Page 1

















FLY ASH Feature







PUBLISHERS NOTE Lwandiso Mpetsheni

The Eastern Cape currently stands at a crossroad - known as the poorest province yet recent infrastructure development makes it a an emerging province. Exciting as these new developments are, they pose various challenges on the objectives of making the province economic hubs that are conducive for global and domestic investments from diverse stakeholders. One of the exciting factors of the present state of affairs is has been the booming of the construction sector. Supermarkets have been replaced by malls, roads are continuously built to ensure smooth transport for commodity goods and consumers to such economic hubs. This undoubtedly has put the province on par with global standards on infrastructure and the demand for living conditions. One of the challenges posed by this growing industry is that of ensuring that work built meets the criteria of global cities. The use the brick makers, plumbers and builders chas undoubtedly created much needed jobs in lower skills end of the industry in the province but it has also created a surge of companies that do not hold professional standards and excellence of the industry. Because of this boom, shoddy roads or sub standard RDP houses can be built by companies that do not have the skill or the capital outlay needed for successful projects. In addition they have not outsourced (or do not have the capital means to outsource) industry professionals such as quantity surveyors, engineers or construction managers to ensure global excellence in the province.

Under such circumstances, new questions arise. Do we let projects stay in minority hands because small contractors do not have the capital outlay of the information to access it? Does the province allow global investment at the expense of developing and supporting domestic economic participation in projects in the Eastern Cape. Are we as a province ready to meet the advancing technological developments happening every day globally? There is no one solution to these multi pronged challenges. This is one of the objectives of Building Talk magazine whilst focusing on the good stories embedded in this era. The province is an exciting place to be. Despite obvious challenges, the province is slowly and gradually becoming a place of economic hubs, investment destination and the rising purchasing power of the consumer. Building Talk magazine’s objective is to profile and tell the great stories and rising developments embedded in this new terrain. Our distribution model of 5000 copies through sector industry offices across such as NHBRC, development agencies, municipalities ensures intended value for advertisers, developers, industry professionals and investors. Yes our content will be primarily Eastern Cape infrastructure developments focused that will be read nationally and globally. May it add external and internal value to your decisions pertaining to the Eastern Cape.





EDITORS NOTE Kazeka Mashologu Kuse

From the Editors desk Eastern Cape conjures up images of poverty, dirty roads, slow service, undeveloped rural areas, substandard buildings and dreadful potholes. In this issue we demystify the perceptions of the Eastern Cape through some of its global and domestic investments. MEC of Public Works, Thandiswa Marawu predicts that in 5 year’s time the Eastern Cape will be leading in infrastructure development; meaning the dreaded pot holes on Eastern Cape routes for investors (and by extension motorists) will be a reality of the past. Check out her ambitious vision for Eastern Cape infrastructure. (Page 9 ) As someone who has grown, lived and worked in the Eastern Cape, I can personally attest that the province is slowly but surely becoming an investment, economic and tourist destination of global standards. Projects such as Coega (page 25 ) in Nelson Mandela Bay and EC Bhisho Office Precint (page 8 ) are changing the face of the Eastern Cape. Through the latter building, a small town like Bhisho will be the economic capital of the province. We are also exploring technological advancements such as Fly Ash (page 27) as a replacement for cement which has been successful in China and USA and is bound to create employment for brick layers, small contractors and construction graduates. Chairman of the Corporative Council, Mr. Thamsanqa Maqhubela (page 27) paints a picture of how this fly ash being entrenched in the building sector of the Eastern Cape can put the province on par with global competitiveness whilst developing much needed jobs.



It’s an exciting time to be living and building in the province. Small contractors like Ikhwezi (page 31) are maximizing the potential of the province by staying and building in the Eastern Cape. Malls such as Baywest Mall (page 25) in NMB are changing our shopping habits. No longer does one have to fly to another province to access international brands when they are right here on our doorstep. Small towns like East London are becoming emerging cities giving way for a new leadership, business acumen and investor mindset. That is why Innate Investments CEO and South Africa’s youngest former retail manger Lynette Ntuli’s insights on leadership (page 11) at the 9th Annual Quantity Survevyors Research Conference (page 12) provide the necessary insight into the the new breed of leaders that will benefit from this changing terrain. The Eastern Cape is becoming an exciting place to be, competing with other provinces for global investment. Through our first edition, we welcome you to the changing face of the province. And in every bi-monthly edition of Building Talk, we know you will not only be in awe of the province but join along the journey of building, investing and living prosperously in the Eastern Cape. Let’s build together. Brick by brick.




THE TEAM Publisher Lwandiso Mpetsheni Editorial Editor: Kazeka Mashologu Kuse Executive Assistant: Nandipha Nodlawa

Prof John Smallwood

Features Writer: Nandipha Mafalala Design Senior Desinger: Vuyisa Ngqawani Stylist: Linda Magodla Marketing and Sales Sinethemba Vani

Thamsanqa Maqubela

Management Business Manager: Lwandiso Mpetsheni Print and distribution Print: Paarl Media Distribution: RNA Subscriptions: 079 938 0498

Subscribe to: Building Talk Magazine Behing the Scenes Photo Shoot with: MEC Roads and Public Works, Thandiswa Marawu



Offices Chambar House 22 Old Grahamstown Road North End Port Elizabeth 26A Pell Street Beacon Bay East London



TO ADDRESS THE CRITICAL SHORTAGE OF OFFICE ACCOMMODATION FOR GOVERMENT DEPARTMENTS IN BHISHO, ECDRPW proposes the construction of the Bhisho Office Precinct Project. The Project entails the construction of 48,673m² of office accommodation and 1,217 parking bays for 7 provincial user departments.




WOMAN ON A MISSION “Eastern Cape will be one of the best in terms of road infrastracture.” Government always seems to have audacious plans that hardly bear fruits but MEC of Public Works Thandiswa Marawu is on a mission to change that about the road infrastructure in the province. Building Talk Editor, Kazeka Mashologu Kuse had a sit down with the MEC dissect the range of issues within her department. Bold infrastructure plan Marawu boldly states “In the next five years, we know that the Eastern

NOV/ DEC 2016 |




Cape will be one of the best provinces in terms of road infrastructure”. In a province that is reputed for pot holes that limit smoothe transport for motorists and investment projects, Marawu’s relenting confidence in actualising the objective is not rooted in bold plans alone but in projects that are already bearing fruits for the Eastern Cape. She cites numerous stop and goes along the province as evidence of moving towards the realization of

her bold plans. The road linking Wild Cost and Mbashe is underway so is the road right to Umthatha right up to Cape Town. According to Marawu, this not only ensures smoothe roads but will reap economic spin-offs for domestic and global investments in the province. “Someone landing at King Shaka Airport will be able to drive smoothly to Mthatha” adding to the Eastern part of the province being boosted.

The Mthatha airport has also been rebuilt to ensure to include new flights for ease of transport for travelers and investors. “Two weeks ago, there was another flight from Mthatha to Nelson Mandela Bay and Mthatha to Bloemfontein” says Marawu. The rebuilding of the Mthatha airport speaks to the complementary role of the Department of Public Works’s focus of building roads that lead to hospitals, tourism destinations, schools, clinics and economic hubs. Challenges of underspending corruption What about the challenges such as infrastructure backlog, underspending and the perception that underspent money goes to corrupt officials?. Not one to shy away from the reality of unspent budgets, Marawu gives an example of the R530 million underspent by the Department of Education. Unspent money according to the MEC “goes back to National Treasury.” Marawu already has a solution to mitigate unspent funds for her department. “We have established a Provincial Management Team composed of highly skilled personnel that will assist all the infrastructure related department including education, health that are located in the Department of Public Works. With the assistance of this highly skilled team, Marawu is definately sure that there will be no underspending in the [financial year of 2017/2018]. Substandard work linked to SMME and emerging contractors The department’s policy is that 30% of contracts be given to emerging contractors who are by her own admission black owned.

The objective of this policy is to see a growth in black owned CIDB grade 8 and 9 companies “rather than one.” Marawu adds “from governments side, there is a policy that small contractors must be given an advance to ensure that work must be begin because of the capital outlay most emerging contractors have”. To ensure standards are met, the department has established a Risk Management Unit to evaluate the tender bidder’s capacity to deliver. Pot holes along EC roads A partnership with SALGA has been established to ensure road maintenance on Eastern Cape roads. The partnership is starting to “ bear fruits” with road maintenance being done on routes from Kokstad to Port Elizabeth and Queenstown to Takastad. In addition, the Department has taken partnerships with municipalities to ensure that there are no pot holes in access roads from suburbs despite roads in suburbs being not the jurisdiction of the department. Suburban roads fall in line within the jurisdiction of municipalities. The partnership is to enable the road maintenance capacity of suburban roads by municipalities.

Techonological developments With the rise of Ash fly, ashveld and other technologies in the building sector, the Department has undertaken to sign a memorandum of understanding with CSIR to test the capacity, quality and sustainability of these rising technologies. “Within 3 months to come, Fly Ash will be used in the Eastern Cape” Marawu concludes. With bold plans in place, using global proven technologies in the Eastern Cape, Marawu sees the province as an impeccable place to live and work in the next five years. She is a woman on a mission.

C0VER STORY | “Perhaps the worst or the best are not necessarily attached to the bottom line, dividend or number, profit or return on investment...but rather a series of opportunities” says Ntuli. What are these opportunities? “When we started our business, we knew property. But we knew property, assets, infrastructure and even something as fancy as shopping in the context of retail are not only economic drivers...but are largely untapped transformational tools in our country for wealth creation, employing other people, the development of skills, allowing people to access convenience at their doorsteps... and for ensuring small businesses thrive.” Confessing that demographic and developmental change are close to her heart, Ntuli shared with delegates how demographic and developmental changes provides leadership opportunities for professionals in the building sector.

Womandla! Leader,

Lynette Ntuli

gives leadership notes


he 9th Annual Quantity Surveyors Research Conference held at Boardwalk ICC brought nationwide professionals, academics and dynamic speakers in the building sector together. Hosted by Nelson Mandela Metropolitan University, the event had a line up of speakers and workshops that spoke to the ever evolving building industry. One such dynamic speaker was, Lynette Ntuli, CEO of Innate Solutions and former youngest South African retail manager. The saying ‘dynamites come in small packages’ describes Ntuli in spades. At the tender age of 24, Ntuli was the manager of Pavillion Retail Shopping Centre in Durban handling R3billion of pension funds and a staff of 1900 people reporting daily to her. As she joked that some of the people who reported to her have been alive before she was even born, she didn’t shy away from giving the delegates food for thought on leadership and opportunities embedded in leading in today’s times. In her keynote address she described South Africa “as the worst of times and the best of times” and continued to give pointers on how to navigate this ever changing terrain.



Lynette Ntuli on... Women: “It always excites me to see a growing number of young women being part of a technical industry such as building. The question becomes how do men use the creative talents [that women bring into business]... and how many doors do they open for women for the betterment of business. It’s a fact [not a rumour] that if you allow women at the main table, they can turn the fortunes of a business. Youth: The same young people who lead the fees must fall are the same young people who want to graduate. Many of them will be corporate employees...and the main question is do [coporates] understand them and what it means to your business. Whether we like it or not, young people of Africa are the next generation. Do you understand them and the fresh energy they inject in projects? Innovation: Each leader must ask themselves if their skills will be relevant or required in the next ten years? The largest media house, Facebook does not have a journalist on their payroll. The highest taxi provider, Uber, does not own a single taxi. It can be a quick change from relevance to extension. Service delivery: The customer is not an idiot. The customer is your wife.

As edited from her keynote address at the 9th annual Quantity Surveyors Research.

9th Annual Quantity surveying Reasearch Conference Port Elizabeth, South Africa | 19-21 October 2016

9th Annual Quantity surveying Reasearch Conference Port Elizabeth, South Africa 19-21 October 2016



PUTCO MAFANI CONSULTING About Us Putcomafani CONSULTING (PMC) was founded by former Kaizer Chiefs Public Relations Officer (PRO), Marketing Communications guru and sought-after Master of Ceremonies (MC) Putco Mafani together with astute Events Management coordinator Bongiwe Mafani heading strategic and executive operations at the company. putcomafani CONSULTING cc is a 100% black owned company. The company boasts extensive experience in the field of Public Relations, Marketing & Communications having worked with the best in the business and project managed some of the most successful events and brands in South Africa. PMC considers community development at the heart of everything they do because growing and developing the South African community through skills transfer, social assistance and social activism for those who are voiceless is part of our core business. Our Vision Statement Becoming South Africa’s most preferred marketing communications agency, turning over decent revenues and margins because of understanding our core competencies in enhancing our client’s needs. Our Mission Statement Thinking innovatively in terms of any form of communication that would assist to achieve the desired business objectives of converting non-customers to customers and the retention thereof. Our values • Information. • Time. • Success. • Trust. • Preference. PMC is a one stop shop with specialties in the following facets: • Marketing Concept Design • Communications Solutions • Public and Media Relations • MC Services • Motivational Talks • Events Management • Radio and; • TV Digital Productions

Our Management Team Our Chief Executive Officer (CEO), Putco Mafani lives with a strong passion for working with people and loves only to produce the best, guided by timelines and deadlines. His extensive media contacts & International Relations experience are some of the industry traits that make our CEO the best in the business. Our General Manager (GM) Bongiwe Mafani boasts enormous strategic and events management experience having managed & hosted some of the most prolific and massive events ranging from sports to glamorous corporate gala events. Our Experience Since the company’s inception in 2011, it has grown exponentially having executed numerous projects for different clients. The executives at PMC have been instrumental in executing a number of Public Relations campaigns, marketing and events management services respectively for clients such as: • 2010 FIFA World Cup Events Committee • CANSA • Department of Health-National World Aids Day • Nelson Mandela Bay Municipality (NMBM) • I’solezwe LesiXhosa newspaper • South African Broadcasting Corporation (SABC) • Konwaba Training Solutions launch • Chippa United Football Ball



P11370 Afrisam Loads of Prizes_295x440mm.indd 1










MONTHLY PRIZES: 1 x Toyota Hilux Bakkie for 6 months


INSTANT PRIZES: Airtime and fast food vouchers

Terms and conditions apply (see Vehicle may differ from the one shown. Competition ends 31 October 2016. *SMS charged at 50c.

Creating Concrete Possibilities

2016/08/08 9:56 AM

37 Constitution Hill, Central, Port Elizabeth, 6001



Fatalities, injuries, and disease continue to occur in South African construction and the industry has been plagued with collapses in recent years, which are frequently cited in the media.


According to the Construction Industry Development (cidb) (2009), during visits to 1 415 construction sites by Department of Labour (DoL) inspectors, 1 388 notices were issued, of which 86 (6%) were improvement notices, 1 015 (73%) were contravention notices, and 287 (21%) were prohibition notices. Furthermore, 52.5% of contractors were non-compliant. Then, the disabling injury frequency rate (DIIR), which is a rate that indicates the number of workers that incur a disabling injuries per 100 workers year, which is 0.98 (cidb, 2009). An equally important rate is the fatality rate per 100 000 workers, which is 25.5 (cidb, 2009). Although the aforementioned are dated, non-compliance remains at approximately 50%, and constitutes an opportunity for a series of events, the outcomes of which are fortuitous – minor, moderate, major, or catastrophic. The Tongaat Mall collapse being an example of the latter.

Professor John Smallwood, PhD (Construction Management) Pr CM Pr CHSA CMSaiosh FCIOB MACHASM MACPM MESSA MICOH MIOSH MIoSM Department of Construction Management, Nelson Mandela Metropolitan University



Mindest for H&S All the major religions have a common thread – ‘I am my brother’s / sister’s keeper’, and therefore, management, supervision, and workers should adopt a ‘peer review ‘ approach and monitor each other and the people they are responsible for. Furthermore, work is a spiritual deed and the processes, and outcomes must reflect the same.

Workers are also entitled to be treated fairly and justly in terms of their contracts of employment, and should not be exposed to hazards and danger and consequent risk, and certainly not be injured, or become ill as a result of such work. Respect for people and ‘People are our most important resource’ Respect for people is the catalyst for the value ‘people are our most important resource’, which value is critical as it is the catalyst for H&S culture. It must be remembered that supervisors and workers that are exposed to hazards and risk are people that have a body, mind, and a soul. They invariably have a partner, a family and are derived from a community. In essence, such a value is the foundation for H&S and sustainability of an organisation. Optimum H&S culture The value ‘people are our most important resource’ should engender a vision of a ‘fatality, injury, and disease-free work place’, which requires a complementary goal of ‘zero deviations’ (compliance). To realise a goal of ‘zero deviations’, requires ‘continual improvement’ – the mission. A higher-level purpose is necessary for an optimum H&S culture – ‘sustainability of the organisation’, and for that matter, ‘sustainability of the industry’. The reason being there needs to be a rationale for H&S endeavours when fatalities, injuries, and disease are no longer occurring. In effect, H&S is a means to the end, not an end in itself. ‘H&S is a profit centre’ Often, the statement ‘H&S costs money’ is made in construction. However, given that the cost of accidents (COA) is estimated to be between 4.3% and 5.4% of the value of completed construction, whereas the cost of implementing H&S is estimated to be between 0.5% and 3% of project costs, clearly ‘H&S is a profit centre’ (Smallwood, 2004 in cidb, 2009). A further aspect is the synergy between H&S and the other eleven project parameters (Smallwood, 2006), which results in further financial benefits: cost; developmental criteria; environment; productivity; public H&S; quality; time; client satisfaction; design team satisfaction, and worker satisfaction. The COA has been cited. Injuring people compromises development of people initiatives. Accidents

can result in damage to the environment, and require a response. Accidents result in increased inputs thus reducing productivity. Accidents sometimes involve the public. Accidents are defects and therefore marginalise quality. Sound H&S, for example sound scaffolding, enables workers to work efficiently, effectively, and achieve quality. Accidents result in work stoppages and therefore time is wasted. Many clients include H&S as a project value and therefore accidents are not viewed favourably by such clients, and may result in the non-award of projects in the future. Construction Project Managers (CPMs), who lead design teams, and who are responsible for projects from initiation to close out, will also not view accidents favourably. Workers are more affected by accidents than most other stakeholders, and therefore also desire sound H&S. Given the aforementioned, H&S must be a value and always be the first issue addressed when planning, before commencing work, and during general discussions and meetings. Furthermore, the traditional focus on cost, quality, and time, has marginalised H&S and is ‘outdated’. Legislation versus it ‘makes good business sense to address H&S’ Construction stakeholders must remember that there is a range of legislation that informs with respect to H&S – among other, the national constitution, the Occupational Health and Safety Act (OH&SA), the Compensation for Occupational injuries and Diseases Act (COIDA), and the Construction Regulations. However, the COA, the synergy between H&S and the other project parameters, and the implications of disabling and fatal injuries are major motivators for addressing H&S. Implications such as negative media coverage and having to deal with the families of the injured or deceased are far worse than the implications of contravening legislation. Furthermore, such accidents may result in the non-award of projects in the future. ‘Failure of management’ versus ‘Accident’ There is no such thing as an ‘accident’, which is in essence a myth! Traditional definitions include, among other: ‘An unplanned event’. Are ‘accidents’ unplanned? Absolutely not! Any review will indicate that they are meticulously planned by default i.e. through actions and or omissions. Consequently, given that the five functions of management work are planning, organising, leading, controlling, and coordinating, then unplanned events such as ‘accidents’ = ‘failure of management’.



Construction is not inherently dangerous Further myths are that ‘construction is inherently dangerous’ or ‘accidents are part of the job’, which imply that there is nothing that can be done to mitigate hazards and risk. This is not the case, as strategies, systems, procedures, and protocols can mitigate or even eliminate hazards and risk. Awareness and education and training Awareness is critical, and applies before participating in and during construction. Management, supervision, and workers must be aware of the need for and role of H&S. Only H&S education and training can assure the aforementioned. H&S induction is critical for new employees, but also employees commencing work on new projects. Hazard identification and risk assessment (HIRA) is also critical as it empowers employees to assure their own and their peers’ H&S. Toolbox talks, which address specific areas that are current, also raise awareness and empower employees. Risk management There are numerous risks in construction, H&S included, yet construction is not renowned for risk management. CPMs, principal agents, and construction managers especially, should adopt a formal risk management process, and as in the case of H&S hazards and risks, quantify the risks, rank, and evolve appropriate responses where required. Planning Planning is a hallmark of the built environment and relevant to all built environment disciplines. Construction in turn is often referred to as 80% planning and 20% execution’. This applies to managing construction and construction H&S. Furthermore, ‘H&S does not happen by chance, it must be planned’. However, there are many facets to ‘planning for construction H&S’. Contractors’ H&S Plans should respond to clients’ H&S Specifications and such response should reflect in the tender documentation i.e. in the form of budgeting. However, adequate financial and other resource budgeting is not facilitated by the competitive tendering system, the obvious solution being the inclusion of comprehensive ‘H&S’ preliminaries. Construction planning for H&S commences during the pre-tender stage, followed by the pre-contract stage, which provides the foundation for construction stage planning for construction H&S.



Pre-tender and pre-contract HIRAs, programmes, site layouts, generic method statements, and temporary works designs are obvious focus areas in terms of integrating construction H&S into the future construction process. Following adjustments during the pre-contract phase the aforementioned need to translate into daily actions such as HIRAs, focused planning of construction activities, and coordination. Consciousness and mindfulness Consciousness can be defined as perceptions (how a person views situations) and awareness of sensations, which are related to particular intentions, and “the awareness of sensations, namely seeing, hearing, smelling, tasting, touching and cognising; the basic climate of the mind from moment to moment.” (Payutto, 1999). However, consciousness is fashioned into specific qualities by intention. Therefore, if a contractor’s intention is to take ‘short cuts’ then how he / she views H&S will be affected by that intention! Support work can be used to explain the role of optimum consciousness and mindfulness. The intention to realise optimum H&S will engender optimum observation and cognising relative to inadequate support work - consciousness. Mindfulness will result in, among other, intuitive wisdom, which will prevent clinging to the conditioned phenomenon of cost i.e. reducing the centres of standards or omitting bracing to reduce cost, which could result in a collapse and suffering of workers. Recent research findings Motivators for addressing H&S The top 11 / 44 ‘motivators’ in terms of the extent they contributed to East Cape Master Builders Association (ECMBA) 2013 regional H&S competition award winners that achieved a first, second, or third place, addressing H&S are: OH&S Act; image; Construction Regulations; professionalism; reputation; H&S is an organisation value; H&S is a moral issue; the positive impact of optimum H&S on the environment; organisation H&S policy; the positive impact of optimum H&S on cost, and the of optimum H&S on profitability (Smallwood, 2014a). Preventing accidents in construction The top 10 / 37 actions / beliefs / interventions / practices / states in terms of their importance in contributing to the achievement of optimum construction health and safety (H&S) by 2013

Master Builders South Africa (MBSA) National H&S Competition award winners are: adequate financial provision for H&S; H&S education; H&S training; risk management; construction hazard identification and risk assessments; core competencies e.g. values, aptitude, and integrity; Construction Management competencies (knowledge & skills); a mission of ‘continual improvement’; H&S management system, and consciousness and mindfulness (Smallwood, 2014b). Conclusions There is an unhealthy ‘culture’ in the form of: a lack of respect for people; the focus on cost, quality, and time; ‘construction is inherently dangerous’; ‘accidents happen’, and ‘H&S costs money’.

UBUTYEBI TRUST is making poverty a reality of the impactful programme at a time.


or many South Africans, extreme poverty symbolized by a lack of shelter remains a lived reality. According to the Daily Maverick, over 12 million people were living in poverty; making the solutions provided by independent entities like Ubutyebi Trust a human right need for in the eradication of poverty in the country. Established by the Nelson Mandela Bay Municipality and Swedish International Development Agency (SIDA), Ubutyebi Trust aims to advance the development of Human Settlements through the development of residential houses for the benefit of Eastern Cape citizens.

A pre-requisite for the realisation of optimum status for, and focus on H&S are respect for people, values, H&S culture, and competence, which in turn requires comprehensive education and training, which includes construction H&S. The aforementioned, in tandem with a focus on risk management, planning, appropriate procurement, and sound management, will realise optimum H&S, provided there is a level of complementary consciousness and mindfulness. A paradigm shift is necessary in terms of how construction H&S is viewed and promoted. Legislation constitutes a template; however, ‘people are our most important resource’ and ‘H&S is a profit centre’ represent rallying points. Construction education and training must address H&S. A focus on managing risk is essential.

The trust is rooted in empowering Nelson Mandela Metropolitan Municipality communities by facilitating houses to the poorest of the poor. Through some of its social housing programmes such as Fairview Link, so that people earning an income of R3500 to R15 000 can find affordable and comfortable living spaces at the centre of economic hubs. Valencia Boggenpoel, a resident at one of Ubutyebi’s residential complexes says “after going through a bad patch...we could finally...give my son security and a place that we can call home.” Through impacting lives such as the Boggenpoels, Ubutyebi Trust fulfills its mission of advancing the development of human settlements. Another programme of Ubutyebi Trust is providing contract financing in the Human Settlements sector. The Trust has provided funding in the form of a R1.5m loan to HJS, a Contracting Agent based in the Nelson Mandela Bay Metro for on-lending to one hundred and fifty emerging contractors within the Nelson Mandela Metro. HJS provides loans to members of NAFCOC Construction in the form of bridging finance (for building materials and labour) repayable over a period of 6 to 8 months. HJS has about 200 contractors,



mainly CIDB grades 1 to 5, on their loan book and provide up to 65% of the total project amount under a cession regime. Loans are only provided to contractors on production of letters of appointment or sub-contracting contracts. Through the Contactor Support Program, Ubutyebi Trust intends to raise and set aside an amount of R30 million over a period of three years to finance emerging contractors and deserving community groups throughout Nelson Mandela Metro. Another pillar of the Trust is to identify and marry funders who enable development. This includes being an integral part of various programmes such as funding and environment waste projects. Helenvale resident, Aunt Katrina is grateful to Ubutyebi Trust for cleaning the dumpsite near her house in Helenvale. This cleaning of the dumpsite has ensured that her neighborhood is hygienic and livable. “I pray you continue making a difference” she says. Other development programmes is to provide micro financing and capacity building to NGO’s. The Trust has provided funding in the form of a R10m home improvement loan to Kuyasa Fund, an intermediary micro-lending institution based in the Nelson Mandela Bay Metro for on-lending to households and working poor within the Metro. Food security remains high on Ubutyebi Trust’s priorities. It’s food security and poverty alleviation program is aimed at supporting intermediaries to act as project leaders or implementing agents for the Trust to manage NGOs and /or co-operatives involved in food production initiatives to enable them to develop their capacity to produce food for poor communities. The Trust will provide assistance in the following areas: - Finance - Access to land - Inputs - Equipment & seed - Sales - Access to markets In addition, the trust houses a housing research & development and technical support program that is aimed at providing a research and development together with a technical support platform for the benefit of NGOs and other community based organisations and self-help initiatives within the Nelson Mandela Bay Metro. DEC / JAN


The Trust is committed to employing unemployed graduates in and around poor communities to provide such support, give special advice, provide research and development services and consumer education. Areas targeted for the establishment of technical centres include two in Uitenhage (KwaNobuhle and Langa), three in Port Elizabeth (Motherwell, Northern Areas and Warmer) and one in Dispatch. Ubutyebi Trust will provide R300 000 to build each centre in each of the designated areas. The Trust will raise and set aside an amount of R2m for research and development purposes and R3m for the establishment and running of technical centres over a period of three years. Ubutyebi Trust’s primary objective is to join forces over the next 5 years with community organisations, government departments, state apparatus, state parastatals, financial institutions and institutions of learning and the general public via a proactive approach to human and economic development. With its multi pronged strategy in providing shelter, numerous programmes in poverty stricken spaces, Ubutyebi Trust is ensuring that poverty becomes a reality of the past.


The BAIC site is now fully cleared and ready for construction N

elson Mandela Bay has been abuzz with the earmarked BAIC development Nelson Mandela Bay and positioned to be the biggest automotive investment in Africa in the last 40 years. In preparation, The Coega Development Corporation (CDC) has begun work in clearing 54.62 hectares of land in Zone 1 of the Coega Industrial Development Zone (IDZ). Investors, SMME’s and NMB local economy stand to benefit from the investment. CDC unit head marketing & communications, Dr Ayanda Vilakazi, says of the project: “We pride ourselves in our efficiency and high turnaround times when implementing complex and mega projects of this nature. Our modus operandi in placing the needs of investors first lies at the forefront of everything we do and has contributed significantly in the growth of the IDZ.” Noticeable milestones have been achieved in preparation for the handover of the site to BAIC for the construction of the 85000 sqm plant facility. Preparations for the BAIC factory are done in phases, with phase 1 comprising of Geotechnical investigations, Survey, Search & Rescue and lastly Bush Clearance.

In addition, environmental standards been adhered to. “Of the total, 903 plants were rehabilitated within the IDZ and 2582 plants were used in the landscaping of the new Zone 2 Customs Control Area (CCA) entrance,” says Andrea Shirley, CDC Environmental Project Manager. The big project has directly benefited six SMME’s in the bush clearing phase of the project. Acting SMME unit head, Lamla Fihla says, “As part of our SMME programme, the CDC SMME Unit is tasked with the responsibility of unbundling packages of work for SMME’s.” The appointment of SMME’s followed CDC’s normal procurement processes. The SMMEs that were identified through the procurement process were - Vukujonge Trading, AmanziEthu Trading, Infra Force Africa, Loppsy Trading, April & Son, and Tshintshiwe Trading. Fihla adds that all these SMMEs managed to deliver the work within the agreed time and budget whilst Vilakazi points out that the project could have been implemented by a single large and well-established construction company but it was awarded to six SMMEs with the objective of sharing and spreading opportunities as much as possible to many organisations.”

Photo: BAIC site: Ariel view of the earmarked BAIC site that has been cleared and is ready for construction to start. Construction on the site is planned to start in earnest late this year early next year. The BAIC site is now fully cleared and ready for construction. It is important that the BAIC investment positions the Eastern Cape as an automotive hub of SA and has the potential of deepening the component supply chain, job creation and economic development for the province. More than 10 500 employment opportunities would be created by this investment throughout the value chain.




Super-regional mall’s unique architecture makes it ‘one of SA’s most advanced malls’



he Eastern Cape’s largest shopping mall, Baywest City, has become not only an architectural landmark in Nelson Mandela Bay but also a beacon of sensitive design that takes everything from green building to shoppers with disabilities into account. Spanning an area the equivalent of 22 rugby fields, this futuristic retail and entertainment centre in the city’s western suburbs was designed to excite and entertain, said chairman of DHK Architects Derick Henstra.

The R2-billion mall, officially opened in May last year. “It’s a futuristic mall. We wanted it to be a timeless piece of architecture and had to make Baywest visually appealing,” said Henstra. “For malls around the world, one of the most important aspects is the element of flow. They are often not very legible or user-friendly, so we wanted to create a mall which was an absolute pleasure to navigate.” .


Quick access crisscross corridors linking shoppers to both sides of the oval-shaped mall, one of the country’s largest TV screens in the food court at 24m², and restaurants with table heights to accommodate shoppers in wheelchairs are all part and parcel of the redefined shopping experience. Henstra said being aware of shoppers with special needs was an important part of the design brief, and for this reason Baywest Mall was designed with wheelchair access in mind.

“There are lots of easy ramps for wheelchairs, and the heights of tables in restaurants and the food court are designed to accommodate shoppers in wheelchairs. It’s part of making the mall friendly and easy for everyone to access,” he said. The uncomplicated design of the mall achieves two objectives: it ensures the mall detracts from its natural surrounds as little as possible, and keeps shoppers’ attention on the reason they are there in the first place – the stores.


FROM CEMENT TO FLY ASH? From cement to fly ash? Executive Chairman and CEO of South African Council for Graduate Co-operative, Thamsanqa Maqubela paints the picture of a new industry.


oal ash sometimes referred to as fly ash is the generic term referring to several very distinct materials produced when coal is combusted to produce electricity. Industry refers to these materials as “coal combustion products” or “CCPs” to emphasize that they have significant commercial value. Maqubela says “A global multibillion-dollar industry has arisen over the past 50-plus years around the use of these materials, which include fly ash, bottom ash, boiler slag, and various forms of flue gas emission control/ desulfurization materials. Each of these varies by coal source and composition, combustion technologies, emissions controls technologies, and other factors.” Fly ash is, according to Maqubela positioned to be one of the most innovative technologies set out to change the building industry in South Africa. Projected to provide a staggering 100 000 jobs nationally, the Eastern Cape still remains an untapped province in utilizing fly ash as a replacement and or supplement for portal cement for the construction of its roads and houses. “The majority of Eskom’s coal fired power stations are based in the province of Mpumalanga, with few in Limpopo, the Free State and Gauteng. As a result, the Eastern Cape province remains far from the production of the fly ash” says Maqubela. Fly ash is predominantly produced by Eskom from the coal fired power stations. Sasol and other companies also produces fly ash. South Africa relies on coal for the production of its electricity, thus the element of sustainability is not in question. Annual production of fly ash from Eskom alone is 36.2 million tons.

Mr. Thamsanqa Maqubela holds a MBA in Strategy and Marketing from Korea Development Institute School of Public Policy and Management. He is the recipient of the diamond entrepreneurship award(2011) and was inducted in the Hall of Fame by the World Association of Cooperative Education in the USA(2015). As Executive Chairmain and CEO of SA Council for Graduate Co-operative, he remains at the forefront of ensuring that opportunities embedded in the use of fly ash reaches graduates, SMME’s, legacyco-operatives and government departments



Maqubela adds that the Eastern Cape province can benefit from using fly ash as there is no electricity power station. Fly ash can best be used for road construction and surfacing, manufacturing of bricks, paving stones and for other agricultural use. Despite its benefits and the opportunities it provides for the province, the Eastern Cape is taking precautions in using fly ash and other various technologies.

According to MEC of Public Works, Thandiswa Marawu, the Eastern Cape Public Works Department has already begun testing fly ash’s sustainability for the province with CSIR for various reasons such as that fly ash is a harmful waste product which requires substantial care in handling. Maqubela admits that it further requires compliance with certain evironmental legislations, which can become barriers to entry for many people in rural areas. Made from coal fire but at a fraction of the cost of cement, the innovation has been widely used in countries such as United States and China yet it is only beginning to make waves in the South African building and construction sector. The new terrain is now embedded with various opportunities for diverse stakeholders. Amongst those are the economic benefits and cost effectiveness of the commodity. “However, the use of powder coal fly ash as an addition to either cement or concrete is well-established. Concrete made with these secondary raw materials as a part of the binder does show distinctive advantages over concrete with Portland cement only. Especially, the performances with respect to chloride-initiated corrosion of rebars, alkali-silica reaction and sulphate attack are substantially improved” Maqubela points out. According to Maqubela, the use of rail line to transport fly ash to the the Eastern Cape can ensure that the province does not lag behind other provinces in using and reaping the benefits of fly ash. “Comparatively, fly ash is beneficial and cost effective especially when transported via rail and can yield better results by using youth co-operatives to construct roads in the Eastern Cape” says Maqubela. The South African Council of Graduate Cooperatives Limited (SACGC) recommends impactful use of fly ash for the Eastern Cape province in untarred road construction and surfacing, building of houses as well as the building of public infrastructure utilities such as schools and clinics. According to the organization, international studies have shown that fly ash is pozzolanic and serves as an additive in concrete and in cement and road construction.

It can also be used for soil reclamation, for example, acid and improvement of the hydraulic properties of marginal soils. Maqubela believes that there is an opportunity for youth job creation and entrepreneurial opportunities to exploit the use of fly ash in the country. The SACGC led by Maqubela has secured rights through Eskom and the Presidential Youth Working Group “to grow a high calibre of graduates and the advancement of graduate cooperatives as viable economic entities to fast track job creation, foreign direct investment, skills transfer and to grow the economy in municipalities and rural areas.” One of its major benefits is that it offers our society extraordinary environmental and economic benefits without harm to public health and safety when properly managed. Maqubela also points out the numerous benefits of using fly ash as against using portal cement; namely - Eskom produces around 36 million tons of fly ash per year. In 2007, the United States produced 131 million tons of coal combustion products. While 43 percent were used beneficially, nearly 75 million tons were disposed of. By using coal ash instead of disposing of it in landfills we are avoiding the environmental degradation and energy costs associated with mining virgin materials. We are building stronger, longer-lasting structures that save taxpayer money and minimize environmental impacts. For every ton of fly ash used in place of portland cement about a ton of carbon dioxide is prevented from entering the earth’s atmosphere. Also, it takes the equivalent of 55 gallons of oil to produce a single ton of cement. - Another significant benefit of using fly ash is that it requires less water than portland cement, conserving a limited resource, while also reducing a project’s water and equipment costs. Boiler slag, which replaces sand in blasting grit, has the benefit of being free of silica, which eliminates the potential health risk of silicosis. Flue gas desulfurization materials are used in 30 percent of U.S. wallboard products, avoiding the need to mine gypsum. DEC / JAN



KHWEZI SKILLS TRAINING OWNER Mrs Lulama Sikutswa Jakavula is this issue’s go-getter - by Nandipha Mafalala


Driven professional and who gets things done.

Tell us a bit about yourself /background? I hold a Certificate in Business Computing, Project Management and a National Diploma in Catering Management, Hospitality and Food Service. From Stanford University, I also did a Foresight, innovation and learning programme. Now I am currently doing a Management development programme at Nelson Mandela Metropolitan University. . What are your skills highlights? I have conceptualized, implemented and managed Skills Development and Enterprise Development Programmes specifically in the construction industry. I have trained, coached and mentored business start ups and cooperatives in Eastern Cape and Kwa-Zulu Natal. Across all spheres of government, I have been involved in Training and Enterprise Development, Community Development initiatives, poverty alleviation programmes as well as stakeholder management facilitations. In my previous employment for Department of Roads and Public Works, Eastern Cape, I have conceptualized and part implemented a flagship roads Enterprise Development Programme. I have also successfully facilitated accreditations with four SETA’s.

Tell us more about Khwezi Skills Training. Khwezi Skills Training is a 100% black woman owned entity and has one Director and two Project Managers. All our training practitioners are accredited by relevant bodies as an emerging agency. Khwezi Skills Training works with a team of associates that are experts in various fields for purpose of capacity, value adding and supporting various business activities. What is the company’s core business focus? Khwezi Skills Training was formed in order to enhance the efforts of the National Skills Development Strategy and Skills Development Act. It supports the new legislative policy dispensation given the historic background of education and training, which includes: disintegration, lack of national unifying standards, lack of articulation and mobility between and across institutions and learning programmes. Furthermore, we are passionate about community development and poverty alleviation programs which seek to restore the dignity of our people. What services do you offer? Professional services which includes: • Learnership Management • Capacity Building • Education and Training System Development • Project Management • Social and ISD Facilitation • Stakeholder Management Services • Research • Mentorship and coaching • Health and Safety Consultation and training • Basic communication and Numeracy Training

Technical Training which includes: • Community housing Building L2 • Bricklaying L3 • Plaster L3 • Carpentry L3 • Plumbing L4 • Construction Contracting L2 • Construction Road work L2 • Construction Road work L3 • Construction Supervisor How would you describe Khwezi Skills Training philosophy? We want to be known by our stakeholders and clients for these characteristics 1. Khwezi Skills Training and its associates shall not place themselves in a position where their personal interest shall conflict with their duties and clients 2. We demonstrate a commitment to improve efficiency, productivity and quality 3. We carry out duties with adequate degree of care, sensitivity and confidentiality. Who are your previous and current clients? We have worked with companies such as: • Office of the Premiere, KZN • Buffalo City FET College • Coega Development Corporation • Department of Rural Development and Agrarian • National Home Builders Council (NHBRC) Skills Programme • Department of Agriculture (CEDARA, Petermatizburg) • CETA KZN




& Expo 2017

MAY 2017



Building Talk Magazine  

Building Talk Magazine is a construction news magazine in South Africa. We profile prominent construction industry leaders, infrastructure p...

Read more
Read more
Similar to
Popular now
Just for you