issue 4, november 2015 concrete newsletter - issue 4.pdfsacpcmp executive jimmy modise. ... seta...

CONCRETEIssue 4, N

ovember 2015

IN THIS ISSUE:

Editor’s note

Bringing more mentors into the construction fold

Fired up to take industry to new level of professionalism

Success cemented through preserverance and ambition

Setting the standards in stone

New committee committed to women empowerment

Reinforcing the chain as processes prove their mettle

Putting the SIP into NIP, skillfully

CONCRETEPAGE 2 << PREVIOUS NEXT >>| CONTENTS |

EDITOR’S NOTE

As this is the last issue for 2015, we wish you,

our industry colleagues and friends, a well-

earned break over the festive season. Rest,

relax and let’s attack 2016 with renewed

vigour.

[email protected]

We look at our partnership with the

Department of Higher Education and

Training in the development of skills for the

strategic integrated projects (SIP) focused

on infrastructure. We also update readers

on the status of the Infrastructure Delivery

Management System (IDMS) in the public

sector and give a rundown on a new initiative

that has been many years in the making, the

Contractor Recognition Scheme.

This edition’s inspiration comes in the form of

Rachel Tladi, who, at the relatively advanced

age of 43, started Uvuko Civils on the strength

of a Rand Water Board contract and built it

into a R1,3 billion enterprise. It is encouraging

that there are increasing numbers of women

of Rachel’s calibre changing the face of the

South African construction industry.

Please enjoy the read and don’t hesitate to

give us your feedback and suggestions, so

that we can continue to provide you with

interesting and informative content.

The KPMG Construction Survey Africa notes

that Africa ranks highly among foreign

investors, with almost half of the 165 leading

global construction companies surveyed in

2013 expressing their desire to venture into

the continent.

“The industry is fast proving itself to be

Africa’s treasure trove,” says MEC Maile.

Against the backdrop of progress and fast-

paced project execution, the need for world-

class construction standards and contractor

professionalism is clear. There is no room for

error or shoddy workmanship.

The cidb is proud to be playing a leading

role in the betterment of such a crucial and

dynamic industry.

This issue of Concrete touches on some recent

development designed to assist contractors in

their journey of continuous improvement.

Another year has almost played out and

2015 will be regarded as another memorable

period in the history of South Africa. While

it is certainly not all sweetness and light,

wherever one looks there is evidence of brick

and mortar work that signals our evolution

into the powerhouse of Africa.

South Africa is investing R1,4 trillion in

infrastructure projects and public sector

spending is increasing in line with the

implementation of the National Infrastructure

Plan. Projects are growing in scale and

complexity, but deadlines never let up.

And, according to Gauteng MEC for Economic

Development, Environment, Agriculture and

Rural Development, Lebogang Maile, the

pace will only increase. “With a growing

middle class that is estimated to increase to

107 million by 2030 and increasing emphasis

on addressing the infrastructure deficit, it

is clear that Africa’s attractiveness for the

global construction industry investment will

experience massive growth,” he says.


An effective mentor is able and willing to communicate his knowledge, is approachable, available, balances honesty and diplomacy, is inquisitive, fair and has compassion and genuineness.

And that’s in addition to being highly qualified

in his or her field. Yes, mentoring is a tall order

that is not for the fainthearted.

Yet it plays a crucial role in the construction

industry. With 130 000 contractors registered

with the cidb and each in need of some type

of assistance, it is clear that a staggering

number of mentors are needed.

Until now, prospective mentors had to

complete the Professional Construction

Mentor Programme, which was pegged

at NQF level 7. It was the equivalent of an

honours degree, putting it out of the reach of

many, explains cidb former board member and

owner of Noyana Projects, Cannon Noyana.

Black contractors, in particular, lack the basics

of management and, to date, have had no

real role models, since they were seen not to

rise above labourer level, says Cannon.

Bringing more mentors into the

CONSTRUCTION FOLD

CONTINUED ON PAGE 4


“Early attempts to provide mentorship were

frustrated by lack of sponsorship from those

in powerful positions in the infrastructure

departments and agencies,” he continues.

“However, the continued floundering of small,

medium and micro enterprises (SMMEs) and

some of the established black-owned and -run

enterprises has convinced the government and

the industry that mentorship is a must.”

Enter the Construction Mentorship course,

developed by the University of Pretoria with

the South African Council for the Project and

Construction and Management Profession

(SACPCMP). The programme offers guidance to

people who do not quite meet the criteria for

professional registration. It hones the current

skills of existing practitioners and enables them

to improve their efficacy and make a difference.

The course prepares participants to act as

construction mentors to emerging companies and

to register as construction mentors. The syllabus

covers knowledge about site management,

construction technology, financial management;

risk, contract and project management, and an

understanding of communication and report

writing.

It is a portable course that can be offered at

other universities with engineering faculties.

“It promises excellent growth opportunities

to people wishing to enter this field,” says

SACPCMP Executive Jimmy Modise.

“We are looking forward to identifying

candidates to undertake the course.”

Jimmy stresses that mentorship is not a nice-

to-have in an industry such as construction.

“Construction is viewed by many as a ‘get

rich quick’ solution, with an influx of a variety

of persons from other industries, including

professionals such as teachers, nurses and

individuals with no professional qualifications,”

he says.

“The industry has undergone a transformation

over the past 20 years, with many skilled artisans

being retrenched and then starting their own

businesses. However, running a construction

business requires very different skills set to the

practical application of a trade. Many small

businesses fail due to a lack of commercial skills.

“Some prefer to learn in a classroom environment,

while others learn by doing. The construction

industry is very hands-on and mentors are key in

developing skills while a business is running.

CONTINUED FROM PAGE 3

A mentor’s ability to impart practical skills and

the benefit of experience can be of significant

benefit to a fledgling contractor.”

As author and motivational speaker, Sean

Stephenson, says: “One good mentor can be

more informative than a college education and

more valuable than a decade’s income.”

“Early attempts to provide mentorship

were frustrated by lack of

sponsorship from those in powerful positions in the infrastructure

departments and agencies,”


Fired up to take industry to new level of

PROFESSIONALISMFire detection and suppression systems, often regarded as a grudge buy, given the ‘unlikely’ event of a fire, are rapidly

becoming a burning issue, with the South African Fire Detection Association (SAFDA) believing that they should feature on all

tenders as a pre-requisite for qualification. “Fire detection is a life safety issue and should be taken seriously by all contractors,”

says SAFDA General Secretary, Terry Henderson.

Fire detection and its related gas

suppression, sprinkler systems and fire

extinguisher industries, have the potential

to generate up to R60 billion a year and

with the potential to create 250, 000 new

jobs he says.

Terry explains the current situation in the

industry. “SAFDA is dedicated to opening

the industry to new entrants, especially the

unemployed and previously disadvantaged.

We Believe the route to go is through

National Qualifications Framework

(NQF) training in line with the National

lufgninaem rof )PDN( nalP tnempoleveD

large-scale employment opportunities for

the unemployed and a safer environment

for the public.

“The SANS standards building regulations

call for rational designs of fire detection

systems, but no recognised national training

exists in South Africa at the moment. SAFDA

is actively trying to rectify this shortfall.

“The industry has developed some training

courses but they are not authorised by

the South African Qualifications Authority

(SAQA) nor registered with a sector

education and training authority (SETA)

and, therefore, are not available to the

unemployed, who can’t study without skills

levy funding.

“SAQA fire detection unit standards have

been available for the industry for a number

of years, lodged with a SETA, but have

not been taken up or developed by the

industry. This has resulted in unaccredited

training courses being promoted by the

industry and has severely restricted entry

for the unemployed.

The Department of Labour (DoL) requires

practitioners in the fire detection industry

nacirfA htuoS eht htiw retsiger ot

Qualification and Certification Committee

tub ,)ERIF-CCQAS( yrtsudnI eriF eht rof

insists on grading by means of unaccredited

courses, which, once again restricts access

to the unemployed who cannot afford fees.

“Having accredited training available via the

SETAs will open up the industry, especially

with the new incentive from the cidb, which

will make available ‘onsite placements’ for

students to complete the practical elements

of the accredited training.

In spite of current difficulties in the industry,

the situation is looking up, says Terry. “Service

providers are actively working through

SETA accreditation from entry to diploma

level to satisfy the rational design criteria

for the building regulations and to create

NQF training for new entrants and existing

players. Once this process is complete,

the potential for the industry to generate

employment and income is staggering.”


Rachel Tladi is a woman among men – a trailblazer in the world of multimillion rand construction projects. She has men on her team. But she wears the hard hat. And, as the power on the throne, the crown

Rachel owns 100% of Uvuko Civils, a company

she founded in 2002 at the age of 43 and

built brick by brick into a force now worth an

estimated R1,3 billion.

A Grade 9 cidb member, Rachel secures

tenders that many of her competitors can only

dream of. She’s come a long way from her first

contract – installation of cable sleeves and

electrical earthing at Rand Water Board – for

which she had to borrow R10 000 from a friend

to get started. The rest, as is said, is history,

and she now has a portfolio of successful

projects for clients such as Spoornet, Eskom,

MTN and several municipalities. Low cost

houses, clinics and hospitals, schools, offices,

libraries and offices the length and breadth of

South Africa bear the Uvuko signature.

She accumulates awards like bookshelves do

dust. In 2008, she was presented with the

Govan Mbeki Best Woman Builder of the

Year award, both provincially and nationally.

She followed this with the regional Govan

Mbeki Woman Contractor of the Year title. In

2010, she was honoured in the TopCo Media

Top Women Awards and was also named

the regional Businesswoman Achiever in the

entrepreneur category. For good measure, she

was also a finalist in the World Entrepreneur

Awards presented by Ernst & Young.

Rachel attributes her success to a strong

personality and persistence. “It’s not an

easy industry for a woman, but I stand my

ground,” she says. “I believe that what you

get is what you deserve. Give me the contract

for no other reason than I deserve it. I am very

ambitious and fight for what I want. Some

may see this as arrogant, but it’s just my way.”

Uvuko’s track record indicates that it deserves

its standing in the industry – since inception,

no Uvuko contract has ever been terminated.

Minister Lindiwe Sisulu said not long ago: “If

you want the best man for the job, you get

Success cemented through PERSEVERANCE AND

AMBITION

Rachel Tladi CONTINUED ON PAGE 7


a woman.” Rachel agrees. “The quality of

women’s work is their advantage – give it to

a woman if you want it done well,” she says.

“Women can also work well with colleagues

of all ages and levels of seniority.”

Rachel is currently concentrating on building

a team of qualified, skilled professionals, each

in a position that suits his or her talents.

She needs a clued-up project manager, a

safety expert, given the increasing focus on

safety in construction, a financial manager

and a personal assistant to free her up to

be more accessible to her clients. And, she

says, she would like to appoint a CEO in her

place to steer the mighty Uvuko ship deeper

into the high seas – with Rachel as first mate,

naturally.

“I’m building a stronger structure of

professionals to ensure continued growth,”

she says. “I would also like to bring

shareholders into the company before long.”

Recently, she has forged partnerships with

Group 5 and Aveng that are helping her to

fulfil this goal. She is also grateful to the cidb

for its commitment to helping companies

grow. “I have been awarded many contracts

on the strength of my cidb grading,” she says.

But it’s not all work for Rachel. She is a

mother of three daughters, two of whom live

with her, and grandmother to five. “I am on

the road most of the time, but back home,

I have the total support of my family. They

understand that I have to be away and I have

their blessing.”

CONTINUED FROM PAGE 6

Uvuko means ‘wake up’. The construction

and civils industry certainly woke up when

Rachel came onto the scene. And, no doubt,

it will continue to watch wide-eyed as the

company builds on her vision of a business

that will be known for helping to put women

on the South African construction map.

The quality of women’s work is their advantage –

give it to a woman if you want it done

well,” she says. “Women can also

work well with colleagues of all

ages and levels of seniority.

The scheme, eight years of development,

consultation and pilots in the making, answers

the call from both clients and contractors

for a touchstone in professional practice.

It will recognise competence, systems and

performance.

The cidb’s Dr Rodney Milford has immersed

himself in the project over many years and its

How many times have substandard structures

headlined? usually because the contractor

awarded a contract was not suitable? Such

incidents could be a thing of the past if the cidb

has its way. The newly introduced Contractor

Recognition Scheme aims to encourage

contractors to adopt best practices and

standards that will help them to improve their

performance and deliver better value to clients.

launch fulfils a personal goal as well as the

mandate detailed in the cidb Act, being to

establish a best practice recognition scheme

as an extension to the existing register of

contractors, which grades companies on works

and financial capability.

“The scheme will introduce a degree of

uniformity in which contractors can present

their performance and track record, as well as

many aspects of their capability,” says Rodney.

“This uniformity will also benefit clients in

procuring from contractors, and assist clients

to manage their risk.”

The cidb will facilitate developmental support,

such as subsidised training, for emerging

contractors particularly, so that they can

comply with the new standards.

“Over the next few years, the cidb will

encourage contractors to be recognised in

terms of the scheme,” says Rodney. “Ultimately,

our objective is to provide standards to which

contractors aspire, raising the performance of

the contracting sector. Clients will then also be

in a better position to match the requirements

of a contract to the capabilities of a contractor

– and in doing so derive value for money.”

Inba Thumbiran, Programme Manager the cidb,

says: “These cidb best practices and standards

have been developed in partnership with the

industry, and reflect the standards the industry

wants to attain. We believe that the large

majority of contractors already perform at these

levels, but the cidb encourages all businesses

to strive to improve their performance.”

The scheme is not mandatory, but it is

envisaged that assessments will be much

sought after and that a snowball effect will

ensue, with contractors carrying their cidb

acknowledgement as a badge of honour and

presenting it as a persuasive marketing tool

when vying for contracts.

SETTING THE STANDARDS IN STONE

How many times have substandard structures headlined?



It is a commonly held belief that women are better multitaskers than men. In the construction industry, certainly, women have demonstrated excellence in managing multidisciplinary projects, definitely as well as their male counterparts.

Now they have a new structure rooting for them and looking out for their interests.

The Women Empowerment Council (WEC), hot off the drawing board, promises to be the mouthpiece for all women organisations in the sector.

The WEC, under the auspices of the Department of Public Works (DPW), is preparing to knock a sizeable dent in the wall of marginalisation experienced by women in the built environment sector and challenge the lack of transformation in the construction and property industries.

The formation of the committee follows a series of consultations between the DPW and women’s organisations such as South African Women in Construction (SAWIC), Women’s Achievement Network for Disability and Women in Engineering and Built Environment (WiEBE).

The level of discrimination faced by women in the industry was revealed during a recent survey conducted by the Department of Construction Management and Quantity Surveying of the University of Johannesburg, which identified a host of barriers and constraints, ranging from unfairness in procurement and lack of access to finance and working capital, to nepotism and corruption. Exploitation of women, including sexual

harassment, reared its ugly head, as did claims that women would be awarded contracts only if their partners were in the awarding department.

Says Chief Director Gender, Youth and Persons with Disabilities, Reverend Naledi Stemela: “The committee will promote and facilitate the empowerment and active participation of women in the infrastructure delivery value chain through the allocation of 30% of the department’s budget to women-owned companies.

“Simultaneously, it will identify skills shortages and develop support systems for emerging women contractors.”

The WEC will build partnerships with key stakeholders from the government, non-governmental organisations (NGOs) and private sector in implementing the DPW Ministerial Accelerated Women Empowerment Programme. A core function is research on women in the built environment and their projects, with a view to developing a ‘women in construction’ scorecard.

Women have much to offer the industry and are capable of managing major projects, says Naledi, who is glowing in her praise of women in business.

She says: “Women are very passionate about socio-economic empowerment, which is demonstrated by a sense of social responsibility that prompts them to see beyond the selfish profit maximisation motive for being in business. They are proactive in identifying and addressing issues arising during project execution, and are innovative, customer-

New council committed to WOMAN EMPOWERMENT

focused and team-orientated. Goal-driven, ambitious and professional in nature, they are able to build very good relationships with their colleagues across the board, leading to more efficient interactions throughout.

“Furthermore, they are open-minded, hard-working and energetic, and ensure integrity in their work. They can lead diverse teams to new levels of performance and are very good at mentoring young and aspiring professionals who are still on the path to professional registration and career success.”

Launching the committee to coincide with Women’s Month, Minister of Public Works Thulas Nxesi, said: “While we have made massive progress since 1994 in the transformation of gender relations, including social delivery, our society remains largely patriarchal.

“The struggle for gender emancipation requires the attention and activism of all of us, women and men, working as brothers and sisters to achieve complete social emancipation.”

With the minister and the reverend in their corner, women are bound to come out punching above their weight.


Too many rusty links in the infrastructure delivery chain have hindered the industry’s ability to perform optimally. Mindful of the impact of poor planning, lack of skills and capacity, and poor information and reporting, among others, the cidb set out to strengthen the chain through the development some years ago of the Infrastructure Delivery Management System (IDMS).

IDMS centres on the core processes

associated with the model for planning,

delivery, procurement and maintenance of

infrastructure works.

And, seemingly, the departments to which

it has been rolled out are well pleased.

Reggie Daniels, Western Cape Government

Infrastructure Manager, says: “Independent

evaluation reports measuring the impact

of IDM toolkit implementation in portfolio

planning, project management, and

operations and maintenance over the years

show improved progress in planning and

spending patterns in the education, health,

transport and public works departments.”

Reggie describes public sector infrastructure

delivery as “a complex and multifaceted

operation, conducted in an environment

characterised by scarcity of skills and an

ever-changing mix of legislation and policy”.

Effective and efficient performance, he

continues, requires rigorous and well-

institutionalised structures, systems and best

practices, based on consistent, effective and

agreed upon service delivery model with clearly

defined mandates, roles and responsibilities.

“All of this must be underpinned by

appropriate and optimally placed personnel

capacity, experience and skills.”

At North West Provincial Treasury,

IDMS was introduced in response to

inadequate infrastructure planning,

which had given rise to underspending,

incomplete projects and inadequate

facilities. Infrastructure Coordinator,

Mthetho Dantji, says the programme has

been successfully implemented in various

provincial government departments and

has improved budgeting for infrastructure

across most of these entities.

“We found that data credibility on

planning documents needed attention

and we addressed this through analysis of

documents, development of guidelines,

training and detailing feedback on

outcomes realised,” he says.

“In the coming period, we will capacitate

the treasuries, and review and develop

standards, policies and guidelines to

support IDMS implementation, so that,

in the long term, we realise the goals

of improved planning and delivery of

sustainable infrastructure across all spheres

of government.”

The cidb’s Edward Singo says the response

to IDMS has been encouraging. “It provides

for continuous training and capacitation

of both executives and infrastructure

delivery managers, and the formation

of IDMS communities of practice where

peers performing similar functions, such as

planning and infrastructure procurement,

may learn from each other and discuss actions

needed to satisfy specific deliverables.”

Reggie expects that, ultimately, the IDMS

road will lead to improved service delivery,

with infrastructure delivered at the right

place, the right time, the right quality and

achieving the desired outcomes.

Edward notes that there is a need now for

constructive dialogue in the industry as a

whole to create a thorough understanding

of the potential scale of IDMS.

Reinforcing the chain as processes

PROVE THEIR METTLE

Qualities of an IDMS-enriched public

sector

• Standardised and uniform approach

to infrastructure delivery, supporting

effective and efficient delivery

• Stronger public institutions through

the appointment of appropriate

personnel in infrastructure

departments using the IDMS human

resources capacitation framework

• Improved infrastructure planning,

budgeting, management, and

operations and maintenance

• Adherence to relevant legislation

• Better infrastructure procurement

• Enhanced intergovernmental relations

• Improved reporting, monitoring and

evaluation

CONCRETEPAGE 11 << PREVIOUS | CONTENTS

No matter what industry or occupation, there is general consensus that skills are the glue that hold the building blocks of the economy together and take it to new heights.

As infrastructure development continues apace in every area, skills must keep up to ensure the optimum standards of work and professionalism that are the hallmarks of any successful project.

The National Infrastructure Plan (NIP) comprises 18 strategic integrated projects (SIPs), one being infrastructure, each consisting of a variety of sectoral projects held together by an overriding social or economic purpose.

The cidb produced the Standard for Developing Skills through Infrastructure Contracts, having entered a partnership with the Department of Higher Education and Training (DHET). The standard requires that 0,5% of the contract value of infrastructure projects goes to training.

Until gazetted into law, implementation of the standard is voluntary, says the cidb’s Manager: Construction Industry Performance, Ntebo

investment and to turbo boost South Africa onto a higher growth path.

“Ensuring that we have the skills needed to plan, to manage, to maintain and to operate the infrastructure once in place is central to achieving these goals. Some of the skills are needed in the government and some in and for the private sector. The skills plan for the SIPs seeks to address these needs in a systematic way in partnership with the entire public and private sector education and training system.”

The construction industry, she adds, has a vital part to play. “We urge the industry to engage actively to help shape the processes leading to systemic change, so that they are able to find the skills they need when they need them and so that graduates from colleges and universities not only find employment, but contribute to a vibrant, growing sector.”

Says Ntebo: “The industry has welcomed this standardised measure for training, as it will provide for transparent tender evaluations and create a pool of well-trained people for the industry.

“In the short- to medium term, the cidb is developing recognition criteria for skills development agencies – a vehicle for the rotation and management of learning outcomes for beneficiaries of the standard - and creating a learner management system that will provide for a centralised database of all learners requiring practical workplace opportunities. The system will also manage the achievement of learning

outcomes and provide a standardised tool for recording achievements for trade testing, professional registration, or to compile informative CVs. The management tool will be piloted shortly on private training contracts.

“Further down the line, we will have a database of most learners on construction-related programmes and will be able to support the Construction Education and Training Authority (CETA) in developing industry skills audits and training plans. Learners will also benefit from standardised CVs that will meet the requirements of employers, professional registration bodies and other stakeholders.”

Adrienne is extremely positive about the groundwork laid to date and the road ahead. “There are many challenges as the education and training system slowly reorients itself to developing the skills needed for growth and development in general and infrastructure programmes in particular - but the process has begun in earnest. At the heart of system improvement is a lively, working bond with employers in the construction sector, which is no longer ad hoc and crisis-oriented but more systemic and sustainable. The construction sector needs to be commended for all the work it has already done on many fronts.

“We still have a way to go, but we’ll journey together.”

Ngozwana. “Client departments are currently familiarising themselves with the standard,” she says. “The cidb, with the DHET’s Special Projects Unit (SPU) – which is responsible for skilling for SIPs - is running capacitation sessions with individual clients to explain the value and intended impacts of the standard and show them how to apply it.

Adrienne Bird, the powerhouse behind the department’s SPU, lives, breathes and eats skills and is passionate about their enhancement.

She says: “Infrastructure is needed as a foundation for both growth and investment. Service delivery is equally dependent on a strong and well-maintained infrastructure. The NIP focuses on economic and social opportunities in new areas and on building the infrastructure needed to bring greater equality, employment and sustainable livelihoods to those who live there. It is also intended to lay the foundation for private sector

Putting the SIP into NIP,

SKILLFULLY

issue 4, november 2015 concrete newsletter - issue 4.pdfsacpcmp executive jimmy modise. ... seta...

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