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INFRASTRUCTURE DEVELOPMENT • SERVICE DELIVERY • ROADS • BUILDING • MAINTENANCE • ENERGY • WASTE

GLS Consulting

From static models to an operational digital water network twin

ASSET MANAGEMENT Deterioration modelling, lifecycle economics and infrastructure budgeting

ROADS & BRIDGES

Reopening a flood-damaged coastal route

LABOUR INTENSIVE CONSTRUCTION LIC works best as an integrated system

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VOLUME 51 NO. 08 SEPTEMBER 2026

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IMESA The official magazine of the Institute of Municipal Engineering of Southern Africa

INFRASTRUCTURE DEVELOPMENT • SERVICE DELIVERY • ROADS • BUILDING • MAINTENANCE • ENERGY • WASTE

GLS Consulting

From static models to an operational digital water network twin

Editor’s comment President’s comment Index to advertisers

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ASSET MANAGEMENT ROADS & BRIDGES

Reopening a flood-damaged coastal route

LABOUR INTENSIVE CONSTRUCTION LIC works best as an integrated system

From static models to an operational digital water network twin. Building the foundations for AI-assisted water operations in George Municipality

The red flags hiding in procurement

A meeting of the minds on infrastructure implementation. Engineering practice, compliance and infrastructure delivery excellence

George Municipality’s journey shows that the difficult part of creating a digital water network twin is not simply placing a hydraulic model in the cloud. It is aligning a dynamic model with the way the physical system is operated, integrating fragmented data sources, and establishing sensor quality that operational teams can trust. The emerging digital twin combines a calibrated 24-hour extended period simulation, near-live and historical sensor data, GIS information and structured quality control to support day-to-day operations, scenario testing and non-revenue water management. P6

Asset Management How much should we really be spending on existing infrastructure? Turning condition, uncertainty and lifecycle economics into a defensible municipal budget 14

Renewable Energy & Electrification Transmission infrastructure: Africa’s quintessential energy link

International Projects Rebuilding Qurayyat’s marine lifeline while the water kept flowing

INTERNATIONAL PROJECTS

ROADS & BRIDGES

33 34

Pipe Systems Debunking the ‘100-Year’ uPVC pipe system claim. Engineering realities, joint vulnerability and professional governance

Waste Management Recycling partnership targets plastic recovery across KZN MetPac-SA study highlights practical path to safer aerosol recycling in SA

JCB 540-180 telehandler takes Bell range to new heights Best ways to de-risk crushing and screening projects

40 41

42 43

Retaining Wall Systems Intricate landscape design retains SA’s first Club Med

Cement & Concrete

Admixture optimisation boosted by aftersales support School precast layout enhances form and function

Procurement & Supply Management

The social impact gap. Why procurement must deliver more than compliance

Roads & Bridges Reopening a flood-damaged coastal route. The Clarence Drive Rehabilitation Project Universal access underpins JDA’s public transport plans Resurfacing the R31 from Delportshoop to Barkly West

Vehicles & Equipment

Sustainability Urban greening and water conservation. Celebrating Arbor Month

Taking training to where the work happens Edge-to-cloud solution for smart water management Keeping the water flowing

Labour Intensive Construction LIC works best as an integrated system that sustains future employment

Water & Wastewater

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Deterioration modelling, lifecycle economics and infrastructure budgeting

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Infrastructure investments and positive education outcomes

n a world where inequality is still rampant, one of the greatest gifts is education, especially literacy and numeracy. But the most important of all is clearly the ability to read and comprehend, since this is the essential foundation for all endeavours, with an emphasis on lifelong learning and adaptability within an increasingly digital world. It’s also a key topic to refocus on since September is Literacy Month in South Africa, coinciding with UNESCO’s International World Literacy Day, held annually on 8th September. This year’s theme is “Literacy for people, the planet and prosperity” with six countries receiving the coveted UNESCO International Literacy Prize for outstanding work, comprising Colombia, Lebanon, Mexico, the Netherlands, Nigeria and Thailand.

African leadership Across the board, there’s a central endeavour to uplift marginalised communities, with Nigeria showing the way in Africa. Their winning UNESCO entry, titled Project PAL (Primary Accelerated Literacy) is an initiative led by the WAER Waters Charity Foundation. A Nigerian NGO, the latter focuses on tutoring out-of-school children in conflict-affected areas of the Niger Delta via solar-powered “Literacy Hubs” that provide safe learning spaces. The goal is to return learners to formal education. It’s an admirable endeavour and one that urgently needs replicating considering that up to 90% of learners in Sub-Saharan Africa fail to reach minimum reading proficiency levels on completing primary school. That compares to 3% in Europe and Northern America.

South African context In South Africa, we have a similar pattern emerging alongside our Sub-Saharan counterparts, which is reflected in 2026 statistics released by our Department of Basic Education. The figures show that only 30% of Grades 1 to 3 learners are reading at grade level in their home language. For those who cannot read for meaning from Grade 4 onwards there’s a high probability they will drop out well before Grade 12. Currently, that figure is around 40%. The contributing factors are multifaceted, and include endemic poverty, access to schools – particularly in rural areas without enabling infrastructure – lack of adequate

Build more schools Priority one is the need to build thousands of new schools to keep place with population demand and regional migration shifts. A case in point is the rapid expansion of informal settlements, placing increasing pressure on existing schools to accommodate new learners. In parallel is the urgent need to remedy existing school infrastructure decay, which includes inadequate water and sanitation services that directly and indirectly impact the learning environment. We also need to ensure that schools have access to digital platforms at equitable pricing levels. Why we aren’t seeing new school rollouts at a sustainable pace is reportedly due to fiscal constraints that also include thousands of open teacher posts that remain unfilled. Here there’s a need for an urgent intervention in terms of funding provision since education is the primary driver for the attainment of the UN Sustainable Development Goals. To fill the gap for those with incomplete schooling, one effective measure within the construction space is the Expanded Public Works Programmes to accelerate AET initiatives as a foundation for downstream opportunity. That of course hinges on robust infrastructure investment and full public and private sector participation. Ultimately, physical Infrastructure is a major economic enabler, but it cannot function in isolation from social infrastructure priorities. The two together help build a high-functioning society, and it begins with education.

Alastair

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GLS Consulting

From static models to an operational digital water network twin

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Reopening a flood-damaged coastal route

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nutrition, textbook affordability, overcrowding, plus access to library facilities and the internet. Given South Africa’s high youth unemployment, the negative ripple effect is concerning. This also applies to mathematics and science education, where South Africa falls behind other developed and developing nations. The upside is that it’s never too late, as successful Adult Education and Training (AET) progammes demonstrate. Against this backdrop, the private sector has a key role to play, alongside NGOs, in turning the situation around. It’s arguably one of the most important public-private partnerships we can adopt as a country in terms of bridging social infrastructure gaps.

In each issue, IMIESA offers advertisers the opportunity to get to the front of the line by placing a company, product or service on the front cover of the journal. Buying this position will afford the advertiser the cover story and maximum exposure. For more information on cover bookings, contact Joanne Lawrie on +27 (0)82 346 5338. IMIESA September 2026

IMESA

PRESIDENT’S COMMENT

THE MAINTENANCE DIVIDEND

Why fixing what we have may matter more than building new Since South Africa’s 1994 democratic transition, the focus has been on investing in infrastructure and rectifying spatial development imbalances. From roads and rail to water systems, schools and hospitals, billions have been poured into building new assets to expand access and stimulate growth. Yet, despite this scale of investment, service delivery outcomes remain uneven.

critical reason is that ageing and poorly maintained infrastructure is eroding the value of these investments and real socioeconomic growth. Therefore, the concept of the “maintenance dividend” highlights why prioritising preventative care first can achieve a greater return on investment than just continually building new assets. Preventative maintenance is not glamorous. It lacks the ribbon cutting and political clout of new capital project rollouts. However, maintenance is a non-negotiable component of the mandate all political and municipal leadership are legally required to embrace as part of their elected or appointed tenure within each 5-year local government administrative cycle. It’s also a mandate that the electorate have increasingly seized on as a means to reward or punish effective versus ineffective service delivery. Communities hardened by sustained electricity, water and sanitation outages, sometimes running into weeks and months, don’t see the immediate value of random capital project smokescreens – like a sports centre or the promise of a new public transport route. Without high-functioning infrastructure, every level of society is negatively affected, disproportionately impacting vulnerable communities and widening inequality gaps. Communities want services to work.

Effective and proactive asset management So, there are two arguments here, namely the need for coherent asset management funding and implementation strategies, with consequence management; and a practical understanding of why existing assets need to be prioritised first. Maintenance must be routine, and it’s not deferrable. What we’re seeing now, for example, are roads that were designed to last 30 years failing within

five due to a lack of periodic resealing, resulting in pothole formations and pavement failure. Obviously, it’s a balance between maintain, and in parallel build, to support socio-economic expansion. International studies suggest that every rand spent on preventative maintenance can save between three and five rand in future rehabilitation costs. That also frees up funding for other targeted social and physical infrastructure programmes.

NRW concerns and the ripple effect Non-revenue water (NRW) losses are a classic example where wastage is rampant. Estimates vary widely from city-to-city, averaging around 47% nationally. Simply put, why expend money on upgrading and building new dam and reservoir infrastructure, only to see a higher than acceptable volume of South Africa’s treated potable water escape through leaking pipelines due to a lack of routine maintenance? The same applies to sewage connections that – if defective – leak into the environment, causing widespread pollution, including groundwater contamination. For the same reason, we must ensure that our existing water and wastewater treatment plants run optimally and fully comply with Blue Drop and Green Drop standards, alongside the general application of No Drop protocols. Every poorly maintained asset has a ripple effect, and when you factor in climate change impacts, the ensuing “tsunami” is well recorded in past extreme flood events. Here a widespread lack of stormwater infrastructure maintenance has resulted in the total loss of roads, bridges, buildings, water, electricity, sewer and telecommunication infrastructure.

Geoff Tooley, Pr Eng Hon FIMESA, IMESA President: 2024-2026

4 IMIESA September 2026

Reasons for maintenance underfunding When the solution is so obvious, it’s key to expose and remedy the systemic issues that undermine asset management implementation. Aside from the politically expedient budget bias towards new capital projects, a root cause of poor maintenance is fragmented accountability. Municipalities, provinces and national departments share responsibilities, but coordination is weak. Skills shortages are also a burning issue. Engineering and technical staff are often overstretched, limiting proactive asset management. In addition, outdated asset registers and incomplete GIS datasets make it difficult to plan maintenance strategically. Plus, historical records of underground services installed decades ago have often been lost. The result is a vicious cycle: infrastructure deteriorates, service delivery falters, public trust erodes, and government responds with costly new builds rather than protecting existing investments.

The way forward To unlock the maintenance dividend, government needs to fundamentally change how it budgets, manages, and protects public infrastructure. The first step is to ring-fence infrastructure budgets for maintenance. Studies have shown that municipalities often spend less than 1% of asset value on upkeep, which is far below the recommended 2 to 5% international norm. Plus, we need to ensure that all new projects incorporate upfront lifecycle costing metrics so there’s a quantifiable application of long-term maintenance provisions. To achieve this requires the universal professionalisation of asset management across public infrastructure-related entities, as well as the strengthening of municipal engineering capacity. Fundamental to the process is asset management digitalisation to provide real-time insights into condition health. The key takeaway is that South Africa’s infrastructure journey is not purely about new projects. The maintenance dividend, or payback – shifting from a reactive to proactive stance – has been proven globally as the first approach to building back better. Only then will the infrastructure billions already invested deliver their full value.

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COVER STORY

From static models to an operational digital water network twin BUILDING THE FOUNDATIONS FOR AI-ASSISTED WATER OPERATIONS IN GEORGE MUNICIPALITY George Municipality’s journey shows that the difficult part of creating a digital water network twin is not simply placing a hydraulic model in the cloud. It is aligning a dynamic model with the way the physical system is operated, integrating fragmented data sources, and establishing sensor quality that operational teams can trust. The emerging digital twin combines a calibrated 24-hour extended period simulation, near-live and historical sensor data, GIS information and structured quality control to support day-to-day operations, scenario testing and non-revenue water management. By Dr Alex Sinske*

A network ready for the next step

eorge is a growing secondary city and Garden Route hub in the Western Cape, serving about 233 000 residents through a complex water network with multiple dams, water treatment works, reservoirs, pump stations and approximately 43 000 connections. Its coastal mountain setting also makes the system sensitive to Dr Alex Sinske, CTO, drought and substantial GLS Consulting rainfall variability.

6 IMIESA September 2026

The municipality’s digital transformation did not start with the digital water network twin. SCADA coverage across pumps and reservoirs had already proved valuable, particularly during drought conditions, and advanced metering infrastructure (AMI) was being rolled out. The municipal Smart City strategy and Integrated Development Plan also placed increasing emphasis on resilient, digitally enabled and data driven service delivery. The next logical step was to connect these existing investments and improve visibility across the entire water distribution network. George’s hydraulic model was originally established in 2002 by GLS and has been updated periodically,

COVER STORY

DWN twin development EPS model • Link to treasury information (aggregated water demand) • Asset data (GIS, As Built drawings, records from utility team) • Periodically updated • Basic hydraulic parameters (peak pressure, flow, velocity, etc.) • Snapshot analysis (typically peak hour)

• Originally simulated over 168 hours • Reduced to typical 24 hours • Calibrated from sensors and operational insights (pressure, flow, demand, etc. • Extended hydraulic trends (water level, pump cycles, change in storage volume), etc.

Static Hydraulic Model

• Integrated with a cloud-based solution • Connect real-time sensor input • Setting alert/alarm on boundary conditions • Testing what-if scenarios

DWN Twin FIGURE 1: Maturity path from a periodically updated static hydraulic model, through a calibrated extended period simulation, to an operational digital water network twin

generally every quarter. It contained aggregated demands extracted from billing data and was mainly used in snapshot scenarios, typically representing peak hour conditions. While suitable for planning analyses, it included only basic operational practices and had limited links to current field conditions. SCADA, AMI and the model each had their own interface, and each presented a different part of the operational picture.

Moving beyond a static snapshot The development path therefore started with the existing static Wadiso® model from GLS and

progressed through an extended period simulation (EPS) before being integrated into a cloud-based digital water network (DWN) twin. Historic flow, pressure and reservoir level data were combined with the operating knowledge of municipal staff. Pump cycles, reservoir inlet controls, pressure reducing valve settings, network isolations and other practical rules had to be captured so that the model reflected how the system is truly run, rather than how it was assumed to run. The first EPS represented a typical 168-hour week. This was subsequently calibrated and reduced to a representative 24-hour period to align with the requirements of the cloud-

based DWN twin and make operational scenario testing more practical. The calibrated model was exported from Wadiso in EPANET .INP file format and ingested into Qatium™. Live sensor inputs could then be connected, operating thresholds applied and what-if scenarios tested against current network conditions. (Figure 1 summarises this maturity path from static hydraulic model to operational DWN twin.) This transition was considerably more demanding than moving a static file from one platform to another. A dynamic model must reproduce changes in storage, demand, pressure, flow and pump operation over time. Operational teams also need to recognise the modelled behaviour as a credible representation of the network before they will rely on its outputs.

Integration architecture and quality control

FIGURE 2: Data flow architecture linking the 24-hour hydraulic model, GIS, warning thresholds and the GLS data historian and filter to the DWN twin cloud platform

An overview of the George digital water network twin, showing distribution areas and connected sensor assets

The various platforms already contained a wealth of useful information, but they operated largely in silos. A sensor could indicate that something unusual was happening, yet without an accurate network representation it could still be difficult to interpret the cause or the affected area. Conversely, the hydraulic model could only be as representative as the data and operating rules supplied to it. The integration architecture combines the 24-hour hydraulic model, GIS data, warning thresholds, and a middleware data historian and filter from GLS before information is passed to the DWN twin cloud platform. Approximately 130 bulk meter signals – covering flow, pressure and level – were initially connected. Metadata was used to match these signals with hydraulic objects and GIS polygons representing district metered areas (DMAs). (Figure 2 summarises the data flow architecture.) Sensor data quality is fundamental to this process. GLS has therefore developed a twofold approach to maintaining quality. First, middleware QA/QC applies range and monotonicity checks,

IMIESA September 2026

COVER STORY

FIGURE 3: Extract from sensor trend reporting used in the data quality feedback loop. The plot compares modelled flow, recent observations and the expected hourly distribution

residual anomaly detection and communication diagnostics. This helps distinguish telemetry or communications failures from genuine hydraulic events. During the early integration work, about 30% of the sensors required review by the relevant supplier networks for a range of issues. Second, weekly automated standardised sensor reports are generated for the various source sensors as processed by the GLS data historian. These reports are distributed to key stakeholders at George Municipality and to the sensor suppliers. They establish a practical feedback loop through which declining quality, missing data, unusual patterns or configuration problems can be identified and addressed early.

8 IMIESA September 2026

The approach recognises that the DWN twin cannot be more reliable than the sensor information on which it depends. (Figure 3 shows an extract from the sensor trend reporting used in this quality review process.)

From model output to operational use Once active data and operational rules are connected to the model, the DWN twin can support a range of practical use cases. A shutdown analysis can isolate a section of the network, identify the

valves to be closed and estimate the number of end users affected. The process can ultimately be linked to work orders, helping to connect hydraulic analysis with maintenance execution and customer communication. (Figure 4 illustrates a shutdown scenario within the operational DWN twin environment.) Tank autonomy analysis provides an estimate of available storage during an interruption to a reservoir or tank under the current demand profile. Other scenarios include hydrant flushing sequences, fire flow simulation, pressure management, demand spikes and the assessment of proposed sensor locations. Boundary conditions can also be established for individual signals, allowing an alert to be displayed or sent via a mobile notification application, when performance falls outside an expected range. These capabilities do not remove the need for engineering judgement. Rather, they bring network information, operational history and current conditions into one environment, allowing staff to test a response before implementing it in the field. The aim is to shift progressively from reacting to failures towards predicting, preventing and standardising the response to network events.

AMI, DMAs and non-revenue water The continued AMI rollout creates an important opportunity to expand non-revenue water (NRW) monitoring, but the project also confirmed that

FIGURE 4: An example of an operational shutdown scenario, with network context, tank status, simulated storage trend and a selected pipe closure

COVER STORY

FIGURE 5: NRW monitoring view for a selected district metered area, combining minimum night flow, consumption and zone level water balance indicators

AMI does not automatically produce an accurate model or solve water loss problems. Consumer readings must be complete, correctly located and aligned with reliable zone bulk meter information. The most practical approach is to begin with DMAs that have good AMI coverage, verify the relevant bulk meters, calculate daily NRW percentages and then investigate the losses. This staged approach can reveal areas requiring targeted field work. In one example of a DMA covering 186 customer points, a high night flow of about 60 m3/day and matching 34% NRW was being investigated, together with the need to verify or replace the bulk meter. The DWN twin provides spatial and hydraulic context for such investigations, while AMI and bulk meter data provide the measured balance. Neither source is sufficient on its own. (Figure 5 shows an NRW monitoring view for a selected DMA.)

Lessons from the journey The project started with clear expectations: improve alignment between the model and the physical network; capture the way the system is operated; create a practical DWN twin for daily decision-making; and improve both the quality and quantity of data. A model reality alignment of roughly 75% to 80% was considered a reasonable operational target, because operator trust is essential before the DWN twin can become part of routine work. Several challenges were greater than expected. Converting a steady-state model into a credible 24-hour simulation was relatively complex and time-consuming. Existing sensors did not always provide the accuracy or reliability required. Daily AMI readings did not instantly improve calibration. Aligning field operations with their

digital representation required repeated engagement, and the process change from outsourced modelling support towards in-house operational use took more time than the technology alone suggested. These lessons are important for other municipalities. A DWN twin is not a single software product, and it is not completed at the point of integration. It is an operational system made up of the hydraulic model, sensor and customer data, GIS, operational rules, quality control processes and, most importantly, the people who use and maintain it.

What comes next? Sensor deployment in George is continuing, as is the review and workshop of changes in operational rules. New sensors will allow alert and alarm capabilities to be expanded, while work order integration can connect modelled events more directly to field activities. NRW monitoring will grow with the AMI programme, starting in the best covered DMAs and expanding as bulk meter confidence improves. The broader direction is to test technologies before scaling them, embed the DWN twin in daily operations, strengthen data governance and ownership, standardise event handling, and build the internal capability needed to sustain smart water operations over the long term. Looking further ahead, Qatium with GLS as implementation and development partner, are working towards an AI-supported operational layer in which the DWN twin becomes a continuously active decision support system. In this vision, its AI water agent would begin each day by briefing utility teams on overnight changes, emerging risks, demand patterns and recommended priorities. During the day, the AI water agent would coordinate specialist AI agents that monitor

live network conditions, identify anomalies and prepare response options for operators. Rather than replacing engineering judgement, these agents would work alongside utility personnel, drawing together model results and operational data to shorten the path from detection to informed action. This could move the DWN twin beyond visualisation and userinitiated simulations towards 24/7 operational intelligence that supports faster, more proactive and resilient network management.

Conclusion George Municipality’s experience demonstrates that the route from a static hydraulic model to an operational DWN twin is an incremental maturity journey. The technology is important, but the decisive work lies in capturing operational reality, validating the data and creating feedback loops that keep the information trustworthy. As these foundations improve, the DWN twin can support more confident shutdown planning, storage monitoring, pressure and fire flow analyses, sensor deployment and NRW investigations. The result is not merely a better model, but a more connected and proactive way of operating the water network. ACKNOWLEDGEMENT *Supported by George Municipality and The Innovation Consulting Company.

www.gls.co.za

IMIESA September 2026

IMESA

A MEETING OF THE MINDS ON INFRASTRUCTURE IMPLEMENTATION ENGINEERING PRACTICE, COMPLIANCE AND INFRASTRUCTURE DELIVERY EXCELLENCE A highlight on the IMESA Nor thern Provinces branch calendar, this year’s technical seminar and AGM in August 2026 brought together industr y stakeholders and thought leaders from across the public and private sector arena united in the common goal of effective and efficient infrastructure implementation. Nor thern Provinces is IMESA’s largest branch encompassing Gauteng, Nor th West, Mpumalanga and Limpopo.

IMESA bursary recipient, Anrich Molleman (second from right), receiving his Certificate of Academic Achievement on completion of his BEng degree in civil engineering. With him (from left) is Erich Molleman from Structa Group (the official event partner); Vuyani Gxagxama, IMESA Vice-President: Technical; and Werner Bruhns, who serves on the IMESA Northern Provinces Branch Council

10 IMIESA September 2026

pening the event, Vuyani Gxagxama, IMESA Vice-President: Technical, welcomed delegates and highlighted that 2026 is the 65th anniversary of the formation of the Institute of Municipal Engineering of Southern Africa (IMESA). “As IMESA we are proud of the strength, innovation and resilience of municipal engineers in constantly striving to find solutions in what has always been a challenging environment. Today we are at a crucial crossroads as we await the rollout of the 2026 White Paper on Local Government (WPLG), which intends to reset past deficiencies in public sector performance, specifically in the municipal domain,” says Gxagxama. “We’ve had our say during the public participation process and have been acknowledged by the Department of Cooperative Governance and Traditional Affairs as a key implementation and change agent for infrastructure renewal going

IMESA forward, where municipal engineers lead the charge. That of course hinges on collaboration with our industry partners, whether they be consulting engineers, contractors, OEMs or related national and provincial partners.” Added outgoing IMESA Northern Provinces Branch Chairperson, Kwena Maphoto: “Knowledge exchange is a core part of IMESA’s mandate, which includes assisting candidates in their transition through to professional registration with the Engineering Council of South Africa. “As an Institute, we also award bursaries to qualifying tertiary students and this year would like to celebrate the achievement of Anrich Molleman, who we present at this gathering with a Certificate of Academic Achievement on completion of his BEng degree in civil engineering. It’s up to Anrich and his generation to work collaboratively to help build a sustainable future.”

Presentations As in previous years, the presenters this time around shared their real-world experiences with delegates, providing practical takeaways and opening the door to future one-on-one delegate engagement. Well-regarded engineering leader and academic, Dr Ron Watermeyer (presenting as head of entity, Infrastructure Innovations), kicked off the presentations with his talk titled, “Strengthening engineering practice through better specifications and tender documentation”. His observations

reinforce the point that the foundational success of all projects awarded is based on clear, workable contracts and a well-defined scope of works; a realistic bill of quantities; and a clear determination of how defects will be addressed based on preset parameters and specifications. “A key point I want to make is that a bill of quantities is not a specification. It is a description of items in sufficient detail for someone to be able to price. And pricing an item is different to the specifications for constructing an item,” says Dr Watermeyer. Next up, Dr Masindi Mapholi from the Department of Water and Sanitation presented on “From bulk water security to municipal service delivery”, with an emphasis on legislative compliance within the water services authority framework. His presentation underscored the importance of effective Water Services Development Plan (WSDP) implementation by municipalities to effect meaningful change. Building on this theme, the next speaker, Dr Kerusha Lutchmiah – a water specialist from Atana consulting engineers – spoke about reactive to predictive approaches to sustainable interventions, harnessing the evolution of digital twinning and virtual mechanisms for better operator decision support. A primary goal is to drive down non-revenue water losses and optimise water and wastewater treatment efficiencies, as well as pipeline network optimisation and pressure management

Outgoing IMESA Northern Provinces Branch Chairperson, Kwena Maphoto, congratulates incoming 2026-2028 Chairperson, Khodani Tshiko Tshovhote

through data intelligence and digital monitoring. The ultimate goal is holistic smart water execution within an evolving public-private partnership framework. Moving from water to transportation, Ivan Reutener from Atana then presented on the topic, “Smart mobility for municipal infrastructure delivery”. His experience provided delegates with an insight into Atana transportation engineering

Delegates, presenters and IMESA members. From left: Mogotsi Obed Kgosiemang; Ivan Reutener from Atana (presenter); Dr Kerusha Lutchmiah from Atana (presenter); Vuyani Gxagxama, IMESA Vice-President: Technical; Dr Ron Watermeyer from Infrastructure Options (presenter); Molahleni Marate; Kwena Maphoto, outgoing IMESA Northern Provinces Branch Chairperson; Linda Tyers (Northern Provinces Branch Treasurer); Devesh Mothilall from the City of Johannesburg (who led the technical Q&A and integrated panel discussion); Dr Masindi Mapholi from the Department of Water and Sanitation (presenter); and IMESA Vice-President: Operations, Moeketsi Mohlabi

IMIESA September 2026

IMESA

maintenance shifts to a total rebuild at a far greater cost than current budgets will allow.

Women in engineering

From left are the newly elected IMESA Northern Provinces Branch EXCO for the 2026-2028 term: Tshivhase Livhuwani (Secretary); Linda Tyers (Treasurer); Khomotso Phofa (Deputy Chairperson); and Khodani Tshiko Tshovhote (Chairperson)

projects within Africa and globally, including intelligent traffic systems, public transport studies, as well as electric vehicle adoption. As Reutener emphasises, factors for success hinge on an enabling governmental policy environment aligned with practical transport masterplans that integrate new technologies with socio-economic expansion goals.

and ineffective operations and maintenance of municipal infrastructure assets that are primarily caused by skills deficits that technology alone can’t solve. In the end, the collective observation from the audience was that it’s a race against time to reverse failing town and city services before

Panel feedback

Anjani Harjeven, CEO of WomHub, presented on the topic “Engineering an inclusive future: advancing women, innovation and leadership in infrastructure delivery”

The above presentations were then blended into an interconnected panel discussion led by Devesh Mothilall from the City of Johannesburg. “Each presentation has a link in terms of the overall value chain,” explains Mothilall. “Dr Watermeyer set the scene with best practice project tendering and execution; Dr Mapholi spoke about the challenges of transferring bulk water resources into a municipal system; while Dr Lutchmiah and Mr Reutener expanded on smart data driven tools that help municipalities close the gap between what’s planned on paper and what’s delivered on the ground.” Key stumbling blocks raised by delegates included poor procurement practices and supply chain irregularities; senior municipal leadership positions filled by candidates without professional registration and/or applicable qualifications;

Conclusion “As engineering professionals, we are entrusted with the planning, design, management and deliver y of enabling infrastructure, which requires years of study and applied experience. However, we also acknowledge that this process is not achieved through technical ability alone. Collectively, it requires an enabling environment, a coherent policy framework, plus ethical and dynamic leadership,” sums up Maphoto. “From IMESA’s perspective, we will continue to play our part as we have done for close to seven decades, serving and supported by our members, as well as the infrastructure industry at large. As the expression goes, ‘Rome wasn’t built in a day’. However, technical workshops like these help us to focus our attention on immediate impediment priorities. Together we can find the right balance between high- and lowtech solutions that will foster our immediate and longer-term service delivery priorities,” Maphoto concludes. To obtain a copy of the presentations, please email: np@imesa.org.za

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12 IMIESA September 2026

Rounding off the technical seminar was a heartfelt talk by Anjani Harjeven, CEO of WomHub, titled “Engineering an inclusive future: advancing women, innovation and leadership in infrastructure delivery”. “While we tackle the significant challenges we currently face as a country, we also have to keep an eye on the future, which includes a more diverse and inclusive ecosystem,” says Harjeven. WomHub runs programmes to support female engineering and tech talent development, including leadership and workplace readiness, and entrepreneurial growth. As a pioneering organisation, IMESA has promoted equal representation for men and women since the onset, and testimony to this is the composition of the incoming IMESA Northern Provinces Branch EXCO. Nominated and elected at this year’s AGM, this all-women team is headed by Khodani Tshiko Tshovhote as Chairperson for the 2026-2028 term.

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ASSET MANAGEMENT

HOW MUCH SHOULD WE REALLY BE SPENDING ON EXISTING INFRASTRUCTURE? TURNING CONDITION, UNCERTAINTY AND LIFECYCLE ECONOMICS INTO A DEFENSIBLE MUNICIPAL BUDGET

Ever y municipal engineer knows the problem statement: The maintenance budget is under pressure. Capital renewal requirements are substantially greater than the available funding. The asset register contains thousands, perhaps hundreds of thousands, of individual components of var ying age, condition and impor tance. Some have good records. Many do not. By Dave Coetzee*

he question is: How much money do we actually need? Usually, we can produce a number. The harder question is whether we can provide, technically and economically, a defensible argument as to why it is the right number. That is the problem that the Integrated Infrastructure Intervention Decision Methodology

(I³DM) is intended to address. It attempts to join three things that are too often treated separately: deterioration modelling, lifecycle economics and infrastructure budgeting. At its core is a relatively straightforward proposition: rather than asking what it will cost to repair or replace assets when they fail, it compares the whole lifecycle consequences of four predetermined and generic management strategies and determines which represents the best economic option.

We must make decisions with the data we have

Dave Coetzee, Specialist: Physical Richard Hoal, Asset Management at Daphron Partner at Cox Yeats Consulting

14 IMIESA September 2026

Infrastructure planning models can easily become exercises in demanding data that municipalities do not possess. Commissioning dates may be incomplete. Maintenance histories may be inconsistent. Failure records may not be statistically useful. Different depar tments may have applied different condition grading systems over decades. Expected Useful Life (EUL) is itself an engineering estimate.

The I³DM methodology therefore deliberately starts from information that can realistically be established across a por tfolio. For each component, the principal asset-specific observations are: 1. Current assessed condition 2. Current Replacement Cost (CRC) The model requires other engineering parameters: useful life, deterioration characteristics, maintenance costs, rehabilitation assumptions and consequence parameters, but to simplify the application of the model, we inherit these from an asset classification-based knowledge base.

Turning condition into a lifecycle state Chronological age is useful when it is known, but condition is often a better description of where an asset sits in its lifecycle. A 30-year-old pump that has operated under favourable conditions is not necessarily equivalent to another 30-year-old pump exposed to aggressive duty, poor maintenance or repeated overload. The I³DM methodology therefore uses a twoparameter Weibull relationship as a practical deterioration proxy:

Weibull-based condition/reliability relationship. Where: • C(t) is the condition/reliability index at age t, expressed on a 0–1 scale.

ASSET MANAGEMENT

100%

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Rehabilitation & Planned Maintenance

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68% 58% 49% 40% 23%

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P l a n n e d M a i n te n a n c e

Do Nothing

0,0%

RUL Year

FIGURE 1: The integrated Infrastructure Intervention Decision Methodology (I³DM) evaluates four mutually exclusive strategies

• t is the effective or apparent age of the asset. • η (eta) is the Weibull Characteristic Life (scale parameter). • β (beta) is the Weibull Shape parameter: The relationship can be inverted to estimate an effective or apparent age from assessed condition:

Effective (apparent) age derived from current condition. This does not claim that measured physical condition and probability of failure are the same quantity. The Weibull curve is being used as a controlled mathematical surrogate that allows observed condition to be placed consistently on a deterioration trajectory. The textbooks tell us to measure condition and failures and then use the data to plot degradation curves, but we have thousands of different asset types and hundreds of thousands of assets to manage; we need an easier way! The model then calibrates characteristic life against engineering EUL and a specified probability of failure at EUL:

Characteristic life calibrated to the selected probability P at EUL. Where: • η (eta) is the Weibull Characteristic Life (scale parameter).

• EUL is the Expected Useful Life. • ln is the natural logarithm. • P is the target PoF at EUL, defined in the asset classification. • β (beta) is the Weibull Shape parameter. Once the effective age is known, remaining useful life and future condition can be projected year by year. We now have something much more useful than an age field in an asset register; we have a common mechanism for modelling the future physical state of each component.

ser vice disruption, consequential damage, avoided consequences and residual value. Those cash flows are modelled over a common lifecycle analysis period and conver ted to present value:

Present value of a cash flow in year t, using discount rate d. Where: • d is the discount rate. • t is the period under consideration.

Four futures for every asset For each component, the I³DM methodology evaluates four mutually exclusive strategies (as illustrated in Figure 1): • Do Nothing. • Planned Maintenance. • Rehabilitation + Planned Maintenance, and • Replacement + Planned Maintenance. The impor tant point is that these are not compared simply on their immediate cost. Under Do Nothing, the asset follows a shortened useful-life basis and accumulates the consequences associated with deterioration. Under Planned Maintenance, expenditure is incurred regularly to preserve the normal useful-life basis. Rehabilitation incurs a larger inter vention cost and improves condition. Replacement resets the component to an “as new” state. Each strategy creates a different future stream of maintenance expenditure, reactive maintenance, rehabilitation, replacement,

Maintenance is expensive – until the alternative is costed properly Municipal maintenance frequently suffers from a peculiar budgeting disadvantage. The expenditure is visible. The benefit usually is not. The cost of servicing a pump this year appears clearly in the budget. The replacement avoided fifteen years from now does not. Neither does the burst avoided, the emergency contractor not called, the service interruption that did not occur or the consequential damage that never had to be repaired. As a result, maintenance can appear to be a discretionar y operating expense while replacement appears later as an unavoidable capital requirement. Lifecycle analysis exposes the flaw in that reasoning. Suppose planned maintenance costs only a small percentage of CRC annually. It still has to justify itself. But it should be compared with the complete alternative: accelerated

IMIESA September 2026

ASSET MANAGEMENT

deterioration, increased reactive maintenance, earlier replacement and the economic consequences of declining service. A relatively modest stream of maintenance expenditure may therefore buy a surprisingly valuable asset: time. And that time has economic value. If maintenance extends the period before a R100 million asset must be replaced, the relevant comparison is not simply this year’s maintenance cost versus zero. It is the present value of maintaining the asset versus the present value of the accelerated replacement cycle and consequences created by not maintaining it. That is how the I³DM methodology can help demonstrate the economic case for planned maintenance without predetermining the answer. If maintenance genuinely is the most economical strategy, the model will show it. If an asset is already too deteriorated for maintenance to be economically rational, it should show that too. That distinction makes the conclusion far more defensible than simply asserting that “maintenance is cheaper than replacement”.

That is the role of Incremental Benefit-Cost Analysis:

Incremental benefit-cost ratio between two successive feasible strategies. The methodology first removes dominated alternatives, strategies for which another option provides at least as much benefit at no greater cost. The remaining alternatives are then ordered dynamically according to their actual lifecycle present cost (PV), from lowest to highest, and successive increments are tested. This dynamic ordering matters. Replacement may be physically more intensive than rehabilitation, and rehabilitation more intensive than maintenance, but that does not guarantee the same economic ordering. A larger intervention can sometimes have a lower lifecycle present cost because it eliminates enough downstream expenditure and consequences. The economics, rather than the name of the intervention, must determine the comparison sequence, as illustrated in Figure 2.

More than one economic test No single economic ratio answers every engineering decision. The I³DM methodology therefore uses three complementary measures, namely: • Lifecycle Net Present Value (NPV). • Benefit-Cost Analysis (BCA), and • Incremental Benefit-Cost Analysis (IBCA). The conventional benefit-cost ratio is:

Benefit-cost ratio for a strategy. A BCR > 1 indicates that measured benefits exceed costs. But this does not necessarily tell us which of several mutually exclusive strategies should be selected.

The future is not one number Even the most elegant deterministic model has a fundamental weakness: infrastructure parameters are estimates. Useful life is uncertain. Maintenance costs vary. Rehabilitation effectiveness varies. Failure consequences vary. Future intervention timing varies. So why pretend otherwise? The model repeats the entire lifecycle calculation thousands of times using Monte Carlo simulation. A typical assessment uses 5 000 iterations. Each iteration represents a complete plausible future. Uncertain parameters are sampled from appropriate probability distributions, the deterioration model is recalculated, interventions are triggered, cash flows are generated and the economic analysis is repeated. The result is no longer: “The five-year requirement is R1.37 billion”. It becomes something more useful: “The median requirement is X;

FIGURE 2: RULING OUT FALSE CHOICES

Dominance prevents inferior choices from distorting the decision A strategy is removed when another strategy delivers at least as much benefit for no more cost, with a genuine improvement in one dimension.

THE RULE Removed when another option matches its benefit for less cost. IN THIS CASE (A) Do Nothing is dominated by (D) – excluded before incremental comparison. IBCA STEP 1: (D) vs (B) +R3.90m benefit for +R564k cost g IBCR 6.91. (B) becomes new defender. IBCA STEP 2: (B) vs (C) +R179k benefit for +R487k cost g IBCR 0.37. (B) remains defender. RECOMMENDED (B) Planned Maintenance

16 IMIESA September 2026

RENEWABLE ENERGY & ELECTRIFICATION

there is an 80% probability the requirement will not exceed Y; and the upper-tail exposure is Z”. That gives engineers and financial planners P50, P80 or P95 confidence levels rather than a single artificially precise estimate (guesstimate). The stochastic structure also distinguishes independent asset uncertainty from shared uncertainty. If one valve deteriorates faster than expected, that may be asset specific. If the assumed useful life for an entire valve type is wrong, hundreds of assets may move together. That distinction matters enormously when estimating portfolio risk and it is included in the model using copulas to manage shared uncertainty.

From lifecycle analysis to an infrastructure budget The final step is aggregation. For each asset, the model establishes the economically preferred intervention and its timing. Those individual requirements can then be aggregated across component groups, asset types, systems and ultimately the municipal portfolio. The economic model uses a long horizon (40 years by default) because lifecycle alternatives must be compared over enough time to expose their true consequences. Budget planning need not pretend to possess the same foresight. The model also produces near-term direct expenditure requirements, including a five-year planning view, while Monte Carlo analysis provides the distribution around those requirements. This allows a municipality to move from the conventional question: “How much can we afford to allocate to maintenance and renewal?” …towards the more useful engineering question: “What expenditure profile is required to manage this portfolio economically, and what risk are we accepting if we fund below it?” Those are very different conversations. The first begins with the available budget. The second begins with the infrastructure.

Making the maintenance case with supporting evidence Municipal engineers have argued for decades that planned maintenance is cheaper than neglect. In principle, few people disagree. The difficulty has been converting that principle into a portfolio-specific economic argument that can survive competition for scarce funds. The I³DM methodology provides one possible bridge. It does not promise to predict precisely when every asset will fail. It does not claim that Weibull deterioration perfectly represents every physical mechanism. It does not remove professional judgement, statutory requirements, operational constraints or local knowledge. What it does is provide a consistent framework for asking the right question: Given the condition of the infrastructure we have today, the uncertainty in what we know, and the full lifecycle consequences of the choices available to us, what intervention strategy represents the best economic use of the next rand? Apply that question repeatedly across a municipal portfolio, and maintenance stops being merely a line item to be defended. It becomes an investment strategy whose cost, benefit, uncertainty and long-term effect on the municipality’s capital requirement can be demonstrated. And that may be exactly the evidence infrastructure engineers need when the next budget discussion begins! *CSAM, CAMA, MIAM, Pr Tech (Eng), MSc

TRANSMISSION INFRASTRUCTURE: AFRICA’S QUINTESSENTIAL ENERGY LINK Africa’s energy transition is often framed through the lens of generation: new renewables projects, faster grid connections, industrial demand, community access and economic growth. But generation alone cannot power growth. Electricity must move safely, reliably, and at scale to reach the people, industries and services that depend on it. By Clint Chetty

his is why transmission infrastructure deserves more attention in Africa’s energy transition. It is not always the most visible part of the electricity system. Power stations, solar plants, wind farms and substations tend to attract more attention, while transmission lines are often passed by with little thought about what they make possible. Yet hospitals, mines, factories, data centres, railways, communities, renewable energy projects, and more, all depend on the same basic requirement. Electricity must be transported from where it is generated to where it is needed. In my work on overhead transmission lines, the challenge is often both practical and strategic. Africa needs new electricity supply, but it also needs the corridors, structures, lines and engineering capability that enable that supply to move over long distances and across difficult terrain. The pressure increases as renewable generation grows. Wind, solar, hydro and other generation opportunities may sit far from major cities or industrial loads. If the transmission network is not strengthened at the same time, new generation can face delays, be underused, or have limited ability to support the wider system. Transmission is also about more than new lines. In many markets, existing transmission corridors need to be upgraded, reinforced or adapted to carry more power and improve reliability. Utilities and grid operators need to make careful decisions about where to build, where to strengthen, and how to balance immediate connection needs with long-term network planning. That is why the engineering behind transmission cannot be treated as a secondary issue.

High-voltage capability supercharges the future The upside is that South Africa has developed significant high-voltage transmission capability, including experience in 400 kV and 765 kV overhead line design. That experience is valuable because moving large volumes of electricity over long distances will become more important as power systems evolve. This 765 kV experience is particularly relevant because not every market has developed transmission capability at that voltage level. For African teams, this creates an opportunity to contribute expertise not only locally but also to international markets where high-voltage transmission is becoming more central to grid planning. Ultimately, transmission is the quintessential link that turns generation into usable power. For Africa’s energy transition to deliver growth, resilience and access, transmission corridors must be treated as strategic infrastructure – not background equipment. Clint Chetty, Chief Engineer Overhead Lines, WSP in Africa

IMIESA September 2026

LABOUR INTENSIVE CONSTRUCTION

LIC WORKS BEST AS AN INTEGRATED SYSTEM THAT SUSTAINS FUTURE EMPLOYMENT South Africa’s Expanded Public Works Programme (EPWP) has now provided a national framework for labour intensive construction (LIC) for more than two decades. During that time, public bodies have created and repor ted work oppor tunities across infrastructure and related sectors, while progressively embedding EPWP requirements into planning, procurement and repor ting systems. This is an impor tant achievement, says Devan Govender Pr Eng, head of Kydan Consulting – a specialist in LIC implementation and training – during an inter view with IMIESA.

he next phase is not about starting again, but about strengthening what already exists: moving from compliance-based reporting towards engineered LIC that deliberately increases productive labour absorption, supports skills progression and protects technical performance,” he expands. “Within the EPWP, LIC is more than the recording of work oppor tunities. It requires suitable infrastructure activities to be planned, designed, specified and supervised so that labour-based methods are intentionally used where they are technically appropriate and financially viable. Light equipment, such as plate compactors and rammers, can support labour-based production without undermining the labour-intensive intent. “Employment reporting confirms that work was created; engineered LIC confirms that the project was structured from the outset to create more productive labour content than a conventional approach would have achieved.”

LIC origins Internationally, LIC was formally promoted through the United Nations’ International Labour Organization in the mid-1970s and has since been adapted in many infrastructure environments. In South Africa, its policy expression has been embedded in the EPWP since 2004. Public bodies have been expected to select suitable projects, set appropriate employment conditions, appoint

18 IMIESA September 2026

competent consultants and contractors, and include labour-intensive requirements in contract documentation. Govender says the programme’s value lies in balancing its immediate and longer-term objectives. “The first objective is to create work opportunities and provide income relief. The second is to build capability through structured skills transfer, mentorship and progression,” he explains. “The growth of a national reporting culture is a major achievement. The next step is to ensure that reporting is supported by project choices and engineering methods that expand the developmental impact of each suitable project.”

An irrigation canal project designed and constructed specifically for LIC works. (Photo Credit: Hyson Cells.)

effectively. “EPWP and LIC requirements are widely reflected in public sector tender documents, which is a positive platform for further improvement,” he continues. “However, the next stage requires clearer distinction between projects that are genuinely suited to enhanced labour-intensive methods and those that, for sound technical reasons, will remain closer to conventional construction delivery. That distinction will help public bodies focus their effort where labour absorption, skills transfer and community benefit can be increased without compromising quality, safety or cost control.” In previous professional roles, Govender was involved in EPWP business plan development led by the National Department of Public Works and Infrastructure. EPWP Phase V continues the programme’s long-term implementation trajectory between 2024 and 2029. Govender believes this creates a constructive opportunity to build on past progress by improving project selection, strengthening implementation guidance and ensuring that labour-intensive components are planned as par t of the engineering solution rather than added later as a reporting requirement.

EPWP eligibility sectors Infrastructure is one of four EPWP sectors. The others are the social sector, which includes homebased care, health support and early childhood development; environment and culture, which includes waste removal, coastal care, park maintenance and fire prevention; and the non-state sector, which works with nonprofit organisations and community programmes. This broad footprint has helped the EPWP become a familiar delivery mechanism across government. The challenge now, says Govender, is to use that institutional acceptance more selectively and

Understanding where LIC works best His key point is for ward-looking: after two decades of implementation, the sector is ready for a more refined approach. “Every infrastructure project may create jobs, but every project should not automatically be treated as an LIC project,” Govender says. “Bulk infrastructure, specialist mechanical works and high-output conventional operations may not lend

Devan Govender Pr Eng, head of Kydan Consulting

LABOUR INTENSIVE CONSTRUCTION themselves to enhanced labour methods. By contrast, selected roadworks, drainage, routine maintenance, sidewalks, low-volume surfacing, geocell applications and other repeatable activities can often be engineered to create additional productive employment.” Where this distinction is made early, implementation becomes more efficient and more developmental. Jobs may already be created and reported on infrastructure projects, but the opportunity is to ensure that suitable projects create additional labour participation beyond what conventional construction methods would ordinarily deliver. This requires the engineering decision to come before the reporting decision: the project scope, rates, contract documentation, training model and supervision approach must work together from the start. “The EPWP Reporting System has played a vital role in giving visibility to work opportunities created through public infrastructure delivery,” Govender adds. “The next opportunity is to connect that reporting even more directly to how the works are designed, priced, documented, trained and supervised. LIC should be physically embedded in appropriate project activities.”

Capacitating stakeholders Some implementation questions require clearer practical treatment if delivery teams are to apply LIC with confidence. Wage-setting is one example. Policy and legislative instruments correctly establish minimum wage protections, but implementers must still determine project rates that are fair, compliant and appropriate to the productivity model of labour-intensive work. Clearer guidance can support consistency, protect workers and make it easier for clients to motivate labour-intensive methods on suitable projects. Govender says wage decisions should preserve the practical distinction between engineered LIC and conventional construction without compromising worker protection or project viability. If rates are set without reference to the intended method of production, labourintensive work can become harder to motivate commercially. Kydan Consulting’s short technical module, How to Set EPWP Wage Rates, therefore focuses on balancing legal compliance, fairness, productivity and affordability. Training is another area where a more structured approach can strengthen positive outcomes. Many projects already provide training to participants, which is an important contribution. The next step is to align training more closely with the project method and the participant pathway. Some participants may need basic site skills, others may require supervisory development, and a smaller group may be suited to enterprise development.

“Treating these pathways differently makes training more useful and improves the prospect of progression beyond a single project,” Govender explains.

More emphasis on “how-to” This is the basis for Govender’s emphasis on planned training pathways. Kydan Consulting’s module, Planning Training in an EPWP Project, separates induction, production training, accredited skills development, supervisory preparation and enterprise support. The aim is to align training with the labour-intensive method, the participant’s likely progression route and the public body’s exit strategy. For public entities across national, provincial, state-owned and local government structures, the practical question is how to capacitate consultants and contractors without overcomplicating implementation. Govender’s view is that LIC should be understood as an integrated system rather than a single compliance item. Decisionmakers must identify suitable work activities, allocate realistic resources, set appropriate productivity assumptions, specify labour-intensive methods clearly, and supervise delivery against both engineering and employment objectives. The broader opportunity is to connect temporary work, training and progression more deliberately. “If suitable LIC projects are linked to clear exit pathways, then experienced participants, supervisors and emerging enterprises can move from programme participation into broader construction oppor tunities. In this sense, engineered LIC should complement mainstream delivery rather than replace it, helping public bodies create work opportunities today while suppor ting longer-term employability and enterprise growth.”

Moving forward He believes the next phase of refinement must reach beyond engineers. Heads of department, municipal managers, directors, programme officials, supply chain practitioners, administrators, consultants and contractors all influence whether LIC is implemented as a technical system or treated only as a compliance label. Because not every stakeholder has the time or need to complete full NQF Level 5 or NQF Level 7 qualifications, Govender has structured shorter two-hour modules for orientation and decisionmaking, as well as two-day modules for those requiring deeper technical application. “The objective is to build on the programme’s achievements and progressively strengthen engineered LIC as a practical, positive and scalable contributor to public infrastructure delivery,” he concludes.

EASY LIC HANDBOOK AND TRAINING Based on years of design and construction management experience, Devan Govender has published Easy LIC: A practical guide to labour intensive construction, a first-edition handbook aimed at helping public bodies, consultants and contractors translate EPWP policy intent into practical project decisions. Govender’s handbook responds to these implementation challenges by setting out a practical route for identifying suitable LIC components, structuring tender documents, planning resources, managing productivity, setting wage assumptions, allocating training and using EPWP reporting as a verification tool rather than the starting point. His short course, Every Project Should Not Be an EPWP Project, is designed to help decision-makers make that distinction before procurement begins. The handbook is supported by focused Kydan Consulting courses covering tendering, design, construction management, wage-setting, training and reporting. For further information email: devan@kydan.co.za and visit www.kydan.co.za.

IMIESA September 2026

SUSTAINABILIT Y

URBAN GREENING AND WATER CONSERVATION

CELEBRATING ARBOR MONTH The Food and Agriculture Organisation (FAO) projects that approximately 70% of the global population will live in urban areas by 2050. This continued urbanisation is expected to intensify human pressures on climate and ecosystems, with potentially significant consequences for the social and environmental well-being of both people and wildlife in cities.

opulation growth also increases demand for essential municipal ser vices, including water and sanitation, as well as land for housing and other infrastructure. This places increasing pressure on natural ecosystems, often resulting in competition for space, habitat loss, and ecosystem degradation. In response to the need for sustainable development and greater environmental stewardship, the United Nations adopted 17 Sustainable Development Goals (SDGs) in 2015. Nature-based solutions (NbS) have subsequently emerged as an important approach to environmental restoration and sustainable urban development, with growing evidence demonstrating their ecological and social benefits. These approaches contribute directly to SDG 11 (Sustainable Cities and Communities) by supporting greener, healthier and more resilient urban environments. In suppor t of the SDGs and national environmental sustainability objectives, the Depar tment of Forestr y, Fisheries and the Environment (DFFE) launched its revised 10 Million Trees campaign during Arbor Month in September 2026, under the theme “My Tree, My Oxygen, Plant Yours Today”. As a key initiative under the Presidential 1 Billion Trees Programme, the campaign encourages citizens, businesses, industr y, labour, and civil society to par ticipate in planting ten million trees across South Africa, comprising 60% fruit trees and 40% indigenous trees. The DFFE has also developed a tree catalogue (https://10milliontrees.dffe. gov.za/10milliontrees/make-a-pledge) to assist

20 IMIESA September 2026

communities and stakeholders in selecting suitable tree species according to their respective regions and to facilitate participation in the campaign through tree planting pledges and donations.

Benefits of trees in urban areas • Urban green infrastructure Green infrastructure helps reduce the transport of pollutants through waterways and limit their entry into receiving water bodies. Trees are a key component of green infrastructure, as they can assist in retaining pollutants, attenuating floods, and controlling soil erosion within catchments and along riverbanks. • Enhancing economic value and resource security Trees can contribute to the conservation and protection of grey infrastructure by providing shade and reducing exposure to heat and other environmental stresses. They can also enhance the value of urban developments by improving aesthetic appeal and providing a range of environmental and health benefits.

In addition, trees provide valuable resources, including food, medicine, and wood. Although urban foraging is not widely practised, increasing the planting of fruit and other food-producing trees could provide an opportunity to contribute to food security in urban communities. The multifunctional use of urban trees can contribute to SDG 1 (No Poverty) and SDG 2 (Zero Hunger) by supporting livelihoods, improving access to food, and contributing to more resilient and sustainable urban communities. • S upporting climate change adaptation and biodiversity Trees provide essential habitat for a wide range of animal species, supporting breeding, nesting, shelter and shade. By providing these ecological functions, trees contribute to urban biodiversity,

SUSTAINABILITY

However, it is equally important to practice water conservation during this process. Using methods such as mulching, drip irrigation, or water-wise planting techniques helps reduce evaporation, ensures efficient water use, and prevents wastage. As trees mature and their roots strengthen, the frequency of watering should be reduced, encouraging resilience while suppor ting sustainable water management. As we strive to create “Greener Communities”, let us be mindful of how we water our trees. Follow these simple steps to plant trees the Water Wise way: Dig a square hole, half a metre wide by half a metre deep. Keep the dark topsoil (containing essential nutrients) separate from the soil beneath it. Put the topsoil in the bottom of the hole. Dampen the soil with water to avoid any shock that could be experienced by the roots. Remove the plastic bag and place the tree upright in the hole. To enhance the nutrition of the soil, mix compost/kraal manure with your leftover soil and pack it firmly in the hole. Measure one spade-length in distance around the tree. In this area, remove all the grass and weeds. Next to the tree’s roots, place a 2-litre plastic bottle with a hole at the bottom. Make sure the bottle is placed at an angle. Alternatively, a pipe can be used as a watering apparatus where water flows through and directly reaches the roots for efficient water uptake. Ensure that the other opening end of the bottle/pipe is above ground level. Add a 10 cm layer of mulch (leaves, stones, straws or strips of newspapers). Mulch acts as a blanket covering the soil, it keeps the soil cool and reduces water loss from its surface. Make sure that the mulch does not touch the tree. Fill the bottle/pipe with water once a week. This prevents wastage by sending water straight to the root system. Once you have watered the tree, put the lid on the bottle to prevent any water evaporation. After the first year, water the tree only when the soil is dry. Some plants grow towards the sun, therefore place your stake in the opposite direction of where the morning sun will emerge. Position a wooden stake of 3 metres in length approximately 30 cm from the base of the tree. Insert the stake into the soil at a depth ranging from 20 cm to 60 cm. Gently fasten the stake to the tree’s trunk using a soft material like a used stocking. This will aid in promoting the tree's upright growth.

1 Trees enhance the value of urban developments by improving aesthetic appeal and providing a range of environmental and health benefits

which plays an important role in South Africa’s tourism, education and research sectors. Trees also help mitigate the urban heat island effect by intercepting solar radiation, providing shade, and enhancing evaporative cooling through transpiration. Studies have demonstrated the significant cooling potential of incorporating trees into the built environment. In one study, the integration of trees around buildings and across urban areas was associated with reductions in ambient temperatures of approximately 9°C and 1.9°C, respectively. These findings highlight the potential of urban trees to improve thermal comfort and contribute to more climate-resilient urban environments. • Promoting health and social well-being Various studies have demonstrated an association between trees, human mortality, and greener ecosystems. For example, one case study found that increases in cardiovascular and respiratory mortality were associated with the loss of ash trees (Fraxinus spp.) in the USA. Furthermore, urban trees in the USA were estimated to remove approximately 711 000 tonnes of air pollutants annually. These findings highlight the important role of trees and urban greening in promoting human health and well-being. Consequently, tree planting and urban greening can contribute directly to SDG 3 (Good Health and Well-being) and SDG 11 (Sustainable Cities and Communities) by supporting healthier, more sustainable, and resilient urban environments. • Improving mental health, learning and cognitive development To support healthy growth and development in children, exposure to nature and green spaces has been associated with reductions in symptoms of Attention Deficit Disorder (ADD) and Attention Deficit Hyperactivity Disorder

(ADHD), particularly among younger children. Studies have also demonstrated that exposure to large trees and shrubs can positively influence students’ academic performance compared with learning environments dominated by brick-walled classrooms. Furthermore, the presence of large trees may offer greater benefits than grass-dominated spaces, highlighting the potential value of incorporating mature trees and diverse vegetation into school environments. These findings underscore the importance of integrating green spaces into educational settings to promote children’s cognitive, emotional, and overall well-being.

Tree planting guidelines To strive for sustainability, it is crucial that proper tree planting and ongoing maintenance are considered in any tree project. Newly planted trees require adequate nutrients and water to establish and survive. During the first weeks of establishment, young trees typically need frequent watering – sometimes daily in the first month – to anchor their roots.

Always be #WaterWise!

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IMIESA September 2026

INTERNATIONAL PROJECTS

Outfall line launching from the jetty

Construction required approximately 240 000 m³ of seabed dredging for installation of the four pipelines

REBUILDING QURAYYAT’S MARINE LIFELINE WHILE THE WATER KEPT FLOWING At the Qurayyat Independent Water Plant in Oman, failures in the offshore intake and outfall system threatened the reliability of the marine infrastructure the plant depended on.

he 200 000 m³/day seawater reverse osmosis facility was partially commissioned in 2018, when significant failures emerged in the newly installed system. Two of the four large diameter HDPE pipelines separated on the seabed, with sections floating to the surface. The plant continued operating partially through the compromised infrastructure, but full commercial operation could not be achieved. The marine works were one critical part of the client’s wider restoration programme required to bring the facility to full commercial operation. WSP was appointed at the end of 2020 to investigate what had gone wrong, understand the marine environment, and develop a resilient, cost-effective solution. There was one important constraint from the outset: the plant had to remain in operation while the marine system was rebuilt.

Understanding what failed “Before designing a replacement, we needed a reliable picture of the infrastructure already in place. That was more difficult than it sounds,” says Marthinus Retief, Director & Deputy Sector Lead for Maritime at WSP in Africa. “This was a brownfield project, marine asbuilt information was incomplete, and some critical infrastructure was buried or inaccessible beneath the seabed. The condition of the remaining pipelines also had to be established because retaining suitable components could

22 IMIESA September 2026

reduce construction risk and avoid unnecessary replacement.” One of the most useful investigations involved an internal inspection of approximately 1.9 km of pipeline using a remotely operated vehicle with an extremely long tether of more than 2 km. Limited access points, tidal conditions, and the need to keep the plant operating all had to be accommodated. The inspection revealed important information about the existing system, including level discrepancies introduced during the original construction. These findings were incorporated into WSP’s hydraulic design and helped the team determine which parts of the system could safely remain in place. The investigation also informed a wider tradeoff process in which 11 potential solutions were developed, costed and assessed. The preferred approach ultimately balanced future

Installation of offshore intake tower segments

operating risk with the practical risks of marine construction.

Designing for an unforgiving marine environment Understanding the sea itself was just as impor tant as understanding the failed infrastructure. WSP gathered real-time metocean data and developed numerical oceanographic models to simulate waves, currents and other loading conditions. The design had to account for extreme conditions associated with tropical cyclones, as well as potential tsunami waves originating from the Makran subduction zone north of the Gulf of Oman. The final solution involved rebuilding two 2.5 m diameter intake pipelines and two 1.8 m diameter outfall pipelines. Each new HDPE line extends for approximately 900 m offshore, terminating at an intake structure or brine diffuser. “Hydrodynamic stability was a key consideration because the design loading varies along the pipelines with water depth, pipe angle and wave behaviour. Concrete weight collars were therefore used to stabilise the pipelines on the seabed,” Retief explains.

INTERNATIONAL PROJECTS

The two offshore intake towers presented another challenge. Each structure is approximately 5.8 m in diameter, 12.4 m high and weighs around 230 tonnes. They were designed for installation in three segments rather than as single units, reducing the size of marine lifting equipment required. That approach saved construction time and cost but required the connections between the segments to reliably transfer significant wave loading.

Engineering around the unexpected Marine projects rarely unfold exactly as the drawings suggest, particularly when working around existing infrastructure. Subsequent information and discussions with the client prompted and allowed the search for alternative pipeline connection locations to the specified coordinates initially planned. “The locations of four buried offshore pipeline flanges were initially unknown. Our team, together with the client and contractor, pieced together partial historical records, diver accounts, previous construction photographs, ROV data and satellite imagery to narrow down their likely positions,” says Gerhard Kapp, Resident Engineer on the project site. The contractor successfully managed to expose the existing flanges and WSP revised the connection strategy and designed spool pieces with sufficient tolerance to accommodate alignment differences between the older and new pipeline systems. This reduced both construction and programme risk. A separate problem emerged during procurement of the large diameter HDPE pipe. Only a small number of suppliers globally could manufacture the required size to the applicable international standards. When the selected supplier suffered a major tooling failure, the estimated delay to repair their equipment threatened to add months to the programme. The client, contractor, supplier and engineering project team worked collaboratively to qualify and modify an alternative extrusion facility in Egypt. The solution allowed suitable pipe to be produced without any negative effect on the programme, quality or cost.

Keeping water flowing through construction Rebuilding the marine system also meant managing environmental and operating risk around an active desalination plant. WSP developed dynamically coupled near-field and far-field hydrodynamic models to assess how concentrated seawater discharged from the plant would mix and disperse in the marine environment.

Outfall line sinking operation

Construction required approximately 240 000 m³ of seabed dredging for installation of the four pipelines. Elevated turbidity created by dredging could not be allowed to affect the temporary intakes supplying the operating plant. Continuous offshore monitoring stations and heavy-duty silt curtains were used to track and control that risk. “No plant production was lost as a result of the dredging works, and the project recorded no noteworthy environmental incident during the 20-month construction period,” says Kapp. Safety was equally demanding. The works involved extensive underwater work by divers, heavy marine plant, underwater connections and construction beside operating infrastructure. Thanks to collaborative work, good communication and a proper appreciation by all parties of the risks involved, the project reached completion, exceeding one million safe man-hours, with zero Lost Time Injuries. The four new seabed connections were completed six days earlier than scheduled, allowing commercial-operation testing to begin sooner than planned. Official Commercial Operation Date was achieved on 28th November 2025, 92 days ahead of the required date. The plant is now fully operational. The marine works formed a substantial component of the broader restoration works, which had a total value of approximately US$80 million and were required for the facility to meet commercial operation.

All design work, technical services and contract management were undertaken by WSP’s Maritime team in South Africa, which also provided the Resident Engineer, Assistant Resident Engineer, and principal marine site inspectors. WSP’s local Oman branch was involved for other site support, including HSE. The client (QDC, an Iv3 Aqua Company) played an engaged and vital role in the success of the project due to their commitment to ensuring quality data was obtained to inform design, as well as high level collaboration during the initial work and construction process. Similarly, the contractor (Archirodon SPC), along with their suppliers, consistently illustrated their marine construction expertise, commitment to quality, programme and safety, and thereby were key to the success of the project. The Qurayyat Independent Water Plant Marine Works project was selected as a finalist and received the only Highly Commended award in the Technical Excellence – International Project of the Year category at the 2026 SAICE National Awards. “This project required our team to understand a failed offshore system, redesign it around the constraints of an operating plant, and deliver the replacement infrastructure while maintaining plant operation. Today, the plant is fully operational and supported by a rebuilt marine system designed to withstand the conditions it faces,” Retief concludes.

Dolly extraction in progress during the launch of one of the intake pipelines

IMIESA September 2026

ROADS & BRIDGES

REOPENING A FLOOD-DAMAGED COASTAL ROUTE

THE CLARENCE DRIVE REHABILITATION PROJECT A classic case study in geotechnical and environmental engineering, rehabilitating flooddamaged sections of Clarence Drive required an out-of-the-box methodology suited to a dynamic environment where mountain, ocean and road infrastructure intersect. Given the urgency to reopen the route and the remediation complexities, a key factor was the need for an unconventional approach to traditional investigation, design, procurement and construction.

riginally constructed in the 1940s and later upgraded in 1998, Clarence Drive – forming part of the R44 – is widely regarded as one of the Western Cape’s most dramatic coastal roads, with its undulating alignment, tight curves and panoramic views. Winding along the eastern edge of False Bay between Gordon’s Bay, Rooi Els, Betty’s Bay and Pringle Bay, this narrow two-way route ser ves as a vital transpor t link for local communities, businesses, tourists and commuters, while traversing one of South Africa's most environmentally sensitive landscapes. Its spectacular setting, however, also makes it vulnerable. Cut into fractured Table Mountain Group sandstones and confined between the Hottentots Holland Mountains and the False Bay coastline, Clarence Drive has historically been exposed to recurring rockfalls, slope instability, erosion, and intense stormwater runoff with debris flows. That came to a head in September 2023, when an approximately 1-in-200-year flood event caused widespread damage across the Western Cape, with Clarence Drive among the hardest-hit transport corridors. Rock, mud and vegetation were deposited across sections of the road, embankments were eroded or undermined, and several areas required urgent intervention before safe access could be restored ahead of reconstruction.

Damage hot spots The most significant failures occurred at KM 51.2 and KM 49.6. However, flood damage also affected the Palmiet River Bridge, as

24 IMIESA September 2026

Works programme

well as numerous additional locations between approximately KM 39 and KM 56. At KM 51.2, severe scour and erosion affected approximately 60 m of the seaside embankment, including collapse of the fill embankment and roadway. Meanwhile, at KM 49.6, scour and erosion affected approximately 50 m of the downstream embankment, with a large rock and mudslide on the road and collapsed stonepitched safety and gabion walls. In a corridor constrained by mountain, ocean, live traffic and ongoing geotechnical risk, the extensive flooding had placed an already vulnerable roadway under exceptional stress. The rehabilitation response therefore needed to remediate current services and structures within the shortest practical timeframe, and reengineer countermeasures against future storm events. As a starting point, limited room existed for widening, construction access or conventional rehabilitation methods. Therefore, restoring this iconic route required far more than conventional road repairs. It demanded a rapid yet technically rigorous response capable of addressing complex geotechnical, hydraulic, environmental and constructability challenges.

Appointed through the Western Cape Government Department of Infrastructure’s emergency response framework, SMEC South Africa led the planning, design and construction support for the rehabilitation works. Working alongside Civils 2000 as the main contractor, the team was tasked with restoring controlled public access ahead of the peak December 2023 tourism season while simultaneously developing permanent rehabilitation solutions capable of withstanding future climate shocks. In several areas, the route first had to be cleared and made accessible before permanent works could proceed. This meant the design could not be developed as a detached technical exercise; it had to respond directly to how the contractor could reach, stabilise and rebuild each damaged section while maintaining controlled one-way access for general traffic. Three interacting hazards shaped the design response: unstable road embankments, active stormwater runoff, and the constrained singlelane working corridor. This meant that slope stability, drainage and construction sequencing had to be resolved together, rather than treated as separate design issues.

Observational Method approach A defining feature of the design approach was incorporating the Observational Method. As the project had to proceed quickly to support the reopening of the route, the geotechnical design could not rely on an extended conventional ground investigation period. SMEC developed initial designs from site obser vations and available information, then validated and

ROADS & BRIDGES

1 BEFORE

2 AFTER 3

refined them through ongoing inspections, measurements, material testing, digital modelling, and monitoring during construction. This allowed SMEC to respond to actual ground conditions as they were exposed, including variable rock head levels, groundwater seepage and additional instability not apparent during initial mapping. Essentially, the design team did not wait for ideal information or rely on a fixed upfront solution, but used a controlled engineering process to adapt the design as the site revealed itself. Geotechnical modelling and analysis, including limit equilibrium and finite element method (FEM) numerical analyses, supported the design by testing stability assumptions and validating the reinforced embankment and temporary support solutions. This level of analysis was significant for an emergency road repair project, helping to ensure that the adopted solutions were technically robust, not simply expedient.

KM 49.6: FLOOD DAMAGE AND REMEDIATION lood damage at KM 49.6, showing 1 F the exposed embankment and disrupted coastal road edge before rehabilitation atural stone gabion facings at 2 N KM 49.6, reducing the visual impact of the completed embankment repair he pipe-down-slope stormwater 3 T outlet at KM 49.6, directing runoff away from the rehabilitated embankment

Constructability also drove innovation. At several locations, the contractor could not access the failure from below or work from a generous construction platform. The design had to support a sequence in which the team could excavate from the top down, stabilise

progressively and then build back from the bottom up once sufficient working width had been created. This top-down/bottom-up approach allowed the works to proceed safely in a corridor where ideal access conditions did not exist.

Engineered structures At KM 51.2 and KM 49.6, the solutions combined reinforced ear th embankments, comprising geogrid reinforcement, gabion box facings, and rockfill toes, with lateral support including self-drilling anchors, drains, shotcrete, and upgraded stormwater infrastructure into integrated, site-specific designs. The geogrids restored internal stability to the reconstructed embankments. At the same time, the gabion facings – which aesthetically blended with the scenic landscape – protected the works from future stormwater runoff over the road edge. Rockfill toes provided robust

IMIESA September 2026

ROADS & BRIDGES

4 BEFORE

support at the base of reconstructed fills, and temporary lateral support stabilised excavations during construction while controlled one-way access was maintained.

Drainage interventions The drainage design addressed a root cause of the failures. The flood damage had shown that uncontrolled stormwater discharge from the mountainside could rapidly scour the embankments and compromise the road structure. At KM 49.6 and KM 51.2, the design introduced upgraded culvert arrangements, gabion step-down structures and 800 mm HDPE pipe-down-slope discharge pipes to convey stormwater lower down the embankment and reduce the risk of future scour beneath the rehabilitated works.

Conclusion Through creative engineering, multidisciplinary collaboration and a clear understanding of the route’s unique environmental context, SMEC South Africa delivered far more than a flood

KM 51.2: FLOOD DAMAGE AND REMEDIATION evere embankment loss at KM 4 S 51.2, where the road platform was compromised by flood-related scour and slope instability tepped gabion-faced repair at KM 5 S 51.2, integrating slope stabilisation into the steep coastal landscape ipe-down-slope drainage 6 P at KM 51.2, integrated with gabion protection to manage stormwater flow

repair project. The Clarence Drive Rehabilitation Project restored a critical coastal lifeline while strengthening its ability to serve communities, support economic activity, and withstand future climate-related challenges. Controlled one-way access was restored on 11th December 2023, one week ahead of

5 AFTER 6

26 IMIESA September 2026

schedule and before the peak tourism period, with practical completion of all works achieved in February 2025. Despite the complexity of the rehabilitation works, evolving ground conditions and multiple variation orders, the project was also completed below the awarded contract value of approximately R80 million, demonstrating disciplined financial management alongside technical excellence. More importantly, the project showed that emergency recovery can be transformed into long-term resilience. During the major Western Cape storm event of May 2026, the rehabilitated sections performed as intended and Clarence Drive remained open, as it has done for more than eight decades, but now with a far more enduring and sustainable model. In recognition, the project recently won top honours at the CESA Aon Engineering Excellence Awards 2026 as the Winner in the “Projects ranging from R50 million to less than R250 million” category – a testament to worldclass South African innovation in practice.

ROADS & BRIDGES

UNIVERSAL ACCESS UNDERPINS JDA’S PUBLIC TRANSPORT PLANS For many commuters, catching a bus or navigating a station is part of everyday life. For a wheelchair user, an older resident, a parent pushing a pram, or a passenger with a visual or hearing impairment, however, one inaccessible part of a journey can become a major barrier to independence.

his everyday reality is at the heart of the Universal Design Access Plan (UDAP), which has been completed and finalised by the Johannesburg Development Agency (JDA) on behalf of the City of Johannesburg’s Transport Department. Developed over 18 months, from January 2025 to June 2026, the UDAP provides a practical roadmap for embedding universal accessibility across Johannesburg’s public transport network. The plan considers the full passenger journey: planning a trip, accessing information, reaching a station or bus stop, boarding a vehicle, travelling safely, transferring between modes and arriving at a destination. “When we remove barriers to movement, we open access to opportunity. An accessible transport system can mean greater independence

JDA’s Universal Design Access Plan (UDAP) considers the mobility needs of all future public transport users

and easier access to education, employment, healthcare, and the social and economic life of Johannesburg. Universal design is ultimately about creating a city in which every person can participate with dignity,” says Themba Mathibe, JDA’s Chief Executive Officer, The development of the UDAP included public transpor t facility assessments, customer satisfaction surveys, stakeholder engagements, and capacity-building initiatives for city officials. The work identified areas requiring continued The new Molapo Bridge forms part of the Jabulani Transit-Oriented Development (TOD) initiative

attention, including pedestrian connections to stations, accessible passenger information, consistent accessibility across facilities, vehicleplatform interfaces, maintenance, staff training and stronger integration between public transport modes. The UDAP therefore goes beyond physical infrastructure. It considers how transport is planned and operated, how information is communicated, how passengers are assisted, how fares are accessed and how different modes connect to create a seamless journey. Subject to the city’s governance and approval processes, the plan provides a framework to guide the progressive improvement and integration of universal accessibility across Johannesburg’s public transport network.

Molapo Bridge connection In parallel with its transportation planning endeavours, the JDA continues to drive infrastructure initiatives that facilitate mobility. A prime example is the Molapo Bridge project in Soweto, which forms part of the Jabulani TransitOriented Development (TOD) urban renewal project. Designed to improve connectivity between Molapo and the Jabulani Node, the completed bridge crosses a railway line that has historically separated the two areas, creating a more direct and efficient route for residents and road users. Aligned with activities like the proposed UDPA programme, the Molapo Bridge project contributes to the city’s broader objective of creating connected, accessible, and people-centred neighbourhoods where infrastructure enables mobility and socio-economic development.

28 IMIESA September 2026

RESURFACING THE R31 FROM DELPORTSHOOP TO BARKLY WEST

he South African National Roads Agency SOC Limited (SANRAL) has commenced with the resurfacing of the R31 national road from Delportshoop to Barkly West in the Northern Cape. Valued at close to R120 million, the more than 30 km long project serves the dual purpose of upgrading infrastructure as well as creating much-needed job opportunities for SMMEs and local community members in the area. According to SANRAL’s Project Manager for the Northern Cape, Elethu Zembe, the project is currently in the mobilisation period, with construction work expected to be completed in February 2028. The mobilisation phase is the period in which planning and initial training of labour and SMMEs will take place. “This project mainly entails periodic maintenance of the road, which includes repairs to drainage structures, erecting of road signs, guardrails, fencing, repairs to rest areas, pretreatment in the form of potholes, cracks and pavement repairs and resurfacing using a 20 mm/7 mm double seal, as well as road markings and replacement of road studs,” Zembe explains. SANRAL has identified key works suitable for execution by targeted SMMEs. These include drains, culverts and block paving, edge beams and stone pitching, microsurfacing, texture treatment, road furniture and road marking, as well as streetlight installation. Local SMMEs have also been targeted to supply and service chemical toilets, supply bitumen and emulsion, supply and precoat aggregate, supply asphalt and transport local labour. In terms of the contract participation goals, a minimum of 30% of the construction value will be allocated for local SMMEs and a minimum of 6% for local labour. The latter will come from surrounding areas such as Delportshoop, Longlands, Keisiekamma, Gong Gong, and Barkley West.

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Ongoing infrastructure investments To date, SANRAL has injected more than R1 billion into current road construction projects in the Northern Cape. These include construction management and training of communities and SMME contractors in Kagung for pedestrian facilities and service roads, at close to R69 million; resurfacing of the R27 national road from Brandvlei to Kenhardt, at almost R224 million; and resurfacing of the N12 national road from Strydenburg to Hopetown, at around R206 million. SANRAL has a total road network of 4 472 km in the Northern Cape. This entails 4 359 km and 113 km of paved and gravel roads, respectively. Just over 1 000 km of the province’s roads were handed over to be incorporated and now fall under SANRAL’s management. The Van Rhyns Pass on the R27 national road in the Northern Cape is one of SANRAL’s major road infrastructure projects in the province

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LEGAL

Late payments threaten plans to ‘turn SA into a construction site’ There is a growing contradiction between South Africa’s infrastructure ambitions and the way the construction industry is financed, according to construction law specialist MDA Attorneys.

resident Cyril Ramaphosa and the Minister of Public Works and Infrastructure, Dean Macpherson, have called for South Africa to become a construction site. According to the Construction Industry Development Board (CIDB), they intend to create jobs, empower contractors, and breathe life into the country’s construction economy. “It’s a laudable goal, but the reality for South African contractors is that they often become the unwitting financier of the construction project through late payments by the project initiators,” says Michelle Kerr, director at MDA Attorneys. “Delayed payments have become normalised, particularly in the public sector.” Government’s delay in paying invoices has recently made headlines, with Public Service Commissioner Anele Gxoyiya attributing the persistent non-payment to structural weaknesses, including a lack of consequences.

30 IMIESA September 2026

National Treasury’s latest figures show that by the end of Q3 2025/26, national and provincial departments owed a total of R15.5 billion across 90 856 invoices unpaid for more than 30 days across various sectors. The Department of Public Works and Infrastructure, the very department leading government’s infrastructure push, was among the worst offenders.

Cash flow problem Kerr says late payment is a key stumbling block for the construction sector. “Construction is cash flow dependent. The contractor pays wages, suppliers, subcontractors, plant and often materials before recovering those costs through interim payments. When an employer does not pay or pays late, contractors lower on the chain effectively carry the financing costs of the project.” Large contractors with substantial working capital facilities may be able to absorb this

Michelle Kerr, Director at MDA Attorneys

for a period, but smaller contractors struggle. “Subcontractors go unpaid. Projects slow down. Claims proliferate. Many businesses fail,” says Kerr. Employers do not escape the consequences, she notes. Contractors price payment risk into their tenders, driving up the cost of future projects, while the pool of contractors capable of delivering shrinks.

Waiting too long Kerr says contractors frequently compound the problem by treating payment as a purely commercial issue for too long. “They continue working, sending increasingly frustrated emails, attending meetings and accepting promises that payment is ‘being processed’, while failing to use the contractual machinery available to them.” The response to non-payment should begin with the contract itself, she advises. The GCC, JBCC, NEC and FIDIC forms of contract all set out processes for dealing with non-payment. Depending on the contract, non-payment may trigger rights to interest, suspension and, in sufficiently serious cases, termination – though each form carries its own procedural requirements and notice provisions that must be properly complied with to secure these entitlements. Parallel to these contractual processes, contractors also have recourse to cour t proceedings to enforce payment of amounts certified in a payment certificate, adds Kerr.

FORENSIC COUNTERMEASURES

THE RED FLAGS HIDING IN PROCUREMENT

Repeated use of the same supplier without competitive bidding: Consistently awarding contracts to one supplier without market comparison may indicate preferential treatment or undisclosed conflicts of interest. Pricing that does not align with market benchmarks: Inflated pricing, unexplained cost increases, or vague service descriptions can signal manipulation of procurement processes. Incomplete or inconsistent documentation: Missing contracts, unclear approval trails, or altered invoices may indicate attempts to obscure transactions. Last minute approvals under pressure: Urgent procurement decisions that bypass normal approval processes can create oppor tunities for irregular payments or supplier manipulation. Split purchases designed to bypass approval thresholds: Breaking transactions into smaller amounts to avoid additional oversight is a common tactic in procurement fraud schemes. Employees resisting oversight or refusing to rotate responsibilities: When individuals become protective over procurement processes or reluctant to share information, it can be a sign that scrutiny may reveal something problematic.

First signs of fraud

Some of the largest fraud losses in organisations do not begin with complex financial manipulation or sophisticated cybercrime, they begin with a supplier.

rocurement is one of the most vulnerable areas in any organisation because it sits at the intersection of money, relationships and operational urgency. Teams need goods delivered quickly, projects depend on reliable vendors, and decisions are often made under pressure. “In this environment, trust becomes an important part of the process. But when oversight weakens, that same trust can become a vulnerability,” says Elani Vogel, senior forensics manager at Loxton Forensics. Procurement fraud rarely appears suddenly. It tends to develop quietly within supplier relationships that, over time, no longer receive the level of scrutiny they once did. Familiar vendors are no longer questioned, pricing structures are accepted without comparison,

and documentation becomes routine rather than carefully reviewed. These conditions create opportunities for misconduct that may remain unnoticed for long periods. In many forensic investigations, procurement related issues reveal patterns that existed for months or even years before being detected. The warning signs were often present, but they were subtle enough to blend into everyday operations. Understanding these signals is one of the most effective ways to reduce procurement risk. Key patterns to note include: Unusually close relationships between employees and suppliers: When individuals responsible for procurement develop personal relationships with vendors, the line between professional judgement and personal influence can become blurred.

Recognising these red flags does not mean that misconduct is always present. Procurement processes are complex, and operational pressures can sometimes create irregular patterns that have legitimate explanations. However, when several warning signs appear together, they warrant closer attention. Strong procurement governance combines clear policies, transparent approval processes, regular supplier reviews, and independent oversight. When these controls work together, they reduce the opportunity for misconduct while strengthening trust in the organisation’s financial management. Procurement is often viewed as an operational function, but in reality it is also a critical governance mechanism. Ever y supplier relationship represents a financial decision, and every financial decision carries risk. By paying attention to the signals that appear within procurement systems, organisations can detect issues early, strengthen their controls, and ensure that supplier relationships remain built on transparency and accountability. Because in many cases, the first signs of fraud are hidden in everyday purchasing decisions.

IMIESA September 2026

WATER & WASTEWATER

For operators using high-pressure jetting and vacuum equipment, knowing how a machine works is only par t of the job. They also need to use it safely and effectively when faced with blocked sewer lines, difficult stormwater drains or challenging site conditions. That’s why Werner Pumps has expanded operator training beyond its factor y, taking practical instruction directly to customer sites

ccording to Lazarus Dikgale, Certified Trainer at Werner Pumps, the aim is to give operators experience in the conditions they encounter in their daily work. “At the factory, we can demonstrate equipment operation in a controlled environment, but on site we are able to train operators in the exact conditions they face every day,” he says. “For example, instead of demonstrating sewer unblocking or stormwater drain cleaning in a training pool, we can work manhole to manhole. This helps operators gain confidence and develop the skills to operate the equipment safely and efficiently.”

From pre-start checks to practical operation Each training visit begins before the equipment is switched on. Dikgale demonstrates a preinspection and site-specific risk assessment, then takes operators through the daily inspections and pre-start checks they should perform themselves. Operators are taught correct operating procedures, preventative maintenance and equipment care, as well as the dos and don’ts of using the unit. Importantly, they do not simply watch – they participate. “The operators repeat ever y procedure themselves under supervision until they are confident and competent,” says Dikgale. The training then moves into practical work, depending on the equipment and application.

32 IMIESA September 2026

TAKING TRAINING TO WHERE THE WORK HAPPENS

This can include unblocking sewer lines, cleaning stormwater drainage systems and vacuum loading. Operators are also shown how to wash and clean the unit correctly after use, an important step in preventative maintenance.

Another recurring issue is operators overlooking operating instructions provided on the equipment itself. “We reinforce the importance of daily inspections, preventative maintenance and following the correct operating sequence every time,” Dikgale says.

Learning in real-world conditions

Protecting the equipment investment

Taking training into the field exposes operators to variables that cannot easily be recreated at a factory. Different blockages, weather, dust and site-specific challenges all influence how equipment is used. Working through these conditions under supervision helps operators understand not only what to do, but how to respond when the job does not go as expected. “Factor y training is excellent for teaching theory and understanding the machine,” says Dikgale. “On-site training combines that technical knowledge with real-life experience, resulting in operators who are more confident, capable and prepared for their daily work.” It also gives the trainer an opportunity to identify habits that may affect safety, productivity or the condition of the equipment. One common issue is operators assuming that experience with an older machine means they can operate a newer one. Werner Pumps’ equipment continues to evolve, with changes in technology and operating systems. Previous experience is useful, Dikgale says, but should not replace learning the correct procedures for the unit being used.

While better operator confidence is an immediate outcome of training, the benefits extend to the equipment itself. Correct operation and regular inspections can help operators identify minor problems before they develop into larger breakdowns. Better preventative maintenance can also improve reliability and extend the working life of the unit. For customers, this can translate into safer operation, greater productivity and less unnecessary downtime. Ultimately, says Dikgale, good equipment operation comes down to both personal responsibility and respect for the machine. “Safety always starts with you. No matter how advanced the equipment is, it can only be operated safely by someone who follows the correct procedures and remains aware of their surroundings,” adds Dikgale. “I also remind every operator that this machine is a valuable asset. If you look after it properly through correct operation, daily inspections and routine maintenance, it will remain reliable, last much longer and continue to do the job it was designed for,” Dikgale concludes.

WATER & WASTEWATER

EDGE-TO-CLOUD SOLUTION FOR SMART WATER MANAGEMENT Schneider Electric, along with its industrial software subsidiar y AVEVA, and trusted Strategic Alliance Par tner, 4Sight OT Automation, are aiding Calcamite in its quest to accelerate the digital transformation of its modular wastewater treatment plants through a scalable edge-to-cloud automation solution.

estament to the success of the solution is Gourikwa Coastal Nature Reserve, situated within the UNESCO-recognised Gouritz Cluster Biosphere Reserve, which served as the first deployment site. The pilot implementation successfully demonstrated the value of Schneider Electric's software-defined automation architecture and AVEVA Connect-based monitoring environment and subsequently won the 2026 AVEVA Sustainable Impact Award. Calcamite, owned by JoJo Tanks, is now expanding the innovation across its growing network of modular wastewater treatment plants. More than five sites have already been connected in less than six months by 4Sight, with approximately 30 plants expected to be online by the end of the year and around 100 anticipated by the end of 2027.

Intelligent operations Calcamite’s modular wastewater treatment plants are designed for a myriad of locations,

often remote, that include game lodges, farms, residential estates, shopping centres and industrial facilities. The treatment plants enable wastewater to be safely treated at source before being returned to the environment or reused for applications such as irrigation. And as the demand for decentralised water treatment continues to grow, the company recognised the opportunity to complement its treatment technology with intelligent automation and remote visibility. To support this exciting new phase, 4Sight developed and implemented a scalable digital automation platform built on Schneider Electric’s open, software-defined industrial automation system, EcoStruxure Automation Expert. The initial pilot implementation utilised AVEVA Connect as the cloud monitoring and visualisation platform to validate the concept. Building on the success of the pilot, the broader rollout has evolved into a cloud-based monitoring and analytics architecture designed to support largescale deployment across Calcamite’s growing fleet of wastewater treatment facilities.

The solution entailed replacing traditional manual controls with modern software-defined automation, which now allows Calcamite to remotely monitor plant performance; proactively schedule maintenance; analyse operational trends; and rapidly onboard new installations using a standardised digital architecture. “The real value of this solution lies in its scalability,” explains Danie Badenhorst, Managing Director OT Automation at 4Sight OT Automation. “We proved the concept at Gourikwa using Schneider Electric’s EcoStruxure Automation Expert together with AVEVA Connect as the pilot monitoring platform. That successful implementation gave us the confidence to standardise the architecture and create a scalable cloud-based monitoring solution that can now be deployed quickly and consistently across Calcamite’s growing fleet." Future phases of the solution may incorporate AI agents and advanced analytics directly into the platform architecture, enabling automated interpretation of plant performance, anomaly detection, predictive maintenance recommendations and natural-language interaction with operational data.

IMIESA September 2026

WATER & WASTEWATER

KEEPING THE WATER FLOWING VEGA’s measurement technology is helping the water, wastewater and pumping sector do more with less.

ater is arguably the most heavily regulated, most publicly scrutinised, and least forgiving medium that industrial measurement technology has to deal with. A drinking water plant cannot afford a false reading. A wastewater treatment works cannot afford unplanned downtime. And a pumping station, often unmanned and buried metres below street level, cannot afford a sensor that needs constant attention. It is precisely in this environment that VEGA has built its reputation as one of the world’s leading suppliers of level and pressure instrumentation; and nowhere is that reputation more deser ved than across the water, wastewater and pumping sector.

Built for the realities of water VEGA’s strength in this space comes from a simple, but powerful idea: instrumentation for water and wastewater should be engineered specifically for the conditions the industr y actually presents, namely condensation, foaming, turbulence, aggressive media, remote installations and tight municipal budgets, rather than adapted from instruments designed for other industries. The result is a portfolio that spans compact, cost-effective standard sensors right through to the purpose-built PRO series, developed specifically for water and wastewater duties, such as drinking water treatment,

34 IMIESA September 2026

where hygiene and long-term reliability are non-negotiable. At the heart of this offering are VEGA’s radar level sensors. Where ultrasonic technology was once the default choice for open-channel and basin level measurement, VEGA has driven a clear shift toward radar, and for good reason. Non-contact radar instruments are unaffected by temperature gradients, vapour, foam and the general chaos of a working treatment plant, and

From raw water intake to the tap, VEGA instrumentation covers every stage of the drinking water supply chain, in one trusted brand

because they have no moving parts and nothing touching the medium, they require virtually no maintenance. That translates directly into fewer site visits, less unplanned downtime and lower total cost of ownership, an argument that resonates strongly in a price-sensitive, publicly funded sector.

From inlet to outlet The versatility of VEGA’s technology is best illustrated by how many distinct problems it solves across a single treatment works. At the inlet, level measurement in pumping stations and wet wells allows plant operators to control pump switching accurately, ensuring pumps run only when needed and avoiding the excessive wear that comes from poor level control. VEGA’s radar sensors handle this reliably – even where internal fixtures, turbulence or foam would defeat older measuring principles – and highly corrosion-resistant housings ensure a long service life in what is, frankly, an unforgiving environment. Move further into the plant and the applications multiply. The compact VEGAPULS C series radar sensors play a central role in mechanical precleaning, monitoring water levels upstream and downstream of screens to determine how contaminated they are, and triggering cleaning cycles before blockages become a problem. In stormwater overflow basins, accurate level measurement provides the legally required record of containment and discharge events. In sludge treatment, sand and oil traps, chemical dosing tanks, and gas storage, the same underlying philosophy applies, namely robust, low-maintenance sensors that keep delivering

WATER & WASTEWATER

trustworthy data regardless of what the process throws at them. Pressure measurement plays an equally important role. VEGABAR sensors safeguard pipelines and pumping infrastructure by detecting leaks quickly and monitoring pressure directly at feed pumps, flagging malfunctions before they escalate into costly failures. For deep wells, dams and installations where cable length and installation depth are limiting factors, the VEGAWELL 52 suspended hydrostatic pressure transmitter, available with cable lengths of up to 1 000 metres, delivers dependable results in scenarios where radar alone isn’t practical.

Purpose-built for every stage What sets VEGA apart is the sheer breadth of applications covered under one brand. On the drinking water side, VEGA instrumentation monitors everything from raw water intake at lakes and rivers, through gravel filtration and osmosis, to flocculant dosing, ozone treatment and final storage in pure water tanks, offering a complete, single-source measurement chain from source to tap.

In more unconventional infrastructure, such as vacuum sewerage networks (used where a gravity-fed system would be prohibitively expensive to install), VEGA sensors continuously monitor vacuum tank levels to keep the entire collection system running smoothly. Operability matters just as much as sensor performance, and VEGA has clearly designed with the end user in mind. Its intuitive controllers require no prior programming knowledge, a genuine advantage for municipal operators managing large numbers of remote sites with limited specialist manpower. Many instruments also suppor t secure Bluetooth operation via smartphone, tablet or PC, allowing technicians to commission, configure and diagnose sensors without ever opening an enclosure. For operators managing distributed assets, VEGA’s IoT-enabled VEGAPULS Air sensors take this further still, enabling autonomous, cloud-connected level measurement for genuinely location-independent monitoring, a capability with obvious value for remote pump stations and rural water infrastructure.

VEGA leads the sector The case for VEGA in water, wastewater and pumping applications comes down to a combination that is hard to match: instrumentation engineered specifically for the punishing realities of the sector; a full-spectrum portfolio that covers every stage from raw water intake to final effluent discharge; and a genuine commitment to making that technology easy to install, operate and trust. Sewage treatment plants and water utilities around the world already rely on VEGA measurement technology because it delivers on the three things that matter most in this industry: high plant availability; maintenancefree operation; and accurate data that stands up to regulatory scrutiny. As water and wastewater utilities face mounting pressure to do more with tighter budgets, ageing infrastructure and stricter compliance regimes, VEGA’s answer is consistent: measurement technology that simply works, wherever and however it’s needed. For an industry where failure is not an option, that reliability is precisely why VEGA remains the name engineers reach for.

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PIPE SYSTEMS

Debunking the ‘100-Year’ uPVC pipe system claim ENGINEERING REALITIES, JOINT VULNERABILITY AND PROFESSIONAL GOVERNANCE Across Southern Africa, municipal water service authorities (WSAs) and consulting civil engineers face severe infrastructure backlogs, non-revenue water (NRW) exceeding 45% in major metropolitan networks, and heavily constrained capital budgets. In this demanding environment, asset managers are understandably receptive to material innovations promising extended asset lifespans. By Ian Venter

ecently, commercial marketing campaigns originating from European trade bodies – notably VinylPlus Pipes citing research by testing laboratory CEISLAB – have asserted an unqualified “100+ Year Design Lifetime” for unplasticised polyvinyl chloride (PVC-U/uPVC) pressure pipe systems. Promoted for material selection, lifecycle costing, and asset depreciation, these campaigns claim that standard PVC-U Class 250 pipes support a century of maintenance-free service under traditional 50-year design bases. However, an engineering physics evaluation reveals a profound disconnect between controlled laboratory testing and buried network realities. The promotional narrative rests entirely on mathematical extrapolation of hoop stress in unjointed pipe barrels under static 20°C laboratory water baths (ISO 9080). In doing so, it systematically omits the critical single point of failure in buried pipelines: the elastomeric push-fit joint sealing ring. Uncritical incorporation of 100-year claims into municipal master plans creates acute technical vulnerability, deferred capital renewal shocks, and severe statutor y liability under South African law. What follows is an evidence-based dissection of the 100-year claim, supported by quantitative Failure Mode and Effects Analysis (FMEA) and actionable governance directives.

Material extrapolation versus system durability A municipal pipeline is an assembled structural system of discrete pipe lengths interconnected

36 IMIESA September 2026

by push-fit spigot-and-socket joints. Marketing a “100+ Year Pipe System” based on barrel testing conflates material creep endurance with complete installed system service life. The research cited relies on ISO 9080 (Determination of long-term hydrostatic strength of thermoplastics materials by extrapolation). In laboratory trials on PVC-U Class 250 pipe barrels, the statistical 97.5% lower prediction limit (LPL) of hoop stress at 20°C was calculated as: = 26.465 MPa = 25.749 MPa Because 25.749 MPa exceeds the 25.0 MPa minimum required strength (MRS 25) threshold, promoters claim 100-year durability. While this confirms static virgin polymer creep resistance, real networks are governed by the weakest link: joint interfaces, cyclic surge fatigue, temperature derating, disinfectant attack, and non-uniform trench support.

The critical single point of failure: Elastomeric joint seal degradation Forensic audits across Southern African networks demonstrate that bursts and water losses originate overwhelmingly at pipe joints rather than through barrel rupture. PVC-U pressure pipelines conforming to SANS 966-1/ ISO 1452 utilise spigot-and-socket joints sealed by elastomeric gasket rings (EPDM or SBR) conforming to SANS 4633/ISO 4633/EN 681-1. Elastomers are viscoelastic polymers subject to irreversible ageing kinetics. Promoting a 100-year system life while omitting gasket degradation constitutes a critical engineering omission across four primary mechanisms:

1. Stress relaxation and compression set: Gaskets seal via mechanical contact pressure against PVC surfaces. Under constant strain, elastomers undergo molecular rearrangement. Over 30 to 50 years, contact sealing pressure decays exponentially below internal operating and surge pressures, forming micro-channels that initiate joint leakage. 2. Disinfectant and oxidative attack: Residual chemical disinfectants (free chlorine, chloramines, chlorine dioxide) attack unsaturated polymer cross-links within EPDM/ SBR matrices, causing surface micro-cracking and embrittlement within 25 to 40 years. 3. Plasticiser leaching and hardening: Soil moisture, organics, and trace hydrocarbons leach compounding oils. Gasket hardness increases (Shore A creep), eliminating joint flexibility. 4. Microbiological deterioration: In saturated Highveld soils, anaerobic microflora consume vulcanisation agents and fillers, accelerating breakdown. When a seal fails after 35 to 40 years, leakage erodes trench bedding, creating voids and sinkholes. Theoretical 100-year barrel life is irrelevant if the joint leaks after 35 years.

Statistical boundary violations in ISO 9080 regression Relying on ISO 9080 extrapolation to certify a 100-year design life introduces major statistical and physical boundary violations, namely: • Extrapolation time factor (ke) limits: ISO 9080 strictly regulates extrapolation limits. For standard 50-year designs, ISO 9080 permits ke = 50, requiring 8 760 hours (one year) of testing at 20°C, 40°C, and 60°C. Extending the horizon to 100 years requires ke = 100. Doubling extrapolation distance dramatically broadens confidence intervals, amplifying failure risks. • The ductile-to-brittle “knee” transition (Stage II failure): Thermoplastics transition from ductile yielding (Stage I) to slow crack growth (Stage II brittle failure) and oxidative breakdown (Stage III). If elevated temperature

PIPE SYSTEMS

ABOUT THE AUTHOR Ian Venter is the founder and principal consultant at Polymers and Piping (Fittings) Systems South Africa (PPfSSA), specialists in thermoplastic forensic auditing, polymer engineering physics, QMS, and municipal pipeline compliance. For further information, phone +27 82 770 8244 or e-mail: IanVenter@PPfSSA.com. testing fails to capture the Arrhenius activation shift marking the Stage II “knee”, mathematical models project ductile cur ves indefinitely, dangerously overestimating long-term strength. • Static laboratory versus dynamic realities: ISO 9080 tests pristine specimens under static, vibration free conditions in demineralised water. Buried pipelines experience flow turbulence, aggressive chemistry, and external earth loads.

• Over-gelation hazards: Excessive extrusion temperatures cause thermal degradation, HCl stripping, and polymer chain scission. • The commercial gap: While laboratory research specimens undergo meticulous thermal control, routine commodity extrusions frequently exhibit batch-to-batch gelation variance. Unqualified 100-year claims create a false impression that standard commodity pipes inherently match laboratory-optimised microstructure.

Manufacturing gelation realities: Lab coupons versus commercial production

Overlooked operating and environmental derating factors

Promotional literature concedes that 100-year per formance “cannot be simply a generic material claim” and is strictly contingent upon “optimised processing conditions”, specifically identifying differential scanning calorimetr y (DSC) B-onset temperature and gelation level governed by ISO 11357. This exposes a major vulnerability for municipal specifiers: • The physics of PVC gelation: During extrusion, suspension-PVC grains must fuse under thermal and shear energy into a homogeneous matrix. The optimal gelation window is 60% to 70% (raw resin K-values 66 to 68). • Under-gelation hazards: Sub-optimally gelated PVC-U contains unfused particle boundaries, drastically reducing fracture toughness and accelerating Stage II slow crack growth.

Applying a 100-year claim based on 20°C static laboratory conditions violates standard South African civil engineering design protocols, with the following implications: • Dynamic cyclic surge and pressure fatigue: Municipal networks experience continuous pressure transients from pump switching, valve actuations, and demand peaks. Research codified in UK Water Industry Specification WIS 4-37-02, AWWA Manual M23, and PIPA POP101 confirms that cyclic pressure variations accelerate fatigue micro-cracking in PVC-U. Under severe cyclic regimes ( cycles), the allowable cyclic pressure range ( ) is scaled by a fatigue cycle factor ( ) of 0.50 down to 0.38 of the nominal pressure rating (PN), often requiring a higher pipe class to absorb dynamic transients. Static ISO 9080 testing completely ignores dynamic fatigue.

• Thermal derating in South African soil regimes: European 100-year regressions use a 20°C baseline. In Southern Africa, municipal pipelines buried at standard depths (0.8 m to 1.2 m per SANS 1200 DB) regularly encounter summer soil temperatures of 25°C to 32°C. Under SANS 966-1 and ISO 1452-2, operating pressures must be derated by the temperature factor (fT). At 30°C, allowable pressure is derated by 15% to 20%. • Geotechnical realities: In installations governed by SANS 1200 DB/SANS 2001-DP1, rocky trench bottoms and differential settlement create point loads and bending moments. Under combined internal pressure and bending, PVC-U is susceptible to environmental stress cracking (ESC) and localised creep rupture.

Quantitative failure mode and effects analysis (FMEA) To evaluate institutional and engineering risks, an FMEA was conducted. Failure modes were scored across Severity (S), Occurrence (O), and Detection (D) on a 1–10 scale, yielding a Risk Priority Number (RPN = S × O × D). Any RPN ≥ 200 represents an Unacceptable Risk Condition demanding mandatory mitigation, as shown in Table 1. The key takeaway is that every evaluated failure mode exceeded the critical risk threshold (RPN ≥ 200). Joint Seal Decay ranked as the highest risk (RPN = 504), followed by Municipal Budget

TABLE 1 Ref

Failure Mode & Mechanism

Operational & Legal Consequences

RPN

Rating

FM1

Joint Seal Decay Stress relaxation, chlorine attack

Joint leakage, NRW spikes, cavity formation, unbudgeted excavation.

504

Critical

FM2

Budget Shock 100-yr depreciation masking 40-yr renewal

Deferred maintenance reserves, unfunded replacement crises.

432

Critical

FM3

Point-Loading Creep Non-uniform bedding, rock impingement

Localised stress, environmental stress cracking, axial wall fracture.

392

High

FM4

Cyclic Fatigue Failure Pump/valve pressure transients

Longitudinal split, high-pressure flooding, supply interruption.

378

High

FM5

Under-Gelated Pipe Sub-optimal extrusion <60% gelation

Loss of fracture toughness, accelerated Stage II crack growth.

336

High

FM6

Differential Settlement Ground movement exceeding limits

Gasket dislodgement, spigot pull-out, major water loss.

324

High

FM7

Thermal Rupture Unaccounted ground temperatures >25°C

Creep rupture under pressure due to omitted SANS 966-1 derating.

320

High

FM8

Professional Negligence Uncritical 100-yr tender specification

PI claims, ECSA disciplinary proceedings, damages exposure.

315

High

IMIESA September 2026

PIPE SYSTEMS

Shock (RPN = 432), confirming that uncritical reliance on laboratory barrel extrapolation creates unacceptable municipal risk.

South African statutory, common law and professional liability Disseminating and relying upon unqualified 100-year design life claims engages substantial legal liabilities across South African law: • Consumer Protection Act 68 of 2008 (CPA): Section 41 prohibits false, misleading or deceptive representations, including deceptive omissions of material facts. Marketing a “pipe system” as having a 100-year lifespan based solely on unjointed barrel tests – while omitting joint seal degradation – constitutes an actionable deceptive omission. Section 22 mandates plain language; technical footnotes cannot cure misleading headline marketing. Sections 55 and 56 establish statutory warranties of durability, while Section 61 imposes joint and several strict, no-fault product liability across the supply chain (producer, importer, distributor, supplier) for damages caused by defective goods. • Common law delictual liability (negligent misstatement): Under Roman-Dutch common law via the actio legis Aquiliae, manufacturers and trade bodies publishing technical claims targeting public procurement owe a legal duty of care (Bayer South Africa v Frost 1991; Country Cloud Trading v FSB 2015). Disseminating half-truths (asserting 100-year barrel life while omitting joint decay) satisfies the requirement of wrongfulness (contra bonos mores). Consulting engineers specifying PVC-U based on these representations face viable claims for pure economic loss when systems fail prematurely. • ECSA Code of Conduct and Professional Responsibility: Under the Engineering Profession Act 46 of 2000 and Board Notice 256 of 2013, registered professional

38 IMIESA September 2026

engineers (Pr Eng) owe an uncompromising duty of independent technical due diligence. Specifying 100-year asset lives without verifying batch DSC data, joint testing and thermal derating exposes practitioners to professional indemnity (PI) repudiation and ECSA disciplinary sanctions. • Advertising Regulatory Board (ARB): Under Clauses 4.1 and 4.2.1 of the ARB Code, advertisers must possess robust scientific substantiation for all lifespan claims prior to publication. Unjointed barrel test data is legally insufficient to substantiate complete pipeline system durability.

Strategic directives and actionable procurement blueprint To safeguard municipal balance sheets and insulate consulting engineers from professional liability, the municipal engineering fraternity must implement six mandatory governance directives: 1. Mandate complete joint assembly typetesting (EN 1277/ISO 13844): Tender specifications must reject single barrel ISO 9080 test cer tificates as proof of pipeline longevity. Specifiers must mandate third-party-certified assembly type testing conforming to EN 1277 and ISO 13844, verifying joint leak-tightness under simultaneous internal hydrostatic pressure, external angular deflection (>2.0°), and transverse shear loading. 2. Enforce batch-by-batch DSC gelation verification (ISO 11357): Require manufacturers to supply accredited DSC test certificates per ISO 11357 for every production lot delivered to site, certifying that gelation falls strictly within the optimal 60% to 70% range (verified B-onset threshold). 3. Specify premium dual-hardness EPDM gaskets (SANS 4633/EN 681-1): Prohibit uncertified natural rubber or reclaimed polymer gaskets. Mandate high-purity,

chloramine-resistant EPDM elastomeric sealing rings with verified low compression set (<15% after 1 000 hours at elevated test temperatures) and dual-hardness retaining lips to prevent displacement. 4. Enforce mandatory engineering deratings (f T and f C): Design engineers must incorporate full project-specific derating calculations in hydraulic reports: apply SANS 966-1/ISO 1452-2 thermal derating (fT) for elevated soil temperatures and ASTM F1588/UK WIS 4-37-02 cyclic fatigue derating (fC) for pumped mains. 5. Calibrate municipal asset management plans to realistic 40–50-year horizons: Municipalities must align long-term capital expenditure and depreciation models (under ISO 55000 and National Treasury Guidelines) to realistic 40 to 50-year capital renewal cycles, avoiding structural funding deficits. 6. R equire contractual underwritten manufacturer warranties: Where tenders claim 100-year design life, inser t a mandatory contract clause requiring an insurance under written warranty and indemnity covering both pipe barrel and elastomeric joint integrity for the full claimed duration.

Conclusion: Grounding infrastructure in rigorous engineering science Unplasticised polyvinyl chloride (PVC-U/ uPVC) remains an exceptional, cost-effective piping material that has served Southern African water infrastructure admirably for over six decades when properly specified, manufactured, and installed. However, transforming an empirical 50-year material track record into an unconditional “100+ Year Design Lifetime” marketing slogan represents an untenable leap that ignores polymer physics, elastomer degradation, geotechnical realities, and statutory consumer protection standards. Municipal engineers, specifiers and asset managers carr y a statutor y and ethical responsibility to safeguard public funds and secure water delivery for future generations. By replacing commercial marketing narratives with rigorous engineering due diligence, strict factory quality audits, comprehensive systemlevel testing, and realistic asset management modelling, South Africa’s municipal engineering fraternity can ensure that water networks remain resilient, compliant and sustainable for decades to come.

89 TH IMESA CONFERENCE BOOK YOUR accommodation NOW CONFERENCE VENUE: DURBAN INTERNATIONAL CONVENTION CENTRE (ICC) Royal Majestic Hotel Durban onsite

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THE INSTITUTE OF MUNICIPAL ENGINEERING OF SOUTHERN AFRICA (IMESA)

WASTE MANAGEMENT

TARGETS PLASTIC RECOVERY ACROSS KZN The East Coast Recycling Par tnership (ECRP), a project managed by Green Corridors NPC, aims to recover 13 000 tonnes of plastic waste from landfills, streets, open spaces and water ways across KwaZulu-Natal (KZN) over a 14-month period.

et up in March 2025, the ECRP is a regional collaborative that aims to strengthen South Africa’s waste recovery value chain, focusing on the development of Buy-Back Centre (BBC) enterprises, which are vital economic hubs in the recycling supply chain. In the month prior to the ECRP, the initial seven BBC partners collected 261 tonnes of plastics. By February 2026, the Partnership grew to eleven BBCs that collected 703 tonnes based on verified sales records. A combined 6 260 tonnes of plastic was recycled over the 12 months to February 2026 – an average of 522 tonnes a month, doubling the output. The programme supported more than 600 informal reclaimers who recovered more than 1 376 tonnes directly from landfills, streets and open spaces, and invested R5.6 million into BBCs, sustaining more than 140 permanent jobs.

The next phase commenced in May 2026 with five BBCs from the first phase and a collective baseline of 308 tonnes of plastic recycled, 124 jobs and 680 reclaimer livelihoods suppor ted. The ECRP has expanded its footprint covering Durban, Pietermaritzburg, Newcastle, Empangeni, Ladysmith, Eshowe, Scottburgh and Margate. Working with its established BBCs and start-up mini-BBCs at three Durban informal settlements, the programme targets over 13 000 tonnes of plastic recycled, 1 950 informal reclaimers livelihoods impacted and 275 permanent jobs sustained, through a combined investment of over R11 million by June 2027. “Our main sponsors, the Alliance to End Plastic Waste (AEPW) and Unilever South Africa, working alongside Producer Responsibility Organisations (PROs) and other plastics recycling industry partners, are enabling the

ECRP to integrate the entire waste recovery chain,” explains Gary Cullen, ECRP Project Manager. “The Partnership links informal reclaimers directly to industry and establishes a unified system that is inclusive, scalable, data driven, and designed for sustainability.” Ever y tonne recovered through BBCs in the ECRP is tracked through a digital reporting system, giving funders, partners and municipalities verified data on volumes recovered, incomes generated and reclaimers paid. “A central focus of this phase is commercial sustainability. Our Enterprise and Supplier Development partner, Sigma International, has developed Business Suppor t Plans with all applicable BBCs and will provide mentorship over the next year, for which Corporate Enterprise Development funding is to be raised,” adds Cullen. “These plans will guide the investments by Green Corridors and PRO partners into financial and data management, purchasing from reclaimers and infrastructure and equipment to grow and sustain their businesses.” The ECRP is seeking par tnerships with corporates that are interested to engage with mentored waste recovery SMMEs through their Enterprise and Supplier Development programmes. Organisations, industr y players and investors interested in playing a part in this collaborative partnership striving to build a viable circular economy for SMMEs in KwaZulu-Natal can contact the project directly on ecrp-admin@durbangreencorridor.co.za.

A focus of the ECRP is job creation and supporting livelihoods through the plastic waste value chain

40 IMIESA September 2026

WASTE MANAGEMENT

METPAC-SA STUDY HIGHLIGHTS PRACTICAL PATH TO SAFER AEROSOL RECYCLING IN SA Aluminium and steel aerosol cans are fully recyclable, provided they are handled correctly and enter an appropriate recover y stream. New research by MetPac-SA, the countr y's Producer Responsibility Organisation for Metal Packaging, has identified practical oppor tunities to improve the safe recover y and recycling of aluminium and steel aerosol cans across South Africa.

etPac-SA is an NPO responsible for implementing the country’s metal packaging EPR strategy, guiding the industry towards more sustainable development by investing in post-consumer metal packaging collection and recycling. The association represents producers, brand owners, importers and converters of aluminium and tinplate (ferrous) packaging in South Africa, excluding 210-litre drums and pesticide aerosols. From January 2024, its scope was expanded to include aluminium and steel aerosol packaging. The study, entitled An Evaluation of the Safe Handling and Recovery of Post-Consumer Aerosol Cans in South Africa, was the first of its kind to be undertaken locally. Conducted across seven provinces, it surveyed 272 waste pickers and reclaimers together with 38 Buy-Back Centres to better understand how aluminium and steel aerosol cans are collected, traded and recycled after consumer use. The aerosol study forms part of a broader programme launched earlier this year to improve the recovery of more technically challenging metal packaging formats, including aluminium aerosols, aluminium foil, pie trays, coffee pods and yoghurt foil closures. The findings will help inform future strategies, par tnerships and investments aimed at improving recovery and recycling rates of post-consumer aerosols. According to Dr Kishan Singh, CEO of MetPacSA, the comprehensive national study also forms part of MetPac-SA’s broader aerosol recovery programme, which includes consumer education, improved safety guidance, capacity-building at Buy-Back Centres and stronger collaboration across the recycling value chain. Findings showed that while most waste pickers and Buy-Back Centres already understand that aerosol cans can remain pressurised after use, there is

a significant gap between recognising the risks and having the training, equipment and systems needed to handle them safely. “Rather than finding a lack of awareness, we have discovered an implementation gap. Almost all Buy-Back Centres recognised that apparently empty aerosol cans may still contain pressurised gas or chemical residues, yet formal training, written handling procedures and consistent PPE provision remain limited. Our research also found that aerosol cans are already a routine part of the recycling stream. More than half of participating Buy-Back Centres receive aerosol cans every day, demonstrating that the sector is already handling these materials on a regular basis,” Dr Singh reports. Importantly, the study concludes that improving safety does not require entirely new systems. Instead, practical interventions, such as targeted training, simple handling guidelines, improved PPE, dedicated collection procedures and stronger downstream markets could significantly improve both worker safety and recycling performance. “Our research highlights the important role played by South Africa’s informal recycling sector. Waste pickers are responsible for recovering large volumes of recyclable material before selling them to Buy-Back Centres, making them an essential part of the country’s metal packaging value chain. Strengthening support for these workers is therefore critical to increasing recovery rates while reducing safety risks,” Dr Singh explains.

Market conditions Another key finding is that market conditions influence recover y just as much as safety concerns. Low material prices, inconsistent buyer demand (particularly for steel aerosol cans) and limited market access were repeatedly

identified as barriers to improved collection. The study suggests that stronger buyer networks and clearer acceptance criteria could encourage greater recovery while reducing unnecessary disposal to landfill. The report recommends a coordinated industry approach involving producer responsibility organisations, recyclers, municipalities, BuyBack Centres and waste pickers. Rather than isolated interventions, MetPac-SA advocates an integrated support package combining training, PPE, operational guidance, improved collection systems and stronger market development to deliver lasting improvements across the recycling value chain. “Aluminium and steel aerosol cans are fully recyclable, and significant volumes already enter the South African market each year. MetPac-SA’s message to consumers remains straightforward: use the product fully, ensure the container is empty, never puncture or expose it to heat, and place it in an appropriate recycling stream,” adds Dr Singh. “The new research now extends that message fur ther down the value chain by identifying the practical training, equipment, handling procedures and market support required to improve safe recovery. As South Africa continues implementing Extended Producer Responsibility (EPR), we now have an evidence-based roadmap for improving the recovery of aluminium and steel aerosol packaging, protecting the people who recover it every day, and strengthening South Africa's circular economy," Dr Singh concludes. To access the full report visit https://www.metpacsa.org.za/publications/

IMIESA September 2026

VEHICLES & EQUIPMENT

JCB 540-180 TELEHANDLER TAKES BELL RANGE TO NEW HEIGHTS Telehandlers, initially regarded by the South African market as niche machines for agriculture, have evolved over the past decade into an essential piece of kit across the construction, mining and industrial sectors. Embracing this shift, Bell Equipment Sales South Africa (BESSA) introduced the JCB 540-180 telehandler to

its range at Electra Mining 2026.

n our experience, customers are increasingly looking to perform multiple tasks with a single machine while improving productivity, reducing labour requirements and lowering overall fleet costs. Telehandlers fit the bill, combining lifting height, for ward reach and attachment versatility in one machine,” says BESSA’s OEM Manager for JCB, Geran Lazarus. He adds that pallet forks are the most used telehandler attachment in South Africa, followed by buckets and crane jibs, particularly within construction, mining and industrial applications, while grain buckets and bale handling attachments are popular with agricultural customers. BESSA’s existing JCB telehandler range already covers a broad spectrum of applications, from

Powered by the 55 kW JCB EcoMAX, four-cylinder engine, the JCB 540-180 features a four-speed powershift transmission that delivers strong tractive effort

Specifications Operating weight

11 380 kg

Maximum forward reach

13,34 m (stabilisers extended Sway)

Engine make/ model

JCB EcoMAX, 4-cylinder, 4 litres

Tyres

15.5-25

42 IMIESA September 2026

compact machines for confined sites through to high-capacity models. The JCB 540-180 will fill an important niche within the range by combining an impressive 18-metre lift height with a 4-tonne lift capacity.* According to Geran, the JCB 540-180 will strengthen BESSA’s ability to serve customers by providing uncompromised lifting performance combined with JCB reliability. “This is an ideal solution for customers working on larger commercial buildings, industrial developments, mining infrastructure and maintenance projects, where additional reach is essential – steel erection, precast concrete installations, warehousing expansion projects, renewable energy installations, multi-storey developments and large infrastructure projects, for example. This machine will be invaluable where materials must be lifted safely to significant heights while maintaining productivity and stability.” The four-wheel drive JCB 540-180 has excellent ground clearance for rough terrain operation and is powered by the 55 kW JCB EcoMAX, fourcylinder engine with a four-speed powershift transmission that delivers strong tractive effort. In addition, the machine is equipped with three selectable steering modes: two-wheel steer for road travel; four-wheel steer for tight turning; and crab steer where the front and rear wheels turn in the same direction, allowing the machine to move diagonally when positioning loads next to a structure. To maximise productivity, the JCB 540-180 has a powerful hydraulic system for fast boom movements, smooth and precise joystick controls, a compact turning radius, quick attachment changes, excellent operator visibility and a comfortable operator cab that reduces fatigue. Geran adds: “Safety is a core design principle throughout the JCB telehandler range, and the JCB 540-180 benefits

The JCB 540-180 will fill an important niche within BESSA’s telehandler range by combining an impressive 18-metre lift height with a 4-tonne lift capacity

from a Load Moment Indicator (LMI) system, automatic overload protection, boom angle and load monitoring, a ROPS/FOPS certified cab, hydraulic safety systems, a stable chassis design, and ergonomic controls that minimise operator distraction.” Designed to reduce operating costs and maximise uptime, the new addition has a fuelefficient engine, effortless daily service access, long service intervals, heavy-duty components and durable boom construction, proven driveline reliability, and an efficient hydraulic system. This is complemented by BESSA’s comprehensive dealer and technical support, and high JCB parts availability throughout South Africa. Geran believes that telehandlers will play an increasingly important role in South Africa’s construction and industrial sectors as businesses continue to focus on operational efficiency and cost control. “BESSA remains committed to suppor ting customers with machines that deliver higher productivity, improved safety and lower total cost of ownership, and JCB telehandlers lead the way, presenting exceptional value over their operating life,” Geran concludes. *Disclaimer: Maximum lift capacity and maximum lift height are based on the manufacturer’s published specifications. Per formance may vary depending on machine configuration, attachment, load centre and operating condition.

BESSA OEM Manager for JCB, Geran Lazarus

VEHICLES & EQUIPMENT

BEST WAYS TO DE-RISK CRUSHING AND SCREENING PROJECTS For many mining and quarr ying projects, the temptation is to rush from concept to equipment selection, with front-end engineering design (FEED) treated as a formality. Crushing and screening specialist, Pilot Crushtec, takes the opposite view.

rawing on decades of experience in Africa, the company has made proper FEED studies the cornerstone of its project approach. The company uses this wealth of knowledge to identify gaps, challenge assumptions and guide its customers towards proven, optimised solutions. Jorge Abelho, Director of Technical Support at Pilot Crushtec, states that it is vital to do the correct FEED study. “If this is not done, the equipment selection, the plant layout and the process won’t work out correctly and you end up having to do changes later. This can be very costly and difficult.” He points out that once a plant is built, the room for correction is limited. “If you have got the wrong process layout and you want to try to change it in an operational plant, that is a major disruption. So, it is a lot more costly down the line.” In practice, many FEED studies sent to Pilot Crushtec require further refining. Here, experience plays a critical role in exposing what is missing and, more importantly, what that means for the plant. “Often, to identify potential gaps, a sales engineer will go to a site and engage with a customer. Here we ask questions such as: What are your challenges? What is your maximum feed size? What is your grading?” Abelho adds. Once the gaps are understood, Pilot Crushtec leans heavily on decades of installations across Africa to challenge initial concepts. That

experience allows the team to propose process routes and equipment selections that may differ from a client’s starting point but are grounded in real-world performance. According to Abelho, in some cases, this means rethinking the entire flowsheet. “For example, sometimes, depending on the grading and the blasting, you should choose a screening plant and not necessarily a crushing plant. This is a more cost-effective option. That insight, backed by reference cases, can materially reduce both CAPEX and OPEX,” he states. Beyond identifying gaps and proposing concepts, Pilot Crushtec actively supports both its customers and consulting engineers in turning FEED into buildable, operable plants. Its in-house engineering team develops modular layouts, checks fit and interfaces and translates process concepts into practical configurations. “Our approach is that we design modular equipment for a plant. This means selecting equipment depending on the customer’s specific application,” Abelho explains. He adds that the company follows a “simple by design” philosophy that avoids unnecessary complexity in its crushing and screening plants, especially for remote African operations. Instead of layering on advanced, electronicsheavy systems, the company focuses on robust

Standardised modular components enable faster implementation while maintaining the required levels of performance

Digital mapping ensures plant designs take the mine or quarry’s footprint, site access and operational requirements into account

modular equipment that is easy to understand, operate and maintain. “This simplicity starts at the design stage where in-house engineers configure proven building blocks into practical plant layouts. The result is a plant that costs less to build, is quicker to commission and can be easily maintained,” he states. Furthermore, because these modules are standardised and proven, Pilot Crushtec can quickly provide detailed site drawings and practical operating guidance. This gives consultants and customers a clear basis for decision-making. On the operational side, the company’s support includes manuals, training and ongoing technical assistance. From identifying missing data in FEED studies to challenging assumptions with proven references to guiding equipment selection and configuration, Pilot Crushtec uses its decades of crushing, screening and materials handling experience to ensure that FEED is not just a document but a robust foundation for long-term performance.

IMIESA September 2026

RETAINING WALL SYSTEMS Terraforce® round face walls terrace the slope between guest room buildings, with planting softening every level down to the pathway below

The ball and socket design of the Terraforce® blocks allows the walls to curve beneath the guest room wings, following the natural contours of the site

INTRICATE LANDSCAPE DESIGN RETAINS SA’S FIRST CLUB MED Representing an investment of more than R2.1 billion, Club Med Tinley Manor has the distinction of being the first Club Med resort within Sub-Saharan Africa, as well as a majestic new tourism landmark for KwaZulu-Natal’s Dolphin Coast region.

ituated on a 32-hectare site that once formed part of a sugarcane plantation, the resort is flanked by estuaries, wetlands and dune forests, and is currently the only Club Med globally to combine a beach property with a dedicated safari lodge in a single dual-destination concept. As an integral part of the landscaped layout, Terraforce® retaining walls – designed by Fred Laker of iCOS Engineers – were specified to stabilise the steep slopes on the site’s boundaries, platforms, and dividing spaces between the resort buildings. The architects and professional team wanted an aesthetically pleasing finish, and Terraforce®’s distinctive L13 round face retaining block design was chosen for exactly that reason. “The rounded front made sweeping turns and curves both achievable and visually striking, while also supporting planting, turning what could have been stark concrete walls into green, textured living surfaces,” explains Karin Johns, Director of Marketing and Business Development at Terraforce.

Client: Club Med Developer: Collins Residential Consortium / Tinley Leisure Group Architect: Craft of Architecture / Studio MHNA Engineers: M3 Africa / Struxit Projects / Vertex Engineering Consultants

Engineering and installation detail

Quantity surveyor: MHS Consulting

Approximately 50 000 Terraforce L13 blocks were installed, which were supplied locally in Durban by Terraforce® licensed manufacturer, Corobrik. Foundations were excavated mechanically and compacted, with a steel fixing schedule used to tie reinforcement for the concrete strip footings. A 25 MPa, 95 mm slump concrete mix was selected to meet the project’s handover timeframe from levelling to block setting. On the higher walls, the engineer specified Rock Grid 100/100 geogrid as soil reinforcement tiebacks.

Retaining wall design: iCOS Engineers

Coordinating a complex coastal build Construction ran from June 2024 to October 2025, with multiple contractors working concurrently across various disciplines to meet quality standards and deadlines. This meant that coordination on site was a significant undertaking. R&B Civils served as the main contractor, with Interlock Retaining Systems & Maintenance appointed as the specialist sub-contractor for

A staircase alongside a Terraforce® wall supports the slopes between the accommodation blocks, its planted terraces meeting paved walkways and fresh landscaping

44 IMIESA September 2026

PROJECT TEAM

Main contractor: R&B Civils Terraforce® recommended contractor: Interlock Retaining Systems & Maintenance Terraforce® wall installations in phase one, with other local contractors completing the final phases. Working barely 100 metres from the ocean made the project a particularly memorable one for everyone involved. “Terraforce® is proud to have contributed structurally sound, visually integrated retaining solutions for a development of this scale and ambition, which sets a new benchmark for local hospitality projects,” Johns concludes. Framed by a stairway landing, a tiered Terraforce® wall rises up the slope beneath the guest accommodation, its round face blocks already greening over as workers tend to the final planting

CEMENT & CONCRETE

ADMIXTURE OPTIMISATION BOOSTED BY AFTERSALES SUPPORT Concrete performance is influenced by a wide range of variables including raw material variability, changing environmental conditions, transport times, placing methods and curing practices. Even where premium construction chemicals are specified, achieving the desired results depends on their correct application and ongoing optimisation throughout the life of the project.

his is where Chr yso’s technical field service teams add significant value. Rather than providing support only when problems arise, Chryso specialists work proactively with customers from the earliest stages of a project, assisting with mix optimisation, product selection, site trials and performance monitoring. By maintaining a regular presence on site and at batching plants, they are able to identify potential issues before these develop into production delays, quality concerns or unnecessary costs. According to Cornelius Julyan, Field Services Team Leader at Chryso Southern Africa, technical field ser vice has become one of the most important differentiators in modern concrete construction.

Operational versus laboratory conditions “Construction projects operate under immense pressure to meet demanding quality standards while maintaining programme schedules and controlling costs. Having experienced technical specialists available on site allows challenges to be addressed quickly, ensuring concrete performs as intended under actual operating conditions rather than simply under laboratory conditions,” Julyan says. Chryso teams understand that every project presents unique conditions. Differences in aggregate characteristics, cement chemistry, water quality, ambient temperatures and logistics all influence concrete behaviour. Continuous monitoring allows admixture dosages and mix designs to be finetuned where necessar y, ensuring consistent workability, strength development, durability and finish quality throughout construction. This technical support becomes particularly valuable on major infrastructure developments, high-rise buildings, industrial facilities and specialised civil engineering projects where concrete specifications are often highly engineered, and performance tolerances are extremely tight.

Rapid response is another major advantage, Julyan says. Should unforeseen challenges arise, experienced technicians investigate the root cause immediately and recommend practical corrective actions. This minimises disruption to production, reduces the likelihood of rejected concrete and helps contractors avoid costly delays that can impact overall project schedules.

Perfecting future pours The information gathered by Chr yso’s field teams also creates valuable feedback for customers. Performance observations, testing data and practical site experience help optimise future pours, improve batching consistency and support continuous improvement across multiple projects. “Successful concrete construction is built on partnership. Our field service teams work alongside customers throughout the project lifecycle, sharing technical knowledge, optimising concrete per formance and helping ensure that every load delivered consistently meets the project’s requirements. This collaborative approach gives customers greater confidence, reduces operational risk and ultimately contributes to better project outcomes,” Julyan adds. Beyond solving technical challenges, regular engagement with customers also supports skills transfer. Chryso specialists work closely with batching personnel, quality control laboratories, contractors and placing crews, helping strengthen understanding of best practice in concrete production and application. This knowledge sharing improves consistency long after individual projects have been completed. As construction techniques continue to evolve and sustainability targets become increasingly important, field service support is also playing a growing role in helping customers optimise cement content, improve material efficiency and reduce waste without compromising concrete performance. “For Chryso, technical support in the field is not simply an aftersales function but a strategic extension of our commitment to helping customers

Regular site inspections by Chryso Southern Africa help ensure admixture systems continue to operate reliably and efficiently

Site observations and testing data by Chryso Southern Africa support continuous improvement in concrete performance, consistency and quality

deliver safer, more efficient and higher quality construction projects,” Julyan concludes. “By combining advanced admixture technology with practical on-site expertise, we help ensure that engineered concrete solutions perform reliably under real-world conditions, giving contractors and concrete producers the confidence to deliver projects successfully.”

IMIESA September 2026

IMESA

IMESA AFFILIATE MEMBERS PROFESSIONAL AFFILIATES

NOTHI

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AECOM siphokuhle.dlamini@aecom.com AFI Consult banie@afri-infra.com ARRB Systems info@arrbsystemssa.com Asla Construction (Pty) Ltd johanv@asla.co.za Atana info@atana.co.za BMK Group brian@bmkgroup.co.za Bosch Projects (Pty) Ltd mail@boschprojects.co.za BVI Consulting Engineers marketing@bviho.co.za Camjet info.jhb@camjet.co.za CCG puhumudzo@ccgsytems.co.za / info@ccgsystems.co.za Civil Designer info@civildesigner.com Civtech Engineers (Pty) Ltd admin@civtech.biz Corrosion Institute of Southern Africa secretary@corrosioninstitute.org.za Dlamindlovu Consulting Engineers & Project Managers info@dlami-ndlovu.co.za EFG Engineers info@efgeng.co.za Elster Kent Metering Mark.Shamley@Honeywell.com EMS Solutions paul@emssolutions.co.za ENsync Engineers info@ensync.africa ERWAT mail@erwat.co.za Gabion Baskets mail@gabionbaskets.co.za GIBB marketing@gibb.co.za GIGSA secretary@gigsa.org GLS Consulting info@gls.co.za Gorman Rupp Cordeiro@gormanrupp.co.za Hatch Africa (Pty) Ltd info@hatch.co.za HB Glass Filter Media info@hardybulkinglass.com Herrenknecht schiewe.helene@herrenknecht.de HSA Technology (Pty) Ltd cs@hubersa.com Hydro-comp Enterprises info@edams.co.za IMQS Software (Pty) Ltd shemine.adams@imqs.co.za Indlela Consultants (Pty) Ltd robertsonp@indlelasa.com Infrachamps Consulting info@infrachamps.co.za Institute of Waste Management of Southern Africa iwmsa@iwmsa.co.za iX engineers (Pty) Ltd hans.k@ixengineers.co.za Izinga Holdings info@izingalabezi.co.za JG Afrika DennyC@jgafrika.com KABE Consulting Engineers info@kabe.co.za Kantey & Templer (K&T) Consulting Engineers ccherry@ct.kanteys.co.za Kitso Botlhale Consulting Engineers info@kitsobce.co.za KSB Pumps and Valves (Pty) Ltd salesza@ksb.com Kuhle Mcebo Engineers admin@kuhlemceboeng.co.za KUREMA Engineering (Pty) Ltd info@kurema.co.za Lektratek Water general@lwt.co.za Loshini Projects muzi@loshini.co.za m4a fagan@m4a.co.za Makhaotse Narasimulu & Associates mmakhaotse@mna-sa.co.za Maninga charlene@maninga.co.za Mariswe (Pty) Ltd eastlondon@mariswe.com Martin & East gbyron@martin-east.co.za M & C Consulting Engineers (Pty) Ltd info@mcconsulting.co.za MPAMOT (Pty) Ltd mpumem@mpamot.com Mvubu Consulting & Project Managers miranda@mvubu.net NOTHI Group info@nothigroup.co.za NTGR Engineering info@ntgr.co.za Nyeleti Consulting naidoot@nyeleti.co.za Rainbow Reservoirs quin@rainbowres.com Re-Solve Consulting (Pty) Ltd maura@re-solve.co.za Ribicon Consulting Group (Pty) Ltd info@ribicon.co.za SABITA info@sabita.co.za SAGI annette@sagi.co.za SALGA info@salga.org.za SAPPMA admin@sappma.co.za / willem@sappma.co.za SARF administrator@sarf.org.za.co.za SBS Water Systems marketing@sbstanks.co.za Silulumanzi Antoinette.Diphoko@silulumanzi.com Siroccon International (Pty) Ltd admin@siroccon.co.za SiVEST SA info@sivest.co.za Sizabantu Piping Systems (Pty) Ltd proudly@sizabantu.com Siza Water (RF) Pty Ltd PA@sizawater.com Sky High Consulting Engineers (Pty) Ltd nobesuthum@shconsulting.co.za SKYV Consulting Engineers (Pty) Ltd kamesh@skyv.co.za Smartlock jp.alkema@smartlock.net SMEC capetown@smec.com SOUTH AFRICAN VALUE EDUCATION Sabiha@savegroup.co.za Southern African Society for Trenchless Technology director@sasst.org.za SRK Consulting jomar@srk.co.za Structa Group info@structatech.co.za Superior Filtration (Pty) Ltd info@superior-filtration.com TPA Consulting roger@tpa.co.za Ultra Control Valves peter@ultravalves.co.za V3 Consulting Engineers (Pty) Ltd info@v3consulting.co.za Videx Storage Tanks sales@vidextanks.co.za Water Institute of Southern Africa wisa@wisa.org.za Wam Technology CC support@wamsys.co.za Zimile info@zimile.co.za Zutari charmaine.achour@zutari.com

CEMENT & CONCRETE

Technicrete’s DZZ 60 mm grey pavers provide a durable riding surface, integrating with kerb restraints and BondBrick walkways

SCHOOL PRECAST LAYOUT ENHANCES FORM AND FUNCTION In order to fulfil conditions of establishment, Christ Church Preparatory School and College, based in Midrand, Gauteng, needed to change their entrance and exit design to comply with Johannesburg Roads Agency (JRA) requirements.

quare Edge Construction assisted with turnkey engineering and design for the project, selecting Technicrete’s Earthform retaining interlocking blocks for the embankments, and DZZ and BondBrick pavers, plus kerbs, for parking, internal and external walkways. “Technicrete’s DZZ 60 mm grey pavers were the best solution for this project due to their durability on areas that are subject to high volumes of (small passenger) vehicle and foot traffic. The interlocking zig-zag formation creates a structurally sound and hard-wearing overlay that offers a professional finish,” explains Franz Frank, director and owner of Square Edge Construction, adding that DZZ pavers were also used on the external JRA walkways. For added safety and demarcation, Technicrete Fig 7 and Fig 12 kerbs were installed in designated areas, along with BondBrick paved walkways. Fig 7 kerbs are precast concrete semi-mountable edge restraints featuring a splayed profile, while Fig 12 kerbs are specifically manufactured and designed for light commercial perimeters, flower beds and walkway restraints.

Retained sections In turn, Square Edge Construction chose Earthform retaining interlocking blocks for the larger cut sections of the parking area, plus smaller retaining sections, where needed. “When designed accordingly by a professional engineer, Earthform gives embankments natural support while protecting the land from collapse due to erosion. Additionally, it provides an attractive and practical finish in difficult to access steep areas through the creation of plantable and easy to maintain retaining walls,” Frank explains. Earthform blocks can typically be stacked six to eight layers high (1.0 – 1.5 m) provided that the embankment soil conditions are suitable and that no additional loads are applied at the top. All combined, the integrated precast concrete elements at the school achieve an aesthetically pleasing finish, along with proven longer-term durability. IMIESA September 2026

PROCUREMENT & SUPPLY MANAGEMENT

THE SOCIAL IMPACT GAP

Why procurement must deliver more than compliance South Africa’s micro, small and medium enterprises (MSMEs) contribute around 40% of GDP and employ more than half the countr y’s workforce (Depar tment of Small Business Development). Yet, questions remain about whether billions of rand invested in preferential procurement and supplier development are delivering sustainable business growth, job creation and meaningful economic inclusion.

he debate is particularly significant given the scale of procurement’s influence. Public procurement accounts for an estimated 15% of global GDP (World Bank), making it one of the most powerful levers for economic inclusion, supplier development and social value creation. Yet, despite years of preferential procurement and supplier development initiatives, a key question remains: is procurement spend driving lasting economic impact or merely meeting compliance requirements? Contracting designated suppliers is an important first step, but spend alone does not create sustainable businesses, jobs or lasting economic participation. Success should be measured by outcomes, not just rand value. “The challenge is that too many organisations still confuse spend with impact,” says Paul Vos, Regional Managing Director of CIPS Southern Africa. “A contract alone does not create a sustainable business. Without skills, mentorship, finance and market access, procurement simply shifts spend rather than creating lasting economic participation.” This gap between policy intent and real-world outcomes remains one of the biggest obstacles to achieving meaningful equity, diversity and inclusion (ED&I) outcomes through procurement. While procurement is increasingly recognised as a strategic lever for economic development, supplier competitiveness and broader socioeconomic growth, many organisations still approach preferential procurement primarily as a compliance exercise, focusing on scorecards and reporting rather than building supplier capability. As Vos argues, compliance should be the starting point, not the end goal. “When supplier inclusion is treated as compliance, organisations achieve

short-term wins rather than lasting outcomes. Suppliers receive contracts, but not the support needed to grow and compete,” he says. The consequences are significant. Many small businesses remain dependent, unable to scale or withstand market shocks, limiting transformation despite significant procurement spend. Globally and locally, leading initiatives increasingly focus on mentorship, skills, finance, technology and market access, recognising that sustainable inclusion requires long-term commercial partnerships, not short-term interventions. Leading organisations view supplier development as a strategic partnership, recognising that resilient suppliers strengthen supply chains, drive innovation and improve long-term performance. “At CIPS, we see sustainable supplier development built on three pillars: capability, opportunity and continuity. Together, they drive meaningful economic inclusion,” says Vos.

Supplier due diligence At the same time, organisations must continue to address risks that undermine confidence in ED&I initiatives. Fronting, inflated pricing, short-term contracting and poorly aligned incentives continue

to damage trust in the system. These practices create the appearance of transformation while often failing to deliver genuine empowerment or sustainable economic benefit. Addressing these risks requires stronger supplier verification, more robust governance, outcome-based measurement and greater transparency around who ultimately benefits from procurement spend. “Effective ED&I should never compromise good procurement practice,” says Vos. “Good governance and genuine inclusion reinforce each other.” One of the most significant shifts taking place is how organisations measure success. Historically focused on spend, procurement is shifting towards outcomes and measuring supplier revenue growth, job creation, skills development, sustainability and economic participation. Questions such as how many jobs were created, how many suppliers became commercially sustainable, and how many businesses graduated into larger opportunities are increasingly replacing traditional compliance metrics. The shift is being reinforced by South Africa’s evolving regulatory environment, including the Public Procurement Act, which places greater emphasis on broader socio-economic outcomes alongside value for money and good governance. While legislation creates an impor tant framework, meaningful inclusion ultimately depends on organisational intent and execution. Success is most often achieved when inclusion is embedded into business strategy and leadership priorities rather than treated as a compliance requirement. For Vos, the challenge is clear. “Organisations must shift from transactional to developmental procurement. The question is not ‘How much did we spend?’ but ‘What changed because of that spend?’” he says. “The opportunity for 2026 and beyond is to move beyond compliance and towards genuine shared value, where suppliers, communities, organisations and economies all benefit from more inclusive, resilient and sustainable supply chains,” Vos concludes.

INDEX TO ADVERTISERS APE Pumps & Mather+Platt

OBC

Gabion Baskets

GLS Consulting

6, OFC

48 IMIESA September 2026

IMESA

13, 39, 46

Liebherr

Rainbow Reservoirs

Rand Water

Sizabantu Piping Systems

IFC

Syntell

VEGA

IMESA The official magazine of the Institute of Municipal Engineering of Southern Africa www.imesa.org.za

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