Construction World September 2021

Construction SEPTEMBER 2021 P U B L I C A T I O N S CROWN COVERING THE WORLD OF CONSTRUCTION

WORLD

THE DANGERS OF NOT HAVING FUNCTIONAL ROADS

ARTISANTRY: AN ELITE PROFESSION BOTSWANA’S FIRST GREEN STAR RATED BUILDING PROXIMITY DETECTION SYSTEMS FOR THE CONSTRUCTION INDUSTRY

CONTENTS

FEATURES

04

04 WSP and Golder integration a pivotal moment for ESG in Africa Why WSP’s acquisition of Golder is such good news for the continent. 14 Botwana gets its first Green Star rated building The Motswere building in Gaborone was awarded a 5-Star Green Star rating. 22 Three major bridges in LHWP Phase II Zutari’s contract for the design and site supervision of three major bridges. 24 SANRAL awards R61 upgrade project The road between Baziya and Mthatha Airport is being upgraded. 25 SMEC South Africa awarded Huguenot tunnel projec t SMEC will provide consulting services to this upgrade project. 29 Recycling and retrofitting of concrete could provide enormous cost-savings More emphasis is needed for recycling and retrofitting of concrete. 34 Reliable. Repeatable. Reputable. Proximity Detection Systems should be used in construction. 38 Integrated plant for German medical device and pharmaceutical company Paragon Architects designed this large project in Longmeadow Boulevard. 40 First phase of luxury development is complete Ellipse Waterfall, designed by dhk Architects, is complete. REGULARS 04 MARKETPLACE 14 ENVIRONMENT & SUSTAINABILITY 16 PROPERTY 20 ROADS & BRIDGES 29 READYMIX

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The recent unrest which placed chokeholds on the N2, N3 and major roads around Durban, and destabilised supply chains in KwaZulu-Natal and Gauteng are new reminders of the crucial role played by road networks in the transportation of goods across Southern Africa. Without the vital road arteries to move food and other basic supplies seamlessly South Africa could face a socio-economic ‘heart attack’. Turn to page 20 ON THE COVER

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COMMENT

S enyolo says that before any solution can be found, the complex South African problem first has to be understood. “Saying that no one would want to invest in South Africa due to socio-economic instability isn’t likely to inspire those in need of help to make different choices,” says Senyolo. “We should rather have conversations about howwe are going to get people to understand how infrastructure and property developments, coming from outside their community, benefit them.” The message is clear: social responsibility should determine how property development is approached. For instance, for social responsibility to be sustainable, the property sector will have to go far beyond skills development. Larry Feinberg, the Executive Director of the ASAQS, believes that such a change in focus to increase the property sector’s social responsibility aligns with the ESG (Environmental, Social and Governance) trend where investors look at the financial return in addition to ESG aspects of the property they are considering to invest in. To arrive at a sustainable solution whereby the property sector will address the country’s needs, will involve lateral and innovative thinking. For Senyolo one aspect is vital. “Collaboration between the public and private sector will be key to bringing these important changes about.” It is a sentiment that is echoed by Keith Skinner

Mosha Senyolo (pictured), the newly elected Vice-President of the Association of South African Quantity Surveyors (ASAQS) says that after the looting and destruction in July, a rethinking of the role of property development is necessary. Its role must address the array of serious socio-economic issues in the country.

( pictured ), ASAQS’ newly elected President: “Going forward, social responsibility and local community inclusivity are key to new property developments providing good returns in respect of benefits to the community, planet and being profitable investments.” Skinner says that Quantity Surveyors can include the local community during construction phases of projects – without there necessarily being a financial burden on the projects. “The education, training and knowledge base required of Professional Quantity Surveyors (PrQS) equip them to implement clearly defined – and well documented – procurement processes,” says Skinner. “Thorough financial control minimises opportunities for fruitless expenditure and corrupt activities, thus ensuring that funds are utilised efficiently, and to the maximum benefit of both investors and communities,” he concludes.

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CHANGING OF THE GUARD

During the past 11 years, Dr Khoza was particularly successful in spearheading Bigen’s repositioning from a conventional South African civil engineering firm, to an African infrastructure development leader in deliberate pursuit of improving livelihoods for the people of Africa. “Starting a leadership transition process over the next two months brings to a close a remarkable era of growth, transformation and sustainable business reinforcement under the admirable leadership of Dr Khoza, and opens the doors to the continued shaping of the Group into a new growth trajectory” says Mr Kelepile Dintwe, non- executive chair of the Bigen Board. “Mr Vutula is a highly revered and successful business leader with extensive years of experience in similar markets to Bigen, and we look forward to him building on the solid foundation and momentum achieved by the outgoing CEO and the Bigen leadership team.” Previously the CEO of Ubank, Vutula hails from an impressive business background where he has held senior executive and non-executive positions in major South African development, management and finance companies, contributing at main Board level to the setting and implementing of strategic policies. He brings to the table years of experience, business acumen and leadership skills honed from leading high-performance teams and extensive exposure to infrastructure development on a national and international level. Having established networks in all tiers of the South African Government, Vutula is involved with various multinational agencies and diplomatic circles in Africa, Scandinavia and North America, as well as donor agencies such as The United States Agency for International Development and the European Union. “There is enormous opportunity for the Bigen Group, to not only rebuild Africa in the aftermath of COVID-19 and the recent South African civil unrest and plundering, but also to assist Africa in reaching its 2030 Sustainable Development Goals. Although we are filled with mixed emotions having to say goodbye to the iconic Dr Snowy Khoza as CEO, we are also looking forward to Mr Vutula joining our family and helping us to achieve continued success” says Dintwe. “Because of Dr Khoza’s drive and distinguished ability of turning Bigen into an infrastructure development leader, we are ready to take on the future with unstoppable enthusiasm and vigour.”

Dr Snowy Khoza, retiring CEO of

leading infrastructure development Group, Bigen, will soon be handing the baton to incoming CEO, Mr Luthando Vutula, previously the CEO of Ubank.

As Bigen greets one remarkable visionary and welcomes another, it will open yet another chapter of ongoing success and build on the company’s legacy of quality infrastructure development projects and satisfied clients across Africa. Bigen, a leading African infrastructure development group of companies, has announced the retirement of current CEO, Dr Snowy Khoza who has been at the helm since 1 October 2010 holding the distinct roles as the group CEO and Executive Chairman of Bigen Africa Group Holdings. Dr Khoza will be going on a well-deserved and planned retirement on 31 December 2021 and will be handing over the baton to Mr Luthando Vutula as CEO incumbent on 1 August, providing ample time to complete a proper hand-over before he fully takes over the helm on 1 October 2021. Internationally acclaimed as an astute business professional and the recipient of numerous prestigious local and international awards, including being named as one of Africa’s most influential women in 2020, Dr Khoza was the first female in South Africa to lead a major infrastructure development company.

Classified as an essential service, the Group was able to operate throughout the different levels of lockdown and its related restrictions, and continued to support government in its quest to combat this disease by supplying drinkable and running water critical for impoverished communities to comply with national directives, including hygiene and hand washing. The upgrading of healthcare facilities and erection of temporary ones to accommodate COVID-19 patients, were other important projects Bigen was able to undertake for, inter alia, its Department of Heath clients.

Bigen Africa Group Holdings Pretoria, South Africa | +27 (0) 12 842 8700 Bigen Global Ebene, Mauritius | +230 403 6000 www.bigengroup.com

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WSP AND GOLDER INTEGRATION A PIVOTAL MOMENT FOR ESG IN AFRICA In April 2021, WSP Global Inc. announced the acquisition of Golder, a global consulting firm with over 60-years of experience in providing earth sciences and environmental consulting services. The addition of Golder increases WSP’s global workforce by 7 000 people and makes it the leading environmental consulting firm in the world with approximately 14 000 of 54 000 professionals now dedicated to accelerating the world’s green transition.

T he acquisition will contribute to both strategic growth and value creation for many years to come. Both businesses have long-standing brand reputations in the industry for being underpinned by core principles of focus on technical excellence, innovation, inclusivity and collaboration. The integration of Golder’s industry-leading expertise paired with WSP’s world-class and highly complementary services positions WSP to benefit from the rapidly growing Environmental, Social & Governance (ESG) trends driving demand for environmental services, while being the partner of choice to advise clients on achieving their sustainability goals. Over the past few months, both WSP and Golder’s leadership teams – globally and regionally – have been working together to build the foundation necessary for a complete integration that will see the unified firm unlock the full potential of its increased scale and broader, deeper range of solutions to tackle key environmental and ESG challenges around the world. Mathieu du Plooy, Managing Director: WSP in Africa says: “We are excited to bring the two teams together and bring the best out of both businesses. This integration reinforces our position as a market leader within the environmental and mining services areas, as our combined skills, expertise and experience working in Africa are complimentary and will ensure that we remain the service provider of choice in the ESG space for our clients operating throughout Africa.” Through this integration Golder’s Africa staff compliment of 177 will join WSP, boosting the local firm’s ranks to near 530. Additionally, WSP in Africa has aligned its Earth & Environment business, which will be led by Ralph Heath, formerly the Managing Director of Golder Africa. “Forming this business

unit enables us to elevate the depth of ESG experience and expertise that resides within the business. This will increase our ability to help our clients transition to a more sustainable and low-carbon future, while providing professional development opportunities for our employees and long-term value for our communities, clients and shareholders. For us, environmental consulting is not just another division, it’s at the heart of our Future Ready vision,” says Du Plooy. “In Africa, where there is so much opportunity to leapfrog into more sustainable technology – such as renewable energy – it is crucial that ESG matters remain top of mind as these are adopted,” says Du Plooy. “In every developing country, there is always a risk that speed of execution can take precedence over long-term impact, and we have always worked with our clients to remain future focused even as we design in the now. Through this integration we are promoting our combined expertise in environmental and sustainability matters to best advise our clients on how to ensure that their projects are future ready and sustainable.” Though Golder’s staff compliment bolsters WSP’s capacity to service clients with environmental and sustainability consulting needs, the company also has opportunities available to join its team. “We are actively recruiting to further supplement our expertise in the African business,” Du Plooy points out. “Offering exciting opportunities for environmental experts and engineers to develop their skills and grow their careers. “Through access to impactful projects on the continent, as well as to local and international specialists with whom to share knowledge, we believe we offer the best opportunities to consult in ESG.” 

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ARTISANRY IS AN ELITE PROFESSION Artisanry needs to be promoted as an elite profession if South Africa is going to succeed in developing a large pool of competent skills required to complete construction projects on time and within budget.

S o says Frans Toua, Chief Executive Officer of Tjeka Training Matters, a leading provider of construction industry training. The company’s comprehensive training programmes include high quality apprenticeship instruction that strives for zero defects on worksites. “Unfortunately, so many young adults still view artisanry as a second- choice career,” Toua says. “This is a false perception that all stakeholders in the construction industry need to help address if we are going to attract and retain young talent. Artisanry should be promoted in the same manner that we do other professions that require a degree, diploma or certificate. Who other than competent tradespeople are going to construct key infrastructure that will drive economic growth? A doctor is not going to do it, nor is an accountant or a lawyer. They do not possess these skills.” Led by a team of built-environment professionals who have an intricate understanding of the functioning of modern

worksites, Tjeka Training Matters is also a member of leading industry bodies, such as Master Builders Association North, Master Builders Association Western Cape, the Institute of Plumbing South Africa and the South African Forum of Civil Engineering Contractors. This has enabled the private Technical Vocational Education and Training college to stay abreast of the skills requirements of industry. Forging strong partnerships with leading suppliers of construction equipment, tools and products has also ensured that the company is always aware of the latest innovation that it can impart to learners. This has ensured that they are at the cutting-edge of industry when they commence working in their fields. The skills shortage manifests in poor workmanship, which compromises the overall quality of final infrastructure. There are many examples in the country where sub-standard workmanship, combined with poor leadership capabilities and materials on worksites, has even resulted in structural collapses. It also shows in costly project delays. This is due to having to redo substandard workmanship or an inability to operate at optimal levels on building and civil-engineering construction sites because workers are not sufficiently skilled. Skilled apprentices have undergone at least three years of training. This includes both theoretical and practical instruction before completing a trade test that certifies that they are competent to work in their respective fields. Learners who have completed Tjeka Training Matters’ learnerships and skills paths are fit to apply their trades. Considering the quality of their training, they are also able to work abroad where there is also a high demand for apprentices. This also supports the company’s mantra of only providing training that will enable people to become employed or self- employed and not for just the sake of it. Tjeka Training Matters’ Construction Education and

Training Authority-accredited and South African Qualifications Authority-registered learnerships and skills paths provide a structured learning programme towards a national qualification. The unit-standard-based training consists of between 30% and 70% theory in a classroom environment and minimum of 30% and a maximum of 70% workplace learning. They comprise three types of unit standards, namely Fundamental, Core and Elective. Elective unit standards are field specific and represent a planned and appropriate intervention that has been structured according to a qualification. Tjeka Training Matters’ skilled and experienced site managers, mentors and coaches provide the necessary support for the job-learning component of the learnership. The company also offers short courses to refine and hone existing competencies or as an introduction to its learnerships and skills paths. Worryingly, there are still companies that expect to quickly train employees when they have been awarded contracts and clients then demand to see formal qualifications of the team appointed to undertake the work. These formal qualifications are important as they demonstrate an ability to perform according to the required standard and specification – and, just as importantly, in a safe manner. “There is no getting around the fact that apprenticeship training has to be done correctly and this takes time – in the same way that it takes many years for other professionals to qualify and be deemed competent to perform their duties in the world of work. In addition to being proficient in their trade, a suitably qualified tradesperson will have a broader view of construction. For example, appropriately trained apprentices will have already set their eyes on building regulations and specifications, as well as understand the importance of compliance with regulations and standards when they start working,” Toua concludes. 

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It’s getting more and more difficult to separate fact from fiction. A few years ago, my mother-in-law would send me things that I knew without question were false. The date was wrong, the site or source was not legitimate, or the image was so badly altered that within seconds of looking at it, I would be able to tell her to stop worrying. I could assure her with confidence that no one was going to throw eggs on her windscreen from a bridge on the highway in order to abduct her dog for ransom. Especially as she doesn’t have one. By Howard Feldman, Head of Marketing & People at Synthesis. FACT FROM FICTION?

T his is now no longer that simple. I spend three hours a day on radio and write a number of columns a week. Over the last few months, I have found it increasingly difficult to verify information. The Tembisa 10, the story of the alleged decuplet birth is case in point. It was accepted as fact and reported around the world. But it was fiction and rightfully condemned by SANEF, the South African Editors Forum. And that was a story. A tale that we believed. What about the deliberate attempt to mislead with the use of deepfakes. In order to understand this better, I asked the Intelligent Data team at Synthesis Software technologies to assist. First up, I checked in with Marais Neethling to get the basics. “Deepfaking is the process of creating realistic and believable forgery of a photograph or video, usually depicting people.” Archana Arakkal put it this way, “Deep fakes falls under the realm of deep learning that enables specific algorithms to create fake images and videos that human beings cannot distinguish them “We haven’t heard the last of deepfakes. They will be with us for a while and will undoubtedly need a universally recognised stamp to indicate that the message is one.” Howard Feldman, Head of Marketing & People at Synthesis.

6 CONSTRUCTION WORLD SEPTEMBER 2021 software that can help spot deepfake photos or videos, adding to an arsenal from authentic ones.” In other words, if you see a video of Joe Biden standing on the White House Lawn speaking about a recent trip to Saturn, for example, you will only know it's fake because we have not reached there yet. The likeness and the imagery will be so real that it will be impossible to know that it is fake. But much like criminals leave DNA at a crime scene, so are clues left behind. “Just like AI is used to create the deep fakes, it can be used to detect the ʻ fingerprint ʼ of deep fake generator algorithms, left behind in the forged images,” says Neethling. The subject of deepfake is important not only to providers of news but also for social media platforms. A recent Eye Witness News article reported on a Facebook announcement that their new software runs deepfakes through a network to search for imperfections left during the manufacturing process, which the scientists say alter an image's digital 'fingerprint'. “In digital photography, fingerprints are used to identify the digital camera used to produce an image,” the scientists said. “Similar to device fingerprints, image fingerprints are unique patterns left on image that can equally be used to identify the generative model that the image came from. “Our research pushes the boundaries of understanding in deepfake detection,” they said. Microsoft late last year unveiled

of programs designed to fight the hard-to-detect images ahead of the US presidential election. The company's Video Authenticator software analyses an image or each frame of a video, looking for evidence of manipulation that could be invisible to the naked eye. According to Synthesis Technologies' Archana Arakkal, it is important to be able to identify deep fakes due to the rise around malicious use of these technologies. “The malicious use of deep fakes proves a general threat to security and privacy an example of such a case is generate fake satellite imagery to confuse military analysts.” She explained further, that there are several studies running concurrently that aims at tackling the challenge of detecting these deep fakes utilising AI such an example is utilising specific features on a video or image that can only be prevalent in deep fakes i.e. eye blinking, head pose estimation. In other words, it seems to take one to know one. And takes one to catch one. We haven’t heard the last of deepfakes. They will be with us for a while and will undoubtedly need a universally recognised stamp to indicate that the message is one. If not, not only will the world become an unbearably confusing place, but in no time at all I will be receiving messages from my mother in law who will be thrilled that Cyril Ramaphosa took the time to send her video birthday wishes. 

WOMEN SCIENTISTS AND ENGINEERS MAKE IT BETTER When you think of a scientist, an engineer, or an electrician, what comes to mind? Or more pointedly, who comes to mind? I’m guessing it’ll be a person in a white suit, a person with a wrench or a person with a wire cutter. Of course, the gender is always a man. This is the gender we often associate with jobs that are science, technology, engineering, or mathematics (STEM) related. By Siphumelele Nhlapo; HumanResources Director, Anglophone Africa at Schneider Electric. B ut both reality and history don’t bear this out. Women have always played a fundamental role in science and technology. Consider Marie Curie, who was fundamental to the discovery of radiation, or South Africa’s own Tebello Nyokong, a chemist who has been named amongst the most influential women in science and technology throughout Africa. Today, there are millions of women working in science and technology-related jobs. And this isn’t a surprise, at least to me. Women love science. They regularly outperformmale students in exams in STEM subjects. In 2019, the United Nations (UN) released data showing that 68% of female students achieved top grades in math and science exams taken at age 16, compared to 65% of boys. But why does this matter? I want to borrow the words of my colleague Angel Myeza, Vice President Field Services for Anglophone Africa, Schneider Electric: “Diversity makes us a better company; it helps us understand issues from perspectives we haven’t considered before. And we’re more creative as a result.” Myeza is a qualified mechatronics engineer who found her interest in STEM after a high school career expo and wanted to both study and explore a career in engineering. Having more women in the engineering sector will benefit us all. It’ll make us all better. So, how can we encourage more girls to enter the industry? The challenge we have is perception. And confidence. There’s too many female youth who don’t pursue a career in STEM-related subjects because they don’t think it’s right for them. To quote Myeza: “Exposing young women to technology careers is invaluable in encouraging more women into the industry. When technology- related career opportunities come up, women are not first to mind. We typically take up softer, supportive roles, and we have accepted this stereotype. I see too many female colleagues second guessing themselves, downplaying their perspectives and expertise. We must give young girls the belief that they can excel in this space. And when they do, we need to celebrate their success and encourage them to take a next step. It’s incumbent on us to cheer on our young girls, point out their abilities, and help them gain confidence in what they can achieve. We need women role models; successful women scientists and engineers that our girls can look up to admire and want to emulate. Women like Myeza are the best examples I can think of. They’ve overcome challenges, they’re now in executive roles, and yet they’re from here, from home. And we need to ensure the media gives them a spotlight, so our young girls can find the role models who will inspire our female youth. I consider myself so lucky to be working with so many incredible women in STEM careers. We need more people like Myeza in the industry, both to show howmuch better we can be as well as to inspire the next generation of female engineers. I want to say thank you to all those women and girls who excel in STEM industries – you make us all better. Let us all encourage our girls, the next generation of women engineers, and remind them every single day that science can be their passion and future too. 

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AFRICA'S NEED F0R DATA CENTRES

According to a recent report, Africa needs 700 data centre facilities to meet growing demand for capacity and density in today’s digitally-driven operating environment. This is easier said than done given the power, land, and water requirements of modern data centres. And yet, this has become a non-negotiable at a time when cloud adoption has accelerated and become a top business priority. “T hese mission-critical facilities require resilient infrastructure to ensure uninterrupted services that and huge quantity of heat generated by a data centre that processes a massive amount of data. And further complicating

hungry, however, to meet uptime conditions and manage customer expectations power management solutions – including resilient and backup power infrastructure, or self-powering solutions to offset reliance on grid power – is business critical in the African data centre market. Additionally, with the global shift towards net zero, more emphasis is being placed on architects and consulting engineers to continue to come up with alternative and operational cost-efficient designs to reduce energy consumption, reduce carbon emissions and improve the overall operational efficiencies of new data centre projects. “A data centre that is built around these core principles is not only modern in today’s context, but future-proof by design. And, like smart property developers, data centre owners have begun to realise that building for sustainability not only makes good operational business sense, but it also aligns with responsible corporate citizenship and meeting environmental, social, and governance (ESG) practices. These are significant value adds to the end-user, which also contributes to the “Given the complexity of managing resources across Africa, the operational profile of data centres must also remain cognisant of energy savings and carbon emission reductions as core environmental priorities.” Peter Hodgkinson, Managing Director, WSP, Building Services, Africa.

8 CONSTRUCTION WORLD SEPTEMBER 2021 in line with sustainability practices. And the data centre environment is no different.” Typically, data centres are power matters is that traditional data centre designs have fixed set points that do not allow for any adaptability regarding external environmental factors. It is therefore important to install a solution that optimises energy efficiency by adjusting the amount of direct fresh air and humidity in the system while factoring in external factors such as the weather. “Data centres require the highest level of precision when it comes to their design. Optimising this process through Building Information Modelling (BIM), a digital representation of physical and functional characteristics of a facility, can make significant inroads of ensuring the modern data centre reflects the unique environmental demands of Africa. Aspects such as fire protection, building design, power and cooling systems, security, facility management systems, and sustainability are all critical in this regard,” says Hodgkinson. In addition, and given the complexity of managing resources across Africa, the operational profile of data centres must also remain cognisant of energy savings and carbon emission reductions as core environmental priorities. Hodgkinson says: “Energy security is a critical consideration. Given the purpose of a data centre, being able to offer nearest to 100% uptime is not only a key market differentiator, but increasingly a non-negotiable in this digital age. However, most markets across Africa experience some level of unstable power supply at best. This is also compounded by pressure to rethink resource reliance

enable business, operations, and systems to function effectively and continuously – especially given the ongoing lockdown conditions still experienced in many African countries, but for a post pandemic future too. Uptime is key, and in a world where distributed work has become normalised, no organisation can afford to experience any disruptions especially when geographically dispersed employees are accessing systems in cloud environments,” says Peter Hodgkinson, Managing Director, WSP, Building Services, Africa. The African data centre market size is expected to top USD3b by 2025 at a compound annual growth rate of over 12% during the 2019 to 2025 forecasting period. Furthermore, more than 70% of companies in the region will shift to the cloud. This will only increase as more countries invest in better connectivity and infrastructure to manage data centre facilities. To this end, partnerships between government and the private sector must be strengthened to create an enabling environment for the development of modern data centres that are future-proof by design. “The investment required for the building of a data centre is significant. As such, these must be developed to meet the urgent and immediate needs of businesses operating in a highly volatile market still being challenged by the COVID-19 pandemic. But perhaps, even more importantly, they need to be resilient and sustainable to make them future-proof on a continent where resources like water and electricity are scarce and must be managed as efficiently as possible,” adds Hodgkinson. An example of this is the challenge of managing the consumption of power

marketability of the data centre as what benefits the end-user also benefits the data centre owner,” concludes Hodgkinson. 

Alan Bartlett Shepard Jr – an American astronaut, naval aviator, and test pilot – entered space thanks to the booster energy of a controlled explosion underneath him. “Imagine his thoughts, knowing that those boosters had been built by the lowest bidder for the contract?” These were the opening remarks of Sam Amod – the keynote speaker for a recent webinar held by the South African Institution of Civil Engineering (SAICE). DELVING INTO THE IMPORTANCE OF ASSET MANAGEMENT FOR SA’s PUBLIC INFRASTRUCTURE

H is astronaut analogy made it clear to attendees the value and importance of prioritising long-term quality over short-term financial considerations when looking at infrastructure development and national asset maintenance. Amod is a SAICE Honorary Fellow and SAICE Past President, and he headed the informative webinar which was aimed at students, recognising the importance of involving young people in discussions about the future of our country. The event was chaired by SAICE’s Karabo Mohlamme, who welcomed attendees. “I remember, when as a student, I encountered the (SAICE) Infrastructure Report Card and was overwhelmed with the monumental amount of work and coordination that goes into preparing these reports. Our discussion today aims to enlighten and engage our young engineers about the state of our infrastructure, and the way forward.” The event unpacked the cornerstones of asset management for public infrastructure in South Africa, with Amod’s presentation titled ’Patch and Pray; Is that our asset management strategy?’ Understanding asset management is critical to enable the development of infrastructure that underpins the country’s socio-economic development, as well as in the careers

of infrastructure professionals. “While our national strategy isn’t always to ‘Patch and Pray’, it is certainly a common approach as we struggle to maintain infrastructure in a methodical and regular manner,” said Amod. He detailed the state of South Africa’s infrastructure based on the SAICE Infrastructure Report Card, where much of our infrastructure is deemed to be at risk of failure, or unfit for use. “Water and sanitation is one of our most pressing issues, where our rural infrastructure is not able to cater for our people. This is dangerous, as we have learnt how vital clean water is for keeping our communities healthy,” said Amod. Most of our infrastructure, on average, is average at best. Much of it is unfit for purpose. So, what is our relationship with infrastructure? When the audience was polled on what is holding South Africa back from possessing quality infrastructure, the majority (40%) said it was because of high levels of corruption, 25% said it was due to abuse by users, and 21% stated it was due to low funding. Interestingly, only 9% thought it was because there are too few professionals in the industry. What does South Africa need to correct our situation? Amod said it came down to three core elements.

Sam Amod, a SAICE Honorary Fellow and SAICE Past President.

Karabo Mohlamme, Structural Design Engineer and SAICE SOS Champion.

“Firstly, we need good public-private sector relationships and knowledgeable professionals. Secondly, we need institutions which are properly governed with a strong culture. Lastly, we need data and information about our infrastructure so that we can make the right decisions. “When it comes to maintaining our assets, we

“While our national strategy isn’t always to ‘Patch and Pray’, it is certainly a common approach as we struggle to maintain infrastructure in a methodical and regular manner.”

already have the biggest asset we need. As civil engineers, we have the trust of our society. It is in your hands, and it is time for the civil engineering industry to step up,” concluded Amod. 

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The multidisciplinary work environment at infrastructure consulting firm AECOM presents unique opportunities for its architects, who normally work in their own studios. “It is quite rare to be in a professional environment where you sit side by side with engineers,” comments Melissa Truscott, who was appointed Director of Architecture (Africa) six months ago. “That fluid relationship allows for a much more collaborative approach to projects and problem-solving than a traditional silo-based approach.” AT AECOM HIGHLIGHTS THE IMPORTANCE OF DIVERSITY NEW DIRECTOR OF ARCHITECTURE (AFRICA)

“I also think it is important that we have role models for young engineers and architects rising up through the ranks to look up to so they can see just far they can ascend.”

“As to whether I think the profession has transformed sufficiently, the answer is definitely no. There are still not enough women in architecture and engineering, and certainly nowhere near a representative balance. However, it has improved. I think the key is to encourage girls and young women to embark on tertiary studies in Science, Technology, Engineering and Maths (STEM) careers. Architecture is obviously not a traditional STEM career, but in our multidisciplinary environment it is. These career paths are not only open to men, and that needs to be made known,” says Melissa. In terms of women’s contribution to the profession, they bring a different approach and dynamic to leadership, team management and mentoring. “Such diversity is of real value, and any industry can stand to benefit from adopting this approach.” Melissa points to the plethora of awards now open to women in the property and construction industries as an example. “I also think it is important that we have role models for young engineers and architects rising up through the ranks to look up to so they can see just far they can ascend.” Aside from the challenges posed by the COVID-19 pandemic, Melissa says

Places, and mainly carries out design and interior design work for the successful delivery of a range of multidisciplinary projects. It functions as a single combined practice that is 16 people strong, ranging from highly experienced architects to senior technologists, more junior team members and interns. Commenting on her career to date, Melissa says that working at AECOM has afforded her numerous diverse highlights over the years. “Here I am referring specifically to the opportunity to be able to work on large projects with large teams. Those kinds of opportunities are rarely available to architects, especially in South Africa.” Melissa says the challenge of being a woman in a male-dominated industry has not been the same since she began working for AECOM, which is both highly supportive and diverse. “I have seen that at a lot of different levels within the company itself. However, as your career progresses, you also develop confidence and an understanding of your own role, and learn to carry yourself accordingly.” This assists to negate the stereotype that women in the profession only have a supportive role, whereas in reality they are integral team members.

Melissa Truscott. AECOM Director of Architecture (Africa).

S peaking on the occasion of Women’s Day on 9 August, Melissa explains that she began her career at AECOM five years ago as an Associate, followed by Practice Area Lead and now her current role. “I have been really fortunate in terms of the support I have received from AECOM management to boost my career,” adds Melissa, who has a Bachelor of Architectural Studies degree and a Bachelor of Architecture (Advanced) degree equivalent of an MA in Architecture, both from the University of KwaZulu-Natal in Durban. Melissa effectively manages AECOM’s architecture business in the Africa region, working with three teams in Durban, Centurion and Cape Town. The architecture business unit forms part of Buildings +

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was no expectation that I would have to accept a traditional women’s role. Instead, I was encouraged to have an education and to pursue a career of my choice.” As for her message to girls and young women contemplating a similar career path, Melissa concludes: “You do not need to have all of the answers. And do not think either that because you do not know how to do it, that you will never know. It really is okay not to know everything; what is important is just to get out there and start learning and practicing to the best of your abilities.” 

has been particularly beneficial for young mothers and families, who are able to complete their work at a time that best suits them. “Certainly, the more flexibility that team members are given to get on with their lives means they have more opportunity to achieve a work-life balance. Most team members benefit tremendously from such a high level of trust and responsibility placed on them,” says Melissa. Her main role models remain her parents, as her father is an architect himself and her mother a self-made businesswoman. “That was a huge inspiration to me growing up, as there

women have traditionally struggled to maintain a work-life balance. “‘We are expected to work as if we do not have kids, and we are expected to raise our children as if we do not work’. You actually need to do both 100%, which is physically impossible. That balance is not easily attainable. For me, it is a daily struggle between work and life. I have four children. However, it is not only about work and life, as you also need some time to yourself, which is critical.” Melissa has progressed from a staunch supporter of being in the office every day to a cautious adopter of the ‘new normal’ ushered in by the pandemic. “Since architects

traditionally work in a studio environment, it is very important for me to be there for my team. Architecture is a collaborative process, and we enjoy working in such an environment.” However, the flexible work-from-home strategy adopted by AECOM to comply with the lockdown regulations since March 2020

“For me, it is a daily struggle between work and life. I have four children. However, it is not only about work and life, as you also need some time to yourself, which is critical.”

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MARKET PLACE

THE FUTURE OF MAINTENANCE

Infor’s Phil Lewis (pictured) looks at why Enterprise Asset Management (EAM) is no longer enough for manufacturers to drive performance in an era dominated by digital.

(AI), or machine learning models to enable decision support, predictive analytics, and what-if analyses. The result is improved analyses and greater automation to increase asset efficiency, manage asset reliability and sustainability, improve customer- centricity, and optimise total cost of ownership. The five components of APM start with the asset registry, which gives managers visibility into asset inventories and risks, tracks metadata on each device, and monitors the device’s position in the larger system as well as its current condition. Second is the work history, which consolidates work orders, closing codes, solution codes, and more into a comprehensive portrait of an asset’s lifecycle and provides a foundation for predicting future failures. Real-time condition data is readily available through a complex web of Internet of Things (IoT) and Industrial Internet of Things (IIoT) sensors and instrumentation. An APM system makes sense of the continuing cascade of incoming data on individual devices, parts, and components, triggering alerts and work orders when pre-set tolerance limits are exceeded. Algorithms and modelling analytics turn data into action, allowing organisations to predict how assets will behave in real time and use AI or machine models to perform what-if analysis. Lastly, connectivity between an APM solution and other elements of a corporate ERP adds depth and texture to APM plans while driving actions beyond the realm of maintenance and asset management. A company-wide APM strategy built on transparency and real-time visibility stands to translate the potential benefits of digital, Industry 4.0 and IoT into very tangible improvements for the bottom line, and underpin future planning. For those already on their asset management journey, this next evolution is crucial in marking out the visionaries and future leaders. 

12 CONSTRUCTION WORLD SEPTEMBER 2021 been stored in an EAM system as well as data from a wide range of asset measurement solutions, then applies algorithms, artificial intelligence Management (APM) has been heralded as the next big thing in optimising asset- orientated performance, marking an end to reactive maintenance management once and for all. Some businesses have been making do and getting by with asset management strategies that sell them short. These drive up the cost of maintenance labour and materials and increases the risk that critical assets will be offline when they’re most urgently needed. The scene has been shifting over the past several years, with Enterprise Asset Management (EAM) offering greater visibility and sophistication for maintenance operations. Yet business rarely sits still for very long. With the rapid rise of Industry 4.0, it’s essential for asset management to keep up. Maintenance 4.0 is the set of tools and strategies that is helping companies optimise operations by deploying the mountains of data now available to keep equipment and production lines in peak operating condition. The question is now; what’s new and why does it matter? Organisations which have already embraced EAM are fast witnessing the extent to which gains can be made by upping the ante when it comes to maintenance. Once a system that can capture asset condition correctly and maintain an electronic system of record exists, it’s hard to imagine life before it. For many companies that’s just the start. With an avalanche of operating data from multiple sources, there are so many opportunities to take another step up into predictive and preventive maintenance. APM is the tool that allows manufacturers to make sense of the data, develop a more profound understanding of assets, predict and prevent failures, improve failure management, improve budgeting and cost control – all without having to install, then try to manage and maintain multiple software operations. APM pulls in data that has traditionally

“Organisations which have already embraced EAM are fast witnessing the extent to which gains can be made by upping the ante when it comes to maintenance.” Phil Lewis. F or manufacturers, processes have undergone a number of revolutions in the last few decades, characterised by ever-greater automation and, more recently, machine learning and IoT. Maintenance has seen comparative levels of change in recent years, with maintenance 4.0 digitalising previously manual processes, and EAM delivering the ability to harness the power of data to predict asset failure and automatically direct a remediation process. Many organisations have, in recent years, adopted varying iterations of EAM in their quest to reduce downtime and increase the lifespan of equipment. But as we embark upon a new digital era, accelerated by Covid and underpinned by initiatives such as Industry 4.0, many industry experts are questioning whether EAM goes far enough. While the principles of EAM are absolutely valid, maintenance is typically a discipline confined to the factory floor, designed to monitor and optimise the management of equipment, reduce downtime and maximise productivity. However, with collaboration and connectivity across the enterprise representing some of the critical shifts in 2021, strong asset performance should, and indeed must, be an enterprise-wise goal. In response to this shift, Asset Performance

The Olympics are the coalescence of excellence across countries and cultures – a showcase of the best doing their best. However, this year is tinged with something different – a world shaken by a pandemic, a fervent longing to see human triumph and athletes without their fanbase to cheer them on. It has been a place of massive learnings. By Kim Furman, Synthesis Marketing Manager SIX OLYMPIC LESSONS FOR WORKING LIFE

1. Together we go further This Olympic Games was so different that it led to the change of the Olympic motto which has been the same since its inception – 'Faster, Higher, Stronger - Together'. The word together was added to show solidarity through COVID which caused the delay in event. The tweet that introduced the change read: “We move forward when we move together.” This is true for business. Together, we go further, develop solutions faster and are stronger. Teamwork matters. 2. You can celebrate the victories of others When Tatiana Schoenmaker epically broke an eight-year-old world record with a time of 2 minutes and 18.95 seconds in the women's 200-metre breaststroke, her competitors immediately rallied around her in the pool. There wasn’t a look of defeat on their faces but joy in what their fellow Olympiad just accomplished – true sportsmanship. The lesson: there is more to be gained when we celebrate others. Celebrate your colleagues’ achievements. 3. Bravery means saying yes to ourselves Simone Biles, United States gymnast caused a stir when she withdrew from the women’s team event siting a need to put her mental health first. In doing so, she turned down one of the greatest

5. Eliminate the ego and go team-first Biles said that she didn't want to risk the team because they've worked way too hard for that so she just decided that team needed to go and do the rest of our competition without her. Great talent is often a place for great ego. They can see themselves as the star of the story. As teammates and leaders, it is imperative to put the team first and the ego last. We don’t need to be on every project or attain the limelight for every venture. We need to look at the objective and ask how do we best achieve this? What is best for the team on this journey? These questions still consider the I but they work to eliminate the ego. 6. Know that it can be done Olympiads break records time and time again. Surely there is a maximum output to what the body can do? Yet for every standard an Olympiad sets, another eventually comes along and breaks it. We have not reached the ceiling on human potential. Technology and other factors drive this progress but there is nothing as effective as the human mind. With work, as individuals, with our teams, we can excel, reach further, be better. We just need factors that support us (emotional as well as physical). Al Oerter said it well when he said: "I didn't set out to beat the world; I just set out to do my absolute best." 

opportunities in her field, but she also turned down harming herself both mentally and physically. She stated that it's okay sometimes to even sit out the big competitions to focus on yourself, because it shows how strong of a competitor and person that you really are — rather than just battle through it. The notion of battling through needs to be debunked – a notion prised in our society. The old-school adage of walking it off is often ill fitting. Perseverance in times that require pivoting has all the glitter and none of the gold. At work, in life, are we owning our own story or just battling through because that is what is expected. It may not be to this degree, but we need to ask ourselves, are we agreeing to deadlines or targets that we know are dangerous to ourselves and our teams. Are we battling through rather than speaking up? 4. Consider the emotional sprains

If Biles would have sited a sprained ankle, would there have been the same amount of discussion? I don’t think so. A 'sprain' mindset or a mindset not equipped for success does not yet hold the same weight as a physical injury in society yet the mind is the epicentre of our being.

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