Service solahart pondok labu 087777888338

ISSUE02
January 2015
R21.00
Tunnel
Vision
Endorsed by
Two oceans
aquarium upgrade

SARENS SA
The Sarens Group is a
recognized worldwide leader in
heavy lifting and engineered
transport. With state of the art
equipment and value
engineering, Sarens offers its
customers creative solutions to
today's heavy lift and transport
challenges.
Sarens' success lies in its
entrepreneurial spirit: "Nothing
is impossible, if your heart is
willing and your attitude is
positive!" With more than 100
entities in 54 countries we
proved our strategy in opening
all borders. With a lot of
self-confidence we can say
"the globe is our market field".
ISO/OHSAS processes and
quality, environment, health &
safety are vital to Sarens.
Safety is paramount and
translates into "better be safe
than sorry". This mind set is
applicable to every human
being (Client, Sarens and Third
Party personnel) and to
equipment and processes as
well.
Sarens' goal is to consolidate
on being the global leader in
heavy lifting and special
transport and the specialist in
the extraordinary: 'Nothing too
heavy, nothing too high".
Our Markets include:
Civil, Petrochemical, Oil & Gas
Minerals, Metal & Mining
Nuclear, Wind Onshore, Wind
Offshore, Coal power plants
Gas power plants, Offshore &
Module Yards, Maintenance.
For Sarens, safety is
paramount. We aim to provide
a safe and healthy working
environment for our
employees, contractors and
visitors. In fact, our goal is to
have zero work accidents and
incidents. Therefore, we're
doing everything possible to
prevent them from happening
in the first place.
Sarens has comprehensive
modern machinery consisting
of hydraulic telescopic cranes,
rotating and fixed telescopic
handlers, forklift trucks and
construction site vehicles with
different capacities and
tonnages. All hoisting
operations are executed by
qualified and well-trained
professionals with a sharp eye
for details.
Our mission is to be the global
leader in heavy lifting and
special transport.
When our customers are
satisfied, we are satisfied
Our most important asset is
our people.
As a technically innovative
compay, we understand that
customers rely on our leading-
edge technology for their
heavy lifting and transport
requirements.
That’s something we don’t
take lightly. We acquire and
develop state of the art
equipment and maintain it in
excellent condition, so it’s
always ready to work.
The company’s fundamental
objective is to create
shareholder value through
profitable growth.

“nothing too heavy, nothing too high”
• Tel: 011 861 3800 • Fax: 011 861 3899 • E-mail: info@sarenssa.co.za

No article or any part of any article may be reproduced without the prior written permission of the publishers. The information provided and opinions expressed in
this publication are provided in good faith but do not necessarily represent the opinions of this publication, the publisher or the editor. Neither this magazine, the
publisher or the editor can be held legally liable in any way for damages of any kind whatsoever arising directly or indirectly from any facts or information provided
or omitted in these pages or from any statements made or withheld by this publication.
Project Manager
Norman Robson
Accounts Department
Loretta George
Dean Page
Beverly Kruyer
Reproduction & Printing
Paarl Print
Sales Executives
Jason Witbooi
Editor
Michelle Geel
Director/Associate Publisher
Dave Eastwood
Layout & Design
Monré
Photographs/Illustrations
Google
Credits
ISSUE02
January 2015
R21.00
Tunnel
Vision
Endorsed by
Two oceans
aquarium upgrade

Professional Project Management
Services since 1979
Tel: 021 419 7733 Email: info@mdaprojects.co.za Web: www.mdaprojects.co.za
3rd Floor, Marina Centre, West Quay Road Victoria & Alfred Waterfront, Cape Town
The built environment is multi-faceted.
That’s why you need an experienced project management company with the depth of
expertise and resources to:
• Listen and respond to your needs;
• Identify achievable project objectives;
• Work with you and specialist consultants to achieve world class standards;
• Optimise and control the variables that will influence a successful project outcome;
• Deliver from start to finish regardless of scale and complexity.
MDA can offer you a diverse range of integrated services to meet your specific requirements.
INDUSTRIAL
INSTITUTIONAL
MIXED USE
HOTEL
RETAIL
TRANSPORT COMMERCIAL
INFRASTRUCTURE

18
6. Editors Note
8. Foreword
10. Exhibiting tunnel vision - A look at the huge Two
oceans aquarium upgrade project
18. Continual (Un) Professional Development
23. Africa’s Infrastructure: Today’s Challenges,
Tomorrow’s Opportunities
28. Project Management And The Need For Collegiality
30. The Creation of Opportunities in the Mining Sector
through our Three Most Critical Resources:
Water, Energy and Land
10
22
Contents

Visit the website for more information or to register | www.african-utility-week.com
12 – 14 May 2015
Cape Town, South Africa
Africa’s largest event for energy
efficiency and clean power
Conference Providing
mining and manufacturing
professionals with
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insights on power security
and reliability, energy
efficiency, onsite generation
and renewable energy.
Networking A unique
meeting place for Africa’s
mining, manufacturing and
infrastructure sector to
strengthen partnerships,
invest in power security and
reliability and network with
over 5,000 industry peers.
KNOWLEDGE INTERACTIONTECHNOLOGY
Exhibition Africa’s leading
power and water trade exhibition
features 250 solution providers
across 12,000m2
presenting the
latest global power and water
infrastructure technology for
mining and manufacturing plants.
@AfricaUtilities African Power Forum
Host utility Host city Diamond sponsor
AFRICA
CLEAN POWER

6 PM Africa Magazine — january 2015
Editor Note
Michelle Geel
After the success of our hard work and
effort in 2014, PM Africa is raising the
bar, preparing to step it up to bring
more of the current and useful infor-
mation regarding services and projects
that it did in the past year. 2015 is full
of exciting events, massive projects and
features that are developed around our
readers.
2015 is being touted as the year to
watch, one that will, with dedicated
work, bring great success. Here’s to you,
and your year ahead. Make it your best
one yet.
T
he festive season break and
the beginning of a new year
is the ideal opportunity
for us to recognise the lessons
of the past year, and take the
time to learn and grow. New
projects coming up allow us to
have a complete new approach,
and projects that are starting up
again can be approached from a
different and refreshed angel.
Happy 2015
to all our readers

At M Projects we never shy away from a challenge. Our atten-
tion to detail, quality materials, highly skilled staff with years
of expertise, have made us leaders in our industry.
M Projects can provide both mobile and permanent solutions
to your accommodation requirements, created to accom-
modate client needs and budget, built to standard design or
customised to exact requirements
Mobile solutions are constructed on steel chassis and are
available in twovolumetric ranges, our premier flagship Mach
range, or cost effective Comp range.
The upmarket and versatile Multi-Slice mobile range allows
you to create your own space and provides an option to
increase the size of your space wherever and whenever you
need it, with individual transportation making addition or
removal of slices an easy process.
The Panelised Modular Solution which is erected on a con-
crete foundation for a more permanent solution, built to the
same highstandards and attention to detail we are famous
for, can be supplied in kit form and erected on site.
M Projects provides a complete, professional range of ser-
vices from design to completion, keeping you on time and
within budget. Our experienced teams will guide you from
material supply, custom designs to specifically engineered
buildings, to advice on site preparation, transport and erec-
tion of the structures through to full turnkey packages.
Office ‘Space’ Ablutions Classrooms Clinics
Camps Holiday Cottages Retirement Homes Granny Flats
Guest Cottages Garden Offices Log Cabins
All buildings are manufactured in a strict factory environment where quality can be kept to high standard, with applications in:
M Projects, Accommodating your needs, wherever and whenever.
We have an extensive product range to suit both commercial and residential requirements, perfect for:

Foreword
I
nternational flows of capital,
trade in goods and services,
innovation and people are
growing and moving more rapidly
than ever. In this ever increasingly
complex and competitive global
economy, cities need to make
sense of these trends and organise
to compete successfully.
To do this, cities need a shared vision.
A ‘whole of society’ approach is, in the
long run, more inclusive, creative and
sustainable than just a public sector
process. It needs to be authentic and
true to a city’s heritage and identity.
It needs to be aspirational and inspi-
rational, setting a path into the future
that motivates commitment, rather
than a marketing slogan and strap line.
The vision needs to be evidence-based,
rather than a wish list.If a city claims to
be good at something, then it needs
to produce the evidence to back this
up. A city needs to understand where
global demand lies, and respond to that
demand. A city vision should differenti-
ate and distinguish, rather than merely
imitate the latest fads. ‘Green’, ‘smart’,
‘innovative’,‘creative’and‘lifestyle’cities
are now a dime a dozen. A city needs
to define its niches and specialisations
more precisely.
We must be able to get from vision
to action, with many frameworks and
strategies not getting beyond the paper
they are printed on. Getting a vision is
perhaps the easy part, implementing
it and consistently influencing specific
outcomes is more difficult. Partnerships
play a role in this and are useful in driv-
ing the innovation necessary to address
complex developmental challenges.
Collaboration doesn’t just happen –
it needs to be organised, on the basis
of sustained partnerships. The qual-
ity of a city economic strategy can be
measured by the ‘thickness’ of rela-
tionships between institutions, not
simply the quantity or even quality of
the institutions.
We can distinguish between two dif-
ferent types of partnership: dialogue
partnerships and implementation part-
nerships. It is helpful to combine both
approaches.
Partnering and collaboration can
take many forms, across departmental
silos, as well as between professional
disciplines and industry specialisations,
between spheres of government, as
well as public entities and agencies,
connecting ‘leading’ and ‘lagging’
neighborhoods and regions, building
relationships between firms and non-
market institutions, on the basis of
economic sectors, value chains, geogra-
phies and integrative themes.
The effective organizing of successful
partnership’s, is reliant on collaborative
city leadership. These leaders in public
sector, private sector and civil society,
can create a compelling vision that
motivates commitment, translates di-
vergent perspectives, embrace diversity
and difference, and facilitate win-win
solutions, seeing conflict as an opportu-
nity for innovation.
Economic Development
within a shared, city vision
Andrew Boraine, CEO, Western Cape
Economic Development Partnership

PM Africa Editor, Michelle Geel, attended the Cape
Town leg of the Introduction to BIM talks, hosted by
CIOB at the Belmont Square Conference Centre in
Rondebosch, Cape Town, on Monday 1 December 2014
to present BIM to Cape Town CIOB members.
The main focus of the afternoon was to introduce BIM to
Cape Town CIOB member, pertinent questions such as
• What is BIM
• Software or Process, and how to tell the difference
• How to get the most out of BIM
• Virtual construction: A better way to deliver projects
• Challenges and Government intervention
• Value add proposition
Engaging the attending CIOB members in an enlightening
talk, Chris Allen, Director of A3D and CIOB board member,
provided real life senarios where BIM has been used
successfully and has added valuable insight to projects.
Speaking afterwards, Michelle posed the some questions
to Chris:
“What is the relationship between BIM and CIOB?“
BIM is seen as a way to address issues in the construction
industry including the likes of low
productivity levels and high claims. The CIOB, as a member
organisation, is constantly identifying trends
that may be of most benefit in increasing the level of
professionalism within its membership and providing
alternative thinking to the industry. BIM therefore aligns
with both of these threads and is seen as elevating
the role of the professional construction manager within
the built environment professions, which will be of
benefit to both the CIOB and its membership.
“Why is BIM relevent to the modern contractor?
Many projects in the built environment are carried out in
an adversarial environment due to poor information
flows, poor planning and lack of communication between
parties to the contract. This creates a situation
which leads to increased risk being apportioned to the
contractors employed to carry out the work and
inevitably, a delay in completion or overrun in the cost of
the project. Any means to reduce these factors
is viewed as being beneficial to the construction manager
either in the role as consultant or contractor.
BIM, as a tool, has the ability, when combined with
alternative delivery methodologies and contract types,
to bring far reaching benefits to all the participants to a
project contract, including the owner/developer
and professional team.
BIM CIOB
Professional Review
For details of membership of the
CIOB please contact: CIOB Africa
• PO BOX 896 • Rivonia 2128
• South AfricaTel: +27 11 234 7877
• Fax: +27 11 234 8354
• Email: admin@ciob.co.za
• Web: www.ciob.co.za

Cover Story
THROUGHTHE
LOOKINGGLASSThe Two Oceans Aquarium Uprade and Expansion Project

Cover Story
T
he long awaited Two Oceans
Aquarium upgrade and
expansion, officially broke
ground for its new preditor
exhibit on 28 January 2014.
With the full support of its owners,
GrowthPoint PIC and Investec, the pro-
fessional team which had been standing
in the wings were eager to get under-
way with the massiveproject.
TheAquariumexpansionprojectisone
of several development projects under-
way at theVAWaterfront. According to
David Green, CEO of theVAWaterfront
and Chairperson of the Aquarium’s
Board of Trustees, “The official start of
this project brings with it much anticipa-
tion for the improved offering that will
be unveiled.This project falls in line with
our continued development with the
view to improvement, reinvention and
innovation, raising the bar and making
the visitor experience that much better”.
The new, large-scalepredator exhibit,
whichwillbeconstructedontheparking
lot area, between the existing Aquarium
building and the One Only Hotel, will
contain 1.5 million litres of seawater and
will be six metres in depth.Three exhibit
windows, one being a single acrylic
panel measuring 9m long and 4 metres
wide and providing a seamless window
into the exhibit, have been imported
from Italy.Also included in the project, is
the new jewel in the Aquariums crown,
a 10meter long by 4meter wide tunnel
through the new tank, giving patrons a
new, breath-taking underwater view of
the exhibit.
Once the steel reinforcements were
completed and extensive pressure

13january 2015 — PM Africa Magazine
Cover Story

Cover Story
B C D E F
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DELIVERY AREA
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PROPOSED WEST WING
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GROUND FLOOR PLAN
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2015
1:200 @ A1
2013 103 SK.01.02 -

Cover Story
DOUBLE VOLUME TO
BELOW
LOBBY
SERVICE AREA
STAFF
ROOM F1
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PROPOSED WEST WING
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MVN
2015
1:200 @ A1
2013 103 SK.01.02 -

Cover Story

Cover Story
testing was done on the pipe work,
the area around the pipes was also
reinforced and covered, and more re-
inforcement added on top, the pouring
began. It took 11 hours and 23 cement
trucks to pour the base of the new ex-
hibit. This had to be done in one go,
otherwise the cement would settle in
layers. Thereafter, the base was left un-
derwater for five days.
Additional to the new indoor exhibit,
the roof area will house an aquarist
room, as well as the new dive train-ing
pool and centre
The professional team involved in
the Two Oceans Aquarium expansion
project, include Project Manage-ment
Company Mitchell DuPlessis and
Associates, who have over 30 years’ ex-
perience in their fields of expertise and
enjoyanextensiveknowledgeoftheVA
Waterfront, having for many years man-
aged the wide variety of high profileVA
Waterfront projects and developments,
and MLH Architects Planners.
“Building a big new exhibit is the next
best thing to building a new aquarium.
It offers fantastic learning op-portunities
for staff. Our new exhibit will allow us to
showcase beautiful marine animals and
to further our education and awareness
about the oceans. I am very proud to be
project managing this expansion on be-
halfoftheAquarium,”saidMikedeMaine,
the Aquarium’s Technical Manager.
TheAquariumexpansionprojectisone
of several development projects under-
way at theVAWaterfront. According to
David Green, CEO of theVAWaterfront
and Chairperson of the Aquarium’s
Board of Trus-tees, “The official start of
this project brings with it much anticipa-
tion for the improved offering that will
be unveiled.This project falls in line with
our continued development with the
view to improvement, reinvention and
innovation, raising the bar and making
the visitor experience that much better”.
Professional Team
Mitchell Du Plessis Associates
MLH Architects Planners

HS/skills
Continual (Un)
Professional
Development
O
ur Occupational Health
and Safety industry in
South Africa is currently
in a state of limbo. Practitioners
from all corners of the country as
well as those who have chosen to
ply their trade outside our borders
have steadily been growing louder
and more concerned over the
issue of professional registration
and standardization within the
industry. With the advent of the
newly promulgated Construction
Regulations (2014) came the
requirement for all Health and
Safety Professionals practicing
within the construction sector
to register under one body. In
theory this sounds fantastic, a step
towards integrating a more holistic
approach to the industry – much the
same as the systems that are used
in the US and UK. In reality however,
it has not been very well received.
The registration body in question is
the South African Council for Project
and Construction Management
Professions or SACPCMP. The regis-
tration process, although somewhat
convoluted and lengthy is not alto-
gether impossible but the criteria
for grading as either Officer (CHSO),
Manager (CHSM) or Agent (CHSA) are
rather steep in terms of qualifications
and experience. As this is a legal re-
quirement and not just a voluntary
decision as with other Professional
Regulating bodies, there has been a
landslide of Professionals (I use the
term loosely) who have been trying to
get registered. The alleged issue lays
with the registration turnaround time
and official feedback from SACPCMP.
As this process is lengthy and a con-
siderably costly exercise it has caused
some concern amongst influential
members of the South African Health

HS/skills
and Safety community at large. The re-
quirement that Continual Professional
Development (CPD) points must be
maintained after registration has been
completed,has not made matters easi-
er. Registered individuals must ensure
that they attend SACPCMP seminars,
workshops and approved training
interventions. This however carries a
rather large cost and devotion of time,
therefore explaining the resistance
from current practitioners.
There has been a large gap for accred-
ited Occupational Health and Safety
training in South Africa for a long time
and I have used the word “accredited”
purposefully to support that claim.
Granted, there are numerous courses
out there that one could easily attend,
pass with some effort and receive a
signed certificate upon completion.
Unfortunately however, that certifi-
cate may not be officially recognised
by the relevant SETA (Sector Education
and Training Authority) and carry the
necessary South African National
Qualifications Framework (NQF) credit.
Actual accredited courses that carry
credits linked to Unit Standards and
qualifications that form part of the
NQF are few and far between. As a
reference: in South Africa a Grade 10
certificate is NQF level 3 and a Grade
12 Senior Certificate is NQF level 4.
The sad and unfortunate truth is that
this is poorly understood and poorly
communicated to those who want to
join the industry as well as those who
have been operating within the indus-
try for years. Therefore that Advanced
Health and Safety course that you paid
upwards of R10 000 for and complet-
ed online in 10 weeks with the Cum
Laude-sealed-gold-badge certificate
does not count towards any real qual-
ification and will not be recognised
(according to SACPCMP registration
criteria) when you want to register as

HS/skills
a practitioner or professional within
the industry. The only two true and
full Occupational Health and Safety
qualifications that are linked to the
NQF and are available in South Africa
are the National Diploma in Safety
Management (NDSM – NQF level 6)
and the accompanying Bachelor of
Technology in Safety Management
(BTSMN – NQF level 7). One year
programme courses can also be com-
pleted but only carry a limited amount
of credits towards your NQF level and
the 2 week long Safety Management
Training Course (NQF level 5) offered
by countless OHS Training providers
also lacks those credits – therefore,
always be sure that the provider you
choose has the necessary SETA ac-
creditation so that you will receive
the necessary NQF credits upon com-
pletion. A post graduate Business
Commerce degree for Operational Risk
Management (NQF level 8) also exists
but caters more towards financial
safety and operational business risk.
Therefore we have a very limited
amount of truly beneficial training and
qualifications available to us and we
still have to research and investigate
into whether or not the service pro-
vider we have chosen is offering
genuine accredited training – there
is a difference between being regis-
tered with SETA and providing SETA
accredited training, this is a market-
ing tactic that many of these service
providers out there use. In essence,
an individual who has now worked in
the Health and Safety industry for 20
years can not apply for registration as
a Professional – they could attempt
the Recognition of Prior Learning
(RPL) route but this is also incredibly
extensive and the required historical
evidence of competence against the
Unit Standards may be very difficult
(if not impossible) to get hold of in
terms of records and access to previ-
ous employers etc. So the prospect
of fulfilling the SACPCMP registra-
tion is a daunting one for those who
feel that they deserve a higher title
or grading. This in turn affects the
role that the individual can fulfil on
a construction project and ultimately
the rates that they can charge. The
amended Construction Regulations
were promulgated as of November
2013 and effectively replaced the
previous regulations as of February
2014 but the Department of Labour
(DoL) allowed time until August 2015
before all practitioners would have
to be formally registered and can
operate in the industry legally. So in
the meantime many have attempted
to register and have been allocated
lower designations than they had
applied for due to being assessed as
lacking the necessary experience and/
or qualifications.
Another unfortunate factor is that
some individuals have completed
very beneficial courses through
the National Examination Board
in Occupational Safety and Health
(NEBOSH) in South Africa even though
it is a UK based curriculum. The reason
that it is so beneficial is because it cov-
ers OHS issues from an International
Standards Organisation (ISO) level
through the OHSAS 18001 standard
which governs OHS on an interna-
tional level. This is helpful as it gives
more of a systems driven approach to
Health and Safety as opposed to just
complying with South African legisla-
tion (Occupational Health and Safety
Act and Regulations 85 of 1993). The

HS/skills
frustrating and unfortunate issue
is that even though the NEBOSH
courses are available and presented
here in South Africa, they are not
formally recognized by the NQF and
therefore cannot be credited to an
individual’s qualifications and experi-
ence. Therefore, the SACPCMP does
not recognise a NEBOSH qualification
as adequate for registration purposes.
The NQF system does not have facili-
ties for converting or translating the
NEBOSH qualifications into South
African credit.
The new Construction Regulations
2014 are not all bad though, it must
be said. More emphasis has been
placed on how accountability, respon-
sibility and liability have been laid out
between clients, designers, principle
contractors, sub-contractors and
service providers. This added clarity
proves useful going forward towards
the implementation date planned in
August 2015 but there is concern that
the OHS community at large have
not adequately prepared for the im-
pending avalanche of requests from
organisations to implement the re-
quired changes for legal compliance.
With regards to the issues of the OHS
Practitioners suffering much frustra-
tion and setbacks in the registration
process, the amount of registered
and “competent” Officers, Managers
and Agents will be few and far be-
tween – therefore providing the lion’s
share of actual work and contracts to
these precious few. There have been
numerous attempts by previously
established OHS groups within South
Africa to contact the DoL with the
request of scrapping the SACPCMP
registration altogether or at least
alter the requirements and hand the
process over to the DOL themselves
but it has been met with silence. Their
proposed amendments to the legisla-
tion recommended that OHS Officers
need not register at all and only
Managers and Agents (Professional
Chartered OHS practitioners) would
have to fulfil the process in a less ad-
ministratively taxing process which
some established industry profession-
als supported but as of yet there has
been no progress on the matter.
All in all there is quite an awkward
and uneasy progression towards the
new requirements that have been
laid down by the DoL but it remains
to be seen if any changes to those
requirements will be considered. In
the meantime, there is a massive gap
for formal accredited training in OHS
standards in South Africa. One of the
criteria listed on the SACPCMP reg-
istration documents is a Masters of
Science in Health and Safety (MSc -
NQF level 9) which isn’t even offered
in this country – one would either
have to study overseas full time or
complete it through Online Distance
Learning. This indicates the lack of
development options available to
us as “so called professionals” in this
industry here in South Africa. So in
theory what the SACPCMP is trying
to achieve is a regulated community
of professionals who have been as-
sessed to be competent and from
whom knowledge can be shared and
clients can be assured that the person
they have employed is adequately
equipped to perform their duties. It
genuinely is an honourable goal but
the fashion in which it has been pre-
sented has kicked up too much of a
dust storm already before full imple-
mentation has even taken place.
So as an individual, practicing
within the OHS industry in South
Africa your options for completing
formal qualifications are limited but
indeed available. You can start with a
Safety Management Training Course
(two weeks) at NQF 5 to give some
basic context to the industry, then
move on the National Diploma in
Safety Management (3 years) at NQF
6 and finish with the BTech in Safety
Management (1 year post NDSM) at
NQF 7. Short courses linked to NQF
Unit Standards can be completed
through a multitude of excellent
service providers for subjects such
as Hazard Identification and Risk
Assessment, Incident Investigation,
OHS Auditing etc. Just ensure that
you research whether or not the
courses are officially accredited.
There are voluntary organisations
and associations that one can join
to keep abreast with current issues
in our country or even worldwide.
South African organisations like
SAIOSH (South African Institute of
Occupational Safety and Health)
and international groups like IOSH
(United Kingdom’s Institute of
Occupational Safety and Health)
and IIRSM (International Institute for
Risk and Safety Management) offer
benefits to their members in terms
of access to information and grading
according to experience and qualifi-
cations. There are obviously more
options and even at the time of writ-
ing, more and more organisations
are opening their doors to assist OHS
practitioners in the country with a
way forward – this has simply been a
simple break down for those who are
looking to break into the OHS indus-
try or for those who already practice
in the sector and are unaware of
their options.
Standardisation and ease of access
are obvious benefits to any individual
working in any industry but the way
in which the standardised system is
integrated and accepted must be a
delicate and painless process – baby
steps, if you will. Perhaps an answer
will rise out of all the current confu-
sion and chaos but for now we must
swallow our pride, complete the
registration process, wait patiently
and pray to our lucky stars that we
qualify as registered professionals in
the current system. Our professional
development may well be continuing,
but at what price?
Raymond McDonald – NCC Health
Safety Manager

Infrastructure
Africa’sInfrastructure:
Today’sChallenges,
Tomorrow’sOpportunities

While most continents have raised
their standard of living and economic
viability, Africa has not only fallen be-
hind, but has sharply regressed in some
specific areas of infrastructure develop-
ment. A recentWorld Bank report [Africa
Infrastructure Country Diagnostic, 2008]
shockingly indicated that Sub-Saharan
Africa has dropped from a position
of possessing as much as three times
power generation capacity per mil-
lion people (in 1970s) to just a mere
half of what South Asia could produce
(in 2000s), a six-fold relative decline in
thirty years.In fact, the combined elec-
tricity generation of 48 Sub-Saharan
countries (with a combined 800 million
population) is roughly the same as that
of Spain (with a 45 million population).
The Merriam-Webster Dictionary
defines infrastructure as constituting
the structural elements of an economy
which allow for production of goods and
services without themselves being part
of the production process, e.g. railways
and roads allow the transport of raw ma-
terials and finished products.Thus, as we
have already alluded to above, a func-
tioninginfrastructurenotonlyraisesand
sustains a decent lifestyle amongst the
population (e.g., ease of transportation
with rapid trains; access to electricity,
water and sanitation;access to effective
medical care;positive change in human
behaviour through access to informa-
tion via internet and television), but
it also creates numerous opportuni-
ties for economic growth, which if
well-directed, will further improve and
sustain the living conditions of the same
population. This is achievedby suitably
developing the infrastructure required
to meet socio-economic needs and
wants of most portions of a population.
Economic growth is generally sup-
ported and/or upturned through
economic activities that take place
during the “construction phase” of in-
frastructure projects (e.g., thousands of
short-term jobs and substantial supply
of services, material and equipment)
as well as “post-completion” of the
Infrastructure
infrastructure (e.g., reduced imports,
increased exports, reduction in costs of
doing business duetosmart logistics, se-
cure supply of utilities such as electricity,
water and ICT services, stable jobs).
To date, inadequate infrastructure still
constitutes a major constraint to Africa’s
economic growth; the oil and mineral
commodity boom of 2000s (although
now fading) might have given Africa a
good boost in terms of improvement
in the macro-economic environment
of many countries. But this growth
performance (which buoyed a marked
advance in the penetration of mo-
bile telecommunication services) was
dimmed by a relentless deterioration
in the quantity and quality of power
infrastructure over the same period;
for instance, in 2010, only 20% had ac-
cess to electricity, but 53% had access
to mobile phones– hence, the ironic
scenario of housewives in rural areas
of Sub-Saharan Africa still travelling for
kilometres to fetch water, while their
kids trek in the opposite direction to the
next town to have their mobile phones
battery-charged for a fee.
The same World Bank Report (cited
above) suggests that in most African
countries, infrastructure emerges as
a major constraint on doing business
(and sustaining economic activities) and
is found to depress firm productivity by
around 40 %, with even more detrimen-
tal effect to the economy than crime, red
tape, corruption, and constraints in the
financial market. Well, in South Africa,
the recent spate of load-shedding (sup-
ply interruptions, in simple English)
coupled with a chronic drop in quality
of supplyof electricity (e.g., erratic volt-
ages) has negatively affected many
businesses and put a noticeable blight
on one of the most advanced power
utilities on the continent, to the extent
that the World Economic Forum cur-
rently ranked South Africa well below
other Sub-Saharan countries for quality
of electricity supply.
As if woes often come in pairs, accord-
ing to household surveys, around 40 to
T
he history of Rome suggests
that classical Romans used
many different forms of
“engineering” to create and
maintain a relatively complicated
infrastructure. For instance, the
huge demand for water in the city
led Roman engineers to design
and erect aqueducts (that reached
almost 100 km, a great achievement
at that time) to bring over 800 litres
of water per day to the average
Roman citizen –in comparison,
despite nowadays sophisticated
lifestyle, residents of modern cities
could still enjoy a good life withjust
150 litres per capita per day.
This alone contributed significantly
to the improvement of hygienic con-
ditions in the City of Rome; no more
excuses for not taking a daily bath as
they enjoyed the luxuries of Rome’s
public baths, and practisingopen def-
ecationwas no longer tolerated as
they had public toilets equipped with
sinks. Moreover,abundance of running
water might have led to the “lifestyle”
of enjoying lush gardens adorned with
fountains and pools, now a lasting fea-
ture of the Roman civilisation that we
all are seeking to emulate and replicate
in our residences, especially in high-
income suburbs.
What could have been the glory of the
City of Rome without its aqueducts and
roads?Well, this question will possibly
resonate with Henry Morton Stanley’s
declaration at the end of the 19th cen-
tury:“Without the railroad, the Congo is
not worth a penny”, stated the famous
explorer, whom the locals so aptly sur-
named“BulaMatari”(translated,“Breaker
of Rocks”or trailblazer).
More than a century later, it appears
that up to recently most African coun-
tries have not heeded the call of that
quote to build sustainable infrastructure
that will afford and sustain both decent
lifestyle and economic development to
their populations, despite all the poten-
tials sogenerously bestowed on Africa.

Infrastructure
65 % of those connected to electricity
and water utilities services do not ap-
pear to be paying for them, partly due
torelatively high charges (e.g., above
5% of income). Secondly, there is an
overwhelming legacy of underfunding
for infrastructure maintenance (which
usually attracts exorbitant costs for
rehabilitating maintenance) – leaving
utility companiesdry and unable to
maintain their assets.
Just as the City of Rome could not have
survived if not for its aqueducts and
paved roads, many Sub-Saharan Africa
countries face a simple choice: catch
up with infrastructure development to
sustain a modern lifestyle or else dig out
caves to cater for an alternative lifestyle,
while they still can – future generations
will certainly not thank them for choos-
ing the latter.
For instance, a 2013 KPMG Report sug-
gests that the increase in annual water
demandinSub-SaharanAfricamayreach
440 Billion m3by 2030, a staggering
283% if compared to 2005 – while China
or India will only increase demand in vol-
ume, therefore in infrastructure capacity,
by ± 60%.The excessively high rate of
urbanisation in Sub-Saharan countries
is the main contributor here; rural areas
are not able to offer citizens the kind of
lifestyle they hear is only found in big
cities. Africa has experienced the high-
est urban growth during the last two
decades at 3.5% per year and this rate
of growth is expected to hold into 2050,
with up to 65% of“urban”population in
Sub-Saharan countries classified as slum
dwellers – the highest in the world.
How do we even begin to breach an
infrastructure gap of such continental
proportions? We may need to consider
our infrastructure challenges in terms of
areas of deficits and inefficiencies. It is
commonly accepted that Sub-Saharan
countries have infrastructure deficits in
the following areas:
• Road Connections (31 km of paved
road per km¬2of surface area
compared to 134 in other low-
income countries, LICs);
• Telephone Line Density (10 lines per
thousand population, compared to
78 in other LICs, the gap being much
less with mobile telephones at 55
versus 76);
• Power Generation Capacity (37 MW
per million population, compared to
326 in other LICs);
• Electricity Coverage (16 % of
population, compared to 41% in
other LICs);
• Improved Water (60 % of population,
compared to 72% in other LICs); and
• Improved Sanitation (34 % of
population, compared to 51% in
other LICs).
The World Bank in 2010 estimated
the total infrastructure needs of Sub-
Saharan countries to almost US$ 93
billion per annum, a third of which
accounting for operating and mainte-
nance costs, with power supply carrying
the biggest bowl at US$ 40.8 billion per
annum and water supply, sanitation
and transport combined tagging US$
40.1 billion per annum. Assuming the
published figures of US$ 48.1 billion per
annum for current infrastructure invest-
ment are true, we might need to deal
with an infrastructure gap of US$ 30.7
billion per annum.
The good news, however, is that infra-
structure expenditure in Sub-Saharan
Africa is expected to increase by 10 % a
year from US$ 70 billion last year to US$
180 billion by 2025, with South Africa
and Nigeria accounting for the bulk of
this expenditure [Business Report, Dec
3 2014].
Indeed, the PwC’s Capital Projects
Infrastructure in East Africa, Southern
Africa and West Africa Report confirms
that the global economic slowdown
since 2008 had not had a major impact
on South Africa’s infrastructure spend-
ing, with investment in infrastructure
growing relatively consistently from an
estimated US$ 7 billion in 2001 to US$
22 billion by 2012 – and it is expected
that power generation will be the key
priority for infrastructure investment,
followed by road and rail transporta-
tion (likely to grow to just short of US$ 9
billion by 2015) and sanitation services,
said the report. This must be music to
the ears of many engineers and other
projects consultants.
Nevertheless, engineers and project
consultants involved in the planning
and execution of infrastructure projects
in Sub-Saharan Africa (SSA) will have to
find ways and means of addressing a
number of inefficiencies, and the project
management fraternity may take note
of the following:
High Price of Infrastructure
Development
A fatal combination of inadequate local
expertise at national and regional level,
an extremely low density of (economi-
cally active) population in rural areas,
and poor economies of scale (e.g., 21
SSA countries fall below the minimum
efficiency scale of 200 MW electricity
generation) is making Africa pay US$
400 per capita for water supply infra-
structure compared to half elsewhere,
and pay US$ 0.30 per KWh for power
production compared to US$ 0.10 (a
mere third) elsewhere. African engineers
and project managers shall find innova-
tive designs and work methodologies
thattacklesuch diseconomies.
(a) High Burden of Infrastructure
Investment per GDP
According to the World Bank, SSA
required infrastructure spending
translates into some 12% of Africa’s
GDP. A closer examination, however,
will suggest that some SSA countries
are to devote up to 20 % or even 40
% of their GDP to infrastructure devel-
opment, operation and maintenance.
Project sponsors and managersshall
tightly manage issues such as expo-
sure to forex/inflation, construction
costs, and procurement inefficiencies
to control total capital costs – and se-
curing inexpensive capital from China,
India and Arab countries coulddefini-
tively help.

Infrastructure
(b) Over-budgeted Investment and/or
Poor Spending
Given the current poor records on capital
expenditure(e.g.,upto50%underspend),
and the notoriouspilferage of project
monies, any form of budgeting more
capital than necessaryshall be avoided
(e.g.,“excess expenditure”is currently esti-
mated at US$ 8 billion per annum).
(c) High Charges for Infrastructure
services:
The price of services provided is exces-
sively high by any standard. For instance,
power could cost up to 0.46 US$/KWh
as compared to 0.05 to 0.10 US$/KWh in
other developing regions; water could
cost up to 6.56 US$/m3 as compared to
0.03 to 0.06 US$/m3 in similar regions;
and Internet access varies from 6.7 to
148.0 US$/monthas compared to 50
in South Africa and 11 other develop-
ing regions. It is believed that reducing
the cost of financing and of construc-
tion, operation and maintenance of
the infrastructure by way of design will
significantly reduce such exorbitant in-
frastructure service charges.
(d) Poor Rate of service charge
Collection:
SSA countries suffer from inefficient
(often bloated) charge-collection ad-
ministration combined with ill-inspired
socialistic policies of free-package
schemesthatresultin“lessthan50%”col-
lection rates. This has often resulted in
utility companies lacking the financial
muscle to operate and maintain the
(already expensively-acquired) asset
base. Luckily, these are evils only policy-
makerscancorrect, not engineers and
projects managers, except reminding
them thatunaffordability of charges
due to overpriced designs and execu-
tion worsens this situation.
(e) Service Distribution Losses:
Unaccounted losses in most SSA coun-
tries are generally estimated at twice as
high as best practical – this is a thing de-
sign and maintenance engineers could
contribute to solving; broken pipes,
leaking reservoirs can be fixed … and
we are even lucky electricity does not
evaporate!
Fellowengineersandprojectmanagers
in Sub-Saharan countries, those many
wickedchallenges are standing in our
face – but we shall be glad that oppor-
tunities to address such are in our hands!
Pascal Mabelo

Advertorial
MDA is a B-BBEE certified company,
holding memberships with: SACPCMP,
ACPM; CESA; SAPOA, Green Building
Council and Western Cape Property
Development Forum
Professional Project Management
since 1979
Tel: +27 21 419 7733
Fax: +27 21 419 6716
Email: info@mdaprojects.co.za
Web: www.mdaprojects.co.za
Address: Mitchell Du Plessis Projects
(Pty) Ltd
3rd Floor, Marina Centre, West Quay
Road
Victoria and Alfred Waterfront, Cape
Town, South Africa
E
stablished in Cape Town
in 1979, Mitchell Du
Plessis and Associates
(MDA) has become one of the
leading project management
companies in South Africa.
Since our inception we’ve successfully
m a n a g e d m a n y i m p r e s s i v e
construction and development
projects in the Cape Town area and
beyond. We’re all about striving to
achieve a level of service that exceeds
our clientsyour expectations. This has
been an important part of our winning
philosophy from the beginning.
With more than three decades
of industry success we know that
comprehensive project integration is
key, enabling us to offer you a full range
of professional services, to meet your
unique project demands.
MDA offers a full range of integrated
services in:
• Project Management
• Procurement
• Cost Control
• Time and Information Management
MDA specialises in medium to
large construction projects. Our
experience reach extends to Africa,
the United Kingdom and the Far East,
having managed Local, National, and
International projects, with a total
current value in excess of R50 billion
Locally, MDA has managed some
of the most successful projects in the
Cape Town area, including (but not
liminited to) tThe Cape Grace Hotel;
Victoria Wharf, Two Oceans Aquarium;
Intaba Residential; CTICC, MyCiti/Cape
Town Integrated Rapid Transport (IRT)
1 A; Cape Town Stadium and Urban
Park;VAWaterfront Residential, Roads
and Built Services.
Mitchell Du Plessis and Associates,
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Our constant evolution and commit-
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Projects will continue to increase in
size and complexity, increasing the
need for niche specialisation. With
this in mind the need for meticulous
coordination, management expertise
and stringent control will be-come ever
more crucial.
We embrace the challenges of an ever
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technological advance-ments and
the latest government statutes and
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ahead. We will con-tinue to focus
on projects that benefit all future
generations.

Advertorial

Project Management
Project Management
And The Need
For Collegiality

Project Management
T
he demand for efficiency,
economy and more effective
outcomes drives the need
for continued learning, and the
fulfilment of that imperative is
a personal responsibility. The
practice of what is learnt, however,
is collegiate. In this regard we need
to recognise that we are fallible.
We should not act alone. Decisions,
especially in regard to non-routine
matters, should always be tempered
by the counsel and opinion of peers.
Collegiality connotes a respect for the
commitment of our peers to strive for
the standards of excellence aspired to
within the profession, as well as their
ability to achieve it. I do not suggest
necessarily the ability to ‘achieve’
those aspirations perfectly, as that
would imply stagnation of the profes-
sion and the possibility thus to‘master’
its precepts. I suggest only that we
should be cognizant of the learning
and skills of our peers and measure
ourselves accordingly. We are not the
only ones with perfect understanding.
The respect of which I speak, there-
fore, needs to be cultivated in order to
help members of the profession avoid
reliance entirely on their own ability,
as well as the inherent risks of self-
directed judgement.
The point of what I am saying was per-
tinently brought home to me in a recent
consultation with a lawyer. The matter
did not turn particularly on a point of
law, but it did require the experience of
legal judgment. After a few hours she
came back to me and advised that she
had given my question some thought,
and that she had raised the matter
with certain of her ‘learned’ colleagues
as well. She then gave me her opinion,
and the alternative opinion of her peers.
She was, no doubt, sensitive to the
possibility of a difference in view that
could be adopted on the same facts.
What struck me about her response
was that, whereas I had consulted her as
an individual professional, she had given
me the benefit of her advice and that of
other experts. Her conduct noticeably
confirmed her deference for their col-
lective experience and knowledge. I was
deeply impressed and, in my view, the
requirement for such behaviour should
exist no less in the profession of project
management.
Project Management as we know is
defined by the responsibilities of in-
tegration, that is the act of combining
resources (capital, human, systems and
technologies) within a temporary or-
ganization established for the purpose
of achieving a defined strategic objec-
tive. In consequence, decisions taken
over the lifecycle of a project require the
frequent need for advice on an array of
complex matters before we can exercise
our judgement. Ideally, the process by
which we reach decisions on complex
matters should be structured in a dis-
ciplined manner. I suggest doing so in
writing. A written synopsis of the key
facts makes it far easier to crystallize our
own thinking and thus to seek a reliable
second opinion. In this way, not only do
we‘learn’ourselves but we build also the
institutional knowledge of our organiza-
tion, and that of the profession.
I strongly advocate, therefore, the
need for the project management pro-
fession to nurture and develop an ethos
of collegiality amongst its members
- no less than, say, the professions of
law, medicine, psychology, architecture,
engineering, or spiritual ministry. In
these professions, the need for a second
opinion is often recommended by the
practitioners themselves.
I have always been so impressed that
legal reports on cases heard by several
Justices distinguish between ‘majority’
and ‘minority’ judgements. Neither is
regarded as necessarily wrong in the
light of the opinion given by the other.
The process merely makes room for al-
ternative interpretations of the law as it
applies to the same case. The practice
is intended to make room for critical
debate in literature and in subsequent
legal cases based on similar facts. We
too, therefore, should approach com-
plex problem solving in the same way,
and be ready to substantiate our deci-
sions in terms of the rationale used.
We should also be willing to concede
the merits of alternative opinion. In so
doing, we empower our clients by of-
fering further options. The practice of
doing so also serves to improve the
reputation of the profession by demon-
strating an analytical approach towards
the solving of complex issues.
The difficulty with project manage-
ment, however, is its philosophy of
managerialism - and its tendency to-
wardspromotingtheindependentaction
of practitioners.The discipline, therefore,
is generally practised within a hierarchi-
cal structure designed to promote agile
decision-making under conditions of
minimum constraint. Accountability, as a
result, tends to be limited only to matters
of ethics, governance and outcomes.
Project management over the last
few decades, however, has developed a
strong research base in order to satisfy
the increasing demands for balanced
analysis. The result has been a grow-
ing degree of specialisation within
the profession which is available only
through the coordination of knowledge
by means of interdependent behaviour.
Collegiality, therefore, can and should
be regarded a necessary prerequisite
for ensuring project success.
Peter Richards

Clean Mining
TheCreationofOpportunitiesin
theMiningSectorthroughour
ThreeMostCriticalResources:
Water,EnergyandLand
S
outh Africa is known for
its abundance of mineral
resources, and is estimated
to have the world’s fifth-largest
mining sector in terms of gross
domestic product. Mining has
provided wealth and employment
to South Africans for more than
100 years, which has led to
great economic and industrial
development. However, the
development of the mining
sector has also come at a price as
mines are often energy intensive,
producing high levels of carbon
emissions which contribute to
climate change. Furthermore
mining activities are largely
dependent on water and can
impact water resources either
through direct consumption or
indirect downstream distribution.
Apart from water impacts, the
development of the mining sector
has also had significant impacts
on the environment through
extensive land degradation.
When considering “cleaner”
mining, it is crucial to note
the interdependencies that
exist between renewable and
efficient energy, water use and
land rehabilitation. Progressive
mining companies in South Africa
are starting to adopt a holistic
vision for existing and new
mines which incorporates the
integrated long term planning
of energy, water and land.
Energy efficiency and renewable
energy
Energy constraints have negatively af-
fected mining production since the mid
2000s, when electricity demand started
exceeding supply. South Africa’s nation-
al utility company, Eskom, has struggled
with electricity shortfalls since 2008
which forced them to implement rolling
blackouts. This has cost the economy
billions of Rands and has slowed eco-
nomic growth. Mining companies have
been particularly affected by these elec-
tricity shortages, especially when asked
to curtail their demand when the grid is
severely constrained.
In 2004, Eskom, responding to
the energy challenges facing South
Africa, introduced its Demand Side
Management (DSM) programme. The
DSM programme was implemented to
ensure short-term security of electricity
supply through coordinating and con-
solidating the various initiatives aimed
at optimising energy use and balanc-
ing electricity supply and demand. The
mining sector, in particular, has imple-
mented hundreds of DSM initiatives
over the last 10 years, benefitting from
lower electricity bills and a reduced
carbon footprint. These DSM initiatives
were predominantly low-cost energy
efficiency projects that were always ef-
fectiveinmeetingtheminingcompany’s
short-term objectives. The initiatives
were aimed at major energy-consum-
ing equipment – pumps, compressed
air lines, refrigeration plants and ven-
tilation systems – and were generally
inexpensive reduction measures with
reasonable payback times. However,
these mining companies now realise
that this is not enough, and are starting
to take a long term view on the impact
of energy and carbon on their business.
Harmony Gold Mining Company
Limited (“Harmony”) is reconstructing
its asset portfolio to minimise the im-
pact of carbon constraints and energy
costs on its business. Over the last four
years, Harmony has sold off and closed
itsdeeperlevel,energy-intensivemining
assets in theWitwatersrand Basin, whilst
at the same time investing in new, open-
cast, and shallower underground assets.
Gold Fields Limited (“Gold Fields”), on
the other hand, has set a target that all
of their new mining projects must at
least have 20% of their energy sourced
from alternative sources of energy, like
solar, biomass, and wind.
Land rehabilitation
Prior to the enactment of the 1991
Minerals Act, mining companies either
took a reactive approach to land reha-
bilitation and complied with minimum
requirements, or only superficially reha-
bilitated mining affected land post mine
closure. This has left South Africa with
a huge economic and environmental

Clean Mining
burden, not to mention the long term
residual risks to communities residing
in the vicinity of un-rehabilitated min-
ing areas.
Enormous progress has been made
with regards to mining land rehabilita-
tion since the early 1990s. Firstly, with
the enactment of the 1991 Minerals Act
– an Act which enforces environmental
protection and the rehabilitation of
land that has been affected by mining
or prospecting activities. Other leg-
islation such as the 1998 National
Environmental Management Act, the
1998 National Water Act, the 1965
Atmospheric Pollution Prevention Act,
and the 2002 Mineral and Petroleum
ResourceDevelopmentAct(MPRDA)has
provided further controlling measures.
Now, the South African government
adopts the ‘polluter pays’ principle,
where mining companies need to pay
to remediate the damage they cause.
Concurrent mine rehabilitation is also
considered throughout the entire life of
mine – from the start of prospecting to
mine closure.
Whilst this legislation has come at
great benefit – through the protec-
tion of groundwater and ecosystems

Clean Mining
–– it also has imposed stringent re-
quirements for post-mining land usage.
Land that has been subject to mining
activities can often not be used in the
short term for one of its most important
functions – agriculture. Mining affected
land is known to have low soil fertility,
and is often contaminated. This means
that mining companies are typically
restricted to rehabilitating their land
to grasslands or vegetated landscapes
with little beneficial use. Interesting
though, a changing climate is becoming
one of the factors that is causing min-
ing companies to think differently about
post-mining land use.
Mining land – which is land that is
generally seen as having zero economic
value – is now being considered as an
asset that can (1) act as a carbon sink and
(2) be transformed into a self-sustaining,
renewable energy generation system
with commercial value. In 2013, Kumba
Iron Ore Limited (“Kumba”) established
a two hectare bamboo plantation to se-
quester around 1,300 tonnes of carbon
dioxide per annum. In the next year,
Harmony will begin planting Giant King
Grass – a plant known for its high car-
bon sequestration potential. The added
benefit of these sequestration projects
is that they can also be registered for
carbon credits, which can potentially
be used as offsets against South Africa’s
proposed carbon tax. Harmony is also
planting energy crops on mine impact-
ed land. Once harvested, these crops will
be converted into a renewable energy in
the form of biogas through an anaerobic
digestion process. This biogas will be
used to replace fossil fuels in Harmony’s
metallurgical plants. The implementa-
tion of the first phase of this bio-energy
project will have a capacity to replace
71,000 GJ of fossil fuel at Harmony’s 1
metallurgical plant. The success of the
first phase will trigger a larger 185,000
GJ energy generation plant.
Water
The management of water-related risks
and opportunities is generally seen as a
high priority for most mining companies
in South Africa. These companies use
significant amounts of water in their op-
erations, and the growth of their assets
is dependent on access to this critical
resource. Furthermore, these operations
are generally located in water stressed
areas.
Some mining companies are taking
a novel approach to ensure their sus-
tainability in water-constrained future.
Kumba, for example, experiences large
amounts of water ingress into its mining
pits.This water is not needed for its own
processes, and therefore allows bulk
water suppliers to withdraw the water
from their mines for use in surround-
ing communities and municipalities.
Kumba also uses the Water Efficiency
andTargetTool (WETT) to forecast water
consumption based on a business as
usual production profile up to 2020,
in order to better manage its demand.
Gold Fields has begun a pilot program
involving ultrafiltration and reverse os-
mosis, thereby reducing overall mine
water demand. The company is also
investigating a process to reduce water
discharge from its operations.
It is important to note that these com-
panies are not also looking at water
as a resource in isolation. Both Gold
Fields and Kumba understand the link
between water and land. An improve-
ment in the carbon sequestration of
mining land improves the biodiver-
sity of the land which, in turn, improves
water quality and helps ecosystems to
withstand pressures from pollution. A
resilient ecosystem will help society to
adapt to a changing climate.
As energy costs continue to rise, and as
carbon and water become constrained,
the companies that take a holistic view
in tackling these issues are the often
the ones that will ensure their long
term sustainability in the years to come.
Mining companies need to understand
and build awareness around the con-
vergence of land, energy and water
resources, and its implications for mine
development and planning.
Katie Ross
Katie Ross is a chemical engineer and senior advisor
at Promethium Carbon.
Promethium Carbon is a specialist carbon and cli-
mate change advisory company in Johannesburg.
With a vision to making a difference in climate
change in Africa, Promethium Carbon focuses on
technical advice and sustainable strategies.

The Chartered Institute of Building – becoming a member
Our membership represents
the diversity of roles within the
construction industry and promotes
the delivery of high work standards
and values.
Why become a member?
CIOB members are construction
professionals with a common
commitment to achieving and
maintaining the highest possible
standards.
CIOB members are drawn from a wide
range of professional disciplines working
within building, project management and
construction supply chains.
The membership includes clients,
consultants and contractors, as well
as specialists in regulation, research
and education. This provides a pool of
specialist knowledge to inform the way in
which the industry develops.
Chartered Member status, and the
designations MCIOB and FCIOB,
are recognised and respected
internationally as the mark of true
construction professionalism.
Through its international membership,
the CIOB is making a hugely
inuential contribution to one of the
world’s most important industries.
Holders of the CIOB qualication are
recognised throughout the industry as
knowledgeable and competent in their
eld, with a personal commitment to
continual professional development.
You’re serious about your career
Corporate membership demonstrates
to employers and clients alike,
your professional status and
personal commitment to continuous
development.
You have international ambitions
The CIOB qualication is well
recognised and respected throughout
the international construction industry.
Coupled with an international branch
structure and afliation with other
national institutes, CIOB members are
seldom at a loss for contacts wherever
they are in the world.
You want to develop your skills
and expertise
The range of CIOB membership
opportunities ensures you get the
progression route that’s right for you.
By building an individual programme
you can achieve the ultimate goal of
corporate membership.
The industry needs talented
professionals
An inclusive approach to recognising
and qualifying members from different
backgrounds offers signicant career
development opportunities for anyone
working in the built environment.
For details of membership of the CIOB please contact:
CIOB Africa www.ciob.org Tel +27 (0) 11 510-0438
Email alottering@ciob.co.za or lbotha@ciob.co.za

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