Construction World August 2019

COVERING THE WORLD OF CONSTRUCTION

AUGUST 2019

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CONTENTS

05 Low business confidence persists The RMB/BER Business Confidence Index is at a low last seen in 2009. 08 Continuing carbon emission reduction focus AfriSam has been working hard to minimise its impact on the environment. 10 Founder returns to steer in slump Nico Maas has returned to Gauteng Piling to see the company though rough seas. 12 Largest Green EDGE registration Balwin Properties has announced the world’s largest Green EDGE registration.

24 Retail boost for PE’s Boardwalk Precinct The Flanagan & Gerard Group has announced a major addition to the Boardwalk Casino.

25 Pulling out all the stops in Mozambique Franki Africa kept a major project on track despite a late start.

30 World-class lab providing solution CHRYSO Southern Africa upgraded its Jet Park laboratory to improve capacity. 32 Reliable refurbishment systems for Komati River Bridge Rehabilitation work on the important Komati River Bridge. 34 October completion for 144 Oxford Growthpoint Properties’ new development in Rosebank will be completed on time.

19 Four major wins Three of Paragon Group’s projects received four SAPOA awards.

22 Fast-track repurposing project completed Concor Building has completed a fast-track project for the BMW Group.

36 Building solid foundation FAW Trucks has contributed to Die Sement Depot’s success.

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Equipment

As the exclusive distributor of Volvo Construction Equipment in Southern Africa, Babcock is building on Volvo’s legendary technology and reputation of offering customers lower equipment lifecycle costs while maintaining the highest standards and quality. Part of the Volvo CE line-up available in this region is the Volvo Gz-Series wheel loaders which have already been favourably received by the Southern African construction equipment market, standing out as reliable, cost-effective machines that maintain the Volvo brand’s hallmarks of superior quality and innovation. Read the story on page 16 and 17

Products & Services

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COMMENT

In his 2019 State of the Nation address, President Cyril Ramaphosa committed R100-billion to seed an Infrastructure Fund in an attempt to arrest the demise of the construction industry, which he recognised as having been ‘in the doldrums’ for quite some time. This comes after a long and steady decline that is now threatening the very existence of the local construction industry as we know it.

Master Builders South Africa will be hosting what is called the ‘September Congress’ – a gathering involving construction professionals, contractors, community business forums, the police and various government departments to develop a plan to deal with the severe challenges the sector is facing. The event will be addressed by Ramaphosa, indicative of how seriously the problems in the construction industry are now taken. The event has become necessary after the collapse of various companies (Group Five being the biggest casualty). In the first quarter of 2019 the industry shed some 142 000 jobs, the single biggest job loss figure in the South African industry. Roy Mnisi, the Executive Director of the Master Builders South Africa says that although he commends Ramaphosa

for the current efforts of engaging with the construction industry through the Department of Public Works and Treasury, progress in resolving matters have been “remarkably” slow. Late and non-payment of contractors, illegal work-stoppages on construction sites and the closing down of companies are still happening. This has led to continued and alarming job losses. For him the only way to rescue and revive the industry is through “continuous, genuine and pragmatic public-private dialogue”. That is also the theme of the event – ‘Building a sustainable, innovative and transformed construction industry’. How the value of the R100-billion impetus for infrastructure will be unlocked is something the congress will address – clear and firm industry resolutions have to be made for the Fund to be operationalised

immediately. A lot depends on this Fund – an entire industry’s future.

Wilhem du Plessis Editor

B E S T P R O J E C T S

2019 There is one month left to get your entries for the annual Best Projects Awards ready. Entries close on 6 September. Turn to page 14 for an overview of the categories and the requirements for entries. Entry is free. Enter today and be recognised by your peers.

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MARKETPLACE

SOLID RESULTS PPC recently announced its financial results for the 12 months ended 31 March 2019. Johan Claassen, PPC CEO commented: “We have produced a solid set of results, despite a number of once-off impacts and having to navigate through challenging trading conditions across markets. The successful implementation of the FOH – FOUR strategic priorities realised significant cost savings and these actions position the group well for the future.”

initiatives. Cumulatively, we have achieved R60/tonne in savings since October 2017. We will continue to drive operational cost efficiencies in order to achieve targeted savings,” added Claassen. The Materials business comprising of the Aggregates and ready-mix, and Lime divisions, delivered revenue growth of 7% and contributed R140-million to group EBITDA. This business forms an integral part of the cement route to market strategy. “Our rest of Africa operations delivered a pleasing performance having grown volumes by 10%; increased revenues by 2% to R2,8-billion; and achieved 10% growth in EBITDA to R810-million. Volumes were supported by the ramp up of DRC and a positive contribution from Rwanda post the debottlenecking in the first half of the financial year,” remarked Claassen. Despite the successful implementation of the route to market strategy, PPC Zimbabwe experienced a weaker cement market, clinker shortages, and a depreciation in the functional currency in the second half of the financial year which resulted in a contraction of revenue to R1,4-billion and a decline in volumes of 5%. EBITDA accordingly reduced to R461-million. “PPC Zimbabwe is operationally self-sufficient and is driving local procurement and exports to reduce forex requirements. Debt obligations continue to be serviced using in-country cash resources, while management has implemented contingency measures to mitigate the impact of the liquidity challenges,” added Claassen. In Rwanda, CIMERWA achieved revenue growth of 10% to R885-million on the back of a 5% increase in volumes. Revenues were additionally supported by higher realised cement prices in US dollar. EBITDA however declined to R246-million owing to the planned shutdown for debottlenecking and clinker imports during the shutdown period, which amounted to a non-recurring EBITDA impact of around R100-million. In DRC, PPC Barnet’s production ramp up bolstered revenue to R494-million from R144-million. Entrenchment of route to market initiatives supported the business to achieve market share of between 25% to 30%, and EBITDA of R108-million, boosted by stringent cost control. Habesha in Ethiopia, although still in ramp up phase, achieved volumes of more than 500 000 tonnes. An action plan is being implemented to resolve the operational challenges including sub- optimal plant performance and pricing which resulted in an equity accounted loss of R67-million. “We are committed to achieving sustainable price increases, optimising operational efficiencies, and reducing financial leverage to counter the challenging operating environment in South Africa, which is expected to continue. We’ll also continue to focus on achieving our R70/tonne profitability initiatives, assess opportunities to refine our network and optimise our support structure. “Our Rest of Africa operations are well-positioned to take advantage of growth supported by stable political environments. PPC Zimbabwe continues to focus on cash preservation, self- sufficiency and optimising operations while CIMERWA is expected to capitalise on expanded production capacity and output. We’ll continue to ramp up our DRC operation with a focus on maximising EBITDA,” concluded Claassen. 

Johan Claassen, PPC CEO.

G roup revenue rose by 1% to R10,4-billion with total cement volumes having increased 1% to 5,9-million tonnes. Higher cost of sales in DRC, southern Africa cement, and the materials division resulted in a 6% increase in the group’s cost of sales to R8,4-billion. Group overhead costs were significantly reduced by 19% or R260-million, benefitting from head office restructuring and the R70/tonne cost savings initiatives in Southern Africa. Group EBITDA ended the period up 4% at R1,9-billion. Net movement in cash and cash equivalents saw an inflow of R126-million compared with an outflow of R59-million in FY18; aided by improved working capital management which resulted in the release of R63-million, and a R151-million reduction in cash taxation paid. Impacted by rand weakness, the Gross debt increased 6% to R5-billion. Finance costs rose marginally by 1% to R681-million as lower finance charges in South Africa were offset by higher finance costs in rest of Africa. Tryphosa Ramano, PPC CFO commented: “Positive free cashflow was used to repay debt obligations, which remained within targeted levels. Our liquidity position was well managed with a smoother debt maturity profile.” The Southern African cement division, which includes Botswana, contributed slightly less revenue of R5,4-billion. Volumes declined by 2% to 3% with both the consumer and the construction industry customer segments experiencing market pressure. This was compounded by increased competition from imports which rose 84% for the 2018 calendar year, and higher levels of blended product production. Average selling price increases of 1% to 2% were realised during the period. Cost of sales however rose by 6%, driven primarily by a 10% increase in distribution costs on a per tonne basis. This was as a result of a 30% increase in fuel prices for the period under review. All other production costs were well controlled within the 5% to 7% range. The commissioning of SK9 and unplanned Dwaalboom shutdown had a once-off negative impact of R78-million on EBITDA which ended the period down at R957-million. “We have made good progress in terms of the R70/tonne saving

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LOW BUSINESS CONFIDENCE PERSISTS

The RMB/BER Business Confidence Index (BCI) flatlined at a worryingly low 28 in the second quarter. More than seven out of 10 respondents remained unsatisfied with current business conditions. The last time sentiment was this gloomy was two years ago, and before that, during the global financial-crisis-induced 2009 recession. T he BCI reflects the results of a survey of 1 800 businesspeople. The bulk of the responses were submitted between 15 May and 3 June.

Sentiment improved in the building, retail and wholesale trade. Yet, improvements on balance were marginal and fully offset by a renewed sharp drop in the confidence of new vehicle dealers while the confidence of manufacturers slid even further. • Building sentiment improved by seven index points to a still low 30 – a level that remains consistent with an absolute scarcity of new work. • Retail confidence rose by a modest four points from 24 to 28 in the second quarter. Sales volumes remained weak across the spectrum of retailers. • Wholesale confidence rose by two points, but at 42, it is still markedly lower than the 56 of just a year ago • Offsetting these increases was a further three-point drop to 22 in the BCI of manufacturers, while motor trade confidence reversed almost all the first quarter gains by falling back to 17. A standout from the second quarter BER survey results was the ongoing worsening in business activity from an already depressed level. Domestic sales volumes deteriorated in each of the five sectors, with the drop-off particularly noticeable in the case of manufacturers, retailers and new vehicle dealers. Striking too is the difficulty many respondents continue to have in passing higher costs on to consumers – a not entirely surprising outcome given the persistent weakness in domestic expenditure. Insufficient demand, for example, hampered as much as 76% of building contractors and 70% of manufacturers’ current activities. A small rebound in manufacturing exports from quite weak first quarter levels was a rare positive in an otherwise clearly downbeat second quarter business confidence release. Bottom line The latest RMB/BER survey results have dampened hopes of a strong bounce-back following the first quarter’s contraction in GDP. Besides stubbornly low confidence and business activity deteriorating in all five sectors, output of the large business services sector also weakened noticeably* – something that could well counter much of the likely impact from a short-term resurgence in agriculture and mining output. The risk of another technical recession in the first half of 2019 therefore remains real. [*The BER has been conducting an ‘other’ services sector survey for several years. Although the detailed results will only be made public after they have been validated, the preliminary results for the second quarter were not encouraging.] Since taking over the reins, President Ramaphosa has launched several initiatives to help reverse South Africa’s decline. Yet, as encouraging (and necessary) as these have been, such measures to first expose past corruption, and then to deal with rebuilding institutions, will only bear fruit in the longer term. Equally, initiatives emanating from last year’s investment and job summits will take time to deliver the desired outcomes of increased private sector fixed investment and employment creation. But, more than this is

necessary to get the country out of its current low-growth bind. Indeed, forceful, and in some instances, unpopular structural reforms (communicated through one voice) must also form part of the mix. Moreover, to secure buy-in and spread reform adjustment costs fairly, trade-offs will have to be negotiated between the government and organised labour on the one hand, and business and civil society on the other. This will demand adept political leadership, something Ramaphosa demonstrated in the run-up to the 1994 political settlement. “South Africa will not be able to shift to a lasting higher growth and prosperity path without more short-term pain”, said Ettienne le Roux, chief economist at RMB. This time around, the country cannot rely on the global economy to counterbalance such internal adjustment costs as global growth itself is now shifting to a lower gear. 

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MARKETPLACE

Ranked AMONG TOP

Employer branding firm Universum SA recently published the findings of its annual rankings survey to reveal the country’s ‘Most Attractive Employers 2019’. Global engineering and infrastructure advisory company Aurecon ranked sixth for professionals in the Engineering/ Technology category and in the Top 20 for students.

Dean Naidoo, Aurecon People Leader Africa.

D ean Naidoo, Aurecon People Leader Africa, comments: “Aurecon is honoured to rank among companies such as Google, Transnet, Sasol, Microsoft and BMW in this list. Many of our employees started at Aurecon as graduates and have gone on to form illustrious, fulfilling careers. Being ranked in Universum’s Most Attractive Employers 2019 list is testament to what can be achieved when you focus on maintaining a strong employee brand.” Close to 23 000 working professionals and over 45 000 students participated in the survey to share their views on the employers they resonate with, their career goals, and what they expect from a place of work. According to Universum, the tough economic, political and social landscape has had a major impact on both students and working professionals. The two target groups prioritise security and stability from employers, with the nearly 70 000 respondents asking themselves if their company has what it takes to survive the current tough economic conditions. “Aurecon is a global company and has a strong presence in Australia and New Zealand, the Middle East, Asia and Africa. It remains a leader in the consulting engineering space in Africa through its unconventional and innovative approaches. Our business is about achieving a differentiated service offering that aims to have a societal impact and make a difference to the end user,” says Naidoo. Attracting and retaining top talent The survey results also highlighted that there is a greater need for employers to engage with talent. Over half of young South African professionals surveyed reported that they were unhappy in their jobs and looking to change employers within the next 12 months. On average, employees change jobs in the first two years of employment leading to employers carrying the training and development costs to the benefit of other companies.

Naidoo says that Aurecon invests heavily in graduates and supports them throughout the important milestones in their careers. “Aurecon offers an Emerging Professionals Programme, which is a three-year development pathway for employees with four or less years of experience in their respective fields. The programme serves as a guideline about the kind of training that all graduates must undergo within the first three years of employment. This covers a range of training, including soft skills and other Aurecon internal training, which is aligned to the ECSA (Engineering Council of South Africa) requirements for professional registration,” he says. Millennials want to be supported in their development Other Universum survey results revealed that while Generation Z (people born between 1995–2010) are more focused on remuneration, millennials have a higher focus on leaders that will support their development. At Aurecon, all emerging professionals and graduates are allocated a mentor and provided with road to registration support. To help them broaden their experience, graduates participate in rotations within and across units and locations. In addition, there is an option to apply for financial assistance through its postgraduate bursary fund. “Being innovative, creative and entrepreneurial are key attributes of students who join Aurecon. They are encouraged to create innovative solutions to clients’ complex problems by applying innovation and digital technology such as BIM and blockchain. Young professionals have an opportunity to explore challenges and create unique solutions through unconventional thinking. We also have significant representation at CESA’s (Consulting Engineers of South Africa) Young Professionals Forum, which is supported by Aurecon’s People Team,” concludes Naidoo. 

A COMPONENT IN SA’S CONSTRUCTION INDUSTRY CRASH

The issue of delayed or non-payment of subcontractors by main contractors within the South African construction industry is occurring at a more frequent rate. As such, subcontractors are currently faced with the dilemma of either accepting work frommain contractors on onerous terms and risking late or non-payment or closing their doors, and subcontractors are finding that trading under these conditions is no longer viable.

W hilst unpacking some of the issues behind late or non-payment at a recent workshop held by the Master Builders’ Association Western Cape, regarding the challenges and risks that this is posing to subcontractors, it was noted that some main contractors are making changes to the standard contract agreements used. These included, amongst others, the 2018 6.2 JBCC Nominated/Selected Sub-Contract Agreement and the current Master Builders South Africa, (MBSA), Domestic Sub-Contract Agreement. These changes serve to unfairly shift the balance of contracting risk and adversely affect the subcontractors’ contractual rights. Subcontractors are

accepting this practice simply because they are desperate to ensure continuity of work for their employees. In warning the different participants who sign these altered agreements, Executive Director of the MBAWC, Allen Bodill, reminded those present at the workshop, that it is ultimately up to every main and subcontracting entity to carefully assess their own commercial and enterprise risks and weigh these against the possible rewards, when deciding whether accepting work in terms of these altered contract conditions is acceptable or not. A subcontractor at the workshop shared that one of the reasons

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why they accept such contracts is because they do not understand them. Too many subcontractors are going into business rescue because they are working at rock-bottom prices and accepting risks that they don’t understand. To address this, the MBAWC has offered to provide workshops to help subcontractors better understand their contractual obligations and rights, as enshrined in the standard contract documentation. The Contractual and Legal Committees at MBAWC and MBSA are also currently reviewing all current MBSA contract documentation and making appropriate changes, wherever necessary. In addition, workshops will be held to educate subcontractors on their contractual rights and the steps that they should take in the event of non-payment. “We will be drawing on our collective wisdom and inviting those who have practical experience with these matters to share their knowledge. It is this type of collaboration that can contribute to keeping our members in business during these tough economic times,” stated Bodill. A large main contractor, who was present at the event, shared that main contractors in 2019 are finding themselves in as risky a position, as their independent subcontractors. “All of us are dealing with massive business risks and we all try to transfer the risk onto each other – the client transfers risk to the main contractor,

who transfers this to subcontractors, who then try and pass this on to suppliers. This is causing divisiveness in our industry and it cannot continue.” It was suggested that a forum for main contractors and subcontractors be created, where they could not only hash out the issues that plague their relationship, but also redefine their contracting arrangements and unite against the status quo. MBAWC will be facilitating this forum in the near future. “Subcontractors and main contractors must collectively fight back on the altered contractual terms and conditions that are being forced upon them,” said Bodill. He added that if subcontractors and main contractors build better relationships of trust with each other, it can only be to their mutual advantage. Should contractual disputes arise, the MBAWC will continue to attempt to constructively intervene at the request of any of its members, with the aim of conciliating the matter to the mutual benefit and satisfaction of both main and subcontracting parties. “We all need to work together, to uphold the rights that are enshrined in the standard contractual documentation, in order to save both main contractors as well as subcontractors from the adversarial and costly consequences, that all-too-frequently result from such trading arrangements,” concluded Bodill. 

HP: H WIRTGEN

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MARKETPLACE

CONTINUING CARBON EMISSION REDUCTION FOCUS

AfriSam's Dudfield Cement operation in Lichtenburg, North West Province.

It is not business as usual for AfriSam, which has been working hard towards reducing its impact on the environment for many years. Since 1990, this leading supplier of construction materials has reduced its C0 2 emissions by 35%. But this, according to Hannes Meyer, cementitious executive at AfriSam, is not where it ends.

S peaking at a presentation to media at its Dudfield cement plant near Lichtenburg in the North-West province, Meyer said AfriSam continues to cut the carbon footprint of its cement. Efforts focus on using less energy in the production of clinker, while making more use of extenders like fly-ash and slag. “We are probably South Africa’s leading company in our understanding and application of extenders in cement,” he said. He emphasised that this field holds great scope for creating more environmentally friendly cements, but required considerable technical expertise. With its many years of experience, AfriSam was applying that expertise in its ongoing cement innovation.

rail, as well as its own bagged cement. There are 65 years of proven limestone reserves on AfriSam Dudfield’s 3 608 ha mining licence. AfriSam invests constantly in energy saving strategies at its cement plants. Since 1990, it has achieved a cumulative reduction of 31% of cement-specific thermal consumption, measured in megajoules per tonne of cement. Meyer highlighted the potential of the new carbon tax – in force from 1 June 2019 – to incentivise energy-saving innovation. “The depressed state of the economy has dampened many of industry’s good ideas, and if carbon tax revenues could cover industry incentives, the resulting innovations would have a range of positive spin-offs. Apart from easing demand on Eskom’s grid, this would also contribute toward the country’s Paris Agreement obligations,” Meyer said. AfriSam’s commitment was clear to see, he said, being the country’s first cement manufacturer to equip all its kilns with bag filters. This brought emissions to below even the European standard of 30 mg/m 3 . 

Limestone mining at Dudfield began in 1949, with the first kiln established in 1965. Today, the plant produces over a million tons of clinker on its Kiln 3 plant to meet market demands. The plant has a cement production capacity of over 1,3 million tons. The plant also has the flexibility to supply bulk cement by both road and

Hannes Meyer, cementitious executive, AfriSam.

DIGITAL MATERIALS TRANSFER PLATFORM INCUBATED

DigiYard, conceptualised for an internal Arup ideas competition, will be a digital platform that looks to facilitate the flow of usable construction waste and surplus building material from construction sites to informal settlement upgrading projects. The platform aims to reduce construction waste in landfills whilst addressing the need for affordable, quality building materials in the informal housing sector.

A rup has made a commitment to help realise the United Nations’ Sustainable Development Goals (UN SDGs). The competition ‘Shaping [y]our better wold’ required participants to incorporate at least three of the SDG’s into an idea that could be taken to execution with the intent of making a positive impact in the built environment. DigiYard speaks to many of the SDG’s, particularly Sustainable Cities & Communities (11), Responsible Consumption & Production (12) and Climate Action (13). The engineering and construction industry is the world’s largest consumer of raw materials. Currently there is a break in the value chain with large quantities of usable materials going straight to landfill. Construction companies are also losing up to 30% of pre-tax profits in waste management and disposal costs. Many are looking for alternatives but claim there are no convenient mechanisms in place to change the business as usual approach of dumping at landfills. At the same time, there is a dire need for affordable, quality materials in informal settlements. Arup fire engineers recently experienced this first hand when working with local NGO’s to understand mitigation measures around the spread of shack fires. The prevalence of unsafe dwellings built in township areas is perpetuated by the lack of government housing rollout, access to quality material and education in building safe homes. DigiYard, created by Kausar Khan, Jaco Kemp and Carin de Beer of Arup, is currently in pilot phase. The objective of the pilot is to

learn, gather data and progress towards turning this idea into a sustainable platform with longevity in the sector. Arup have engaged external partners in construction industry operating both in the formal and informal sector to help execute this. Most recently, there has been a proof of concept between two such organisations confirming a model of willing seller/willing buyer. The long-term vision is for DigiYard to empower and enable people living in informal settlements to improve their living conditions by allowing access to a broad range of quality, cost effective building materials. Through the data gathered from the platform, construction companies will be able to have a detailed understanding of their material waste streams in order to minimise waste and increase efficiencies. The hope is that the platform will eventually operate as a progressive web or mobile application including features such as machine learning algorithms to enable the smart recognition of materials. This would allow quick measurements and descriptions of items to be uploaded to a cloud portal instantaneously, providing convenience to suppliers. Mobile payments and a transport option to providing door to door delivery will also be explored in future to provide convenience for end-users. “We are excited to bridge the gap between the supply and demand of these valuable resources. Technology could allow us to solve this problem in a way that is not only convenient but also sustainable and uplifting,” concludes co-creator Carin de Beer. 

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FOUNDER RETURNS TO STEER IN SLUMP Despite the slump in the building industry, Gauteng Piling is still experiencing strong demand for its services, says the company’s founder and MD, Nico Maas.

“T he company’s order book is, in fact, so promising that we are even fielding offers from potential buyers,” Maas, who established Gauteng Piling in 1996, states. He says Gauteng Piling has managed to keep afloat during one of the worst recessions the SA construction sector has experienced because of pre-emptive measures learnt at the school of experience. These include: • A return to owner-driven management. Maas, for decades a prominent and respected building industry leader and spokesperson, is now again personally leading the family- owned company; • The quest for joint ventures whenever possible. This policy has already been implemented and will be expanded in future; and • Tight control on spending through rig and plant refurbishment rather than spending on expensive new equipment. Gauteng Pilling some years ago already introduced a plant modernisation programme to maintain its reputation for fast response to piling commitments. Most of Gauteng Piling’s piling rigs are tyre-mounted allowing for quick establishment on site. “The refurbishment policy has proved most successful with our 15 rigs performing extremely well. Rebuilding is far less expensive than purchasing new units and this has enabled Gauteng Piling to remain competitive in this vastly competitive industry,” he added. The company certainly has some impressive high-profile projects testifying to its expertise. For example, the provision of over 400 piles to provide the foundation for Southern Africa’s largest single- phase retail centre, Mall of Africa in near Midrand; expansion of the Fourways Mall; as well as additional and challenging extensions to the Market Theatre complex in Johannesburg count among more

about 1 700 contracts already handled by Gauteng Piling. Maas says piling is an operation that calls for experience and the ability to adapt to every-changing conditions. “Apart from coping with a major slump, increasingly stringent health and safety standards are now imposed by the government, contractors and designers. This involves certifying lifting equipment, providing maintenance and inspection records of auger rigs, and compliance with a myriad of other measures that just about prevent fly-by-night operators entering the industry,” Maas adds. Among the many current or recent projects awarded to Gauteng Piling, which no longer has Barrow Construction as a shareholder, are: • Piling indoors within the confines of the SAMCA Floor Tiles plant at Babelegi, Hammanskraal, to provide the foundations for a new ball mill; • A contract for a total of over 280 piles – some up to 20 m deep – for a new hotel and office development for Barrow Construction in Waterfall Office Park in Midrand; • Interlocking piles to prevent water ingress for ventilation shafts at the Glencore mine at Rustenburg – a contract with exceptional safety requirements; • Underpinning expansive concrete foundations at the Nkumbula Secondary School in Springs, a contract for the Gauteng Department of Education; • Providing 130 piling foundations for a new residence in Bassonia being built on a formidable slope by RRD Construction – an unusually challenging assignment calling for special equipment; and • Providing more than 60 piles for a new office block in Brooklyn, Pretoria. 

FUTURE YOUNG PROFESSIONALS MENTORED A candidacy mentoring programme run by integrated infrastructure delivery company AECOM is playing a vital role in ensuring newly-employed graduates attain professional registration. The programme, which includes monthly touchpoint and quarterly progress sessions, tracks performance and nurtures soft skills. C iting the discussions at these sessions as being “interesting and invaluable”, where the new employees are required to deliver

presentations, Candidate Quantity Surveyor (QS) Qabilah Abramjee comments that “AECOM is helping tremendously by ensuring that I obtain the right experience.” Her two mentors are AECOM PCC Commercial Sector Director Shevira Bissessor and Senior QS Stefan Cremer. This combination of people skills and technical excellence is shaping Abramjee into a fully-rounded professional. “They are both incredible mentors with unique strengths, and I aspire to be as good as them,” she comments. Apart from attending bimonthly training sessions, Abramjee has also completed a two-day NEC4 training workshop at AECOM’s Centurion head office. The experience of being part of a global corporate like AECOM

AECOM Candidate Quantity Surveyor, Qabilah Abramjee.

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affords opportunities to be involved in a diverse range of projects. “What this means is that we have input in projects of varying magnitude because our resources allow it. That is often not the case when being part of a start-up or a much smaller firm. The networking is outstanding, and the platforms available internally make it very easy to communicate with, contribute to, and gain expert assistance from people abroad,” Abramjee elaborates. The company’s global nature also means that diversity is a core element. “The idea of being part of a global network is very exciting, as it provides a window to work abroad. Lastly, it is very promising to a young person such as myself to know that we are in such good hands, being moulded into professionals by people who have overcome many challenges, and successfully completed many massive projects.” Having only joined AECOM in February this year, Abramjee highlights that her working experience has been fantastic. “The company culture was easy to adapt to, as it is quite welcoming and diverse. Senior managers are approachable, and willing to provide assistance and advice. In this short period, I have already experienced a site visit, a team-building exercise, a corporate social responsibility event, and a wellness event hosted by Discovery Health at AECOM’s Centurion office.” Abramjee is involved in all measurement and cost-related components throughout a project’s lifecycle, from inception to close-out. At this stage she prepares pricing for procurement documentation. “I also review tenders in order to report to the Project Managers, and advise them regarding the selection of tenderers. As I gain more experience, my duties will include involvement in financial feasibly studies, site visits, preparing valuations, and cost reporting, etc.” Another success story at AECOM has been Structural

Technologist Grace Makola, who received a bursary to complete her BTech Degree in Structural Engineering. “I design, model, and manage the structural engineering aspects of engineering projects.” Makola worked for legacy company BKS from 2008 to 2011. When AECOM came onto her radar in 2014, she joined the company in 2015. “It has been extremely positive for me in terms of career experience. I work with incredibly talented people who are willing and eager to share their skills and knowledge.” Makola is also part of the candidacy mentoring programme at AECOM. 

AECOM Structural Technologist, Grace Makola.

HP: ENGEN

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ENVIRONMENT & SUSTAINABILITY

JSE listed Balwin Properties, a developer that cares about environmentally responsible building practices and the delivery of high-quality apartments to its valued clients, recently announced a major achievement in its ongoing drive to fight climate change through the mainstreaming of green lifestyle developments. LARGEST GREEN EDGE REGISTRATION

While South Africa hopes to roll back its carbon emissions to mitigate climate change, there is a more urgent need: to adapt to the climate change impacts that are already taking place. Climate change’s ‘ADAPTING’ PHASE ’ A ccording to Ashleigh Maritz, senior environmental scientist at SRK Consulting, extreme weather events like heat waves, long dry spells and greater rainfall intensity are placing added burdens on government, business and communities alike. “The recent publication the National Climate Change Adaptation Strategy (NCCAS) by the Department of Environmental Affairs (DEA) comes not a moment too soon,” said Maritz. “Climate change trends are gaining momentum, and we need to adapt to the effects.” Climate zones are already shifting, according to the NCCAS, degrading ecosystems and landscapes and placing both terrestrial and marine systems under stress. Management of water resources is a particular concern. The country needs to get better at anticipating extreme events like droughts and floods, and addressing the risks they present. In pushing the adaptation agenda, the DEA is looking at throwing a wider net in terms of regulatory compliance, says Estie Retief, environmental scientist at SRK Consulting. “Climate change impact assessments are currently only required in the environmental impact assessments (EIAs) of coal-fired power stations,” said Retief. “In a recent presentation to a Gauteng branch event of the International Association of Impact Assessment South Africa (IAIASA), officials said they anticipated a broader application of this provision in the near future.” “B alwin Properties has always been differentiated by its innovative approach to environmental management while creating quality lifestyle developments for its clients. We were the first to offer energy efficient appliances as part of the purchase price of an apartment and today we are exceptionally proud to announce the world’s largest green EDGE registration in partnership with the IFC,” said Steve Brookes, founder and CEO of Balwin Properties.

“Using the EDGE software we now have a cost-effective planning tool that helps us to build green based on occupant behaviour, building type and the local climate. Importantly, EDGE registration provides our environmentally conscious buyers and tenants with the assurance that they are minimising their own environmental footprint whilst saving on utility costs over the long-term.” As an initial phase, Balwin Properties has registered over

Ashleigh Maritz, senior environmental scientist at SRK Consulting (left) and Estie Retief, environmental scientist at SRK Consulting.

She noted that industries like cement, petrochemical, sugar cane, paper and forestry may be in the department’s sights, as the leading carbon emitters. While these sectors may soon feel the pinch, climate change in fact has its greatest impact on the poor. “Factors like high unemployment generally translate into low resilience in times of crisis,” says Retief. “The NCCAS therefore also encourages social transformation – looking to strengthen the social fabric and build a more climate-resilient society.” As infrastructure planners and developers generate solutions to the climate change challenge, it is hoped that they will find support among the range of international funders that now recognise climate change adaptation as an important focus. In SRK’s formal response to the NCCAS, after the DEA’s call for public comment, the company proposed that the strategy take a stronger stance in support of ongoing mitigation efforts. While climate change adaptation is clearly the necessary focus of the strategy, SRK urged that regulators and players should not take the foot off the mitigation pedal. “Where the strategy ‘encourages’ that more be done in mitigating our carbon footprint as a nation, we would suggest that a much firmer commitment is required,” said Maritz. “Vulnerability to climate change impacts can be decreased through effectively implementing mitigation measures first; the better the mitigation, the less the adaptation required.” 

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Balwin Properties portfolio, to create an EDGE compliant standard specification and to support the EDGE registration process. Chilufya Lombe, director at Solid Green added “It is encouraging to see such a large developer taking on the challenge of addressing climate change and we commend Balwin Properties for its leadership in this sector. Sustainability making business sense is an important part of meeting the challenge. The stereotype of green buildings not being financially viable is being proven wrong, and the economy of scale of a standardised approach for a portfolio of this size is significant.” “As a large and active residential developer, it is encouraging to see Balwin Properties realise the short- and long- term gains of designing, building and operating green buildings,” commented Dorah Modise, GBCSA CEO. “To do so during an economic downturn, when many developers are holding back on upfront costs, shows they have realised the benefits of making better design work harder to increase operational savings, market appeal and accelerate property values.” 

16 000 units across seven of its built-to-sell and three of its rental developments rated by the Green Building Council South Africa (GBCSA) as EDGE certified. This is more homes than any property developer in the world to date. An innovation of the IFC, a member of the World Bank Group, EDGE was created to respond to the need for a measurable solution to prove the financial case for building green, and to help jumpstart the proliferation of green buildings. The EDGE standard is set at a minimum of 20% reduction across energy consumption, water usage and embodied energy in materials. Solid Green Consulting was appointed to consolidate performance specifications for construction practices across

HP: DANA INVEST

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CALL FOR ENTRIES

P R O J E C T S

2019

Construction World’s Best Projects showcases excellence in the South African building, civil engineering, supply and project management sectors. In its 17 th year, the aim of Construction World’s Best Projects is to recognise projects across the entire construction industry: from civil and building projects to professional services to specialist suppliers and contractors. There are SEVEN categories in which to enter. Projects may be entered in several categories, provided they meet the prerequisites for entering each one, and meet the criteria. This competition is by submission only – it is judged solely by what you submit – so it is essential to take careful note of the entry requirements.

How to submit entries • Each entry must to accompanied by the c ompleted entry form , available from www.constructionworldmagazine. co.za or by requesting it from constr@crown.co.za. • The maximum length for submissions is 2 000 words. • Each submission must clearly state which category is entered. • IMPORTANT It is to the entrant’s own advantage to address ALL THE CRITERIA as set out in the category being entered. If the criterion falls outside the scope of the contract, please state this. It is advantageous to use the criterion as subheader and then to address this directly. • The written submission must be accompanied by up to six high resolution photographs with applicable captions. • The photographs and copy must be submitted separately. The photographs must be .jpgs and the copy in Word (not PDF format). • The submission must also contain a summary of important project information such as the client, main contract etc. – i.e. the professional team involved in the project. • Electronic submissions only . Judging A panel of independent judges from the construction industry has been appointed. These judges represent ECSA, SAICE, MBA and CIOB. They are Trueman Goba, chairman of Hatch Africa and former ECSA and SAICE president; Nico Maas, chairman of Gauteng Piling and former president of the Master Builders Association; and Rob Newberry, managing director of Newberry Development and founding president of the Chartered Institute of Building Africa. Each criterion set out for the various categories, will be scored out of 10 – with 10 being the highest score and one being the lowest. It is therefore VERY IMPORTANT that the entry address the criteria for the particular category it is entering. If a criterion is not answered, it will be awarded a medium of five points. In each category a ‘Winner’ is announced as well as a ‘Highly Commended Award’. A ‘Special Mention Award’ may be given.

Special issue The December issue of Construction World is dedicated to the various winners and entries and is an overview of activity in the entire built industry during the past year. Contact Erna Oosthuizen, the advertising manager, if you wish to advertise in this issue. Advertising here will associate your brand with excellence.

The businessmagazine for the construction industry Construction WORLD DECEMBER2017 PUBLICATIONS CR O WN

Construction DECEMBER2018 PUBLICATIONS CR O WN COVERINGTHEWORLDOFCONSTRUCTION

Some of our December special issues.

WORLD

SPECIAL ISSUE Best Projects

Construction WORLD

SPECIAL ISSUE

CEMENTING FUTUREGROWTH in the CONSTRUCTION industry

Prerequisites for entry All the categories have the same prerequisites (unless otherwise stated). These are: • Only South African civil and building projects that are executed by locally based companies. • Projects are eligible during the execution of the project and up to 18 months thereafter (within reason). • Projects must be at least 50% complete at the time of entry.

Awards evening The awards ceremony will be held on Wednesday, 6 November (in Johannesburg). Entry form available on www.constructionworldmagazine.co.za or by requesting it from constr@crown.co.za

Contact For more information contact the editor, Wilhelm du Plessis, on 011 622 4770 or constr@crown.co.za

2018's Best Projects.

Entry Deadline Friday, 6 September at 17:00

Consulting Engineers 5 category Please address the following criteria: • Construction innovation technology • Corporate Social Investment • Design innovation • Environmental Impact Consideration • Health & Safety • Quantifiable time, cost and quality • Risk management • Motivation facts about the project 6 category Architects Please address the following criteria: • Construction innovation technology • Corporate Social Investment • Design innovation • Environmental Impact Consideration • Health & Safety • Quantifiable time, cost and quality • Risk management • Motivation facts about the project

1 category

Please address the following criteria: • Construction innovation technology • Corporate Social Investment • Design innovation • Environmental Impact Consideration • Health & Safety • Quantifiable time, cost and quality • Risk management • Motivation facts about the project Civil Engineering Contractors 2 category Building Contractors Please address the following criteria: • Construction innovation technology • Corporate Social Investment • Design innovation • Environmental Impact Consideration • Health & Safety • Quantifiable time, cost and quality • Risk management • Motivation facts about the project 3 category Civil Engineering and Building Contractors (outside South Africa) Please address the following criteria: • Construction innovation technology • Corporate Social Investment • Design innovation • Environmental Impact Consideration • Health & Safety • Quantifiable time, cost and quality • Risk management • Motivation facts about the project • In addition to the common prerequisites, projects outside South Africa must be executed by a South African contractor. 4 category Specialist Contractors or Suppliers Please address the following criteria: • Construction innovation technology • Corporate Social Investment • Design innovation • Environmental Impact Consideration • Health & Safety • Quantifiable time, cost and quality • Risk management • Motivation facts about the project

Construction WORLD

The AfriSam Innovation Award for Sustainable Construction 7 category Please address the following criteria: • Construction innovation technology • Corporate Social Investment • Design innovation • Environmental Impact Consideration • Health & Safety • Quantifiable time, cost and quality • Risk management • Motivation facts about the project

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