imiesa january 2015
DESCRIPTION
The January 2015 edition of Imiesa.TRANSCRIPT
ESAIMESA
I S S N 0 2 5 7 1 9 7 8 V o l u m e 4 0 N o . 1 • J a n u a r y 2 0 1 5 • R 5 0 . 0 0 ( i n c l VAT )
The official magazine
of the Institute of Municipal Engineering
of Southern Africa
IMIM
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www.infrastructurene.ws
TTHHEE HHOOTT SSEEAATT IIINNN TTNow that we are operating in a trusted supplier space again, it really is in our capacity to deliver for today’s market conditions.”
Deon Pagel, Managing Director, Tosas
THE BITUMEN AND ASPHALT EDITION
Quality through partnerships
FFFFFRFRRRRRRRFF AAAASASASASSSSSTRTRTRTRTRRTRTRTTTRTT UUUUUUUCUUUCUCCCUUCTUTUTUTUTUUT RRERERERERERERERE DDDDEVEVEVEVVVEVVELELLLOPOPOPPOPO MMEMMEEMM NTNTFFRFRFRRRFFFFRRRAAAASASASSSSSSSSTRTRTRTRTRTRTRTRUCUUCUCUCUCUCCCCCUCCCCC UUTUTUTUUUTUTUUTUTUUTURRRERREREREEEEEE DDDDDDDEEVEEVVVVVVVVELELLLOPOPPMEMMMM NT •• MAMAAAMAMAMAAAMAMAAAAMAAAMAMAAAAMAAAMAAAAMMAMAAAMAAAAAMMAAAAMAAAAMAMAAAMAAAAAAAAAMAAAAAMAMMMAMMMMMMMAAAAAAINI TENAANCNCEEEEEEEEEEEEEEEEEEMAAAINTENAANCNCEE •• SSSERERRRVVIVIVICECCECEE SSSERERRVIVIVIVICECEE DEDEELILILILILL VVVV
Soil stabilisationA new solution
Sustainable RoadsReady for reclaimed asphalt?
INININNIININININNN
HUMAN SETTLEMENTS Realigning for real delivery
HHHHUUUUMMMMAAAANNNN
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IMIESA January 2015 1
VOLUME 40 NO 01 JANUARY 2015CONTENTS
09 MUNICIPAL FEATUREInfrastructure development in the City of Cape Town
32 GOVERNMENT VOICETackling housing delivery on a mega scaleESAIMESA
I S S N 0 2 5 7 1 9 7 8 V o l u m e 4 0 N o . 1 • J a n u a r y 2 0 1 5 • R 5 0 . 0 0 ( i n c l VAT )
The official
magazine
of the Institute
of Municipal
Engineering
of Southern Africa
IMIM
TTT
fff thhhofofoffEnEnE
ououuththth
ofof
ofofofofooof SSSSoooo
INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY
www.infrastructurene.ws
THE HOT SEAT IIINNN TNow that we are operating in a trusted supplier space again, it
really is in our capacity to deliver for today’s market conditions.”
Deon Pagel, Managing Director, Tosas
THE BITUMEN AND
ASPHALT EDITION
Quality through partnerships
FFFFFRFRRRRRRRFF AAAASASASASSSSSTRTRTRTRTRRTRTRTTTRTT UUUUUUUCUUUCUCCCUUCTUTUTUTUTUUT RRERERERERERERERE DDDDEVEVEVEVVVEVVELELLLOPOPOPPOPO MMEMMEEMM NTNTFFRFRFRRRFFFFRRRAAAASASASSSSSSSSTRTRTRTRTRTRTRTRUCUUCUCUCUCUCCCCCUCCCCC UUTUTUTUUUTUTUUTUTUUTURRRERREREREEEEEE DDDDDDDEEVEEVVVVVVVVELELLLOPOPPMEMMMM NT •• MAMAAAMAMAMAAAMAMAAAAMAAAMAMAAAAMAAAMAAAAMMAMAAAMAAAAAMMAAAAMAAAAMAMAAAMAAAAAAAAAMAAAAAMAMMMAMMMMMMMAAAAAAINI TENAANCNCEEEEEEEEEEEEEEEEEEMAAAINTENAANCNCEE •• SSSERERRRVVIVIVICECCECEE SSSERERRVIVIVIVICECEE DEDEELILILILILL VVVV
THE BITUMEN ANDTHE BITUMEN AND
The Roads We BuildBetter with soil-
stabilisation solutions
Sustainable RoadsReady for reclaimed asphalt?
INININNIININININNN
HUMAN SETTLEMENTS
Realigning for
real delivery
HHHHUUUUMMMMAAAANNNN
Ammann SA is walking a path of serious commitment to all market players, viewing the sale of a machine as the beginning of a lifelong partnership. With a reputation for quality, Amman’s compaction equipment sales have exceeded traditional ranges for ELB Equipment. P6
Deon Pagel, managing director of Tosas, takes IMIESA’s Hot Seat to discuss the bitumen supplier’s return to its trusted position in the industry. P14
RegularsEditor’s comment 3
President’s comment 5
Africa round-up 12
Index to advertisers 72
Cover Story Ammann SA & ELB Equipment 6
Municipal FocusInfrastructure development in the
City of Cape Town 9
Hot SeatTosas – Turning the corner on the road
to recovery 14
IMESAIMESA conference review 16
Bitumen & AsphaltCOVER STORY: National Asphalt 20
Global technologies to bridge
Africa’s road infrastructure gap 22
George Airport – Major
runway rehabilitation 25
Much Asphalt thrives in adversity 27
OT SSEATTTHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHOOO
Partnering for InfrastructureBanking on infrastructure – The DBSA’s
Financing Operations Division 29
Government VoiceTackling housing delivery on a
mega scale 32
Human SettlementsEPWP Phase 3 – Balancing
service delivery 34
Bringing Cornubia to the community 38
Capacity-building guidelines 39
Trenchless TechnologiesTunnelling a trenchless
municipal future 45
PipesFiberpipe announces BBBEE deal 51
Water StorageStructa Technology supports mines
with water infrastructure 53
Water & WastewaterChemical construction solutions 55
Unlocking South Africa’s future
water sources 57
Cement & ConcreteConcrete industry gets tough 62
School of Concrete Technology
prepares for busy 2015 63
Transparent materials 64
Accelerated housing 66
Construction Vehicles & EquipmentJeffreys Bay Wind Farm gets a lift 68
Technology in InfrastructureGeotextile drainage solution 70
Measuring up 71
64 CEMENT & CONCRETETransparent materials
Aveng Manufacturing Infraset produces a diverse range of precast concrete products
to world-class quality standards and actively contributes to SADC
infrastructure development. Our range includes concrete pipes, culverts,
manholes, special precast products, various types of pre-stressed
railway sleepers, turnouts, maintenance-free railway
electrification masts and poles, paving blocks, retaining wall
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PAVINGPAVING
POLES & MASTSPOLES & MASTS
RETAINING WALLS
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RAILWAY
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Cape TownTel: +27 (0)21 908 1156
Kwazulu Natal (Pietermaritzburg)Tel: +27 (0)33 387 2236
Aveng Manufacturing House
Tel: +27 (0)11 876 5500Fax: +27 (0)11 872 1713
email: [email protected]
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Railway Sleepers • Poles & MastsNationalTel: +27 (0)11 813 2340
Paving • Retaining Walls • Roof TilesRossway (Midrand) Tel: +27 (0)12 652 0000
Kwazulu Natal (Effingham) Tel: +27 (0)31 569 6900
International BranchesSwazilandTel: +2682 518 4236
ZambiaTel: +260 21 131 1838
IMIESA January 2015 3
To our avid readers, check out what we are talking about on our website, Facebook page or follow us on Twitter and have your say.
@infrastructure4 Infrastructure News
PUBLISHER Elizabeth ShortenEDITOR Nicholas McDiarmidEDITORIAL ASSISTANT Liesl FranksonHEAD OF DESIGN Hayley MendelowDESIGNER Kirsty GallowayCHIEF SUB-EDITOR Tristan SnijdersSUB-EDITOR Beatrix KnopjesCONTRIBUTORS A Bowers, R Janse van Vuuren, N Mannie, H Muller & K van RijswijkCLIENT SERVICES & PRODUCTION MANAGER Antois-Leigh BotmaPRODUCTION COORDINATOR Jacqueline ModiseFINANCIAL MANAGER Andrew LobbanMARKETING & DIGITAL MANAGER Esther Le RouxMARKETING SPECIALIST Philip RosenbergADMINISTRATION Tonya HebentonDISTRIBUTION MANAGER Nomsa MasinaDISTRIBUTION COORDINATOR Asha PursothamSUBSCRIPTIONS [email protected] United Litho Johannesburg +27 (0)11 402 0571___________________________________________________
ADVERTISING SALESJenny Miller Tel: +27 (0)11 467 6223___________________________________________________
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ANNUAL SUBSCRIPTION: R550.00 (INCL VAT) ISSN 0257 1978 IMIESA, Inst.MUNIC. ENG. S. AFR.© Copyright 2015. All rights reserved.___________________________________________________
IMESA CONTACTSIMESA Administration Officer: Narisha SoganP O Box 2190, Westville, 3630Tel: +27 (0)31 266 3263Fax: +27 (0)31 266 5094Email: [email protected]: www.imesa.org.za
BORDER BRANCHSecretary: Melanie MatroosTel: +27 (0)43 705 2401Fax: +27 (0)43 743 5266E-mail: [email protected]
EAST CAPE BRANCHClarine ColtmanTel: +27 (0)41 505 8019Fax: +27 (0)41 585 3437E-mail: [email protected]
KWAZULU-NATAL BRANCHSecretary: Rita MatthewsTel: +27 (0)31 311 6382Fax: +27 (0)31 701 2935
NORTHERN PROVINCE BRANCHSecretary: Rona FourieTel: +27 (0)82 742 6364Fax: +27 (0)86 634 5644E-mail: [email protected]
SOUTHERN CAPE KAROO BRANCHSecretary: Henrietta OliverTel: +27 (0)79 390 7536Fax: 086 536 3725E-mail: [email protected]
WESTERN CAPE BRANCHSecretary: Erica van JaarsveldTel: +27 (0)21 938 8455Fax: +27 (0)21 938 8457E-mail: [email protected]
FREE STATE AND NORTHERN CAPE BRANCHSecretary: Wilma Van Der WaltTel: +27(0)83 457 4362Fax: 086 628 0468E-mail: [email protected]
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 of Southern Africa or the publishers.
Cover opportunity In each issue, IMIESA offers advertisers the opportunity to get to the front of the line by placing a company, product or service on the front cover of the journal. Buying this position will afford the advertiser the cover story and maximum exposure. For more information on cover bookings contact Jenny Miller on tel: +27 (0)11 467 6223.
WELCOME TO 2015. We are now
halfway through a significant dec-
ade for the country; a decade in
which we come of age – we are
now 21 – a decade in which we said goodbye
to the father of our nation; and one in which
the flavour of the country is changing. If
2015 should be about anything, it should be
about change.
Engineering in the public sector has been
embracing its own changes for some time now.
Our institute, IMESA, has been actively making
significant inroads in establishing a cohesive
and usable asset register as a basis for much-
needed asset maintenance.
The Sustainable Infrastructure Asset
Management (SIAM) programme has been
actively driven by the institute and implementa-
tion across the Free State nears completion.
It’s important to note this within a positive
context; this level of asset management is
fairly new globally and its implementation here
– assuming its support at municipal level – will
yield incalculable value.
That IMESA is taking such an important lead
in this matter speaks volumes for the contribu-
tion it is making to the country. In this issue,
we review the institute’s 2014 conference,
and touch on IMESA’s SIAM and will receive in-
depth coverage in our forthcoming editions. We
encourage all readers interested or affected by
this initiative to get in touch with the institute
for assistance and information.
While 2016 is the year of our next local elec-
tions, what happens this year is of far more
importance. Being 21 years old, our democracy
is indeed coming of age and no more so than in
terms of actual service delivery. If 2014 dem-
onstrated anything, it was that the real impact
of not prioritising the country’s infrastructure is
profoundly damaging and tends to drive short-
term, unstainable solutions.
Housing has become a hot topic again, and
Lindiwe Sisulu is actively driving the mega
housing projects and has been calling on the
private sector to participate in planning and
building public housing more efficiently and to
standard. Civil engineering contractors with mul-
tidisciplinary expertise are essential to these
programmes, as is innovation in providing and
maintaining effective services, especially on
the sanitation front.
We take a look at Sisulu’s plans, and profile
the highly successful Amanz’ abantu social
franchising approach to sanitation. Again, it
is to the policy maker that we turn, to provide
legislation that is fit for purpose and supports
this type of innovation. It is only through an
integrated approach, which aligns from the top
down, that critical nation-building initiatives,
such as enterprise development and job crea-
tion, can be optimally realised.
Sustainability is now firmly entrenched in
South Africa, and is a central theme in all the
articles that comprise our bitumen and asphalt
section. It is certain that as far as expertise
and equipment are concerned, our engineers
and suppliers are up to the job; it is now essen-
tial that public sector projects are properly
specified from a life-cycle perspective, both in
terms of cost and maintenance. To all our read-
ers and stakeholders, IMIESA wishes you well
for 2015 and promises to keep providing the
critical information you need. I invite you to con-
tact me at [email protected] if you have
any comments or suggestions for improvement.
Nicholas McDiarmid
I S S N 0 2 5 7 1 9 7 8 Vo l u m e 3 9 N o . 1 1 • N o v e m b e r / D e c e m b e r 2 0 1 4 • R 5 0 . 0 0 ( i n c l VAT )
INFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY
FRFRFRRFRAAFFFINNNNINI FFFF
Sinazo Sibisi,
group executive of
Infrastructure Delivery,
Development Bank of
Southern Africa
www.infrastructurene.ws
IN THE HOT SEAT IIII
Together with Minister Pravin Gordhan, we have agreed that there
is a need to move away from a one-size-fits-all approach to
municipal solutions.” Minister of Water and Sanitation Nomvula Mokonyane
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The future of asphalt
Right here, right now
PARTNERING FOR
INFRASTRUCTURE
Panel Discussion
Specialised consulting
for public infrastructure
Consulting
Engineering
State of the industry
The Projects
IMESA CESA
Excellence Awards
Cosac
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ESAIMESA
I S S N 0 2 5 7 1 9 7 8 V o l u m e 4 0 N o . 1 • J a n u a r y 2 0 1 5 • R 5 0 . 0 0 ( i n c l VAT )
The official magazine
of the Institute of Municipal Engineering
of Southern Africa
IMIM
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fff thhhofofoffEnEnE
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ofofofofooof SSSSooooINFRASTRUCTURE DEVELOPMENT • MAINTENANCE • SERVICE DELIVERY
www.infrastructurene.ws
THE HOT SEAT IIINNN TNow that we are operating in a trusted supplier space again, it really is in our capacity to deliver for today’s market conditions.”
Deon Pagel, Managing Director, Tosas
THE BITUMEN AND ASPHALT EDITION
Quality through partnerships
FFFFFRFRRRRRRRFF AAAASASASASSSSSTRTRTRTRTRRTRTRTTTRTT UUUUUUUCUUUCUCCCUUCTUTUTUTUTUUT RRERERERERERERERE DDDDEVEVEVEVVVEVVELELLLOPOPOPPOPO MMEMMEEMM NTNTFFRFRFRRRFFFFRRRAAAASASASSSSSSSSTRTRTRTRTRTRTRTRUCUUCUCUCUCUCCCCCUCCCCC UUTUTUTUUUTUTUUTUTUUTURRRERREREREEEEEE DDDDDDDEEVEEVVVVVVVVELELLLOPOPPMEMMMM NT •• MAMAAAMAMAMAAAMAMAAAAMAAAMAMAAAAMAAAMAAAAMMAMAAAMAAAAAMMAAAAMAAAAMAMAAAMAAAAAAAAAMAAAAAMAMMMAMMMMMMMAAAAAAINI TENAANCNCEEEEEEEEEEEEEEEEEEMAAAINTENAANCNCEE •• SSSERERRRVVIVIVICECCECEE SSSERERRVIVIVIVICECEE DEDEELILILILILL VVVV
THE BITUMEN ANDTHE BITUMEN AND
The Roads We BuildBetter with soil-stabilisation solutions
Sustainable RoadsReady for reclaimed asphalt?
INININNIININININNN
HUMAN SETTLEMENTS Realigning for real delivery
HHHHUUUUMMMMAAAANNNN
Paying attention to Paying attention to the municipal engineerthe municipal engineer
EDITOR’S COMMENT
IMIESA January 2015 5
THE ANNUAL IMESA
conference continues
to be a flagship event
on the municipal engi-
neering calendar driven by a
committed and passionate core
of membership who do the insti-
tute proud. The theme of the
conference, ‘Balancing Service
Delivery’, was appropriately
reflected through the range of
topics presented. Issues around
governance, asset manage-
ment, sustainability, decision-
making tools, new technology
and environmental engineering
were covered.
The keynote addresses by
the Deputy Minister of CoGTA
(Cooperative Governance and
Traditional Affairs), Andries Nel,
and Neil McLeod set the scene
at the start of the conference.
IMESA has set itself a goal to
forge partnerships with national
departments (CoGTA, Treasury
etc.), SALGA and sister volun-
tary institutions active in the
built environment. The institute,
through its membership, has
a wealth of knowledge that it
wants to share and thereby con-
tribute towards improved infra-
structure service delivery for the
people of South Africa. With this
in mind, I want to reiterate the
gist of Deputy Minister Andries
Nel’s address:
• Presidential Local Government
Summit 2014 was recently
held at Gallagher’s Estate. It
is recognised that a national
collaborative effort is required
to address the issues that
give rise to protests.
• Minister Pravin Gordhan
presented the findings of a
performance assessment of
municipalities. Of the 278
municipalities, roughly a third
were meeting and exceeding
basic required services.
• Another third were doing the
basics but ran the risk of fall-
ing behind if not assisted to
maintain this performance.
• The last third reflected munici-
palities where basic ser-
vices had actually collapsed.
These municipalities were
characterised by:
- lack of sound leadership and
political instability
- fighting over tenders
- no proper techni-
cal staff in place or in
decision-making positions
- no maintenance
- no proper allocation
of finances.
With this background, CoGTA
has set the following five pillars
in dealing with local municipali-
ties’ lack of performance:
• Putting people first – elected
officials are not there to
serve themselves, but the
broader community.
• Delivery of basic ser-
vices – address broken
services speedily.
• Good governance – well-run,
financially clean municipalities
with regular council meetings.
• Sound financial management
– it is the people’s money and
someone must account for it.
• Build capacity of institutions –
employ the right people, with
the right experience and quali-
fications, in the right position.
CoGTA will monitor the progress
of municipalities and ensure
that regulations are enforced.
Those municipalities who are
performing adequately will
be encouraged to do better.
Support from CoGTA will how-
ever be required. Here, Deputy
Minister Nel appealed to IMESA
to provide support as well.
The municipalities presently
performing well will be given
greater latitude and scope to
do even better. There will be
zero tolerance to fraud and
corruption, and procurement
practices are to be scrutinised.
The criminal justice system will
be imposed and civil claims pur-
sued together with asset forfei-
ture. Corruption is a group activ-
ity as confirmed by the recent
uncovering of an extensive fraud
syndicate in Johannesburg.
The deputy minister reiterated
the need to maintain existing
infrastructure. While politicians
find it nice to cut ribbons at
the opening of new infrastruc-
ture assets, we are sitting on
a time bomb of infrastructural
collapse. Proper budget alloca-
tion and technical expertise are
necessities. The deputy min-
ister also touched on disaster
risk management and pointed
out the role of crucial minor
maintenance activities that can
avert disasters such as major
flooding, road collapses and
water supply breakdown. Copper
cable theft, and lately theft of
rail infrastructure, is resulting
in service delivery interruptions
and protests. CoGTA is looking
into responding effectively.
The deputy minister has
extended an invitation to
IMESA to meet and explore
the areas where the institute
can be of assistance. To this
end, IMESA has brought the
deputy minister up to date on
the Asset Management Project
presently undertaken by IMESA,
on behalf of CoGTA in the Free
State, where 71 of the 78 local
municipality’s asset manage-
ment plans are housed on the
IMESA asset management
database. This represents
approximately R100 billion in
infrastructure assets.
IMESA is presently in a posi-
tion to provide information
about the highest-risk assets in
the Free State where interven-
tions should occur.
The deputy minister was also
informed of the asset manage-
ment training that was being
undertaken by IMESA on behalf
of MISA. We look forward to a
continued, fruitful partnership
with CoGTA, MISA and SALGA
in support of enhanced ser-
vice delivery.
Having just completed a successful annual IMESA conference in Durban, I hereby
congratulate the local organising committee on a job well done.
Supporting service delivery
PRESIDENT’S COMMENT
Duncan Daries, IMESA president
1 2
4
COVER STORY
Accessing quality Since entering the South African market, Ammann has achieved a significant
market share for their quality machines that has exceeded all expectations.
UNDER THE stewardship of Rocco
Lehman, managing director, the
Swiss-based equipment and
asphalt plant manufacturer is walk-
ing a path of serious commitment to all market
players, from the emerging contractor to the
most established construction companies.
Ammann manufactures not only asphalt-
mixing, concrete-mixing and mineral-
processing plants together with the respec-
tive control systems, but also compaction
machines and pavers, and these have been
making a big impression on the Southern
African market over the last year, thanks in
part to the company’s strategic partnership
with ELB Equipment.
Championing the little guy“I feel strongly about supporting new contrac-
tors,” explains Lehman. “This is a segment of
a market that doesn’t always enjoy the kind
of attention from suppliers that would really
benefit them
when they are starting out.” Ammann has a
unique appreciation of the challenges smaller
contractors face. “While we are in the busi-
ness of developing the market for Ammann
in Africa, we are very much a South African
company in terms of the experience, techni-
cal expertise, market knowledge and support
we provide.”
“The road-building industry has to be one
of the most varied industries in the world.
From the smallest contractor doing repairs
and maintenance, to a major civil engineer-
ing contractor building major highways, each
has very specific needs.” The intrinsic value
of Ammann’s equipment and asphalt speaks
for itself; however, the company’s broader
value lies in the integrity of its relationships
with its dealers and customers. “One size
does not fit all,” notes Lehman. “We invest
equal energy and time in all our clients, and
although we can’t always know how the newer
and emerging contractors will fare in the
longer term, we walk with them,
and offer them support, guidance and options
that ultimately put them in a better position
than they would have been in without us,”
he explains. This kind of support and market
guidance may not result in a short-term trans-
action for the company but, as Lehman sees
it, supporting the emerging end of the market
now will contribute to a more robust market
in the future.
Ammann does not view the sale of a
machine as the end of a transaction, but
as the beginning of a lifelong partnership.
“Proper end-user training, with ongoing sup-
port and guidance, is as important to Ammann
as the sale of machines. It is important to us
because the ultimate success of our products
6 IMIESA January 2015
1 AV 70X Tier 3 tandem roller2 ASC 110 T4i single-drum roller3 Rammax 1575 trench roller4 ARX 20 tandem roller5 ARW 65 pedestrian roller6 APH 5020 hydrostatic plate compactor7 APR 3520 Hatz reversible
plate compactor8 APF 1850 Honda forward
plate compactor9 ACA 1000 add-on compactor
3
5
6
7
8
9
reputation for the high quality of their equip-
ment, and pragmatic approach to design and
product support, was already well known
within ELB Equipment. “When the possibility
of entering into a dealer partnership arose,
we chose to fast-track the technical assess-
ments. The range of equipment Ammann has
to offer was as appealing as their reputa-
tion for ruggedness, reliability and simplicity
of design.”
Innovative, rugged and reliableAmmann’s reputation for high-quality, reliable
machines was also something ELB Equipment
was well aware of. “They have a very strong
global presence and, we have found that as
a brand name, they are already well known
in our markets,” says Van Heerden. “This
has allowed us to get rapid traction in the
market place, and we have sold a significant
volume since March 2014, with an impres-
sive number of forward orders,” he contin-
ues. Testament to this is the fact that ELB
Equipment’s sales of Ammann’s compaction
equipment have already outstripped their
traditional range.
Partners in support and training“We have also been incredibly well sup-
ported by Ammann since the inception of
the partnership,” explains Van Heerden. “Its
COVER STORY
is down to a positive market experience over-
all,” he says. Ammann’s leadership team is
home to a profound level of collective experi-
ence and expertise, and this, coupled with its
dedication to the smaller contractor, makes it
a rather unique market participant.
ELB Equipment – an ideal dealership partnershipThis particular focus on training and support
was a significant part of the reasoning behind
ELB Equipment’s decision to partner with
Ammann SA as a partner dealer, over and
above the reputation of Ammann’s products.
The benefits of the partnership to both par-
ties were clear from the outset: “Ammann
and ELB Equipment share a very similar
culture,” explains Desmond van
Heerden of ELB Equipment.
“Although the two companies
have reached a ‘corporate’
level, they started out and
developed as family-run com-
panies, and this is reflect-
ed today in their stability
and their general approach
to business.”
Van Heerden empha-
sises that Ammann’s
Germiston office is home to technical and
sales support that is second to none and the
response time is first class.” Ammann SA
also ensured that ELB Equipment’s techni-
cal manager received hands-on training at
Ammann’s factory in Prague, and all the com-
pany’s technicians have been trained across
the entire product range.
Reaching outFor Ammann, ELB Equipment’s geographic
footprint is also a great advantage. The com-
pany has six branches across South Africa,
including Cape Town, Durban, Middelburg,
George, Kimberley and East London, with fur-
ther dealers in Port Elizabeth and Polokwane.
ELB Equipment also has eight dealers
in the rest of Africa, including Namibia,
Mozambique, Botswana, Swaziland, the DRC,
Zambia and Zimbabwe. “We also have 63
service vehicles operating in South Africa
at any one time, supported by three service
through partnerships
IMIESA January 2015 7
8 IMIESA January 2015
COVER STORY
depots in Kathu, Wolmaransstad and Brits,”
notes Van Heerden. Another benefit that ELB
Equipment brings to the partnership is its in-
house financing capacity, as well as its part-
nerships with third-party financial institutions.
Another contributor to these impressive
results has been ELB Equipment’s concen-
tration on Ammann’s range of compaction
equipment. “We have concentrated on this
part of Ammann’s range to ensure it retains
a presence in the market, and this has helped
establish the product rapidly, with a strong
support structure,” he explains.
It is clear that ELB Equipment’s partnership
with Ammann SA has been a great success,
with sales far exceeding expectations, repeat
business flourishing and technical support
ensuring market confidence. “The Ammann
product range has made a major contribution
to ELB Equipment’s growth over the last year.
The value of the partnership has exceeded
our forecasts and expectations.”
The impact of innovative designWhile smaller contractors have much to gain
in working with Ammann SA, the company has
one the biggest ranges of equipment avail-
able today, all of which carry the hallmarks
of innovative design, reliable equipment and
intelligently applied technologies. It has a
distinct design philosophy, which includes
the user experience, from mechanic to opera-
tor. “Design is often thought of in terms of
operational capabilities,” observes Lehmann.
“Ammann has made it a point to integrate
feedback from operators and mechanics into
equipment design.” Ammann’s machines
have an enviable reputation for being user-
friendly, easy to operate and convenient
to maintain.
A typical example of this is the ASC 110
single-drum roller. The bonnet opens to
almost 70 degrees and the cab itself is
able to tilt, ensuring that service technicians
have complete access to the parts they
need to work on. This element of design
is directly responsive to feedback from the
service technicians, mechanics and opera-
tors themselves. In another example of this
method of design, all service access on the
ARX range of small tandem rollers is placed
on the left side of the machine, to ensure
mechanics do not have to contend with hot
exhaust pipes.
This method of design, as it applies to
operational considerations, is demonstrated
in the smooth directional change, as well
as Ammann’s unique intelligent compaction
technology, which is now applied across its
entire range of compaction equipment.
Equipment overviewEngineers and process specialists at
Ammann incorporate this method in their
pursuit of technologies and products for
the building industry of the future. New
approaches are sought and researched in
collaboration with universities and colleges,
and this is where the foundations for innova-
tive product platforms are laid.
CompactionFrom rammers to tandem rollers, from add-
on compactors to intelligent compaction
systems, Ammann SA offers a compre-
hensive product range of state-of-the-art
machines to suit all customers.
Plate compactorsAmmann is a leading provider of hydraulically
powered vibratory plates and the company’s
focus on the user experience has produced
a range of machines that provide unparal-
leled ease of operation. Operator safety was
behind the development the APH 100TC, the
company’s remote-controlled vibratory plate,
which is ideal for excavation and canal con-
struction sites. It achieves remarkable results
even in the deepest trenches. The company’s
range of plate compactors starts at just
120 kg and stops at just under 1 t.
Drum rollersFrom 7 t single-drum rollers to 25 t single-
drum rollers, Ammann has achieved extraor-
dinary results in areas of performance,
including safety and compaction. Ammann
also leads the way in intelligent compaction,
using modern vibratory rollers equipped with
an integrated measurement system, an on-
board computer reporting system, GPS-based
mapping, and optional feedback control.
Intelligent compaction results in the most
uniform material densities possible, and sets
the industry standard.
Attachment plate compactorsThe ACA boom-mounted compactors, devel-
oped by Rammax, complement Ammann’s
range of compaction machines. The compac-
tors are easy to fit to any excavator arm by
means of fast-coupling systems, for a hydrau-
lic, form-fitting connection within seconds.
Trench, hillside and slope compaction are just
a few of the many applications for the range
of add-on compactors.
ASC 110 ACE single-drum roller
Ammann Construction Machinery South Africa229 Hull road, Rynfield Benoni
t +27 (0)11 849 3939c +27 (0)78 488 2945
ELB Equipment – A division of ELB Equipment Holdings (Pty) Limited
Reg. No. 1954/003028/0714 Atlas Road, Anderbolt Boksburg
South Africat +27 (0)11 306 0700
www.elb.co.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 January 2015 9
MUNICIPAL FOCUS
Infrastructure developmentCape Town is well known for its natural beauty and rich cultural diversity, and the city’s official tourism website describes it as a place where the unexpected is always just around the corner.By Liesl Frankson
THIS COULDN’T BE more accurate,
as the city, which is a popular des-
tination for the rich and famous,
was thrust into the spotlight when
strange and shocking sanitation and hous-
ing issues made headlines. Some of these
issues included protests against the use of
the bucket system, which saw residents of
Khayelitsha taking to the streets and emp-
tying buckets of human waste on the steps
of the Western Cape Provincial Parliament.
The 2013 mass winter eviction of approxi-
mately 800 families from the Lwandle infor-
mal settlement, in Strand, is another exam-
ple of a major event, which sent shock-
waves around the country and brought the
city’s infrastructure plans into focus.
Although these incidents have cast a
negative light on the city’s role in infra-
structure development and service delivery,
this municipality remains at the forefront
of these spheres when compared to other
provinces around the country.
According to the latest census report by
Statistics South Africa, the City of Cape Town
ranks at the top of the categories for flush
toilets connected to sewage, piped water
inside a dwelling and electricity for lighting.
It ranked second for weekly refuse removal
and sixth for formal housing dwellings.
These rankings are an indicator that
although the city is leading the pack with
infrastructure development, there is still
more to be done. As part of the City of
Cape Town’s role in the five-year Integrated
Development Plan (IDP), it has set out a
social development strategy to address the
high rate of poverty, inequality and social
ills that plague its people.
The strategy is structured around five
high-level objectives, which include:
• maximising income-generating opportuni-
ties for people who are excluded or at
risk of exclusion
• building and promoting safe households
and communities
• supporting the most vulnerable through
enhancing access to infrastructure
and services
• promoting and fostering
social integration
• mobilising resources for
social development.
IMIESA takes a look at a few of the infra-
structure development projects the City of
Byy Liesl Frankson
TOP LEFT The MyCiti buses
LEFT The Potsdam Project
10 IMIESA January 2015
MUNICIPAL FOCUS
Cape Town has undertaken, in recent years,
to address some of these objectives.
City of Cape Town project round-upProject: Main Road rehabilitation project
in Muizenberg
Companies: Kayad Knight Piesold
Consulting Engineers, Martin and East
Main Road between Muizenberg and
Fish Hoek is undergoing major repairs
and improvements.
The road was not structurally designed to
carry the traffic it currently does (19 000
vehicles daily), which has resulted in the
asphalt sur face breaking up and allowing
water to seep through, causing potholes
and surface depressions. Over 80% of the
road is affected.
Some of the work on the project includes
minor modifications to the vertical and
horizontal alignment; the severe camber
will be eliminated; existing road layers will
be removed; a new asphalt sur face will be
laid; and totally new base layers (pavement
structure) will be laid. All the services such
as water mains, gravity sewers and sewer
rising mains will be replaced or re-lined,
which will limit the need for major mainte-
nance in the next 20 years.
The construction work required from
Atlantic Road, Muizenberg, to Clovelly Road,
Fish Hoek, is divided into three phases. The
project is currently in the final phase and
is expected to be completed by January
2017. All in all, approximately R304 million
will have been spent on all three phases of
this project.
Project: Potsdam Project
Company: HHO Infrastructure Engineers
The Potsdam Project formed part of the
integrated rapid transpor t (IRT) MyCiTi
infrastructure. Work on the project com-
menced in March 2012 and was completed
in 2013. The project involved the construc-
tion of a new bus lane in red concrete from
Blaauwberg Road to Usasaza Road, which
is the access road to the MyCiTi bus depot.
The Potsdam Project was the latest edi-
tion to the Atlantis Corridor of the MyCiTi
IRT system. The corridor now links the
Stables IRT depot and the areas of Dunoon,
Killarney and Tableview to the City Bowl,
Camps Bay and Sea Point.
This section of the IRT roll-out extended
the uninterrupted non-motorised trans-
port facility between the City Bowl and
Tableview to Dunoon, and added a further
eight median-trunk bus stations, as well
as low-floor platforms at Tableview and
Wood stations.
Project: Concrete roads upgrade
Companies: Icon Civils-Secure Electronics JV
A R600 million project is underway to stand-
ardise road infrastructure in Cape Town and
its surrounding areas. The purpose of the
project is to eradicate inferior roads, par-
ticularly in previously disadvantaged areas.
Thus far, the City of Cape Town has invested
nearly R8 million in upgrading the concrete
roads in Bonteheuwel. Another R21 million
will be spent in the 2014/15 financial year
on further upgrades to the concrete roads
in the area.
The city has committed to investing in
excess of R274 million over three finan-
cial years to upgrade concrete roads
in Gugulethu, Manenberg, Heideveld
and Bonteheuwel.
The main purpose of the upgrades is
to provide quality infrastructure through
resur facing the concrete roads and, in
some instances, widening the roadway, con-
structing pedestrian walkways and installing
proper stormwater drainage systems.
The budget allocation for the concrete
roads projects is as follows:
In the current 2013/14 financial year,
R102 million is being spent in Gugulethu,
Manenberg, Heideveld and Bonteheuwel.
In the 2014/15 financial year, R107 mil-
lion will be spent in Gugulethu, Manenberg,
Bonteheuwel, Hanover Park and Heideveld.
In the 2015/16 financial year, a fur-
ther R65 million is to be spent largely
in Gugulethu, Hanover Park, Bonteheuwel,
Manenberg, Parkwood and Retreat.
Project: Broadband infrastructure project
Companies: Neotel, State Information
Technology Agency, Project Isizwe
This project is a R1.3 billion plan to extend
broadband in Cape Town. The project is
jointly funded by the City of Cape Town and
the provincial government of the Western
Cape, and is expected to roll-out over a
period of seven years.
Cape Town has set aside R222 million
over three years for the roll-out of broad-
band infrastructure throughout the met-
ropolitan area, and this forms part of the
R1.3 billion programme.
In June 2014, the State Information
Technology Agency and Neotel signed a
deal to provide broadband services to
2 000 government sites, including schools,
libraries and health facilities. The first
phase of the city’s broadband project has
been completed.
A total of 350 km of fibre-optic cable has
been installed in the city’s own duct net-
work, which has more than 980 manholes.
Part of the project also involves provid-
ing free Wi-Fi services to communities in
Cape Town. With the help of Project Isizwe,
the city launched this initiative in Atlantis
on 27 August 2014 and in Robertson on
29 August 2014.
Project: MyCiTi (the Cape Town integrated
rapid transit system)
Companies: HHO Infrastructure Engineers,
GIBB Engineering and Architecture, Martin
& East, Civils 200, Group Five
The IRT system in Cape Town is aimed at
significantly improving public transport in
the city.
Work on the project started in 2007. The
first network was launched in May 2011,
focusing on the city centre. The system will
be rolled out in four phases. The full system
is expected to take about 15 to 20 years to
implement, with each phase being built as
funds become available. Most of the fund-
ing comes from the National Department of
Transport’s Public Transport Infrastructure
Main Road rehabilitation
IMIESA January 2015 11
MUNICIPAL FOCUS
and Systems Grant, with the balance funded by the city. Bus
rapid transit costs four to twenty times less than light rail and
is the best-known way to transport large numbers of people as
cost-effectively and efficiently as possible. According to the City
of Cape Town, the service is capital-intensive, but crucial for the
future sustainability and well-being of the city.
The business model for the IRT system is based on successful
BRT models used worldwide. Central to this model is a public-
private partnership in which most operational components are
delivered via the private sector, while the municipality is respon-
sible for oversight and quality control.
Project: Mega human-settlements projects
Companies: HHO Infrastructure Engineers, GIBB Engineering
and Architecture
These projects are a response to the City of Cape Town’s housing
problems, which were aggravated by the expanding population –
from 2.9 million in 2001 to 3.7 million in 2011.
The projects include new housing developments, the trans-
formation of the apar theid-era hostels, and upgrades to
the living conditions of backyard dwellers and residents in
informal settlements.
Most of the projects are scheduled to start in the 2014/15
financial year. Almost R1.2 billion has been approved for human-
settlement projects in the 2014/15 to 2016/17 financial years.
Project: N2 Gateway Project
Companies: Group Five-Vula JV (Martin & East, Isidima, Vela VKE,
Motlekar Cape, Sobambisana Community Developments, ASLA,
Citrine group of companies, Power Construction)
The N2 Gateway Project is the pilot and lead project in the
‘Breaking New Ground (BNG)’ strategy (a new housing strategy
conceived in 2004.) The project intends to provide housing units
for residents of the informal settlements along the N2 freeway.
The project is to be completed in two phases and is currently
in the first phase. The basic essence was that 22 000 hous-
ing opportunities across the subsidy ranges were envisaged.
The total planned housing units for Phase 1 is 16 083 and
target areas include Joe Slovo, Delft Symphony, Delft, Newrest
and Boystown.
Thus far, 11 437 units have been handed over and 4 646 are
in progress. Approximately R9 billion has been spent on Phase
1 of the project.
Sikadur-Combiflex® SG System is used for construction joints, expansion joints, and connection joints or cracks. The system allows variable and high levels of movement in one or more directions, whilst maintaining a superior quality watertight seal.www.sika.co.zaMega human-
settlements project
12 IMIESA January 2015
INFRASTRUCTURE NEWS FROM AROUND THE CONTINENT
KENYACountries get together to construct multipurpose dam
Kenya, Ethiopia and Somalia
have agreed to construct
a multipurpose dam and a
hydropower station on the
Dawa River in the border town
of Mandera.
The decision came dur-
ing a three-day meeting in
Nairobi organised by the
Intergovernmental Authority on
Development (IGAD) to discuss
cooperation in the manage-
ment and sustainable develop-
ment of the river.
“Harnessing the water from
the river can solve the persis-
tent drought that the region
has been experiencing,” said
Mandera county governor
Ali Roba, who represented
Kenya. “We are optimistic
that the process will be suc-
cessful since each of the
states are very positive about
the proposal.”
During the meeting, the
three countries also proposed
the construction of a bridge
to link Kenya and Ethiopia,
which will promote cross-
border movement across the
seasonal river.
The three countries formed
a technical team, which will
be steered by IGAD, to con-
duct a feasibility study of the
proposed projects and share
its findings.
RWANDACapacity challenges could frustrate PPP programmeEfforts by government and
private sector to work together
on major development projects
could face hurdles because
of the private sector’s capac-
ity challenges, Antoine Manzi
Rutayisire, the Private Sector
Federation's (PSF) director for
advocacy, communications and
labour relations, said.
Rutayisire noted that while
they encourage members
to embrace public-private
partnerships, the private
sector needs to work hard
to play a meaningful role in
the initiative.
He revealed that PSF has
established a secretariat to
handle issues to do with pub-
lic-private partnerships, as well
as discuss the opportunities
and challenges members face.
He urged members to
use the challenges as an
inspiration to do more to
contribute to the country’s
development objectives.
ANGOLANew commercial port esti-mated at $400 million Over
$4.3 million is the amount the
Angolan government plans to
invest in the construction of
a new commercial port in the
municipality of Porto-Amboim,
Kwanza Sul province.
The contract was carried
out by SPAL at the end of
2014. The corporate structure
includes the state-owned oil
company of Angola, Sonangol,
and the Sogester Group, who
was in charge of the design of
the project. Augusto da Silva
Tomás, Transport Minister,
believes that the Port of
Porto-Amboim challenges the
Angolan government to create
infrastructure that will enable
commercial transactions and
compete with the ports of
Luanda, Cabinda, Lobito and
Namibe. It is also a chal-
lenge to provide support to
the neighbouring province of
Kwanza Sul, as well as to the
countries in the SADC region.
ZIMBABWE$1 million upgrade for Kariba South The Zimbabwe
Power Company (ZPC) is set
to undertake a $1 million
upgrade of one of its six gen-
erators at Kariba South power
station in December 2014.
Kariba hydropower station,
which is said to be the coun-
try’s most reliable power sta-
tion, produces 750 MW.
The power station’s acting
general manager, Charles
Bhebhe, said the other five
generators had already been
upgraded, with equipment
acquired from France.
“We have been modernis-
ing the systems and only one
generator is left,” Bhebhe said
during a tour of the plant.
Zimbabwe is currently reel-
ing from power shortages as
power demand continues to
outstrip supply.
ZPC is currently undertaking
a $400 million extension of
its power plant, which is being
financed by China.
A tour of the new plant,
which currently employs over
300 people, revealed that a
lot of ground had been cov-
ered in making sure the plant
The Kariba Dam between Zambia and Zimbabwe
AFRICA ROUND-UP
IMIESA January 2015 13
AFRICA ROUND-UP
is completed ahead of the
2017 deadline.
The new plant will generate
an additional 300 MW.
TANZANIATanzania to invest $300 mil-lion in first geothermal plant Tanzania is planning to
invest in its first geothermal
power plant at Lake Ngozi, in
Mbeya, in a bid to shift focus
from hydropower.
The venture, which is being
led by the African Development
Bank (AfDB) as financiers, will
unlock the country’s potential
for geothermal power, accord-
ing to Emeka Oragunye, the
principal energy specialist
at AfDB.
The new power plant will gen-
erate 5 000 MW and is part of
AfDB’s plan in financing renew-
ables through the scaling-up
renewable energy programme
(SREP). The country has
received $45 million from AfDB
and $25 million from SREP.
The country will also seek
to develop 50 other potential
geothermal spots – which will
be crucial in the shift from
hydro and private oil-fired
power generation by the state-
run Tanesco. It will also be
critical in the planned addition
of 10 000 MW into the grid
by 2025, up from the current
2 780 MW.
Tanzania’s hydropower
has been affected by
recurring droughts.
AfDBAfDB to fund Rwanda, Burundi, Tanzania roads The
African Development Bank
(AfDB) and the East African
Community (EAC) signed a
$2.6 million agreement to
finance feasibility studies and
design for the rehabilitation
of some road sections of the
Central Corridor in Tanzania,
Rwanda and Burundi.
The letter of agreement,
under the NEPAD Infrastructure
Project Preparation Facility,
was signed by Tonia Kandiero,
AfDB’s resident representa-
tive in Tanzania, and the EAC
secretary general, Dr Richard
Sezibera, at the EAC headquar-
ters in Arusha, Tanzania.
According to the EAC secre-
tariat, the grant will finance
consultancy services related to
undertaking feasibility studies,
detailed engineering designs,
environmental and social
impact assessment and prepa-
ration of bidding documents.
All this is for the rehabilita-
tion of the road sections join-
ing Rusumo to Lusahunga
and Nyakanazi to Manyovu via
Kasulu in Tanzania; Kayonza
to Kigali in Rwanda; and
Rumonge to Bujumbura via
Rutunga in Burundi.
UGANDA$200 million housing pro-ject earmarked Uganda
citizens will benefit from a
new housing project to be
implemented by Shelter Afrique
(SAf) in collaboration with the
Ministry of Lands, Housing and
Urban Development.
The project will be developed
over a period of four years and
4 000 commercial and social
housing units, schools, health
centres and waste manage-
ment facilities will be con-
structed. The government has
already identified and secured
650 acres of land in various
parts of the country.
The construction project
will be implemented under
a public-private partnership
with the Ministry of Lands
and Urban Development, and
will be officially launched
early 2014. Other partners
in the project include 44 SAf
member countries, the African
Development Bank and Africa
Reinsurance Company.
Many other countries in
Africa are suffering from a
housing deficit. Last year’s
reports indicated that Uganda
was suffering a housing deficit
standing at a 500 000 units,
with Kampala alone suffering a
100 000 housing units deficit.
GAMBIAThe Gambia inks $65 million Trans-Gambia bridge projectThe government of the Gambia
has signed a contract agree-
ment for the construction of
the long-awaited Trans-Gambia
bridge over the Bamba Tenda-
Yelli Tenda crossing.
The project, funded by the
African Development Bank
(AfDB) at a tune of $65 mil-
lion, is contracted to Isolux-
Corsan and Areski construction
companies, with the consul-
tancy services awarded to
Setec Tepi/Studi International
and Mahfoos.
The 942 m bridge will con-
nect the south and north
banks of the Gambia. Its com-
pletion is expected to enhance
trade and easy movement
between the two countries.
The Transport, Works
and Infrastructure Minister,
Ousman Badjie, said the
Trans-Gambia bridge project
is the Gambian government’s
single biggest project ever
undertaken, thanks to the
generous contribution of the
African Development Bank and
other partners.
“The long-term aspiration of
the government of the Gambia
is to achieve a solid infra-
structural base for industrial
development. The availability
of infrastructure services sig-
nificantly influences develop-
ment between regions, and
also between countries,”
he said.
Olkaria geothermal power plant in Kenya
14 IMIESA January 2015
HOT SEAT
Turning the corner on the road to recovery
Tosas’ re-ascent as a trusted bitumen
supplier to the road-building
industry is in full swing. Deon
Pagel, the man leading the way,
takes IMIESA’s Hot Seat and
frankly unpacks the company’s
return to its trusted position.
You have managed some serious changes internally; can the market see the difference? DP Evidence
that we are regaining the trust
of the industry is coming in
much sooner than anticipated.
We regularly receive written
commendations that show
great appreciation, not only for
the quality of product we are
delivering but – crucially – the
efficiency of our service.
Because of the nature of the
products we provide, efficiency
from a turnaround point of view
is non-negotiable. The written
appreciation of this aspect of
what we do really assures me
that we are out the ICU phase
of our business rescue and
well into full recovery in the
general ward.
THE LAST TIME Deon Pagel spoke to IMIESA, Tosas was
focused on becoming the efficient, customer-centric organi-
sation it had always been. Its reputation had to be rebuilt,
following its acquisition by the Raubex Group some 12
months earlier. This time, most of the structural and operational
challenges have been solved and Pagel presents a company that has
earned considerable market confidence and is gearing itself, through
innovation, to align with broader national goals.
So the market is confident in Tosas again?There are many signs that this
is the case. Our order book is
growing and, importantly, many
of these orders come from
existing clients and older clients
who had left Tosas due to its
struggles. That these clients
are remarking on our service
is a definite indication that
we are restoring confidence in
the market.
What has been the biggest struggle? In a
word, efficiency. The services
and products we specialise in
are the core component of a
very expensive daily operation
on any construction site. One
slip on our side carries the risk
of a chain reaction that incurs
huge costs.
Downtime on these sites is
extremely expensive, not just in
terms of the cost of personnel,
which carries massive
hourly rates.
The downtime of the
infrastructure on-site is also
very expensive. Our efficiency
problems were the result of a
business structure that didn’t
accommodate the kind of
operational agility demanded of
a bitumen supply company.
Procurement had been
centralised and this had really
hamstrung Tosas’ ability
to meet orders flexibly and
efficiently. Fixing this demanded
a massive amount of energy to
turn around.
What was your main focus? Simply by demanding
a back-to-basics approach,
combined with elevating the
operational standards to
match and exceed current
market developments. We
re-established the processes
that had previously worked, and
built on them smartly. It has
been especially gratifying to
see the staff that bridged these
periods jump at the opportunity
to excel again. They were freed
up to deliver as they had always
wanted to.
Now that you are well on the road to recovery, how would you describe Tosas’ offering to the market now? It really is
our capacity for delivery in
the context of today’s market
Rubber bitumen used in a single reseal is a great maintenance option
pp
industry
Pagel,
takes
frank
retu
IMIESA January 2015 15
HOT SEAT
conditions. This includes the
increased need for labour-
intensive technologies and the
demand for better and more
innovative products.
The Department of Public Works just launched Phase 3 of the EPWP. How is Tosas supporting it? A large portion of the
products we supply are highly
adaptable for labour-intensive
work methods, including
bituminous binders that are
aligned with labour-intensive
road-surfacing methods and we
are actively involved in skills
transfer as well.
A very specific labour-
intensive technology that
we sell is the Chippy hand-
operated aggregate spreader,
which we are now beginning
to market in conjunction
with NCA, the manufacturers
of the equipment. This is a
very effective tool for labour-
intensive road construction
that replaces automated
aggregate distribution with
manual distribution.
It was designed to construct
thin seals for both new roads
and maintenance projects in a
labour-intensive manner retain-
ing the quality of automated
methods at a comparable cost.
As well as selling the equip-
ment and the appropriate bind-
ers, we also supply full train-
ing on the proper use of the
chip-spreading equipment.
What innovations is Tosas contributing to the market? We have New Crumb
Rubber Technology (NRCT) – a
highly innovative product – to
offer the market. We have done
a lot of successful trials and
performed a number of different
applications with different roads
authorities, and we expect to
put down a substantial amount
of this product over the next
year. Some of the larger metros
have shown strong interest for
maintenance and new builds.
What are main advantages of NCRT? The product is very crack- and
rutt-resistant and has a longer
lifespan than other binders,
whether modified or not.
These ‘new’ properties are
dependent on the pretreatment
of the rubber crumbs, and
it is our licensed technology
that distinguishes NCRT from
conventional bitumen rubber.
It is also this pretreatment
that lowers the working
temperature and increases the
lifespan of NCRT, and delivers
the more environmentally
beneficial attributes.
Traditional bitumen rubber
is usable for four to six hours,
after which a phenomenon
known as over-digestion
can occur, and the product
can no longer be used in its
current form.
It has to be reconstituted
through the introduction of
additional rubber crumbs. The
new technology overcomes
this, extending the window
period to as much as seven
days and beyond. You can work
with the product at 170°C and
store it at 140°C. This makes
a profound difference to the
energy consumed in working
with the material, as well as to
the practical handling of it.
Can you expand on NCRT’s impact on the reduction of life-cycle costs? While it appears
to be more expensive than
conventional rubber and some
other modified binders upfront,
when you take the higher
actual application rates of the
product and factor them in
to the extended lifespan, the
perceived initial costs become a
non-issue.
In fact, it saves you money.
NCRT eliminates the need
to establish expensive
bitumen-rubber-blending
plants on-site and it can be
directly transported from the
manufacturer’s fixed operations.
Traditionally, bitumen rub-
ber’s short shelf life was risky
and logistically challenging and
some people felt uncomfortable
specifying it. Now, with NCRT,
they can do so, risk-free, know-
ing it is a superior product. This
product solves a multitude of
problems, from point of speci-
fication to full life-cycle value.
It is also a major boon for
maintenance work.
How would you describe Tosas’ recovery? When
Raubex first took over, we soon
discovered that Tosas was in
intensive care and needed a
radical business rescue. I am
extremely happy to say that,
within 12 months, we are better
geared and ready to thrive and
exceptionally well geared to
make a substantial contribution
to South Africa’s road industry.
The need for reliable, innovative
and policy-supportive products
and services is more important
than ever before in achieving
national goals.
While this much has been
achieved in a relatively short
period of time, Tosas has also
kept its eye on further research
and development, and we have
a number of new initiatives in
the pipeline to be introduced
in the short to medium term
amplifying the company’s goal
to be a positive contributor to
all stakeholders in the road-
building sector.
THE BENEFITS OF NEW CRUMB RUBBER TECHNOLOGY (NCRT), the Rolls Royce of bitumen rubber and the road-seal binder of the future:• reduced manufacturing,
paving and spraying temperatures
• reduced binder ageing• safer working conditions • increased energy
efficiency, reduced emissions during production, paving and spraying
• lower viscosity at lower temperatures
• increased shelf-life of seven days
• longer lasting road surface• reduced road
maintenance intervals• better rut resistance• higher tolerance for high
traffic volumes• more environmentally
friendly and sustainable.
Rubber bitumen remains an ideal solution to prevent reflective cracking
www.tosas.co.za
16 IMIESA January 2015
IMESA
IMESA Conference
THEMED ‘BALANCING Service
Delivery’, the conference certainly
did deliver, and was characterised
by high-level speakers and powerful
outcomes. IMESA 2014 began with the bian-
nual IMESA-CESA Excellence Awards and the
inauguration of the institute’s new president,
the honourable Duncan Daries, who also
delivered his inaugural speech.
The awards revealed that despite general
concern about the state of public infrastruc-
ture in South Africa today, there is no short-
age of world-class engineering and world-
class projects being delivered across the
nation. Innovative, smart and well-executed,
many of the projects embraced key confer-
ence themes, including sustainability and
socio-economic transformation, and speak
to high levels of public-private cooperation.
The challenges of replicating these success-
es more rapidly and sustainably emerged
later as key conference themes.
Farewell Frank Stevens and welcome Duncan DariesThe presidential address saw the handover
of the institute’s presidency from outgoing
president Frank Stevens to new president
Duncan Daries.
President Frank Stevens reflected on the
substantial growth in membership of the
institute over the last 24 months. “Today,
close to 40% of our total membership is
IMESA’s annual conference, which was held last year at the Durban International Convention Centre from 29 to 31 October 2014, was hosted in partnership with the City of eThekwini.By Nicholas McDiarmid
made up of consultants, contractors and
suppliers,” observed Stevens.
Head officeStevens acknowledged the crucial role of the
team that staffs IMESA’s head office (IMESA
House) in Westville, KwaZulu-Natal, and wel-
comed Narisha Sogan (finance officer), King
Singh (office manager) and Dashree Reddy
(IMESA finance officer), all of whom joined
the team over the last two years. “I person-
ally thank the amazing head office team
for its support to the institute as well as to
myself over the last years,” said Stevens.
Into actionStevens highlighted that the higher-impact
activities undertaken by the institute are
central to the institute’s development and
influence. The Municipal Benchmarking
Initiative is an example of a high-impact
project born of cooperation and coordina-
tion of several stakeholders – in this case,
IMESA, Salga and the WRC. “All of the
country’s 152 water services authorities
took part,” explained Stevens. This level of
participation is extraordinary and represents
a great success.
IMESA’s ongoing membership of the
International Federation of Municipal
Engineers has led to several key opportuni-
ties, and Stevens has interacted with munici-
pal engineers from some 20 countries. “I
found the respect shown towards IMESA’s
activities, and the interest shown in how
South African municipal engineers tackle
their challenges, both exciting and hum-
bling,” reported Stevens.
IMESAIMESA is making great strides in the roll
out of its IMESA Infrastructure Management
System (IIMS). The institute has provid-
ed both financial and training support to
this project, which is set to make a mas-
sive contribution to managing the nation’s
municipal infrastructure.
Steven’s also noted that IMESA’s training
courses continue to grow in demand and
have delivered quality training to more than
622 people over the past two years.
Welcome to Duncan DariesIMIESA congratulates Duncan Daries on
his inauguration as president of IMESA and
extend to him our support. His inaugural
speech picked up on the themes covered by
his predecessor: “My goal for IMESA is first
of all to consolidate our position by being
the voluntary institute of choice for profes-
sionals and graduates within the municipal
environment. “My second goal is to continue
the excellent work undertaken by previous
presidents in partnering with relevant volun-
teer sister institutes, as well as associations
such as Salga and MISA. We continue to
2014
1 2 3 4
IMIESA January 2015 17
IMESA
reach out to municipalities who do not have
any representatives as members of IMESA,
as there surely is a need for technical staff
to network with fellow professionals.
“We will review our governance framework
(constitution and by-laws) to consolidate
portfolios on our executive council to ensure
greater input and interaction with the general
council of IMESA.”
Balancing profiles – engineers and leadershipNeil Macleod, formerly of eThekwini Water
and Sanitation, and a highly respected,
long-standing member of IMESA, was warmly
introduced and received a strong welcome
from delegates. His contribution to municipal
engineering cannot be underestimated and
his perspective on the status of engineers
in political, public and economic life is of
great importance.
Macleod noted that management and oper-
ational issues are increasingly dominating
municipal activities and, in some cases,
city engineers are not being replaced. The
actual delivery of infrastructure and services
needs must become the primary purpose of
local government once more, and municipal
engineers can play a central role in achiev-
ing that, notably by increasing their pro-
files and improving communication. Macleod
also noted that ecological engineering needs
more prominence in the local government
sphere. Investment in
infrastructure is also
out of balance, with
replacement and new-
build receiving more
attention than main-
tenance of infrastruc-
ture assets, leading
to waste. “We need
to stop the cycle of
build → neglect →
abandon → rebuild,”
said Macleod.
Balancing the economics of infrastructureJohn Harrison, plan-
ning engineer at eThekwini Water and
Sanitation, presented the issues faced by
municipal engineers within a broad politi-
cal and economic context. Noting that the
concept of supply and demand is an illusory
driver of capitalism, Harrison described the
current economic system, globally, as being
driven by the interests of the wealthiest 1%,
who control 45% of the world’s wealth. Best
practice, from a technical point of view, often
goes against the interests of the 1%, and
maintenance and asset protection is never
as profitable as new-build. The interests of
the 1%, however, are often served and this
is evidenced by an inappropriate selection of
solutions to national challenges and public
procurement regulations that sacrifice quality
and best practice for profit. Harris echoed
Macleod in calling for engineers to rise to the
leadership challenge and use their techni-
cal and professional skills to rebalance the
scales in favour of the public good.
This presentation was followed by Willem
Pretorius of IMQS Software, who provid-
ed an overview of life-cycle asset man-
agement, and a compelling argument for
CONFERENCE HIGHLIGHTSThe opening session was hosted by Frank Stevens and was chaired by eThekwini Metropolitan Municipality’s Eric Applegrin, and themes included municipal governance, infrastructure management and asset management.Cooperative Governance and Traditional Affairs Deputy Minister Andries Nel’s keynote address was challenging and explicit about the fact that a substantial percentage of South Africa’s municipalities are failing and in need of urgent attention. Cogta’s estimates that one third of municipalities are in good shape; one third are adequate and one third are failing were later contradicted by IMQS’s presentation, which painted a very different picture, with only 7% of municipalities doing well; 31% need intensive care, 30% perform reasonably, and 32% are dysfunctional. Either way, the situation is untenable.Cogta’s ‘Back To Basics’ strategy focuses on cleaning up local government, promoting integrated urban development, and protecting municipal assets. The strategy rests on four pillars:• cleaning up failing municipalities• improving the functioning of adequate ones• empowering successful municipalities by broadening their
scope and increasing their latitude• vigorously responding to corruption and fraud with zero
tolerance.National Treasury is set to review supply chain management and procurement policies for local government, and the possibility of capacitating district municipalities to assist and strengthen smaller municipalities is also being explored. Nel stressed that technical capacity is fundamental to Cogta’s goals, and that the Municipal Infrastructure Support Agent is already working with IMESA on finding capacity and training solutions to this challenge. Nel noted that IMESA’s training programmes are laying a solid groundwork for asset management.
Duncan Daries in his presidential regalia
1 IMESA President Duncan Daries relaxes after his inaugural speech
2 Frank Stevens get a lesson getting down with Beauty Ramapelepele – AKA Ben Voss
3 Jannie Pietersen enjoying the gala event
4 Moses Mabida Stadium provided a phenomenal backdrop for the gala event.
5 Frank Stevens congratulates Duncan Daries on his inauguration as president of IMESA
6 Roger Byrne delivered a powerful account of eThekwini's asset management programme
5 6
18 IMIESA January 2015
IMESA
Direct subsurface installation of
water meters? Now it’s possible with
the WATERFLUX from KROHNE.
WATERFLUX – the new electromagnetic water meter – enormously simplifies the integration of measurement technology in drinking water networks. Thanks to its permanent maintenance-free operation, an above-average service life of 25 years and the special subsurface installation coating, the WATERFLUX can be installed directly in the ground for applications not subject to custody transfer – and all this without a measuring chamber.
The precisely acquired measurement and totaliser values can be conveniently read aboveground on the battery-operated converter. Optionally, the data can be transmitted cyclically via any number of GSM mobile communications networks to a control system – even from remote areas.
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www.za.krohne.com
KROHNE WATERFLUX meets
SANS1529-1:2006 fit for trade metrology –
exceeds class D Specifications
integrated communication between the asset itself and the finan-
cial asset register.
EPWP Phase 3The Department of Public Works presented an overview of the
recently launched third phase of the Extended Public Works
Programme. Public infrastructure is expected to create 6 million
work opportunities over the next five years, with half of them com-
ing from municipalities.
The EPWP has appointed specialist consultants to aid munici-
palities with project selection and design, to maximise implemen-
tation of EPWP in local government infrastructure development
and maintenance.
Maintaining our assets – the AMPLE wayIn October 2012, GHD’s Global Asset Management Group
granted a free licence for their AMPLE tool suite and associated
training materials to IMESA for use in progressing sustainable
infrastructure asset management (SIAM) within Southern Africa.
The official handover took place at the 2012 IMESA Annual
Conference in George where Roger Byrne (retired GHD AMG man-
ager) presented ‘Progress with the National SIAM Program’ and
demonstrated how AMPLE will enhance the approach to raising
knowledge and awareness in SIAM as a core part of IMESA’s
national training programme This year, with much progress having
been made in the roll-out of AMPLE, both in the Free State and
the City of eThekwini, Byrne returned to provide a case study of
eThekwini’s progress to date.
AMPLE is the result of over 20 years in the development of
world-class asset management (AM) manuals and approaches
for successful AM improvement programmes that has delivered
all aspects of best appropriate practice AM for a full range of
infrastructure services, especially local governments, using a
‘whole of city’ approach covering all infrastructure and physical
asset types.
The objective of IMESA’s AMPLE is to provide a web-based
asset management learning environment that will assist all
municipalities and their infrastructure-rich businesses to drive
sustainable asset management improvement cost-effectively.
Finding a voiceIn a sense, closing this review on this note takes us back to
the conference theme, ‘Balancing Service Delivery’. The impact
municipal engineers have on a nation’s prosperity directly affects
the well-being of us all, economically and socially. While the
technical presentations and discussions were invaluable, and
will receive further coverage over the next editions of IMIESA,
perhaps the most crucial aspect in need of balance in the world
of public sector infrastructure is the profile and status of our engi-
neers. There was general consensus that the profession urgently
needs to find a way to effectively communicate its perspectives
and expertise in a way that is heard by the decision-makers in
power. We look forward to this year’s conference, scheduled to
be held in Cape Town.
More information on booking your place, submitting papers and
sponsoring this hallmark event can be found in this magazine,
online at www.infrastructurene.ws or at www.imesa.org.za.
BITUMEN
www.nationalasphalt.co.za | +27 (0)86 146 6656
AND ASPHALT
NATIONAL ASPHALTMoving beyond today to meet
the demands of tomorrow
companies of
20 IMIESA January 2015
ASPHALT | COVER STORY
Pioneering innovations
THE COMPANY’S list of innovations
is at the cutting edge, providing
solutions across the road-building
industry, virtually anywhere in South
Africa. From the largest road contractor to
the smallest emerging contractor, National
Asphalt’s range of cold, warm and hot-mix
asphalt innovations ensures the highest
standards, no matter the size, location or
nature of the project.
(The company’s pivotal role in the South
African road-building industry is reflected in
the fact that its innovations and trialling of
reclaimed asphalt (RA) directly eventuated
in the South African Roads Agency (Sanral)
specifying higher levels of RA in some of its
tenders.) Other technologies introduced into
the South African market include high-modu-
lus asphalt (EME), renewable additives like
EcoNat, and mobile cold-mix plants. Other
products include the LT 40 hot mix (also
known as ‘Hot Mix in a Bag’), the manually
operated chip spreader the ‘Chippy’.
Most recently, National Ashalt’s acquisi-
tion of the majority share of Shisalanga
Construction in KwaZulu-Natal has added the
use of slag and hydro-cutting technologies to
its versatile slag offering.
SustainabilitySustainability in infrastructure is fast becom-
ing a national requirement. The Presidential
Infrastructure Commission is placing serious
pressure on the private sector to deliver
projects that deliver to improved economies
of scale and contribute meaningfully to the
country’s transformation. Moreover, South
Africa’s environmental legislation is evolv-
ing and subject to interpretation. “We have
found that from province to province, leg-
islation is interpreted differently. National
Asphalt differentiates itself by its mobility;
we can carry out contracts on a project-by-
project basis, focusing on smaller and highly
mobile equipment,” explains Pretorius.
“Sustainability as a term is open to inter-
pretation,” notes Pretorius. “While it’s a
good buzzword, National Asphalt views it very
practically. We look at areas that can give us
an edge in the market, and align ourselves
with best business practice, to become as
effective and efficient as possible.
“Developing new technologies is expen-
sive, and costs must be recouped. One of the
big challenges is working towards achieving
increased cost efficiency,” Pretorius says.
“It is not only about profitability anymore but
how you conduct yourself. National Asphalt
have internal strategies to align ourselves
and upgrade all our equipment. One of our
larger sustainability factors is our heating
costs,” he continues. “A huge amount of
energy is used to manufacture asphalt.” The
main driver of warm-mix technology is that it
is mixed at a lower temperature, delivering
lower energy consumption and a reduction
in carbon emissions.
CHIPPY The manually operated chip spreader, or Chippy, as it has become known, was introduced into the market during 2004. This manual or labour-based method of road surfacing is now well proven and is being used very successfully in the upgrading of gravel roads to surfaced standard, as well as in the application of single and double seals for new roads and for maintenance of existing road networks. Depending on the nature of the project, up to 65 job opportunities are created around the surfacing process
alone. What is of great significance is that roads were previously surfaced using very specialised mechanical equipment, requiring highly skilled operators, thus leaving very few opportunities for employment creation for local unskilled people. The Chippy method is very suitable for use by local authorities for maintenance programmes, and in-house teams can be trained to use the equipment and methodologies. The Chippy furthermore creates opportunities for smaller contractors to participate in the road-surfacing arena without having to lay out the large capital amounts required for conventional equipment. This enables them to be completely independent from large companies who own the expensive road-surfacing equipment.
ABOVE Candella RoadOPPOSITE Reclaimed asphalt plant
Sean Pretorius, National Asphalt’s managing director, illustrates how their more recent innovations are directly linked to specific social, economic and environmental challenges.
LT 40 HOT MIX National Asphalt introduces their latest product – LT 40 asphalt (also commonly referred to as ‘Hot Mix in a Bag’) – to the South African market. LT 40 asphalt is a continuously graded medium-grade asphalt contained in a sealed plastic bag, which is heated up to between 40°C to 60°C to achieve workability similar to traditional hot-mix asphalt.
Incorporating an additive made from 100% natural and renewable resources, LT 40 asphalt not only reduces waste, time lost waiting in queues at hot-mix asphalt plants and product loss from inclement weather, but allows for higher productivity due to proceeding directly to site with all the necessary tools to begin work immediately.
The product is perfect for edge breaks, reinstatement of trenches, patching and pothole repairs, and application is carried out in the same manner as for traditional hot-mix asphalt repair. The product is supplied in 25 kg bags, has a shelf life of 12 months, and is heated up to approximately 40°C to 60°C in a custom-built oven that can be supplied with a custom-built trailer or separately. Once the product has reached the required temperature, it is shovelled onto a wheelbarrow and transferred to the repair site, placed in the prepared area and compacted.
ASPHALT | COVER STORY
Environmental innovationThe company takes an extremely
holistic approach to its innova-
tions, factoring in South Africa’s
unique job creation and enterprise
development needs, as much as
its unique geospatial realities.
It pioneered the concept of RA
technology in South Africa during
the completion of a number of
warm-mix trials for the eThek-
wini Metropolitan Municipality in
Durban from 2009.
In several trials spanning from
2009 to 2013, National Apshalt used its
‘twin-drum’ concept to introduce increasing
percentages of RA into asphalt mixes. The
success of these trials saw the company
commission three 120 to 150 tonne per
hour, twin-drum mobile asphalt plants from
local manufacturer Comar.
It continued to work with Sanral on other
projects, including maintenance projects and
road upgrades, using 40% RA in the base mix
and overlaying the base with an ultra-thin fric-
tion course (UTFC) in one project and 60 000
tonnes of an AP1 modified continuously grad-
ed course bitumen treated base with a 40%
RA component, together with 63 000 tonnes
of ULM, a proprietary UTFC product manufac-
tured under licence from Jean Lefebvre, in a
second project.
“We are bold innovators, and we have the
skills and the right quality of people to be
effective innovators,” says Pretorius. “In the
case of RA, there was a lot of trial and error,
and we worked our way from 10% RA to 40%
RA, using our skills and enabling eThekwini to
push the envelope.”
It’s in the mixNational Asphalt has also developed a
unique, dual-purpose environmentally friendly
additive, manufactured from renewable raw
materials, called EcoNat. It can be used in
the manufacture of warm, low-temperature
and cold asphalt mixes and uses a power-
ful asphaltene dispersant, ideal for the
manufacture of RA mixes, by rejuvenating
the properties of age-hardened bitumen.
National Asphalt was also part of the first
officially recognised South African trials of
EME on a section of the South Coast road
in KwaZulu-Natal. EME refers to a ‘highly
modified mix’, and the term EME-2 is now
used where harder penetration grade bitu-
men is used.
Hydro-texturising“With the acquisition of Shisalanga, National
Asphalt is able to build on the momentum
created by Shisalanga in the road mainte-
nance and rehabilitation sector with hydro-
cutting technology,” Pretorius explains.
Hydro-texturising is a cost-effective and
environmentally sound solution for repairing
flushed bituminous pavements.
The hydro-cutter can remove flushed seals,
leading to a substantial improvement of the
micro and macro texture of the seal. This
results in a safer runway or road surface as
well as extending the life of the asset. Once
the excess bitumen is removed, the stone
chip matrix remains intact.
In terms of multiple seal layers, the hydro-
cutter dramatically improves seal stability
and reduces the overall bitumen content ratio
by up to 1 ℓ/m2 per single treatment. “It is
an exciting potential application for National
Asphalt and we are carrying out quite a lot of
demonstrations throughout the country, with
the most recent taking place in the Eastern
Cape. It is new territory for us, but it is a
major boost for our innovation and technol-
ogy profile,” Pretorius says.
The road to nation-buildingNo single manufacturer or supplier has made
as indelible an impact on the South African
road-building industry as National Asphalt.
The company not only unlocks opportunities
through innovation, it ensures that its innova-
tions have a national reach, far beyond the
road well-travelled. Its focus on mobility and
portability allows for the highest standards
to be achieved in the remotest of areas, in
the most sustainable and economic manner.
National Asphalt is literally paving the road
to a sustainable South Africa.
COLD-MIX ASPHALT Cold-mix
asphalt is a premixed, high-performance permanent cold-mix patching material made under licence using Macfix technology from Macismo International. The product consists of a mixture of selected aggregates coated with a blend of bitumen and a special additive. The additive has been specially formulated to enhance the workability of the mix during handling and to improve the adhesion properties of the binder during its service life. The aggregate grading ensures optimal stone interlock after placement so that the product will not deform under traffic.
IMIESA January 2015 21
22 IMIESA January 2015
BITUMEN & ASPHALT
Bridging Africa’s road
infrastructure gap
THE AFDB IS the executing
agency for the Programme for
Infrastructure Development in
Africa (PIDA), which has said that
closing the infrastructure deficit is vital for
Africa’s economic prosperity and sustain-
able development.
With the road access rate in Africa being
only 34%, compared with 50% in other
parts of the developing world and transport
costs being 100% higher, transport infra-
structure has been identified by the PIDA
as one of the four key sectors requiring
attention to address the deficit.
Mineral soil stabilisers – an alternative route“In many African countries, the infrastruc-
ture deficit is exacerbated due to appropri-
ate road-building materials being expensive
and/or difficult to obtain,” shares Zeevik
Halber, CEO of AnyWay Solid Environmental
Solutions. “However, there are alterna-
tives that urgently need to be explored if
economic and social development on the
continent is to be significantly improved.”
He continues, “These are currently being
used internationally, including in several
African states, and are not only speeding
up the process of road construction and
According to African Development Bank (AfDB) president Donald Kaberuka, “Inadequate infrastructure across Africa is costing about $40 billion in lost GDP a year. This deficit is estimated to be holding back economic growth by 2% each year, reducing private sector productivity by as much as 40%.”By Nicholas McDiarmid
improvement, but are also reducing the
financial, time and environmental costs
that are usually associated with this type
of infrastructure development.”
Mineral soil stabilisers are dramatically
changing the way roads are being built
and restored, directly addressing the ever-
increasing road-building material shortage
in developing countries.
Mineral soil stabilisers can – and are
– increasingly being used in areas where
locally available soils do not meet the
standard road-building specifications and
where good road-building material is expen-
sive and difficult to obtain.
“The faster African countries can improve
their road infrastructure, the faster there
can be access to centres of economic
importance for the creation of employment
opportunities, greater rapidity of inter-coun-
try trade, reduced transport costs and,
ultimately, enhanced economic growth for
the continent as whole,” concludes Halber.
African projects adopting the breakthrough technologyIn Ethiopia, soil stabilisation technology
has been used by the Addis Ababa City
Roads Authority, since 2009, as part of
a programme to develop and upgrade the
road network within the city, while advanc-
ing skills and providing jobs for inhabitants.
In addition to the many kilometres of road
that have been built over the past few
years using Anyway’s Natural Soil Stabiliser
(ANSS) to stabilise the in situ soils, close to
100 000 people have gained employment
in the resulting projects. Furthermore, the
use of ANSS not only saved about 30%
of the cost, but also more than 50% of
the time otherwise required to complete
these roads.
In nearby South Sudan, ANSS is to be
used in the construction of a 700 km
road leading from the capital, Juba, to the
country’s border with Ethiopia. AnyWay
has already delivered recycling equipment
suited to stabilisation work for the project.
Fur ther south, ANSS has been official-
ly approved for use in light to medium
roads in Kenya. This approval comes
after four years of research conducted by
the Ministry of Roads, Materials Branch.
AnyWay’s products were put to the test
on a variety of soils from around the coun-
try and proved to be a first-rate solution
for stabilising substandard soils such as
The main road into the city of Kigali, Rwanda
BITUMEN & ASPHALT
black cotton and red coffee soils, along
with some natural gravels. The ministry is
now conducting fur ther tests in order to
approve the use of ANSS in high-volume
roads as well as in the upper layers of
pavement structures. One of the charac-
teristics that appealed to the ministry’s
professionals was the fact that no cracks
developed in stabilised pavements using
ANSS. This is contrary to their experience
with cement stabilisation. The ministry is
aiming to upgrade 1 200 km of roads with-
in the next five years and soil stabilisation
could become a power ful tool in achieving
this ambitious goal.
In the Rwandan capital of Kigali, 2 km of
a principal route were constructed using
natural soil stabilised with ANSS. Prior
to the ANSS application, the original soil
was very weak and had a high plasticity.
The stabilised layer, which increased the
bearing load of the soil by 30%, was con-
structed within 12 working days – saving
almost a month of work and 300 14-tonne-
truck journeys.
Locally, in the Dihlabeng District
Municipality's township roads were upgrad-
ed using the ANSS technology. Instead of
spoiling the soil and importing materials
from a distant and expensive source, the
municipality wanted to reduce costs and
use its own limited road-building equip-
ment and manpower, and so decided to
stabilise the in situ soil. As a result, the
municipal roads depar tment was able
to construct a stabilised, unsur faced
road within two days, as opposed to the
15 days it would have taken with the
‘spoil and import’ method. In addition to
reducing the turnaround time, using ANSS
saved the municipality 50% on costs, 200
20-tonne-truck journeys and two tonnes of
CO2 emissions.
Localising productionAccording to Jean Du Plessis, MD of
AnyWay’s South African operations: “Unlike
in most other countries, AnyWay decided
to establish a local production facility in
South Africa for the manufacture of its
products for the local and regional mar-
kets. However, the concept of using local
in situ soils as par t of the road pavement
structure has yet to be widely accepted by
South African engineers.”
He attributes this principally to bad expe-
riences with other so-called stabilisers.
“The use of liquid products has actually
caused damage to the reputation of using
stabilisation as a sound engineering solu-
tion for road infrastructure projects over the
past few years.” He continues: “AnyWay’s
stabilisation products are considered to be
traditional as they are powder-based, not
liquid. Our product is a natural extension
of the traditional methods of using cement
and lime as stabilisers, but overcomes
many of their limitations.
“With a product like ANSS, one can look
at using marginal materials that were not
otherwise suitable road-building materials
and, consequently, get the job done faster,
cleaner and cheaper,” he concludes.
A road stabilised with ANSS in Addis Ababa, Ethiopia
24 IMIESA January 2015
IMIESA January 2015 25
BITUMEN & ASPHALT
Major runway rehabilitation
THE PROJECT involved placing
2 080 t of Novachip, also know
as ultrathin friction course (UTFC),
on top of the new asphalt on the
runway. In addition, the runway extensions
and intersections comprised 1 920 t of
medium graded asphalt, while 12 710 t of
medium graded asphalt was used for the
runway reprofiling.
Activities at the bustling local airport
could not be hampered by the construction
work, which meant that Murray & Roberts
Infrastructure had to work during the night
and hand over a pristine site every morning.
“The actual re-profiling of the runway
with asphalt was a challenge,” Wouter
Schreuder, site agent, Murray & Roberts,
says. “We had to temporarily shorten the
runway during construction, which meant
that aircraft had to land without using their
instrument landing systems.”
Work on the project commenced on
13 November 2013 and was wrapped up
on 23 July this year.
A runway rehabilitation project to improve safety at George Airport, in the Western Cape, was recently completed. By Nicholas McDiarmid
Airports Company South Africa initiated
the project in order to improve safety at
George Airport in terms of run-off and
stormwater drainage. In addition, the pro-
ject was aimed at improving the structural
capacity of the pavement surface.
Scope of workThe scope of work comprised the extension
of Runway 11/29, the extension of the aer-
onautical ground-lighting network and the
re-profiling of identified runway sections.
Murray & Roberts Infrastructure worked in
close conjunction with ADB Electrical on the
major works.
“We had to build from an uneven existing
runway surface to the final design level. This
necessitated numerous layers of asphalt
placed on top of each other in order to
achieve the required level,” Schreuder adds.
ChallengesChallenges included the fact that they were
not permitted to have any steps on the
runway. “We had to create ramps after each
shift’s paving operation before the runway
could be opened in the morning. These
had to be removed once the layer was con-
structed in this particular area.”
Cleaning of the runway after each shift
was equally challenging in that the area had
to be clean and free of any debris pending
an inspection by George Airport’s fire and
rescue services before opening the runway
in the morning.
“Time had to be allowed at the end of
each shift in order to carry out all the
required cleaning, and this took careful
planning,” Schreuder says. In addition,
each shift required thorough planning due
to the constraints of working on an opera-
tional runway. Emergency removal equip-
ment had to be available on-site in case of
any plant breakdown during a shift. “The
inter face between the civil and electrical
RESA 11 (runway-end safety area) upon practical completion of the project
Argus Africa Bitumen 2015 4-5 February Hyatt Regency Dar es Salaam, Tanzania
Petroleumilluminating the markets
Market ReportingConsulting
Eventsargusmedia.com/africa-bitumen
26 IMIESA January 2015
BITUMEN & ASPHALT
works was difficult and had
to be planned before the
start of each shift. The
logistics to get material to
site posed a challenge due
to the strict security meas-
ures. As a result, the bulk
of the material had to be
transported to site at night,” Schreuder
explains. The wet and cold weather at night
also played a role during the construc-
tion phase due to certain limitations, as
per the project specifications. “Care had
to be taken not to damage any of the
existing services, such as runway lights,
while working.”
Major statistics recorded by the project
included: 12 465 m3 of topsoil removal,
18 500 m3 of imported G7 gravel mate-
rial, 14 000 m3 of roadbed preparation,
1 980 m3 of stabilised gravel sub base by
means of 130 t of cement, 1 144 m3 of G1
base course, 2 000 m3 of asphalt milling,
7 318 ℓ of primer using inverted bituminous
emulsion, 71 678 ℓ of tack coat with a 30%
stable grade bitumen emulsion and 4.4 ha
of landscaping and hydro seeding.
LEFT A closer view of the UTFC milled and replaced at Runway 29
BELOW LEFT Asphalt surfacing during the first phase of the project, which involved re-profiling the runway
IMIESA January 2015 27
BITUMEN & ASPHALT
Much Asphalt’s Pomona plant in Gauteng
Much Asphalt is southern Africa’s largest supplier of an extensive range of
hot and cold asphalt products.
Our products are supported by world class technology and expertise, extensive laboratory services and specialist advice. With 17 branches and state-of-the-art mobile plants, Much Asphalt offers services anywhere, any time, no matter how big or small the project.
ANYWHERE.ANY TIME. ANY PROJECT.
T: +27 21 900 4400
F: +27 21 900 4468
www.muchasphalt.com
Satisfying market demands
MUCH ASPHALT has retained a
leading position in a challeng-
ing market in 2014, the first
year following its split from the
Murray & Roberts group. In November 2013,
the business was acquired by a consortium
led by Capitalworks Private Equity and includ-
ing Mineworkers Investment Company (MIC)
and senior executives of Much Asphalt.
“We secured a number of projects in the
traditionally ‘smaller’ regions such as the
Eastern Cape and Limpopo, compensating
for the lack of projects in the Gauteng
area in particular,” says managing director
Bennie Greyling. “These projects include
rehabilitation of the N2 between East London
and King Williams Town, rehabilitation of a
section of the N11 near Polokwane and vari-
ous coal haul routes in Mpumalanga.
“The continued commitment of major cli-
ents, especially SANRAL, to use recycled
asphalt (RA) on their projects, is pleasing
and more than 75% of our 17 static asphalt
mixing plants are now geared to incorporate
RA into asphalt mixes.”
Much Asphalt has recently completed
a section of the N2 near Mzinto on the
KwaZulu-Natal South Coast, where 40% RA
was specified. A second phase will com-
mence in early 2015.
The company has also recently purchased a
fourth mobile asphalt plant, this one capable
of handling 50% RA, to cater for the growing
number of major projects in outlying areas
where mobile operations are economically
more viable.
“In response to bitumen supply constraints,
we are now able to store up to 2 500 tonnes
in a bulk tank in the Cape Town harbour and
have installed ‘ bitutainers’ ranging in size
from 25 to 60 tonnes at our plants around
the country,” Greyling concludes.
& ASPHALT
CALL FOR PAPERS
IMESAIMESA
t +27 (031) 266 3263 email [email protected]
S YN O P S I S S U B M I T T E D BY Wednesday 15th April 2015 to Joanne Bezuidenhout | [email protected] | tel 031 303 9852
THEME: Changing the face of the Municipal Engineer
• Political and Legislative Perspectives
• Social and Environmental Impacts
• Financial Considerations
• Transport and Traffic
• Water and Sanitation
• Roads and Stormwater
PARTNERING FOR INFRASTRUCTURE
BANKING ON INFRASTRUCTURE
THE DBSA’S FINANCING OPERATIONS DIVISION
The restructuring of the Development Bank of Southern Africa (DBSA), which began in 2012,
has delivered big results in less than two years.
IMIESA January 2015 29
THE STATE-OWNED entity has
achieved an increase in dis-
bursements over the last finan-
cial year of 39.1%, repositioning
itself as both a funding institution and an
implementing agent.
The Financing Operations Division is the
operational centre of the bank, with group
executive Michael Hillary at the helm. In this
interview, Hillary provides strategic insights
into the bank’s core mandates, its special-
ised teams and its unique capabilities as an
infrastructure funding partner.
Background to the Financing Operations DivisionThe Financing Operations Division (FOD)
provides a turnkey operation that integrates
the entire value chain of a deal. Its ser-
vices are structured to provide support
from the origination of a deal, and continue
this support through ongoing monitoring up
until repayment.
The FOD’s final task is the evaluation
of the deals, which means the division is
engaged for the full length of all deals. This
clearly gives the FOD the most complete
vantage point from which to refine processes
and learn from within a complete feedback
loop. The FOD is also responsible for actively
managing the bank’s debt and equity port-
folio through its monitoring and reporting
services. The bank is involved in the follow-
ing stages of projects: early planning to pre-
paring, financing, building and maintenance.
Defining, refining and optimising – behind the restructure“While finance is our core focus, we have
been pulled more and more into the build
and prepare phases of deals,” starts Hillary.
“The bank mostly stays out of the planning
elements as we believe these properly lie
within government.” Hillary explains that the
restructuring process, which began two years
ago, was essentially about refining what the
DBSA does, based on its core strengths.
“We also focused our attention on the four
primary social and economic infrastructures
relevant to our mandate – power, bulk water,
roads and transport infrastructure, as well
as information and communication tech-
nologies,” he notes. Education and health
are two secondary focus sectors for the
bank, with which the Infrastructure Delivery
Division has already been strongly engaged.
“Within this mandate, and the efficiencies
required to drive it, it was crucial to evaluate
www.dbsa.org
30 IMIESA January 2015
“The bank looks to bridge these gaps (between public and private sector approaches) where it can get the process right while bringing in the commercial savvy to bring down the costs…” Michael Hillary, group executive, DBSA
“We do not have those constraints and
we can take the longer-tenor funding needs
and make those projects happen.” The abil-
ity of the bank to provide funding in spaces
where the private sector faces constraints
has many enabling possibilities that can be
examined on a case-by-case basis.
Some development finance institutions
focus on central allocations from the fiscus
on an annual basis, whereas the DBSA is
capitalised by the state, and in return is
expected to operate sustainably, with the
management team running a tight ship.
“Where a commercial bank looks at the flow
of dividends, our shareholders expect us to
be sustainable; their dividend, so to speak,
is in seeing the programmes happen,” clari-
fies Hillary. “The key to achieving this is to
seek returns at a level equitable to inflation,
and exceeding it somewhat in order to con-
tinue growing capabilities. The trade-off in
this regard is between trying to grow and be
profitable while not being so aggressive as
to lose the catalytic agility of the institution.”
The bank is not seeking maximum profit-
ability and massive returns, but seeks to
balance a level of growth that is sustainable
and allows for growth, but that ensures it
can fill the gaps in infrastructure finance
– like smaller municipal projects that are
essential but not viable from a return per-
spective for a typical private bank.
Not public; not private: project alignment and economies of scaleAnother function of the bank is to take
advantage of larger economies of scale.
An example of how this looks in practice
would be an investment team looking to put
out a programme to build a few thousand
toilet facilities in a rural area. An initial,
superficial costing would be based on the
standard cost per unit, typically based off a
production run of much smaller scales. “We
not only examine this and look for scaled
costings; we can also ensure our suppli-
ers are coming to the party. Now a typical
public sector procurement process will not
do this – a pricing table will be consulted
and that will be the end of it,” says Hillary.
“Because the DBSA is in the middle of the
spectrum of public and private, we are able
to balance procedural consideration with
those of implementation, which is precisely
what defines the difference between the
public sector approach and the private sec-
tor approach.”
The bank looks to bridge these gaps where
it can get the process right, while bringing
in the commercial savvy to bring down the
costs. “This capability, which is something
that the Infrastructure Development Division
really focuses on, can make a major impact
on the way projects are conceived and
implemented, and create a very efficient
PARTNERING FOR INFRASTRUCTURE
what sort of people we needed in each part
of the value chain, taking into consideration
the number of clients and the number of
deals within a sustainable framework. We
rebalanced the bank from a human capital
point of view, as well as in terms of vertical
operations across the South African and
international divisions, where a lot of team
and structural duplications existed, and
opportunities to better leverage specialised
skills that existed in specific areas which
weren’t being optimally deployed.
“By taking all the common elements of the
value chain and taking a more vertical view,
we began building the platform for financing
operations from which specialised skills
could be shared across the DBSA, eliminat-
ing duplication and retaining and deploying
institutional knowledge at the same time,”
says Hillary.
The DBSA’s unique mandateThe DBSA, as a developmental financial
institution, is significantly differentiated from
private institutions. Its shareholder obliga-
tions are not profit driven and operates
under very different regulatory standards.
“We are in an interesting space, in that,
while we are a state-owned entity, and in
principle we function in some ways like an
investment bank, we are also very close to
our share- and stakeholders, and this gives
us access to projects at very early stages of
their development.
“What we are respectful of is that we
have scarce capital and we don’t want to
crowd out the private sector, so the two
things we look for in our mandate are that
we are catalysts in ensuring infrastructure
programmes happen, including gap fund-
ing, and also fill the spaces where there is
clear market failure,” observes Hillary. An
interesting example of a market failure is
the restrictions private banks face in terms
of longer-term infrastructure investments.
“Basel III typically limits private banks’ abil-
ity to fund programmes beyond 12 years,”
explains Hillary.
IMIESA January 2015 31
PARTNERING FOR INFRASTRUCTURE
economic contribution to optimising infra-
structure project delivery, both economically
and from a maximum benefit point of view,”
Hillary deduces. The bank is thus ideally
positioned to add value in a number highly
specialised ways, reinforcing its catalytic
role in the market. It achieves this, from an
investment point of view, through gap fund-
ing and stepping in to fill market failures.
Understanding the Financing Operations DivisionWithin the Financing Operations
Division itself there are three
core areas, or units: the Project
Preparation Unit, the Common
Platform Unit and the Operations
Evaluation Unit. Understanding
these units provides necessary
insights for entities wishing to engage
the bank.
Project preparation“The Project Preparation Unit plays the pro-
ject development role and looks at deals that
are not ready to be financed and which may
require some enabling legislation, technical
reporting, or environmental studies, before
they are bankable,” Hillary explains. “The
bank may also look at financing these ele-
ments with a view to getting the rights to
finance the project as a whole, or possibly
to secure some equity pickup or cashing out
at the time of project financing. This area
typically gets traction in the Public-Private
Project space more than it would in the
municipal space.” The bank does have a
team that focuses on assisting municipali-
ties with planning and preparation.
The FOD is also home to a team that
acts as an agent for the Department of
Environmental Affairs’ (DEA) Green Fund. All
the grants and approvals for the Green Fund
are processed by this team, which works
directly with the DEA to sign off on the grants
and approvals. The DBSA has recently been
accredited as the Southern African imple-
menting agent for the Global Environmental
Fund (GEF). The GEF is a World Bank ini-
tiative and is a very beneficial source of
cheaper funding for green programmes.
Common Platform UnitAnother unit looks at the common platform
for the front-end businesses, comprised of
environmental analysts, industry specialists
and specialist engineers – who together look
at the quality of finance in context of the
technical aspects as well. “This is another
capacity that makes the bank quite unique,
in that, where typical banks would rely on
independent assessors for these functions,
the DBSA has them on board through all pro-
ject stages,” elaborates Hillary. “Moreover,
there are teams looking at sovereign risk
issues around cross-border deals, a project
finance team, and a distribution team that
looks at involving other investors to in part
finance the larger deals.”
Together, this forms the common platform
from which the bank supports more complex
projects. “What we see in practice in more
complicated projects is the involvement of
a project preparation team, an investment
officer, some of the engineers from the mid-
dle office and the structural finance team.
Together, the projects emerge as a whole
entity,” he says. Owing to the bank’s original
1983 mandate, which was the implementa-
tion of infrastructure programmes in the
former homelands, these sorts of interdis-
ciplinary teams have always been part and
parcel of the institution.
Operations Evaluation Unit“The other quarter of the FOD looks at port-
folios and is comprised of a team of credit
analysts, a portfolio-monitoring sub-team,
the core back-end middle-office team that
does all the administration of the deals, post
approvals, and a smaller unit that sets out
frameworks that look at projects from their
wider positive impact, called the Operations
Evaluation Unit.” “This ensures we achieve
our mandate to maximise the social and
economic impacts of all the bank’s projects,
and understand the deal from more than
just a financial perspective, which is crucial
to our reporting considerations as well,”
notes Hillary.
Agencies and municipalities: partnering with the DBSAThe increase in disbursements over the
2013/14 financial year of 39% reflects the
success of the DBSA’s strategic restructur-
ing, and sustainable growth also means a
steady flow of projects. “The ideal position
for the bank is to have more applicants than
we actively manage,” says Hillary. “Given
the catalytic nature of our mandate, we
ideally want partners who have significantly
invested into a project themselves.” Other
key components the bank looks at when
accepting a project include the wider and
the peripheral benefits. “Increasingly, main-
tenance and asset management projects are
entering the discussion – these are areas
with significant economic benefits.”
While project owners can approach
the bank directly, the DBSA also
pays attention to obvious market
gaps. Projects are also picked up
through other state institutions,
such as the Department of Energy
and the Department of Water and
Sanitation. “Smaller, specific com-
ponents of larger infrastructure projects,
which otherwise would be an obstacle to
the greater project, are of particular impor-
tance to the bank.” Catalytic investments,
within the bank’s social and economic
infrastructure mandates, are an extremely
important element for those working in
establishing public infrastructure projects
and interventions.
The DBSA’s role as an infrastructure part-
ner is unique in the local market, and is has
already had a significant impact. Its level of
internal expertise, unique funding abilities
and high level of internal technical capac-
ity highlight a return on investment that far
exceed the actual figures, for its partners
and the wider communities that benefit from
its participation.
“While we are a state-owned entity we are also very close to our share- and stakeholders, and this gives us access to projects at very early stages of their development.”
32 IMIESA January 2015
HUMAN SETTLEMENTS
Mega housing delivery
AS MINISTER OF Housing, in
2009, Sisulu and her Portfolio
Committee on Housing laid
the foundation for the current
National Development Plan (NDP). They
launched the Comprehensive Housing
Plan for the Development of Integrated
Sustainable Human Settlements, or
Breaking New Ground (BNG) as it is com-
monly known, that now forms the basis of
the NDP.
In her address at the Budget Vote of
the Ministry of Human Settlements, the
Minister pointed out research done by the
South African Institute of Race Relations
in 2012, which suggests that 20% of all
protests the country experienced over the
last five years can be attributed to issues
with housing.
Furthermore, these protests have centred
on the reality that promises made by the
department are not being met and the
public believes corruption to be at the root
of the problem.
She also noted that the delivery of
houses has dropped drastically across all
provinces. Some have dropped to a 30%
delivery rate and the housing backlog
To Lindiwe Sisulu, Minister of Human Settlements, nothing is more fulfilling to the
human heart than being able to contribute to the provision of a roof over a family
that is destitute and has waited for the security and comfort a house provides.
By Liesl Frankson
currently stands at 2.3 million families
and growing. In an effor t to address these
issues, Sisulu has outlined a number of
activities and actions that the department
will undertake over the next year.
Databases, title deeds and mining townsAt the top of the department’s to do list
is the creation of a credible database of
those legitimately waiting for a house. The
minister aims to link this database to the
population register and voters’ roll, to verify
the validity of a housing application.
The municipality will use this database
in the allocation of houses. “It will also
protect councillors who are often accused
of corruption in the allocation of houses,
as citizens will be able to check their own
details and place on the waiting list. It will
also break down the concept of the back-
log,” explains Sisulu.
The issue of title deeds has also been
included in the department’s strategy, and
it intends to prioritise the issuing of both
pre-1994 and post-1994 stock. “This is
important because these are otherwise
dead assets. Without the title deeds, the
owners are unable to revitalise the old
townships, which are in a very sad state of
decay,” she says.
The president has created an Inter-
Ministerial Committee on the revitalisation
of mining towns, for which the Department
of Human Settlements has a major respon-
sibility. In dealing with this goal, Sisulu
notes that the department has interacted
with the mining sector in the past, and has
found that, unless they plan for secondary
industry and related infrastructure, they
would be unable to attract the necessary
investment capital into mining towns for
continued economic activity after the last
ore has been mined.
Through the IMC, the department has
met with the Chamber of Mines, the bank-
ing sector and the provinces, and has
mobilised municipalities to review their
Integrated Development Plans (IDPs) to
pave the way for new-look mining towns.
It was decided that the Department of
Cooperative Governance and Traditional
Affairs (CoGTA) would lead the process of
reviewing the IDPs of municipalities where
mining towns are located to make a provi-
sion for town planning, among other things,
IMIESA January 2015 33
HUMAN SETTLEMENTS
to not only build human settlements, but
incorporate Special Economic Zones.
The biggest construction site in AfricaPart of the department’s strategy is to
embark on mega projects. In these mega
projects, there will be a collaboration of all
three spheres of government. Local govern-
ment will ultimately inherit the projects
once completed and therefore the respon-
sibility of the allocation of units, the provi-
sion of infrastructure, and the maintenance
of the project will be the responsibility of
local government.
Incorporated into the mega projects strat-
egy is the department’s goal to deliver
1.5 million houses over the next five years.
Sisulu hopes to do this in partnership with
the private sector and all stakeholders
and communities.
“South Africa is about to become the big-
gest construction site in Africa and, most
probably, in the developing world. We will
build close to 270 000 houses annually, as
a sector. It looks impossible, but we have
been here before. At the height of imple-
menting the BNG policy, we were building
over 270 000 per year,” she explains.
She adds that the department came to
the conclusion to change its approach to
housing after reviewing housing delivery
from 2005 to 2009 and 2009 to 2014. The
department is now aiming to move from
small projects of 200 houses to mega pro-
jects of integrated, mixed housing to cater
for different incomes and needs.
These will include houses for the indi-
gent, gap housing, rental units, social
housing and serviced stands. “This will
ensure integration of dif ferent income
groups and races, and lead to the build-
ing of a South Africa that truly belongs
to all.” In order to achieve this goal, the
department has embarked on a number of
activities including identifying 50 National
Priority Projects across South Africa that
will deliver mega integrated and sustain-
able human settlements.
These projects will deliver BNG houses
(30%), gap houses (20%), rental accom-
modation (20%), social housing (10%) and
serviced sites (20%). These projects will
also have economic and social amenities.
Ultimately, the depar tment aims to
embark on and lay the basis for a Master
Spatial Plan for Human Settlements so that
all the necessary amenities can be directed
to where human settlements are, allowing
them to plan ahead for the provision of the
necessary infrastructure and amenities.
“South Africa is about to become the biggest construction site in Africa and,
most probably, in the developing world.” Lindiwe Sisulu, Minister of Human Settlements
34 IMIESA January 2015
HUMAN SETTLEMENTS
Balancing service delivery
SUCCESSFUL DELIVERY models
that factor in considerations for
ensuring balanced service delivery
are reinforced by recommenda-
tions to leverage the relationship between
municipalities and consultants in order
to exploit their full potential and achieve
better outcomes.
EPWP Phase 3In November 2013, cabinet approved the
establishment of the Presidential Public
Employment Coordinating Commission to
coordinate and report on public employ-
ment programmes with the EPWP branch
as secretariat.
One of the key changes in EPWP
Phase 3 is the introduction of core
universal principles:
It is essential that municipalities fully appreciate their role in the implementation of the EPWP, the job creation potential, the challenges they face, and consider the key changes in EPWP Phase 3. By Nontyatyambo Manyisane, Mfuneko Kango, Gamelihle Sibanda &
Albert Uriyo*
• adherence to the EPWP minimum wage
and employment conditions under the
Ministerial Determination
• selection of workers based on a clearly
defined process and defined criteria
• work provides or enhances public goods
and community services
• minimum labour intensity appropriate
to sector.
There will also be increased community
participation for more visibility and owner-
ship of the EPWP in poor communities.
The scope of infrastructure maintenance
will be enhanced in order to create longer-
term work opportunities while preserving
assets. Furthermore, more emphasis will
be placed on monitoring created assets and
their impact on communities, thus generat-
ing sustainable livelihoods. The Ministerial
Determination by the Department of Labour
and the Code of Good Practice for EPWP
will continue to provide guidance on labour-
related matters.
Converting problems into challengesWhile appreciating the progress achieved
by municipalities in implementing the EPWP,
several challenges remain. These are dis-
cussed below for the various stages of
the project cycle, together with possible
remedial measures.
IdentificationMost municipalities do not have a deliberate
strategy to identify projects that are truly
amenable to the use of labour-intensive
methods. It is common to hear project man-
agers state that all their projects are EPWP
or for the projects to be declared as EPWP
at the reporting or implementation stage.
The impact of this is that most projects are
implemented conventionally, undermining
the realisation of socio-economic objectives.
It is recommended that municipalities iden-
tify labour-intensive projects in line with the
EPWP guidelines.
PlanningMost municipalities have developed and
signed an EPWP policy. However, full
implementation of these policies remains
a challenge. The implementation of the
EPWP infrastructure projects is guided by
the EPWP Infrastructure Guideline, which
provides guidance on the roles of the
IMIESA January 2015 35
HUMAN SETTLEMENTS
implementation bodies; the contract docu-
mentation for consulting engineers and
contractors for labour-intensive construc-
tion projects; design prerequisites; required
skills programmes for clients, consultants,
and contractors; programme indicators; and
additional sources for information.
The majority of municipalities do not have
a balanced portfolio of projects throughout
the year. Often during the first quarter,
projects are designed; service providers
are procured in the second quarter; project
implementation commences in the third
quarter; and peaks in the fourth quarter.
This boom-bust cycle repeats annually. The
impact of this is a failure to achieve employ-
ment targets, low productivity and under-
expenditure. Some public bodies opt for
machines in order to spend within a short
time. This is tantamount to fiscal dumping
and should not happen. There are mixed
perceptions regarding whether poor planning
or supply chain management and procure-
ment prescripts prevent planning, to ensure
that at any one time there are projects at
various stages of the project cycle. A steady
stream of projects would also ensure work-
ers are able to find employment when one
project finishes.
Some project managers and their supervi-
sors perceive the EPWP as an add-on to
their normal duties. This tends to culminate
in less effort being deployed to EPWP initia-
tives. It is important for EPWP champions to
emphasise that EPWP is an integral part of
normal duties of officials in public bodies
that are financed by government resources.
A master stroke is to incorporate EPWP
targets into the performance agreements of
senior managers, from technical officials to
those in supply chain management and legal
departments. As the saying goes, “What
gets measured gets done”.
DesignThe most sensitive stage of a labour-inten-
sive project is the design stage, regardless
of whether the design is done in-house
or outsourced. The conventional design
approach assumes work will be done using
machine-based methods. It is therefore
imperative that design specifications and
particular conditions of contract are specifi-
cally aligned with labour-intensive approach-
es, if projects are to be implemented and
reported under the EPWP.
Some municipalities have hired con-
sultants to enhance their delivery capac-
ity. In such cases, the contract agreement
between the municipality and consultants
tends to be weak in terms of expected out-
puts related to the EPWP. It often becomes
difficult for the municipality to enforce
compliance with EPWP requirements if the
agreement with service providers is not
explicit about how deliverables would be
measured. Municipalities are urged to sign
agreements with consultants that go beyond
just stating that the consultant must comply
with EPWP requirements.
As contractors grow, they tend to acquire
more capital-intensive equipment. In some
cases, a single big contract is issued to a
highly mechanised contractor whereas, if it
had been packaged as smaller contracts,
less-capital-intensive, smaller contractors
could be used. If the objective is to create
employment, there is a need to have a delib-
erate policy on how contracts are packaged.
However, there should be a reasonable bal-
ance in the distribution of work among con-
tractors in various registration categories.
The scope of the project is generally known
at the design stage. It is therefore impor-
tant for municipalities to insist that each
design should have indicative projections of
employment that the project is envisaged
to create and associated project durations.
The packaging of contracts to allow for
ease of implementation is also encour-
aged in the EPWP Large Projects, which
are infrastructure projects with a value
of more than R30 million, involving the
use of labour-intensive methods on a
significant scope of work to maximise
the creation of work opportunities. Large
Projects should also be designed and
packaged to promote participation of small-
to medium-term contractors.
By the time the procurement phase hap-
pens, consultations with the community
should have happened regarding the target
number of people to be employed, and the
daily wage to be paid should be agreed on
so that bidders use a common figure. It is
important to harmonise wages for similar
work in a locality in order to avoid social
unrest. EPWP workers should be paid a wage
that is not less than the minimum wage and
not too high (compared to wages for similar
work in the project locality) to attract people
who are in formal employment or engaged in
other sustainable income-earning initiatives.
ImplementationDesigning a project using conventional meth-
ods and then trying to convert it to an
EPWP project during implementation is like
a baker who decides to change from making
bread to producing a cake when the dough
is already rising in the oven. Sadly, there
are some municipalities that label a project
as EPWP during the implementation stage,
thereby compromising the potential to create
more employment.
In construction, the two most common
bases for remuneration of unskilled workers
are a time-based system and a task-based
system. With the time-based system, work-
ers are paid based on hours spent at work,
with minimal emphasis on what they pro-
duced. With the task system, workers are
paid a fixed daily wage for reasonable work
of agreed quantity and quality that the slow-
est worker can finish within normal working
hours. Faster workers may be able to finish
within 75% of the normal working hours and
are released to go home or attend to other
matters of their choice.
Work studies have shown that task-based
(or productivity-based) workers are generally
twice as productive as time-based workers,
who tend to work at the pace of the slowest
member of the group. Most municipalities
are using the time-based remuneration meth-
od. This means they could almost double
their productivity without additional funding if
they used the productivity-based remunera-
tion system. Those wishing to switch from
the time-based system to the task-based
system are cautioned to apply it after con-
sultation, as workers who are used to being
paid regardless of what they produce may
resist the change. International experience
has shown that, where the task system
36 IMIESA January 2015
HUMAN SETTLEMENTS
has been adopted, workers have refused to
revert to the time-based system, provided
the task is fair.
One of the EPWP universal principles calls
for the selection of workers based on a
clearly defined process and defined criteria.
This implies that there should be no discrimi-
nation based on attributes such as political
or religious affiliation. The EPWP offers
guidelines on social facilitation to ensure
fair and transparent processes are followed.
Training is regarded as an important com-
ponent of the EPWP. Each project should
have a clear training programme for its
workers to improve their work performance.
Training will focus on needs and will be
implemented based on programme needs.
The contractor shall provide all the neces-
sary on-the-job training to targeted labour, to
enable such labour to master the basic work
techniques required to undertake the work
in accordance with the requirements of the
contract in a manner that does not compro-
mise worker health and safety. Pre-project
implementation training may be necessary
if a skills audit reveals the project target
area does not have people with the required
basic skills.
MaintenanceSome municipalities are investing a dispro-
portionate amount in construction, com-
pared to needful maintenance. This could
culminate in early rehabilitation at a cost
higher than that of early maintenance.
Maintenance provides longer-term employ-
ment than construction.
The ‘Study on Enhancing Labour Intensity
in the Expanded Public Works Programme
(EPWP) Road Infrastructure projects’
showed that maintenance generally yields
higher employment than construction. For
example, 73% of all employment
created under the roadworks
component was created for road
maintenance. The same study
showed that the Eastern Cape
and KwaZulu-Natal provided the
highest employment figures –
mainly due to their high-labour-
intensity Household Contractor
and Zibambele programmes.
Monitoring and evaluationThe top challenges facing the
EPWP include non-reporting and
under-reporting (e.g. doing work
but not reporting it) by public bod-
ies, and reporting of data of inad-
equate integrity (e.g. inaccurate ID
numbers). This creates a problem
when the auditor general suspects
fraud, when it’s just a case of poor report-
ing. Furthermore, non-reporting means some
public bodies will be considered to have
failed to meet their employment targets.
This may even lead to the withholding or real-
location of the incentive grant. The EPWP,
through the municipal policies, provides for
various support structures including district
forums, steering committees, community
liaison officers, champions and reporting
mechanisms that facilitate effective delivery.
In EPWP Phase 3, it is mandatory for public
bodies to report on services rendered and
assets created, and the subsequent impact
of these on the beneficiary communities. If
the data integrity is questionable, it would
not be possible to assess the true impact.
Training and supportLimited knowledge and orientation on
labour-intensive and employment-creation
methods among the technical practitioners
impacts on its implementation, and has
also contributed to the impasse. In recogni-
tion of this, the EPWP, in collaboration with
LG SETA, has conducted training at NQF
Level 5 for more than 723 local government
technical practitioners. In addition, there
have been interventions through provid-
ing labour-intensive orientation sessions to
various municipalities based on demand,
in which 438 officials have been trained.
EPWP facilitates the training resources and
the municipality provides for logistics.
As a support mechanism, the EPWP has
been availing resources including provincial
technical consultants, ILO technical support
(including dedicated deputy directors), guide-
lines and technical briefs. These resources
can help facilitate the various processes in
the project cycle. Success factors that have
contributed to exemplary municipal perfor-
mance are highlighted in Table 3.
The need for a balanced approach to service deliveryIt is well accepted that municipalities are a
significant hub for transformation of devel-
opment in the community, as they are the
ultimate point of contact with the communi-
ty. In this respect, there is a need to balance
the delivery of infrastructure and services
with the realisation of the social needs of
the community. A mindset shift is therefore
needed, particularly concerning technical
practitioners, whose main considerations
are usually quality, cost and time. Other
aspects need to be factored in, namely
the softer issues, including unemployment,
f
i
p
f
T
l
t
v
f
l
m
b
a
o
t
n
TABLE 3 Case study on success factors
RICHMOND MUNICIPALITY CITY OF CAPE TOWN
Utilising labour-intensive activities in all municipal and grant-funded projects and programmes
Implementing environment and culture, infrastructure and social sector programmes
Success factors• EPWP champions• Targets included in programme plans• Targets included in performance contracts
and work plans of employees• Timely reporting• Management committee responsible for
overall coordination with quarterly reports• Capacity-building within various
stakeholders to ensure common understanding and reaching consensus on targets
• Involvement of all department and units
Success factors• Buy-in from the top• Structures established• Targets set• Responsibility and accountability• Capacity-building • Innovation• Wide-ranging• Involvement of stakeholders at
various stages• Project documents require affirmation
that they are compliant to EPWP
IMIESA January 2015 37
HUMAN SETTLEMENTS
poverty alleviation and inequality. With effec-
tive implementation of the above-mentioned
steps in the project cycle, concerns on qual-
ity, cost and timely delivery are addressed.
There is thus an opportunity to seek a bal-
anced approach that can provide the various
aspects in a balanced manner.
An imbalanced approach of either the
delivery of infrastructure or service, without
taking into consideration the needs of the
surrounding community or providing pro-
grammes without a tangible output, have
led to cases of disgruntlement within the
communities, increased poverty, inadequate
services and ultimately service delivery
protests and even the destruction of infra-
structure and services. The absence of
community involvement has led to a lack of
ownership and maintenance culture, which
leads to deterioration. This includes provid-
ing quality infrastructure at a reasonable
cost and in a timely manner, while putting
into place socio-economic aspects including
employment creation, skills development
programmes and enterprise development.
The maintenance of assets is an impor-
tant aspect in ensuring effective service
delivery. The thrust for construction without
recourse for maintenance has led to the
resultant lowering of asset condition and
value. Projects could also be structured to
include maintenance programmes, which
provide much more sustainable employment
creation.
There have also been challenges where
communities fail to identify with the infra-
structure and service provided, owing to the
absence of involvement, which results in
neglect and even sometimes the damaging
or destruction of the facility during service
delivery protests. The EPWP is a programme
whose design and involvement allow for the
community to participate in the implementa-
tion of programmes and have a resultant
ownership effect, which results in the pro-
tection of the asset.
There is thus a
need to rethink
and approach ser-
vice delivery from
a holistic angle,
considering the bal-
ance between the
infrastructure or ser-
vice and the social
needs of the peo-
ple – in this respect,
employment crea-
tion by embracing
the EPWP.
A way forwardIn addition to recom-
mendations already
made above, it is
recommended that
the public bodies
implement several
other measures, as
shown in Table 4.
There is also room
for ingenuity, inno-
vation and conver-
gence in developing EPWP programmes
for municipalities that meet municipal
objectives, which may vary. This is usually
recognised through incentives and awards
schemes, such as the Kgamotso Awards,
which awards exemplary municipalities.
Making it your businessThere are no EPWP ‘people’ in any organi-
sation. Every stakeholder is envisaged to
play a part – from technical officials and
those in supply chain management and legal
departments, to service providers. Each
stakeholder can make or break the EPWP by
their actions or failure to take action respec-
tively. One individual’s decision can make a
difference between creating 100 or 1 000
work opportunities. The person you help
employ may just be the person who would
otherwise turn crime in order to provide for
their family. It is therefore imperative that
all role players understand what their role is
and do the needful.
While this article has focused on what is
not working well and on recommendations
for improvement, it should be noted that
municipalities in general are doing a lot of
good work in terms of service delivery, the
creation of productive assets and contribut-
ing to employment creation.
For a full list of references, please contact [email protected].
*Article written by Nontyatyambo Manyisane, direc-tor: Large Projects, EPWP Infrastructure; Mfuneko Kango, deputy director: Technical Support, EPWP Infrastructure; Gamelihle Sibanda, chief technical adviser: ILO, EPWP Infrastructure; and Albert Uriyo, training advisor: ILO, EPWP Infrastructure
TABLE 4 Recommended interventions
AREA RECOMMENDED INTERVENTIONDesign • Hire designers competent in labour-based
methods• Estimation of employment targets to be part
of the design process• Align contract documents to EPWP
requirements. Different documents exist for different municipalities, which is an administrative burden, resulting in higher charges by service providers. A common EPWP document adopted by the municipalities would simplify the process
• Package contracts appropriately depending on the size of contractors being targeted and other socio-economic objectives; consider Large Projects concept
Implementation • Conduct social facilitation with relevant stakeholders
• Hire supervisors competent in labour-based methods
• Ensure reporting according to EPWP formats and time frames
• Adhere to the EPWP Ministerial Determination• Leverage the technical support provided by
the EPWP branchMaintenance • Ensure you use an effective asset
management system• Carry out effective asset maintenance while
creating employmentMonitoring and evaluation
• Data to be signed off by municipal manager before submission to EPWP
• Public bodies are encouraged to have an EPWP champion(s) to win the hearts and minds of colleagues
• Put in place effective coordination mechanisms, e.g. district forums in some provinces
• Incorporate EPWP in the performance agreements of senior managers
• Conduct baseline studies where necessary in order to assess post-project implementation impact
• Appoint dedicated EPWP technical/coordinating officials
38 IMIESA January 2015
HUMAN SETTLEMENTS
Bringing Cornubia to the community
THE HUMAN settlement compo-
nent of Cornubia involves some
15 000 housing units for indigent
beneficiaries. A social sustain-
ability and innovation programme is a cus-
tomised programme coordinated through a
mixed incubation and empowerment cen-
tre. The centre coordinates inputs from
various stakeholders, aimed at facilitating
social cohesion between, and economic
participation by, housing beneficiaries and
neighbouring communities.
Underpinning the initiative is the zero
unemployment drive. According to Tongaat
Hulett corporate director Bongani Gumede,
this incorporates community organisation as
a prerequisite for empowerment. A detailed
social demographic and skills database is
used as a base tool for planning. “We design
jobs around the capacity people have rather
than design jobs for skills we don’t have,”
says Gumede.
Cornubia is among a handful of pilot integrated human settlement developments and embodies public-private partnership between the government and Tongaat Hulett. By Nicholas McDiarmid
Key opportunity areas are:
• open-space environmental restoration,
landscaping nursery and commercial veg-
etable farming, through cooperatives
• workforce preparation for construction,
and various industrial, commercial and
private-home maintenance services
work opportunities
• back-to-school initiatives that facilitate
access to education at all levels.
“Cornubia comprises 400 hectares of open
space potentially hiding criminals, becoming
a dumping zone, promoting new informal set-
tlements, being a fire hazard, and promulgat-
ing alien and invasive plant growth polluting
the Ohlanga River catchment. Managing the
open space provides local employment,”
he says.
Community members are engaged on the
importance of environmental restoration and
management, and their participation in an
integrated greening programme. The pro-
gramme includes eradicating alien invasive
plants and, in declared open spaces, plant-
ing indigenous plants and trees, fruit trees
and vegetables. Gumede says the nurseries
will become a base for coordinating open-
space projects as Cornubia develops.
“Rehabilitating and maintaining the
Ohlanga River catchment effectively pro-
motes income security, which empowers
residents to meet their financial needs,
rather than solely depend on social grants.
Conducted in partnership with the Sukuma
Sakhe, Wildlands Conservation Trust, eThek-
wini Municipality’s Environment, Parks and
Solid Waste units, the alien invasive eradica-
tion project starts on Cornubia’s northern
boundary at the Ohlanga River and sees
community members eradicating alien plants
and trees along a 10 km river route.
Gumede says community members work
an eight-hour day and, in line with an inte-
grated development philosophy of bringing
work to the communities, live within walking
distance of their work sites.
Launched a year ago, the Blackburn infor-
mal settlement pilot project trains local
community members to grow vegetables
later sold to the open market, including
the local community. Tongaat had origi-
nally approached the local councillor to work
with the community and a cooperative was
formed to train them in permaculture.
Tongaat Hulett and eThekwini Municipality
Business Support unit purchased the origi-
nal infrastructure, equipment and pilot gar-
den seedlings. Vegetables are currently har-
vested monthly and the money deposited in
a fund for reinvestment.
The social sustainability and innovation
programme’s philosophy remains ensuring
every community is organised and members
meaningfully engage in social development
and economic participation to work for an
inclusive approach to growth and develop-
ment,” Gumede concludes.
Local community work on the 1 ha vegetable garden at Hillhead Estate
HUMAN SETTLEMENTS
Capacity-building guidelines
URBAN AND REGIONAL planning
is included as one of the main
role players in the vast multi-
disciplinary sector that is the
built environment. The role of urban and
regional planning is integral to the suc-
cess of, among others, sustainable and
efficient development.
Along with the democratisation of South
Africa in 1994, the new government
inherited the long list of spatial plan-
ning and development problems, which
included segregation, a fragmented spatial
system and various other problems with
economic implications.
As a result of the implementation of
‘wall-to-wall’ municipalities after the 1994
elections, many new municipalities, wheth-
er local, district or metropolitan, came
into being.
This development resulted in urban
and regional planning responsibili-
ties being assumed by newly estab-
lished and existing councils, which
often have not had the financial
means to employ full-time urban
and regional planners to manage
these responsibilities.
Recognising the need for physical
development planning at all levels,
IMESA has proposed a plan to equip
authorities with easily understood yet
comprehensive user manuals, which
are expected to assist in urban and
regional planning, and associated
responsibilities, through capacity
building. The project is to be under-
taken by Prof Carel Schoeman as the
project research leader and Ms Ilana
Jansen van Rensburg as the researcher.
Schoeman describes the project: “The pro-
ject consists of capacity-building guidelines
to empower municipal engineers and engi-
neering staff to have a basic understand-
ing of the theory, concepts, definitions,
practices and procedures underpinning the
profession of planning. The point of depar-
ture is not to train engineering staff to
become urban and regional planners, but
to enable such members of staff to engage
with planning specialists and related appli-
cations such as spatial plans and land
development applications.”
Purpose and contentThe purpose of this document is to provide
an understanding of urban and regional
planning and associated practices, the
policy and legislative framework that it
accompanies, and the implications it has
for spatial development, transportation,
environment, land development and layout
planning, the provision of engineering ser-
vices and housing, and sustainable devel-
opment, among others.
A basic knowledge of this will build the
capacity of staff working in related disci-
plines. It will also enable an understand-
ing of the processes supporting statu-
tory planning and the content of process
documents required for the development
of various categories of land applications,
which are to be submitted to all munici-
palities and tribunals along with an under-
standing of the engineers’ responsibility
Researchers from North West University, in association with IMESA, are in the process of compiling a capacity-building guideline. By Ilana Jansen van Rensburg
FIGURE 1 Project contents
IMIESA January 2015 39
40 IMIESA January 2015
HUMAN SETTLEMENTS
regarding the scope and extent of their
planning-related responsibilities.
The additions of the new Spatial Planning
and Land Use Management Act (SPLUMA)
No. 16 of 2013, to the process of town
planning within the municipal structure
and the built environment, will also form
an important focus of the project, as it
will have great influence in town planning
applications and associated processes. The
goal will be to inform all parties involved of
these changes and guide them through the
transition from the old legislation towards
the integrated approach of SPLUMA.
As the interaction between urban and
regional planning and engineering forms
an integral part of this project, the project
will attempt to not only guide the engineer
dealing with town planning applications,
but also the town planner in understand-
ing the engineer’s role in the applications
they present.
Urban and regional planning in the built environmentThe domain of urban and regional planning
can be viewed from an inter face perspec-
tive, with the inclusion of other disciplines
such as engineering, architecture and envi-
ronmental management. Education and
the inter faces within the academic and
research environments are used to form
the basis of residential developments and
the like. Urban and regional planning,
and its associated policy and legisla-
tive framework, serves as the foundation
and integration between other disciplines.
There are also several challenges facing
NATAA URAL SCIENCES
HISTORY
ECONOMICSLAW AND LEGISLATIAA ON
BIOLOGICAL SCIENCES
ENGINEERING
MATAA HEMATAA ICS, COMPUTER SCIENCE
PHSYCOLOGY, YYSOCIOLOGY
POLITICALSCIENCE
RESEARCHAND DEVELOPMENT
Core URP focuses
Fields fundamental to URP
Secondary fields supporting URP
Fields related to URP (non-core)
GeologyEnvironmental MManaggemeageagaggegegeganaggemegggggggg nnttt dand and
GGGGeogggggraphy
Biodiversity planningplanlaanplaaanning
BB aotaaaaaaaotaaaaaanyUrbanarb
Ec ogyoloologoglTr poansppopppsppppppppp rtation
PlanningannnlEnggineerinringinriner g
Planninginl ngCAD/GIS
Cartoggrrraapapaaphhy
Informmmmff ationSyyS sssstttttttttttems/e /momodelingmomo el
SSttaattuuuuuuttuuuttuuuttoorryyPlannningannnn
UrbanUUUrbanPlanningnnnin Theory
RRRRRRRRRRRReeggional ionalPlanninganni Theory
EEEEEnnnnnnnnnnnnnnnnnvivirronmeonmenntal talPPlanning
ZZZZZZZZZZZZZZoology
Operaatitionstititt o sttresearch
Archic tteecccctututtutt re/e/Urban DDesiDDees gn
UrbbannrbbPPlannningnniinnnnninglannnnnnnn
Frameeeeworkso
Govvernmerne ntal AA inistdministmiminnistnistidmiiimiiiiin rrrraaaationtiontiontionManagemeaaa ag nt
Sttrraattteegic SpatialDDDDeeeeeeeeeeevvvvelopmeelopmeelopmeelopmennnnttttFramameworks
PPPPPPPPPPPPPP glanningl Law
Place,,,, spas ceided ntity anddexperience
UrbanUUrbanUUUUUrbanUUrbanUUUUUUURegeneration
LLLLococococaaaaaaaaaationtttiontheory
FIGURE 2 Micro and macro interface relationships between urban and regional planning, and other disciplines
the current urban and regional planning
domain in promoting cooperation between
professions in human settlement develop-
ment. Looking at the micro and macro
contexts in which urban and regional plan-
ning is included within a multidisciplinary
system also illustrates its close proxim-
ity to engineering, par ticularly engineering
planning. Figure 2 clearly indicates that
engineering is a fundamental and vital
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HUMAN SETTLEMENTS
IMIESA January 2015 41
aspect to urban and regional planning. It is also clear that
engineering cannot stand on its own, and needs support from
other disciplines. The result is an interdependent relationship
between not only the two fields in question but also within the
fields indicated as ‘Fields fundamental to URP’.
The project to dateThe project is well under way at the moment. The final
result is expected to be announced during the 2015 IMESA
Conference in Cape Town – with the most fitting theme:
‘Changing the face of the municipal engineer’.
Supporting data collection has commenced and several
sources will be consulted on this. During the 2014 IMESA
Conference, questionnaires were handed out to the attend-
ees. This was a major success, resulting in the question-
naires being sent to the various IMESA branches. Several
urban and regional planners were also included in the pro-
cess, as questionnaires were circulated to them.
It is expected that the data collected will emphasise the
need for this project, as predicted by IMESA in the past years,
and that it will also give guidance regarding the information
that should be included in the final product.
These questionnaires will furthermore be circulated through
the IMIESA newsletter and will also be available on the
website. The researchers’ contact details are included on
the questionnaires.
The researcherMiss Ilana Jansen van Rensburg obtained her BArt et Scien
(Planning) from the North West University in 2013, and is
currently enrolled for her MArt et Scien (Planning) focused
on the evaluation of the capacity-building guidelines in urban
and regional planning for engineers. It is expected that her
research will be completed by October 2015. She has also
acquired a diploma in Advanced Project Management from the
Potchefstroom Business School.
Raubex housing overview
IMIESA January 2015 43
HUMAN SETTLEMENTS
Social franchising
ITS PIONEERING sanitation servicing
and maintenance model, launched
under the name Impilo Yabantu, is now
an established brand that does far more
than simply provide a service – it is changing
the landscape of sanitation in South Africa.
Oliver Ive is the managing director of
Amanz’ abantu, a position from which he
has developed unique insights into South
Africa’s sanitation challenges. “We identified
critical components that seemed to hamper
the sustainability of emerging enterprises:
financial viability, support in terms of running
a business, and developing of skills.” The
simple business case for the social franchis-
ing idea was to eradicate the need to pay
large amounts of money for highly trained
people to perform routine services that could
be done by local entrepreneurs.
The sanitation challengeThe roll-out of pit-type toilet systems
across South Africa happened very
rapidly, but with insufficient considera-
tion to managing the waste. Moreover,
legislation and the tender system have
placed significant barriers to entry
when it comes to companies offering
innovations and competitive solutions.
Some of the larger municipalities are
making progress but rural areas don’t
fare as well, with lack of capacity and
constant personnel changes.
Support and innovationImpilo Yabantu manages 22 fran-
chisees today all servicing the sani-
tation needs of schools, and some
Could a pioneering franchising concept utilising unskilled citizens prove to be the answer to South Africa's sanitation woes? Amanz’ abantu's social franchising innovation suggests that the answer may well be yes. By Nicholas McDiarmid
households as well. “Each franchisee is
capable of providing sanitation services to
a range of entities, from service stations
to clinics,” explains Ive. “Their range of
services can include fixing gutters and other
water-harvesting infrastructure.”
“By keeping the infrastructure they ser-
vice in working order and functional, the
franchisees offer an indispensable support
system to their communities,” says Ive.
Wealth from wasteAmanz’ abantu secured a contract with the
Department of Education to service schools
with on-site sanitation and water systems,
and thus secured a client with a broad
enough footprint from which to develop
the franchise.
“We look for entrepreneurs in communities
situated in our target areas; we advertise,
and people also approach us,” explains Ive.
“We actively canvas for individuals with an
entrepreneurial energy, and invite them to
consider becoming trainee franchisees.”
Once the franchisees have been prop-
erly inducted, the work begins. “We provide
close supervision, and a direct supervi-
sor is appointed to work with up to five or
six franchisees. There is great interest in
improving collective methodologies around
equipment, processes, pricing structure bill-
ing, and other components of a successful
business model.” says Ive.
Keeping the flow“It is the financial and skills support that
keeps the franchisees sustainable,” says
Ive. “The franchisees are ultimately respon-
sible for ensuring payments happen but, in
the public sector, payment is often delayed.”
Amanz’ abantu effectively cushions its fran-
chisees from this problem.
“We have taken on a lot of risks in this
regard, but all based on enforceable, banka-
ble contracts, backed by solid administrative
and procedural principles.” Amanz’ abantu
also reduces its franchisees’ administrative
burdens. “The public sector is awash in
administrative paperwork, and if the owner
of the franchise is overwhelmed by this, they
could lose touch with their teams, and put
the business at risk,” explains Ive.
The public sector challengeThe Department of Water and Sanitation has
a key role to play: “The DWS must provide
leadership to ensure maintenance and man-
agement of sanitation is handled effectively
before we face a chronic situation,” says Ive.
Safe and affordable solutions are needed
to address critical national issues,
including empowerment, skills and
business development, transforma-
tion, and environmental sustainabil-
ity. As a programme, it has proven
itself on all of these levels, and
the vision of a nationwide solution,
based on these principles, should
be pursued.
The essence of community“Collectively, we generally do better
than as individuals, and the cross
pollination of learning and innova-
tion is truly vital to our brand, which
stands for community development,
improved standards and service deliv-
ery in South Africa,” concludes Ive.
The franchisees offer an indispensable support system
to their communities
Is this your current situation?
Come over to the winning side,
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insist on the new Molecor 500 O-PVC!
IMIESA January 2015 45
TRENCHLESS TECHNOLOGY
A trenchless future
TO PAVE THE way for this modernisa-
tion of the harbour, a new and deep-
er 4.4 m diameter Durban Harbour
Services Tunnel constructed using
a “mix-shield” slurry tunnel boring machine,
the first in sub-Sahara Africa was built and
commissioned in 2006.
The other developments in the area saw
the emergence of a modern theme park
Ushaka Marine World and the Durban Point
Development Corporation (DPDC) up-market
residential buildings. These developments
contributed to a sharp rise in the value of
land at the Durban Point Area.
To pave the way for the future expansion of
the point Area for residential development,
Mahatma Gandhi Road sewage pump station
needed to be relocated and the incoming
gravity sewer extended by 223 m. The close
proximity of protected buildings dictated that
the sewer extension negotiate a difficult
radius before entering the reception shaft,
in the Durban Harbour Tunnel launch shaft.
Project backgroundAs one drives down Mahatma Gandhi Road
(formerly Point Road) at the Point Area of the
City of Durban one would be aware of the
odours from the sewage pump station, built
some 50 years ago. On the left hand side
of the road is the Transnet (National Ports
Authority) yard and on the right is a line of
protected historical buildings and further on
and around the existing sewage pump sta-
tion are a number of ‘up-market’ apartment
buildings developed by the Durban Point
Development Corporation (DPDC) as shown
Durban Harbour is one of the busiest ports in Africa. The National Ports Authority
needed to upgrade the port to accommodate larger ships. This required that the
harbour mouth be widened and deepened. By Montso Lebitsa, Hatch Goba, and Frank Stevens,
eThekwini Water & Sanitation and Herrenknecht Tunnelling Systems
in Figure 1. In order to free this valuable
land occupied by the existing pump sta-
tion, eThekwini Water and Sanitation were
requested to relocate the sewage pump sta-
tion along the Mahatma Gandhi Road.
A new home for the pump station was
found adjacent to the Durban Harbour
Tunnel, some 225 m from the current loca-
tion as seen in Figure 2.
To fulfil this objective, eThekwini Water and
Sanitation (EWS) appointed Hatch Goba to
design and manage construction of the new,
relocated pump station and decommission
the existing pump station. The new works are
adjacent to the newly expanded and deep-
ened Durban Harbour mouth. They comprise
223 m sewer gravity extension under the
Mahatma Gandhi Road, new underground
FIGURE 1 Durban Harbour mouth showing harbour tunnel and widening of entrance channel
FIGURE 2 Point Area setting
46 IMIESA January 2015
TRENCHLESS TECHNOLOGY
pump station and further rising main connec-
tions into the Durban Harbour Tunnel.
The new pump station was constructed
underground, comprising a pump station
dry well/wet well configuration, a screening
chamber and a state-of-the-art odour control
system. This relocation meant extending the
sewer by 223 m, following the alignment of
the Mahatma Gandhi Road, which is criss-
crossed by numerous buried services. Along
the relocation alignment, there were sensi-
tive, protected buildings. Due to these, com-
bined with the ground conditions (saturated
sands), sensitive services and to minimise
disruption to third parties and businesses
in the area, a no-dig installation method was
the most suitable for sewer extension.
Geotechnical settingThe site was located at the mouth of the
Durban Harbour, in an area previously occu-
pied by the mouth of the natural estuary of
the rivers draining into the south Durban
basin, and prior to that by the mouth of
the Umgeni River. A total of five boreholes
were drilled along the sewer extension align-
ment. Extending from ground level to depths
ranging from 1 to 2 m is a layer of fill mate-
rial which comprises the road layer works.
Underlying this are marine sands, slightly
gravelly sands and gravelly sands that are
almost indistinguishable from the in situ
sands below.
Underlying the surface fill horizon was a
consistent layer of light brown to brown,
generally medium dense to very dense, fine
to medium grained sands up to a depth of
5 m, with occasional layers of silty to clayey
sands below 5 m depth. In some areas the
sands become medium coarse-grained and
contain shell fragments. Holocene marine
sands, which extend to depths in excess
of 10 m, typically comprise a poorly graded
fine to medium grained sand with a minimal
amount of fines. Measurements using a
standard dip-meter, showed groundwater
levels of approximately 2.5 m below the
road level. Permeability test results based
on pump tests carried out during the inves-
tigation indicate that the in situ permeability
(‘k’), of the sandy materials underlying the
proposed pipeline route ranges between
5.16 x 10-2 and 5.8 x 10-1 cm/s.
Design considerationsThe objective of the initial study was to
evaluate the various sewer pipe extension
installation techniques available by taking
technical, financial and social-environmental
aspects into consideration upon which the
selection of the method would be based.
Some of the objectives of the study were to:
• investigate installation options within the
constraints of the site and alignment
FIGURES 3 AND 4 Services along the alignment of sewer extension; alignment of microtunnel sewer extension
• investigate known construction risks and
implications thereof
• provide the suitable recommendations
based on the conditions.
Socio-economic impactsThe following considerations were addressed
during the study:
Economic Issues: The detailed impact of
the preferred method and potential risks
associated with the project, were determined
including economic implications. There were
few businesses around the project area,
including the entrance to the harbour mouth.
A detailed economic impact was undertaken
for the selected installation methods, includ-
ing engaging affected third parties.
Geotechnical Issues: Fur ther ground
investigations were undertaken along the
pipe extension route. Several onsite and
laboratory tests were conducted to confirm
the ground conditions and their geotech-
nical properties. The water table levels,
groutability of the sands and the frictional
resistance between the pipe and soil mass
(skin friction) were determined for the design
and construction. The records indicate that
a lack of information on ground conditions
could lead to the encountering of potentially
costly, unknown construction hazards.
Env ironmental Issues: It was established
that the use cementitious grouting to sta-
bilise ground would likely cause some con-
tamination of groundwater. In sandy soils,
IMIESA January 2015 47
TRENCHLESS TECHNOLOGY
grout generally tends to follow a path of least
resistance, which could end up undesirable
places. However, this was not expected to be
a major concern in the project area, due to
proximity of the harbour channel.
The other major environmental impact and
concerns would emanate from material exca-
vation, haulage and disposal; mess caused
by open-trench installation method.
Sociological Issues: The single most sig-
nificant sociological impact identified at the
time would be disruption of road traffic,
which in turn would cause disruption to busi-
nesses, during the construction of the con-
nection chamber or during trench excavation
in the case of open-trench method.
The other indirect disruption could be
caused by disruption of utilities serving busi-
nesses and communities. The impact these
cannot be quantified during the study.
Installation optionsVarious construction methods for the sewer
extension were investigated, such options
as open-trench, conventional/traditional pipe
jacking” with dewatering or ground improve-
ment, horizontal directional drilling(HDD) and
microtunnelling were considered.
The options are listed below:
• microtunnelling
• pipe jacking
• horizontal directional drilling (HDD)
• open-trench
• pipe ramming.
The report highlighted the merits and demer-
its of individual sewer installation methods.
Each method was evaluated in detail includ-
ing the evaluation of cost and socio-economic
impacts and benefits. The complexity of the
project required a thorough determination
and examination of all risks, pros and cons.
Many of the risks have been identified and
discussed above. All options were assessed
for “potentially fatal flaws” and the identi-
fication of such flaws relating to individual
options were summarised in the table below.
In essence, all of the options were techni-
cally viable – but clearly with varying degrees
of construction hazards, the delimitation
of which were mostly related to the project
capital cost. The options evaluation and
subsequent conclusions were summarised
as follows:
Pipe Ramming: a simple to use method,
but cons outweigh the pros, as indicated
in the summary table below. In short, the
method is suitable for jacking up to 100 m
lines. Longer jacking distances require inter-
vention shafts or intermediate jacking sta-
tions. In addition, the sandy soils would
almost certainly require ground stabilisation
and the potential presence of obstructions
would likely to cause pipe to bend. All the
above issues made this option unfavourable.
Open Trench: most widely used and
accepted method in South Africa. Whilst its
use in the First World has fallen to near-zero
in urban areas for obvious reasons. Although
still used in build-up areas and city centres,
it is generally ideal for shallow, countryside
projects. In deep pipe installations (6 m
deep in the case of Mahatma Gandhi Road
Project) and soft ground, the trench side-
walls would generally require sheet-piles
and props support on sidewalls. Numerous
services criss-crossing the road would also
prove this method very difficult, unless the
service were relocated or trench was dug
in the third party’s land (NPA granite yard).
Dewatering of the trench would cause poten-
tially a degree of ground settlement. The
other factor making the method unfavourable
was the socio-economic impact (extended
disruption of traffic, likely disruption of ser-
vices and local businesses, indirect costs
associated with cutting and repair of the
road surface, etc.). The Open trench method
was therefore disqualified on the basis of
this endless list of risks and disadvantages.
Horizontal Directional Drilling (HDD): rela-
tively cheap in comparison with pipe jacking
and microtunnelling. The HDD has limited
drilling capacity in terms of pipe diameter
(maximum 900 mm); therefore in order to
compensate for (or to match) the incoming
sewer pipe size, two bores would have been
required. One on the most difficult items
of the HDD would be to control and hold
a constant grade of the drilled pilot hole
and to maintain the alignment of the drill
head and reamer, which made it not a very
popular method for installation of gravity
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IMIESA January 2015 49
TRENCHLESS TECHNOLOGY
sewer mains. Hence steeper grades exceed-
ing 1:100, are preferred when using this
method. The consequence of this “necessity
for very steep grades” is the effect it has
upon the depth of the proposed sewage
pump station sump in which the sewer pipe
would discharge. To overcome the problem
of alignment control, watch pits/manholes
would be dug along the route to expose the
drill head and confirm the levels or adjust as
necessary. Digging these watch pits within
the busy, services criss-crossed Mahatma
Gandhi road would not have been an easy
and cheap task. As a consequence of above
arguments, the method was not very favour-
able for the project.
Pipe Jacking: a favourable method for
sewer pipe installations for short drives.
The cost estimate, availability of expertise
and technological application (suitability for
sewer pipe installations) made this option
very attractive. This method is normally suit-
able for used in all ground conditions but in
saturated dense sands (below water table).
Stabilisation of ground (in soft soils below
water table) would be a prerequisite for the
safety of personnel and equipment and also
to minimise potential ground settlement due
to volume losses.
Of all the considered ground stabilisations
methods (dewatering, bentonite/cement
grouting and ground freezing), none seem to
be flawless, particularly when there was no
track-record of use in similar circumstances.
The risk of these methods proving unsuc-
cessful on-site was appreciable. The selected
process would take a long time to attain
100% effectiveness and as a consequence
could be very costly.
Microtunnelling has the highest cost and
the lowest risk rating of the options con-
sidered. Without much detailed analysis of
options, It was established that the shorter
excavation duration, in comparison with other
options, this would compensate for higher
upfront cost in the long-term and would make
this option more comparable/competitive or
even more attractive than the second-best
(pipe jacking method), in terms of cost.
On the bases of analyses and arguments
discussed above it was concluded that the
microtunnelling option was the most suitable
sewer installation method for the Mahatma
Gandhi Road Sewage Pump Station incom-
ing gravity sewer extension and having least
negative impact on the known constraints.
Alignment optimisationAs areas increase in density, space becomes
cluttered with supply lines. One way to
accommodate the growing demand for con-
duits and services, including sewer lines,
would be to place them in tunnels freed from
the general plans on the surface. This was
typical along the Mahatma Gandhi Road and
the Point Area in general.
The sewer pipe extension alignment had
to be curved to avoid tunnelling under the
protected, historical ‘Harbour Master’s build-
ing’. This made it challenging to designing
and choosing suitable installation method
and equipment. Such curved microtunnels
are apparently very difficult to negotiate,
particularly if the alignment control was
critical, such as in flat grade sewers. In the
Mahatma Gandhi Road case, the break-in to
the pre-opened existing reception shaft had
to be very accurate, within a few millimetres
of accuracy. Deviation from line meant that
the machine would drill in the heavily steel
reinforced concrete wall.
To negotiate the curve, an experienced
operator had to carefully work the sensi-
tive steering rams in the machine, ensuring
the desired angle was maintained to avoid
overstressing the jacking concrete pipe, by
way of inducing point load on the concrete
pipe and also maintaining the alignment.
See Figure 3 and 4. The tunnel length was
approximately 225 m, consisting of:
• 115 m straight section from the jacking pit
• 105 m arc length with 350 m radius,
curved section to bypass the protected
historical, Harbour Master House
• 5 m straight section, breaking into the
existing harbour tunnel north shaft.
Jacking pipe designThe ground conditions dictated that only
a closed face, pressurised slurry type
MicroTBM was used for pipe installation. Due
to the Length of the tunnel being in excess
of the desired length for the conventional
hydraulic drive from container to machine,
Herrenknecht AVN-2000TC type machine,
owned by Coleman Tunnelling (Ireland) was
used, the type “AVN 1200TC”. See Figure 5.
FIGURE 5 MicroTBM before launch
FIGURE 6 HDPE-lined concrete jacking pipes
50 IMIESA January 2015
TRENCHLESS TECHNOLOGY
The client required that due to difficult
construction conditions, restricted access
to the sewer-line and the importance of the
sewer system, the 1 200 mm internal diam-
eter concrete pipe was to be designed for a
100-year life span. The reinforced, 145 mm
wall thickness concrete pipes with charac-
teristic strength of 40 MPa were designed,
taking into consideration the known fact that
the Durban marine environment is highly
corrosive. This, combined with the fact that
the concrete sewer pipe would be below
the saline groundwater table and corrosive
nature of sewage, required high durabil-
ity concrete to be specified. Although the
extrados of the pipe will be permanently
submerged, measures had to be put into
place to minimise material attack by salt
water. These materials included duplex
stainless steel collars and rubber seals for
pipe joints. A special grade (AISI 32507)
stainless steel was used for its resistance to
pitting corrosion. To eliminate chemical (sew-
age gases and hydrogen sulphide) attack to
the concrete, the pipe intrados was lined with
‘cast-in’, continuously welded HDPE. These
considerations and protection measures will
enhance material durability to achieve the
intended 100-year design life and beyond.
See Figure 6.
Emergency preparednessA contingency rescue shaft was allowed
for in the unlikely event that the MTBM
encountered an obstruction, such as old
ship anchors or timber piles and stoppage
of the tunnelling operations. In that case the
position of the machine head and all known
services would be marked on the surface.
Various available options were investigated,
including sinking a cassion shaft in front
of the machine head to recover the MTBM
or remove the object from in front of the
machine. While the obstruction was being
removed, bentonite would continuously be
pumped around the pipes to limit potential
ground settlements.
ConclusionsThe Mahatma Gandhi Road sewer exten-
sion micro-tunnelled pipejack was the first
use of a slurry machine and the first to do
a curved alignment in sub-Saharan Africa.
This machine demonstrated the capability
of technology to overcome the challenges
of tunnelling through difficult ground condi-
tions and negotiating curves and achieving
tight tolerances. According to the records,
this was one of the most successful curved
microtunnel projects in the world.
For a full list of references, please contact
Our range of services include:
• Pipe Bursting
• Horizontal Directional Drilling
• Pipe Rehabilitation
• Slip Lining
• Pipe Ramming
• CCTV Inspection
• Dewatering
• Industrial Pipe Cleaning
• HDPE Welding
• Deep Excavation and Shoring
• Underground Service Detection
• Close-fi t lining: COMPACT PIPE
For more information you can contact us: +27 (0)21 761 3474 F +27 (0)21 797 1151 E [email protected] www.tt-innovations.co.za
Trenchless Technology Specialist
FIGURE 7 Micro TBM and pipe installation in the jacking pit
IMIESA January 2015 51
PIPES
Fiberpipe announces BBBEE deal
THE CURRENT ownership of
Fiberpipe comprises an 82% share-
holding by Fiberpipe Holdings, with
the remaining 18% held by nine of
the senior personnel in the company, each
allocated 2%.
The shares of Fiberpipe Holdings are held
51% by an investment company and 49% by
the new BBBEE company.
Momberg says he wanted to build a busi-
ness that would be here for many years
to come. “To achieve this, one needs to
expand and, in order to have a sustainable
business, a strong management team is
essential,” he explains.
Nizaam Hendricks and Vanessa
Khathwane, shareholders of the BBBEE
company, have been appointed as directors
alongside two of Fiberpipe’s most senior
personnel, Anton Joos and Hein Pieters. As
a result of the BBBEE deal, both Fiberpipe
and Fiberpipe Holdings now have a team of
five directors.
In addition to this, Fiberpipe has appointed
two non-executive directors, being Lawrence
Saville and Peet van der Westhuizen. While
the BBBEE deal has been underway for
some time, the actual directorship changes
were effective from 1 September 2014.
Shareholders that make it happenIn making the decision to have a BBBEE
partner, Momberg explains: “We chose not
to go the route of a BEE investment com-
pany that just provides us with points. It was
important to have shareholders that actually
work in the company and contribute to the
growth of the business.
Fiberpipe, a Southern African GRP pipes manufacturer, has recently announced changes in the management of the company through a BBBEE transaction. What do these changes mean for the business of Fiberpipe? By Hein Momberg, managing director, Fiberpipe
“We chose not to go the route of a BEE investment
company that just provides us with points. It was important to have
shareholders that actually work in the company and
contribute to the growth of the business.” Hein Momberg,
managing director, Fiberpipe
“Both Hendricks and Khathwane, as part
of the management team, work in develop-
ing Fiberpipe’s new business, where they
are responsible for identifying new areas of
opportunity and for interacting with govern-
ment and municipalities. Where we previ-
ously focused our efforts on targeting the
consulting engineers exclusively, this is a
relatively new field for us in terms of our
development. We realise that the market is
changing and so are the decision-makers.”
From a strategic point of view, Momberg
says the company now has a much more
effective means of doing business with
government departments, such as the
Department of Water and Sanitation, munici-
palities and water boards.
“The municipalities and water boards are
now deciding themselves what pipeline tech-
nology they want to use on a specific project
and are no longer relying on what is recom-
mended by the consulting engineer. This
has changed the game in the sense that
we need to educate the various parties
about our GRP product and the significant
contribution it can make in Southern Africa’s
development,” he adds.
Fiberpipe’s visionMomberg says the company has moved
away from merely being a pipe supplier and
would like to become the preferred sup-
plier of piping solutions in Southern Africa
through its GRP/Flowtite range.
“Fibrepipe offers a total package to our
clients, from assisting with the design
of a pipeline, through to after-sales ser-
vice and maintenance. We now offer a
much wider spectrum of services. We have
further strengthened our vision through
the expansion of our field services. The
product that we manufacture can play a
critical role in the development of our coun-
try’s infrastructure.”
52 IMIESA January 2015
FLOWTITE™ GRP PIPES are a cost-
effective piping solution as the pipes
are corrosion free, have a proven
resistance to acidic environments
in water and sewage systems, and are light-
weight and therefore easy to handle. The
advantages of Fiberpipe’s Flowtite™ GRP
pipe systems go far beyond its light weight
and resilience, as the table illustrates.
Advantages of GRPHein Momberg, managing director of
Fiberpipe, has placed significant focus on
ensuring customers get the most value
from the company’s products: “Fiberpipe’s
combination of manufacturing and sales
engineering services enables us to deliver
value-added services based on the require-
ments of its customers.
Through partnerships, we find workable
solutions aimed at achieving maximum utili-
sation of pipe systems where operational
effectiveness is sought.” The company pro-
vides training in installation and mainte-
nance, free of charge to South African cus-
tomers, among other value-adds.
Flowtite™ GRP pipe and fittings are used
in potable, raw and industrial water applica-
tions, as well as in seawater, wastewater,
bulk water and sewer applications. The GRP
products are manufactured according to the
following local and international standards:
FIBERPIPE
Corrosion-free GRPFiberpipe is the sole Flowtite™ glass reinforced pipe (GRP) manufacturer in sub-Saharan Africa. The advantages of Flowtite™ GRP pipes and fittings are increasingly appreciated in markets that reach beyond South Africa’s borders, including Zimbabwe, Namibia, Botswana, Mozambique, Malawi and widely used in Europe and the America’s.
CHARACTERISTIC ADVANTAGE
Corrosion-resistant
• long, effective service life• no need for linings, coatings, cathodic protection, wraps or other
forms of additional corrosion protection• low maintenance costs• hydraulic characteristics are essentially constant over time.
Lightweight (1/4 weight of ductile iron pipe, 1/10 weight of concrete)
• low transportation cost (able to nest pipes)• eliminates need for expensive pipe handling equipment.
Long standard lengths, 12 m
• fewer joints reduce installation time• more pipes per truckload means lower delivered cost.
Smooth bore • low friction loss• lower operating costs.
Superior hydraulic characteristics
• extremely smooth bore• Hazen-Williams flow coefficient of approximately C=150• low friction means less pumping energy needed and lower
operating costs• Manning’s flow coefficient n + 0.009• minimal slime build-up means lower cleaning costs• excellent abrasion resistance.
Precision Flowtite coupling with elastomeric gaskets
• tight, efficient joints designed to eliminate infiltration or exfiltration• ease of joining reduces installation time• accommodates small changes in line direction or differential
settlements without additional fittings.
Flexible manufacturing process
• custom diameters can be manufactured to provide maximum flow volumes with easy installation for slip lining projects
• custom lengths can be manufactured to provide maximum flexibility for ease of direct bury or slip lining installation.
Advanced technol-ogy pipe design
• multiple pressure and stiffness classes to meet the design engineer’s criteria.
PIPES | COMPANY PROFILE
t +27 (0)11 065 2300 • www.fiberpipe.co.za
SABS 1748-1 (glass-fibre reinforced ther-
mosetting plastic pipes), AWWA C950 (fibre-
glass pressure pipe for water services),
ASTM D3754 (fibreglass sewer and indus-
trial pipe), ASTM D2996 (filament-wound
fibreglass pipe) and AWWA C950 (fibreglass
pressure pipe). The 114-employee compa-
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South, boasts a continuous filament winder
for the manufacture of Flowtite products.
IMIESA January 2015 53
WATER STORAGE
OUR 40-YEAR brand namely
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we are known as a supplier who always
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• Venetia Mine A recent water tank was
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Supporting mines with water infrastructureMeyerton-based Structa Technology, a member of the Structa Group of Companies, is proud to be of service to the mines by assisting to provide much-needed water storage to mining companies throughout South Africa.By Rodney Cory, Structa Technology director, Prestank
• Kriel Colliery Two ground-level water
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• Anglo American Structa provided a
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tank design, is that it facilitates easier
handling and transportation over long
Hopetown specially designed L-shape tank
54 IMIESA January 2015
WATER STORAGE
MEYERTON
Fax: 016 362 3608
0861STRUCT (787828)
www.structa.co.za
Specialists
in the
manufacturing
of domestic
and industrial
water storage
WaterStorage
distances to remote areas, regardless of the final dimensions of
the assembled unit.
• Assembly on-site is quickly achieved without the need for sophis-
ticated tooling methods.
• Minimum maintenance
is required because the
galvanised steel panels
resist weathering from
the elements, while main-
taining the integrity of the
water within from contam-
ination of most forms.
• Access to the water tank
can be restricted by
means of a lockable, ven-
tilated access cover, pro-
viding safety and peace of
mind to our clients.
Structa’s pressed steel sec-
tional tanks are hot-dip gal-
vanized for corrosion con-
trol in accordance with the
requirements of the SANS 121 (ISO 1461) galvanising
standard. The thickness of the hot-dip galvanising coat
is applied within a range of 80 to 100 μm. This is more
than five times the thickness of zinc on pre-galvanised
corrugated steel cylindrical tanks. The purpose is to
ensure extended maintenance-free life in situations
where water with aggressively corrosive properties is
required to be stored.
The Structa Group of Companies consists of nine
subsidiaries active in the manufacturing and supply of
structural steel products for water, infrastructure (elec-
trification and telecommunications), mining, petrochemi-
cal and industrial sectors.
ABOVE Medupi 3.5 million litre tank
BELOW Rockdale, one million litre multi-column tank
IMIESA January 2015 55
WATER & WASTEWATER
Chemical construction solutionseThekwini Metropolitan Municipality recently approved the rehabilitation of the KwaMashu WasteWater Treatment Works, situated about 25 km north of Durban.
can be used as a primer for all PUR and
polyurea systems.
Material enhancementThis was followed by a 1.5 mm layer of
Sikalastic-841 ST, a two-part, very-fast-
curing pure polyurea membrane designed
for machine application only. This versatile
product is suitable for waterproofing and
anti-corrosion applications on concrete,
steel and many other substrates. It is 100%
solids with zero VOC, is UV-resistant and
provides excellent crack-bridging properties.
Making it stickThe second application of Sika products,
for strengthening the roof slabs, was
awarded to AMFRA Maintenance Services.
After diamond-grinding the roof sur face, a
preparation layer of Sikadur-30 (8 kits) was
applied. Based on a combination of epoxy
resins and special filler, this structural
two-part adhesive is easy to mix and apply,
and offers high creep resistance under per-
manent load. The shrinkage-free hardening
of Sikadur-30 is not affected by high humid-
ity – a significant factor for this particular
project. It provides high initial and ultimate
mechanical resistance and is impermeable
to liquids and water vapour.
Calling in the reinforcementsTo complete this phase, a layer of Sika
CarboDur Plates (S512 x 11 m) was applied
KwaMashu Wastewater Treatment Works
THE CRUCIAL ROLE of chemical
treatment of the construction
materials is reflected in the speci-
fication of half a dozen chemical
products, applied in three separate phases
of the project.
The first application of the chemical prod-
ucts involved waterproofing the roof slabs,
which measured approximately 900 m2.
Contractor Industrial Linings Natal pre-
pared the surface area by grinding and
pressure-cleaning, prior to an application
of Sikalastic-EP Primer II, a two-part, low-
viscosity epoxy-polyamine resin. This mul-
tipurpose primer is easy to apply, with
short waiting times, and provides good
penetration and high bond strength. It is
suitable for internal and external use, and
56 IMIESA January 2015
WATER & WASTEWATER
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over the adhesive. These pultruded, carbon-fibre-reinforced
polymer laminates are designed for external reinforcement of
concrete, timber and masonry structures.
This internationally approved product is used worldwide in a
wide range of applications including load increase, damage to
structural elements as in earthquake damage, service improve-
ments such as stress reduction in steel reinforcement, as well
as for changes to a structural system. Supplied in lightweight
rolls, Sika CarboDur Plates are very easily installed, while their
high strength and outstanding fatigue resistance provide excel-
lent durability.
Sealing the dealThe third and final stage of the project involved joint seal-
ing on the five digester tanks. Fakazi Construction applied
80 m x 2 mm of the Sikadur-Combiflex SG system, which con-
sists of a modified flexible polyolefin waterproofing tape with
advanced adhesion, to each tank.
The tank surfaces were prepared by scabbling, prior to a coat-
ing of Sikadur-31 CF Normal, a moisture-tolerant, thixotropic,
structural two-part adhesive based on a combination of epoxy
resins and special fillers. This high-strength adhesive and repair
mortar offers very good chemical resistance.
When fixed to a joint, the versatile Sikadur-Combiflex SG seal-
ing system allows for irregular and high movement in more than
one direction, while still maintaining a high-quality seal. It is
easy to install, extremely flexible, weather- and water-resistant
and is suitable for use in many difficult situations.
The main contractor on this project, Icon Construction, coor-
dinated the three subcontractors so that each Sika application
was done according to a scheduled programme. After receiving
the best possible rehabilitation, the KwaMashu Wastewater
Treatment Works is set for a structurally sound future.
After receiving the best possible rehabilitation, the KwaMashu Wastewater Treatment Works is set for a structurally sound future
Digester tanks
WATER & WASTEWATER
Unlocking future water sources
TOP OF THE agenda is wastewa-
ter reuse, desalination and pota-
ble water quality. The standard
solutions tend to entail massive
infrastructure capital spends and long-term
implementation. This focus on centralised
water catchment and treatment solutions is
largely based on an assumed economy of
scale: The bigger, the better; the cheapest
and the easiest to operate.
Local resources; local needsWhile we are looking for the mega projects
to solve the entire South African water crisis
we tend to forget about the smaller easier
projects that can assist with water supply.
The philosophy of decentralisation of water
treatment is based on a local water source
availability linked to a local need. With fail-
ing infrastructure which includes bulkwater
pipe lines, transporting water hundreds
of kilometres across the country, decen-
tralised water treatment starts making
sense for remote, smaller com-
munities and industries.
Global technologies for the South African economyAdvanced technologies have a smaller foot-
print, require less operator involvement
and are less dependent on chemicals for
South Africa is facing a water crisis. Widely reported on and a dominant conference theme, there is really only one question that needs to be answered: given the depletion of surface water in our country, where will our future water be sourced from?
water treatment. Quality Filtration Systems
(QFS) have localised leading global tech-
nologies and made them affordable for
South African market applications. QFS
have represented Evoqua (formerly Siemens
Water Technologies) in South Africa for over
14 years and have successfully implemented
potable and wastewater projects.
QFS is strategically positioned to provide
equipment through its in house manufac-
turing and implementation capabilities, all
of which are supported by its personnel’s
expertise and knowledge of all of the tech-
nologies required.
Wastewater reuseSouth Africa has many small wastewater
facilities (1 to 5 MlPD) scattered throughout
the country and most of the water at these
facilities is viewed as an environmental
contamination risk rather than as an actual
resource. Rural wastewater facilities have
typically been neglected, with insufficient
maintenance and incorrect operation, and
have, in essence, become liabilities.
These facilities compete with many other
services on the budgets of local authori-
ties and come with the additional expecta-
tion of producing water of a good enough
t +27 (0)21 853 5248 | f +27 (0)21 853 3870 | email [email protected] | P.O. Box 212, Somerset West, Western Cape 7130
Water Treatment Solutions for the Future www.qualityfilters.co.za
IMIESA January 2015 57
FIGURE 1 Design of compact
treatment facility with all relevant technologies included
WATER & WASTEWATER
quality to return to a natural water source,
like dams and rivers. Unable to deliver, these
plants have become liabilities. The proper
implementation of correct technologies can
transform these liabilities into income pro-
ducing assets, able to deliver water of a
high enough quality for use in irrigation and
industrial applications.
Predesigned systems and processesBiological treatment of raw sewerage is a
prerequisite for processing water for reuse.
The biological process must be able to pro-
duce water to acceptable limits for the reuse
process to accept this for further treatment.
QFS provides modular, pre-designed
systems that can be installed with mini-
mal site work which are comprised of the
following technologies:
• flocculation/clarifier
• 20 micron drum screen
• ultra filtration (UF)
• advanced oxidation
• granular activated carbon.
Flocculation/clarifierInstallation of the clarifier allows for floc-
culation to be included in the pre-treatment
process. Chemical dosages are confirmed
during final design phase but normally
include three dosing stations for the addition
of chlorine, pH correction and flocculants.
The clarifier combats high solid carryover
from the treatment works and also provides
the option of organic flocculation. Carry
over solids enter the clarifier and settle
out with assistance of the installed tubular
settlers. Tube settlers utilise individual, iso-
lated tubular channels, each sloped at 60
degrees to expand the settling capacity of
water clarifiers.
The modules are engineered with the indi-
vidual tubes rising in the same direction to
eliminate mixing currents and unstable flow
patterns. In plant design and upgrading,
less settling area is required as a result.
Structural ribs provide considerable vertical
loading structural strength and this unique
design ensures a solid interface during
installation. The sheet forming and bonding
processes provide tremendous strength and
long-term durability.
Grating panels are installed on top of the
tube settler packs, providing UV protection
from extended exposure to sunlight. The
grid replaces a possible mobile walkway for
access to the tube settler packs, providing
a protective layer from foot traffic and the
repeated hydraulic impact which occurs
during routine wash-downs. The top of the
tube settler modules should be submerged
approximately 450 mm to 750 mm below
the water surface.
20 micron drum screenClarified water overflows to the drum screen
in a concrete channel. The drum screen
filters from the inside of the drum to the
outside using only gravity pressure. The
drum can be installed as channel mounted
in a concrete structure. The drum starts
rotating automatically when a high water
level is reached, which in turn initiates
cleaning, which is done with a set of noz-
zles. Screened water automatically falls into
the UF buffer tank.
Ultra filtrationThe core component of the UF membrane
filtration module is the Memcor (model code
L20), which is proprietary technology. Each
L20 module is made of a bundled group of
hollow fibre membranes surrounded by a
protective plastic screen and sealed with
polyurethane ‘pots’ at both ends. The pots
allow filtered water to pass from the hollow
inner core or lumen of the membrane fibres
to the filtrate pipe sets. Each module is
placed inside a module housing. Each L20
module becomes a serviceable filter ele-
ment that can be removed from the CP Unit
housing for repair or replacement.
The L20 module hous-
ing acts as a pres-
sure vessel for each
membrane filtration
module. Each L20 module
housing has two headpieces, two outer
sleeves and a centre tube. Valves in the
headpieces isolate both the inlet feeds and
the filtrate outlets. The valves are operated
using a Memcor designed filtrate isolation
valve tool. O-rings create watertight seals
between the different components at con-
nection points.
inner core or lumen o
se
ule
s
mo
re
he
in
s
m
du
ea
re
ot
he
sig
re
nt
to the filtrate pipe
placed inside a mod
module becomes a
ment that can be rem
housing for repair or
Th
mod
housing has two h
sleeves and a centr
headpieces isolate b
the filtrate outlets. Th
using a Memcor des
valve tool. O-rings c
between the differen
nection points.
FIGURE 2 Ultra filtration module housings
58 IMIESA January 2015
t +27 (0)21 853 5248 | f +27 (0)21 853 3870 | email [email protected] | P.O. Box 212, Somerset West, Western Cape 7130
Water Treatment Solutions for the Future www.qualityfilters.co.za
WATER & WASTEWATER
In filtration, feed water enters the module
array through the feed ports in the end
pipe sets, passes into the filtration mod-
ules, and through the membranes. Filtrate
exits the module array through the filtrate
ports and pipework flowing to the filtrate
storage tank or service discharge point.
All valves and pumps are controlled by the
Master PLC.
What is the master PLC?Flow rate is monitored by the feed flow meter
and VSD controlled feed pump. Filtrate pres-
sure is indicated on a pressure gauge and
by a filtrate pressure transmitter on the
filtrate side of the module array.
Advanced oxidationThe advanced oxidation process of ultra-
violet radiation in combination with hydro-
gen peroxide (UV/H2O
2) is well known and
documented. The H2O
2 is dosed after the car-
bon filters before the UV light. Considerable
information is available about the UV- and
UV-oxidation-based formation of by-products
such as nitrite, assimilable organic carbon
(AOC), and bromate.
The formation of biodegradable organics
is related to the nature and concentration
of dissolved organics in the water. These
organics are measured as dissolved organ-
ic carbon (DOC). GAC filtration appears
to be an effective means of reducing the
AOC level of the UV/H2O
2 treated water
producing biologically stable water; thus
the suggested installation of the GAC after
the AOP.
Granular activated carbonThe granular activated carbon media filter
consists of modified steel pressure vessels.
Water enters the vessel from the top and
FIGURE 3 Filtration in hollow fibre membrane
IMIESA January 2015 59
exits at the bottom. Backwash is performed
by a flow reversal and 4 x filtration flow
rates used for proper fluidisation of the
media bed. The granular activated carbon
is made of selected virgin coal, produced
under high-pressure extruding and strictly
controlled steam activation processes at a
high temperature. This carbon is character-
ised by large surface area, uniform porous
structure, high hardness, enhanced filtra-
tion and regeneration able.
ConclusionThis solution is without doubt one of the
most effective processes for water reuse
projects worldwide and QFS has geared
up specifically to extend the product into
the South African market. Its reliability,
ease of installation and operation and tried
and tested results make it a compelling
answer to the immediate challenges faced
by South Africa.
Transformation of a liability into an asset
is always a win-win scenario, and by re-using
and repurposing what was once simply a
contaminant into a resource for agriculture
and industry is a compelling part the coun-
try’s water solution puzzle. QFS not only
designs and supplies the solution; it has
invested in its own resources to offer the
support and expertise required for sustain-
able solutions – notably at municipal level.
This hands-on approach makes QFS agile
enough to support bespoke changes that
might crop up at final design stage, deliver-
ing the economy of pre-designed modular
technology with all the benefits of tai-
lored design.
+27(0)860 482 [email protected] Industry Leaders in
Water Storage www.sbstanks.co.za
5382
This solution is without doubt one of the most effective processes for water reuse projects worldwide and QFS has geared up specifi cally to extend the product into the South African market
Concrete was there…
www.theconcreteinstitute.org.za
New and independent, The Concrete Institute, created for concrete and related industries,
incorporating the original School of Concrete Technology, the Information Centre and
Technical Advisory services.
CEMENTAND CONCRETEData shows a significant steady growth in cement consumption, indicating a continuous increase in the use of concrete in general construction and infrastructure. As cement and concrete markets become increasingly dynamic, the need for innovation is important, while precast cement has seen some important developments.
IMIESA January 2015 61
62 IMIESA January 2015
CEMENT & CONCRETE
Concrete industry gets tough
SARMA ADVOCATES using quality
concrete only from suppliers that
have been audited and accredited
to have adequate safety, health,
responsible road usage, environmental pro-
tection and quality systems in place. This
would ensure that concrete delivered on-site
is of a sufficient standard, minimising the
risk of future failures. Recent high-profile
concrete failures, building collapses and
the dismal state of certain low-cost housing
developments have caused the construction
industry to become increasingly aware of
the importance of dealing with accountable
suppliers and insisting on procuring concrete
from accredited suppliers only.
Working togetherSpeaking at a recent Sarma regional meet-
ing in Gauteng, general manager Johan van
Wyk says that the association had begun
engaging member organisations within the
construction industry, as well as government
and local government structures, to work
together to make the specification of Sarma-
accredited readymix concrete mandatory.
“This is beginning to pay dividends and
already a number of these industry organi-
sations, several municipalities, mines
etc. have begun to stipulate the use of
Tightening specifications for readymix concrete has led to a
substantial growth in the membership of the Southern Africa
Readymix Association (Sarma) from companies seeking to obtain
formal accreditation of their plants and processes.
Sarma-approved readymix on their sites. A
positive effect of this is that more and more
companies are joining Sarma and undergo-
ing our separate annual audits for environ-
mental compliance, as well as safety, health,
quality and road safety compliance.
“These systems are based on ISO stand-
ards and are therefore internationally rec-
ognised and sufficient grounds to establish
minimum standards for our industry. In
addition, Sarma has its own unique require-
ments and all members are bound to uphold
our codes of conduct, as well as abide by all
relevant legislation governing the industry."
Rising quality“As a result of this, the standard of readymix
concrete delivered in South Africa is higher
than ever before and, provided they make
use of Sarma-accredited members, users
are assured of receiving concrete that com-
plies with, and often exceeds, our very high
minimum standards. Unfortunately, there
are still a number of unregistered readymix
companies who do not want to abide by
these standards and the quality of concrete
in these instances can be a hit-and-miss
affair,” says Van Wyk.
He continued that membership of Sarma
had grown to nearly 200 readymix plants this
year, with approximately 50 producer mem-
bers. The increased collection of levies has
assisted the association to reach out further
to spread awareness of the importance of
dealing with accredited members, as well
as continuing to work with government and
other structures to make Sarma-accredited
readymix the construction material of choice
on all projects within Southern Africa.
The introduction of unannounced audits on
member sites would also be instituted from
next year to ensure plants run in compliance
with requirements year-round and to prevent
any ‘window-dressing’ that may occur around
audit times. Training workshops for members
will also be stepped up and skills develop-
ment of workers within the industry will
remain a top priority.
Always improving“We are also looking at other initiatives to
join global readymix bodies in the USA and
Europe, to begin fast-response teams to
clean up concrete spillages and to become
the registering authority for concrete tech-
nologists in South Africa.
“We will also continue working with bod-
ies such as the Construction Industry
Development Board, municipalities, engi-
neers, institutes, and member organisa-
tions to ensure that the quality of concrete
delivered is raised to a level where it can
compete with the best in the world,” Van
Wyk concludes.
Johan van Wyk, general manager of Sarma
We will continue working... to ensure that the quality of concrete delivered is raised to a level where it can compete with the best in the world
IMIESA January 2015 63
CEMENT & CONCRETE
Preparing for a busy 2015
THE 2015 EDUCATION programme of the School
of Concrete Technology (SCT), operated by The
Concrete Institute, is now available.
John Roxburgh, lecturer at SCT, which is based in
Midrand, says the need for skills upliftment in the construction
industry has never been more vital, as South Africa prepares
for the long-awaited roll-out of tenders for government’s strate-
gic infrastructure projects in 2015.
“We are expecting a busy year. Companies in the construc-
tion and civil engineering industries, in particular, should use
this opportunity to invest in their employees’ skills and career
development by enrolling them for a SCT course. Using the
SCT’s stepped approach to concrete education, an employer
can map out a progressive career path for the employee,
who could then start his or her concrete education at a level
matched to individual competencies,” Roxburgh states.
The School of Concrete Technology is South Africa’s leading
provider of education in concrete technology, with a broad
spectrum of courses, and caters for a wide variety of edu-
cational needs within the construction, mining and concrete-
related industries.
“A SCT certificate is instantly recognised and highly regarded
across industries. A qualification in concrete technology will
open doors in many different fields of employment at a critical
time in South Africa’s infrastructural development,” he adds.
The SCT will present ‘the pinnacle in concrete technology
education’, the Advanced Concrete Technology (SCT50 ACT)
diploma, in 2016. This internationally acclaimed qualification is
locally presented by SCT on behalf of the Institute of Concrete
Technology in London.
Matthews Magwaza is one of the team of lecturers at The Concrete Institute’s School of Concrete Technology, which is facing a busy 2015
64 IMIESA January 2015
CEMENT & CONCRETE
Transparent materials
THE MINISTER of Human
Settlements called on all involved
in the industry to work together
to build 1.5 million houses within
the next five years. In order to do this, the
department had committed to addressing
a number of key issues that had stood
in the way of closer cooperation in the
past and had taken various steps to unite
the industry.
These included working more closely with
financial institutions to obtain loans for
home owners, to procure land, establish
a dedicated unit to ensure payments are
made on time, establish an office of an
Ombudsman to deal with disputes, create
forums to deal with bottlenecks, use the
Cuban model of youth brigades to train
young people to build houses and partake in
the economy, as well as speed up the issue
of granting title deeds.
Support for initiativeIn response, the Aggregate and Sand
Producers Association of Southern Africa
(Aspasa) and the Southern Africa Readymix
Association (Sarma), representing compa-
nies that supply sand, stone and readymix
concrete, produced a combined list of pledg-
es on behalf of members.
According to Nico Pienaar, a director
on the boards of both associations, they
support the initiative of the Minister of
Human Settlements to let all South Africans
have a home of their own and uplift the dig-
nity of the entire population.
“While Aspasa quarries are regulated by
the Department of Mineral Resources, there
is no such oversight on the side of Sarma
members. That is why the association plays
such an important role in self-regulating
the industry and ensuring that we uplift the
standards and quality of readymix concrete
delivered in South Africa.
“Already our members are subjected to
annual audits for safety, health, road trans-
port, environment and quality. This means
that they already have their eye on quality
and high levels of service delivery. As a
result, the pledges that we are making are
not a distant aspiration, rather they can
(and will) be achieved with the cooperation
of the government and other role players,”
Pienaar says.
Putting a stop to corruptionIncluded in the pledge is the need to stamp
out corruption in the housing and related
industries. Aspasa has called on its mem-
bers to help eradicate the scourge of cor-
ruption at all levels within the quarrying and
construction industries.
Whether corruption is experienced at the
point of mining minerals, or to procure
business for the building of infrastructure
or other large-scale projects, these dishon-
est business dealings put a strain on the
country’s economy. It also has the potential
to derail any meaningful efforts to build sus-
tainable and competitive industries in future.
“We are committed to ending corruption
affecting our industry and appeal to any
of our members who suspect dishonest
dealings to take decisive action. As an
association, we want to set the groundwork
to make it extremely difficult for anyone to
be involved in corrupt activities. That is why
we need to join hands and become active
members of the association and begin to
act on behalf of everyone within our indus-
try,” Pienaar adds.
Committing to closer cooperationThe pledges put forward by the
associations include:
• To strive towards supplying quality aggre-
gate, sand and readymix concrete to
human settlements projects
• To work with the provincial Departments
of Human Settlements to reduce payment
Associations representing the main materials used in the construction of houses have thrown their weight behind Minister Lindiwe Sisulu’s call for cooperation within the construction sector, by signing a number of pledges on behalf of members.
ABOVE Aspasa quarries are regulated by the Department of Mineral Resources
OPPOSITE Aspasa members are subjected to annual audits for safety, health, road transport, environment and quality
IMIESA January 2015 65
CEMENT & CONCRETE
ABSOLUTE INFRASTRUCTURE
Suitable for: Available in:
www.technicrete.co.za
paving | mining | masonry | roof tiles | erosion protection retaining walls | drainage | kerbs | precast products
delays for material supplied to the indus-
try, to allow companies to be paid within
an acceptable period i.e. a maximum of
60 days.
• Member companies are to work with
national and provincial departments, as
well as municipalities, on issues relating
to housing and thereby supporting the
government’s initiative to build 1.5 mil-
lion houses in five years. These houses
should be built with quality materials
and products.
• Once payment and issues of transpar-
ency within the department have been
resolved, to support and lead issues
and advise on plans that are drafted to
build more houses. (The industry has
spare capacity to supply aggregate, sand
and readymix.)
• All members will be requested to report
cases of corruption to the Ombudsman
and the minister. Members will also be
requested to not in any way be involved
in paying bribes or any form of business
that is corrupt.
• To attempt to work with the National Home
Builders Regulatory Council (NHBRC),
thereby ensuring that quality, professional-
ism and standards are met in the housing
sector in South Africa.
• To involve local communities where indi-
viduals or non-profit organisations want to
assist individuals to build their own homes
with quality materials.
• To serve on an advisory group to advise
the minister on issues relating to achiev-
ing the goal to build houses for all
South Africans.
Government must helpIn addition to the pledges, the two asso-
ciations had some of their own input and
concerns that needed to be addressed
by government.
Aspasa requested that the department
assists with the eradication of illegal mining
of sand and aggregates, while Sarma asked
that government ensures that substandard
readymix concrete (including substandard
cement imported into South Africa) should
not be used on any government projects
in future.
“As suppliers of key building materials on
almost every building site, our members
are committed to working with government
and role players to meet the needs of the
population. We also wish to deliver only qual-
ity materials so that our people – many of
whom have waited so long for houses – can
have houses they are proud of and can call
home,” concludes Pienaar.
66 IMIESA January 2015
CEMENT & CONCRETE
Accelerated housingDelegates at this year’s Readymix Conference by Sarma were able to witness first-hand how tilt-up construction can be used to speed up the delivery of houses or infrastructure such as hospitals or police stations.
TILT-UP CONSTRUCTION is an
established type of construction
in which floors and exterior walls
are cast in concrete and lifted
into place once they have been sufficiently
cured. The walls are then simply fastened
and roofing and other elements are affixed.
While this building practice is used exten-
sively on shopping centres in South Africa,
it is only recently that contractors and
government departments have begun look-
ing at the method for quick construction of
housing developments.
Faster, simpler, strongerCharles van Eck of Tilt-Up Construction
says the main reason that this type of
construction is becoming popular is its
speed of erection, as well as improved
construction quality. “There is a massive
skills shortage, and the quality of work
and speed of delivery of standard bricks
and mortar construction can no longer
be guaranteed.
“The tilt-up method overcomes
this by using moulds that simply
need steel reinforcing and services
(plumbing electricity) to be put in
place, and quality readymix to be
poured in and settled. Construction
can be done within a small foot-
print with walls cast on top of each
other using bond breakers between
each layer.
“Within a week or two (depending
on curing times), the walls can then
be erected, the roof put on and
services connected. The construc-
tion can be semi-industrialised and
manufactured in a production-line
type process. That means you can pour
walls for several houses at a time, and
while they are curing you can be doing
foundations for the next batch and erecting
others,” says Van Eck.
Benefits of tilt-up construction include:
• high-quality finish
• speed of construction
• super-strong, hard-wearing/durable walls
• cost-effectiveness
• efficient use of labour.
The process also requires less special-
ised skills and consists of setting a
perimeter formwork on a sacrificial slab,
applying bond breakers, fixing, reinforcing,
positioning and securing lifting bracing
inser ts, casting and floating panels, cur-
ing, erecting and temporarily bracing the
structure, and finally connecting into the
unified structure.
Van Eck concludes that it can be cast to
suit needs, including multistorey for univer-
sity hostels, mines, affordable living etc.
“Tilt-up has evolved to meet shortfalls and
delivers a high-quality product that is gain-
ing acceptance throughout the country and
is destined to become a building method
of choice.”
LEFT Walls are cast
ABOVE Cured structures are lifted into place
IME
SA
AF
FIL
IAT
E M
EM
BE
RS
AECOM [email protected] Broom Road Products [email protected] SA [email protected] [email protected] Manufacturing Infraset [email protected] Africa Group Holdings [email protected] Consulting [email protected] Bosch Munitech [email protected] Stemele [email protected] Brubin Pumps [email protected] Consulting Engineers [email protected] Consulting Engineers [email protected] Corrosion Institute of Southern Africa [email protected] Built Environment [email protected] Bank of SA [email protected] Plastics [email protected] Engineers [email protected] Kent Metering [email protected] Engineers [email protected] South Africa (Pty) Ltd [email protected] [email protected] Consulting [email protected] Goba [email protected] [email protected] Technology [email protected] Enterprises [email protected]@Consulting [email protected] Consulting [email protected] [email protected] Environment [email protected] and Green [email protected] Water [email protected] Consulting Engineers [email protected] & Templer (K&T) Consulting Engineers [email protected] Base [email protected] Water [email protected] Narasimulu & Associates [email protected] Padayachee & Associates (Pty) Ltd [email protected] Consulting Engineers [email protected] Pipe Systems [email protected] & East [email protected] [email protected] Macdonald PDNA [email protected]
Much Asphalt [email protected] Consulting (Pty) Ltd [email protected] Consulting [email protected] Engineering Systems [email protected] [email protected] [email protected] HaskoningDHV [email protected] SABITA [email protected] [email protected] [email protected] Water Systems [email protected] Consulting [email protected] Lines [email protected] SA [email protected] Water Company [email protected] [email protected] [email protected] Sobek Engineering [email protected] African Society for Trenchless Technology [email protected] Consulting [email protected] Pumps Wastewater [email protected] Syntell [email protected] Engineers East London [email protected] Consulting [email protected] Consulting [email protected] [email protected] VIP Consulting Engineers [email protected] VOMM [email protected] VUKA Africa Consulting Engineers [email protected] Institute of Southern Africa [email protected] Water Solutions Southern Africa [email protected] South Africa [email protected] [email protected] [email protected] [email protected] Group Africa [email protected]
IMESAIMESA
BMK Consulting [email protected] Pragma [email protected]
PROFESSIONAL AFFILIATES
68 IMIESA January 2015
CONSTRUCTION VEHICLES & EQUIPMENT
Jeffreys Bay Wind Farm in the Eastern Cape recently had a tall order to be completed when a rotor from a wind turbine had to be removed in order to repair a damaged blade.
TO COMPLETE this challenging task,
Johnson Crane Hire deployed its
Liebherr LTM 1750-9.1 (750 t) all-
terrain crane, for client FairWind
Installation. The LTM 1750-9.1 was added to
its fleet towards the end of 2013 due to an
increased demand for specialist lifting in the
local wind energy sector.
“We have had a number of enquiries for
repairs to wind turbines in the Eastern Cape
after completing the FairWind contract,”
Janet Barnes, key account manager, says.
Johnson Crane Hire has already erected four
wind generators at Darling Wind Farm in the
Western Cape.
The rotor was replaced in July, with Grant
Parker from Johnson Crane Hire’s Heavy Lift
division overseeing the set-up and stripping
of the crane. The estimated time for repairs
to the damaged blade was about seven
days. However, strong winds delayed the
repairs to the damaged blade as well as the
replacement of the rotor.
Scope of the workEach turbine comprises an 80 m high tower,
three 49 m blades, a nacelle with the gener-
ator and gearbox, and a transformer box on
the ground. The weight of the hub and blades
totalled 62.5 t. The height from ground level
to the centre of the hub was 80 m.
“The crane was configured with a main
boom of 49.1 m, an insert of 19 m and a
28 m luffing section, totalling 96.1 m, allow-
ing for a hook height of 90.19 m,” Parker
explains. He adds that the LTM 1750-9.1
Jeffreys Bay Wind Farm gets a lift
The hub and blades weighed 62.5 t, while the height from ground level to the centre of the hub was 80 m
IMIESA January 2015 69
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Cat®. Excellent at Groundwork.
is perfect for this application as it is able
to move quickly between the various hard
stand areas due to its ability to be set up
and stripped fairly quickly.
The nine-axle crane has the advantage
of its complete telescopic boom remain-
ing attached during transportation on pub-
lic roads. Its maximum lifting capacity is
750 t, at a 3 m radius, while its operational
weight is 108 t and its total counterweight
is 204 t.
Johnson Crane Hire operates across South
Africa with a fleet of hydraulic and crawler
cranes ranging from 8 t to 750 t on both short-
and long-term projects. The company works
in conjunction with its customers to design
optimum lifting solutions, ranging from sup-
plying professional operators and full super-
vision, to all necessary rigging equipment in
a single-source-supplier approach.
Johnson Crane Hire deployed its Liebherr LTM 1750-9.1 (750 t) all-terrain crane for FairWind Installation
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70 IMIESA January 2015
TECHNOLOGY & INNOVATION
Geotextile drainage solution
An area already bustling in infrastructure required a novel solution to managing the impact of a new hospital on its water table. A geotextile solution proved to be the answer to this hydro challenge.
THE SITE FOR this new Mediclinic
Hospital in Midrand Estates has
undergone extreme excavation
operations to accommodate base-
ment parking. The vast Midrand Estates in
Gauteng, which comprises the Midstream,
Midfield, Midlands and Midstream Hill
estates, boasts not only upmarket residen-
tial properties, but also private schools,
shopping centres, sports and recreational
facilities, fuel stations and churches. To
add to all these facilities, a new hospital
was constructed on Midstream Hill by main
contractor Basil Read. Jodan Construction
undertook the earthworks, including the
installation of the subsoil drainage systems.
Soil conditionsThe site for this new Mediclinic hospital in
Midrand Estates has undergone extreme
excavation operations to accommodate base-
ment parking. With the natural flow of ground
water having been altered, resulting in a high
water table being exposed in the cuttings,
it was imperative to install an effective
drainage system. This is when consulting
engineers Endecon Ubuntu proposed that
a specific Kaytech geotextile would be the
most suitable product for the problem faced.
The difficulty in this area is the vast amount
of different in situ soils, ranging from sandy
material to black clay and, of most concern
at the hospital site, the presence of residual
granites and ferricretes. These subsoil con-
ditions could result in clogged drains, by
means of ferric oxide build-up on convention-
al woven and nonwoven continuous filament
geotextiles. Thus a drainage product with
larger openings was a necessity.
Fit for purposeThe engineers specified Kaytech’s Geomesh,
a dimensioned, PVC-coated, multifilament
woven polyester, designed for soil reinforce-
ment and as a high-modulus separator in
composite drains. The conventional method
of drainage would be to utilise washed river
sand dimensioned as backfill over slotted
pipes. However, this sand may also potential-
ly clog over time and the engineers proposed
that a select, suitable geotextile would be
the most practical solution for the problem at
hand, since its installation is similar to that
of a conventional subsoil drain, which is more
familiar to the site labour.
Natural interactionsOther factors in this decision were the
cost implications of importing washed river
sand and that the structure of Geomesh
is very similar to the retention character-
istics of medium- to coarse-grained river
sand. The final product consisted of the
installation of a conventional shaped drain:
300 mm x 300 mm, with a 110 mm slotted
pipe, and 19 mm stone; all of which was
wrapped with 2 500 m2 of Geomesh.
Although it is expected that some fine
material will wash through the Geomesh,
it will eventually create a natural reverse
filter at the interface. The larger openings
in Geomesh are known to retain grain sizes
of 0.4 mm to 2.0 mm, which will definitely
assist to prevent the system from becom-
ing blinded or clogged by the extremely
varied sub soils.
Midstream MediClinic – various in situ soil types posed a challenge for effective drainage
Measuring up
A new precision temperature scanner has been introduced to the market.
THE SCANNER, which is ideal for
applications such as thermal map-
ping, process sensor calibration,
quality control testing, life-cycle
testing, process monitoring and environ-
mental testing, will prove useful for vari-
ous industries including pharmaceutical,
biotechnology, food processing, aerospace,
and automotive.
Comtest, Fluke’s local representative, has
introduced the 1586A Super-DAQ precision
temperature scanner, which features up to
40 analogue input channels and scan rates
as fast as 10 channels per second.
With the flexibility of both internal and exter-
nal input modules, the 1586A is designed for
use both on the factory floor where channel
count and scan speeds are important, and in
the calibration laboratory where accuracy and
quick input connections are required.
Multitasking at its bestThe 1586A can measure thermocouples,
platinum resistance thermometers (PRTs),
IMIESA January 2015 71
TECHNOLOGY & INNOVATION
ASM LXHS15 & 20mm
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thermistors, DC current, DC voltage,
and resistance.
It offers best-in-class temperature meas-
urement accuracy of plus-or-minus 0.005°C
for PRTs, 0.5°C for thermocouples, and
0.002°C for thermistors.
The Super-DAQ has a colour display with
channels that can chart up to four chan-
nels simultaneously. It features four modes
of operation (scan, monitor, measure and
digital multimeter) and alarms that indicate
when a channel measurement exceeds an
assigned high or low limit.
It has 20 MB of onboard memory for stor-
ing data and configuring files, a USB port to
collect and store files to a USB drive and a
LAN interface for easy connection to PCs
and networks. It also includes a dedicated
RS-232 interface to control Fluke Calibration
dry-wells or temperatu re baths for auto-
mated tests.
The 1586A Super-DAQ precision temperature scanner
72 IMIESA January 2015
ALCO-Safe 68
Amanz’ abantu 42
Ammann Construction Machinery South Africa OFC
AnyWay Solid Environmental Solutions 23
Argus Africa Bitumen 26
Aveng Manufacturing Infraset 2
Barloworld Equipment 69
Barloworld Equipment Metso IFC
Development Bank of Southern Africa 29
ELB Equipment 48
Fiberpipe 52
IMESA Call for Papers 28
Incledon 4
Jan Palm Consulting Engineers 72
Krohne 18
Much Asphalt 27
National Asphalt 19
PHB Civil Engineers 33
Precision Meters 71
Quality Filtration Systems 57
Rocla 41
SA Readymix Association 63
SBS Water Systems 59
Sika 11
Sizabantu Piping Systems 44
Structa Group 54
Technicrete 65
The Concrete Institute 60
Tosas 14
TT Innovations 50
Vital Engineering 24
Water & Sanitation Services OBC
WorleyParsons 56
WRP IBC
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Specialist Waste Management Consultants
Tel: +27 21 982 6570 / www.jpce.co.za
Jan Palm Consulting Engineers
JPCE
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