22928 P&CM 07/2013
From the
Presidents desk
T
his is my last article as
president of the SACPCMP for
the Project and Construction
Management journal. My
first newsletter article was
written in February 2010 and reiterated
the statutory mandates of the SACPCMP
as stipulated in Act 48 of 2000. I pointed
out the strategic intent to reposition
the Councils image and performance
through a deliberate enhancement of
administrative capacity and functionality,
implementation of outstanding
mandates of continuing professional
development (CPD) and accreditation of
tertiary institutions offering project and
construction management programmes.
In subsequent newsletters, I indicated
that extending the range of disciplines
registered by the Council was under
consideration. I also addressed pertinent
and contemporaneous issues affecting
the construction sector specifically
and the national economy generally,
including the infrastructure for the
historic 2010 Soccer World Cup in South
Africa, the sharp decline in construction
activities immediately preceding and
post the world cup event, the need for
SA firms to explore opportunities on
the African continent without abetting
corrupt practices, collusive tendering
in our local industry, among others. I
have also attempted to keep registered
persons and our stakeholders abreast of
ongoing and planned developments at
the SACPCMP and trust the information
sharing has been useful over the four-
year term of the outgoing Council.
During the term of this Council, a
number of initiatives were achieved
through the combined efforts of
Council office administration led by our
energetic registrar, Ms Rakolote, the
input of individual council members
and registered persons directly or
through various committees of Council
and the support of our stakeholders,
prominent among which are the
voluntary associations (VAs), the
Council for the Built Environment (CBE),
the Department of Public Works and,
lately, the Department of Labour. The
initiatives include establishing the
Student Chapter of Council, conducting
on-site accreditation visits to twelve
tertiary institutions and developing a
framework for ongoing assessment of
the appropriateness of programmes on
offer, instituting a five-year continuing
professional development cycle for
all registered persons commencing
in 2013 with reissue of registration
certificates, implementing the
registration of construction health
and safety practitioners, expanding
the pool of trained assessors to assist
Council with reduced cycle time from
receipt of new applications to final
assessment and registration of qualified
applicants. Council has broadened
and strengthened collaboration with
international organisations such as
the Chartered Institute of Building, the
Royal Institution of Chartered Surveyors
and the Australian Institute of Building.
Agreements for future collaboration have
been reached with Zambia and Uganda
under the auspices of the CBE.
Much of the work of the Council is
done through committees and sub-
committees. I acknowledge and salute
the voluntary and professional input
of Council members who participate in
committee work, as well as co-opted
individuals who have assisted over
the years in shaping Council decisions
through their input in committee work.
Some co-opted persons have eventually
been nominated and appointed as
Council members due to the great value
they have contributed to Council work.
The accreditation of academic
programmes was a landmark process
for Council during 2012 although
the formulation of the policy and
collaboration with relevant stakeholders
preceded the current term of Council.
I wish to acknowledge the superb
cooperation and hospitality received from
all twelve tertiary institutions visited by
accreditation panels of Council. Council
intends to maintain the professionalism
and integrity of this exercise in future.
A number of challenges persist for the
SACPCMP, the principal challenge being
the significant number of registered
persons who fail to renew their
registration every year. While some may
argue that persons in good standing
reflect only those who are committed
to practicing the professions protected
by Council, in practice some who are
not in good standing still practice or
desire to practice as professionals in the
industry. This is simply unacceptable
and such persons are urged to restore
their status with the Council. Substantial
progress has been made toward
formalising regulations defining the
boundaries, roles and responsibilities of
to page 2
From the Presidents desk
from page 1 From the Presidents desk
professional work in the construction industry across the major
built environment disciplines. This is expected to compel non-
registered persons who are practicing in the built environment
to rectify their situation through appropriate registration. The
Council is equally obliged to streamline and enhance efficiencies
in its registration processes to meet current and future demand
for registrations. Council has also given due attention to the
mandate and processes of the disciplinary committee to
ensure that complaints or misconduct are attended to in an
expeditious manner.
Council has invested substantially in setting up appropriate
facility and personnel to accommodate and serve the new
discipline of construction health and safety practitioners, and
to offer improved services to current disciplines of construction
management, construction project management and construction
mentor. This investment, along with the cost of overhauling
Councils IT system in totality, including the revamped website,
was largely funded from Councils reserves. Although actual
expenditure was well below budgeted expenditure in the 2012-
2013 financial year, Council ended the year with an accounting
22697 P&CM 07/2013
deficit due to non-payment of registration fees by a substantial
number of registered persons, despite repeated follow-ups
from Council office. This is a continuing challenge that is being
addressed vigorously by the registrars office.
Another major challenge is the need for registered persons to
fulfil the requirements for continuing professional development
during the five-year cycle. Council has agreed that communication
on this matter must be consistent and continuous through all
the media currently used to reach registered persons, including
Councils website.
The foregoing challenges do not dent my expectation that the
incoming 4th Council will find a fully functional platform to serve
the professions much better than the outgoing 3rd Council. Those
of us who have served the maximum two terms on the Council
are committed to support the future work of the SACPCMP.
There are still areas of improvement in licencing professionals
who meet competency requirements through an enhanced,
impartial and efficient registration procedure; quality assuring all
tertiary programmes that lead to qualifications in the disciplines
served by the Council through a responsive, impartial and
credible accreditation system; recognising and registering new
areas of core expertise such as project planner, construction
procurement practitioner and evaluator, construction contract
administrator and infrastructure delivery management system
practitioner; sponsoring research and supporting deserving
learners with bursaries with the support of VAs to enhance
academic and research excellence and promote transformation;
liaising with firms to quality assure the internship training
received by registered candidates; and fulfilling the mandate of
protecting the public from resource wastage and incompetence
through regular review of the registration and CPD processes,
implementation of the code of conduct for practitioners and
effective disciplinary procedure.
Finally, I thank our registered persons and stakeholders for their
support of the work of the Council. I acknowledge the exceptional
support and professionalism of all members of Council through
the past four years. I thank the registrar, Ms Rakolote, and
her staff for their enthusiasm and dedication to achieving the
strategic objectives of Council. I wish the office of the registrar
and the incoming Council excellent success in fulfilling the
mandated and obligated roles of the South African Council
for the Project and Construction Management Professions.
Sincerely
Professor RN Nkado
President (2009 2013)
raynkado@mweb.co.za
 Issue 10
July/August 2013

The South African Council for

the Project and Construction
Management Professions
CONTENTS
Physical address:
From the Presidents desk 1
International Business Gateway
1st Floor Gateway Creek Registrars message 4
Corner New Road and 6th Road,
Midrand

Postal address: Cover Focus

PO Box 6286 Project CEOs 5
Halfway House 1685, SACPCMP

Health and Safety
10
Tel: +27 11 318 3402/3/4
Fax: +27 11 318 3405 The dawning of a new era 6
Website:
www.sacpcmp.org.za Lifting machinery and lifting
tackle safety in construction 8
Email: admin@sacpcmp.org.za

Registration department:
registrations@sacpcmp.org.za SACPCMP News
The 2nd Construction
Published by: Management Summit 2013 12
Malnor (Pty) Limited,
2 Hermitage Terrace
Richmond, Private Bag X20
Education
12
Auckland Park, 2006
Tel: 011 726 3081/2 Matie engineering students to have
Fax: 011 726 3017 lectures in English and Afrikaans 14
malnor@malnormags.co.za
www.malnormags.co.za

Publisher: Research and Survey

Ken Nortje The normative principles for managing
Sales Manager:
stakeholders in public infrastructure
Sophia Nel development projects 18

Advertising:
Wendy Ansell Ministers Page
wendya@malnormags.co.za Excerpts from the Construction Industry
Project Manager: Development Board The National
Lawrence Mpangeva Stakeholder Forum 22

20
Editor:
Janos Bozsik
editor@sacpcmp.org.za
Women in industry
Adding girl power to tooling 24
Production
Johan Malherbe
Meinardt Tydeman About our cover
Layout
Sebata Group of
Boago Kedikilwe
companies are thought
Subscription leaders providing strategic
Nolene Eckersley business consulting,
Published assurance, risk and project
Quarterly management, and training
targeted to projects in the
Printer engineering, investment and

24
The Print Syndicate Group
entertainment industries.
COPYRIGHT: All rights reserved.
 4 | July/August 2013 Registrars Message

Call for nominations of Council Members

of the South Africa Council for the Project and Construction
Management Professions (SACPCMP) to be appointed by the
Minister of Public Works to serve on the Council for the period
of 1 October 2013 to 30 September 2017

Nomination period from 19 August 2013 to 25 October 2013

Ms Nomvula Rakolote

(b) Have a background or experience in the project and construction management field
with emphasis in one or more of the following: education, training, professional conduct,
professional development, professional practice, and institutional affairs;

I
.
Eligibility criteria for persons who are not registered with the Council:
n accordance with the Project and
Nominees shall:
Construction Management Act (Act No. 48
(a) Have insight into matters concerning the disciplines that reside under the ambit of the
of 2000), the South Africa Council for the
SACPCMP;
Project and Construction Management
(b) Have expertise supplementary to the direct fields of responsibility of the Council and
Professions (SACPCMP) invites Registered
the project and construction management profession, such as law, human resources,
Persons, Voluntary Associations of the SACPCMP,
finance, business, marketing, public relations, economics, environmental management,
the State and the public, respectively, to nominate
corporate governance, health and safety, and education.
within a period of 60 days from the date of this
invitation, persons who qualify for nomination in
The Council meets at least every quarter and is supported by the Registrar and
terms of sections 3.1(a), (b) and (c).
administrative staff. The period of office for appointed members is four years.
In terms of sections 3(1)(c) and 4(2) of the Project
Each nomination must be in writing and must contain the following information in the
and Construction Management Professions Act
prescribed format and detail required by the Council:
(Act No. 48 of 2000), nominations are invited
Completed and duly signed acceptance form by the nominee that incorporates a
from members of the general public to serve
declaration that the nominee has not served on Council for two consecutive terms and
on the SACPCMP Council. In addition, in terms
is not disqualified in terms of section 6(1) of the Act;
of section 4(1) of the Act, when any nomination
Brief curriculum vitae;
in terms of section 3(1)(a) o r(b) becomes
Duly completed and signed nomination form including the motivation of the nominee to
necessary, the council must invite registered
the Council.
persons, the voluntary associations of the
SACPCMP and the State, respectively in the
Incomplete or faxed nominations and nominations received after 60 days of this notice will
prescribed manner within the period of 60 days
not be considered.
from the date of this invitation.

In terms of section 6(1) of the Act, non-citizens, un-rehabilitated insolvents, persons

General eligibility criteria:
convicted of serious offences (excluding political offences), persons found guilty of improper
Nominees shall:
conduct and persons removed from an office of trust are not eligible to serve as members
(a) Make a declaration of being prepared to
of the Council.
serve on the Council, any of its committees
and/or any of its sub-committees;
Full criteria and documents can be downloaded from the website www.sacpcmp.org.za
(b) Be South African citizens and ordinarily
Completed and signed nominations must be submitted to the Council:
resident in the Republic of South Africa.
Attention: Registrar
Eligibility criteria for persons registered in Postal address
SACPCMP professional categories: SACPCMP, PO Box 6286, Halfway House, 1685, Email: Nominations@sacpcmp.org.za
Nominees shall:
(a) Be registered as a Professional in any of
Physical address
SACPCMP prescribed specified categories/
International Business Gateway, 1st Floor, Gateway Creek, corner New and 6th Roads,
disciplines, including Construction Project
Midrand, 1685
Manager, Construction Manager, Construction
Mentor or Construction Health and Safety
Email: Nominations@sacpcmp.org.za
Practitioner;
NOTE: Council would like inform you that the nomination process for the new council
members has been reopened. We request that all previous nominations should be
resubmitted, as only submissions received during this period will be considered.
 Cover Focus July/August 2013 | 5

Project CEOs:
Project Managers of the future

T
By Yousuf Tilly
here is definitely a shift in the construction industry. In todays fast-paced world finance, risk and technical niches. Project managers
the need for general technical skills is far surpassed by specialist skills and the of the future are not only technical leaders
demand for a more informed project manager is on the rise. Today, the role itself in Sebatas view, but also decision-makers of
is being redefined and at the wheel of that movement is the Sebata Group. premium quality. Redefining the role in terms of the
customers perspective effectively promotes project
Traditionally project managers were technical specialists who guided others less managers to, what Sebata Group calls, Project CEOs
experienced than themselves. Over time, however, the nature of the assets being a role geared for todays industry demands.
constructed created a demand for specialist skills to innovate solutions for growing
demands and the trend in EPCM was to develop centres of excellence. Concentrated Project CEOs create value through an entire outfit
specialist skills not only provided cost and delivery efficiencies but also significantly serving this purpose. Although such a project
contributed to quality. management office includes the traditional
design and administrative functions, turnkey
Along with developments in mechanical, electrical and other specialisations, integration support functions like training, HR solutions, risk
engineers who articulated the diverse range of specialist skills to serve project needs in management, SHERQ services, etc are included
its entirety became such a dependency that their function soon began to encroach on so a customer can seamlessly guide his project
traditional project management roles in effect causing the role of both engineer and through the holistic decision-making ability of the
project manager to become redefined. Sebata Project CEOs. In the customers view, this is
tantamount to peace of mind.
The logic then questioned what value a project manager contributed when an appropriate
technical specialist was already fulfilling most of the role? Ultimately the customers who Now you might be thinking that, in PMBOK terms,
commission construction projects care less for technical ingenuity than they do about how this is nothing new. The implementation of PMBOK,
those technical skills are a tool to serve the business objectives that need it. As you can however, is largely selective in the industry,
see, Centres of Excellence was only one part of the solution being sought out tailored to suit for instance a companys own
by customers. business processes. In contrast Sebata Group
has incorporated an adherence to professional
The complexities of EPCM warrant the need for customers to have direct access to all areas standards like PMBOK right into its DNA (the
of their project so as to enable decision-making that serves the project and business needs. companys cultural manifesto) so the very basis
From a customer perspective, the quality of a construction project is now being assessed of customer value filters through all its activities,
more holistically. Project managers expanding their portfolio with a degree of financial and technical or not, says Sebata Group CEO Matome
business knowledge suitable to the project requirements quickly became the standard for E Modipa. Engineering customer value in this way
additional value, and are much appreciated. indeed is a whole new perspective on technical
solutions which could revolutionise the industry.
The Sebata Group, however, has taken this one step further by innovating an EPCM solution
that augments a project managers holistic skillset with specialist advisories in business,
 6 | July/August 2013 Health & Safety
The dawning of a new era
in construction health and safety
in South Africa:
Part four Health and safety
arrangements and procedures
for the construction client
A
ccording to the CIDBs Construction
Health and Safety in South Africa
Statistics and Recommendations
Report, 2009 (Prof John Smallwood,
Prof Theo Haupt and Prof Winston
Shakantu): Clients have a pivotal role in setting
and achieving high standards in H&S and
research shows that clients do undertake a
range of H&S interventions and institute a range
of H&S requirements impacting on contractors.
However, noting that in August 2007 blitzes that
some 52,5% of sites were non-compliant brings
into question the extent of client influence.
Construction Client H&S Arrangements
and Procedures
In this part four, we take a look at what
arrangements the Construction Client should
have in place to ensure that they discharge
their absolute duties as both the Employer and
Construction Client under the Occupational
Health and Safety Act (No. 85 of 1993) and
the Construction Regulations (2003) and the
proposed amended Construction Regulations
(2013), respectively.
There is a definite requirement under
Regulation 4 (The Construction Regulations,
2003) and the proposed amended Regulation
5 (The Construction Regulations, 2013), to
make sure that suitable arrangements are in
place, maintained and reviewed for managing
Anton Krause
By Anton Krause, Specialist Construction Client
Advisor and CEO and Chairman of the Association
of Construction Health and Safety Management
construction health and safety throughout the construction project. It is critical that the
Construction Client has sufficient management arrangements and procedures in place
for dealing with the procurement of construction work, which includes all planning,
design, management and other work involved in a construction project from the Project
Initiation and Briefing (Stage 1: SACPCMP) until the end of a construction project,
Project Close-out (Stage 6: SACPCMP) and for the ongoing maintenance, operations
and safe-continued use of the structure/facility throughout its life span.
It is advisable that all Construction Clients have a Health and Safety Policy, which
would include the arrangements and procedures for the purchasing and procurement
of goods and services for the control of the contractors working on their construction
projects. Historically, most Construction Clients do not have clear arrangements in
place, because most construction work procurement falls outside the core activities of
their business and in most cases, there is no explicit management process for dealing
with the Occupational Health and Safety Act (No. 85 of 1993) and the Construction
Regulations. By not having a clear command structure on a construction project, with
defined roles and responsibilities amongst the construction project professional team
(being the various built environment professionals and the contractors), it would be
extremely difficult to comply with the health and safety statute duties and standards,
which will ultimately affect the successful delivery of a construction project. Where there
are inadequate management arrangements and procedures in place, the Construction
Clients level of risk exposure increases: this includes all types of risk such as financial
risks, industrial relations risk and health and safety risk.
The Appointment of a Construction Clients Agent
In order for a Construction Client to be in a position to discharge and meet the
Construction Regulation duties most effectively, they will need to identify and appoint
a SACPCMP registered Professional Construction Health and Safety Agent (Pr. CHSA as
defined in the Government Gazette, Vol. 575; dated: 31/05/2013; No. 36525), who is
empowered to undertake the statute role on behalf of the Construction Client, with an
adequate level or autonomy, authority and access to sufficient resources for successful
construction health and safety implementation.
 Health & Safety July/August 2013 | 7

When the legal requirement of an appointed Pr. CHSA is in question,

the Construction Client must refer to the Definitions and Scope of
Applicability of both the current and proposed amended
Construction Regulations.

Legal framework of the Pr. CHSA appointment

Since the promulgation of the Construction Regulations (2003), many
of the built environment professionals (being architects, engineers,
project managers, quantity surveyors, etc) and other property-type
managers involved in the management of a clients construction
project, would have contractually or through default accepted the legal
appointment of agent (as defined in the Construction
Regulations, 2003).

Generally, in South African criminal law, criminal liability cannot

be transferred from one party to another by civil contract, but the
Construction Clients agent provision has allowed this to occur in
respect of the Construction Clients duties under the Construction
Regulations (2003). Although the Construction Clients criminal
liabilities under the abovementioned Regulations were transferred
when the Construction Clients competent agent provision was
used, criminal liabilities under other health and safety legislation
(eg the Occupational Health and Safety Act, No. 85 of 1993 and
other subsequent applicable legislation) were not transferred. Many
Construction Clients may and still do believe that having appointed
a so-called competent agent, they no longer carried any criminal
liabilities in relation to their construction project obviously this
incorrect interpretation has left them very vulnerable to
potential claims.

Under the proposed amended Construction Regulations (2013),

the proposed Regulations has removed the Construction Clients
agent provision where it states under Regulation 5(6) that: The
client may without derogating from his or her responsibilities and
liabilities, appoint a competent person . . .. This does not prevent the
Construction Client from appointing a competent or registered third
party to discharge their statute duties and to manage the construction
health and safety on their behalf. However, the Construction Client
will remain criminally liable for any failure to perform and discharge
their statute duties and responsibilities under the proposed amended
Construction Regulations (2013) and across all the six stages of a
construction project and beyond as defined and specified by
the SACPCMP
21178 P&CM 10/ 2012
 8 | July/August 2013 Health & Safety

Lifting machinery and lifting

tackle safety in construction
By Neels Nortje, Health and Safety Manager,
Master Builders Association KwaZulu-Natal
Tower Crane
Tower cranes are specialised machinery and
form an integral and important part of many
construction sites. A crane risk assessment
must be conducted by an appointed
competent person. Make sure that the crane
is erected and used only as per the safe work
procedures of the risk assessment, if not the
crane could be very dangerous and could
even collapse!
It is the responsibility of the appointed
operator to conduct visual inspections of the
tower cranes structure whilst ascending and
descending the cranes access ladder. The
operator must record the findings of these
inspections in a register and keep it on the
crane. If any visible defects are noticed it
must be reported to the site supervisor or
manager immediately.
Care must be taken of the cranes electrical
supply by making sure all the electrical
cables are secured and that the DB is closed
and protected and sign posted with warning
notices stating their presence. This will
ensure good electrical safety when working
with or around tower cranes. Bare wires or
open, live DBs can be very dangerous. They
can electrocute workers or be susceptible
to rain and water damage creating a very
dangerous environment.
(Part two of two)
Make sure the condition of the cranes access components have been checked. This
will include the ladder, backrests and landing platforms. It is highly recommended that
all crane access ladders be fitted with appropriate fall arrest systems. This will ensure
ultimate safety for the operator.
Make sure the cabin has been well constructed, not damaged and free from rust.
Check the windscreen to make sure it is intact ensuring visibility from the cabin is never
impaired. The hooter and siren must be in working order.
Strobe lights or aviation lights are to be fitted to cranes that might be hazardous
to aircraft.
Mobile Crane
The fundamental advantage of a mobile crane is its ease of transportation and its
flexibility in handling different types of load or cargo quickly; this makes a mobile crane
very useful and an ideal solution for work on a construction site.
Here are the items one needs to check before using a mobile crane.
Inspect the rear view mirrors, windscreen, windscreen wipers and indicators to make
sure that they are fitted correctly, are in good condition and are operational. Hooters
must be in working order.
Tyre condition and pressure must be checked on a regular basis while the all-wheel nuts
are fitted. Lights must be operational; it is important that headlights and taillights are in
good condition. Inspect all grease nipples and all joints must be greased.
There are to be no oil leaks; if any report it to the supervisor immediately. Hydraulic
pipes must be in good condition, attachments in working order with no leaks. Do not
operate the mobile crane if you see any hydraulic leaks! Battery condition must be
inspected: Batteries must be secured, terminals secured and no corrosion present.

Crane hooks must be pop marked and if the

hook has opened beyond the safe limit the
hook must be replaced. All hooks must be
fitted with safety latches and they must be
functional. Make sure the MML is displayed
and that the limit devices for both the
mass and wind overloads are operational
at all times.
 Health & Safety July/August 2013 | 9

The boom must be in good condition with no visible damage. If this is not the case, The operator must at all times observe and
degradation and defects must be reported. adhere to the hand signals, given by the
Rigger or Slinger.
Cable and sheaves must be greased, and they are to have no visible damage or
corrosion. Any defects must be reported. Brakes must be checked to be in good working The area where there are Gantry Cranes in
order. By-pass valves must be fitted correctly, securely mounted, functional and no leaks use must be marked with warning notices.
must be present. Signage such as Crane Overhead must be
strategically placed and in good condition as
A deflection chart must be fitted, in good condition and visible to the operator. to ensure safety to those working in the area.
Outriggers condition must be inspected, foot plates fitted correctly when used, when
lifting. Do not use the mobile crane unless a risk assessment has been performed by a Make sure the hooks are throat pop marked,
competent person on the outriggers and ground conditions on which the outriggers are with the safety latch fitted and functional.
going to be placed. Make sure load limiting switches are fitted
and fully operational.
Banks Man
A Banks Man is a skilled person who directs the operation of the crane and is in charge Finally; lifting machinery and lifting tackle
of the crane movements from the point of loading and unloading at ground level. The must only be used as per the requirements
Banks Man directs the crane operator and controls all operations via hand signals. All of the Occupational Health and Safety Act
signals made by the Banks Man or rigger must be noted and adhered to for safety and and Regulations as well as the manufactures
to ensure order is maintained on site. operating instructions.

Gantry Crane For more information on Lifting

Gantry cranes are used to lift and move items around a working area; this makes them Machinery and Lifting Tackle Safety and
ideally suited for work in a factory, plant or machine shop. other related safety topics visit
www.safebuild.co.za
The Gantry Crane must always; be in good working condition, load tested and inspected.
The Gantry Cranes logbook must be kept up to date and available in the yard where it
is used.

The operator must be trained and appointed in writing. Make sure the MML is clearly
displayed on the crane as well as the crawler beams.
 10 | July/August 2013 Health & Safety

MSA Africa technology

simplifies hydrocarbon gas detection

I
ndustrial operations in Africa can detect and
monitor hydrocarbon gas concentrations more
effectively by adopting the Ultima OPIR-5 open
path IR gas detector, which is available in the
local market through MSA a global leader
in the development, manufacture and supply of
sophisticated products that protect peoples health
and safety.

MSA Africa marketing manager for gas detection

products Robbie Taitz points out that the Ultima
OPIR-5 detector provides for the continuous monitoring
of combustible hydrocarbon gas concentrations.
Infrared absorption detects hydrocarbon gases over
an open path, and the single detection beam improves
accuracy and reduces drift.

Taitz explains that the system consists of an IR source

and receiver which monitors for methane, with the
option of monitoring for propane too. The sensitivity
of the MSA Ultima OPIR-5 detector can be checked by
The Ultima OPIR-5
placing a test gas film in front of the receiver, while the
open path IR gas
dual detection range provides the sensitivity to pick up detector
both small and large gas leaks, he continues.

Another important aspect to note is that the MSA

Ultima OPIR-5 detector is easily aligned using the The MSA Ultima OPIR-5 gas detector also boasts multiple communication outputs, including;
digital display and adjustable mounting arms, HART, ModBus and AMS Support which provide complete status and control capability in
and does not require the use of any bulky setup the control room. These advanced features make the detector ideally suited to the following
equipment, such as digital volt meters and handheld applications:
alignment aids. Compressor stations
Drilling and production platforms
Taitz adds that calibration of the Ultima OPIR-5 Fence line monitoring
Detector takes place at the MSA factory, thereby Fuel loading facilities
eliminating the need for further calibration. Whats Gas turbines
more, the detector requires little maintenance apart LNG and LPG processing and storage facilities
from a periodic visual inspection, test gas film check, Petrochemical tanks
and cleaning of the windows to ensure dependable Tank farms
performance. Wastewater treatment

Detect and monitor

The Ultima OPIR-5 detector is suitable for use in harsh environments, and its automatic gain
hydrocarbon gas
concentrations control compensates for dirty optics, rain and fog. It comes standard with a two-year warranty,
effectively and includes: test gas films, a mounting arm, mounting base, scope and attenuation plate,
which provides the user with a maximum return on investment, Taitz concludes.

About MSA
MSA been the worlds leading manufacturer of high-quality safety products since 1914. MSA
products may be simple to use and maintain, but theyre also highly sophisticated devices and
protective gear the result of countless R&D hours, relentless testing, and an unwavering
commitment to quality that saves lives and protects thousands of men and women each and
every day. Many of MSAs most popular products integrate multiple combinations of electronics,
mechanical systems, and advanced materials to ensure that users around the world remain
protected in even the most hazardous of situations. MSAs dedication to safety has been the
key to its impressive year-over-year growth. In eight of the past ten years, MSA has achieved
record growth numbers, with annual revenues of more than US$1 billion.
22849 P&CM 07/2013
 12 | July/August 2013 SACPCMP News

The 2nd Construction 12 and 13 June

Management Summit 2013

Partnerships for Change
A
t the CM Summit of 2012, delegates
agreed that there was a real case
to show that the discipline of
Construction Management (CM)
was being neglected by a number
of its traditional stakeholders. A committee was
elected at the Summit and it was tasked with
driving the process of development onwards and
to report back from the CM Summit that was
convened in 2013.

This committee was adopted by the SACPCMP

and is known as the Construction Management
Development Committee, (CMDC). It has become
clear that the crux of the problem of CM neglect
is found in the general decline in the leadership
and stature of the building industry. In effect,
each of the stakeholder bodies have struggled to
cope with immense changes in politics, business
and society at large, to the extent that they
needed all of their energy and capacity to deal
[BREAK-AWAY 1 Facilitator: Prof PD Rwelamila] Why is CM
losing ground at some universities and growing at other and
what can we do to get all on a growth path?
with internal adaptation and change. This prolonged period of change, largely engineered
through government intervention, caused the neglect of external relationships and influence
over issues of long-term industry development.

Day 1
SACPCMP President Professor Raymond Nkado opened
proceedings by reminding delegates that the Council is
the newest kid on the block and therefore comes with
no baggage whilst other councils have a history, the
SACPCMP started on a clean slate.

The theme of his presentation, SETTING THE SCENE:

The work and findings of SACPCMPs CM Development
Committee the need for Partnerships for Change, involved
highlighting the outcomes of the 2012 Construction
Summit and providing clear definitions for Construction Professor RN Nkado,
Management and Construction Project Management. SACPCMP President
 SACPCMP News July/August 2013 | 13

The SACPCMP is identified as the only statutory

body that is recognised by the Chief Inspector for
registration.

[BREAK-AWAY II Facilitator: Mr George
Mbuthia] Strengthening the discipline within
Staff, Students, Facilities and Champions
Prof. Nkado pointed out the fundamental
issues in the industry to be; the construction
environment, client organisation and
processes and delivery issues. The
fundamental contribution of SACPCMP
has been to:
Register professionals who meet
competency requirements through
an enhanced and impartial registration
procedure much quicker than previously
Compulsory accreditation of all tertiary
programmes that lead to qualifications in
construction management and construction project management
Fulfil the mandate of protecting the public from resource wastage and incompetence
He made reference to the CMDC Meeting Outcomes, which consists of Five Themes:
1. Identity and role of the CM Profession
2. Stakeholder relationship and interaction
3. Education and skills development
4. Marketing and image issues
5. Career promotion
He concluded by reminding delegates of CIOBs
[BREAK-AWAY III Facilitator: Mr Robert
Hindle] Extension work to engage with:
industry, clients, prospective students and
Management and most lack practical experience.
the public
Day 2
Professor Alfred Talukhaba, President, CIOB Africa,
started off day two by highlighting the following
CIOB pillars:
Education offering a framework to map the
programmes and also accredit.
Practice support the industry, recognise
competency and devise a code of conduct.
Industry recognise excellence and develop
honorary awards.
Society focus on sustainability and
green initiatives.
180 years of service to the industry and its role in
raising the profile of professionalism, recognition by
clients and the public, and individual development
and promotion. He highlighted the value of how
the strategic partnership with the SACPCMP will
positively enhance professionalism and promotion of
the Construction Manager in the industry.
Towards the end of day two during the panel
discussions, Mr George Mbuthia, academic, noted
that there are not enough lecturers in Construction
There will also be a phasing out of the BTech and it
will be renamed to Bsc.
The Registrars concluding comments
Ms Nomvula Rakolote noted that this is the year
for delivery, and all registered persons will get 10
CPD points for attending the Summit. I wish to
congratulate the CMDC, under the leadership of Bob
Hindle, for work well done you are advancing and
sharing our vision.

According to Prof. Nkado, the key considerations for the June 2013 CM Summit are:
How do we get employers to realise that they are in danger of losing the CM discipline?
How do we get the building industry employers associations to re-assert their position
and demonstrate the significance of the building industry?
How do we strengthen the CM discipline at universities?
How do we get the newly created regulation and support bodies in the built environment
to realise the critical role and situation regarding Construction Management
How do we overcome the biased reporting and lack of knowledge and publicity
concerning CM and to a lesser extent CPM?

In a hard-hitting presentation, Department of Labour Manager for Occupational Health and

Safety, Mr Phumudzo Maphaha asked the question: How do we solve the challenge of H&S
incompetency in the construction sector? He said we need to professionalise health and She pointed out that there needs to be greater
safety in the construction industry by: integration between industry, the VAs and the
Registration of professionals in the construction industry who are obligated to perform Council. Also, work-based learning and mentorship
any health and safety function in terms of the Act and Construction Regulations. of students is a vital element.
Maintain the database of professionals in the industry.
Control and Monitor professionals in the construction industry. Council is in the process of engaging different
Ensure that construction work is carried out by competent and registered persons. stakeholders to ensure we promote the profession
not only CM but all professions under the ambit of
Maphaha pointed out that the promulgation of the Updated Construction Regulation is at an the Council.
advanced stage.
 14 | July/August 2013 Education

Matie engineering students to have

lectures in English and Afrikaans
All test, examination papers and assignments are given in both English and Afrikaans, and
students may answer any question paper or assignment in English or Afrikaans.

Interpreters use a head or hand microphone to interpret simultaneously while the lecturer
is speaking. The student then uses headphones to listen to the sound that is conducted to
a transmitter. The majority of classes are interpreted from Afrikaans to English. At present
approximately 100 lectures per week are interpreted, with up to eight different lectures
being interpreted in the same time-slot.

Although most engineering students indicate their home language as Afrikaans, or bilingual
Afrikaans and English, it is sometimes found that some English class groups are larger than
the Afrikaans ones.

Mrs Juanli Theron, project coordinator, Interpreting
Services, Stellenbosch University, interpreting during
a lecture at the Faculty of Engineering
Interpreters undergo a strict selection process and intensive training. They must have
specific traits: they must be able to focus, communicate well and be able to think on their
feet under pressure, explains Ms Juanli Theron, project coordinator of Interpreting Services
at Stellenbosch Universitys Language Centre.

F
Although the interpreters are not engineers, they build up an excellent vocabulary very
rom 2014 undergraduate engineering
quickly, thanks to the numerous aids they have at their disposal. They come to a lecture
students from Stellenbosch University
fully prepared after consulting text books, slides, manuals, and memoranda supplied by
(SU) will have the opportunity to listen to
lecturers. They also compile their own word lists. After interpreting only a few lectures of a
their lectures in English and Afrikaans
specific module, they quickly find their feet and things go smoothly.
by means of parallel sessions or
simultaneous interpreting.
One of the engineering students who makes use of the interpretation, Nelson Akoku
ebot eno Akpa, says: For me, the interpretation service has bridged the language
The Faculty of Engineering took the lead at SU
barrier significantly. It is one of the Facultys best gifts as far as I am concerned and the
to make its Faculty more accessible to students
interpreters are amazing!
from different home language backgrounds. For a
considerable time first and second-year modules
Prof Hansie Knoetze, Dean of Engineering, says: There is such a great shortage of qualified
have been presented in English and Afrikaans in
engineers in South Africa that we cannot afford to allow language to be a stumbling block
separate classes (parallel medium). However, where
for students to study successfully.
there are less than 250 students in a class for a
module, the groups are not divided. This is where
simultaneous interpreting comes in handy.

When a module is offered in one class group, then

simultaneous interpretation is offered, in other
words, when the lecturer speaks Afrikaans, the
lecture is interpreted into English, and when the
lecturer speaks English, the lecture is interpreted
into Afrikaans. Each student can personally choose
whether or not to use the interpretation.

A pilot project was launched in 2011 with a few

modules being interpreted. The number of modules
was systematically increased every year. The project
has progressed well and it is envisaged that from
2014 all undergraduate modules at the Faculty
of Engineering will be presented in English and
Afrikaans by means of parallel sessions
or interpreting.

Students making use of the interpreting services during a lecture at the Faculty of
Engineering, Stellenbosch University Photographer: Liesel Koch
21430 P&CM 10/2012
 16 | July/August 2013 Research & Survey

The state of the

civil construction industry
Construction confidence falls despite
higher activity in Q2
After rising to a 4-year high of 51 index
points in 1Q2013, the FNB/BER construction
confidence index shed 6 points to 45 in
2Q2013.
Confidence fell despite higher activity.
However, profitability came under some
pressure.
Even though confidence retreated somewhat
in 2Q2013, the rise in activity suggests that
growth in the sector likely accelerated.
In addition, the outlook for the construction
sector has improved significantly. Firms
expect activity and profitability to increase
notably in 3Q2013.
After jumping by 15 index points to 51 in
1Q2013, the FNB/BER construction confidence
index fell by 6 points to 45 in 2Q2013. Despite
the fall, the level of the index remains close to
the long-term average of the series of 48.
The current reading means that less than half
of the respondents were satisfied with prevailing
business conditions during 2Q2013.
Confidence was lower despite higher activity in
2Q2013. After underperforming in 4Q2012 and
1Q2013, construction activity is now on par with
that of 3Q2012, which was the best since the
end of 2007.
Even though activity was higher, overall profitability came under some pressure in 2Q2013.
This follows the sharp improvement in profitability in 1Q2013. Rising construction material
costs, combined with a mild uptick in tendering competition and higher employment likely
weighed on overall profitability. This in turn weighed on confidence, said Sizwe Nxedlana,
Chief economist at FNB.
Looking ahead, the outlook has improved significantly with respondents considerably
upbeat about prospects for 3Q2013. This is in line with reports from a number of listed
construction companies that their order books have improved noticeably in recent months,
said Nxedlana.
In conclusion, growth in construction activity accelerated in 2Q2013. However, this was not
enough to offset the effect of deterioration in profitability. As a result, confidence declined.
Despite the fall in confidence in 2Q2013, the short-term outlook for the construction sector
is much improved.
Visit the FNB Economics website at www.fnb.co.za/economics and consider using our free
email service.
About the survey
The FNB/BER civil confidence index can vary between a maximum of 100 (which indicates
that all respondents were satisfied with prevailing business conditions) and a minimum
of zero (indicating that all respondents were unsatisfied). A level of 50 indicates that the
respondents are equally divided between those satisfied and dissatisfied.
The fieldwork of the second quarter survey was conducted between 29 April and 28 May 2013.
Civil construction
Growth in construction activity

In terms of the sources of construction work

during 2Q2013:
Private sector construction work remained
sluggish amid persistent unrest in the
mining sector.
However, the public sector continued
to add to construction work in 2Q2013.
Construction activity by SANRAL and
Transnet as well as a resumption of work at
Medupi power station likely boosted work by
public corporations.
Source: BER Stellenbosch University
General government capex on construction
was possibly supported by municipal
spending which has, in the past, picked up
in the second quarter. This is as a result of
municipalities rushing to spend allocated
funds before the end of their financial year
in June.
21312 P&CM 10/2012
 18 | July/August 2013 Research & Survey
The Normative Principles for Managing
Stakeholders in Public Infrastructure
Development Projects (Research Findings of a Doctoral Study)
By Musa Mgemane, DBA MBA PMP
Consulting Projects Practitioner,
MMBI Development Solutions
T
he stakeholder management concept
has enjoyed more attention and has
caused more contestation in recent
history, worldwide, than most theories
within the management sciences and
most disciplines within the project management
profession and practice. The expansion of the
PMBOK knowledge areas to include stakeholder
management is one such case example. However,
in the South African context, stakeholder
management issues have been conspicuous in
numerous contemporary public infrastructure
development projects. Therefore the stakeholder
management concept was central in the doctoral
study particularly its relevance within the project
management profession and theory in general and
public infrastructure development projects
in particular.
Background
The stakeholder management concept in project
management recent history is only second to the
project success concept in terms of its contention,
commentary, exploration, and significance. But
stakeholder management is also an integral part
of project success. Various contemporary project
success models depict project interest groups with
direct or auxiliary interest in projects as being
critical in the fibre of the concept itself. One cannot
(Part one of two)
talk of project success to the exclusion of project stakeholders. The inverse is equally valid
as one cannot talk of projects stakeholders without inferring project success.
Public infrastructure development projects, as vehicles for the development of
infrastructure to enable economic growth and to improve the quality of life of citizens,
are important and essential for an emerging economy like South Africa. However, public
infrastructure development projects possess a paradoxical and an antithetic character. They
are intended, or their outcomes are intended, for a greater economic and societal good,
yet they can disrupt the livelihood and order in the very same society they are intended to
uplift. They are invasive in nature they are implemented in established socio-political,
socio-economic, and socio-ecological settings. In the process of their implementation they
inherently possess a potential to disrupt these established settings. Relocation of schools
for communities, threatened revenue for taxi operators, increased traffic volumes for
commuters and motorists, toll fees for motorists, air pollution for communities, et cetera
are some of the disruptive consequences of public infrastructure development projects.
It is such disruptive nature of public infrastructure development projects that render them
sensitive and volatile. Because of the sensitivity and volatility of these projects even some
dormant project management principles become critical in these types of projects. It is with
this background that the study was undertaken.
The study arose from a research issue that is both practical and theoretical. The apparent
challenges of a stakeholder management nature in the implementation of public
infrastructure development projects in South Africa led to the conception of the study. The
project management profession and body of knowledge view stakeholder management in
a serious light, actually a failure in adequately implementing stakeholder management in a
project is tantamount to a failure of the project itself.
Judging by the extensive negative media coverage, many of the South African public
infrastructure development projects demonstrate poor stakeholder management. The
list of public infrastructure development projects that have experienced stakeholder
related challenges in South Africa is endless: the Johannesburg BRT project, the Gauteng
Freeway Improvement project, the Transnet multi-product pipeline-construction project,
the Chapmans Peak toll-road project, the Kusile and Medupi power stations construction
projects, are some examples.
The study set out to investigate required critical principles to improve the management
of stakeholders in public infrastructure development projects. The outcome of the study
is a framework, a comprehensive and coherent set of critical principles and rules that
to page 20
23061 P&CM 07/2013
 20 | July/August 2013 Products

Modular accommodation for construction site

T
he Canadian Mining outfit of Dundee
Precious Metals (DPM) has started work
on a N$2,3 billion acid plant, which the
mine says will eliminate the sulphur
dioxide emissions in Tsumeb and at the
same time create a viable by-product, sulphuric
acid, that could be sold to other mines operating
in Namibia.

Kwikspace Modular Buildings, in partnership with

Pupkewitz Megatech, was contracted to provide
six office space units (54 sqm each in size) for
the inception phase. This R2 million project had
a turnaround time of only four weeks, and was
completed at the end of July 2013.
The modular units provide valuable space for key decision-makers working at the mine.
Kwikspace office units are loaded onto trucks from Cape Town and transported
2 000 kilometres to Tsumeb where they are offloaded and commissioned within three
hours. Buildings are assembled using fully insulated polyurethane panels, which provide
excellent temperature control and noise reduction, while also preventing the ingress of dust,
water and insects. These polyurethane panels are far superior to standard prefabricated
panels.

The smelter is one of only a few in the world which is able to treat arsenic and lead bearing
copper concentrates and is a major custom smelter with brown-fields expansion potential.

Comments Leon du Plessis, Kwikspace Regional Sales Manager Western Cape;

This project and the previous ones on the smelter, have showcased our ability and
professionalism to partner with major industry roleplayers. Kwikspaces quick turnaround
time and quality of product and service have ensured that we are the partner of choice for
the mining and construction industry.

from page 18
The Normative Principles for Managing Stakeholders
provide a basis and an outline for the development
of stakeholder management plans and processes
for individual and unique public infrastructure
development projects.
Approach
An extensive literature review on fraternal studies
in different geo-political and geo-economic
settings was undertaken. Face-to-face interviews
with internal and external stakeholders in some
of the sensitive and volatile South African
public infrastructure development projects were
conducted. A theoretical model that ensued from
literature review and stakeholders interviews was
then subjected to scrutiny with various project
management experts in the academia and
construction industry. A questionnaire survey was
then administered on a sample of projects and
construction practitioners across South Africa. The
empirical data was then analysed to determine the
study findings.
Findings
Some of the 12 critical principles expounded through the study in form of the study
findings could be applicable across different project types and/or across different
geo-political and geo-economic settings. However, the findings of the study are based
on empirical evidence of contemporary public infrastructure development projects in
South Africa.
Some principles may seem embedded and implicit in others; however, the study has
empirically shown that they are more effective when they are standalone principles yet
belonging to a comprehensive and a coherent set. After prioritising these critical principles
through empirical ranking, underlying structural dimensions using factor analysis were
investigated. This investigation yielded a single dimension structure. This is overwhelming
evidence that all 12 principles measure a single concept: stakeholder management, and
are explicit factors that relate positively to stakeholder management success, and are
critical factors of a framework required to improve stakeholder management in public
infrastructure development projects in South Africa.
The 12 critical principles, in the order of their empirical ranking, will be featured in the
next issue of the Project and Construction Management magazine.

It must also be stated that the study was

correlational but not causal. The mode of the study
was not a cause and effect determination but the
aim was to establish the relationship positive
relationship between the critical principles being
investigated and stakeholder management success.
 July/August 2013 | 21

The key issues of business in South Africa are about the attraction, development, motivation and retention of people. We pride
ourselves in conducting organisation development and effectiveness interventions (OD) which start with getting the foundation
right ie refining the organisation structure, understanding the roles and clarifying the responsibilities, ie job analysis culminating
in job profiles embedded in a competency-based model. Job evaluation leads to correct remuneration structure designs which
influence the bottom-line directly.

Skills Audits, supported by 360assessments electronically provides an objective platform for individual employee interaction on skills
and competence gap, personal development and performance. Performance management concludes the people process which provides
entry into fair and defensible rewards/incentives.

get that right and retention of key resources should never be a problem!

This innovative, integrated holistic model, based on competencies, delivers business value and empowers human capital managers, line
managers and management in this very area it starts with ensuring a sound business foundation followed by a professional selection
and recruitment process which concludes with the continuous development of talent.

The SACPCMP has adopted a strategic thrust of strengthening its ability by focusing on systems, management and administration. They
have set their sights on achieving excellence in these areas. This was initiated by conducting a comprehensive OD-exercise in partnering
with Blue Horizon Empowering People (Pty) Ltd.

Tel: +27 17 735 3473 Email: johan@bluehorizon.biz Cell: 082 410 7432
or joan@bluehorizon.biz | 082 854 0816

Subscription rates 2013

 22 | July/August 2013 Ministers Page
Excerpts from the
Construction Industry Development Board
The National Stakeholder Forum
Keynote address by Minister of Public Works Mr TW Nxesi MP on 5 July 2013
T
Honourable Minister Thembelani Nxesi
his meeting between the National
Stakeholder Forum and the Minister of
Public Works, which is convened annually
in terms of the CIDB Act, focused on the
need to report back on progress in our
efforts to turnaround and rebuild the Department
of Public Works; where we are in terms of
transformation initiatives; and also revisit the issue
of price-fixing and discuss a possible way forward.
Rebuilding Public Works
The root causes of corruption and mismanagement
in the Department can be attributed to a lack of
controls in Supply Chain Management practices,
poor lease management, lack of accountability
of our Regional Offices, lack of an appropriate
accounting platform for the Property Management
Trading Entity as well as the non-existence of a reliable Immovable Asset Register.
The focus of our Turnaround Strategy involves developing a complete and credible
register of state immovable assets, conducting a comprehensive audit of leases and the
establishment of a Lease Management Framework, ensuring progressively improving
audit outcomes for the DPW, actively reducing fraud and corruption in the DPW and
operationalising the Property Management Trading Entity.
National Stakeholder Forum 2012
Comments on issues raised in last years Stakeholder Forum (and actions taken) include:
Business integrity and corruption - we will investigate and prosecute cases of fraud and
corruption, but It is equally important to put in place robust systems to minimise fraud
in the first place.
Procurement systems the Chief Procurement Office at National Treasury is working
closely with my team in re-modelling the Supply Chain System for Public Works.
Maintenance the maintenance backlog is a serious challenge but the Department
has recently taken the decision to revive and implement the National Infrastructure
Maintenance Strategy (NIMS) programme.
Institutional capacity in the public sector the Construction Projects branch of Public
Works is now implementing IDIP (Infrastructure Delivery Improvement Programme)
supported by the Infrastructure Delivery Management System (IDMS) which was
developed by CIDB.
Delayed payments the focus is on the reduction of late payments and compliance
with the Presidents instruction to pay suppliers within 30 days.
Transformation an appropriate way forward is to build on the existing CIDB National
Stakeholder Forum (NSF) and the Task Teams established by the Forum with DPW and
its entities establishing an umbrella structure (or Transformation Focus Group) to take
this forward.
Tackling collusion: the way forward
With reference to the Competition Commission findings and what is to be done? Corruption
is corruption, irrespective of whether it is being perpetrated by big or small companies. We
need to be even-handed when stamping out corruption. Let us remind ourselves that there
are statutory processes which must be followed. In particular, the CIDB is obliged in terms
of legislation to initiate its own inquiry and this process is independent of the Minister.
We also need to recognise that the practice of anti-competitive behaviour is a sophisticated
form of corruption and is prevalent in construction industries across the globe. Only those
who participate in the practice know the full extent of its detail. This is what makes it
difficult to detect and prosecute.
 Ministers Page July August 2013 | 23

Collusion and artificially inflated prices on projects has the knock-on effect of reducing the Specific recommendations for inclusion in a
number of projects that we are able to deliver over a defined financial period harming Restitution and Transformation Programme would
service delivery and reducing employment. Furthermore, bid-rigging undermines the need to be consulted with all stakeholders but some
public tendering system established in June 2004 to standardise procurement practices of my thoughts on the matter include the following:
in government. This is regulated by the CIDB in the Standard for Uniformity in Construction All parties should recommit to adhere to the
Procurement and we regulate for a reason: exactly to promote ethical standards and an CIDB Code of Conduct and to do business only
equal playing field. with those who do likewise.
The need to put in place measures to create
It is not surprising, therefore, that the fine imposed of R1,46 billion has been viewed as a and support emerging black and female
slap on the wrist in many quarters which sends out the message that large firms can get contractors in the Construction Sector, including
away with fraud and corruption. a programme of contractor development with
clear targets, deliverables and timelines.
However, the admission of guilt paves the way for the Construction Industry Development Funding a targeted number of built environment
Board to initiate its own process of investigation into the firms conduct in terms of section bursaries in the Further Education and Training
28 of the Construction Industry Development Regulations of 2004 and the CIDB Code of Colleges and Tertiary Institutions, with a
Conduct, including various sanctions available to the CIDB. bias towards students from rural and poor
communities.
I believe that any remedy or sanction should be designed with a view to positively A commitment to fund an industry-initiated
addressing underlying systemic characteristics of the construction sector. These include Artisan Career Development Programme with
the following: clear targets.
There is broad agreement amongst stakeholders that the rate of transformation in the A mentorship and support programme and
sector has been slow both in relation to contractor development and the share of commitment to placement targets per contract
contracts going to emerging (black and female) contractors, as well as the proportion for postgraduate black and female candidate
of black qualified professionals in the built environment sector (currently standing at professionals in particular.
approximately 25%). Commitment to job creation through use
Generally, there is a shortage of built environment professionals and skilled artisans. of labour intensive methodologies where
Since the financial melt-down of 2008 and subsequent global recession the sector has appropriate.
experienced reduced order books and profit levels. Funding a comprehensive programme of
Meanwhile, going forward, the roll out of national infrastructure development plans support for learners in targeted schools in
in terms of the National Growth Plan, the PICC SIPs and the National Development disadvantaged communities, to assist their
Plan requires the mobilisation of construction capacity and partnerships on an entry into the built environment professions
unprecedented scale. and occupations.
The Construction Industry has the potential of creating jobs and contributing to Establishment of a dedicated development
addressing the triple challenge of poverty, unemployment and inequality. fund.

Towards a Restitution and Transformation Programme I believe that these proposals not only respond to
We need to emerge from this moment of crisis with a strategy and plan which promotes the current crisis of collusion in the sector, but they
partnerships to achieve amongst others the following objectives: also take the process further.
To send a clear message that fraud and corruption will not be tolerated, and seek to
promote best ethical practices in the construction sector.
To mobilise productive existing and new capacity to support national infrastructure I thank you
development plans.
To promote job creation and skills development in the built environment sector; and
To lead transformation through development of emerging black and female contractors,
and support for the training of black professionals in the built environment sector.

These objectives indicate the need for a positive rather than simply punitive response
and approach.
 24 | July/August 2013 Women in Industry

Dipuo Sibiya

Adding which is presented at the Kwa-Thema FET College

girl power
and the Denel Training Academy in Kempton Park.

The TDM Powered Foundation and Apprenticeship

to tooling
Programme, a competency-based programme,
stretches over a period of three to four years and
provides students with the basic, core and eventually

I
specialist skills in the tool, die and mould making
disciplines that enable them to qualify as toolmaker
n a white male dominated industry, an inspiring
artisans. Once qualified, students can pursue careers
black female toolmaker rose up. 23-year-old
in cross cutting sectors such as the aerospace,
Dipuo Sibiya, who hails from Kwa-Thema in the
automotive, chemical, electronics, leisure, marine,
east of Johannesburg, holds onto a dream to I want to be a force to be
medical, mining and packaging industries.
change the face of tool making in South Africa. reckoned with
Unlike her female peers, who are engulfed in ladylike
The learning content of both programmes is structured to include fundamental and applied
obsessions like manicures, make up, etc. Sibiya sees
theory, trade theory, workshop practical training and on-the-job training, providing students
nothing wrong with getting her hands dirty, in fact she
with extensive industry exposure and experience. Sibiya said the TDM Powered Foundation
relishes it. She says it all started at home, growing up
and Apprenticeship Programme gave her the platform to gain a deeper insight of the tool
in a girls-only home where she had no choice but to fix
making industry. She further states that the On-the-Job Training, a practical experience
things when the need arose.
course offered by the programme has afforded her an opportunity to make an informed
decision when it comes to choosing an area of specialisation within the broader tool
She recalls days when she sat quietly watching her
making industry.
dad with admiration as he fixed his car, where she
would often offer to help. From that moment, I knew
The theoretical and practical learnings provided by the programme will greatly help my
I was unconditionally in love with tools, and that love
quest to conquer the tool making industry. I dont only want to add black female numbers to
grew very strong with time, she said. Sibiya is one
toolmakers, but I want to change the traditional white male dominated industry perception
of the fortunate students who form part of the TDM
I want to be a force to be reckoned with, she said.
Powered Foundation and Apprenticeship Programme,
Through the Apprenticeship Programme, Sibiya had an opportunity to mingle with some of
the best industry peers at the AfriMold manufacturing trade fair held from 4 to 6 June at the
NASREC Expo Centre in Johannesburg. AfriMold gave me a platform to communicate with
the industry in South Africa in a way never before possible and Im extremely grateful to both
TASA and the National Tooling Initiative Programme for the opportunities, said Sibiya.
22544 P&CM 07/2013
21429 P&CM 10/2012