Issuu

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

2012

WINNER Non-professional writer of the year HIGHLY COMMENDED Publishing Excellence

IMESA

INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY

COLAS Safety first

in the

HOT SEAT

Risk management

Water services and solutions

Finance

Municipal leadership and accountability

Ekurhuleni

Solar power for informal settlements

“Our strategic focus is to provide the right sized works in the best geographic location, at the lowest cost, incorporating the most appropriate available technology.” Pat Twala, ERWAT managing director

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CONTENTS 9

VOLUME 38 NO 5 MAY 2013

39 Solar power

Safety priority

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

40 Green law

Water strategy

2012

WINNER Non-professional n professional wri writer of the year HIGHLY COMMENDED Publishing Excellence

Panel discussion

IMESA

Water and wastewater 14 Innovative water harvesting 16 Pipe joining technologies 23 Water pipe replacement priority 27 Risk management in

INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY

Aquadam

UJ – Process, Energy and Environmental Technology Station

in the

Risk management Water services and solutions

Finance Municipal leadership and accountability

Ekurhuleni Solar power for informal settlements MEDIA

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Cover story As part of a global family, Colas South Africa strives to be a local ambassador through the group’s core value of having a relentless focus on safety. This is a commitment that is shared and led from the very top of the company.

Regulars 3 Editor’s comment 5 President’s comment Cover article Safety first 6

Part 3

Hot seat 12 Celebrating 20 years of water

HO OT SEATT

Powertech

Neil Kayton

GLS Consulting

Municipal construction 56 Green Star rating for municipal building

Power 61 Africa’s renewable energy sector 61 Moody rating for City Power Housing 62 Community upliftment through development

Dr Leon Geustyn

Finance 42 Responsible municipal leadership Road construction 55 Upgrade and tolling study

Tawanda Nyandoro

Environment 40 Green laws guide growth

apprentices

Insight The blueprint for our survival – 9

in the

Mansoor Mollagee

settlements

Equipment 58 Training programme for

management excellence

Rand Water

“Ou strategic focus is to provide the right sized works in the best geographic location, “Our at the lowest cost, incorporating the most appropriate available technology.” Pat Twala, ERWAT managing director P

Solar pump for reliable supply

Ekurhuleni 39 Solar power for informal

Safety first

Ronald van Lochem

water services

Utilities management

63 65

How to avoid expensive rebuilds Assisting rural housing

Africa 66 Multimillion cement kiln project 67 Consulting clients in Ghana 67 Safety record shines in Angola Safety 69 Harnesses for worker safety 71 Making safety simple 72 Celebrating safety Products and services 73 Island power station project 75 A firm partnership 76 Demo truck highlights range

12 IMIESA May 2013

EDITOR’S COMMENT

PUBLISHER Elizabeth Shorten EDITOR Richard Jansen van Vuuren HEAD OF DESIGN Frédérick Danton SENIOR DESIGNER Hayley Mendelow DESIGNER Kirsty Galloway CHIEF SUB-EDITOR Claire Nozaïc SUB-EDITOR Patience Gumbo CONTRIBUTORS Candice Landie, Nicola Theunissen, Andy Carter, ER Hay, K Goldberg, P Hay, D Cousins, Corne Oberholzer, Justin Diedericks PRODUCTION MANAGER Antois-Leigh Botma PRODUCTION COORDINATOR Jacqueline Modise FINANCIAL MANAGER Andrew Lobban MARKETING AND ONLINE MANAGER Martin Hiller 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 ___________________________________________________

PUBLISHER: MEDIA No. 4, 5th Avenue, Rivonia 2056 PO Box 92026, Norwood 2117 Tel: +27 (0)11 233 2600 Fax: +27 (0)11 234 7274/5 E-mail: richard@3smedia.co.za www.3smedia.co.za ANNUAL SUBSCRIPTION: R530.00 (INCL VAT) ISSN 0257 1978 IMIESA, Inst.MUNIC. ENG. S. AFR. © Copyright 2013. All rights reserved. ___________________________________________________ IMESA CONTACTS IMESA Administration Officer: Ingrid Botton P O Box 2190, Westville, 3630 Tel: +27 (0)31 266 3263 Fax: +27 (0)31 266 5094 Email: imesa@webstorm.co.za Website: www.imesa.org.za BORDER BRANCH Secretary: Melanie Matroos Tel: +27 (0)43 705 2401 Fax: +27 (0)43 743 5266 E-mail: melaniem@buffalocity.gov.za EAST CAPE BRANCH Elsabé Koen Tel: +27 (0)41 505 8005 Fax: +27 (0)41 581 2300 E-mail: elsabek@africoast.com KWAZULU-NATAL BRANCH Secretary: Rita Zaayman Tel: +27(0)31 311 6382 NORTHERN PROVINCE BRANCH Secretary: Cornel Taljaard Tel: +27 (0)82 899 8341 Fax: +27 (0)11 675 1324 E-mail: cornel@rchc.co.za SOUTHERN CAPE KAROO BRANCH Secretary: Henrietta Oliver Tel: +27(0)79 390 7536 Fax: 086 536 3725 E-mail: imesa.southcape@gmail.com WESTERN CAPE BRANCH Secretary: Erica van Jaarsveld Tel: +27 (0)21 938 8455 Fax: +27 (0)21 938 8457 E-mail: erica.van_jaarsveld@capetown.gov.za FREE STATE AND NORTHERN CAPE BRANCH Secretary: Wilma Van Der Walt Tel: +27(0)83 457 4362 Fax: 086 628 0468 E-mail: imesa.fsnc@gmail.com REST OF SOUTHERN AFRICA Representative: Andre Muller E-mail: imesa@webstorm.co.za

All material herein IMIESA is copyright protected and may not be reproduced either in whole or in part without the prior written permission of the publisher. The views of contributors do not necessarily reflect those of the Institute of Municipal Engineering ineeringg ooff Souther Southern Africa or the publishers.

The disadvantages of being progressive

T WASN’T UNTIL RECENTLY that I learnt that we are actually pretty spoilt for choice in South Africa when it comes to cell phone signal. While our 3G network reliability and signal strength may be lacking, we overlook the fact that we have 3G in the first place and are on the cusp of enjoying the benefits of a LTE cellular network. Imagine my surprise then when I read that many cellular network service providers in the US still used an analogue system up until 2008. This results from the US being one of the first countries to introduce a cellular phone network as early as the 1970s. It’s somewhat satisfying to think that although South Africa was a late bloomer as far as cellular phone technology goes, it has had almost 20 years of a far superior system to a global super power. London has suffered a similar fate. The London sewerage system is part of the water infrastructure serving the city. The modern system was developed during the late 19th century and, as London has grown, the system has been expanded. During the early 19th century the River Thames was an open sewer, with disastrous consequences for public health in London. Proposals to modernise the sewerage system had been made during 1856, but were neglected due to lack of funds. However, after the Great Stink of 1858, parliament realised the urgency of the problem and resolved to create a modern sewerage system. Joseph Bazalgette, a civil engineer and chief engineer of the Metropolitan Board of Works, was given responsibility for the work. He designed an extensive underground sewerage system that diverted waste to the Thames Estuary, downstream of the main centre of population. Six main interceptor sewers, totalling almost 160 km in length, were constructed, some incorporating stretches of London's “lost” rivers. Three of these sewers were north of the river, the southernmost low-level one being incorporated in the Thames Embankment. The eembankment also aallowed new roads, The official magazine of the Institute of Municipal Engineering of Southern Africa

2012

WINNER Non-professional n professional wri writer of the year HIGHLY COMMENDED Publishing Excellence

new public gardens and the Circle Line of the London Underground. The intercepting sewers, constructed between 1859 and 1865, were fed by 720 km of main sewers that, in turn, Richard Jansen conveyed the contents van Vuuren of some 21 000 km of smaller local sewers. Now, after as little as 2 mm of rainfall, London's Victorian sewers that capture both sewage and rainfall can fill up and as there is nowhere for the excess flows to go, it discharges into the Thames River from 57 combined sewer overflows, designed as an alternative to sewage backing up into homes and streets. It has been estimated that these sewage discharges can occur up to 60 times a year on average. Without an immediate intervention, 10 years from now, the 39 million tonnes of sewage, which is currently discharged into the river in a typical year, is forecast to rise to an unthinkable 70 million tonnes. The solution lies in the construction of the R59.19 billion Thames Tideway Tunnel. This sewer will have a width of three London buses and will run up to 20 miles from west to east London, up to 75 m below ground, broadly following the route of the River Thames. It will connect up to the 34 most polluting sewer overflows, as identified by an environment agency, to capture sewage that would otherwise spill into the River Thames, before transferring it to the Beckton sewage works to be treated and protect the River Thames from increased pollution for at least the next 100 years. The project is expected to be complete by 2020.

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

IMESA

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INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY

Cover opportunity

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Safety first in the

Risk management Water services and solutions

Finance Municipal leadership and accountability

Ekurhuleni Solar power for informal settlements

MEDIA

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IMIESA May 2013

2013

IMESA CONFERENCE

nelson mandela bay PORT ELIZABETH

23 - 25 OCTOBER 2013 Theme: Municipal Engineering – Meeting Peoples’ Needs EARN 2.5 CPD POINTS BY ATTENDING

N! E P O W O N S G N I K sa.org.za O O B E N e I ONL w w w. i m

The 2013 IMESA Conference will be hosted at the brand new Boardwalk Hotel & Conference Centre on the beautiful Port Elizabeth beach front. A variety of exciting technical tours are being arranged to SA Breweries, Koega Harbour, VW Factory and Van Staden’s Wind Farm.

Register & pay BEFORE 31 July 2013 - Early Bird for IMESA members @ R4500 - Early Bird for Non-IMESA members @ R4750 Register & pay BEFORE 30 AUGUST 2013 - Late Registration IMESA members @ R4750 - Late Registration Non-IMESA members @ R5000 Register & pay AFTER 30 AUGUST 2013 - Last Minute Reg IMESA Members @ R5000 - Last Minute Reg Non-IMESA Members @ R5500

For information: Tel: 031 2663263 Email: conference@imesa.org.za

PRESIDENT’S COMMENT

SUSTAINABILITY OF INFRASTRUCTURE PROJECTS

Municipal engineers need to look at the big picture Folk rock singer and songwriter Jack Johnson has some great lyrics in his song “3 R’s”, which include: “Three it’s a magic number… We’ve got to learn to reduce, reuse and recycle.”

HESE WORDS are appropriate when we as municipal engineers realise that it is no longer adequate to ensure that projects are constructed on time and within budget, or even that they last. They now have to be sustainable as well. I, together with fellow board members of IFME (The International Federation of Municipal Engineers), attended a presentation on the “Envision Rating System”, which is used by municipal engineers and consultants throughout the US and Canada. The presentation was made by Diane Linderman, the immediate past president of APWA (the American Public Works Association – equivalent to IMESA in the US and Canada), and I had the opportunity to discuss its finer details and benefits with Diane over lunch after. The Envision system was developed in joint collaboration between the Institute for Sustainable Infrastructure (which includes APWA and ASCE – the American Society of Civil Engineers) and Harvard University. Basically, the system is a self-assessment rating tool that helps to evaluate the sustainability of civil infrastructure. Its

emphasis is on the triple bottom line (i.e. pursuing social, economic and environmental goals) and includes the design, planning construction and maintenance elements of a project. The system uses 60 criteria grouped under five categories. I would like to mention some of the criteria under each category to illustrate the broadness and thoroughness of the system:

• use renewable energy • reduce potable water consumption • use regional materials.

Quality of life • improve community quality of life • develop local skills • enhance health and safety • noise and vibration (e.g. freeways) • light pollution (e.g. high-rise buildings) • encourage alternate modes of transport (e.g. cycle paths) • preserve historic and cultural resources • preserve elements of local character.

Climate and risks • reduce air pollution emissions • prepare for short-term hazards • manage heat island effects.

Natural world • reduce pesticides and fertiliser impacts • preserve species biodiversity • restore disturbed soils • maintain wetlands • preserve prime farmland.

I would strongly encourage you to explore the system further. The Envision system

can be accessed and used free of charge. It is applicable at any point in the infrastructure project’s life cycle and only relevant criteria apply. (I reached the portal login by Googling the “Zofnass ENVISION Tool” website.) I would like to close with the World Commission on Environment and Development’s definition of sustainability, which is: “… to meet the needs of the present without compromising the ability of future generations to meet their own needs.” eThekwini Water and Sanitation’s Western Aqueduct (70 km costing R1.8 billion) is an ideal candidate for application of the Envision Rating System

Leadership • foster collaboration and teamwork • address conflicting regulations and policies • extend useful life. Resources allocation • use recycled materials • divert waste from landfills

IMIESA May 2013

COVER STORY

COLAS

Safety first Knowledge, awareness, choice! As part of a global family, Colas South Africa strives to be a local ambassador through the groupâ€™s core value of having a relentless focus on safety. This is a commitment that is shared and led from the very top of the company, as illustrated by the following statement from the group chairman and CEO, Herve Le Bouc.

OR EACH OF US, safety must become a habit, a deeply rooted corporate value â€“ one that we all feel deep down inside. Safety must govern behaviour at all times, no matter where we are. It is a cornerstone value, for which there can be no compromises.â€? What this means is that nothing is more important than keeping our people and those

IMIESA May 2013

around us safe and nothingg can justify departing from safe practices ctices and procedures. This is true for all our employees, service providers ders and the communities that we operate in. Inherently, our industry presents a unique set of safety challenges and

the potential poten for negative consequences arising from failure to adhere to the highfr est possible safety standards is a realposs ity. Colas strives for continuous improveCola ment in safety with zero tolerance for men safety defects. s LEFT Thierry Madelon, Managing Director

COVER STORY

The company will drive this continuous improvement by engaging internally and externally, among others, in the followings ways: • Vigorous training programmes to give our employees the proper knowledge to enable us to do what we have to safely and efficiently. This includes our safety days, toolbox talks and position-specific training initiatives. • A team approach to safety consistent with our core value of Ubuntu, which maximises our awareness of what we are doing and what is going on around us when we are at work. Bitumen can be unforgiving for the

team, Jaco Steyn and Darinn Cupido, • Ensuring premier safety in the logistical will provide strategic guidance department dance for departmen by ensuring a well-maintained developing increasingly effecfleet, utilised by highly skilled drivffecflee tive HSE practices. Each ers who are screened prior to ch er branch of Colas Southh employment and continuously e Africa also has a dedicatevaluated and upskilled via ed safety and environinitiatives designed by our mental officer to carry Jaco Steyn, HSE Manager ‘Master Driver Trainer’ durour message in the field ing their employment at Colas every day. South Africa. • A commitment to serve safety beyond our In summary, the three primary pillars of our company: our management team engaging safety programme are: in industry safety training initiatives, e.g. 1. knowledge driven by our training strategy and initiatives ves 2. creating intense tense awareness of the inherent dangers angers of working in our industry, y, e.g. driving complex vehicles es in challenging terrains, working orking at extreme our South African MD, Thierry Madelon, heights, using sing unique and serves as the chairman of the SABITA HSE often toxic xic chemicals, committee, and Jaco Steyn (HSE training products, and engaging manager) is a member of the SABITA eduin unique processes cational focal group dedicated to improving that are potentially industry standards of HSE training. Let us hazardous in the also practise safe behaviour at home and operations field and pr with our families. on-site ou 3. reinforcingg the RIGHT Wearing the correct critical imporPPE makes all the difference tance of considonsidLEFT Darin Cupido, Deputy ering all safety Safety Manager factors when BELOW Colas employees at their Safety Day making choices oices and decisions sions on a continuous nuous basis so that at ‘safety thinking’’ becomes a part of the Colas DNA. Our goal is that each Colas employee oyee and those aroundd us go home every day safely and unharmed. d. It is up to every onee of us to make it happen. en.

Nothing is more important than keeping our people and those around us safe and nothing can justify departing from safe practices and procedures distracted, let us make sure we and those around us are focused on the task at hand. • A clear affirmation from all of us that safety always comes first regardless of the pressures we get from customers, colleagues, bosses or partners. At Colas, we should never engage in or tolerate unsafe practices no matter er what the situation. Let us make the right choice at all times. • The recent appointment of a dedicated health, safety and environment (HSE) and training leadership

t +27 (0)21 531 31 6406 www.colas.co.za za

IMIESA offers advertisers an ideal platform to ensure maximum exposure of their brand. Companies are afforded the opportunity of publishing a two-page cover story and a cover picture to promote their products to an appropriate audience. Please call Jenny Miller on +27 (0)11 467 6223 to secure your booking.

IMIESA May 2013

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

IMESA

Afri-Infra afri-infra@mweb.co.za AJ Broom Road Products ajbroom@icon.co.za Arup SA rob.lamb@arup.com Aurecon danie.wium@aurecongroup.com AECOM siyanda.ngebulana@aecom.com Bigen Africa Group Holdings otto.scharfetter@bigenafrica.com BMK Consulting brian@bmkconsulting.co.za Bosch Stemele bsdbn@boschstemele.co.za Bosch Munitech info@boschmunitech.co.za BVI Consulting Engineers marketing@bviho.co.za CBI Consulting Engineers durban@cbisa.co.za Civilconsult Consulting Engineers mail@civilconsult.co.za Civil & Blasting Solutions jane@drillingandblasting.co.za Concrete Manufacturers cma@mweb.co.za Corrosion Institute of Southern Africa secretary@corrosioninstitute.org.za CSIR Built Environment laustin@csir.co.za Davies Lynn & Partners dlpdbn@dlp.co.za Development Bank of SA divb@dbsa.org.za DPI Plastics mgoodchild@dpiplastics.co.za EFG Engineers eric@efgeng.co.za Elster Kent Metering keith.bailey@za.elster.com EnviroServ Waste Management benoitl@millenniumwaste.co.za GIBB yvanrooyen@gibb.co.za GLS Consulting nicky@gls.co.za Hatch Africa leratom@goba.co.za Huber Technology fstammer@lantic.net Hydro-comp Enterprises dan@edams.co.za I@Consulting louis_icon@mics.co.za Iliso Consulting monde@iliso.com Infraset fmyburgh@infraset.com Jeffares and Green dennyc@jgi.co.za Johannesburg Water rtaljaard@jwater.co.za Kgatelopele Consulting kgatelopele@wol.co.za Knowledge Base info@knowbase.co.za Lektratek Water general@lwt.co.za

Makhaotse Narasimulu & Associates mmakhaotse@mna-sa.co.za Maragela Consulting Engineers admin@maragelaconsulting.co.za Much Asphalt john.onraet@murrob.com Nyeleti Consulting ppienaar@nyeleti.co.za Odour Engineering Systems mathewc@oes.co.za PD Naidoo & Associates Consulting Engineers Johannesburg@pdna.co.za Power Construction nbarnard@powergrp.co.za Pumptron info@pumptron.co.za Pragma Africa deang@pragma.co.za Rocla karen.devos@murrob.co.za Royal HaskoningDHV francisg@rhdv.com SBS Water Systems irene@sbsgroup.co.za Sektor Consulting cradock@sektor.co.za Sight Lines sales@sightlines.co.za SiVEST SA garths@sivest.co.za SNA Inc snapta@icon.co.za Siza Water Company tionette.bates@sizawater.co.za SMEC capetown@smec.com Southern African Society for Trenchless Technology director@sasst.org.za SRK Consulting jomar@srk.co.za Sulzer Pumps Wastewater sales.abs.za@sulzer.com Syntell julia@syntell.co.za Thm Engineers East London thmel@mweb.co.za TPA Consulting roger@tpa.co.za UWP Consulting craign@uwp.co.za VIP Consulting Engineers esme@vipconsulting.co.za Water Institute of Southern Africa wisa@wisa.org.za WorleyParsons chris.brandsen@WorleyParsons.com WSP Group Africa dirk.hattingh@mbs-wsp.co.za WSSA nbinase@wssa.co.za WRP ronniem@wrp.co.za Zebra Surfacing andrew@zebrasurfacing.co.za

INSIGHT

WATER RESOURCE STRATEGY â€“ PART 3

The blueprint for our survival Water risk to business is real. Companies across several industry sectors should start taking the lead in quantifying their exposure to water risk and develop plans to mitigate these risks. Compiled by Richard Jansen van Vuuren

HERE IS A strong commitment from a number of significant enterprises and organisations to work closely with the Department of Water Affairs (DWA) to improve water management across the country. Some industries and business have not only initiated actions in this regard, but have set world-class examples in terms of developing water footprints, water master plans and committing themselves to effective and smart water management.

Business, stakeholder management and partnerships Partnerships with the public sector, NGOs, research institutions and other key stakeholders must be part of any corporate water

provision programme. The importance of stakeholder management and partnerships with NGOs and communities cannot be overemphasised. A number of factors drive the need for truly collaborative partnerships. Neither government nor businesses alone can solve water issues, such as climate change and water scarcity. As a result, government and companies increasingly have to forge new types of partnerships and rethink relationships with traditional stakeholders. Leadership now demands a transparent engagement with stakeholders, including water users from poor communities, that includes establishing priorities and setting measurable goals and actions. Apart from poor communities, stakeholders should include investors, regional, national

The National Water Resources Strategy 2 (NWRS-2) is centred on recognition of water as a basic human need

and global NGOs, intergovernmental organisations and employees. As stakeholders, employees are critical in building and implementing a water strategy. Besides developing and implementing a water strategy, employees will also help communicate access and performance to other stakeholders. In the strategy process, the importance of employees cannot be overestimated. In this regard, it is important to deliver simple, relevant, personal messages tailored to the needs of employees and local communities. Water use authorisation has become a critical business risk that has to be managed

IMIESA May 2013

INSIGHT

and is no longer a routine matter of business licences or permits; licences to operate can be given and withdrawn by a variety of stakeholders important to a business. The emerging issue of the human right to water will only make the competition, in turn, increase the risk to a company’s licence to operate unless water stewardship is a key aspect of business strategy, governance and operations for both direct and indirect water use.

Water for human needs, equitable growth and development According to the White Paper on a National Water Policy for South Africa (1997): “Of all natural resources, water permeates perhaps most deeply into all aspects of our life. It is as essential as the air we breathe for our survival; its presence determines the nature of the natural environment in which we live; the majority of our economic activities depend on it. The achievement of South Africa’s development vision will thus only be possible if water resources are managed in a way that is sensitive to and supportive of the many demands we place on them.” The National Water Resources Strategy 2 (NWRS-2) is centred on recognition of water as a basic human need, and its critical role to ensure equitable socio-economic development.

Since 1994, impressive progress has been made in providing millions of South Africans with access to a safe water supply

The principle of equity means that special attention must be given to the needs of those that were historically denied access to water or to the economic benefits of water. Equity implies a concept of fairness, which allows for different practices in the management of water in response to different social, economic and environmental needs. In order to bring equity to a practical level, it is important to distinguish between equity in access to water services, equity in access to water resources and equity in access to benefits from water resource use through economic, social and environmental development and management.

Equity in access to water services The Water Services Act (Act 108 of 1997), and its accompanying regulations, translated the constitutional right of “access to sufficient water” into firm definitions in terms of quantity, quality and assurance of supply. Since 1994, impressive progress has been made in providing millions of South Africans with access to a safe water supply. The backlog was reduced from 41% to 5% over the period 1994 to 2012. While major investment in water resources infrastructure has enabled the provision of reliable water supplies to large urban areas, in large parts of the rural areas and to commercial water users, and the economic sectors described above, there are still many South Africans who suffer from water insecurity and lack of access to reliable water supplies for domestic and productive

purposes. The NWRS-2 recognises the need to address equitable allocation as envisaged in the policy and legislation, which has not been fully realised yet.

Equity in access to water resources Equity in access to water resources deals with the concept of direct access to water for productive purposes, such as water for irrigating crops or water for a business or an industry. Critical therefore to the NWRS-2, is the requirement to address equity in water allocation and to ensure the beneficial use of water to create jobs, contribute to poverty eradication, and reduce the major inequality of South African society. It is, however, neither practical nor possible to divide South Africa’s water resources so that each person has access to the same amount of water. Equity in access to the benefits from water resource use The third equity principle is equity in access to the benefits from water resource use. This means that water must be allocated in such a way that it brings maximum benefit to all whether directly or indirectly. Achieving this will require placing emphasis on emerging opportunities such as renewing infrastructure, investing in human capabilities, stimulating innovation and technological development, redressing historical inequalities and increasing participation in the governance and management of water. It also requires an appreciation of emerging challenges such as climate change and how they might influence current and future strategies. Conflating means and ends It is critical that the strategies presented in the NWRS-2 support the ends as set out in the national policy: “The objective of managing the quantity, quality and reliability of the nation’s water resources is to achieve optimum, longterm, environmentally sustainable social and economic benefits for society from their use.” This is premised on principles of equity, sustainability and efficiency. The NWRS-2 is therefore aimed at managing our water resources in a manner that will achieve optimum, long-term, environmentally sustainable and equitable social and economic benefits for society. These aims and values must remain central and conscious in the interpretation and implementation of the NWRS-2. Since water management is in itself complex and is operating within a complex social, economic and ecological environment, it is uncertain

IMIESA May 2013

INSIGHT

Equally important is the participation of people in water management. In particular, the participation of the poor is critical in eliminating poverty whether specific activities will necessarily lead to particular outcomes. It is therefore critical that the NWRS-2 sets clear outcomes, that progress towards these outcomes is monitored and assessed regularly, and that adaptive management approaches are used to ensure that changes can be made where sufficient progress towards the outcomes is not being achieved. Equally important is the participation of people in water management. In particular, the participation of the poor is critical in eliminating poverty and ensuring the political legitimacy of policies and strategies. Participation has evolved over the past 18 years from a passive model to a more action-oriented concept. Top-down consultation has been replaced by citizen participation. This is a critical approach underpinning and supported in the NWRS-2.

Alignment with national development strategies It is important to recognise that, in most cases, water is only one of a number of inputs required for economic growth and development. At the household level, access to a relatively small amount of water for productive purposes can make a substantial difference to the quality of life of the poor, but without access to other resources such as markets and transport infrastructure, it is unlikely that such access will enable people to truly escape from poverty. It is now being realised by most sectors, as well as in most national and sector strategies, that water is important and that no development can happen without water planning, development and the corresponding budget allocations. However, for water to play an optimal role in

Water must be allocated in such a way that it brings maximum benefit to all, whether directly or indirectly

poverty eradication, growth and development, and building a just and equitable society, water resources planning must be integrated into national, provincial and local planning, and must be addressed in all growth and development strategies. This section highlights some of the key strategies and plans that must be integrated with water planning to achieve national development objectives and outcomes. Source: Department of Water Affairs/National Water Resources Strategy 2 (2012) Water for Equitable Growth and Development.

IMIESA May 2013

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HOT SEAT

ERWAT

Celebrating 20 years of water management excellence

ERWAT is a Section 21 (non-profit) company that serves three local authorities, of which the Ekurhuleni Metropolitan Municipality is the main stakeholder.

he company celebrates its 20th anniversary and with that 20 years of wastewater management excellence in South Africa. ERWAT’s mandate is to render a costeffective wastewater treatment service on behalf of local authorities in eastern Gauteng. Through consolidation, the company manages the whole spectrum of wastewater in the region. The company was registered after a strategic decision to regionalise the function of wastewater treatment, main outfall sewers and reuse systems. As it stands, ERWAT successfully manages and operates 19 wastewater treatment works, treating a combined capacity of some 700 Mℓ/d of wastewater. The company services the needs of two metropolitan

IMIESA May 2013

municipalities, one district municipality, more than 2 000 industries and some 3.5 million people.

Significant scope and increased capacity ERWAT has successfully divided its region of operation into three main drainage districts, namely DD3 (the upper regions of the Crocodile River), DD5 (Blesbokspruit) and DD6 (Rietspruit). “At the time of its establishment, ERWAT designed a facilities development plan (FDP) to assess growth in the area and plan for additional capacity where needed. The company’s strategic focus is to provide the right sized works in the best geographic location, at the lowest cost, incorporating the

most appropriate available technology,” says ERWAT’s MD, Pat Twala. ERWAT regularly reviews the current FDP 2025 model – taking into account and remaining on par with the strategic direction of its parent municipality, the Ekurhuleni Metropolitan Municipality (EMM). The FDP now also forms part of the service delivery agreement between ERWAT and the EMM. A few years earlier, ERWAT’s regionalisation approach and strategic focus on the optimisation of capacity led to the closure of smaller wastewater treatment plants. The company also built new plants, while expanding existing footprints. According to Koos Wilken, executive manager of development at ERWAT, three regional treatment plants were refurbished and extended,

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including Har tbeesfontein, Olifantsfontein and Waterval. A new regional plant, Welgedacht, was completed near Springs in 2003, with a treatment capacity of 35 Mℓ/d. Increasing demand in the Springs area has led to a further expansion of the Welgedacht plant from 35 Mℓ/d to 50 Mℓ/d, notes Wilken. Over the past 20 years, these regional expansions successfully led to additional water capacity of 153 Mℓ/d – a significant contribution to extending water capacity at local level. According to Twala, the financing of extensions and construction of new plants remains one of ERWAT’s biggest challenges. “The success of future projects, as with those of the past, will continue to depend on the availability of funding. The company’s parent municipality, EMM, will continue to play a crucial role in securing future funding,” he informs.

Prominent R&D and industry player ERWAT strives to keep abreast of the latest trends in wastewater research management through regular liaison and contact with other institutions, such as the Water Research Commission (WRC), water institutions, academia, as well as government departments such as the Department of Water Affairs (DWA). ERWAT is a member of the International Water Association (IWA) and a patron member of the Water Institute of Southern Africa (WISA). The company continues to contribute to the water industry through an ongoing focus on research and development. Experts in the fields of biochemistry and environmental science are continuously doing research to the benefit of the total water industry. A research and development policy enables the company to be a leader in the field of wastewater. Through this approach,

ERWAT can empower clients to modify or optimise existing plants to function cost effectively and promote a better process and technology understanding. In addition, ERWAT has maintained a 10-year agreement with the University of Pretoria as well as other specific research projects to support a Chair in Wastewater Management. Through this agreement, numerous postgraduate and doctorate students are able to continue their studies in the wastewater field and make valuable contributions through their relevant research projects. “At the moment, we are negotiating with universities to continue this initiative,” states Twala. “ERWAT is also exceptionally proud of the consolidation of smaller, individual laborato-

continues standard chemical and microbiological laboratory testing services for the analysis of water, wastewater, activated sludge, sewage sludge and soil.

Remaining committed to quality ERWAT’s vision is to be the water company of choice. The company’s mission statement reflects the provision of sustainable, affordable, quality water services through innovative, effective organisational practices. ERWAT therefore strives to meet the evergrowing demand for improved quality in the industry, while maximising available infrastructure and optimising resources. Wilken emphasises that ERWAT will have to meet the growth challenges of the EMM as well as those of other local authorities. “The

The company’s strategic focus is to provide the right sized works in the best geographic location, at the lowest cost, incorporating the most appropriate available technology Pat Twala ries at wastewater treatment plants into one centralised laboratory,” he notes. ERWAT Laborator y Ser vices is ISO/ IEC 17025 accredited by the South African National Accreditation System (SANAS). The ERWAT laboratory recently extended its services to include the identification of waterborne pathogens (PCR analysis), GC-MS analysis, as well as automated photometric low-range specialised chemical analysis on potable water and boreholes. The laboratory also established an industrial section to render industrial effluent services to all spheres of government and the private sector. In addition to the above, the laboratory

company can expect even bigger challenges regarding Green Drop status accreditation, compliance legislation, environmental requirements, efficient energy consumption, and effective allocation and utilisation of funds in the future,” he says. “Ensuring the long-term sustainability of the company will depend on managing potential threats, such as high input costs, replacement and upgrading of ageing infrastructure and obtaining funding. However, the management structures are confident that we would be able to rise to these challenges as boldly and successfully as we have done in the past 20 years,” Wilken concludes.

IMIESA May 2013

WATER AND WASTEWATER

STORMWATER

Innovative water harvesting solution An innovative stormwater harvesting system for a new warehouse and offices has been designed by UWP Consulting.

HE R32 MILLION project involves a 15 m high distribution warehouse with structural steel frame, together with reinforced concrete-framed adjoining office structure. The stormwater system, designed by UWP in response to development guidelines for the estate, aims to harvest rainwater runoff from the roofs and hardstands, filter it and then recycle the greywater for irrigation of the common areas in the estate and flushing of toilets. “All the rainwater runoff from the external hardstands and most of the runoff from the roofs is collected and conveyed using an TOP New warehouse and offices for Cash Crusaders in Lanseria Corporate Estate RIGHT Tank lining with waterproof membrane BELOW Placement of permeable paving, showing the crushed stone base, filter fabric and 20 mm silica sand layer directly below the pavers to facilitate drainage into the attenuation tank

IMIESA May 2013

underground pipe system to an attenuation tank where it is distributed via a baffle with a number of outlets,” explains Vic Wilson-Taylor, technical director at UWP. “After filtering through rock in the tank, the water passes through two small outlets that limit the flow into the estate greywater collection system. “The harvested rainwater ends up in a storage dam at the lower end of the estate, from where it can be pumped back into either the irrigation system or to the various buildings on the estate where it can be used for flushing toilets.” The attenuation tank is 107.5 m long x 17 m wide, with an average of depth 2.3 m,

and has a capacity of approximately 1.25 Mℓ (1 250 m3). It was constructed by simply excavating a hole in the ground below the main parking area. This was lined with a 1 000 micron thick waterproof membrane and then filled with 63 mm single-sized dolomitic rock ballast, compacted using a 10 t vibratory roller. A layer of filter fabric was then placed over the top of the rock ballast and a 150 mm thick, 19 mm crushed stone base laid. A second layer of filter fabric was placed on top of the base layer and permeable pavers placed on 20 mm thick bedding sand to allow rainwater to seep through into the tank below. The bedding sand used was 1.6 mm single-sized silica sand to facilitate drainage into the tank.

WATER AND WASTEWATER

PIPE JOINING TECHNIQUES

A comparison of mechanical grooving and flanging Many piping systems, including building services, water treatment and plant utility piping, use flanges in pipe runs to join pipes and allow pipe sections to be assembled and disassembled if they have to be modified or maintained in the future. By Andy Carter

N EFFECTIVE ALTERNATIVE to flanging is the use of grooved mechanical joints that offer faster installation and disassembly when maintenance is required, as well as other performance and design benefits. Andy Carter, a product engineer at Victaulic, compares the flanged and grooved pipe joining methodologies and the advantages they deliver.

Traditional flanging Flanging is one of the more “traditional’’ pipe joining methods and has been around

for many years. Because of this tradition, many piping components – such as pumps, valves and chillers – are supplied with flanged connections. Flanging is commonly used in certain scenarios where speed and a degree of flexibility are required, although it is not a system that allows for easy system contraction and expansion. Depending on the pipe joining system employed, installation and maintenance time will increase, reducing system efficiencies. A flanged pipe joint is a good example of this. Flanges are bolted together, compressing a

gasket to create a seal. The bolts and nuts of a flanged union and gasket absorb and compensate for system forces and, over time, the bolts and nuts can stretch due to surges, system working pressure, vibration, and expansion and contraction. When these bolts yield, the gasket can “slip”, which can result in a leak. Depending on the location and service of the piping system, subsequent leaks can be costly and hazardous, resulting in downtime and exposure to risk. Gasket replacement may be required, particularly when the flange is taken apart. Also, over time, the gasket can bond to the flanged pipe ends. When the joint is disassembled, the gasket will need to be scraped off the flanged pipe end and replaced, again increasing downtime due to maintenance. Because of system expansion and contraction, flange gaskets can also take on compression over time, resulting in leakage as well.

Robust and safe A solution for these common problems is to use Victaulic grooved couplings in place of flanges. In fact, mechanical connections are becoming more common as they can offer practical as well as economical advantages. A mechanical joint, or coupling, is comprised of four basic but robust elements: the pipe groove, the gasket, the coupling housings, and the nuts and bolts. A pipe groove is formed by cold forming or machining a groove into the end of a pipe; using a variety of Victaulic grooving Flanged joints in a mechanical room: flanges are roughly twice the width of the pipe they are attached to

IMIESA May 2013

WATER AND WASTEWATER

tools, it is possible to do this on-site or off-site in a workshop enabling prefabrication. The coupling gasket is pressure responsive and encased by the coupling housing when it engages in the groove around the circumference of the pipe. The gasket then creates a seal unified joint that is enhanced when the system is pressurised. With both rigid and flexible style couplings available, couplings can be used in virtually

Flexible installation On initial installation, boltholes of a flange must be precisely aligned, and then tightened to hold the joint. Also the bolthole index on equipment inlets and outlets must line up perfectly with the flange on the piping to be connected to the unit. With only one of a number of fixed positions determined by the number of holes in a flange, a fitting or valve can only be rotated to match the bolt holes. All this

Grooved flexible couplings can provide pipe movement in the form of axial movement or angular deflection, and can accommodate thermal pipe movement every application instead of a flange. Rigid grooved mechanical couplings are designed to provide a rigid pipe joint connection, permitting neither linear, angular nor rotational movement at the joints. Victaulic flexible grooved mechanical couplings, on the other hand, are designed to allow controlled linear and angular movement at each joint that can accommodate pipeline deflection. They offer security while accommodating potential misalignments without the need to install the expensive and delicate specialised equipment that is necessary with flanged or welded systems. A third benefit can be derived from the use of three flexible couplings used near a source of vibration. Flexible couplings reduce noise and vibration and eliminate the need for specialised noise reduction components. Flanges are not ideal for environments in which there is pipe movement, such as thermal expansion, vibration or building settlement, due to their rigidity. Expansion and contraction can stress the flange and piping, which can compromise the gasket over time. When this occurs, the joint is at risk of leaking. Grooved flexible couplings can provide pipe movement in the form of axial movement or angular deflection, and can accommodate thermal pipe movement. In many ways, mechanical pipe joining can offer a more efficient solution than flanging and is a widely accepted method based on the simple system access it provides and its proven reliability – couplings can match the pressure ratings of flanges with no significant difference in flow dynamics. Grooved couplings also reduce the weight of a system and only require two bolts to complete a joint, versus eight bolts in a like-size flange.

results in an increased risk of misalignment issues in the field. Grooved systems do not have this problem and allow much more convenient installation with a full 360-degree rotation. There is no bolthole pattern to line up, and a coupling can be oriented at any angle around the joint. The coupling can be “free floated” around the pipe in the field to provide easy access to the bolts and, in turn, simplify access to the equipment. In addition to eliminating misalignment issues during installation, a coupling’s 360-degree orientation capabilities coupled with its smaller profile, compared to a flange, makes the installation of grooved systems ideal for confined spaces. Flanges are roughly twice the width of the pipe they are attached to. On average, Victaulic grooved couplings are only half this size. The size advantage of the smaller design makes the grooved system ideal for jobs where space is limited, such as BELOW The mechanical grooved joint is comprised of four elements: grooved pipe, gasket, coupling housings, and nuts and bolts

mechanical rooms and refurbishment of existing buildings, and any jobs that demand additional flexibility.

A mechanical coupling has 360-degree orientation capabilities and a low profile – making it ideal for installation in confined spaces

Speed of assembly Because couplings also have fewer bolts and typically no torque requirements, grooved piping is up to six times faster to install than flanging. Couplings require just two bolts and for larger sizes (over 26 inches/660 mm) just four bolts. For comparison at this higher size range, a flange would require a minimum of 20 nuts and bolts. So to flange a 6 inch/150 mm joint on Schedule 40 carbon steel pipe, for example, eight bolts are required and it would take approximately 1.5 man hours to complete. This could be completed in just 20 minutes using a grooved solution, or around 10 minutes using a Victaulic installation-ready coupling, since these do not require disassembly prior to installation. Both grooved solutions require just two nuts and bolts. These time savings only increase with larger diameter piping systems. For example, a 36 inch/900 mm flange joint on standard wall (3/8 inch/9.7 mm) carbon steel pipe would require 32 nuts and bolts, and around 10 man hours to complete, but only four nuts and bolts and around two hours with a Victaulic grooved coupling. In addition, flanges require time-consuming star pattern tightening with

IMIESA May 2013

The worldâ€™s most popular water meter wins more enthusiasts

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Vital Connections

WATER AND WASTEWATER

Mechanical couplings are not only faster and easier to install than flanges – they are also more flexible and stronger

specialised wrenches to measure and ensure that correct torque ratings are achieved. Grooved technology allows couplings to be assembled by simple hand tools and the joint is properly installed once bolt pads of the coupling housings meet metal-to-metal. Victaulic grooved systems are designed for visual inspection to ensure complete assembly. When the bolt pads are metal-to-metal this indicates a properly installed coupling. Flanges, on the other hand, do not provide visual confirmation and the only measure to ensure proper assembly is to fill and pressurise the system and check for leaks.

Maintainability The same characteristic of Victaulic grooved systems that accelerate installation – fewer bolts and no torque requirements – also makes system maintenance a quick and simple task. When piping needs to be moved, rotated, changed or added, the two or four bolts of a coupling make these maintenance tasks much more efficient than a flange, which can have up to eight times as many bolts.

Couplings eliminate a lot of the regular maintenance associated with flanges – decreasing maintenance downtime – because they do not require regular retightening. Unlike a flange that puts variable stress on the gasket and nuts and bolts, a coupling holds the gasket in precise compression from the outside of the pipe joint. Additionally, coupling gaskets do not need to be replaced on a regular maintenance schedule, while flange gaskets need to be replaced when the system is disassembled for maintenance. To gain access to a pump or valve, for example, the two bolts of the coupling are loosened, and the housings and gasket are removed from the joint. In a flanged system, multiple bolts need to be removed. The same timeconsuming bolt-tightening sequence required upon initial installation is also required upon reassembly of the flange.

Better vibrations Over the life of a system, flanging can require quite a bit more work to maintain joint integrity. Pumps and other equipment frequently create vibration and noise in a piping system. For example, oscillatory forces can be generated due to the lack of balance of rotating components such as from pump vanes. Although field

IMIESA May 2013

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WATER AND WASTEWATER

balancing can reduce this, it requires specialised equipment, which can become difficult, expensive and impractical. System vibration and other forces can lead to joint problems in a flanged system. Flanging employs a series of bolts and nuts to compress a gasket between two flat-faced, flanged pipe ends. The torque on the bolts employs a high compressive load on the internal gasket, which can cause the gasket to adhere to one or both of the flanges. When the joint is disassembled, the gasket can tear, resulting in failure upon reinstallation if not replaced. In order to accommodate system vibration and reduce noise, flanged systems employ specialised and expensive rubber bellows or braided flexible hoses to accommodate this vibration. Over time or due to overextension, these products can wear out or fail, requiring replacement. Furthermore, the bolts and nuts of a flanged union absorb system forces and over time can relax due to surges, system working pressure, vibration, and expansion and contraction. When the bolts lose tension, the gasket can

“slip”, which can result in a leak. Flange gaskets can take on compression over time, also resulting in leakage. To prevent or stop leaks, routine bolt and nut tightening is required. The ability of Victaulic grooved couplings to accommodate system vibration reduces the risk of joint issues. Grooved systems can accommodate vibration without the need for speciality products that require periodic repair or replacement. The resilient elastomeric gasket contained within both flexible and rigid couplings aids in dampening noise and vibration. Recently, acoustical consulting firm SSA Acoustics, in Seattle, Washington, undertook a field measurement that showed that three Victaulic couplings placed in series in a pipe section have a comparable performance to twin-sphere neoprene connectors and a superior performance to braided metal hoses. Victaulic couplings dampened the overall vibration amplitude by 80 to 90%. Each successive joint creates a further reduction in vibration. Independent test laboratory Nutech Testing Corporation/SE Laboratories used Victaulic mechanical couplings in its

testing, and concluded that, for any given pipe diameter, less vibration is transmitted with each additional Victaulic coupling, regardless of whether Victaulic flexible or rigid couplings are used. The gasket absorbs the vibrations, not the bolts and nuts. Over the life of the system, the nuts and bolts do not require regular retightening and will not slip or relax, thus maintaining a leak-tight seal. The gasket of a grooved coupling has a C-shaped crosssection seal that is very durable and can handle significant compressive and cyclical loading. A system can be pressurised and depressurised repeatedly without fatiguing the rubber. Gaskets from Victaulic are rated for life-of-the-system service.

ABOUT THE AUTHOR Andy Carter is a product engineer at Victaulic and is an affiliate member of the Chartered Institution of Building Services Engineers. He has a degree in mechanical and electrical engineering and 23 years’ experience of providing technical support for a range of products.

IMIESA May 2013

Degrémont, a subsidiary of SUEZ ENVIRONNEMENT, is the world specialist in the design and construction of water treatment plants and an important contributor towards sustainable development. Degrémont South Africa has the ability to propose various technologies to suit the clients’ requirements and site constraints.

COMMITTED TOGETHER TO WATER, A SOURCE OF LIFE

Its teams design, build and commission facilities for: • Potable water production • Desalination • Wastewater treatment & recycling • Sludge treatment • Industrial process water and wastewater treatment Degrémont also specialises in: • the supply of package pre-assembled and skid-mounted potable water and wastewater treatment plants, • the refurbishment of old plants to their original design capacities and/or upgrading of old plants to produce higher quantities of water. The latter is achieved by installing additional high-performance equipment to existing concrete structures. Degrémont also provides the following additional services to its clients: • Execution supervision • Installation & Commissioning • Plant operation • Technical assessment • Spare parts Mornay de Vos – Business Development Manager mornay.de.vos@degremont.co.za George van der Merwe – Technical Manager george.van.der.merwe@degremont.co.za

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Marley Pipe Systems recognises the importance of developing a water infrastructure that meets the environmental demands of the present as well as for the future.

HDPE Pipe

uPVC Pipe Fittings and Accessories

Piping networks form a significant partt o off our countryâ€™s water infrastructure, serving ving very the needs of many millions for the delivery of safe drinking water. It stands to reason that the integrity of these pipe systems calls for an industry that is responsible, ethical and quality-conscious. Marley Pipe Systems recognises the importance of developing a water infrastructure that meets the environmental demands of the present as well as for the future. As such, Marley is constantly evolving processes to focus on the sustainable design and life cycle approach of each and every product that we manufacture for use in a complete spectrum of industries, from mining and civils, to industrial, irrigation and construction.

Most recen recently, Marley supplied a significant portion of the t pipes used in the eThekwini AC Pipe Pi Replacement R l Project. The project saw the replacement of 1,750km of aged asbestos water pipes with Marleyâ€™s Aqua-Wall PVC-M pressure pipes. Not only do these pipes carry the SABS mark for SANS 966 Part 2, but they also have a minimum design life expectancy of 50 years with a significant safety factor well beyond that. It is an unfailing commitment to quality and service excellence that makes Marley more than just a pipe manufacturer We provide real solutions that contribute to a more sustainable future for the infrastructure of our country.

www.marleypipesystems.co.za | 0861 MARLEY

WATER AND WASTEWATER

WATER PIPE REPLACEMENT

Municipalities lagging behind The South African Plastic Pipe Manufacturers Association (SAPPMA) has warned that the replacement of old water pipes around the country is long overdue.

APPMA CHAIRMAN Jan Venter says that existing steel and asbestos cement pipe infrastructure in South Africa has undoubtedly corroded during the past 50 years. “Water distribution, waste disposal, irrigation and telecommunications all rely on pipelines to function. Pipelines therefore lie at the heart of South Africa’s infrastructure and should be replaced before they fail,” states Venter. Referring to the 2011 Census results, which show that South Africa’s population has increased from an estimated 40.5 million people in 1996 to an estimated 51.8 million people in 2011, Venter warns that the country’s infrastructure is under pressure and threatens to collapse if municipalities do not follow the example of the eThekwini Municipality in Durban, which recently completed a US$205 million Asbestos Cement (AC) Pipe Replacement Project, replacing 1 750 km of ageing asbestos cement water pipe with modified polyvinyl chloride (mPVC) and high density polyethylene (HDPE) pipe. “Most of the old pipes were installed in the early 1960s and have undoubtedly reached the end of their effective lifespan. Unless urgent attention is given to the replacement and maintenance of the water infrastructure, the end result is predictable: bursts will start occurring on a daily basis, followed by catastrophic component failure and regular and prolonged disruptions in service delivery,” continues Venter. According to SAPPMA, both the quality and quantity of water are under severe pressure

in South Africa, aggravated by rapidly increasing demand, severe pollution and huge losses in distribution. “Two major causes of water loss are corrosion and poor jointing. For this reason, old steel or asbestos pipes are being replaced around the country with plastic pipes, because they do not corrode and the joints are leakproof if done correctly.” SAPPMA represents more than 80% of the plastic pipe produced in South Africa, and focuses its efforts on ensuring pipe systems that are leak free and durable for long-term use. It also focuses on the rehabilitation of old pipelines.

“Although the plastic pipe industry is relatively small, it is of extreme importance in the development and maintenance of the country’s infrastructure,” Venter says. “It is also one of the most demanding industries as our products are required to last in excess of a hundred years.” HDPE and PVC pipes answer these calls with distinction as the materials are lightweight and easy to handle, easy to join, available in a range of sizes and pressure ratings and have low frictional resistance, with hydraulic properties that remain virtually unchanged over their useful life, which results in low pumping costs. Venter maintains that ordinarily, not many people spare a thought for the thousands of kilometres of plastic pipes that supply rural communities across Africa with clean drinking water. “However, SAPPMA and its members see the water market as one of our most important areas of focus, although the country is only now waking up to the fact that water is fast becoming a critical problem. We are urging local governments to pay attention to the warning signs by implementing a pipe-replacement project and invest in developing the necessary technical skills required for such a project, but which are greatly lacking in our country.” Unless urgent attention is given to the replacement and maintenance of the water infrastructure, the end result is predictable

IMIESA May 2013

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WATER AND WASTEWATER

Risk management in water services There is an urgent and growing need to find innovative and creative solutions to the challenges of service delivery, operations and maintenance of water-related infrastructure. ER Hay, K Goldberg, P Hay and J Lijnes: Umvoto Africa D Cousins: Cape Peninsula University of Technology

ISASTER RISK MANAGEMENT provides a useful and practical lens through which to view the challenges that can bedevil water and sanitation services. The risk lens is an approach that is summarised in the maxim of risk reduction: in every threat there is an opportunity. Potential threats to successful and sustainable service delivery are used as a starting point for positive change or to initiate plans to mitigate the risks they pose. The risk equation (R = H x V/ C) is generally used to determine the risk of a disaster occurring; however, it also implicitly assists in prioritising activities to overcome or mitigate threats that impact on the health and wellbeing of a given community and which could ultimately turn into a disaster if not attended to (e.g. the risk of a cholera outbreak arises from the threat of faecal contamination of a water source being ignored). Psychosocial-political dimensions of risk seldom receive overt attention. They are sometimes considered but usually not quantified components of vulnerability and coping capacities. However, within the context of risk defined above, certain behaviours and attitudes (such as the sense of entitlement, token compliance, politicisation, ego-driven actions and decisions, fear, apathy, and corruption) pose significant threat to sustainable water service delivery, operations and maintenance. While the approach in this study is mindful of the psychosocial-political dimensions embedded within the concepts of vulnerability and coping capacity, one of its main intentions is to draw attention to psychosocialpolitical dysfunctions as potential hazards in their own right.

By the same token, institutional dysfunction is a man-made hazard in the water services sector. The lack of relevant skills at all levels within the municipalities, leading to problems in the operation and maintenance of water supply schemes and water services, as well

sanitation service delivery. Building on the recommendations of the Water Dialogues – South Africa, it focuses on developing appropriate skills, mature and ethical leadership, ongoing communication and local accountability, concurring with Galvin (2009) that “where the importance of any one of these is underestimated and neglected, the impacts are evident in the poor quality and unreliability of services”. Essential to this process is building the ability to communicate, collaborate and engage through a process of constructive dialogue among all the relevant stakeholders (in particular the WSA/WSP, the receiving community (with emphasis on the most vulnerable), the technical/ consulting team and

Certain behaviours and attitudes pose significant threat to sustainable water service delivery as poor planning of the water services institutions, has been recognized by the current DWA All Towns Reconciliation Study as a man-made hazard to both water supply and water delivery in many towns in the Eastern and some in the Western Cape. The conceptual approach presented provides water service authorities (WSAs) and water service providers (WSPs) with an approach for integrating the psychosocio-political and institutional dimensions of risk into all aspects of infrastructure development, operations and maintenance for sustainable water and

the communication facilitators). The approach makes use of the existing legal imperatives of cooperative governance and public participation to achieve this. An adaptive project management approach is more appropriate to the developing world, where the standard project management motto becomes ‘invest time,

FIGURE 1: Risk management of water services is underpinned by the frameworks of disaster risk management and sustainable development and ensured through cooperative and participatory governance

IMIESA May 2013

WATER AND WASTEWATER

adapt brief, secure budget’, instead of ‘inflexible brief, immovable deadline, fixed budget’. The approach aims to support empowerment of all South Africans by providing the means and opportunities for individuals and communities to actively participate in and respond to the issues that directly affect their lives. It does this by offering practical ways of implementing the spirit and intention of South Africa’s aspirational Constitution rather than becoming bogged down by the rule of law. It proposes this be done through purposeful and sustained risk management throughout the full cycle of any water infrastructure project.

Key concepts in developing the conceptual approach Risk management of water services draws on the conceptual frameworks and practical applications of disaster risk management and sustainable development while simultaneously contributing towards the achievement of both. In addition, it is argued that sustainable water service provision in South Africa can only be achieved through constructive dialogue of

IMIESA May 2013

all relevant stakeholders underpinned by the principles of cooperative and participatory governance. These concepts are graphically depicted in Figure 1 and described in further detail below.

Disaster risk management Disaster risk management, and more specifically the disaster risk reduction approach outlined by the international Hyogo Framework for Action (HFA) 2005-2015, offers a conceptual framework for adaptive project management. South Africa is a signatory to this document, which was adopted at the World Conference on Disaster Reduction held in Japan in 2005. One of the three stated strategic goals of the HFA is “the development and strengthening of institutions, mechanisms and capacities to build resilience to hazards”. Sustainability and sustainable development The National Environmental Management Act (Act 107 of 1998) defines sustainable development as: “The integration of social, economic

and environmental factors into planning, implementation and decision-making so as to ensure that development serves present and future generations.” Social vulnerability and coping capacities or resilience rely on these social, environmental and economic capitals. Sustainable development aims to promote the net growth and maintenance of all three types of capital (WCED, 1987) and thereby increase coping capacity and decrease vulnerability to hazards. These three “pillars” of sustainable development can be further disaggregated into the five social assets defined by the DFID Sustainable Livelihoods Framework (SLF) (DFID, 1999), namely natural, human, social, physical and economic assets. Sustainable water services are an essential component of sustainable development. This means that in the planning, provision and maintenance of water services, all three types of capital need to be equally considered. Of importance here is bearing in mind the needs of current and future generations. At a practical level, by mainstreaming the concept of sustainability into the provision of

WATER AND WASTEWATER

FIGURE 2 Holistic overview of cooperative governance as it pertains to sustainable water service provision, with the three spheres of government accountable to both the receiving community and international obligations

water services, operations and maintenance will need to be managed (and budgeted for) as an integral part of water service delivery. It also provides for forecasting, where the short term cost implications are far outweighed by longer term savings. Disaster risk management thus makes long-term financial sense.

Cooperative governance The principle of cooperative governance is embedded and supported in South Africa’s legislation. According to Chapter 3 of the South African Constitution (Act No 108 of 1996), the term “Cooperative Governance” refers to the cooperation, mutual trust and good faith that should be fostered among the three spheres of government (national, provincial and local). While disaster management is primarily a national and provincial responsibility, provision of sustainable services and the promotion of a safe and healthy environment are explicit objectives of local government (Constitution, Section 152 (1)). In addition, local government is meant to “provide democratic and accountable government for

Local government is meant to “provide democratic and accountable government for local communities” local communities” (Section 152 (1) (a)) and “to encourage the involvement of communities and community organisations in the matters of local government” (Section 152 (1) (e)). Thus, within the context of this approach, cooperative governance includes not just the three spheres of government involved in the delivery, operations and maintenance of sustainable water services, but has at its centre the receiving community and is accountable beyond its national borders to international norms, standards and obligations. Figure 2 demonstrates the complexity of cooperative governance and reminds us that cooperative governance can ultimately only be achieved if the receiving community is seen as central to the process and if the receiving community appreciates that the power to say ‘no’ comes also with the responsibility to say ‘yes’ when necessary. The principles of cooperative governance are central to several pieces of legislation relevant to sustainable water service provision. These include

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WATER AND WASTEWATER

the Municipal Systems Act (Act No 32 of 2000) the Municipal Financial Management Act (Act No 56 of 2003), the Water Services Act (Act No 108 of 1997) and the Disaster Management Act (Act No 57 of 2002).

Community participation The provision of sustainable water services is only possible through active engagement of all sectors involved in and affected by water service delivery, operations and maintenance. Excluding key stakeholders from planning, implementation, operations and maintenance poses a major risk to the achievement of this goal. In addition, engagement of a wide range of stakeholders provides numerous benefits to any service delivery process. Earle (2006) outlines the tangible benefits to governments of involving the public in water management as follows: Improved quality of decision-making: allowing members of the public to express their views regarding social and environmental conditions in their communities and taking those views into consideration in the governmental decisionmaking process expands the knowledge base for decisions, resulting in better implementation of environmental and development goals. Improved credibility and public support: Access to information, public participation and access to justice improve the credibility, effectiveness and accountability of governmental decision-making processes. Public participation at the outset of the decision-making process helps to build broad-based consensus for projects and programmes. Improved implementation and monitoring: Public input supplements scarce government resources for developing laws, as well as for monitoring, inspection, and enforcement, by identifying environmental threats or violations of applicable laws. Early warning of potential challenges: Public participation can identify and address problems at an early stage, saving time, energy and scarce financial resources in the long run. The imperative of public participation is imbedded in South Africa’s legislative landscape. According to Section 195 (1) (e) of the Constitution “the public must be encouraged to participate in policy-making” and in terms of local government “[a] municipality must develop a culture of municipal governance that complements formal representative government with a system of participatory governance” (the Municipal Systems Act (MSA), Section 16(1)). While participatory democracy is encouraged in South Africa in principle, in practice it is

often implemented merely as a token of compliance. This pervading attitude is in itself one of the many psychosocial-political risks the study refers to in this approach, which themselves threaten sustainable water service delivery. Furthermore, where community engagement or public participation are mandatory (for example in Integrated Development Planning (IDP) and Environmental Impact Assessments (EIA)), these processes are often carried out with insufficient understanding of the levels of participation that are most appropriate for a given intervention for risk management and for maximising the opportunities that such platforms present. According to Pretty (1995):

used, which aims for better understanding between stakeholders with unequal relationships, significant conceptual gaps and a high degree of mistrust. It aims to “make diverging values and interests visible and understandable and to illuminate political alternatives” (Abrahamsson, 2004). Based on experiences of WD-SA, the successful practice of multi-stakeholder confrontative dialogue has to be guided by the following principles: • transparency, openness and honesty • shared purpose and commitment • plurality of perspectives and inclusivity, valuing diversity and each other

The institutions that manage water service provision in South Africa are “rigid, inaccessible and slow to respond to changes” “Participation poses a major dilemma for many authorities in that they both need and fear people’s participation. They need people’s agreements and support, but they fear that this wider involvement is less controllable, less precise and so likely to slow down planning processes. But if this fear permits only stage-managed forms of participation, then distrust and greater alienation are the most likely outcomes.”

• mutual respect • commitment to problem-solving and mutual accountability • learning and sharing. The WD-SA Working Group “… is convinced that, without a continuous practice of multistakeholder dialogue embedded as a generic value and principle, any type of institutional arrangement is not going to be truly sustainable in the long term” (Mas, 2009).

Constructive dialogue The case for the benefits of cooperative governance and community participation to sustainable service delivery has been made. However, both can only be implemented in practice if there is willingness by all parties to enter into dialogue with other stakeholders that hold different and often conflicting views to their own. Such dialogue requires a rigorous approach, implemented by skilled facilitators. One such method adapted to great effect by the Water Dialogues – South Africa (WD-SA) is confrontative dialogue. The WD-SA was led by a working group comprising members including national and local government, the private sector, civil society, trade unions, water boards and academic/research organisations. The WD-SA was a shared attempt by all stakeholders to move past ideological polarisation and to examine the successes and challenges in the delivery of water and sanitation services by a range of providers. It focused on the impact of institutional models currently used in South Africa on the quality of service delivery. Confrontative dialogue method was

Adaptive management At present, the institutions that manage water service provision in South Africa are “rigid, inaccessible and slow to respond to changes” (Wilson and Pereira, 2010). The standard project management style (where the project plan, timeframe and budget are fully defined before initiation and change is seen as a threat or as indicative of poor prior judgment) leaves little room for innovation, creativity, experimentation and adaptability. Adaptive management is essentially “learning by doing”. According to Virine (2008): “Adaptive management is a structured and systematic process for continually improving decisions, management policies, and practices by learning from the outcomes of decisions previously taken.” It includes regular adaptation to changing circumstances, constant collaboration among key stakeholders (both internal and external to a particular project) and an iterative development process. “The adaptive management approach treats policies as hypotheses and management as experiments from which managers can learn, accepting uncertainty and expecting surprises” (Folke et

IMIESA May 2013

Cooperative governance

Inter-stakeholder engagement

Constructive dialogue

• Ongoing risk evaluation throughout the life cycle of the project, including cost-benefit analysis of changes to brief, identification of additional resources required and or savings possible during infrastructure life cycle. • Build local government access to grant funds (research and other) to support risk reduction motivated changes to project briefs, community training inter alia. • Invest time to develop trust, rapport, respect and consensus on communication strategy and process between all key project stakeholders. • Ensure all key project stakeholders understand, accept and have the skills for their roles and responsibilities in the successful outcome of an infrastructure project. • Develop and implement O&M plan for operation and maintenance of water-related infrastructure to avoid over utilisation and/or infrastructure failure. • Ensure integrated land use planning for water resource protection and flood management. • Ensure regular review of infrastructure needs for timeous planning and development of upgrades or new infrastructure. • Ensure public-private partnerships bear in mind the constraints and strengths of each other, which work and cooperate for common good.

• Encourage information sharing and cooperation between key project stakeholders. • Use social media to build networks and raise awareness in receiving communities, to encourage moderate dialogue, support conflict resolution and trans-disciplinary collaboration. • Agree on standard DRR terminology by all technical disciplines and transfer knowledge of risk reduction concepts and practices in accessible language. • Train and learn of (disaster) risk management throughout life cycle of infrastructure at community and local authority level. • Identify and train leaders in government and communities, special interest and vulnerable groups on sustainability, ethical and technical elements. • Train all key stakeholders in communication skills and conflict resolution to support effective interstakeholder engagement.

Education and training, and technology transfer

4. Reduce the underlying risk factors.

Gender perspective

• Expand brief of project-specific platforms to include and support cooperative disaster response, reconstruction and rehabilitation between key project stakeholders. • Train community leaders and stakeholders to participate as community leaders and volunteers in all disaster response. • Ensure transparency and accountability of emergency fund expenditure following disaster. • Support the establishment of community-based and -managed emergency funds. • Support the establishment of community-based water forums or water users associations. • Prepare and update contingency plans for overcoming infrastructure damage or failure. • Prepare and regularly review operating rules for drought conditions. • Prepare and exercise flood response plans integrated with department of health and local clinics. • Assign roles and responsibilities for feedback on expenditure to date, budget evaluation, resource constraints and operation and maintenance.

5. Strengthen disaster preparedness for effective response at all levels.

2. Develop and strengthen mechanisms and capabilities for constructive engagement between technical experts, local government institutions and communities to build resilience to water-related hazards.

3. Use knowledge, innovation, information exchange and education to build a culture of constructive dialogue to promote safety and resilience at all levels.

Leadership development

• Develop risk register. • Risk assessment of and during entire infrastructure development, operations and management process. • Develop project specific indicators to manage risk during design, construction, operations and maintenance. • Develop strategy and action plan to initiate data sharing, technological transfer and education around early warning in receiving communities. • Develop constructive dialogue strategy to build feedback loops between key stakeholders. • Design and implement early warning especially for psycho-social-political risk throughout the life cycle of water infrastructure development, operations and maintenance.

• Risk management mechanisms (evaluate capacity of existing multi-stakeholder platforms, which include water, land use, agriculture and other sectors, to support risk management in water sector and infrastructure development or build a specific platform to do so). • Risk management is part of planning, budgeting and implementation of all water and sanitation services (WSS) infrastructure. • Decentralisation of responsibilities (local government and receiving communities) and resources (including financial resources). (NWA, WSA, NEMA, MFMA, DMA) • Evaluate leadership capacity and ethics at local government, political and community level. • Engage all stakeholders involved in water sector project implementation with focus on risk reduction. • Mitigate psycho-social-political risk through inter-stakeholder engagement.

CROSS-CUTTING ISSUES

2. Identify, assess and monitor waterrelated hazards as well as psychosocial-political risk, and enhance early warning.

1. Ensure that risk management in the water services sector is a local priority with a strong institutional base for implementation.

PRIORITIES FOR ACTION

1. Integration of cost and risk management into water to develop adaptive project management tools and techniques such as adaptable infrastructure budgeting, planning and implementation processes that accommodate dynamics of developing world context.

STRATEGIC GOALS

WATER AND WASTEWATER

TABLE 1 The Hyogo Framework of Action adapted to the South African water service delivery context

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TABLE 2: A summary of the overarching process of adaptive project management and the cross-cutting issues

OVERARCHING PROCESS/ CROSS-CUTTING ISSUES

SUMMARY

Adaptive project management As an action-learning process, this approach provides for creativity, innovation and adaptability. It also encourages a shift towards an approach that is more responsive to uncertainties and changes, as presented below: On time



On brief



On budget



Invest time  Adapt brief  Secure budget

•

“Invest time, adapt brief, secure budget” becomes the guiding philosophy to be iterated at each milestone or significant stage of implementing a water infrastructure project. Cooperative governance

Cooperative governance is not a necessary evil, but essential for getting the job done. See the different spheres as helping you get the job done; it is also about putting the receiving community back in the centre of the process.

Inter-stakeholder participation It is important to identify the key stakeholder groupings: e.g. client/WSA, technical team/consultants, receiving community, etc.; different levels of participation are appropriate for different stages – use to delineate minimum level of participation required to mitigate risk. Constructive dialogue

Using the principles for establishing or working with multistakeholder forums; also working in the spirit of confrontative dialogue (valuing voices and contributions of each voice; aiming to surface different rather than simply reach consensus).

Technically competent, emotional intelligent and ethical leadership

Trust in and between project, technical and community leadership is integral to adaptive management as is the professional and personal integrity and business ethics of a private public civil sector partnership.

Capacity building

Around communication, constructive dialogue, collaboration without co-option, meaningful and appropriate levels of participation by women and men; education and training needs of women and men to be considered at every step in the process.

Gender perspective

Strengths and leadership capacity of women and special interest groups who play a primary role in the daily water and sanitation process at household and community level is integral to the sustainable success of a water infrastructure project from design to routine operations and maintenance.

al, 2002). Adaptive management thus creates space for adjusting the process, as new information comes to light or as circumstances change.

Conceptual framework for action This section provides an approach for integrating risk management into water service delivery operations and maintenance, with an emphasis on the psychosocial-political dimensions, in a way is empowering to all parties involved. The approach uses the Hyogo Framework of Action (HFA), adapting it to the South African water service delivery context, presented in Table 1. Conclusion The overarching process of adaptive project management and the cross-cutting issues necessary for integrating risk management into water service delivery, operations and maintenance mentioned in Table 1 are summarised in Table 2.

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References • Abrahamsson, H. 2004. The role of dialogue in confronting power. A discussion paper. Department of Peace and Development Studies (Padrigu), Göteborg University, Sweden. • DFID, (1999) “Sustainable Livelihoods Guidance Sheets”. Depar tment for International Development (UK), London, 1999 – 2005. Available at: www.eldis.org/ vfile/upload/1/document/0901/section2. pdf. Retrieved 17 March 2011. • Earle, A., and Malzbennder, D. (2006) “Stakeholder Participation in Transboundary Water Management: selected case studies.” African Centre from Water Research, Cape Town, South Africa. • Folke, C., Carpenter, S., Elmqvist, T., Gunderson, L., Holling, C.S., Walker, B., Bengtsson, J., Berkes, F., Colding, J., Danell, K., Falkenmark, M., Gordon, L.,

•

• •

•

Kasperson,R., Kautsky, N., Kinzig, A., Levin, S., Mäler, K., Moberg, F., Ohlsson, Per Olsson, P., Ostrom, E., Reid, W., Rockström, J., Savenije, H., and Svedin, U. (2002) “Resilience and Sustainable Development: Building Adaptive Capacity in a World of Transformations.” Scientific Background Paper on Resilience for the process of The World Summit on Sustainable Development on behalf of The Environmental Advisory Council to the Swedish Government. Galvin, M. (2009) “Straight talk to Strengthen Delivery in the Water Services Sector: Overview and highlights.” The Water Dialogues South Africa Synthesis Report. Hay, R., P. Hay, A. Mlisa, D. Blake, S. Imrie and K. Goldberg. (2011) A risk-based Methodology to assess social Vulnerability in the Context of Water Infrastructure. WRC Report No. 1888/1/11. Water Research Commission, Pretoria Mas, J.P, (2009) “Values and principles supporting the practice of The Water DialoguesSouth Africa: from laboratory to natural practice in our water services delivery.” Appendix In: Galvin, M. Straight Talk to Strengthen Delivery in the Water Services Sector. The Water Dialogues South Africa Synthesis Report. Pp 135 – 136. Pretty, J.N. (1995) “Participatory Learning for Sustainable Agriculture.” World Development, Vol 23(8), 1247 – 1263. South African Constitution, (1996) “Act No. 108 of 1996”, South Africa Wilson, J., and Pereira, T. (2010) “Resilience and response-ability: towards just water service provision in the context of climate change.” Environmental Monitoring Group, paper presented at National Conference on Inequality and Poverty in South Africa. World Commission on Environment and Development (WCED), (1987) “Our Common Future.” Annex to General Assembly document (A/42/427), Development and International Co-operation: Environment.

Acknowledgement The financial support by the Water Research Commission and the valuable contributions of the Reference Group, Project K5/1888 Investigating the Social Vulnerability of People and their Livelihoods and their Response to Water Infrastructure, are gratefully acknowledged. The participation of the team and members of the Reference Group in a series of working meetings beyond the officially scheduled Reference Group meetings contributed significantly to this paper.

WATER AND WASTEWATER

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PROJECT DESCRIPTION

CLIENT

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Road widening and upgrading of Dudu Madisha Drive

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R2.2 million

Development of Kungwini regional cemetery Kungwini Local Municipality

R1.8 million

Development of Tsakane Stadium complex

Ekurhuleni Metropolitan Municipality

R14.8 million

Maintenance of Road D1200 (Mogwadi-Senwabarwana-Sekung)

Roads Agency Limpopo

R7.0 million

Phola Park roads and stormwater

Mogalakwena Local Municipality

R3.0 million

Water network renewals in Bedfordview (Northern region)

Ekurhuleni Metropolitan Municipality

R2.0 million

Development of Tsakane Stadium complex – phase 2

Ekurhuleni Metropolitan Municipality

R65.1 million

Road maintenance in Pretoria region

Gauteng Department of Roads Transport R12.0 million

Construct and manage upgrading of gravel roads to tarred

Emfuleni Local Municipality

R22.1 million

Management Letsopa’s management team consists of K Maphoto, managing member, working with the company’s marketing manager and design office. The company’s staff comprises qualified personnel who have worked for established consulting firms, construction firms and the public sector over the years. In addition, technical personnel are members of professional

IMIESA May 2013

ADVERTORIAL

CELEBRATING 10 YEARS

of dedication to service delivery Lekwa Consulting Engineers is proud to be celebrating its 10-year anniversary. Our history Lekwa Consulting Engineers was established in 2002 by two dedicated professional engineers, Kibiti Ntshumaelo and Gert Smit, who seized and developed an entrepreneurial opportunity in the civil engineering industry. Our approach is based on finding synergies with the public and private sector stakeholders, including communities. We believe that through this partnership approach, we could be instrumental in unlocking skills development and job creation initiatives in South Africa. Our office network covers the Gauteng, KwaZulu-Natal, Mpumalanga, Free State and North West provinces.

What 10 years means to us Ten years in a sector that is constantly and rapidly advancing is an achievement we are proud of, and we have successfully established ourselves in the civil engineering consultancy sector. The company has grown progressively over the past 10 years from being a small consultancy to a fully-fledged medium-scale firm. Through our dedication and consistency, we have strived to fulfil our mission and offer our clients: • value-added project management services according to internationally accepted standards

• in-house expertise that is broadened through networking with specialist partners and associates to provide conventional and turnkey project solutions to our clients • quality consulting engineering services • a high level of technical expertise and professionalism that has ensured excellence in terms of our service delivery. Our 10-year journey has not been an easy one, but like all of life’s journeys it has been a rewarding experience that has compelled the company to grow. We continue our commitment to offering our clients a professional and unrivalled service. We would like to thank all our clients, stakeholders, suppliers and staff for supporting us through all these years and look forward to continuing the journey with you.

AREAS OF EXPERTISE • Roads and Stormwater. • Bulk water and sewage installations. • Water and Sewage reticulation networks. • EPWP Projects. • Structures and Buildings (Facilities) • Sport and Recreational Facilities. • Solid Waste Projects. • Community Centres. • Multi-Disciplinary Project Management. • Labour Intensive Projects. • Township Establishments and Housing Projects. • Railway Engineering Services. • Mining Infrastructure Projects. LEVEL 2 BBBEE PROCUREMENT CONTRIBUTER OFFICES: ALBERTON-Gauteng 118 Hennie Alberts Street Brackenhurst: PO Box 145851 Bracken Gardens 1452 Tel: 011 868 2494 Fax: 011 868 1348 E-mail: lekwainfo@civilnet.co.za

ERMELO-Mpumalanga 67 Fourie Street PO Box 1903 Ermelo 2350 Tel: 017 819 1985 Fax: 017 819 4017 E-mail: lekwa@civilnet.co.za

NEWCASTLE-Kwa-Zulu Natal 34 Paterson Street Newcastle PO Box 27 Newcastle 2940 Tel: 034 315 3232 Fax: 086 669 7533 E-mail: lekwa@civilnet.co.za

www.lekwaconsulting.co.za

EKURHULENI

COMMUNITY GREENING

Solar power project for informal settlements The roll-out of solar energy in the informal settlements is in time for winter and will be instrumental in curbing shack fires caused by candles

Informal settlement fires caused by the use of candles are set to be a thing of the past in Ekurhuleni Metropolitan Municipality.

HIS IS BECAUSE the authority will be rolling out a solar-generated lighting project to its informal settlements as part of a programme to ensure that residents at these areas, for which no short or medium relocation or upgrading plans are in place, at least dwell in liveable habitations. The municipality defines such informal settlements as Category C informal settlements and plans are afoot to bring light to the shack dwellers ahead of the winter season. These plans were given impetus in April this year when the executive mayor of Ekurhuleni, Mondli Gungubele, officially launched the project at the Umgababa Informal Settlement in Benoni. According to the member of the mayoral committee on water and energy, Aubrey Nxumalo, this roll-out of solar energy in the informal settlements is in time for winter and will be instrumental in curbing shack fires caused by candles. This also spells good news to learners who will no longer have to study under candlelight.

“The project includes the supply, installation and commissioning of a 10 W solar lighting unit. The unit consists of a solar panel, a battery control box and four LED lights. This unit makes provision for cellular phone charging as well,” explains Nxumalo. Nxumalo asserts that this will drastically change the lives of the informal settlements dwellers and will also respond to the National Climate Change mitigations, which calls on the municipality to strive to provide alternative energy to reduce overall purchases from Eskom to create space for new development, implementation and management of renewable energy. The Ekurhuleni Metropolitan Municipality has also rejuvenated Germiston Lake, which it believes will change the face of recreation in the city. Over R12 million has been pumped into renovating the entire park, including the landscaping, picnic areas, playgrounds, walkways as well as the wetland itself. Work began in October 2012 and was scheduled to be completed in

April 2013, when the facility hosted international guests attending the Airport Cities World Conference and Exhibition. “The rehabilitation and beautification of wetlands is one the city’s flagship projects and the Germiston Lake upgrade demonstrates how it is shaping itself into becoming Africa’s first aerotropolis,” explains Ekurhuleni spokesperson Samuel Modiba. The park has been designed to encourage residents to enjoy the outdoors and features a fully equipped open-air gym, revamped pathways for walking and jogging, three playground areas and new park furniture, braai and picnic facilities, including Victorian-styled gazebos. There is something for everyone at the park, and the designated play area is expected to be a favourite amongst parents and their children. There will be a junior playground, which will be furnished with modern play equipment designed to encourage learning through play. Old playground equipment will be revamped and placed in the senior children’s playground. The skate park will also be fenced off and restored. Another special feature of new park is the play area, which will be tailor-made to accommodate people living with disabilities. Modiba says that accessibility was a priority for the city and this was incorporated into the design of every area in the park. The “Jazz festival section” is to be converted into a classy outdoor venue and the “19th hole” will be removed and landscaped. All the buildings in the park will receive a fresh layer of paint and tiling where necessary. Two of the four ablution blocks will be rebuilt in the future. The Old Kingfisher restaurant and Mojo buildings will temporarily be wrapped as the usage thereof is yet to be finalised. Consideration was also given to restoring the infrastructure like the roads, paving, street lights, irrigation, stormwater channels, water and electricity supply.

IMIESA May 2013

ENVIRONMENT

ECONOMIC GROWTH

Public eye and green laws A promising economic future lies ahead for the Saldanha Bay area, but pressure from local communities and increasingly stringent regulations will compel any developer to tread carefully through this environmentally sensitive zone.

CCORDING TO Sue Reuther, principal environmental consultant at SRK Consulting in Cape Town, this picturesque part of the West Coast has a number of unique environmental features that attract and shape business development in this area. Saldanha Bay is the only naturally deep and sheltered port along this stretch of the coastline, which led to the construction of the iron ore port in the 1970s and with it a steady increase in residents and the establishment of associated businesses and industries. To the south of Saldanha lies Langebaan Lagoon, a Ramsar-listed wetland of international significance, which is the last stop for thousands of birds migrating south each year from the European autumn.

“Many parts of the lowland and coastal areas around Saldanha Bay are now designated as critical biodiversity areas (CBAs) by the province’s statutory conservation body CapeNature,” says Reuther. “There is also growing legal protection of the county’s coastline through the Integrated Coastal Management Act as well as the environmental impact assessments (EIA) regulations. EIAs are thus frequently required in this area before any decisions can be made about development. “The local community is very aware of the area’s environmental attributes and the risks posed by uncontrolled development; many sectors, such as tourism and aquaculture, rely on a clean environment. Community groups are therefore very active in the environmental

consultation processes that are triggered by new project proposals and are vigilant of the activities of businesses already operating in the area.” However, as in most parts of South Africa, there is also the need for growth and job creation, so alongside the environmental lobbies and codes that make investors more accountable for their impact on nature, other local groups exert pressure to bring employment to the area. “We have noted that communities seeking jobs are increasingly vocal in support of projects that could create employment,” explains Reuther. “This high level of stakeholder engagement is a feature of this town,” she adds. Having been involved there for well over a decade, SRK has conducted various environmental, social and economic studies, developing a keen sense of the issues, role players, and technical and legislative peculiarities in the area. “We’ve also managed many permitting processes for clients to ensure environmental compliance and best practice once a project has received environmental authorisation,” states Reuther. “A number of new laws have come into effect in recent years that have changed requirements for permitting. Previously, any effluent discharged into the coastal environment fell LEFT Industrial facility located on Saldanha Bay with Saldanha Bay Yacht Club in the background

IMIESA May 2013

ENVIRONMENT

guide growth ABOVE Saldanha Bay with an oil rig in the background and a portion of the iron ore terminal on the left RIGHT Dune rehabilitation programme south of Saldanha Bay BELOW Some of the natural vegetation in the ‘Back of Port’ area that forms part of the Critical Biodiversity area

under the National Water Act and required a water use licence. But this law doesn’t really consider the marine environment, so the Integrated Coastal Management Act is a step forward in this regard, introducing the need for coastal water discharge permits. SRK is helping a number of clients to navigate this permitting process.” Clients have also been assisted to obtain atmospheric emissions licences in terms of the relatively new Air Quality Act, as well as waste management licences in terms of the 2008 Waste Act. Recent coastal projects requiring this assistance include port expansions, a fishmeal plant, a desalination plant and minerals beneficiation facilities. “It is vital that we keep abreast of the relevant requirements for EIAs and other permits, as well as general trends in the area. Regular interaction with district and municipal permitting authorities is also paramount,” she explains. “Experience in environmental and social impact assessment in Saldanha has enabled projects to move forward quickly, through unique insights into the main issues and effective stakeholder engagement. “Broad exposure to the area has also assisted in compiling strategic planning documents such as the West Coast District Municipality’s Coastal Management Plan. This document identifies key priorities for coastal management in the area and assigns responsibilities to various government authorities,” continues Reuther.

As the northern-most deep-water port on the West Coast, it is anticipated that Saldanha Bay can become a key service hub providing maintenance and other services for the Angolan oil and gas sector. Proposals to establish an industrial development zone at Saldanha Bay emphasise the potential value of logistics, repairs, maintenance and fabrication work for companies

on the oil and gas fields of sub-Saharan Africa. “Due to our extensive involvement in oil and gas projects in Angola, Mozambique and South Africa, we hope to play an active role in the environmental management of future oil and gas activities in Saldanha,” says Reuther. “Intense local interest will ensure that these opportunities are closely scrutinised.”

IMIESA May 2013

FINANCE

CLEAN AUDITS

Municipal leadership collectively responsible Any discussion about ways to improve local government finances, and therefore service delivery, would be incomplete without a focus on the role of leadership: style and substance, as well as actions and utterances. by Corne Oberholzer (left) and Justin Diedricks (right) from Deloitte

HERE ARE MANY factors that are required to achieve a clean audit and sustain good per formance. These include sound financial management, continually improving skills depth, governance and oversight, performance management as well as regulatory compliance. But leadership is the glue that holds it all together; it is the crucial pillar around which all else revolves. In the case of a municipality, the executive mayor, the council, municipal manager and senior officials must take ownership and accountability for achieving a clean audit and lead by example. The first and most important task of the municipality’s leadership is to achieve alignment between political and administrative leadership – too often municipal governance, effectiveness and sustainability break down due to tensions, lack of alignment or poor role clarification between politicians and officials. Once such an alignment has been established, a key task is to put in place internal controls to monitor income and expenditure flows. This includes putting in place a strong internal audit function and an audit committee. The leadership must continually review performance against concerns raised by the Auditor-General. The task cannot be left to the chief financial officer and senior financial managers. The reasons for poor audit outcomes are complex and often extend beyond poor financial management. Collective ownership for ensuring improvement is therefore non-negotiable. The relationship between the audit committee, the internal audit function and leadership requires nurturing and direction so that it

IMIESA May 2013

becomes a trusted business advisory relationship. Municipal leaders need not shoot in the dark without a guide. The Municipal Systems Act and Municipal Finance Management Act provide important guidance on the operation of the governance framework. The lack of implementation in municipalities is therefore not arising from an absence of guidance and legislation, but rather a lack of capacity, skills and accountability by leadership. Municipality leadership can demonstrate their positive behaviour through a number of actions. They can influence and guide the development of credible action plans to address the internal control deficiencies of audit findings and establish key control processes. Municipal mangers must also monitor the action plans and key control processes on a regular basis and hold individuals accountable when the action plan targets are not achieved and the key control processes are not executed accordingly. Leadership must therefore develop and monitor a relevant and user-friendly dashboard to ensure that progress and performance information are tracked. The oversight function for municipalities at provincial level should also be functioning effectively and engagement between officials at provincial and municipal level should be clearly outlined and formalised. This will include requirements and targets for monitoring and reporting the information that the council, the oversight committees (including audit committees) and the executive mayor require to perform their duties. The various oversight structures within council and those falling under the office of the

executive mayor need to have measurable work targets which should be evaluated on an annual basis. Municipalities face a complex and massive human resources challenge. The first, and probably the biggest, failure by too many municipalities is the practice of appointing people who do not have the right skills, competencies or experience to perform the job recruited for. Once appointed, too few municipalities then have an effective performance management framework and system – again a key leadership failure. Also, employees do not keep up with the changing local government environment through ongoing training and development. There is also poor management of vacancies and acting positions. The biggest challenge for local government therefore is to attract, retain and develop qualified, competent people across all areas of the organisation. High vacancy levels and key positions being vacant for long periods across the municipalities invariably result in poor performance. The management of vacancies and acting position requires management to examine a number of underlying factors. These include the municipality’s attraction and retention policies, including offering market-related or competitive packages and other incentives, as well as providing an environment that is conducive to job satisfaction for professionals. Poor human resource management and recruitment procedures, and slow decision making on key appointments can also contribute to the municipality missing an opportunity to attract skilled senior employees.

PANEL DISCUSSION PA

UTILITIES MANAGEMENT

Driving the future Power and water â€“ two very important utilities not just in Africa, but worldwide.

N THE SOUTH AFRICAN context, water and power are hugely important, particularly in rural areas where access to basic electricity and running water is severely restricted. However, it cannot be denied that both government and the private sector are becoming more involved in sustainable projects â€“ projects that will go a long way in aiding

the efficient distribution and management of water and power resources. The City of Johannesburg, for example, has set a 2040 vision to create a world-class African city of the future. A vibrant equitable city, strengthened through diversity, providing real quality of life and sustainability for all its citizens â€“ none of which can be achieved without proper utilities management. Johannesburg (and other

municipalities) is serious about diversifying its energy mix to provide total household energy solutions by offering alternative energy sources that will see the city best utilise its available resources. In this panel discussion, IMIESA looks at the local power utilities industry, showcasing some of the best technology, solutions and case studies on offer.

IMIESA May 2013

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PANEL DISCUSSION

UTILIT TIES MANA AGE EMENT Ronald van Lochem | CEO | AQUADAM What are your current focus areas and vision? Aquadam is repositioning itself as a solutions provider rather than a supplier of products. Our extensive experience, coupled with our comprehensive range of storage tanks, enables us to be approached by anyone in a construction supply chain to customise a solution specific to their requirements.

Please supply a brief background to the company. Aquadam has been supplying optimum liquid storage solutions to satisfied clients since 1972, and we currently store in excess of 3.5 billion litres of water ever y day. We take pride in playing a par t in preser ving water – the world’s most precious resource – but our exper tise is not limited to water storage only. Collectively, Aquadam’s owners and

materials (e.g. sand, cement, steel) are locally sourced. We believe that local procurement, design and production are good for the South African economy.

What new products are you adding to your portfolio in the near future?

“Our vision is to give our customers the best water storage solution to satisfy their needs in the shortest possible time” management team have more than 65 years’ experience in the design and manufacture of containment structures. Because Aquadam is the only company in South Africa that designs

and manufactures such a wide variety of steel tanks and concrete reser voirs, we are able to provide our clients with the right advice and the per fect storage solutions. All our construction

With the runaway success of the Muleby System Tank IA (MST IA) in mind, we will be introducing the MST II Tank to our customers. This tank encapsulates our ser vice philosophy of “from design to erection – all under one roof”. The MST is a prefabricated concrete tank, produced for the municipal, industrial and agricultural sectors with a pedigree stretching back 35 years. The MST II systems tanks are built with prestressed elements with a standard width of 2.40 m and a thickness of 170 to 200 mm and unprecedented heights of up to 8 m. The MST II elements are connected internally by means of horizontal prestressing and an

Muleby System Tank applications Sewage treatment: Sedimentation tanks, digestion tanks, aeration tanks, stormwater retention basins Potable water: Elevated reservoirs, clarifiers, filtration tanks, rainwater harvesting tanks Other applications: Anaerobic digesters (biogas), fermentation tanks, sprinkler and fire fighting tanks, safety tanks circumventing storage tanks of flammable and environmentally dangerous liquids, tanks for loose storage (salt, sand and chipping), agricultural applications.

IMIESA May 2013

PANEL DISCUSSION

ingenious waterproof concaveconvex system. The ver tical joints are sealed with a shrink proof injection mor tar. Greased corrosion-resistant steel cables are passed horizontally through the elements inside a 2-mm thick polyethylene sheath and tightened to >135 kN with precision tools. A waterproof solution for the wall and floor construction is obtained by means of

spramex concrete on both sides of the wall and fitting expanding tape. We also recently acquired the Southern Africa agency for the Galglass Epoxy Fusion Steel Tanks. These tanks are fairly new to the South African market and we believe that with the exceptional quality they provide, and the whole list of usages for these tanks, we have already

captured a big market share. These tanks are corrosion resistant and do not need liners. The roof trusses and sheeting on these tanks can also be supplied in epoxy if the tank is to be used for special liquids. These tanks can be built up to 30 million litre capacity!

What other products do you incorporate in your solutions driven service philosophy? Our steel-coated tank range includes Zincalume Coated Tanks (also known as Future Tanks) and plain galvanized or colour-coated corrugated (also known as smar t tanks). Our concrete reser voir range includes prestressed post tension panel reser voirs (also known as Muleby System Tank) and seamless concrete reser voirs (also known as gunite dams or Naatlose betondamme). We are the undisputed market leader in the manufacturing of gunite-based

seamless, reinforced concrete reser voirs. All Aquadam products are engineer-designed to be cost-effective, safe and reliable, and to meet the most demanding quality standards. We carefully source our raw materials and produce all our materials in our own factor y to ensure unsurpassed quality and per formance. t +27(0)12 810 0940/1 www.aquadam.co.za

Some facts about Aquadam: • 65 years of combined experience in manufacturing water retaining structures • 412 sizes of tanks and reservoirs to choose from • 1 300 satisfied customers in South Africa and Africa • 3 600 visits to the Aquadam website per month • 4 000 tanks and reservoirs installed up to date A dam good investment!

IMIESA May 2013

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ONM R I V N E E BUILT H T D N RING A Station E E y g N I o l G o n N

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tal Tech

Innovation through leading-edge technological solutions

The primary mandate of the Process Energy and Environmental Technology Station (PEETS) are technology transfer and capacity building for the socio economic beneďŹ t of South Africa. PEETS FOCUS areas are: Renewable Energy Air pollution Water Treatment Waste-to-energy

Including Short learning programmes for Industry and Training opportunities for student interns Situated at the University of Johannesburg (UJ), the Technology Station in Process Energy and Environment forms part of the Technology Innovation Agency (TIA)

Contact PEETS to ďŹ nd out more about our Products and Services Tel : +27 11 559 6541 Fax: +27 11 559 6881 Email: peets4@uj.ac.za www.uj.ac.za/peets

PEETS Process, Energy and Environmental Technology Station

PANEL DISCUSSION

UTILIT TIES MANA AGE EMENT Mansoor Mollagee | Director | UJ: PEETS Q. What role does UJ: PEETS play in creating awareness around the challenges facing local water and power supply? MM The Process, Energy and Environmental Technology Station (PEETS) is strategically positioned to impact upon the wastewater treatment and industrial sector by optimising the use of current water resources, with a focus on the municipal wastewater stream. We are interacting with municipalities in a very direct manner as the engine room for managing our water resources as well as the key interface with the communities as a primary client. The utilisation of our coal-based energy and the move to diversification of the mix towards renewables is where our awareness thrusts are positioned. The water-energy fulcrum is directly interrelated and we strive to disseminate thinking and promulgate interaction in this domain.

What related services/ studies does UJ offer and who is eligible? The primary mandate of PEETS is to foment technology transfer and human capacity development in the energy and environment realm for the socio-economic benefit of all South Africans. The job creation spin-offs at an SMME level are phenomenal and any individual or SMME is thus eligible for support. We support youth who demonstrate innovation, government entities that need refinement of their systems to achieve greater capacity to deliver, or private companies that need assistance in addressing their energy needs or environmen-

BELOW Internship Programme 2013 – engineers and interns

tal problems. Our products and services include: testing; analysis services; manufacturing/prototyping/upscaling; consultation/ technology audit; product and process development; projectapplied engineering, design and development; project-research and development; technology demonstration; and training and development. The strategic thrust is informed by the interface with various government departments, private SMME stakeholders in the energy and environmental sectors, and public sector institutions such as Eskom.

Is UJ: PEETS creating awareness/directly involved in sustainable development in the local construction/engineering industry? We are working with the Gauteng Department of Infrastructure and Development (DID) – the custodian of over 7 000 properties, 3 000 schools and many hospitals – to build sustainable development and renewable energy initiatives into the Infrastructure Build Programme in the province. We also promote the idea of sustainable development through our own engineering projects on a more holistic level than is otherwise addressed. So instead of advising our clients on

how to integrate renewables into the existing infrastructure, we would do a proper needs analysis based on existing consumption patterns. More production (water or energy) is not necessarily more efficient when the existing resources are not optimally utilised. Energy efficiency or averting water losses is always a cheaper option than building a new water treatment plant or a solar farm.

What are the biggest challenges facing local water and power utilities, as well as the construction industry? Anything government could do differently? The biggest challenge facing government is threefold: The first is the level of technical and engineering competence to address matters of service delivery on a systemic level. We have an inflated bureaucracy with too few competent people in the system. Our education system does not adequately prepare graduates for the place of work. The second challenge is the inability to carry through on decisions and implementation thereof. The checks and balances are important, but more often than not, these processes become obstacles in the path of progress rather than

a complement. The administrators in the system are not attuned to the engineering and scientific parameters governing roll-out and implementation. The third challenge is the wasteful use of resources. We cannot promote energy efficiency when for government efficiency is not a top priority (government buildings that operate during fixed hours having lights on for 24 hours, for instance). We do not need new sources of water supply, despite the fact that we are a ‘semi-arid’ country, when R7 billion worth of water is lost annually and unaccounted for. PEETS is involved at different levels of local, provincial and national government in order to add value to and capacitate the process of becoming more effective agent of change. We are doing this at training, auditing, strategic and project development level. Greater support needs to be provided to units like ours that can be true catalysts of change in winning the war against poverty and unemployment, through the creation of a vibrant and dynamic SMME sector.

About the division The core business function of the Process, Energy and Environmental Technology Station (PEETS) is energy (focusing on renewables and energy efficiency) and the environmental sector (focusing on water, air and solid waste, with emphasis on waste-to-energy). With a firm bridge between its energy and environmental activities, waste incineration, water treatment solutions for the municipal and mining sector as well as technical investigations are the bedrock of PEETS’ work.

IMIESA May 2013

JWT62461

MAKING POWER PERFORM

IMAGE COURTESY OF

Dr. Niel Grundling

JWT 62249/SOW

A local manufacturer in South Africa and a fully owned subsidiary of the JSE-listed Altron Group, we are one of South Africa’s leading suppliers of electrical and electronic equipment. Our products include cables, transformers, switchgear, batteries and electrical accessories. Our comprehensive systems integrator packages provide total design, manufacture, supply, installation and commissioning of electrical products. Powertech, channelling power to organisations through the inﬂuence of science. Now that’s magic.

www.powertech.co.za

PANEL DISCUSSION

UTILIT TIES MANA AGE EMENT Neil Kayton | Chief executive | POWERTECH Q. What role does Powertech play in relation to the local building and construction industry? NK The building and construction industry has, for many decades, been one of the key focus areas of Powertech. We are a major supplier to the building industry and can supply a complete basket of products, solutions and services to cover all power needs in a building, from power supply right through to the socket outlet. The main products are cables, transformers, mini substations, switchgear, batteries, lighting, and electrical accessories such as sockets, switches, trunking, circuit breakers, etc.

With power supply and electricity becoming an increasing problem in South Africa, particularly in rural areas, what solutions and/or technology does Powertech recommend? Power supply is a global problem. Increasing demands (and particularly an increase in peak demands) for electricity in industrialised and urban areas is encroaching on the installed capacity. Our key focus is on supplying engineering skills, products and solutions that support the demand side management for large electricity consumers. With regard to rural areas, Powertech focuses on technologies and solutions for renewable energies, e.g. clean fuel power technology, hydrogen fuel cells and solar systems. For example, we supply diesel powered hydrogen reformer technology to cellular base stations running off generators, which run not only a lot more quietly, but also more environmentally friendly through substantially increased efficiencies. In addition, our intelligent distribution automation

systems facilitate automatic location and restoration of power to interrupted customers in remote rural areas.

Are the products and/ or services you offer sustainable? Absolutely. Our underlying philosophy drives our developments. We do not only

of installed capacity only – that is being addressed. A bigger threat comes from the ageing distribution network with installed equipment (transformers, cables, switchgear, substations, mini substations, etc.) that has reached the end of its lifespan, thus causing costly technical problems. While everybody is fo-

We are a major supplier to the building industry and can supply a complete basket of products, solutions and services focus on producing sustainable products and solutions, but also ensure that our manufacturing itself is concentrating on sustainable technologies, focusing on the purpose for which a product is deployed.

cusing on generation, the degradation of the distribution network gets neglected. We need to find solutions to efficiently and cost effectively refurbish our distribution networks. Global experience

shows that in order to address this issue successfully, we need a re-regulated environment, with privatised regional electricity distributors that are managed on solid business principles, focusing on quality of supply, cost effectiveness and reliability.

What is Powertech’s top selling/most popular product and why? In terms of revenue, this would currently be our Powertech transformers, both power and distribution, and cables. In terms of volume, we would like to mention our automotive battery brands, Willard and Sabat.

Powertech, a wholly owned subsidiary of the JSE-listed Allied

In your opinion, what are the biggest challenges facing the local power industry? Anything government could do differently? We see our biggest challenge not in the lack

Electronics Corporation (Altron), was established in 1978 and is one of South Africa’s leading suppliers of electrical and electronic equipment. The Powertech Group’s four major segments – cables, transformers, batteries and system integrators – specialise in the manufacturing and delivery of world-class products, services, expertise and solutions to address diverse needs for electrical and power equipment in South Africa and beyond, focusing on power infrastructure and large power users, e.g. mining, building and construction, transport and telecommunications markets.

Making Power Perform – in this case through one of our power transformers

IMIESA May 2013

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PANEL DISCUSSION

UTILIT TIES MANA AGE EMENT RAND WATER

Q. In terms of water management and supply, what role does Rand Water play in relation to residential and commercial sectors? Rand Water’s municipal customers account for 92% of total demand, with direct supply to mines making up most of the balance. Periodically, we ask major customers for projections of their future demands. Data received is reviewed, and estimates entered where no customer data is available, in order to provide an assessment of future demands at each supply point. Demographic projections are used to correlate the customer data. About 98% of water supplied by Rand Water is abstracted from the Vaal River system, treated and pumped into the network by the river stations, Zuikerbosch and Vereeniging. A further 90% of supply is pumped by the four main booster stations: Eikenhof, Zwartkopjes, Palmiet and Mapleton. The system operates as a network, but approximate volumes can be assigned to the river stations and the four booster systems.

With water delivery and scarcity becoming an increasing problem in South Africa, particularly in rural areas, what future plans does Rand Water have in place? South Africa is recognised as a water scarce country with a limited number of catchment areas, water courses and rivers. It is important for

water boards to carve a niche in the water value chain. There is a need to be capacitated with assets that will ensure long-term sustainability and viability. Working with existing water boards, we recognised the important role that our organisation can play. Where the resources of these current water boards are limited, Rand Water has demonstrated its ability to implement projects on its own.

In your opinion, what are the biggest challenges facing local water delivery and management? What is your approach to some of these challenges? The current institutional realignment process and SAAWU’s position is that water boards have a direct responsibility for bulk water and sanitation infrastructure. In pursuing further opportunities, we will actively engage in the development of such bulk infrastructure. The retail business has been identified as the direct responsibility of local authorities. The Municipal Water Infrastructure Grant – a new grant administered by DWA – accelerates the delivery of clean water to communities that do not have access to basic water services. The grant provides funding for municipalities to plan and implement various projects, including the construction of new infrastructure and the refurbishment and extension of existing water schemes. The grant has an allocation of R4.3 billion over the

2013 MTEF. We have held several meetings with DWA with regard to this grant. This coincides with our strategy of improving our profile and engagement when it comes to rural development. Our organisation has been tasked with identifying specific rural areas to work with the DWA under this grant.

What big projects has Rand Water been involved in recently? Capital Expenditure Programme: augmentation infrastructure projects, which have the primary purpose of increasing the capacity to meet growth in demand and area of service. Renovation and replacement projects have the primary purpose of maintaining existing capacity to supply. Some projects, particularly involving pipelines, will serve a dual purpose. The projects are in various stages of the planning and approval processes. Gauteng Water Loss Project: The purpose of this project is to establish the quantity of nonrevenue water, as well as the potential implication of water

demand management for all municipalities in Gauteng. Rand Water Internal WDM Project: The purpose of this project is to establish and/or confirm current levels of non-revenue water in our distribution network, as well as provide recommendations for interventions required and the implementation thereof. We have also entered into an agreement with district municipalities to implement water demand management related initiatives. Bulk sanitation: Our organisation has played a leading role in providing a long-term solution to this sanitation challenge. The solutions to these challenges require regional bulk sanitation schemes. Rand Water has actively investigated the viability of becoming involved in regional sewage purification plants associated with local municipalities.

Supplying Superior Water Quality since 1903

Rand Water is the largest water utility in Africa, currently providing bulk potable water to an estimated population of 11 million people in Gauteng, parts of Mpumalanga, the Free State and North West provinces. Rand Water has a turnover of more than R5.9 billion and has an asset base totalling R9 billion, which includes pumping stations, purification plants and reservoirs. Rand Water is also an implementing agent in various community projects aimed at improving the lives of people.

IMIESA May 2013

â€œLeaders in providing solutions related to the optimal planning and management of water and sewer reticulation systemsâ€?

OUR CLIENTS Johannesburg Water City of Tshwane City of Cape Town Ekurhuleni

Metropolitan Municipality Buffalo City Emfuleni Municipality All the municipalities in the Western Cape Province Randfontein LM Midvaal LM Lesedi LM Renosterberg LM Ubuntu LM Emthanjeni LM Siya Themba LM

Phone +27 21 880 0388 Fax +27 21 880 0389 Email info@gls.co.za

www.gls.co.za

PANEL DISCUSSION

UTILIT TIES MANA AGE EMENT Dr Leon Geustyn | Director | GLS CONSULTING Q. What role does GLS play in relation to local water utilities? LG Water utilities appoint us to perform a support service with respect to both strategic planning and optimal operation of their water systems. The service is based on the performance of data capturing and verification of water reticulation systems and the establishment of hydraulic models, which simulate the performance of the entire system. The models are applied to identify or verify current issues with respect to required service levels, and perform detailed planning and phased budgeting for upgrading and extension of the systems in order to accommodate anticipated future development. A further role pertains to the analysis of water consumption statistics, performing water balances and reporting on non-revenue water (NRW) volumes.

With water delivery and scarcity becoming an increasing problem in South Africa, particularly in rural areas, what solutions and/or technology does the company recommend? As far as technology is concerned, it is essential that

water service suppliers apply the best available tools and expertise to plan, implement and operate the systems. In the planning environment, this means firstly to know what you have by establishing hydraulic models of existing systems based on verified data to enable evaluation of the systemâ€™s performance. The planning of future or enhanced supply can then be done in an optimal way. This also allows for what is considered to be first priority, i.e. the optimisation of source utilisation through a reduction in water losses.

Would you say your products/technologies are sustainable? Our products and technologies have been applied, tested and improved over the past 22 years. The knowledge and experience gained over this time throughout the different types of environments and developments in South Africa resulted in products and expertise that truly address the needs of our typical client base. The keenness with which our clients apply our services and extend them at termination of contract periods indicates to us the appropriateness and sustainability of our products and technologies.

BELOW LEFT GLS Panel Pipe replacement prioritisation by township BELOW RIGHT GLS Panel Integration of pipe and billing info in one system

In your opinion, what are the biggest challenges facing local water utilities? Anything government could do differently? The main goal for a water utility is to supply water at acceptable service levels in a sustainable manner. In this respect a big challenge is addressing the deterioration of water supply infrastructure and related backlog as far as refurbishing or replacing of components is concerned. In light of revenue issues due to various factors, such as metering problems and non-payment by customers, the challenges increase. Addressing these challenges is hampered by retarded performance of local government and water authorities with regard to implementation and operation of water systems due to several factors in the procurement of services providers. These factors include lack of staff, lack of expertise and delays in the procurement process â€“ areas where government could even further increase its intervention, for example, supervising the outsourcing of some related functions.

Which is GLSâ€™s most popular service and product, and why? The establishment of hydraulic models and master planning of water systems as well as performance of NRW analyses still form the core of

our services. The emphasis placed over the last few years on addressing water losses and reducing consumption introduced heightened activity in our additional services related to water demand management analyses and proposing of measures to be implemented. The recent healthy trend at water services providers to inform asset registers and asset management plans, with a higher degree of engineering interpretation and information than in the past, has resulted in added services provided by GLS pertaining to componentisation of assets, establishing of hierarchies and populating of component attributes, for example. Currently a very popular product, which we also apply internationally, is the risk-based prioritisation of pipe replacement and related capex and opex planning over extended time periods.

GLS Consulting provides a specialist service related to the optimal analysis, planning and management of water distribution systems as well as water demand management. GLS also applies high-level technology in related areas of engineering, such as pipeline replacement prioritisation based on risk, system risk analysis and pertinent parameters required for the purposes of asset management.

IMIESA May 2013

SPECIFIED FOR THE SOUTH AFRICAN MARKET

ROAD CONSTRUCTION

ZIMBABWE

Road upgrade and tolling study The Department of Roads in Zimbabwe has commissioned Royal HaskoningDHV to conduct a feasibility study for the improvement of the Harare-Beitbridge Road to determine the viability of the construction and tolling of the road.

HIL HASLUCK, Royal HaskoningDHV's project manager, explains that the study, which will be carried out in association with five Zimbabwean partner firms, involves traffic studies, development of a toll strategy, engineering analysis and concept design, environmental impact scoping, economic feasibility study, financial modelling and preparation of a draft project information memorandum for investors. The Harare-Beitbridge Road is part of the trunk road network of Zimbabwe and is a part of the North-South Corridor, one of the major arterial links in the regional road network. The road is the most direct link between the capital cities of Harare and Pretoria, and provides landlocked Zambia access to the Indian Ocean Ports of Durban and Richards Bay in South Africa.

â€œThe road carries between 1 000 and 5 000 vehicles per day, with the heavier flows in the proximity of Harare. Of significance is the fact that a high proportion of this traffic is trucks that are carrying goods, equipment and machinery needed to support the Zimbabwean economic recovery,â€? says Hasluck. The road project is approximately 580 km long, starting just outside Harare and ending at the Beitbridge Border Post. It is a single carriageway two-lane road with numerous bridges, some of substantial size. Although well maintained in the past, the road is now over 40 years old, bumpy and dangerous in some places, and is rapidly deteriorating under the increased heavy vehicle traffic. Alternatives to improve it as a single carriageway road or to add certain sections as dual carriageway will be assessed.

IMIESA May 2013

MUNICIPAL CONSTRUCTION

GREEN BUILDING

Municipal building achieves four-star Green Star rating The City of Cape Town Human Settlement contact office in Manenberg has recently been awarded a four-star Green Star SA rating – the first fully constructed local municipal building in South Africa to achieve such a rating.

produce the images, while the hanging artwork adorning the public hall space was sourced from a local artist. From a construction point of view, local workers were employed to construct some of the walls using sandbags. “We trained them on site in the sandbag technology, which involved filling, laying and then plastering the bags as well as the assembly of the ‘Eco Beams’,” explains Hemraj. He adds: “Using the local community has resulted in 20% of the labour on site being local when normally it is less than 10%.” The choices of materials were critical on this project, understanding the materials embodied energy in its creation as well as its relation to the site. Many different materials were used in the construction of the building. Along with the aforementioned sandbag construction, FSC timber, reused steel and clay face bricks were used, the latter chosen for its ecological

efficient properties. “We selected the Corobrik De Hoop Satin brick, which is made nearby at the De Hoop factory – an advantage when aiming for a Green Star rating.” Hemraj says that it’s important that public buildings stand out from the surrounding buildings and become landmarks – beacons within the communities. Buildings should have a civic presence to them, a stature that speaks of the community and reflects their past, present and individuality. In this case, the red brick offered identifies the municipal building in an aesthetically pleasing and contemporary way, and does so in an environmental responsibly way. BELOW The front view of the City of Cape Town Human Settlements Contact office showing mosaic work on concrete and Corobrik’s De Hoop red satin face brick RIGHT The internal courtyard showing mosaic work on concrete

Bruce Sutherland

HE BUILDING, DESIGNED by Ashley Hemraj with Goodhope Construction as the main contractor, is situated on Landsdowne Road in Manenberg and is used by the local community as a space to make enquiries regarding the housing database, paying their municipal accounts, traffic fines, etc. It was completed in April 2012, with the Green Star rating granted in early August. When embarking on the project, Hemraj had no guidelines regarding what was required in order to obtain a Green Star rating for a municipal building and had to use information available from other sources. However, the final results are a demonstration of the Cape Town local municipality’s commitment to sustainable development and its green goals. The local community were involved in the mosaic work throughout the building. Members of the community worked with a lead artist to

IMIESA May 2013

Bruce Sutherland

MUNICIPAL CONSTRUCTION

“We are hoping that further buildings in the civic precinct will now follow suit with locally sourced materials. Flooring in the building sees a variety of finishes, including eco-friendly carpets, polished concrete and wood.” From a sustainable perspective, minimising the water footprint was the number one priority in the building, especially considering the future water scarcity in South Africa. Water collected on the roof is used to flush toilets, while elsewhere freshwater is used only for drinking,

the rest is treated and reused, e.g. the garden is irrigated with a drip irrigation system using recycled water from the on-site black-water treatment system. Further sustainable initiatives see solar panels supplying 30 to 40% of energy consumed by the building, while the amount of concrete used in the construction was reduced (and where it was used, fly ash was introduced to reduce the CO2 count). “A four-star Green Star building breaks even on cost/investment, with significant long-term

benefits,” explains Hemraj. “We predict that we are saving an estimated R44 000 to R48 000 per year in electricity at the City of Cape Town housing contact office. That means that at today’s electricity costs we will have a payback for the renewable energy component in just four to five years. In addition to the solar power, a wind turbine supplements electricity on cloudy or rainy days. The electricity is stored in batteries and can run the building for an estimated three days. IMIESA May 2013

WASTE MANAGEMENT WORKSHOP

6 JUNE 2013

CSIR International Convention Centre

Pretoria

FACILITATING CRITICAL THINKING

TOWARDS FUTURE-PROOFING WASTE MANAGEMENT an

in South Africa

EXCITING OPPORTUNITY to share CR I TI CAL THO UGHTS

who SHOULD ATTEND?

t t t t t

Senior decision-makers in all government spheres, especially municipalities, in mining, oil and gas, energy, manufacturing and pharmaceutical industries, agriculture, forestry and alike.

on latest trends in: SA waste legislation Contaminated land Beneﬁcial downstream use of waste residues Waste-to-energy initiatives Waste management strategies in the mining, oil & gas industries Integrated waste management plans

TWO INTERNATIONAL SPEAKERS from Canada and Europe

For more information, contact Lucinda Scholtz at +27 11 313 1151; lscholtz@golder.co.za Or visit www.golder.com/waste-workshop

EQUIPMENT

TRAINING

Apprenticeship programme thrives Murray & Roberts Plant is running a thriving apprenticeship programme aligned with Section 13 of the Manpower Training Act 56 of 1981, with about 30 apprentices currently enrolled at various stages of the fouryear programme.

OUR DIFFERENT apprenticeships are on offer, namely earthmoving equipment mechanics, auto electrics, boiler making and heavy current electrics. According to the Act, a Section 13 apprenticeship allows registered candidates to take a trade test as a final evaluation. Section 13 apprentices have a contract of apprenticeship and attend formal institutionalised training, as well as practical on-site training.

The Murray & Roberts Plant apprenticeship programme was launched in January 2010 and has recruited candidates countrywide from the available pool of learners who have a National Certificate of Vocation at Level 3 or 4, with maths. Applications are carefully reviewed and only selected learners are interviewed, with the most promising sent for technical assessments to evaluate their potential to succeed in their chosen programme.

About 80% of the current apprentices are previously disadvantaged South Africans, with several female candidates also on board. The company has made a significant investment into the apprenticeship programme, which seeks to strike the required balance between theory and practice. In line with the formal structure of the Section 13 apprenticeship, the programme is strictly competency-based and includes a theoretical

IMIESA May 2013

EROSION PROTECTION SOLUTIONS

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EQUIPMENT

Africa’s leader in natural resource and development solutions component that is completed at an accredited college alongside a practical section, during which learners participate in activities at the company’s on-site workshop or at off-site projects. “To help address the dire need for scarce and critical skills identified by the government, we believe our apprenticeship programme will play an important role in producing artisans proficient in a wide variety of techniques and capable of continually producing high-quality workmanship,” says Jim Wiggins, managing director of Murray & Roberts Plant. “Successful graduates from the course

Some of the apprentices currently enrolled in the Murray & Roberts Plant four-year apprenticeship programme

Jeremy Hallett, financial manager at Murray & Roberts Plant. “For us, it’s not just a matter of accruing points on a BBBEE scorecard, but about making a positive and tangible impact in our industry with beneficial repercussions well into the future.” A recent success story is the company’s partnership with Eastern Cape Tyres, founded and managed by Matthew Nondawyi. The fledgling tyre company operates from Murray & Roberts Plant’s premises and uses the

“For us, it’s not just a matter of accruing points on a BBBEE scorecard, but about making a positive and tangible impact” have the opportunity to be considered for employment with us and indeed have the competitive edge of being well versed in the company’s culture, quality, safety and performance requirements.”

Enterprise development Complementing its investment into the national artisan skills pool and into small entrepreneurial enterprises, Murray & Rober ts Plant is putting energy into its own Enterprise Development programme. “Our approach is hands-on involvement in developing a business owned and managed by a previously disadvantaged entrepreneur, rather than simply allocating a sum of money to an organisation that will undertake this kind of development initiative on our behalf,” says

company’s facilities. Nondawyi is encouraged and supported in his effort to expand his business in the industry, deepen his expertise and provide services for other construction and engineering companies. Eastern Cape Tyres trades under the name of Tyre Zone in Gauteng.

Murray & Roberts Plant Murray & Roberts Plant specialises in the procurement, maintenance, repair and management of construction plant and equipment used on Murray & Roberts Construction’s civil, building, roads and earthworks, marine and mining projects. The company’s extremely broad range of equipment currently numbers about 1 400 specialist and generalist individual items.

IMIESA May 2013

Tel: +27(0) 11 441 1111 www.srk.co.za

19 to 20 June 2013 Killarney Countr y Club, Jhb.

The experts speak out on infrastructure delivery Attend the Public-Private Infrastructure Forum to unpack the issues further.

NFRASTRUCTURE DELIVERY IS top of the government’s agenda and will be spearheaded by the National Planning Commission, which is chaired by the Minister in The Presidency. The Public-Private Infrastructure Forum, to be held on 19 and 20 June at the Killarney

the Presidential Infrastructure Coordinating Commission (PICC). EXPERT SPEAKERS from government, state-owned entities and the private sector will be invited to give presentations on what the challenges are, what progress has been made to date and what future solu-

environment and maintain current structures through its Presidential Infrastructure Coordinating Commission and Infrastructure Delivery Improvement Programme • how the Infrastructure Delivery Management System (IDMS) has been developed and will be rolled out across the country

THE EXPERTS Nazir Alli, CEO of South African Roads Agency Limited (Sanral)

Dr Oswald Franks, CEO of the Engineering Council of South Africa

Country Club, Johannesburg, affords a further critical platform for addressing the important topic of infrastructure delivery and how it can be implemented. Ron Watermeyer and Abe Thela (deputy president of CESA) will be among the high-profile speakers. Watermeyer will fur ther explain the Infrastructure Delivery Management system (IDMS) and its ISO standard developed from the cidb toolkit and standard for uniformity. He will explain how this system will be rolled out in Cape Town and other metros. The Public-Private Infrastructure Forum will focus in greater depth on how the public and private sectors can work together to ensure the successful implementation of the Infrastructure Plan, spear-headed by

SAVE BY BOOKING EARLY!

Frank Stevens, President of the Institute of Municipal Engineering of Southern Africa

tions are being proposed. Delegates from the public and private sector will be able to pose questions to the expert speakers. Thereafter both speakers and delegates will participate in workshop sessions to identify sustainable solutions to the issues affecting infrastructure development. THE FORUM WILL FOCUS ON • problems and solutions for government implementation of the Infrastructure Plan • problems and solutions for capacity building, skills development and job creation • problems and solutions for delivery of the infrastructure plan by the private sector. FIND OUT • how government plans to transform the built

To ﬁnd out more, please contact Tazz Porter tazz@connect.co.za t +27(0)11 467 6224 f 086 502 4906 www.infrastructurene.ws

Gerard Naidoo, Programme manager for growth and contractor development at the cidb

Abe Thela, Deputy president of Consulting Engineers South Africa

• how the cidb’s National Contractor Development Programme will develop skills to deliver on infrastructure goals • how IMESA and SAICE are assisting with capacity building to ensure that there are the necessary engineering skills in municipalities and on tender boards • how ECSA is repositioning the organisation to align with the goals of the Infrastructure Plan • how CESA, SAICE and SAFCEC can solve problems with execution and deliver y, and assist government in rolling out the Infrastructure Plan • what future opportunities will be available in the construction sector • how the public and private sector can work together… AND MUCH MORE!

POWER

RENEWABLE ENERGY

Addressing Africa’s renewable energy sector Conco Operations and Maintenance has been established to address the needs of the renewable energy sector across Africa.

ONCO OPERATIONS and Maintenance’s (O&M) launch comes hot on the heels of the South African government’s announcement to go ahead with 28 wind and solar projects in the first window of its Renewable Energy Independent Power Producer (REIPP) procurement programme. “The formation of the company is a logical extension to Conco’s existing business, where it has earned a reputation over the past 26 years as a leading electrical infrastructure developer across sub-Saharan Africa, specialising in substations, protection and automation systems, overhead lines and renewable energy (wind and solar). The company designed, procured, constructed and project-managed the grid connection for South Africa’s first and only

wind farm at Darling in the Western Cape,” says Pius Gumbi, CEO of Conco O&M. “The company is well placed to provide a comprehensive operations and maintenance service to turbine manufacturers and developers. “The recent Windaba Conference in Cape Town was an ideal platform for us to promote our operations and maintenance offering,” says Gumbi, “We engaged in excellent dialogue with multiple potential customers with our formal entry into the O&M market being well received, particularly by key stakeholders including original equipment manufacturers, financiers and project developers. This has helped validate our approach and we feel confident that we are fully on track and well prepared to secure a good portion of the O&M business that is expected to come out

Pius Gumbi, CEO, Conco Operations and Maintenance

of the first round of the REIPP procurement programme,” he says. Conco’s Renewable Energy division has already signed contracts worth R570 million, and has concluded agreements with wind and solar energy developers and turbine manufacturers for the provision of the electrical work required to connect renewable energy projects to the main electrical grid. This is testament to Conco’s solid reputation in the marketplace. Conco’s strong capability in identifying suitable people within local communities, training, mentoring and developing their skills, supported by a strong management team, is critical to its business model. The Conco Skills Academy was set up for this purpose and is a proven training ground for local African talent.

UTILITY STABILITY

City power achieves Moody’s rating City Power has received a Moody’s rating – a long-term national scale rating of A1.za. This rating affirms City Power’s continued financial stability, liquidity and operational resilience.

S ARTICULATED in the Growth and Development Strategy (GDS) 2040, the City of Johannesburg is striving to become a world-class African city. The utility is a strategic asset of the City of Johannesburg and plays a critical role in enabling a range of strategic plans expressed in the city’s development plan. City Power is implementing a radical and pragmatic high-performance plan to streamline internal structures and processes towards a more customer-centric organisation, intolerant

of non-compliance with the legislative and regulatory framework it operates within. In the past year, Sicelo Xulu, the managing director of City Power, and his management team have conducted a comprehensive analysis of the internal environment with the intention to identify factors affecting the utility’s performance. In his drive to transform the operations of the utility and address identified performance gaps, Xulu has been unapologetic about clamping down on non-performance, unnecessary expenditure and abuse of the

remuneration policy. His radical but pragmatic vision of creating a high-performance organisation is geared towards creating operational efficiencies and a culture change towards zero tolerance for poor per formance and complacency. Elaborating on the business strategy, he said: “We have been able to achieve financial stability over the years despite receiving a qualified audit report. We have reviewed our business model and prepared a strategy to transform our operations and business process.”

IMIESA May 2013

HOUSING

Residential development uplifts community Nedbank Corporate Property Finance has approved a loan to Koelpark Development for the first phase of Nooitgedacht Village, which offers a fully integrated community lifestyle in the Western Cape growth node of Stellenbosch.

HE REGIONAL EXECUTIVE of Nedbank Corporate Property Finance, Richard Thomas, states that the loan will fund the construction, infrastructure and marketing costs for Phase 1 of Nooitgedacht Village. The property forms part of the Koelenhof Hamlet and a total of 196 000 m² of new rezoning rights have been awarded, including business, residential, industrial and open space. The basket of rights awarded will allow Koelpark to develop an expansive, fully integrated lifestyle estate with boutique shops, offices, lifestyle facilities, an equestrian centre, a wine boutique, bakery and retirement village. Phase 1 is almost sold out and the second phase will be launched shortly. “The development has an accompanying positive corporate social investment element whereby the 350 people who were living as informal settlers on the property have been relocated and their lives radically uplifted in the process. Before moving, 86 families were living in 50 structures with no sanitation or electricity and minimal water points. The Fritz Wirth Trust and the Koelpark Community Initiative have focused on finding suitable solutions for the disadvantaged community in terms of housing, skills development and job creation to ultimately create a better standard of living for the group,” continues Thomas. “Koelpark purchased land that the community identified in Klapmuts that is located conveniently close to all amenities. Each of the families was granted a building subsidy from the government and subsequently 99 houses were built. All the families have moved into their new homes. There is also an established feeding scheme for the children, which is supported by all the owners of the farms in the area.”

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An aerial view of the area in which Nooitgedacht Village will be constructed

RIGHT The regional executive of Nedbank Corporate Property Finance, Richard Thomas

IMIESA May 2013

HOUSING

Avoiding expensive rebuilds Government’s costly repair bill for substandard low-cost houses can be avoided in future by insisting on quality assured building products sourced from suppliers belonging to regulated and accredited industry organisations.

HIS IS THE VIEW of South African Readymix Association's (SARMA) director, Nico Pienaar, in response to the announcement by the minister of Human Settlements, Tokyo Sexwale, of government’s R50 billion repair bill as a result of poorly built low cost houses. Pienaar says that the time has come for government and private contractors to put a premium on quality and procure materials only from organisations that can display credentials that are in keeping with the overall requirements to produce quality houses. “It is unreasonable to believe that government can check and vet each and every supplier of building products. However, by insisting that suppliers be registered with credible industry associations that regulate members and carry out quality audits, government can still be assured that all its requirements are met.” SARMA members, for example, are compelled to adhere to a number of key criteria governing the manufacturing of concrete to ensure customers get what they pay for. It also proactively seeks ways of ensuring that the highest quality products are delivered by its members on a consistent basis. A good example is the association’s introduction of a comprehensive quality management system (QMS) that was developed specifically for the readymix industry and is being rolled out to all association members, in all provinces and regions in South Africa. The QMS is in line with international standards and sets certain minimum standards for the manufacture of readymix concrete, from supplier management to policies and procedures to final delivery of the mixed product. Verification is required along the way and accountability is assigned at each step in the process. Regular audits are also undertaken to ensure SARMA members adhere to the association’s set codes of conduct. “Just as the minister points a finger at ‘less than credible’

shovel, wheelbarrow and bakkie brigade construction groups, so too should government stop using non-registered, unaffiliated concrete suppliers that are in effect a law unto themselves.” Officials and procurement officers within organisations may not always be unaware of the intricacies involved in manufacturing certain goods. Readymix concrete, like many other products, needs to be made according to a careful recipe. By cutting costs or substituting certain ingredients with inferior products the end product will be a complete failure. Such concrete can be sold at an attractive price with an attractive profit margin for the supplier, but at the end of the day the enduser pays the price for poor quality. Fly-by-night operators most commonly substitute quality cement with inferior product, add excessive extenders, use low quality, illegally obtained

sand and aggregates or add too much water to the mix to make it easily pourable. “All of these factors are a recipe for disaster as each will have an extremely negative effect on the concrete when it has cured. When one considers that concrete is the most important ingredient of low-cost houses from foundation to building blocks, as well as the mortar and plaster that holds houses together, it is clear to see the value in using SARMA members,” maintains Pienaar. ABOVE SARMA director, Nico Pienaar, insists the key to solving low-cost housing quality problems is using only regulated industry association members BELOW Considering the fact that concrete is the most important ingredient of low-cost houses, from foundation and building blocks to the mortar and plaster that holds houses together, it is clear to see the value in using SARMA members

IMIESA May 2013

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HOUSING

SPECIALIST SERVICES

Assisting rural housing out of starting blocks SRK in KwaZulu-Natal has provided specialist technical services to subsidised housing projects in the province for many years. Happy homeowners

ECENTLY, SRK got more directly involved in housing roll-out through Metroprojects Development KwaZulu-Natal, which is acting as the implementing agent for a number of projects in KwaZulu-Natal. Joining the Metroprojects team as a professional service provider, SRK’s expertise is directed at a range of areas, from flood line determination and environmental compliance, to structural design and quality assurance. “SRK’s entry into this particular sector has been as exciting as it has been challenging,” says James Morris, partner and principal civil engineer at SRK in KwaZulu-Natal. “A typical project team is made up of diverse and multidisciplinary skills, to address the full range of planning, design construction and social requirements.” The project team is also accountable to a wide array of stakeholders, including the Department of Human Settlements, provincial and local government, tribal authorities and various community-based groups.

“For us, it is vital that the technical aspects of a subsidised housing project strike a sustainable balance between quality, cost-effectiveness, delivery efficiency and best use of local resources,” says Morris. “This means innovating wherever possible, in a way suitable to each project.” The work is spread from Harding in the southern part of KwaZulu-Natal, to northern areas such as Hluhluwe, Gingindlovu, Jozini and Mtubatuba. The challenging conditions include the logistics of reaching and supplying remote sites, as well as sensitive environmental issues. The Khula Village housing project in northern KwaZulu-Natal, for example, is located on the border of the Isimangaliso

Wetland Park, a world heritage site. Morris says an exciting advance used in one of the projects was the development, in conjunction with town planners, of a Suitability Index Attribute Map to take into account all the potential environmental, physical and social constraints. This has been used to finalise the most acceptable location for the proposed houses. According to Mzi Lupindo, CEO of Metroprojects Development KwaZulu-Natal, the involvement of SRK has helped minimise the lead-up period from project approval to construction phase. This has allowed on-site construction to start sooner, without compromising quality.

RIGHT S’celo Shange of SRK checking a foundation slab BELOW James Morris, partner and principal civil engineer at SRK in KwaZulu-Natal

IMIESA May 2013

AFRICA

Multimillion dollar kiln project AfriSam is poised to expand its footprint into Africa with the decision to go ahead with the construction of a second kiln at the Tanga Cement plant in Tanzania.

HE CONSTRUCTION OF a second kiln, at an estimated cost of US$165 million (R1.44 billion), was approved in May 2012 in response to the consistently high demand for cement, both from the Tanzanian market and markets beyond the country’s borders. Once completed, the kiln will increase the company’s clinker production capacity by 600 000 tpa, more than doubling current capacity. “The East African market is experiencing rapid economic development as a result of infrastructure improvements and housing needs, and this will give the company a significant competitive advantage by being the first to add clinker capacity to this market,” says Stephan Olivier, CEO of AfriSam. AfriSam’s Technical Services Department will provide critical support during the construction of the new kiln, with commissioning scheduled for the first quarter of 2015. Two years ago, Tanga Cement Company increased its cement production capacity by commissioning a second cement mill, expanding capacity from 750 000 t to more than 1.2 million tonne per year. The Tanga Cement Company plant in Tanzania

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For more information contact our call centre on 0800 21 22 48 or visit www.barloworld-equipment.com

IMIESA May 2013

AFRICA

Supporting clients in West Africa In line with Aurecon’s commitment to invest in emerging economies, the group, which has an office network extending across 25 countries in Africa, Asia Pacific, the Middle East and the Americas, recently took a decision to open an official office in Accra, Ghana.

HANA IS CONSIDERED an emerging star in West Africa, notable for its economic growth per formance and increasingly rapid progress in creating a favourable environment in which to invest and do business. Many international companies are already well established in the region. Aurecon has appointed Almeroux Loubser as the countr y manager who will head up operations in Ghana. Loubser, a civil engineer with more than 20 years of experience, has gained excellent regional experience

during the four years he has spent at Aurecon’s office in Lagos, Nigeria. “Opening an Aurecon office in Ghana will not only expand Aurecon’s reach in West Africa, but also support Aurecon’s client-centric business model by ensuring an even stronger local presence to support our clients in these regions,” says José Miranda, regional manager: Africa West Coast and South America. Almeroux Loubser has been appointed as the country manager who will head up operations in Ghana for Aurecon

Sterling safety in Angola Esorfranki Geotechnical has achieved 100 000 lost time injury free hours while engaged on a major project in Luanda, Angola.

HE KINAXIXI COMPLEX in Luanda is currently the biggest development in Angola. This multi-storey retail office and apartment complex has twin towers and an underground parking area that goes down seven levels. Esorfranki Geotechnical is responsible for the piling work and provision of lateral support, and the team has worked hard to stay safe in the face of some serious challenges. Heavy rains made work difficult and potentially dangerous during the first year of operations, but the

Esorfranki Geotechnical team on-site managed to work injury free for a full 12 months. A spokesperson for Esorfranki Geotechnical says that what makes the team’s achievement even more remarkable is that a high proportion of the workforce are local workers who are not only unskilled, but present a language barrier

due to their inability to speak English. A high degree of leadership and persistence has enabled the team to hold regular early morning toolbox talks, which succeeded in getting important messages across. Esorfranki Geotechnical’s contribution to the Kinaxixi project is expected to be finalised early in 2013.

RIGHT The Esorfranki Geotechnical yard and workshop team in Luanda, Angola BELOW The Esorfranki Geotechnical site team at Kinaxixi in Luanda, Angola

IMIESA May 2013

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SAFETY

SAFETY GEAR

Harness improves worker safety MSA is a global leader in the development, manufacture and supply of sophisticated products that protect people’s health and safety.

SA AFRICA'S PRODUCT manager for fall protection, Emmanuel Manaka, points out that the company’s Evotech full body industrial harness offers the latest design features that improve comfort, ease of use, durability and user safety. “Comfort is an essential aspect for workers that are suspended at height for prolonged periods, and the MSA Evotech harness comes standard with breathable padding, complete with moisture wicking material to keep the user cooler, especially in the harsh African climate,” he explains. Manaka highlights that the MSA Evotech harness also boasts a sub-pelvic strap with patented variable width webbing, which provides 50% more surface area for improved weight distribution and comfort. “What’s more, the elimination of a binding edge on the shoulder padding prevents neck chafing, while a patent-pending leg strap design keeps leg straps in place for increased mobility and comfort, and leg strap padding offers additional comfor t during work positioning.” Another distinct advantage of the MSA Evotech harness is its ease-of-use. Manaka adds: “Colour-contrasting thigh and torso straps allow for simplified donning, while single hand torso buckles simplify harness adjustment. A built-in RFID chip ensures that the harness can be easily tracked and inspected

at any time, while a three-position back D-ring allows for easy lanyard connection.” According to Manaka, the MSA Evotech harness is highly durable due to the fact that it is abrasion resistant and repellent to hazards such as dirt, grease and moisture. “An added benefit is web finials that prevent fraying on web ends and a covered label pack that protects labels from environment.” With focus on added safety, Manaka notes that the MSA Evotech harness also has reflective webbing integrated into harness webbing, in order to increase visibility in low light environments. “The MSA Evotech harness is available in three different sizes to fit a wide range of body

NEW (KO2) BREATHING APPARATUS The MSA closed circuit breathing apparatus is specifically designed for long duration missions and comes fully fitted with potassium hyperoxide (KO2) canisters that provide for four hours of breathing support for emergency and rescue teams in confined spaces. Respiratory products manager Suraksha Mohun points out that the breathing apparatus is particularly well suited to numerous applications, including mining rescue teams, firefighters, chemical industries, refineries, military facilities and port authorities.

KO2 – FUNCTION AND REACTION: ION: 2KO2 + CO2 [Potassium Hyperoxide] de] + H2O >> [K2CO3*H2O] [Potassium m Carbonate] + 1.5 O2 + E [Heat] Exhaled air, enriched with carbon on dioxide (CO2) and moisture is directed into the exhalation bag by the valve control. A blower assists the air in its passage

ABOVE The MSA Evotech harness is available in three different sizes to fit a wide range of body types and sizes BELOW The harness also boasts a sub-pelvic strap with patented variable width webbing, which provides 50% more surface area for improved weight distribution and comfort

types and sizes and comes standard in four different harness versions to ensure that the correct protection is being provided for a specific job,” he maintains. The MSA Evotech harness meets EN 361:2002, EN 358:1999 and EN 1497:2007 quality approvals and is ideally suited to numerous industries, including oil and gas, mining, petrochemical and construction.

through the air distributor and into the two parallel connected KO2 canisters. Inside the KO2 canisters, with their maintenance free cooling, the exhaled air is liberated of carbon dioxide and humidity, and is enriched with fresh oxygen (O2). Mohun highlights the fact that another important aspect of KO2 is that it offers optimal O2 surplus, due to the fact that there is no compressed O2 reserve, which may cause CO2 intoxication if the soda lime cartridge is exhausted prematurely. She continues: “The risk of CO2 intoxication is therefore entirely eliminated with the MSA AirElite 4h,” she explains. According to Mohun, the functioning principle of KO2 makes bottled princ compressed oxygen and additional co carbon dioxide absorbers obsolete. ca

The breathing apparatus comes fully fitted with potassium hyperoxide canisters that provide for four hours of breathing support

IMIESA May 2013

ADVERTORIAL

BEIER SAFETY FOOTWEAR

Making safety simpler If the shoe fits, wear it...

ADLY, WHEN IT comes to safety footwear, a general lack of useful, easy-to-digest information means that people are often left confused. Unable to effectively navigate complicated product catalogues, they accept the misconception that as long as it has a steel toe cap, one shoe is as good as another. This kind of one-style-fits-all mentality could not be further from the truth. Purchases based primarily on price and aesthetics – as opposed to prioritising the shoe’s function first – often disappoint. Unsuited for the hazardous environment where they’re used, these shoes do not provide an optimum level of protection. Also, they don’t last as long as they should, creating a misbelief that the shoe is poorly made. Industry leaders and innovators Beier Safety Footwear (BSF) is tackling this specific problem head-on with the company’s new marketing campaign: ‘It’s a Dangerous World. Make it safe’. With a range of over 60 shoes from its Bova and Sisi brands, BSF has an established legacy in South Africa and abroad of making workplaces safer – of reducing risk to workers’ physical wellbeing through a range of safety footwear that adheres to the strictest international standards. Over the years, the company has come to grips with the hazards of each different industry environment, whether they are slippery sur faces, caustic substances, extreme temperatures or exposure to falling objects. In response to this, BSF has engineered specialist protection for operations as diverse as mining, construction, cold storage and paramilitary, to name a few. Now, BSF is working even harder to ensure customers enjoy maximum on-the-job protection by making sure footwear purchases are based on fully informed decisions and, more crucially, that this decision-making process

is as simple as possible. In late 2012, BSF launched its Best Fit Online Spec Tool, a groundbreaking website application that crossreferences the entire BSF range with a user’s specific requirements and environmental considerations. It is possible to find the perfect safety shoe for your needs with the convenience of a few mouse clicks. Driven by this same desire to streamline the selection process, BSF completely overhauled its communication material in 2013. Product catalogues have been rearranged for greater ease of use. Four self-explanatory categories have been introduced: lightwear, for office and everyday business hazards; heavywear, for heavy industry demands; extremewear, for the most severe working environments; and paramilitary, specialist footwear for security and military operations. Within each of these categories, individual shoe features and benefits have been highlighted, along with ideal situations for use. Most importantly, the shoe’s resistances (e.g.

slip, abrasion, temperature or water) are visible at a glance in a handy ratings table. This user-friendly approach has also been applied to the revamped BSF website. Boasting a clean, contemporary design, the site includes new functionality like the ability to find the closest BSF distributor. While BSF prioritises safety, the company does not downplay the importance of comfort and style when choosing a safety shoe. Fully certified comfort features are common design inclusions. BSF has also been working with Italian shoe designer Luca Bachet to introduce a vibrant sporty look to its footwear, particularly its Sisi shoes for women. There’s no reason that wearers should have to compromise on fashion for function or vice versa. Ultimately though, it is the safety of the world’s workforce that sits at the heart of BSF’s new marketing campaign. The safety footwear specialists hope to introduce a new way of thinking to customers – whether they are distributors, procurers or the end users themselves – while continuing to offer superior value for each person’s budget. At the end of the day, educated purchase decisions will empower consumers to turn their dangerous working environments into something safer. t +27 31 710 0400

The Beier homepage

www.beiersafety.co.za

IMIESA May 2013

G3M020

3M South Africa

SAFETY

EMPLOYEE RECOGNITION

The tto

Celebrating safety with trees

Power

Protect Pr rotect Your World

As one of the world’s leading suppliers of safety and protective equipment, our goal is to ensure

AfriSam’s aggregate operation at Olifantsfontein has adopted a safety/ environmental initiative that not only acknowledges outstanding safety performance, but is making a positive contribution towards the planet.

that we satisfy your needs through the provision of exceptional leadership, expertise, quality and service excellence. If we can make your life and that of your workforce easier, healthier, safer and more productive we are moving in the right direction. For more information contact Friedah Skhosana Product Manager Personal Safety Division at 011 806 2000 or fskhosana@3M.com

S PART OF this initiative, safety coaches nominate an employee who has stood out for his or her safety performance every week. As recognition for this exceptional performance, a tree is awarded to the employee with a name plate bearing the employee’s name and the week the achievement was acknowledged as well as the name of the tree and the date on which the tree was planted. The initiative kicked off on 28 August 2012, with the first ceremony held in the canteen at Olifantsfontein and attended by all employees. “The trees planted in 2012 were the Kruisbessie, which is the tree of the year for 2013. The Kruisbessie grows quite big and bushes out to create an effective dust screen, making it relevant and effective for a quarry environment,” said Willem Hartzenberg, works manager at AfriSam Olifantsfontein. To date, some 33 trees have been planted at this site.

AfriSam’s safety preformers: Malton Murwa, Willie Venter, Rudzani Mushaniki and Titus Escoma

www.3M.co.za/PPESafety

IMIESA May 2013

PRODUCTS & SERVICES

ISLAND POWER

St Helena power station improvement project In 2011, Barloworld Power won the bid to refurbish St Helena Island’s diesel generator power station for a contract value of around R49 million.

BRITISH OVERSEAS Territory with a rich maritime history, St Helena is located in a remote part of the South Atlantic Ocean and has depended for decades on its diesel generators for its electricity supply. The island’s contact with the outside world is also presently reliant on the RMS (Royal Mail Ship) St Helena, which sails every month between the island and Cape Town, some 3 200 km distance, carrying cargo and passengers. In the near future, however, the island’s first airport, now under construction, will open up new travel routes and opportunities. On St Helena, Barloworld Power’s project scope included the supply and commissioning of: • four new Cat generating sets, replacing the older equipment; these comprise three Cat 3516B generators running continuous power, and a smaller Cat 3508B for lighter loads. • new medium voltage (MV) switchgear • a new and modernised SCADA and control system designed to lighten the workload of the plant operators and to integrate a small wind farm and substation • new cable works, fuel system, bulk tanks and all ancillary systems to support the new engines. The total system was designed and built by Barloworld Power in Boksburg with all major MV panels sourced from South African suppliers. In accordance with the contract, a full factory acceptance test was carried out prior to shipping. In August 2012, the first Cat unit was delivered to site. (By this stage, the majority of the old equipment had already been removed from the powerhouse in preparation for the new arrivals.) The Barloworld Power installation was divided into several phases, each one with a critical

ABOVE An interior view showing the new Cat 3516B units BELOW St Helena’s diesel generator power station

IMIESA May 2013

timeline. The first phase was to prepare and install the first generator as a temporary installation to provide power to the island while the station was being refurbished. This temporary installed generator was commissioned and running on 23 September 2012 and, until the end of November, performed superbly. The new power station came on line on 30 November 2012. Installation of the final generator was completed and the facility handed over with minor works that still needed to be completed in February 2013. Overall project finalisation was scheduled for April 2013. This remote power station will now be supported by Barloworld Power’s team based in Cape Town.

Pressed Steel Sectional Water Tanks

sustainable and long term Water Storage Solutions Specialists in the manufacturing of domestic and industrial water storage Prestank tank capacities range from 1500 litres to 3,5 million litres designed to SANS 10329:2004 guidelines and SANS structural codes. Our Hot Dipped Galvanising units are easily transported and assembled on even the most remote sites.

Structa Technologyâ€™s Prestanks are hygienically safe, cost effective and a reliable way to store water for commercial sectors, private sectors and even for personalized storage. Choose from temporary or permanent erection at mines, powerstations, building sites, hospitals, water affairs,municipalities, rural communities and agriculture. There is a wealth of water storage applications, for which Prestanks are an answer.

STRUCTA TECHNOLOGY is part of the STRUCTA GROUP of Companies

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www.structa.co.za

PRODUCTS & SERVICES

ADTS

A firm partnership While Bell Equipment and John Deere have announced that they will no longer collaborate on the manufacture of articulated dump trucks (ADTs) in the Americas, the relationship between them remains solid in all other regions.

ELL EQUIPMENT AND John Deere have been strategic alliance partners since 1996 when Bell was signed on as John Deere’s construction and forestry dealer for Southern Africa. Later Deere acquired a stake in the South African manufacturing company. Underpinning the shareholders’ agreement was a supply and distribution arrangement that gave Deere the exclusive right to distribute and support Belldesigned ADTs in certain markets, including North and South America, under an exclusive distributor mandate. Deere’s launch earlier this year of its own range of ADTs and confirmation by Bell that it will continue with the design and manufacture of its own successful

range of ADTs led to a revisiting of the various agreements between the companies. The new agreement also allows Bell access to the American markets. While John Deere remains a shareholder of Bell Equipment, the company’s representatives on the Bell board announced their resignations at the beginning of October 2012, thus alleviating any potential conflict of interest. Commenting on the new agreement, Bell's chief executive, Gary Bell, says: “We thank our Deere board members for their professionalism and contribution over the years and we look forward to starting this new chapter in our partnership. “As partners, Bell will continue with its role as Deere’s

An articulated dump truck in action dealer of construction and forestry equipment in Southern Africa. Bell and Deere have a strong, long-standing partnership and our dealership has been particularly beneficial for both companies due to Deere’s quality product range backed by Bell’s extensive and professional customer support.” Meanwhile, Bell believes the company is well-positioned going forward. “Apart from our long-standing partnership with John Deere, we have also aligned with other leading manufacturers, including Bomag and Liebherr, to offer our customers a one-stop shop of quality products.

IMIESA May 2013

PRODUCTS & SERVICES

EQUIPMENT

Demo truck highlights range A demo truck, said to be the first of its kind in Africa, not only showcases a full range of construction products but also provides customers with handson demonstrations.

OME OF THE equipment that will be on board the 3.5 t truck will include concrete vibration and surfacing equipment, plate compactors, rammers and rollers, handheld hydraulic construction equipment, motor drill breakers and pneumatic demolition equipment. The demo truck will also be put to good use for the introduction of new products. Atlas Copco Construction Technique is confident that South African truck will mirror the success of the Atlas Copco demo truck that serves the European market. The local route will largely be determined by major exhibitions, shows and customer days around the country and will support dealer activities. Customers in Botswana and Namibia will also be visited and Mozambique is also on the cards a later stage.

Atlas Copco Construction Technique will literally take the high road to showcase construction equipment and technology solutions

INDEX TO ADVERTISERS 3M South Africa Aquadam

44 & 45

APE Pumps

Babcock

Bagshaw Footwear

Barloworld Equipment

Beier Safety Footwear

Bigen Africa

IFC

Bosch Holdings Colas

2 OFC

Degremont

ELB Equipment

Elster Kent Metering

ERWAT

IMIESA May 2013

12 & 13

GIBB Engineering GLS Consulting Golder Associates Incledon Krohne SA Lektratek Water Technology Lekwa Consulting Engineers and Project Managers Marley Pipe Systems Murray & Roberts Building Products NFM Consulting National Asphalt OSH Expo Africa Powertech Precision Meters

11 52 57 32 29 20 38 22 58 37 55 64 48 30

Rainbow Reservoirs

Rand Water

Royal HaskoningDHV

SBS Water Systems

SMEC

SRK Consulting

Stalcor

Structa Technology

Thuthuka Group

University of Johannesburg/PEETS 46 Water & Sanitation Services

OBC

WRP Consulting Engineers

IBC

Zest WEG Group

Your one-stop data acquisition solution for water utilities • GPRS/GSM based • Flow and Pressure Logging • Level Monitoring • Identification of leakage through MNF Analysis • Real time data monitoring WEB BASED DATA ACQUISITION, • Identification of pressure problems DISPLAY AND ANALYSIS SOFTWARE (PROUDLY DESIGNED AND DEVELOPED IN SOUTH AFRICA) • Automatic Meter Reading and Display • Provides live data to aid network management

Client:

Client Client

NTU

uS/cm

Purification Works

Turbidity

Conductivity

Daily Water Use

Flow

Critical Point Pressure

Meter Reading

• Zednet can be linked to existing GSM and GPRS data logging systems. • Updates immediately on receipt of data from data loggers. • Data can be exported in any required format. • Virtually any type of data can be captured eg. flow, pressure, TDS, conductivity, water levels etc. Receive alarm notification on your standard cell phone via sms text, or e-mailed to your preferred IP address. • Can be used to store and display all historical logging data.

http://www.zednet.co.za

Flow (m3/h)

Pressure (m)

Meter Readings

Consumption (Kl)

Regulo PRV 01