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22 YEARS OF MANAGING CAPITAL EXPENDITURE PROJECTS

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Get ready to experience the ultimate construction event of the year. Big 5 Construct Southern Africa is celebrating its 10th edition and you’re invited! Taking place 27 – 29 June 2023 at the Gallagher Convention Centre, this exhibition and conference is an absolute must-attend event for anyone in the construction industry in Southern Africa.

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CONTENT

ALTERNATIVE ENERGY Safely siting a nuclear power station

NEW DEVELOPMENT Johannesburg Development Agency (JDA)

CULTURE IMPROVEMENT The culture required for sustainable improvements

GAUTENG PROPERTY FUND Host funding serminar for delivery of housing and job

JDA 22 years of managing capital expenditure projects

AFRICAN GROUP LUBRICAN Automatic blending tanks subsidiary of the JSE-listed enX group

SAIC South African Investment conference 2023

GROWTHPOINT PROPERTIES

KZN smes generates over R163 million and creates 150 jobs

JEC INVESTMENT PROPETY Investment property fund - Jec listed

GAUTENG HUMAN SETTLEMENT Donate houses and issue tittle deeds in Soweto

RAND WATER PROJECT KZN Minister Mnchunu open a new water project in KZN

Construction SA Magazine

All your Construction & Infrastructure related projects for executives and managers

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TITC MS Information Technologies

a nuclear power station W Safely siting

ith the current electricity woes that the country is facing, the use of alternative energy sources, such as renewable energy and nuclear energy is becoming more prevalent. In a recent site investigation project for the national energy provider, SRK Consulting was engaged to explore all aspects of site licencing except for the seismic hazard, geology and oceanography and coastal engineering.

Site licencing for an energy generation project is usually both multidisciplinary and complex, and even more so for nuclear energy; SRK Consulting’s technical involvement in a recent such project for the national energy provider demonstrates the breadth and depth of its expertise, according to SRK partner and principal engineer Bruce Engelsman.

The safety focus makes investigating the technical feasibility of a nuclear energy project a substantial endeavour in itself, explained Engelsman, drawing on myriad disciplines and specialists.

After detailed studies, the proposed site for a nuclear installation must then be authorised by South Africa’s National Nuclear Regulator (NNR). The regulator also exercises regulatory control over the subsequent design, construction, operation and decommissioning of nuclear installations.

“A range of site safety reports form a critical

SRK Consulting partner and principal engineer part of these projects, as they evolve from concept to feasibility stage,” he said.

“These intricate processes can take many years, and involve careful investigation of all related risks.”

In the recent site investigation project for the national energy provider, SRK Consulting was engaged to explore all aspects of site licencing except for the seismic hazard, geology and oceanography and coastal engineering. In addition to harnessing its considerable internal resources, the company also engaged a vast array of independent technical consultants.

These were experts in specific fields such as risk assessment, meteorology, ecology and town planning, to name a few.

He highlights that any nuclear project is governed by stringent international quality and safety standards, and the global nuclear community keeps a close eye on how all work is conducted. Apart from the NNR, there are typically other bodies involved – such as the International Atomic Energy Agency and the International Atomic Energy Commission –which also prescribe to a large extent what is required in the studies and data. The regulations of the US Nuclear Regulatory Commission can be referred to if there are gaps or uncertainties in the local framework.

Bruce Engelsman

“All our work is then reviewed by the national energy provider, and then by international experts appointed by the NNR – so this is a highly controlled environment with many checks and balances in place,” he said. “To align with these controls, we developed project-specific quality assurance plans, for instance; and as the work progresses, we are regularly audited on all these aspects.”

Among the technical topics which SRK Consulting was engaged to explore were: geography; ecology; demography; land, water and sea use; transport routes; nearby industrial and military facilities; meteorology; hydrology; geohydrology; water supply; geotechnics and potential

potential radiological impacts. Engelsman was the lead on the geotechnical data gathering, including drilling, sampling and laboratory testing.

Key to studies on the geography of a suitable site are many considerations such as the proximity of people, animals, other facilities and food production and consumption. Monitoring is also vital, and needs to be conducted in some cases over years to deliver the required accuracy. This includes monitoring of groundwater and meteorology – the latter requiring the establishment of weather stations on site.

A project of this scale took a great deal of coordination,

and was project managed by SRK principal engineer Derry Holmes. This included the management of sub-consultants, who respectively tackled sections such as meteorology, demography, land use, emergency planning, radiological impact and nearby hazards.

“The essential focus of all this work is to identify and mitigate risks,” said Engelsman. “These could either be risks that external factors pose to the power station, or that the facility could pose to the natural and human environment.”

JDA DELIVERS THE INNOVATIVE, PATIENT-CENTERED BOPHELONG CLINIC

The Johannesburg Development Agency (JDA) has once again delivered on its mandate of managing and facilitating infrastructure developments efficiently and innovatively with the completion of the R66 million, patient centred Bophelong Clinic.

The City of Johannesburg Executive Mayor, Cllr Thapelo Amad and the MMC for Health and Social Development Cllr Ennie Makhafola opened the clinic on Wednesday, 29 March.

The JDA implemented the 1790m² modernised facility for the City of Johannesburg Department of Health.

(The 1790m² modern Bophelong Clinic in Doornkop, in Soweto, was implemented by the JDA to meet the demands of the growing township.)

Joburg Executive Mayor

Dynamic project conceptualisation, planning and implementation

The City’s Department of Health identified the existing Bophelong Clinic located at Block 11 in Doornkop, Soweto, to be upgraded and refurbished in order to meet the Department’s new standards of a high-quality health environment.

The implementation of the project followed the national core standards for new health facilities and ensuring that it is compliant with the national Department of Health’s ideal clinic standards.

Nkomaba Trading and Projects were appointed as the contractors and begun with the construction of the new Bophelong Clinic in April 2019. The clinic was implemented to consist of 18 consulting rooms which includes four separate wings; a chronic wing, antenatal wing, acute wing, emergency wing, waiting area, guard house and parking area.

The construction work was completed in April 2021 and consisted of the demolition of existing structures, building new foundations, diggings, doing brickwork, plastering, tiling, installing ceilings, painting and paving of the road and walkways.

The different sections were divided into the following spatial components:

- The acute ward consisting of consulting rooms, counselling rooms and a vitals area

- The antenatal ward that consists of counselling rooms, consulting rooms, an exercise room and a vitals room

- The chronic ward that consists of counselling rooms, consulting rooms, a vitals room and ablution facilities

- An emergency ward consisting of resuscitation, isolation, dressing and rehydration areas

- A central administration and waiting area that links to all of the separate wards.

The new clinic layouts are based on the relationship between the various wards and public spaces (areas that are accessible to all).

All the wings of the facility were intended to function independently and be closed off according to the daily needs of the clinic.

Before construction began, stakeholder and community participation had been conducted, ensuring that a much more sustainable sense of ownership, civic pride, citizenship, unlocking development potential is cultivated.

“The JDA has a 22 year track record in the successful implementation of capital projects and we are proud that the launch of this modern clinic represents better healthcare for residents of Doornkop,” said CEO Mokgema Mongane.

The JDA coordinates its area-based development activities and other catalytic interventions with the Department of Development Planning and engages with client departments in the design and construction of infrastructure assets.

AntonyPage- Leadership& ChangeSpecialist (Mind IP)

Why improvement initiatives fail

So, I am left thinking. Why do so many performance enhancement, operational efficiency, or productivity improvement initiatives fail?

Firstly, as I noted in my previous article, it is not treated as a strategy; and it should be. Secondly, the prevailing culture does not encourage or reward the work required to change.

My experience has shown me that these two elements are the most important elements needed to create the awareness a change or improvement process requires. There is so much research and writings on change, that it should be clear that the authentic importance placed on any initiative will determine the energy it is given.

The culture required for sustainable improvements

Creating a new culture or changing an existing culture is also the most difficult aspect to master if any improvement initiative if it is to have any chance of succeeding. We once did a productivity improvement initiative in SAA. We had great success. We handed out certificates to the delegates to celebrate their success. We were allocated a basement in the parking lot to hand out certificates. Delegates had to bring their own refreshments.

The leadership was conspicuous by their absence. The importance to the leadership of what had been achieved was clearly evident. The improvements achieved immediately fell flat and take a look at where SAA is today.

So what culture are we looking for? A culture of continuous improvement is an ethos of the ongoing effort of incremental changes. Why? Because every organisation is different, every organisation has its own unique culture, and every organisation will respond differently to change. Any of us who have taken part in any personal improvements’ activity such as weight loss or fitness will understand the

challenges of continuous improvement. There is never a quick fix, it takes small daily incremental changes, to see our bodies change, and our fitness improves.

We are trapped in the industrial age where people are seen as things or at best assets. To create a unique culture of continuous improvement we need to unleash the creativity of our people and the only way we can do that is by engaging the whole person, the mind, body, heart, and spirit. Covey, a foundational authority on leadership, writes extensively on this. In construction, we are mostly engineers or accountants.

Everything is empirical, everything has a formula, everything has a standard, and everything has a rule. I was saddened to see the Lean Construction Institute stop operating in South Africa. The principles of Lean had great tools to improve productivity, but these tools are useless if we as leaders believe in the traditional way of doing things and cannot unleash the creativity of our people by engaging the whole person. So rather than focusing directly on the operations we want to improve, we need to focus on the

people who are going to improve these operations.

The road that runs through my farm is being upgraded from gravel to a bituminous surface. The contract was awarded to the contractor some fourteen months ago. No sooner had construction started than it was suspended because the environmental approval had expired.

The contract remains suspended more than a year later. Authorisations have been sought sequentially rather than in parallel. Reports have been lost in the post. Who uses post anymore?

Requests for approvals have been lying on bureaucrats’ desks for months. Approvals have not been sought from all relevant stakeholders.

The contractor continues to get paid, the supervising consultant continues to get paid, the cost of this road escalates, the client’s budget dwindles, and the government departments are blamed for their inefficiency. If any one of the Client, the Contractor, or the Engineer used some innovation and injected a sense of urgency into the process instead of blaming others this problem could have been sorted out in one month, not fourteen months and counting.

What is being created is a blame culture, a culture that accepts poor performance, a lethargic culture, a defeatist culture, and it is being created in all the organisations involved, including the Contractor and the Engineer. We are creating a culture of continuous deterioration.

What should be happening? The people of all the stakeholders should be tasked with and allowed to work together,

referred to as the “fluffy stuff”. Leaders need to drop the traditional heartless autocratic approach that has served “boomers” so well. An example of the fluffy stuff that is essential in leadership is mindfulness.

Mindfulness refers to practice of being present and fully engaged in the current moment while leading others. Developing the skill of mindfulness helps leaders to be more present, focused, and aware of their own thoughts, emotions, and behaviours.

Mindfulness allows leaders to be more attuned to the needs of their team, to make better decisions, and to communicate more effectively. Being mindful will help leaders understand beliefs or mindsets that influence their team’s behaviours and can help leaders to develop empathy and compassion for their team, which can lead to

unlocking their potential, innovatively with a common purpose being to urgently resolve the issue to complete the project. To work together the people need to trust each other, a trait traditionally missing in a contractor-engineer relationship. Just look at what the apparent corruption in the government departments does to trust.

Back to engaging the whole person, the mind, body, heart, and spirit. To create a culture of continuous improvement one needs to prioritise these essential skills sometimes ignorantly

stronger relationships and better outcomes for the organization as a whole.

It’s not all altruism, by cultivating a practice of mindfulness, leaders can reduce their own stress, increase resilience, and improve their own health & personal relationships.

Mindfulnessreferstoprac�ce ofbeingpresentandfully engagedinthecurrent momentwhileleading others.

Rather than give you dry American examples of how working with the whole person can lead to success, I’ve dug up some very relevant & personal examples. I have been actively involved and led many successful initiatives where paying attention to the people, rather than simply the operations, unlocked the potential of the teams, harnessing their creativity and maximising their abilities while creating an environment of trust around a common purpose with aligned systems:

Placing gas pipelines into the sea, through the shore zone, when modern technology at the time was unavailable because of sanctions and apartheid.

Increasing the installation frequency of pipe culverts from 2 a week using heavy equipment to 2 a day utilising no heavy equipment. Part of fixing an 18-month, 70km, road project, in rural Africa emerging from an armed conflict, that was 6 months behind programme and showing an 18% loss and finishing it on time and showing a break even. All performance related. I had to pull together people from all three sides of the armed conflict and get them working together. Talk about being mindful of differing mindsets.

The turnaround of a road project being constructed above the snow line in temperatures that reached -28o Celsius was showing a 22% loss and was way behind programme to bring it in ahead of time with greater than tendered profits. There were at least 8 different nationalities involved in this project. Being mindful of the varied culture and mindsets shaped the needed understanding and compromise.

Turning around a business unit that had been showing losses for 10 years and was technically insolvent to a first-year profit of R40 million, a second-year profit of R103 million, and a third-year profit of R164 million, with a compound growth of 350%, and an average ROIC of 57% for the three years.

Were there other success-yes? Did I experience failures-Its part of turnarounds?

What I know is that It is time that improving the efficiency of operations receives the strategic focus it deserves. Working on the whole person is just one tool of many that serious leaders can develop. Leaders, whether formal or informal, have to step up, do the work, learn the skills, and create small fires of excellence that can burn through the blame, poor performance, lethargy, defeatism, and continuous deterioration so that we can get this economy moving.

A View from My Tractor shares my opinion on certain issues with the hopes of us better understanding and addressing the source of the problems present in our turbulent environment.

“As a direct result of our partnerships, we have produced well over 20 000 units in the affordable housing space. All of this while creating thousands of employment opportunities. If all of this cannot yield any socioeconomic impact, we might as well close shop. So, we really exist to be a catalyst for growth, job creation, and enterprise development.”

Lindiwe Kwele, MBA, CEO of the GPF.

Gauteng Property Fund (GPF) host Funding Serminar

Ceremony and Founder of

Panel discussion, titled,

In opening,the Deputy Chairperson of the GPF Board of Trustees, Mr. Sello Dada

Morero said “It is my pleasure and indeed, an honour for me to welcome you to the Gauteng Partnership Fund’s first Funding Seminar. We have been inundated with emails and calls, particularly over this past week, from people looking to attend this event – and for that, we are both encouraged and grateful for your interest”

“How the GPF, through the delivery of housing and job creation, can be seen as a partner of choice for impact investment.”

Silvia Milosevic

Master of

Riches & Beyond

Sello Dada Morero

Deputy Chairperson of of the GPF Board of Trustees.

The Chief Executive Officer of the Gauteng Partnership Fund (GPF),

Lindiwe Kwele has called on the private sector to join forces with entities such as the one she leads, in order to address the housing shortage in the province. With hundreds of thousands of people flocking into Gauteng annually, the housing backlog is estimated to be around 1.2 million. Demand for housing continues to outstrip government budgets.

At its inaugural GPF Funding Seminar, which included key stakeholders in the affordable housing sector, Kwele told attendees: “Our clean financial audit reports over the past 13 consecutive financial years are indicative of an organisation with sound financial management and governance processes. This favourable audit status continues to build strong investor confidence.”

She added that “maintaining a positive reputation is essential to the attraction of new investors and sustaining our existing investor partnerships”.

Kwele said that the Gauteng Partnership, which is an agency of the Gauteng Department of Human Settlements, responsible for leveraging various resources in collaboration with the private and public sectors to accelerate the delivery of affordable rental housing, had leveraged about R3 billion from the private and public sector since its establishment.

The seminar, which was attended by over 270 people - both physically and virtually -, featured several panelists including the newly appointed National Housing Finance Corporation’s CEO Azola Mayekiso;

The panel, consisting mainly of government-sponsored institutions, noted the opportunity for its combined resources to be augmented by the R9 trillion assets under management in the retirement

Zama Khanyile, the Divisional Executive: Venture Capital & Corporate Finance at the National Empowerment Fund; Lusanda Netshitenzhe, the CEO of TUHF21; Lizanne Hennop, the manager of the Property Development Service Unit at Urban-Econ; Wits University senior lecturer, Dr. Prisca Kasanhayi-Simbanegavi; Mandy Jayakody, the director at Aquila Projects, and the GPF’s Acting Chief Investment and Development Officer, Shiraaz Lorgat.

fund sector. National Treasury recently amended Regulation 28 of Pensions’ Fund Act, 1956 which provides investment limits per asset class. The massive increase to 45% in the allocation to infrastructure, which includes social infrastructure of which affordable housing is a subset, provides an opportunity for pension funds to get exposure to this asset class through partnerships with institutions such as GPF.

The GPF was also celebrating its 20th anniversary.

Several property developers whose projects were funded by the GPF gave testimonials, while others took the opportunity to ask for advice on how to access funding for their projects.

The Deputy Director General for Planning & Property Management at the Gauteng Department of Human Settlements, Daniel Molokomme added: “The GPF also plays a critical role in the provision of units for student accommodation, as well as social housing. On the critical issue of student accommodation, we are working closely with institutions of higher learning in order to provide a sustainable solution to this societal challenge.”

Kwele said the GPF is the preferred partner to government, property developers, as well as co-funding partners, thanks to its long track record of promoting economic empowerment by offering preferential rates to BBBEE accredited developers, a variety of attractive products, as well as the job creation, and local economic development spin-offs stimulated by its funded projects.

“The Intuthuko Equity Fund started 19 years ago in 2004, and it was supported by the GPF as the first funder for about R20 million. Ms Kwele, you will be very happy to know that your

“Not many people have the opportunity to stand at the cusp of an organisation where you are entrusted with a legacy that has been built over the last 20 years – but also having the responsibility to pave a sustainable way forward. Ms Kwele, this is very much where you find yourself - driving an organisation that has been, and potentially could be, part of changing the circumstances of many South Africans, but also being a game-changer in

role as a DFI who catalyses these spaces means that Intuthuko today is not only a Gauteng product but a national product. Intuthuko has managed to bring in and leverage private sector investment – we have over R135 million that has been invested into Intuthuko to support PDIs because of your initial vision to support it. So, today we want to say thank you to the GPF… we have been fellow travellers for a while.”

“With respect to our partnership with the GPF, we really look forward to the collaboration that we will be going into together – in terms of co-investing for student accommodation and affordable housing.”

the sector and setting an example for similar organisations across the country... I would like to wish you all at the GPF the very best in strengthening the Gauteng Partnership Fund.”

Lusanda Netshitenzhe, CEO of TUHF21

Azola Mayekiso, National Housing Finance Corporation

Mandy Jayakody Director of Aquila Projects.

22 YEARS OF MANAGING CAPITAL EXPENDITURE PROJECTS

The Johannesburg Development Agency (JDA) turned 22 on Saturday, 01 April 2023 and looks forward to working even harder to implement infrastructure developments, one of the most capital-intensive areas of municipal spending

The JDA plays a role in the implementation of the Growth and Development Strategy of the City that responds to the Joburg 2040 ideals of resilience, liveability, and sustainability. Established in 2001, at a critical moment in Johannesburg’s history as part of the iGoli 2002 reengineering process, the JDA now celebrates 22 years of managing capital expenditure projects. Below are a few project milestones reached in its year 21 of operations.

Year 21 Milestones

Gandhi Square East public environment upgrade - In Gandhi Square East, the JDA completed the Main Street Public Environment Upgrade, turning the area into a high-quality environment and enhancing the pedestrian experience, featuring wider sidewalks, pedestrian lighting, landscape, trees, and natural elements, and upgraded Portplein Park as part of the scope of works.

Drieziek Public Transport Facility

- The all-weather, aesthetically pleasing Drieziek public transport facility includes 37 holding bays, 42 loading bays, 10 wash bays, private car parking, 22 trader stalls, ablution facilities and a public square for traders with a sitting area. Opened 10 December 2022, the public can now enjoy this amazing facility and travel to their destinations safely.

Orchards Clinic – Opened by Gauteng Health Department in September 2022, Orchards Clinic is a vibrant, primary healthcare facility with 20 consulting rooms, emergency rooms, antenatal, ARV and TB service facilities, a courtyard, office space and a parking area for staff and patients.

Oval Park and Bertha Solomon Recreation Centre – As part of the Eastern Gateway Precinct master plan, JDA completed the construction and upgrade of the Oval Park and Bertha Solomon Recreation Centre. The JDA engaged residents and other park users to design a safe, accessible, inclusive, and sustainable public space through participatory

tools and methods. The project received a certificate of recognition for excellence at the Institute for the 2022 Landscape Architects for South Africa (ILASA) Awards.

Lenasia Public Transport Facility

- The Lenasia Public Transport facility opened to the public in December 2022. The project forms part of the JDA’s turn-key projects identified for upgrades. The intention upgrades were to accommodate taxis, traders, pedestrians, and commuters in a safe, clean, and attractive environment that will enhance the overall functionality of the Lenasia CBD.

CEO on JDA’s future development interventions

Speaking about the JDA’s longevity and success, JDA CEO Mokgema Mongane explained that there are two fundamental management approaches in the universe, the Task-based approach, and the People-based approach. “I believe a delicate balance of longevity, resilience, tenacity and sustained success.”.

Speaking about the JDA’s longevity and success, JDA CEO Mokgema Mongane explained that there are two fundamental management approaches in the universe, the Task-based approach, and the People-based approach. “I believe a delicate balance of longevity, resilience, tenacity and sustained success.”

The JDA plays a pivotal in taking the city forward and its Mongane’s goal to fine-tune and optimise the delivery of infrastructure and development projects more efficiently.

“Essentially, JDA play key role of providing infrastructure development on behalf of numerous client departments and other municipal entities within the City of Johannesburg. These include the Department of Development Planning, Human Settlement, Health, Public Safety, Transport, Community Development, Social Development and the Johannesburg Roads Agency (JRA),” Mongane notes.

“The infrastructure projects comprise Transport Orientated Developments (TODs), Public Environment Upgrade (PEUs), stormwater and gravel road upgrades, clinics, fire stations, public transport facilities, Bus Rapid Transit (BRT) infrastructure, multi-purpose centres, libraries, and shelter” he adds.

When asked what he will be prioritising over the next year to ensure the success of the projects by the JDA, Mongane explained

that the JDA’s immediate focus revolves around its financial sustainability and initiatives - these include revenue enhancement activities within the short to long-term ranges.

Looking ahead to the next five years, Mongane’s long-term goals for the JDA are:

Operational Efficiency:

to continuous improvement / optimisation of core business processes and deliver projects on time and within schedule and as per specified quality.

Capacity Creation: to capacitate organisation in terms of human resources, technology and tools of trade.

Revenue Enhancement: to generate sufficient revenue for financial sustainability in the long run and expand and optimise client-base.

African Group Lubricants (AGL), a subsidiary of the JSE-listed enX Group Ltd, acquired CERA blending facility, after securing long-term commitment with global market leaders – ExxonMobil and Quaker Houghton.

The acquisition increased AGL’s operational capacity by 500%, allowing AGL to offer toll-blending and warehouse facilities, and further securing future growth opportunities while enabling the company to more than double its permanent staff in the past three years.

“The long-term commitment from our principals cemented the investment case for the acquisition of the CERA plant.” said Mark Kerwan, AGL managing director.

The advanced lubricant blending facility located in Boksburg is independently owned, ISO 9001:2015 and ISO 14001:2015 certified and is accredited according to ExxonMobil’s global quality standards. As it stands, the company already offers lubricant solutions to key industries ranging from transportation to retail, industrial, renewable energy, containers (canning), steel, & others.

In addition to being awarded the rights to manufacture automotive lubricants in South Africa by ExxonMobil, AGL has also been granted local blending rights on certain product ranges for the mining, construction, and agricultural sectors where it will be expanding into.

“AGL’s vision is to further expand our locally manufactured product portfolio offering competitive solutions into the South African market space and surrounding countries,” Mark said.

The company’s success in offering world-class products at locally competitive prices is attributed to its ability to blend internationally acclaimed brands as well as its capacity to manufacture local products. The manufacturing and distribution partnerships with global industry heavyweights ensure that AGL’s products adhere to international best practices, technological competence, and cutting-edge business solutions.

AGL MD Mark Kerwan

Automatic Batch Blending Tanks

“Quaker Houghton is proud to be a long-term partner of AGL. Together we strive to empower our customers with full confidence that they can meet the future efficiently and with ease,” said Andrew Laurens, Quaker Houghton commercial director, Southern Africa, MEA.

AGL leverages the world-class expertise of each global partner’s research and development, experts, and technical teams to improve their customer services.

These teams develop new technology to ensure that products offered in the market are highly efficient.

“Through collaboration and working for a shared purpose, we will move together towards increased success. We look forward to many years of partnership with AGL, delivering the best for our customers. Forward Together!” said Andrew.

As a result of these worldwide partnerships, this South African company can supply worldclass products and services with innovative technology at affordable prices to the market.

The added benefit of toprated expertise has resulted in improved customer satisfaction and increased demand for AGL’s products and solutions.

AGL provide customers with more than just product; they offer a comprehensive lubrication solution incorporating among others the Eclipse Magnetics range of filtration products.

Automatic Batch Blending Tanks

The specialty services comprise of an in-house team of lubrication engineers who test equipment and conduct product trials at the customer site. These insights help AGL recommend a lubricant or grease tailored to the customer’s specific application, and equipment.

“This is to ensure that we provide optimal, energy and cost-saving solutions to our clients,” said Mark.

AGL’s private label, Centlube, hosts a complementary range of ancillary products such as coolants, antifreeze, engine cleaner, and brake fluid.

By diversifying its product range, AGL now caters to a broader customer base and enjoys a strengthened position in the marketplace.

“Eclipse Magnetics are delighted to be represented by AGL in South Africa. We have been really impressed with their excellent business and technical knowledge of the lubricants market.

They have been instrumental in achieving sales growth and awareness of our products in the region. We believe that people power an organisation, and AGL have a first rate, highly professional customer focussed team which has been easy to establish a successful partnership with,” said Dan Beaulieu, Eclipse Magnetics, UK.

To accommodate growth and expand its distribution, AGL plans to further expand in the Southern African market in the coming years. This growth will stimulate the local economy by creating employment opportunities and further cementing AGL’s position

as a leading player in the lubricant industry, locally and across Southern Africa.

With a proven track record, a growing market share, and the capabilities to expand its operations, AGL is well-positioned to achieve its growth objectives and to continue delivering exceptional value to clients. The increased capacity, skills, and products position AGL as one of the leading suppliers of premium lubricants, greases, and industrial fluids in Southern Africa.

5th South African Investment Conference

Comments from one of the delagates

WWe are at the 5th South African Investment Conference , It’s an exciting time to be a business owner in #southafrica despite the challenges we face.

The President has invited business owners and investors to invest in South Africa 5 years ago and today he has reached his target.

We are also proud to announce that we as South African Housing and Infrastructure Fund have in the last 3 years invested over R600-Million in the Digital Infrastructure Sector to deliver world-class fibre connectivity into homes and businesses in underserviced communities across South Africa.

We have further delivered over 63 000 land housing opportunities for affordable housing in South Africa during the same period.

14 KZN SMEs generate over R163m, create 150 jobs

The Growthpoint Properties & Fortress Real Estate Investments Limited saw the graduation of 14 small and growing businesses in KwaZulu-Natal through the Property Point enterprise development programme.

We are pleased to announce that within the two year programme, the 14 SMEs have generated over R163 million in revenue, created about 150 full-time and part-time employment, and secured over R34 million in contracts.

Fortress Real Estate Investments and Growthpoint Properties have successfully graduated 14 small and growing businesses in Kwazulu-Natal through an enterprise development programme, Property Point.

Photo: Supplied

Two leading property companies, Fortress Real Estate Investments and Growthpoint Properties, have celebrated the graduation of 14

small and growing businesses in KwaZulu-Natal through the enterprise development programme, Property Point.

The programmes, despite the challenges of 2020 and 2021, have recorded a combined revenue of over R163 million in two years, generating around 150 full-time and part-time jobs and accessing over R34 million worth of contracts.

At a joint graduation ceremony in Durban, electrical contractors KVA Engineering and cleaning and logistics business Phephela Elangeni were declared topperforming businesses in the Fortress and Growthpoint programmes, respectively. Each

business earned a prize of R50 000 for displaying exceptional growth throughout the programmes. The 14 companies also received R360 000 as prize money from the sponsors at the graduation.

Shawn Theunissen, CEO of Property Point, congratulated all participants of the programmes and commended them for their resilience and hard work. He said, “We are getting a step closer to strengthening the impact of local economic development, and through these programmes, we will prove that SMEs have a larger impact on the growth of this country’s economy, striving for success and sustainability against all odds.”

Fortress chief operations officer Donnovan Pydigadu highlighted the importance of SMEs in grassroots economic development. “We are proud to be part of this joint initiative with Growthpoint and Property Point, and we congratulate all the graduates of our Enterprise Development Programme.

“These small and growing businesses have shown that they have the potential to make a significant impact on the South African economy. We believe that SMEs and entrepreneurship are the engines of economic growth, and we will continue to support initiatives that foster entrepreneurship and promote sustainable job creation.”

Growthpoint regional head in KwaZulu-Natal, Greg Worst, echoed Pydigadu’s sentiments and expressed his pride in the graduates’ resilience and hard work. He said, “We are committed to positively impacting the South African business landscape. We will continue to support initiatives that promote economic growth, job creation, and sustainable development.”

Phakama Matiwane, the owner of one of the graduating companies, Amankankani Glass and

Aluminium and chairman of the Umhlanga chapter of the Black Business Forum, emphasised the importance of economic inclusion.

He said, “As the owner of a black business that has been on the fringes for so long, this programme has taught me much about what we as SMEs must do to access opportunities from big businesses.

“The real need remains immense, as hundreds and hundreds of black businesses and BFF members in KZN alone still have no access to the bigger economy.

The 14 graduating businesses also expressed their gratitude for the programme and the opportunities it provided.

KVA Engineering chief executive Vuyani Koyana said, “The Property Point programme has been a gamechanger for our business, and we are grateful for the support

We call on all big businesses to take economic inclusion seriously as these companies have done and open their doors to SMEs from within their local

communities.” The 14 graduating businesses also expressed their gratitude for the programme and the opportunities it provided.

and guidance we received. The networking opportunities have been invaluable, and we have secured several big contracts as a result of the programme.”

Some of the attendees who received their awards at the seminar in KZN

One of the speaker and presenter at the seminar.

JSE-listed Investec Property Fund (IPF), which has assets in SA and Europe, says it has strong shareholder backing to internalise its asset management function, and to this end it has revised the deal with the introduction of an earn-out mechanism.

An earn-out is a pricing structure in mergers and acquisitions

Investec Property Fund

enabling sellers to earn part of the purchase price based on the performance of the business after the acquisition. About 27.4% of shareholders representing 36.2% of the voting share, excluding IPF shares held by Investec, have confirmed their intention to vote in favour of the transaction.

The transaction requires a 50% IPF shareholder approval, excluding the votes of Investec and its associates. IPF will post a circular of the proposal on or about April 17 with a general meeting scheduled for May 17.

https://bit.ly/3K4uH3f

Musina Mall in Limpopo has reported growth in its total turnover of 34% during 2022 when compared to 2021 and 23% higher than 2019’s pre-Covid-19 levels. Footfalls at the mall increased by 6% in 2022 with its

shopper numbers exceeding 900k in December, approaching the 1 million mark for the first time.

The mall houses 35 000m2 of retail space which is differentiated from shopping in Musina’s CBD,

and the two nearest competing shopping centres are a vast 100 and 200 kms away.

Building Quality Roads

Mec ’s Lebogang Maile symbolic

handover of houses and title deeds to deserving beneficiaries of the Lufhereng Housing Project in Soweto is part of the Gauteng Government’s program to accelerate service delivery projects within the Gauteng City Region.

The Gauteng Human Settlements remains committed in tackling the housing backlog and is prioritising the elderly and 1996-2000 applicants.

For the 2023/24 Financial Year, 609 houses will be built in extension 5.

“We are accelerating the work of developing sustainable human settlements to help in speedily transforming our society, particularly the townships, in line with our province’s developmental aspirations.” -said MEC

Minister Senzo Mchunu opens completed Spring Grove Water Treatment Plant

and Bruntville Reservoir in Mooi River in the uMgungundlovu District, KwaZulu-Natal, as part of the Greater Mpofana Bulk Water Supply Scheme.

The Greater Mpofana Bulk Water Supply Scheme, funded by the Department of Water and Sanitation and Umgeni Water Board at a tune of R1.5 billion, consists of:

20 megalitres-a-day RosettaSpring Grove Water Treatment Works;

8 km long Nottingham Road Pipeline;

13.2 km long Bruntville Pipeline;

12 megalitres Bruntville, 5 megalitres Nottingham Road

1 megalitre Rosetta Reservoirs.

The Scheme is being implemented by the Umgeni Water and sources water from the Spring Grove Dam in Rosetta.

The water is treated at the Rosetta-Spring Grove Water Treatment Plant and transferred to the reservoirs.

The water will ultimately supply the arears of Lions River, Belgian, Mount West, Vaaleskop, Bruntville, Nottingham Road and Rosetta located in the Mpofana and uMngeni Local Municipalities.

Minister Mchunu, joined by his deputies, Mr David Mahlobo and Ms Judith Tshabalala and other representatives from provincial and local government, also had an engagement with community members on issues related to water and sanitation services.

The overall project will benefit approximately 130 000 members of the community and bring social and economic spinoffs to the district through reliable water supply.

Minister Senzo Mchunu Department of Water & Sanitation

Opens Spring Grove Water Treatment Plant and Bruntville Reservoir in uMgungundlovu District.

Most of the Polokwane City streets will now be drivable as construction

work to repair some of the dilapidated streets has begun, following Roads Agency Limpopo’s (RAL) intervention with its expertise to address road maintenance issues in several municipalities in Limpopo.

RAL’s intervention in Limpopo’s local municipalities follows a Memorandum of Agreement signed with the Limpopo government and several local municipalities in the province. The Agency will draw on its road construction expertise to assist ten municipalities in Limpopo.

As a custodian of provincial roads in Limpopo, RAL seeks to ensure parity in quality on all roads within the province inclusive of the municipal and national roads. This will ensure uniformity on all the roads, thereby encouraging investment at all levels of government in Limpopo.

In the City of Stars, Polokwane, the construction work has commenced at Nelson Mandela Drive in Nirvana and will be carried out around the city in streets such as Landros Mare, Dorp and Vermikuliet amongst others.

The initiative which will restore Polokwane City streets in identified areas to their former condition, is expected to be completed within a period of two months. Upon completion, motorists will drive efficiently and safer than before.

Polokwane Municipality and other nine municipalities, namely, Collins Chabane, FetakgomoTubatse, Elias Motsoaledi, BelaBela, Musina, Ba-Phalaborwa, Modimolle–Mookgophong, Ephraim Mogale and Makhado local municipalities, are among the municipalities party to the MoA.

Construction work to improve Polokwane City streets following the signed MoA

Sign of relief for Modimolle, Mookgophong residents as RAL MoA helps to restore their streets

Several road users who utilise the streets in Modimolle and Mookgophong towns in the Modimolle–Mookgophong Local Municipality are breathing a sigh of relief following the commencement of the rehabilitation of some of the dilapidated streets in their towns.

The rehabilitation is a courtesy of a Memorandum of Agreement between Roads Agency Limpopo

(RAL), Limpopo government and several local municipalities in the province, where the Agency continues to draw on its road construction expertise to assist the municipalities.

The work has begun at Maroela Ave, Chris Hani and Limpopo streets, in Modimolle town. The streets have already been milled and resurfaced. More streets will be worked for the duration of the period of the project, which is expected to be completed in two months.

Meanwhile, in Mookgophong town, the construction work commenced between First Street in the industrial area and Mookgophong Street leading to town where potholes are being attended to. The work will also be extended to Fourth Street in town amongst others.

Modimolle–Mookgophong Municipality together with nine other municipalities, namely, Collins Chabane, FetakgomoTubatse, Elias Motsoaledi, BelaBela, Musina, Ba-Phalaborwa, Polokwane, Ephraim Mogale and Makhado local municipalities, are encompassed in the MoA signed.

Understanding the Water Tightness Test for Valve Chambers

As a construction professional, it’s essential to ensure that your valve

chambers are water-tight to prevent leaks and water damage. Conducting a water-tightness test can help you identify any leaks in the chamber before putting it into use.

The water-tightness test involves filling the chamber with water at a uniform rate of not greater than 2m in 24 hours.

The liquid level should be maintained for a stabilizing period of 21 days to allow for absorption and autogenous healing. After this period, the liquid surface level should be recorded at 24hour intervals for a test period of 7 days.

During the 7-day test period, the permissible drop in the liquid level should not exceed 1/500th of the average water depth of the full tank or 10mm, after accounting for evaporation and rainfall. If any evidence of liquid seepage to the outside faces of the valve chamber walls is found,

necessary remedial treatment should be carried out from the liquid face.

If the structure does not satisfy the 7-day test, it should be refilled,

remedial work completed, and left for a further stabilizing period before undergoing another 7-day test.

In conclusion, the water tightness test is crucial for ensuring the quality and reliability of valve chambers. By following the proper testing procedures, construction professionals can identify any leaks and make necessary repairs to ensure the long-term functionality of the chamber.

One chamber done, 13 more to go.

A bullet train from Johannesburg to Polokwane MakhadoThohoyandou - Musina

Gauteng Premier Panyaza Lusufi and Limpopo Premier Stan Mathabethe met

again to work on the details for a “Gautrain” type bullet train from Johanneburg, passing Pretoria, stopping in Polokwane, Makhado and Musina.

The train will also stop at the other towns that used to be train towns including Naboom. Teams consisting of both provinces, PRASA, National and Gautrain leadership have made a task team, the train idea and the business case is bankable and

will most likely come into effect in the coming 12 to 24 months, Among the key opportunities from the Bullet Train, the stations will be revitalised, the business on the trains and the developments of the old stations and the new stations.

The retail, wifi and lots of retail, accommodation and commercials. Is worth watching the developments and get prepared. Across the world, the economy grow when the State lead major infrastructure projects like this one, this is what they are doing in Tanzania and Zimbabwe

and other developing nations.

RAL-Municipal road development intervention continues. Being one of the signatories to the MoA with municipalities, the FetakgomoTubatse Local Municipality’s streets in Burgersfort and nearby residential areas are currently being rehabilitated to make driving safer and efficient.

The aim of the MoA entered into by RAL and ten local municipalities aims to assist municipalities with road construction technical capacity and expertise. This is to ensure quality road infrastructure across the five districts of Limpopo, including in municipal jurisdictions.

The Fetakgomo-Tubatse repairs commenced at Aloe street to the excitement of road users who commended the initiative, in anticipation of driving more pleasantly on their streets. The work will also be extended to the R37 road leading to town, Ficus and Kube streets.

Rehabilitation of dilapidated streets in Burgersfort town

The scope of work in Burgersfort residential streets include pothole patching, asphalt surfacing, and edge break repairs. The provision of quality and sustainable provincial road infrastructure for the economic development of the Limpopo Province remains RAL’s mission.