Electricity + Control December 2017

FEATURES: • Control systems + automation • Transformers + substations • Flow measurement • Hazardous areas + safety

COMMENT

ON THE COVER

A Good Year Gone ... Another to Come

FEATURES: • Control systems+ automation • Transformers+ substations • Flowmeasurement • Hazardous areas+ safety

I have not checked, but I have the sense that for the past few years I have ended the year with a December comment, in which I have cheerfully suggested that the year has been an interesting one, and that the future is likely to be even more so… This way of predicting the future has been quite easy, really. I can safely assure you, as before, that the next year will be more interesting still! As I write this, of course, much hangs in the balance as to how the year ends off, how we deal with what seems to be (yet another) a tipping point in the history of the country; and indeed we look to the re- gion with some concern. Let me assure you that we have been down this road before. But the time is coming when we really need to tar the thing, and have a faster, smoother ride, don’t you think? I am aware that the year has been chal- lenging for many. This is not to say that we are not up for those challenges – as a country and as an industry – but the issue to me is the potential we simply seem to be stifling. That must be addressed. I am of the view that, with the right sig- nals and stability, this country and this re- gion will really begin to fly – finally fixing the aborted take-off.

We continue to work and contribute – even during the difficult times; although it is frustrating to see delayed progress, I know. This is also a time of reflection, and a time to spend with family and friends. To plan and strategise – and to record the enor- mous efforts made by so many to ensure that as an industry we continue to grow through the tough times – presumably making you all more than ready for the good times! It is therefore incumbent on me to thank the staff of Electricity+Control: the editor Wendy Izgorsek, the advertising manag- ers, Helen Couvaras and Heidi Jandrell; the design and layout artist, Adel JvR Bothma; the Crown videographer, Ano Shumba; the Crown Publisher and Deputy Publisher, Karen Grant and Wilhelm Du Plessis. I wish you all well for this end of year peri- od – and sincerely hope that we all return to a less exciting new year!

SEW-EURODRIVE South Africa has delivered 67 MOVIGEAR ® mechatronic integrated drive units to a major glass-manufacturing facility in the Western Cape in a record turnaround time of six weeks. Read more on page 23. 11/22/2017 2:16:07PM www.electricityandcontrolmagazine.co.za ECDEC2017 cover.indd 1

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CONTENTS

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Features

Control systems + automation 4 Cures – Not Remedies: Securing Critical Infra- structure in a Digitally Connected World Goran Novkovic, Valiver 8 Digital Transformation: Industry 4.0 and Collab- orating Robotics Victor Marques, Omron South Africa 10 Round UP Transformers + substations 12 Mitigation of GHG Emissions: Now an Obligation for South African Companies Silvana Claassen, CES South Africa 15 Condition Monitoring Breaks the Barriers to Achieve Total Fluid Management Annemie Willer, WearCheck 18 Preventing the Skills Drain from Undermining Maintenance Information provided by Marthinus- en & Coutts, a division of ACTOM 20 Mechatronics: Answer to Reduced Costs, Energy Consumption in Electrical Drive Engineering Norman Maleka, SEW-EURODRIVE South Africa 22 Round UP Flow measurement 24 TOC or COD? That is the Question Jan Swart, Endress+Hauser 26 Effect of Surface BAC Water Flow on Deep-level Mine Temperatures HG Brand, M Kleingeld, P Maré, and AJ Schutte 31 Round UP Hazardous areas + safety 34 Intrinsically Safe Tool Cuts Hours from Daily Troubleshooting Routine Sat Sandhu, Fluke Corporation 36 The Natural Gas Revolution in South Africa: A Changing Energy Landscape Information pro- vided by CNG Holdings, partner of the Industrial Development Corporation (IDC) 37 Round UP

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Regulars

1 Comment by Ian Jandrell 23 Cover Article 38 Light+Current

39 Social Engineers 40 Not to be missed 40 Brain Block 40 Advertisers 40 Write @ the back

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DECEMBER 2017

Cures – Not Remedies Securing Critical Infrastructure In a Digitally Connected World Goran Novkovic, Valiver

It is important to promote and improve a cybersecurity culture that will lead to the development of cybersecurity programs for any organisation, no matter the size and industry sector, with the ultimate goal of protecting critical infrastructure in the African continent.

I ndustrial Control Systems (ICSs) control geo- graphically dispersed assets including distribu- tion systems such as water/ wastewater sys- tems, oil and gas pipelines, electrical power grids, railway transportation systems, etc. These sys- tems are vital to the operation of national critical infrastructures that are often highly interconnect- ed and mutually dependent systems. Depend- encies of interconnected critical infrastructure across the African continent (or just South Africa) increase the attack surface and potential impact of cyber security incidents. Historically, security in trustworthy ICSs re- lied on physical isolation (air-gaps) and network isolation of vulnerable components, and on the obscurity of the design and access rules for crit- ical control systems. Security was, and still is, en- forced through physical protection, physical locks and alarm management systems. The potential for human error or misuse was primarily through

direct access and concerns focused on disrupt- ing the safety and reliability of the system, with those risks mitigated by good design, analysis and reviews, thorough testing and training. Organisa- tions rarely considered that these critical systems might one day be exposed to a global network, re- motely accessible by many, from legitimate users to hackers. Many existing ICSs are running on legacy sys- tems that were developed prior to cybersecurity being of any concern as it is today. Lifecycles of in- dustrial assets are measured in decades and lack cy- bersecurity requirements. Nowadays, not connect- ing ICSs to the Internet is like telling someone the only way to avoid a car accident is to not get in the car.This might work, but then what about the advan- tages and benefits of a digitally connected world? Playing it safe is always a good plan, but living in a non-digitally connected world is not. Certainly, if you are connected, you have to be protected.

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Integrating IT and OT security requires under- standing the differences between them and their approaches to evaluating and protecting systems. Security, regulations and standards must evolve in both worlds and together to be effective. They can no longer focus separately and organisations need to implement a cybersecurity framework to bal- ance the security-relevant considerations of these two different cultures, OT and IT. As each culture has a goal to create trustworthy systems that deal with their functional needs, environment, possible disruptions, system faults, human errors and at- tacks, the considerations need to be made explicit so that members of each culture can understand and appreciate the needs and motivations of the other. Everything needs to work in tandem. Many nations and businesses globally have been putting resources − including technology, people and funds − into protecting themselves from cy- bersecurity threats. As a result, they have become a more difficult target for malicious attacks from hackers and cyber criminals. Consequently, hack- ers and cyber criminals are successfully focusing more of their unwanted attention on less secure countries and businesses. Because smaller businesses in South Africa (or Africa) typically do not have the resources to invest in information security the way larger busi- nesses can, many cyber criminals view them as soft targets. Your business may have money or in- formation that can be valuable to a criminal. How- ever, it is important to remember that malicious hackers and criminals are not always after profit. Why Africa and your business could be targets

Take Note!

Convergence of IT and OT brings different drivers and attitudes to industry. IT and OT prioritise system characteristics differently. The highest priority of OT systems is safety; the important character- istics of most IT systems are security, privacy and reliability.

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Convergence of IT and OT Convergence of IT and OT brings different drivers and attitudes to industry. Only in some cases does IT consider safety in their designs, while safety is not optional in OT. IT generally focuses on cost re- duction once quality requirements of the system are met and may not have the resources to im- prove the safety quality of the system. Generally speaking, key system characteristics and their as- surance have different priorities in the two worlds that must be reconciled. The use of sensors and actuators in an industrial environment is not the typical IT experience. IT and OT prioritise system characteristics quite differently. The highest priority of many OT sys- tems is safety: Do not cause injury or death, do not put public at risk and protect the environment from harm.The second and third priorities are often qual- ity of production and meeting production targets, which depend on the reliability and resilience of the system. Reliability and resilience are required to prevent the interruption of critical processes. On the other hand, security and privacy are important characteristics for most IT systems, as well as reliability. Safety is rarely an issue, and re- silience is reserved for specialised systems where business continuity is a motivating factor.

Some may attack your business out of revenge (e.g. for firing them or somebody they know), or for the thrill of causing havoc. Similarly, not all events that affect the ICS are caused by criminals. One study claims that employees make up 85% of cy-

If you are connected, you have to be protected.

ber-threats. Furthermore, environmental events such as fires or floods can severely damage critical infrastructure. Your organisation can be a test labo- ratory or ‘Guinea pig’ where someone will perform a cyber-attack and test their cyber weapons.

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Lesser developed countries and smaller organisations are often less prepared to handle these events than more de- veloped countries and larger organisations, but with less com- plex operational needs and criti- cal infrastructures, there are many steps national organisations may be able to take more easily. Thus, it is vi- tally important that you consider how to protect your business. Furthermore, small organisations often see cybersecu- rity as too difficult or that it requires too many resources. It is true that there is no easy, one-time solution to cybersecurity – it takes time and careful consideration with all relevant stakeholders. However, when viewed as part of the national and organisa- tional strategy and regular processes, cyber- security does not have to be intimidating, it does not have to be complex and it does not have to be expensive. Cybersecurity is not a luxury, and every organisation, no matter the size and industry sector, should develop its own cybersecurity manage- ment program. Cybersecurity is not about expensive technology, it is more about people and processes. There are no excuses for not having a cyberse- curity program in place. Cybersecurity is rather free than expensive. And

Cybersecurity risk is a function of threats, vulner- abilities, the likelihood of a cyber event, and the potential impact such an event would have on na- tional critical infrastructure and organisations. By understanding cybersecurity risks, we will know where to focus our efforts. While we can never completely eliminate risks, the goal of a cyberse- curity program should be to provide reasonable assurance that we have made informed decisions related to ICS cybersecurity. It is impossible to completely understand all the risks perfectly. There will be many times when we will have to make a reasonable effort when trying to understand threats, vulnerabilities, like- lihood and potential impact. For this reason, it is important to utilise all available resources, includ- ing information sharing globally and nationwide, in- dustry best practices and frameworks. In order to manage cybersecurity risks, a clear understanding of the organisation’s business drivers and security considerations specific to its use of IT and ICS is required. Because each organisation has a unique set of risks, along with its use of IT and ICS, the tools and methods used to achieve the outcomes will vary. Risk-based cybersecurity frameworks have emerged as the most effective approach for the organisations to achieve cybersecurity im- provement. Working closely with compliance and policy goals, a risk-based approach helps critical in- frastructure to manage risks based on the security profile of each site, and select controls determined by informed decision-making. Industrial cybersecurity risks are definitely on the rise, and reducing them is critical for opera- tional and production goals. Stand up to cyberse- curity risks. Cybersecurity waits for no one, so do not wait for cybersecurity. Get started today with developing a cybersecurity program for your or- ganisation. It is imperative that organisations that rely on ICSs assess their current security health, understand potential cybersecurity risks, and de- velop effective cybersecurity mitigation strategies. The ultimate goal is to enhance the security and resilience of national critical infrastructure and to maintain a cyber environment that encourages efficiency, innovation, and economic prosperity

even if your organisation never ex- periences a cybersecurity attack, you will become a better organ- isation for caring about people and public health and safety.

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secure. However, it is possible and rea-

while promoting safety, security, business confi- dentiality, privacy, and civil liberties.

sonable to develop and implement cybersecurity programs that balance cy- bersecurity with the needs and capabilities of your organi- sation. By implementing cyberse- curity programs organisations can drastically reduce both the number of security incidents affecting their operations and the impact of such in- cidents. Developing or just improving cybersecurity programs will also make it easier for the organisation to innovate, taking advantage of new technologies that can lower operational costs while delivering better services to employees, partners, customers and citizens. Conclusion My goal with this article is to promote and improve a cybersecurity culture that will lead to the development of cyber- security programs for any organisation, no matter the size and industry sector – with ultimate goal to protect critical infrastructure in Africa (South Africa). In order to be fully effective, cyber- security programs in your organ-

Focus on cures, not remedies Industrial cybersecurity is roughly a decade behind the maturity level of IT security in many ways, in- cluding organisational development, funding, availa- ble tools and skilled resources. IT has historically al- located 5 to 10% of its total spend to cybersecurity, but OT has had no corresponding budget because there was no perceived cyber threat. Justification for funds continues to be challenging in many coun- tries and organisations are regardless of where re- sponsibility for industrial cybersecurity lies. With software and hardware life cycles running into decades, the ICS environment maintains a more diverse collection of legacy systems creat- ing a larger and complex list of variables to check potential impacts against. Considering the above challenges, it is important to keep in mind that ICS cannot be secured without developing and implementing a coordinated and iterative industri- al cybersecurity program. Furthermore, industrial cybersecurity programs should always be part of broader ICS safety and reliability programs at both industrial sites and enterprise cybersecurity pro- grams, because cybersecurity is essential to the safe and reliable operation of modern industrial processes. If ICS is not safe, it is not secure. Securing ICSs in the era of IT/OT convergence is a great responsibility that requires coordinated efforts of many national and organisational re- sources and often changes in cybersecurity cul- ture that introduce a new way of thinking. This shift in thinking has to involve departure from wrong belief that purchasing expensive technolo- gy will ultimately protect critical infrastructure and solve all cybersecurity issues to focusing on use of available technology in more secure ways. Tech- nology is just one puzzle and available to help peo- ple and organisations with cybersecurity. Further- more, protecting critical infrastructure in a digitally connected world is not a one-time project, but an ongoing process with no end date. It is not possible and realistic for critical infra- structure and any organisation to be completely

isation must include protection of information, technology, people and facilities.

Goran Novkovic, MSc, ITIL, CQA, CSQE, PMP, APM, Peng – is Cybersecurity Program Manager at Valiver. Tel. (+1) 647-895-6677 Email goran@valiver.com Visit www.valiver.com

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Digital Transformation Industry 4.0 and Collaborating Robotics How do we cope with societal discourse?

Victor Marques, Omron South Africa

I ndustry 4.0 will have a strong impact in the com- ing years on Africa/ South Africa in general, espe- cially the South African manufacturing industry. It remains a key topic in South Africa and at the Man- ufacturing Indaba 2017, weighted value was placed on the subject. Scratch the surface, and behind the enthusiasm generated by the technological develop- ments lie issues for society at large concerning the impact and effects of digital transformation. The availability of products and services that use digitised technologies has increased at break- neck speed. There are many examples available to illustrate the potential of the technology and infra- structure that provide information and intelligence on a wide scale and with reliability. In the work- place, data analysis and visualisation, integrated and networked machines and collaborating hu- man-machine dialogue are becoming established in the same way that personal computers became part of the office environment in the 1980s. From a critical perspective, this development has brought with it risks for consumers and market partici- pants, such as data fraud and attacks by hackers. Any consideration at all thus far of risks and oppor- tunities for the workplace and society at large has been rudimentary and fragmented. Society 4.0 While it is certainly the case that new technology is able to improve the standard of living of soci- ety as a whole, technology is itself responsible for less desirable developments, such as environ- Digital transformation and associated technologies − big data, cloud services and collaborating robots in particular – are generating enormous interest in our company.

mental pollution in emerging developing countries or rising unemployment among the low-skilled, specifically through the heavy use of automation technology. In this respect, the interplay between society, technology and science can be seen as a cycle leading to a system that exerts constant evolutionary pressure on society and technology. For Industry 4.0 to be fully realised in the fu- ture, our primary and secondary education system will have to place an urgent and stronger focus on maths and science and the quality of its teaching. Secondly, tertiary institutions and industry need to be closely aligned regarding the curricula of the degrees and diplomas of the future to meet the industry demands of the future and, dare I say, some of the current tertiary qualifications do not reflect such an alignment. This future is much clos- er than most think. Technology is continually devel- oping and this at an ever-increasing pace. We as a nation cannot afford to be left behind. Change in working conditions South African industry needs to find ways of adapt- ing and using the technologies driving the so-called Fourth Industrial Revolution (or Industry 4.0) to re- main globally competitive, yet maintain and create jobs in a high-unemployment environment. Indus- try 4.0 will influence the conditions of and require- ments for employees in many areas. Driven by the application of machine-to-machine communication and an increase in the realisation of autonomous systems, a scenario has arisen in which the demand for qualified production controllers and managers has increased but the demands placed on workers themselves can be reduced. How the increase in productivity is divided among workers depends crucially on social partners. The impact on the gen- eral situation of workers and unskilled labour can be positive. On the other hand, their skilled coun- terparts will have to come to terms with growing pressure on performance and skills.

Take Note!

• Industry 4.0 and the digi- tisation of our day-to-day lives are bringing many improvements in their wake. The effects of Industry 4.0 and the use of robot- ics in the world of work are many and varied. The entire industry needs to familiarise itself with the concepts of Industry 4.0 and the value-add that this technological revolution can bring.

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The world is a far more connected place with a tre- mendous need for data. Data that informs, assists, guides, helps, prepares and so much more. The age of ‘Big data’ is here, the costs for storing, transmit- ting and receiving such big data are also lower and this trend will continue as competition and market demand increase. Indeed, innovation is but one part but the key building blocks are needed to fully join this technological revolution.Therefore, education re- mains key as does a rapidly accelerated installation of infrastructure such as Fibre countrywide and in all communities coupled with cost effective access to such infrastructure. We in Africa are presented with unique challenges and opportunities. For sure our creative think tanks will have to come up with innovative solutions to fully utilise the opportunities that Industry 4.0 presents and how best to leverage these ideas to the benefit of our people. Discourse on the change to Industry 4.0 Industry 4.0 and, more generally, the digitisation of our day-to-day lives are bringing many improve- ments in their wake. The increased efficiency, im- provements in productivity and new services that they can provide will change our society, consumer behaviour and corporate landscape. The transfor- mation will mean that countries that promote dig- itisation will be able to defend and build on their competitive position. Against this background, Ger- many must learn to cope with intense global demo- graphic changes in society and the world of work. The change to a digital society will take place over the next 20 to 35 years. The course of growing demand for skills and training, the transformation from analogue to digital infrastructure and the adap- tion of fully integrated commercial ecosystems will not run smoothly. Looking at the impact of Indus- try 4.0 it would seem that multiple polarisation lies ahead in which, depending on the combination, in- dividuals, regions and industry will see advantages but also risks that cannot be influenced directly. The availability of digital infrastructure, an in- crease in the availability of data sources and a requirement for the efficiency of services and al- gorithms in line with Moore’s Law are the prerequi- sites for the change to a digital society and Industry 4.0. From a critical perspective, however, if ubiqui- tous intelligence or infrastructure is not available in idealised form, cannot be used, or is consciously disregarded, then this in itself has inherent risks. The effects of Industry 4.0 and the further use of robotics in the world of work are many and vari- ous, and are influenced by the availability of infra- structure in a company and global alignment, as well as by digital investment strategies and coop-

eration between social partners. Digital transfor- mation will require a transformation in the demand for skills. More highly skilled and top-skilled workers with an understanding of complex relationships will be required. The knowledge surrounding these re- lationships will become obsolete more quickly as technology continues to develop, and will have to be kept constantly up to date. The knowledge soci- ety will experience a new and greater dependency on up-to-date knowledge, while at the same time processes considered monotonous and irksome will be reduced as machines become capable of making decisions autonomously. In some cases, such a development will mean that even specialist workers will no longer be required in a production environment, and it is also possible that Industry 4.0 could bring about ‘technological unemploy- ment’ among both specialist personnel and their low-skilled counterparts. Conclusion We as South Africans need to start at the grass roots, our schools; helping to foster an interest in the sciences at primary and secondary level will go a long way. The career streams of IT, Computer Sci- ence and Engineering need to be the ‘STARS’ dur- ing career guidance info sessions at school. As for industry, all the relevant stakeholders who are not in the know need to familiarise themselves with the concept of Industry 4.0 and all the possible bene- fits and 'value add' that this technological revolution can bring. Integration and service providers need to ensure that they are always at the ready prepared with the relevant skills set for implementation and keeping abreast with the latest innovations. Bibliography [1] Möller J. (2015). Verheißung oder Bedrohung? Die Arbeitsmarktwirkungen einer vierten in- dustriellen Revolution . IAB Discussion Paper, No. 18/2015. Nürnberg, Deutschland: Institut für Arbeitsmarkt- und Berufsforschung. [2] Moore, GE. 1965. Cramming more components onto integrated circuits. Electronics Vol38.

There are many issues for society at large concerning the impact and effects of digital transformation.

Victor Marques is Country manager for Omron South Africa. Enquiries Tel: +27 (0) 21 551 2448 Email info.sa@eu.omron.com

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Encoders with energy harvesting technology Turck has expanded its encoder offering with the release of Compact Magnetic Absolute Multiturn Encoders. Available from RET Automation Controls in Analogue, CANopen, and SSI output, these compact devices are ideal for OEM applica- tions where space is limited, and where reliability and pricing are a factor. The cost-competitive nature of this product will also see it used in a wide range of general position applications. “These are the first encoders from Turck with Energy Harvesting Technology,” explained Marty Cwach, senior product manager for sensors. “No longer are there worries of battery life or mechanical gears to track revolutions in these magnetic multiturn devices. This is the next great step in providing our customers with an increasing portfolio of Turck encoder solutions.” Turck’s compact magnetic absolute multiturn encoders come in 39 mm diameter housing. The standard product line offers IP65/IP67 protection, while the robust series includes IP66/IP67/IP69K ingress protection and 316

Linear position sensor for mobile hydraulics Turck, Supplied locally by RET Automation Controls , is add- ing the robust LTE for direct integration in hydraulic cylinders to its portfolio of linear position sensors. The magnetostrictive sensor can withstand shocks of up to 100 g and the vibrations that typically occur with agricul- tural and forestry machinery. The device is also insensitive to external influences, so that the LTE is even suitable for use in the hydraulic cylinders of construction machinery in extreme- ly severe environments. The user can set the measuring range flexibly according to the sensor type. Thanks to the field-proven magnetostrictive technology, the wear-free operating LTE guarantees high pre- cision, linearity and repeatability. The sensor has a 16-bit resolution and also offers three signal ranges for mobile equipment (0…5 V, 0,25…4,75 V, or 0,5…4,5 V) in addition to the standard analog output signals of 0…10 V and 4…20 mA. Enquiries: BrandonTopham.Tel. +27 (0) 11 453 2468 or email brandon.topham@retautomation.com

Stainless Steel materials. Both ver- sions are able to withstand harsh en- vironments with water and chemical spray, or even high shock areas. Enquiries: BrandonTopham. Tel. +27 (0) 11 453 2468 or email

brandon.topham@retautomation.com

Temperature sensor with integrated process connection and evaluation electronics The compact TN type temperature sensors are distinguished by excel- lent response times, high pressure resistance and integrated process connections. The sensors easily resist applications with temperatures up to 150°C and high pressure loads up to 400 bar. The measuring range is freely scalable. Updating a classic: What is new is the quick and easy handling via three pushbuttons. The display can be switched from the indication of ‘red’ to an alternating indication of ‘red – green’. So, switching states can be highlighted or an independ-

Laser sensor ready for Industry 4.0

ent colour window can be created. The sensor head can be rotated and offers op- timum readability from any position. Thanks to captive laser labelling on the stainless steel housing, the units can still be identified after years. Enquiries:Tel: +27 (0) 12 450 0400 or email nfo.za@ifm. com

Thanks to the innovative on-chip time-of-flight prin- ciple with PMD technol- ogy, this sensor offers all the capability of a meas-

urement system. It now comes with IO-Link functionality for simpler parameter setting and distance value transmission. The signal strength can be sent via IO-Link.This makes it possi- ble to distinguish many different components within the same application by their object contrasts. O1D is insensitive to ex- traneous light up to 100 000 lux and remains unaffected even if direct sunlight hits the sensor or target, thus operating reliably and accurately at all times. Enquiries: +27 (0) 12 450 0400 or email info.za@ifm.com

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DECEMBER 2017

Mitigation of GHG Emissions: Now an Obligation for South African Companies

Silvana Claassen, CES South Africa

Following the promulgation of the National Greenhouse Gas Emission Reporting Regulations during April 2017, the National Pollution Prevention Plans Regulations were announced in the Government Gazette 40996 on 21 July together with the Declaration of Greenhouse Gases as Priority Air Pollutants

T hese sets of rules (further throughout this article referred to as ‘The Regulations’) were introduced within a short timeframe and not long after South Africa ratified the international Paris Climate Agreement. Is this an indication that South Africa is progressively preparing the regula- tory and administrative infrastructure required for a low carbon economy?The aim of this article is two- fold: to provide clarity on how these regulations are linked, thus helping companies to develop systems that enable compliance in a strategic and efficient manner; ánd to highlight some key background-ele- ments to create for an understanding of these reg- ulations within a broader context of international climate change treaties and agreements. Why this sudden introduction of green- house gas emissions regulations? The Regulations have been introduced in a time- frame of less than four months and within less than half a year after South Africa ratified the Paris

Climate Agreement in November last year (2016). At the same time, these sets of rules are the first that are directly targeting greenhouse gas emis- sions in South Africa. Could this be the beginning of a new series of snowballing regulations? In the run up to the Paris climate summit that took place in December 2015, South Africa submitted its ‘Intended Nationally Determined Contribution’ (INDC) containing a commitment to reduce its greenhouse gas emissions to a range of between 398 and 614 MtCO 2 e by 2025 and 2030 (to put this into perspective, South Africa emitted 462 MtCO 2 e in 2015 [1]). When the Paris Agreement entered into force in November 2016, this commit- ment became internationally binding. The emission reduction target is adopted from the National Climate Change Response White Paper of 2011. It could therefore be questioned whether this target is in line with current knowl- edge about the global carbon budget and required level of ambition to keep the rise in global average

Take Note!

Increasingly organisa- tions are recognising the actual impact of climate change. Climate change related risk mitigation, as well as maximising oppor- tunities, is becoming central in companies’ business strategies. Mitigation of GHG emis- sions is now an obliga- tion for South African companies.

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temperature below 2°C. Although such debate is beyond the scope of this article, analysis backed by science demonstrates that countries (including South Africa) must set more ambitious targets in order to achieve what they signed up for [2]. Nevertheless, South Africa committing to climate action at an international level has an impact on the regulatory environment in which South Afri- can businesses operate. South Africa is a Party to the United Nations Framework Convention on Climate Change [UNFCCC]. When a Party to this convention signs the Paris Agreement it has the obligation to translate its intended international commitments into national policies to be imple- mented in its own legal systems. Consequently, the National Greenhouse Gas Emission Reporting Regulations and the National Pollution Prevention Plans Regulations together with the Declaration of Greenhouse Gases as Priority Air Pollutants have now entered into force. Legal connection betweenThe Regulations The Regulations are linked to each other through the overarching National Environment Manage- ment Air Quality Act (No 39 of 2004) [NEMAQA]. The Regulations give content to Sections 53, 12 and 29 of NEMAQA. Section 53 stipulates that reg- ulations may be introduced to give effect to South Africa’s international commitments. When South Africa signed and ratified the Paris Agreement, NEMAQA’s Section 53 became applicable and consequently The Regulations were introduced. The National Greenhouse Gas Emission Reporting Regulations [NGERs] and the National Pollution Pre- vention Plans Regulations [NPPRs] give content to Sections 12 and 29 of NEMAQA respectively. The NPPRs are an instrument to address the actual mit- igation of emissions, where the NGERs are regulat- ing the administrative side by imposing legal obliga- tions to monitor and report on emissions. The Technical Guidelines for Monitoring, Reporting and Verification of Greenhouse Gas Emissions by Industry [Technical Guidelines], which were made available by the Department of Environmental Af- fairs [DEA] in April 2017 together with the NGERs, link The Regulations in a practical way. The NGERs contain an ‘Annexure 1’ which lists activities that are sources of greenhouse gas emissions. Com- Practical connection betweenThe Regulations

panies performing one or more of these ‘listed’ ac- tivities ánd with an installed capacity exceeding a defined threshold (e.g. 10 MW(th)) are required to report on their annual greenhouse gas emissions as per the NGERs. The NPPRs contain an ‘Annex- ure A’ which also lists activities that are sources of greenhouse gas emissions. Companies in control of one or more of these activities ánd emitting in excess of 0,1 MtCO 2 e per year must submit Pollu- tion Prevention Plans. This plan must outline what the company is planning on doing to reduce its an- nual greenhouse gas emissions. The NGERs and the NPPRs have got in common that both sets of rules require an annual calculation of greenhouse gases emitted ánd that theTechnical Guidelines are followed in doing so. Annexure 1 of the NGERs and Annexure A of the NPPRs are not identical: Annex- ure A of the NPPRs is much shorter (15 produc- tion processes at the time of writing this article). It is safe to say that activities listed in Annexure A are also on the list of Annexure 1 of the NGERs. However, all activities listed in Annexure 1 are not necessarily also listed in Annexure A. For example, cement production is an activity that is listed in An- nexure A of the NPPRs ánd also in Annexure 1 of the NGERs, hence both regulations are applicable (provided that the company is meeting the capacity threshold and the greenhouse gas emissions ‘min- imum’ of 0,1 MtCO 2 e per year). But for example, a waste management site is required to annually re- port on its greenhouse gas emissions (on condition that it has a capacity of more than 25 000 tonnes) but the NPPRs are not applicable. What do the National Pollution Preven- tion Plans Regulations mean for busi- nesses? The NPPRs were promulgated on 21 July 2017. This means that on 21 December 2017 (five months from the date of promulgation) companies must submit their first Pollution Prevention Plan (PPP). This plan must cover the period between 21 July 2017 and 31 December 2020. Subsequent PPPs must cover a five-year period. Next to the five-yearly submission of a PPP, companies must submit a progress report by 31 March each year, indicating on how they are meeting the targets set out in the PPP. Non-compliance to these Regula- tions may result in a maximum fine of between R5 M and R10 M and/or a maximum of 10 years imprisonment. Activities covered in Annexure A

The Regulations are directly targeting greenhouse gas emissions through legal obligations to monitor and mitigate.

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of the NPPRs include production of coal, cement, glass, paper, chemicals, metals, electricity and fos- sil fuel refining activities. Evidently the industrial sectors that require significant amounts of ener- gy are targeted by the NPPRs. For an indication, 0,1 MtCO 2 e emissions translates roughly to the consumption of between 30 and 45 ktonnes of diesel, petrol, coal or natural gas. Up and until the introduction of the NGERs, NPPRs and the Declaration of greenhouse gases as prior- ity air pollutants, other environmental regulations, including energy efficiency incentives and renew- able energy production programmes, have been in place for some years and have ultimately resulted in greenhouse gas reductions compared to a situation without such incentives.This is mainly due to South Africa’s carbon intensive energy mix, hence instru- ments aimed at regulating energy-consumption and deviation from carbon intensive energy sources has an indirect impact on the emissions of greenhouse gases. The Regulations however are directly target- ing greenhouse gas emissions through legal obliga- tions to monitor ánd mitigate. It is expected that the introduction of the NGERs, NPPRs and the Declara- Anticipated future greenhouse gas emis- sions regulations

tion is only the beginning of a series of more green- house gas related rules. Some of the regulations that are awaiting promulgation are: the allocation of carbon budgets to companies with carbon intensive production processes; proposed phase out of the so-called F-Gases (HFCs, PFCs and SF6 that find ap- plications such as refrigerants, non-stick coatings, high voltage applications, etc.); carbon pricing, e.g. through establishment of a domestic carbon offset mechanism; and of course, the extensively debat- ed carbon tax. Although uncertainty around the introduction of these instruments remains, fact is that climate change is a risk to businesses in South Africa and worldwide. Traditionally climate change would be an issue for companies’ sustainability de- partment. But trends are showing that increasingly organisations are recognising the actual impact of climate change, hence climate change related risk mitigation, as well as maximising opportunities is progressively taking up a central position in compa- nies’ business strategies. Conclusion Whether or not the NPPRs are applicable to your organisation, assessment of the impact that cur- rent and future greenhouse gas legislation has on your business-activities is a sensible thing to do in this dynamic regulatory environment. References [1] Global Carbon Atlas (http://www.globalcarbon- atlas.org) [2] Climate Action Tracker (http://climateaction- tracker.org)

Silvana Claassen, CES South Africa Enquiries +27 (0) 78 097 0852 silvana@carbon-energy-solutions.co.za www.carbon-energy-solutions.co.za

Lubrication storage container designed by WearCheck’s Annemie Willer.

TRANSFORMERS + SUBSTATIONS

Condition Monitoring Breaks Barriers to Achieve Total Fluid Management

Annemie Willer, WearCheck

A few tips for making lubricants work to their optimum efficiency.

W earCheck’s Reliability Solutions (RS) di- vision has mastered the development of an holistic approach regarding a prac- tical and effective guide to implementing a world- class fluid management programme that aligns all departments according to a customised Total Fluid Management (TFM) plan with common goals. The RS division realised that the only way to implement an effective TFM programme was to use condition monitoring technologies to identify sub-standard fluid management practices and the effects these have on component life. RS has implemented similar programmes for several international mining companies including, but not limited to, Rio Tinto, Glencore, South 32, and Tongaat Hulett. We have had success in all types of operations by combining condition moni- toring and total fluid management The RS team believes in a hands-on approach when it comes to customers. Our team becomes part of your team to ensure that when we hand over the programme, your team has the capabilities to manage your world-class programme with trust and confidence. After handover, we are available for after-sales service and product support.We also be- lieve that re-assessment of your programme on a scheduled basis is fundamental to the success of the programme. Our customers become part of our family to ensure ongoing success.We base our en- tire approach on the three pillars that ensure TFM success. They are:

• Keep lubricants clean • Keep lubricants dry • Keep lubricants cool

The team considers all aspects of lubrication and overall fluid management instead of just targeting a single department. This provides value in opti- mising the function of lubrication and fluid man- agement services, which ultimately enforces bet- ter maintenance practice and minimises defects from occurring. The TFM programme presents a guide on how to assess, improve and implement an existing ser- vice. Once implemented, results should include a cost reduction in lubrication and an improvement in the on-line availability of equipment. During the initial implementation stage, lubri- cation costs will increase, but once the system is put into operation, savings and increased machine availability can be quantified. Our programme calls for comprehensive data (using condition monitor- ing) to be collected and stored. Emphasis will be placed on ensuring proce- dures are assessed and improved. What should be realised is that in order to successfully accom- plish this, we need to re-assess what is currently being implemented and where there is room for improvement. In other words, our consultants need to be- come part of your daily operations. To succeed we need buy-in from all stakeholders, including the people within your operations.

In Total Fluid Management, three principles apply: Keep the lubricants dry, cool and clean.

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Who MUST be involved? • The customer’s reliability engineer/s (The champi- on that heads up the condition monitoring team) • The customer’s on-site oil laboratory • The customer’s condition monitoring teams • The reliability lubrication engineer/s (The cham- pion that heads up your TFM team) • The customer’s lubrication teams (lubrication technicians) • The customer’s maintenance teams – electri- cal and mechanical departments • The customer’s planning teams • The customer’s procurement department • The RS condition monitoring consultant • The RS hydrocarbon manager/consultant PHASE 1: Assessment The assessment phase is the most important phase of the programme. The team will assess all

departments involved from procurement of lubri- cants to who is responsible for the application of lubricants. We will assess procedures and predic- tive maintenance schedules. Audits will be done on type of equipment, the environment in which it operates, as well as operating temperature, load and speed of each application. Vibration data anal- ysis, thermal analysis and oil analysis will be done on all rotating machinery to establish the overall condition of the machines. Condition monitoring helps to enforce the foundation of your TFM pro- gramme by pin-pointing machines that are already in defect mode and that require urgent attention. PHASE 2: Modification and design Lubricant storage and handling must be done ac- cording to best practice standards. In industry, to- day it is not uncommon to see lubricant stores that are severely contaminated and not adhering to the three principles of keeping the lubricants dry, cool and clean. In your lubricant store is where you start to address contamination control. If the lubri- cant storage is not up to standard the programme will not succeed. Handling of lubricants inside the lubrication storage area as well as in your operation needs to be done as cleanly and pristinely as possible. RS knows how to achieve this, whether you are a chocolate factory or a coal mine. The principle stays the same although the procedure may differ. Machinery needs to be optimised for reliability. For example breathers, oil level indicators and oil sample points need to be installed to aid an indus- trial gearbox to perform its operations on a daily basis. Automatic lubricators will be recommended for machines that are hard to reach or in hazard- ous environments. Mini mesh points and filters can be installed on hydraulic systems to help keep the lubricant clean and ease the process of tak- ing an oil sample. These are only a few examples. Each individual machine in its environment needs to be assessed individually and modifications will be recommended to help the machine achieve optimum reliability status. RS has the capability and the initiative to develop customised solutions based on the customer’s needs. We know that for every problem there is a solution. PHASE 3: Implementation RS will assist customers to implement modifications that need to be done on machines. We will assist

This company’s Reliability Solutions division has developed an holistic ap- proach to achieving Total FluidManagement(TFM). Condition Monitoring Technologies are used to identify sub-standard flu- idmanagement practices and the effects these have on component life. The team considers all aspects of lubrication and overall fluidmanage- ment instead of targeting a single department. Take Note!

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Dispensing bay area inside the lubrication container.

TRANSFORMERS + SUBSTATIONS

Storage area for bulk lubricants.

are in place that are practical and that can be achieved. Continuous training is always available and we pride our- selves on our scrupulous after-sales service. Conclusion WearCheck’s RS team believes in the Paretho rule: 20% of failure modes are responsible for 80% of machine failures in your operation. By address- ing your lubrication programme with

proven scientific condition monitoring technolo- gies, we enable our customers to address the root of the problem and enforce a pro-active mainte- nance approach.

in changing or tweaking procedures to make them more applicable and practical to follow. For RS, the implementation phase is also the phase where hands-on, personal on-site trainingwill be provided to ensure that your team grows with the programme. PHASE 4: Management and continuity The ultimate success of a TFM programme relies on the action taken, and whether continuity of the programme is viable and achievable. When we be- gin this journey with you, every step is crucial in or- der for us to assist you in the elimination of failure mode. Therefore Key Performance Indicators (KPIs)

Annemie Willer is WearCheck’s Reliability Solutions Lubrication Consultant. Enquiries: Tel: +27 (0) 31 700 5460 Email: support@wearcheck.co.za

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