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LEARNING FROM THE PAST,BUILDING A FUTURE

ENGINEERED TO CREATECHANGE SIMPLICITY POSSIBILITIES GROWTH

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4Vision, Mission & Values

Maintaining leadershipContents

The development of the interlocking soil-cement blocks was born out of the idea that if one could stabilise soil (an often discarded material as opposed to sand which is the more common building material) and give it a form, one could substantially reduce building costs. It would also be a simple system that could be used by the average person and not require specialised skills.

Hydraform was founded upon that idea and, over the years, we further specialised and developed a core competence for delivering these machines to customers anywhere in the world. Given that our products are particularly well suited to the developing world, wherelabour is not too expensive and rural development is still required, this meant that we build our machines to need minimal external support.

Our VisionTo be customer orientated leaders in soil-cementtechnology, distributing and supporting Hydraformmachines and complementary products in our key markets within the developing world.

Hydraforms Vision evolved from its core competence.We have always prided ourselves on our ability tounderstand our markets, and this understanding hasallowed us to continually provide solutions to meet themany and varied construction needs of our multinationalcustomers.

Our MissionTo be active participants with our customers / stakeholders in the field to develop innovative products to suit our markets. Hydraforms Mission translates into a virtuous feedback loop that ensure that we continue to develop new and innovative products that help customers to face their challenges head-on.

Our Values1. Innovation2. Production exellence3. Teamwork4. Customer focus

Stemming from the Vision and Mission, Hydraformespouses the four core values listed above. In the first case, we are always looking for ways to raise the bar and improve upon past norms. Secondly, we are steadfast in our view that quality cannot be compromised and, for this reason, continue to invest extensively in Research & Development. Thirdly, we have learned that teamwork can move mountains and actively pursue and coordinate all the efforts of all of our stakeholders. Finally, and certainly not least, we remain resolute in keeping the needs of our customers, both in terms of product and delivery, central to our purpose.

Since its inception more than 26 years ago, Hydraformhas been at the forefront of soil-cement technology.

CR

EDIT

S Editor: Nazlie Dicksonnazlie@hydraform.comMarketing: Welmarie Perreirawelmarie@hydraform.com

Sub-Editor: Narike Lintvelt

Designer: Carla-Lee Lawrence

Publisher: Brian Bakkerbrian@journos.co.za

Cover photograph:University of the Witwatersrand

Hydraform wishes to thank all of its clients mentioned herein and as well as the University of the Witwatersrandfor co-operation in the production of this volume.

Disclaimer:Although every effort has beenmade to ensure the accuracy ofthe information and reports in thismagazine, the editor, publishers,printers and distributors do notaccept any responsibility whatsoever for any errors or omissions or for any effect therefrom. The viewsexpressed by correspondents are not necessarily those of the editor or the publisher. All rights reserved. No part of this publication may be reproduced without writtenpermission from the publisher.

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Founders Reflections Timeline

Maintaining leadership Rolling back the years1988The story of Hydraform began in 1983 when I was retrenched by a

large engineering group that closed its offices in South Africa.

After what can only be described as a traumaticexperience I vowed never to put my welfare in thehands of an employer again and made up my mindto somewhere, somehow start my own business.While I searched for the right opportunity I workedas a freelance consultant to a number of firms inthe country.I knew that to be successful my business had to befounded on products that were unique, would appeal tomarkets outside of South Africa, and would allow me totravel.After two business failures, I became involved in thehousing industry in Africa. At the time there were some500 million people on the continent so I reasoned thatthere had to be a need for housing. I knew that the human race had been building usingsoil or mud for thousands of years but I also knew thatmost of the structures built in this way frequently didntlast long when the rainy season arrived. Still, the use ofsoil in structure appealed to my sense of the necessaryeconomics for my business. In addition, I knew that thebuilding system had to be simple so that unskilled people could make the blocks and build with it.It was this thought process that led me to the idea of adry-stacking interlocking block which used no mortar whenbuilding. The building system also needed to be able toaccommodate with relative ease a reasonable variety ofdoorways and window openings.It was then that I began working in my garage,tinkering about with designs for the machines as wellas the blocks they would produce. And so emerged theconcept of a high-quality compressed block made fromsoil that was readily at hand plus the addition of a littlecement.In practice, however, I discovered that the key to astrong block was clay content: too much was as bad astoo little. Another important factor was the curing process,which needed time, water and sunlight.Even more important was a robust design as thesemachines were likely to be needed in far-flung ruralareas all over the third world and I couldnt afford to havethem breaking down all over the place. Testimony to thesuccess of that element of the design is the fact thattoday some of the machines we built in 1990 are still inproductive use.Of course, while I had the idea and the skills to designthe machines, Hydraform would not have lasted 25 yearswithout the people who joined me in my quest. Not wishingto offend any of those who have contributed over theyears by forgetting to name them, I will restrict myself tothe three people without whom my dream may never havebeen realised.The first of these is the current MD, Robert Plattner. A

solid partner since 1988, Robert stuck with the business through thick and thin and his unwillingness to give up isa major reason why Hydraform is the company it is today.The second critical player is John Carter, our presentchairman and one of the first investors. John becameinvolved in 1993 and Hydraform benefited greatly from hissage advice while I grew personally from having him asmy mentor.Finally, and most definitely not least, is Linda Kempster,our current operations director. Linda started at Hydraformin 1995, handling the money that kept the businessrunning. Without her the company could never havesurvived.Perhaps one of my fondest memories is of our companymotto back in 2005: Hydraform goes where no one elsegoes. Long may it continue.

Jochen KofahlFounder

Jochen Kofahl founded Hydraform with a vision to designand market a machine to produce quality soil-cement drystacking building blocks. Robert Plattner joined him nine months later. The very first Hydraform block machine, the M1, was designed and built in Jochens garage. The first house built using blocks made by the M1 was successfully erected in Witbank, South Africa.

Hydraform focused on export markets and by 1993 hadshipped 25 machines to customers all over the world. The company began its long association with the University of Witswatersrand to fill a need for independent testing facilities for Hydraforms soil cement blocks. Today Hydraform continues to work with and collaborate with theuniversity in testing and is the subject of both masters anddoctoral theses. This relationship has led to HydraformsAgrment certificate, essential for building approval inSouth Africa.

Hydraform was founded on the ideas of Jochen Kofahl (left) anddeveloped on the marketing nous of Robert Plattner (right).

TheHydraformM1 blockmachineweighedseventons andproduced120 blocksper hour.

The association with Wits began with a need for independenttesting but hasdeveloped far beyond that.

Within two years Jochen had refined his originaldesigns and produced the Hydraform M2 blockmachine, which produced horizontally interlockingblocks. The first two new models were shipped tocustomers in Botswana and Mozambique, and thusbegan the export arm of the business.

The Hydraform M2 block machine weighed two tonsand produced 140 blocks per hour.

1991

1993

1994

1992

Hydraform sells its first M2machine in South Africa.

Hydraform takes part in the first Interbou show in South Africa.

Hydraform launches the M4 tractor-driven machinetargeted specifically at the agribusiness sector.Marketed under the name M4 Agri-Vorm, the newmachine produced blocks in a vertical chamber.

The Hydraform M4 block machine weighs only 300kg (without the tractor) and can produce 120 blocks per hour.

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1995

1997

20002003 2004

20052002

A very busy and successful year that saw Hydraform launch the M5 trailer-mounted machine and almost immediately having to fulfil an order for 28 units for customers in Malawi. The company also moved into new offices that year.

Hydraform had another landmark year with the successfultesting of a multi-storey building constructed from blocksmade using the companys machines. This period alsosaw the launch of the M6 220V electric and M6 highvolume mini-factory blockmaking machines. Majordistributors were also appointed in several countries.

Hydraform launches the M7MI mobile block machine. The inclusion of an integrated pan-mixer turned the new machine into a mobile blockmaking mini factory. Like the M7, it can produce 200-240 blocks per hour and up to 1 500 blocks in a single day.

TheHydraformM5 blockmachinewas animmediatesuccesswith anorder for28 unitscomingin fromMalawi.

Hydraform launched the M7 trailer-mounted mobileblockmaking machine. Ideal for small- to medium-sized projects, the M7 weighs in at 900kg and can produce 200-240 blocks per hour and up to 1 500 blocks in a single day.

Hydraform upped the ante with the M7Twin machine.Featuring two independent chambers, each capableof producing 1 500 blocks per day, it is ideal for larger operations requiring higher volumes. The M7Twin can produce 400-430 blocks an hour.

Developed in 2003 but officially launched early thefollowing year, the M7S2E/D Stationary machine wasdesigned to meet demand from block-yard operations, where higher volumes are required Equipped with two chambers that operate independently of one another,this machine can produce 400-430 blocks an hour.

Hydraform Properties developed the Mac Neillieupmarket housing estate in Johannesburg, SouthAfrica, relying almost entirely on Hydraformblockmaking machines.

After 15 years in business the company decided the time had come to upgrade and expand its head office in Johannesburg. Hydraform naturally used blocks from its own machines to complete the project.

The house that was to be transformed into a thriving Hydraform headquarters.

The upgrade and expansion project was completed using Hydraform

The Hydraform M7 mobileblock machine weighs 900kg and can produce as many as 1 500 blocks per day.

The Hydraform M6 electric block machine weighs a mere 400kg and is capable of producing 100 blocks per hour.

The Hydraform M7MI mobile block machine includesan integrated pan-mixer bolted on the same frame.

The HydraformM7Twin featurestwo independentchambers and iscapable of producing3 000 blocks per day.

The Hydraform M7S2E/DStationary machinewas designed to meetdemand from block yard operations, where highervolumes are required.

Timeline

HydraformPropertiescompleted the Mac Neillie upmarkethousing estate using interlockingblocks made byHydraforms ownmachines.

1996Finally, eight years after its launch, Hydraform obtainedan Agrment test certificate from South AfricasCouncil for Scientific and Industrial Research (CSIR),formalising the building system and providing a stampof approval for other African nations. The companyalso expanded operations into Argentina and India in1996.

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2007

2014

2010

Hydraform launched its Vibraform range of conventionalpaving, interlocking brick and blockmaking machines.Designed to accommodate a variety of interchangeablemoulds, the machine is capable of producing hollowblocks, stock bricks, maxi blocks, retaining blocks,interlocking paving bricks and rectangular pavingbricks.

Hydraform adds an automatic chamber function tothe M7 range of blockmaking machines. The automaticoperation will result in a more consistent block quality,fewer workers and an increased production output of upto 35%, which increases daily production to 3 000blocks per chamber per day.

Hydraform expanded its range further with theTM-1000-HF, a machine which can produce extrudedconcrete roof tiles. The machine is specifically designedfor simple operation and maintenance, economic viabilityand has an output of up to 25 tiles per minute. TheTM-1000-HF is capable of producing standard tiles in twomain sizes, ridges, rakes, double Romans, double pantiles, angle ridge tiles, double bold roll tiles, flat single/shingles and segmental ridges.

Hydraforms TM-1000-HF uses concrete cementtechnology to make extruded concrete roof tiles ina variety of shapes and sizes.

Hydraforms Vibraform machine can produce hollow blocks, interlocking bricks, stock bricks, maxi blocks, retaining blocks, interlocking paving bricks and rectangular bricks.

Engineered to createChange Simplicity Possibilities Growth

2012Developed throughout 2011 but launched in 2012,the Hydraform M7MI Super increased productioncapabilities by 45% to deliver a machine capable ofproducing at least 2 200 blocks per day, at a rate of 275-320 blocks per hour.

The Hydraform M7MI Super increases by 45% the number of blocks that can be made in a day with previous single chamber models.

Timeline Timeline

2013A need for higher production volumes to better suitcustomers with large operations drove the call for amobile high volume machine. The M7MI-Twin wasdeveloped, incorporating a 300-litre pan mixer and skip chute, resulting in a machine that can produce 4 400 blocks per day at a rate of 550 to 630 blocks per hour.

At the other end of the scale, demand had increased for an entry-level machine aimed at the entrepreneur who wanted to start his own Hydraform project. The M9 machine is capable of producing 500 blocks per day.

Calls from regular customers for more value-addingaccessories resulted in the development of a number ofcomplementary products. One such is the Rotary Sieve, which is designed to improve the efficiency of the sieving method by increasing the daily output and reducing the required labour.

Another well-received accessory in 2013 was the Mobile Jaw Crusher, designed to crush bricks, blocks, pavers and rock with a maximum compressive strength of 250 Mpa. Materials can be crushed to a grading which is suitable for block and brick production.

The M7MI-Twin can produce 4 400 blocks per day at a rate of 550-630 blocks per hour.

The Rotary Sieve is available in manual, 220 volt or 380 volt operation.

The M9 expands the Hydraform range at the lower end by introducing a new, more affordable entry-level option.

The crusher is an excellent way to reduce production costs as damaged bricks and blocks can be crushed and the material reused.

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The next 25 yearsHydraform celebrated its 25th anniversary in 2013, an event that saw the company take stock and assess the road travelled thus far and the path lying ahead.

...a single Hydraform blockmaking machine can providethe material to build over 100 houses per year... [and]create employment opportunities and valuable skillsdevelopment for as many as 20 or 30 people.

Certainly it was with great pride and a feeling ofaccomplishment that we looked back on those 25years. And while the celebrations and jubilations can and should be seen as a tremendous milestone forHydraform, a period of honest reflection caused us torealise that it really just marked the beginning of thenext phase of our development.

Indeed, in the time that has passed since, we havecrystallised our vision to be the customer-orientatedleaders in soil-cement technology, distributing andsupporting Hydraform machines and complementaryproducts in our key markets within the developing world.We have no doubt that the need for houses, schools,hospitals and related construction in the developing worldwill continue to grow at an escalating pace. However, inthose same markets, the need for marketable skills andemployment opportunities especially among the youth is equally urgent.

Building a futureAt Hydraform we believe we have the solution: a singleHydraform blockmaking machine can provide the materialto build more than 100 houses per year. What is more,resulting structures are environmentally sound becausethey are built using the same material humankind hasbeen using to construct dwellings for thousands of years:soil.And while it would be possible to build these housesentirely out of soil, research has shown us that stabilisingthe soil with a little cement will ensure that they dontneed to be rebuilt after the next big storm. At the sametime the Hydraform machine used to create the blockscan create employment opportunities and valuable skillsdevelopment for as many as 20 or 30 people.Furthermore, the innate entrepreneurial spirit ofpeople is coming to the fore in Africa, South Americaand the Indian subcontinent as individuals seek to build

small businesses on the back of a single Hydraformblockmaking machine. Some of these entrepreneurs aretravelling around their countries, bidding for and building houses, schools, churches and even clinics and hospitals in far-flung communities in the developing world.

This is the fundamental reason why we have cometo believe that Hydraform, as a company and with itsmachines, can enable socio-economic transformation inthe developing world. It is one of the reasons we haveresolved, as our mission, to be active participants with our customers and stakeholders in the field and to develop innovative products that continue to suit the needs of our markets.

It is also why we have equipped the Hydraform TrainingAcademy to be mobile and to travel to any country inthe world in order to train customers on the HydraformBuilding System as well as in the operation of our manydifferent models of machines.

In the coming years the Hydraform Building Systemwill be used by governments and individuals alike asthe pressure for shelter increases to unprecedentedlevels. And in keeping with our core values of Innovation,Production Excellence, Teamwork and Customer Focus,we expect to continue to lead this relatively new industry in stabilised earth construction from the front.

That leadership can only be achieved by never losingsight of the need for quality in the final product the soilcement block thereby continuing to enable building to standards that far outperform the usual levels found in low-cost construction projects.

Human development

Hydraform realised long ago that when upgrades in living conditions are undertaken, be it by governments or by aid organisations, the people directly involved in the communities affected need to be the primary

beneficiaries of the resulting economic upturn. Indeed, the training provided by Hydraform delivers skills desperately needed to build or rebuild communities while also creating new employment opportunities, immediately and into the future.

Another advantage of the Hydraform Building Systemis that it can be classified as a low environmental impactsystem that enables efficient utilisation of local materialresources. This advantage is key in developing economies where more conventional building materials are in short supply or frightfully expensive.It is also advantageous when it comes to urbanisation

and slum-upgrading, key challenges encountered in many countries of the developing world. As ever more of the worlds rural population migrates to the cities, Hydraform is perfectly positioned to assist in addressing this developmental challenge for the benefit of governments and citizens alike.We firmly believe that the primary objective of housing

development needs to change from the provision ofhouses which are habitable and acceptable to one in which the health and safety of residents takesprecedence. Homes must also be easy to maintain, should address environmental challenges and provide significant employment opportunity in the construction, alteration and refurbishment sectors.

A Hydraform house is not a single object, it is a way oflife for many years to come. A Hydraform house comforts families and helps to underpin family values.

Foreword

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Training Training

Doing it rightPerhaps the biggest benefit of Hydraform blockmaking machines is the opportunity they provide for skills transfer and sustainable job creation.

In the early years, management realised that end-usertraining must be part of the offering if Hydraform was to protect itself from the adverse effects of casual or sloppy processing by users on site. To this end, the company developed training programmes that are inextricably part of the deal when selling Hydraform machines.

As the companys range of machines grew, itbecame apparent that something more was needed something with a more rigorous structure andcertification process. This was the genesis of the thestate-of-the-art Hydraform Training Academy in Boksburg, South Africa.It is here at the Academy that customers and nominated

individuals can take full advantage of the wealth ofknowledge Hydraform has built up over the years.At a basic level, the facility trains people in the best ways

to make soil cement blocks and how best to constructbuildings with dry-stacked masonry.As well as being a state-of-the-art training facility, theHydraform Training Academy is home to a materials testing laboratory equipped to further the companys knowledge and better aid clients in producing the best quality andmost economical products possible. All of this is backedby a technical department that ensures clients get the right assistance wherever and whenever they need it.

Courses at the Academy take users through theblockmaking process from start to finish, beginning withthe mixing and production of trial batches using thematerials at hand. The instruction covers blockmaking,curing, and of course building with the Hydraform building system.

Interestingly, Hydraform has also developed the capability to take the Academy to its customers all over the world. The instructors, machinery and learning materials are all portable and can be used to provide on-site skills transfer as well as enable job creation anywhere in the world.

Furthermore, the onsite training programmes canalso be tailored to suit individual requirements and/ or local conditions, while support is available for longtermprojects. The courses are available in a variety of

languages and have been facilitated across the developingworld from pastoral areas of South America to deep ruralAfrican villages and across the Indian subcontinent.As a company, Hydraform takes great pride in the factthat the skills transfer and job creation initiated by thepurchase of Hydraform blockmaking machines continuefor many years after our technicians and trainers havedeparted a country.

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Building Technology Case Study: Tendele, KwaZulu-Natal

The future of CONSTRUCTION?

Constructinga community

To build a sustainable future, we need new and innovative methods of construction in developing nations. Hydraform may have the answer.

All businesses, but mining operations in particular, are under pressure to contribute to building up the community around their operations.

For hundreds of years there has been little revolutionin the construction industry in terms of design and materials. As Professor Mitch Gohnert of the University of Witwatersrand (WITS) states, to change the way we build we need to consider both the design and materials. WITS masters student Vanja Bulovic took these words to heart and decided to do her thesis on sustainable low-cost housing with different materials and not necessarily using conventional designs. Since some 30% of the building cost in standard housesis spent on the roofing structure, which does not add toliving space, Bulovic theorised that it would be possibleto reduce the cost by also using roofing space for livingspace. This led her to designs featuring an invertedcatenary curve to produce a curved roof that holds itsown weight under perfect compression. In practice she was able to produce the design by using

Hydraform interlocking blocks. This resulted in still morecost savings through the shorter construction time and only needing mortar in 30% of the structure. The Hydraform splitter brick was then used to build the curved roof structure. The house Bulovic constructed at WITS has an area ofaround 75m2 almost double that offered by current low-cost housing. As it stands, and without factoring in labourand finishings, the dwelling cost just under US $10 000to construct. The dwelling is being tested for thermalefficiency and is expected to perform significantly betterthan conventional brick-and-mortar structures. Hydraforms hope is that, once fully tested, the WITSHydraform house can be replicated in any developingcountry. Further cost advantages could be gained byinvolving communities in the production of blocks andconstruction, thereby also creating jobs.

Tendele Coal Mining operates an anthracite mineabout 85km north-east of Richards Bay in KwaZulu-Natal, South Africa. Back in 2007 the company decided, without being coerced into doing so, to make a meaningful contribution to the lives of the Mpukunyoni people on whose land its Somkhele mine is located. The first step was to establish the MpukunyoniDevelopment Company in conjunction with the Mpukunyoni Mining Committee. The aim was to providepeople with jobs, skills and basic business acumen in the hope that those who are empowered this way will endeavour to help develop others in the community.

Then, in March 2011, an opportunity was identifiedto enable the community to create and develop a brickmaking operation to facilitate building in the community and surrounding area. A Hydraform M7MI blockmaking machine and a crusher were procured for the project, together with the requisite training for members of the community. Most importantly, the resulting project allows thecommunity to become an active participant in theproduction and building process. This fosters a sense ofawareness and pride as many largely unskilled men andwomen are empowered to earn an income and supporttheir families.

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Case Study: Venda Case Study: Angola

Building in aremote area

Rebuilding in aa fishing village

A constant challenge when it comes to assisting communities in Africa is remoteness some villages are simply a long way off the beaten track.

Lower costs than is possible with traditional building techniques have resulted in the Hydraform building system frequently being used for social housing projects.

A case in point is Gombani Village in Venda, situatedin the Limpopo Province of South Africa. Set in themountains close to the Zimbabwe border, the village isso remote that neighbouring villages are barely awareof its existence. Traditionally, houses in the community were madefrom mud but a decision was taken to use more modernmaterials to extend the life of buildings in what can onlybe classified as a harsh environment. The idea of usinga Hydraform blockmaking machine appealed because for

the most part the community would still be using its ownsoil to build its houses but the materials would have afar longer lifespan. Furthermore, limiting the materials needed to be acquired from outside was a sensible approach to take for a village as remote as Gombani. Another benefit of opting for the Hydraform Building System is that previously unskilled men and woman could be trained to make blocks and construct their own houses as well as other buildings required by the community.

A typical example of this sort of project began in theAngolan fishing village Equimina in 2012. The village was selected by the government of Benguela Province as a pilot programme to establish if it is possible to build low-cost housing on a small budget without compromising quality. The Equimina development consists of 66 units intended to replace the shacks that people of the area had occupied until then. Each home was built to a design template specifying three bedrooms, a bathroom, kitchen and living area over an area of 104m2.

The initial project time was specified as six months.However, alterations to the project plan along with thetime needed to recruit and train a local work forceextended this by around six weeks.At its productive peak, the site employed almost 100 people, 70% of whom were from the local community. The local government has declared itself satisfiedwith the result of the pilot programme and intends touse Hydraform technology for most of the 1 240 housesit needs to build in the province.

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Case Study: Cte dIvoire Case Study: Democratic Republic of Congo

Building a school

Tackling a housing crisis

Investing in the community that surrounds any significant business operation is nothing more than good sense.

As has happened elsewhere in Africa, the housing crisis in theDemocratic Republic of Congo has assumed epidemic proportions.

SOcit des Caoutchoucs de Grand-Brby (SOGB)is engaged in the production of rubber and palm oil inin the south-west region of Cte dIvoire. The operationis of a significant size, spread out over an area of34 712ha (16 840ha for rubber, 6 041ha for palm oil and11 830 ha for the factories and villages for workers). Since workers living in villages typically have children,SOGB decided that the right thing to do would be to builda new school in the area. After some investigation, arecommendation was made that the company considerpurchasing a Hydraform machine, thereby empoweringthe community to build its own school using the Hydraform Building System. A key benefit of the Hydraform E380 interlocking

blockmaking machine that the organisation purchased was that local people could save on the high cost of cement and use soil from the surrounding area to make the blocks with which to construct the school. The result is a stunning 12-classroom school for the local community. CVC also purchased a Hydraform tilemaking machine,meaning that all houses built could be roofed using locally created roof tiles. Furthermore, the thermal properties of the Hydraformsoil cement blocks keep the classrooms cool in summerand warm in winter, providing a comfortable learningenvironment for the pupils.

Hydraform is once again on the front line in the fight against poverty, hunger and joblessness through an association with the volunteer corps of the Confdration Syndicale du Congo (CVC), a trade union confederation, and the Congolese Control Office. The partnership acquired a plot of some 180ha in the Nsele municipality just outside Kinshasa, with the intention of building good-quality social housing to be purchased by residents. The initial project plan called for 1 500 homes of threebasic types: three, four or five rooms along with a numberof other buildings such as shops, schools and a hospital.

Construction would be facilitated by the CVC, subsidised by donor funding with a portion paid by subscribers (or home owners) through monthly deductions from their salaries. At the time of going to press, more than 100 houses had been completed and work was continuing at an increasing pace in what is being called the village of Benzale. Hydraform continues to be involved in a technical monitoring role so as to ensure overall project success.

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Case Study: Ghana-SADA

Resettling a community

Enabling community development

Opencast mining can be hazardous to people living in the vicinity and since the minerals cant be moved before extraction, the people must be resettled.

Hydraforms relationship with the Savannah Accelerated Development Authority began in early 2012 and sprang from the need for a sustainable housing solution.

This is exactly what happened in rural Ghana when theEndeavour Mining Company sought to extract the goldore located at Nzema. Given the geology of the region,the most efficient means of extraction was deemed to be open-cast mining, which would be hazardous to those living in the nearby Salman village. Negotiations for resettlement were integral to miningapproval and were conducted over a two-year period,beginning in 2008 and culminating in the signing of theResettlement Agreement in May 2010 and a subsequentMemorandum of Understanding in October 2010.These documents, in addition to the Resettlement Action

Plan, became the blueprint for the resettlement of the newSalman township, which involved resettling 2 200 peopleat a new 250-acre site a kilometre from the mine. Endeavour elected to use Hydraform brick technologybecause the building blocks are cooler and stronger thanmore commonly used cement blocks. In addition, as thepurchase price of the block-making equipment includestraining, locals were instructed in the process of brickmaking as well as in maintenance of the blockmakingequipment, thereby helping to create a sustainable localindustry. Naturally, the equipment was donated to thecommunity after the construction project was completed.

The Savannah Accelerated Development Authority(SADA) is an independent agency for coordinating acomprehensive development agenda for the northernsavannah ecological zone in Ghana. SADAs main objective is to promote sustainable development whileremaining cognisant of environmental impact whendelivering solutions to improve the livelihood of thecommunities in Ghanas northern regions. As with many under-developed regions of the world,equipment quality was critical both in terms of robustness in tough terrain and in terms of the quality of material output. Another key factor for SADA is cost-effectiveness: it needed to deliver quality structures that could be put up as economically and quickly as possible. SADA procured 50 Hydraform M7MI machines and after

the machines arrived in Ghana, Hydraform personneltravelled there to conduct the training programme inDecember 2013. This included a two-and-a-half monthintensive training programme covering everything fromsoil selection to production and construction. The practical training element saw six classrooms, the principals office, a staff room, a store room and bathroom facilities built in only two months. All the trained engineers and technicians have nowreturned to their districts for the roll-out of the remainderof the programme: replicating what they have learned forthe construction of houses, clinics, classrooms and otherstructures in their communities. They will also train theyouth in their districts to assist in skills development andthe rebuilding of their communities.

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Commercial housing markets

A beehive of activity

A local construction company is taking full advantage of the highly cost-effective Hydraform Building System to build commercial housing projects in Nairobi.

Primarily for reasons of sustainability, the Hydraform Building System has proven very popular with NGOs all over the world.

Kenya has a housing crisis: Only 35 000 new unitsare developed each year against an estimated demandof 150 000 units. One of the key factors impedingadequate, affordable and decent housing is the costof building materials.To address this problem, Surelink International Limited

embraced the Hydraform Building System and has a numberof spectacular successes to reference. Perhaps the mostnotable of these is the three-storey Valley Apartments inNakuru. Others currently in the pipeline include a numberof upmarket housing developments.

One such organisation is the Malawi-based Krizevac,which has been active in the country for a decade or more and focuses on empowering poor and underdeveloped communities to lift themselves out of the mire. A key programme supported by the NGO is the Beehive Centre for Social Enterprise in the Chilomoni region of Blantyre, Malawi. Unlike many other NGOs Krizevac listens, and whenthe community made it abundantly clear that it wantedopportunity rather than money, the NGO responded byprocuring two Hydraform M7MI interlocking blockmakingmachines. Once the community had been adequatelytrained in the correct use of the equipment, it set about

making blocks and building.As a result, the township has been transformed with theconstruction of an IT centre, schools, a childrens centre,admin centre, refectory as well as staff and volunteershousing. The two Hydraform blockmaking machines arestill in situ and operating as a stand-alone enterprise,tendering for work across the region.At the same time, a number of other enterprises have been created, including computer and plant rental operations. The Beehive Centre is also equipped to act as a hub of support so that entrepreneurs in Malawi can start new businesses.

Case Study: Kenya Case Study: Malawi

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Helping to build a country

Rebuilding the church

After decades of civil war, Africas newest country needs a lot of helpto get into a position where its people can realise their potential.

Operation Nehemiah Missions is one of many religious organisationshelping the South Sudanese people to rise and rebuild their country.

One organisation that is doing its bit to empower the people of newly independent South Sudan is Cal Bombay Ministries. As long ago as 2004, the NGO conceived and began to build a new farming concept, the primary goal of which was to help formerly subsistence farmers move up the value chain. However, to accomplish this huge task the ministryneeded to bring experts in from its home base in Canadaand these experts needed fixed-abode accommodation

if they were to stay for any useful length of time.Since building materials are extremely scarce in SouthSudan and must be imported from Uganda at hugelyinflated prices, the NGO turned to Hydraform. By importinga blockmaking machine the ministry was able to uselocal sand, soil and water to build buildings. The result isa complex that continues to expand as new needs areidentified.

What makes Operation Nehemiah different, however, is that it was started in 1993 by a South Sudanese refugee living and working in the USA, William Levi. Established with the purpose of championing the cause of the suffering [Christian] church in South Sudan, it would only be a matter of time before Levi returned to the land of his birth. His self-declared goal is to rebuild the family, thechurch, the community and sustainability in the Republic of South Sudan. To that end, Levi and Operation Nehemiah sourced the funding to acquire a Hydraform

blockmaking machine in order to develop skills among hispeople, provide employment and build the infrastructurenecessary to support community life in Africas newestcountry. A post on the organisations website indicates that theHydraform machine arrived at the mission compound inBorongole in the Eastern Equatoria State in December2013. The training of 29 men was subsequently conducted and construction has now begun in the compound.

Case Study: South Sudan Case Study: South Sudan

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One for the children

Delivering green housing

One of the more tragic consequences of the AIDS pandemic is the huge increase in the number of street children in cities all over Africa.

National Housing Corporation (NHC) Tanzania is responsible for affordable quality housing delivery in that country.

The biggest problem for countries facing this challenge is just what to do with these street kids as existing facilities simply cant cope with the tremendous numbers. Fortunately for the children, willing donors have stepped up to the plate and are funding the construction of new complexes to take up some of the slack. Leading the charge is the Malaika Kids Network, thefirst childrens village which was built in Tanzania usingthe Hydraform Building System under the supervision ofarchitect Kees Dwarhuis. Designed to accommodate 320

children, the Malaika Childrens Village is intended to offer the children as normal a life as possible within a unique living concept based on family houses. The cluster homes and school were all constructedfrom soil cement blocks made by a Hydraform interlocking blockmaking machine using soil in the area.The childrens village hopes to help the children growinto young independent adults with a future to lookforward to.

As part of NHCs efforts to fulfil its mandate, it awarded local Hydraform partner Newton Trust the Kibada project in Dar es Salaam. As a result, some 180 houses have been built using Hydraform technology at a reported cost savings of 30% on what would have been the price had conventional brick and mortar systems been used. The Kibada project is also the first green housingproject undertaken in Tanzania. Using the Hydraformsystem, soil from the local area was used to manufactureblocks on site. Blocks are cured in the sun rather thanbeing baked resulting in significant energy savings in their manufacture and producing blocks at the building site virtually eliminates transport costs (and the

associated fuel emissions) from the equation.NHC has also used special airflow systems in the houses to improve cooling, thereby minimising the energy required for cooling by the inhabitants. Other benefits include lower construction costs, higher strengths, faster construction and the creation of employment around the various sites. Subsequently, NHC has procured 15 of its own Hydraform blockmaking machines, each of which can produce 2 000 bricks per day, translating to enough blocks to build a single 85m2 house every week. The machines have been deployed at 10 ongoing affordable housing projects.

Case Study: Tanzania Case Study: Tanzania

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Recovery from the ravages of warWhen the guns went silent in 2006 the Ugandan government found itself with yet another challenge, this time returning and resettling the internally displaced people to their original homes.

For many of the affected people, this would mean returning to their homes after a 20-year absence. However, during the decades-long conflict, all forms of infrastructure to support human habitation had been destroyed and the environment had been greatlydegraded. Government soon realised that this task could not behandled without assistance and created a framework tobring together different stakeholders in order to find a way forward. The post-conflict plan was dubbed the Peace, Recovery and Development Plan (PRDP) and was

created to support the following key areas: strengthening the state rebuilding and empowering communities revitalising the economy peace-building and reconciliation.The plan also included elimination of terrorist threatto stability, building of security and access roads, water, revival and re-enhancement of education, emergency relief, health and immunisation, farming for food security and income generation as well as the re-education and orientation of the minds and hearts

of the population towards peace and development ratherthan war.As a part of this strategy, Hydraform offered aninnovative opportunity to address many of the points in the presidents plan. Machines could be brought in to develop much needed infrastructure in the way of: Houses that were secure and solid. Hydraform blockshave been ballistic tested and can withstand bulletshots, thereby improving security concerns. Schools could be built for education. Clinics and hospitals could be built for addressing the

HIV/Aids concerns in the region and introducinghealth and immunisation facilities. Training centres for the development of skills andtraining.The Hydraform machines would also create the opportunity to empower the people of the region. Localcommunity members were trained to use the machines,produce blocks and build. The community acquired theskills required which led to employment opportunities andthe development of much-needed skills. There was noneed for arms, but there was a need for building.

Case Study: Uganda PROP Case Study: Uganda PROP

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Educating Africa

Educating Africaeducation

All countries venerate schools but few of them have enough educational institutions for their people something particularly true of Africa.

Meanwhile, a little way down the road, the Society of Jesus has extended education opportunities in northern Uganda.

Restore International believes the children of Uganda are the future of the country and change lies in their hands. This was the motivation then thatprompted the NGO to do what it could to redressthis balance by working with the local community inLwalakwar Village in the Amuru District of northernUganda, not too far from the city of Gulu.The net result of that collaboration is a school that canaccommodate up to 250 children and as many as 30teachers and is constructed almost entirely of Hydraforminterlocking blocks. To facilitate the project, the NGO

purchased a Hydraform interlocking blockmaking machine.Restore International then worked with members of thecommunity, availing them of training and guidance in thecorrect use of the machine and helping them to build theschool as far as is possible, from the natural resourceson site. As a postscript to constructing the school, thecommunity of Lwalakwar now has the skills, along withcontinued access to the machinery, to embark on otherbuilding projects in the region.

The Ugandan chapter of the Society of Jesus hasbecome involved in developing and constructing amodern secondary school located near the city ofGulu, some 355km north of the countrys capital,Kampala. The school will be built using the HydraformBuilding System and is planned to be developed inphases so as to lower the financial burden.The project was incepted after a local family in Guludonated 98.5 acres of land to fulfil its long-held dream.The school is intended to house boarders and to drawstudents from the entire region. It has been designed to

accommodate 1 200 boys and girls. Also included in theplans are faculty housing, a Jesuit residence and twoconvents for sisters.An important factor that influenced the choice ofconstruction methodology was the need for the school tobe environmentally and culturally sensitive. Hydraform soilcement blocks fit that profile because there is no need tocut down trees for burning in the curing process that isaccomplished with a combination of water and sunlight.

Case Study: Uganda Case Study: Uganda

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The India adventureHydraform began its expansion into Asian markets through the establishment of Hydraform India Pvt Ltd in 1995.

Oriental Odyssey Oriental Odyssey

The eventual goal of the new company was to expandthe reach of the companys products and services tocover the entire sub-continent. As with anything new,it was tough going at first but gradually Hydraformsinterlocking technology started gaining acceptanceand today the company has a wide presence in theregion.Naturally customisation to better suit local conditionsis an important part of any expansion programme.Accordingly, Hydraform India needed to customise theproduct and application thereof to meet the requirementsof the local building industry.The initial focus of the Indian operation was to providethe countrys government with a robust, reliable andcost-effective social housing solution that could bedeployed quickly and effectively wherever needed. Assuch, Hydraform technology quickly became the preferredsolution for social sector initiatives such as post-disasterrehabilitation and shelter programmes, mass housingprojects and employment generation, as well as in socialor economic empowerment programmes instituted by aidagencies and government.Among the many rehabilitation projects that havesuccessfully used Hydraform machines, technology andtraining are: the earthquake rehabilitation project in Gujarat the cyclone rehabilitation project in Orissa tsunami rehabilitation projects in South India and Sri Lanka shelter programmes in Sri Lanka flood rehabilitation and shelter programmes in Barmer the flash flood rehabilitation project in Leh a host of other initiatives focused on employment,skills development or resettlement.In the course of all of this humanitarian activity,Hydraform building technology and machines have beenchosen by prestigious multinational institutions such

as UNDP, Action Aid, Tata Relief, CARE, HUDCO andBMTPC. Similarly, many large local corporates haveselected the machines for use in their own corporatesocial responsibility initiatives.

Collaboration and growthOf course, this hasnt occurred in a vacuum. As is thecase all over the world, the company always worksclosely with communities, housing technology institutions, building materials technology councils, architects, engineers, professionals and artisans to ensure that building materials produced by Hydraform machines are of the highest quality and meet the most stringent quality standards. The nett result of these efforts in India saw something that began life primarily as a social housing solutiondevelop into a widely accepted and viable alternativenow extensively used in the mainstream constructionsector. Hydraform technology has been used in practicallyall types of construction projects: from cluster-housingto multi-storey housing developments, from industrialfacilities to schools and colleges, from offices andwarehouses to boundary walls around business parks orresidential developments. One of the most compelling factors certainly where theinternational aid agencies are concerned is Hydraformscapacity to meet green building standards. Although theexisting soil-cement blocks are among the most carbonneutral building materials available today, the company has gone the extra mile by developing solutions involving the use of post-industrial and -agricultural waste as well as fly-ash in the construction of its blocks.At the time of its 25th anniversary, there were well over400 Hydraform machines working in the sub-continentand across southern Asia. More up-to-date information isavailable on www.hydraformasia.com

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The Hydraform Team

Foundation of an industry

Hydraform was established in 1988 with the goal of providing the developing world with a high-quality and cost-effective building solution.

The fundamental building blocks of Hydraforms building systemare the machines that produce the soil-cement blocks and tiles.

People Power Building Machines

Today, 25 years later, the group sells an extensiverange of high-quality, robust block-, brick- andtile-making machines in over 50 countries and some of the most remote and difficult regions ofthe world. In that time the team has grown from one person with an idea Jochen Kofahl to a globally recognised company employing 50 people at its head office in Johannesburg. Managing the complexities of logistics,

research and development, sales, technical, marketing, accounting and administration occupies 56 of those people (above) while another 34 are employed on the assembly line at the Hydraform factory in Durban. Together this team embraces the company visionof being customer-orientated leaders in soil-cementtechnology, distributing and supporting Hydraformmachines and complementary products in key marketsacross the developing world.

Over the past quarter-century, the reliability androbust construction of the various models of Hydraform blockmaking equipment has become legendary to the extent that numerous anecdotal stories have grown around this over the years. Perhaps the most representative tale is the oneinvolving a Hydraform blockmaking machine originallysold in 1992 and discovered rusting on a farm in Zambia;after Hydraform staff flew in to service it and providetraining, it was back in action producing soil-cementblocks in a matter of weeks. Hydraform is well awarethat, in the field, its machines can often be subjected tothe harshest of climatic conditions imaginable. Themachines it builds and sends into the wide blue yondermust be capable of withstanding tough conditions andoperating with only basic servicing for long periodsof time.

A matter of pride

Such reliability doesnt happen by accident. It begins witha robust and forgiving design and ends with the choice ofsolid materials with which to manufacture the machines.Effective and efficient manufacturing processes must alsobe followed to continue to produce the machines that are

now found in over 50 countries around the world.And apart from the renowned blockmaking machines,the Hydraform factory manufactures a range ofconventional construction machinery, including pan mixers and conventional egg-layer and static block, brick and paving machines. In all cases, the same design principles coupled with the highest-quality materials and top-quality workmanship are standard. Precision engineering ensures each machine is made tolast and all the individual parts are given a dual-coat sprayfinish before assembly. Quality management ensuresevery machine is checked during actual block production,thoroughly tested and finally given the green light beforedispatch. Furthermore, the factory itself has specifically beendesigned to be flexible enough to scale production up ordown at a moments notice. But perhaps most importantof all is the immense pride that Hydraforms manufacturing staff take in their work. They revel in the rapidly growing body of anecdotal tales of Hydraform machines still operating after 20 or 25 years, or being brought back into full production in a matter of weeks after being neglected for years or even decades.

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Members of the BoardDirectors Directors

John Carter Chairman

Zambian born and schooled in Zimbabwe, John has degrees inagronomy (Natal) and in business (UCT), and then qualified as a stockbroker on the JSE. Over the years he has worked in a wide range of agricultural, commercial and financial organisations in many roles up to MD and chairman across Southern and East Africa. His first contact with Hydraform was in 1992 and is related in more detail on page 39. By 1996 he had agreed to join the board of directors. As such, his influence over the years has contributed significantly to the integrity, value and importance of Hydraform and its low environmental impact building process with high value and aesthetically pleasing finishes, designed especially for the developing world. He is justifiably proud of his contribution to building the company and is highly optimistic on future prospects for the company both in terms of further expansion and gaining access to new earning streams to enhance Hydraforms growth and success.

Elmarie Kofahl Non-executive Director

Beginning her career in the banking industry, Elmarie has held avariety of senior positions at Barclays, FNB, United Building Society,Amalgamated Banks of SA (Volkskas, Trust Bank, Allied BuildingSociety and United Building Society which later became Absa).Portfolios that fell under her purview included forex, exchange control, mortgage loans, commercial finance, credit granting, risk management, policies and procedures and training. With a BCom (Natal), a CAIB (Institute of Bankers), a PMD (GIBS)and as wife of the founder, Elmarie has been involved with thecompany in a variety of ways from its very inception. She was asked to put her financial and risk management expertise at the disposal of Hydraform and shortly thereafter joined the board of directors.

Jochen Kofahl Non-executive Director

As told on page 4, Hydraform would not exist if not for Jochen, who founded the company in 1988 on a whim and to fulfil a dream. The principles of Jochens original design remain in place today: a range of blockmaking machines that can produce a quality soil-cement interlocking block ideally suited to the dry-stacking method of construction. Crucially, the machine had to be so simple to operate that it could relatively easily be used by unskilled labour. Although Jochen has retired from an active role in the company, he remains involved at board level and is secure in the knowledge that he has created something so worthwhile that some of his children want to continue fulfilling his legacy. His dream is for the company to continue expanding and improving its product range while introducing morecomplementary products, thereby becoming a one-stop shop for an affordable, environmentally friendly building system that creates jobs as a valuable by-product.

Robert Plattner MD

Born in Salzburg, Austria, and educated at its technical college, Robert also completed his compulsory military training there before deciding it was time to explore and travel. He arrived in South Africa in 1982 for a holiday and decided to stay. His first business in his new country was a car workshop with a petrol station, which he opened in 1984. Three years later he met Jochen Kofahl and a mere 12 months later joined him to sell and market the machines that Jochen and Hydraform built. That role took Robert to many countries in Africa for the purpose of introducing the Hydraform building technology. That his efforts and those of his successor in sales and marketing have been successful is well illustrated by the numerous, but far from comprehensive, list of case studies gracing this magazine. Over the years he has furthered his business education, and in 2012 Robert took on the role of group managing director. More detail about his plans and growth strategies can be found on page 10.

Christopher Alabi Non-executive Director

A renowned entrepreneur with more than 50 years businessexperience, Chris is co-founder and one of the promoters of CAKASANigeria Company Limited, the foremost provider of engineering,procurement, and construction services to the oil & gas sector in thatWest African country. Chris was the initial MD of the firm and hasalso fulfilled the role of vice-chairman. He is a co-founder and directorof Intercontinental Bank PLC and has engaged in numerous otherbusiness activities across the banking, maritime, agricultureand education sectors, among others. Chris has been a member of the Hydraform board since 2008and together with his business experience brings further insight todiscussions by virtue of his degree in Sociology (Ibadan). He is analumni of the Lagos Business School and has completed executivemanagement courses at the Irish Institute of Management, HarvardBusiness School and INSEAD.

Engineered to createChange Simplicity Possibilities Growth

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Linda Kempster Executive Director

Joining Hydraform in 1995 and tasked with setting up and implementing administration, finance and HR processes, Linda was promoted to financial director in 2001 and to group operations and finance director in 2012. Linda holds a CIS qualification and is an associate member of the internationally recognised Chartered Institute of Secretaries. Over the years she has been instrumental in establishing a solid corporate governance framework for Hydraform and has overseen, monitored and ensured compliance at every step along the way. Linda has a passion for the principle of continuous improvement and is clear in her objective to establish quality, safety and financial operational standards to produce a positive impact on the overall performance of the organisation. She is responsible for improving Hydraforms performance by enhancing business operation systems, organisational procedures, flow of information inside and outside the company, management strategy/planning and business processes. She manages and oversees daily operations in finance and HR, ensuring streamlined operations, reduced operating costs and improved profitability.

Bronwen de Fin Non-executive Director

A practising attorney, notary and managing director of her ownpractice, Bronwen brings more than a decade of post-admissionexperience to the board and her speciality of Commercial Law andCivil Litigation has proven extremely valuable on occasion. Importantly,she also has a strong grasp of business by virtue of her BB (Rhodes)and MBL (Unisa) degrees, which complement her LLB (Rhodes) andresults in pragmatic and holistic legal advice.Bronwen has served as a non-executive director on the boardof Hydraform since 2011. Her association with this internationalorganisation and its transcontinental dynamics is one that generatesimmense pride and a sense of shared accomplishment. This isparticularly true of the unique manner in which the company deliverson its objective to be a force in building the African continent whilesimultaneously empowering its people.

Directors

Nazlie Dickson Executive Director

With nearly a decade and a half of service, Nazlie is a relative latecomer to Hydraform who brought a much-needed marketing viewpoint to what can sometimes be the rather staid business of engineering and construction. Holding a BA degree in communication and diplomas in management, international trade and exports, her value was appreciated and she was appointed director of the main trading company, Hydraform International, in 2009 and subsequently became a director of the holding company in 2011, taking on the Sales and Marketing portfolio. Nazlie has worked with clients from all over Africa, extending fromSudan to Zimbabwe, in the process learning that no two clients have the same set of problems or needs. The experience has also underscored the company belief that future success is contingent upon listening to the needs of customers because that leads to development of products customers actually want. Another part of the philosophy espoused by Hydraforms marketing team relates to the importance of always remaining available to support customers, wherever they may be on the continent or planet.

A moment magicI first met Robert Plattner near Boksburg in November 1992 for a demonstration of a new building system that he and his partner, Jochen Kofahl, were promoting

Chairmans Communiqu

Robert fired up the motor on the M2, poured some sieved soil into the top chamber and after a little legerdemain produced a building block made entirely of soil. So on the side of the road near the East Rand Mall, Robert produced a building block and I became one of many over the past several decades who have been instantly converted by thesight of a Hydraform block rising, as if by magic, from the forming chamber after a few simple moves. Robert explained that the real article needed a cementcomponent and how the blocks fitted together in the newHydraform Building System but he needed to say littlemore as I was sold on the product and system.After some haggling, I agreed to take the agency forthe Press Group in Malawi and an excellent decision itturned out to be.

Further meetings explained that the idea had been bornafter Jochen had seen a massive adobe brick machinepromoted from the Americas. He believed he could producea better machine and block and in 1988 took the plungeto invent it. While Elmarie Kofahl concentrated on her jobat the bank, Jochen started operations in their Boksburggarage. He soon cajoled Robert into giving up his joband together they worked on the dream, operating on theslimmest of funds.While Robert concentrated on selling, Jochendemonstrated a flair for developing and inventingwhile involving knowledgeable academics, professionalsand businessmen to help with technical, legal and attitudinalroadblocks and to increase acceptability of Hydraformssoil-cement block concept in South Africa and beyond.Their efforts took them through the various South Africaninstitutes with extensive testing and work at the Council for Scientific and Industrial research (CSIR), the South African Bureau of Standards (SABS), and the University of the Witwatersrand (Wits) where eventually Hydraform became part of three faculties syllabi and from where a number of Hydraform executives have been sourced. This led to Hydraforms Agrment Certificate an essential for building approval in South Africa and across Africa. By the early 1990s steps were being made to otherAfrican countries besides Malawi with marketing andtechnical exercises carried out across Africa, in India andin South America. All this was done by a tiny team on thesmallest of budgets.Major advantages were recognised in the mobility ofHydraform machines to the most remote of sites, thereduced use and cost of cement, reduced cost of transport, the ease of operation with previously unskilled labour, the high-quality standard block shape and face-brick potential, the elimination of tree-felling for clay-brick burning, the use of non-specialist sub-soils, and the host of other advantages in this eco-friendly and economical process, now almost taken for granted. Now Hydraform is both a household name and a genericfor soil-cement blocks and systems. After all the yearsof hard work and innovation we are firming our grip onprocesses and training to move up a gear into the growing soil-cement market. So after nearly three decades we are the target and notthe newcomer, but this does not faze us rather it pushesus to keep ahead of the copycats with continued innovation, quality and training support.The past has been full of challenges overcome and thefuture is an opportunity to embrace.

JHM CarterChairman

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Bigger and betterAs the business grew, so did the needfor bigger premises, which presented anideal opportunity for Hydraform to make

Hydraformsnewly renovatedhead office wascompleted in 2010.

Beginningin Jochensgarage,Hydraformmoved to newpremises in1995.

Business continued at Hydraform while renovations were ongoing.

From humble beginnings in a corner of Jochen Kofahls garage, Hydraform grew to a point that new premises were needed and a house was purchased for occupation in 1995. Then even that wasnt enough and the property had to be completely redeveloped to better serve the needs of the burgeoning business. Enter renowned architect

Peter Rich, who was brought on board specifically to head up the renovation. His design instructions called upon him to incorporate Hydraforms interlocking soil cement blocks into the existing structure. The final result was an aesthetically pleasing modern building with great thermal properties.

Head Office Renovation

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