady improvements in the four primary focus areas of thermal, electrical, transport and explosives. Coal and electrical energy are by far the companyâ&#x20AC;&#x2122;s biggest costs in cement production, with the fuel costs associated with transport logistics a not-too-distant third. â&#x20AC;&#x153;To reduce our electricity usage, weâ&#x20AC;&#x2122;ve adopted a philosophy that all our future mills will incorporate electrically efficient vertical roller mill technology,â&#x20AC;? Gavin Venter, manager: Strategic Projects

IMIESA November/December 2014

ROCLAâ&#x20AC;&#x2122;s Rubber Ring Joint Pressure Pipe is a watertight pipe for use in low pressure (2 to 8 Bar) applications. The Spigot and Socket type joint is formed with a widening of the wall of the pipe on the one end, with the joint sealed with a rubber ring. ROCLA is Southern Africaâ&#x20AC;&#x2122;s leading manufacturer of pre-cast concrete products for infrastructure, including pipes, culverts, manholes, roadside furniture, retaining walls, stock troughs, poles and other related products.

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Rocla is a subsidiary of ISG, a leading supplier of innovative infrastructure products to the construction and mining markets in Southern Africa.

CEMENT & CONCRETE

LEFT At the Tanga Cement plant in Tanzania, in which AfriSam has a 62.5% shareholding, the company is currently installing a new state-of-theart five-stage precalciner kiln

at AfriSam, says. “A notable success in this area was the installation of a vertical roller mill at our Roodepoort operation in 2008. Although this mill was commissioned at a 20% higher cost than conventional technology, it has since achieved a 24% reduction in electrical energy consumption. Vertical roller mills are also being earmarked for installation at our new Saldanha and Coega facilities. “Some time ago, we tasked a team of engineers with obtaining maximum energy efficiency out of each plant component and one of the outcomes has been the replacement of old drives with variable speed drives wherever possible, across all our operations. This initiative has certainly contributed to improved energy efficiencies. Where possible, high energy utilisation material

IMIESA November/December 2014

transport equipment, i.e. pneumatic conveying systems, were changed to mechanical conveying systems. These initiatives required significant capex expenditure, but could be justified based on the improvement on energy intensity.”

Production and maintenance as energy saving tools Another more recent initiative has seen the implementation of a production and maintenance tool at AfriSam’s Ulco facility in the Northern Cape and the Dudfield facility in the North West, to assist with electrical load shifting, predominantly during peak demand periods. This tool has contributed significantly to energy saving and will be implemented at the company’s other operations. At the Tanga Cement plant in Tanzania, in which AfriSam has a 62.5% shareholding, it is installing

a state-of-the-art five-stage precalciner kiln, which will achieve the lowest thermal energy in the group and play a role in reducing its average thermal energy consumption. In terms of fuel energy associated with transport, AfriSam uses, as selection criteria for subcontracted transporters, a requirement that the trucks should be made out of lightweight aluminium to assist with fuel consumption. It also ensures that that the shortest haul routes are selected and that these trucks are loaded to capacity to reduce the number of truck loads. Wherever possible, use of rail transport is maximised to cut down on fuel costs. To address the company’s blasting energy consumption at quarry faces, AfriSam implemented ongoing efforts at all its aggregate and cement operations to optimise these costs. Included in the ongoing drive to achieve real energy savings is an energy efficiency initiative at all operations that is seeing the installation of motion sensors, energy efficient lighting, solar geysers and panels.

TECHNOLOGY

Quality control in readymix transit

FIRST-OF-ITS-KIND moisture measurement system that combines Bluetooth, GSM, Windows, smartphone and microwave technology has now been made available in the local market, exclusively by a leading concrete equipment, machinery and technology supplier in Africa. The FL-MOBI-MIC Inspector, developed by Germany-based moisture control expert Ludwig Moisture Control, and distributed in Africa by Pan Mixers South Africa (PMSA) utilises a combination of advanced technology that secures the technical status of readymix concrete in transit – from the supplier’s batch plant, to handover or delivery on site. PMSA sales and marketing manager Quintin Booysen notes that the system consists of a microwave moisture measuring probe and a consistency measuring bar with a transmission unit mounted on the truck’s

rotating drum, which communicates via Bluetooth to a receiver module in the cab. “This signal is then forwarded on the GSM network via a Windows-based smartphone or compatible device, thereby enabling the data to be available in almost any location. What’s more, an industrial standard for the Bluetooth connection ensures reliable data transfer at long range, even under challenging conditions, which is particularly important in the harsh African environment,” he states. In addition to the transmission of product moisture data, the FL-MOBI-MIC Inspector system also sends other crucial process parameters for real-time monitoring. These include product temperature, consistency, slump, residual water, filling level, rotating direction and the speed of the mixing drum. This ultimately puts the supplier in full control and able to monitor the concrete while in transit, for the first time.

FIGURE 1 FL-MOBI MIC. Wireless moisture monitoring

IMIESA November/December 2014

Market leading innovators in the field of prepaid water metering and electronic flow limitation devices

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TECHNOLOGY AND INNOVATIONS

COMPOSITES

A new material world Imagine no rust; no leaking water pipes; manhole covers that no longer get stolen; installing bridges using half the number of cranes and old buildings that can be given a futuristic look by adding a thin outer shell. These are but a few of what composite materials have to offer to improve our municipal infrastructure. By Dr Kjelt van Rijswijk

OMPOSITES MATERIALS consist of high strength fibres (e.g. glass fibres) embedded in a plastic or resin such as polyester. Compared to Steel and concrete, composites offer a higher strength per kilogram, which makes them ideally suitable for lightweight structures. As the cost of electricity and fuel rises, “light-weighting” is becoming an increasingly important theme in reducing cost of transpor t and installation. Lighter components require less fuel for transport (or require fewer trucks to do the job), whereas also the cost of loading, unloading and hoisting is reduced. In a growing society that heavily relies on the supply of fresh drinking water and a proper functioning sewage system, leaking pipes can no longer be tolerated. Not only can composites be used for pipes that no longer rust, they can also be used for the repair of leaking steel and concrete pipes via internal re-lining and external wrapping.

Benefits of composites The rusty appearance of our coastal municipalities, caused by deteriorating steel components inside concrete structures (rebar) and along the side of roads, can be overcome via the introduction of composite

rebar (produced for instance by Industrial Composites in Pretoria, see Figure 1), signposts, hand rails and manhole covers. The additional benefit is that composites do not have a resale value, which means for instance that composite manhole covers solve the theft-related problem of uncovered manholes on our roads and sidewalks, see Figure 2. Companies that

Uncovered manhole, a public hazard and an increasingly common site

covers the cable trays of the large gantry cranes that are considered to be a serious trip-hazard, see Figure 3. The composite solution proved to be lighter, more rust resistant and cost-efficient than a traditional Steel-reinforced concrete solution and did not require a 28-day shut down period of the terminal to allow the concrete to cure. The installation of 300 tonnes of composite decking was completed within budget and within the 12-month schedule and is currently the biggest composite job ever completed in South Africa [1, 2]. Traditionally, composites have been used to clad the outside surface of buildings to create a unique appearance, such as The Lost City and Montecasino. More recently, composite facades have been introduced on a larger scale to create modern and futuristic appearances and to improve the look of dull cityscapes. Typical examples are Gateway Shopping Mall and Century City. Companies like Dudley and Sons, Decolite and AMT Composites produce moulded composites to create shapes and textures that cannot be cost-efficiently produced with traditional construction materials. In densely populated areas, the lightweight nature of composites assists with the construction of very tall buildings simply by replacing concrete and Steel with composites on the upper floors. Dubai’s 829 m Burj Khalifa, the

Dubai’s 829 m Burj Khalifa, the World’s tallest building, could not have been constructed without the use of composites

manufacture and supply SABS approved composite manhole covers can already be found in Gauteng (Fiberite, Civil Works, Makhanyise Industries), Western Cape (Maverick Trading, Nas Polymer, National Manhole Covers) and KwaZulu-Natal (Manholes4Africa).

Composite success stories Earlier this year Aerontec and MMS Technology developed a composite deck for the Cape Town container terminal, which

IMIESA November/December 2014

Worldâ&#x20AC;&#x2122;s tallest building, could not have been constructed without the use of composites.

Composite rebar produced by Industrial Composites

Other civil engineering applications

boat building and aerospace is one thing, but that composites in civil engineering applications is a hype and that in time it will be steel and concrete business as usual. But can one actually think of composites as hype if they offer a solution to problems that are not likely to disappear anytime soon? Will composite replace concrete and Steel completely? Definitely not. Will composite replace concrete and Steel in those applications where rust and the cost of transport and installation is a problem, where taller buildings or longer bridges are required? Absolutely! Composites are an essential element in the tool box with which we develop our nationâ&#x20AC;&#x2122;s infrastructure and should be applied in those areas where it makes common sense. Common sense is why the aerospace and boat building industries have embraced composites, why should the civil engineering industry miss out? With composites we no longer have to keep our eyes trimmed at the ground looking for uncovered manholes, allowing us to look up and marvel at tomorrowâ&#x20AC;&#x2122;s infrastructure.

Other civil engineering applications that increasingly make use of composites are bridges that require less maintenance, that are easier to transport/install or that need to have a longer span than can be achieved with Steel and concrete. Composites can also be used for the structural repair of concrete bridge pillars, simply by wrapping them with fibres and resin. Composites is currently receiving a lot of attention in government, the research community and industry for their unique properties that can benefit a wide range of sectors including aerospace, boat building, rail/road vehicles, and construction. The development of the composites industry is spearheaded by the CSIR Composites Centre of Competence (funded by the Department of Science and Technology) and Composites SA, the local composites industry association, which operates in close contact with the Department of Trade and Industry via the recently established composite sector and export desks. You might say to yourself that composites in Composite decking in Cape Town harbour produced by MMS Technology and Aerontec

IMIESA November/December 2014

References: [1] SA Plastics Magazine (December 2013), Vol. 11, Iss. 6, p. 32-33. [2] Reinforced Plastics (July/August 2014)

TECHNOLOGY AND INNOVATIONS

Implementing the smart grid A smar t grid facilitates the efficient, intelligent use of available energy, reducing demand on South Africa’s already strained network, and potentially easing the demand for expensive new power stations. How can the barriers to entr y be overcome in time to yield maximum benefit?

SMART GRID can be defined as an evolved grid system, expanded through the addition of intelligence, that manages electricity demand in a sustainable, reliable and economic manner,” explains Jaco Cronje, operations director for EES Africa. “The smart grid allows the integration of all types of power generation, including renewables. Smart grids are an integral part of smart cities.” The grid was originally designed for the supply of low-cost abundant energy sourced over great distances by consumers. Alternative energy producers also started contributing to the grid, but this should not be mistaken for a smart gird.

Smart meters Smart meters are just one component of a smart gird, albeit an essential one, and, this year, Johannesburg’s City Power announced a roll-out of 55 000 such meters. Whilst this is progress, it is only a first step. “Today, a smart meter is used to provide information and enable customer control and knowledge of energy usage. This type of data allows the energy consumer to know the amount of electricity being used, when it is used, and by which appliance. It also opens up a world of options to electricity utilities, including innovative billing structures that reduce peak demand, real time, regional consumption data, and more accurate and efficient meter reading and billing systems. The smart grid brings about a whole new industry of technology, intelligence and efficiencies previously unknown,” says Cronje.

Barriers to implementing a smart grid “In discussing the barriers to implementing a smart grid, it is important to note that we are not building a smart grid or smart city from the ground up in South Africa,” Cronje states. “We have inherited cities and a grid that we need to morph into the most sustainable solution.”

The major barriers are: Public perception needs to be managed. Contrary to what a large percentage of the public appear to believe, smart meters and smart grids do not lead to increased energy costs. It has been unfortunate that the roll-out of this key component has coincided with electricity increases. Financing can present challenges. It should be remembered, though, that this presents opportunities for venture capitalists to embrace the developing smart grid and capitalise on opportunities that did not exist before. Business cases for smart grids

IMIESA November/December 2014

have been proving the investment opportunity across the world. Policies, regulations and the roadmap of the smart grid need to be clearly communicated. Some cities in South Africa have found this to be a challenge and therefore embarked on a process of rolling out with little communication. Other cities have embraced the opportunity and are leading by example. Data privacy and cybersecurity need to be taken into account. Information obtained by the smart meter provides any marketer with valuable insight into consumers, without the consumers explicitly allowing such information to be made available. A further risk is that such data would need to be secured, through various barriers, from hackers and fraudulent activities. Regulations and frameworks can stifle the market, and this can be prohibitive as it may stifle the

TECHNOLOGY AND INNOVATIONS

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IMIESA November/December 2014

In designing and implementing smart grids, energy industry players need to ensure both products and installation techniques are of adequate quality ingenuity needed for the smart grid to grow in its early stages. Once the early stages have been implemented, it is then appropriate for the different vendors and mechanisms to interoperate. In designing and implementing smart grids, energy industry players need to ensure both products and installation techniques are of adequate quality to ensure the solution outlasts the deployment period. Connectivity requirements must be met so that data can be obtained and made available for use. Connectivity can be achieved through various technical mechanisms. Skills shortages can be a problem, as the creation of the smart grid and smart cities is a reasonably new initiative.

Key solutions What are the solutions to competently prepare for what the future holds? Complete stakeholder buy-in is essential for the successful roll-out of smart grids in Sough Africa. Integral to this is connectivity and communication between all industry players, including: • government • the National Energy Regulator • utilities, including Eskom and independent • power producers • industries engaged in energy production through cogeneration and tri-generation • distributors, including Eskom and municipalities • end users, including consumers and industrial users. Regulations need to be put into place to encourage adoption. Done smartly, ingenuity in the early phases, followed by ongoing implementation in accordance with

IMIESA November/December 2014

specific processes and protocol, will pay enormous dividends.

Data management “Smart data management is non-negotiable,” Cronje emphasises. “It is this intelligence that facilitates the real benefit of the smart grid. Smart data management informs industry players what the viable procedures and trends are that should be followed, resulting in optimum efficiency in energy management.”

Segmenting the market for a cohesive approach Cronje also advises that roll-out plans should consider a staggered approach. “Residential, small business and industrial implementation should be segmented, starting in the residential market, and then moving into business and finally industry. This allows large amounts of data to be processed without influencing the industrial energy consumers.” Financial solutions are of course critical. The National Empowerment Fund is leading this space through its support for venture capitalists. A push vs pull paradigm should be adhered to. All stakeholders should be ‘pulled’ to smart grids and smart cities, as opposed to punitive legislation being used. Offer the carrot not the stick. EES is an ISO 9001:2008 certified company providing management, engineering and auditing services to a range of industries throughout Africa. It specialises in the integration of multiple system infrastructure including ICT, data centres, audiovisual, life safety, security and building automation systems.

CONSTRUCTION

VEHICLES

EQUIPMENT

IMIESA November/December 2014

CONSTRUCTION VEHICLES & EQUIPMENT

CONDENSATE SEPARATORS

Less is

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TLAS COPCO’S OSC range of condensate separators for compressed air systems delivers high performance and versatility. The use of the most innovative lubricants is not always enough to meet regulations. Using a revolutionary and patented process of oleophilic and active filtration, Atlas Copco’s condensate separators provide customers with advanced technology that meets strict environmental regulations. Atlas Copco South Africa’s business line manager:

ADVANTAGES OVER TRADITIONAL GRAVITYͳ BASED SYSTEMS • Stable separation performance throughout filter lifetime • No standing, stagnant water • Large capacity chambers reduce the risk of spillage • No oil collection bottle

IMIESA November/December 2014

17395 tenaka.co.za

Industrial Air Division, Charl Ackerman, says that the OSC condensate separator range is the broadest and most comprehensive ever offered by the company. “The range consists of eight models and can accommodate compressed air systems from 35 ℓ/s (74 cfm) through to 2 360 ℓ/s (4 984 cfm).” According to Ackerman, simplicity is one of the product’s key features. “The installation requires only a roughly flat surface, the set-up is uncomplicated and there are no restrictions on the drain type upstream.” The patented filtration process enables almost all condensate mixtures to be separated, including most emulsions and, unlike most other systems, oversizing is unnecessary when faced with synthetic-oil-based condensates. Its design simplicity adds value through the deliver y of optimum per formance, low operational costs, and long life for total convenience and customer peace of mind.

BUILDING LEGACIES

Basil Read is so much more than just a group that has become synonymous with excellence in the construction sectors of Southern Africa. Our reputation is built on quality, expertise and the most innovative solutions to complex and challenging projects. Our impressive and diverse portfolio includes our ﬂagship airport project on the island of St. Helena, the rehabilitation of roads and the building of hospitals. The development of new housing structures and ﬁnding sustainable energy resources contributes to a better future for all as Basil Read is involved in diverse communities across South Africa every day. Our legacy lives on in our people, our passion and our promise to make this country a better and more enriching place for all.

W: www.basilread.co.za | E: communications@basilread.co.za | T: +27 11 418 6300

CONSTRUCTION VEHICLES & EQUIPMENT

Advances in mass excavation

The new Cat 374F L hydraulic excavator has a maximum operating weight of 75 170 kg

STRATEGIC PARTNERS

Smooth and fuel efficient These engine models consume significantly less fuel thanks to two new built-in features: automatic engine speed control and automatic engine idle shutdown. Automatic engine speed control lowers rpm according to production demands; whilst automatic engine idle shutdown turns the engine off when it has been idling for more than a specified amount of time, which can A Cat 390F L hydraulic excavator in rip-and-load configuration. A hydraulic quick coupler enables rapid interchanges between the ripper and bucket

be preset via the in-cab monitor. Operators can also switch between high power and economy mode. High power is best suited to hard digging conditions. A major contributor to these machines’ efficiency results is Caterpillar’s introduction of the Adaptive Control System (ACS) valve, a further advance on the previous generation’s Proportional Priority Pressure Compensation (PPPC) system. “The new ACS valve takes the PPPC system a step further and has been designed to intelligently manage restrictions and flows. It opens slowly when your range of joystick lever movement is small and opens rapidly when movement is high,” explains Barloworld Equipment group product manager Johann Venter. “More specifically, it puts flow exactly where you need it, when you need it, which means you will experience much smoother operation, greater efficiency, and ultra-fast swing speed gains in hard digging and truck loading.” On the F-Series, major components like the pumps, the main control valve and oil tank are placed closer together so shorter tubes and lines can be used, which results in less friction loss, reduced pressure drops, and more power to the ground. Auxiliary circuits also enable the fitment of a range of work tools, such as hammers, grapples and rippers that are quickly interchangeable with the fitment of a hydraulic quick coupler.

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IVERSE PRODUCTION tasks ranging from mining, quarrying and road construction to large-scale earthmoving projects, these hydraulic excavators come to market with key enhancements in terms of safety, ultrafast truck-loading cycle times, fuel efficiency, and longer-term downstream availability. These new units Cat 374F L and Cat 390F L hydraulic will replace the D-Series hydraulic excavators launched globally in 2010. The Cat 374F L is equipped with the Cat C15 ACERT engine with a rated net power of 353 kW at 1 600 rpm (ISO 9249) while the Cat 390F L is equipped with the Cat C18 ACERT unit with a rated net power of 391 kW at 1 700 rpm (ISO 9249).

Born and bred right here - Bell is Africa’s very own global equipment supplier. With support from our strategic partners we deliver a full range of premium machines. All built tough for our harsh environment. All supported by Africa’s most comprehensive network of people dedicated to your success. Best of all, while you are creating infrastructure and jobs, so are we. Choose Bell as your equipment partner and enjoy the pride of knowing you’re not just boosting your business but helping make Africa a better place too. Tel: +27 (0)11 928 9700 E-mail: sales@bell.co.za www.bellequipment.com

IMIESA November/December 2014

CONSTRUCTION VEHICLES & EQUIPMENT

Compact in size,

big on delivery ABOVE A side view of the thumb work tool attachment LEFT The thumb work tool attachment is ideal for pipe handling tasks

“Compact radius models are ideally suited to working in restricted spaces, such as inside buildings and in urban areas for applications that include demolition, road rehabilitation works, and trenching and pipe laying for telecommunications and underground water reticulation services,” explains Barloworld Equipment product marketing manager Desigen Naicker.

Features

Designed to per form in demanding civil and building applications, this new mini excavator range has undergone major advances in terms of overall functionality, since the company’s first entr y into this product segment back in 1998.

INCE THEN there have been successive model series changes and a steadily expanding global machine population. In addition to the contracting, industrial and municipal markets, Cat mini excavators are popular choices for plant hire fleets, especially

given their road-legal towing weight and overall versatility. A popular mid-range choice within Caterpillar’s mini line-up for the Southern African market is the 5.5 tonne operating weight Cat 305.5E model, which is supplied locally in compact radius configuration.

The mid-range excavator is equipped with a C2.4 engine with a rated net power of 32.9 kW at 2 400 rpm (ISO 9249) and has an operating weight of approximately 5 415 kg when fitted with a FOPS cab, which is standard for this market. On the go, automatic two-speed travel simplifies operations. All E-Series models feature high digging forces, fast cycle times and excellent stability, with operation via pilot controls. An advanced load-sensing system provides responsive per formance, whilst boom and cylinders incorporate end damping to reduce shock loading and bucket spillage. Depending on whether the machine is fitted with a standard or long stick, the machine can excavate down to a depth

IMIESA November/December 2014

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Visit www.sanitech.co.za or call 011 823 6060 or 086 110 8642 for the branch nearest you

CONSTRUCTION VEHICLES & EQUIPMENT

The Cat 305.5E CR can excavate down to depths of approximately 2 330 mm and 2 730 mm

of approximately 2 330 mm and 2 730 mm, respectively. Digging forces are 28.9 kN for standard and 24.8 kN for long-stick applications. Fitted with a wide range of work tools, such as vibrator y trench compactors, thumbs for pipe handling, augers, metalcutting shears and hammers, the mini excavators transform into high-production multipurpose machines, with the option of specifying either a mechanical or hydraulic quick-coupler system. E-Series machines include both a singledirection auxiliary circuit for use with a hammer, and a two-way auxiliary hydraulic circuit for bi-directional work tools such as augers or angling buckets. A wide range of bucket choices is available, extending from general purpose to landscaping. A distinctive feature across the board is their rotational capabilities, in excess of 200 degrees. This ensures good spoil retention

at height, such as during truck loading, plus easier flat back trenching ability.

Anti-theft A key feature on the excavator is the standard COMPASS (Complete Operation,

Maintenance, Performance and Security System) digital control panel, which provides security, performance and economy features. COMPASS’s anti-theft device uses a five-digit alphanumeric password that is required to start the machine.

IMIESA November/December 2014

GORMAN-RUPP engine-driven trash pumps are the perfect solution for sewage bypass operations, construction site dewatering, hydraulic fracturing and all your other tough pumping applications. Gorman-Rupp’s priming-assisted pumps feature a positive priming and sealing system that virtually eliminates leaks, reducing environmental concerns and allows these pumps to run-dry indefinitely. For positive, reliable priming time after time, you can count on Gorman-Rupp pumps.

GORMAN-RUPP AFRICA 2 Kelly Road, Jet Park, Boksburg Q Gauteng, South Africa PH: +27 11 397 3536 Q WEB: www.pumptron.co.za Q EMAIL: info@pumpton.co.za 513-GRA

AFRICA IMIESA November/December 2014 85

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

IMESA

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 leratom@goba.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 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 Mhiduve cgroenewald@infraset.com 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 WSP Group Africa dirk.hattingh@mbs-wsp.co.za Zebra Surfacing andrew@zebrasurfacing.co.za

CONSTRUCTION VEHICLES & EQUIPMENT

Power project gets a lift

HEAVY LIFT, abnormal transport and plant relocation specialist has completed a successful turn-key project for the R3.5billion Dedisa Peaking Power Plant. Vanguard carried out the transporting, offloading and final positioning at the site of the major power generation equipment for the plant, located in the Coega industrial development zone near Port Elizabeth. Two sets of 191-tonne gas turbines, 231tonne generators and 140-tonne transformers were transported from the Coega port to the project site, where they will help stabilise the national electricity grid from 2015. The Dedisa peaking power plant, which will operate in times of high electricity demand or shortfalls of supply, will produce 335 MW from the two open-cycle gas turbines, Eskom has contracted to purchase the electricity under a 15-year agreement.

Starting out The six heavy units arrived at the Coega por t during August in two shipments, explains Vanguard project manager Dale Huddy. “After directly discharging the vessels, we staged the heavy units in our port yard — in order to relocate the equipment in the required sequence for deliver y,” says Huddy.

Challenging corner turns Passing under the N2 highway, the planned route for the convoy, included only a couple of challenging corner turns. “We managed to navigate the tight corners so that there was only one road island to traverse, and the trailer’s sophisticated multi-axle suspension technology handled that with ease, distributing the load evenly despite the axles having to navigate different heights.”

ABOVE Offloading 190T turbine with Vanguard’s Power Tower hydraulic lift system TOP 230 t generator on route to Dedisa Power Station

The gantry system To lift and place the heavy units into final position on their respective foundations, Vanguard has set up its ‘power tower’ hydraulic lift system – commonly known as a gantr y system. “This is a top-of-the-range gantr y with a hydraulic drive system that allows easy travel along rails,” says Huddy. “We manoeuvred the trailer in line with the foundations and between two sets of rails.” Ever ything was lined up with the unit’s foundations to facilitate quick and accurate placement. The generator and transformer were then relocated, offloaded and positioned on site in a similar fashion, using a second set of Vanguard’s 600tonne gantries in the yard at the port to lift the units onto trailers.

IMIESA November/December 2014

Tanks

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ADVERTISERS

INDEX TO ADVERTISERS African Energy Indaba AMMANN Construction Machinery SA AECOM Aquatan Aveng Manufacturing Infraset Babcock Bagshaw Footwear Basil Read Bauma Conexpo Bell Equipment Bosch Stemele BVI Capsa Development Bank of Southern Africa DWS Elster Kent Metering Esor Construction GLS Consulting IngĂŠrop South Africa Intelligent SHEQ Consulting Services Joat Group Krohne South Africa Model Maker Systems National Asphalt Neil Lyners and Associates NMC Civils NuWater

88 OFC 32 48 56 43 60 82 9 83 20 25 24 28 12 46 53 34 62 59 IFC 54 79 70 23 22 36

Rocla Royal HaskoningDHV PHB Engineers Precision Meters Pumptron SA Readymix Association Sanitech Sasol Group Services SBS Water Systems Sephaku Cement Sika Sizabantu Piping Systems SMEC South Africa Standard Bank Technicrete TOSAS The Concrete Institute University of Cape Town Utility Systems UWP Engineering Valve & Allied Veolia Water Solutions & Technology Water & Sanitation Services WorleyParsons WRP Zest WEG Group

IMIESA November/December 2014

For sustainable energy.

73 45 58 80 85 69 84 26 87 66 78 2 41 17 72 74 75 64 76 5 55 49 OBC 38 IBC 19

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

Auto Reporting

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Leak Identification If the leak had run undetected for 2 months: Volume of water loss = 1.4 x 60 x 24 = 2 016m³ Cost of water loss = 2016 x 12.5 = ± R25 200

Additional features: • • • • • •

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