Green Economy Journal Issue 60

G R E E N 

Economy 

journal 

ISSUE 60 | 2023 

The winds of 

CHANGE 

14 

SUPPLY 

AGRICULTURE 

22 30 

CHAIN 

MANUFACTURING

Battery energy 

storage powered 

by renewable energy 

is the future, and it 

is feasible in South 

Africa right now! 

Sodium-sulphur batteries (NAS ® Batteries), 

produced by NGK Insulators Ltd., and 

distributed by BASF, with almost 5 GWh 

of installed capacity worldwide, is the 

perfect choice for large-capacity stationary 

energy storage. 

A key characteristic of NAS ® Batteries is the 

long discharge duration (+6 hours), which 

makes the technology ideal for daily cycling 

to convert intermittent power from renewable 

energy into stable on-demand electricity. 

G R E E N 


journal 

CONTENTS 

4 NEWS AND SNIPPETS 

ENERGY 

6 The winds of fortune: interview with SAWEA CEO 

9 Wind grabs more provinces as demand grows 

22 Supply chain resilience can propel the power sector 

through the energy transition – and please investors in 

the process 

AGRICULTURE 

12 Food crisis in Africa 

14 Automation and precision farming are crucial 

for food security 

BLUE ECONOMY 

18 Connecting the blue to the earth 

14 

NAS ® Battery is a containerised solution, 

with a design life of 7.300 equivalent cycles 

or 20 years, backed with an operations and 

maintenance contract, factory warranties, and 

performance guarantees. 

Superior safety, function and performance are 

made possible by decades of data monitoring 

from multiple operational installations across 

the world. NAS ® Battery track record is 

unmatched by any other manufacturer. 

Provide for your energy needs from renewable 

energy coupled with a NAS ® Battery. 

Contact us right away for a complimentary 

pre-feasibility modelling exercise to find 

out how a NAS ® Battery solution can 

address your energy challenges! 

info@altum.energy 

www.altum.energy 

Altum Energy: 

BASF NAS ® Battery Storage Business 

Development Partner – Southern Africa 

READ REPORT 

PRODUCTION 

27 Eco-innovation for textile companies 

by NCPC-SA 

MANUFACTURING 

28 The road to sustainability: case studies by Triveni 

Turbines 

30 Smart Manufacturing Great Convergence: Industry 4.0 

INFRASTRUCTURE 

36 The city/state infrastructure nexus. Part 2 

AIR 

40 Many upsides to better managing air quality 

in South Africa 

WASTE 

42 Creating a culture of responsible consumption 

THOUGHT [ECO]NOMY 

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1

PUBLISHER’S NOTE 

Dear Reader, 

Despite taking up their commitment to help customers, the banks are actually 

making financing solar PV installations more difficult for customers and EPCs. 

How so? 

1. Miss-matching payment terms 

EPCs on commercial and industrial projects are fortunate to earn a 15% margin, 

and the bulk of their costs are capital in nature. As such, typical industry payment 

terms are 50% deposit, 30% on delivery of equipment to site, 15% on completion 

and 5% on handover. Some banks want to pay 40% deposit, 40% once under 

construction (whatever that means) and 20% final payment. Under these terms, 

EPCs will have to co-fund the project. 

2. Linking final tranche payments to Eskom “approval” on SSEG “applications” 

But that’s reasonable, right? Wrong! 

Eskom can take years to approve SSEG applications, and the amount withheld 

of 20% to the contractor typically exceeds their margin in the project. The 

practice in the industry is to file the SSEG and then switch it on with no export of 

power to the grid. This is the customer’s decision and should not affect payment 

to the EPC. By getting involved and being pedantic about such matters the 

banks are being obstructive, not constructive. 

But are these systems illegal and therefore uninsurable? 

Not in my opinion. But this should be clarified and is something the industry 

and the banks should get to the bottom of. The law, as I understand it, is that 

it is a requirement that Eskom and the municipalities “register” SSEGs, but in 

typical fashion this registration process has been turned into an “application 

for approval” process. This is an administrative over-reach in my view and 

the industry should challenge it in the courts. 

The fact remains, despite all the verbiage, that implementing for-own-use 

energy projects in South Africa is like boxing Mike Tyson with one hand tied 

behind your back. 

Complaint ends here. For now. 

Regards, 

G R E E N 


journal 

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REG NUMBER: 2005/003854/07 

VAT NUMBER: 4750243448 

PUBLICATION DATE: October 2023 

Publisher 

EDITOR’S NOTE 

The South African wind sector is following a natural evolution, indicating the 

same trajectory as its global market counterparts, with a shift from resourcerich 

areas to regions attractive for their ideal transmission connections. This 

is further underpinned by a downward pricing curve for the cost of energy, 

more powerful and bigger turbine generators as well as increased market 

competitiveness. Don’t miss our interview with SAWEA CEO on page 6. 

In the US, the rise of the tractor between 1910 and 1960 replaced an 

estimated 24-million draught animals. Now, more than a century after the 

tractor first gained traction, automation and digitisation threaten to put 

many agricultural workers out to pasture. Commercial agriculture in SA 

remains labour-intensive and would employ more people were it not for the 

technological trends already in play, but these have boosted production, 

profits and food security (page 14). 

Professor Fabio Fava says that more than half of all oxygen is produced by 

the hydrosphere (oceans, seas and inland waters). We obtain much of what 

we need for our sustenance from the hydrosphere, starting with food. 

Therefore, an overall vision of taking care of the land must also include the 

blue economy (page 18). 

The power sector is on the verge of an existential transformation as it works 

to achieve an inclusive energy transition. However, it must do so while 

resuscitating ageing infrastructure, battling more frequent weather events 

and defending against security threats (both cyber and physical). Externally, 

critical materials and skilled workers are in short supply, and their costs are 

rising. Internally, utilities’ traditionally rigid processes run counter to the 

agility they will need to build a resilient and reliable grid while being nimble 

enough to withstand supply chain shocks cost-effectively (page 22). 

There is a long road ahead, but the winds of change are blowing! 

Enjoy! 

Alexis Knipe 

Editor 

2 

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products. Please address any concerns in this regard to the Publisher. 

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NEWS & SNIPPETS 

NEWS & SNIPPETS 

TECH INTELLIGENCE IN ONSHORE WIND SECTOR 

With years of operation in the Asia markets and currently ranked 

among the top 10 global wind turbine suppliers, SANY Renewable 

Energy (SANY RE) remains resolute in offering top-tier wind power 

solutions to the African market. 

SANY RE who makes its debut Windaba appearance this year, 

recently unveiled the latest 919 wind turbine platform. The 919 

platform adopts a more integrated design with shared structural 

components such as hub, main shaft and front bedplate. Blades, 

gearboxes and electrical systems are designed as modular systems 

to cover 8.5MW to 11MW products with rotor diameters ranging 

from 214m to 230m through different combinations, significantly 

enhancing the reliability of R&D. 

Looking ahead, SANY RE will remain focused on its technological 

vision to develop industry-leading wind turbines with stronger 

intelligent capabilities and providing cost-effective wind energy 

solutions to lower the costs of wind farms. 

LOCALISATION IS LEKKER 

By Mamiki Matlawa, ACTOM 

SA has been involved in the green economy space since 2011 

when the government introduced the REIPPPP. Thus, local 

organisations have a wealth of experience in manufacturing the 

balance of plant for renewable energy products, including in the 

areas of EPC, financing, operation and maintenance. 

These homegrown skills could be harnessed to overcome our lag 

in the space and be exported to the rest of the continent. However, 

to successfully develop SA’s domestic manufacturing capabilities 

and reduce dependence on foreign suppliers, a comprehensive 

approach is vital for companies providing end-to-end services. 

Key to this are mechanisms such as the African Continental Free 

Trade Agreement (AfCFTA), which aims to achieve the free movement 

of physical goods throughout the African Union. Recently, the five 

member states of the Southern African Customs Union (SACU) 

ratified the AfCFTA agreement. SACU has also submitted its joint 

offer of tariff concessions, which is currently being verified by AfCFTA. 

The AfCFTA agreement is expected to open trade opportunities 

between African manufacturers, increasing regional demand for 

equipment and services and driving access to new markets. This 

will enable African manufacturers to develop economies of scale, 

which will position them to effectively compete with foreign 

companies in the renewables space. 

According to Trade and Industrial Policy Strategies senior 

economist, Gaylor Montmasson-Clair, SA has imported R35-billion 

worth of solar panels since 2010. Montmasson-Clair says that SA 

has imported R12-billion worth of solar panels so far in 2023 – 

equivalent to 2 200MW of generation capacity. It is estimated that 

South African households and businesses have installed 4 400MW 

of rooftop solar to date. 

The scope for African manufacturers in the green economy 

is vast, but the continent needs to expand the supply chain 

in this space by effectively harnessing initiatives such as the 

AfCFTA agreement to build economies of scale. It is only through 

the localisation of the renewable energy industry that local 

manufacturers can hope to compete with large-scale and wellestablished 

foreign suppliers. 

BELIEVE IN BETTER 

WWF South Africa is proud to announce its latest Believe in 

Better campaign, an inspiring call to action designed to ignite 

hope for a brighter, more sustainable future in our cherished 

nation. As South Africa approaches the 2024 elections, this 

campaign serves as a powerful reminder of our shared national 

vision – to heal the wounds of the past and pave the way for a 

brighter, more promising future for our country. 

WWF South Africa wishes to inspire its compatriots to be 

heartened by its stories of success and embrace hope rather than 

despair. It wants everyone to Believe in Better, three words that serve 

as a balm against the constant barrage of negativity we face from 

all directions and an uplifting reminder of the value of believing in 

something good. 

At the heart of WWF’s mission lies the protection of our invaluable 

natural heritage and the ambition to build a future in which we all live 

in harmony with nature. The multimedia campaign, #BelieveInBetter, 

not only celebrates some of WWF’s major conservation milestones 

but also illustrates the positive leaps that are possible when people 

from different walks of life come together. 

Restoring Springs, Reviving Communities 

WWF’s partnerships have yielded a wide range of accomplishments 

to safeguard the natural systems vital for clean drinking water, food 

production, fisheries, and ecosystem health. Despite challenges 

such as a growing population, ageing infrastructure, and increasing 

industrial demands that threaten our ecosystems, WWF tirelessly 

works to protect our land, wildlife and vital water sources. 

One noteworthy initiative is the focus on natural springs in the 

Drakensberg areas of the Eastern Cape and KwaZulu-Natal, where 

communities struggle to access clean water due to inadequate 

municipal infrastructure and the impact of invasive alien trees. By 

bringing together a range of donors and working with communities 

and partners, WWF has helped secure 44 natural springs in the 

grasslands of the Eastern Cape and has expanded this work to the 

Enkangala Drakensberg Water Source Area. 

On the wildlife front, WWF’s Black Rhino Range Expansion 

Project is celebrating its 20th anniversary this year, having worked 

tirelessly over the last two decades to grow the populations of this 

critically endangered species in partnership with landowners and 

communities. WWF’s Land and Biodiversity programme has also 

added extensively to the country’s network of national parks and 

other protected areas. 

Dr Morné du Plessis, CEO of WWF South Africa, comments: 

“Environmentalists are, by their very nature, agents of hope. In our 

work, we have plenty of evidence that hope, supported by action, 

is far more powerful than the strangely seductive slide into despair. 

Just as we need to remember how far we’ve come as a society; we 

need reminding of just how exceptional South Africa’s natural and 

social endowments are. We need to keep faith in each other and 

appreciate that together we can transform our vision of a more 

sustainable future into a reality.” 

SAPVIA ANNOUNCES PARTNERSHIP 

As SA’s solar industry gains unprecedented momentum, concerns over the quality of solar 

PV installations have also become more common. Addressing this pressing issue head-on, SAPVIA is 

redoubling its efforts to instil public confidence. 

SAPVIA has recently announced its strategic partnership with Bravo Scan, an Approved Inspection 

Authority (AIA) endorsed by the Department of Employment and Labour, thereby reinforcing 

its commitment to quality assurance and compliance monitoring in the bourgeoning solar 

PV installation sector. 

The Association’s PV Green Card Programme stands as an industry hallmark for quality assurance, 

states Dr Rethabile Melamu, CEO of SAPVIA. “The SA public has come to trust our PVGC-accredited 

members for solar PV installations that adhere to the highest quality standards. 

“Collaborating closely with our new quality assurance partner, Bravo Scan, we aim to further 

intensify the objectivity and rigour with which we oversee the activities of our certified PV Green 

Card installation companies,” Melamu says. 

She explains that Bravo Scan will be integral to skills development within the PV Green Card 

ecosystem and will also assist with inspections of installations. 

“This will allow us to further improve quality and compliance, making sure that we’re making the 

most of our abundant solar energy resources at every installation site. Bravo Scan’s endorsement by 

both the Department of Labour and SANAS gives an additional layer of credibility and authority to 

the PV Green Card,” Dr Melamu adds. This partnership also aspires to enlighten end-users about their 

responsibilities in selecting credible solar power installation companies. 

Dr Rethabile 

Melamu, CEO 

of SAPVIA. 

NEW CLOUD CARBON CALCULATOR 

IBM has launched a new tool to help enterprises track 

GHG emissions across cloud services and advance their 

sustainability performance throughout their hybrid, multicloud 

journeys. The IBM Cloud Carbon Calculator – an 

AI-informed dashboard – can help clients access emissions 

data across a variety of IBM Cloud workloads such as AI, 

high-performance computing and financial services. 

Based on technology from IBM Research and through a 

collaboration with Intel, the tool uses machine learning and 

advanced algorithms to help organisations uncover emissions hot 

spots in their IT workload and provides them with the insights to 

inform their emissions mitigation strategy. 

4 

5

6 

ENERGY 

The 

WINDS 

The South African Wind Energy Association’s focus is to enable a thriving commercial 

wind power industry in South Africa that is recognised as a major contributor to social, 

environmental and economic security. Green Economy Journal speaks to the Association’s 

CEO, Niveshen Govender. 

Please talk to us about SAWEA’s position regarding the interim 

grid allocation rules and the development thereof. 

We have supported the development of the interim grid capacity 

allocation (IGCAR) rules as an effective mechanism for integrating 

additional renewable energy to address the ongoing energy crisis. 

While the industry found some challenges within the first iteration, 

we’ve worked well with Eskom to resolve those matters to ensure 

that the rules are conducive to industry requirements. 

We applaud Eskom for their efforts, continuously striving for 

equitability and transparency in the allocation of the limited available 

grid capacity in a structured and coordinated approach, as well as 

allowing us to engage them on our concerns and making the necessary 

adjustments. This will no doubt enable the country to better realise 

a balanced and reliable energy mix. As reported, concessions to the 

IGCAR include: 

• Applicants no longer need to have a water-use licence, but 

must be able to show that they have already applied for it. 

• They also no longer need permission from the Civil Aviation 

Authority. Proof of an application for this is enough. 

• An option on the lease or purchase of land for the generation 

facility will do, instead of a concluded lease or purchase contract 

and permission from the Minister of Agriculture, Forestry and 

Fisheries for its subdivision. 

• One year’s data on the wind conditions on the premises is 

enough and for solar farms satellite data will be accepted. 

• If there are more projects ready for construction than can 

be connected to the network, priority will be given to those 

who applied first. 

What are some of the industry’s challenges when it comes 

to increasing localisation? 

Some of the key challenges include policy uncertainty, consistency 

of procurement and local skills required for manufacturing 

capabilities. Collectively, these are key drivers of investment 

into localisation in the renewable energy sector. And, through the 

South African Renewable Energy Masterplan (SAREM), we believe 

An industrialised agenda in 

South Africa’s wind energy sector can 

bring numerous benefits. 

of 

FORTUNE 

Niveshen Govender, CEO of SAWEA. 

that government is on the right path to create an attractive investment 

destination by working with industry to realise possibilities within 

local manufacturing. 

As is widely known, our Association together with sector stakeholders 

strongly advocate for the industrialisation of the renewable energy 

sector to extrapolate the enormous potential across the value chain, 

thereby unlocking both the economic power of the renewable energy 

industry and delivering broader benefits to the people of this country. 

Transformation goes hand-in-hand with the industrialisation 

of the wind power sector. And market certainty is the most important 

aspect of building a local manufacturing industry. 

The country’s power sector procurement model started evolving 

over a decade ago, with major policy shifts. This has accelerated 

over the last two years, with the lifting of the cap on the new 

generation capacity requirement for a generation licence and 

government’s continued commitment to rolling procurement. 

This is in line with the global uptake of renewable energy to increase 

energy security and achieve climate goals. 

Transformation goes hand-in-hand 

with the industrialisation of the 

wind power sector. 

South Africa’s energy roadmap, IRP2019, requires 3 600 wind 

turbines, underpinning the industrialisation plan and demonstrating 

a noteworthy opportunity for local employment and GDP contribution 

through annual production across the value chain. By maximising 

the use of the current industrial capacity to supply materials and 

components into the sector’s demand areas, additional investments 

in capacity and capability will be stimulated. 

SAWEA supports the various government stakeholders, labour, 

civil society, researchers, industry contributors and various advisory 

groups, which are currently drafting the SAREM that addresses 

exactly how we can industrialise the renewable energy value chain 

in our electricity sector to enable inclusive participation in the 

energy transition, serving the needs of society and contributing to 

economic revival. 

The draft SAREM – which is expected to be finalised in the next 

two months by the Department of Trade, Industry and Competition 

is a result of a rigorous process, including input from SAWEA’s 

Manufacturing and Local Content Working Group. Stakeholders 

have been invited to review and provide comments on the draft 

masterplan document. 

This framework aligns with SAWEA’s advocacy for sector 

industrialisation, through increased local manufacturing. As such, 

the Association reviews this framework’s key pillars as effective 

interventions to create a better environment for local manufacturing, 

which will no doubt result in increased employment opportunities, 

READ REPORT 



CAREER BIOGRAPHY 

2022 to present: Chief Executive Officer | SAWEA 

2019-2021: Chief Operating Officer | South 

African Photovoltaic Industry Association (SAPVIA) 

2016-2019: Programme manager | SAPVIA 

2015-2016: Project manager | Department 

of Energy 

2012-2015: Specialist: green economy | 

The Innovation Hub 

ENERGY 

investment, social inclusion and acceleration of our industry’s 

participation in a global wind supply chain. 

It is designed to stimulate the industrial and inclusive development 

of renewable energy and battery storage value chains and contribute 

to the broader development needs of the country. 

Along with setting clear local content targets for future private 

and public procurement, the SAREM’s focus on driving industrial 

development outlines existing public sector programmes and 

policy support with localisation objectives. 

Despite initial localisation targets reflected in the 2022 draft, 

the most recent draft includes revisions to exclude specific 

targets, which is to be obtained through an inclusive negotiation 

process, between the social partners. 

How will an industrialisation agenda benefit the wind sector? 

An industrialised agenda in South Africa’s wind energy sector 

can bring numerous benefits. We believe that an industrialisation 

agenda, which is rooted in robust local manufacturing capabilities, 

will allow the wind power sector to deliver the necessary new 

generation power needed for the country to thrive. By establishing 

localised value chains and capitalising on economies of scale, cost 

reductions can be achieved. This will ultimately result in decreased 

dependence on global economies and mitigate potential impacts 

stemming from uncertain political climates on local production. 

To this end, the SAREM will provide a clear framework, necessary 

for both local and global investors, seeking an investment destination 

to manufacture renewable and new-generation technology 

components, as part of the global supply chain. 

Furthermore, local manufacturing has the potential to create 

increased employment opportunities, investment, social inclusion 

and acceleration of our industry’s participation in a global wind 

supply chain. 

These positive outcomes contribute to sustainable development 

and enhance the country’s energy security. 

Government’s public procurement vehicle, REIPPPP, is expected 

to continue to provide a stable and consistent pipeline with foreseeable 

and predictable timelines between procurement rounds remains 

necessary to attract significant investments in order to rebuild 

the manufacturing sector and create a local market based on its 

competitiveness and value-add. 

SOUTH AFRICAN RENEWABLE ENERGY MASTERPLAN | Draft version for review 

7 July 2023 | Department of Mineral Resources and Energy | Department of Science and Innovation | 

Department of Trade, Industry and Competition | [July 2023] 

An industrial and inclusive development plan for the renewable energy and storage value chains 

by 2030. The South African Renewable Energy Masterplan (SAREM) articulates a vision, objectives and 

an action plan for South Africa to tap into current opportunities. 

It aims to leverage the rising demand for renewable energy and storage technologies with a focus 

on solar energy, wind energy, lithium-ion battery and vanadium-based battery technologies to 

unlock the industrial and inclusive development of associated value chains in the country. This initial 

technological focus is aligned with global and domestic demand dynamics as well as South Africa’s 

supply-side capabilities. In time, other technologies (such as offshore wind or rechargeable alkaline 

batteries) will receive increased focus, as they mature and industrial capabilities are developed. The 

Masterplan builds on the Draft SAREM document released in March 2022. 

Visit www.greeneconomy.media to download the full report in the digital version of Green Economy 

Journal Issue 60. 

7

STRAPHEAD 

ENERGY 

WIND grabs more provinces as 

DEMAND GROWS 

The South African wind sector is following a natural evolution, demonstrating the same 

trajectory and adjustments as its global market counterparts, with a shift from resource-rich 

areas to regions attractive for their ideal transmission connections. 

BY NORDEX ENERGY SOUTH AFRICA 

The natural evolution is further underpinned by a downward 

pricing curve for the cost of energy, more powerful and bigger 

turbine generators as well as increased market competitiveness. 

In South Africa, this geographic shift outside of the Cape provinces is 

driven by the region’s constrained grid capacity, clearly demonstrated 

by the government’s last procurement round, REIPPPP’s Bid Window 

6, which failed to secure a single wind project. 

However, areas such as the Mpumalanga province have available 

grid capacity and with more coal generation facilities reaching the 

end of their lifetime resulting in their decommissioning, additional 

grid capacity in this thermal-power region will open. 

The market intelligence clearly indicates that by 2027 new wind 

power generation projects will become concentrated in grid-rich 

areas, with KwaZulu-Natal and Mpumalanga emerging as important 

wind jurisdictions, within the next five years. The South African 

Renewable Energy Grid Survey, released in June 2023, shows stable 

and constant growth in wind projects being developed in these new 

zones, which is vital for the industry – especially if the country is to 

be successful in its plan to industrialise the renewable energy sector. 

“Original equipment manufacturers (OEMs) such as ourselves, as 

well as both local and global investors, prefer a consistent pipeline 

of projects for long-term investment decision-making. While we are 

able to meet the technology needs of lower wind-resourced areas, 

it is challenging to operate within a market that isn’t reinforced by 

clear supportive policy and consistent closure of projects without 

delays,” says Compton Saunders, managing director of Nordex 

Energy South Africa. 

In preparation to meet market needs, Nordex Energy South Africa 

introduced technology offering an increase in unitary power, which 

means improved cost of energy, as well as a reduction in land usage 

and visual impact. 

In addition to more powerful generating platforms, taller towers 

are necessary to capture better wind conditions at higher altitudes, 

in areas such as Mpumalanga. To date, most wind turbine towers 

in South Africa have been 80 to 120 metres tall, but as we shift into 

new regions, this will need to increase. 

Looking at the global market, OEMs such as Nordex are working on 

projects with hybrid towers of 168m hub height with this technology 

available to the local South African market. There are also various 

tower technologies between 120m to 200m that are either available 

or under development. 

These 168m hybrid towers that could be offered in this market 

comprise around 100m concrete sections that would be locally 

manufactured, and the balance of (68m) steel sections that can be 

manufactured locally or imported. 

“Our industry is going to require large volumes of wind turbine 

components in a relatively short space of time and the potential 

overlapping construction programmes could result in greater 

logistical considerations. The majority of the components will arrive 

on a vessel before being offloaded and then stored close to the 

port before road transportation to the final installation destination 

commences. We already know that the availability of land in ports 

or close to ports could be a challenge and that the ability to handle 

large volumes through single entry and exit gates will be hindered 

by congestion,” says Saunders. 

He continues, “Another consideration is that the longer blade 

lengths that we’ll need to bring into the country require specialised 

trailer sets, which will need to be sourced abroad and will then 

require licensing locally. And, with the uncertainty and continuous 

delays in our country’s renewables market, the timing of investment 

decisions is very tricky.” 

Members of the Nordex Energy South Africa Services team on top of one of 

the wind turbines at Dorper Wind Farm in Molteno, Eastern Cape. 

South Africa can also begin to see the pairing of wind and solar 

power plants, meaning that a single transmission connection point 

may be used to provide Eskom with the increased uptake of power 

at a particular point. 

It has been proven in global energy markets that the co-location 

of wind, solar PV and energy storage technologies offers more 

stable, predictable and dispatchable power output, and the option 

of shared grid connections makes sense in the efforts to optimise 

the current grid infrastructure. 

“Hybridisation of facilities brings extra value in terms of grid 

utilisation. It is especially remarkable when the generation of both 

wind and solar PV technologies are complementary, and the combined 

curve matches the power demand. Our global counterparts have 

experience for us to draw on, and we will do so in new South African 

regions if this brings value to our customers,” Saunders concludes. 

Case studies in the country show that the generation peak hours 

of wind facilities are early in the morning and late evening time, 

which combined with the generation curve of solar facilities, bring 

an overall curve matching quite well with the demand. 

8 

9

ENERGY 

ENERGY 

WINDS OF CHANGE 

Empowering South Africa’s renewable 

energy workforce 

South Africa’s wind energy sector has rapidly expanded, cementing its place on the global 

renewable energy stage. However, this growth has unveiled a significant challenge: a widening 

skills gap within the industry. 

Energy and Water Sector Education and Training Authority 

(EWSETA) and the South African Wind Energy Association 

(SAWEA) have collaborated to explore how addressing the 

operational skills and qualification gap will advance wind energy 

in South Africa and contribute to the nation’s climate goals. 

The skills gap challenge 

The surge in wind energy projects across South Africa has created an 

increased demand for skilled professionals. This demand encompasses 

a wide array of expertise, ranging from engineers and technicians 

to project developers and environmental specialists. Unfortunately, 

there are insufficient skills to meet the demand in the South African 

context. Currently, the actual challenge is that there are not enough 

skilled and experienced workforce. 

Several factors contribute to this skills gap, including the historical focus on 

coal in the energy sector, insufficient wind energy qualifications and skills 

development providers as well as a shortage of experienced professionals 

in the field. These factors have led to a shortage of skilled workers capable 

of supporting the growth of renewable energy in South Africa. 

Opportunities abound 

Despite the challenges posed by the skills gap, it presents a unique 

opportunity for South Africa to cultivate a workforce capable of driving 

the wind energy sector forward. Initiatives aimed at closing this gap 

have the potential to offer substantial benefits to the nation’s economy 

and its transition to a sustainable energy future. 

A promising avenue to address this challenge is the collaboration 

between EWSETA and SAWEA. EWSETA, which is responsible for skills 

development in the energy and water sectors, has partnered with 

SAWEA to create tailored training programs and apprenticeships 

designed to meet the specific needs of the wind energy industry. 

These programs encompass a wide range of skills, spanning installation 

and maintenance to project development and management. 

Empowering women and youth 

South Africa must empower women and youth by actively involving 

them in the wind energy sector. Encouraging their participation 

addresses gender and youth unemployment disparities and fosters 

diversity and innovation within the industry. 

SAWEA and EWSETA have already taken significant steps in this 

direction by launching the Renewable Energy Management 

Advancement Programme aimed at advancing women to middle – 

senior management positions in the sector through Wits Business 

School. The intervention seeks to transform the sector and address 

gender disparity. In addition, the partnership in the Wind Industry 

Internship Programme which is currently in its second year provides 

work experience to young graduates who are interested in pursuing 

careers in wind energy. This initiative was successful through the 

participation of the employers who have opened their workplaces 

to enable this mentorship initiative. These initiatives provide access 

to education and hands-on experience, paving the way for a more 

inclusive and dynamic workforce. 

To advance wind energy in South 

Africa, it is imperative to invest in training 

and development programmes that 

produce highly skilled operational 

technicians and engineers. 

Companies operating in the wind energy sector must play a pivotal 

role by actively promoting diversity and inclusion, dismantling barriers 

and fostering a welcoming environment for all. 

“A collaborative approach is essential, bringing together government, 

industry and training providers to establish effective training capacity 

for renewable energy. Traditional market-driven strategies may not 

be suitable for this context. It’s also crucial to construct pathways for 

training and employment that cater to a diverse labour force, including 

marginalised groups outside the workforce. Furthermore, a holistic 

perspective should be adopted, treating renewable energy as part 

of an interconnected workforce “ecosystem” that enables seamless 

transitions between renewable energy and adjacent sectors like 

resources, infrastructure and manufacturing, says Khetsiwe Mtiyane, 

EWSETA’s Energy Specialist. 

Value-chain skills gap: advancing wind energy 

While the skills gap mentioned earlier relates to the development 

and construction phases of wind energy projects, addressing the 

operational skills gap is equally crucial. Skilled workers are needed to 

ensure the efficient and reliable operation of wind farms. 

operational technicians and engineers. These professionals play 

a pivotal role in maximising the energy output of wind farms and 

ensuring their long-term sustainability. 

As South Africa’s wind energy sector continues to expand, the skills gap 

poses a multifaceted challenge that must be addressed strategically. 

Collaboration between EWSETA and SAWEA is a promising step in 

the right direction. By developing tailored training programmes and 

apprenticeships, the nation can equip its workforce with the skills 

needed to support the growth of renewable energy. 

It is essential for the efficient and reliable operation of wind farms, 

which contributes to South Africa’s climate goals and the long-term 

success of its wind energy sector. By seizing the opportunities presented 

by these skills gaps, the nation can unlock its wind energy potential 

and contribute to a sustainable and prosperous future. The rewards 

for achieving these goals extend far beyond emissions reduction, 

encompassing economic growth, energy security and a cleaner, more 

sustainable future. 

Operational skills encompass areas such as maintenance, troubleshooting 

and performance optimisation. Without a well-trained operational 

workforce, wind farms can suffer from downtime, reduced efficiency 

and increased operational costs. 

To advance wind energy in South Africa, it is imperative to invest in 

training and development programmes that produce highly skilled 

10 11

AGRICULTURE 

AGRICULTURE 

FOOD CRISIS 

in AFRICA 

Global fertiliser suppliers have made incredibly high profits in 2022/23 on the back of price 

spikes attributed to the Russia-Ukraine war. The profits of the world’s top nine producers 

trebled in 2022 from two years previously. The margins and impacts have been even greater 

on fertiliser supplies to African farmers. 

BY SIMON ROBERTS AND NTOMBIFUTHI TSHABALALA* 

Moreover, the super-high profit margins are being sustained 

in 2023 in many African countries even while international 

prices have come down (see figure 1). The harvest season has 

recently come to an end in most countries in southern Africa with 

farmer margins and production being squeezed by high input costs. 

The wide gaps between fertiliser prices in the region and international 

fertiliser prices point to major issues within the supply chain with 

excess margins of some 30% to 80% being earned on sales to many 

African countries. 

South Africa has the benefit of robust competition enforcement 

meaning prices in this country have come down. This only serves to 

highlight the disadvantages being faced by farmers in other countries 

such as Malawi and Zambia. 

High fertiliser prices undermine production, contribute to high 

food prices and exacerbate food insecurity. 

Our work on fertiliser and agri-food markets in the African Market 

Observatory points to major problems with how international 

and regional markets work, including the market power of large 

international suppliers. High prices for fertiliser inputs are squeezing 

African farmers who are cutting back on fertiliser use meaning low 

yields and supply, and high food prices. 

International action is therefore urgently required on fertiliser 

prices to improve food security in Africa. 

Figure 1. [Next page] The graph on the opposite page shows urea prices 

in East and Southern Africa. World price is from the World Bank; South 

African price is inland, from Grain SA. East Africa is the average of Kenya, 

Rwanda, Tanzania and Uganda. Prices are given before any government 

subsidies. Source: Compiled from different sources by the African 

Market Observatory. 

Article courtesy of The Conversation 

IMPACT ON IMPORT AND INPUT 

African countries are dependent on imported fertiliser and usage is 

relatively low. For example, Kenya and Zambia use around 70kg/ha, 

compared with 365kg/ha in Brazil. 

There’s evidence that high input costs are squeezing farmer margins 

and production. High costs and low application are a factor in maize 

yields in Zambia being less than half of those in South Africa and a 

third of Argentina (according to the FAO). 

In 2022, Kenya imported almost 30% less fertiliser and production 

fell. Maize output in 2022/23 was 18% lower than the average for the 

previous five years, with yields and area planted both being lower, 

compounding the effect of poor rains. This has meant a substantial 

deficit relative to local demand and very high prices. 

Continued high fertiliser prices will constrain production, even 

while there is a great need to expand agriculture output to meet 

regional demand. 

For example, Zambia has abundant arable land and water for 

agriculture to increase production. Of the country’s 42-million hectares 

of arable land, only 15% (or around 6-million) is under cultivation, 

including for pasture, with only 1.5-million of this cultivated for crop 

production. Zambia has around 40% of the water resources available 

for agriculture in the entire SADC region. 

If farmers earned better returns with cheaper input costs then 

production could be a multiple of the current levels. 

Approximately 73-million people in the East and Southern Africa 

region are experiencing acute food insecurity. People in low- and 

middle-income countries bear the harshest burden – both in terms 

of the importance of small-holder farmers and in the vulnerability 

of low-income urban households to high food prices. 

Most countries on the continent rely on food imports. Countries 

such as Kenya which have been affected by drought are struggling 

to source imports which has worsened food security in the country. 

South Africa has 

the benefit of 

robust competition 

enforcement. 

Most countries on 

the continent rely 

on food imports. 

This has been exacerbated by export restrictions on maize imposed 

by Zambia and Tanzania, which have suppressed prices to farmers 

in those countries, even while input costs, notably fertiliser, 

have increased. 

UNEVEN PLAYING FIELD 

International fertiliser prices more than doubled in two months – 

from September to November 2021. The peak continued into early 

2022, reaching an average price of US$915/t for the benchmark urea 

fertiliser between March and April 2022. This compares with around 

US$226 in the previous five years. This was driven by the world’s 

largest fertiliser companies taking advantage of the rise in the price 

of natural gas, an important input for nitrogen-based fertiliser, as 

well as supply disruptions associated with the Russia-Ukraine war. 

The fertiliser companies exploited the shocks and raised prices by 

more than the increase in costs. 

By March 2023, the international price of urea had fallen back to 

close to $300/t. With additional costs to import to coastal countries 

which should be no more than $150/t and to inland regions no more 

than $250/t including a trader margin, South Africa’s inland prices 

now reflect fair prices but in other African countries super profits 

are continuing. 

WHAT NEEDS TO BE DONE 

To ease the adverse impacts of high fertiliser prices, governments in 

the region have tried to implement fertiliser subsidy programmes. 

For example, prices in Tanzania with the government subsidy have 

been reduced from around $1100/t to US$600-700/t. 

But the subsidies have huge costs for governments which many 

African countries have not been able to incur, while the programmes 

have generally not been working well. In Malawi, for example, a 

large portion of the Affordable Inputs Programme (AIP) targeted 

beneficiaries did not receive fertiliser under the 2022/2023 programme. 

International action is therefore urgently required on fertiliser prices 

to improve food security in Africa. First, competition authorities in 

Africa should investigate signs of anti-competitive conduct. Second, 

investments are required in logistics, storage and advice on optimal 

usage. Third, a fertiliser market observatory as the EU is currently 

setting up would provide ongoing data about fertiliser markets, 

factors affecting them, and exchange experiences and good practices 

for optimal usage. 

*Simon Roberts is professor of economics and lead researcher, and Ntombifuthi Tshabalala is economist at Centre for Competition, Regulation and Economic Development, University of Johannesburg. 

12 13

AGRICULTURE 

AGRICULTURE 

Automation and 

PRECISION FARMING 

are CRUCIAL 

for 

FOOD SECURITY 

In the US, the rise of the tractor between 1910 and 1960 replaced an estimated 24-million 

draught animals, according to the UN’s Food and Agriculture Organization. Now, more than 

a century after the tractor first gained traction, automation and digitisation threaten to put 

many agricultural workers out to pasture. 

BY ED STODDARD 

Aaron Smith, a professor of agricultural economics at the 

University of California, phrases it this way: “The relevant 

question is not whether we will have mass unemployment, 

but what will happen to the specific workers who are replaced. Can 

they retrain and find new jobs? And what of their communities?” His 

focus is on the US, where commercial farmers are having a tough 

time filling vacancies. 

“Most people don’t like doing agricultural labour. It’s hard work 

and often bad for your health. For this reason, and due to increasing 

employment opportunities elsewhere in the economy, fewer 

workers are available for farmers to hire. They are choosing jobs in 

other sectors,” Smith writes, citing a 2020 survey that found 45% of 

California farmers had problems finding enough employees. 

The US unemployment rate surged that year to – wait for it – over 

8% because of the economic disruptions triggered by the Covid-19 

pandemic. It now stands at a 50-year low of 3.4%, so one imagines 

that California farmers are finding field hands are even more scarce. 

But the need for such hands is increasingly being reduced and some 

of the technology behind this trend is being developed in California. 

Article courtesy Daily Maverick 

This technological furrow is 

only going to get ploughed 

further and jobs will get 

mulched up in the process. 

Meet Guss 

Guss, which stands for Global Unmanned Spraying System, looks like 

something out of a sci-fi movie. Shaped like a horizontal cylinder on 

four wheels, as the name suggests it is an autonomous system for 

herbicide and other kinds of crop spraying. Guss is also the name of 

the privately-held company behind the system. Its application is for 

vineyards, macadamia nuts, citrus and stone fruit such as peaches. 

“It has GPS but we have quite a few other sensors because GPS 

becomes pretty degraded among large trees such as pecans. 

Anywhere you have a canopy of leaves that block the GPS signal from 

the satellites,” says Guss chief technology officer Chase Schapansky, 

who is the brains behind the system. 

Aside from being unmanned, which eliminates the need for a 

driver, Guss sprays in a targeted or precise manner, which eliminates 

wastage. It is among the latest tools in the precision farming revolution 

which uses GPS and other technologies to precisely apply inputs to 

boost yields and productivity while cutting costs. 

“Herbicide Guss is built with cutting-edge technology to detect, 

target and spot spray weeds, reducing chemical usage and drift for 

increased safety for the operator, environment and food produced,” 

the company says on its website. 

“Guss allows ag businesses to reskill workers – training them to 

use sophisticated technology that will open up future opportunities 

and positioning them for success in the economy of tomorrow.” 

14 15

AGRICULTURE 

5-8 February 2024 CTICC, Cape Town, South Africa 

This is certainly one of the upshots of technological advancement. 

But South Africa is not the US, and while any advance in farm 

technology is welcome – especially given mounting concerns about 

food security – it will be viewed with trepidation by some, given the 

precarious social context that obtains here. 

South Africa’s unemployment rate is almost 33%, and more than 

42% under the expanded definition which includes discouraged 

jobseekers, according to the latest Quarterly Labour Force Survey. 

The survey also found that South Africa’s agricultural sector employed 

888 000 people. And unlike in the US, South Africa’s mostly lowskilled 

and poorly educated farmworkers will be hard-pressed to 

find jobs in other sectors. 

Commercial agriculture in South Africa remains labour-intensive. 

Simultaneously, it is highly capital-intensive and hi-tech. It would 

employ more people were it not for the technological trends already 

in play, but these have boosted production, profits and food security. 

South Africa is currently reaping its third-highest maize harvest 

on record, which is testimony to technology and the rains of La Niña 

that have now ended. If it were not for this abundant harvest, food 

inflation would be running at an even faster pace than the 14-year 

high of 14% it reached in March. 

READ REPORT 



The future of the Western Cape agricultural sector 

in the context of the Fourth Industrial Revolution 

Drivers and 

megatrends set 

to disrupt farming 

Synthesis report 

Jobs will be mulched up 

This technological furrow is only going to get ploughed further and 

jobs will get mulched up in the process. But the alternative would 

be falling behind the rest of the world, rendering an agricultural 

sector that accounts for about 11% of South Africa’s exports. And 

with the rand on the ropes, South Africa needs all the forex it can 

get its hands on. 

There are many legitimate concerns and criticisms regarding 

big agriculture, ranging from environmental impacts to wealth 

concentration to price manipulation by traders in sometimes opaque 

supply chains. 

Technology is also raising the threshold for entry into the commercial 

farming space, blocking the path for aspirant emerging farmers who 

lack the capital and know-how to enter this fast-changing field. 

But precision farming can also mitigate ecological consequences 

by growing more on less land and with fewer inputs used with 

increased efficiency. There are various initiatives in play to adapt such 

technologies for smaller-scale farmers. The costs of new technologies 

tend to fall as they ripen in the market. 

At the end of the day, you don’t want to be stuck with a horse 

when your neighbour has a tractor. 

THE FUTURE OF THE WESTERN CAPE AGRICULTURAL SECTOR IN THE CONTEXT OF 

THE FOURTH INDUSTRIAL REVOLUTION | The Western Cape Department of Agriculture | 

University of Stellenbosch Business School | [2018] 

Despite significant growth in food production over the past half-century, one of the most critical 

challenges facing society today is how to feed an expected population of some nine billion by the 

middle of the 21st century. It is estimated that 70% to 100% more food needs to be produced to meet 

the growing demand for food without significant price hikes. This must happen within the context of 

climate change and take into account concerns over energy security and regional dietary changes. 

With the dramatic advancements in technology, a tipping point is fast approaching for the dawn of a 

new era in agriculture. In agriculture, information and communication technologies (ICTs) have grown 

significantly in recent times in both scale and scope. The use of the Internet of Things, cloud computing, 

enhanced analytics, precision agriculture in convergence with other advancements such as AI, robotic 

technologies, and “big data” analysis have revolutionised agriculture. 

Today, the use of digital technologies – including smartphones, tablets, infield sensors, drones 

and satellites – are widespread in agriculture, providing a range of farming solutions such as remote 

measurement of soil conditions, better water management and livestock and crop monitoring. 

Enhanced analytics, affordable devices and innovative applications are further contributing to 

the digitalisation of farming. 

Visit www.greeneconomy.media to download the full report in the digital version of Green Economy 

Journal Issue 60. 

13 32 40 43 

Change accelerators 

that drive agriculture 

innovation 

The path ahead: 

shaping the future 

of farming 

Change management 

to support 4IR 

possibilities 

CELEBRATE 

YEA RS O F 

PROGRES S 

IN A FRIC A N 

30MINING 

Join us to celebrate the 30 th anniversary of Investing in 

African Mining Indaba next year. 

Register now to be part of the landmark event. 

REGISTER NOW 

16 

@miningindaba | #MI24 | miningindaba.com

BLUE ECONOMY 

CONNECTING the 

BLUE 

Professor Fabio Fava, 

President of Ecomondo’s 

Scientific Technical 

Committee. 

TO THE EARTH 

More than half of the oxygen we breathe comes 

from the oceans. It is time to take care of marine 

biodiversity, we have the means. Green Economy 

Journal speaks to Professor Fabio Fava, president 

of Ecomondo’s Scientific Technical Committee. 

Look at a “Spilhaus projection” map and it might be easier to 

understand their central role in life on the planet that we call 

Earth, even though 70% of its surface is covered by water. 

The map drawn by the South African oceanographer in 1942, puts 

Antarctica at the centre so that the “seven seas”, enclosed by the 

coastline of the continents, are instantly seen as one huge blue mass. 

The year 2023 could be remembered as the year when we really 

started to take care of the oceans thanks to the agreement reached 

on 4 March at the United Nations to create marine protected areas 

in the high seas, in other words, in international waters 200 miles 

from the coast. Ecomondo, the Italian Exhibition Group event due 

to open its 26th edition in Rimini from 7th to 10th November, sees 

more and more blue in the green economy. 

attention to the hydrosphere, its economy and regenerative potential 

with activities on land. Ecomondo 2023 will connect the blue to 

the earth. 

How? 

Let’s start from the end. Information without engagement is not enough. 

Institutions, as well as research and innovation representatives – I am 

mainly thinking of the European ones – must inform citizens about 

environmental risks, about the reasons for setting highly ambitious 

goals in terms of environmental protection and regeneration, and about 

future innovation. But then the time must come for involvement and 

participation in activating policy development and innovation. 

Especially among the younger generations. We have a strong 

European presence at Ecomondo, which should also be seen as a 

window of opportunity for companies that want to play an increasingly 

important role in the circular economy and, in this case, in the blue 

and green circular economy. 

Information 

without 

engagement 

is not enough. 

BLUE ECONOMY 

When we see the 

results of projects started 

years ago and understand 

that sharing is the best 

way to go green. 

More than half of all 

oxygen is produced by the 

hydrosphere, or rather, all 

the oceans, seas and inland 

waters put together. 

Professor Fabio Fava, some time ago you asked us to look at 

the ground in order to reduce CO2 in the atmosphere. Restoring 

biodiversity and terrestrial agro-forestry ecosystems means 

reducing the effects of climate-changing gas pollution. This 

year, the main themes at Ecomondo suggest adding a great deal 

of water to this recipe. 

More than half of all oxygen is produced by the hydrosphere, or 

rather, all the oceans, seas and inland waters put together. There are 

other numbers that we need to take into consideration. This large 

blue portion of our planet contains 80% of the biodiversity we are 

aware of today, even though we only know about 230 000 species of 

marine life. That’s about 11%, according to an estimate by the World 

Register of Marine Species. The hydrosphere traps 25% of carbon 

dioxide emissions. Not only that, by dissipation, it reduces 90% of 

the heat we produce with our activities on land. 

We obtain much of what we need for our sustenance from the 

hydrosphere, starting with food. Therefore, an overall vision of taking 

care of the land must also include the blue economy. 

The hydrosphere produces food of prime nutritional value, contains 

critical rare materials such as copper, manganese and cobalt, and 

energy sources like gas and hydrocarbons as well as renewables. 

Merchant and passenger ships cross the seas. The Mediterranean 

alone has 450 ports/terminals, hosting 30% of global maritime 

transport and half of the European fishing fleet. 

Then there is tourism: 150-million people arrive on the Mediterranean 

coasts during the summer, also attracted by the 400 UNESCO sites and 

265 protected areas in the macro-region. In Europe, all this that we 

call the blue economy is worth 650-billion euros in annual turnover 

and 4.5-million jobs. In Italy: 50-billion euros in annual turnover and 

900 000 jobs. So, it certainly is an issue that needs our close attention. 

Let’s extend the idea of looking down at the ground and integrate 

Speaking of engagement, how does a European project tie in 

with efforts to protect biodiversity? 

Take the EUSAIR project, for example, which made a stop in Rimini on 

7 July. This macro-regional initiative covers the Adriatic and Ionian seas 

with nine countries involved, including Serbia, which has no coastline. We 

sometimes think of EU activities as vertical, but in initiatives like EUSAIR 

or WestMed, it is the horizontal sharing of best practices among local 

administrations that really makes the difference. Moreover, we should 

bear in mind that these projects move geographical areas that often 

involve non-EU countries. I mentioned Serbia, but I am also thinking 

of Albania and Bosnia Herzegovina. 

We need uniformity in practices and therefore in choices, and to 

go deep into the territories, to co-design actions. I believe that this 

common language creates engagement. When we see the results of 

projects started years ago and understand that sharing is the best way 

to go green. Then, of course, these visions, best practices and their 

results need to be divulged. Ecomondo is certainly an extraordinary 

communication platform for achieving this aim. 

en.ecomondo.com 

18 

19

AA1000 Online Training with DQS Academy 

Your Path to Purpose: Choosing a Sustainability 

Career to Reshape South Africa’s Future 

Choosing a career in sustainability is not merely a job; it’s a commitment to addressing social issues, 

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ENERGY 

ENERGY 

Supply chain 

resilience can 

PROPEL THE 

POWER SECTOR 

through the energy transition 

– and please investors in the process 

The power sector is on the verge of an existential transformation as it works to achieve a 

comprehensive energy transition. But it must do so while resuscitating ageing infrastructure, 

battling more severe and more frequent weather events, and defending against security threats 

(both cyber and physical). 

BY KEARNEY CONSULTING* 

Huge barriers could thwart progress if left unaddressed. 

Externally, critical materials and skilled workers are in 

short supply, and their costs are rising. Internally, utilities’ 

traditionally rigid processes run counter to the agility they will 

need to build a resilient and reliable grid while being nimble 

enough to withstand supply chain shocks cost-effectively. 

Power companies that stick to the status quo won’t survive easily. 

The successful ones will fundamentally shift how their supply chain 

and procurement functions work to reserve more money to spend 

on transformation goals. Sourcing strategy will supersede pricing 

tactics. Targeted savings will replace rigid budgets. And both 

leadership and procurement will adopt what will seem like radical 

new sourcing and supplier options, even though, yes, we realise 

they have stringent technical qualifications. 

In short, to meet the expectations of investors, society and 

customers, power utilities will reimagine capital efficiency and make 

their supply chains truly resilient, reliable and agile. Several outside 

forces have led us to this point. 

persistent lack of transformers, many of which are manufactured 

overseas. Delivery times stretch to a year-plus and could be even 

longer if geopolitical tensions rise. 

Suppliers recognise the gap between demand and their supply 

of transformers, but even if they can increase production or bring 

it onshore, new facilities take time to build. Many shortages show 

no sign of letting up, with manufacturers struggling to fill orders 

during emergencies or cancelling them altogether (see figure 1). 

Lead times: transformers 

Lead times: electric cables 

FRED economic data; Kearney analysis 

Power transformer PPI (January 2019 through March 2023) 1 

Figure 2. Lead times only paint part of the picture. We also see equipment prices trending up significantly. 

1 

Similar overall trend for electric wires and cable costs (in other words, steady and sharp increase in prices 

that have remained elevated) since 2021. 

Increased demand has prices rising, too. Where a transformer’s 

price sat unchanged through 2020, it has risen 134% since then 

(see figure 2). 

Ageing infrastructure is another factor, as historical underinvestment 

in maintenance and modernisation catches up with current needs. 

Weak cables run short distances and transformers currently in place 

are, on average, five to 15 years older than their intended lifespan. 

And there are the ESG pressures that impact utilities. The growing 

demand for EVs and an interconnected grid to charge them means 

utilities will need even more infrastructure, including transformers, 

whose production capacity lags projected growth of the EV market 

(at a compound annual growth rate of 25%). ESG issues keep arising 

in the minds of the public and governments as well, with increasingly 

frequent natural disasters, from wildfires to heat waves straining 

the power system. 

These factors might have meant utilities could raise their rates to 

cover escalating costs to build the required infrastructure. But large 

rate increases during the past three years, ranging from 8% to 11% or 

more across residential, commercial and industrial customers don’t 

leave much room to gain revenue in this way now. 1 

THE RISKS OF TRADITION 

A recent Kearney survey revealed that just 27% of utilities have 

standard processes to identify and prioritise risks consistently across 

capital projects. 2 

When another natural disaster hits or an extensive replacement 

or upgrade project is urgently needed, does the utility have enough 

detailed insight into its supply and demand to prioritise projects? Can 

it shift quickly from one project to another as circumstances change? 

And during this process, does it know the impact on operations and 

earnings from spending rands in one place versus another, spending 

rands in the wrong place or not at all? 

The bottom line here 

is that utilities now 

require supply chains 

that are responsive, 

reliable and agile. 

We see utilities’ related risks falling into three categories: 

Demand planning. Without a clear understanding of supply and 

demand across a utility’s business areas, it is challenging to manage 

increasing or varied lead times for supply materials and equipment. 

Longer term, more precise demand planning can help determine 

time horizons. There’s also the shift to consider from reactionary 

to precautionary planning that takes a longer-term view beyond 

solely the next rate case. 

Supplier reliability. An optimal and reliable selection of suppliers 

can help overcome shortages and ensure a resilient supply chain. The 

transformer production process, for example, is highly dependent 

on raw materials, including copper, electric steel and aluminium. 

Even as commodity prices fluctuate, having suppliers that can lock in 

timely acquisition is crucial. Still, the current environment indicates 

that equipment availability and resource scarcity are significant 

challenges, and utilities have not yet fully fleshed out the solutions. 

Agile governance. With a complete picture of the supply and demand 

fields, a utility can shift from one area to another, anticipating required 

lead times. For instance, if there is a major delay in transformer 

replacement, an agile utility has enough data and resources to be 

able to shift investments to another upgrade project. 

Longer forecast periods (beyond the next rate increase) help 

utilities and their suppliers plan more effectively. The bottom line 

here is that utilities now require supply chains that are responsive, 

reliable and agile. 

THINK IN TERMS OF REINVENTION 

We believe supply will become even more challenging. The supplier 

base has shrunk, and the suppliers that remain are in the driver’s 

seat, able to pick and choose which utility they will prioritise. 

Without intervening in some way, utilities will simply not be able 

to secure enough supplies, such as transformers, for years to come. 

What pressures utility supply chains now 

Various factors make it difficult for utilities’ supply chains to operate 

efficiently and at full value. First, there’s the material shortage. A 

scarcity of crucial items, such as electric steel, electronic components 

and cable are disrupting supply. Utilities have acutely felt the 

Figure 1. Worringly, shortages of critical equipment and materials do not 

show signs of abatement. 

1 US Energy Information Administration and Kearney analysis 

2 Kearney ExCap III survey of utility companies 

22 23

ENERGY 

ENERGY 

A utility’s geographic 

footprint is one final 

major element that 

impacts resilience. 

A dependable supply 

chain, in other words, 

will be about trade-offs. 

Manufacturers are trying to fill the void by expanding onshore capacity 

and developing more advanced equipment, but new facilities and 

innovations take time. 

Suppliers have told us, in fact, that utilities will need to work with 

them more closely than ever to expand production. But how to 

do this? Suppliers will have to continue raising prices to cover the 

expense of additional manufacturing lines, which means the rands 

utilities have won’t go as far. If some utilities don’t meet the higher 

prices or other terms that suppliers can set, then they won’t get 

contracts, whereas more cooperative utilities will. 

Utilities, then, are in a new and unaccustomed position of having 

to rethink supplier relationships: from tactical buys to strategic 

partnerships. Either find ways to invest in suppliers to ensure future 

needs or roll the dice and hope that supplies will be there when 

you need them. 

A dependable supply chain, in other words, will be about trade-offs. 

It will be flexible while maintaining an optimal balance between cost 

and performance. Where it has focused on cost to preserve capital, 

it will now depend as much on drivers, including time-to-market, 

ESG impact and service levels. It will mitigate risks by adjusting for 

them, quantifying financial impacts and changing course as priorities 

shift (see figure 3). 

This dynamic of trade-off and exchange – where utilities will have 

to understand demand in operations, match it with supply, and go 

to external sources – effectively calls for a procurement and supply 

chain clearinghouse. 

The clearinghouse approach brings structure to unknowns. Utilities 

progress from reactive event management to business continuity 

planning, where they gain a much clearer understanding of weak 

links in the supply chain. Redundancies are implemented to manage 

gaps and responses to unexpected events are planned. 

Once those steps are taken, a utility can prepare its supply chain 

for the future using forward-looking models to forecast potential 

events, prioritise risk and likelihood with sensing systems, and use 

manual intervention and decision-making for recovery when adverse 

events occur. 

Article courtesy of Kearney Consulting 

Maximise capital. The third aspect is financial: how a utility will get 

the most value for the rands it has to spend. From rands tied up in 

inventory of raw materials and finished goods to capital in reserve, 

the utility will be able to quickly assess financials for urgent, ongoing 

and investment projects. 

KEY TO THE ENERGY TRANSITION 

A utility’s geographic footprint is one final major element that impacts 

resilience. How diverse and available suppliers are to the utility’s 

operations is key because it affects how quickly it can activate alternate 

routes and locations of focus if something goes awry. If plan A fails, it’s 

ready for plan B or C. 

Specifically, finding alternatives to reliance on single-sourced 

suppliers is what’s pressing (see figure 4). By pre-qualifying alternate 

suppliers, a utility can significantly reduce risk and ensure consistent, 

cost-effective product flows across the supply chain. The more 

suppliers and less variation in products, the lower the supply risk. 

As the number of suppliers dwindles and the number of product 

stock-keeping units grows or becomes exclusive due to patents 

or status as an OEM, the supply risk grows exponentially. These 

suppliers require a different level of engagement that elevates them 

to strategic partners to utilities. 

Pre-qualify where potential future alternatives exist. Dual or 

multi-source where there are viable options and fewer suppliers, 

and potentially vertically integrate or co-invest in those that are 

of the highest value or pose the greatest dependency. Taking 

the time to identify and approve alternates will pay dividends 

in the long term. 

First-mover utilities will proactively identify their supply risks and 

develop cooperative relationships with suppliers to lock them in. 

When a utility commits to a supplier – especially one that produces 

some of the most essential equipment, such as transformers – that 

supplier has the confidence to invest in new technology or put 

in another production line. By moving beyond an attachment to 

slow-moving inventory and committing to a certain volume over 

a longer period, a utility can guarantee supply more cost-effectively. 

Reclaiming and reigniting supplier relationships is new to the power 

sector. However, this approach, along with the dynamic trade-offs 

afforded by a clearinghouse-style supply chain, can limit economic risk 

and bring utilities the freedom to grow and transition to a new era. 

Kearney analysis 

Supply chain is about trade-offs – delivering resillience while maintaining an 

optimal balance between cost and performance 

Figure 3. Leading utilities require supply chains that are reliable, 

nimble and agile. 

CONTROL TO MITIGATE CHALLENGES 

The constant reevaluation of a clearinghouse structure offers distinct 

advantages by allowing a utility to see what it needs and spends at a 

granular level. 

Determine demand. The utility determines demand by honing 

its planning capabilities – turning what it needs to do into units 

of labour and materials. This leads to decisions on accomplishing 

tasks internally or externally and what the product platforms will 

be (the groups of products, such as transformers, and their classes 

based on solution). It also helps determine which platforms will 

be interchangeable for use at one plant or facility or another. The 

operational footprint becomes clear. 

Evaluate supply and logistics. On the supply side, there will be 

regular evaluation of supplier landscape, logistics and the external 

workforce. The utility will have a clear view into and control over the 

inbound transportation of supplies and rapid, accurate distribution of 

them into the field through its own or a dedicated, contracted fleet. 

Kearney analysis 

Figure 4. Diversification of single-source suppliers, by pre-qualifying and dual-sourcing, can also help mitigate the risk from geographic concentration. 

*Authors: Andre Begosso, Rajeev Prabhakar; partners. Natasha Villacorta, James Guba; principals. The authors would like to thank Kish Khemani for his valuable contributions to this paper. 

24 25

PRODUCTION 

ECO-INNOVATION 

Invest in 

for textile companies 

Industrial Efficiency 

• Long term sustainability through resource savings 

The textile industry is a significant global commodity that generates 

job opportunities and contributes to the economy. However, its low 

reuse and recycling rates raise concerns about resource waste and 

carbon emissions. 

BY LESEGO HLALETHWA, NCPC-SA 

Lee-Hendor Ruiters, 

Innovation and Strategy 

Manager, NCPC-SA. 

THA 23-2023 

• Economic growth 

• Environmental compliance 

• Contributes to social development 

Services include: 

Green skills development 

Industry and sector knowledge sharing 

Company technical support 

National Cleaner 

Production Centre 

South Africa 

A national industrial 

support programme that 

partners with industry to 

drive the transition towards 

a green economy and 

save money. 

Contact us for a free assessment 

www.ncpc.co.za 

ncpc@csir.co.za 

Funded by the dtic, hosted by the CSIR 

To strengthen the South African textile sector, promote 

circularity, sustainability and enhance competitiveness, the 

United Nations Environment Programme (UNEP), the National 

Cleaner Production Centre South Africa (NCPC-SA) and the Centre 

for African Resource Efficiency and Sustainability (CARES) have 

collaborated on the implementation of a three-year project funded 

by the European Union – the Innovative Business Practices and 

Economic Models in the Textile Value Chain or InTex. 

In July 2023, the InTex Project implementing partners, the NCPC-SA 

and CARES, hosted roadshows across two provinces to facilitate a 

dialogue between the project steering committee including the 

Department of Science and Innovation, Department of Forestry, 

Fisheries and Environment, provincial and local government as 

well as government stakeholders and participating small and 

medium enterprises (SMEs). The roadshows resulted in numerous 

resolutions based on the challenges shared by SMEs. While the list 

is not exhaustive, the SMEs raised the following: 

• A need for third-party verification systems or a form of certification 

to verify the implementation of processes in sustainable innovation. 

• Municipalities’ availability to offer support to the textile and 

clothing industry as well as access to a contact person to provide 

such support. 

Eco-innovation can help 

companies access new 

and expanding markets. 

• Solutions to dispose of synthetic fibre waste in an environmentally 

friendly manner. 

• A need to address prevalent job losses in the sector due to factors 

such as the energy crisis and natural disasters. 

• Prioritising skills development for the sector. 

• Prioritising access to finance for circular economy and other 

green projects, as well as incentives for their implementation. 

In the resolutions, access to funding proved the most eminent. The 

NCPC-SA and CARES have already started to roll out interventions to 

address this. They recently co-hosted a green finance workshop. The 

NCPC-SA manager for strategy and innovation, Lee-Hendor Ruiters, 

says: “Having previously organised green finance workshops for 

various industries, we recognised the need to tailor our approach to 

cater specifically to the textile sector.” 

The green finance workshop was presented by financiers from 

renowned commercial banks, development institutions and the 

Department of Trade, Industry and Competition. The primary objective 

was to unpack the various finance mechanisms that support the 

implementation of green projects and explain the different government 

incentives available to support the sector. 

“One of the things that makes the green finance workshops a success 

is that they offer valuable insights and solutions to overcome the 

financing challenges that hinder the textile sector’s progress towards 

a green economy. Furthermore, the inclusion of a presenter from 

the Global Reporting Initiative enhanced the workshop by helping 

companies to better understand their contribution to a sustainable 

global economy and facilitating the reporting of their environmental 

impact,” Ruiters adds. 

Through this intervention, the duo (NCPC-SA and CARES) hopes to help 

SMEs accelerate their access to finance journeys while strengthening 

participation in eco-innovation. Eco-innovation can help companies 

access new and expanding markets, increase productivity, attract 

new investment, increase profitability and stay ahead of regulations 

and standards. 

To unlock similar opportunities for your business, contact the 

NCPC-SA at ncpc@csir.co.za or visit www.ncpc.co.za to learn more 

about free business interventions. 

27

MANUFACTURING 

The 

With over five decades of experience in the industrial steam turbine sector, Triveni Turbines has 

recognised the imperative for technology that can reduce carbon emissions in manufacturing 

facilities and has played a pivotal role in assisting clients in generating power on their own. 

BY TRIVENI TURBINES 

ROAD to 

SUSTAINABILITY 

The thermal treatment of waste is an environmentally acceptable 

alternative method, also known as incineration with energy 

recovery. The Refuse Derived Fuel (RDF) production involves 

separating, sorting, drying and compressing the combustible 

portion of the waste, resulting in a product which can be used as 

a feedstock for thermal processes. 

The case study outlines the capabilities and the solution offered 

by Triveni Turbines to customers through a waste-heat-recoverybased 

power generation system to help boost the bottom line and 

promote sustainable manufacturing. 

CASE STUDY 1 

Waste-heat-recovery-based power plant installed in Poland 

Zarmen Group is a prominent manufacturer of blast furnaces and 

industrial-heating coke. The company specialises in crafting a 

variety of forged products using hydraulic presses. These products 

are designed to meet the requirements of both the European and 

American markets and encompass products such as bars, forged 

rings, discs, metallurgical rolls, flanged shafts and other customshaped 

forgings. 

Challenges. The fluctuating steel production levels and capacities 

mandate the need for designing and operating steam turbines 

with a power range of 3MW to 30MW. This variability arises from 

a range of load demands and the availability of steam supply. 

Furthermore, adherence to European standards and the Polish grid 

code is imperative to meet the required specifications. 

Solution. Triveni Turbines has successfully engineered an extraction 

condensing steam turbine along with a control system. The alternator 

and electrical systems were specifically tailored to suit the conditions 

of the Polish grid. The implementation of SIL-rated PLC and SCADA 

systems, including redundancy measures, was utilised to ensure safe 

operations and to meet the demands for steam. Consequently, the 

customer can now operate within a range of power outputs, from 

lower levels to full load, with ease. 

Advantages of combined heat and power plant or cogeneration 

In a traditional power plant setup, fossil fuels are combusted 

within a boiler to create high-pressure steam, which is subsequently 

employed to propel a turbine that, in turn, drives an alternator to 

produce electricity. In contrast, within a combined heat and power 

(CHP) or cogeneration plant, biofuels are incinerated in a boiler to 

generate low-pressure steam through an extraction turbine, primarily 

for heating applications. This approach results in the simultaneous 

production of CHP. The cost of power generated using this method 

is approximately 14% to 15% lower compared to the cost of power 

produced by independent power plants, where the customer benefits 

from generating solely electrical power. 

The case study outlines the capabilities and the solution offered 

by Triveni Turbines to customers through a biomass-based power 

generation system to help boost the bottom line and promote 

sustainable manufacturing. 

BIOENERGY SOLUTIONS 

The bio-power sector processes numerous potential feedstock 

into various forms, including solid fuels like biomass or wood 

pellets, sugarcane residues and palm oil residues, as well as liquid 

biofuels such as ethanol and gaseous fuels like biogas and landfill 

gas. These are utilised for generating electricity, providing heat 

and serving as transportation fuels. Residues derived from the 

sugar industry, in the form of biomass, are effectively utilised as a 

sustainable fuel source for power generation. Similarly, the pulp 

and paper industry places continuous emphasis on enhancing 

energy efficiency. This goal is achieved by increasingly employing 

biomass-based fuels, such as wood waste, for power generation 

as well as by optimising steam usage. The push to harness locally 

available agricultural and forest residues has enabled power 

generation near the point of consumption, thus facilitating the 

establishment of biomass-based power generation facilities. 

CASE STUDY 2 

Biomass-based power plant in Turkey 

Challenge. Fluctuations in the accessibility of biomass fuel including 

forest and paddy waste as well as canola, sunflower and sweet corn 

stalks can disrupt daily operations. These variations in fuel supply 

can impact the boiler’s load, subsequently affecting the operation 

of the steam turbine. 

Solution. The turbine’s internal components, including the rotor 

and blades, as well as the turbine controls, have been specifically 

engineered for optimal efficiency and reduced maintenance when 

operating at lower loads. Despite the challenging circumstances 

of the pandemic, the steam turbine generator (STG) was delivered 

within a remarkable seven-month timeframe, and its assembly and 

commissioning were successfully completed within 35 days. 

Benefits. The customer is now able to run the power plant in varied 

fuel conditions by overloading the STG set wherever possible. 

To complement the above Triveni’s refurbishment arm, Triveni 

REFURB provides an after-market solution for the complete range 

of rotating equipment across the globe. From steam turbines and 

compressors to the gas turbine range, we have adapted ourselves 

to ensure that customers find a one-stop solution. 

With rising costs, operating turbines efficiently is a necessity for 

cost-saving and creating a positive carbon footprint. With age, the 

turbine becomes inefficient and increases the cost of producing 

power. Our team works with the customer to understand the current 

needs and redesign the existing turbine across all brands to meet 

the new parameters. 

Our efficient improvement programme is aimed at existing turbines 

across all brands by retaining the existing housing and civil works. 

The internals such as the rotor, stator, bearings, etc are replaced with 

our highly effective design and upgraded steam flow path offering 

MANUFACTURING 

customers the following benefits: 

• Up to 15% improvement in efficiency 

• Re-use existing turbine housing and auxiliaries 

• No modification on civil foundation and structures 

• Life extension to over 100 000 hours 

• ROI in under two years resulting in increased profitability 

of operations 

Our track record includes projects that are successfully commissioned 

by assisting the customer through lower OPEX costs. 

CASE STUDY 3 

Improving the overall performance of a geothermal power plant 

Our client, a prominent player in the geothermal energy industry, was 

using an American-made turbine. They faced ongoing issues related 

to erosion and corrosion, along with a considerable reduction in the 

lifespan of the rotor material. These challenges had a substantial 

negative impact on the performance of their 16MW turbine. 

Challenges. The client encountered a trio of significant challenges, 

which included recurrent erosion in blade tenons, the formation of 

cavity in high-pressure gland areas and the need for improvements 

in rotor material. 

Solution. Following a thorough assessment of possible solutions 

and partners to tackle these issues, our client strategically chose to 

collaborate with Triveni Turbines. This decision was influenced by 

Triveni Turbines’ significant proficiency in rotor remanufacturing 

and its position as an OEM. 

Triveni REFURB initiated a cooperative effort with the client, 

conducting comprehensive analyses and providing the following 

innovative solutions that encompass the design of an integral 

shroud, enhancement of rotor material, application of coatings and 

precision-shot peening. 

Benefits. The adoption of these advanced solutions resulted in a wide 

range of concrete advantages for our client, including extended 

turbine lifespan, increased reliability, improved plant efficiency and 

enhanced availability. 

Triveni Turbines’ expertise in rotor reengineering combined with 

innovative design adjustments addressed the erosion, corrosion and 

material challenges encountered by the client. This collaborative 

effort not only prolonged the turbine’s operational lifespan but 

also considerably improved the overall efficiency and reliability of 

the geothermal power plant. 

Over the years, the company has remained dedicated to delivering 

steam turbine solutions that are both economically feasible 

and environmentally sustainable across various manufacturing 

industries. It has played a pivotal role in helping carbon-intensive 

industries reduce their emissions. The lesson learnt by both 

Triveni Turbines and the wider manufacturing industries pertains 

to the significance of policies, technological advancements and 

investment aimed at mitigating greenhouse gas emissions. 

Driven by a 30MW extraction condensing steam turbine with an inlet steam parameter of 65 bar and 490°C. 

Driven by a 16MW condensing steam turbine with an inlet steam parameter of 42 bar and 450°C with 0.1 bar exhaust. 

28 

29

MANUFACTURING 

Smart 

Manufacturing’s 

Great 

Convergence: 

Most manufacturers’ concerns revolve around figuring out how to improve the supply of raw 

materials and meet demand while controlling both costs and quality. For many manufacturers, 

the solutions to these issues have emerged in the application of the technologies known 

collectively as Industry 4.0. 

BY KEARNEY CONSULTING* 

INDUSTRY 4.0 

The costs associated with adopting robots continue to decline, 

making them more accessible even for small and medium-size 

businesses due to rising labour costs. The unit cost is expected to 

drop 50% to 60% by 2025. A decrease in material and technology 

costs, improvements in IIoT and cloud infrastructure, as well as the 

ease of connecting robots to existing systems all allow for easier 

and cheaper transitions for manufacturers. 

The introduction of co-bots has made advanced robotics more 

accessible to enterprises of all sizes and significantly reduced the 

required upfront investment, making it the perfect choice for mass 

adoption in the manufacturing sector. 

Advanced robots, especially for material handling, are undergoing 

a revolution along with advances in autonomous driving and battery 

life with automatic guided vehicles. This trend is coupled with pickand-place 

robots for simple operations on assembly lines. 

Wearables 

Wide adoption of wearable technologies across industries has 

intensified competition and driven innovation and investments 

across the ecosystem. The global industrial wearables market is 

expected to reach $8.4-billion by 2027, up from $3.8-billion in 2019. 

Cost-effective and more sophisticated AR/VR headsets from 

original equipment manufacturers such as Sony, Google, Microsoft, 

Apple, Facebook and HTC have emerged in both the consumer and 

industrial spaces. AR and VR software developers now implement ML 

and AI in apps for wearables, allowing systems to see and analyse 

anything in their fields of vision. 

The Industrial Internet of Things 

The IIoT uses connected assets to provide visibility and transparency 

in factory operations. A typical smart factory IIoT ecosystem includes 

sensors, connected devices, networking and connectivity solutions, 

edge and cloud infrastructures, IIoT platforms and gateways and 

analytics applications. This ecosystem is rapidly advancing and 

becoming more sophisticated, resulting in the rapid deployment of 

MANUFACTURING 

new IIoT applications and services to improve quality and productivity. 

According to Gartner, 50% of industrial enterprises will use IIoT 

platforms by 2025 to improve factory operations, up from 10% in 

2020. The global IIoT market stood at $216.1-billion in 2020 and is 

expected to reach $1.1-trillion by 2028. 

The emergence of 5G-enhanced IoT applications is helping 

manufacturers realise their vision of Industry 4.0 more than any 

other development. 

Artificial intelligence 

AI is still a nascent technology in manufacturing, but recent 

breakthroughs in ML techniques (deep learning) have sparked 

high expectations for future applications. Cognitive modes such as 

natural language processing, computer vision, pattern recognition 

and reasoning with ML techniques are widening the array of potential 

applications for manufacturers. 

This growth is being driven by the digitisation of data, rapid 

growth in IIoT data sources, hardware developments and the 

democratisation of AI and data, among others. Relative to other 

Industry 4.0 technologies, the hardware cost for AI is small, and 

most of the investment is spent on developing and rolling out the 

software solution. Consulting, maintenance and training services 

do incur additional costs. 

Advanced analytics and ML create tremendous value in applications 

where yield and process waste is a big issue, especially in process 

industries where even a percentage point of improvement is in the 

millions. While the technology continues to advance, many firms 

struggle to extract the full value. 

THREE CHALLENGES 

The shortage economy 

Many global manufacturers and distributors have been unable to 

achieve their desired outputs because of a shortage of raw materials 

or other components, a lack of resources to run their operations or 

limitations to internal capacity due to asset or space constraints. 

These challenges must be addressed through better planning, 

installing more long-term capacity and improving the allocation of 

resources. However, when manufacturers look at what they can do 

immediately, they should seek to answer one key question: How do we 

make better use of the resources we do have? This requires enabling 

DEVELOPMENTS IN INDUSTRY 4.0 

3D printing 

3D printing (3DP) is getting faster and stock material prices are falling. 

Even though 3DP’s contribution to manufacturing is minuscule (about 

0.1%) compared with traditional manufacturing methods, the growing 

number of applications and demand for custom manufacturing will 

continue to expand the market. One major driver of the increasing 

speeds for prototyping in a production environment is lasers, which 

enable faster sintering or bonding of the build. 

The emergence of 5G-enhanced IoT 

applications is helping manufacturers 

realise their vision of Industry 4.0. 

3D printers will continue to evolve, using artificial intelligence 

(AI) and machine learning (ML) to improve build rates and quality 

while continuing to push the break-even point with traditional 

processes. The focus will be on producing cost-effective metal 

powders to become even more cost-competitive. 

Advanced robotics 

The adoption of advanced robotics in manufacturing has steadily 

accelerated, with the pandemic’s unique challenges adding a catalyst 

for the transformation. The global average industrial robot density 

in manufacturing reached an all-time high of 126 robots per 10 000 

employees in 2021, compared with 66 robots per 10 000 workers in 

2015. Advancements in technology platforms such as the Industrial 

Internet of Things (IIoT) and connected systems are upgrading 

the functionality of robots and paving the way for collaborative 

robots (co-bots). 

30 

31

MANUFACTURING 

MANUFACTURING 

asset uptimes, empowering operators to be more productive and 

reducing process waste. By design, I4.0 technologies tackle each of 

these issues. 

3D printing 

3DP uses less energy than conventional methods but requires more 

material input for an equivalent final product. However, when 3DP is 

achieved at scale, it creates less waste, and the final products contain 

less material and weight. In fact, according to a Michigan Technological 

University study, it takes 41% to 64% less energy to 3D print an item 

than to manufacture ship it, which results in using fewer materials and 

having a shorter lead time. Even though 3D printers use different, more 

expensive counterparts to raw aluminium rods or plastic pellets, such 

as photopolymers, polymer powders, filaments and metal powders, 

the cost of these materials has been coming down. The prices for 3DP 

materials are expected to continue to drop by about 6% until 2027, 

further lowering the costs of printing. 

3DP expands a site’s capacity by reducing unplanned downtime 

thanks to the rapid production of maintenance parts. A maintenance 

team aims to hold many replacement parts on-site with the ability 

to make repairs rapidly, all at low inventory cost. By introducing 

3DP to a maintenance team’s repair shop, technicians can create 

parts customised to their site’s machinery and complete work orders 

quickly to prevent a loss of production capacity. Nuclear plants 

and space/space exploration are two places where instant and 

on-site replacement parts are most critical and will help drive 

3DP innovation. 


Robotics has been a key lever for improving productivity in the 

manufacturing industry since its introduction by increasing the time 

available for production and reducing the cycle time of operations. 

According to a Vanson Bourne survey, 23% of unplanned downtime 

was caused by human errors. These errors can be avoided with the 

use of automated robots. 

Robots and automation are now seen as ways to fill in for roles 

that are ergonomically challenging or pose a safety hazard for 

workers. For example, modern automatic guided vehicles move 

both large and small loads and reliably lift them up multiple levels, 

which requires more effort and time from humans. Manufacturers 

are adopting ever-more automated robotics solutions to cater to 

surging demands and mitigating labour shortages. 

Wearables 

Manufacturers have begun equipping operators with AR-VR-enabled 

wearable devices to facilitate remote assistance from experts and 

engineers and improve 3D visualisation of shop-floor processes. 

The Internet of Things 

Through IIoT, predictive maintenance is enhanced to reduce machine 

downtown and prevent accidents and other factory disruptions. 

This improves labour working conditions and assists leadership in 

tackling the changing requirements of employee needs. 

Remote work is made possible by equipping tools and machines 

with IIoT sensors, which are connected to cloud platforms that 

remotely and in real-time report the condition, usage, pressure and 

temperature attributes of machines. Systems are built to proactively 

alert remote technicians if an event requires their attention. 

Predictive maintenance 

AI/ML-based analysis of the large amounts of data that sensors 

collect help identify potential issues with machines and recommend early 

maintenance to prevent failure and machine downtime significantly. 

Mass customisation today is a 

competitive advantage in the 

manufacturing process. 

IIoT sensors automatically shut down machines, preventing potentially 

life-threatening safety incidents. 

Precision manufacturing capability 

With the growing complexity of processes such as moulding, 

machining and milling, data from the more complex micro-molded 

and machined components can be captured with the help of sensors. 

Controls help execute actions and ensure more streamlined repeatable 

processes. This establishes consistent output quality, decreases defects 

and reduces raw material consumption, increasing the yield. 

A fully automated machine can communicate with servers in real-time, 

enabling operators to modify machine functioning to reduce waste. 

Through these gains in production, efficiencies and reduced scrap, the 

time to market for products can be significantly reduced. 

Asset tracking 

Asset tracking is one of the most exciting Industry 4.0 applications for 

manufacturers, allowing them to track not only their own machines 

and productivity but also their suppliers’ assets to foresee any supply 

challenges that might arise. With the IIoT, manufacturers know where 

and how their goods from suppliers are stored and when they can 

expect them. This is made possible by having sensors transmit the 

items’ locations, which GPS satellites pick up, giving manufacturers 

more visibility into their raw materials and enabling them to make 

their supply chain more resilient to disruptions. 


Many manufacturers face capacity shortages driven by factors such 

as demand changes, labour shortages, and supply chain constraints. 

Where demand increases are beyond capacity, structural changes 

to the manufacturing network are required with significant capex 

investments and long lead times or outsourcing to a third party. 

Many firms look for rapid solutions to address the immediate need, 

capturing immediate revenue, maintaining customer relationships 

and reducing costs. Delivering this kind of turnaround is among the 

key benefits of Industry 4.0. 

The heart of any prescriptive maintenance solution is a highaccuracy 

and high-frequency assessment of asset health, allowing 

for the right balance and timing of interventions. These accurate 

assessments reduce preventive maintenance costs and downtime. 

23% of unplanned 

downtime was caused 

by human errors. 

Data is at the core of these solutions, as it is vital to capture data 

to predict asset health and is necessary for understanding the 

business operations. To interpret this vast amount of data, often at 

high frequency with multiple sensors per asset, it is important to 

use ML, which detects outliers and their correlations to potential 

future failures. 

A range of analytical solutions can improve cycle time, from more 

basic solutions such as data capture and visualisation solutions 

providing transparency on the production line to more sophisticated 

AI-driven solutions such as production process parameter optimisation. 

In the latter case, data and ML algorithms are used to map the 

relationship between production process inputs and outputs, such 

as cycle time. 

An enhanced factory layout informed by AI improves productivity 

by 10% to 20%. Factories are often designed and then manufactured 

using a computer-simulated factory. In practice, factories evolve 

and some components do not operate as planned. A data-driven 

retrospective analysis of factory operations often reveals significant 

improvements with simple and cheap modifications. 

The ESG imperative 

ESG has emerged as a crucial focus area for companies around the 

world. As it pertains to manufacturing, the focus is on two elements: 

Tastes great zero plastic waste 

WHO WE ARE 

We are an innovative green manufacturing company. Our goal and passion is to find 

sustainable solutions to help reduce single-use plastic waste globally by producing eco-friendly, 

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the environment adding value to food. 

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environmental and social. The environmental task is not new. 

Manufacturers must find ways to reduce their emissions of harmful 

agents. The key is to use less and to waste less, while maintaining 

the same output. 

The social task is one that some manufacturers have put on the 

backburner for far too long. I4.0 technologies empower companies 

to ensure operators can work in fair and safe conditions. They 

create opportunities to drive down labour costs without making 

harmful tradeoffs. 

3D printing 

3DP is far more productive since it fabricates the item layer by layer, 

resulting in considerably less scrap waste (about 70% to 90% ). Also, 

most of the scrap generated from additive manufacturing comes 

from failed prints. 


Robots are now used in a variety of green initiatives in the 

manufacturing industry. Robotics has made many complex processes 

more economically viable thanks to its flexibility and 24/7 availability. 

In the automotive industry, the robots used in production account 

for 8% of total energy consumption throughout their lifecycle. 

Manufacturers’ focus on sustainability is driving the research 

into making robots more energy efficient. Technologies such as 

power-saving modes and energy monitoring are gaining prominence. 

Fundamental changes around movement, pivots and processes 

to reduce power consumption are being pursued for the robots 

of tomorrow. 

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32 

INOSPACE | Drukkery Road, Goodwood Cape Town | 072 860 6369 

www.munchinnovation.com

MANUFACTURING 

Using robots to avoid exposing people to toxic environments 

has been a practice for a while and with evolving technology the 

functionality of robots in such environments is expanding. 

The evolution of co-bots is another key development in robotics 

that improves productivity, safety and ergonomics in the workplace. 

Co-bots alleviate the problem and improve the working conditions 

by taking on jobs that require repetitive movements. 

Co-bots can also benefit small- and medium-size enterprises since 

they occupy less space on the shop floor, are easily customizable and 

cost less than traditional industrial robots. The share of industrial 

co-bots has doubled in the past three years and continues to grow 

along with reducing prices. 

Wearables 

Wearable devices and AR create new ways of working by using digital 

displays to overlay information on physical objects, which makes 

training and working easier for new and inexperienced employees. 

The technology gives workers step-by-step instructions and guidance, 

which reduces the chances of mistakes, rework and waste during 

the manufacturing or assembly processes. 

Industrial smart wearable devices along with connected worker 

solutions provide a viable option to identify, mitigate and control 

occupational hazards. Various devices provide capabilities to correct 

ergonomics while performing jobs, identify hazardous conditions, 

detect and manage operator fatigue and contact trace within a work 

site. Connected worker solutions act as a central hub to collect, store 

and analyse data from workplace wearables for better tracking of 

health, safety and environment conditions. 


Repairs and fuel expenditures can be reduced by identifying and 

monitoring issues early and taking corrective action. With sensors, 

companies can monitor vehicle fuel consumption, conduct faulty 

parts diagnostics and monitor drivers. 

Sensors collect huge amounts of data that can be continuously 

analysed, allowing manufacturers to predict the energy demands of 

an operating facility and optimise consumption. Large-scale machines, 

robots and HVAC systems can be monitored in real time to identify 

areas where energy is being overconsumed. 

With increased data analysis with the help of AI/ML, systems reduce 

the amount of energy used by automatically triggering the controls on 

energy-consuming machines. Energy monitoring helps with predictive 

maintenance and identifying faulty machines. 

Demand and consumption charges are the two cost drivers for 

industrial energy consumption. IoT monitors and reduces the load 

required by machines, which in turn reduces consumption costs. 

IoT allows for real-time tracking using sensors so energy consumption 

can be enhanced through smart load-changing devices. These sensors 

provide real-time usage alerts and pattern insights that optimise 

consumption. With the right computing algorithms, practicable 

insights are gathered to reduce future consumption. 

According to the World Economic Forum, IIoT, combined with 

other digital applications such as 5G and AI, could help cut global 

carbon emissions by 15%. 

IIoT helps businesses reduce their energy and raw material 

consumption through monitoring and limiting waste with quick 

decision-making enabled by reduced human intervention. IIoT 

improves coordination in various manufacturing support functions. 

IIoT contributes to a more sustainable product life cycle, reducing 

waste, raw materials and energy consumption and contributing to 

freshwater conservation and circularity. 


A range of AI solutions can help deliver greener products and 

processes. For example, yields can be improved by 2% to 5% for 

production processes. Improving yield, and consequently reducing 

scrap, has obvious environmental benefits. This is often achieved 

*Authors: Azaz Faruki, Doug Mehl, Nick Anderson 

through a combination of sensors and ML algorithms that determine 

the optimal combination of inputs to maximise yield. The algorithms 

learn relationships between a range of controllable and noncontrollable 

parameters and the production process, allowing for 

a range of input settings to be tested and evaluated to determine 

an optimum configuration. 

Energy consumption is one of the biggest negative externalities 

associated with many manufacturing processes. AI can reduce energy 

consumption and ensure that the energy consumed is sourced from 

the cheapest and most environmentally friendly places. For instance, 

many solutions enhance large-scale batteries to ensure that energy 

is exported from the grid at optimal times and that locally generated 

energy is used most efficiently. 


Mass customisation today is a competitive advantage in the 

manufacturing process, but this shift in consumer behaviours will soon 

force it to become a necessity. Historically, it has been challenging to 

widely deploying robotics and automation in flexible manufacturing 

because of a lack of communication system infrastructure and 

expensive robotic technology to automate the end-to-end process. 

Robotic cell manufacturing has emerged as a method to overcome 

the challenge of an assembly line’s mass production and to enable 

mass customisation. Modular robotic cells are the next generation 

of assembly lines. 

Wearables 

Wearable devices to keep the workforce safe saw tremendous growth 

last year, and what we will see moving forward is an augmentation 

of these devices. Manufacturers are under mounting pressure amid 

rising customer demands for highly customised products. Typically, 

this burden is placed on shop-floor operators, who often struggle 

to juggle multiple sets of work instructions or standard operating 

procedures for each new consumer request. AR-enabled devices are 

a viable alternative to paper-based work instructions while producing 

build-to-order parts, short production runs and mass-customised orders. 


Through IIoT-enabled sensors, businesses improve their forecasting 

and demand planning initiatives to significantly cut lead times. 

Connected devices track information and customer needs from order 

placement to post-sale. This data helps manufacturers prepare for 

changing customer needs and the growing demand for customisation. 

IIoT devices improve production efficiencies and make factories 

smarter. This leads to improved productivity, quality, yield and 

reduced inventory and scrap. All these enhancements driven by IIoT 

enablement expedite service calls and repairs to reduce warranty 

costs for products post-sale. Predictive maintenance drives reduced 

production downtime, providing additional customisation capacity. 


With the growing presence of data and digital through a range of 

customer journeys, people expect more personalisation of products 

and services. While it is important to satisfy customer demand, many 

manufacturers have complex portfolios with many margin-negative 

products, and in these cases, AI rationalises the portfolio. 

Conclusion 

As manufacturers continue to find ways to meet demand and 

improve their overall cost structures, one area that is fundamentally 

changing is the attitude toward Industry 4.0 challenges. They have 

shifted their focus toward gaining market share or looking at missed 

opportunity costs. Smart manufacturing Industry 4.0 is poised to 

enable manufacturing firms to produce more economically at a 

faster pace and with better quality, safety and visibility across the 

supply chain. 

Article courtesy of Kearney Consulting 

THAT’S SUSTAINABILITY, FIRST. 

As the first to introduce a CO 2 

rating system across all products, AfriSam 

became the first cement manufacturer to achieve a 33% reduction in 

CO 2 

emissions since 1990. It’s just one of the firsts we’re proud to have 

laid the foundations for since starting our sustainability journey over 

three decades ago. As the industry’s leaders in sustainability, putting 

sustainability first has been, and always will be, second nature to us. 

1012344 

34 

www.afrisam.com 

Creating Concrete Possibilities

THOUGHT LEADERSHIP 

The City-State/ 


Compactness and strategic 

investment decision-making 

are key factors in Taiwan 

and Singapore’s success. 

Infrastructure 

Nexus 

SINGAPORE, NEW ZEALAND AND TAIWAN AS CASE STUDIES 

BY LLEWELLYN VAN WYK, B. ARCH; MSC (APPLIED), URBAN ANALYST 

In the previous issue of this journal, I examined the 

relationship between Singapore as a City State 

and the condition of its infrastructure networks. 

Infrastructure networks is a useful way of conceptualising the system 

of infrastructure design and development. Infrastructure networks 

are systems that provide essential services for people. 1 They include: 

• Transport. Public transport, roads, railways, airports, ports, etc. 

• Energy. Power generation, transmission, distribution, 

storage, etc. 

• Water. Water supply, treatment, distribution, storage, etc. 

• Waste. Waste collection, recycling, reuse, disposal, etc. 

• Sanitation. Wastewater collection, treatment, reuse, recycling, 

disposal, etc. 

These individual systems are co-dependent on other infrastructure 

systems, often with energy being the common denominator. Ultimately, 

an infrastructure network is a network of networks. These infrastructure 

networks can have significant impacts on the environment, the 

economy and the quality of life of communities. 2 

I have also previously alluded to the cause-and-effect debate around 

infrastructure investment and economic growth. In the past, research has 

attempted to estimate the productivity of infrastructure investments. 

Studies seeking to link aggregate infrastructure spending to GDP growth 

show very high returns in a time-series analysis. Other cross-national 

studies of infrastructure spend and economic growth also show that 

infrastructure variables are positively and significantly correlated with 

growth in developing countries. However, the World Bank notes that in 

both types of studies, “whether infrastructure investment causes growth 

or growth causes infrastructure investment is not fully established.” 3 

36 

Llewellyn van Wyk. 

That report noted that “there may be other factors driving the growth 

of both GDP and infrastructure that are not fully accounted for” and 

furthermore “neither the time-series nor the cross-sectional studies 

satisfactorily explain the mechanisms through which infrastructure 

may affect growth.” More critically from the perspective of this thinkpiece, 

the World Bank report notes that “there is a suggestion that 

infrastructure has a high potential payoff in terms of economic growth, 

yet they do not provide a basis for prescribing appropriate levels, or 

sectoral allocations, for infrastructure investment.” It further notes that 

“other evidence confirms that investment in infrastructure alone does 

not guarantee growth”. 

It is also not clear whether these studies have factored in the longterm 

maintenance costs associated with the initial capital investment. 

CASE STUDY 

When discussing infrastructure networks, it is quite useful to 

compare Singapore to New Zealand and Taiwan. They are all island 

states with both Taiwan and Singapore being small countries, and 

they all have highly-developed economies. 

Singapore 

The land size of Singapore is 728.6 square kilometres with a population 

of 5.454-million resulting in a population density of 8.019. 

The World Economic Forum’s Global Competitiveness Report 2019 

ranked Singapore at 1 overall. Its infrastructure quality was also 

rated at 1 overall. Road connectivity was not ranked as data was 

not available for the report, but the quality of road infrastructure 

was rated at 1, railroad density at 1, efficiency of train services at 

5, electricity access at 2, electricity supply quality at 2, exposure 

to unsafe drinking water at 25 and reliability of water supply at 7. 

New Zealand 

The land size of New Zealand is 268 021 square kilometres with a 

population in December 2022 of 5.15-million resulting in a population 

density of 19.21 per square kilometre. Of the roughly 5.1-million 

people, about 1.6-million live in Auckland, 381 500 in Christchurch 

and 212 700 in Wellington. This means that almost half of the total 

population resides in three major cities in the country, with the 

remainder of the population dispersed across South and North Island 

in small towns and villages all of which need to be serviced by both 

hard and soft infrastructure. 

The World Economic Forum’s Global Competitiveness Report 

2019 ranked New Zealand at 19th overall. It ranked New Zealand’s 

overall infrastructure at 46, road connectivity at 51, its quality of 

roads at 52, railroad density at 50, efficiency of train services at 42, 

quality of railroad infrastructure at 41, electricity supply quality 

at 40, exposure to unsafe drinking water at 29 and reliability of 

water supply at 36. 

In recent years, New Zealand has invested around 4.5% of gross 

domestic product (GDP) in network infrastructure (electricity, 

telecommunications, transport and water) and social infrastructure 

(education and health). 4 However, New Zealand’s infrastructure hole 

has been estimated at $210-billion, requiring an annual spend of 

10% of GDP for the next 30 years to build the new networks needed. 5 

There is a strong debate in Auckland about its future growth pattern 

– compact urban city versus urban sprawl. While the city’s Unitary 

Plan seemed to lean toward urban sprawl, the recent flooding, slope 

instability and infrastructure damage caused by the cyclonic activity 

which impacted on the country over the past two years has caused 

a rethink, with consideration now been given to areas previously 

earmarked for urban expansion reverting back to rural land zoning. 6 As 

Louise Johnston, the Dairy Flat Representative on the Rodney District 

Board notes, “The cost of the infrastructure is one thing that cannot 

be debated. Greenfield development costs billions and developer 

contributions don’t come close to funding even the basic infrastructure 

(roading, waste and water). However, when urbanising greenfield areas 

on a large scale, we can’t just focus on the infrastructure within the 

development – the surrounding road networks and connections need 

to be upgraded to cope with the thousands of extra cars on the road. 

How this infrastructure is to be funded is an unanswered question. 

Council’s financial woes are well documented: the cash-strapped 

council doesn’t have the financial means to fund the operating costs 

of its current community facilities in the long term, let alone build 

new ones to make new urban areas liveable.” 

Taiwan 

The land area of Taiwan is 31 197 square kilometres with a population 

of 23.9-million giving a population density of 676 persons per square 

kilometre. In recent years, Taiwan has invested 5.6% of gross domestic 

product (GDP) on economic infrastructure. However, Taiwan has a 

high per capita GDP of USD32 811 in 2020, and a well-developed and 

efficient network infrastructure that sets the country apart from others. 

The World Economic Forum’s Global Competitiveness Report 2019 

ranked Taiwan at 12th overall. The overall quality of infrastructure was 

ranked at 16th. Road connectivity was ranked at 81, quality of road 

infrastructure at 12, railroad density at 22, efficiency of train services 

at 8, electricity access at 2, electricity supply quality at 8, exposure 

to unsafe drinking water at 38, and reliability of water supply at 45. 

37


KEY DATA 

For purposes of this exercise, data were sought that would be correlated 

to compactness, using high population density as a proxy (population, 

land area, population density). 

Economic data that could be correlated back to infrastructure 

is included using GDP per capita and infrastructure investment as a 

percentage of GDP. This should indicate whether economic growth 

is dependent on infrastructure spend. 

Infrastructure data explores the relationship of scale: specifically, 

how population density correlates with the extent of the 

infrastructure network. 

FINDINGS 

A number of interesting deductions can be made from the above data. 

Singapore’s success can be ascribed to two key factors: a very compact 

but efficient infrastructure network and a high GDP per capita. These 

two factors are mutually supportive: efficient and compact infrastructure 

networks are less complex ie a group or system of different things that 

are linked in a close or complicated way and are therefore better able 

to support economic and social well-being while requiring less of the 

national fiscus to maintain it. 

All three countries are spending roughly the same percentage of 

GDP on economic infrastructure. Strikingly, Taiwan, with a lower GDP 

per capita than New Zealand, ranks much higher than New Zealand 

in all the infrastructure-related indices. 

Table 1: Key Infrastructure National Statistics Singapore, New Zealand and Taiwan. 

Whether infrastructure investment 

causes growth or growth causes 

infrastructure investment is not 

fully established. 


Data Singapore New Zealand Taiwan 

Population, million 5.454 5.151 23.9 

Land Area, sq.km. 728.6 268 021 36 197 

Population density p/sq.km. 8 019 19 676 

GDP per capita, USD (2021) 72 794 48 781 32 811 

Infrastructure investment % GDP 5 4.5 5.6 

Length of water pipes, km 5 500 42 559 3 113 

No. of wastewater treatment plants 4 329 1 500 

Length of public roads, km 3 356 93 895 43 130 

Number of private vehicles, million 0.9 4.02 7.27 

Length of railway lines, km 230 3 898 2 025 

Length of electrified railway, km 230 506 2 025 

Transport energy demand % of national demand 3.2 40 26.4 

Electric energy use per person kWh 9 002 8 035 10 424 

There is a suggestion that 

infrastructure has a high 

potential payoff in terms 

of economic growth. 

Both Singapore and Taiwan have a smaller water pipeline network, 

less roads, a smaller but fully electrified railway network and 

consequently a transport sector using less of the national energy 

demand than New Zealand. However, the number of private vehicles 

in Taiwan is surprising. 

Singapore and Taiwan’s electric energy consumption per person 

is equally surprising and without having any explanation readily to 

hand, one could surmise that it is related to the dependency of air 

conditioning due to the tropical climate. New Zealand data suggests 

a problem with poor household energy efficiency due, in large 

part, to a history of poorly and/or uninsulated homes. Estimates for 

uninsulated or poorly insulated homes in New Zealand vary between 

600 000 and 1.4-million. 

The number of wastewater treatment plants in Thailand is 

noteworthy and may be correlated to industrial demand, especially 

for 3. Ibid. the semi-conductor industry. The low ranking of all three 

regarding unsafe drinking water is a big surprise and would 

suggest 

5. NZIC 2023. 

that 

New Zealand 

providing 

Infrastructure 

safe 

Commission. 

drinking water is a challenge for 

6. Johnston, L. 2023. “To grow, or not to grow.” Hibiscus Matters, August 7, 2023. 

all countries. 

CONCLUSION 

Scale would appear to be the big issue: this requires a compact 

infrastructure network coupled to strategic decision-making in 

terms of what level of infrastructure goes where. 

From the albeit limited evidence shown in the table, a correlation 

can be drawn between population density, GDP per capita and 

global infrastructure ranking. More research is required to make 

a definitive statement on this hypothesis. Compactness and 

strategic investment decision-making are key factors in Taiwan 

and Singapore’s success. This raises further issues that need to 

be investigated to the original proposition. One of these is the 

Compact City, and the other is the use of innovative engineering 

and integrated management approaches. The latter speaks to 

microgrids and distributed grids. 

In the next issue these two factors will be further explored. 

1. GIZ 2021. “Sustainable infrastructure: water, energy, transport.” Retrieved from: Sustainable infrastructure: water, energy, transport - giz.de Downloaded: August 11, 2023. 

2. World Bank 1994. “Infrastructure: achievements, challenges, and opportunities.” World Development Report 1994, p14. 

4. NZIC, 2021. “Investment gap or efficiency gap? Benchmarking New Zealand’s investment in infrastructure.” New Zealand Infrastructure Commission, December 2021. 

REFERENCES 

38 39

AIR 

40 

Many upsides to 

BETTER MANAGING 

AIR QUALITY in SA 

Active for over a decade within the air quality field, principal scientist Hasheel Tularam at 

SRK Consulting highlights the importance of continuous monitoring and management of air 

quality across diverse sectors ranging from mining operations and industrial zones to urban 

areas and landfill sites. 

BY SRK CONSULTING 

monitoring, modelling and management of air quality 

has been integral for protecting human health from 

“The 

harmful air pollutants such as nitrogen dioxide, sulfur 

dioxide, volatile organic compounds (VOCs) and particulate matter,” 

explains Tularam. “It has also become important for companies to 

start applying modern techniques to quantify their carbon emissions 

as part of their climate change commitments.” 

SA’s AIR POLLUTION 

Some of South Africa’s cities and towns have poor air quality levels, 

according to IQAir’s 2022 World Air Quality report. The industrial hub 

of Gauteng recorded numerous periods, especially during winter 

when particulate matter (PM10 and PM2.5) concentrations 

were between three and seven times higher than World Health 

Organization (WHO) guidelines. The ranking placed South Africa as 

the 39th most polluted country out of the 116 nations measured. 

Tularam, who is also the chairman of the National Association 

for Clean Air’s KwaZulu-Natal branch and on the national steering 

committee, says that advanced technology has made it possible to 

monitor air quality more accurately and effectively, and in real-time. 

FORECASTING AIR POLLUTION EVENTS 

“Active real-time sampling has proven to be an efficient tool used in 

managing air quality, with data from air quality sensors continuously 

being transmitted to smart apps on our cellphones providing the latest 

air quality levels, as well as helpful context about how poor the air 

quality is in a certain region,” Tularam says. The solution usually starts 

with an ongoing robust air quality monitoring plan designed for clients 

to keep track of their ambient gaseous, dust and particulate matter 

emissions into the atmosphere. 

By understanding the air pollution concentrations entering 

the atmosphere from a specific facility, factory or mine, an 

air quality management or mitigation plan can be developed 

and implemented. “This introduces practical measures to reduce 

emissions where necessary, and to remain compliant with national 

air quality regulations,” he explains. Strategies to reduce air pollution 

impacts could include dust suppression techniques, gas abatement 

technologies (ie scrubbers or filters) and reducing traffic volumes.” 

“Apart from these live systems providing us with real-time alerts 

of when air pollution levels exceed their specified health-based 

criteria, I think air quality forecasting techniques will play an everincreasing 

role in managing the impacts of air quality. This will allow 

key emitters to take proactive steps towards reducing their emissions 

during periods of unfavourable air pollution dispersion conditions 

and avert periods of poor air quality or at least try to. Real-time 

monitoring will confirm whether these interventions are working 

or not. After all, being forewarned is being forearmed,” he adds. 

GAS FOR GOOD 

Tularam points to one of the most potent greenhouse gases – methane 

– as a prime target in climate change strategies. Methane has an 

approximate global warming potential (GWP) of over 20 times that 

of carbon monoxide. On the plus side, it is also highly flammable 

and can be harnessed as an energy source. 

“Methane is among the gases that we typically test for around landfill 

sites, along with carbon dioxide, ammonia, sulfur dioxide, nitrogen 

dioxide and VOCs,” he says. “We also monitor for hydrogen sulfide as 

a proxy for odour.” 

He notes there is a growing interest in South Africa around 

bio-digestors producing biogas (containing methane) from waste 

for the purposes of generating energy. The biogas can either be 

bottled and supplied to customers or fed into the national energy 

grid. This diversion of waste streams from traditional methods of 

composting, landfilling and at times even burning, serves as a 

sustainable solution contributing towards baseload energy being 

produced in the country. 

SRK is already involved in such a biogas project, which will 

generate energy and reduce greenhouse gas emissions as well as 

reduce the pressure on landfill sites while producing fertiliser as 

an organic by-product. 

DATA DASHBOARDS 

“Technology plays a role in helping us understand and respond to air 

quality data,” says Tularam. As monitoring becomes more digital and 

remote, larger volumes of useful representative data can be generated, 

transmitted and analysed – allowing for more efficient methods of 

interpreting and presenting data. 

“To augment our specialist studies, SRK has used platforms like 

PowerBI to design air quality dashboards for clients,” Tularam says. 

“These dashboards provide quick insight into the data from their 

air quality monitoring equipment, highlighting trends and alerting 

them to any gaps in the data sets that need to be addressed.” 

As climate change mitigation and adaptation continue to rank 

high as a corporate and government concern, he predicts that air 

Being forewarned 

is being forearmed. 

Air in the country’s economic heartland, Gauteng, remains among the 

most polluted. 

AIR 

LOWER EMISSIONS: A COST IMPERATIVE 

The enforcement of South Africa’s carbon tax is adding to the 

focus by mines and industry on greenhouse gas emissions, raising 

interest in the potential for converting methane into energy. 

According to Vis Reddy, chairman of SRK Consulting in South 

Africa, SRK’s established expertise in air quality management has 

broadened to integrate with its climate change focus. 

“Traditionally, air quality management was part of environmental 

impact assessments – and this remains an important compliance 

aspect for our clients,” said Reddy. “The field of air quality and 

emissions today, however, links directly to climate change concerns 

and even energy security imperatives.” 

He pointed to the example of methane emissions, a powerful 

greenhouse gas that has 21 times the global warming potential of 

carbon dioxide, in trapping heat within the earth’s atmosphere. As 

companies look to improve their sustainability ratings, many are 

considering generating energy from the methane they produce. 

This is now more easily achieved, as they can take advantage of 

South Africa’s recently relaxed private power generation regulations. 

“Industry can now explore these options without needing to 

clear onerous regulatory hurdles that used to prevent private 

energy production,” he explained. “It is becoming an exciting 

opportunity for companies to reduce their carbon footprints. 

The case to be made is not only strategic but makes financial 

sense in terms of reducing carbon tax liability and addressing 

the rising cost of electricity – and unreliability – of the country’s 

grid energy.” 

In the context of South Africa’s predominantly coal-fired power 

infrastructure, the environmental benefits of substituting grid 

power with gas-fired energy are enhanced. Companies making 

better use of their own methane emissions will also see their carbon 

footprint improve from drawing less from the national utility. 

Among the industries where SRK is seeing more interest in these 

options are those dealing with biomass waste – which could be 

from animals or crops. There could also be potential in sewage 

treatment works, as sewage emits considerable quantities of 

methane. The waste management industry also has opportunities 

to capture methane emissions generated in bio-digestors and this 

can be used to generate electricity for in-house consumption or 

sale to other users connected to the grid – although there was 

little sign of movement in this sector. 

Active real-time sampling in an efficient tool used in managing air quality. 

quality monitoring and management will continue to be a growing 

focus. While there are plenty of challenges in achieving clean air, 

the good news is that there is an impetus to move towards cleaner 

renewable energy and to reduce or eliminate our reliance on fossil 

fuels, which remain one of, if not, the largest contributor to poor 

air quality. 

41

CIRCULARITY 

Established in 1989, Interwaste prides itself on being one of the leading integrated waste 

management companies operating in Southern Africa. Green Economy Journal caught up 

with Kate Stubbs, marketing director at Interwaste. 

Please tell us about Interwaste. 

With over 30 years of experience, the foundation of the business 

was built on a strong desire to provide our clients with services and 

solutions that are compliant, customised to their specific needs, 

economically viable, socially conscious and which maximise value 

for our stakeholders, create sustainable employment and continually 

innovate and play a meaningful role in environmental stewardship. 

The Group provides a diversified range of waste management services 

to various market sectors throughout South Africa. 

We employ over 1800 people, own more than 750 specialised wastehandling 

vehicles and equipment, service clients through a national 

footprint of operational centres and process waste through a variety of 

facilities including our own transfer stations, waste-to-energy, landfill, 

H:H solid and liquid treatment plants, recycling, safe destruction and 

materials recovery facilities. 

Creating a culture of 

RESPONSIBLE 

CONSUMPTI 

42 

N 

In March 2019, Interwaste was acquired by the Séché Environnement 

Group, a leading international specialist in the treatment and recovery 

of hazardous and complex waste materials. 

Please outline Interwaste’s offerings and services. 

Our services range from technical services such as waste classification 

through our accredited laboratories, alignment to regulatory compliance 

and developing solutions to assist clients in meeting their specific 

We urgently need to change our 

mindset towards waste, and this requires 

a collective shift from every South African. 

strategic and sustainability goals to waste treatment and recovery 

processes for a wide range of general and hazardous waste types 

through our facilities, effluent treatment plants, engineered landfills, 

dedicated services on a client’s site as well as licensed and professional 

waste logistics and handling expertise. 

Interwaste has developed an integrated waste management 

model that is linked to the hierarchy that forms the cornerstone 

of its service offering. Please tell us more. 

The aim of waste management is to protect the planet and its natural 

resources through the maximum extraction of the benefits from 

materials processed and then to manage waste in the best possible 

way so that the minimum amount of waste is produced. 

All products and services have environmental impacts, from the 

extraction of raw materials for production to manufacturing, distribution, 

consumption and final disposal. 

This is why an integrated approach to waste management is required 

to ensure the most resource-efficient and environmentally conscious 

decisions are made and that waste disposal is the last option for 

consideration as opposed to the standard linear model where waste 

is only considered at the end of the value chain and disposal thereof 

becomes the simplest solution. 

The global hierarchy of waste management and circular economy 

approach are methodologies used to deliver sustainable benefits 

as the process not only considers and protects the environment 

but incorporates resource and energy consumption from the most 

preferred to least favourable actions. It prioritises waste-handling 

methodologies to keep materials in use for as long as possible and 

reduce waste volumes to landfill disposal. 

What has made Interwaste a forerunner in the South African waste 

management sector? 

Our Group philosophy is to assist clients to transition to a circular 

economy model and reduce their impact on the environment. We 

do this by continually investing in innovation, new technologies and 

developing solutions to convert waste into a secondary resource. 

How does Interwaste drive innovation within the bounds of waste 

management compliance? 

Through our approach to integrated waste management, we have 

not only built innovative solutions to tackle some of the industry’s 

largest waste challenges, but we contribute to changing the waste 

approach in the country as a result. 

Kate Stubbs, Marketing Director at Interwaste. 

CIRCULARITY 

The South African waste sector 

has many challenges but therefore, 

there are also many opportunities 

to make a difference. 

With changing legislation and an intrinsic need to preserve our 

environment, we have taken the lead in developing solutions that have 

longevity for today and the future’s, waste concerns and continually 

evaluate our sector to understand how we can diversify the waste 

management process to ensure we are leading the way and coming to 

the table with solutions that make sense for our clients, the environment 

and the communities that we serve. 

We have also taken it upon ourselves to make sure that every 

operation within the organisation is not only compliant with local 

waste management legislation but that we are using best-in-class 

facilities to meet global standards and elevate the waste industry in 

South Africa. 

What about our waste sector keeps you awake at night? 

The South African waste sector has many challenges but therefore, there 

are also many opportunities to make a difference. We urgently need 

to change our mindset towards waste, and this requires a collective 

shift from every South African to becoming more responsible and 

accountable for the waste we generate in the country. We also need 

the education, awareness, systems and infrastructure to support this 

shift. This challenge can seem daunting at times and insurmountable 

but every bit counts. 

A zero-waste future. Is it possible? 

A zero-waste-to-landfill future is possible – this goal needs to be 

reached by 2030, looking at diverting 90% of waste from landfills using 

a “whole system” through recycling, reuse, recovery, beneficiation 

technologies, as well as value-adding opportunities which have the 

potential to create numerous environmental, social and economic 

opportunities for South Africa. 

If a zero-waste sustainable country is to be realised, then “at the source 

waste” needs to be managed far more effectively to drive successful 

waste management, innovative solutions, a working recycling system 

and the creation of a culture of responsible consumption. 

Companies need to look at their entire value chain to see how they 

can avoid creating waste and where waste is created, how it can be 

reduced, reused, recycled and repurposed. This is the start of the shift 

towards a circular economy. 

When applied correctly, this approach can divert a large amount 

of our waste from landfill disposal, and potentially create numerous 

environmental and social opportunities for South Africans, as well as 

economic ones as well. 

A circular economy is a model in which the consumption of resources 

and materials is circular rather than linear – meaning that we reuse 

these resources/materials (instead of merely throwing them away) 

and put them back into the economy and that waste is designed out 

of the system from the onset. 

This, in turn, reduces the need to consume new materials. Typically, 

reusing or recycling is also less energy-intensive than manufacturing 

from scratch as there is a reduction in the impact and cost of using or 

extracting virgin materials. As a result, less fuel is used, and carbon 

emissions can be reduced at each stage of the supply chain. These 

factors combine to create an incentive to invest in long-term planning, 

maintenance, repairs, reuse, remanufacturing, refurbishing, recycling 

and upcycling to make our economy more sustainable. 

And in South Africa? 

Yes, this is possible for South Africa as well if we follow the abovementioned 

principle – but only time can tell whether we can meet 

the goal by 2030. 

43

Strive for Net Zero 

while saving money at the same time! 

Rooftop, solar carports, ground-mounted solar, and agrivoltaics represent the best-value energy 

available to the energy customer in South Africa. 

Blue Sky Energy is an expert in the design, procurement and construction of such plants. 

Battery energy storage installations provide access to solar energy daily during peak hours when the 

sun is not shining and enable users to bridge their primary energy needs through grid interruptions. 

While the levelised cost of hybrid solar and battery storage installations is significantly greater than 

solar PV only, appropriately sized solutions can be commercially feasible. 

Would you like to know if your property or business can achieve energy security at the same cost 

or less than what you are paying currently? 

Did you know that Section 

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Agrivoltaics and 

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Blue Sky Energy works 

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Have you considered 

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123RF 

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Website: www.blue-sky.energy Email: enquiries@blue-sky.energy 

CONTACT THE EXPERTS AT BLUE SKY ENERGY RIGHT NOW!

ENQUIRIES 

Contact Alexis Knipe: alexis@greeneconomy.media 

www.greeneconomy.media

Green Economy Journal Issue 60

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