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

infrastructure development • Maintenance • service delivery

industry

ERWAT

INSIGHT

Brian Martin Kannigadu Founder and CEO, BMK Group

At the cutting edge

Municipal Focus Smart water for Rustenburg

Shaping wastewater’s future

Construction Materials Selecting energy-efficient walling

Vehicles & Equipment Advances in paving technology

IN THE HOT SEAT Our vast expertise in manufacturing makes us more than capable of tackling even the biggest projects.” Mava Gwagwa Director: New Accounts and New Business, SBS Tanks P10 ISSN 0257 1978

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tructurene.w

The offic ial mag azine of the Insti tute l of Mun icipa Engi neer ing Afric a of Sout hern

INFR AST RUC

TUR E DEV ELO

PME NT • MAI

NTE NAN CE

INDUSTRY INSIGHT

Kan niga du Bria n Mar tin Grou p CEO , BMK foun der and

At the

Contents

IMESA

• SERV ICE DEL

IVERY

industry insight At the cutting edge

Water & Wastewater World-leading water

AT re ERstW ewater’s futu

Shaping wa

e cutting-edg

cus Municipal Fo for Smart water Rustenburg

Materials Constructioning Select nt walling energy-efficie

IN THE HOT

uipment Vehicles & Eq es in Advanc logy paving techno

SEAT

of tackling than capable es us more ufacturing mak Accounts and rtise in man director: New Our vast expe Mava Gwagwa est projects.” even the bigg • R50.00 arch 2017 P10 M s • 3 Tank 0 . , SBS 2 No Vo l u m e 4 New Business 1978

Regulars ) ( i n c l . VAT

ISSN 0257

The East Rand Water Care Company (ERWAT) is implementing new technologies at two of its plants that represent first-time applications for the group. P6

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

3 5 8 72

Consulting Engineering Cover Story Shaping wastewater’s future

Let’s talk transformation

Housing Selecting energy-efficient walling 10

At the cutting edge

Transport, Logistics, Vehicles & Equipment 14 17

Water & Wastewater

Mava Gwagwa, director: New Accounts and New Business, SBS Tanks, talks about the company’s offering to the municipal market. P10

HOUSING Selecting energy-efficient walling

World-leading water A solution worth its salt Harnessing technology Mapping water reuse strategies Countering fast-flow erosion Pipe infrastructure trends for 2017 Revitalising an ageing reservoir Panel Discussion Mather+Platt NuWater

Energy How green is your footprint?

49 51

Municipal Focus | Rustenburg SMARTer digital planning and operations Smart water for Rustenburg

Energy How green is your footprint? Meeting Africa’s energy needs

Industry Insight

HOT SEAT

Hot Seat Securing SA’s water, one tank at a time

volume 42 no. 03 March 2017

19 23 25 29 31 33 35 37 39

Compact by design ‘Go anywhere’ drilling Continuous paving on the N14 The future of planning Putting safety first Raising standards through maintenance management

52 52 53 55 58 60

Technical Paper Barriers to professionalising municipal civil engineers

Cement & Concrete Bringing water to Katlehong Causes of plastering defects 100 years of precast innovation

Cement & Concrete Causes of plastering defects

65 66 68

WATER RESTRICTIONS IN JOHANNESBURG

The City of Johannesburg is required by the Department of Water and Sanitation to reduce its water usage by 15% with immediate effect, as water levels at our source (Integrated Vaal River System) have dropped to alarming levels. This mandatory mitigation measure on water usage has been triggered by on-going drought and unusual warmer conditions.

Level-2 water use restrictions according to section 44 (3) of the Water Services By-law states that consumers are compelled: • Not to water their garden between 06:00 and 18:00; • Not to use irrigation systems, only a hand held hose or bucket is permitted during watering times; • Not to fill swimming pools with municipal water; and • Not to use hosepipes to wash their cars or to clean paved areas and driveways with water.

Water demand restriction tariffs on domestic users effective on water usage from September 2016. Full tariff schedule: www.johannesburgwater.co.za

Implementation of water supply restrictions through reduction of outflows from our reservoirs will take place during off peak times (20:00 – 04:00) in selected areas daily.

For more information and water saving tips visit www.johannesburgwater.co.za. Please subscribe on our website, to our SMS notification service for planned or unplanned service interruptions.

EDITOR’s comment Publisher Elizabeth Shorten MANAGING EDITOR Alastair Currie SENIOR JOURNALIST Danielle Petterson Head OF DESIGN Beren Bauermeister Chief SUB-EDITOR Tristan Snijders SUB-EDITOR Morgan Carter ContributorS Gavin Clunnie, George Gerber, Paula Haupt, Reginald Sethole Legoabe, Ashley Perils, Nigel Webb, Pieter Wessels CLIENT SERVICES & Production MANAGEr Antois-Leigh Botma Production coordinator Jacqueline Modise financial manager Andrew Lobban MARKETING MANAGER Mpinane Senkhane HEAD: DIGITAL MARKETING Roxanne Segers Administration Tonya Hebenton DISTRIBUTION MANAGER Nomsa Masina Distribution coordinator Asha Pursotham SUBSCRIPTIONS subs@3smedia.co.za Printers United Litho Johannesburg +27 (0)11 402 0571 ___________________________________________________ Advertising Sales Jenny Miller Tel: +27 (0)11 467 6223 Email: jennymiller@lantic.net ___________________________________________________

Publisher: media No. 9, 3rd Avenue, Rivonia 2056 PO Box 92026, Norwood 2117 Tel: +27 (0)11 233 2600 Fax: +27 (0)11 234 7274/5 www.3smedia.co.za Annual subscription: R550.00 (INCL VAT) ISSN 0257 1978 IMIESA, Inst.MUNIC. ENG. S. AFR. © Copyright 2017. All rights reserved. ___________________________________________________ IMESA CONTACTS HEAD OFFICE: Manager: King Singh P.O. Box 2190, Westville, 3630 Tel: +27 (0)31 266 3263 Fax: +27 (0)31 266 5094 Email: admin@imesa.org.za Website: www.imesa.org.za BORDER Secretary: Celeste Vosloo Tel: +27 (0)43 705 2433 Fax: +27 (0)43 743 5266 Email: celestev@buffalocity.gov.za EASTERN CAPE Secretary: Susan Canestra Tel: +27 (0)41 585 4142 ext. 7 Fax: +27 (0)41 585 1066 Email: imesa.easterncape@gmail.com KWAZULU-NATAL Secretary: Ingrid Botton Tel: +27 (0)31 266 3263 Fax:+27 (0)31 266 5094 Email: imesakzn@imesa.org.za NORTHERN PROVINCE Secretary: Rona Fourie Tel: +27 (0)82 742 6364 Fax: +27 (0)86 634 5644 Email: np@imesa.org.za SOUTHERN CAPE KAROO Secretary: Henrietta Olivier Tel: +27 (0)79 390 7536 Fax: +27 (0)86 629 7490 Email: imesa.southcape@gmail.com

Collective action is needed

he need for greater private and public sector collaboration came through strongly in the 2017/2018 budget speech delivered by South Africa’s finance minister, Pravin Gordhan. Education funding is a priority and that’s very encouraging given the alarming statistic quoted by Gordhan. He stated that more than half of current school-leavers enter the job market annually without a senior certificate and that ”75% will still be unemployed five years later”. Marginalised population groups will be left behind unless we make a massive effort to upskill, which means that economic opportunities must be equally shared. R3.9 billion has been allocated for SMME development programmes during 2017/18, which will have a greater chance of succeeding with multistakeholder mentorship support initiatives. SMME ventures need to be sustainable once they go solo. The government plans to raise an additional R28 billion in tax revenues, which will help fund services, as will driving down public debt from 50.7% (or R2.2 trillion) to 48% of gross domestic product over the next three years. The interest to service debt during 2017/18 will be around R169 billion, so slimming this down will clearly free-up money for other pressing issues. Improving the financial capabilities of municipalities is another priority, with national and provincial treasuries identifying four “game changers”. The new Municipal Standard Chart of Accounts, due for implementation from 1 July 2017, sets out to establish greater transparency and consistency; while the other three focus areas zero in on improved asset management, enhanced revenue management, and supply chain management interventions that will reduce costs and combat fraud. According to Gordhan, a draft Public Procurement Bill is imminent and sets out to establish a single procurement authority.

In terms of infrastructure spend highlights, the Public Transport Network Grant receives R6.2 billion; while R10.8 billion has been allocated to the Provincial Roads Maintenance Grant, and R15.4 billion to Sanral to support its 21 946 km network nationally. The Water Services Infrastructure Grant gets R12.5 billion and the Regional Bulk Infrastructure Grant R18.4 billion over the medium term, with priority given to South Africa’s 27 most impoverished municipalities.

Gauteng We need to boost business confidence, which will then drive greater domestic and foreign direct investment (FDI). A quick look at Gauteng and the Western Cape, two of South Africa’s best performing provinces shows the way. Between 2014 and 2016, Gauteng’s FDI inflows were approximately R66 billion; while infrastructure investments amounted to R30 billion between 2013 and 2016. Gauteng premier David Makhura says that the provincial government, together with industry leaders and municipalities, is “identifying and addressing local impediments that hinder the growth in employment, empowerment and exports”. The Western Cape economy has also done well, considering the tough trading climate. The broad unemployment rate is a full 8.2 percentage points lower than Gauteng, and a full 13.8 points lower than the national figure, according to statistics provided by Premier Helen Zille during her 2017 State of the Province Address.“Over the last five years, we secured over R11 billion in investments across 79 projects in the Western Cape, through our investment agency Wesgro,” states Zille. So although there are challenges, there are definitely ways to reposition South Africa for renewed growth, with 2017 an ideal time to start as the global economy shows signs of a positive rebound.

Alastair Currie To our avid readers, check out what we are talking about on our website, Facebook page or follow us on Twitter and have your say.

WESTERN CAPE Secretary: Michelle Ackerman Tel: +27 (0)21 444 7114 Email: Michelle.Ackerman@capetown.gov.za FREE STATE & NORTHERN CAPE Secretary: Wilma Van Der Walt Tel: +27 (0)83 457 4362 Fax: +27 (0)86 628 0468 Email: imesa.fsnc@gmail.com

Infrastructure highlights

@infrastructure4 ctur www.infrastru

ene.ws

INFRAS TRUCT

URE DEVELO

PMENT • MAINT

INSIGHT

At the cuttin

ENANC E • SERVIC

Shaping was

g-edge

The official magazin e of the Institute of Municip al Enginee ring Souther n Africa

E DELIVE RY

ATr’s future ERWate

INDUSTRY Kannig adu Brian Martin Group CEO, BMK founde r and

Infrastructure News

IMESA

Cover opportunity

tew

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

All material herein IMIESA is copyright protected and may not be reproduced either in whole or in part without the prior written permission of the publisher. The views of the authors do not necessarily reflect those of the Institute of Municipal Engineering of Southern Africa or the publishers. s Municipal Focu for Smart water Rustenburg

Materials Constructionting Selec walling energy-efficient

IN THE HOT

pment Vehicles & Equi ces in Advan ology paving techn

SEAT

capable of tackling us more than s and cturing makes : New Account e in manufa Gwagwa director Our vast expertis projects.” Mava even the biggest 50.00 2017 • R P10 • March 2 No.03 s, SBS Tanks Vo l u m e 4 New Busines 257 1978 ISSN 0

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IMIESA March 2017

President’s comment

IMESA

Back to basics for the future Do you remember what it’s like to sit at a drafting table with a slide rule and Baron von Vega’s seven figure log tables? Technology has brought us a long way, but have we lost track of the basics?

omputers have improved our lives in innumerable ways, including engineering. One of the biggest benefits of technology is to be able to number crunch and get results at a much faster rate while creating accurate data modelling. However, the interpretation of this data is crucial and we often don’t stop to question whether the results are accurate or even correct.

IMESA presidents of the Northern Provinces branch: IMESA president Gavin Clunnie (right) with past IMESA presidents Moses Maliba (left) and Nick Pretorius (centre)

Garbage in, garbage out While engineering is pushing us to adapt to technology, we must understand that in order to achieve accurate results, we need to input accurate data. To be able to do this, we need a good understanding of engineering basics. Many of us have become too reliant on the assumed accuracy of computers and not enough on our judgement. It all comes down to education. Teaching a young person how to use the software packages does not give them the ability they require to interpret the accuracy and correctness of the output. Educators have a huge responsibility to ensure that students get the basics right. We need to place more emphasis on quality education, but this comes at a high cost and not enough is being spent on education at this time. Education is the backbone of the economy and more needs to be spent not only to improve education but to increase the number of employable professionals.

2017 Conference Our 2011 IMESA Conference ran under the theme ‘yesterday, today and tomorrow’, exploring how the technology of the past influences the future. This year’s theme, ‘Sustainable Engineering: back to basics for the future’, builds on this. In 2017, we pose the question: “Has technology in design

made us forget the basic principles of engineering design?” I chose this theme because I believe that technology is allowing us to become blasé and letting mistakes creep in. The conference will delve deeper into this conundrum under the following topics: • Political, legal and regulatory • Ecological and environmental • Financial and social • Transport and traffic • Water and sanitation • Roads and stormwater. The first three are of particular importance in terms of how they influence the construction and maintenance of infrastructure. Do we have too much political interference? Are political and regulatory environments beginning to contradict each other? How do we manage costs and the environment in the broader context of sustainable service delivery? We hope that this year’s conference will provide some answers to these questions and insight into

how these topics all play into one another. As the 2017 conference will be held in Gauteng, I wear the hat of both president and chair of the local organising committee. Planning for the conference is progressing well and we are on track for a very exciting programme, which will include innovative papers and insightful technical tours. The South African Local Government Association (Salga) is endorsing this year’s IMESA Conference – an exciting first for the organisation. Going forward, Salga needs to be the body that works with National Treasury to ensure that more funding is provided for better education. We are also in talks with the Department of Higher Education and Training to be present at the conference to further drive home this need for better education for the sustainable future of the engineering fraternity. With all the challenges facing our industry today – whether economic, social, environmental or political – we need to adapt and be innovative. This starts with the local authorities, where most of us perform some function to serve our communities. But it goes beyond the government corridors. It stretches into the ideas and solutions for taking municipal engineering into the future as envisaged and created by the engineers in South Africa.

IMIESA March 2017

cover story

Shaping wastewater’s

future

East Rand Water Care Company (ERWAT) is implementing new technologies at two of its plants that represent first-time applications for the group.

eading the way in Africa and South Africa, ERWAT is a visionar y leader in the field of wastewater treatment and management. It continues to introduce new technologies that are passing on greater efficiencies for consumers in the industrial and residential markets across Gauteng’s East Rand region. A water reclamation feasibility study is also currently under way in conjunction with Ekurhuleni Metropolitan Municipality, ERWAT’s majority shareholder, to investigate the viability of supplying treated wastewater for industrial reuse, which will be dependent on the specific sector. Mining, industry and agriculture would be prime candidates. ERWAT is developing a short-term five-year infrastructure plan in order to incorporate all projects and then map the future of its plants in effectively addressing present backlogs. This dovetails with a longer-term regionalisation and 50-year master plan in conjunction with the City of Ekurhuleni. The integrated model will then form the basis for future expansion, with a key focus on maintenance and operational savings. “This could potentially result in the closure of smaller plants and the expansion of existing and larger facilities within the group,” says Emmanuel Khomela, acting

executive manager: Development, ERWAT. “We also have a plan in place to install biogas-power-generation systems, which will make us more self-sufficient in terms of energy usage.” The current focus is on plant upgrades that are more efficient both in terms of engineering and energy savings across ERWAT’s 19 treatment facilities (which have a combined capacity of some 696 Mℓ of wastewater per day). They operate using conventional biological nutrient removal (BNR) technology to treat the wastewater received. The aim of the treatment is to reduce the contaminants in the wastewater to an acceptable quality prior to being discharged back into the water resources. “A key feature of BNR plants is their large-scale size in terms of concrete infrastructure, typically taking up the space of several soccer fields for bigger works. From inception, these plants were designed to be progressively upgraded with the building of addition modules that share the existing inlet and outlets works,” he explains. “Where plants are reaching their design capacity in terms of footprint, we need to find other ways to maximise their life, which means looking at retrofit options like the HYBACS (hybrid activated

“Our strategy is to provide the right-sized works in the best geographical location at the most economic cost, incorporating the best available technology.”

IMIESA March 2017

Emmanuel Khomela, acting executive manager: Development, ERWAT

The HYBACS process consists of two biological stages followed by clarification. • The first stage comprises Bluewater Bio’s Shaft-Mounted Advanced Reactor Technology (SMART™) units, containing attached biomass • The second stage is conventional activated sludge, with suspended biomass.

• Advanced biological nutrient removal • Reduced power consumption associated with aeration • Reduced chemical consumption for nutrient removal • Rapid settling in clarifiers • Reduced embedded and emitted carbon • Significant CAPEX benefits • Modular construction • Rapid deployment • High leverage of existing infrastructure • Minimal plant disruption

Cover story

ABOVE Plastic media bio-filtration tank LEFT Hybacs installation at Tsakane

ERWAT serves some 2 000 industries and more than 3.5 million people in Gauteng’s extensive East Rand region.

sludge process) technology we are installing at our Tsakane facility. This technology takes up a much smaller space and doubles the design capacity with minimal civil works.” An example of a recent large-scale conventional BNR upgrade is the project completed during 2016 at the Welgedacht plant, situated near Springs. Module 1, with a capacity of 35 Mℓ/day, was completed in 2003 and was struggling to keep pace with rapid urbanisation. Eventually, it was running at over-capacity and by 2008 the plant was already receiving 59 Mℓ/day against a design of 35 Mℓ/day. This necessitated a new Module 2 Extension of 50 Mℓ/day to cope with the increased demand for wastewater treatment from key areas that include Benoni, Boksburg, Springs, Bakerton and Daveyton. The new extension actually comprises two 25 Mℓ/day modules to improve efficiencies and maintenance. At 85 Mℓ/day, the plant is now running at full capacity. Further upgrade plans are in progress, which entail the addition of a 50 Mℓ/day module. The process technologies are already in place. Plus Welgedacht’s inlet works are designed to cope with 135 Mℓ/day.

Herbert Bickley and Tsakane Currently, upgrades are in progress at the Tsakane operation (established circa 1973), serving the Duduza and Tsakane areas and falling within the DD5 drainage district.

Tsakane is being equipped with the proprietary HYBACS solution from UK-based company, Bluewater Bio, which is supplied and supported locally by Headstream Water. This project commenced in March 2016, with targeted completion scheduled for April 2017. This HYBACS system will double the design capacity from 10.8 to 21 Mℓ/day. An optimal solution for upgrading existing activated sludge plants, Bluewater Bio states that HYBACS “can produce effluents with qualities that comply with the most stringent European nutrientremoval standards”. “HYBACS is a standalone, compact and modularised plug-and-play technology, which allows us to retrofit an existing treatment facility and thereby significantly boost its capacity and lifespan,” explains Khomela. “Plus, the installation times are fast, typically taking less than 24 months to install compared to the much longer periods required for the construction of the heavyduty civil works needed for new module extensions. HYBACS technology is also very energy-efficient.”

Plastic media Alongside works at Tsakane, Herbert Bickley is the first biofilter plant within the ERWAT group to switch over from the age-old stone filtration system to plastic-media bio filtration within existing structures. Plastic media exhibit a much higher rate loading process rate and, again, there are energy savings.

ERWAT’s plan is to convert other biofilter plants to plastic media in the near future. One of its major benefits is that it allows for more throughput of water inflows to the plant plus the surface area for filtration is larger. Phased installation times, which occur during the low rainfall season, typically take up to two years to complete, depending on the size of the treatment works. “Effective wastewater treatment and release is particularly critical given our present water-scarce environment. For engineering specialists and scientists in the field, this is a given, but for many there is no causal link or understanding, generally, about safe sanitation, effluent treatment, and subsequent ecosystem replenishment. These areas need constant consumer education, which starts in the first instance with responsible disposal into our sewer systems, an industrial example being heavy metals and bad chemicals, which impact on downstream process costs since more intensive chlorination treatment is required. “Our number one mandate is service delivery, which is why we’re investing in advanced technology to maintain the water quality of the receiving water resources and to help protect South Africa’s water security,” Khomela adds. ERWAT is geared to collaborate with the mining sector, the food and beverage industry and other private sector customers in operating and maintaining their wastewater treatment plants.

www.erwat.co.za

IMIESA March 2017

INFRASTRUCTURE NEWS

FROM AROUND THE CONTINENT

Nigeria Addressing contemporary infrastructure challenges The Lagos State government has plans to revise its existing Ikeja Model City Plan (MCP) in order to address infrastructure challenges in the capital city. The revision is being undertaken with a view of making Ikeja a more sustainable, organised, liveable and investorfriendly city. Some of the proposals for the revised master plan include the construction of a fly-over bridge at the Allen Avenue roundabout and twin water tower to provide an additional two million gallons of water per day to service the projected population of over 7 million in 10 years’ time. Presenting the final draft of the revised master plan to stakeholders and the public, Abiola Anifowoshe, state commissioner for Physical Planning and Urban Development, said that the review of the old plan was necessary to take into account contemporary physical planning challenges and the inability of the existing Ikeja MCP to solve emerging planning problems. Anifowoshe added that the state is determined to produce

strategic master plans for the entire state as envisioned in the Lagos State Development Plan (2012 – 2025). Eight out of the twelve new development plans proposed for the state are operational, while the other three are at different stages of completion.

Mauritius R1.2 billion water programme The Mauritius Central Water Authority (CWA) is renewing its existing pipeline network around the island in a bid to improve water supply and reduce nonrevenue water. The existing system is old and has a problem with leaks. Works, which will span 15 months, began in January 2017 with the replacement the pipes at Balance, Chemin Grenier and Morcellement Omnicane. At the cost of about Rs52 million (R19.5 million), the works include the installation of 2 km of ductile iron pipes of 150 mm in diameter along Balance through Chemin Grenier to Omnicane. In addition, 2.4 km of 100 mm diameter pipes will be installed along laterals, 1.5 km of 100 mm diameter pipes as

sidelay, and 1.6 km of 90 mm diameter pipes for temporar y water supply. Water supply to these regions is erratic due to low pressure and frequent bursts and these improvements will positively impact approximately 675 households. There are also several other ongoing projects in line with the pipeline renewal programme. One is the replacement of pipes over a distance of 5.9 km in the Moka district. Works began in January 2017 and will run over a year. The residents of Camp Samy, Gentilly, Telfair, and L'Espérance will be the beneficiaries of this Rs37 million (R14 million) project. Another project is the replacement of 16 km of pipelines at Morcellement Swan in Péreybère. To the tune of Rs77 million (R29 million), the project comprises the laying of 100 mm, 150 mm and 200 mm diameter pipelines. Works started in February 2017 and will end in August 2018. For the 2016/2017 financial year, a sum of Rs3.4 billion

Mauritius is replacing several kilometres of pipes in an effort to renew its existing pipeline network

IMIESA March 2017

Rwanda is developing a 25-year national water supply and sanitation master plan

(R1.2 billion) will be disbursed to improve water supply. This will cover a wide range of projects including the replacement of pipelines in a number of areas, the increase of water capacity at water treatment plants, and the construction of strategic service reservoirs and new dams.

Rwanda Water and sanitation for all Rwanda will embark on the development of a 25-year national water supply and sanitation master plan to guide the achievement of national universal access for water supply and sanitation. This will be achieved through the identification of effective water supply and sanitation projects, which will ultimately lead to meeting the Sustainable Development Goals, particularly goal 6, by 2030. The 25-year master plans will also help Rwanda to maximise the effectiveness and efficiency of future investments in water supply and sanitation in order to attract additional funds for these investments.

Africa round-up

A grant from the Africa Water Facility (AWF) will be used to build various water stakeholders’ capacities to plan, design, finance, implement and manage water and sanitation projects and infrastructure. The total project costs amount to €2.25 million (R31.8 million), of which the AWF will contribute €1.95 million (27.6 million) with the Rwandan government financing about 13% of the total project costs. The project duration is estimated at 24 months. The project’s main outputs include Integrated National Water Supply and Sanitation Master Plans agreed to by all stakeholders, an approved list of prioritised integrated WatSan projects, a 10-year investment plan and improved capacities among stakeholders for better management and implementation of WatSan projects and systems.

Tanzania Billion dollar railway Tanzania signed a $1.215 billion (R16.2 billion) deal to construct a 300 km railway line between Dar es Salaam and Morogoro. The new railway line forms part of Tanzania’s plans to boost trade with its land-locked neighbours. Ultimately, the country wants to build a 2 561 km standard gauge railway network connecting its main Indian Ocean port of Dar es Salaam to Eastern and Southern Africa's hinterland.

The Harare city council will now build concrete roads, which should last longer than asphalt

Construction on the project is scheduled to begin in March 2017 and will take 30 months to complete. The project has been awarded to a consortium of Turkish and Portuguese companies. The railway project is one of the major infrastructure projects under the second Five-Year Development Plan.

Zimbabwe Replacing asphalt with concrete The Harare city council is looking into constructing concrete roads, arguing that they are stronger than their asphalt counterparts. This initiative will be piloted with the rehabilitation of Arcturus Road. According to acting town clerk Josephine Ncube, the city has the materials and capacity to build concrete roads, which should last longer than asphalt.

“We think there is justification to use such roads, as most developed countries have since migrated from asphalt roads, which require constant maintenance. We have the requisite skills in council,” said Ncube. She added that, in addition to concrete roads having a longer lifespan, they require less maintenance. The council’s research Tanzania will build a 300 km railway between Dar es Salaam and Morogoro

shows that well-designed cement roads require little or no maintenance well beyond their 40-year design lives. They are also not damaged by oil leaks like asphalt roads are. The country also has a large quantity of cement readily available, as opposed to bitumen, which is currently imported from South Africa at higher prices. Harare’s road network is in bad shape and efforts to repair the roads have failed as new potholes emerge soon after maintenance work. The drive to rehabilitate roads using concrete comes after complaints from residents over the state of the city’s roads. The Zimbabwe National Roads Administration reportedly allocated Harare’s city council only $1.2 million (R16 million) for road maintenance last year – not nearly enough to cover the scope of repairs that need to be done. The city is now in the process of procuring road maintenance equipment after government approved its $30 million (R399 million) borrowing powers.

IMIESA March 2017

hot seat

Securing SA’s water, one tank at a time Given South Africa’s service delivery challenges, the private sector has a big role to play in assisting government to deliver projects on time and within budget. IMIESA talks to Mava Gwagwa, director: New Accounts and New Business, SBS Tanks, about the company’s offering to the municipal market.

Is the municipal market a key focus for SBS Tanks?

Please expand on SBS’s manufacturing capabilities.

MG Definitely. If you look back two or three years, the country went through a period of intense service delivery protests. Government has done a lot to deliver basic services and has endeavoured to bridge the gap, but the gap is too wide. Government can’t win this battle if it works in silos. It needs to partner with the private sector because public-private partnerships will always play a meaningful role in fasttracking service delivery to poor communities. This is where SBS comes in.

The company has experienced ver y good growth in the past four years following a decision by the directors to start manufacturing locally. Although this created challenges around space and the recruitment of skilled labour, I am happy to say that these were all overcome. We now operate in more than 5 000 m2 of space with more than 90 permanent staff members, constructing all of our products in-house. Our plant has sufficient capacity to execute orders of any size within a short time frame. Our vast expertise in manufacturing makes us more than capable of tackling even the biggest of projects. We are ISO 9001 accredited.

Could you tell us about the products and services you offer? SBS Tanks introduced prefabricated water storage reservoirs and tanks made from durable Zincalume steel to the market in 1998. Today, these units are available in a variety of sizes from as small as 12 kℓ all the way up to 3.3 Mℓ. We also offer a project management service to ensure that projects are delivered on time and within budget. And because of our quick method of installation, we always surprise our clients by delivering beyond their expectations. In addition, we are able to repair leaking concrete reservoirs, which are a common problem in many parts of the country. We seal these structures with the unique, multi-layered PVC internal liners we use in our own tanks.

IMIESA March 2017

Does SBS provide a design and build service? Yes, we offer a turnkey solution with tank construction carried out in-house or by approved contractors. SBS units are either off-the-shelf standard models or customdesigned. This offers our clients the dual benefit of saving on additional design fees as well as achieving a faster turnaround time through the elimination of an additional design process and the deliver y of a product much faster than its concrete equivalent. This means that water-star ved communities can receive water much quicker.

Mava Gwagwa, director: New Accounts and New Business, SBS Tanks

What are the typical lead times from fabrication to on-site commissioning? This differs from case to case, but we offer ver y good lead times. For example, SBS recently received an order from Mhlathuze Water Board, with a ver y tight time frame. We were able to produce fifteen 2 Mℓ tanks for them within three weeks. This is a particularly important factor for municipalities approaching their financial year end who have targets to meet in terms of spending.

Could you please expand on recent public sector projects. We are ver y busy at the moment with quite a number of public sector projects on the

hot seat

go. One of these is the large KwaBhaca regional bulk water scheme, under the Alfred Nzo District Municipality, where we are installing four 2.5 Mℓ tanks, with more to follow. This will go a long way towards alleviating water deliver y shortages in the area. We have also received an order for 16 tanks from the Joe Gqabi District Municipality in the Eastern Cape where we have been appointed as the main contractor on a project.

Do these projects lend themselves to labour-intensive construction? Yes and no. Building tanks goes hand in hand with building pipelines and local communities benefit from the jobs created in digging trenches for the reticulation system. However, the build process of the tanks requires specialised skills. For a 2.5 Mℓ tank, we would send three of our own specialists and employ six or seven local labourers.

How does using an SBS tank save municipalities money? Due to the fluctuating price of materials and an extended works programme when constructing concrete reser voirs, meeting a budget set during the planning phase is frequently highly challenging, if not nearly impossible. With SBS Tanks, you can get a quote that is valid for a pre-agreed-upon period with a small allowance (10% to 20%) while you complete your planning. The speed of construction is also a huge factor – we talk of days as opposed to the months it takes with concrete. Smaller tanks can be delivered and installed within three days, and bigger ones within 20 days. For example, a 2 Mℓ SBS unit takes

Tanks can be coated in a range of colour options to blend in with the landscape

around 12 days to commission. With concrete, the same capacity structure could take up to eight months. This means municipalities can significantly fast-track ser vice deliver y. Another issue is that some unscrupulous contractors charge municipalities excessive amounts for an SBS product. With an SBS unit coming in at a fraction of the cost of building a concrete reservoir, some contractors will tr y to charge the client more for an SBS unit because he feels he has saved money. If the municipalities deal directly with SBS, they can cut their costs significantly.

How can SBS help in terms of South Africa’s water security? SBS can really play a major role in this space. Given the fact that we are currently experiencing water shortages, most companies should be looking at ways to har vest rainwater to flush toilets and irrigate gardens, or to purify it for potable purposes. Our tanks offer the ideal solution. Many municipalities are preaching rainwater har vesting, but are not practising it themselves. We will soon be launching a campaign that will challenge our clients to lead by example and har vest rainwater not only for their own use, but for that of poor communities too. We have taken the lead in this regard and have installed a fully fledged rainwater har vesting system. This means that our water demand for the factor y and

offices is sourced from rainwater. We want ever yone to become a champion for this cause.

How does SBS strive to make a difference for local communities? Water is life. When you visit a village where there is no potable water system and children are forced to collect water from a stream, you really feel their pain. It fills us with pride to see a community able to open a tap fed by an SBS tank. We believe that the little we put in to those communities with a shining SBS tank goes a long way in making a difference in the lives of the South Africans who need it most. SBS invested approximately R700 000 during 2016 for two social responsibility projects in the Free State towns of Lindley and Petrus Steyn, and we will continue to work on similar projects in the future.

Tel: +27 (0)31 716 1820 Sharecall: 0860 482 657 www.sbstanks.co.za

IMIESA March 2017

industry insight

At the cutting edge BMK Engineering Consultants has undergone a rebranding and a restructuring process to form the new BMK Group, with three business entities: Consulting Engineers, Technologies and Property Investments. IMIESA interviews Brian Martin Kannigadu, founder and CEO, BMK Group, about the company’s vision.

ounded in 2005, BMK has experienced a steep growth trajectory and is a major success story in the South African construction industry. “From inception, we’ve built our foundation on a client-centric approach, backed by exceptional technical expertise and quality of service, placing us at the forefront of the industry as infrastructure sector professionals. It’s all about ‘out-of-the-box’ execution and, as a 100% empowered BBBEE enterprise, we have a major role to play in shaping South Africa’s future infrastructure landscape. This includes helping to address past socio-economic imbalances,” says Kannigadu. “South Africa faces major skills challenges, requiring interventions to strengthen the competencies and abilities of historically disadvantaged people and communities,” he adds. The company’s head office is in Durban and forms the intelligence centre and base of operations for deeper market penetration in regions that include KwaZulu-Natal, Gauteng, the Western Cape, Eastern Cape and Free State.

IMIESA March 2017

“We provide a one-stop solution to public and blue-chip private sector clients, backed by an in-house design and construction management team that covers all professional disciplines. Our approach is multidisciplinary and our focus turnkey.”

Company composition BMK Group’s three inter-related business entities comprise: • BMK Consulting Engineers • BMK Technologies • BMK Property Investments. The teams involved all have formidable track records for sustainable infrastructure delivery within the previous BMK Engineering Consultants fold. BMK Consulting Engineers comprises a number of divisions, namely Transportation, Water and Sanitation, Infrastructure Asset Management, Stormwater Design and Management, Civil and Structural Engineering, and Human Settlements. BMK Technologies is a dedicated and specialist pipeline survey and cleaning operation, with a sound reputation for the delivery of professional solutions and client service

Brian Martin Kannigadu, founder and CEO, BMK Group

excellence. BMK Technologies has the capacity to undertake detailed maintenance inspections, pre-rehabilitation assessments and emergency inspections on behalf of a wide range of clients. BMK Property Investments is an existing property holding and development entity that actively works within both the private and parastatal sectors. “We have exciting plans in place to significantly expand our property development activities in the near future,” says Kannigadu.

Water and Sanitation BMK experts assist both private and public sector clients on major water and sanitation engineering designs. The group undertakes detailed feasibility studies, designed to determine appropriate water and sanitation requirements, in line with water accessibility, discharge, processing, terrain challenges and community needs. Operational and maintenance cost modelling form part of the service.

industry insight “We recommend solutions capable of meeting existing and future water and sanitation requirements and prepare detailed business plans. These are used to motivate the provision of provincial and municipal grants,” explains Kannigadu. Project examples include the design and construction of water and sewer reticulation services for the Groutville sewer upgrade, with an estimated construction value of R130 million, on behalf of the Illembe District Municipality.

Transportation The Transportation Division provides turnkey solutions in areas that include professional planning, design, implementation, management and maintenance of transport infrastructure, inclusive of road, rail, airport and seaport. Consulting on new urban and rural road and highway designs, the BMK team provides recommendations on traffic requirements, plant and material availability and cost, as well as future maintenance needs. This includes design work for both asphalt and gravel roads. An example of a recent gravel-to-asphalt road upgrade is a R265 million project for the Johannesburg Roads Agency. The description of works entailed professional design services – inclusive of stormwater – in the townships of Drieziek, Orange Farm and Diepsloot.

Infrastructure Asset Management BMK is widely experienced in infrastructure asset management, assisting client organisations to assess, analyse and maintain their infrastructure management systems. Examples of completed pavement management system projects include work for the Johannesburg Roads Agency, uMlalazi Municipality and uMhlatuze Municipality. One of BMK’s largest infrastructure asset management systems projects completed to date was for eThekwini Municipality. Valued at around R65 million, this entailed an assessment of the city’s stormwater networks.

Stormwater Design and Management The effective planning and design of flood runoff and stormwater management is another critical discipline performed by BMK Consulting Engineers. Services include GIS integration, hydrological and hydraulic modelling, floodline determination, and drainage master plans.

Civil and Structural Engineering The group has a proven track record and boasts extensive experience in the delivery of a range of civil and structural engineering designs for residential, industrial and commercial developments. These services include:

• foundation design • retaining walls • bridges • culverts • airports • stadiums. Past projects include the R4 billion Moses Mabhida Stadium in Durban, where BMK was involved in the design of underground services, as well as the R6 billion King Shaka International Airport bulk infrastructure, hydrology and hydraulic modelling project, forming part of the iLembe Engineering JV.

Human Settlements When it comes to human settlement developments, BMK harnesses its full engineering suite. From proven experience, BMK believes that planning and executing housing developments under a single project management entity yields the best results. “This minimises the impact costs of repeated design changes and the implications this has for project delays,” says Kannigadu. Housing projects range from low-cost to high-end residential. BMK also performs structural assessments of existing RDP housing. These assessments form the basis for the Department of Human Settlements to allocate budgets and undertake rectification work on such units. The Edendale Wirewall housing project is a recent example. BMK carried out inspections, assessments and rectification studies for the KwaZulu-Natal Department of Human Settlements to ensure that all houses met NHBRC standards. “Aside from engineering expertise and experience, our successes to date are based on strict adherence to programme and project management best practice. Our projects are correctly specified, budgeted and executed, and that applies whether it’s an advanced infrastructure development or a communitybased project,” explains Kannigadu.

BMK Technologies Once an asset has been constructed, the next step is to effectively manage its design life through ongoing condition monitoring. Assessing, analysing and maintaining infrastructure management systems are key services provided by BMK’s engineers. One of the core areas is in pipeline condition and hydraulic assessments, which includes cleaning services. “It is common knowledge that South Africa is experiencing massive water losses due to

ageing pipeline infrastructure. Sewer pipeline degradation is another concern, since it presents a major environmental threat. That’s why it’s essential that all hidden or buried pipeline infrastructure is maintained to the highest standards in order to avoid unnecessary and costly blockages and leaks,” explains Kannigadu. Sophisticated robotic CCTV cameras, which integrate with municipal GIS systems, are employed by BMK Technologies to examine and assess pipelines and accurately determine the extent of any rehabilitation intervention required. The inspection methodology depends on the age of the infrastructure and the specific client requirements.

www.bmkgroup.co.za

IMIESA March 2017

Municipal Focus | Rustenburg

SMARTer digital planning and operations Rustenburg Local Municipality has officially launched a pioneering, technology-driven, water-saving initiative that will result in long-term gains for the municipality.

artnering with specialist respond with speed. According to Gordon companies, the City of Molokwane, acting municipal manager, Rustenburg has digitised its Rustenburg Local Municipality, this was water and sanitation network no mean feat. and created a water master plan “Initially, our effor ts were focused that will assist in reducing wastage, around improving the knowledge of simplifying maintenance and ultimately Rustenburg’s network. There was a comenhancing revenue. plete lack of electronic data, and all According to Masheke Mukwamataba, relevant information was either archived chief innovation officer at IMQS, digital across depar tments or non-existent. information manageThe inability to consoliment is an essential date data made it nearly The North West component of building impossible to make timely province is prone and informed decisions. smart, resilient cities that can intelligently becomes to variable rainfall Technology approach the chalthe driver of change in and is, therefore, such an environment and lenges faced by rapid urbanisation and envichange the manner highly vulnerable will ronmental change. The Rustenburg will operate in to drought right information in the the future – a true digital right hands at the right transformation if you will,” time informs decisions, improves aware- says Mukwamataba. ness and ensures the effective use of “We realised we needed an expert resources. Systems such as those imple- in modernising infrastructure systems ment by Rustenburg allow for this kind of to assist us, and elected to partner digital information management. with EOH Smart Government on the basis of its advanced solutions and Crucial water savings extensive use cases. The answer truly The North West province is prone to is an engineering solution created for variable rainfall and is, therefore, highly engineers, and has revolutionised our vulnerable to drought. A rapid rise in water management strategy by allowing population amid huge mining operations us to manage our infrastructure digitally has placed pressure on water resourc- in real time,” adds Molokwane. es and infrastructure. Water, sanitation and water demand are therefore critical A complete digital solution areas of management for Rustenburg In addition to creating the water master Municipality. The municipality was one plan, EOH fully digitised the water netof the hardest hit by the drought last work, allowing the municipality to improve year, making it imperative for Rustenburg operations and maintenance. The system to make improvements in order to not only allows for infrastructure data

IMIESA March 2017

Municipal Focus | Rustenburg

to be accessed and integrated in real the continuous reduction of overtime from time, but also for a holistic view that R1.5 million in 2015 to R328 000 in 2016. is graphically represented Molokwane says that in the IMQS integrated “The IMQS system Rustenburg’s administraasset management, GIStion immediately saw the allows for the based system. benefits of a smart water prioritisation of The entire water system solution, and that the city was mapped, indicating the services by specific council resolution taken placement of every pipe areas, which has late last year to make it a and connection, making it strategic priority has had made it easier for a positive impact througheasy for real-time performance and fault monitor- the municipality to out the municipality. “We ing. As a result, the municihave seen improvements in meet demand.” pality has been able to services, water usage and reduce water leaks by easily identifying wastage, and revenue. While the drought areas to prioritise and resolving them more has been a national crisis, Rustenburg has efficiently. It has also decreased the numbeen able to turn it into an opportunity to ber of illegal connections and faulty meters. become more efficient and mitigate the Mukwamataba explains that the par tnership with Rustenburg Local Municipality has resulted in a complete solution that is now being used by its water department as a strategic decisionmaking tool. “The IMQS system allows for the prioritisation of services by specific areas, which has made it easier for the municipality to meet demand. By virtue of being able to proactively monitor infrastructure health indices, the amount of water consumed – and lost through leaks, etc. – has been positively impacted. The support of the mayor and city council has empowered technicians and specialists to turn Rustenburg’s water infrastructure into a high-performing system that has improved its provision of services to residents as well as the municipality’s revenue.” In addition to increased accountability and improved decision-making, the new system has allowed for more effective resource utilisation, proactive maintenance, and enhanced resilience to crises. One of the project’s greatest achievements has been

effects on citizens. Today, we have provided 60 handheld devices to our operations teams who are out in the field every day in order to improve the provision of water services further, as we continue to make our city smarter.” Mukwamataba points out that Rustenburg is a great example of the benefits a smart city offers. “Making decisions and managing infrastructure without the right information at hand is difficult, especially with limited funds. Technology not only assists in prioritising services, but creates efficiencies that benefit everyone – citizens and the municipality alike. Rustenburg’s new water solution has improved the lives of residents and made the job of the water department easier and more effective.”

IMIESA March 2017

SMART SOLUTIONS FOR A SMART CITY PLAN

BUILD

ASSET ACCOUNTING

PROJECT CONTROL

Asset data model & policy

Programme & project management

Valuation register

Project planning & tracking

Accounting processes / treatment

KPI tracking & strategic alignment

Adjustments

Budget management Risk management & early warnings

DEMAND PLANNING

ASSET UNBUNDLING

Master planning

Shadow valuation

Demand management

Invoice capturing Audit trail Capitalisation

ASSET CAPTURE & VERIFICATION

OPERATIONS & MAINTENANCE

Condition assessment

Incident management

Asset policy integration

Workforce management

Data validation

Preventative maintenance Reactive maintenance Real-time monitoring system integration Asset performance management

ERP INTEGRATION GIS INTEGRATION

Asset hierarchy mapping Budget integration

Spatial editing Asset base & thematic maps

Asset equipment integration Project info integration CRM integration

ASSESS

T: +27 (0)21 880 0388 F: +27 (0)21 880 0389 E: info@gls.co.za

www.gls.co.za

O P E R AT E

T: +27 (0) 21 880 2712 T: +27 (0) 11 620 1208 info@imqs.co.za E:

W W W. I M Q S . C O . Z A

Municipal Focus | Rustenburg

Smart water for Rustenburg Management of water resources and related municipal infrastructure is crucial in water-scarce South Africa. Rustenburg Local Municipality is no exception, with variable rainfall intersected by exponential population growth and huge mining operations. By Paula Haupt & Pieter Wessels*

n light of this, Rustenburg identified the need for the improved management of its water and sewer infrastructure and related processes. A solution would need to include: consolidation of, and easy access to, infrastructure information; system performance results; and a plan to accommodate anticipated future growth within the municipal boundaries. Rustenburg appointed GLS and IMQS, both of the EOH Smart Government Division, to establish a smart water solution. GLS has developed technology and processes for performing optimised modelling and master planning of water distribution and sewer reticulation systems for over 25 years. IMQS Software has been building GIS-centric solutions for the infrastructure asset management market for over a decade.

using GLS‘s Swift software. The models were analysed using specialist GLS-developed software – Wadiso (water) and Sewsan (sewer) – to identify critical areas and prioritise actions to improve the existing systems. A number of projects identified as a result of the analysis are already being implemented, including a major rezoning project, as well as an upgrade to, and the optimised distribution of, the Bospoort WTW. Mid- and long-term projects form the master plan to accommodate a potential doubling of the present water demand over the next 45 years. The appointment has entered a bureau phase where the models are continually updated with information from newly completed projects, surveys and investigations, and through communication with municipal staff and consultants.

The groundwork The first step was to establish electronic water and sewer hydraulic models by collating data from numerous sources, including infrastructure information from Rand Water, Magalies Water and the Royal Bafokeng Nation. Wherever possible, the origin and perceived integrity in the source information was also captured for referencing purposes as well as to determine the reliability of the information. To load the hydraulic models with real-world demands, municipal water billing information was analysed, converted to water consumption and spatially distributed within the models Belleview Lower Reservoir

Revenue enhancement challenges Parallel to the maintenance of the hydraulic models, a revenue enhancement project is under way. Revenue enhancement is central to building and supporting financially sustainable municipalities and is achieved primarily through improved debt collection and the reduction of commercial losses due to poor metering and illegal connections. Failure to do so negatively impacts cash flow, sustainable service delivery and infrastructure backlogs required in dealing with the pressures of urbanisation. A new strategy for revenue enhancement has been developed as one of the

key deliverables in Rustenburg’s partnership with EOH Smart Government. The project addresses the challenge of converting billing data into accurate consumable information, crucial for determining the current performance status of a municipality and gaining a holistic overview of the status quo.

Visual information management IMQS Web is a GIS-centric information management system developed around a life-cycle asset management approach for local government’s infrastructure needs. The IMQS Web platform allows for the latest network models and treasury data to be displayed on a number of interactive map layers in a user-friendly environment, facilitating rapid access to, and interrogation of, municipal infrastructure and treasury data at a pipe-by-pipe and stand-by-stand level of detail. This information, as well as the capacity for the platform to host real-time monitoring data from the field, allows Rustenburg municipal staff to easily monitor system performance and identify the need for timely interventions. On 30 January 2017, Rustenburg officially launched IMQS’s maintenance management system. The GRAP 17-compliant system is built on the back of a fully integrated living financial asset register that consolidates asset information. The system assists managers to determine risk and performance profiles across different asset classes, make informed decisions and act decisively. In the wake of this launch, Rustenburg has already been able to improve services to residents, enhance revenue and reduce overtime fees from R1.5 million in 2015 to R328 000 in 2016. In Rustenburg, technology has become a driver of innovative change to overcome service delivery challenges and satisfy infrastructurerelated demand. Rustenburg has made great strides towards becoming a smart-solutionscentred municipality. *Paula Haupt and Pieter Wessels are engineers at GLS Consulting. IMIESA March 2017

Water & Wastewater

World Water Week In spite of various challenges ranging from ageing infrastructure, budget misallocation, corruption and vandalism of infrastructure by communities to a lack of dedicated operation and maintenance budgets, South Africa’s water sector continues to shine. By Frances Ringwood

outh Africa’s water sector can be a little hard on itself, focusing on service shortfalls rather than looking at its own success. For example, according to Stats SA, more than 13.2 million (85.9%) households have access to piped water compared to 9.4 million (79.9%) in 2005. Additionally, the number of households with access to improved sanitation (that is flush toilets or pit toilets with ventilation pipes) also rose, having increased consistently from 62.3% in 2002 to 79.5% in 2014, with the figure improving every year. Compare these to global averages, where 1.8 billion people use a source of drinking water that is faecally contaminated (about 40% of the global population), and one in three people lack access to a toilet. Overcoming service backlogs is not the only success being achieved in the local water sector. With all nine provinces being declared drought disaster areas as a result

of low rainfall, South Africa’s water service providers are coming together to form effective strategies for raising awareness and educating people about water savings and the ultimate cost of leaving the taps on.

Awards and initiatives Towards the end of last year, Rand Water won two International Water Association (IWA) awards in recognition of its ‘Water Wise’ campaign. The Water Wise campaigns are aimed at educating communities about the importance of water conservation and reducing water consumption during severe drought. In accepting the award, Professor Hamanth Kasan, general manager: Scientific Services, Rand Water, said, “These awards will continue to inspire the Water Wise team to introduce more innovative ideas, especially during the critical period of severe drought in the country. The awards are an indication that Rand Water is a key player in the water sector at an international level.”

Further, the Department of Water and Sanitation (DWS), through its ‘War on Leaks’ campaign has been addressing the country’s youth skills deficit of 68% by training and employing 15 000 artisans, plumbers and water agents over three years. Besides being given tangible and crucial skills and improving their employability, the candidates

Each year, the UN’s World Water Day celebration falls on 22 March. This year, the theme is wastewater. South Africa’s National Water week coincides with this important day as a way for the local water sector to show its support for this powerful campaign for reiterating the value of water.

IMIESA March 2017

will be trained to become water and sanitation ambassadors. The aim is to send them into their communities to educate the general public about why and how water should be used sparingly, the cost of leaking taps, and what people should do when they have identified a leak.

SA’s youth skills deficit, water sector careers would improve this figure

World-leading quality While South Africa’s drinking water standards Drop in SA’s water quality as have slipped marginally, a result of limited safety planaccording to the 2014 ning and No Drop criteria Blue Drop results (the details of which were released at the start of 2017), the country’s water quality nevertheGauteng’s Blue Drop score less remains word class. The Blue Drop report – most of these systems are attributed the slight (8%) under Rand Water drop in national average scores recorded for the nine provinces to “limited safety planning” and “the introduction of the Western Cape’s most recent No Drop criteria looking Blue Drop score at managing water losses within supply systems”. However, the all-important criteria of drinking water quality compliance showed “great improvement”, with more than 80% of the supply systems surveyed complying with microbiological standards as per SANS 241: 2006 (1 036 drinking water supply systems were surveyed for the report). Following the report’s release, deputy director-general Anil Singh commented: “The drinking water that we have in South Africa is among the best in the world. So there is no concern or alarm about the decline being so significant that citizens need to be concerned.” While world-class water isn’t necessarily available from every tap in every town at all times, Gauteng and Western Cape lead the pack in terms of their water quality, having achieved high scores of 92% and 89%, respectively.

Sustainable Development Goal (SDG) 6 As long as initiatives likethe Blue Drop report continue to benchmark rates of improvement and decline, giving sector professionals new targets to work towards, there is no reason why South Africa won’t be able to achieve the UN’s SDG 6 – universal access to improved drinking water and sanitation services – by 2030.

Water & Wastewater

2.4 billion (one third) people lack access to basic sanitation services, such as toilets or latrines

70%

97%

of the world is covered in seawater

of the world’s water is seawater

80%

62.3% 97% 2002

At least 1.8 billion people globally use a source of drinking water that is faecally contaminated

40%

91%

76%

2015

SA households with access to sanitation facilities increased from 62.3% in 2002 to 80% in 2015

Globally, between 1990 and 2015, people with an improved drinking water source increased from 76% to 91%. Water scarcity affects more than 40% of the population leaving more than 1.7 billion people without clean water

Domestic (urban and rural) water use accounts for less than a quarter of SA’s water use

Less than 3% of the world’s water is fresh water

Globally, 57% of water is used by industry

Globally, 30% of water is used for agriculture

Globally, 11% of water is used for domestic purposes

Water saving initiatives like ‘Zero Liquid Discharge’ and Industrial Symbiosis programmes make a huge difference

More than 80% of wastewater is discharged into water bodies without prior treatment

In 2016, SA dam levels reached 50-year lows

85.9%

Dam levels improved marginally in early 2017

of SA households have access to piped water

The water-food-energy nexus means that rising urbanisation will cause energy demand to go up 50%, causing agriculture and the need for biofuel to rise by 35% and water demand to increase by 40% -- each of these demands impact on the others, causing further demand increases

Provincial dam levels as of 1 February 2017 Food Water

Energy

In SA, 60% of water is used by agriculture, 18% urban domestic, 4% rural, 5% mining, and the rest for power generation and industrial purposes

5% 18% 60%

98%

of SA’s available water resources are already allocated

1 608 ℓ/kg bread

123 ℓ cup coffee

4 325 ℓ/kg chicken

Water footprint measurement is an important way of tracking real water savings in a globalised economy

IMIESA March 2017

81ST IMESA CONFERENCE

JOHANNESBURG 25TH - 27TH October 2017

CALL FOR ABSTRACTS OUR THEME

SUSTAINABLE ENGINEERING: BACK TO BASICS FOR THE FUTURE Has technology in design made us forget the basic principals of engineering design?

• Political, Legal and Regulatory • Ecological and Environmental • Financial and Social A B S T R AC T S S U B M I T T E D BY

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

Monday 6th March 2017 Melanie Stemmer marketing@imesa.org.za | tel +27 (31) 266 3263 Call Melanie Stemmer for an entry form or download from the website.

www.imesa.org.za

FOR MORE INFO

IMESA

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Water & Wastewater

A solution worth its salt South Africa has been hard hit by the drought, leaving many municipalities looking to desalination to boost their potable water supply. By Danielle Petterson

n April 2016, South Africa signed an agreement of cooperation on water resources and management with Iran. According to Minister of Water and Sanitation Nomvula Mokonyane, the agreement would enhance cooperation on desalination technologies. At the time, it was reported that desalination plants would be built along all coastal communities, alleviating South Africa’s dependence on surface water.

Potable water supply Desalination technology has the potential to produce the potable water needed to supply South Africa’s cities. It offers guaranteed potable water supply during times of drought, not only in coastal cities but also inland where there are large quantities of brackish groundwater. However, the capital and operational costs of desalination plants can often be seen as excessive when compared with traditional methods of increasing water storage capacity. One of the biggest drawbacks of desalination

Mossel Bay desalination plant

technology is its energy-intensive nature. Given South Africa’s commitment to limiting temperature increase to 2°C, in line with the Paris Agreement, the large carbon footprints of desalinations plants is a concern. It seems eThekwini Municipality may have found a solution. The municipality recently signed an agreement with Japanese company NEDO to pilot an energy-saving and environmentally friendly desalination plant worth R600 million. The technology for the plant, which is expected to use 30% less energy than conventional desalination methods, is reported to be a first in Africa. Processing 6.52 Mℓ/day, the plant will be built in the central water treatment works on the Bluff.

Reduce the carbon footprint A sustainable design was also used to reduce the carbon footprint of the new Richards Bay Desalination Plant, which began operations in

February 2017. According to the Department of Water and Sanitation (DWS), this is the largest and most modern desalination plant in the country. The plant has one of the smallest carbon footprints, using energy from renewable sources and harvesting rainwater on-site for use within the plant. Situated in Alkantstrand, the plant supplies water to areas including Meerensee, Mzingazi and Mbonambi and will soon stabilise water supply for businesses and residents of the area. In Richards Bay, the option of desalination is a short-term intervention plan that the DWS is using while the upgrading of the Thukela-Goedetrouw transfer scheme is in progress, which will enhance water supply in Richards Bay once completed. The plant will produce 10 Mℓ/day of clean water, with a potential of being upgraded to any size. With seawater covering 70% of the planet and representing 97% of the world’s water, it stands to reason that desalination will continue to become an increasingly key solution in combating water scarcity. IMIESA March 2017

Sustainable & innovative infrastructure solutions for the public sector iX engineers (Pty) Ltd provides professional services for the design, development and throughlife support of infrastructure and building projects, including roads, rail, airports, dams, water supply, water treatment, wastewater, power transmission and distribution infrastructure.

www.ixengineers.co.za info@ixengineers.co.za +27 12 745 2000

- Majority equity held by black employees (Level 2 BEE status) - In excess of 30% black women equity - Offices in Cape Town, Port Elizabeth, Durban, Pretoria, Bloemfontein, Kimberley and Upington

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Water & Wastewater

Harnessing technology Technology is changing the way we work, making us more productive and responsive. Webmail, cloud services and smartphone apps allow us to do a lot of our work outside the office. The internet of things will soon unlock new levels in productivity and operational efficiency for public infrastructure management. By Dr George Gerber & Ashley Perils*

n example of these developments is a GIS/SCADA web app, developed by Uhambiso Consult (UC), which embraces these disruptive technological trends and applies them to the water and sanitation fields. The app allows for the remote monitoring and control of water infrastructure facilities using a desktop, tablet or mobile phone from the office, construction site or home, and was utilised to assist Kouga Local Municipality in remotely logging its sewer networks. UC was appointed by the municipality to compile a sewer master plan (SMP) for the Eastern Cape town of

Humansdorp, located 80 km west of Port Elizabeth. The town has a strong administrative, commercial, agricultural and industrial function, and an estimated population of 29 000, with household incomes that fall either within the low-income class (<R50 000/ annum) or the low emerging middle class (R50 000 to R100 000). The master plan had to assess the existing sewerage infrastructure and provide recommendations for meeting the anticipated future growth, using the latest Spatial Development Framework (SDF) as a basis.

wastewater treatment works (WWTW), and an eastern system, which drains to the old Kwanozamo WWTW. The older Kwanozamo WWTW has a capacity of 2.5 Mℓ/day, while the new Kruisfontein WWTW will have a capacity of 4 Mℓ/day. There are five pump stations located on the low-lying southern border, which transfer sewerage out of their respective sub-catchments to the nearest WWTW. The total length of pipe is 70 km, of which 60 km is DN160.

Present and future demands

Existing sewerage infrastructure

The estimated present total average dry weather flow (ADWF) for Humansdorp is 53 ℓ/s. The SDF provided the framework for estimating

Humansdorp is divided into two separate sewerage networks – a western system, which drains to the new Kruisfontein

Construction of the Kruisfontein WWTW in Humansdorp

IMIESA March 2017

Water & Wastewater Figure 1 Map of Humansdorp town centre, showing the terrain, manholes and sewerage pipes Figure 2 (below left) Time chart of sewerage flow measurements

problem: there are no available treatment works downstream of these areas. To service these areas, the sewerage will either have to be pumped to the existing works or a new treatment works will need to be constructed.

Approach

that the new developments will add an additional 25 ℓ/s of sewerage to the system by 2026. The new northern high-lying areas will place a significant sewerage load on the

existing pipe infrastructure. In some areas, the network does not have the capacity to meet even the present demand. The new southern low-lying areas will pose a different

The following approach was utilised for the study: per forming a desk study, collecting field data, per forming a hydraulic assessment and finally providing cost estimates and timeframes for construction upgrades. Existing engineering drawings, the 2011 census data, as well as the SDF for Humansdorp were used for the desk study. This provided information on the existing infrastructure, as well as existing and future demands, which assisted in identifying critical measuring locations (manhole junctions, pump stations and treatment works) for the field study. The field study

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bar consisted of an engineering manhole sur vey, CCTV pipe inspection and a remote flow-monitoring campaign. The engineering sur vey collected each manhole’s position, invert level, depth and connecting pipe details. Problematic (blocked/over flowing) manholes were identified. The CCTV inspection identified sections where root intrusions occurred or where fat build-up was reducing the flow capacity of the pipes. The GIS/SCADA web app was used for the flow-logging campaign. Measurements were recorded with batter y-powered loggers at 15-minute inter vals using ultrasonic and pressure sensors. These loggers then sent the measurements to the cloud ser ver via a mobile phone network. The measurements could be viewed in real time as charts or summar y tables. The app also showed the measurements on the map view. This provided valuable insight in terms of how the demand varied over time throughout Humansdorp. Measured flows were compared to engineering estimates as well as billed monthly water consumption values and good agreement was found between these figures. The measurements provided valuable information on the ADWF, peak factors, minimum night flows and stormwater infiltration. Figure 2 shows an example of the flow measurements at three of the stations. These measurements clearly show the daily minimum and maximum peaks. The collected field data was used to build a hydraulic model of the system, which was verified using the measured flows and the obser ved problematic (over flowing) manholes in the field. Various short-, medium- and long-term scenarios were investigated. These scenarios allowed for various solutions to be investigated and the best were recommended in the SMP to the municipality.

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Conclusions Major technological advances have been made in recent years, which can lead to large productivity gains and cost savings for municipalities with regard to infrastructure management. Facilities such as pump stations and treatment works can now be monitored, simulated and controlled remotely. This streamlines management resources and applies these resources where and when they are needed. *Dr George Gerber is the managing director of Uhambiso Consult and Ashley Perils is the manager: PMU at Kouga Municipality.

IMIESA March 2017

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Water & Wastewater

Mapping water reuse strategies The demand for water and the need to assess and manage this precious resource carefully are now absolute priorities. By Alastair Currie

ater engineering has been a key focus for Knight Piésold Consulting since its inception in 1921 – an area of expertise which runs in parallel with many other multidisciplinary fields that have evolved within the group over the past 96 years. These often complement or interconnect at some point and include dams, hydroelectric schemes, mining, roads and transportation, environmental services, geotechnical engineering, pipelines and pump stations. Knight Piésold is one of the few wholly owned South African consulting engineering firms operating worldwide.

Water resources One of Knight Piésold’s water specialisations is catchment management and hydrological modelling, which provide excellent tools for determining the health of ecosystems plus resource management planning. Population growth projections also have a major influence on catchment analysis and future water infrastructure scenarios. The Department of Water and Sanitation quantifies the assured yield and availability for each catchment region in South Africa (including rainfall and return flows). “If a town, an industry or a mine needs to plan for expansion and future water requirements, we can take a set section out of the catchment data and do the calculation.”

Return flows In addition to Knight Piésold’s expertise in hydrology, it is a leader in the design and construction monitoring of wastewater treatment plants either for new works or additions to current facilities. Current examples

include capacity extensions and technological upgrades to various large-scale treatment works operated by Johannesburg Water. “Since the theme for this year’s United Nations World Water Day in March is wastewater, we’d like to comment on our extensive experience in this area, as well as the topic of reuse, which has both direct and indirect environmental impacts,” says Sakkie van der Westhuizen, section manager: Power & Water. Return flow studies are a good starting point. In the Johannesburg area, for example, an estimated 20% to 30% of potable water is indirectly recycled from treated sources that were released back into river systems. Examples here include mines (underground dewatering), general industry and sewage treatment works. The primary concern is to ensure that returned water is effectively treated to acceptable standards so that potentially harmful nutrients, like phosphates and nitrates, are removed beforehand. Some treatment processes remove a very high percentage of these nutrients but others are less effective. Therefore, these return flows have to be closely monitored to assess potential downstream impacts.

Reuse trends There are various examples where municipalities have begun using treated wastewater for reuse applications such as the watering of golf courses. In fact, back in the 1970s, Welkom was one of the pioneers in this field with the establishment of separate distribution systems for potable and treated water. The City of Windhoek in Namibia remains the prime example where a municipality has taken treated wastewater to the other extreme, converting it back into potable water.

“The use of treated wastewater at Kelvin Power Station in Johannesburg is a good example of a municipality successfully adopting the reuse model.”

Sakkie van der Westhuizen, section manager: Power & Water at Knight Piésold

“Of course, the direct reuse process requires expert control and I believe it should be considered as a last resort. Desalination could be one approach, whether for inland or coastal areas,” says Van der Westhuizen. “The recommendation would rather be to target direct reuse for industrial and mining applications, which will take the pressure off available potable supply. The use of treated wastewater at Kelvin Power Station in Johannesburg is a good example of a municipality successfully adopting the reuse model.” The emphasis across the board is on water conservation, and this is not a new phenomenon. Cities like Durban that are presently faced with severe water restrictions have been through this before. For example, in 1982 Durban experienced a particularly severe drought and the decision was made by the municipality to limit monthly household consumption to 8 Kℓ. “This immediately instilled a culture of reuse using grey water, a culture that needs to become part of South Africa’s daily life.” IMIESA March 2017

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Countering fast-flow erosion

he Hartbeesspruit Water way runs through the Hillcrest Campus of the University of Pretoria, which is home to the LC de Villiers Sport Grounds and High Performance Centre (HPC). Established in 2002, the HPC has become the preferred location for the pre-departure camps of South African national sporting teams and has been selected by several international federations as their preferred specialisation centre. “Therefore, it is imperative that the waterways in the vicinity of the training facilities are managed such that flood events do not damage them or affect their use,” points out Shaun Chamberlain, function manager: Dams & Hydro, SMEC South Africa. Design work undertaken by SMEC involved hydraulic modelling of the waterway, while the

actual restoration phase included construction of a new 13 m wide spillway at the original farm dam. The dam’s previous spillway had been outflanked. Other works included the reshaping of the dam basin to encourage a diverse ecology. Two scour holes, each about 1.5 m deep, were repaired and filled with rip-rap to prevent further erosion and to slow the flow downstream. SMEC South Africa also designed and implemented repairs to the Loffelstein retaining walls alongside the river, and installed a debris grate at the outlet of the river to collect litter. “The new debris grate has already withstood a major flood event, during which debris was diverted up the grate away from the culvert, allowing water to flow freely and protecting the nearby boundary wall from the floodwaters,” Chamberlain adds.

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Water & Wastewater

Pipe infrastructure trends for 2017

ccording to a recent report published by Global Industr y Analysts Incorporated, the international market for plastic pipes is expected to reach 19.5 billion metres by 2022. Experts agree that this growth is driven primarily by replacement demand for piping materials in sewer and utility pipe networks, the launching of new material compositions, and growth in public infrastructure spending in developing markets. Worldwide, the plastic pipe market is also benefiting from: the growing acceptance of large-diameter plastic pipes in infrastructure applications such as drainage, and sewage and water transmission; new plastic grades that are continuously being developed; a growing focus on new applications such as rain harvesting; the planned deployment of natural gas distribution pipelines and recovering construction activity. Despite the difficult economic and market conditions facing South Africans, Venter says that the future looks optimistic for local manufacturers thanks to exciting areas of growth in the plastic pipe industry. “Water distribution and sewage disposal, in par ticular, are two areas where we are seeing a growing demand for HDPE and PVC pipes,” Venter says, adding that expanding telecommunication networks, as well as the possibility of natural gas distribution, are also expected to contribute to future demand. “There is still good potential to grow market share at the cost of other materials owing to the inherent benefits of PVC and HDPE piping systems,” he adds.

could have a negative impact on the entire industr y and prevent us from being competitive and in-step with international developments.” While there are new markets and opportuJan Venter, CEO, SAPPMA nities emerging for the plastic pipe industr y, SAPPMA is urging government and decision-makers to stop making empty promises when it comes to improving the countr y’s water infrastructure. “As an industr y, we are committed to doing ever ything in our power to ensure the future of the industr y through maintaining excellent quality and adhering to industr y standards. We want to make sure that we are part of the solution – not part of the problem,” Venter concludes.

Pressing issues Looking at some of the most pressing issues facing the local plastic pipe industr y, Venter highlights labour issues, skills shortages and work ethic as the three biggest challenges. “Fortunately, the electricity supply problems we experienced a year or two ago now seem to be a thing of the past. However, the high cost of electricity still has a crippling effect on industr y role players, and there’s a growing concern that “We have an everelectricity supply could increasing role to again become an issue play, and are making if the industrial and mining demand in the a difference where countr y increases,” it matters.” Venter warns. Another challenge facing plastic pipe producers is the need to modernise their production equipment. Venter explains. “Local pipe manufacturers need to invest in new machiner y in order for them to become more efficient. However, it is hard to motivate such a muchneeded investment if the demand for the product is low. This

IMIESA March 2017

SAVE THE DATE 25th-27th OCTOBER 2017

CO N F E R E N C E VENUE

SUSTAINABLE ENGINEERING: BACK TO BASICS FOR THE FUTURE Has technology in design made us forget the basic principals of engineering design?

EMPERORS PALACE GAUTENG

IMESA ORGANISER

THE INSTITUTE OF MUNICIPAL ENGINEERING OF SOUTHERNÂ AFRICA (IMESA) TEL: 031 266 3263 DEBBIE OR MELANIE

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Revitalising an ageing reservoir

onstructed in 1985, TOP A total of 350 m the 40 Mℓ Ekurhuleni of Sikadur-Combiflex tape, measuring Reservoir in Primrose 450 mm x 2 mm, is one of dozens that was used to seal play a critical role in supplying the gaping joint potable water to residents and ABOVE An internal view of the Ekurhuleni Resindustry on Gauteng’s East Rand. ervoir during the recent Now more than 30 years old, refurbishment project the Ekurhuleni Reser voir was recently refurbished to extend its service life and is the first in a series of overhaul projects currently being implemented by Ekurhuleni Metropolitan Municipality in accordance with its water infrastructure upgrade plan. This plan also includes the construction of 20 new reservoirs. During the Ekurhuleni Reservoir upgrade, one of the key challenges was the need to find a creative sealing solution to cope with an excessively wide wall-to-floor joint measuring over 75 mm in width. Sika’s Sikadur-Combiflex SG system was specified as the optimum repair intervention since it is purposedesigned for use in expansion and connection joints. Aquatan Lining Systems was awarded the contract and used a total of 350 m of Sikadur-Combiflex tape (450 mm x 2 mm) to seal the gaping joint. “When fixed to a joint, the system allows for irregular and excessive movement in more than one direction, while still maintaining a high-quality seal,” explains Sika’s Jacobus Pretorius. “This makes it ideal for use in all water retaining structures, including seawater and even sewage treatment plants.” The Sikadur-Combiflex SG system consists of a modified, flexible polyolefin (FPO) waterproofing tape bonded to Sikadur-31 DW. The latter is a moisture-tolerant, structural two-part adhesive and repair mortar based on a combination of epoxy resins and special fillers. Both products have international approval for contact with drinking water and can be applied to both dry and damp concrete surfaces.

IMIESA March 2017

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Water & Wastewater | Panel Discussion

Mather+Platt Dave Johnson | Marketing & Business Development Manager

Why is it important for service providers to refurbish their pumps? DJ When pumps are serviced regularly, they last longer. However, there comes a point when servicing is no longer economical and the pumps need to be refurbished. The cost of refurbishment is generally 70% or less than the cost of a new pump. With the new technologies at hand, we can bring the pumps back to the OEM original standard thereby extending their life by several years. With over 100 years worth of experience in pump manufacture and refurbishment, Mather+Platt is a world leader in pump refurbishment.

What refurbishment solutions does Mather+Platt provide? We at Mather+Platt have several solutions, from rebuilding casings to a new coating, which increase efficiencies and reduces erosion and corrosion. Mather+Platt has a new revolutionary polymer superskin, which increases efficiency and, therefore, reduces running costs. With this, we can coat the internals and externals of the pump to prevent erosion and corrosion. We have our own onsite pattern shop where we are

able to manufacture patterns for castings such as impellers. This enables us to manufacture parts for pumps where original parts can no longer be obtained.

You recently conducted a pump refurbishment project for Rand Water. Tell us about this project. We recently obtained an order to refurbish two large 20/20 Allis Chalmers split-case pumps. As parts can only be obtained from Scotland at a high cost, it was more economical to manufacture the parts in our factory. With our Engineering Department and pattern makers, we were able to take accurate measurements and produce the patterns for the castings. We coated the internals of the casing to prevent erosion and corrosion as well as increase efficiency before inserting the new rotating assembly. We installed the pumps and laser-aligned them before testing. Once tested, we found the pumps were running smoothly and more efficiently than on the original test when the pumps were first installed. This resulted in reduced electricity usage and subsequently cost-savings. These pumps will now run for many more years at a fraction of the cost of new pumps.

What benefits does refurbishment bring to clients? There are several benefits. The first benefit is that refurbishment will cost less than 70% of the cost of a new pump. The second benefit is that, with new technologies such as coating, a better efficiency is obtained, thereby saving on electricity.

TOP One of the 20/20 Allis Chalmers split-case pumps before refurbishment ABOVE LEFT AND RIGHT A 20/20 Allis Chalmers split-case pump after refurbishment

Quite often, a pump needing to be refurbished is obsolete and a new pump with different dimensions would have to be installed. This would require pipe changes, which are costly and time consuming. Refurbishment would save the cost of pipe changes.

Mather+Platt recently entered the fire pumps market. Tell us about this exciting new development.

Mather+Platt has been approved by ASIB (Automatic Sprinkler Inspection Bureau) for the service and refurbishment of fire pumps. There are many complete Mather+Platt sprinkler installations in South Africa in places like shopping centres, power stations and industrial buildings. It is important to keep these pumps serviced and refurbished when necessary as they need to work efficiently should a fire break out.

IMIESA March 2017

SUPERIOR TECHNOLOGY. INNOVATIVE COMMERCIAL SOLUTIONS.

The majority of local governments in Africa are under severe strain to deliver basic services to their communities. This is as a result of many factors such as population growth, insufficient capacity, limited budgets, lack of maintenance and, in the case of water and sanitation, severe water scarcity due to drought.

The advantages of the NuWater solution: • NuWater partners with municipalities by providing affordable, easily financed, rapidly implementable solutions to assist the municipalities in their endeavours to provide quality basic water and sanitation services to it’s communities. • NuWater can tailor the commercial offer to suit the cashflow restrictions experienced by the municipalities and operate on the Build-Own-Operate (BOO), Build-Own-Operate-Transfer (BOOT), or Rental business model. • The existing water treatment works can be run at design capacity while the NuWater plant delivers the balance of the total volumes required by the municipality, thereby ensuring volumes and quality standards are met.

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• The “Modular & Mobile” nature of our technology allows for the flexibility and easy deployment / redeployment as and when required.

Water & Wastewater | Panel Discussion NuWater Martin Lyons | Manager: Business Development What are the main challenges surrounding funding of water projects in South Africa? ML While it is an unfortunate fact that most municipalities are in dire need of various water and sanitation infrastructure facilities in order to meet their mandates of basic service provision, there is not always sufficient budget available to realise even a small fraction of the enormous backlog. The most deprived areas with the least infrastructure and the greatest needs tend to be in the areas where the least affluent communities reside. Municipalities in these areas are highly dependent on finance from central coffers, which are already stretched to their limits. There is a huge opportunity for private enterprise to work with local authorities in order to pursue a workable model where both parties win. However, funding of water and sanitation projects in the public sector by private enterprise comes with a very clear set of perceived risks and challenges that scare off potential funders or money-lending institutions. A viable, win-win solution had to be found. And that’s what we have done.

How does NuWater implement innovative commercial models to assist the public sector in financing projects and affecting change?

NuWater has spent quite some time and resources in developing what has turned out to be a viable solution that also permits reasonable management of risk. The foresight, courage and the sheer determination to make a difference of the NuWater management team has resulted in the development of a win-win commercial model. This model enables the public sector and private enterprise to work together and successfully deliver water and sanitation services to communities whilst managing the risk profile of the funding entity.

We are presently providing 6 Mℓ/day of potable water to the municipality with expansion to the final 20 Mℓ/day capacity being implemented in stages. Besides the courage and determination of the NuWater management team, it must be noted that this resounding success would not have been possible without the foresight and courage of the entire Emalahleni Municipality, which put its communities’ needs ahead of its fears of potential failure and the associated potential political fallout.

Can you provide an example of where you have implemented such a model?

Historically, due to many unsuccessful and failed attempts, PPPs have been viewed somewhat unfavourably by both the public and private sectors. The main reasons for this are that the process involved copius amounts of red tape, took long to implement and was generally fraught with loopholes and misinterpretations that resulted in unfair practices and somewhat questionable results. We are aware of moves to simplify and shorten the process with a view to enabling the formation of PPPs. It is a no-brainer that correctly structured PPPs will go a long way to providing opprtunities for the public sector to meet its legislated mandate of basic service provision. This while also stimulating the economy and creating employ-

Without a doubt, the project NuWater initiated with the Emalahleni Municipality is a shining example of how the public and private sectors can work together and achieve great success. NuWater designed, built and currently operates a potable water treatment facility that supplements the municipal supply. This was undertaken by NuWater at risk, with a view to proving to the municipality, funding entities and the public sector at large that the model we have developed is not only doable, but is probably the most sensible way to ensure quick implementation while managing risk.

What role do public-private partnerships (PPPs) play?

ment and growth opportunities within the private sector. One must also consider that the funding of the larger, somewhat more expensive projects is made more palatable if the capital expenditure can be amortised over a longer period than the currently favoured maximum 3-year period. We are looking forward to leading the way in South Africa when it comes to implementing longerterm contract periods that make the end result more affordable for the consumer. We would be quite happy to engage in multi-term concessions in the water and sanitation fields.

What other innovative solutions does NuWater offer to South Africa’s many water challenges? At NuWater, we pride ourselves on being creative, innovative, courageous and flexible. What this allows us to do is to devise and tailor solutions that will satisfy any need that a client may have. We like to engage with clients, be they public or private sector, to develop a solution that is cost-effective and that meets the exact specification required as opposed to trying to sell a ‘one size fits all’ solution. We specialise in modular and mobile, rapidly deployable and scalable solutions in the water and wastewater treatment industry. Our experience over the years has honed our ability to package any type and size of plant into this format and, without wanting to sound immodest, we believe we are currently on the cutting edge of the development of these types of plants and are considered world leaders in the industry. We do, after all, have the largest mobile and modular mine water treatment UF/RO plant in the world, currently deployed at the Anglo New Vaal Colliery treating up to 20 Mℓ/day of mine water.

IMIESA March 2017

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Consulting Engineering

Let’s talk transformation Despite having taken significant strides, South Africa is still facing challenges around transformation more than 20 years into its democracy. This is also true for the built environment profession, notwithstanding the effor ts of many organisations to respond to these challenges. By Danielle Petterson

Lynne Pretorius, president, CESA

ince 1994, more bursaries have been made available to women and black students to study engineering, new woman- and black-owned consulting firms have been established, and more black and woman engineers have been appointed to management levels. However, according to Consulting Engineers South Africa’s (CESA) latest Bi-annual Economic and Capacity Survey from June 2016, CESA membership currently comprises 53% white staff, and when looking at professionally registered engineers, 84% are white. The overall breakdown by race since 2007 shows that black employment has varied between 40% and 50%, and there has been no obvious increasing trend for black staff. Encouragingly, the percentage of black professionals as part of the executive staff has generally increased for companies, while the participation of non-black staff has decreased. However, employment breakdown indicates that black staff are typically employed at the lower levels as technicians, technical assistants, and laboratory or survey assistants. A review of CESA’s database in January 2017 shows that, of CESA’s 533 member

IMIESA March 2017

firms, only 122 firms (33%) are black owned with black ownership greater than 51%. Even more shocking, the percentage of woman engineering staff amounts to only 4% to 6% of the total consulting engineering professionals, with black women making up only 12% of this group.

Transforming the industry According to Lynne Pretorius, president, CESA, the organisation is at a point where it needs to determine its response to this transformation challenge in South Africa. For this reason, CESA has resolved to put transformation under the spotlight, making “Let’s talk transformation” its theme for 2017. This task will fall to CESA’s Transformation Committee, set up in 2015 after transformation was highlighted as a major issue within the CESA membership. Until now, the committee’s focus has largely been on the negotiations of the construction sector scorecard (CSS), led by the Construction Sector Charter Council. Going forward, the committee will lead the way in establishing a transformation action plan. This, says Pretorius, needs to go all the way down to

school level to promote the sustainable growth of the engineering profession.

Education and mentorship South Africa’s alarming mathematics and science results have come under the spotlight in recent years, with the quality of education also coming into question. An assessment of the National Senior Certificate Results from 2011 to 2015 indicates that only about one fifth of matric candidates who wrote mathematics and physical science passed with more than 50%, and only 10% of this group achieved a mark higher than 60%. This poses a serious concern for the future of the industry because multiple sectors are competing for a very small pool of candidates, says Pretorius. These poor results mean that the output of engineers from universities across various sectors could be severely limited. Moreover, some universities report that only 10% of the first-year engineering class graduate and once they do graduate, candidates face the challenge of limited mentorship being available to them. In 2013, the Engineering Council of South Africa (ECSA) reported that the

Consulting Engineering

average age of engineering professionals is 38.3 years, with 27% of all engineering staff being younger than 30. While this is a heartening indicator of a growing number of young engineers who can sustain the industry, it could also be an indicator of limited experience. As pointed out by Dr Allyson Lawless, author of Numbers and Needs, young engineers do not develop by chance. They develop by encountering, investigating and solving problems, which requires a team effort of coaching and working on meaningful projects. In almost 50% of municipalities, the most senior civil staff member is 41 years old or younger, and in 17%, 34 years old or younger. According to ECSA, 29% of engineers are 50 or older and 91% of those older than 55 indicated that they will retire within five years. “In view of the need for mentorship, it is quite alarming that the number of senior engineers is dwindling,” said Pretorius. “This further emphasises the need for mentoring to ensure that competent engineering professionals are being developed in the public sector. The concern is not so much about the achievement of transformation goals but rather the overall sustainable development of all young engineering staff towards professional registration.”

Why transformation? According to Pretorius, it currently appears as if the CSS is driving transformation targets set for the construction sector. “As necessary as transformation is for member firms to be competitive in the current procurement environment, and to put themselves in a favourable position when bidding for public sector projects, it is CESA’s view that this should be a secondary consideration,” said Pretorius. Member firms should pursue transformation because it makes good business sense. Not only is it the right thing to do, given the imbalances of the past, but it is also a sustainable approach to ensure the development of the next generation of professional engineering staff.

Future plans The first step to making a difference is to accept the facts and to acknowledge and address barriers, Pretorius indicated. “When we start talking about transformation within the consulting engineering business environment, we cannot just focus on the compliance to BBBEE goals. Ultimately, to achieve transformation successfully, we have to deal with people’s issues as well,” said Pretorius.

CESA’s view is to develop a pipeline to deliver professionally registered engineers. This requires various role-players to undertake and participate in the following: • Identify and support learners with the aptitude for mathematics and science at secondary school level • Support, guide and mentor learners towards choosing to study further in the field of engineering • Provide financial assistance towards tertiary engineering studies • Provide the necessar y social support to students from disadvantaged schools and backgrounds • Assist with work placement after graduation • Mentor graduate engineering staff in the workplace to ensure that the necessary skills and competencies are developed towards professional registration • Encourage, support and mentor candidate engineering professionals Pretorius emphasised that this is a long-term approach that could take 12 to 20 years. In addition to this, CESA will also make more efforts to support small to mediumsize businesses, develop programmes that acknowledge the barriers faced by women and marginalised groups, and ensure that transformation, gender concerns and challenges become part of mainstream industr y discussions. CESA will embark on various programmes over the next few years to address challenging matters with respect to transformation. This will entail clearly defined transformation goals, projects and programmes to enable successful implementation. CESA will, in the next few months, develop a transformation action plan to actively pursue and participate in transformation. “We do not profess to have all the answers to the vexing problems impacting transformation in the consulting engineering sector, the ‘silver bullet’ that will solve all problems, but we must start. However, it is our mission to set the building blocks in place today that will enable the sound sustainable growth and transformation of our profession and the consulting engineering sector,” concluded Pretorius.

“To achieve transformation successfully, we have to deal with people’s issues.”

IMIESA March 2017

IMESA

BURSARY SCHEME Institute of municipal engineering of Southern Africa (IMESA) (IMESA) offers a bursary scheme for full-time studies in the field of Civil Engineering. Other engineering disciplines may be considered only at the discretion of the Executive Council of IMESA.

The aims of the scheme are:

IMESA For more information contact us on:

031 266 3263 031 266 5094 E: bursaries@imesa.org.za W: www.imesa.org.za

To provide financial assistance to students who would otherwise not have been able to afford to study To recognise the achievements of students and prospective students who are dependants of IMESA members

Applications for 2018 will open in June 2017. Closing date for applications is 15 September 2017.

Housing

Selecting energy-efficient walling

High-density walling systems should be the material of choice for building energy-efficient structures.

hen selecting building materials, developers of green buildings take into account the embodied energy of various raw materials. In reality, the energy use over the lifespan of the building dwar fs the energy used during production, and is a substantial long-term cost for the property owner. New research conducted by the University of Pretoria assessed the operational energy usage of structures built with six different walling materials. This research is of particular relevance for affordable housing, where developers need to look beyond cost-cutting during construction and take into account the long-term expense of operation and maintenance.

The study Researchers analysed six wall types, namely: 1 Double (internal and external) clay brick solid wall (nominally 220 mm thick, plastered) 2 Un-insulated double clay brick cavity wall

(nominally 270 mm thick with a 50 mm air cavity) 3 Insulated double clay brick cavity wall (nominally 280 mm thick, with 30 mm extruded polystyrene insulation in the cavity) 4 140 mm hollow-core concrete block (150 mm thick with a single external layer of plaster, and bagged internally) 5 Light steel frame, externally clad with 9 mm fibre cement board to SANS 517 (nominally 145 mm thick with 0.2 mm polymer vapour membrane, 20 mm

oriented strand board and 0.8 mm steel studs. Internal wall of 15 mm gypsum board with 75/100 mm fibre sound insulation) 6 Timber frame to SANS 10 082 clad with external ship-lapped tiles or weatherboard (nominally 145 mm thick with 20 mm oriented strand board and internal cladding of 15 mm gypsum plasterboard). A wall lifespan of 40 years was estimated, although not all the walling types have been shown to have this lifespan. The size and use of a building influences its

Table 1 Annual energy usage â€“ 40 m2 affordable house

280 mm insulated cavity clay brick 270 mm cavity clay brick 220 mm clay brick 140 mm hollow concrete block Light steel frame (SABS 517) Timber frame (SABS 10 082)

KZN 296 454 590 749 827 786

GT 379 725 1 055 1 505 1 082 1 066

WC 218 479 734 1 079 868 862

FS 496 1 009 1 464 2 164 945 1 012

LM 2 887 1 282 1 623 1 135 853

NC 1 244 1 904 2 428 3 087 2 054 1 953

IMIESA March 2017

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Housing

Table 2 Thermal transmittance (U-values) of walling systems

Walling system thermal transmittance (W/m2K)

Climate zones 1&6

GT 2, 3, 4 & 5

220 mm solid clay brick masonry

2.22

270 mm cavity clay brick masonry

1.66

280 mm cavity clay brick masonry insulated

0.80

140 mm hollow concrete block

3.17

Light steel frame to SANS 204

0.67

0.77

Timber frame to SANS 204

0.75

0.80

thermal per formance. The design models for the Thermal Per formance Study were used in prior research by the CSIR and the then Department of Mineral and Energy. Best-practice construction methods were assumed, as required by SANS 10400 Part XA: energy usage in building and SANS204: energy efficiency in building. The three building types analysed were: • a large 2 000 m2 commercial building that is unoccupied at night and on weekends • a middle-income residential home of 130 m2 • a low-income home of 40 m2 (with a heating source fuelled by coal or paraffin). Variables such as floor, roof, windows, doors and occupancy patterns were kept constant. South Africa has six major climate zones, all of which have an impact on energy use and efficiency. The measurements were based on the residents living in reasonable “thermal comfort”, which is between 19˚C and 25˚C.

The results

Saving with clay

The low-density walling systems (timber and steel frame) show a trend towards higher annual energy use, while high-density walling systems (clay brick) show consistent results in lower annual energy use. The results show the variation of heating and cooling energy modelled for the three building typologies. Lowest energy use: • residential buildings (all climate zones): thermally insulated 280 mm clay brick cavity walling • non-residential building (climate zone 1): 140 mm hollow concrete block walling • non-residential building (climate zones 2 to 6): 220 mm solid clay brick walling. Highest energy use: • Residential buildings (all climate zones): 140 mm hollow concrete block walling • non-residential building (climate zone 1): timber frame walling • Non-residential building (climate zones 2 to 6): light steel frame walling.

According to Jonathan Prior, executive director, Clay Brick Association, the results of the study corroborate existing national and international research for clay brick products. “This research verified that all three clay brick walling formats will provide property owners and residents with the lowest energy usage and, hence, the greatest thermal comfort. This also shows the value of thermal insulation for residential buildings, and points to necessary changes in the South African building regulations to relook at the thermal resistance and heat-bridging requirements of SANS 517 and SANS 10082,” says Prior. “Thanks to this study, architects, and public and private section developers are able to make more informed decisions about future walling specifications to protect South Africa’s environment and build high-performance structures that reduce our reliance on electricity.”

IMIESA March 2017

Connecting Global Competence

LOGISTICS #MakesItHappen

At the world’s leading trade fair for logistics, mobility, IT and supply chain management, you can expect: • More than 2,000 exhibitors from more than 60 countries • An extensive, first-rate conference program with more than 200 experts

Be a part of this strong community. Purchase your ticket now: www.transportlogistic.de/visitor

May 9 –12, 2017 Messe München Messe München South Africa (Pty) Ltd. elaine.crewe@mmi-southafrica.co.za . Tel. +27 11 476-8093 . Fax +27 11 478-4323

ENERGY

How green is your footprint?

he world’s major economies are decarbonising at 2.8% – the highest rate since 2000 and more than double the business-as-usual average – based on the findings of PwC's eighth Low Carbon Economy Index. PwC’s index tracks the progress of G20 countries committed to the process, which includes South Africa. The findings illustrate how recent progress to decarbonise is in line with national targets set by governments. China consumes half the global coal output, so changes that affect consumption in that country have global significance for the coal market and emissions. It means that in 2015, the rate of decarbonisation more than doubled globally. Key findings include: • China, the UK and the US top the league table this year, with China's performance reflecting its falling coal use and a shifting

Gas-to-power will play a growing role in South Africa’s energy mix until 2050, according to the Department of Energy’s (DoE) latest draft Integrated Energy and Integrated Resource plans. Within this context, gas share by installed capacity in South Africa is expected to rise from around 6% in 2016, to over 26% (35 GW) by 2050. The gas share of the energy mix is also expected to rise from 1.4% in 2016 to 7% by 2050.

economic base with rapid growth in less carbon-intensive services. • South Africa’s national change in carbon intensity for 2014/15 was -4.5%. This met the recent Paris Summit target for annual change in carbon intensity for 2015 to 2030. However, our carbon intensity per GDP (tCO2/$ million) in 2015 was the worst of those countries reviewed (at 583). While 2016 marks a step change in the decarbonisation of the global economy, the report warns that 2015’s high point is less than half of what is actually required to limit global warming to the levels committed to in the Paris Agreement – this clearly impacts on the 2017 and forward-view outlook. For the last 15 years, the average decarbonisation rate globally has been only 1.3% a year, leading to predictions of the global carbon budget running out as early as 2036. However, in the lead up to the Paris

The DoE has admitted that planning gas and liquid fuels in separate silos from conventional electricity is not feasible, as both are recognised as critical means of power generation that work in synergy with other sources. IEP objectives There are eight Integrated Energy Plan objectives: 1 Ensure security of supply 2 Minimise the cost of energy

Agreement in 2015, carbon intensity fell by a record-breaking 2.8% (up from 2.7% in 2014). This is in line with the national targets set in the Paris Agreement. Even at this faster decarbonisation rate, the global carbon budget will only last four years more, to 2040. Comments Jayne Mammatt, director: Sustainability and Climate Change, PwC: “In 2015, the world economy decarbonised at record levels, but it still falls far short of the rapid reductions needed to achieve the 2°C goal. With each passing year, the global challenge gets tougher. To stay within the 2°C carbon budget, the annual reduction in carbon intensity now needs to reach 6.5%, up from 5.1% four years ago. If governments want to hit the global goal of ‘well below 2°C’, they will need to raise the ambition of their targets immediately and do much more to accelerate low-carbon investment.”

3P romote the creation of jobs and localisation 4M inimise negative environmental impacts from the energy sector 5P romote the conservation of water 6D iversify supply sources and primary sources of energy 7P romote energy efficiency in the economy 8 Increase access to modern energy

IMIESA March 2017

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ENERGY

Meeting Africa’s energy needs The World Economic Forum describes Africa as being hungry for energy. And the demand is set to rise with increasing populations, urbanisation and economic productivity.

nly 24% of sub-Saharan Africans have access to electricity, and the energy generation capacity of Africa, excluding South Africa, is only 28 gigawatts – equal to that of Argentina alone. Tamanini Hydro South Africa has a goal: to meet the growing energy need in Africa. Africa finds itself in a peculiar situation, seeing a high need for energy production as well as the necessity to drastically reduce greenhouse gas emissions. Tamanini Hydro’s commitment is to supply sustainable and clean energy while contributing to the reduction of pollution. In line with this, it supplies systems for energy production from solar sources and small hydropower plants. And all of the company’s activities, from its manufacturing processes to its final products, focus on the reduction of environmental impacts.

Tamanini Hydro ser vices the public and private sectors, from municipalities to home installations, offering turnkey solutions from design to installation and commissioning of small hydropower solutions, energy systems from solar sources, as well as after-sales and maintenance ser vices on all installations. And renewable energy is fast. Once the concession has been granted, the plant or the installation can be designed, constructed and installed in a few months. In terms of investment, economic return is quick and, more importantly, so is the actual energy production. The company’s main suppliers are based in Europe, and reliable local par tners allow Tamanini Hydro to reach not only the whole of South Africa but other African regions as well.

Tamanini Hydro South Africa’s capabilities Hydropower

• Hydraulic turbines and hydropower plants designed and constructed in Europe and installed on-site • Pelton, Francis, Kaplan, Archimedean screws • Output range: 20 kW to 5 MW • Run-of-river configuration • Hydropower plants on drinking water supply systems • Turnkey projects • Water-to-wire projects • Project engineering • Standard installations for small hydropower plants • Off-grid hydropower plants • Micro hydro • Maintenance and after-sales services

Electrics and PVS

• Design, construction and installation of electrical systems and switchboards • Automation for industrial processes • Systems for the production, conversion and distribution of electric energy • Domotics • Hardware and software for industrial control • Heating and air-conditioning systems • Air treatment systems • Installations destined to public services • Maintenance and improvement of systems and electric facilities

Management and consulting

In partnership with a well-experienced and rooted multi-utility company, Tamanini Hydro can offer management and consulting services to promote or implement small and large projects in renewable energy and green technologies.

Tamanini Hydro SA Pty Ltd Vista Place, Suite 6, 52 Vorster Avenue, Glenanda, Johannesburg, 2091, South Africa P.O. Box 1573, Mondeor 2110 DIRECTORS Directors: HJ Carbonari, S Tamanini CONTACT Tel: +27 (0)11 432 3844/49

Web: www.tamanini-sa.com Email: info@tamanini-sa.com IMIESA March 2017 51

Transport, Logistics, Vehicles & Equipment

Compact by

design

‘Go anywhere’

yundai’s H940s backhoe loader is gaining ground in the Southern African market, with local dealer HPE Africa reporting excellent feedback from machine owners. The H940s replaces the previous generation H930s and comes to market with new features that improve operator ergonomics, simplify maintenance, and enhance machine control. Machines are sold and supported with a two-year/ 3 000-hour warranty. Hyundai’s load-sensing hydraulic system distributes optimum power to hydraulic components based on the load demand required. Sufficient flow is provided, whether the machine is operating in trenching applications, during fine-control digging, or when suitable speed is needed for high-productivity applications. An adjustable flow-control system is particularly useful when travelling on roads. “The robust H940s backhoe loader is perfectly designed to meet growing demand from businesses that need compact machines for smaller projects,” explains Alex Ackron, managing director: HPE Africa, which forms part of Invicta Holdings’ Capital Equipment Group. After extensive on-site testing and analysis over 750 hours, fuel consumption was recorded at an average of 5.5 ℓ/h. Critical features for optimum performance include a rigid loader frame for greater lifting capacity and an optional returnto-dig function that reduces loading-cycle times. Front and rear axles ensure dependable operation in challenging, rough-terrain conditions and a differential lock system improves traction. A four-wheel drive system is standard, with the power-shift transmission providing fast, easy and efficient delivery. Optional features include pilot controls for improved precision when excavating and an extendable dipper. The ride control system is also optional: the key benefit here is that a shockabsorbing accumulator minimises loader arm bounce, reduces material spillage and improves travel with a full bucket.

IMIESA March 2017

drilling

he Furukawa PCR200 rock drill is compact, yet powerful enough to undertake heavy drilling jobs in terrain that would be inaccessible to larger rigs. Due to its smaller footprint, it is also able to operate in the confined spaces often encountered in geotechnical and civil applications. This is a fully pneumatic crawler drill with a top hammer operation. “Despite its size, the PCR200 is very powerful and has the ability to drill up to 102 mm diameter holes down to a depth of 20 m, which makes it ideal for smaller-scale blasting,” comments James Linton, national product manager for ELB Equipment, the sole distributors of Furukawa drills. The machine has a manual rod feed up to 20 m with the ability to swing the boom horizontally and drill holes for foundations work and for pin bolts in ground stabilisation, among other applications. Dual control systems on the platform and the mast enable the operator to control drilling without an assistant. "Furukawa filled the niche for this type of drill so well that the PCR200 has been around for 40 years. In its latest iteration, it provides the perfect mix of ruggedness with ongoing technological improvements that make it even more productive and reliable than ever before,” Linton adds.

Transport, Logistics, Vehicles & Equipment

Continuous paving on the N14

Material feeders pass on major efficiency gains, as the following case study reveals.

4 km stretch of the N14 near Johannesburg was recently rehabilitated with the help of a Vögele MT 3000-2 Offset PowerFeeder. The resurfacing work was carried out by Power Construction and supported by researchers from the University of Twente in the Netherlands. The purpose of the research: to determine whether Vögele PowerFeeders improve the quality of the binder and surface courses paved. For comparison, several shifts were completed working the conventional way – i.e. without using material feeders. Diverse and compelling reasons support the use of material feeders. While the road paver concentrates entirely on paving, the material

ABOVE The Vögele material feeder communicates with the super paver behind it, prevents collisions and even automatically maintains a constant distance in-between

feeder takes care of transferring mix from the asphalt delivery trucks. The feeding process is the key. The MT 3000-2 features an intelligent material conveyor and supply concept with a total maximum capacity of 43 t. During operation, the material is intelligently distributed to the receiving hopper (14 t), the conveyor (3 t), the extra material hopper (20 t), and the paver’s conveyor tunnel (6 t). Continuous

Vögele PowerFeeders with crawler tracks are highly manœuvrable, even on difficult terrain. They can virtually rotate around their own axis

• Renewal of the binder and surface courses on the N14 near Johannesburg, using a Vögele Super 1800-2 paver on a 2 km x 4 km long section. • Use of a Vögele MT 3000-2 Offset PowerFeeder as opposed to a conventional paving unit without a material feeder. • The paving result was analysed by measuring the temperature behind the screed (as determined by the Vögele RoadScan system and a reference measurement). • The analysis was led by Dr Seirgei Miller, assistant professor and researcher in the Asphalt Paving Research and Innovation Unit, Department of Construction Management & Engineering, from the University of Twente. Variables studied included job-site logistics, materials handling, and the laydown rate. • Data recorded during the study showed an average consumption of 20.3 ℓ/h without compromising the power delivery from the MT 3000-2’s powerful Deutz diesel engine, which achieves a maximum output of 160 kW at 2 000 rpm.

IMIESA March 2017

Transport, Logistics, Vehicles & Equipment

The Vögele MT 3000-2 Offset PowerFeeder is designed for a maximum laydown rate of 1 200 t/h

paving is important, as interruptions ultimately cause a variety of problems, such as cooling of the mix and an associated decrease in the compactibility of the material, not to mention lost time. In the Vögele MT 3000-2, conical augers in the receiving hopper ensure uniform material transfer and homogenise colder and warmer areas of the mix. In combination with a trough-shaped conveyor, the Vögele design reliably prevents both mechanical and thermal segregation, which was verified by the University of Twente’s scientific analysis.

Unique heating system Vögele’s PowerFeeder has a major advantage over conventional pavers thanks to its integrated heating system, which is unique to this German original equipment manufacturer. This system features a

powerful infrared heating unit with non-contacting heating panels above the conveyor. This unique system counteracts temperature drops in the transport chain from the asphalt mixing plant to the downstream compaction process, significantly improving paving quality. The study by the University of Twente also verified these findings based on temperature measurements taken by means of full-surface thermal imaging. On the N14 project, the asphalt temperature immediately after paving never dropped below 120°C, which left a wide window of time open for the rollers. However, the thermal images taken by the researchers from Twente show different results for conventional paving: numerous paving interruptions – caused by trucks docking onto the paver, for example – resulted in several areas cooling down prior to compaction.

Transport, Logistics, Vehicles & Equipment

The future of planing Bell Equipment has extended its local line-up with the addition of the Bomag cold milling range.

he Bomag cold milling series consists of seven machines. For the Southern African region, Bell will offer the five larger models. These range from the compact BM1000/35, with a working width of 1 000 mm, up to the power ful BM2200/60, with its working width of 2 200 mm. Across the range, Bomag cold milling machines are among the most powerful in their class, enabling torque to be transferred efficiently to the milling drum through variable milling and travel speeds. An advantage of the Bomag range is that they average working depths of 330 mm in one cut. Extended crawler tracks improve traction and stability in combination with low wear. Bomag cold planers also have a marketleading transport speed of 7.5 km/h to reduce non-productive time. These machines are equipped with a long, power ful conveyor belt that is height adjustable and can be pivoted left and right by 45 degrees to provide high working flexibility.

Ease of maintenance Longevity and low maintenance are two key Bomag design principles that are geared towards reducing ser vice costs and nonproductive time. "Tanks for water, diesel and oil are not welded to the frame, reducing mechanical loads and making them easier to replace,â€? says Johan Hanekom, Bell Equipment's product marketing manager for the Bomag range. The power belt cover is divided into two parts so that it can be ser viced by one person, the engine oil level is quick to check, the air filter is quick to change, and the water system is easy to access. Clearly

Stability and speed: extended crawler tracks improve traction and stability in combination with low wear

IMIESA March 2017

135HD SKID STEER LOADER

Transport, Logistics, Vehicles & Equipment

Model

Milling width (mm)

Weight (kg)

Milling depth (mm)

BM 1000/35 BM 1200/35 BM 1300/35 BM 2000/60 BM 2200/60

1 000 1 200 1 300 2 000 2 200

21 500 22 500 22 700 28 100 29 100

0 0 0 0 0

arranged components also make the planers fast to service. "One of the major advantages of Bomag machines is the speed and ease with which tool holders on the milling drum can be changed compared to competitor machines. The Bomag drums are also interchangeable with other similar OEM products," he adds.

Operator performance The operator is able to change between three application-specific settings for the milling speed by using a control on the front panel. Set for the required milling

- 25 500 - 26 500 - 26 700 - 32 500 - 33 500

- 330 - 330 - 330 - 320 - 320

depth, the milling drum always works in the optimum torque range: travel speed is automatically maximised to deliver the best surface quality, and fastest possible work rate. "Since launching globally in 2013, Bomag now has over 100 cold milling units working worldwide, and the introduction by Bell is in direct response to our customer needs. We are excited by the opportunity to broaden our road construction product offering, and thereby strengthen our commitment to our customers to improve their operational and maintenance costs in a highly competitive market," adds Hanekom. IMIESA March 2017

Transport, Logistics, Vehicles & Equipment

Putting safety first

As part of its commitment to road and driver safety, Volvo Trucks is introducing new safety features on its extra-heavy commercial vehicle range.

he new safety features include electronic stability control, adaptive cruise control with forward collision warning and emergency braking, lane keeping and lane support, as well as driver alert support. “These are all aimed at assisting drivers to operate their vehicles safely and responsibly,” explains

Torbjörn Christensson, president, Volvo Group Southern Africa. “They also enhance the overall driving experience by minimising fatigue and increasing productivity.” These new ‘safety’ trucks will be assembled by Volvo Trucks at its Durban factory, which was recently renovated at a cost of over R6.5 million to enable, among others, the assembly of these specialised units.

Customer support Christensson added that the company is also constantly exploring ways to develop and improve the way it supports its customers. “There are high market demands on

ABOVE LEFT Torbjörn Christensson, president, Volvo Group Southern Africa ABOVE Volvo Bus increased its global bus sales by 10% during 2016

new financial solutions and we are therefore developing financial solutions as part of our total offering. We should be able to make some announcements in this regard during the second quarter of 2017,” he says. Volvo Trucks Southern Africa’s 360-degree customer service strategy has seen its customer satisfaction index (CSI) ratings improve significantly over the past year. In

IMIESA March 2017

REALISE YOUR VISION POWERFUL, FAST AND EFFICIENT Sumitomo excavators showcase the best of Japanese engineering in a product that outperforms and outlasts its peers in all applications. To achieve this, our engineers look beyond benchmarks and push the limits to make sure that every model in every range delivers best-in-class performance, speed, productivity and reliability. In benchmark tests conducted in Japan, our machines were also proven to be considerably more fuel efficient than comparable Japanese machines, and nearly a third more efficient than other equivalents. With every part being carefully manufactured and assembled according to the strictest standards our excavators are ready for operation anywhere in the world.

SUMITOMO EXCAVATORS: In a league of their own.

ELB EQUIPMENT - HEAD OFFICE:

Tel: (011) 306-0700 • Fax: (011) 918-7208 e-mail: Elb@elbquip.co.za • www.elbequipment.com Branches & Dealers throughout Southern Africa

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ENGINE REPAIR OPTIONS Volvo Trucks sold 1 957 units locally last year

the sales category, Volvo Trucks moved from third to first position with a 98.5% customer satisfaction rating. Its service score also improved to 94.86% moving the brand from twelfth to fourth, while its parts CSI improved to 94.46% from eight to fourth position. “The combined scores make Volvo Trucks the leading brand in the European commercial vehicle segment,” says Christensson.

Achievements in 2016 Looking back, the Volvo Group managed to grow its net sales in Africa by 1.2% over the last year, despite continued challenging market conditions. Volvo Trucks claimed a 15.6% market share of the local commercial vehicle market last year with a total of 1 957 units sold. On a global level, Volvo Bus increased sales by 10% during 2016, which included a significant 3 000 hybrid-technology buses. Volvo Bus South Africa increased its market share on rear-engine buses to 27% and is forecasting a total market share of between 8% and 10%. Volvo Penta, a leading supplier of engines and complete power systems for marine and industrial applications, also continued its strong run in the local market, especially in marine diesel and off-road engine sales. During 2016, Volvo Penta recorded a 20% increase in orders and a significant 55% market share of the power generation segment. The division also won an IBEX Innovation Award for the patent-pending Volvo Penta Easy Drain. The company also continued its commitment to the development of its staff and dealer employees, investing R25 million during 2016 in its Diesel Technician Apprenticeship Programme, several learnerships and bursaries – a total of 2 308 people in total. For 2017, Volvo Group Southern Africa is expecting to grow its market share in Africa and beyond through an enhanced footprint that will bring world-class quality products and support right to customers’ doorsteps.

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Transport, Logistics, Vehicles & Equipment

Raising standards through maintenance management Poor vehicle maintenance management in public sector fleets ranks among the highest obstructions to service delivery. By Nigel Webb*

vehicle can be out of service due to a lack of budget for major mechanical repairs, lengthy administrative processes for routine work, a lack of replacement planning, and so on. The list of reasons is long and each contributes to very poor vehicle availability and excessive and unnecessary costs. Without saying that the whole fleet needs to be replaced, letâ€™s look at the two things that can be done in the short term to improve vehicle uptime â€“ namely, applying a maintenance management (MM) process and evaluating the viability of internal workshops.

Maintenance management A MM process, often involving a specialist supplier, manages the scope and cost of maintenance on old and new vehicles. It interacts with suppliers, challenging the diagnosis and costs. Authorisations (purchase orders) are given, which strictly define the agreed scope and cost of work. Invoice validations and payments to suppliers are prompt. The MM process is not restricted to manufacturersâ€™ approved dealers. Although your MM supplier is required to work within your approval levels, routine work is swiftly approved and administration delays are minimal. You will be involved in the authorisation process of major mechanical repairs. The MM suppliers create detailed maintenance history databases of your fleet, which facilitates the authorisation process. Importantly, the MM supplier will use its expertise to reduce costs and achieve quick turnaround times. Your commercial agreement with the MM supplier will enable it to authorise and pay on your behalf, subject to limits, but the administration will be very efficient.

Internal workshop viability Workshop viability is a major concern. Old and new vehicles are not a good mix in a municipal workshop. New vehicles have advanced technology requiring expensive tools, electronic equipment and highly trained staff. Further, they have to go to approved dealers to validate warranties, often for three years. Collectively, this reduces the efficiency of your internal workshop. The older vehicles often require major mechanical repair, which is also outsourced, and rely on higher volumes of parts storage. Altogether, this leads to decreasing workshop efficiency on a monthly basis. The future viability of municipal workshops is in question because of technology and lack of volume. Transferring service and repair to suppliers within your municipality eliminates the high capital investment in new tools, equipment and staff training but should be subject to specific defined criteria, including the application of a MM process. There is a belief that internal resources are the cheapest but the falling efficiency levels of internal workshops and a lack of complete internal job costing does not support this view. The MM process has a cost and quality focus, which is achieved by applying job cost standards, correctly diagnosing problems and maximising dealer guarantees. The MM process generates detailed maintenance history information reports that facilitate repair/replace decision-making, better budgeting and replacement planning. No doubt the planned replacement of your fleet with modern vehicles, that are also fuel efficient, will raise service standards and reduce costs but capex budgets prevent this. Analysis of detailed maintenance history reporting will assist in targeting the real problem vehicles and planning future replacements. Improving the efficiency of municipal fleets should be considered a priority to raise service levels, and the expected efficiency and cost management gains will prove to be of great benefit. *Nigel Webb is the owner of Latitude Fleet Services.

IMIESA March 2017

Technical paper

Barriers to professionalising municipal civil engineers Municipal service delivery has always generated significant public interest because of frequent service delivery protests and risks generated â€“ by infrastructure breakdowns â€“ for public health, environmental integrity and municipal financial sustainability. However, municipal service delivery is closely linked with professionalisation and the civil engineering profession. By Reginald Sethole Legoabe*

he South African civil engineering profession is regulated through the Engineering Professions Act (No. 46 of 2000), which established the Engineering Council of South Africa (ECSA) â€“ a statutory professional registrations body mandated to set and enforce professional standards for the benefit of civil engineering practitioners, the country and the profession. Empirical studies, however,

indicate that a significant majority of municipal engineers are not professionally registered with the ECSA.

Poor maintenance and management Since 1994, the focus of government has been on the roll-out and delivery of new infrastructure and related services to previously unserved or underserved communities.

The unintended consequence has been the widening of backlogs in infrastructure maintenance with the poorest low-capacity municipalities acquiring new infrastructure. Such municipalities have the least capacity to maintain both new and existing infrastructure adequately. Municipalities indeed hold a wide range of infrastructure asset portfolios. As at 30 June 2014, the estimated replacement

Findings The study found that the professionalisation of municipal civil engineers is constrained by: 1 Lack of interest in professional registration owing to a perceived lack of benefits. 2 Perceived lack of power by ECSA over unregistered engineers and municipalities employing unregistered/ unregistrable persons. 3 Little or no financial subsidy assistance provided for continuing professional development (CPD) and annual membership fees. 4 Appointments of underqualified, inexperienced and unregistrable “deployees”. 5 Compromised supply chain management practices. 6 Removal of PMU and infrastructure asset management functions or budgets. 7 Political appointments of underqualified or inexperienced consultants and contractors. 8 Poor support from other municipal functions. 9 Hostile, politicised work environments. 10 Underfunding and low salaries. 11 High costs of family relocation to rural workplaces. 12 Poor career growth and frustrations. 13 Perceived unfair recruitment and promotion practices. 14 Lack of study opportunities. 15 Lack of functional design offices. 16 High workloads and lack of exposure (only project management work). 17 Workplace unwillingness – by registered persons and municipalities – to undertake compliance. 18 Lack of – or little – respect for professional integrity and work ethics by senior municipal management and councillors.

IMIESA March 2017

cost of all municipal immovable asset portfolios employed for ser vice deliver y purposes was estimated at R 1.261 trillion, as indicated in Table 1. Measured against budgeted maintenance provisions, municipalities only managed to spend 57% of their budgets in the 2014 financial year, with deferred maintenance exceeding R8 billion. This caused infrastructure maintenance budget provisions to increase while actual expenditure dropped by 9%.

Engineering skills shortage A plethora of local government empirical studies have identified skills shortages as well as a lack of institutional and management capacity as key impediments leading to municipal ser vice deliver y challenges in South Africa. The National Planning Commission (NPC) Diagnostic Repor t highlights how poor municipal ser vice deliver y, technical skills insufficiency and poor municipal infrastructure operations and maintenance constrain the capacity of the South African economy to grow. In its sector analysis study, the Municipal Demarcation Board Capacity Study found that the scarcity of relevant infrastructure management skills and experience has led to municipal vacancy rates as high as 40% in local municipalities.

Figure 1 Deterioration curve of municipal infrastructure (Source: National Treasury and GIZ)

Fur ther studies indicate that key constraints affecting South Africa are the lack of civil engineers trained to design, construct and manage infrastructure, proper operational systems to maintain infrastructure, and the lack of general capacities for planning, financial management (ensuring proper costing, budgeting and management) and governance (including the procurement of the right capabilities). A cross-sectional study – into the barriers constraining the professionalisation of civil engineering officials in local government – was conducted with 78 municipal respondents. These individuals are municipal infrastructure technical directors, project management unit (PMU) managers and other junior officials employed as civil engineers irrespective of experience, professional registration status, level of management experience and seniority in the respective civil engineering sub-functional areas. A 31.2% response rate from municipal respondents was received from 15 local municipalities in KwaZulu-Natal, Nor th West, Free State, Eastern Cape, Western Cape, Gauteng, Limpopo and Mpumalanga. The majority of municipal engineering respondents cited the following as the key underlying reasons for poor levels of professionalisation: • lack of interest in professional registration owing to a perceived lack of benefits for both the municipal engineers and the employer municipality • hostile work environment. Municipal engineers hold an adverse view of the local government workplace and

Technical paper

Table 1 Estimated replacement costs of immovable South African municipal assets in ZAR (Source: National Treasury)

Asset class Roads and stormwater Water and sanitation Electricity Community facilities and operational buildings Totals

Current replacement cost 416 096 860 873 293 954 084 853 414 171 653 854 137 659 840 250

Depreciated replacement cost 210 537 676 236 147 319 398 525 205 173 014 434 68 002 863 046

Accumulated depreciation 205 559 184 637 146 634 686 328 208 998 639 420 69 656 977 204

Annual depreciation

1 261 882 439 829

631 032 952 240

630 849 487 589

34 822 590 951

perceive the environment as unfavourable for personal development because of political influences and perceived favouritism in the recruitment, remuneration and employment of engineers as well as the effect of so-called “political deployees” who are, in most cases, junior, inexperienced and un-registered engineers. Sometimes unregistrable non-engineering persons – such as teachers, university drop-outs and matriculants – are appointed in senior management roles outside the regulator y provisions of the Engineering Professions Act. While the majority of respondents do acknowledge work flexibility and the impact of work on communities, a significant cohor t of respondents have opted to lapse their professional registration status because of a perceived lack of benefit in being registered with ECSA since the council is seen as having no regulator y powers over unregistered engineers as well as municipalities who elect to employ them. The expensive nature of CPD activities, coupled with indirect costs of travel and

accommodation to and from CPD activity sites located mostly in urban areas, often implies that registered persons find it expensive and difficult to attend courses, conferences and seminars. This results in many municipal engineers failing to maintain their ongoing professional registration. Municipal engineers state that their independent decision-making – relating to the prioritisation of municipal infrastructure projects, timing, location of infrastructure projects, contracting, supply chain management as well as the appointment of consultants – has increasingly been removed from their functions by senior municipal

14 563 390 131 6 466 989 867 9 111 776 385 4 680 434 568

management and/or councillors. Municipal engineers state that their duties relating to for ward-planning for infrastructure and infrastructure asset management have been structurally diluted or removed, often through internal restructuring processes, and diverted to the municipal manager’s or chief financial officer’s offices. The gazetting of Notice 578 of 2015/ Total Remuneration Package Payable to Municipal Managers and Managers accountable to the Municipal Manager (Notice 578 in Government Gazette 38946 dated 1 July 2015) – which prescribes minimum pay scales to Section 57

IMIESA March 2017

Technical paper

Table 2 Respondents by sub-functional area

Research strata