City of tshwane

CITY OF

TSHWANE IGNITING EXCELLENCE

www.tshwane.gov.za

contents A word from the mayor

2

2017/21 IDP

4

Progress with a purpose

5

Painting a picture by numbers

12

Steadying the ship

15

Movers of industry

29

Building a green capital

37

Homing in on housing

43

Serving with purpose

49

Transport for the people

51

Connectivity drives opportunity

Davis & Deale Irrigation Leaders in water management systems

77

Centurion Aerospace Village A high-tech hub

81

Armscor A strategic partner

95

Altech Radio Holdings Smart funding

99

Tshwane South TVET College Educating for a skilled workforce

107

University of Pretoria Leading the quest for excellence

109

65

Enterprises University of Pretoria Contributing to SA’s development

111

Public health = social wealth

73

Gautrain Moving people in Gauteng

117

Towards a sustainable future

92

Fostering safety and security

103

Premier FMCG Leading a fast-moving world

124

Tshwane’s intellectual capital

105

Remarkable sites and events

112

Enriching lives

120

Bringing communities together

126

Publisher Elizabeth Shorten Editor: Special Projects Tristan Snijders Executive Head: Special Projects Neilson Kaufman Head of Design Beren Bauermeister Sub-Editor Morgan Carter Client Service & Production Manager Antois-Leigh Botma Production Coordinator Zenobia Daniels

BVi BVi & Tshwane: A winning combination 11

Marketing Manager Mpinane Senkhane

Grant Thornton Using social media to boost transparency

18

Financial Manager Andrew Lobban

ABSA Realising a better future, together

21

BMW Rosslyn bodyshop groundbreaking

31

Knight Piésold Providing global expertise in Africa

34

SMEC Next-level public transport

37

Lekwa Consulting Engineers Evolving expertise

45

National Asphalt Sustainable high performance

55

AM Consulting Engineers A decade of engineering excellence

57

Urban Dynamics A development partner

61

Novus3 A new planning environment

70

Executive Head: Digital Marketing Roxanne Segers Administration Tonya Hebenton Distribution Manager Nomsa Masina Distribution Coordinator Asha Pursotham

published by No. 9, 3rd Avenue, Rivonia, Johannesburg PO Box 92026, Norwood 2117, South Africa t +27 (0)11 233 2600 f +27 (0)11 234 7274/75 www.3smedia.co.za Please Note: CITY OF TSHWANE – Igniting Excellence statistics have been taken from publicly available documents that may or may not reflect the absolute correct numbers applicable at the time of going to print.

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www.tshwane.gov.za

A WOR D FR O M TH E M AYO R

T

Executive Mayor Solly Msimanga believes that, through prudent financial management and in ensuring stakeholder buy-in, Tshwane has the potential to be a worldclass capital city.

A new

he people of Tshwane have made their voices heard. In August last year, our administration took the reins of the city and committed to delivering the services the people of the city both need and deserve. And while we inherited a challenge that is second to none, we also inherited a significant opportunity – which is to make Tshwane a capital city to be proud of and, in the eyes of the world, a beacon of possibility as to what South Africa can be.

From the start, we’ve been very upfront and transparent about the challenges we face. The strategic approach to our term of office is based on three pillars: Stabilise, Revitalise and Deliver.

Pillars of strength Our greatest priority is to stabilise the city’s finances – after all, you can’t spend what you don’t have! Stabilising the city’s internal administration is also key, as we can’t expect to win the favour of Tshwane’s residents without the buy-in of the city’s employees.

We’re focused on creating an enabling internal environment that will ensure the retention and recruitment of professional and experienced staff.

Following on the heels of stabilising the city is the revitalisation of its economy. At the heart of this is the need to address unemployment, create opportunities and establish an environment that attracts investment and makes Tshwane an investment destination of choice. Investment drives job growth and education, which lead to a greater tax base.

As the city’s income grows, so does its ability to improve service delivery, whether this be the provision of clean drinking water, electricity supply or waste removal, to name but a few.

A vital element that underpins our administration’s approach is open communication – which goes both ways.

As much as the people need to know what we are doing at a city level, so too do we need to know what the concerns of the people are.

In committing to dialogue with the various groups representing the city’s residents, we’ve established a Stakeholder Engagement Unit in the Office of the Executive Mayor, which engages with entities ranging from ambassadors and informal traders to churches and the youth. Our overall policy is very much guided by a need to work closely with all the stakeholders of this city.

beginning

2

City of Tshwane 2 01 7

A WORD FROM THE M AYO R

We’ve just taken over. We want to work, and we want to build, but it’s going to take a bit of time and your help. Rest assured, though, we will make this city an example of what good governance is about and one that can lead the way for the rest of the continent.”

Open for business One of the most important stakeholder groups in any city is business, and we have said from the start of our term of office that the city is very much open for business. South Africa’s entrepreneurs and businesspeople are exceptionally inventive and resilient, and we invite them to engage with and join us in building a world-class city we can all be proud of.

The City of Tshwane has a number of compelling propositions for potential investors.

• We have a number of established industrial areas ready and waiting for big industry. There are also smaller ones, especially in or near the townships – such as Odi in Ga-Rankuwa, Pelindaba near Atteridgeville and the Mamelodi industrial area – that we are ready to convert into leaders of industry and centres of employment.

• In Wonderboom, we have our own, city-owned airport that we envision to become a logistics capital in the region. Tshwane is also situated on major routes that connect with the country’s other major cities and neighbouring countries.

• We have the eyes and ears of the world directed on Tshwane as a representation of South Africa itself, thanks to the great number of diplomatic missions in the city.

• We also have the biggest concentration of institutes of higher learning in the country and have the ability to tap into academic, research and innovation skills right in our backyard.

• Being the third largest municipality in the world, we have manpower and land in abundance.

We are running an administration that is transparent and open, one that is willing to admit to our shortcomings, but we are also one that says: “We’ve just taken over. We want to work, and we want to build, but it’s going to take a bit of time and your help. Rest assured, though, we will make this city an example of what good governance is about and one that can lead the way for the rest of the continent.”

City of Tshwane 2017

3

I DP

2017/21 Integrated Development Plan

An overview of the City of Tshwane’s Draft Integrated Development Plan for 2017 – 2021.

E

very term of office, the city administration and its residents agree upon a framework that provides the city with strategic and operational planning direction. The City of Tshwane’s 2017/21 IDP aims to promote good governance and active citizenry and is approaching finalisation as at the time of writing. Progress made is to be audited on a quarterly basis.

The 2017/21 IDP is significant for the City in two ways.

First, this is the first IDP of the newly elected administration, guiding the way for this term of local government, and, second, the IDP seeks to ensure that – by 2021 – the development trajectory of the City has resulted in a city that can be described as: • An opportunity city • A sustainable city • A caring and inclusive city • A safe and clean city • An open and honest city While these concepts are, in essence, outcomes, they are also the development principles that are to guide the City of Tshwane’s long-term planning framework. These principles are supported by a number of areas of transformation that will ensure the City remains on track to change the way in which it delivers services.

It is anchored around three key pillars – stabilisation, revitalisation and delivery. These three pillars are each underpinned by the achievement of a set of individual and complementary goals:

4

City of Tshwane 2 01 7

Stabilisation • Stabilising the administration/organisation/governance • Stabilising the City’s finances • Stabilising the City’s infrastructure services • Social security stabilisation

Revitalisation • Revitalising the city’s economic nodes (Centurion Lake, Silverton, city centre redevelopment, etc) • Revitalising the city’s industrial nodes (Rosslyn, Babelegi, Ekandustria, Odi/Ga-Rankuwa, etc) • Revitalising old township infrastructure and creating vibrant economic activities • Accelerating urban growth and dismantling poverty and inequality

Delivery • Delivering reliable services and building investor confidence • Delivering sustainable services in the city’s informal settlements • Delivering integrated social packages and safety nets to vulnerable groups/residents • Eradicating water tankers • Cleaning the city and improving customer relations • Delivering sustainable and integrated human settlements and delivering title deeds • Targeting of services spatially, focusing on Hammanskraal, Temba, Winterveld, Zithobeni, etc • Delivering Mamelodi Fire Station in order to comply with constitutional requirements

I DP

Progress

with a purpose s, ennes p o f o is one e e n a wher w h y s t i T c r fo e sa ty. It i nd on ioned i a s n i , u v e t l n r e o ru rds uture al opp on, but the u q towa e The f r d i e t n h p a t ce ge erity the ex le work to t o prosp n is op . lence its pe d n a excel ability y n i t i a c t s e su e th th and wher w o r ing g ensur

W

hile the 2017/21 IDP outlines the administration’s strategic and operational framework for its current term of office, it is but part of a bigger picture driving the City’s transformational agenda. The IDP has been formulated within the context and to meet the strategic objectives and outcomes of the City of Tshwane’s Vision 2030. The outline to achieve this future vision is further established in the Tshwane Development Strategy.

The achievement of Vision 2030 is based on a five-point transformation agenda that is to be implemented over the next 14 years. The transformation areas are: • Ecological • Economic • Spatial • Human capital potential • Institutional On page 7, Table 2 indicates the areas for transformation on which the City of Tshwane will focus over the next 14 years. It shows the current situation as well as where the City aims to be in the year 2030.

Achieving the new vision for 2030 is heavily anchored on the Tshwane Development Strategy and the implementation of service delivery excellence and innovation; economic growth and job creation; the promotion of a safe and healthy city; the City of Tshwane 2017

5

I DP

promotion of social cohesion, inclusion and diversity; and fostering participation, collaboration and diversity within the city.

Tshwane Development Strategy principles The following principles have been set out to guide the development and the implementation of the Tshwane Development Strategy: • An Opportunity City The City of Tshwane is focused on making it easier to do business with and within the city. This is to be achieved by reducing the cost of doing business and ensuring the security of infrastructure

and service delivery – including water and services in the economic nodes – with the aim of attracting and retaining job-creating investments in the city.

• A Sustainable City A sustainable city is one that provides infrastructure services in a manner that supports both residents’ economic and livelihood activities, while trying to minimise the impact that maintaining infrastructure and service provision has on the environment.

The City of Tshwane aims to focus on service infrastructure planning and maintenance, systematic project planning prioritisation and the procurement of funding. It also calls for the densification of city spaces to facilitate sustainable service delivery,

Tshwane: A prosperous capital city through fairness, freedom and opportunity which can be achieved through, among others, exploring alternatives to the current RDP model of public housing.

Further, a sustainable city will be achieved through the responsible management of natural resources. With this in mind, the approach to waste management and energy sources needs to be in line with the City’s green agenda towards environmental sustainability, taking into account international metrics and global goals.

• A Caring and Inclusive City The City is intent on reversing the spatial order of apartheid, which requires an awareness of the impacts that spatial inefficiencies have on the economy, household income and the environment.

Table 1 Alignment of the Tshwane Development Strategy to the NDP and Gauteng Vision 2055 Tshwane 2030 transformation areas

6

NDP

Gauteng 2055

Economy

• Job creation • Infrastructure to support growth • Inclusive rural economy

• Economic sector support • Building local economies • Create jobs

Ecology

• Appropriate use of natural resources • Sustainability • Resilience

• Sustainable development • Energy diversification • Protection of environmental assets

Institutions

• Build a capable state • Fight corruption

• Fight corruption • Build a capable state • Develop capacity of administrators

Human potential

• Nation building • Social protection; safer communities • Quality healthcare

• Social cohesion • Promoting safety through partnerships • Healthy province

Space

• Transform human settlements • Undermine apartheid spatial formation • Sustainable human settlements

• Liveable spaces • Spatial transformation • Integration and spatial diversity

City of Tshwane 2 01 7

I DP

Table 2 Transformation areas – current and projected as per Vision 2030 Transformation

Where we are: 2016

Where we will be: 2030

Spatial transformation

Monofunctional neighbourhoods with limited economic and social opportunities

Accessible, liveable settlements where people can live, work and play

Economic transformation

Administrative inefficiencies, which have created barriers to accessing jobs and investment opportunities

A highly productive economy based on entrepreneurship, innovation and one that is diversified and accessible to all willing actors

Institutional transformation

Non-collaborative institution with a clear divide between city government and external stakeholders

A highly integrated delivery-focused institution that collaborates with stakeholders and is innovative

Human potential transformation

A society riddled with division, poverty, inequality and social ills

Cross-pollination of cultures, ideas and access to opportunities and livelihoods

Ecological transformation

Carbon-intensive economy, unsustainable management of the natural environment

Diverse energy sources; a focus on the protection of ecological heritage

A caring Tshwane should also reflect the city and South Africa’s shared heritage – helping to build socially cohesive and integrated communities. Socially, Tshwane aims to be a home to its citizens, creating a favourable living environment through addressing the causes of crime and social decay. Dealing with the homeless and the provision of housing opportunities are of utmost importance.

• A Safe and Clean City Safe and clean city spaces can offer South Africans of all backgrounds something to be proud of. It does, however, require a community-driven approach where all who live, work and play in the city coordinate their efforts to eradicate lawlessness and disorder. In order to secure the buy-in of individual residents and communities, the City of Tshwane is committed to investing in the promotion of a safe and clean city.

• An Open and Honest City An open and honest city is defined by open channels of communication between itself and its stakeholders. By doing this, the City of Tshwane aims to build trust between all stakeholders, which will further build a strong foundation to establish vital developmental partnerships.

By making use of various technological advances, the City can increase the number of platforms through which transactions and communication take place. Key characteristics of an open and honest city administration are a commitment to fighting corruption and the responsible management of city finances that ensures the city and its stakeholders are getting the best value for money.

City of Tshwane Vision 2030 Achieving the vision of the City of Tshwane in 2030 will require the leveraging of the

city’s position as South Africa’s capital of opportunity. In its approach, the city needs to focus on transforming its social and economic spheres, which needs to be done through social, institutional and spatial transformation. This vision of the future is based on the three pillars of fairness, freedom and opportunity.

• Fairness In line with the Opportunity City principles, this is about making it easier to do business with and within the city.

The City of Tshwane will reduce the cost of doing business and ensure the security of infrastructure services and services in the economic nodes. This will attract and retain job-creating investment.

• Freedom Freedom is the hard-won right of all South Africans. Everyone has the right to express their freedom, being mindful of the fact that their choices come with responsibilities towards others. This includes the freedom to earn a living and accumulate wealth, live where they want, love who they want, say what they believe, develop their talents, and pursue their dreams.

• Opportunity Access to opportunity gives life and meaning to the hard-won freedoms and rights all South Africans are entitled to. Dignity is strongly linked to being able to work, and fostering this requires a growing economy and an educated society. The role of government is to ensure people’s right to quality education and healthcare, and to a functional criminal justice system. Social protection for those facing negative circumstances beyond their control is also vital – poverty and hardship should not rob anyone of their opportunities.

City of Tshwane 2017

7

ARMS

ARMS

(AUDIT AND RISK MANAGEMENT SOLUTIONS) ARMS is a dynamic South African auditing firm founded by black professionals with a passion for transformation, professionalism and upliftment of previously disadvantaged persons. The firm focuses on servicing all spheres of government, state-owned entities and businesses in South Africa. ARMS has established its base of operations in Gauteng, with its headquarters in Johannesburg.

ARMS assists clients with all matters relating to assurance, enterprise wide-risk management and governance. The founders and partners of this firm bring decades of accounting and auditing experience to the business. This group of professionals is leading the company while establishing a reputation of providing high quality professional services.

Nkuli Swana: Executive Chairman

Namhla Gogo: Director: Internal Audit & Advisory

Adv Boreka Motlanthe: Director: Forensic Investigations

Address: St Davids Park, block 9, 1st floor, Parktown | Phone: 011 484 1235 | Fax: 086 6199 887 | info@armsaudit.co.za

@ArmsAudit

Arms Audit

ARMS-AUDIT

The value drivers that ensure we provide consistent high quality service to our clients are: • Client focus • Utilising appropriately skilled staff for each assignment • Rigorous staff selection and development • Innovation • Developing in-depth specialised knowledge in each service area

OUR MISSION

Provide leading-edge assurance and advisory services.

OUR VISION

A preferred African company for assurance and advisory services.

OUR MOTTO

Promptly exceed client’s requirements at an affordable cost.

OUR STRATEGIC FOCUS

Provide excellent service to all spheres of government, state-owned enterprises, and businesses, affording them our best people, services and technologies. We aim to attract and recruit the best professionals to work for us, affording them appropriate support and a culture that respects their innovative ideas and promotes their skills development.

We provide the following services: • Advisory and assurance • Internal auditing • Governance and compliance • Risk management • Specialised training: MFMA; PFMADc • Forensic and special investigations • Taxation • VAT compliance and recovery • GRAP conversion and compliance • Municipal support and services • Performance management systems • Fixed asset registers • Project management • Financial accounting • Procurement and BEE compliance review • mSCOA Assurance • mSCOA Implementation, support and training South African organisations are operating in an increasingly challenging and complex environment which is characterised by: • Complex computerised business systems which demand an array of expensive human capital skills and resources. Most organisations do not have the necessary resources to meet these demands.

• High risk and incidence of fraud. The white collar fraud in SA is estimated at R6-billion pa. Most organisations suffer substantial financial losses due to fraud and theft.

• Dearth of appropriate skills and talent in the highly specialised fields of risk management, chartered accountancy and forensic accounting.

• Increasing complexity of regulations, accounting and governance standards • Most SMMEs are in a disadvantageous position due to difficulties in accessing accounting and auditing services.

• The chain of corporate failure both in SA and internationally makes it necessary for organisations to undertake regular reviews of their control environments.

• Increasing pressure on accounting officers and board of directors, to assume responsibility for the financial well-being of their organisations.

We provide assurance and regulatory reporting services in the following areas: • • • •

mSCOA IFRS Reporting Accounting GRAP

VAT & TAXATION

New legislative developments and tax laws have a significant impact on a company’s operations, therefore adapting successfully to these changes becomes a critical success factor.

We can assist by: • Manage taxation affairs • Acquisition, disposal or reorganisation of a company in South Africa • South African companies with investments overseas • Withholding rates • A foreign company trading operations in South Africa • Capital Gains Tax • Taxation of Trustee and Estates • VAT compliance and recovery • Developing an effective tax structure that suits your business model • Advising you on the changes that affect your business

INTERNAL AUDIT SERVICES

Successful companies use internal audit as their eyes and ears. The evolution of internal audit has been phenomenal over the last decades as the profession has moved from evaluating compliance with controls, to being consultants to management in the modification of process in the controlled environment.

Corporate failures, coupled with legislative requirements for public reporting on internal control over financial reporting, has increased the need for effective internal audits.

We can assist by: • Assess the quality of your internal audit function in terms of the IIA Standards • Train your internal audit function to keep up with changing demands of the profession • Assist in auditing complex areas that require specialised skills and knowledge • Facilitate your risk management linkage with internal audit and corporate governance procedures • Public Finance Management Act • Municipal Financial Management Act • Performance auditing • ICT Auditing

RISK MANAGEMENT

We adopt a flexible approach which can be customised and adapted to each organisation’s specific need. We adopt the following risk management methodology: • Assess our clients’ current approaches to risk management • Design the ERM framework in line with their needs • Develop policy, processes and procedures to support the changes • Assist them to implement and monitor policies, processes and introduce and monitor controls • Train risk management teams on the best practice approach to risk management One of the key challenges for board/council and management is to determine the risk appetite of the organisation. This will help the organisation determine the appropriate control to manage the risk or whether to accept and live with the risk.

HEAD OFFICE Block C - Menlyn Corporate Park cnr Garsfontein Road and Corobay Avenue Menlyn | Pretoria | South Africa T: +27 (0)12 940 1111 F: +27 (0)12 940 1122 YEAR CELEBRATION Email: marketing@bviho.co.za www.bvigroup.co.za EST 1967-2017

CONSULTING ENGINEERS

CELEBRATING 50 YEARS OF ENGINEERING EXCELLENCE One of our key differentiators is our total dedication and absolute focus on uncompromising quality.

Level 1 B-BBEE company with 52% black ownership

Bloemfontein T: +27 (0)51 447 2137 Cape Town T: +27 (0)21 527 7000 Durban T: +27 (0)31 266 8382 East London T: +27 (0)43 722 2738

BVi is a leading supplier of professional services across the full spectrum of civil, structural, electrical and mechanical engineering, as well as delivering all requirements for project, construction and environmental management, in addition to mining infrastructure and town planning.

Empangeni T: +27 (0)35 772 6112 Kokstad T: +27 (0)39 727 4960 Mthatha T: +27 (0)47 532 2582 Polokwane T: +27 (0)15 291 5400 HEAD OFFICE

BlockElizabeth C - Menlyn Corporate cnr Garsfontein Road and Corobay Avenue Port T: +27 (0)41 373Park 4343 Menlyn Pretoria South Africa T: +27 0 12 940 1111 F: +27 0 12 940 1122 Springbok T: +27 (0)27 712 9990 Email: marketing@bviho.co.za www.bvigroup.co.za Queenstown ( ) T: +27 (0)45 839 3115 ( ) Upington T: +27 (0)54 337 6600

Bloemfontein T: +27 (0)51 447 2137 Cape Town T: +27 (0)21 527 7000 Durban T: +27 (0)31 266 8382 East London T: +27 (0)43 722 2738 Empangeni T: +27 (0)35 772 6112 Kokstad T: +27 (0)39 727 4960

Mthatha T: +27 (0)47 532 2582 Polokwane T: +27 (0)15 291 5400 Port Elizabeth T: +27 (0)41 373 4343 Queenstown T: +27 (0)45 839 3115 Springbok T: +27 (0)27 712 9990 Upington T: +27 (0)54 337 6600

IND UST RY | BV I

Professional services offered by BVi:

BVi & Tshwane A winning combination BVi is extremely proud to have been associated with and to have provided essential services to the City of Tshwane.

B

Vi is a multidisciplinary engineering, design and construction management company that was established in 1967 with an office in Pretoria. Since then, BVi has grown its footprint in South Africa to 14 offices throughout the country, with its head office sited in Tshwane.

As a leader in the engineering industry, BVi is once again setting high standards.

With regard to transformation, we are extremely proud to have achieved a 52% majority black-owned shareholding and the status of a Level 1 BBBEE contributor.

BVi’s corporate culture is founded on solid engineering principles. It combines quality and value for money to produce creative, targeted and effective solutions to its clients and the communities.

With an indisputable track record and experience of nearly 50 years across various engineering disciplines, BVi can pride itself on providing professional services in all its areas and fields of focus.

Among BVi’s main goals when executing each assignment is to constantly be in line with its clients’ requirements and to exceed their expectations by assuring that all services and products are of the highest quality.

The BVi Group, through its affiliated companies, is dedicated building on its proud history and to providing professional services throughout Southern Africa. BVi possesses the knowledge,

• Structural engineering • Civil engineering • Electrical engineering • Mechanical engineering • Project and construction management • Social housing and residential developments • Commercial and administration buildings • Infrastructure developments • Mining infrastructure and EPCM • Quality control and technical audits • Turnkey road projects • Townplanning

experience, capacity and resources to complete any project successfully within the allocated time period, budgeted cost and at the expected performance level.

Servicing the City of Tshwane Throughout the years, BVi has been providing various professional services to the City of Tshwane, in the city’s following departments: • Roads and Stormwater • Water and Sanitation • Electricity • Arts, Culture and Heritage • Cemeteries • Sports and Recreation • Environmental Management • Waste Removal • Community Libraries • Fresh Produce Market • Airports • Health • Education • Housing and Human Settlements • Parks and Horticulture.

During recent years, BVi has also been involved in the development of the city by supporting and contributing to enterprise development through the upgrading of roads projects, as part of the City of Tshwane’s initiative to formalise the region’s informal settlements. This work has been done in Mamelodi, Soshanguve and Hammanskraal through turnkey road projects, and maximum economic

benefit has been ensured – to both the city and the local communities – by making use of internationally acclaimed road stabilisation products and techniques.

The City of Tshwane has positioned itself as Africa’s leading capital of excellence and BVi believes that the BVi Group, as one of the municipality’s stakeholders, can continue to support the city by providing an essential service in establishing much-needed infrastructure – thus ensuring a better life for all the communities within the city.

Through the unsurpassed commitment and expertise of its management and its BBBEE policies, BVi endeavours to continue being an active participant in the development of the City of Tshwane and its population of more than three million people.

BVi’s continued presence in the City of Tshwane is of utmost importance for the company, as the city not only forms a critical part of the wealthiest and fastestgrowing economies on the continent – namely Gauteng – but is also home to the centre of South Africa’s government, with all our national government departments located within the city.

BVi would like to wish the executive mayor, city manager and mayoral committee all the best with leading and building our city, realising its vision for the future and – as per the city’s own motto – igniting excellence!

City of Tshwane 2017

11

9 28 35 9 2 35 9 28 5Painting a picture by numbers 7

87 2

D emog raphi c s

Population employed Formal employment

982 866

Informal employment

140 843

City of Tshwane

National

3 152 162

53 157 490

people

people

Total population

Unemployment rate City of Tshwane

21.1%

National

27.1%

Population living in poverty City of Tshwane

478 533 National

13.77 million

12

1/3

6 345 km 2

Total land area of Gauteng covered

• The geographic area of Tshwane, making it the largest metro in Gauteng

by Tshwane

• The City of Tshwane is the third largest municipality in the world

City of Tshwane 2 01 7

7 administrative regions 107 wards 214 councillors

5 December 2000 6 13 20

7 14 21

1 2 3 8 9 10 15 16 17 22 23 24

4 11 18 25

5 12 19 26

Date on which 13 smaller municipalities were combined to form the City of Tshwane

merce Com

Economic breakdown

21%

Industry

2%

Othe r

13%

Se r

vice

70%

s

CONTACT US Anton de Jongh ants@arc.co.za Mo Phala mo@arc.co.za Madi van Wyk madi@arc.co.za 235 Grosvenor Street, Hatfield 012 362 7350 www.arc.co.za

DESIGNING VARIED SPACES WITH YOUR NEEDS IN MIND

The City of Tshwane HAS:

YOU NEED TO GROW.

But you can’t without cashflow.

Every year we help more and more businesses fulfill their true potential by freeing up working capital – keeping businesses liquid in order to grow and expand.

We aim to provide you with financial assistance when you need it most. Choose from one of our offerings that suits your needs:

1

2

INVOICE DISCOUNTING

We pay you your outstanding debtors/customer invoices so that you have that cash available for immediate use.

ASSET BASED FINANCE

Here we free up cash for you from the other side of your business – the cost of goods.

This is also where we really help partner your business through tapping into our network of suppliers.

3

SUPPLY CHAIN FINANCE

If you need to buy, hire or lease equipment to meet the needs of a Government contract/service, we can help you finance this cost in order to free up your cash flow.*

Email us on info@tebfin.co.za or visit www.tebfin.co.za and let Tebfin help your business today.

JOHANNESBURG HEAD OFFICE: Tel: +27 11 301 3607 | Address:12th Floor Sandton Eye, Corner Rivonia Road and West Street, Sandton POLOKWANE (PLK) OFFICE: Tel +27 11 301 3819 | Address No 43 Biccard Street, Biccard Park, Suite no 6, Polokwane, 0700 DURBAN OFFICE: Tel +27 31 303 3013 | Address No 295 Florida Road, Morningside, Durban, 4001 Subject to Terms & Conditions *This applies only to services supplied to the Public Sector (Government, Local Government, municipalities and parastatals).

F inan c e

Steadying the ship In looking ahead, the City of Tshwane adjusted its 2016/17 medium-term budget to ensure the responsible and sustainable management of municipal finances.

T

Adjusting the budget o use a tired expression: consultants, travel and subsistence costs, “The tabling of the proposed 2016/17 Money makes the world office furnishing costs, advertising or adjustments budget is being conducted go round, and this sponsorship costs, catering and eventsin terms of the relevant stipulations of statement holds especially related costs and overtime.” the MFMA, and more specifically Section true when running a city. Without She added that additional funding 28 of the MFMA. The implementation adequate and properly managed and reprioritisation would only be of this adjustments budget aims to finances, providing effective service considered subject to: ensure effective and efficient financial delivery and employment, creating • savings identified in other programmes management and business planning, growth and achieving sustainability are • additional grants being received from aligned to deliverable key imperatives as simply unattainable ideals in a country an external source contained in the five-year strategic IDP,” desperately in need of each of these.

• submissions that relate to external said Msimanga.

The City of Tshwane administration funding sources being accompanied by “The adjustments will reprioritise the has made no bones about the fact proof of confirmation from the relevant budget to service the needs of the many that it inherited a challenging financial transferring department or institution people of Tshwane who are desperate for situation, with a budget deficit of some • appropriation of funding from national services. The adjustments budget is also R2 billion, and that it is focused on and/or provincial departments necessary to ensure that the budget is stabilising the City’s fiscal position in being accompanied by acceptable aligned to the new macro organisational order to ensure sustainable growth documentation as per the Municipal structure as approved by Council on 24 going forward.

Budget and Reporting Regulations.

November 2016,” he added.

In February this year, Executive Mayor The main challenges experienced In concurrence with this, the MMC Solly Msimanga convened an Economic during the compilation of the 2016/17 for Finance, Cllr Mare-Lise Fourie, Summit to address the stabilisation and adjustments budget were summarised said: “Cost containment measures revitalisation of the City’s finances. At a as follows: were implemented by departments press briefing on the adjustments to the • The City ended the 2015/16 financial to eliminate wasteful expenditure, City’s 2016/17 Medium-term Revenue year with an operating deficit of about reprioritise spending and identify and Expenditure Framework, Msimanga R2 billion, which means that the City savings in areas such as engagement of explained the situation. had a funding compliance gap that

City of Tshwane 2017

15

FIN ANC E

Table 1 Outcome of the 2016/17 adjustments budget

Original budget

Adjusted budget Increase/(Decrease)

R '000

R '000

R '000

Total revenue (excluding capital transfers and contributions)

29 578 240

29 204 536

(373 705)

Total expenditure

27 647 570

28 073 996

426 426

Surplus/(Deficit) before transfers recognised – capital

1 930 670

1 130 540

(800 130)

Transfers recognised – capital

2 370 209

2 416 086

45 878

Surplus/(Deficit) for the year

4 300 879

3 546 626

(754 252)

must be addressed within the 2016/17 adjustments budget.

• Based on the mid-term results, it is clear that the City will not achieve its budgeted revenue targets due to various factors, such as under-billing, decline in electricity sales, reduction in water revenue due to water restrictions, increased distribution losses, etc.

• The City must ensure that provision for all non-cash items, such as depreciation and provision for leave, is adequate.

construction of community halls All grants received should be spent at Hammanskraal, Winterveld according to the grants’ conditions as and Mabopane stated in the Division of Revenue Act • S port and Recreation – R1 million for (No. 3 of 2016). additional books A capital budget of R4.46 billion was • Tirelo Bosha Grant – R3.9 million for approved by Council for the 2016/17 research and development on e-bikes, financial year. The 2016/17 capital the hear screen solution and the adjustments budget amounts to Tshwane Application Programme.

R4.52 billion, which is an increase of Approved rollover funds amounted to R59.3 million and mainly attributed to R6.5 million on the following grants: additional allocations, transfers from •P ublic Transport National Grant (PTNG) the operating budget and external – R3 999 487 funding rollover.

• Human Settlements Development This adjustments budget was a Grant funding Grant (HSDG) – R251 598 significant step in recognising the Grant funding increased by R32.4 • Research and Technology – R74 688 realities of the City’s financial situation million as a result of additional funding • Sport, Recreation, Arts and Culture and Tshwane’s administration sees received during the adjustments budget (community libraries) – R1 122 769 the stabilisation of its finances as and approved rollover funds from •B roadband/Wi-Fi Grant – R1 086 882. a springboard upon which it will the 2015/16 financial year. The grants An amount of R36.3 million on the accelerate the delivery of services to were appropriated in the 2016/17 Integrated City Development Grant those who need it most. adjustments budget as follows and was moved to the capex budget to In tightening belts, cutting costs there was an additional allocation fund inner-city regeneration projects. where possible, rooting out corruption amounting to R24.9 million on the The Gautrans Grant, amounting to and ensuring a transparent tendering following grants: R12 071 107, was moved to the opex process, the City of Tshwane has • Social Infrastructure Grant – budget to pay for the feasibility study committed to prioritising the R20 million top-up amount on the being done on the projects. betterment of its residents’ lives.

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Setting the strategic and operational direction of government departments/ organisations: • Strategy planning & development • Policy formulation • Performance & operational planning • Financial transaction advisory • Project valuation (feasibility studies & business plans/cases) • Economic impact assessments • Organisational design & change

Quantifying resource requirements and specifying controls for government organisations: • Zero-based budgeting solutions • Budget-holding & costcentre management solutions • Procurement planning & activity-based costing solutions • SCOA classification for budgeting, recording and reporting to facilitate the recording of all transactions • Due diligence • Valuations • Risk management • Preparation of policies

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Finan c e | G ra nt Tho r n to n

Using social media to boost transparency Public sector managers are embracing transparency as a positive element of financial management and are increasingly seeking to adopt digital platforms – including social media and mobile communication – to keep citizens informed of spending.

A

ccording to the ‘Global Financial Management Leaders Survey 2015’

by Grant Thornton and International Consortium on Governmental Financial Management (ICGFM), senior public financial managers see transparency as an essential element of both their own work and good government itself.

This report draws on a survey of 278 PFM leaders from related areas of government and donor organisations, as well as directors from private companies and academia. Participants represented over 40 countries across Europe, Africa, the Middle East, Asia Pacific and the Americas.

A senior economist from Uganda described how “it is vital that citizens get value for money and this can only happen under a transparent system.”

A colleague from Nigeria was blunter: “If there is transparency, citizens will benefit because income that would have been swindled can be used for welfare amenities and other public benefits.”

Transparency was also linked with the ability of governments to make positive change across the board. A South African

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City of Tshwane 2 01 7

About Grant Thornton South Africa Founded in 1920, Grant Thornton South Africa is a member firm of Grant Thornton International Ltd. We are leaders in our chosen market, providing assurance, tax and specialist business advice to dynamic organisations.

We employ 1 100 people in South Africa with 100 partners and directors. Grant Thornton has a national presence – with offices in Bloemfontein, Cape Town, Durban, George, Johannesburg, Nelspruit, Polokwane, Port Elizabeth, Pretoria, Rustenburg and Somerset West.

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respondent indicated that community meetings were held to enhance transparency in government work – which was vital to “securing openness when dealing with taxpayers’ money.

“Public trust will always be the best political capital for any reforms.

Enabling an environment of transparency and accountability supports our ability to institute more reforms,” said a Filipino respondent.

Encouragingly then, this survey did not find transparency to be perceived

as a burden, but rather as a positive for government as well as other stakeholders.

Some 47% of those surveyed believe the main beneficiaries of transparency are citizens, and the same proportion say that citizens and the government both gain.

Governments stand to gain from transparency As one respondent from a developed country said, transparency is “a necessary pre-condition for accountability and high-quality decision-making.”

Finan ce | Grant Tho rnto n

Transparency not only keeps government departments honest, it also gives them information they can act upon that ties their services a little closer to the expectations and needs of people.

It is also an increasingly important political imperative.

“There is clearly a pull from the people for more information on public policy, finances, spending, reforms and the health of the economy in general,” states the report, emphasising that this is taking place even “to the extent that it is becoming an election-winning theme in many democracies”.

“Leaders have to think about how their own populace communicates and should use that to drive change and transparency. If, as in much of Africa, most of your country has a cell phone but no computer, then it would make more sense to push things out via cell phone,” state the report’s authors.

This is already the way of things in India. “Increasingly, the government is moving away from computer e-governance to mobile m-governance, particularly to engage young people,” the report highlights.

Many leaders may expect social media to become their primary channel, Underused digital tools can but the survey found that less than enhance transparency half (43%) use social media in their Consistent with their understanding of departments. By contrast, that figure is the importance of transparency, threeonly slightly higher than those using quarters of respondents report using mailing distribution lists to send out innovation to increase transparency. traditional group emails (37%).

However, a closer look at their use This starkly contradicts the research of digital technology suggests that in that most respondents believe social governments are far from the cutting channels are effective in bringing edge. Only 75% greater transparency to “You can bury of those surveyed budget allocations (73%) information say that their and also in making these organisations are budget allocations more just by sheer using websites to responsive to citizen volume. It is not increase transparency. priorities (53%). transparent if you This is a remarkably Even where small figure given just flood citizens governments do use the age of websites social media, their activity with raw data.” as a communications does not necessarily channel: government institutions as drive stronger public participation and varied as the White House in the USA and engagement. One respondent from Birmingham City Council in the UK have Georgia, whose organisation uses social sites dating back to 1994. media to explain budget allocations, As a first priority, governments must find said frankly: “I do not think our usage is innovative.” the best channel of communication with This highlights that once the right which to enhance transparency. But this is channel is identified, the real innovation likely to differ from country to country.

is in the content and dynamics of the communication itself

Transparency is more than making information available In almost every example where survey respondents cited the use of digital channels for transparency, communication was largely only one way and in just one format. Many governments are certainly publishing data on their activities, but few are also offering tools for analysis or engaging in communication with the public about the data. This is consistent with what the report states. “Right now, they’re just shovelling data out there.

There’s not much in the way of analytics associated with it.”

The problem with this, says the report, is that “you can bury information just by sheer volume. It is not transparent if you just flood citizens with raw data”.

The report suggests governments need to be more strategic about the data they put out – ensuring it is contextualised in a way that can inform, assist and educate citizens. Like social media then, the transformative potential of open data remains just that.

The report finds that there are not enough good examples of “information published in such a way that citizens can digest, work through and interpret what it means”. So, although most are committed to transparency, public financial managers in many countries still need to find the right methods and digital tools to put it into practice.

Full survey: www.grantthornton.co.za/ insights/articles/innovation-in-publicfinancial-management City of Tshwane 2017

19

Audit • Tax • Advisory • Outsourcing

We pride ourselves on our work because it enables enhanced economic activity and growth, which drives a vibrant citizen economy.

Government decisions are increasingly complex.

South Africa’s public sector must focus on professionalism, governance, accountability and a commitment to value for money as prerequisites for successful service delivery.

Contact us to find out how our government experience combined with our rigorous financial, risk and analytical processes can help you unlock the potential for growth and development.

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Finan c e | Absa

The role of partnerships in strengthening South Africa’s public sector

By Steve Seaka Head: Public Sector, Absa

I

t would be counter-productive to deny that South Africa’s public sector faces substantial challenges, and that confidence in the country’s stateowned enterprises is at what appears to be a historic low. However, it would also be counter-productive to fail to acknowledge the remarkable potential that the sector has to enrich the economy, particularly if partnerships between the public and private sectors are harnessed and strengthened.

To effect real and measurable change in the public sector and build confidence in its ability to contribute positively to economic development and job creation, it is critical for players in the industry to be agile and responsive in order to implement pioneering solutions.

In its already established partnerships with some of South Africa’s foremost public sector institutions – such as the National Treasury, SARS, Eskom and Transnet – Absa Corporate and Investment Banking (CIB) has illustrated its belief in the sector and deepened its commitment to acting as a good corporate citizen in order to build capabilities in the public sector that will change the lives of the South Africans that

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City of Tshwane 2 01 7

require it most: the young and the poor.

Research has indicated that Africa has the youngest population in the world, with an estimated 50% aged between 15 and 24.

Nearly half of all youth on the continent are not enrolled in any form of education, employment or training.

As part of its commitment to improve the circumstances of the youth, the organisation has invested in education and enterprise development programmes, in particular, to assist the youth through both financial and non-financial support. The bank is well aware of the constraints facing young people in South Africa and across the rest of the continent more broadly, and is playing its part to end joblessness through various initiatives.

These initiatives include its investment of R1.4 billion in youth education and skills development programmes, over three years, as part of the company’s Shared Growth strategy. The strategy focuses on improving the lives of the individuals and communities that the organisation’s 42 000 staff live and work in across Africa, while simultaneously creating measurable value for stakeholders in the three main areas of education and skills, enterprise development and financial inclusion.

the world of work by offering online skills training, face-to-face training and work exposure to enhance employability and entrepreneurial prospects.

A scholarship and bursary fund for disadvantaged students is another focus area: it supports and facilitates access to quality education for students who fall within the “missing middle” and who would otherwise not be able to pursue and complete their studies.

In line with this, the company has also used its position as a corporate citizen and leader to support the Fees Must Fall campaign in a variety of ways, offering both financial and non-financial support.

As a financial services provider that banks some 15 of the country’s universities, the company recognises the role that these institutions play in developing the youth into skilled and productive members of the community and, as such, also strives to play its part. This includes supporting the government’s Adopt-a-TVET (Technical and Vocational Education and Training College) programme, where the company partners with these colleges to improve institutional performance and the delivery of quality education. As with many of the universities, the organisation also banks many TVETs.

Education and skills development

An overview of our approach to Enterprise and Supplier Development

Education and skills development are areas in desperate need of innovative solutions across the continent, and the organisation’s interventions strive to equip young people with the skills and development that will aid employment and self-employment prospects. A critical component of this drive is the ReadytoWork initiative – a pan-African programme that equips young people for

Shared Growth is a crucial component of Absa’s strategy for fulfilling its role as a responsible corporate citizen in South Africa. Simply put, the core of this strategic objective is to make a meaningful impact and contribution to the society in which we operate. A significant component of this

Finan ce | Ab sa

It is only through continued collaboration and investment from both sides of the public-private divide that the sector can be reignited to create more inclusive progress

strategy is our focus on SME development through our Enterprise and Supplier Development value proposition that aims to work in partnership with Public Sector entities to develop and fund SMEs as part of our inclusive growth agenda. The growth element of our Shared Growth strategy intent is directly linked to key local and national aspirations such as economic growth and job creation. For Enterprise and Supplier Development one of the major challenges in driving this Shared Growth strategy is finding like-minded partners with whom to build a shared vision for what needs to be accomplished, through a shared understanding of each other’s challenges and constraints in building a viable solution for the sustainable development and funding of SMMEs. As Absa we see partnership and collaboration with the City of Tshwane as critical to

developing the capacity and strategies for overcoming challenges and constraints in fostering sustainable SME development and growth in the City.

Another area in the public sector that requires investment and partnership between both public and private players is infrastructure, particularly in terms of water and energy. The severe drought the country has faced in the past year has served as a stark reminder that South Africa is a water-scarce country – meaning that innovative solutions to expedite projects, offset losses and improve efficiencies will need to be found, most likely through public-private partnerships (PPPs). This applies equally to energy projects too.

Increased partnering between public and private institutions is essential to accelerate critical infrastructure and other public sector projects that have

the potential to drive growth and development in South Africa. The public sector has the potential to incorporate South Africans across the spectrum into the mainstream economy, but it is only through continued collaboration and investment from both sides of the public and private divide that the sector can be reignited to create more inclusive progress.

Despite the raft of challenges that the industry currently faces, its long-term prospects remain optimistic and, with concerted cooperation going forward can become even more of a force to be reckoned with. It is for this reason that Absa CIB – and, in fact, the entire bank – has vowed to continue deepening its existing partnerships as well as focus on forming new ones to increase the positive impact of the sector on South Africa’s socio-economic landscape.

Client centricity

C

lients’ expectations and behaviours have changed dramatically over the past decade. Organisations are now not only expected to meet clients’ needs and expectations consistently at every interaction, but also to understand client ecosystems so that they can provide holistic solutions.

The ability to deliver this depends on the extent to which client-centricity is embedded within every single person in the organisation. Absa’s understanding of client-centricity is the ability to get ahead and stay ahead by giving long-term value to, and getting long-term value from, clients in a way that makes it difficult for others to catch up.

This is premised on shared value principles. It is about helping our clients achieve their ambitions. To do this, we

see our relationship footprint, we have with our clients as a responsibility to being more than a

By Phakamani Hadebe make a difference bank-client relationship – to not only do Head: Client, Corporate and Investment Banking, Absa – we become a well, but to do trusted partner. good. Equally, our In today’s environment, becoming clients have a responsibility to make client-centric is not just a feel-good a difference – a brand imperative mantra. It is a core business requirement. to deliver positive impact. What As a bank and trusted partner, it is differentiates us from our competitors incumbent on us to operate at our full is that we understand our clients’ entire potential to deliver simpler, quicker, ecosystems and the communities they impact. cheaper and real-time banking and We interact with clients and dissect solutions for our clients. These solutions their business strategies, immerse must put the clients first and solve the ourselves in their cultural and social banking, payment and investment issues, and identify gaps within their issues they face on a daily basis, as well businesses. In identifying gaps, we offer as increase the prosperity of their entire consultancy expertise beyond financial ecosystem to drive mutual economic and services, minimising clients’ external social growth in their communities. consultancy costs.

As a bank with a significant African City of Tshwane 2017

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Our vision to create a better story for Tshwane Vision 2055 is the future of the City of Tshwane, the future of a city that will take its place as an African capital city of excellence through sustainable development and modern infrastructure, equitable growth, social inclusion and good governance.

Corporate and Investment Banking will be here to partner with business and government at every step of the journey, offering our support, knowledge and insights into the City of Tshwane to help you reach your goals and beyond.

Isn’t that what you’d expect from a partnership? absa.co.za/cib

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Finan c e | Absa

Collaborating with the engines of growth

By Khensani Mnisi

Head: Local Government, Corporate and Investment Banking, Absa

G

auteng may be the smallest province in size but it is the largest in revenue generated – making its metros of Johannesburg, Tshwane and Ekurhuleni the “big three” of the country and the engines of growth and development in the region.

As well as taking responsibility for the dynamic Gauteng metros – where one of the recent major achievements was the acquisition of the City of Tshwane as a client and partner in 2016 – Absa’s Corporate and Investment Banking (CIB) Public Sector Division also serves as the

26

City of Tshwane 2 01 7

custodian of national entities such as the South African Local Government Association and the education sector.

Being the primary banker for the City of Tshwane reflects the bank’s philosophy of not only retaining established clients but also attracting new business by illustrating the entire organisation’s commitment to the public sector as a driver of growth.

Client-centricity is, in fact, a cornerstone of the way Absa does business: each team is made up of highly qualified and strategic specialists who provide more than just financial services. Every individual inherently understands the unique challenges of metros and municipalities and is able to advise clients accordingly, helping them to implement cutting-edge processes and systems – such as billing – as well as streamline the value chain and improve operational efficiencies.

As Absa, we strive to position ourselves as not just a bank providing financial services solutions but as an equal partner to each one of our clients. Despite the

changes in the local government landscape that have marked the leadership of both Johannesburg and Tshwane metros, the bank’s knowledge and experience as a partner to municipalities and metros mean that it has been able to navigate through the transition.

We recognise the value of all relationships in the public sector and we continue to view it as a key area to invest in and to provide support to our partners in order to drive positive change. A critical example of this in the education sector is the support provided to universities such as University of Johannesburg (UJ) to assist with the Fees Must Fall campaign and its R1.4 billion investment in youth education programmes, as part of the organisation’s Shared Growth strategy.

It is one of Absa’s business imperatives to contribute positively to South Africa’s progress – and we view our partnerships with the country’s biggest metros as key to improving the country at all levels.

Finan ce | Ab sa

Absa’s partnership with the City of Tshwane as a blueprint for banking metros

By Khensani Mnisi Head: Local Government, Corporate and Investment Banking, Absa

A

bsa has built a solid reputation as the primary banker of some of the biggest metros in South Africa – but it is the partnership that Absa has built with the City of Tshwane since winning the business in 2016 that the bank holds up as a blueprint of how collaboration can harness the power of the public sector as a driver of growth and a means to meet the needs of residents.

Securing the City of Tshwane as a client and partner was a major achievement for Absa’s Corporate and Investment Banking (CIB) Public Sector Division, but the team was aware that it was critical to build a real relationship capable of delivering innovation and functional solutions that make a tangible difference in citizens’ lives and enable them to engage more meaningfully with their municipality.

As such, Absa focused on building on its philosophy of client-centricity to position the bank as not simply a bank offering financial services solutions but as an equal partner with specialised knowledge of non-traditional banking services. This required an in-depth understanding of the realities and key challenges that the City of Tshwane faces, the city’s needs and the goals it is striving towards in order to develop products and end-to-end solutions that work – an understanding that the team has honed through its partnership with the metro.

In this way, many of the solutions that have been implemented since Absa became the City of Tshwane’s primary banker centre around the city’s core aim of improving efficiencies, particularly relating to billing and the collection of rates and taxes. What emerged from conversations with stakeholders that we hosted at a workshop, as part of the Public Sector Week of Dialogue earlier this year, was the dire need for billing errors to be resolved and simpler, more effective payment systems to be implemented.

Growing economic uncertainty and the ever-rising costs of living are impacting customers and making it more difficult for them to meet financial commitments – so incorrect billing can have catastrophic consequences on their finances, as resolving a mistake is often costly and time-consuming. This makes it critical for Absa and the City of Tshwane to implement solutions that remove those errors and, therefore, make customers’ lives easier.

What stands out is the importance of communicating with clients as well as their own customers in order to understand what their main challenges are and what needs to take priority. Absa has always placed in-depth knowledge of the inherent and unique challenges of operating as a South African metro and municipality at its heart to be able to create and roll out solutions that go beyond the realm of just banking. The success of the Tshwane pilot has proven that Absa’s expertise in more than traditional banking services goes beyond lip service and that the bank has the capability to serve as a trusted partner to metros across the entire country.

Absa continues to acknowledge the value of the public sector and we continue to view it as a key area to invest in and provide support to our partners to drive positive change. It is one of Absa’s business imperatives to contribute positively to South Africa’s progress – and the bank views its partnerships with the country’s metros such as City of Tshwane as key to improving the country at all levels.

City of Tshwane 2017

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There’s a better road to success with the right partner Partnering with the City of Tshwane was about more than banking – it was about creating positive change for people and businesses. We’ve been integral in building the local economy through initiatives like the provision of affordable housing, support in agriculture sectors and funding for world-class transit systems.

We’re focused on the growth of our country and we look forward to growing with the City of Tshwane. absa.co.za/cib

Partner with purpose. Prosper.

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Movers of I ndustry

Tshwane Business Process Outsourcing Park The Tshwane BPO Park is poised to become a centre of excellence in South Africa, providing a one-stop shop approach to all BPO needs.

T

he City of Tshwane is well on its way to achieving its set objectives for the business process outsourcing/management (BPO/M) sector with the construction of the Tshwane BPO Park in Region 2, Hammanskraal, at the old University of Pretoria campus. Conveniently located close to the Jubilee Mall and set in a 23 ha bushveld estate, the Tshwane BPO Park is the first of its kind in Tshwane and the first rural BPO park in the country.

BPO refers to the contracting of nonprimary business functions – including human resources, payroll, accounting, customer service and relations, and supply chain and logistics services – to a third party. A major benefit of BPO

is that companies are able to focus on core competencies, and remain flexible and efficient, minimising internal bureaucratic red tape.

This initiative is set to be a game changer in this space and will see Tshwane gaining first-mover advantage over other regions in accelerating industry growth, attracting private and public investment, facilitating job creation, skills development and infrastructure development. It is also set to position the city as the BPO location of choice for local and global BPO operators.

First phase of construction Phase 1 of the construction commenced during June 2016, and

is expected to be completed in February 2018. The first phase of the project includes: - construction of 2 three-storey buildings (500-seater buildings) - guard house - visitor’s centre - external site works, roads, services and specialist installations.

The City will further renovate the existing facilities acquired from the University of Pretoria to utilise as part of the service offering of the park.

The availability of work-ready skills/ human capital is considered to be the most critical differentiator for location choice among potential investors. The Tshwane BPO Park training facility will ensure a steady supply of suitably skilled operators for the park and the local industry. Where required, upskilling will be provided.

The city partnered with industry association Business Process Enabling South Africa (BPESA) to pilot a model for the training academy – the Skills Supply Chain Programme/model – to inform how entry-level skills should be recruited, trained and placed to supply the BPO Park in the future. The pilot also looked at the speed of the process, quality of output, cost of throughput and scalability.

Twenty learners were taken through the programme, where they received work-readiness, functional (theory), NQF Level 3 and functional workplace training. They were hosted at the City’s Centurion Call Centre for a period of 12 months. The programme started in February 2016 and is set to conclude at the end of June 2017.

City of Tshwane 2017

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M overs of I ndustry

Tshwane Automotive City

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he Automotive Industry Development Centre has commenced with an infrastructure development programme in Rosslyn – in partnership with the automotive industry, the Gauteng Provincial Government, the City of Tshwane and the Tshwane Economic Development Agency (TEDA) – referred to as the Tshwane Automotive City (TAC) Programme.

TAC is a strategic infrastructure programme that is aimed at stimulating automotive vehicle assembly and components manufacturing by accelerating the development of key infrastructure – such as logistics, residential and recreational – through public and private partnerships. The programme aims to further facilitate investments that will fast-track the development of the Rosslyn area into a globally competitive “Automotive

The Tshwane Automotive City Programme is set to provide a financial boon to the regional economy and attract investment from across the automotive sector.

City” that is able to attract, retain and grow the automotive sector.

The automotive city concept, in this case, refers to a setting where Rosslyn will become a vehicle/ components production city and a living city with a transformation agenda in mind, providing the surrounding communities with employment, skill development opportunities and the potential for a better future.

The TAC programme follows the same principle as the Aerotropolis Programme in Ekurhuleni but will focus primarily on the automotive sector by rivalling other well-established international motor cities, such as Shanghai’s Automotive City, the Autostad in Germany and Toyota Automotive City in Japan.

In the 2015/16 financial year, the TAC Project Management Office (PMO) completed the master plan for the

entire development. The adoption of the master plan into the City of Tshwane’s regional strategic framework has started and is being headed by the City’s Region 1 Planning Division.

The TAC PMO has secured an investor who has submitted an expression of interest in developing and operating a vehicle logistics intermodal terminal in the area. It is worth noting that the terminal operator that has expressed interest in the Rosslyn intermodal terminal is the same operator who has a concession from Transnet Freight Rail (TFR) to develop the Pyramid Super Terminal, also situated in Tshwane.

Table 1 Medium-term targets for Tshwane Automotive City 2017/18 Complete the precinct plan for community and civic node Complete the TAC Design Guidelines (for one priority node) Commence with the TAC Central Administration Office establishment Host master plan launch conference

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2018/19 Implementation of priority projects:

2019/20

Logistics hub project

Implementation of priority projects:

Early learning centre

Retail mall set-up

Facilitate automotive investor within TAC Facilitate establishment of a B&B or accommodation for learners and professionals

Complete additional investment facilitation in partnership with Ford at Silverton

IND USTRY | B M W

Biggest infrastructure change in the history of BMW Plant Rosslyn

www.bmwgroup.com

Significant investment will see the next-generation X3 being produced at an expanded Plant Rosslyn, contributing to the global success story of BMW X models.

T

he brand-new, state-of-the-art bodyshop at BMW South Africa’s Plant Rosslyn is a strong visual reminder of the expansion that goes hand in hand with the R6 billion investment announced by the automotive giant in November 2015.

The investment is among the biggest in the local automotive industry and reaffirms the long-term commitment of the BMW Group to South Africa. It will enable Plant Rosslyn to produce and export the next generation of the BMW X3. The plant proved its status as a key and competitive part of the global BMW production network with a prestigious platinum award in the JD Power quality survey in 2015.

The building construction phase of the new bodyshop was completed in early 2017 and will be followed by facility installation, testing and commissioning.

Other infrastructure upgrades include a revamped Paintshop, a brand new combined body stacker, and considerable upgrades on the assembly line.

Former Deputy Minister of Trade and Industry Mzwandile Masina congratulated BMW on this latest milestone: “We look forward to working with BMW, as a corporate citizen that continues to do great work in South Africa. Your investment will expand the industrial base in South Africa,” he said.

“This expansion will result in an increase in the number of employees in the new bodyshop, and the increased robotics will allow us to empower employees with

new skills to run these new technologies,” says plant director Stefan Huelsenberg.

The production of the next-generation BMW X3 at Plant Rosslyn will replace the BMW 3 Series Sedan, which will be allocated to other plants within the global BMW production network.

Preparation of the plant for the nextgeneration X3 will happen alongside current production of the BMW 3 Series Sedan until the end of its life cycle.

Plant Rosslyn – the heart of BMW in SA Production at BMW Plant Rosslyn dates back to 1968, when Praetor Monteerders began assembling cars, utilising BMW engines and drivetrains fitted to Hans Glas sheet metal pressed and shipped from Dingolfing in Germany.

In 1973, BMW AG took over full shareholding and established BMW Group South Africa with BMW Plant Rosslyn becoming BMW’s first manufacturing facility outside of Germany.

Since then, the BMW Group has been a major investor in South Africa and its people, with Plant Rosslyn moving from a limited vehicle production plant that largely assembled vehicles to a worldclass plant, capable of producing highly customised cars for customers across the globe.

For example, the BMW Group was the first OEM to adjust its production model to capitalise on exports, before the finalisation of the Motor Industry Development Plan (MIDP) in 1999.

Similarly, the BMW Group was the first OEM to announce a new investment in South Africa before the finalisation of this plan’s replacement, the APDP, in 2009.

Leading the way BMW Group South Africa directly and indirectly employs over 42 000 people (3 000 associates at the plant and at the national sales organisation, 4 000 dealer staff, and more than 35 000 first-tier supplier employees). Earlier in 2016, BMW Group South Africa was named the number one employer in the automotive industry for the third consecutive year in Universum’s Most Attractive Employer Awards for 2015.

In addition, for the third consecutive year, the South African Graduate Employers Association’s Graduate Recruitment Awards, bestowed the honour of Employer of Choice in the Automotive Industry to BMW South Africa in June 2015. The company’s Graduate Development Programme remains highly favoured among graduate trainees.

City of Tshwane 2017

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M overs of I ndustry

Wonderboom National Airport

S

ituated close to many business and industrial areas as well as tourist attractions, WNA is currently enhancing the airport’s overall status to reflect the function and image of an international airport.

The airport reflects the quality of life the capital city offers. It balances airport and airline efficiency with friendly service, where personalisation is paramount. It is an airport for the people.

Vision and mission The City’s vision is to develop WNA as a Tshwane-based international airport in order to increase opportunities to participate in a globally competitive metropolitan economy, through air links to other destinations in South Africa and abroad, and its mission includes the following: • to use the airport as an economic catalyst to develop an airport city concept to stimulate economic activity in Tshwane • to develop a port of entry for the public and private sectors where they can operate with excellent air links that will support government initiatives to enhance trade and tourism • to utilise the airport to the advantage of all residents of Tshwane • to provide a safe and secure environment for all aircraft operations and aviation activities.

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As the licence holder of Wonderboom National Airport (WNA), the City of Tshwane strives to ensure a customer-centric, competitive local and regional airport of choice that will be a key part of the city’s growth story going forward.

Superior services at WNA • Scheduled airline with business lounge • Car rentals • Clinic • C asual and fine-dining restaurant facilities • Kids’ play area • Convenience store • On-site hotel • Pilot shop • ATMs • C harter companies • Flying schools • Training • Parachute training • Aircraft manufacturers • A ircraft refurbishment and maintenance

Key advantages WNA has many advantages in terms of its location and proximity to major surrounding economic centres: • The airport is conveniently located in the north of Pretoria, close to the N1, which leads to Polokwane in the north, and the N4 (Bakwena Highway), which leads to Rustenburg in the west and eMalahleni in the east.

• The K97 road between the N4 and the airport links Tshwane with the North West province, Limpopo and beyond.

• The airport is close to public transport, business sectors, industrial hubs, government departments and major tourist destinations.

• The airport is user-friendly and easily accessible for locals as well as passengers from other provinces.

• Because the airport is located in an uncongested area in the opposite direction of peak-hour traffic, using it results in saved travel time.

• The airport is convenient and familyfriendly: easy in and easy out.

Movers of I ndustry

• There are daily scheduled flights to and from Cape Town International Airport.

• There is a good, affordable restaurant and a hotel on the premises.

• F ree wireless internet access is available.

•K ey attributes of the airport include safety and security.

• There is a distinctive local atmosphere.

Historic overview In 2017, WNA celebrates 80 years of operation. Its history can be traced back to 1937 when the city council of the time established and opened a new airfield on a 342 ha site on the farm Wonderboom, some 11 km north of the city centre. The

airfield was then known as Pretoria North Airfield, and the name Wonderboom Airport only came into use in 1940.

Named after the magnificent indigenous fig tree that has stood in the vicinity for more than 1 200 years, WNA is an airport with a rich history. Over the years, it has acted as host for several first-ever and unique events that have placed it firmly on the map.

Linking two historically significant cities The fast growth of Tshwane to become the biggest metropolis in South Africa has introduced the need

for regular flights to Cape Town. Daily scheduled Airlink flights are now available from WNA between the two cities in partnership with South African Airways.

More passengers will eventually lead to more commercial flights and more routes in the near future. Other envisaged future developments include the enhancement of general aviation, chartered private flights and the re-establishment of the airport’s international status so that it can first service the domestic market and then the African continent as a regional market.

Ditlou Consulting Is a civil Engineers company. The company was established in 2003 and is based in the Gauteng Province, with branches in Limpopo, Mpumalanga and the North West province.

Our Mission

Approach

Our experienced development consultants will assist in providing the much needed capacity in order to streamline and manage delivery. We also provide: Quality cost effective service to its clients Service in community employment Feasibility studies and projects reviews Support service in capacity building and training

DITLOU CONSULTING believes that the most effective business approach is to have a small dynamic core of permanent staff employed in the Head office being helped by the technical specialists who work on contract basis. Our cooperation promotes the upliftment of those who were previously disadvantaged (PDI).

Professional Affiliations

Ditlou have a Professional indemnity insurance with AON (another affiliate) of R15m per claim.

Tel: +27 12 548 0196

Email: info@ditloucon.co.za

www.ditlouconsulting.co.za

I nfrastru cture | Kn ig ht Piés o l d

Providing global expertise in Africa

Knight Piésold delivers critical consulting services across a range of applications and industries, with its Tshwane branch specialising in geotechnical and, more recently, hydropower engineering.

T

hough it may be a global company in terms of operational footprint – with offices and projects in North and South America, Europe, Asia, Australia and Africa – Knight Piésold remains strongly grounded in its home country.

Founded in 1921, it is the oldest consulting engineering firm in South Africa and has, over the last 96 years, staved off buy-outs by international behemoths to remain a truly independent and proudly South African organisation. While the firm initially cut its teeth in the mining sector, it organically expanded to become a multidisciplinary consulting firm of distinction.

Headquartered in Rivonia, Sandton, Knight Piésold has four other branches in South Africa, with a key office situated in the City of Tshwane and specialising in hydropower and geotechnical engineering.

Hydropower engineering The Dams and Hydropower Unit is a relatively new addition to the Tshwane branch, having started operations in March 2017. The team working in the unit, however, could not be more experienced and consists largely of engineers who were working in the Rivonia head office. The reasons for the shift are that a number of the firm’s dam engineers and the Michael Plichta, regional manager: Tshwane, and Department of Water and Jaco van Tonder, principal geologist: Tshwane, Sanitation – a major client – Knight Piésold are based in Tshwane.

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Bramhoek Dam – construction in progress (2010)

Knight Piésold has long been a pioneering force in the field of hydroelectric power and its expertise in hydropower and dam engineering has seen the firm play an important role in some of Southern Africa’s most significant water engineering projects.

In South Africa, Knight Piésold was closely involved in Eskom’s 1 333 MW Ingula Pumped Storage Scheme – one of the largest hydroelectric development of its kind in Africa. This comprised the construction of the upper Bedford Dam and Lower Bramhoek Dam. Michael Plichta, principal geotechnical engineer and regional manager: Tshwane, explains the firm’s multiple roles: “At Ingula, the joint venture partners were responsible for project management, dam type selection, geotechnical investigations, dam design, tender construction documents, construction supervision and the compilation of an O&M manual.”

Beyond its massive scale, the project was recognised as an exceptional achievement by the consulting engineering community, winning the 2016 CESA AON Engineering Excellence Award in the category “Projects with a value of R250 million and more”.

What makes Ingula stand out further is that it is somewhat of an exception in terms of hydropower generation capacity in South Africa. “As a water-scarce country, South Africa has relatively few opportunities for hydropower, which can only provide limited

Infrastructure | Knig ht Pi és o l d Bedford Dam construction near completion (2011)

power to the energy mix. Other than pumped storage schemes, it is mostly smallscale projects (less than 10 MW) that can be developed, and then only in some parts of the country,” comments Plichta.

“You need a consistent flow of water and a large elevation difference for traditional hydroelectric dams, which is why we opt for pumped storage in South Africa. For example, we’re currently working on a project in Sombwe, in the DRC, where the river’s minimum flow is 100 cubic metres of water per second in the ‘dry’ winter season. We don’t really get flows like this in South Africa, which is why most of our damand hydropower-related work takes place beyond our borders,” adds Jaco van Tonder, principal geologist at the Tshwane branch.

Geotechnical engineering A key element in the establishment of dams and hydroelectric schemes comes long before even a bucket of soil or rock has been removed. After all, without knowing what’s under the ground, should one be building on it? The disciplines of geotechnical engineering and engineering geology lie at the very foundation of not only dams, but all large-scale infrastructure projects – quite literally.

Geotechnical investigations of both soil and rock are among the specialised functions of the Tshwane branch.

Plichta expands: “We primarily conduct geotechnical investigations for a wide variety of projects, both locally and internationally. This includes specialist stability investigations for areas underlain by dolomite, such as large parts of Tshwane.” The latter is a vital service in the city, Plichta explains, as dolomitic areas may be at risk of sinkhole formation, which can be disastrous for residential developments.

He adds,“We also have experience with large dam design and dam safety inspections, which include the investigation of foundations, construction materials, borrow pits and quarries.

Most ancillary infrastructure, such as

roads and pump stations, also requires geotechnical investigation.”

Access to reliable geotechnical information is vital in the design of infrastructural earthworks and foundations. “Unforeseen project costs and delays often occur where problematic soil and rock conditions have not been identified, with the cost implications becoming even more severe on large-scale projects,” explains Van Tonder.

It pays in the long run to secure investigations done by a specialist engineering geologist and geotechnical engineer, and the ideal situation sees these professionals engaged in the project beyond the initial investigative work.

“It is preferable for both to be involved with the earthworks to ensure conditions are in agreement with the geotechnical report,” advises Plichta. “As soil is not a homogeneous material, there will also be some variation in the conditions across a site, so a specialist should be there to assess the actual founding conditions and advise contractors accordingly.

Geotechnical engineers can also assist with earthworks construction quality control to ensure that the work done meets the appropriate specifications.”

Expert consulting into Africa Much like its hydroelectric project footprint, Knight Piésold is involved in providing geotechnical consulting services across the continent.

In Africa, where specialist skills might not be available locally, a consulting firm like Knight Piésold can make full use of its extensive operational footprint, offering an “almost local” service owing to its relative proximity.

“Geotechnical engineering knowledge in the rest of Africa is somewhat limited,

Kalagadi Manganese Railway Line – track laying in progress and often not quite (2013)

up to international standards. That’s where we come in – to ensure geological and geotechnical investigations are done properly, so that construction can proceed safely. We get involved in a lot of the larger infrastructure projects in Africa, especially where international investors are involved,” comments Van Tonder.

True to the firm’s roots, a large percentage of Knight Piésold’s geotechnical work takes place in the mining sector, with notable African projects including the Ambatovy Mine in Madagascar and the Asanko Gold Mine in Ghana.

Closer to home, on the dam engineering side, the firm has also done investigations at the Neckartal Dam in neighbouring Namibia, the Berg River Dam in the Western Cape and at Ingula.

By embracing a combination of local knowledge and global expertise, Knight Piésold has become a proudly South African force to be reckoned with on the international stage, with its Tshwane branch leading the way in the fields of geotechnical and hydropower engineering.

www.knightpiesold.com

City of Tshwane 2017

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I NF R A S T R U CT U R E | SMEC

Next-level public transport

Sekadi Phayane, section manager: Planning and Traffic Engineering, SMEC South Africa, discusses evolving public transport and the City of Tshwane’s own rapid transit network.

What are SMEC South Africa’s particular areas of expertise?

SP As part of a global consulting engineering firm providing highquality, professional services on major infrastructure projects, SMEC South Africa has particular expertise in: roads and highways; power and energy; water and environment; hydropower, dams, tunnels and geotechnical; management and advisory services; PPP and transaction advisory services; urban development; structures; rail and metros; and asset management.

What role did SMEC play in the planning and implementation of the City of Tshwane’s A Re Yeng bus rapid transit (BRT) system?

SMEC was involved in the design and construction supervision of ±7 km of a BRT system as part of Tshwane’s IRPTN network. This included upgrading 22 intersections and widening/ rehabilitating the existing route to provide for both mixed traffic and BRT. The project also included the provision of non-motorised transport (NMT) facilities, the relocation/protection of existing services and the upgrading of street lighting along the route.

SMEC provided technical support for EMME and Saturn modelling requirements for the Tshwane Rapid Transit Network. This included testing the proposed BRT networks for the trunk routes, feeder and complementary services, running the model, and preparing the required output for the updating of the financial models and operational plans. Work also included

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Saturn traffic modelling and simulation of the BRT corridors.

As part of a consortium, SMEC developed the Comprehensive Integrated Transport Plan for the City of Tshwane and was involved in the development of the city’s Public Transport Strategy.

Most of South Africa’s major metros have established their own BRT networks. Is BRT a necessary step in the evolution of urban transport?

Public transport planning has evolved since the formulation of the Department of Transport’s Public Transport Strategy in 2007. It must cater for different user demand for travel and should be based on a very thorough understanding of different segments of the market.

BRT is a necessary step in the evolution of urban transport, and comes with its own challenges. One of the challenges has been in eliminating competition (parallel lines) in order for the BRT systems to be effective and self-sufficient, and it remains a major challenge. All metros that have implemented BRT are still in the process of supporting these corridors with sufficient landuse development supportive of public transport usage.

What is then required, from a planning point of view, is for these cities to support their rapid transit networks by approving developments in close proximity to transport corridors. Cities are continually trying to find ways of providing sustainable public transport and I believe public transport will continually evolve going forward.

With sustainability and green practices becoming more prominent, NMT is becoming increasingly popular. Are there any plans to incorporate this into Tshwane’s rapid transit network?

SMEC was involved in the development of a strategy to address NMT advancement as a preferred mode of transport in the city. This required revising a new approach to NMT development, which consisted of: • understanding the city in terms of demographics, spatial and geographical layout, origins and destinations, land use, household densities, etc.

• developing a desired NMT network linking the information identified above to public transport networks, work and school opportunities • classifying NMT routes according to national guideline requirements • developing a sustainable network by optimally fusing the desired and existing networks, including the refinement of the regional and metropolitan NMT master plans with the IRPTN NMT master plans • developing a set of design standards to be used in Tshwane on all NMT projects henceforth.

The City of Tshwane now also has plans to roll out further NMT planning along all its IRPTN corridors, for implementation of NMT feeder routes into its public transportation facilities.

www.smec.com

g reen c apita l

Building a

green

capital

To guide sustainable and environmentally responsible growth, the City of Tshwane has established a strategic framework to further the development of a green economy.

S

till recovering from the global economic downturn nearly a decade ago, achieving sustainability should be seen as the “holy grail of eternal life” by both government and business.

Going forward, there is no idol more false than economic development that is based on inherently consumptive, finite-resource-hungry principles rather than sustainable, equitable practices.

Economic growth is but one aspect of a city’s overall sustainability, with environmental sustainability playing an increasingly important part in building the cities of tomorrow.

Developing these future cities requires a sustainable approach epitomised by the drive towards green economies.

In defining a green economy, the City of Tshwane has aligned its definition with that of the UN Environment Programme, namely “one that results in improved human well-being and social equity, while significantly reducing environmental risks and ecological scarcities”.

While the definition is seemingly simple, the development of a green economy is anything but! The City

of Tshwane has identified four main green economy enablers to form the base course of its path to green development.

These enablers are: 1. Building green knowledge 2. Innovative funding and partnerships 3. Sustainable procurement 4. Sustainable service delivery

1

Building green knowledge

As Benjamin Franklin once stated, “An investment in knowledge pays the best interest.” Investments the City has made in acquiring green knowledge include memberships and partnerships with various national and international bodies.

The City is a member of ICLEI – Local Governments for Sustainability, which describes itself as the “international clearinghouse on sustainable development and environmental protection policies, programmes and techniques”.

In addition, the City is a member of the C40 Cities Climate Leadership Group, which is a network of 90 cities – representing nearly 700 million people and a quarter of the global economy – focused on City of Tshwane 2017

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green c apita l

addressing climate change and risks, while improving citizens’ health, well-being and economic opportunities.

It is also a member of local bodies SALGA (the South African Local Government Association), whose mandate is to transform local government to enable it to fulfil its developmental directive, and the South African Cities Network, which is a group that promotes the exchange of information on matters covering the full scope of urban management.

Its symbiotic relationships with tertiary education and research institutes, such as the University of Pretoria and the CSIR respectively, further underpin the City’s commitment to growing its green

knowledge base and expertise.

While holding extensive green knowledge at government level is key, imparting it to city residents is also important, and the extensive free Wi-Fi programme of the City – dubbed TshWi-Fi – goes a long way in providing access to all the information and opportunities the World Wide Web offers.

2

Innovative funding and partnerships

The lifeblood of development is adequate and appropriately channelled funding. As such, it is imperative for the City to source funds and do so in ingenious – and, more importantly, sustainable – ways.

There are numerous trends gaining traction in the field of waste management aimed at extracting maximum value from waste materials.

Waste beneficiation through wasteto-energy and waste-to-worth

programmes seeks to optimise the financial or calorific return of largely solid waste materials and combustible gases found in landfills.

Taking something – such as glass, paper, plastic, building rubble or garden waste – that has historically just been dumped, layer after layer, on a landfill and extracting value from it lies at the very base of sustainability.

The same can be applied to finding beneficiation processes for wastewater sludge.

The City of Tshwane is committed to exploring all avenues when it comes to finding funding and energy-generation solutions (which themselves reduce costs or create potential revenue if the energy produced is sold) that promote city greening. To power these efforts, it has established the Sustainability Financing Strategy, which seeks to identify financing mechanisms and instruments that support catalytic

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g reen c apita l

greening policies and projects in the City.

In providing part of a project’s overall funding needs – whether through grants, equity, resources or assets – the City hopes to attract additional funds from its partners who want to join in the efforts of making Tshwane a greener, more sustainable city. In the short term, the city has earmarked projects that utilise recyclables and waste-to-energy, among others.

Ongoing support from and partnerships with industry powerhouses, such as the Automotive Industry Development Centre in Rosslyn, are vital in growing the region’s economy while ensuring cleaner production and greener practices going forward.

3

Sustainable procurement

It is not only funding that needs to be sustainably acquired.

Procurement with a focus on sustainability is a key aspect of moving towards a green economy.

The greening of procurement refers to both acquiring goods or services aimed at improving sustainability and acquiring goods or services that are sustainably sourced. The City of Tshwane undertakes the former through various platforms, among the most notable being the acquisition of 10 Nissan Leaf vehicles for its city messenger fleet as well as the introduction of compressed natural gas (CNG) buses into the A Re Yeng

The City of Tshwane’s Sustainability Department’s work is premised on: • Providing a long-term vision for the City of Tshwane, based on sustainability and within the framework of Vision 2030 • Empowering citizens and fostering participation and intergenerational equity on sustainability matters • Recognising and building on the characteristics of the city around its natural system and the characteristics of ecosystem services • Expanding and enabling cooperative networks to work towards a common sustainability agenda • Creating enabling frameworks for communities and other stakeholders to minimise their ecological and carbon footprints through the redevelopment and operation of their urban metabolisms • Promoting effective demand management, ecological risk reduction and appropriate use of environmentally sound technologies • Recognising and leveraging on the intrinsic value of biodiversity and natural ecosystems and their protection and restoration • Ensuring that the business case of integrating sustainability principles into the City’s day-to-day operations is considered part of ongoing City activities through integration into the City business management systems

bus rapid transit system. The City has signed the C40 Clean Bus Declaration, committing to having 40% of its fleet running on clean fuels by 2020.

The City’s imminent municipal headquarters – Tshwane House – has been constructed to replace the old

Munitoria building, which burned down in 1997. The new building, with a gross building area of some 75 000 m2, is set to house nearly 1 600 City of Tshwane staff for some 25 years. In a commitment to internal sustainability, the building

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green c apita l

complex has been designed to achieve a five-star Green Star SA rating from the Green Building Council of South Africa. This rating takes into account a number of features and categories, including management, indoor environmental quality, energy, transport, water, materials, land use and ecology, emissions, and innovation.

4

Sustainable service delivery

The City has a constant focus on improving service delivery, an important part of which is boosting the sustainability of its methodologies in providing services to its citizens.

The various research houses in the city (and beyond) as well as the private sector have exceptionally important roles to play in formulating potential green economy interventions and evaluating their viability. With the monetary value of the global green economy estimated to be in the trillions of US dollars, finding sustainable solutions in delivering basic services to citizens is both vital and extremely valuable.

The greening of service delivery will itself provide a valuable

Elements of a green city By 26 March 2014, the Radnor site – earmarked for future PPPs on waste beneficiation, i.e. anaerobic processing – was fast-tracked for residential development

By December 2015, the City developed 25 drop-off facilities for the disposal of recyclables, garden greens and builders’ rubble

stimulus to the entire green economy.

By using a combination of promoting the use of green services and demonstrating greening possibilities, the City of Tshwane hopes to improve buy-in from both residents and businesses further. The City recently introduced its flagship policy on Embedded Power Generation, which promotes the use of small-scale solar energy by residents and small businesses. This enables residents using solar panels to have total power supply independence from the City and Eskom, and, in future, it will provide the ability for those who generate excess power to sell this surplus to the City. At times when their power

Wet & Dry

g reen c apita l

generation capabilities are in deficit, these residents are still able to then purchase power from the City. This new policy is a huge leap forward for the City of Tshwane and speaks to embracing a truly sustainable approach to developing a real green power generation capacity. What better and more sustainable way to deliver basic services than empowering residents to provide these services for themselves and for the city at large?

5

An institutional investment in promoting city sustainability

To reach the ideals of the capital city of the future – one that is a resilient and resource-efficient, and to be a growing economy that is inclusive, diversified and competitive – is undoubtedly a huge challenge for the City going forward.

To address the City’s need to lead and facilitate region-wide greening, the City of Tshwane City Sustainability Unit was established in the Office of the Executive Mayor. It intends to transform South Africa’s capital city into the greenest, most sustainable city in Africa. It also aims to develop and guide the implementation of sustainability programmes geared towards the City’s response to global sustainability development and climate change challenges while leveraging on

Elements of a green economy the available economic and financial mechanisms to attract revenue.

The transition to a green economy and city is undoubtedly an ongoing one, with every single step forward paving the road to a more sustainable future. While more and more cities and nations are responding with policies to address their carbon footprints and the growing uncertainty that global climate change holds, developing nations have the added challenge of also needing to stimulate significant growth and minimise socio-economic inequality.

With a concerted effort and genuine stakeholder buy-in, all aligned in both form and focus, the City of Tshwane has the potential to become South Africa’s – and, indeed, Africa’s – green capital city.

• Coherent understanding of economic growth, economic development and environmental degradation • R educing the amount of natural resources used in the production of economic growth, e.g. water and fossil fuels • Supporting economic transformation to green economies • Economic development initiatives linked to environmental preservation and restoration, curbing resource exploitation • Creation of sustainable green jobs • Growing green industries

City of Tshwane 2017

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Housing & Human Settl ements

Homing in on housing Beyond food, heat and water, there is no greater fundamental human need than shelter.

The City of Tshwane is hard at work in addressing its residents’ urgent need.

P

opulations in developing nations across the globe are becoming increasingly urbanised, and South Africa’s situation is no exception.

Rapid urbanisation poses numerous administrative and service delivery challenges, not least of all simply providing people with a roof over their heads.

Nationally, the Department of Human Settlements operates within the framework of the National Development Plan’s Vision 2030, which aims to correct a legacy of spatial imbalances, transforming human settlements into highly liveable, socio-economically integrated settlements for all South Africans.

At the forefront of addressing the impacts of the apartheid government’s exclusionary policies are South Africa’s major metros – areas that attract the

greatest number of migrants and have the country’s highest population densities. The City of Tshwane itself plays home to over 50 000 new residents, who move in from across the country, every year.

How does the City manage to meet the needs of its ever-increasing urban population?

Fast-tracking housing At the heart of the City’s housing and human settlements policy lies the Re aga Tshwane programme, which is focused on the formalisation of informal settlements.

Recognition and formalisation lead to the installation and upgrading of essential infrastructure – a huge boon to the dignity of residents. Infrastructure and services provision are also important in fostering increased inclusiveness among residents, which is another key

in unlocking the city’s potential. Over the past few years, the City has been accelerating the issuance of title deeds, which further enables owner-residents to engage more meaningfully in the economy, by providing collateral through which loans may be secured. In this regard, the City has identified some 2 470 title deeds that are to be handed out with the commencement of the 2017/18 budget cycle.

The City is also continuing to assign and build RDP houses across its township areas, with Phase 1 of 818 houses in areas such as Kudube and Olievenhoutbosch having been completed in 2016.

Unit 9 in Kudube is currently seeing the construction of a bulk sewer take place, which will provide residents with dignified waterborne sanitation.

While the poorest in society are the most vulnerable, and need to be provided

City of Tshwane 2017

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H ousin g & human sett l ements

Re aga Tshwane – We are building Tshwane The City’s housing programme aims to: • Fast-track the formalisation of informal settlements – i.e. getting a township approved and upgraded • Relocate communities residing in unliveable conditions – such as wetlands, flood lines and dolomitic areas – to safer, permanent stands, with the installation of infrastructure in a phased approach, which also includes the construction of a park and/or a sports facility and the installation of street names • Investigate innovative ways of addressing densification and housing construction • Address the deficit in communities by upgrading community facilities

for, low-income households (as opposed to essentially no-income households) are often also placed in difficult positions when it comes to acquiring property.

To qualify for an RDP house, a household’s income may not exceed R3 500 per month. While this helps the indigent, it excludes low-income earners, who find it very difficult to secure loans for appropriate housing. This grouping of households stuck in the middle – excluded from government provision and by willing lenders – is called the gap market.

Filling the gap Fortunately, the national Department of Human Settlements and the National Housing Finance Corporation have come together to establish the Finance Linked Individual Subsidy Programme

44

(Flisp), which caters precisely to this gap market. Flisp provides home buyers with a subsidy – which does not have to be paid back – on top of the home loan amount, to secure the purchase of a new house. Ideally, the Flisp subsidy is used as a deposit to start paying back the debt owed to the lender of the home loan.

Among the houses in this gap market are a number of those built in mixed-income developments. The City of Tshwane is involved in several mixed-income and mixed-use developments, perhaps most notably in Nellmapius (mixed income) and the Centurion metropolitan core (mixed use). Mixed-use development nodes are largely characterised by significant public and private sector investment.

Speaking of private sector investment, there are a vast number of privately

funded residential developments under way, which range from more affordable townhouses in Hesteapark to an upmarket game reserve estate in Garsfontein. Private investment in the city – particularly in upscale developments – attracts further investment and infrastructure development, which, in turn, drive regional economic growth.

Although there is a long road ahead for the City of Tshwane, and South Africa, in providing adequate housing for those who cannot afford it, the City has taken great strides in meeting its residents’ most immediate needs. With a new, invigorated administration, the City is hard at work in providing housing opportunities and home ownership to those who need it most.

City of Tshwane 2 01 7

+27 (0)11 826 6084 or +27 (0)11 032 7000

tenders@steelcor.co.za

+27 (0)11 826 5329

www.steelcor.co

Solomon road | Lilianton | Boksburg

Reg no. 2016/394477/07

P.O.Box 13547 | Witfield | 1467

Manufacturers of mini-substations and medium voltage packaged switchgear

“Lekwa Consulting Engineers is a company that understands disruptive technology and the ever-changing movements of daily business. We embrace technology and social media as the norm while remaining true to the empirical and traditional ways of carrying out our respective tasks.�

Kibiti Ntshumaelo, Pr Eng, Managing Director, Lekwa Consulting Engineers

I nfrastru cture | Lekwa C o n s ulting Engi nee rs

The evolution of expertise Civil engineering experts Lekwa Consulting Engineers approach all projects with a focus on infrastructure development excellence, improving the lives of ordinary South Africans. A prime example is the Nellmapius Ext. 22 Project in the City of Tshwane.

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his year, Lekwa Consulting Engineers celebrates a significant milestone in the company’s history – its 15-year anniversary. From its modest beginnings in Standerton, Mpumalanga, Lekwa has grown in both expertise and size to become a humble multidisciplinary civil engineering firm of some 40 staff members whose projects span much of South Africa.

The company’s inception was underpinned by a desire to contribute to the emancipation and empowerment our nation’s historically disadvantaged communities. The coming together of African and

Afrikaner – in founding members Kibiti Ntshumaelo and Gert Smit – saw the establishment of a unique, truly African consulting engineering practice in 2002.

In reflecting on the path Lekwa has walked so far, managing director Kibiti Ntshumaelo comments, “Over the years, we’ve had to learn some tough lessons, but it’s all been worth it. We’ve learned so much about our clients and the changing business environment, as well as about how to be a more efficient business while constantly evolving.

A clear leadership vision and strategies that have measurable goals are vital components in driving our business forward.”

“As a company, we feel we do – and will – play a key role in the creation of a more enabling and equitable society.”

Kibiti Ntshumaelo, Pr Eng, Managing Director, Lekwa Consulting Engineers

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City of Tshwane 2 01 7

Areas of expertise Lekwa’s services span the value chain of the infrastructure development sector, and the firm strives to provide a number of “cradle to grave” solutions, through the provision of both prefeasibility and feasibility studies – including everything from planning and detail design to operational strategies and project close-out.

Lekwa is an expert in township planning and establishment, having vast experience in the human settlements arena. Its vast network of industry specialists further augments its impressive capabilities, and the company is capacitated to offer the following services: • town planning • engineering, including bulk infrastructure design and reports • construction (just-in-time and quality management) • forensic • architectural • environmental and sustainability management • occupational health and safety • project management • beneficiary administration • training, skills development, mentorship programmes and internships • social facilitation and stakeholder management • conveyancing • ground integration positioning and topographical surveying • facilities and facilities management • policy formulation and review • disaster and displacement management • employment creation • economic and grant funding management • research and development.

While boasting an almost national project footprint, the majority of Lekwa’s work – as well as its most impressive – has taken place in Gauteng, with one of the firm’s flagship projects being the Nellmapius Ext. 22 Project.

Infrastructure | Lekwa Consulting Engi nee rs

Project background South Africa has a massive housing shortage, with millions of people living in shacks and abject poverty. In its constant battle to provide housing to the poor, the Department of Human Settlements has isolated numerous areas for social housing development.

The Nellmapius Ext. 22 Project falls within the greater Mamelodi Township.

This greenfield project, using the Breaking New Grounds (BNG) principles, includes the construction of 1 232 low-cost units, 98 military veteran units and 550 rental units.

Lekwa was brought in on the project as the overall project manager.

Leveraging off the company’s multidisciplinary experience, Lekwa was also contracted to be responsible for a number of other on-the-ground processes, such as the monitoring of construction and quality assurance, site supervision, environmental management, health and safety compliance, and the verification of work and quantities for the issuing of payment certificates.

The firm’s administrative acumen has also been utilised to ensure the finalisation of the township proclamation and even in assessing and allocating beneficiaries, which typifies how closely Lekwa works with project stakeholders – in this case, the Gauteng Department of Human Settlements and the City of Tshwane.

With the establishment of BNG-housing projects on a vast scale like at Nellmapius Ext. 22, there are always significant challenges to be overcome. On this particular project, adequate bulk electricity distribution infrastructure is an ongoing challenge, but residents can rest easy knowing that their houses have been built to exacting standards.

In March 2015, more than 297 RDP houses were handed over to beneficiaries in Nellmapius Ext. 22. Much like the need for social housing across the country, work on the project continues.

The future With the company’s work in Nellmapius Ext. 22 drawing nearer to its end, looking

Nellmapius Ext. 22 Project recognition The excellent work done by Lekwa Consulting Engineers on the Nellmapius Ext. 22 Project was recognised by the Gauteng Provincial Government at the Premier’s Service Excellence Awards 2017. Lekwa was nominated in the Sustainable Development Awards category for the Infrastructure Development Award, taking third place.

About the awards: The annual Premier’s Service Excellence Awards is an opportunity for the premier to recognise contributions made by civil servants, business, non-governmental organisations and civil society in improving the socio-economic growth and transformation of Gauteng.

As part of Ntirhisano – a collaborative service delivery system that aims to improve government’s service delivery capacity and build an activist public service – the premier has seen innovative partnerships that have contributed to job creation, empowerment, social cohesion, improved healthcare and sustainable development in the province, to name a few.

forward, Ntshumaelo is confident in what the future holds for Lekwa.

“Lekwa Consulting Engineers is a company that understands disruptive technology and the ever-changing movements of daily business. We embrace technology and social media as the norm while remaining true to the empirical and traditional ways of carrying out our respective tasks,” he explains.

“We are fully committed to the NDP’s Vision 2030 and supporting the national framework to redress the socio-economic injustices of the past. As a company, we

feel we do – and will – play a key role in the creation of a more enabling and equitable society,” Ntshumaelo adds.

“Lekwa is fortunate to have a solid pipeline of projects lined up – from small ones concerning policy and framework formulation to the implementation of large-scale developments. We are especially excited to be engaged in a few projects linked to megacity developments in Gauteng, which will see an innovative way of rolling out integrated and sustainable urban settlements that are inclusive and at the leading edge,” he concludes.

The Preferred and Strategic Practitioners in the Provision of Sustainable Human Settlements

AREAS OF EXPERTISE

MEMBERS OF:

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ALBERTON - Gauteng 118 Hennie Alberts Street | Brackenhurst P.O Box 145851 | Bracken Garden | 1452 Tel: +27 (0)11 868 2494 Fax: +27 (0)11 868 1348 E-mail: lekwainfo@civilnet.co.za

@lekwaconsulting

Roads and Stormwater Bulk Water and Sewage Installations Water and Sewage Reticulation Networks EPWP Projects Structures and Buildings (Facilities) Sport and Recreational Facilities Solid Waste Projects Community Centres Multi-Disciplinary Project Management Labour Intensive Projects Township Establishment and Housing Projects Railway Engineering Services Mining Infrastructure Projects

ERMELO - Mpumalanga 67 Fourie Street | Ermelo P. O Box 1903 | Ermelo | 2350 Tel: +27 (0)17 819 1985 Fax: +27 (0)17 819 4017 E-mail: lekwa@civilnet.co.za

www.lekwaconsulting.co.za

NEWCASTLE - KwaZulu Natal 34 Paterson Street | Newcastle PO Box 27 | Newcastle | 2490 Tel: +27 (0)34 315 3232 Fax: +27 (0)86 668 7533 E-mail: lekwainfo@civilnet.co.za

Lekwa Consulting Engineers

service del i very

Serving with purpose

Service delivery is indelibly linked to the psyche of modern society. Effective and considerate municipal services provide a stable foundation to foster happiness and prosperity within communities.

A

n unfortunate reality in South Africa today is that the first thing that pops into most people’s heads when “service delivery” is mentioned is images of burning tyres and protest action. In recent years, the nation has been rocked by numerous service delivery protests, often staged by the desperate and indigent rightly seeking access to the most basic of municipal services. The vast majority of protests are peaceful, but those few that descend into lawlessness paint the term with a tarnished brush in the minds of the public.

While government has made great strides in providing services to its citizens across the country, there is a long way to go yet. Government – on national, provincial and municipal levels – has a mandate to provide various services to its people. And, in the case where people cannot afford to pay for services – including access to clean water, electricity and refuse removal – free basic services are provided.

private sector investment. That is the hallmark of a sustainable, caring city – looking after the poor, while encouraging economic growth.

Waters of life The City of Tshwane has been working tirelessly to meet the needs of its ever-increasing, largely urban population.

While electricity is vital for economic development and refuse removal for health reasons, water is the most important resource and service a municipality can provide to its residents. The City of Tshwane has homed in on expanding the reach of its drinking water network.

Starting in 2011, the City had laid over 320 000 m of bulk and network water pipelines by April 2016, and had also upgraded and/or replaced some 255 000 m of piping. In addition to this piping, by the end 2015, the City had connected some 30 000 households to the municipal water network for the first time. The expansion of the City’s water reticulation network and the connections made to new dwellings has a dual purpose, which is to address service backlogs – usually helping the poorest in society – and to foster and support economic development, by providing water to sites of significant

Power to the people As mentioned, a key enabler of progress and socio-economic upliftment is access to electricity. The City of Tshwane has done – and continues to do – exceptional work in this regard.

The Eskom supply constraints that were an almost daily reality for many South Africans, in the form of loadshedding, are largely under control and forward-looking municipalities like the City of Tshwane have been hard at work improving their electrical infrastructure.

The City has spent the last few years upgrading numerous substations, in previously disadvantaged areas such as Mamelodi and Soshanguve, but also in Eldoraigne, Bronkhorstspruit and Rietvlei. In the 2015/16 financial year, it built two new substations, namely Monavoni and JJ. But building and upgrading substations means little for residents if there aren’t more households being linked to the network. Between 2011 and 2016, around 59 000 households were connected to the national grid – 18 000 of these were in informal City of Tshwane 2017

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servi c e de li v ery

Municipal mandate settlements awaiting formalisation.

In 2011, 79.2% of Tshwane residents had access to electricity. Five years and a concerted effort later, the electricity access rate sits at around 90%.

No time-wasters The City has also wasted no time in extending refuse collection services to residents across a number of regions. The poor have benefited extensively over the last few years, through the supply of 240 ℓ bins; old 85 ℓ bins have all been replaced in areas such as Mamelodi, Soshanguve, Mabopane, Winterveld and GaRankuwa. Over 350 000 of these bins have been supplied across the city.

On the demand side, the City needs to ensure that refuse removal is consistent, but this

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Municipalities are required to provide residents with: • Clean drinking water • Electricity • Waste management • Dignified sanitation • Shelter • Public transportation • Roads

makes up just part of an overall waste management strategy. What a city does with the waste it collects is equally, if not more, important. Going forward, in an effort to pursue sustainable and responsible practice – and, by extension, improve the lives of its residents – Tshwane will be the first municipality in the country to use a waste diversion facility as its primary solution for waste disposal.

The first phase of the Kwaggasrand multipurpose waste facility has so far been completed, reducing the reliance on landfilling.

While these are just a few of the steps the City has taken, and is taking, in improving service

delivery to its residents, the City of Tshwane is committed, through the implementation of various current and future programmes, to delivering on its mandate to better serve its people – whether in delivering basic services or in laying the foundations of a smart city of the future.

A community that is wellserviced is a productive community, as its members are concerned with more than merely surviving. And, beyond that, a productive community is a prosperous one.

ROAD S & TRAN SPO RT

Transport for the people The City of Tshwane provides residents and commuters with numerous ways of getting to and around the city.

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n a city as busy and integral to the development of South Africa as Tshwane, it is vital for residents and commuters to have access to modes of transport that enable them to move around freely, whether for work, learning or play.

The City of Tshwane provides numerous opportunities and types of transport, with its integrated public transport network (IPTN) offering individuals almost every conceivable way to get around. This IPTN covers all transport routes and modes, including rail, bus, minibus taxis, metered taxis and non-motorised transport. Beyond this, the city’s integrated rapid transit network (IRPTN) is geared towards providing for the fast, multimodal movement of people.

Tshwane’s IRPTN covers heavy rail (Metro Rail), rapid rail (Gautrain), light rail transit, bus rapid transit (A Re Yeng) and quality bus services (City of Tshwane bus service).

Metro Rail The Metro Rail service is owned and operated by Passenger Rail Agency South Africa (Prasa). The City of Tshwane and Prasa came to the agreement that rail would form the backbone of the IRPTN and that future network planning would be based on this principle. Forming a key part of Tshwane’s economy, the main users of the Metro Rail are the lower-income groups of the city, with destinations mainly being work or education opportunities.

Gautrain The Gautrain rapid rail service has been operational since 2010, and links Hatfield to the Johannesburg CBD and O.R. Tambo International Airport via the Pretoria CBD and Centurion. In the City of Tshwane, there is future planning in place to extend the network to link to Mamelodi and Pretoria East.

The Gautrain also provides a bus feeder system at each of its stations. While the Gautrain service does provide some connectivity between areas of high projected residential demand and projected employment opportunities, it is important to note that this service caters to a specific market segment – middle- to upper-income earners. It is a relatively expensive service to use and precludes many of the low-income earners in the city.

A Re Yeng BRT Tshwane Rapid Transit (TRT) makes up a substantial portion of the total IRPTN. The mode of choice for the TRT is the A Re Yeng BRT system. There are currently two TRT trunk routes operational: one between Pretoria CBD and Hatfield, and the other between Pretoria CBD and the Rainbow Junction. The City plans to have six TRT trunk lines operational by 2028, accompanied by complementary and feeder systems.

A road to everywhere Although much has been done to develop dedicated public transport infrastructure, a large number of the city’s commuters still make use of either minibus taxis or their own transport.

In light of this, and heavy truck and bus traffic, road maintenance is a crucial aspect of managing city infrastructure and keeping road users safe. The Department of Transport and Roads – sometimes alongside players such as Sanral, Bakwena and the Gauteng Provincial Government – is responsible for keeping the majority of the city’s roads in working order.

The city’s position on the important north-south N1 transport corridor sees people and goods moving from as far south as Cape Town to Zimbabwe and beyond in the north. It also lies along the N4 on the Trans-Kalahari Corridor, which stretches from Walvis Bay in Namibia to Maputo, Mozambique. Another important arterial route is the N14, which runs from Tshwane to Springbok in the Northern Cape.

With the City of Tshwane’s IRPTN poised for significant growth, and the city’s central location and numerous modes of transport, it is one of South Africa’s easiest cities to both get to and around in.

City of Tshwane 2017

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Zandfontein Centurion

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National As p ha lt

Reclaiming sustainability Through its pioneering spirit and sustainable approach, leading asphalt supplier National Asphalt continues its drive towards minimising the carbon footprint of the roadbuilding industry.

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ith its Head Office situated in Bon Accord in Pretoria North, National Asphalt has a footprint that extends across much of South Africa and beyond.

As a member of the Raubex Group of companies, National Asphalt has been spearheading industry firsts for almost 30 years and has seen significant growth in both its footprint and capacity, particularly over the last decade.

A key enabler of growth for the company has been its approach to introducing innovative and class-leading solutions and products to the South African market. As the leading supplier of asphalt in the country, National Asphalt has made significant advances in the supply of reclaimed asphalt (RA).

What is RA? RA is sourced by reclaiming the existing asphalt pavement by milling this out, then crushing and screening it and introducing a percentage of this reclaimed material back into the mixes used to rehabilitate or rebuild the road network. Sustainability lies at the very heart of RA, as its use requires the utilisation of far less virgin asphalt materials than a conventional mix.

Beyond this, it also provides financial benefits throughout the value chain – reducing the costs of everything from

quarrying to transportation.

South Africa’s widespread bitumen shortage in 2015 provided a challenging environment for the roadbuilding industry, and it is expected that this year will again see pressure placed on the bitumen supply with the scheduled refinery shut-down maintenance programmes during the year. In conjunction with this, the availability of quality aggregate used in the manufacture of asphalt is under pressure. The use and introduction of RA into the mixes is one of the ways in which these pressures may be eased. As a result, it is clear that those minimising the use of virgin materials will be leading the way forward.

Government projects, through bodies such as Sanral, are also increasingly demanding the use of 40% RA mixes in road rehabilitation projects, which puts a company like National Asphalt at a distinct advantage considering its impressive RA capabilities. The company has a number of static and mobile asphalt plants situated across the country, with its flagship operation sited at its home base in Bon Accord, in the City of Tshwane.

Extensive capabilities In 2016, this Tshwane-based facility was upgraded from an 80 tonne/hour to a 100 tonne/hour plant, with RA capacity.

In conjunction with the upgrade, the plant’s wet scrubber was removed and replaced with a bag house, bringing National Asphalt in line with the increasingly stringent environmental specifications outlined by the Department of Environmental Affairs.

Augmenting these already impressive static plant capabilities is the company’s innovative use of mobile RA plants, enabling the production of RA as close to a site as possible. National Asphalt’s range of mobile plants offers outputs of between 80 tonnes/hour to 120 tonnes/hour and the company can produce in excess of 2 million tonnes of asphalt per annum.

While 40% RA is considered a desirable specification, National Asphalt constantly pushes the envelope one step further. It is at the forefront of roadbuilding R&D and constantly trials new products to determine their suitability in South African conditions. A most impressive recent product testing has revealed the potential – through using specialty admixtures – to make use of 100% RA in road surfacing.

The ability to truly close the loop, by embracing a circular production process and using 100% RA, is an important step on the path to minimising the carbon footprint of the industry and embodying sustainability.

City of Tshwane 2017

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N atio n al Asp halt

Driving high-performance pavement layers in SA National Asphalt’s key role in bringing one of many breakthrough technologies to the South African roadbuilding industry has taken the country’s asphalt pavements to the next level.

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ub-Saharan Africa’s harsh climatic conditions and the fact that the region’s roads are still very much the main arteries on which both people and goods are transported necessitate the construction or resurfacing of roads that are highly resilient and resistant to traffic-induced wear.

Such heavily trafficked road surfaces are prone to deformation through rutting and cracking, and end up so warped or damaged that they become dangerous for road users. To achieve a high-performance surface, the right approach and product are required. Ever the leader in asphalt supply in South Africa, National Asphalt was part of the first official in-country trials using highmodulus asphalt (EME).

Introducing EME First introduced in France in the 1980s as Enrobés á Module Elevé, EME binder is a bitumen of exceptional hardness that makes for asphalt pavement that is highly resistant to flexing.

As a result of its strength, a thinner pavement layer can be laid, which means fewer materials and machine hours are required. The lifespan of standard-thickness roads using EME is significantly longer than regular asphalt pavement and these layers also require less maintenance.

In reducing the amount of virgin asphalt (by combining EME with reclaimed asphalt) required in roadbuilding and resurfacing, National Asphalt is setting a precedent in responsible and sustainable materials supply. The lower maintenance requirements of EME pavements also present road owners with significant savings in the longer term.

ensuring that the pavement performs to the desired level.

The grading, binder type and content need to meet the exact specifications required. Mixing and compaction temperatures are very specific – the former being between 160°C and 180°C and the latter needing to remain above 140°C at all times during the process.

Furthermore, a firm substrate is required for compaction to be effective and ensuring that the specified thickness is achieved is of utmost importance. Thorough, uniform compaction then ensures that in situ voids are between 4% and 6%. Voids on either extreme may compromise pavement durability.

The appropriate surfacing then needs to be applied to negate thermal cracking brought on by temperature fluctuations and construction joints need to be sited very specifically.

Longitudinal joints for the various layers should never coincide with vehicles’ wheel paths and the joints across the different layers must be staggered and stepped.

Cross-country EME National Asphalt has been involved in numerous applications of EME mixes across the country and the company’s EME mixes are proving to be particularly appropriate for major metros’ bus rapid transit network routes. In establishing an extensive footprint of static plants across the country, which it has supplemented with a fleet of mobile asphalt plants, the company has placed itself in a position where it is able to supply EME and reclaimed asphalt mixes efficiently and cost-effectively, wherever they may be required.

Ensuring high performance While EME produces an undeniably stronger pavement than a standard bitumen treated base, observing the correct construction practices is vital in

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www.nationalasphalt.co.za

Transport | AM Consulting Engi nee rs

CELEBRATING 10 YEARS OF ENGINEERING EXCELLENCE

T ransport | A M C o n s ult in g E n ginee rs

Moving a city, together

t

he National Department of Transport developed the Public Transport Strategy in 2008, which sought to enhance public transport throughout South Africa by creating world-class integrated public transport solutions across different modes, and addressing spatial segregation and socio-economic barriers entrenched by apartheid.

As the country’s capital, the City of Tshwane is a key driver of such transformation in the public transport sector as well as the urban realm within the city. The advent of the Gautrain and Prasa modernisation programmes aims to provide an integrated public transport system supported by what has been adopted for national implementation – a bus rapid transit (BRT) system.

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Infrastructure development is a fundamental requirement to any developing city. With the advent of the global economic crisis in 2008, national government embarked on a process of investing in the upgrading of public transport This system will focus on infrastructure within providing affordable road-based South Africa. public transport to the poor while being reliable, safe, efficient, modern and affordable to lure private vehicular users out of their vehicles and onto the bus system.

The initial planning and development process commenced in 2009. The first Project Management Unit was established and endorsed by the National Department of Transport in 2011, with the appointment of AM Consulting Engineers (AMCE).

With the operationalisation of Rea Vaya (City of Johannesburg) and MyCiTi (City of Cape Town), the successes gained over the period further enhanced the need to consolidate and fast-track the implementation of Tshwane’s A Re Yeng.

The BRT System – which incorporates dedicated bus routes, modern bus stations, electronic ticketing systems, a control centre, modernised universalaccess buses, intelligent transport systems, bus and minibus contractual services – was designed taking into account the urban fabric of the city, its inherent road network layout, key catalytic land uses, as well as key demand nodes.

Bridging the gap This needed to be a system that bridges the gap between the rich

Transport | AM Consulting Engi nee rs

and the poor. AMCE, in consultation with the City of Tshwane and the National Department of Transport, developed the first low-floor BRT system in the country.

It was a major departure point from the previous highfloor systems used in Johannesburg and Cape Town. It was also the first time a city would embark on developing two trunk lines with an associated feeder network as part of its first phase.

This bold move aimed to connect Soshanguve to the CBD, then Hatfield, moving on to Menlyn and terminating in Mamelodi.

It is critical that public transport systems penetrate the heart of their most important element – the end user. Mamelodi and Soshanguve are critical nodes of penetration the system aims to serve.

The third service line to feed into the network of trunk lines penetrates the west from Atteridgeville.

In 2016, the City of Tshwane appointed AMCE to plan and design a third trunk line that will run from the CBD to Atteridgeville. The team is currently finalising the design and further details on the route will be available soon.

The CBD of any city remains the epicentre of the economy and, with the development of key economic hubs such as Menlyn, the trunk route alignments must penetrate key attraction and destination nodes.

The system is further characterised by modern, state-of-the-art trunk stations, namely Memory Box and the Retro Tram. The design mix takes into account the historical evolution of the city, the urban fabric and integration between the adjacent land uses, as well as the heritage-sensitive nature of Tshwane.

Success after success To date, we have achieved significant successes since 2011. The establishment and incorporation of the minibus industry remains a fundamental and critical success story.

The growth of Tshwane Rapid Transit and the development and procurement of its fully owned bus fleet remains a key success story that has seen the minibus industry positively contribute to the transformation of the city.

The steady rate of infrastructure roll-out has seen the completion of Line 1A, Line 2A and the current rollout of Line 2B and Line 2C. The roll-out

A RE YENG QUICK FACT GUIDE Infrastructure Operations Next phase Overall system completed Line 2A live Line 1A design 21.3

±7

± 14

65

13

7

13

± 50

Buses

19

59

TBC

Feeder routes

4

6

TBC

Complementary routes

0

2

TBC

TBS

1

3

Trunk routes (km) Stations

Depot

3

Layovers Intermodal facilities

1

4

Note: Line 2A: CBD – Hatfield; Line 1A: Wonderboom (Rainbow Junction) – CBD

of our modernised stations, together with the non-motorised transport (NMT) supportive network, has created a vibrant hub of activity in the nodes of Sunnyside, Hatfield and Lynnwood.

The green economy and our contribution to reduced carbon emissions are central to public transport systems and the sustainable development of our cities.

The procurement of the first tranche of a compressed natural gas (CNG) bus fleet bears testimony to the City of Tshwane’s commitment to a green, friendly and safe environment.

The pinnacle of our success must undoubtedly be the operationalisation of the system in 2015, which saw the roll-out of the system between Hatfield and the CBD. A 7 km inception phase brought to life the first phase of the BRT system integrated with Gautrain, and linked key student nodes such as Hatfield to the CBD via Sunnyside.

The roll-out marked and symbolised change becoming tangible and, together with the upturn in the economy, brought forth significant change in development demand within the area.

AMCE and A Re Yeng AMCE – a proudly 100% black-owned South African consulting engineering firm – provides professional engineering and consulting services to both the public and private sectors.

AMCE is committed to contributing towards the reconstruction of South Africa through infrastructure development, together with achieving government’s radical economic transformation objectives through strategic partnerships with emerging enterprises – creating a pool of experienced, young, emerging black engineering enterprises.

The firm’s growth has seen it acquire the professional human capital and technical expertise in delivering megaprojects to meet current and future challenges in the built environment.

Diversification and sustainable growth over last 12 years have seen AMCE expand its engineering footprint from its initial focus of civil engineering to City of Tshwane 2017

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T ransport | A M C o n s ult in g E n ginee rs

and to key stakeholders such as local, provincial and national government.

In 2014, the partnership was renewed for another three years. Together, the City of Tshwane and AMCE have reached various milestones on the project: successful completion and acceptance of the IRPTN strategy delivery of the first phase of A Re Yeng operation – from CBD to Hatfield – in December 2014 successful completion of state-of-

the-art infrastructure on Line 1A and Line 2A delivery of the first A Re Yeng buses as well as the introduction of new CNG buses to the city bus operating contract finalisation and establishment of Tshwane Rapid Transit land use policy and transformation of spatial planning guidelines along trunk routes NMT infrastructure upgrade and universal access design approval.

Tshwane 1090 Arcadia Street Hatfield Pretoria | 0028 Tel: +27 (0)12 358 6269 Email: service@amce.co.za

LIMPOPO 9 Neethling Street | Bendor Polokwane | 0699 Tel: +27 (0)15 295 9914 Fax: +27 (0)15 295 9941 Email: servicelimpopo@amce.co.za

www.amce.co.za

GAUTENG Am House | 20 Bavaria Ave Midrand | 1685 Tel: +27 (0)11 312 1569 Fax: +27 (0)11 312 1571 Email: info@amce.co.za

Free State 39A President Steyn Ave Mangaung | 9323 Tel: +27 (0)51 430 1092 Email: service@amce.co.za

multidisciplinary services including civil, structural, municipal, traffic and transport engineering, energy and building services, as well as project and programme management.

Engineering excellence, efficiency in delivery, unwavering commitment to creativity, innovation, professionalism and teamwork lie at the core of the company’s values and drive its day-today successes.

This is further testament to AMCE’s commitment in the City of Tshwane

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I NF R A S T R U CT U R E | Ur ban Dyn amics

A partner in development Urban Dynamics Gauteng Inc. is an established, well-known role player in the housing sector for the public sector and private sector alike, and is uniquely structured to deliver projects with its own resources – from project initiation, planning and design right through to the conclusion of the construction of civil and electrical engineering services, and housing products.

T

he primary focus of the company has been, since 1994, to support and deliver all government programmes in terms of service and housing delivery. It provides its unique product offerings to the national, provincial and local government spheres of governance and authority. In addition, the company is a well-known planning consultancy that provides the professional expertise for the planning and design of large private sector projects, covering all development spheres.

Urban Dynamics Gauteng Inc. provides further capacity and expertise to government where multidisciplinary project teams are required to package; plan; design and manage the implementation of public sector projects.

The evolution of the company from a consultancy to a fully fledged construction company with a full complement of internal professional resources is unique. The specific product offerings of the company are: • the full upgrading of informal settlements in support of the NUSP Programme • multidisciplinary planning, design and management of public sector projects • construction of subsidised housing products – greenfield and in situ • installation of bulk, link and internal civils and electrical engineering services • complete packaging and implementation of fully integrated, mega mixed-use development projects in line with the Integrated Residential Development Programme (IRDP) of government • implementation of Finance-Linked Housing projects as standalone projects or as integrated components of IRDP projects, in partnership with other established role players.

In line with the above, the company has: • planned and promulgated developments that yield in excess of 157 000 houses • performed project management functions for projects with a value in excess of R5.21 billion • delivered 40 148 housing units in excess of R2.578 billion in value • implementation of infrastructure projects in excess of R2.57 billion.

Urban Dynamics Gauteng Inc. is fully compliant with all government policies and regulations, and is dedicated to the upliftment and sustainability of small and medium enterprises in disadvantaged areas that are economically depressed.

All infrastructure and housing projects are structured to provide maximum opportunities and benefits to local SMMEs. In this regard, the company provides professional, human capacity and financial support to assist local enterprises to successfully execute at least 40% of each infrastructure project, and 70% of all housing projects.

Our vision is to create sustainable human settlements in support of government objectives and programmes, which offer high-quality, balanced and safe urban spaces to its residents, where local economic beneficiation is maximised to stimulate the local economy and to create selfsufficient small and medium enterprises.

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INFRASTRUCTURE | Urban Dyna mics

Urban Dynamics projects in the City of Tshwane

Urban Dynamics has been involved in a number of large-scale Winterveld projects in the City of Tshwane, Adequate housing and service infrastructure have long been a challenge funded by both the public in the township of Winterveld. The City of Tshwane and its implementing partners have committed to improving the lives of residents by providing and private sectors. access to housing opportunities.

Pienaarspoort The Pienaarspoort Mega City Project is a collaboration between the City of Tshwane, the Old Mutual Group and the Gauteng Department of Human Settlements, which aims to deliver a large-scale, sustainable human settlement project in the east of Tshwane, in the Mamelodi area.

Name of Project

Pienaarspoort Mega Project

Municipality

City of Tshwane

Stakeholders

Urban Dynamics Gauteng Inc., City of Tshwane, Old Mutual Alternative Investments

Land

Land made available by OMAI and land owned by the City of Tshwane

Implementation Project coordination by Urban Dynamics Gauteng Inc. via the Mega Cities Contract Project scope

10 000 units

Value

R5 billion (including construction of infrastructure, housing and supportive facilities)

Project time frame

10 years

Status

City of Tshwane Special Regeneration Project

Municipality

City of Tshwane

Stakeholders

City of Tshwane, Maluleke Luthuli & Associates

Land

Private land expropriated by the City of Tshwane

Implementation

Maluleke Luthuli & Associates appointed as implementation agent of City of Tshwane

Project scope

30 000 Units

Project value

R 2.5 Billion – R 3 Billion

Project timeframe

8 years

HAMMANSKRAAL WEST EXT 10 The outstanding township establishment processes for HAMMANSKRAAL WEST EXT 10 (Previously Extension 3) are in the process of being finalised.

The City of Tshwane and its implementing partners have committed to improving the lives of residents by providing housing opportunities.

Name of project

Hammanskraal West Extension 10 (Previously Extension 3)

Municipality

City of Tshwane

Stakeholders

City of Tshwane, Maluleke Luthuli Development Planners

Land

City of Tshwane owned

Implementation

Maluleke Luthuli Development Planners appointed as implementation agent of City of Tshwane

Project scope

3 850 stands

Value

R4 324 881 – Maluleke Luthuli professional fees

Project timeframe

2014 to 2017

KUDUBE (Hammanskraal) Adequate housing and service infrastructure is urgently required in KUDUBE (Hammanskraal). In an effort to address these needs, the City of Tshwane has provided Urban Dynamics with a turnkey appointment to address these challenges. This is a multiyear appointment, with the project potential being unlocked as services are being installed.

Name of project

Kudube Construction of subsidised housing

Municipality

City of Tshwane

Stakeholders

City of Tshwane, Gauteng Department of Human Settlements, Urban Dynamics Gauteng

Land

Owned by City of Tshwane

Implementation

Urban Dynamics Gauteng appointed as turnkey implementation agent to construct, amongst others, housing units

Project scope

500 houses

Value

500 x R102 950 = R51 475 000 (excluding geotech variation)

Project timeframe

3 years

City of Tshwane 2017

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63

63

PIENAARSPOORT

Township Establishment

Town Planning

WINTERVELD

Strategic Planning

Project Management

Programme Management

HAMMANSKRAAL EXTENTION 10 Housing Development

Support Services

KUDUBE UNIT 9

DI G ITAL

Connectivity drives opportunity A wholly connected digital society, where all citizens have access to the internet and the ability to remotely interact with city administration and services, is the way of the future – the way of the smart city.

T

he City of Tshwane leads the way in South Africa when it comes to providing a digitally connected ecosystem in which all citizens – from the indigent to the wealthy – have the opportunity to access free internet services. Universal high-speed internet provides both the impetus to create a smart city and the bedrock upon which it functions.

The City is engaged in a number of programmes to improve information technology infrastructure and internet access, with the feather in its cap being its award-winning wireless internet programme – aptly dubbed TshWi-Fi. This service provides free Wi-Fi internet access

at nearly 800 hotspots around the city, and the aim for 2017 is to expand network coverage so that hotspots are within walking distance for over 50% of Tshwane’s citizens. Over 500 of these TshWi-Fi zones are located at or near educational institutions.

Users have a generous daily data cap of 500 MB and connection speeds average around 15 MBPS.

Alongside the continuing expansion of TshWi-Fi, the City plans to roll out around 1 500 km of broadband fibre-optic cabling – with a particular

City of Tshwane 2017

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di g ita l

Fast Facts

in study-related online activities. Those without convenient access to the internet are often left at a distinct disadvantage Largest Wi-Fi network in Africa and the provision of free Wi-Fi goes a long way in bridging the digital divide.

Another group catapulted on to the 15 MBPS average speed front foot by enhanced network communications is SMMEs (small, medium and micro enterprises), which now have 1.6 million unique users instant access to all the information the internet has to offer, alongside new avenues to market through e-commerce.

208 TB uploaded Beyond the educational and potential financial benefits for citizens, more widespread internet connectivity is 1 540 TB downloaded also key in promoting social inclusion. Social media has become emphasis placed on connecting an increasingly important part of the city outskirts – further many people’s social interactions. entrenching a culture of internet Through this and other official usage among citizens. channels, citizens are also able to more easily interact #FreeForAll with government and have a Among those who benefit most from heightened awareness of what the TshWi-Fi programme are the tens its plans are. of thousands of students studying at Serving the people the city’s various tertiary education In embracing its forwardinstitutions. As teaching and studying looking vision of the future, methods evolve to incorporate more digital and online platforms, the needs the City of Tshwane launched its e-Tshwane of students also evolve. portal in November While most students have the opportunity to access online resources 2013. This free online service allows at their university, a lack of computer individual citizens availability and convenience often and businesses to serve as deterrents to fully engage

Other TshWi-Fi Services TshWi-Fi TV TshWi-Fi Voice TshWi-Fi Drive-ins TshWi-Fi Chat

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interact with the City electronically.

The portal offers easy access to municipal bill statements, speeds up queries and enables hassle-free online payment of rates and fines, among other services, 24 hours a day, allyear round.

Beyond making it easier for citizens to manage their municipal bills, the City has also used digital technology to improve community safety through its revolutionary mobile app, Namola.

Launched in 2015, Namola is a revolutionary technology solution that allows citizens to report crimes in progress via a mobile app. The nearest Tshwane Metropolitan Police patrol vehicles are notified and provided with accurate incident and location data, improving response times.

The smart approach With each small step connecting city administration and services more closely to citizens, the City of Tshwane is surefootedly ascending the pathway to becoming a smart city.

di g ita l

DID YOU KNOW? The Smart Cities Council defines a smart city as being characterised by having digital technology embedded across all its functions. As with the evolution of society – going from disparate bands of hunter-gatherers to the modern world, with millions

of people cohabiting in single cities – the convergence and centralisation of information is key to effectively improving the lives of citizens. A city’s decision-making abilities are greatly enhanced when real-time, holistic information is available.

What defines a smart city?

1. T he application of a wide range of electronic and digital technologies to communities and cities 2. T he use of ICT to transform life and working environments within the region 3. T he embedding of such ICTs in government systems 4. T he territorialisation of practices that brings ICTs and people together to enhance the innovation and knowledge that they offer.

(Source: Deakin & Al Waer’s ‘From Intelligent to Smart Cities’ in the Journal of Intelligent Buildings International: From Intelligent Cities to Smart Cities)

Bletchley Park in England is considered the world’s first smart community.

It is here where Alan Turing and the Enigma codebreakers one-upped Nazi Germany in the Second World War Lord Kelvin famously noted that “to measure is to know”, and this adage holds especially true in the realm of public administration. Collecting information is only half the battle won; without the effective analysis of this data, information itself has little value. Developing or attracting citizens with skills in the information and communication technology fields will be vital going forward and presents a significant challenge for South Africa’s cities.

Smart cities also aim to improve the lives of citizens by providing easy access to information and services, boosting convenience and productivity, and promoting social cohesion, not to mention by simply living and working in a better-run and -managed city.

While the path to becoming a smart city is undoubtedly a long one, and fraught with many obstacles to overcome, the City of Tshwane has taken great strides in bridging the digital divide and providing a more connected environment for its citizens, where everyone is encouraged to partake in this digital future.

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MAKING HIGH-SPE E D F I BRE C ONNECT IV I T Y A RE AL I T Y A vision of the future Imagine a South Africa in which communities and businesses thrive and all citizens reach their full potential—a country with a dynamic, connected, and vibrant information society and a knowledge economy that is inclusive, equitable, and prosperous.

That’s the vision of our future which is embodied in the National Development Plan and South Africa’s national broadband policy, South Africa Connect. The key enabler of this future is a widespread, cost-effective, and universally accessible communication system. At DFA, we believe that the only viable and future-proof option that will make this communication system a reality is open-access, high-speed fibre-based networks.

Optical fibre is the connectivity technology that is poised to meet the demands of the future. It enables significantly higher data transmission speeds than any other technology, it has a lifespan of at least twenty years, it’s not affected by electromagnetic interference, it’s clean, and it’s safe. It’s also the best technology to use for transmitting data over long distances.

Open-access networks give government, cities, businesses, and citizens freedom of choice. Any entity can lease connectivity services from an open-access fibre provider and provide connectivity at competitive rates and on an equal footing with its competition. Citizens, businesses, government, and nonprofit organizations can choose the service providers, price points, and products that suit them the best.

With a growing network of more than 9500 km of open-access ducting infrastructure, DFA is one of South Africa’s largest open-access fibre connectivity providers. We lease our secure transmission and backbone fibre to leading telecommunications operators, Internet service providers, media conglomerates, tertiary education institutions, municipalities, state-owned entities, and businesses—large and small—on equal terms.

Smart cities One of the most compelling possibilities that widespread connectivity enables is smart cities—cities with transport and traffic management, emergency services, safety and security, public utilities, and service delivery that are effective and fully integrated. In a smart city, high-speed connectivity and intelligent systems enable authorities to work together seamlessly to improve the lives of citizens, from dispatching emergency services quickly and efficiently to an accident scene while safely and intelligently redirecting traffic along the best route, to monitoring public spaces via CCTV to prevent crime.

DFA in the public sector DFA is actively involved in and fully committed to helping the public sector move towards the connectivity ideals of South Africa Connect and the National Development Plan. Our extensive expertise in deploying and maintaining optical fibre networks, our industry-leading uptime of 99,99%, and our commitment to uplifting the communities that we work in make us the ideal connectivity partner for government and the public sector.

About DFA

Benefits

At DFA we finance, build, install, manage, and maintain a world-class fibre network to transmit metro and long-haul telecommunications traffic in South Africa.

▸ We fund roll-outs so that business, ISP, mobile network

We started rolling out our network in South African cities during October 2007. To date, we’ve invested over R7 billion and installed more than 9500 km of fibre infrastructure nationwide.

employing network designers or project managers.

provider, and municipal clients don’t have to carry the cost or planning burden.

▸ We continuously modify and adapt our infrastructure to suit clients’ evolving needs, eliminating the cost of

▸ Because we manage and maintain networks, clients don’t need to employ or train support and maintenance staff.

▸ Economies of scale increasingly benefit all clients sharing Our headquarters are in Irene, Centurion, and we have regional offices in Centurion, Johannesburg, Durban, and Cape Town. Our state-of-the-art network monitoring centre in Rivonia, Johannesburg, provides round-the-clock monitoring and maintenance to ensure that our network remains up and running 24/7.

Open access Because we develop the physical infrastructure, we carry the cost of finance and construction.

We then lease fibre pairs or connectivity services to individual operators of telecommunications services. They, in turn, add on services that they sell to their customers.

Our clients share access routes, which means that the price of leasing from us is much lower than constructing and maintaining their own infrastructure.

this costly infrastructure.

▸ More service providers and improved communications infrastructure mean more investment and economic growth for South Africa.

DFA’s unparalleled experience in the deployment and management of open-access fibre connectivity gives us a unique position in the market.

You can rest assured: your network runs on fibre from the company that sets the benchmark for excellence in the industry.

Contact us today for more info on our industry-leading optical fibre solutions.

☏ +27 12 443 1000 • @ sales@dfafrica.co.za •  www.dfafrica.co.za

I nnovation | N ovus 3

A new planning environment The Capital Planning System tunes into the rhythm of the municipal planning and budgeting environment in the City of Tshwane and beyond.

T

he local government capital allocation planning cycle is playing out annually to the beat of a familiar rhythm.

The specific drumbeats of this rhythm are, in part, marked by the requirements that are prescribed by the Municipal Finance Management Act (MFMA; No. 56 of 2003).

In Tshwane, as in many other municipalities, this annual cycle is marked by periods of intense activity and, often, late nights – especially around budget times. This past year, this process was made even more challenging by the introduction of the MSCOA (Municipal Standard Chart of Accounts) requirements by National Treasury, with which all municipalities must comply by 1 July 2017.

Meeting requirements The main actors involved in the annual planning and budgeting process are Group Financial Services, the Economic Development and Spatial Planning Unit, and the City Strategies and Performance Management Department.

The City of Tshwane has implemented a Capital Planning System, referred to as CAPS, to facilitate the management of the implications and the requirements from National Treasury.

CAPS, or CP3 as the system is called at other municipalities where it has

been deployed, ensures that National Treasury’s requirements and the city’s approach to capital project planning permeates throughout the city, with increased awareness among all officials inlaid in capital project planning.

CAPS plays an essential and preemptive role in alleviating the pressures of the capital planning process at municipalities, rendering the entire process less onerous. CAPS allows officials to focus on playing a planning, control and oversight role. Officials therefore have time to engage with the various issues emanating from each step of the planning process, rather than being bogged down with issues of compliance and data wrangling, as was often the case in the past.

Support through the life cycle CAPS ushers projects through their entire life cycle – from when they are a simple project need, to when they become fully matured projects and, after that, tracking implementation. In each of these key steps, CAPS plays an important role in assisting city officials.

Projects now carry the required MSCOA codes and CAPS provides Tshwane with the ability to report on its financial planning through the lenses of its stated

objectives and in full compliance with the requirements of National Treasury.

Through CAPS, the process of the prioritisation and allocation of municipal funding (from various internal and external sources) is now open and transparent. Institutional memory related to projects and how they were prioritised is no longer a challenge – all important project information resides safely on CAPS, along with a full audit trail of changes made to project and budgeting information.

Furthermore, CAPS provides the city with the ability to undertake scenario development to see what the implications of these scenarios are on the capital budget. The city can now determine how many jobs will be created and what the impact will be on the GDP, based on how the city is planning to spend capital, thanks to the CAPS economic model.

mSCOA The MSCOA Regulations apply to all municipalities and municipal entities with effect from 1 July 2017.

This means that the compilation of the 2017/18 Medium-Term Budget and Expenditure Framework (MTREF) must be compliant with the mSCOA classification framework

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Innovation | N ov u s 3

The most noteworthy benefits of the CAPS system for the City of Tshwane are: •C apital project needs are collected on a collaborative platform into a centralised database across the entire organisation • M inimum information requirements and governance rules have been established for capital projects •C apital projects can accommodate multiple financial baselines per project, allowing the municipality to account for budget changes throughout the financial year, such as the tabled budget, approved budget, transfers, adjusted budget, etc.

•C apital projects are geographically mapped in order to inform a spatially transformative capital budget •C apital projects are captured in accordance with the seven segments of MSCOA, namely: Function, Project, Item, Cost, Funding, Municipal Standard Classification and Regional criteria •C apital project planning is aligned to the National Treasury Standard for Infrastructure Procurement and Delivery Management (SIPDM)

Project needs are captured on CP3 in the “Capture” module

Projects are prioritised to reflect the city’s needs and objectives

•C apital project prioritisation is undertaken using a multi-criteria approach relying on quantitative, qualitative and spatial criteria for prioritisation •B alancing the budget indicatives and the Division of Revenue Bill grant allocations is simplified by means of the budget fit module • S ervice Delivery and Budget Implementation Plans are facilitated by the CAPS system through a SIPDM-

Dynamically fitting competing project needs into a multi-faceted MTREF budget

Monitoring and evaluation of expenditure versus actual progress on projects

aligned project phase scheduling tool for cash flow and milestone planning • Monitoring and evaluating project implementation is facilitated by tracking actual progress and expenditure against planned tasks and cash flows • Reporting is simplified, as mandatory reports for National Treasury such as the SA36 budget report, SA6 strategic outcomes report and the MSCOA data string are automated by the CAPS system.

• Novus3 (Pty) Ltd is the proud service provider of the CP3 system • CP3 is used by all the major metros in Gauteng (Johannesburg, Ekurhuleni and Tshwane), as well municipali�es in other provinces • The CP3 licensing agreement allows the client to rename the system. In Tshwane, CP3 is called “CAPS” and in Johannesburg it is called “JSIP” • Novus3 (Pty) Ltd is a Level 2 BBBEE Company Novus3’s key value is providing professional services in capital management and priori�sa�on, land�use planning, transporta�on planning, traffic engineering and infrastructure design.

�nno���on and excellence - our key trademarks

T: +27 12 364 2546 | e: info@novus3.co.za Postnet Suite 406, Private Bag X025, Lynnwood Ridge, 0040 www.novus3.co.za engineered solutions

Is your business connected?

Our solutions are all about being connected. Connected so your business can grow and connected so your business can perform.

We’re fixated on delivering infrastructure and technology solutions that help build your business, whilst always looking to the future so you can benefit from the best technology and infrastructure.

Cloudseed offers network-independent, hassle-free communication, business intelligence applications and collaboration tools in a single unified offering.

For more information on our bespoke turnkey solutions email us on info@cloudseed.co.za or visit www.cloudseed.co.za.

CLOUDSEED - T: +27 11 301 3605 • 12th Floor Sandton Eye,Corner Rivonia Road and West Street, Sandton, South Africa

Public Health

Public health =

social wealth Societies thrive off the labours of individuals and it is in a city’s best interests to ensure that those whose backs bear its economic burden are well looked after.

T

he well-being of a city’s residents extends far beyond its impact on productivity and economic growth. According to Nobel laureate Amartya Sen, health is among the basic capabilities that give value to human life.

With the huge disparity in access to quality healthcare – based on people’s financial means – South Africa is implementing the game-

changing National Health Insurance (NHI) scheme over the next decade.

This financing system aims to provide all citizens with affordable access to quality healthcare. It was decided that the Tshwane Health District would be used as one of the pilot programme sites.

Redefining public healthcare across the country requires significant stakeholder buy-in and, in its drive as a responsible caregiver and a facilitator

of prosperity, the City of Tshwane constantly strives to improve the health and happiness of its people.

Health – a primary concern One of the ways in which the City measures the effectiveness of its healthcare, and guides future policy, is through an annual healthcare satisfaction survey. In 2015, this survey indicated that a nearly universal 98% of residents had access to primary

11.2% 3.1 million 3.4 million people treated at City of Tshwane primary healthcare facilities between July 2014 and February 2015

HIV-positive people in treatment across SA – the world’s largest antiretroviral therapy programme

of South Africans are HIV-positive – that’s around 6.2 million people

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P u bl i c H ealth

healthcare. Further, 90.5% of respondents were satisfied with the medical services they received and 92% would recommend the service to other people.

The implementation and expansion of the Ward-based Outreach Teams policy (a measure of the NHI pilot) are in part to thank for extending the grasp of healthcare. This national policy indicates that each ward should have its own primary healthcare outreach team – consisting of a professional nurse, an environmental officer, health promoters and up to 10 community healthcare workers – assigned to it. Through a partnership with the University of Pretoria, the City has trained hundreds of community healthcare workers, which has helped to bring healthcare to the people, as well as create employment opportunities.

Universal healthcare coverage and satisfaction is the ultimate goal and, as indicated by the survey figures, the City is closing in on just that.

Since 2011, the City has initiated the development of nine primary healthcare

National context Although faring better than most subSaharan African countries, South Africa faces significant health-related challenges and has a life expectancy rate that hovers around 60 years.

A major contributor to this low life expectancy is HIV/ Aids. South Africa has the highest HIV-related mortality rate in the world, with HIV-related illnesses accounting for 30.5% of all deaths in the country in 2015.

HIV infection brings with it a susceptibility to a host of other illnesses, with tuberculosis being a particularly prolific culprit. Even without being preceded by HIV infection, TB claimed 8.8% of South Africa’s total deaths in 2013.

National government has taken various steps to address the incidence and severity of HIV infections, running HIV prevention initiatives and establishing the largest antiretroviral therapy programme in the world.

Metsi Chem International Metsi Chem International (Pty) Ltd is a fully-fledged Black Empowerment Enterprise. The traditional business has always been to trade in water purification/treatment chemicals and associated equipment and services.

It main area of operation has been structured along the distributorship framework based on agreement reached with key manufacturers, mainly NCP Chlorchem. We are an accredited distributor of the wellestablished NCP Chlorchem and we have close ties with numerous other manufacturers and importers of chemicals.

We trade mainly in the following areas Gauteng Free State

North-West Botswana and Lesotho

(011) 397 1431

www.metsichem.co.za

Our activities do overlap into the Northern Cape, Mpumalanga, Kwa-Zulu Natal and Limpopo.

+27 (0)86 679 4527

Unit 13, Jan Smuts Office Park, 587 Jones Street, Jet Park, Boksburg

Public Health

“For he who has health has hope; and he who has hope, has everything.”

Owen Arthur, former Prime Minister of Barbados

facilities, to the tune of R152.9 million.

In supporting the local economy, 25% of the entire spend went towards using Tshwane-based subcontractors and suppliers.

Empowering a people The City also recognises the importance of early childhood development in creating a healthy, empowered population. Some 4 000 children benefit annually from 10 early childhood development centres funded and managed by the City; five of these centres operate in Mamelodi and five in Atteridgeville.

Beyond this, the City has provided training to over 1 050 practitioners who work in almost 500 NGO-run early childhood development centres around the city. These centres benefit around 30 000 less privileged children.

Empowering the youth also means addressing communities’ social health, and there are few greater threats to the city and its residents’ well-being than the scourge of nyaope. In his 2015 State of the Capital Address, former executive mayor Kgosientso Ramokgopa went so far as to describe the drug as an “extreme social calamity” that could bring about the “total collapse of community structures”.

The City has been active in numerous rehabilitation and prevention programmes, particularly in areas where indigent youth are most vulnerable, and allocated R50 million in 2015/16 to combat this social disease. While its social workers are the City’s boots on the ground, implementing these programmes, Tshwane’s residents have an equally important role to play as volunteers and vigilant, responsible community members.

And it is in this general spirit of unity and in working together towards a common goal that the City and its communities are building a Tshwane that prioritises the health and well-being of its residents in everything it does.

Keeping it clinical There are 24 fixed primary healthcare clinics, 2 mobile clinics and 1 satellite clinic in Tshwane. Primary healthcare services offered at these clinics include: • Antenatal care • Post-natal care • Integrated management of childhood illness • Chronic disease management • Family planning • Prevention of mother-to-child transmission

• Treatment of sexually transmitted infections • TB services • Treatment of minor ailments • Testing for HIV • Provision of ARV treatment • Immunisations of children • Health promotion

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INTERNATIONAL PRIZE WINNERS FOR VARIOUS POLYMERDESIGNED PRODUCTS

Global pioneers in the design, development, toolmaking and production of innovative water-related engineered products.

Original brass meter

Replaced by composite polymers

MANUFACTURERS, DESIGNERS, EXPORTERS AND DISTRIBUTORS OF QUALITY WATER MANAGEMENT SYSTEMS

About us

Testing and quality procedures All products are tested to the most stringent requirements. Because of previous system failures in the field, due to poor installation and or supervision, we fully assemble and test all our valve boxes, meter boxes and aboveground meter box assemblies up to 24 bar for three minutes.

Lea��� �� ��� �n�us��� f�� ��mos� 40 �e�r�

www.davisanddeale.co.za

Contact Details

Physical Address

Postal Address

Office: +27 (0)11 827 2460 Fax: +27 (0)86 619 0799 E-mail: tarynne@convertek.co.za

6-8 Coert Steynberg Street Van Eck Park Ext. 2 Brakpan

PO Box 5070 Delmenville, 1403 South Africa

Davis & Deale Irrigation have been in the technology of developing, manufacturing, marketing and exporting of water-related innovative products since 1980.

Mr Davis has many past and current patents held in water-related and other polymer products.

Davis & Deale Irri g ation

Leaders in water management systems Davis & Deale Irrigation is a manufacturer, designer, exporter and distributor of quality water management systems that has been a leader in the industry for almost 40 years.

T

he company has been involved in the development, manufacture, marketing and exporting of innovative and class-leading water-related products since 1980. Spearheading the company is founding partner and avid entrepreneur Bevan Davis, who has held, and continues to hold, numerous patents in water-related and other polymer products.

Always at the fore of the industry, the company was one of the pioneers in the design, development and production of precise micro-irrigation sprayers and other water-related developments, such as pool cleaners and water meters, which have been successfully sold internationally.

At Davis & Deale, the company strives to work as closely as possible with its local and international clients, as well as water authorities, ensuring that client requirements are understood and guaranteeing the delivery of cost-effective, quality-engineered and fit-for-purpose solutions – all under one roof.

Davis & Deale products are in use in most, if not all major and smaller municipalities in South Africa and the company has established a positive working relationship with a number of clients, including the City of Tshwane, with whom it has been doing

business for the last 14 years. Among the many feathers in the company’s cap, the dynamic Davis & Deale team has won international design and product awards for innovative polymer products and world firsts in new polymer technology applications.

Davis & Deale set the international benchmark by replacing brass-bodied water meters, meter boxes, valves and fittings with engineering polymers that are now commonly used in potable water systems locally and internationally.

Polymers require an energy input of up to 80% lower than brass and offer significant longevity, making them ideal for such systems. They are not stolen and do not corrode.

Ensuring quality The company’s products are designed, tooled and produced in-house in conjunction with its material suppliers, to ensure that the most effective engineering polymers are used for each application.

Thorough research allows the team to ensure that

the most suitable polymer is used and that the materials and end products will meet the most exacting demands of the environments in which they operate.

Because flaws in component design and incorrect material selection are leading causes of product failure, Davis & Deale’s quality assurance carries through significant benefits to its clients.

The company tests all of its products according to the most stringent specifications, and it fully assembles and tests all of its valve boxes, meter boxes and above-ground meter box assemblies up to 24 bar for a full three minutes.

In adhering to such demanding testing parameters and using trained labour to manufacture its products in a controlled factory environment, the company has succeeded in eliminating the vast majority of problems relating to assembly, installation, product leaks and failures.

City of Tshwane 2017

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Vision Kopano Ya Basebetsi Ba Afrika – meaning – United Workers, “together” …

- with the vision of being focused on delivering exceptional value, quality, service and growth to our customers, employees and members.

Mission Based on experience, consistent working methods and teamwork, we are committed to provide quality and value to our customers and the community. Our aim is to contribute to improving living conditions and essential infrastructure for previously disadvantaged people thereby creating a safe environment for all.

History Kopano Ya Basebetsi Ba Afrika cc is an electrical construction company which was formed in 1994. We have been mostly involved in the implementation of electrical reticulation systems in particular specializing for the past twelve years with the installation and commissioning of Protective Structures Enclosures.

In 2013 Kopano expanded its operations and opened their manufacturing division with a licence agreement on the Protective Structures patent.

Kopano Ya Basebetsi Ba Afrika now has developed into a strong, selfsustaining, experienced manufacturing and installation company.

Social development We believe that our organization has a social responsibility to the communities in our major projects, too leave a footprint (however small) to benefit the community, children and/or the old aged.

Safeguarding the community

We specialize in: 6mm mild steel vandalized proof metering kiosks in the following sizes : 4 way, 6 way, 8 way, 9 way, 12 way, 16 way, 20 way, 24 way 6mm mild steel vandalized proof Mini sub shells cut to size 6mm mild steel low voltage distribution boxes 6mm mild steel pole mounted transformer enclosures and boxes 3 mm mild vandalized proof steel pole mounted boxes 4, 6 and 8 way 3mm mild steel pole light boxes

Our locking mechanism can be supplied with motor, solenoid or risi lock. All electronic locking systems are equipped with GPRS technology for communication from all enclosures to the control centre Opening of the enclosure with: key tags or cell phone opening or risi lock

Our electrical enclosures offer the client: Remote access control via GPRS communication Remotely monitor and control pre-payment meters Determine and report the status of the electrical enclosure every 60 seconds Protective electrical enclosures are vandal proof Monitor, restrict and control who access your electrical enclosures Eliminate illegal electrical connections and tampering with electrical equipment inside enclosures

CONTACT US:

+27 (0)11 894 1479 |

Credit control can be exercised remotely and prevent defaulters from reconnecting themselves We are more than a protective electrical enclosure manufacturer we also install, maintain, repair, monitor and control our protective electrical kiosks We manufacture according to the requirements of the client You are immediately informed of any unauthorized access or tampering

+27 (0)83 302 8848 | +27 (0)76 999 6663 kopanocon@mweb.co.za

Industry | Centurion Ae rospace V i l l age

CENTURION

CAV AEROSPACE VILLAGE an initiative of the dti

I ndustry | C e n tur io n Aero s pace Village

A high-tech

hub of the future Centurion Aerospace Village (CAV) is an initiative of the dti, mandated to develop a sustainable industrial park to support South Africa as a global player in the aerospace, defence and advanced manufacturing industries’ value chains – thereby attracting foreign and domestic direct investment.

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AV is an intended high-tech, advanced manufacturing cluster aimed at attracting and retaining key industry leaders as tenants, users and service providers specialising in manufacturing; maintenance, repair and overhaul (MRO); innovation; and research and development capabilities. The aerospace and defence industries have always been important contributors to the national, Gauteng and Tshwane economies. CAV supports the industries through economies of scale and agglomeration, improved processes, increased productivity and cost competitiveness of local manufacturers.

The CAV business model provides for the “hub and spoke” concept where larger manufacturers act as anchor tenants and smaller SMMEs or tiered manufacturers are co-located within the industrial park development. Interest has been received from various parties – an OEM manufacturer, among others – that have shown an interest to locate in the CAV. Locating in the CAV will provide significant benefits and support companies in lowering logistical costs, improving

supplier quality and offering a strategic location close to major highways and supply routes.

CAV is intent on providing a unique value proposition that favours the geographic co-location of companies yielding “time and place” utility advantages. Facilities and cluster programmes and services would promote, develop and mentor SMME and BBBEE companies, create business opportunities in the area, and benefit communities by supporting job creation and strengthening industries in general.

Strategic Objectives • S timulate economic development by the formation of an industrial park cluster that businesses will prefer to locate in, in order to gain a competitive and cost-effective advantage • Develop a sustainable supplier base and contribute to the growth of the aerospace and defence industry • Attract and retain key industry leaders as anchor tenants and service providers

• Develop and mentor SMME and BBBEE businesses to create opportunities for new entrants to the industry • Provide facilities and services to complement high levels of technical competency • Stimulate high-tech innovation and R&D

CAV VALUES The values of the people of the Centurion Aerospace Village: • Passionate about the aerospace industry and seek to ensure its continued success • Strive for excellence and international best practice in all aspects of our business • Dedicated to the development of our people as well as those of our partners and clients • Conscious of the need for business and industry to improve the environment in which we operate • Seek to add value to our partners and clients through innovation, synergies and partnerships • Dedicated teamwork as core to our culture • Ensure that the imperatives of economic empowerment are encouraged and implemented.

Industry | Centurion Ae rospace V i l l age

• Create economies of scale and agglomeration to develop and sustain clustering effects • Promote shared services efficiency • Create logistics efficiency through co-location • Allow for knowledge generation and spill-over • Facilitate the creation of direct and indirect jobs • Promote local industry integration into the global supply chain • Improve export performance (by the aerospace and defence industry) • Facilitate foreign and domestic direct investment to contribute to improved balance of payments • Create optimised “time and place” utility.

Cav capacity The Landside Development • 13.6 ha located outside the eastern boundary wall of the Waterkloof Airforce Base • Focused on tenants and owners of facilities that do not require runway access and hanger space • Facilities for larger companies built to specification • Mini factories for smaller companies sharing common infrastructure such as offices and meeting rooms.

CAV Cluster Programmes • Convention centre for conferencing and exhibits • Central business centre for office tenants and services • Central shared logistics facility

for warehousing and contract logistics services • Incubation centre for development of SMMEs, including design and support services • Skills development and training facilities.

Cav development The CAV operating model allows for the following categories of activities and services: • Investment management that includes business development activities related to tenant attraction and negotiations leading to finalisation of lease agreements and construction of facilities.

• Property management services managed by CAV Operations and a prospective property management services partner with relevant service level agreements governing the deployment and rendering of services such as park-wide security services, park access and egress control and administration, capacity utilisation and space planning, building appraisals, park energy management, utility account administration, among others.

• Facilities management services managed by a facility management services partner with relevant service level agreements, with CAV governing the deployment and rendering of services such as the cleaning of park-wide common areas, gardening/landscaping of common areas, road maintenance of common areas, maintenance of CAV buildings (mechanical, electrical, etc.) and others.

• Specific client/tenant services for services that are required for deployment at a specific client/tenant site – such as ICT, facility services, canteen services, etc.

Benefits to investors/tenants OEMs, suppliers and service providers will benefit from the effective and efficient application of a number of proven concepts, including: • The logistics concept will be applied, including development of a shared logistics centre • Shared services – such as canteen, medical, conference facilities, security and landscaping – will be provided from the central hub and other specified infrastructure • Coordinated education, training and technology development services will be facilitated based on needs and development imperatives • Infrastructure and facilities services development will be applied at the CAV • Access to state-of-the-art ICT infrastructure will be provided • Business opportunities (including BBBEE and SMME concepts) are to be developed with business start-up incentives developed on a case-by-case basis • Cost of operations will be reduced by the access to shared services • One-stop-shop services related to all regulatory and government requirements will be available.

Mr Zirk Jansen Executive: Business Development +27 (0)12 662 5379 info@cav.org.za City of Tshwane 2017

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SUSTAINABLE INDUSTRIAL

PARK DEVELOPMENT High-tech advanced manufacturing cluster

Space available for greenfield developments Close proximity to key manufacturers within the aerospace and defence sectors Benefits from economies of scale through clustering Strategic location close to major highways (N1 and R21 and O.R. Tambo International) Strategic complementarities with Wonderboom Airport & Ekurhuleni Aerotropolis 9

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Entrance and security Business centre Square A Conference centre

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Office block Non-destructive testing Square B Light manufacturing

9 Logistics operator 10 Future development 11 Innovation and training centre

CENTURION

CAV AEROSPACE VILLAGE an initiative of the dti

+27 (0)12 662 5379 info@cav.org.za

www.cav.org.za

Talis Fleet is one of South Africa’s leading Vehicle Management Solutions Providers.

We offer full service fleet solutions.

We offer a turnkey service which covers the Procurement, Financing, Servicing and Management of your entire fleet of vehicles.

Our Solutions • • • •

FLEET FINANCE Vehicle procurement Vehicle finance Vehicle maintenance Financial benefits

FLEET MANAGEMENT • Real 24 hour vehicle location viewing • Easy to digest vehicle information management reports • Accurate and reliable location data

TELEMATICS & VEHICLE TRACKING • Fleet Monitoring Dashboard • Mapping • Location • Distance & replays • Vehicle recovery • Hotspot alerts

For more information on our vehicle management solutions email us on info@talisfleet.co.za or visit www.talisfleet.co.za.

Talis Fleet South Africa T: +27 11 301 3705 / 086 111 5217 • 12th Floor Sandton Eye,Corner Rivonia Road and West Street, Sandton, South Africa

A REVOLUTION IN THE SKIES www.ahrlac.com

AHRLAC (Advanced High Performance Reconnaissance Light Aircraft) is an innovative aerial platform for the modern world. It addresses a key industry need by performing the combined tasks that previously required several different aircraft. It integrates designs from helicopters, surveillance platforms and reconnaissance aircraft enabling the aircraft to carry out a wide range of missions. This has brought advanced operational solutions, historically requiring more costly aircraft or complex unmanned aerial surveillance systems.

AHRLAC’s flexible, multi-role capability is a result of its innovative pod system design. This allows the aircraft to be configured for patrol, reconnaissance, and intelligence gathering roles with typical missions including internal security, border control, maritime patrol, environmental protection and disaster management.

AHRLAC has been based at Wonderboom Airport since June 2014 where it has undergone a rigorous flight test programme completing 165 hours of successful flight testing. The aircraft programme is a significant boost for Africa’s aerospace industry through the development of advanced technologies, high level skills and the creation of valuable jobs.

www.paramountgroup.com

Aerosud Innovation Centre is a Pretoria based company, focused on high level R&D for the Aerospace industry.

One of the achievements of the company is the development of the world’s largest and fastest powder bed metal 3D printer. The main aim of the project is to supply a variety of 3D printed metal parts to Aerospace OEM’s such as Boeing and Airbus.

The project, named Aeroswift, is conducted in close collaboration with the CSIR National Laser Centre and is directly funded by the Department of Science and Technology (DST).

ADDITIVE MANUFACTURING

Additive manufacturing (or 3D printing) is a relatively new manufacturing technology. The technology is used to manufacture parts layer-by-layer, directly from computer generated 3D models. With Aeroswift technology, parts can be “built” by sequentially melting layers of fine metal powder with a laser.

Additive manufacturing has a number of advantages over other manufacturing techniques. Some of the major advantages are that less raw material is required to manufacture parts and that parts can be produced in materials that are typically difficult to machine. The biggest advantage however is the fact that additive manufacturing allows for highly complex parts to be manufactured that cannot be manufactured with other manufacturing solutions. This allows designers the freedom to design parts that are lighter, more efficient and with increased functionality.

Additive manufacturing is increasingly being accepted as a manufacturing technology for the production of end-use parts. The technology is especially utilised in high-value, low volume industries such as aerospace, medical, tooling and power generation.

Aeroswift has the potential to revolutionise manufacturing by allowing for the production of large, highly complex parts, with minimal material wastage. Increased production rates, coupled to the design freedom offered by the technology, can lead to drastic cost reduction in the Aerospace and other industries.

AEROSWIFT, A WORLD-FIRST TECHNOLOGY

The Aeroswift project was launched in response to a number of limitations that had been identified in commercially available metal 3D printers, which restrict the use of these systems. Current systems are relatively small and have low production rates. This means that these machines can only produce small parts and that the production cost of these parts is high.

A collaboration between Aerosud Innovation Centre and the CSIR, established in 2011, initiated the development of the Aeroswift technology, to overcome these limitations.

The Aeroswift system can produce parts that are substantially bigger than what is achievable with current state of the art systems. Parts can also be produced up to ten times faster than with present systems, ensuring that the Aeroswift technology is cutting-edge.

The large build volume of the Aeroswift machine does not only allow for the production of large parts (up to 2m x 0.6m x 0.6m), but also allows for the production of large batches of smaller parts.

The Aeroswift machine allows for the manufacturing of components from a broad range of metals. The initial focus is on Titanium alloys which are widely used in the Aerospace industry.

A LOCAL RESOURCE - TITANIUM

South Africa has one of the largest Titanium reserves in the world and a number of national initiatives are supported by the SA Government to ensure local beneficiation of this resource.

The Aeroswift technology, funded by DST, is a key element in the national beneficiation strategy through which a local titanium manufacturing industry is to be established.

ENTERING A GLOBAL MARKET

The Aeroswift technology, developed over the last number of years, started producing its first test parts in 2016. The technology is delivering on expectations of producing high quality material at improved production rates.

The first flight-ready titanium parts produced on the Aeroswift machine will be flight tested mid 2017 on the AHRLAC platform which is a South African developed aircraft.

As development continues on the Aeroswift platform, commercialisation activities for the technology is being initiated, aimed at the production of world-class industrial additive manufacturing machines and to produce parts for the global market.

CONTACT Marius Vermeulen Email: m.vermeulen@aerosud.co.za

City S ustaina b il ity

Towards a

sustainable future

Reversing the effects of global climate change is beyond the power of one nation but, come what may, the City of Tshwane is committed to ensuring its own sustainability, says its Sustainability Unit.

C

limate action, in essential terms, concerns the measures we put into place to manage and restrict how much carbon dioxide we put into the atmosphere and how we respond to changes that might occur from added carbon dioxide. When we put measures in place to both control our carbon emissions and respond to its effects, our efforts steer us on a sustainability trajectory that ensures our actions today avoid any unnecessary harm for future generations.

The global movement to address climate change initially focused on sovereign states but a steady realisation that effective climate action requires the full participation of global cities has changed the playing field altogether with prominent cities committing to draft and implement climate action plans. The focus on cities lies in the high rates of urbanisation forcing cities to accommodate an influx of migrants,

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which places all kinds of stresses on their systems and deal with the horrors of climate impacts.

Tshwane is no exception. With its current population exceeding three million, it is estimated that 10 000 migrants move into the city every month, so it’s safe to say that the city is rapidly urbanising.

Carbon footprint The city currently emits around 19Â million tonnes of carbon dioxide per year and this is primarily due to a reliance on coal-fired power stations for electricity, a dependence on private motorised transport and the universal disposal of general waste at landfill regardless of potential reuse or recycling. In terms of the carbon dioxide the city puts into the atmosphere, it has a Mitigation Programme in place guided by its annual Greenhouse Gas Emissions

Inventory. Table 1 highlights the three prongs of the Mitigation Programme and key actions associated with each.

The table shows that by using its purchasing power such as the investment in electric vehicles and CNG buses, the City is creating a stimulus for the green economy and a demand for products that have a far better environmental performance than the conventional versions. This underlines the contribution of sustainable procurement as a method of achieving broader sustainable development goals.

City Sustaina bi l ity

Responding to changes that may occur as a result of putting carbon dioxide into the air means understanding what those changes may be and how to respond. The City has conducted a study assessing the city’s risk to climate hazards. The outcomes tell us that if we want to be a resilient city, meaning a city that is able to adapt effectively to anticipated climate hazards, we need to prepare ourselves for intense thunderstorms (e.g. hail, lightning), flooding, drought and heat waves. These events are costly to the city in terms of human and financial resources and causes extensive damage to infrastructure. Over time, these events are likely to impact adversely on the water and energy security of the city, as well as the health and economic prosperity of its citizens.

The City of Tshwane is working towards being a resilient city and some key actions include: • Refining the City’s disaster management plan and institutional arrangements to take into account climate hazards – this will include early warning systems and enable more proactive (less reactive) measures being put in place to avert disasters.

• Developing a Water for Tshwane programme where water is treated as a holistic resource regardless of source (rainwater, groundwater, grey water, stormwater, wetlands, bulk supply of water). An important objective of this programme is to protect the city’s wetlands, which provide flood attenuation and enhance water quality.

• Climate proofing informal settlements by improving the thermal efficiency of dwellings and protecting them against fire and relocating those that are either in proximity to sinkholes and/or living below the flood line.

• S tormwater management, especially in areas like Soshanguve that have

TABLE 1 City of Tshwane Mitigation Programme Low-carbon energy future Promoting energy efficiency: Green Building By-law, which reinforces passive design features Self-generation: a focus on self-generation under 1 MW yielding the Small-Scale Embedded Generation Guidelines Waste-to-energy: Cost-neutral green economy projects targeting our wastewater treatment works among others Wheeling agreements and partnerships: Bio2Watt as an example of private sector collaboration with BMW as the offtaker for biogas-derived energy

Sustainable mobility Spatial planning to yield compact and dense cities Sustainable Public Transport: BRT system inclusive of CNG buses in support of the C40 Clean Bus Declaration Innovative and modernising service delivery: CNG buses with Wi-Fi, electric vehicles for messenger fleet, solar charging stations Promoting non-motorised transport: The annual Green Ride, Kasi Rides and 2017 Car-Free day and advocating for NMT infrastructure to accompany road infrastructure development and upgrades

Sustainable waste management Divert waste from landfill: cost-neutral green economy projects to enable the private sector to put recycling infrastructure in place Promote separation at-source: all households and businesses separate recyclable waste from non-recyclable waste to enhance levels of recycling Formalise informal waste-pickers and protect their human rights

City of Tshwane 2017

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City S ustaina b il ity

DID YOU KNOW?

been built below the flood line and on wetlands or adjacent to wetlands, and upgrading and maintaining existing stormwater systems to minimise the risk of flooding.

• City-wide health and wellbeing programmes that address food insecurity and climatesensitive diseases.

This is not meant as a comprehensive list of actions but what it crucially points to is how every department needs to carefully consider how climate hazards affect its portfolio and engender responses into business plans – this is what is commonly referred to as mainstreaming. It also points to the need for departments to work in a coordinated manner as our adaptive capacity will be enhanced through interdepartmental coordination – the Water for Tshwane programme is an example of this as activities that directly affect water in the city is split across three departments.

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Climate action Effective and meaningful climate action within the City really relies on the following guidelines: •C limate action cannot be tackled by one single department – it must be addressed by every single department as part of mainstreaming.

•C limate action cannot be tackled through a business-as-usual approach – it requires multidepartmental coordination and even institutional realignment where required.

•C limate action cannot be the preserve of the municipality alone – we have a duty to reach out to all our stakeholders and support and encourage them to do the right thing – by enhancing the resilience of the city in a collective manner, the benefits will be felt by all for years to come.

•C limate action requires a range of methods – it is not one size fits all and the role of awareness-raising

The Rietvlei Nature Reserve near Irene is owned and managed by the City of Tshwane Metropolitan Municipality.

The 3 800 ha of endangered Bankenveld grassland includes open plains and undulating hills.

The extensive vlei areas and tributary streams support the scenic splendour of the azure blue Rietvlei Dam. and crafting of incentives to induce sustainable actions is often more effective than penalties.

To keep abreast of how we are being affected by climate change and how to be more effective in our responses, the City is well positioned to take advantage of the plethora of research and tertiary institutions housed in the city. There is an increasing desire and willingness for researchers – both emerging and established – to support the City in unravelling its challenges and finding solutions. These relationships should be nurtured and their potential fully explored and utilised.

City Sustainability

Your strategic partner in complex acquisition

Armscor is an Acquisition Agency for the Department of Defence and other organs of state.

Armscor is renowned for its acquisition expertise in providing turnkey defence solutions to its clients.

WWW.ARMSCOR.CO.ZA

City S ustaina b il ity | AR MSC OR

Securing future sustainability A key constituent of the South African defence industry, Armscor aims to ensure sectoral growth and its own sustainability, explains CEO Kevin Wakeford.

What are the major functions of Armscor and how many people does the organisation employ?

KW Armscor is an acquisition agency for the South African Department of Defence and other organs of state. Armscor is renowned for its acquisition expertise in providing turnkey defence solutions to its clients globally.

Acquisition capabilities • Radar systems • Boats and naval systems • Riot control equipment and systems • Perimeter security systems R&D expertise • Communication and intelligence systems • Ballistic testing facilities •C hemical and biological laboratory services • Ergonomic services and ballistic protective clothing Specialised services • Quality assurance • Logistical freight services • Equipment disposal • Disaster management offering, including mobile health services and water provisioning systems Armscor’s mandate is to acquire the best equipment and technologies for the

South African National Defence Force (SANDF). The organisation has built a good reputation over the years for its acquisitions expertise and has enhanced and expanded its service offering to the Department of Defence (DoD), as well as to stakeholders across Africa, in line with its goal of being the premier defence technology and acquisition service provider for not just the South African government but also for allies on the African continent and globally.

Armscor aims to deliver on its mandate on time, in time, and towards a sustainable future, in order to support the DoD in its security-related operations and deliver defence and defence-related solutions effectively and efficiently in cases of national emergency.

The organisation endeavours to explore new defence pathways and drive innovation to develop cuttingedge solutions for enhanced security in the country.

Armscor employs 1 801 individuals across the full range of its facilities.

Is Armscor’s operational footprint limited to South Africa?

Currently, we are based only in South Africa but are exploring ways of establishing an international footprint as part of our sustainability initiatives.

One of the most publicly familiar Armscor assets is Gerotek. What exactly is the facility used for?

Gerotek is a multidisciplinary organisation, providing an accredited, independent test and evaluation service, product promotion, corporate events, advanced driver training and development programmes to the security forces, defence and other industries locally and internationally, by utilising unique technologies, skills, expertise, facilities and equipment.

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Is research and development an important part of Armscor operations?

Alongside acquisition, research and development is a core business function.

It specialises in providing operational and scientific research as well as vehicle and artillery testing and evaluation services.

Our research and development institutes continue to produce innovative technology products and services that go through rigorous, internationally recognised testing and evaluation processes.

Our strategic facilities include: • technology management, analysis and innovation • test and evaluation services • operational and scientific research.

In light of South Africa’s skills shortage across scientific disciplines, does Armscor engage in any skills development programmes in line with this need? What CSI initiatives is it currently engaged in?

Armscor remains committed to contributing positively to socio-economic development initiatives and skills development programmes through its CSI and learning and development initiatives.

In line with Armscor’s commitment to attract and retain the best talent in the organisation, it has a Talent Development Programme (TDP) aimed to develop, equip and empower interns for opportunities within the defence and aerospace environment.

The Learner Enhancement Programme, which is part of Armscor’s flagship CSI programme, is designed to support both government and Armscor’s plans to address scarce skills shortages in the country. The programme is aimed at assisting learners from disadvantaged communities to improve their performance and results in the science, technology, engineering and mathematics (STEM) subjects.

City Sustainability | AR M S C OR

Over 20 0000 learners have been reached in the previous financial year countrywide through our career outreach campaigns.

These campaigns do not only empower learners but also encourage them to study STEM subjects and improve their awareness of the various opportunities available in the defence sector.

What is Armscor’s approach to enterprise supplier development and driving economic empowerment in the sector within which it operates?

Since 2016, Armscor, the Department of Defence and Military Veterans, industry experts and suppliers, and other key stakeholders have been involved in a series of engagements to structure and finalise a BBBEE sector charter for the South African defence industry (SADI).

The charter is one of the identified work streams for the National Defence Industry Council (NDIC), which was launched by Minister of Defence and Military Veterans Nosiviwe Mapisa-Nqakula in March 2016.

The Defence Sector Charter was adopted by the steering committee and stakeholders on 31 January 2017 and was approved by the Minister of Defence and Military Veterans and submitted to the Minister of Trade and Industry on 31 March 2017.

The objectives of the Defence Charter are, amongst others: • t o promote the growth of technical innovation within the SADI • t o promote the growth of the SADI as a profitable, sustainable industry • t o promote local manufacturing capabilities in the SADI for local and export purposes • t o advance the acquisition, retention and transfer of critical, technical and scarce skills in the SADI • t o protect South Africa’s sovereign capability in the SADI • t o encourage the participation of and growth of SMMEs in the SADI

• to actively promote entrepreneurship especially among black-designated groups and new enterprises in the SADI • to recognise military veterans as a special designated group for the SADI. In these tough economic times, operating profits can be hard to come by. Is Armscor on solid financial footing and how does it plan to ensure a positive financial growth trajectory?

Armscor’s “On Time, In Time – Towards A Sustainable Future” strategy does not only seek to meet SANDF requirements but to reduce reliance on the fiscus, increase employment and grow the South African economy – all within the principles of good corporate governance. Armscor’s strategy is based on the relevancy and sustainability of the organisation, hence the focus on the commercialisation and expansion of Armscor services to a wider client base.

Armscor achieved a net surplus of R200.1m (2015/16) compared to R84.2m in 2014/15 due to gains from the revaluation of fixed and investment properties. Faced with declining revenues, 40% of Armscor’s operating expenses are covered from revenue generated outside of the government allocation. Armscor recorded a healthy liquidity and solvency position for the 2015/16 financial year.

Armscor’s sustainability in the future is at the top of our agenda and the key that drives our turnaround strategy.

One new initiative in the strategic objective of financial turnaround and business reorientation is the creation of a Sustainability Unit, in order to meet the imminent requirements for Armscor’s revenue generation.

The Sustainability Unit is also focused on building relationships with the SADI and other African nations. The role of the unit is to fast-track the exploitation of opportunities identified for revenue

generation. To this end, various international and local stakeholders such as multinational organisations, the SADI and government departments have been engaged to promote Armscor’s services and follow up on potential clients.

The efforts are starting to bear fruit, as sales have been brokered with Nigeria and Zambia for military equipment.

A United Nations seminar was arranged to engage the UN with the intent of increasing the SADI’s participation in UN procurement spend. A “Team SA” approach was adopted to support not only defence, but South Africa’s wider industries and a multi-organisational approach to opportunities. Armscor, the CSIR and Denel have since visited the UN headquarters in New York to widen the SADI’s participation in UN field support.

In addition, 26 UN defence attachés of African countries were addressed on further relationships and possible partnering opportunities.

What does the near future hold for Armscor?

Armscor is aspiring to be the premier defence technology and acquisition service provider for the South African government and our allies in Africa and beyond. Armscor’s focus will be on the following: • multiple new sustainable income streams • the construction of the Defence Intelligence Headquarters building at Gerotek • government-to-government brokering services • leveraging on the endowment properties • a renewed focus on Africa and the BRICS nations.

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Your strategic partner in complex acquisition Armscor is an Acquisition Agency for the Department of Defence and other organs of state. Armscor is renowned for its acquisition expertise in providing turnkey defence solutions to its clients.

Research & development • Chemical and Biological Laboratory Services, including Forensic Lab facilities • Ergonomic Services • Mobile Medical Facilities • Respiratory filtering masks

Specialised services • Sensitive Equipment Disposal • Freight Logistical Services • Quality Assurance

Acquisition & Procurement • Water Provisioning System • Advanced Driver Training • Conferencing & event management

Mobile water provisioning system

• Contract Management • Project Management • Through-life Support Services

Freight logistics services • Customs clearance • Freight • Sea Freight • Specialised Cargo • Road Haulage / Cartage

• Surface Water Exploitation • Purification • Storage and packaging (sachets and bottles) • The system was designed for biological warfare and has the highest purification specification.

Armscor – unlocking Africa’s growth potential and building new sustainable pathways in collaboration with strategic partners. +27 (0) 12 428 1911

Info@armscor.co.za

Corporate Communication, Private Bag X337, Pretoria, 0001, Republic of South Africa

WWW.ARMSCOR.CO.ZA

Technology & Innovation

Altech Radio Holdings

T e chno lo g y & I nnovation | Alt ec h Radio Holdings

Smart funding for smart cities Navigating the challenges of infrastructure funding is leading to innovative solutions that benefit all partners.

The City of Tshwane Broadband Network project is a prime example.

O

ne of the biggest challenges facing South African municipal entities is how to fund infrastructure development. The multiple difficulties – posed by municipal budgets that are continuously eroded through non-payment, the growing demand for services by citizens and the challenge of infrastructure capital expenditure and maintenance costs that keep rising – leave local authorities with limited options.

On the one hand, they are compelled by legislation, including the Constitution, to provide municipal infrastructure and render prescribed basic services to residents. The Local Government: Municipal Systems Act (MSA; No. 32 of 2000), for example, states that local government has to be an “efficient, frontline development agency capable of integrating the activities of all spheres of government for the overall social and economic upliftment of communities adapted to their local natural environment”.

On the other, municipalities are hamstrung by a lack of funding. Although not their only constraint, funding requirements that surpass what they are able to collect through their revenue generating mechanisms, or what they receive through provincial and national government allocations, do prevent municipalities from developing the kind of infrastructure that would turn the ideals of the MSA into reality.

It is true that various sources of grants, loans and funding exist that are in line

with the mandates of local authorities.

However, many municipalities either do not know about these funding sources and/or lack the resources and capacity required to access them. The latter is often due to complex procedures and onerous administrative requirements.

Against this backdrop, nontraditional role players are stepping up to the challenge of giving municipalities innovative and sustainable funding options.

The Altron group, in the form of its subsidiary Altech Radio Holdings (ARH), is one such role player in the City of Tshwane.

The SPV that funds the City of Tshwane Broadband Network The City of Tshwane recognises that broadband is considered an essential service among its citizens and the Broadband Network project is the result of a comprehensive ICT strategy that is intended to transform Tshwane into a “smart city and a connected global city region” through a broadband network that delivers converged services to the city, its entities, public schools, hospitals and social welfare facilities.

Some two years ago, in June 2015, ARH (through its subsidiary Altech Alcom Matomo) spearheaded the successful City of Tshwane Broadband Network tender submission for the provision of municipal broadband infrastructure.

A key consideration in the awarding of the Broadband Network tender was the funding model, says Tim Ellis, executive:

Business Development, Altron. “Together with our partners NewGx and Cloudseed, we formed a special-purpose vehicle (SPV) – called Thobela Telecoms – to fund the roll-out of the infrastructure and then sell services to the municipality once the infrastructure is in place.”

In terms of this build-operate-transfer model, the project involves a threeyear build phase, followed by a 15-year operating phase. Thereafter, the network will be transferred to the City of Tshwane.

In essence, the model entails the installation and lighting of optical fibre cable infrastructure throughout the City of Tshwane. This MPLS network will support the telecommunications and service delivery needs of the city’s administration, and provide opportunities for new entrants into the local telecommunications market to sell broadband to end users.

Open access The justification of the municipal open-access model, which can be described as public service on commercial terms, is to increase competition, drive down the cost of voice, video and data services, and stimulate business innovation and economic activity within the city. “The open-access model is a market-driven rather than regulatory mechanism to provide improved local telecommunications infrastructure and services,” explains Ellis.

The city will be the anchor client for the broadband infrastructure and will procure

Tec hnology & Innovation | Altec h Radio Hol di ng s

How infrastructure projects are financed Three financing mechanisms are available for infrastructure projects: Government funding

services from Thobela Telecoms. Spare capacity will be made available to external providers. During the terms of the contract, the city will receive an incentive payment from Thobela Telecoms – equivalent to a percentage of the net profit after tax – generated from external sales of telecommunications services.

The City of Tshwane’s Broadband Network project is a groundbreaking and innovative initiative that brings the private and public sector together with a common goal of driving down the costs normally shouldered by government, promoting and supporting e-government initiatives, generating new revenue streams, and improving service delivery and government responsiveness. A key focus of the project has been the provision of services in traditionally underserviced areas.

In addition to the commercial benefits, job creation is also at the heart of the project and an integral part of the overall model. This ranges from creating employment at grassroots level – within the very communities that will benefit from the broadband network – by employing blue-collar labourers to trench and deploy the fibre network, to establishing and training SMMEs in the region to undertake some of the more technical roles. In addition to employment created in the construction and maintenance phases, SMMEs are also to be established and supported to retail Thobela Telecoms’ broadband products and services within the communities, thereby bringing low-cost, affordable, good-quality, pervasive broadband to the market within Tshwane.

Adding to its pioneering status, as well as its feasibility and sustainability, is the unique funding model that makes it possible. The model, in turn, has required unprecedented levels of collaboration between the city and the private sector. “It bodes well for the future that all parties involved in this project are able to share and work towards a holistic picture of the future of infrastructure development funding,” Ellis concludes.

1

The government may choose to fund some or all of the capital investment in a project and look to the private sector to bring in expertise and efficiency. This is generally the case in a so-called design-build-operate project where the operator is paid at various milestones for completed stages of construction and receives a fee for operating and maintaining the project. Another example would be where the government outsources the civil works for the project through traditional procurement and brings in a private operator to operate and maintain the facilities or provide the service.

2

Corporate or on-balance-sheet finance

The private operator may agree to finance some of the capital investment for the project through corporate financing. This option involves getting finance for the project based on the balance sheet of the private operator rather than the commercial merits of the project. It is typically used in lower-value projects where the cost of the financing is not significant enough to warrant a project financing mechanism, or where the operator is so large that it chooses to fund the project from its own balance sheet.

The benefit of corporate finance is that the cost of funding will be the cost of funding of the private operator itself; hence it is typically lower than the cost of third-party project finance. It is also less complicated than project finance. However, there is an opportunity cost attached to corporate financing. Given that the company can only raise a limited level of finance against its equity (debt-to-equity ratio), the more it invests in one project, the less it will have available to fund or invest in other projects.

3

Project finance: the special-purpose vehicle

One of the most common – and often most efficient – financing arrangements for infrastructure procurement is project financing, also known as limited recourse or nonrecourse financing. Project financing normally takes the form of money being advanced to a specially created project vehicle (special-purpose vehicle or SPV) that has the right to carry out the construction and operation of the project. It is typically used in a new build or extensive refurbishment situation, hence the SPV has no existing business. The SPV depends on revenue streams from “bankable” contractual arrangements and/or from tariffs from end users. The latter only commences once construction has been completed and the project is in operation.

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SMART FUNDING FOR SMART CITIES

Broadband connectivity is an enabler for economic and social growth and this makes it an essential tool for empowering people, creating an environment that nurtures technological and service innovation, and triggers positive change in business processes as well as in society as a whole.

Navigating the challenges of infrastructure funding is leading to innovative solutions that benefit all partners. The City of Tshwane Broadband Network project is a prime example. www.thobelatelecoms.co.za

Community Safety

Fostering a sense of

safety and security Beyond providing basic services, one of a municipality’s most important functions relative to the daily lives of its residents is fostering a sense of safety and security.

T

he freedom and security of the person is one of the provisions in South Africa’s Bill of Rights and speaks to both the physical and psychological security of an individual. It is through ensuring the rights of individuals collectively that we enable cohesiveness in the communities within which they live.

A sense of community goes a long way towards improving societal security and, according to American crime prevention specialist Leonard Sipes Jr, governments have far less control over crime than do the communities within which crimes are committed. Acceptance of or indifference to crime within a society leads to its normalisation, which has terrible consequences. So as much as communities need to do their part, so too does government.

It’s no secret that South Africa, as a whole, has a significant challenge on hand to rein in and prevent crime. The country’s uniquely unequal spatial development legacy has left the country – and metros, in particular, dealing with the greatest population densities – with a lot to do to redress the wrongs and economic exclusion of the past.

In a world plagued by ill deeds, can we actually prevent crime?

Social engagement In an effort to tackle the social issues that often lie at the heart of criminal behaviour, the City of Tshwane has established a Social Crime Prevention Unit within the Tshwane Metropolitan Police Department (TMPD). This unit serves to address various social issues that lead to crime as well as educate the public – and, most importantly, schoolchildren – about crime

According to Charne Gould of the Tshwane-based Institute of Security Studies, the most effective way to prevent crime is to create a caring environment for our children, underpinned by strong adultchild bonds.

Research indicates that the childhood of violent criminals is often punctuated by domestic violence and abuse, which alienates children from figures of authority and, later, society at large.

The Bill of Rights states that children have the right to be cared for and have the right to protection from abuse and neglect. Enforcing these rights is an imperative and requires mutual buy-in from government and communities.

Crime prevention truly begins at home.

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Community S afety

Tshwane Metro Police’s target of deploying 3 500 TMPD officers was exceeded with the deployment of 3 900 metro police officers in 2016. The City also now has a total of 319 operational CCTV cameras.

prevention and how to be good citizens.

The scourge of drug abuse, particularly nyaope, an affordable, highly addictive heroin-based cocktail of substances, has not gone unnoticed by the City. The TMPD Drug Enforcement Unit has been re-established by the new administration and has already conducted over 50 planned operations.

The City has well-established Community Policing Forums, which highlight safety and security concerns and help foster closer ties and cooperation between the public and police.

Regional Community Safety Forums hold meetings every two months, which are attended by various City departments and local neighbourhood watches, to settle both service delivery and security issues.

The City is also looking at re-implementing by-law public awareness programmes, to promote residents’ familiarity with Tshwane’s by-laws – again, encouraging a closer relationship and better understanding between law enforcement and the public.

Responding to crime The reality is that not all criminal activity can be prevented. As a result, the City needs to respond to crimes that are committed as quickly as possible.

Harnessing the power of technology in its fight against crime, the city has installed over 300 CCTV cameras, with many more planned. These have recorded over a thousand traffic incidents and have helped secure numerous arrests.

Namola, an advanced mobile app that enables residents to report crimes in progress, has also been introduced. When a user

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A city can spend limitless amounts on improving policing and video monitoring, but without the support of communities, the battle against crime can never be won reports a crime, the app sends accurate GPS data and details about the incident to the nearest TMPD patrol vehicles, who can then respond more quickly. It is estimated that the app improves police response times by up to 1 400%.

In an endeavour to deploy officers across all possible areas within the city, the TMPD has implemented an operational approach advancing the concept of local and visible policing, called the Ward-based Deployment Strategy. As at the end of 2015, the city had almost 4 000 TMPD officers on the ground.

The new administration has also established the TMPD Bicycle and Anti-Hijack units, both soon to be operational. The 130 bicycles of the Bicycle Unit were secured through a public-private partnership and the Anti-Hijack Unit’s fleet consists of brand-new luxury vehicles procured by the previous administration for members of the Mayoral Committee, which have been repurposed.

Community support Preventing crime and promoting safety and security are responsibilities shared by government and communities. A city can spend limitless amounts on improving policing and video monitoring, but without the support of communities, the battle against crime can never be won.

A Learned City

Tshwane’s intellectual capital The facts don’t lie – the City of Tshwane is the brains trust of South Africa.

W

hile the city is ever moving closer towards becoming a smart city of the future – with all the integrated ICT infrastructure that this concept entails – it’s also true that the City of Tshwane is, in fact, the smartest city in the country in a more traditional context.

Not only does Tshwane boast the largest concentration of higher education institutions in South Africa, but it is also the metro with the highest percentage of individuals over the age of 20 who possess post-matric qualifications. In 2015, some 23% of the city’s population had some sort of tertiary-level qualification – this is almost twice the national average!

The City of Tshwane is home to five universities, which is especially impressive given the size of its population in comparison to cities like Johannesburg and Cape Town. It is also the setting for the only veterinary science faculty in South Africa – Onderstepoort. The five universities and their student numbers are (as at the end of 2015): •U niversity of South Africa (Unisa) – 400 000 students •U niversity of Pretoria – 50 000 students • Tshwane University of Technology – 50 000 students • University of Limpopo – 20 000 students (Limpopo and Tshwane campuses) • Sefako Makgatho Health Sciences University – 5 060 students.

Beyond these, the city is also home to two TVET – Technical and Vocational Education and Training – colleges, namely Tshwane North TVET College and Tshwane South TVET College, both with a number of campuses and geared to equipping students with practical skills-based jobs.

Then there are numerous private colleges and higher-learning institutions that offer a variety of qualifications and certifications, including Boston and Damelin colleges and Rosebank College.

And feeding eager students into all these institutes is the city’s vast network of primary and secondary schools, which numbers well over 400 and consists of some of the country’s top sporting and academic schools, both private and public.

So, while the city clearly has no shortage of places of learning to stimulate and enlighten the minds of the nation’s next generation of responsible citizens and leaders, it is also a hotbed of research activity and output.

Research hub A number of South Africa’s research and innovation heavyweights are to be found in Tshwane. These consist of public and private entities, as well as research centres based within tertiary institutions.

The most well-known such public entity is South Africa’s premier research and technological innovation agency – the Council for Scientific Innovation and Research – whose goal is to conduct high-quality research and technological innovation to foster both industrial and scientific development.

The Agricultural Research Commission further supports South Africa’s national research capacity in the agricultural sector, and other public research houses driving innovation across the board include the Technology Innovation Agency and The Innovation Hub. Moving back into the realm of academia, the city’s tertiary institutions – particularly the University of Pretoria – significantly bolster both the province and the country’s research output, from the fields of medical science to economics and beyond.

The City of Tshwane’s educational institutions and research centres indeed embody the City motto of “igniting excellence” and provide a springboard for local enterprises to carry the torch of South African distinction and deliver world-class solutions and services.

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WITH US YOU CAN ACHIEVE THE FUTURE

COURSES Business/ General Studies

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N4 – N6

Services Hospitality

Engineering Studies/ Natural Science N1- N6

National Certifcate Vocational (Ncv) Level 2 - 4

Artisan Training Skills Training Clothing Production Cosmetology

Learnerships Early Childhood Development

info@tsc.edu.za Head Office Tel: +27 (0)12 401 5000

tsc_tvet

Atteridgeville Campus Tel: +27 (0)12 373 1200

@tsc_tvet Odi Campus Tel: +27 (0)12 725 1800

Tshwane South TVET College Centurion Campus

Pretoria West Campus

Tel: +27 (012) 660 8500

Tel +27 (0)12 380 5000

www.tsc.edu.za

EDUCATION | TSHWANE SOUTH TVET C OLL EG E

Educating for a skilled workforce Tshwane South TVET College is a key role player in the education of the City of Tshwane’s youth.

T

shwane South TVET College (TSC) is a public technical and vocational education and training institution – formerly FET college – operating under the auspices of the Department of Higher Education and Training (DHET) in terms of the Continuing Education and Training Act (No.16 of 2006), as amended.

TSC is a merger of three former technical colleges and gained a fourth campus in 2006. The college’s current sites consist of its headquarters and four campuses: • Head office (Pretoria Central) • Atteridgeville Campus • Centurion Campus • ODI Campus • Pretoria West Campus.

As a public institution, TSC and its counterparts’ fundamental mandate is to indiscriminately equip South Africa’s young people with vocational and occupationally directed skills at the intermediate level of the National Qualifications

Framework (NQF), thus contributing to: • the eradication of inequality, poverty and unemployment of the people of South Africa • the economic growth initiatives of the country.

TSC depends largely on the partnerships it is able to forge with other stakeholders, both private and public, to enable it to deliver on the mandate of supplying South Africa’s economy with a skilled workforce. The college further depends on these stakeholders to secure the placement of TSC students with industries for purposes of experiential training.

About TVET colleges There are 50 registered and accredited public TVET colleges in South Africa, with over 700 000 students taking classes at these public colleges.

The courses offered at TVET colleges are externally and independently quality assured, by SABS and other accreditation bodies.

Public TVET colleges offer a very wide range of courses/programmes that have been developed to respond to the scarce skills needed by employers.

Courses vary in duration, from a short course of a few hours to formal diploma courses of three years. Naturally, the costs of the courses also vary considerably but it is important to remember that DHET courses are subsidised by 80% of the delivery cost. The remaining 20% would be paid by the student, but many full bursaries are available for those who meet the criteria.

Colleges offer various types of courses across a number of industry fields, including: • agriculture • arts and culture • business, commerce and management • education, training and development • engineering, manufacturing and technology • services • building construction • security.

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Shaping leading minds in the public service

The University of Pretoria’s School of Public Management and Administration (SPMA) recognises the importance of training public servants in order to improve service delivery in the country.

With its highly sought-after undergraduate and postgraduate qualifications, the SPMA produces graduates with an enhanced understanding of public administration and management functions and promotes good governance as well as sound public sector ethics.

The SPMA’s dedicated staff members are passionate about education and research which

Faculty of Economic and Management Sciences Fakulteit Ekonomiese en Bestuurswetenskappe Lefapha la Disaense tša Ekonomi le Taolo

have an impact both locally and internationally, with 82% of them holding doctoral degrees.

If you are committed to excellence in service delivery and keen to develop your knowledge under the supervision of some of the leading experts in public administration and management, a qualification from the SPMA could be the key to fulfilling your aspirations.

For more information, please visit: www.up.ac.za/spma or contact: Ms Charmaine Galante | Tel: 012 420 3342 Email: Charmaine.Galante@up.ac.za

RE S EARCH & INNOVATION | UN IVERSITY OF P R E TOR IA

Leading the quest for excellence in service delivery As the leading producer of postgraduate students in public management and administration in South Africa, the University of Pretoria’s (UP) School of Public Management and Administration (SPMA) plays a significant role in improving the capacity of the public sector.

W

hile the founding Department of Public Administration can trace its history as far back as 1965, the SPMA, as it is known today, was borne out of a need to provide a broader type of training to people from different backgrounds, some of whom had previously been excluded from acquiring experience in the public sector, prior to the establishment of a democratic government in the 1990s.

It is this responsiveness to industry requirements that has ensured that the SPMA continues to provide relevant programmes that are designed to meet the needs of a new generation of leaders, preparing them to confront the unique challenges faced by the South African public service, as well as nongovernmental and communitybased organisations.

“Excellence in service delivery is heavily dependent on the appointment of professionals who understand the broad aspects of public administration and management, as well as how to apply these principles in their respective fields of specialisation,” explains Professor Margaret Chitiga-Mabugu, director, SPMA. The world-class degrees offered by the SPMA range from undergraduate to doctoral level, and cater for public sector employees at various stages of their careers in all spheres of government and organs of state. Through Enterprises University of Pretoria, the SPMA also offers innovative training solutions that are tailored to the specific development needs of government. Chitiga-Mabugu states that one of the most sought-

“Excellence in service delivery is heavily dependent on the appointment of professionals who understand the broad aspects of public administration and management, as well as how to apply these principles in their respective fields of specialisation.” after programmes is the Bachelor of Administration (BAdmin) degree with specialisation in public administration.

“This is a block-release-based programme that offers working individuals active in the practice of public administration the opportunity to get a degree without interrupting their careers,” she says.

The admission requirements for this programme are a National Senior Certificate with admission to degree studies and three years’ work experience in the public sector. In addition, applicants also undergo a selection process.

Postgraduate options For students who already hold an undergraduate degree, there is the option of pursuing a BAdmin Honours degree specialising in public administration and public management. There are also a number of master’s programmes

Professor Margaret Chitiga-Mabugu, director, SPMA

designed to prepare individuals for the challenges and opportunities of a career in the 21st century public administration and management environment, such as the MAdmin and the MPhil (Public Policy).

A popular option is the Master of Public Administration, which enables individuals to serve as managers in government and non-governmental organisations.

To be admitted to this programme, candidates need to possess a bachelor’s degree or equivalent and demonstrate proof of administrative and managerial experience, preferably in the public sector.

Candidates who wish to make a considerable contribution to the discipline of public management and administration, in both its domestic and international contexts, are advised to pursue a doctorate programme. This is a research-intensive programme that equips students with the skills to understand and address the public sector problems that confront their countries and the world.

Some of the notable alumni of the SPMA include Dr Hilton Fisher (ambassador to the Republic of Chile), Ms Geraldine Fraser-Moleketi (African Development Bank), Dr Patrick Sokhela (Department of Public Service and Administration), Dr Bruno Luthuli (Office of the Public Service Commission of South Africa) and Major-General Keith Mokoape (director of several defence-related companies).

“The SPMA would like to invite you to study with us to become part of the service delivery solution. We will support you on your journey to realising your full potential and aspirations,” concludes Chitiga-Mabugu.

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Grab your target market’s attention on www.infrastructurene.ws

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Enterprises University of P r e to ri a

Contributing to South Africa’s development

Universities are custodians of knowledge creation and economic transformation through their training and research efforts. Enterprises University of Pretoria is poised to support organisations through these efforts.

O

ur training and research solutions draw on the expertise of over 140 disciplines from nine faculties at the University of Pretoria.

This enables us to deploy teams of experts that provide customised and innovative solutions.

Over the past 16 years, we have participated in all three spheres of government in support of various programmes, not only as a training and research provider, but as a strategic partner to municipalities, and provincial and national government.

A multifaceted value proposition We also focus on sprouting deeper roots in economic growth and our communities by actioning organisational change and business transformation, as part of an all-inclusive solution for upskilling and job creation. Through key partnerships, networking opportunities and industry insights developed by experts, we provide a multifaceted value proposition.

In response to the public sector’s need for all government officials to be equipped with the requisite skills (as stipulated in the competency framework), we have designed sector-specific training programmes – such as the Capacity Development Solution for the Senior Management Service and the Executive Management Programme – that offer credit-bearing training programmes that serve towards postgraduate studies in public administration.

We have also been providing municipal finance management training since 2012 in an effort to enhance the entire public sector’s service delivery. We also deliver a comprehensive range of other SETA-accredited training programmes to all public officials. To cover standard industry practices, we partner with various professional bodies and industry SETAs to provide professionals with training to maintain their professional status through Continuing Professional Development interventions.

All our training interventions are certified by the University of Pretoria, and delegates who successfully complete a course or training programme will be awarded certificates in recognition of their professional skills development competency.

Our research and advisory solutions are delivered in the form of support to the: 1. Organisational mandate: strategic planning, annual performance plan development, skills audits, organisational

With some of South Africa’s most acclaimed knowledge experts and thought leaders on our teams of course leaders and research specialists, we ensure that our clients continuously engage in groundbreaking knowledge transfer – shifting knowledge to insight.

Enterprises University of Pretoria offers a Training Solutions mobile app to provide delegates with a one-stop information service to set up personalised course portfolios and track personal skills development goals

design, employee satisfaction/perception surveys, industry benchmark studies, governance and institutional reforms.

2. Core mandate: integrated urban planning, energy optimisation, smart grid management, economic modelling and development, agroprocessing strategies, growing exports, sector-specific supplier development programmes, infrastructure condition monitoring, transport modelling and route optimisation, monitoring and evaluation, and public-private partnership development.

We pride ourselves on our solutionsdriven results and key successes that offer greater awareness of industry and government needs. By identifying key skills development needs and providing scientific, evidence-based insights into the spheres of government, we continue to contribute to the development of solutions to critical issues affecting the long-term development of South Africa – strengthening the ability to provide holistic solutions across the full life cycle of services, from project conceptualisation to delivery and capacity building. www.enterprises.up.ac.za info@enterprises.up.ac.za

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Business Tourism

remarkable sites

and events in Tshwane

A

great city for business and leisure, Tshwane offers world-class restaurants and bars, ranging from family-friendly spaces to trendy pubs and dazzling nightclubs ready to test the dawn’s early light.

Local entertainment can be found downtown or in the townships, where you can chill with friends and listen to live jazz performances while enjoying a traditional African meal at one of the local shebeens.

Out-of-this-world experiences Tshwane is known as the “smart capital of South Africa”. South Africa spends a lot of time staring into space – staring into deep space, that is. In fact, it is from the little-known (outside of the scientific community) Hartebeesthoek Radio Astronomy Observatory (HartRAO), west of Tshwane, that deep-space data that has had an impact on the work of NASA, is captured.

HartRAO is part of NASA’s space programme and played an important role in NASA’s space missions in the 1960s, and it continues to play a part in the American agency’s work. The first images of Mars

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Tshwane has a proven track record as a premier conferencing and events destination, with several national and international trade missions under its belt.

came through HartRAO and were then transmitted to America.

Today, much of the research conducted at the facility sets the pace for satellite mapping, geodetics engineering and the tracking of global weather patterns. HartRAO falls under the National Research Foundation, one of seven national research bodies based in Tshwane.

As South Africa’s leading research centre, Tshwane combines many unique characteristics that make it an ideal global meetings and events destination.

It is a city that has a dynamic approach to innovation and technology, with the aptly named The Innovation Hub near the CSIR. It is also home to several tertiary institutions, such as the University of Pretoria, Tshwane University of Technology and the University of South Africa, better known as Unisa.

With its large student population comes a forward-looking and creative mindset. The city has a young and vibrant atmosphere, with a cosmopolitan lifestyle to match. Visitors can expect a warm welcome from the

city with heart. It is no coincidence that it was voted the most friendly host city of the 2010 FIFA World Cup.

Playground of treasures No visit to Tshwane would be complete without exploring its best-kept treasures.

Visitors can cycle through the streets of Mamelodi, and stop at its historical landmarks or chill at a local shisa nyama (a township street barbeque spot), or they can visit the Tswaing Crater, site of a meteor impact some 200 000 years ago.

There, visitors can enjoy the 7.2 km hiking trail – one of the few meteor hiking trails in the world.

The brightly painted geometric shapes of the Ndebele are instantly recognisable across the globe. Visitors have the opportunity to learn about the history and meaning of this art from locals if they stop by the small village of Mabhoko in the west of Tshwane.

Across the city, in the east, is the Victorian mining town of Cullinan, reminiscent of times gone by, with its corrugated iron houses and the red sandstone of the more important buildings. Visitors can

Business Tourism

take a tour of a working diamond mine and see exactly where the largest gemquality diamond was uncovered in 1905.

The Cullinan Diamond weighed in at a whopping 3 106.75 carats.

Visitors can also escape the city and take a game drive less than an hour later, at the 90 000 hectare Dinokeng Big Five Game Reserve. Tshwane is one of two cities in the world with a big-five game reserve within its municipal boundaries.

While there are countless incentives to entice people to attend any conference or exhibition, it is the impressive range of conference venues, choice of accommodation and logistical support that make Tshwane the perfect place to host meetings and events.

Business and events alive Tshwane has played host to myriad conferences, exhibitions, meetings and major international sporting events.

In 2018, the City of Tshwane will proudly host the world’s largest international choral music event – the World Choir Games. Also known as the Olympics of the choral community, the games will see some 25 000 visitors arrive in Tshwane for a fortnight of music and

MUST-SEE 5 ATTRACTIONS 1 The Union Buildings – the seat of South Africa’s government 2 The impressive 9 m tall bronze statue of Nelson Mandela in front of the Union Buildings 3 Freedom Park – the home of reflection and reconciliation; a memorial honouring those who played a role in the struggle for liberation 4 The Palace of Justice in Church Square – the venue of many trials against South Africa’s freedom fighters 5 The Voortrekker Monument, the most visited attraction in Gauteng

song. With its concentration of academic, medical, scientific and technological institutes, Tshwane is rightly regarded as the knowledge capital of South Africa.

An estimated 85% of all research and development in South Africa is conducted within the walls of the CSIR, the Human Sciences Research Council, the National Research Foundation, the University of Pretoria, the University of South Africa and the Tshwane University of Technology.

The CSIR will also host the International Symposium on the Remote Sensing of the Environment in 2017.

Come 2019, event organisers will have another exciting choice of venue for their business events – the Tshwane International Convention Centre (TICC).

The TICC will be the largest convention centre on the continent and will provide facilities for a variety of event types and sizes. Strategically located in Centurion, the TICC will mark a new era for business tourism in Tshwane and the African continent.

Tshwane’s strategic location is a boon, and it is easily accessible from O.R. Tambo International Airport via the Gautrain or via direct flights from Cape Town into Tshwane’s own Wonderboom National Airport.

Conference organisers and participants are spoilt for choice, with access to worldclass international and boutique hotels, and state-of-the-art venues. In total, more

than 7 000 rooms and 400 conference facilities are available, catering for large and small events.

The automotive industry has also found a home in Tshwane, shown by the presence of motoring giants Nissan, BMW, Ford and Tata in a purpose-built automotive zone.

Tshwane convention bureau at your service Business travel and events are central to building Tshwane’s local economy and sit at the heart of everything that the Tshwane Convention and Visitors Bureau (TCVB) does. And the professional efforts of the TCVB are paying off: the City of Tshwane is now ranked in the top 10 cities in Africa for hosting international meetings and conferences. Rankings are adjudicated and allocated by the International Congress and Convention Association.

Organisers in the MICE industry can count on the TCVB for strategic support: they are guaranteed assistance with bids, site inspections and destination information. In addition, the TCVB is able to facilitate meetings with local suppliers, negotiate accommodation rates, and help with venue sourcing and obtaining highend incentives.

The City of Tshwane lives by its motto of “igniting excellence”, and the TCVB can do just that for any conference or event.

Take a moment to explore Tshwane via YouTube: bit.ly/2a0KDEk City of Tshwane 2017

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REGIMENTS is a leading financial services group with a focus on providing innova�ve strategy and capital markets advisory, funds structuring and management, real estate development and investment solu�ons.

Our diverse team of highly-skilled and experienced professionals delivers end-to-end economic development solu�ons within the public sector and select sectors of private business, enabling our partners to fulfil their developmental mandates.

We pride ourselves on upli�ing communi�es and crea�ng jobs through the development of various enterprises.

THE

REGIMENTS

The Regiments business comprises of 6 core components – Capital Markets Advisory, Strategy Advisory, Fund Management, Securi�es, Real Estate and Private Equity.

WHAT GUIDES OUR BUSINESS INDIVIDUAL BRILLIANCE. COLLECTIVE STRENGTH

Our Values At the heart of our values lies the concept ‘I am because we are’.

This philosophy – that for one to succeed we must all succeed – underpins our group’s iden�ty and is reflected at every level of our day-to-day business.

• • • • • • •

Client focus Innova�on Entrepreneurship Execu�on excellence People focus Teamwork Fun

STORY

ENABLING PROGRESS. TOUCHING LIVES

Transforma�on Regiments is founded on a commitment to transforma�on, and par�cularly to empowering black professionals within South Africa’s financial services sector.

South Africa’s broad-based black economic empowerment agenda has the poten�al not only to redress inequality, but also to boost economic growth, accelerate the par�cipa�on of black people in the economy, and create a be�er life for all.

Developing black business Through our sponsorship and collabora�on with advocacy groups – such as the Associa�on of Black Securi�es and Investment Professionals (ABSIP), the Black

Business Council (BBC), and the South African Ins�tute of Black Property Professionals (SAIBPP) – Regiments is championing transforma�onal changes, which are pivotal to capital management and na�onal strategy, in the asset management, real estate and financial services sectors.

It is Regiments’ view that black owned and managed firms have demonstrated innova�on, experience and market-bea�ng performance in each of these sectors.

We believe that there is significant poten�al and benefit to be gained by established industry leaders by opening up to and including new black-owned firms in these industries. ●

Capital Markets Advisory Consistently entrepreneurial, our Capital Markets Advisory business unit leverages opportuni�es within the market to grow the wealth and assets of our client partners.

Using the strength of our exper�se, our experience, and par�cularly our knowledge of the public sector, we trade, manage, invest and advise, with a view to bringing about significant long-term change for our client partners, and for our country.

Private Equity Since incep�on, Regiments has priori�sed revenue and profit genera�on. This dis�nguishes the group from a number of other BBBEE investment firms with significant asset value but li�le liquidity. It is on this cash flow-genera�ng basis that the group formally began its Investments arm in 2006.

With cash on its balance sheet, the group can contribute ‘skin in the game’ on transac�ons.

Over the years, our Investments strategy has been refined to focus on Strategic, Accelerator and Opportunis�c investments.

We do, however, choose to focus on social infrastructure investments where, typically, we invest small amounts of money and lots of intellectual property, looking for ‘game changing’ investments that will bring about significant transforma�on in a sector.

STRATEGICALLY ENABLING PROGRESS Strategy Advisory We provide strategic advisory services to public and private sector clients.

We work collabora�vely with our client partners to deliver sustainable value-add solu�ons to challenges; thereby enabling them to achieve their strategic objec�ves and accelerate performance.

Securi�es Opera�ng in the fixed income space, our Securi�es division provides an ac�ve trading pla�orm, research offerings and structured solu�ons.

We offer differen�ated services such as analysing yield curves, iden�fying opportuni�es and recommending strategies. Our four areas of focus are fixed income trading, interest rate deriva�ves, equity trading and equity deriva�ves.

Fund Management We are a leading Liability Driven Investment (LDI) manager in South Africa.

Our Fund Managers division specialises in delivering tailored solu�ons to the public sector, helping clients repay large debt arrangements on �me. Our current products include debt redemp�on funds, re�rement liability-plus and the enhanced money market solu�on. We currently manage over R3 billion in assets against over R7.8 billion in liabili�es.

Real Estate Driven by a passion for property and with a view of providing innova�ve real estate solu�ons that bring about socioeconomic change, we s�mulate na�onal opportunity through infrastructure development; we design, structure and implement solu�ons, op�mising property por�olios and raising finance for large property developments.

With investment banking at the core of the Regiments skillset, we integrate those skills and that temperament into our Real Estate process.

1st Floor, 35 Ferguson Road, Illovo, Johannesburg, SOuth Africa Telephone 011 595 0700 Email info@regiments.co.za www.regiments.co.za

CAPITAL MARKETS ADVISORY | STRATEGY ADVISORY | FUND MANAGEMENT | SECURITIES | REAL ESTATE | PRIVATE EQUITY * An authorised financial services provider - FSP Number: 16831.

TOU R IS M | Gautrain

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City of Tshwane 2 01 7

TOURISM | Gautrain

Gautrain moving people in Gauteng The vast majority of citizens depend on public transport and Gautrain contributes to providing a safe, reliable, convenient, predictable and affordable public transport system for the people of Gauteng in the Johannesburg-Tshwane and O.R. Tambo International Airport corridor.

T

he Gautrain service comprises 80 km of rail and 10 stations. Four of the ten stations are in Tshwane (Hatfield, Pretoria, Centurion and Midrand in the centre), two are in Ekurhuleni (Rhodesfield and O.R. Tambo International Airport), and the rest are in Johannesburg (Marlboro, Sandton, Rosebank and Park Station).

The Gautrain system was strategically designed in such a way to provide an opportunity for people to live, work and seek entertainment along the route. It has reduced travel times and costs, improved city sustainability, and restructured urban areas.

Gautrain in Tshwane In the Tshwane area, the service links with major academic institutions, research centres, museums, theatres and retail malls. The Gautrain Hatfield Station is one of the busiest stations on the Gautrain system. It is a terminus station and is 42 minutes away from Park Station in Johannesburg. Hatfield Station is easily accessible from the N1 and N4 highways and is situated within the Hatfield business node. It connects to the University of Pretoria, Innovation Hub, CSIR, shopping centres and embassies.

The Gautrain Pretoria Station is conveniently situated next to the PRASA station. It also links with places

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of interest such as Freedom Park, Church Square, the Union Buildings, theatres and the Pretoria Zoo. It is also part of inner-city revitalisation.

The Gautrain not only answers to public transport needs but has also contributed to the strategic objectives of city rejuvenation and job creation for the cities of Tshwane, Johannesburg and Ekurhuleni. A significant number of people have been employed on the project since its inception. It is estimated that at the end Gautrain’s construction phase, the Gautrain Concessionaire had already created or sustained about 34 800 local direct jobs and an estimated 922 jobs were created during Gautrain’s operation.

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CSIR Licensing and Ventures Unlocking opportunities for the private sector South Africans share the desire to build a thriving economy, underpinned by high-value job creation, promotion of environmental sustainability and ultimately improving the lives of our citizens. The World Intellectual Property Organisation, WIPO, indicates that lasting economic growth comes from technological progress. The CSIR is committed, through multidisciplinary research and technological innovation, to foster industrial and scientific development, and thereby to contribute to the improvement of the quality of life of the people of South Africa.

The CSIR Licensing and Ventures Office (L&V) works with businesses and entrepreneurs in the private sector to access the CSIR’s differentiated, cutting-edge, and locally developed intellectual property and technology for commercialisation in the marketplace. This is done by licensing CSIR technologies for conversion by business into valuable products and services to meet their customers’ needs. The CSIR works with a range of partners such as universities, state-owned enterprises, the private sector, NGOs and communities to enable co-creation of solutions and more effective uptake of these solutions.

This feature illustrates how business can access our services and technologies.

ACCESS TO INFRASTRUCTURE AND TECHNICAL CAPABILITIES TO SCALE TECHNOLOGY The Biomanufacturing Industry Development Centre (BIDC) was established at the CSIR to accelerate the translation of biotechnology research and development (R&D) into market-ready products. The BIDC provides product and process development support to South African small- and mediumsized enterprises that intend to produce biologicals for industrial, veterinary and human applications. More information can be found here: http://biomanufacturing.

csir.co.za. OptimusBio (Pty) Ltd (http://www. optimusbio.co.za) is an example of a company that was established and supported under the BIDC. It develops and manufactures a wide range of eco-friendly biological products that are primarily sold into the water treatment and industrial markets. OptimusBio’s cuttingedge technology that is under license from the CSIR, uses indigenous beneficial bacteria, efficient production systems and a lower cost local manufacturing base, giving the company a competitive advantage to meet customer needs.

Another example emerging from support under the BIDC is ResynTM Biosciences (Pty) Ltd, founded by CSIR inventor Dr Justin Jordaan. ResynTM Biosciences offers products based on improved microsphere technology, as a range of research reagents (also known as bio-tools) for life-sciences researchers.

EMPOWERING YOUTH BY STIMULATING NEW INDUSTRIES As part of our national commitment to create decent and sustainable work, particularly for our youth, the CSIR, in partnership with the University of Cape Town and Immedia Ecosystems (Pty) Ltd, has developed a technology that creates space for a new industry to be spawned in the media sector, where SMMEs and start-ups are enabled to broadcast their own television content globally. The technology enables these enterprises to participate in the formal economy anywhere, including in rural areas, at any time. The Micro-Enterprise Media Engine (MEME) addresses bandwidth constraints, enabling the commissioning of work from other media professionals, and uploads, schedules and broadcasts the content to audiences, whilst also connecting to advertisers.

The solution has been patented in China, Russia, Nigeria, the United States of America and the United Kingdom. During the pilot phase it resulted in employment for 40 people across five SMMEs. The platform is also integrated into the curriculum of a local film school.

BUILDING GLOBALLY COMPETITIVE TECHNOLOGIES Persomics AB, with subsidiary Persomics USA Inc based in Boston, aims to improve human health by empowering companies and organisations to discover cures faster.

Persomics is commercialising CSIR technology that miniaturises genomics experiments, increases the scale of phenotypic screening and makes it possible to investigate cells faster than previously possible.

The Heavy Vehicle Simulator (HVS) was developed to accelerate pavement testing of road materials.

The effect of 20 years of traffic can be determined in a three-month period. To date, the HVS has earned more than R200 million in foreign revenue for South Africa.

The invention of a range of cameras, which visually display the corona discharge around a defective, highvoltage electrical installation, is a result of a successful partnership between the CSIR and Eskom researchers. A CSIR spin-out company, employing 12 people, UViRCO (Pty) Ltd was established in 2008 as a licensed venture and has gone on to capture some 50% of the world market, exporting high-tech camera inspection systems to over 40 countries.

SEEKING SEASONED ENTREPRENEURS FOR MENTORING AND COACHING We understand that innovation is a team effort and requires the alignment of a number of factors and varied skills. In this regard, we are constantly seeking experienced, ‘retired’ entrepreneurs who are willing to join our Entrepreneur-in-Residence (EiR) programme to offer coaching and mentoring to CSIR researchers. EiR’s support the Licensing and Ventures Office in identifying promising technologies and fast-tracking their route to market.

Innovation is essential for solving the economic crisis in South Africa. The CSIR is a committed R&D partner in the National System of Innovation and is eager to work with relevant stakeholders to build a strong economy, and to position South Africa globally as a prospering nation.

For more information visit https://www.csir.co.za/node/2271 For technologies available for licensing visit https://www.csir.co.za/technologyavailable-for-licencing

INCREASING COMPETITIVENESS OF EXISTING BUSINESS A patented rubber mouthpiece, used in self-contained self-rescue breathing apparatus, was licensed African Oxygen Limited (Afrox), a sub-Saharan Africa market leader in gases and welding products. These rescuers supply mine workers with oxygen during emergencies such as fires or explosions underground. The CSIR also redesigned a nose clip that was distributed globally, with over half a million units sold worldwide.

Nicki Koorbanally, Group Manager L&V at the CSIR says, “The CSIR has a number of technologies available for licensing, for which we are seeking commercialisation partners. We look for licensees with a passion for technology commercialisation and with the relevant track record, resources and infrastructure to do this. In the case of start-ups or entrepreneurs, we seek driven champions with the potential to build solid businesses around the technology, and who are willing to work with small business incubators, such as mLab, Maxum and other SEDA incubators that provide business support and coaching to small businesses.”

to

A rts & Cu lture

Enriching lives The City of Tshwane’s rich cultural history and flourishing arts scene provide extraordinary experiences for residents and visitors alike.

S

ince its very dawn, art has been an expression of its creator’s culture and consciousness. In South Africa, prehistoric San huntergatherers were the first to leave their mark, in meaningful numbers, in the form of painted rock art. Then, the Bantu peoples brought with them their culture and approach to art, as did the European settlers who followed. This cultural smorgasbord is exactly what defines South African art and culture, both currently and historically.

Tshwane is a culturally rich metro that boasts some of South Africa’s finest collections of art and artefacts, not to mention world-class performing arts facilities. From the aesthete and amateur historian to the everyman simply looking for a night’s entertainment, there really is something for everyone in our nation’s capital. Here are some of the city’s biggest arts and culture highlights.

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Ditsong National Museum of Natural History The Ditsong National Museum of Natural History, formerly the Transvaal Museum, is South Africa’s leading natural history museum and one of the oldest in the country. The museum is situated in the historic centre of Pretoria (Tshwane) and was founded as the Staatsmuseum of South Africa on the 1st of December 1892.

The museum has a vast range of displays and exhibits that are of great educational value including hundreds of taxidermied birds and animals, amazing collections of insects and butterflies and a valuable geological collection. The story of life on earth and of the unique geological foundations of the African continent is outlined and the theory of evolution is explained in detail, illustrated with fossils of prehistoric creatures that once roamed across South Africa and detailed diagrams.

One of the key features of the museum is the Austin Roberts Bird Hall. Visitors will find an astonishing collection of 875 species of stuffed birds indigenous to South Africa including eagles, owls and even vultures. Information on the migration, feeding and flight patterns of South Africa’s different bird species can also be studied in the well-arranged hall.

Arts & Culture

//hapo – Freedom Park Museum

Pretoria Art Museum The Pretoria Art Museum occupies an entire city block in the eastern suburb of Arcadia. The current museum building dates back to 1962, although the museum art collection was founded in 1932 when Lady Michaelis donated a large collection of artworks to the Pretoria City Council after the death of her husband. The collection contains mainly South African work and includes pieces by famous South African artists such as Irma Stern, JH Pierneef and Gerard Sekoto.

The striking Pretoria Art Museum building was built in 1962 in the distinctly modern international style and was considered to be very much ahead of its time. Over the years, the initial collection of works by South Africa’s “old masters” – such as Pierneef, Hugo Naudé and Maggie Laubser – has been complemented by a growing collection of contemporary art by artists such as Sam Nhlengethwa and Walter Oltmann.

As well as the permanent collection, the museum also houses a reference library and hosts regular temporary art exhibitions by local and international artists.

The great questions – who am I and why am I here; what comes before birth and after death – are explored at //hapo, which recounts the history of Africa. “//Hapo ge //hapo tama //hapo hasib dis tamas kai bo” goes the Khoi proverb, meaning: “A dream is not a dream until it is shared by the entire community.”

Starting with the story of creation, //hapo unravels the complex tale of Africa across both time and space.

The //hapo interpretative centre tells the story of Africa, and of South Africa specifically, in seven parts. Each part is a distinct element in the evolution of the great continent.

Also called the Freedom Park Museum, //hapo draws together the park’s elements to build a coherent and arresting narrative – from an African perspective – through interactive displays, vivid audiovisual presentations, performances and storytelling. It combines indigenous African knowledge and contemporary scientific thought to bring history to life.

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Arts & Culture

Voortrekker Monument Built to commemorate the Great Trek, the Voortrekker Monument is one of the most visited heritage sites in Tshwane and one of the popular tourist attractions in South Africa. The 40 m tall granite monument is located on top of a hill overlooking Tshwane in the middle of the 240 ha Voortrekker Monument Nature Reserve.

Inside is a commemorative hall and a number of historical artefacts that belonged to families who took part in this epic journey, among other features. For spectacular views over Tshwane and surrounds, you can climb up to one of the monument’s lookout points and, after your visit, stay on for a light meal and a drink on the terrace at the Monument Restaurant or under the trees in the traditional tea garden.

The Voortrekker Monument and Reserve is often the venue for major concerts and other events such as antiques markets, and the popular Park Acoustics music festival is held in the monument grounds.

National Cultural History Museum The National Cultural History Museum, in the Old Mint, is without doubt one of the most dynamic museums in Tshwane.

The museum is regarded as a centre for living culture and it focuses on the diversity of the country’s cultures and history of its people. It explores South Africa’s cultural diversity in various permanent and temporary exhibitions including rock paintings and engravings of the San people; thousandyear-old Iron Age figurines from Schroda in the Limpopo province (described as “the best known artefacts indicating ritual behaviour in the Early Iron Age”). Its main intention is to promote living culture through song, dance, drama and visual arts festivals, and to celebrate all South Africans’ heritage through permanent and temporary exhibitions. A huge collection is waiting for the explorer in you.

South African State Theatre The South African State Theatre is one of the primary performing arts venues in the country. Since its doors opened in 1981, the theatre complex has hosted plays, musicals, operas, ballets, dramas, cabarets, comedy and children’s theatre performances.

Cats, The Phantom of the Opera, The Sound of Music and Sarafina are among the top-billed shows that have played on the South African State Theatre stage.

When the theatre complex was completed in 1981, it was the largest venue of its kind in the southern hemisphere. The complex comprises five theatres, seating between 120 and 1 300 people, various function rooms, rehearsal studios and office space.

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I ndustry | P remie r FMC G

Premier FMCG, a company with more than 195 years’ heritage, has grown exponentially.

THE MAIN BREAD-WINNER Premier produces and sells approximately 550 000 000 loaves of bread per year and 550 000 tonnes of maize per year

CIM

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OUR GLOBAL OPERATIONS

A NATIONAL LEADER

Premier operates 16 bakeries, 7 wheat mills, 3 maize mills, a sugar confectionery plant and 24 distribution depots in South Africa, Swaziland, Lesotho and Mozambique with a Lil-lets sales office in the UK

Premier is proud of our leading national consumer brands: Snowflake, Iwisa No 1, Blue Ribbon, Lil-lets, Manhattan and Super C.

Industry | P remie r F M C G

Bread

Wheat

Maize

Breakfast

Leading a fast-moving world

O

ver the past few years, Premier FMCG has expanded its traditional milling and baking operations to include other FMCG categories, such as sugar confectionery in the form of South African favourites Super C and Manhattan, as well as homeand personal-care brands, including Lil-lets, Dove cotton wool and Vulco.

The brand portfolio includes household staples Iwisa, Nyala, Super Sun and Invicta in the maize category; Blue Ribbon, BB, Mister Bread and Star in the bread category; and market leader Snowflake in the flour and baking category.

In Mozambique, the acquisition of Companhia Industrial da Matola (CIM) has added leading brands such as Top Score and Celeste in the maize category; Pasta Polana, Florbela and Favorita in the flour category; CIM Maria, Aqua e Sol and Estrahlini in the biscuit category; and CIM Fepro in the animal feeds category.

In Swaziland, Premier Swazi is the market leader in the bread category with Blue Ribbon and SUB, in maize with Top Score and Ligugu, and in wheat with Baker’s Pride. Lil-lets is sold in SA, the rest of the SADC region, Kenia, UK, Ireland, China, UEA and Saudi Arabia.

ry Confectione

Growth through innovation Premier FMCG will continue to invest and grow its brands by engaging with consumers and delivering new innovations to the market. In the past year, Premier has successfully launched innovation into new confectionery categories under the Manhattan brand, including soft chews, mints and beans.

Established maize brands such as Iwisa and Nyala have been extended into the breakfast category with the launch of Iwisa and Nyala instant porridge, and a new brand called Thrive, providing consumers with betterfor-you breakfast offerings.

The growth strategy was developed in 2011, when Brait acquired a controlling stake in Premier Foods.

At this time, CEO Tjaart Kruger was appointed to steer the organisation towards fulfilling the strategic intent of becoming a leading FMCG player within the chosen geographies.

Premier Foods then became known as Premier FMCG.

Going forward To date, Premier FMCG has some impressive statistics to share as it forges ahead on its new path. The company has an annual turnover in

e Personal Car

excess of R11 billion and employs more than 9 000 people throughout its various operations. Subsequent to recent acquisitions, Premier FMCG now operates bakeries; wheat mills; maize mills; manufacturing plants for biscuits, pasta, sugar confectionery and tampons; as well as distribution centres throughout South Africa, Lesotho, Swaziland and Mozambique, with a Lil-lets sales office in the UK. The Premier FMCG vision is simple: to be the best – by growing its people, customers and brands. To this end, the company’s focus is on developing and sourcing the industry’s top talent, and innovating its products and processes with speed, agility and excellence in execution. Premier FMCG is defined by its culture, which is underpinned by a strong value system and a drive for high performance.

Today, Premier FMCG is a leading consumer brand company focused on realising growth and delivering innovation, while leveraging its current strengths to develop brands that cater to every need in its diverse markets. www.premierfmcg.com

Home Care

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S port & R e c reation

Bringing communities together

In today’s pressurised world, recreational activities are crucial to help reduce stress and reinvigorate the body and mind, while sport has the power to unite and build communities, enhancing social cohesion.

Sport & Recreation I DP

S

port has the power to change the world. It has the power to inspire. It has the power to unite people in a way that little else does. It speaks to youth in a language they understand.

Sport can create hope where once there was only despair.�

If there is one person who believed in these words, it was Nelson Mandela himself, who uttered them at the first Laureus World Sports Awards in Monaco, held some five years after the Springboks’ famous 1995 Rugby World Cup victory. This epic nationbuilding moment was seized upon as an opportunity to bring a divided nation together. And while such moments may engender only a fleeting sense of national unity, they are so important in reminding us that we can indeed

stand together behind a common cause. Sport also has the power to transform the socio-economic state of the community through the development of individuals who can go on to make a living out of it, and also through the hosting of major events that will attract both investors and tourists to the city.

A sporting chance Tshwane is home to some of our country’s top professional sporting teams and individual athletes, as well as the iconic Loftus Versveld and SuperSport Park stadiums, which are of intentional standard. The internationally acclaimed University of Pretoria High Performance Centre is home to a number of professional athletes and is used regularly by

professional teams in various codes. But even more important than the famous names that draw the big numbers are the facilities and sporting opportunities provided to the general public.

The city has over 150 sports facilities that are open to the public, which range from simple, scraped soccer fields in all the townships to the prestigious 18-hole Akasia Country Club golf course. The city also has four stadiums that are currently used by the PSL and ABC Motsepe League and SAB Leagues, and one of them is an athletics stadium that hosts both national and international events.

The Department of Agriculture and Environmental Management manages over 20 public swimming pools across the city. Many of these facilities have their own competitive and City of Tshwane 2017

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Sport & Recreation I DP

Tshwane’s top teams Mamelodi Sundowns Soccer: Premier Soccer League Home ground: Loftus Versveld

SuperSport United Soccer: Premier Soccer League Home ground: Lucas Masterpieces Moripe Stadium

Bulls Rugby: Super Rugby Home ground: Loftus Versveld

Titans Cricket: Sunfoil Series Homeground: SuperSport Park

Blue Bulls Rugby: Currie Cup Home ground: Loftus Versveld

University of Pretoria FC Soccer: National First Division Home ground: Tuks Stadium

Ga Rankuwa United Soccer: ABC Motsepe League Home ground: Giant Stadium

Tshwane Suns Basketball: Basketball National League Home ground: Pretoria West Indoor Court (matches - Wembley Stadium)

non-competitive clubs that encourage and survive off of community participation.

The renowned Zwartkops International World of Motoring also provides some relief from the hustle and bustle, with high-octane motor sport events and festivals held there on a regular basis, and the Gerotek Test Facilities offer driver training courses when not in use by international automotive manufacturers putting their vehicles

to the ultimate test, against the backdrop of untamed Highveld bush.

The great outdoors In promoting social cohesion and city beautification, through the establishment of public open spaces, the City is engaged in the Two Parks per Ward programme. As at July 2016, the City had managed to develop more than 90 parks as areas for residents to socialise, exercise and play in. And beyond these, the city is also home to

some 20 magnificent nature reserves and nature parks.

A 76 hectare urban oasis, in the form of the Pretoria National Botanical Garden, provides the perfect setting for the headquarters of the South African National Biodiversity Institute.

One of nine national botanical gardens across the country, it bridges the gaps between providing responsible environmental management, public biodiversity education and recreational opportunities. To get the blood

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Sport & Recreation I DP

pumping, walking trails criss-cross the garden and guided tours can be arranged for groups of up to 15 people during the week.

Flexing mental muscles For those who prefer the peace and quiet of the indoors, the city boasts over 50 community libraries, one of which is the recently completed world-class Library Park in Cullinan – a multipurpose facility that also has

netball and basketball combination courts and an indoor centre.

Here, the exercise is generally of a fundamentally more intellectual nature and a number of the city’s libraries offer youth and skills development programmes, among other services. Providing facilities that foster a culture of learning is just as important as providing open, outdoor spaces for people to physically play and compete on.

The highlight of Tshwane’s libraries is undoubtedly the National Library of South Africa, which was established way back in 1818 (in Cape Town). This cultural landmark can seat up to 1 800 library users, and it attracts around 15 000 users every month. As a reference library with a vast and varied archive, it is exceptionally popular among students from the city’s tertiary institutions.

The City of Tshwane offers its residents a plethora of opportunities to engage in recreational activities suited to individual preferences. Whether you’re all about admiring nature’s beauty, contesting a tight soccer match, or wrapping your mind around philosophy and physics, there really is something for everyone in the capital city.

Sport and recreation provide outlets from the stresses of daily life, yet also have the power to bring people together and promote social cohesion.

Moments of great international sporting acclaim bring us together as a nation, but we need to cultivate such moments and sentiments on a more local level, with greater regularity, to more closely bind our communities and South Africa as a whole.

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I NDE X TO A DV ERT IS E RS

ABSA

21-28

Kopano Construction

78, 79

Aerosud

86-91

Lekwa Consulting Engineers

45-48

Altech Radio

99-102

Metsi Chem International

74

AMCE

57-60

National Asphalt

54-56

ARC Architects

13

Nissan

IFC

Novus

70, 71

Arms Audit & Risk Management Solutions 8, 9

132

3

Armscor

95-98

Ntiyiso Consulting

80

BMW

31

Nweti Construction

38

BVi

10, 11

Nyeleti

50

Centurion Aerospace Village

81-84

Powertech System Integrators

42

CSIR

118, 119

Premier FMCG

124, 125

Dark Fibre Africa

68, 69

Regiments Capital

114, 115

Davis & Deale Water Management

76, 77

Sandown Commercial Vehicles

52, 53

Ditlou Consulting Engineers

33

SMEC

36

Enterprises UP

110, IBC

Steelcor Mokoena

44

Gautrain

116, 117

Talis Holdings

14, 72, 85

Grant Thornton

17-20

Tshwane South College

106, 107

Kago Solutions & Advisory

16

University of Pretoria

108, 109

Khuduyane Quigley

40

Urban Dynamics

61-64

Knight PiĂŠsold

34, 35

WSSA

OBC

City of Tshwane 2 01 7

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