ISSN 1684-2375Volume 19 Number 2

March 2015

Annual Subscription: 6 print editions + 25 email bulletins | South Africa: R865 Africa: US$160 International: US$170Subscription-based electronic and print-media information package serving the planning professions in South Africa

INNOVATION FROM INTERFACE

SOCIAL INNOVATION CHANGES LIFESTYLESPart two of Brave New World

CAR-LESS IN TSHWANEIt’s safety first for pedestrians, cyclists

Cracking green code for carpeting

INNOVATION FROM INTERFACE:Cracking green code for carpeting.

Photograph: Interface

2 COMMENT Boomers part of smartmix

4 UPDATE Latest news and developments

14 LIFE-CHANGING INNOVATION Part 2 of Brave New World

20 CAR-LESS IN TSHWANE Making the city pedestrian, cycle friendly

26 CRACKING ‘GREEN’ CODE FOR CARPETING Top innovation from Interface

ISSN 1684-2375Volume 19 Number 2

March 2015

Annual Subscription: 6 print editions + 25 email bulletins | South Africa: R865 Africa: US$160 International: US$170Subscription-based electronic and print-media information package serving the planning professions in South Africa

INNOVATION FROM INTERFACE

SOCIAL INNOVATION CHANGES LIFESTYLESPart two of Brave New World

CAR-LESS IN TSHWANEIt’s safety first for pedestrians, cyclists

Cracking green code for carpeting

2614

20

UGF March 2015 - 1

MARCH 2015Journal for planning professions

A problem not only for millennials, but boomers tooI read an article recently called “How

boomers will shape the future of our cities” in Metropolis magazine. I am part of the boomer generation, so naturally this

caught my eye. I was also caught unawares, because I thought come now, surely it’s the millennials who will be doing that very thing.

The article, written by architect Peter Ellis, is very persuasive, explaining that the boomers are becoming a bigger and bigger demographic to contend with. The over 60s are living much longer – and this is a worldwide phenomenon, especially in the developed world. The population of this sector are also having a bigger say in the environments in which they live. Ellis is one of them.

Thanks largely to medical advances, the boomers of today are healthier and a more determined race. As Ellis notes: “We are not ageing like the generations that preceded us.” Brian Kennedy, President of an institute involved in ageing research, says: “We will be able to give many people an extra decade of good health, based on what we are able to do in the lab now. The primary triggers for most disease can be controlled, enabling people to remain productive well into their 80s, 90s, and beyond.”

So how will all this impact our cities? Many boomers of today have chosen to remain where they have been living, not wanting to leave their urban neighbourhoods, and to continue the lifestyles they are accustomed to. Obviously some will move into retirement centres – but the numbers are growing of those that choose to even move into nodes that millennials find “hot”.

But naturally, our physical environment is key, and could be the cause of many illnesses. Notes Ellis: “This growing awareness underlines our demand for sustainable communities, which support an active and healthy lifestyle. My generation wants to remain physically active, and therefore gravitate to walkable neighbourhoods with a broad mix of amenities connected by a network of pedestrian and bicycle paths.”

Taken as a moveable and penetrating force, the boomers and millennials, who generally comprise half the population of a typical city, combine to make a dynamic

force. One of the biggest changes will be to accommodate neighbourhood wellness clinics, quite apart from the cities’ mainline health centres. Typical elements of the smart city which encourage a much more productive and healthier lifestyle are already in place. The mix of boomers and millennials will demand even more.

Let us not forget that many boomers have accumulated a good deal of wealth and can contribute financially to the refining of the smart city. On the flip side, there are many that are caught up in a web of financial and healthcare stress, and these are the people that we need to reach out to, and help them take advantage of our smart city healthcare thinking.

I just need to think of Hillbrow, and how many lonely, hungry and afraid old people who are closeted behind triple-locked doors. Many are held ransom by ganglords that have hijacked buildings. How do we bring this nightmare scenario into our Pollyanna world being created by the boomers and the millennials?

Big question. For me, the clichéd response that there always be areas of poverty in cities is not enough anymore. Let’s have some Mayor Giuliana-style interventions in Hillbrow and elsewhere with the same problems. If he can clean up New York, it proves that such outcomes are possible. Let’s have some smart city facilities that take care of the elderly and destitute. When you mix this premise with the one that is taking shape with the boomers and millennials, then you will have truly smart cities.

Let’s face it, it’s going to take some smart thinking to tackle places like Hillbrow with its myriad problems, not least of which are all the old sectional title issues that go back decades.

Jeepers, people, we can talk about setting up shop on Mars, and all the rocket science that all entails, but we can’t sort out a problem like Hillbrow?

In the past I would have posed this problem purely to the millennials. Not anymore. Come on, boomers, I’m sure you’ve got the answer!

Terry Owen, Editor

2 - UGF March 20152 - UGF March 2015

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The Regency, a new luxury high-rise apartment development, is being built in the Ashley Gardens area close to Menlyn Maine, Pretoria. This is an artist’s rendering of the lobby of the building.

Update

The City of Tshwane has undergone immense growth in recent years, spurred on by growing investor confidence in the area,

as well as by considerable investment in infrastructure projects by the local government, says Executive Mayor of the City of Tshwane metropolitan municipality, Kgosientso David Ramokgopa.

Commenting on The Regency, a luxury residential high-rise that is being developed in Menlyn and marketed by Pam Golding Properties, the Mayor notes that the positive growth in the city and its local economy is serving to further enhance the city’s status as South Africa’s capital.

Mr Ramokgopa suggested that Tshwane’s swift development is also causing the boundaries of Pretoria and Johannesburg to become increasingly blurred. He predicts that the two regions will in time become one immense African ‘super-city’, and the continent’s undisputed powerhouse. “I am gratified that my local government has been able to assist in this process and I am pleased to see that our Special Development Framework of 2013 has been instrumental in injecting new dynamism into the local economy,” he says.

“One of Tshwane’s most rapidly developing nodes is unquestionably Menlyn. People speak of Menlyn as becoming Pretoria’s new Sandton. I believe that it is eventually going to be larger than Sandton. Menlyn has a highly vibrant mixed economy. Financial institutions, law firms and a range of other professional service providers, as well as retailers, hoteliers and residents, are flooding into Menlyn,” he says.

“The creation of The Regency, the first luxury high rise to be developed in the area, shows that residential development investors see the enormous potential of Menlyn as a mixed-use space. This is exciting news for Menlyn, as well as the greater City of Tshwane. We are therefore delighted that Key Spirit Developments, which has been

Menlyn becoming much, much more

responsible for the development of a number of outstanding buildings in the Tshwane region, has taken the decision to create this quality urban lifestyle space for which there is a great need.”

The Regency is being built in the Ashlea Gardens area close to Menlyn

A rendering of the exterior of The Regency, which is being developed by Key Spirit Developments.

4 - UGF March 2015

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An artist’s rendering of a Regency apartment. Pam Golding properties is marketing 146 apartments, which are on sale priced from between R995 000 and R2,297-million.

Nespresso extends its sustainability commitments into Africa with the launch of its first programme

to recycle its used aluminum capsules in South Africa.

Nespresso Club Members and South African coffee lovers will now be able to easily return their used Nespresso capsules for recycling at dedicated collection points throughout the network of Nespresso boutiques in South Africa.

Speaking about the launch of this new recycling programme, Pierre Debayle, regional manager, Nespresso MEAC, said: “Nespresso is committed to continuously improving its environmental performance across its value chain. We are therefore very pleased to launch our recycling programme for used capsules in South Africa. Nespresso Club Members can now actively contribute to sustainability by returning their used capsules for recycling at no extra cost in one of the four boutiques of the country.”

Nespresso uses aluminium for its Grand Cru capsules as it is the best material available today to protect and preserve the highest quality coffees against factors such as oxygen, light and humidity which could compromise freshness, taste and quality. Aluminium is also the only material that interacts perfectly with Nespresso machines to consistently produce the best espresso through high pressure (19 bars) extraction and it also has the advantage of being infinitely recyclable. Through the recovery and recycling of its used capsules Nespresso effectively reduces its environmental impact; when compared with primary aluminium sourcing, the recycling of aluminium saves up to 95% of the energy needed to produce aluminium from its raw state.

Nespresso commits to recycling

Maine and is due for completion in 2016. Pam Golding Properties is marketing 146 apartments priced from between R995 000 and R2,297-million off-plan. The launch of the residential development was attended by ambassadors and high commissioners representing several governments, dignitaries, developers, investors and other high-profile individuals from the property industry.

“It is Pam Golding Properties’ considered view that the City of Tshwane metropolitan municipality’s immense efforts to promote development, as well as its substantial spend on infrastructure in recent years, have greatly assisted in stimulating growth in the Tshwane region as a whole, and in nodes such as Menlyn,” says Dr Andrew Golding, chief executive of the Pam Golding Property group. “We commend Mr Ramokgopa and his municipality for their immense efforts to build a first-class capital city.”

The proposed R2,6-billion bus rapid transit (BRT) system with two stations within the Menlyn area and three major road improvement projects, are just a couple of the examples of local government efforts to ensure the area’s future, according to Dr Golding.

Dr Golding said that The Regency, which is designed by award-winning architectural firm Archactive International, is a new residential concept for Menlyn; a luxury space offering residents vibrant urban living with every amenity and convenience right at their fingertips.

Schutte says all of the residents of The Regency will have access to concierge services, restaurants, a pool and pool deck and secure basement parking. A complete fibre-optic solution will also be provided. Top 24-hour security and sophisticated security systems will be in place.

UGF March 2015 - 5

Pam

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Powering the Coega Development Corporation (CDC) to greater heights are the solar panels at the premises of the organisation which will be used to meet the energy needs of the CDC.

Update

The Coega Development Corporation (CDC) has announced the installation of solar panels at its headquarters

in the Coega Industrial Development Zone (IDZ) in Nelson Mandela Bay.

The installation forms part of the organisation’s deep commitment to alternative energy sources such as renewable energy, in order to save on electricity, as well as environmental stewardship and an ongoing drive to management innovation.

“The solar panels will supply 48kW (approximately 25%) of solar energy to CDC’s corporate head office, and echoes our passion in introducing ways how we believe companies can improve their eco credentials while diversifying energy security,” said Vuyokazi Tyida, CDC investment promotion manager.

The solar installation incorporates concrete foundations, thin-film components, and three sets of 15kW inverters.

The CDC’s initiative to install solar panels is in line with government’s strategy to use renewable energy (wind, hydro and solar) as part of a national programme diversifying the country’s national energy mix. It also reflects on CDC’s success and location as Africa’s green energy component’s manufacturing hub.

“This move further strengthens CDC as ‘the green economy IDZ’.”

“Apart from providing green power, CDC plans to roll out rooftop solutions for all investors located in the IDZ as phase two of this project in order to reduce investor’s electricity bill,” says Tyida.

Other energy projects in the IDZ include the R3,5- billion Dedisa Peaking Power Plant; the R127- million Powerway/Sungrow JV manufacturer of power supply equipment for solar PV and wind power projects; Powerway/JA Solar JV a R666,6-million investment, the world’s largest manufacturers of high performance solar power products; and DCD Wind Towers which launched its R300-million, 23 000m² wind tower manufacturing facility in March 2014 in Zone 3.

In line with its vision to become the leading catalyst for socio economic

Solar boosts ‘the green economy IDZ’

growth and local beneficiation, the organisation brought in a number of local SMMEs to help out on the project and assure skills beneficiation.

“We used a number of Port Elizabeth (PE) based small businesses in the project including Ubume Construction, Ivor Smith and Studio d’Arc,” says Andile Ntloko, CDC SMME unit head.

The project is envisioned to come with a number of spin-offs such as improving electricity supply, reduction of carbon footprint; competitive input cost and generally improves the efficiency levels at the CDC.

The installation of the solar panels in the Coega IDZ will help achieve government’s target of generating 3 725 megawatts (MW) from renewable energy by 2030 through the Independent Power Producer Programme (IPPP).

“We are proud to contribute to the national renewable strategy. The CDC has built momentum on energy projects and already uses wind and solar energy and will be looking to add biogas and biofuels in the near future,” says Dr Ayanda Vilakazi, CDC unit head marketing and communications.

The team behind the green power project are, from left, CDC Business Development market analyst Tony Wang, CDC intern, Papama Mnyamana and CDC investment promotion manager Vuyokazi Tyida stands in front of the solar panels.

CDC

6 - UGF March 2015

Continuing its vision to lead the transformation of the South African property sector into an environmentally sustainable

industry, the Green Building Council South Africa (GBCSA) has launched its new Green Star SA Interiors tool.

The new Interiors tool, sponsored by both Standard Bank as the main sponsor and Saint Gobain as supporting sponsor, encourages tenants to rate the interior fit-outs of their premises. The overall aim of this new rating tool is to encourage the reduced environmental impact of interior projects.

Brian Wilkinson, CEO of the GBCSA, comments: “Our current suite of rating tools focus largely on the design and construction applied to new buildings and major refurbishments. Until now, they’ve had very little consideration for interior fit-outs inside each premises. The new Green Star SA Interiors tool is a key rating tool that will make

a significant impact, especially on multitenant retail and office space.”

Wilkinson adds: “We are excited to launch this pioneering new tool for South Africa, and believe that it will help transform thousands of offices, shops, restaurants and many other places, in existing and new buildings across the country, into sustainable green spaces.”

Nathi Manzana, Standard Bank’s head of professional and technical services says: “Standard Bank is committed to sustainable business. This commitment is seen in the business practices we conduct, the facilities we manage, and the associations that we support. Working sustainably makes sound business sense, supports the environment and provides a productive space for our employees to serve our customers.”

Manzana adds: “Standard Bank’s new Rosebank office complex is an illustration of this. The building was completed in 2013 and accommodates around 4 500 employees in customer-facing operations.

New Green Star SA Interiors tool launched

Brian Wilkinson

It has achieved a 5-star Green Star SA Design office v1 rating by the GBCSA and a 5-star Green Star SA As Built office v1 rating.”

Significantly lower building operation and management costs will provide cost savings for both tenants and landlords, and an energy-efficient premises would be less affected by soaring energy prices. In addition, with the national energy crises, lower energy consumption in green buildings reduces the strain on the power grid.

GBC

SA

Kumba Iron Ore has submitted the first climate change report to London-based Carbon Disclosure Project (CDP) using a digital

reporting language that provides improved data analysis and helps companies to make better investor capital allocation decisions.

The Climate Disclosure Standards Board (CDSB), a consortium of business and environmental organisations, including CDP, has worked with software development company Arkk Solutions and the carbon and climate change advisory firm Promethium Carbon, to test this method of financial and non-financial reporting to the CDP, using Kumba as the first submission. The software is based on eXtensible Business Reporting Language (XBRL).

The intention is to improve the quality and accessibility of environmental data by enabling companies to tag their data using XBRL. This will help to automate the sharing of business information. “However, it is important that we apply human experience to our development of digital environmental reporting. That is what this project provides,”

Kumba pilots climate change reporting toolsaid Robbie Louw, director of carbon advisory firm Promethium Carbon.

Kumba, a business unit of global miner Anglo American, is the fifth largest producer of seaborne iron ore in the world and Africa’s leading producer of the commodity. Kumba says it is driven to minimise the company’s environmental impacts.

“With the first XBRL submission to the CDP, Kumba supports the development of environmental reporting. This is coupled with other environmental initiatives implemented by Kumba including an ongoing diesel energy efficiency management project on our transportation fleet, energy efficiency programmes such as installing solar geysers on change houses, mine houses and hostels as well as the installation of LED lights throughout workshops and offices,” says Rodgers Mundembe, environmental manager, Kumba.

Various water management programmes have been implemented by Kumba such as controlling spray water on the coarse and fine lines through a gravity feed as well as reducing the

power requirement for water pumping. “Kumba continues to implement energy-

efficient technologies wherever possible, such as compressed air leak detection and optimised conveyor belt control,” he says.

Kumba has an internal energy, greenhouse gas emissions and water tracking and forecasting web-based database. These databases are used to track the progress of the energy-efficiency initiatives and water-efficiency projects, in order to reach company targets.

Promethium Carbon assists large, listed corporations with their carbon and water disclosures to the CDP. Louw said that with the need for companies to monitor their progress in climate change mitigation actions year-on-year, XBRL provides the necessary structure and functionality.

“We are excited to be part of this pioneering phase for the CDP. Kumba, whom we assisted in the pilot testing of XBRL, is eager to see how it can possibly incorporate this new way of reporting in their wider reporting cycle and to track its annual progress,” says Louw.

UGF March 2015 - 7

Big step for Little Manhattan

C orobrik has supplied 2, 4-million Moroccan Red travertine face bricks for construction

of the award winning Little Manhattan apartment complex.

Ockert van Heerden, Corobrik Director of Sales said that Little Manhattan had definitely raised the bar when it came to the provision of affordable accommodation within South Africa’s continually growing urban built environment.

Little Manhattan is being developed by Central Development Projects which specialises in full title, sectional and high and low density residential projects.

Although the initial reason for the choice of this product was its durability and need for little, if any, maintenance, he said that clay brick – and face

brick in particular – came with a “desirability factor” and status. This introduced the concept of quality of life into the entry level housing sector.

He pointed out that government had ratcheted up its expectations of affordable housing to far more than simply putting roofs over heads and required that projects such as Little Manhattan actually enhanced lifestyles and paved the way for those who started out with rental accommodation such as this to ultimately become empowered to the point where they become home owners in their own right.

In keeping with government’s vision for affordable housing, Little Manhattan moves beyond being an aesthetically pleasing environment to being a blue print for an integrated human settlement. It has been

Apartments at the Little Manhattan development in Pretoria. The apartments have been built from Corobrik Moroccan Red Travertine face bricks which will offer low maintenance in the future.

Coro

brik

Update

described as a truly sustainable empowerment project that has been intentionally designed to incorporate the likes of convenience and accessibility – concepts that would not ordinarily be assigned to affordable, rental accommodation.

Van Heerden pointed out that this user-friendly environment was, in fact, home to tenants that were mainly young and single or young families with one or two children. Little Manhattan has five schools within walking distance and shopping centres nearby. The estate is located on a main arterial route into Pretoria’s city centre and is served by Tshwane’s Areng rapid bus transit with a stop situated just 100 m from the gatehouse.

The first three phases of this R2, 4-billion project have been completed and the total of 410 units are already occupied.

The project has 10 phases and all with Moroccan Red travertine face bricks. Phases four to six will add a further 474 units to Little Manhattan. Phase 4, which comprises 63 units, was handed over at the end of October, followed by 38 units that make up Phase 5 at the end of February 2015. Phase 6’s 42 units will be handed over in March.

Phases 7 to 10 will add a further 716 units by July 2015, bringing the total number of units to 1 600.

Revving up tyre recycling

A multi-million rand investment in a rubber crumb manufacturing plant in Hammarsdale will take rubber tyre recycling to

a whole new level in KwaZulu-Natal. Dr Mehran Zarrebini, head of British

investment group PFE International which owns Van Dyck Carpets, said that the new facility would be the new home of the Mathe Group, one of only two KwaZulu-Natal companies registered with tyre recycling regulatory body Redisa.

The Redisa Integrated Industry Waste Tyre Management Plan was gazetted in November 2012 as a means of dealing with the mounting number of waste tyres dumped in landfills and open areas. Each year, South Africa adds 11 million waste tyres to this unfortunate stockpile.

As tyres are designed to be robust and durable, they are notoriously difficult to recycle and take extremely long periods to biodegrade. The mounting number of waste tyres has become a health and environmental hazard. Tyres are often burnt for warmth or to remove scrap metal in disadvantaged communities, releasing noxious gases

such as dioxins and carbon monoxide. The Mathe Group currently recycles

waste truck tyres in an 850m2 facility in New Germany. Its new factory, which is due to be commissioned in April this year, comprises a 2 500 m2 factory and a 1 000 m2 warehouse. It will be fitted out with R20 million worth of state-of-the-art equipment which is due to arrive in South Africa within the next three months.

At capacity, the Mathe Group’s New Germany facility processes six tons of radial truck tyres per day.

Each truck tyre weighs approximately 68 kg. Between 15 and 20 percent of the tyre is steel which is separated from the rubber and provides an additional revenue stream for the company. The steel is on sold to other recyclers and a large portion is exported to India.

According to Zarrebini, the Mathe Group processed approximately 28 000 truck tyres during 2014. Over the next five years, this number is expected to dramatically increase to approximately 150 000 tyres. These 150 000 tyres will produce approximately 8 670 tons of rubber crumb.

Vusumuzi Mathe, Chairman of Mathe Group

Mat

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The Coega Development Corporation (CDC), already a leading Industrial Development Zone (IDZ) in South Africa, now

aims to break new ground in environmental management within IDZs by developing an air dispersion model, it has announced.

Using existing baseline data from three active air quality monitoring stations, the CDC can manage where investors are placed in the IDZ with the objective of minimising the impact on air quality across the IDZ and on nearby communities.

In this way, the CDC is going the extra mile to ensure there is limited air pollution within the IDZ.

Earlier last year, the CDC identified the need to ensure that the effect of emissions from tenants’ activities within the IDZ does not exceed the official ambient air quality standards, or pose a health and/or environmental risk to the region.

Even though the CDC has established air quality monitoring stations on its 11 500ha land – which encompasses 14 sector-

Coega cracks down on unsafe airorientated sub-zones – it is making use of the air dispersion model to manage air quality and ensure compliance with National Environmental Management: Air Quality Act (AQA) No 39 of 2004.

A national framework for the AQA is required to achieve objectives and all state organs must give effect to it when acting in terms of the AQA.

The norms and standards of the framework are for: Ambient air quality; the control of emissions from source; air quality monitoring; air quality management planning; and air quality information management.

Andrea Shirley, environmental manager at the CDC, says: “A suitable modelling process will give the CDC the ability to determine the effect of proposed activities to assist decision making on the desirability of proposed investors. This will allow the screening of prospective investors to determine the effects of their air emissions on the ambient air quality in the IDZ and surrounding areas.”

The emissions inventory used to develop the air dispersion model, gives the total emissions of various pollutants and contains all notable existing sources both outside the IDZ, but within the five kilometre radius, and within the IDZ boundary.

Andrea Shirley, Coega Development Corporation’s (CDC) environmental manager, inspects one of the air quality monitoring stations, Amsterdam Plein, set up in the Coega Industrial Development Zone (IDZ). The data captured on the machines is used to generate baseline data of the air quality in and around the Coega IDZ and to ensure that tenants comply with air quality legislation.

Coeg

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UGF March 2015 - 9

Update

Engen forecourt goes solar

Engen Petroleum, South Africa’s leading fuel company, has signalled its commitment to sustainable energy sources with a pilot solar

power installation at the Engen All Africa Convenience Centre, Alexandra in Gauteng.

The implementation of a solar photovoltaic (PV) energy production system on the site is among the first renewable energy initiatives in the retail fuel

sector. Joe Mahlo, Engen’s general manager of sales and marketing said that this initiative is in line with the company’s drive to reduce its environmental impact and the national climate change response strategy.

“We believe that it is our duty to reduce our carbon footprint. With the largest network of service stations in the country, we saw it as a good opportunity to further reduce our GHG emissions. South Africa

The Engen forecourt goes solar.

Enge

n

produces most of its electricity by burning coal, so the less power we consume from the grid, the better to protect the environment from harmful emissions, reduce outages and rein in the depletion of natural resources,” says Mahlo.

The Engen All Africa building rooftop and canopy were identified for harnessing solar energy. “These roofs are out in the open and not overshadowed by other buildings or trees, making them an ideal solar PV platform,” says Russ Gittleson, CEO of LED lighting and renewable energy specialist Light Kinetics.

Once installed, the solar PV panels are designed to be maintenance-free, apart from occasional cleaning. To minimise dust accumulation, the panels are affixed, where possible at a slope, to benefit from the self-cleaning action of seasonal rain.

Mahlo confirmed that the entire site’s daytime energy needs will be met by the new solar PV installation — including fuel pumps, LED lighting, chiller machines, coffee machines, refrigeration, ovens, computer systems, compressors and more.

“The idea is to use solar energy during the day and revert to the national grid at night and during inclement weather conditions. This allows us the ability to save energy and to take pressure off the grid. The effective drop in energy consumption on a typical Engen site with the new solar PV system installed is about 80 000 kW/hours per year,” he says “even taking into account varying annual weather conditions.”

Responding to claims made by private firms and state agencies regarding the promise of shale gas as a cheap source of energy

for South Africa, WWF South Africa (WWF-SA) has undertaken an analysis of these claims in its latest report Framework to assess the economic reality of shale gas in South Africa.

Public discourse on the potential of shale gas in South Africa has focused primarily on the environmental and social implications with comparatively little attention given to the critical assessment of whether or not hydraulic frackturing (fracking) would be commercially viable. The implied assumption by oil and gas

industry proponents is that vast amounts of money could be made from the industry to the benefit of the industry, landowners, local communities and government.

This report offers a framework from which to assess the reality of this claim, incorporating the geological, environmental, technological and financing factors of fracking. Designed to frame the economic issues pertinent to shale gas in South Africa the report offers a model that, while not tested for South African conditions, proposes a model for assessing the economics of shale gas.

The report is available at www.wwf.org.za/economic_reality_of_shale_gas

Framework to assess shale gas in South Africa

10 - UGF March 2015

A t this prominent R500 million project in Swaziland, the Terraforce walls were designed as terraces, with the first level being

2m, followed by 4m steps up to a total height of 18m. The first terrace is being constructed with reinforced concrete infill at 85° and the 4m steps thereafter, at 80° with reinforced concrete infill. Double skin walls are also utilised at specific places, for additional strength. Geogrid reinforcing to the backfill is specified at intervals.

Keeping it greenThe concrete infill contains seedling bags with compost to allow for plant growth to take hold and soften the retaining walls once completed. The blocks contain red oxide pigment that will allow them to blend into the surrounding landscape, an

effect that will be enhanced with plant cover and other influences that occur over time.

Phase 1 will see construction of the north walls up to 18m in height and 160m long at the five star hotel to be completed in January 2015, while the southeast walls will reach up to 9m in height and 300m in length at the International Convention Centre, to be completed in March 2015.• Client - Ministry of Economic Planning • Project managers - Gibb• Consulting engineers - Aurecon/

Bicon Consulting Engineers• Main contractor for bulk earthworks

- Inyatsi Construction• Geotech reinforcement - Kaytech Rockgrid• Terraforce retaining walls

(+- 7000m2 surface area L12,5 special) - EFS Construction

• Terraforce retaining wall design - Terrasafe

The Terraforce retaining system was recently specified at the new International Convention Centre and five star resort, eZulwini, Swaziland. This project will represent, once complete, the largest Terraforce earth retaining and erosion control wall in Africa.

Advertorial

Seedling bags to green up the largest Terraforce wall in Africa

UGF March 2015 - 11

A. SO WHAT IS SOCIAL INNOVATION?The global imperative to innovate and address the

local challenges of the fast-moving modern world is effectively what creates the concept of Social Innovation.

At Frost & Sullivan, we believe it’s about bringing innovation to deliver life-changing outcomes for society and individuals. It’s about bringing together technological and human capabilities from various sectors, with technology convergence and IT as the glue that binds

In this second part of Frost & Sullivan’s look into the urban vision of tomorrow, Social Innovation comes under the spotlight.

Future View

them together, in order to address society’s core challenges arising from the mega trends.

The last few years have seen the term Social Innovation being used increasingly widely and our research has found many great examples of it in action, with different firms often coming from slightly different angles.

On the one hand, Social Innovation has strong links to the concept of creating shared value (CSV). CSV has a major role to play in society and has many stakeholders – companies, social enterprises, governments, NGOs, charities and public sector organisations to name but a few. Several

LIFE-CHANGING INNOVATION

BRAVE NEW WORLD PART 2

12 - UGF March 2015

companies have embraced and defined Social Innovation to drive their CSV strategies and this will no doubt continue.

For example, Hewlett Packard (HP) talks about using its “broad portfolio, technology and expertise to help tackle some of the world’s major social challenges.... through collaboration with businesses, governments, nongovernmental organisations (NGOs), thought leaders, social entrepreneurs, and academics”. The guiding principle is to drive economic benefits while improving social and environmental

conditions. HP has a particular focus on education, entrepreneurship and health.

Meanwhile other interpretations focus more on the business value of innovation to deliver advancements for society by opening untapped markets with profitable business models. A number of companies have developed multiple products and solutions around this theme of growth while supporting societal and community initiatives.

An example is the Tata Group, which talks about “leveraging innovation for community development”. Tata has developed multiple products and solutions driven by the ‘value-for-many’ business model to bring affordable essentials to parts of society that would traditionally not be able to afford them. Examples include the ‘Glasses for Masses’ spectacles and the Tata Nano – the world’s cheapest car.

Meanwhile other companies operate at the intersection of CSV and business value creation. An example here is Hitachi which focuses on realising a sustainable society by understanding global social and environmental expectations. This is done through communication with stakeholders and integrating those expectations into its management and business value creation with a strong focus on technology deployment and innovation to answer the challenges of society. It is committed to sustainable and profitable growth while delivering solutions that address the needs and concerns of a diverse customer base through innovation.

But perhaps most interestingly of all, in spite of slight differences and interpretations of Social Innovation, there is one common theme: Convergence. That means convergence of technologies, industries, products and business models, including finance. Sectors that were seen as separated in the past are converging into new products and services to provide innovations that will help provide breakthrough changes for society.

In our definition of Social Innovation, Frost & Sullivan believes it is this key element of convergence that is absolutely central. We believe convergence will define the level of Social Innovation in the future, as well as maximizing the benefits to society.

Based on this and addressing the five mega trends outlined earlier, Frost & Sullivan defines Social Innovation as the deployment of technology and new business models to bring about

real positive change to the lives of individuals and societies, delivering shared value, be it through CSV, profitable business or somewhere in between.

B. HOW BIG IS THE OPPORTUNITY?Many observers are reluctant to put a financial value to the Social Innovation opportunity, which is of course understandable given the relative ‘newness’ of the term and the fact that different organisations address Social Innovation in different ways.

However, one fact is clear: Global GDP is continuing to grow and will move from $76,4-trillion in 2014 to $105,5-trillion in 2020. And as we have seen in the past, these levels of growth bring both huge opportunities and multiple challenges for society. The mega trends we discussed above will make sure of that.

By 2020, with the global GDP figure standing at $105,5-trillion, the sectors that Frost & Sullivan define as having the greatest need for Social Innovation (Energy, Water, Transportation, Healthcare, Manufacturing, Construction and Natural Resources) will make up close to 40% of that $105,5-trillion, equating to around $40-trillion of annual GDP.

These are massive industries with huge challenges and therefore significant innovation opportunities. For Social Innovation to deliver on its opportunity to drive growth, transformation and

Convergence in Action “JUMPSmartMaui initiative creates smart communities

in Hawaii” The JUMPSmartMaui initiative addresses the need to tackle Hawaii’s high dependence on oil for energy and transportation.

The State has relied on fossil fuels for over 90% of its energy and has increasingly suffered from rising prices.

Through the collaboration of multiple stakeholders, the initiative focuses on energy and transportation infrastructure and the application of autonomous, decentralised IT systems for energy control.

UMPSmartMaui will deliver 25% renewable energy by 2020 and 40% by 2030, as well as maximizing electric vehicle (EV) penetration, stabilising grid infrastructure and improving community ICT to enhance the quality of life of residents.

UGF March 2015 - 13

societal impact in these industries, the success will be driven by technology deployment, information analytics, new business models and integrated service-oriented solutions.

In our research to size the global Social Innovation opportunity, Frost & Sullivan has quantified Social Innovation as accounting for around 5% of the $40-trillion that these industries contribute to GDP in 2020. We even believe that to be a conservative estimate, but it still presents a Social Innovation investment need of over $2-trillion in 2020 alone – a significant economic opportunity from even a conservative angle.

But new challenges require new measurements, and the future will require new ways of quantifying Social Innovation in addition to measuring market sizes if the full impact of Social Innovation is to be monitored. The true value for Social Innovation will need to be measured through its impact on society and on individual people’s lives. By the time it reaches the individual, Social Innovation has a tremendous impact in terms of bringing comfort, happiness, convenience, choice, better quality of life, a cleaner environment, more time, less stress, and more safety to the end-user. This is what will really tip the scales in favour of Social Innovation – when innovation truly answers individual citizens’ deep-felt problems.

Understanding these benefits and impacts is where Social Innovation starts to pay back for those corporations, governments and societies that have invested in it. If people truly see the improvements to their lives, environment and society, they will see the value of investing in it.

This is where the profitable growth will come for those companies that can innovate to maximise the welfare of society with the right balance of information, infrastructure, technology and new business models. And this is all with the backdrop of a $2-trillion Social Innovation opportunity.

C. WHAT DOES IT TAKE TO DELIVER IT?Under the definition that Social Innovation aims to achieve a sustainable society in which environmental and economic needs are addressed in a balanced way, companies which succeed

will utilise unique and innovative delivery methods which have not necessarily been used in specific industries but have shown success elsewhere. As social issues are the core component of innovation it requires the creation of new relationships in the decision-making and delivery process.

Challenges in today’s society require innovative ways of applying new technology along with new forms of organisation and network processes to build human and social capital. The key characteristics of delivering Social Innovation include the co-ordination and mediation between the different groups of stakeholders involved. There is also increased involvement from the society (users, patients, citizens etc.) in the process of co-development which needs to be considered.

It takes many elements of strategy to come together to make Social Innovation happen successfully. Profitability that is sustainable to the company and society is the core component of successful Social Innovation, with various other strategic factors that contribute to its success.

The most dynamic elements of these success factors are outlined below.

I. COMPANY VISION / ETHOSThose companies taking on the challenge of delivering Social Innovation and succeeding have a clearly defined company vision which demonstrates sincerity and pioneering spirit. In addition, profitability that is sustainable to the company and society is their core ethos.

The companies’ overall vision should be dynamic, success generating with an entrepreneurial ethos. This stems from creative, innovative, entrepreneurial, productive, successful

New Business Models in Traditional Industries

“Hitachi brings the service based Train concept to drive business model innovation in

the rail industry”Hitachi has won a landmark project in the UK to deliver rolling stock and maintenance services to the Intercity Express Programme (IEP) for 27,5 years. The vision is to transform a rolling stock business into a solution business with a new business model. The concept is built around a service-based model whereby Hitachi maintains ownership of the rolling stock.

The contract is a pay for use scheme where the client pays for on-time delivery of passengers for the life of the contract, thereby changing traditional fixed costs to a variable cost model and massively diminishing upfront investment.

The project includes a total of 866 railway cars (electric and bi-mode) using proven technology and local design.

Leveraging Hitachi’s traffic management and train control systems, the TaaS model will deliver increased capacity, reliability and redundancy; faster & seamless journeys; an enhanced passenger environment; less energy use and track damage; greater safety; and TSI (and RGS) compliance.

To drive its UK and international rail business, Hitachi is also building a new factory in the UK that will open in 2016 for manufacture, assembly and testing facilities with increasing scope including R&D. It will create 730 new jobs.

14 - UGF March 2015

UGF March 2015 - 15

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III. EFFECTIVE STAKEHOLDER MANAGEMENTThe long-term success of Social Innovation lies with the proactive engagement of local stakeholders and beneficiaries. Crucial to this success is the ability to understand the local impact of global mega trends and hence adapt global vision to local strategy to address local needs. B2S models tend to involve multiple stakeholder groups and the successful social innovators will be those that can bring integrated solutions to deliver clear value and benefits to the multiple interconnected local stakeholders.

Successful Social Innovations tend to occur within a cross sector context, where different stakeholders from different sectors of society, government or industry work together towards common goals and hence share common benefits.

IV. COLLABORATIONEnsuring the successful implementation of Social Innovation activities in different countries requires the coordination and integration of these activities in national and regional socio-economic planning. It also requires collaborative working between the multiple stakeholders. Projects are often large and complex, meaning that smooth delivery of innovative integrated solutions will always require high levels of collaboration.

Public-private partnerships can also play an important role in supporting Social Innovation, for both collaborative working and collaborative project financing. Strengthening these global partnerships and platforms will become increasingly effective for understanding and fostering Social Innovation worldwide.

Meanwhile, the growth of social media (Facebook, Twitter and many others) has helped simplify the collaboration between people, communities and countries encouraging successful innovation.

There are also many emerging opportunities for IT and mobile services (m-services) to play a role in collaboration by enabling stakeholders to work competently, effectively and efficiently, with partners, anytime and anywhere. The trend is towards a business environment in which communications – both real-time and non-real time – are integrated to optimise stakeholder processes and increase productivity.

One example is Cisco and Schlumberger who have worked together to develop a ‘First Mile Wireless for

Drilling (FMWD’) solution for the oil and gas industry to enable full collaboration and data sharing to deliver joint service. Another is ‘NemID’ – a unique digital identity developed for Danish citizens to access government services and private services such as internet banking and postal services.

V. CONVERGENCE AND INTEGRATIONWe’ve already identified convergence and integration as important drivers and enablers of Social Innovation. This means the ability to deliver integrated, converged and connected solutions is a critical success factor, particularly through leverage of technology and information analytics.

Mobile devices and social media have been an important driving force for example in the healthcare industry, particularly around the power patient, enabling faster and more informed decisions to be made. This includes information analytics; the sharing, review

“Over $2 trillion of global SocialInnovation opportunity by 2020”

Innovative Delivery Models“The Coca-Cola Approach to Delivering Essential Medicine through the ColaLife Project”

The ColaLife project is an initiative which began in 2012 in South Africa to utilise innovative delivery models for essential medicine. ColaLife uses Coca-Cola’s existing distribution network to deliver medical care to rural communities, often called the “last mile”. It enabled children to be treated for diarrhea using the “Kit Yamayo,” or “Kit of Life” which contains oral re-hydration solutions, zinc soap and educational materials inside Coke crates. In one year, almost 45% of the children who needed the kits got access to them.

The aim of Coca-Cola’s distribution structure is to help create the same demand and value that consumers wanted from Coca-Cola. By collaborating with local pharmaceutical companies and local private retail channels to distribute the product through retailers, it has shifted the responsibility and onus onto the existing frameworks and distribution structure and empowered them to become more self-sufficient. The goal for ColaLife is to have global impact and extend to other states in Africa and the emerging world. Coca-Cola demonstrates innovation with integrity though a B2S (Business to Society) business model.

and aspiring employees who have a full belief in the vision.

II. BUSINESS 2 SOCIETY (B2S) MODELThe B2S perspective is created by a complete stakeholder focus and is a core element of Social Innovation. It is a mixture of B2B and B2C models, focusing to a higher degree on a number of social parameters (environment, business ethics, etc.), more than the traditional factors such has purely maximising profit, benefits and experience. Future-thinking companies are going to orient themselves more towards the B2S model.

Business models which are scalable, replicable and cost-effective because of existing distribution network and structures are also advantageous in creating successful B2S outcomes. Likewise, the focus on ‘value for many’, whereby the benefits are clear at a societal level, but the impact is also clearly felt and appreciated at an individual level.

Value for Money BusinessModels in Action “Value for many”

is replacing “Value for Money”.

In recent years the concept of sharing and collaborative consumption has gained prominence creating what has been clustered as “value for many” business models, which in turn play a significant role in the emerging Business to Society (B2S) model.

Groupon’s collaborative business model is an excellent example of this, which uses collective bargaining over the Internet to bring down the prices of services, thereby offering unmatched discount deals in the market for everyone.

Another popular ‘value for many’ business model is that of sharing and renting. Car sharing schemes such as Zipcar and other sharing business models such as Parkatmyhouse.com help people find and rent cars and assets at an affordable rate.

Here again, they are able to offer competitive rates only because they have a large number of members. Thereby, with the idea of ‘consumer communities’, these ‘value for many’ business models are increasingly encouraging individuals to radically prioritise access over ownership, and choose sharing, renting, swapping, and bartering instead. This transition toward sharing everything and not owning assets is creating a new circular economy where there is no wastage and every product and service is reusable.

16 - UGF March 2015

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and analysis of information in real time.With the “Internet of Things” (IoT),

web connected products with smartphone apps or access to social networks are increasingly becoming important drivers for Social Innovation as they offer new solutions and accessibility to society.

D. WHO ARE THE STAKEHOLDERS?Social Innovation at its best delivers value to the full spectrum of stakeholders: positive transformational change to communities; accelerated advancement for governments; enhanced efficiency and sustainability to corporations; significant advances to personal quality of life to society and individual citizens.

For social innovators themselves – or the solution providers – the key element is profitable and sustainable growth. The solution providers are also expanding their Social Innovation initiatives by partnering with corporations not necessarily in their own industries to provide solutions and innovations around processes, analytics and operations.

3. THE AREAS THAT ARE POISED FOR GROWTHSo where is the need – and hence the opportunity – most compelling? The simple answer is wherever society’s challenges are converging and can be best addressed through innovation. That means situations where:o There is a clear need for efficiency (such as in electricity transmission and distribution and the growth in smart grids; or in manufacturing where the emergence of Industry 4.0 will drive efficiency and sustainability).o There is support for sustainable development (such as energy, water, waste recovery and natural resource usage, including innovations in renewable energy, recycling, wastewater treatment, environmental food processing and eco-friendly packaging).o There are emerging paradigm shifts (such as the global shift in investment from cure to prevention and diagnostics in healthcare).o There is a need to deliver value for many through new business models (such as mobility solutions like car-sharing that prioritise access over ownership; or XaaS – anything as a service – models that are increasingly appearing in sectors such as public transport and energy management).o There is a government or city vision

Collaboration &Multi-Stakeholder Models“Clinics Set up Overseas

Using NHS Brand ”

The Department of Health (DH) and the UK Trade and Investment department (UKTI) have put together a scheme where the NHS establishes overseas clinics.Moorfields Eye Hospital already profits from running clinics in the Middle East, an example the government thinks the NHS could follow.

A cross-government unit, Healthcare UK, was set up in 2012 to link UK health providers with possible clients overseas.

20 NHS trusts are planning to go into business with healthcare providers in India, to leverage the NHS brand.

These initiatives are currently under review and if successful then potential agreements could be in place in 2015.

Sustainability, IndustrialGrowth & Urban Development“Dahej desalination plant to

support industrial growth and urban development in India”

The Delhi-Mumbai industrial corridor in India has experienced huge industrial growth, population expansion and urbanisation in the past two decades. This development is placing huge stress on water resources and has created a significant opportunity for innovative solutions to support industrial growth while improving the quality of life for citizens. In 2013, a consortium comprising Hitachi and the Singaporean company Hyflux Ltd signed a Water Purchase Agreement (“WPA”) covering water supply volume, price and other details with Dahej SEZ Ltd, the management company of the Dahej Special Economic Zone in Gujarat, India.

The WPA business model allows the consortium to own, operate and maintain all water infrastructure and allows Dahej to receive secure, low cost water without needing to own assets. The Project will see the Consortium construct a 336,000 m3/day seawater desalination plant and provide a stable supply of industrial water over a period of 30 years. The Project is being promoted jointly by the Japanese and Indian governments, involving the construction of industrial parks between Delhi and Mumbai (approximately 1 500 km) utilising private sector capital.

looking to the future (such as in smart or sustainable cities where leaders are looking to deploy technology to reduce environmental impact, improve urban infrastructure and increase sustainability, while also competing with one another for investment and business).o There is an opportunity for technology convergence (such as digital intelligence, internet of everything and data analytics in buildings, homes, grids, water networks, hospitals, cities, factories and transport systems).

And perhaps most importantly, with convergence inevitably accelerating, we believe the future opportunities will be greatest for the companies that can bring together total solutions to address these multiple needs in a coherent, integrated manner.

4. CONCLUSIONAt the outset of this whitepaper, we asked how we could innovate to meet growing human challenges, with new business models, products and services that make sense for corporations and benefit each global citizen?

In this paper, we have explored how Social Innovation answers this question across the massive industries such as Healthcare, Energy, Transportation, and ICT, through new business models, superior products and novel services aligned with the key mega trends driving the future.

We have explored how Social Innovation is ideally positioned to meet the rapidly changing core needs of both individual citizens and whole societies wherever they may be found: across continents, within countries, increasingly in cities, and in connected homes and communities.

Beyond doubt, the future will be determined by those who innovate. Successful innovators in the next few years will deploy a spectrum of new business models, integrating superior products and creative services into total solutions as a service. This new breed of innovators will also strike a balance between profit for stakeholders and improved lives for individual citizens, focusing on progress both for business and our global society. In sum, the future belongs to those who innovate with the mind and the heart through Social Innovation – a $2-trillion opportunity by 2020.

18 - UGF March 2015

Awareness and change management are vital ingredients for successful public transport uptake. The City of

Tshwane took this matter to heart when it celebrated its annual Transport Month recently, going the extra mile to promote the usage of public transport in the city.

Tshwane hosted a Green Ride event in Mamelodi – a 31km cycle journey that encourages a healthy lifestyle and the use of non-motorised transportation (NMT) in communities.

At national, provincial and municipal level, government has put major emphasis on the roll-out of NMT in towns and cities.

NMT entails a lot more than cycling and pedestrians. By definition, it includes all forms of movement that are human-powered and do not rely on engines or motors to get around. These could include animal-drawn vehicles, goods or passengers, wheelbarrows, pushcarts, trolleys, prams and wheelchairs. The specific forms of NMT vary according to the urban setting. In a township, for example, animal-drawn carts will be more common than in a high-density urban environment.

According to the Tshwane Integrated

The City of Tshwane, that recently celebrated its annual Transport Month, continues to implement various initiatives to ensure it adheres to the national focus on non-motorised transport (NMT). Nicola Theunissen reports.

CAR-LESS IN TSHWANE

Infrastructure

Cycling encourages a healthy lifestyle.

Development Plan (IDP) for 2013/2014, the Public Transport, Infrastructure and Systems Grant ranks second highest on the municipality’s capital forecast, with a draft budget of R785 875 919 or 16% of the municipalities total capital budget.

The purpose of the grant is stimulate accelerated planning, construction and improvement of public and non-motorised transport infrastructure and services.

It therefore becomes evident that NMT and public transport are very high on Tshwane’s agenda – a fact supported by the many NMT initiatives in the City.

Towards safer roadsRoad safety accelerated the push towards NMT infrastructure, stemming from targets for the African transport sector set out in the Accelerated and Shared Growth Initiative of South Africa (ASGISA) and the Millennium Goals. Further to that, the United Nations Decade of Action for Road Safety 2011- 2020 puts a high emphasis on NMT road users, especially pedestrians.

From an urban design perspective, South African roads were primarily designed for private car owners, and not for public transport or NMT users.

“The current infrastructure that supports transport users is designed to accommodate private vehicles.

“One of the major challenges in the roll-out of an NMT plan is therefore to retrofit existing infrastructure to make it safe for pedestrians and cyclists to use,” says Hilton Vorster, acting executive director: transport and infrastructure planning at the Tshwane municipality.

Statistics released by the World Health Organisation (WHO) in 2013, indicate that the African continent has the highest annual road traffic deaths per 100 000 population in the world. South Africa is performing particularly poorly. With an annual 31,9 road fatalities per 100 000, South Africa is the second highest killer of road users in Africa, after Nigeria (at 33,7).

According to Vorster, the global impetus on road safety and South Africa’s poor track record, makes the provision of safe, reliable NMT facilities all the more critical. “We have conducted several surveys at schools and discovered the main reason for people not cycling is the perceived danger around it, and the fact that children do not feel safe to ride on bicycles”.

Infrastructure must be safe for pedestrians and cyclists.

The global impetus on road safety and South Africa’s poor track record, makes the provision of safe, reliable NMT facilities all the more critical.

UGF March 2015 - 21

The municipality deals with a chicken-egg dilemma where it has to strike a balance between providing cycling infrastructure and promoting its uptake.

If the area comprises poor NMT facilities or infrastructure, but people are encouraged to walk and cycle, the safety risks increase. On the other hand, if the municipality spent millions on infrastructure, but there is no uptake, the exercise becomes futile. The aim is therefore to coordinate the provision of NMT infrastructure with creating awareness and promotion of NMT.

Tshwane managed to achieve this balance with the roll-out of its Shova Kalula NMT project.

Shova Kalula – NMT benchmark Since 2007, the City of Tshwane partnered with the Department of Transport (DoT) and the Gauteng Department of Roads and Transport (GDRT) to implement the Shova Kalula programme – a community cycle roll-out project.

Tshwane’s role was the provision of infrastructure, while the DoT and the GDRT provided the bicycles. The Gauteng Department of Community Safety and the Tshwane Metro Police headed the training component of the project.

“We developed a master plan for each township area where we rolled out the infrastructure and cycles,” says Bavusile Ramekane, acting director of intelligent transport systems and traffic engineering.

According to Ramekane, the municipality focuses its NMT efforts on the younger generation, where a shift in perception and behaviour is easier. For the Shova Kalula project, the majority of bicycles were handed over to school-going learners.

The pilot kicked off in Atteridgeville and ran from 2007 to 2009. Tshwane developed 4km of cycle paths and distributed 600 bicycles over the duration of the project. From 2010 to 2012, the municipality used the Pedestrian Safety Master Plan to select routes and constructed 11,8km of cycle paths in Mamelodi, which was launched during 2011’s Transport Month.

The roll-out successfully continued in Hammanskraal, Olievehoutbosch, Winterveldt and the Former

Properly maintained sidewalks are essential.

22 - UGF March 2015

Metsweding. Since 2007, the City of Tshwane, through its partnership with provincial and national government, has sponsored over 7 000 bicycles to selected indigent families in the greater metropolitan area.

Understandably, the project faced several challenges. According to Ramekane the community does not perceive NMT, and specifically cycling, as an alternative means of transport. “Most public transport users wish to own private cars, and therefore using a bicycle as a means of transport is not aspirational, and often not even considered. The awareness of the health and other benefits of cycling are very important,” she says.

From an engineering perspective, the construction of cycling lanes in areas where no road infrastructure exists, also create difficulty.

Finally, the sustainability of the project is a big challenge. According to Vorster, the municipality will build

in cycling repair and maintenance shops into the model in the future.

“If you hand over a bicycle to a child from an indigent family, their first priority is not to buy brake pads for a bicycle. There are far more pressing needs. Despite careful selection criteria and sourcing low maintenance bicycles, the long-term usage and maintenance remain a challenge,” says Vorster.

He says there must be support programmes running in parallel with the project, which is linked to small business development and training of cycle repair SMMEs.

Tshwane launches TRTThe cycling initiative becomes part of Tshwane’s larger integrated public transport network, as the National Land Transport Act (2009) dictates.

The municipality developed a specific NMT master plan to coincide with the Tshwane Rapid Transit system. In 2012, the municipality

Infrastructure

“The municipality will build in cycling repair and maintenance shops into the model of the future.”

started the roll-out of the system, aimed at an improved experience for mass public transport commuters through efficiency, affordability and reliability. Tshwane officially launched the first phase of its bus transit system on 14 November 2014.

Critical to the implementation of the TRT infrastructure is to align it with other modes of motorised and non-motorised transportation, parallel to the trunk and feeders to the stations. The municipality will ensure this integration during all the TRT implementation phases, says Ramekane.

Tshwane Metro launched the first phase from the CBD to Hatfield, while the second phase from the CBD, to Mansfield and Pretoria North is currently under construction. Tenders also recently closed for the third phase from Hatfield to Menlyn. Construction will start in 2016.

Pretoria CBD – a pedestrian-friendly place The uptake of NMT relies largely on the infrastructure and spatial contexts in which it needs to function. Cycling, for instance, will not become a popular means of transportation in a highway-based city where cyclists compete with fast-moving cars and imposing freeways.

Tshwane municipality has earmarked the pedestrianisation of Paul Kruger Street as one of its key strategies to spark regeneration in the CBD and increase the adoption of NMT. The area from Paul Kruger Street between Pretoria Station, passing through Church Square, to the Pretoria Zoo is set to become a more walkable urban space, with construction already underway.

Referred to as the Rekgabisa Tshwane project, it aims to adapt, shape and improve the Pretoria CBD to be more accommodating for non-motorised commuting. It also links to the roll-out of the TRT stations and transport lines.

Another project, Operation Reclaim (which refers to pedestrians taking back the city centre), will close off street blocks for NMT uptake. The first phase of construction along Pretorius and Madiba streets are currently under construction. The project will see the closure of Lilian Ngoye and Sisulu streets and will add to the

Turning sidewalks into safe areas for pedestrians.

A city that looks after its people will produce positive results.

pedestrianising process of the CBD. Evidently, the City of Tshwane

has recognised the importance of pedestrianisation and the efficient movement of people as a means of improving social equity and the overall health and resilience of the city. In the medium term, Tshwane will implement a dedicated NMT unit to drive this process.

It has also established a Cycle Forum during Transport Month to ensure that all residents of the City of Tshwane becomes greener, healthier commuters.

24 - UGF March 2015

Sustainability

CRACKING ‘GREEN’ CODE FOR CARPETING

Inspiring Indian farmers to grow castor beans, and persuading Philippines fishermen to harvest old fishing nets, are but two of the innovative “green” manufacturing measures introduced by Interface, the world’s largest carpet tile producer. Jan de Beer reports.

As environmental pioneer in its field, Interface has reached a series of major sustainability milestones at its production

facilities worldwide since its founder and chairman, Ray Anderson, in 1996 put the company on track to becoming the first sustainable, restorative carpet manufacturer by 2020. Now defined as Mission Zero, the company’s obsessive drive to achieve a zero environmental footprint is a central part of the organisation’s ethos and culture.

Interface modular flooring is exclusively distributed in South Africa by Kevin Bates Albert Carpets (KBAC) with operations both in Johannesburg and Cape Town.

Since the beginning of 2014, Interface has been operating with 100% renewable energy in Europe (both electricity and gas), using virtually no water in its manufacturing processes and has managed to attain zero waste to landfill. This is particularly significant as carpets contain a high oil content in the nylon fibres and thus become non-biodegradable landfill components.

Neil Duncan, chief financial officer for the Kevin Bates Albert Carpets group, says Interface’s latest achievement is a major step forward for the producer. “Interface started its Mission Zero journey in 1996 and by 2013 had reduced its greenhouse gas emissions by 80% and water usage

“Interface started its Mission Zero journey in 1996 and by 2013 had reduced its greenhouse gas emissions by 80% and water usage by 87% in Europe. The company has recently introduced several innovations that are significantly reducing its impact on the environment even further, achieving 95% water reduction, and 90% carbon reduction from January 2014.”

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by 87% in Europe. The company has recently introduced several innovations that are significantly reducing its impact on the environment even further, achieving 95% water reduction, and 90% carbon reduction from January 2014.

“One example is the company’s recent switch to green gas at its factory in Scherpenzeel in the Netherlands. There the gas is created by anaerobic digestion of fish waste, which is filtered to natural gas and pumped into the grid. The other major innovation implemented has been a water recirculation system through closed loop piping,” says Duncan.

Cut umbilical coil to oilCommenting recently on Interface’s sustainability achievements, the company’s acting CEO in Europe, Rob Boogard, said for Interface, Mission Zero was not simply about reducing the company’s own direct impacts on the environment, but also about taking full responsibility for the entire lifecycle of its products. “Our goal is to cut the umbilical coil to oil which has historically been an integral part of carpet production. About 44% of Interface’s raw materials in Europe are already recycled or bio-based,” he stated on a recent visit to South Africa.

In South Africa, KBAC has locally adapted Interface’s recycling programme which aims to prevent non-biodegradable old carpets from causing damage to the

environment from landfills. Carpet tiles are not bio-degradable due to the high oil content in the nylon fibres used in the production process. So, to keep the old carpets from landfills, KBAC now seeks needy institutions which would benefit from the winter warmth and quality of life such still usable carpeting would bring, and donate the unwanted carpets to them.

Due to the costs associated with shipping “old” carpets from SA to be included in the Interface Re-Entry programmes for recycling at Interface mills overseas, this local initiative – which also has strong social responsibility elements – has been created by KBAC and is referred to as “Re-Use”.

To achieve its Re-Entry targets, Interface in 2007 became the first carpet manufacturer to implement a process for the “clean separation” of carpet fibre from backing, allowing for a maximum amount of post-consumer material to be recycled into new products with minimal contamination. Interface claims that its Re-Entry 2.0 process has lower embodied energy more effectively than other recycling systems in the carpet industry today. It keeps more carpet out of landfills, while providing a steady stream of post-consumer recycled materials across the industry. Interface in Europe and the United States takes back for recycling, in some form or other, any old carpeting it removes.

Indian castor bean farmers now play an important part of the Interface carpet producing supply chain.

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The company has started a revolutionary programme in which farmers in India are growing castor beans to reduce the company’s dependency on oil for carpet production.

Researchers found that the oil from castor beans makes excellent source material for carpet tiles. Furthermore, unlike many plants grown as biofuels, castor plants rarely compete with food. They thrive on marginal dry lands, where most other crops would struggle to survive, and only need water once every 25 days. Once in place, they help guard against soil erosion. A four-month growing cycle leaves the land free for other productive uses for two-thirds of the year.

Promising new marketsOver 70% of the world’s castor beans supply comes from India, particularly Gujarat and Karnataka. For the castor oil farmers, Interface offers a promising new market for one of the country’s most resilient crops. This is particularly helpful to them at a time when erratic weather patterns associated with climate change is making farming a much more uncertain business than before.

Interface’s new product, known as Fotosfera, is made up of 63% yarn from castor oil and 37% conventional nylon. There are two different aesthetics to choose from: either a heavy textured

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Payment for the harvesting of discarded fishing nets provides income to Philippines fishermen and their families.

surface, or a “microtuft” that uses less yarn. Fotosfera not only satisfies criteria for reduced dependence on petroleum, but also has a strong social story – involving supply from Indian farmers into the supply chain – which has an immediate appeal to multinational companies keen to present a well-rounded sustainability picture.

In this respect, it has much in common with its sister product, Interface’s Biosfera, which is made of recycled yarn partly sourced from recovered nylon fishing nets.

Every year, tons of abandoned and lost fishing nets pile up on beaches, creating a navigational hazard for boats, or settle to the ocean floor to damage sensitive ecosystems. Recent estimates by the United Nations suggest that up to 10% of the trash that collects in the world’s oceans comprises this debris. Interface found that most of the

nylon used in the nets can be recycled and used to make yarn for carpets.

So giving old fishing nets a new life became the focus of Net-Works, an innovative commercial venture partnering Interface with the Zoological Society of London (ZSL), a conservation and educational charity. The programme started with a highly successful six-month pilot working with four fishing communities near Danajon Bank in the Philippines.

In this fragile coral reef area, fishermen eke out a living from the local waters, but leave behind thousands of kilometres of discarded nets each year. Through the Interface Net-Works programme, they now have an incentive to collect the nets, which are purchased and recycled by an Interface supplier to make nylon carpet yarn. Payment for the nets provides income to the local fishermen and is used to develop

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Sustainability

micro finance and village savings and loan schemes in the community.

The Net-Works pilot already helped clean up 50 – 60kms of beach, generated income for local villagers, and contributed to marine conservation in the region. The Net-Works programme has been extended to the Cameroon coast and various other global locations are earmarked for implementation in the next few years.

Interface has a broad definition for waste: “any cost that does not produce value to customers”. This includes everything from scrap materials and defective product to misdirected shipments or incorrect invoices. Waste reduction has been a powerful motivator at the factory level and many of Interface’s early successes came from enterprising employees.

A striking example is the “portable creel” system invented by Billy Ingram of Interface’s West Point, Georgia factory. The innovative system has taken a century-old technique for tufting and completely changed how yarn was fed into the production process, sending it through moveable creels instead of fixed stationary beams. This allows for more optimal yarn usage and significantly less waste. It is estimated that the portable creels reduce scrap yarn up to 54%.

InnovativeProduct samples are a necessary reality in the carpet business, but Interface is also finding innovative ways to reduce the need for physical samples and, therefore, reduce waste. Its global businesses are

shifting from physical samples, leveraging Simulated Sample Technology to create virtual pictures of room designs and produce printed, highly realistic, product images. Old carpet samples are also donated to artists and art educators for projects and educational materials.

Mapping and reducing global transportation footprint has led to Interface campaigns such as “Trees for Travel”, a programme designed to track and neutralise the carbon emissions from employee business air travel. Interface has planted more than 154 000 trees to neutralise the carbon emissions from business related air travel since the programme started in 1997. Other environmentally-friendly transportation measures include: • The “Cool Fuel” programme to track

and offset carbon emissions from company cars. Interface purchases certified carbon offsets to balance the carbon emissions of its corporate fleet.

• The “Cool CO2mmute” programme offers Interface employees the opportunity to neutralise the emissions from their daily commutes and personal travel. Interface matches employee contributions to buy tree plantings that neutralise carbon emissions from their commutes. More than 64 000 trees have been planted since this programme began in 2002.

Lesley Fidrmuc, Interface Consultant at KBAC in Johannesburg, says Interface has incorporated its passion about ecological preservation in its latest carpet tile designs now available in South Africa. “The new Urban Retreat and Net Effect biophilic

designs, for example, create visual and physical connections with nature, using foliage, the sky, rivers, the sea, as well as other aspects of nature as dominant features.

A new addition to this biophilic range is Human Nature, launched in mid-2014, which is inspired by the visual, tactile textures found in forest floors, grassy fields, and pebble garden paths. The reaction from the South African market place to the biophilic designs concept has been amazingly positive as architects and designers are increasingly striving towards sustainable, responsible construction and interiors,” she adds.

Through the Interface Net-Works programme, fishermen in the Philippines have an incentive to collect discarded nets, which are purchased and recycled by Interface.

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Pictured with a Net Effect carpet tile produced from discarded fishing nets by Interface, are (from left): Neil Duncan, KBAC CFO; Lesley Fidrmuc, KBAC Interface Consultant; Brandon Park, KBAC Sales Director; with overseas visitors: Rob Boogard, interim CEO of Interface; and Denys Mettais-Cartier, Vice-President: Finance & Administration of Interface.

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Human Nature, the latest sustainable carpet tile range from Interface, has been widely welcomed by South African designers striving for sustainable, responsible interiors.

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