report on sacpcmp 6th project and...

Report on

SACPCMP 6th Project and Construction Management Professions Conference

30-31 October 2018

Gallagher Convention Centre

Table of Contents 1. EXECUTIVE SUMMARY 6

1.1 MINISTERIAL ADDRESS 6 1.2 PANEL - COORDINATED INFRASTRUCTURE DEVELOPMENT AND DELIVERY 6 1.3 CONVERSATION DIALOGUE: PROPELLING PROFESSION TO GREAT HEIGHTS 7 1.4 THE PROJECT MANAGER’S ROLE TO AVOID DISPUTES USING STANDARD FORM CONTRACTS 7 1.5 ACTIVATING YOUTH: CREATIVE ENTICEMENT OF YOUTH TO THE PROFESSION 8 1.6 SKILLS DEVELOPMENT AND TRANSFORMATION: CHANGING THE FACE OF THE CONSTRUCTION INDUSTRY 8 1.7 PROJECT SUCCESS –ATTAINABLE OR A PIPE DREAM? 9 1.8 ARCHITECT + PROJECT MANAGER SYMBIOSIS = SYMPHONIC ARCHITECTURE 10 1.9 NEW HORIZONS – SACPCMP PRESIDENTIAL FORUM – STREAMLINING DEVELOPMENT, GROWTH AND

TRANSFORMATION IN THE BUILT ENVIRONMENT 10 1.10 CORPORATE VOLUNTEERING AS A MEANS TO ASSIST IN TRANSFORMING THE CM PROFESSION 10 1.11 BREAKAWAY SESSION 1: BASELINE RISK MANAGEMENT 11 1.12 BREAKAWAY SESSION 2: CONSTRUCTION SECTOR CHARTER CODES: ITS IMPACT ON POLICY AND

TRANSFORMATION 12 1.13 DAY TWO – WELCOME BACK FOLLOWED BY A REVIEW OF BREAKAWAY PANEL DISCUSSIONS 13 1.14 COACHING FOR PERSONAL DEVELOPMENT 14 1.15 HEALTH, SAFETY AND WELLBEING (HSW) IN CONSTRUCTION 15 1.16 PANEL – STUDENT EDUCATIONAL PERSPECTIVES- ARE WE BEING TRAINED FOR THE FUTURE? 15 1.17 CHALLENGES OF THE 4TH INDUSTRIAL REVOLUTION FOR SKILLS PLANNING 16 1.18 TRENDS THAT WILL SHAPE YOUR ORGANISATION 17 1.19 PANEL – GENDER PERSPECTIVES: WOMEN IN CONSTRUCTION 18 1.20 MY SACPCMP JOURNEY: OUTGOING REGISTRAR 18 1.21 SUMMARY OF PROCEEDINGS 18 1.22 VOTE OF THANKS 19

2. DAY 1 – OPENING & WELCOME 19

3. MINISTER NXESI’S SPEECH 20

4. PANEL - COORDINATED INFRASTRUCTURE DEVELOPMENT AND DELIVERY 26

Q & A SESSION 28 ISSUES 29 ACTIONS 29

5. CONVERSATION DIALOGUE: PROPELLING PROFESSION TO GREAT HEIGHTS 30

Q & A SESSION 32

ISSUES 32 ACTIONS 32

6. THE PROJECT MANAGER’S ROLE TO AVOID DISPUTES USING STANDARD FORM CONTRACTS 33

7. ACTIVATING YOUTH: CREATIVE ENTICEMENT OF YOUTH TO THE PROFESSION 38

8. SKILLS DEVELOPMENT AND TRANSFORMATION: CHANGING THE FACE OF THE CONSTRUCTION INDUSTRY 40

Q&A SESSION 42 ISSUES 43 ACTIONS 43

9. PROJECT SUCCESS – ATTAINABLE OR A PIPE DREAM? 44

10. NEW HORIZONS – SACPCMP PRESIDENTIAL FORUM – STREAMLINING DEVELOPMENT, GROWTH AND TRANSFORMATION IN THE BUILT ENVIRONMENT 46


11. ARCHITECT + PROJECT MANAGER SYMBIOSIS = SYMPHONIC ARCHITECTURE 49

12. CORPORATE VOLUNTEERING AS A MEANS TO ASSIST IN TRANSFORMING THE CM PROFESSION 51

KEY TAKEAWAYS 53

13. BREAKAWAY SESSION 1: BASELINE RISK MANAGEMENT 54


14. BREAKAWAY SESSION 2: CONSTRUCTION SECTOR CHARTER CODES: ITS IMPACT ON POLICY AND TRANSFORMATION 58

Q&A SESSION 63 Q & A SESSIONS 64 PANEL RESOLUTIONS 65

15. GALA DINNER 67

GALA DINNER KEYNOTE ADDRESS 67 FAREWELL TO SACPCMP REGISTRAR 69

16. DAY 2 – WELCOME AND PANEL RECAP 70

17. COACHING FOR PERSONAL DEVELOPMENT 73

18. HEALTH, SAFETY AND WELLBEING (HSW) IN CONSTRUCTION 77

DEFINING HEALTH AND WELLBEING 78 EQ & STRESS 78 OLYMPIC EXAMPLE 79 CORE VALUES THAT SUPPORT HSW AT WORK 80 KEY POINTS 81

19. PANEL – STUDENT EDUCATIONAL PERSPECTIVES: ARE WE BEING TRAINED FOR THE FUTURE? 82


20. CHALLENGES OF THE 4TH INDUSTRIAL REVOLUTION (4IR) FOR SKILLS PLANNING 85

PREDICTIONS ABOUT THE 2030 WORKPLACE 87 KEY CHALLENGES FOR SKILLS DEVELOPMENT 88 STRATEGIES TO PREPARE THE WORKFORCE FOR INDUSTRY 4.0 89

21. TRENDS THAT WILL SHAPE YOUR ORGANISATION 90

TRENDS IN CONSTRUCTION 91 WAY FORWARD 92

22. PANEL – GENDER PERSPECTIVES: WOMEN IN CONSTRUCTION 93

STATISTICS OF WOMEN IN INDUSTRY 94 WHAT ABOUT THE GLASS CEILING? 97 Q & A SESSION 97 ISSUES 99 ACTIONS 99

23. MY SACPCMP JOURNEY: OUTGOING REGISTRAR 99

24. SUMMARY OF PROCEEDINGS 101

25. VOTE OF THANKS 102

26. GLOSSARY OF TERMS 103

1. Executive Summary

1.1 Ministerial address Mr Isaac Nkosi, President of SACPCMP gave delegates a warm welcome. Butcher Matutle of the Department of Public Works introduced the Minister of Public Works, Mr Thulas Nxesi. The Minister touched on the following critical points in his address: • the impact of the 4th Industrial Revolution • the work being done to attract young professionals into the industry and the

need to promote mentorship The grant funding by the Services Sector Education and Training Authority for 100 learners for a period of one year, the Construction Sector Education and Training Authority (CETA) grant funding to support 250 learners for a period of one year and across three programmes, are successful gains for SACPCMP. SACPCMP has also showcased the first successful beneficiary of the joint venture between the LGSETA and the SACPCMP. The SACPCMP is already working with the newly established Professional Services Branch at the Department of Public Works on a Structured Candidacy Programme for young professionals, an initiative that will contribute towards the ongoing Departmental effort to build technical capacity. The Minister urged industry to support the use of Professional Construction Mentors and Construction Mentors to mentor emerging CIDB registered contractors so that they are capacitated to safely deliver world-class infrastructure on time, within budget and to agreed quality standards, even during their development phases. He mentioned that, from the side of Public Works, the Department is establishing a High Performance Centre – drawn from experienced professionals – exactly to oversee its projects and other areas of risk – which goes live in November. The Department is aware of the value of professionals – and that any attempt to run construction and property development without them is a false economy. The Minister concluded by commending the role performed by the outgoing SACPCMP CEO, Ms Nomvula Rakolote in her service to the built environment

1.2 Panel - Coordinated infrastructure development and delivery Panellists – Mr Mokgema Mongane, Council for the Built Environment; Mr Mbasa Tshombe, Gauteng Department of Infrastructure Development; Mr Ntando

Skosana, CIDB; Mr Theo van den Berg, Department of Public Works; Mr Thuthuka Mbelele, Department of Public Works. Moderator – Butcher Matutle, Department of Public Works The panel created considerable discussion and debate over the point that the IDMS was created to assist government to deliver on infrastructure and its key principles. Too many projects run indefinitely with escalating costs. There are failures at implementation stage but this can be addressed by having all involved – control cost and onsite issues. Efforts need to be co-ordinated by using technology and there is a need for skills development and training. Infrastructure is in itself an enabler to facilitate social and non-social skills and to drive economic growth. Different government departments work in silos and delays are caused by bureaucratic red tape. Delivery will never catch up to demand, so there is much work to be done

1.3 Conversation dialogue: Propelling profession to great heights Panellists - Mr Jeff Pipe, Managing Director, Archway Projects (PrCPM) and Canon Noyana (PrCM) We cannot compare a level 8 CIDB with a SMME and we cannot carry on as we have for the past 22 years. We do not want culture of SMMEs looking for handouts; they must understand there is real work to be done and that contractors are business people. Handholding and skills transfer is imperative but there is no quick fix.

1.4 The project manager’s role to avoid disputes using standard form contracts Speaker – Mr Uwe Putlitz, CEO JBCC (PrCPM) Disputes are mostly late because of partial or non-payment; or because of partial or incorrect information; and poor definition of expected quality /poor workmanship. Generally, there are few new ‘original’ disputes! Project managers need to be aware of common (recurring) problems and include these in the project risk analysis process. Disputes take time to resolve, while the execution of a contract proceeds and is stressful to all concerned. It can also be very expensive if legal professionals are involved! Take guidance from the Department of Justice to use the dispute resolution provisions in standard form contracts before considering litigation. There are six stages in which disputes can arise and these were covered in detail.

• Initiation and briefing • Concept and feasibility • Design development • Procurement • Construction • Close-out In conclusion, all standard form contracts provide a framework to identify, resolve and adjudicate potential disputes. Most disputes can be dealt with quickly and often without cost, provided all participants act in a spirit of cooperation.

1.5 Activating youth: creative enticement of youth to the profession Speaker - Mr Bruce Smith, Executive: Customer Relationships, HDI Youth Marketeers As youth marketers, HDI recommended targeting youth at tertiary institutions through emailers and Adverts on campus radios, lecture takeovers and micro sites for registrations. The speaker provided statistics for the various campuses and indicated how the interventions use themes that appeal to the youth (eg Game of Thrones). Client branding backs this up. The company performed an exercise for SACPCMP of six lecture takeovers across five provinces, which resulted in 300% increase in registrations. An overview of what drives youth and what they perceive to be the ‘coolest’ jobs shows that engineers are only at 8%!

1.6 Skills development and transformation: Changing the face of the construction industry Panellists - Mr Mokgema Mongane, COO CBE, Mr Pumelele Qongqo, Project Manager Construction Industry Performance CIDB, Mr Innocent Ngenzi, Senior Manager Projects CETA, Mr Sthembiso Cele, Senior Manager – Technical Compliance and Monitoring: CSCC Moderator – Dr Thabo Mashongoane, National Skills Authority Branch of DHET The industry is seeking SMME access to multinationals for experience and more opportunities for youth. Artisan programmes have high dropout rates, due to lack of workplace placement and stipend survival – a 3-year candidacy programme is ideal. There needs to be more support required for maths and science – historically not valued for black learners. The Built environment is viewed as 3Ds – demanding, dangerous, dirty, so how can we make the sector ‘cool’ to appeal to youth?

1.7 Project success –Attainable or a pipe dream? Speaker - Mr Jeff Pipe, Managing Director, Archway Projects (PrCPM) He reviewed the flaws commonly found in project managers, contractor, sub-contractors and SMMEs Project managers • No history/ memory • Inexperienced • Overcommitted • Unreliable professional team • Overwhelmed • Poorly supported • Under resourced • Weak employers’ contract • Consortium/JV Contractors • Under resourced • Cash flow • Inexperienced • No systems • Poor management • Bad luck/ force majeure • Unfair contract • Consortium/JV Subcontractors & SMMEs • Too many SMMEs • SMMEs with own agenda • Employers’ empty promises • Poor SMME development & support • Extended community influences • Inexperienced • Cash flow • Under resourced He then unpacked the quality, programme, budget triangle and suggested improvements.

1.8 Architect + Project Manager Symbiosis = Symphonic Architecture Speaker – Ms Letsabisa Shongwe, President South African Council for the Architectural Profession (SACAP) Ms Shongwe described the Architect as the Master Builder but pointed out that the rise of complex building projects and shorter construction time space had given rise to the Project Manager in construction. This allows the Architect to do what she does best -conceive built solutions that will inspire us, contain us, enthuse us, heal us, add to our revenue and associate us. Visionaries shape our cities; therefore, architects exist better with project managers from the built environment. This includes the quantity surveyor, the structural engineer and the architect professional, who are all deeply conversant with the built environment. There is a need to define ‘grey areas’ such as principal agency role and coordination. When a fragment of an idea comes, call the architect, we can conceive the vision together! Use prescribed building contracts to govern the scope of work with the correct clauses. The architect’s agenda is to champion your objectives.

1.9 New Horizons – SACPCMP Presidential Forum – Streamlining development, growth and transformation in the Built Environment Panellists – Dr Claire Deacon, President of ACHASM; Mr John Mathews, President of MBA South Africa; Mr Tim White, President of ACPM; Mr Isaac Nkosi, President of SACPCMP; Mr Yunus Bayat, President ASAQS Moderator – Mr Gregory Mofokeng, CEO BBCBE Transformation and skills are needed to change face of construction, which is seen as a high-risk environment that is inherently dangerous. There needs to be a proper registration mechanism for professionals. Getting youth on board with ACPM and social media but the quality of graduates is disappointing; they are not invested in self-development. Are we ready for the R260 billion investment? We need to ensure that the right facilities and education mechanisms are in place

1.10 Corporate volunteering as a means to assist in transforming the CM profession Speaker Mr Ronnie Siphika, Founder and CEO: Construction Management Foundation Construction Management Foundation focuses on education, research, innovation, professional practice, business practices and procurement practices and public policy to advance construction management (CM) strategically to benefit society and

clients. It has conducted recent projects, such as CM Graduate Employability Research Surveys, WITS CM Simulated Project, Practical Experience, Capacity Building for Student Organisations, Essay Competition and ACPM Young Professionals. Corporate volunteering for construction management can attract high school learners, given that few know about CM. It will improve the quality and experiences of CM students in higher education and support universities to enrich their teaching and learning practices to benefit the construction industry. It can contribute to closing the gap between industry and higher education and promote innovation in the construction industry. To attract learners in CM, industry needs to take a proactive approach in career guidance, support universities in their teaching and learning and promote innovation culture in construction through various initiatives. It also needs to make the process of registration easier for construction graduates either in the private and public sectors. By promoting best standard practice and more collaborations between various stakeholders, industry could also promote CM student leadership and activism.

1.11 Breakaway Session 1: Baseline risk management Panellists – Mr Phumudzo Maphaha, DoL; Mr Rob Atkinson PrCHSA; Mr Itumeleng Moagi PrCHSA; Chair – Mr Leighton Bennett PrCHSA To answer the question, “What constitutes a baseline risk assessment for a client’s intended construction project?” Panellists were informed that Construction Regulation 9.1 prescribes performing a contractor’s risk assessment, related to the construction work hazards & exposures, (ie a job-task RA or HIRA) but the OHSA & Construction Regulations do not define a baseline risk assessment. Construction Regulation 5.1.a prescribes performing a client’s baseline risk assessment for the intended construction work project so, what makes the client’s baseline risk assessment different from a CR 9.1.a contractor’s risk assessment? A baseline risk assessment (BRA) is relevant in other industries but at what stage is BRA done in the construction industry? 9/10 agents do this beyond deadline because conducting baseline requires input of other professionals, who are often not available. BRA not understood on the client’s side. BRA is also done at different stages – stage 3 for procurement and stage 5 for contractors.

1.12 Breakaway Session 2: Construction Sector Charter Codes: Its Impact on Policy and Transformation Panellists – Mr Ehrhard Visser CBE; Ms Portia Tau-Sekati PSCC; Mr Sthembiso Cele, Senior Manager - Technical Compliance and Monitoring: CSCC; Mr Sandile Boyi CBE Chair – Advocate Pieter Fourie The Amended Construction Sector Code is essentially a Transformation Charter, in terms of the BBBEE Act, and has been gazetted. This means that it became valid and binding amongst measured entities and organisations within its scope. A similar Charter has been adopted for the property sector. Transformation in the Built Environment (BE) has been on the forefront for some time and has been identified as a government priority. The possibility has been raised to develop a BE Transformation Charter. The question is, “Can the two charters mentioned above can be utilised to address transformation in the BE or is a BE Transformation Charter necessary?” • Construction Charter explained • Property Sector Charter explained • CBE Skills Pipeline and its role in transformation of BE • How should the BE Transformation Charter help define a Skills Pipeline? • A BE Transformation Charter in alignment with existing Codes • Benefits of compliance with transformation charters The panel resolved • Do we have too many charters? - There is no appetite for another charter! It took

18 months to implement the new construction codes. Industry professionals must read and become acquainted with their respective charters to understand their purpose ie real transformation. Property and construction charters serve distinct and mostly separate purposes. Therefore, they cannot be amalgamated into one.

• Real transformation means - better early childhood development, challenging the Department of Education on quality of education and keeping in mind that as long as Alexandra exists, there can never be peace in Sandton

• Let us pool our efforts – it was suggested that property and construction sector pool skills development funding in order to make a bigger impact. Currently, the construction sector is required to pay 6% of payroll towards skills development, while the property sector pays 5%. Current system is less efficient. There are pockets of excellence but more can be done. Pooling funds means that industry

can have more clout when engaging with tertiary institutions around syllabi, intake and quality of graduates.

• How far along we are with implementation? We need to have patience, as the Construction sector codes were only gazetted in December 2017. Therefore, there are not yet enough participants that are on board and able to measure themselves in accordance with the new codes.

• Need creative ways to fund the construction sector charter council so that it can generate the required research progress reports.

• We do not want funding from the big construction companies because that results in biased reporting.

1.13 Day Two – welcome back followed by a review of breakaway panel discussions Panel 1 - Mr Leighton Bennett covered the initial problem statements and responded with feedback. Participants agreed that there is a difference between the client’s baseline risk assessment (re CR 5.1.a), which prescribes covering all the risks related to the intended construction work project vs. the contractor’s construction work risk assessment (re CR 9.1), which prescribes identifying, analysis & evaluating the hazards & exposures to the persons doing the construction work. Role players needed to clarify the roles of the CHS Agent, who works for the client vs. the CHS officer or manager, who works for the contractor/s and at which of the six project management stages. The concern is that the CHSA is often called in at stage 4 to get the Construction Work Permit, but should have been part of the project from Stages 1, 2 & 3. Clients & project teams do not seem to be aware of this legal requirement role of CHSAs. It was suggested that the other CBE professional bodies need to be informed of CHSA’s role & the professional team’s involvement. On CR 5.1.b, the Client is to prepare a Baseline Risk Assessment for the intended construction work project. This means not just for OHSA, but also for the design, quality, construction method/s & programme, maintenance, stakeholder, social & community issues & the legal & financial factors. This was illustrated by the various complex risks that related to the St Helena Airport Project, which was presented as a case study. Panel 2 – Advocate Pieter Fourie covered the initial problem statements and responded with feedback as to how the session covered the following items. 2.1 The Construction Sector Charter explained 2.2 The Property Sector Charter explained 2.3 The CBE Skills Pipeline and its role in transformation of the BE

2.4 How should a BE Transformation Charter help defining the Skills Pipeline 2.5 A BE Transformation Charter of an alignment with existing Codes 2.6 The benefits of compliance with transformation charters Points 2.1 and 2.2 were discussed with reference to: a. What is it there for? b. Does it drive transformation? c. Who does what during the implementation/ application thereof? 3. The pertinent questions a. Can the construction Sector Charter and the Property Sector Charter Code be

utilised to address transformation in the BE, or is a third, BE Transformation Charter necessary?

b. The way forward with transformation in the BE. 4. The feedback received. a. The meeting was unanimous in declaring that an additional Code was not

required; the existing Construction Sector Code should be promoted, whilst the Property Sector Charter Code can serve as benchmark for reporting.

5. The way forward a. Codes and policies in general should be simplified to make it user friendly. b. The CBE’s Skills Pipeline was noted as an important conduit in transformation and

should be properly funded. c. A central pool to generate funds for transformation and skills development was

proposed, with the requisite that a governing body, being accountable for the fund and ensuring transparency, be established.

d. The CBE undertook to engage with the two Sector Charters in pursuing transformation.

1.14 Coaching for personal development Speaker – Mr Sigi Naidoo, Chief Operating Officer of GladAfrica Group Mr Naidoo explained the value of coaching and when it was appropriate to implement. • Performance assessment • Breakdowns • Broken promises • Request for Coaching • Need for new skill

• Business need, eg quality, lower cost He indicated that all of us could implement coaching tips in our life, such as: • STOP - Reflect/Observe • What went wrong and why? • What went right and why? • What can I do differently next time? • Keep a journal • What are my breakdowns?

1.15 Health, safety and wellbeing (HSW) in construction Speaker – Prof John Smallwood, Professor of Construction Management Nelson Mandela University Professor Smallwood discussed how consciousness and mindfulness, the Golden Rule and the emotional intelligence play significant roles in the construction industry. He illustrated stress and its effect on HSW. He unpacked how to assess the core values of HSW. • Values “operating philosophies or principles that guide an organisation’s internal

conduct as well as its relationship with the external world…” • Reflexivity: “the fact of someone being able to examine his or her own feelings,

reactions, and motives (= reasons for acting) and how these influence what he or she does or thinks in a situation”

• Self-realisation: “fulfilment by oneself of the possibilities of one's character or personality”

• Self-actualisation: “the realisation or fulfilment of one's talents and potentialities, especially considered as a drive or need present in everyone”

His full paper can be accessed at http://forum.safebuild.co.za/index.php?forums/research-papers.6/create-thread or at https://construction.mandela.ac.za/Presentations

1.16 Panel – Student educational perspectives- are we being trained for the future? Panellists – Mr Ruben Moolman, ACPM Association of Construction Project Managers - Young Professionals; Mr Murendeni Liphadzi, UJ; Mr De Wet Linde, UP; Mr Katlego Maaba, UJ Moderator – Ronnie Siphika, CEO at Construction Management Foundation

Panellists debated how relevant is practical onsite experience and is it adequate? There is a shortage of mentors, which are critical in the development of candidates and there are no jobs for graduates. The expectation is that university equips you for the onsite job but candidates need to know why something is done, not just watching how it is done. Internships provide good practical experience – candidates should be prepared to work for nothing. Discipline and resilience are key qualities for being in the industry. In the global sphere eg Google, IBM, Apple etc, a degree is no longer the benchmark for employment. In China, a 9-year old can code or build a programme, in South Africa the first exposure is at varsity. In addition, the construction contract is overlooked but it too is a vital part of industry understanding. From the students’ educational perspectives, Malaysia is 5 years ahead, using BIM, which enables a 3D model of what can happen and intelligence systems are teaching students to be digitally conscious. The presence of student organisation is critical, as the interface between industry and government and the 3-year academic undergraduate programme is still relevant. On an industry perspective, the fall of industry giants in South Africa could see job losses and funding cuts for education and the mandate of China’s assistance is unclear

1.17 Challenges of the 4th Industrial Revolution for Skills Planning Speaker – Ms Suzanne Hattingh, Head of the Human Resource Development Consultancy The impact of disruptive technologies of the 4th Industrial Revolution (4IR) will change the future world of work. There will be changes in the nature of work, jobs and occupations. Ms Hattingh gave construction industry examples and the skills we will need to survive and thrive in the workplace of the future. There have been failures of our skills development system. To respond to the challenges, strategies must be put in place to prepare the workforce for 2030. There will be major disruptions in labour markets in all industries and job losses in areas where productivity can be greatly improved by technology, especially jobs that are standardised, repetitive and involve patterns. Many new jobs will be created but in digital industries that require highly specialised skills. There must be re-education of those who are already working and we all need to acquire new skills in new fields if we want to survive in the new world of work. She asked delegates to formulate answers to problematic questions. How do you teach creativity, innovation trans-disciplinary and other 4th IR skills in a prescriptive and inflexible school system? How equipped are school leavers for the 4th IR with only 30% in maths, and no science and technology? What should we be ‘teaching’ if there is too much knowledge and the knowledge we acquired is soon outdated?

What skills should new entrants to the “job” market acquire, if they do not know what jobs there will be when they graduate? What Skills Development strategies do we need in organisations and our countries to ensure relevance in the global economy? Suggested strategies • Analyse the workforce readiness for the 4th IR • Who has the skills and adaptability to take you into 2030? • What are you going to do with the others? • Conduct future-focused skills audits • What skills will you need in 2025-2030? • How are you going to address the gap between current & future needs? • Revise your organisation’s current skills and training strategies • Learning on the fly: Just-in-time learning for newly emerging challenges • Problem-based, multi-disciplinary learning • MOOCs, continuous learning & re-skilling • Use professional bodies for pressure on QCTO, SETAs & government • Prioritise skills needs for industry competitiveness • Urge for parallel systems to recognise flexible, less structured learning

interventions

1.18 Trends that will shape your organisation Speaker – Dr Natalie Skeepers, Board member CIDB Dr Skeepers indicate that the required leadership trends will be: • Brand ambassadors • Investing in human capital • Increasing efforts in empathetic leadership • Leading by actions and examples • Focusing on individual growth • Turning organisations into TRULY customer centric business • Embracing work life balance • Paying attention to internal factors that are in their control • Taking issues of sexual harassment more seriously • Taking a stand on social and political issues • Implementing AGILE Talent /Gig Economy • Having an objective outsider • Promoting continuous education • Elevating and retaining women in the workplace (Gender)

Futures skills will include • Critical thinking and problem solving • Collaboration across networks and leading by influence • Agility and adaptability • Initiative and entrepreneurship • Effective oral and written • Communication • Assessing and analysing information • Curiosity and imagination

1.19 Panel – Gender Perspectives: Women in Construction Panellists – Ms Candace van Zantwijk, Turner & Townsend; Ms Noxolo Mtembu, Gauteng Infrastructure Financing Agency (GIFA); Ms Thembeka Kolele, DPW Cape Town; Ms Nomvula Rakolote, CEO ACPM Moderator – Ms Noluthando Molao, SACPCMP Council Member (PrCPM) The panellists discussed the challenges and triumphs that are faced by women in the construction industry. They agreed the mentoring made the job easier and that the ‘glass ceiling’ had been shattered but more was still needed to encourage women to come into the industry. Slides indicated the current statistics.

1.20 My SACPCMP Journey: Outgoing Registrar Speaker – Ms Nomvula Rakolote, CEO ACPM Ms Rakolote reiterated her thanks of the previous evening and took time to explain the launch of the ACPM Young Professionals, which had taken place earlier in October 2018 and the forthcoming launch of Construction Industry Conversations, which invites the industry to discuss various problems and their solutions.

1.21 Summary of proceedings Speaker – Mr George Mbuthia, Council Member SACPCMP Mr Mbuthia gave a brief overview of the two days and their deliberations.

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Reading the programme for the Conference, I was impressed by the breadth of topics to be covered. Health and Safety – which SACPCMP has championed, although I note that fatal accidents have declined from around 100 per annum in 2014 – when the Agreement was signed with the Department of Labour – there were still 74 fatalities in 2017 – so we still have a way to go. I see you also tackle Skills Development and Transformation in the construction industry, as well as Gender Perspectives on the sector. What impressed me particularly is the forward-looking nature of the programme – anticipating future trends and the impact of the 4th Industrial Revolution. Some weeks ago, I attended the 10th South African Council for the Quantity Surveying Profession, which was also interrogating the implications of current technological changes. They flagged that the original built environment professions had developed to address the challenges of the 1st Industrial Revolution and it was now crucial to interrogate the implications of new technologies for these professions and the built environment generally. I commended to them – and to you - a recent article by Mr Peter Vale, Director of the Johannesburg Institute for Advanced Study and Professor of Humanities at UJ entitled, “The 4th Industrial Revolution’s biggest impact will be on people.” He argues that the focus has been almost exclusively on the new products, machinery and industrial processes – and very little on what it all means for people. He raises a number of questions including the thought that technical solutions on their own will not overcome intense political, social and economic challenges. This is important to keep front of mind. Let me remind you that in the 2018 State of the Nation Address, His Excellency, President of the Republic of South Africa, Mr Cyril Ramaphosa, gave new impetus to the implementation of the National Development Plan and directed that: “This year, we will be initiating measures to set the country on a new path of growth, employment and transformation. We will do this by getting social partners in our country to collaborate in building a social compact on which we will create drivers of economic recovery. We have to build further on the collaboration with business and labour to restore confidence and prevent an investment downgrade. Tough decisions have to be made to close our fiscal gap, stabilise our debt and restore our state-owned enterprises to health. At the centre of our national agenda in 2018 is the creation of jobs, especially for the youth.”

The outcomes of the Investment Conference last week were spectacular: R290 billion in commitments (that is money in the bank) and a further R400 billion in pledges (that is a general statement of intent to invest). Therefore, we are beginning to put flesh on the bones of this much-heralded ‘New Dawn’. Let me illustrate from my own Department and our participation in Operation Phakisa: Oceans Economy – focusing on upgrading small harbours - which brings massive opportunities, not only for registered professionals in the Built Environment, as well as contractors, but also investors and communities, with the support of government. Another important initiative relates to the building of government precincts in small rural towns and townships – bringing government services closer to the people. As government departments, we often work in silos. This weakness has also been addressed by the President, who calls for greater coordination across government, particularly in relation to infrastructure build and maintenance. I would expect that the role of the PICC (Presidential Infrastructure coordinating Commission) would be strengthened. On a further positive note, previous SACPCMP conferences have taken resolutions aimed at growing, developing and transforming the professions and by extension the entire Built Environment sector. Some of these important resolutions have found traction and been implemented over recent years. Examples include: • Arresting Perpetual Candidacy so that black and female graduates upgrade to

Professional Status within their prescribed timeframe through the use of mentors who are registered professionals in their categories of registration;

• Attracting youth into the professions; • Promoting the use of professional construction mentors and construction

mentors in the public and private sector to ensure that contracting companies owned by black, female, youth and people with disabilities are fully supported not just to benefit personally but also to ensure that projects are delivered safely, on time, within budget and to spec.

With regard to ‘arresting the phenomenon of Perpetual Candidacy’, the SACPCMP has been provided with grant funding by the Sector Education and Training Authority (Services Seta) for 100 learners for a period of one year. The Construction Sector Education and Training Authority (CETA) also provided grant funding to support 250 learners for a period of one year and across three programmes.

The SACPCMP is proud to showcase the first successful beneficiary of the joint venture between the LGSETA and the SACPCMP. When 37-year old Nontobeko Mwelase failed to achieve professional registration with the SACPCMP, she found her dreams flying out the window. As Deputy Head of Projects at the eThekwini Municipality, Ms Mwelase had to find alternative means to reaching her goals. Her mentor, Anthony Robson, also a registered Professional CPM, assisted Ms Mwelase to achieve registration as a professional. These are the kinds of success stories that we need to embrace and to encourage. Secondly, I am pleased to announce that the SACPCMP is already working with the newly established Professional Services Branch at the Department of Public Works on a Structured Candidacy Programme for young professionals, an initiative that will contribute towards the ongoing Departmental effort to build technical capacity. I think it could be prudent for the SACPCMP, CBE, other affected entities within the Public Works family, together with the National Department of Public Works, to promote the use of Professional Construction Mentors and Construction Mentors to mentor emerging CIDB registered contractors so that they are capacitated to safely deliver world class infrastructure on time, within budget and to agreed quality standards, even during their development phases. Thus, the best-kept secret on Construction Mentorship should be included in the national agenda of government. There are two sessions of conference that are dealing with Construction Mentorship and more can be done to ensure that it must contribute positively to skills development and transformation in the construction sector. Furthermore, we have to start asking the hard questions around project success in both government and the private sector. More often than not, we witness project failures and/or massive project cost overruns in the development of infrastructure in South Africa. What are the solutions? Are we using the Registered Professionals to ensure that as a country we safely deliver world class projects on time, within budget and to acceptable and agreed quality standards? I should mention that, from the side of Public Works, we are establishing a High Performance Centre – drawn from experienced professionals – exactly to oversee our projects and other areas of risk, which goes live in November. So we are aware of the value of professionals – and that any attempt to run construction and property development without them is a false economy.

There are other initiatives of the SACPCMP that have been recommended with clear actions by previous conferences, some of which have not been fully implemented. A case in point is a Presidential Forum consisting of all Presidents and Executive Directors of the Voluntary Associations recognised by the SACPCMP. I am pleased to see that this Forum will discuss progress in a panel discussion. Furthermore, I wish to indicate that the Ministry of Public Works has formally endorsed the Presidential Forum as some of you might have witnessed at its launch at the 2016 conference. As stated in the ANC Policy document mentioned earlier, quote: “No political democracy can survive and flourish if the majority of its people remain in poverty, without land, without their basic needs being met and without tangible prospects for a better life. Attacking poverty and deprivation will, therefore, be the first priority of the democratic Government.” Before I conclude, let me thank all the valued stakeholders that support and contribute towards the programmes and activities of the SACPCMP, which plays such an important role in protecting the public interest. I am always prepared to support you in raising your frustrations, concerns and constructive proposals with the relevant government structures: including MINMEC, the PICC and Cabinet, especially where you are able to ensure that both the private and public sector are singing from the same hymn sheet. It would be remiss of me if, before ending, I were not to add my own tribute to the role performed by the former CEO, Ms Nomvula Rakolote. For as long as I have been at Public Works her name has been synonymous with the SACPCMP… and much more: • Transformation in the sector • The need for proper training and the recognition of built environment

professionals • Her passion for Health and Safety and the wellbeing of construction workers • Her sheer energy, enthusiasm and ability to get things done – often with little

resources to hand I commend her service to the built environment and I take solace in the fact that she will not be lost to the sector. Nomvula, I wish you well in your new endeavours. I am sure I have not seen the last of you.

Let me wish all of the delegates and participants well during their deliberations in this conference.

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Skosana: We need integrated co-ordination to come from disciplined planning. There has been neglect of recognition for all professions in the built environment - architects, QS, property developers, landscape architects, planners. The work is only assigned to engineers who have to cover areas where they have no experience. The IDMS is an important concept. Where do we fail – at implementation? Working off 3D project plans where all parties are involved, we can reduce costs and onsite issues. South Africa must look at regulations within the government. In summary, we need to co-ordinate and use technology. Mbelele: We need to focus on capacity to deliver on projects. We have the challenges of a downturn. Since 2018, there has been the issue of underspending. However, there has been a high lack of demand. The CIDB role is to coordinate and deliver. We are working on an annual report. We are looking at spend against budget, the capacity of SCM officers and project delivery officials. We will conduct individual competence assessments on officials and train them to required standards to improve. Our role is to protect industry. • We have fiscal constraints – limited funding • Aim to use the limit to deliver value for money • Quality, health and safety, environment • Job creation and skills People also benefit from these processes. Tshombe: IDMS provides order for sign-off and scope. Budgets must be set and reviewed – the issue of never-ending projects is a perennial worry. We must pilot the idea of development and construction. JBCC and JVC agreements include this. We need to focus on facilities management and provide maintenance manuals that will assist. Van den Berg: We need to focus on time, cost and quality. Take Kimberley Hospital as an example - it was set to be completed in ten years at a cost of R255 million; it is now at a R1 billion and still not complete. We need to emphasise the five Ps - proper planning prevents poor performance. We are not meeting milestones and the constant shifting plays havoc resulting in more costs, which affects the cash flow. We need to get around the shifting of milestones with proper planning. Tshombe: Infrastructure is itself an enabler, absorbing social and non-social skills and driving economic growth. The industry challenge is to centralise and coordinate. The different arms of government are working as silos, forming barriers of bureaucracy.

We need central units of infrastructure whether local, provincial or national to cut processes and speed things up. IDMS was originally set up to address problems such as the hospital. The delivery model in IDMS focuses on prior planning, what is in place, time projection, management, costs and quality. This addresses critical issues upfront. Delivery will never catch up to demand. We need to follow up on implementation, use guidelines and principles to achieve a better level of coordination and time/cost management.

Q & A Session Comment I hear, I think, I feel. There is no ‘we’. Fish rots from the head. We need a master plan to see through to the end. Be careful of statements that are not properly researched. The mental health facility was completed at a cost of less than R1 billion. People do not understand what happened at the mental health facility. Question Engineers, architects, we are not eating your money. When should Health & Safety appointments be included in projects? Let us not pretend there is no competition. I know people employed as QS who are not qualified as QS but who are working on projects. The profession needs to take ourselves seriously. Question There is a sense of frustration in delivery. It lacks documented processes and procedures. There are academic expectations but no controls. What is the IDMS? What mechanisms are there to ensure safety levels to ensure safety outputs? We need safety in designs based on procedure. We need all career professionals working together to ensure safety is guaranteed. Comment Safety is not recognised as per the requirements in IDMS. There is no allocation for Health & Safety. It should precede the appointment of a designer. The issue of malicious compliance reduces the perceived cost. An onsite accident could be R20 million, but we could save you more.

Question Nothing has been said about people on the ground. What is the role of people and community in relation to project stoppages in KwaZulu-Natal? We will never deliver if we do not manage to control social and political issues on the ground. Tshombe: IDMS is no longer in exile. There is no budget for training project managers. If the Department of Public Works does not lead in training, the private sector will take up the training requirement. This is the second session of IDMS but there is still no budget for training. Tshombe: Governance is with the PICC. Public Works is the physical infrastructure. The MEC must report to Public Works through the following structures: • HOD • Sub-committee – PW infrastructure forum where different heads come together

to discuss issues • Different councils such as CBE to provide leadership We must recognise the importance of the private sector – that is where the skills sit. We need people to enable us and for government to support our mandate. We need a master asset management plan, which comes way before capital or maintenance. We need to have the components of asset management assessed to prolong life. We can feed off a solid plan for short-, medium- and long-term milestones. Mbelele: We take Health & Safety seriously. We are aware of the wrong professionals in the wrong places. We want all professionals in all organisations. Tshombe: We spoke about integration. IDMS requires participation. There is no direct prescript for Health & Safety – the decision-making is in the interests of the project management framework. Law requires that Health & Safety be in the project framework from inception.

Issues Health & Safety is not included in the framework The role of the IDMS needs clarity

Actions Include Health & Safety at the design stage Put in place IDMS roadshows to encourage participation

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contractors are educated, there will be the contractor who disrupts and demands money. A contractor is a businessperson who understands where the money is, this is common sense. The money is not for the person who shouts the loudest. The priority is to hold hands to educate the contractor to read the plans and not to just walk in and say, ‘where do I sign?’ Pipe: How does one develop rates for level 1 or 2 and work at the rate of level 8? Noyana: The contractor sees that level 8 gets it right. The productivity level of an SMME costs the established contractor more because the SMME takes longer and does not achieve the targets at the rate set. Contractors therefore look for people who can deliver at the set rates. Pipe: Where are the experienced mentors or projects? A 5-month project is not time enough to pass on skills efficiently. Noyana: Transfer of skills should not take less than 3 years. We need to look at people for mentorship. In five months, you can pick from the list of competencies to see that the person gets a sense of handling that one skill area. It is mentors’ responsibility to check with the SMME how much theory he knows. A mentor can coach the person on the project at hand but is not able to fund skills training, which must be done over time. There has be a report on completed competencies. The next mentor picks up where the previous mentor left off. In this way, government does not waste money on achieving competencies. Pipe: There is some fantastic work around for SME mentorship from government and the private sector. How can we keep doing the same things and expect something different? We need to empower the SMME. Big companies are closing their doors and downsizing. This is sad, as there will be job losses. However, it also opens up opportunities for the next generation of contractors. We must develop SMMES or feel the pain. Noyana: This mentorship is on offer for the country as a whole. We need to take apart the elephant piece by piece. SACPCMP has identified the issue of skills transfer but has not done it justice.

Q & A Session Question We have 24 mentors within the South Africa construction industry and 70 000 contractors. What makes the SMME, employee happy? Put them first. Comment On mentorship – there is nothing free except the air we breathe. The SMME is a businessperson who can create his own rate. If big guys put rates in for SMMEs, they can cut costs. If clients are serious about developing SMMES, we must look at separate packages to develop our own rate. Response Noyana: There are 34 registered mentors. In the early days, there were no projects. Now there are more, which makes people willing and enthusiastic to provide mentorship. There is also mentorship available from other areas of the construction fraternity. SACPCMP needs to assist and encourage people who want to mentor. A construction mentor should be able to handle 4 to 5 mentees. They can show things that are agreed to onsite such as Health & Safety. Mentorship is not given the consideration it deserves. Mentorship is often an afterthought or a matter of hit or miss. This is the unspoken truth. It is dangerously quiet. Development costs need to walk the talk to allow SMMEs to price. Pipe: I agree. We must allow SMMEs to set their own rate. Health & safety is very important, and we should comply with every requirement.

Issues SMMEs need to be able to set their own rates There are not enough mentors in the construction industry

Actions It is necessary to educate SMMEs to set their own rates. The idea of quick money by putting a name to a contract and not working is to be discouraged. The industry must make mentoring much more attractive and consider offering incentives.

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©2018 The Joint Building Contracts Committee® 2018 — 6.2 Principal Building Agreement & N/S Subcontract Agreement The presenter’s views in this presentation are not necessarily those of the constituent members of the JBCC®

Disputes take time to resolve while the execution of a contract proceeds, are stressful to all concerned and can be very expensive if legal professionals are involved. Guidance from the Department of Justice is that project managers should use the dispute resolution provisions in standard form contracts, before considering litigation. The construction industry has numerous stakeholders - employer/end users, statutory bodies, professional consultants, contractors - large, small and specialist and the local community. Generally, there are few new “original” disputes so the project team should be aware of common (recurring) problems, include these in the project risk analysis process and specifically highlight issues likely to occur in this project. The team should also engage in an attitude of mind to avoid disputes. There are six work stages 1. Initiation and briefing 2. Concept and feasibility 3. Design development 4. Procurement 5. Construction 6. Closeout Stage 1 – Initiation & briefing A business opportunity has been identified, assuming the idea for a project has passed the first gate. A project brief has been developed and potential business risks have been identified/resolved. Realistic criteria have been defined with respect to SCOPE - QUALITY - TIME – COSTS. The communication hierarchy / authority of role players has been established and the ‘What if’ escape plan has been devised? Now “imagineer” the completed project, with an optimum design solution agreed upon that complies with: • Statutory requirements (time for design and for approvals) • Appropriate construction technology + materials buildability • Quality (standards) … now and during the project lifespan • Appropriate procurement system

This stage takes time and costs money and is generally performed ‘in-house’; not necessarily involving the ‘project consultants’ and may not be included in the ‘project budget’. Stage 2 – Concept & feasibility The project manager assumes the client has prepared a brief/project charter and he can now appoint the core members of the project team; translate the brief into a concept; test assumptions and/or investigate alternative solutions. This would cover location, access, stakeholders and availability of ‘local resources’. Questions at this stage are, “is the scope complete? Are these appropriate systems of construction and on procurement options, can we use standard form contracts? Now, review the concept solution: are there new materials or novel construction techniques? Also, involve H&S consultant (buildability) and end users for confirmation of statutory compliances. Identify long lead items / specified ‘products’. Review the risk register and assumptions made in stage 1 – possibly consider abortion of the project? For this phase, the professional team may not be the ‘right’ team for the execution. The project may not be feasible, fees too high! Design and documentation “errors” found by the contractor! Contractor entitled to time/cost adjustment (client cost!) Stage 3 – Design development The design development by the project professional team must beware of late appointments of necessary skills and should use the test criteria used in stage 2. Freeze the scope because changes after this date are expensive. Possibly the team can involve a ‘principal consultant’ to “coordinate designs.” Check information (correct/complete) before issue and again, consider abortion of the project? Stage 4 – Procurement The project team needs to confirm decisions made earlier: the ‘traditional “employer design>tender>contractor to build” or “design and build” option? Does this need early involvement of specialist (sub) contractors or others in design? Will the project use standard form contracts or a bespoke option? Changes to ‘standard form contracts’ = project risk! The procurement method and the form of contract > documentation may change risk allocation; may change the quantum and detail of documentation; may influence professional indemnity insurance exposure. There may be recourse by client, consultants/specialist contractors or Engineering, Procurement and Construction (EPC) contractor.

Stage 5 – Construction This stage varies with ‘traditional’ or ‘early contractor involvement’ option. It must follow procedures in (standard) form contract used. This may require ‘different professional skills’ for ‘execution’. Similarly, contractor’s agents may differ from ‘rough construction’ to persons dealing with ‘finishes.’ One must pedantically manage the issue and retrieval of all ‘construction information’. Some procurement aspects may only occur during this stage, so one must ensure timeous co-ordination of design/other information with existing construction information and ensure timeous delivery installation of such items. Contract administration is vital at this stage. There should be regular meetings, which have • Meetings - record of decisions / approved at subsequent meeting; • Notices of event/delay/no information, separate from ‘minutes’ • Contract Instructions, separate from ‘minutes’ • Potential dispute is where information is incomplete/lacking • All standard form contracts have a time barred notice provisions Payments • Payment claims from all contractors processed by the consultants for payment

by the client/employer by the dates in the contract: o Amount due disputed by employer - pay undisputed amount o Refer disputed amount to adjudication o Late payment > contractor entitled to default interest

• Call on guarantee for payment from employer to contractor and/or contractor to subcontractor (seldom provided) or

o Non-payment: (sub)contractor may suspend the works; o Non-payment: payment certificate > liquid document > court; must

give notice of breach before suspension / court action • Potential dispute on partial/late payments > adjudication

• Payment of unfixed materials on site / in transit: o Generally if ‘protected’ by a “guarantee for advance payment” o Itemised in a schedule appended to a payment certificate o Should be notified to the insurer (contract works insurance)

• Potential dispute on partial/late payments > adjudication Programme • Issued by contractor on appointment in terms of tender documents:

o ‘base’ programme updated at regular intervals to record progress (or otherwise);

o ‘Revised programme’ updated at regular intervals where the date for practical completion has been revised;

• Potential dispute where (multiple) delays occur > adjudication

Quality • Not specified properly > impossible to enforce compliance! • Consultants regularly inspect work on site - to give interpretation to contractors

of quality/standard of finish/other compliance required; • Potential dispute about “quality” of workmanship

Completion • In terms of the standard form contract used:

o Commissioning o Practical Completion o Final Completion

• Potential dispute - about ‘state’ of completion Insurances • In terms of the standard form contract used:

o Contract works / contractor’s all risk o Public liability o Support o Strike, riot etc o Professional indemnity

• Potential dispute who insures? / ‘deductibles’ adequate? Stage 6 – Closeout • Compliance with applicable statutory requirements;

o Completion of ‘contractual obligations’; o Issue of certificates for ‘completion’ and ‘payment’; o Submission of as-built documentation, product warranties, operating

instructions, etc • Potential dispute - about the ‘final’ (sub)contract value In conclusion, all standard form contracts provide a framework to identify, resolve and adjudicate potential disputes. Most disputes can be dealt with quickly and often without cost provided all participants act in a spirit of cooperation. Liability for defects after final completion • JBCC and PROCSA: 5 years from final completion …

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He indicated how the interventions use themes that appeal to the youth (eg Game of Thrones) and how client branding backs this up.

The company performed an exercise for SACPCMP of six lecture takeovers across five provinces, which resulted in 1 242 registrations or a 300% increase.

An overview of what drives youth and what they perceive to be the ‘coolest’ jobs shows that engineers are only at 8%!

He ended with an overview of what makes the best brand connectors and the worst from the view of the youth.

8. Skills development and transformation: Changing the face of the construction industry Panellists - Mr Mokgema Mongane, COO CBE, Mr Pumelele Qongqo, Project Manager Construction Industry Performance CIDB, Mr Innocent Ngenzi, Senior Manager Projects CETA: Mr Sthembiso Cele, Senior Manager – Technical Compliance and Monitoring: CSCC Moderator – Dr Thabo Mashongoane, National Skills Authority Branch of DHET Cele: Multinationals must create opportunities for black shareholders. For this to be realised we need a registered entity to represent these companies in South Africa. We have these issues: • Geography and urban bias • Class separation • Gender discrimination • Age discrimination • More opportunities for youth Ngenzi: We need to include youth and women. We need learning programmes for artisans. Few complete the artisan programme. We lose 35% to dropping out due to the stipend or lack of work placement.

We need to implement dual training (Germany is an example) where the SMME partners with a TVET college, where he will spend half the year working and half studying at college. We can pilot this with 10 companies based on a discretionary grant. The candidacy programme of 2012 was funded for 3 years and adapted to take the candidate through the programme until completion. There are many candidates with 20 years’ experience but no documentation and who are therefore not registered. Mentors are needed to help prepare these documents. We can partner with Wits University and other educational organisations to establish bursaries. Qongqo: As a nation, we can create an environment of engineers in the built sector that is ‘cool’ for youth. We need to support them to get involved in maths and science. Growing up in the 1990s, it was not a chosen career path. We were told ‘you do not need maths’. It stuck with me until I knew the history of South Africa. Vorster said the black child did not need maths and science and this belief was passed down through generations. The idea carries because people listen to what they want to hear. If I had listened to this thinking, I would have been doomed. We need to build capacity at starting at the grassroots right through to Grade 12 and equip learners with these subjects. The industry is tagged with the 3DS – Demanding, Dangerous, Dirty. We need to change the mind-set around engineering and construction. Youth see jobs as a DJ, rapper or dancer as desirable. “The built environment is cool.” Let us have a work skills competition and compete regionally, nationally and internationally. Let us have a postgraduate conference hosted in the interests of higher learning to encourage postgraduate activities in R&D, which is important in our field. Mongane: In terms of skills development and training where do we see ourselves in relation to the 21st century. We are in the 4th industrial revolution (4IR) but we are still training for the second and third industrial revolutions by learning skills that are obsolete and render our efforts fruitless. We must see skills in the context of 4IR.

Many courses just regurgitate what has been taught in the past but are not fit for purpose for the future. We move through the realm of time and space. We need to look at the whole value chain with structured candidacy and use a pull strategy to keep them in the profession. Mashongoane: South Africa has its own challenges. There are gaps between formal and informal classes. Course can only be devised and created by South Africans. We can train people for the future, but South Africa is still a country with many rural areas and communities.

Q&A Session Comment For skills and development, let us take the message of 4.0 down to schools. Yes, we are developing, robotics – Spot the dog is doing the work of a QS. 4IR is in full swing and will be even further when my grandchildren are where we are today. There is a gap in professional knowledge. Comment TVET colleges have produced a lot. However, once learners complete their studies nothing happens. There are no structured programmes to get them into the market place. To qualify they need experience. Before they are absorbed into the market place, they cannot qualify. Comment In CIDB, the level of coordination could be more effective. My challenge to CIDB, SETAs and the Construction Council is to look at opportunities to improve the coordinated effort and mobilise resources to make a bigger impact. Comment My comment is to students who have no place after TVET … Different bodies must look at the CPD programme after qualification criteria to keep them alive in the industry before they can get into a job. Question The construction industry is most resistant to change. With all the innovation, what is the framework for skills development and what are the key performance indicators for quantitative data?

Comment JBCC favours one side. It is not good for contractors. People here at the conference can change the construction industry. We have a panel here now to tell us how to change. Varsities need to consult with industry to teach in their courses what is important for industry. We need a change in attitude to take the country forward. Response Training with AI, 3D printing and augmented reality is happening now. Technology can replace some professions, but we need a high level of cognitive learning in others. Response TVET and SETAs have done a lot. Placement is a problem. We need to partner with Chinese companies to place learners, at least 300 people. We can link this to university for a 50/50 time split between academic training and onsite learning. Response To have leadership and mentorship programmes on an annual basis, we need buy in from industry to increase the numbers. Mashongoane: Let us also be informed by research and avoid absolutisation. We need to balance 4.0 and build on the capabilities of other revolutions, considering the policy environment and the public good of the country.

Issues Training is lacking and outdated TVET training does not equip leavers with workplace skills or opportunities Cooperation between varsity and industry needed in order for content and assessments to be relevant

Actions Get buy-in from industry Cooperate with learning institutions for content development Add to existing support programmes for maths and science at grassroots

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Project managers • No history/ memory to fall back on • Many are inexperienced • Many are overcommitted • Often have unreliable professional team • Overwhelmed by projects • Poorly supported by the sector • Under resourced • They have weak employers’ contract • May be part of a consortium/Joint venture (JV) Contractors • Under resourced • Cash flow problems • Many are inexperienced • There are no systems in place • Poor management • Bad luck/force majeure prevent contract completion • Unfair contracts • Part of a consortium/JV Subcontractors & SMMEs • There are too many SMMEs • SMMEs often come with their own agenda • Employers’ offer empty promises • There is poor SMME development & support • Extended community influences affect performance • Inexperienced • Cash flow • Under resourced He then unpacked the quality, programme, budget triangle and suggested improvements.

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Nkosi: Transformation and skills development need to change the face of the construction industry. We need to stop working in silos. We are working with the LGSETA. A pilot of a Transformation Framework in 2013 gave us the basis on how we transform from the cradle to the grave. We must start at school to educate them about the exciting built environment. Maths and science at high school is important. We need experiential training where we can engage with some institutions to help place our interns. I believe a CBE pilot of 50 candidates with mentors can ensure a return on investment. Deacon: We have been around for 11 years as a volunteer association that covers Health & Safety. We mostly have women in the organisation but the ratio of representation across groups is encouraging. Health & Safety in construction is a high-risk environment and it is inherently dangerous. Workers and community members are dying. We need growth in the sector and an inclusive agenda. Our people are passionate, they want to be registered, be professional and part of the team. Employment of registered persons is critical to ensure our people are equipped with the requisite knowledge relative to the Health & Safety space. There is the perception that we are expensive, but we are the only category without rates. We have two challenges: to include a Health & Safety agent in baseline management; and to pay it forward. White: We were the precursor to the council. ACPM has re-united and is more relevant. We look after the interests of individual and corporate members. Our tagline is excellence in project delivery through industry leadership - to excel, sustain and transform. We have changed the constitution and entry criteria. ACPM is a young professionals’ forum and we invite their opinions. Students are fully invested; they are involved in our website and social media. Bayat: As an association, we are transforming and continue to do so. There are many women in QS and the representation is about 50/50 men and women from graduate institutions, but we expect it to tip to include more women in the future. To transform we need to start at the foundation phase at junior school then senior through to tertiary training. When students come for interviews, they must know how to answer questions such as, “Where are you in your career, where will you be in 5 years, 10 years?” Students want to graduate quickly, and the first question at an interview is what does a QS earn? The societal challenge is instilling a desire in these students to make something of themselves, not to just pursue money, but rather to build a career. When asked, “what is the length of the room?” they cannot answer. We must take the message of this societal challenge to the schools.

Matthews: Today I hear that unemployment is at 27.5%. It struck me that construction can be a catalyst for the economy but is seen as an industry of last resort. We get transformation wrong. We are getting huge companies to assist SMMEs and are bringing them into huge contracts. Are we ready for the funding that Cyril Ramaphosa got? Can we service the investment of some R260 billion? We need to engage with SMMEs. We cannot take the previously disadvantaged learners and expect them to compete with learners from the leafy suburbs and private schools. We need a concerted effort from the ground up. In Cape Town, they are building science labs with UWC to provide training for teachers. We must ensure the right facilities and education mechanisms. There are no quick fixes to transformation and development. There are no long-term commitments; companies want a year-end tax write off now. We must spend money and get to the grassroots, taking people through to the professional level.

Q&A Session Question Has anyone challenged the Department of Education on the pass rate of maths and science? We want QS and architects – they need maths and science. Question I live in the Karoo. I had five people collapse at 42 degrees. What is the recommended temperature for work? Question How do you allocate mentors to registered candidates? How do you get the recognition of registered persons for the works area? Response The low pass rate for maths and science is a real challenge. CBE and SACPCMP will get together to offer maths and science support to learners at previously disadvantaged schools and rural areas. This will ensure learners have a better pass rate to be better equipped to qualify as professionals in the built environment as engineers etc. There is the issue of adequate resources – we need financial support to meet targets. Response There is a database of mentors who are registered professionals willing to mentor. In principle, candidates should not supervise themselves. I appeal to colleagues to mentor candidates up to registered professionals.

Response You must treat heat exposure as compensation cases - 42 degrees does not have to be dangerous. The Northern Cape has low humidity, so you need to know the discomfort index. Have a safety agent on site to identify temperature extremes. This must be built into the baseline risk assessment. Work can be managed around temperature throughout the day with drinking water – this knowledge must be applied.

Issues Health & Safety is not taken seriously Graduate apathy is a challenge to modern society Mentors are in short supply

Actions Health & Safety to be included in BRA More support must be implemented for maths and science in rural areas Industry must be approached to support a drive for mentorship programmes

11. Architect + Project Manager Symbiosis = Symphonic Architecture Speaker – Ms Letsabisa Shongwe, President South African Council for the Architectural Profession (SACAP) Ms Shongwe began by defining an architect. An architect is a person who plans, designs, and reviews the construction of buildings. To practice architecture means to provide services in connection with the design of buildings and the space within the site surrounding the buildings that have as their principal purpose, human occupancy or use. Etymology, architect derives from the Latin architectus, which derives from the Greek (arkhi-, chief + tekton, builder); Bataki ba Dipolane; Argitek; Mongoli wa Lipolane. An architect is a person who sits in to deeply extract the client’s brief from the client; listens to the tone of the brief and the agenda of the brief. The architect studies the given physical site or social site together with: • Macro climate • Micro climate • Social agenda • Political agenda

• Financial agenda • Site constraints • City’s agenda • Site’s context agenda The architect to derive a suitable building vision combines all of these. The relationship between architect and the project manager can be described as the architect, who is inherently the author of the project (Mongodi, Motaki wa dipolane, the vision creator) and who exists better with project managers from the built environment, including quantity surveyors and structural engineers. The architect professional is deeply conversant with the built environment. The grey area of expertise between the two is the Principal Agency Role. As architects, our belief is that project managers could do with surgically defining the scope of work as well as thrashing out, together with the architect, the roles that each will play on the building project. The architect has the trained ability to explain and help substantiate a need. A great project manager is one that engages the QS by allowing the QS to keep the contingency amount in the project. Architects find that project managers often engage them a bit too late in the project. When a fragment of an idea comes, dial the architect, so we can conceive the vision together. A great project manager, one that is loved by the architect, is one that includes escalations in the project. A great project manager is one who avoids excessive VOs, as the budget will have been well ascertained from the beginning. Architects love a project manager who does not use the term ‘cost saving’ but rather brings the project within budget. Cost saving methods did not apply to Italy, France or Shanghai, that is why tourists are forever enthralled by the architecture, which in turn equals revenue. Colleagues, let us continue the dialogue to achieve a harmonic symbiosis. Use the prescribed building contracts and govern the scope of work with the correct clauses. Project managers, engaging your architect with respect as a professional colleague is the difference between a well-executed building that the people have taken over and one that has ongoing overruns and a strained project existence. The architect’s agenda is to champion your objectives.

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to contribute their time, skills and knowledge to support community groups and not-for-profit organisations working in the community. Corporate volunteering for construction management will attract high school leaners, given that few know about CM. It will improve the quality and experiences of CM students in higher education and support universities by enriching their teaching and learning practices to benefit the construction industry. It will contribute to closing the gap between industry and higher education and promote innovation in the construction industry. Key issues • We are struggling to attract high calibre of learners from high school to

construction. • Learners are not aware of the careers available in the industry, particularly those

offered in CPM or CM. • There are few innovation-driven initiatives between industry and higher

education in construction industry. • The industry has no plan on how it could bridge the gap between higher

education and work. • Employers have various expectations - universities produce sausages – so there

is an expectation mismatch. • CSI initiative of companies is usually generic with no strategic value for the

advancing the CM profession. Programmes and initiatives • Wits University Simulated Project – offered to the BSc (Hons) CM course, it was

based on the six stages of the SACPCMP. To encourage a professional and entrepreneurial culture, the project partnered with project management firms to assist lecturers with feedback to students’ presentations on how they can successful.

• CM Student Essay Competition – 3rd year students at Wits were invited to write

their views on why they think major contractors are failing. Senior business leaders from various companies reviewed these to provide feedback. SAFCEC then invited these students to attend its conference.

• CM Graduate Training Programme – this was a pilot for construction graduates

that work for contractors. It was based on the professional requirements of the SACPCMP and CIDB for candidature as Professional Construction Managers. CMF is supporting companies streamlining their graduates’ programmes with registration requirements

• CM Bursary Management – the CMF maximises value for companies and

government departments that fund students. It gives students additional support to ensure academic success, including mentorship and practical experience and company visits.

• CM Innovation Challenge – this is based on a specific innovation that changes

annually. These innovations include BIM, Integrated Project Delivery and Green Building Certification. CMF invites various companies to partner in its implementation. The outcome of this challenge is to promote innovation and collaboration between industry and higher education.

• Career Guidance and High Schools Visits – the CMF offers a CM Career Guide and

teacher and high school education programmes.

• Capacity Building for Student Organisations – Student organisations play an important role in developing soft skills of construction management students. The CMF supports various student organisations based at universities with leadership development and mentorship. It works with professional associations of various student organisations.

Key takeaways • To attract learners to CM, we have to take a proactive approach in career

guidance and support universities in their teaching and learning. • We need to promote an innovation culture in construction through various

initiatives. • The process of registration for construction graduates in either the private or

public sector must be made easier. • Industry needs to promote standard best practice and more collaborations

between various stakeholders. • Stakeholders need to promote CM student leadership and activism.

13. Breakaway Session 1: Baseline risk management Panellists – Mr Phumudzo Maphaha, DoL; Mr Rob Atkinson PrCHSA; Mr Itumeleng Moagi PrCHSA; Chairperson – Mr Leighton Bennett PrCHSA To answer the question, “What constitutes a baseline risk assessment for a client’s intended construction project?” Panellists were informed that Construction Regulation 9.1 prescribes performing a contractor’s risk assessment, related to the construction work hazards & exposures, (ie a job-task RA or HIRA) but the OHSA & Construction Regulations do not define a baseline risk assessment. Construction Regulation 5.1.a prescribes performing a client’s baseline risk assessment for the intended construction work project so, what makes the client’s baseline risk assessment different from a CR 9.1.a contractor’s risk assessment? Delegates agreed that there is a difference between the Client’s Baseline Risk Assessment (re CR 5.1.a), which prescribes covering all the risks related to the intended Construction Work Project vs. the Contractor’s Construction Work Risk Assessment (re CR 9.1), which prescribes identifying, analysis and evaluating the hazards and exposures to the persons doing the construction work. There is a need to clarify the roles of the CHS Agent, who works for the client vs. the CHS Officer or manager, who works for the contractor/s and where they fit in in the six stages of project management. These stages are Project initiation and briefing; Concept and feasibility; Design development; Tender documentation and procurement; Construction, documentation and management; Project closeout. There is concern that the CHSA is often called in at stage 4 to get the Construction Work Permit but it should have been part of the project from Stages 1, 2 & 3. Neither clients nor project teams seem to be aware of this legal requirement, as part of the role of CHSAs. It was suggested that the other CBE professional bodies need to be informed of this CHSA’s role & the professional team’s involvement Maphaha: We did not define BRA and it is not in the act. We collapsed three regulations to come up with the General Health and Safety Act. BRA is also relevant to other industries. When is the best time to conduct the BRA? Most agents do it at the time of their appointment by which time the deadline has already past. Moagi: The agent and manager support the client; the contractor hires the officer and manager. Where should BRA start? It is stipulated in the draft regulations to be at stage 2 but usually the client only appoints a safety agent at stage 5 or 6. If a safety

officer joins the project at stage 2, it is better for the long-term success of the project in terms of safety. Another challenge is that when it comes to conducting a baseline risk assessment, it is difficult to find the relevant professionals. Their input is critical, as there are nine knowledge areas that need to be included in the BRA. Atkinson: BRA is not understood. We work in silos and not as a team. There are clients that want to get involved and work with BRA to offer their insight as to what could go wrong. White: With regard to BRA for the consulting team, BRA is done at stage 3 for tendering and procurement and for the contractor in stage 5.

Q&A Session Comment At stages 1 and 2 of the contract, the design team must include a Health & Safety agent at that level. The contract value is known at stage 2. Question Is BRA only to do with Health & Safety? I think it applies to overall risks, risks outside of Health & Safety and risks affecting the project in general. Comment Project must consider every hazard related to the project from landmines to crocodiles in the nearby river, to social unrest and extreme temperatures. Question With regard to the Health & Safety Act, who are the client, agent and Health & Safety professionals? What are the role differences? Response The client has a team that needs a construction Health & Safety agent to produce a Health & Safety BRA. Others can bring in BRA related to what they do. A contractor appoints a Health & Safety officer. Comment We only appoint an agent when we get a permit. How can we reverse this?

Comment In South Africa, we are not hard on clients and designers. The Department of Labour does not look at compliance in the designer’s office. Either they do not know about these problems or they would rather not confront them. Regulation 6 outlines the role of the designer. The Health & Safety Act is not clear. We need to be more prescriptive to clients. Comment Clients do not know about the implications of the act and sometimes the task of appointing a safety officer is handed to a junior person. Senior management in business must be educated and realise that there is legislation around Health & Safety in place. Response Health & Safety professionals accept projects beyond a reasonable time of acceptance. Regulations require clients to prepare a BRA. Question As an architect, what can you tell me from my conceptual sketches? Response We can see what the risks are and the location of the intended building site. The agent must still assess the site, nevertheless. Comment The definition of designer must include architect. Regulations require that all the client specs be taken into account for the BRA. It can be a disaster if this is not done, for example, there is a building where washing windows is too dangerous because the plans were not properly assessed. Comment I am from Limpopo. I have asked the Department of Labour and council members what we should be doing on projects regarding safety. Our managers ignore the IDMS and our policies are not aligned. However, we do not start any job without a safety agent. Response We can do additional roadshows. There is concern that the Health & Safety requirement is not filtered down to the team. A proposal has been sent to the Department of Labour to send RFQs.

Response DPW has a specific process. There is something amiss in Polokwane if processes are not being followed. Response Do I legislate to make it mandatory and if so how? In 2022, there will be a revamp of the construction regulations. Comment Responding to regulation 6 – Health & Safety should be included at stage 0; that is pre-feasibility where development managers give input at that level of BRA. This input must be captured as part of the initial project brief. Comment There is no clarity around rates. Response There are no rates. Competition Commission has stalled. The Department of Public Services and Administration rates are used as guidelines for consultants that do not have rates. You should question very low rates but obviously, discounts do apply.

Issues BRA is not well understood Stages of inclusion of BRA vary per project BRA is ignored in some instances for example Limpopo There are no rates for Health & Safety professionals

Actions Department of Labour must be made aware of different stages and investigate Health & Safety must do more roadshows BRA legislation is to change in 2022

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Fourie opened the breakaway session by asking panellists to introduce themselves and highlight one takeaway that delegates should be mindful of throughout the SACPCMP conference Boyi – I am most concerned about figuring out how to transform the agenda around skills development to ensure that there are enough qualified professionally registered people in all categories within the built environment trades. The CBE is an overarching body looking, which oversees six professional councils and thus has a responsibility to ensure transformation within the sector happens at a faster pace than is currently happening. This is something that he felt can be resolved by 'closing' the skills gap that currently exists. Visser concurred that the need for 'real' transformation a paramount and should be a core focus of the breakaway session and the conference as a whole. How do we begin to transform the skills agenda to ensure that we have all the skill requirements under each category? On whether there should be a separate transformation charter or policy document within the built environment, Ehrhard questioned whether there was a need to reinvent the wheel, given that the amended Construction Sector Code is already essentially a Transformation Charter, in terms of the BBBEE Act, and has been gazetted. Meanwhile, a similar charter had been adopted for the Property Sector. Cele explained what his role entails: Namely, to provide implementation guidelines for all players within the construction value chain. What he hoped to see achieved from the session was to get buy-in from those in attendance regarding the programmes dedicated to the implementation of the charter. Tau-Sekati echoed Sandile's point, saying that she wanted to focus on the implementation of skills development efforts, with particular emphasis on the changes that are already in the pipeline. Fourie summarised the introductions by reiterating that there were currently two charters within the construction industry and property sector respectively and that ensuing discussion would seek to determine whether it was indeed necessary to have a separate and all-encompassing charter of account for the built environment as a whole or if the existing charters were sufficient. Four major themes emerged from the discussion, and they are detailed as follows

Clarification on amendments to Construction Charter Cele: We have included material suppliers and manufacturers that were part of the retail sector. The reason for that is the following: when you look at how a project goes, it will start with the consulting engineers who fall under the BEPs - they do all the work. The client will then appoint a contractor, be it a large corporate like Group Five or a smaller business. At the end of the project, the entities that get the work are the retail companies like Builders Warehouse and Cash Build, which previously were not recognised as being part of the built environment sector by the charter but are now included after the recent amendments. For you to score maximum points on the ownership element, 50% of your employees or executive members within your company need to be registered with a South African accredited institution within the construction industry. On the question of equity equivalence, we want to ensure that black people have equity in multinationals. We have been given time until the end of December to explain how we are going to achieve that. Bolstering skills development Cele: There has been an introduction of discounting principles in terms of the skills development amendments, which we find to be a critical element for developing skills in our industry. Exempt Micro Enterprises and QS firms that want to enhance their skills level need to comply with the skills development requirements. We have also done away with the affidavits that have been issued by the QS in the past. What we are saying now is that, as a QS company, you need to be verified by BBBEE verification professionals or rating agencies accredited by South African National Accreditation System (SANAS) or, when applicable, a BBBEE Verification Professional Regulator appointed by the Minister of Trade and Industry for the accreditation of verification agencies or the authorisation of BBBEE verification professionals. In addition, if you do not meet the skills development requirements after being assessed by the verifying entity, you will be discounted a level on your BBBEE scorecard. Tau-Sekati: There is one element I would like to focus on that would explain the link between construction and property. Over and above all the elements that we drive, we have an economic development programme for under-resourced areas. This element involves property development and shopping centre construction projects in the townships. Those programmes are working well but there are also unintended consequences such as the cannibalisation of the township economies because of these larger projects.

The link I would like to touch on, in terms of transformation, is skills development. What is happening currently is that the construction sector is required to pay 6% of payroll towards skills development, while the property sector is required to pay 5%. We would like to be able to pool all those funds together and put them in one pot so that we can drive skills development properly and comprehensively from cradle to grave i.e. from high school all the way through university, internship and eventually full employment. This will include efforts to address employment equity challenges by driving the trajectory of EE candidates from junior to executive management levels. The motivation for this is that property does not exist in isolation. It goes hand in hand with construction, but in South Africa, there are only three universities that have a dedicated faculty of property and construction - UCT, UP and Wits. By pooling our skills development funds, we can drive skills development properly. This initiative will also see curriculums that have been developed through the collaboration of business and academics so that we can produce graduates that the sector is excited about hiring. Otherwise, you get a continuation of the current system where academics teach the same things that they taught 30 years ago, and that does not excite anybody. That is why we have so many unemployable graduates. Comment: The idea to pool skills development funds should put forward as an official resolution/recommendation of the conference. The minister mentioned this morning that the industry is working in silos. Let us put something on the table that communicates that we are able to integrate and collaborate with one another. Fourie: What is the CBE's skills development pipeline what is its potential impact on the transformation agenda? Cele: We have a skills development strategy that has three pillars to it - the push strategy, the intermediate strategy and lastly the pull strategy, which ensure that we do not lose the people that we have trained. Push strategy: The research we have done has revealed that the skills development pipeline has leaks in the early stages of education, where you often find that we do not have enough learners enrolling for maths and science. However, those subjects are critical for the training of architects, construction projects managers, landscape architects, quantity surveyors, property developers and so forth. The CBE has therefore begun engaging with many schools and provinces regarding their maths and science programmes and those engagements are beginning to yield results.

There is also a lot of that is being done to create awareness of the career options within built environment sector and these efforts are also starting to pay off given the number of students that are starting to take up related subjects at tertiary institutions. Intermediate strategy: This phase of the pipeline looks talks to issues around support for students who have taken those subjects. We are particularly offering support to black students and women, putting structures in place to ensure that we do not have leakages of students at this stage of the skills development pipeline. We want to prevent the occurrence of past experiences where students are taking built environment courses and programmes but have no idea what they have signed up for, and that results in them being overwhelmed and eventually failing or dropping out. Our efforts now are being put towards ensuring the students that are in tertiary institutions and colleges, getting training for our sector, are motivated and supported throughout their studies. Pull strategy: The pull strategy speaks to efforts towards preparing the said students for the world of work. That involves getting candidates registered in their respective professional fields within the shortest possible time. We started this work with the Department of Public Works via a structured candidacy programme, which has worked wonders. We are now also working with municipalities to ensure that we sell this idea to them, as well as state-owned entities. In the new financial year, we will be engaging government departments as well so that. Ultimately, our skills development strategy is founded on not only giving access to education and training but also turning that access into success. The last issue I would like to raise is the issue of the CBE working with universities and partnering with various professional councils. We have platforms of accreditation, whether they are within the quantity surveying or architecture professions that can be brought into the discussion around the curriculum that is being developed to ensure that what students are learning is relevant and topical. Fourie: Is your structure candidacy programme available to private entities? Cele: Yes it is. There is nobody that is excluded from that programme but I do believe more work needs to be done to involve the private sector Fourie: Dr Visser, can you take us through the issue whether there is a need for a separate Built Environment Transformation Charter, what form it may take, and how it may help to define the skills pipeline.

Visser: My concern really starts with what I believe to be a fundamental misconception with regard to what transformation is and what it is supposed to entail. Transformation is not about the numbers. Yes, we use numbers to assess black representation and female representation but that is not sufficient. At the end of the day, real transformation is supposed to open up the system so that any young person of any gender or ethnic background can pursue any career and succeed if they put in the requisite effort. That means moving beyond BEE scorecards. We need to begin at early childhood development. A lot of the academic debate recently centres on the fact that our interventions to improve Maths and English at high school level come too late. At that stage, learners have already developed a negative attitude towards these subjects and they are less likely to put in more effort towards improving their performance in these subjects. With regard to how a separate Built Environment Transformation Charter may help to define the skills pipeline, I would prefer to say that it should 'refine' the skills pipeline. It seems to me that, at the moment, the charter only really has an impact in the later stages of development i.e. when as student is a candidate, an intern or a professional that is not yet registered. The transformation charter should provide guidelines and incentives for skills development efforts much lower down in the pipeline, not looking only at individuals but also at projects, programme and the schooling system. This is not something that the built environment sector can do on its own. We heard earlier in the conference about whether the Department of Education had been taken to task for their poor performance and those are the uncomfortable discussions that we need to have more of.

Q&A Session Q: One thing I have not picked up is the lack of discussion around investor confidence and the buoyancy of the economy. I would hate to be a civil engineer coming out of university now. We are going to lose them to emigration or career changes. A: I agree with this comment. However, I think we sometimes forget that transformation and BEE are economic growth imperatives. The reason for focussing on them is precisely to create an economically active population that will in turn drive the economy. The DTI is the custodian on BBBEE, which is viewed as a critical mechanism for driving inclusive growth. There are other efforts to boost the economy, like rural development, for example, but all of these are based on the notion that we will never be able to grow the economy at optimum rates if the majority of the population is not economically active.

Need for a separate transformation charter Visser: There is value to be had from the two existing charters but do they really address the entire skills pipeline and are they packaged in such a way that the individuals and companies that have to make use of those guidelines can do so effectively and efficiently. Are they user-friendly enough to understand and do they provide enough incentive, beyond the BEE scorecard, to make it something that people really want to implement? Tau-Sekati: It is a matter of understanding how sector charters are developed. Nobody would disagree that a lot more that needs to be done for skills development but that work is not within the scope of what the charters are meant to prescribe. That work should be done in the basic education space, for example. Charters are developed using a base framework, where you look at the unique characteristics of various sectors and try to drive behaviours specifically within those areas. Things like early childhood development are not within that framework.

Q & A Sessions Q: Is it not possible to have one charter that encompasses the whole built environment? A: The process of drawing up charters and sector codes is such that it is not possible to do so. I recall the rigorous process that took place to get services sector codes. The public consultations process alone takes two years to complete. Then to have to have another year for consolidation and more time for public comment so there is no chance of getting new codes or another charter for the built environment sector. Furthermore, sector codes are there for a reason. The property and construction charters are two separate charters that service very different sector needs. Property and construction are not identical and cannot be covered under an umbrella charter. Time to focus on implementation Q: Can we not amalgamate the property charter council and construction sector charter council to create one council for the entire built environment? We have so many different policy makers, who obviously want to continue earning a living so I do not see how or when the making of plans is going to end. However, have to start talking about implementation now. A: Let it be unequivocally stated that there is no talk of a new charter in the Construction Sector Charter Council. There is no appetite for it. Let construction sector codes alone were only recently gazetted after an 18-month-long process of

agreeing on the aligning the generic codes, after they were changed, with the sector codes. Can you imagine how long it would take to craft an altogether new charter? That is why we are now focussed on exactly what you have raised - implementation. Q. You seem to have quite elaborate and theoretical structures about how to go about these charters. How much thought has been put into how these wonderful ideas can practically be implemented? In addition, do the policymakers understand why those of us in the industry do not adhere to the charter? Do they think we do not want to, or do they truly understand the challenges we sit with as the businesses that have to put these things into practice? There is just so much that we have to know and sometimes it just gets so complicated that it because extremely difficult to comply. Can we just not keep it simple? A: We cannot sit here now and criticise the charter for being complicated. These things go through a public consultation process so the time for raising those kinds of issues has passed. Rather it is best that we read the charters thoroughly and understand what it says. It is written in English and it is not written in legalese. You do not need an advocate to interpret it. Moreover, for those who want to have an input on how policy develops going forward, we have to participate when there is a call for public comment. Q: How can we get an update of how the implementation is going and how far we are in terms of achieving the goals as set out in the charter, because we do not get that information? Instead, we are just bombarded with more and more policy. A: We, as the Property Sector Charter Council do measurements and provide reports about the state of transformation in the sector, for example. We can tell you that, as a sector we are at level 4, we can tell you how we have done according to different elements in the charter. The benefit if doing that is that, while we may not be close to the level we are supposed to be at, we know where we are lacking and what needs to be rectified.

Panel resolutions • Do we have too many charters? - There is no appetite for another charter! It took

18 months to implement the new construction codes. Industry professionals must read and become acquainted with their respective charters to understand their purpose ie real transformation. Property and construction charters serve distinct and mostly separate purposes. Therefore, they cannot be amalgamated into one.

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He shared information about several interventions aimed at improving efficiency in his department to address historic problems that bedevil the built environment sector. He said the most important things that would be looked into would be that the fact the construction projects were still not transparent. Construction sites are sealed black boxes whereby there is no visibility or accessibility to monitor what is going on there. There are instances where projects have so many layers of PSPs, who have contractors, who also sub contract. There are layers upon layers of contractors and subcontractors and, when people are not paid, there is no accountability because there is no way of holding everyone accountable. “We, as the state have no way of determining who is at construction site, what they are doing, what they are charging for the service and whether they have been paid or not. Our construction sites do not uphold constitutional values of transparency, openness and full accountability. That is why many black-owned businesses go under. We are committing a corporate genocide of small businesses in the construction sector.” He said transformation of the industry with regard to promoting women, youth and people with disabilities, was still lacking. He said that the conference's concept of 'mature transformation', which was raised on the day, was neither here nor there when it came to achieving true transformation “We do not have to litter the surface with concepts. We just have to do the right thing, get things done and improve the quality of lives of people.” He acknowledged the concern around the lack of cohesiveness between state departments and spheres. He said that was no reason why state departments continued to work as independent states that are not linked and working together. In addition, the issue of not paying suppliers within 30 days is crucial and on that, he is paying attention to it has in impact on suppliers’ cash flow and has a knock-on effect on the sector as a whole. He said he is also aware of issues pertaining to the fourth industrial revolution and smart technology. As far as the construction sector goes, it was lagging far behind and was still operating as it did decades ago. He said that in order to capitalise on the R400 billion in investment the President Cyril Ramaphosa is trying to raise, these are the issues that need to be resolved. Mr Mamabolo also wished Ms Nomvula Rakolote, the outgoing Registrar of SACPCMP well and thanked her for service.

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“She is a very vibrant lady. Very forceful and thinks she can grab any minister by the scruff of his or her neck and put him or her in a forum. I do not want to use the word arrogant. I will just say she is assertive… She would say to me, ‘Minister, these are your people. You have to come! There is no other way! Otherwise, why are you a minister?’” Tribute video from Minister of Public Works, Thulas Nxesi. After nine years at the helm, Ms Nomvula Rakolote thanked them all for their support and messages and stated how she looked forward to continuing her association with them all in the future. She was presented with an award for her nine years of service and she said she would continue doing the work of advancing the built environment sector. “I am humbled by all the kind words. Thank you to all staff with a special mention to Zinzi and Bishop. The SACPCMP was founded by ACPM so I am going to lead the father after leading the son for 9 years. While some people are sad to see me leave, many will surely be relieved because they hope they will no longer have to work late nights and weekends. “My move is not motivated by money but rather by two things: There comes a point when one can no longer add the same kind of value, while also achieving a level of personal growth. I am reprioritising because my son has grown up so quickly and, with the kinds of hours I have worked, I have missed a lot of his growth. I do not want the same to happen with my daughter who is now 12. Mr Itumeleng Molosi, Council Member of SACPCMP, closed the formal proceedings with a vote of thanks.

16. Day 2 – Welcome and panel recap The programme director, Ms Lungi Moko, welcomed everyone to the second day of the conference and called upon Mr Leighton Bennett and Advocate Piet Fourie to recap on the previous day’s panel discussions, as reported above. Mr Bennett added a presentation that unpacked some of the issues.

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The change cycle is one of Appointment; Status quo assessment; Implementing change; and refining change.

When it comes to language, the words we use, is the world we live in.

Virus Impact on me Impact on others Not declining requests Over commitment Feel let down Promising when you’re not clear what was requested

Misaligned expectation Depriving me of choice

Breaking promises without taking care

Wasted time & effort Disappointment

Anxiety & guilt Frustration Reputation damage Feel disrespected Feel ignored

Mr Naidoo explained that we all have two selves who work on a different basis of operations.

Behaviours of the Social Self Are: Behaviours of the Essential Self Are: Avoidance-based Attraction-base Conforming Unique Imitative Inventive Predictable Surprising Planned Spontaneous Hardworking Playful

The point at which coaching becomes valuable are during the following phases in one’s career. • Performance assessment • Breakdowns • Broken promises • Request for Coaching

• Need for new skill • Business need eg quality, lower cost Key to coaching is the interaction between coach and client.

Coaching uses three streams for design • Cognitive (the head) - How does this person need to observe, think and learn

differently to make sense of his or her world and deepen his or her development level?

• Emotional (the heart) - What new emotional awareness and capacity does this person need to develop to better make sense of his or her world and deepen his or her development level?

• Somatic (the body) - What new insight about his or her bodily sensations, postures and behaviours does this person need to develop to better make sense of his or her world and deepen his or her development?

Unpacking the presenting issue to create new outcomes

The flow of coaching is to establish a relationship, recognise an opening, observe and assess, enrol client and have coaching conversations. Mr Naidoo stated that delegates could begin their own coaching by stopping, reflecting and observing what went wrong and why. Then ask what went right and why and what can I do differently next time? A journal can be helpful to identify what are my breakdowns.

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Defining health and wellbeing • Health: “A state of complete physical, mental and social wellbeing and not merely

the absence of disease or infirmity,” (World Health Organisation, 2013) • Wellbeing: “Includes the presence of positive emotions and moods (eg

contentment, happiness), the absence of negative emotions (eg depression, anxiety), satisfaction with life, fulfilment and positive functioning,” Centers for Disease Control & Prevention (2018). This Includes:

o Physical wellbeing o Economic wellbeing o Social wellbeing o Development and activity o Emotional wellbeing o Psychological wellbeing o Life satisfaction o Domain specific satisfaction o Engaging activities and work

He illustrated that the common element on many building sites was respect (or lack thereof) for its onsite workers, contrasting working conditions in South Africa with Sweden. He also mentioned the abuse of migrant workers in Qatar, comparing it with care exercised by major South African construction firms. Tables showed the rating of the South African construction industry relative to production workers in terms of various aspects and in terms of respect for people and empowerment. There is potential for the application of Feng Shui principles on construction sites because the positioning of various functional points and areas could have an effect on the wellness of people on site: • Housekeeping; noise; temperature; lighting levels; organisation of work area • Materials stores; change rooms and ablutions • Major plant site establishment; process layout and temperature

EQ & stress The importance of measuring emotional intelligence (EQ) factors was demonstrated as a comparison of the importance of attributes/states in terms of managing construction HSW and the extent to which these attributes/states contribute to optimising (best possible) HSW performance on construction projects. Attributes include:

• Attribute/State • Problem solving • Assertiveness • Stress tolerance • Reality testing • Impulse control • Interpersonal relationship • Empathy

• Emotional self-awareness • Optimism • Self-regard • Social responsibility • Flexibility • Self-actualisation • Happiness • Independence

The effects of stress in the construction environment is divided into such major categories as the level of employment, the physical environment, organisational factors and for the individual stress factors including time constraints and family effects. In terms of health knowledge and education, there was a perception that regular education on such issues as diabetes, high blood pressure and TB and advice on poor health practices such as sexually transmitted diseases, drug use, smoking, alcohol abuse etc. The benefits of these programmes would result in better general health; prevention of disease; lower absenteeism, improved productivity, enhanced quality, prevention of injuries and lower stress levels at work. The issue of medicals was discussed illustrating the effects of medical on such aspects as awareness of specific health issues, awareness of general health issues, perception of GC as an employer, personal health and wellbeing, self-esteem, productivity of work, work attendance and frequency of ill health.

Olympic example Professor Smallwood described the Olympic Park site in London for the 2012 Olympics as an iconic project, which entailed large workforces with excellent HSW records of accomplishment. The workforce peaked at 12 000 and had 30 000 people throughout its lifetime. The design management included the unique appointment of a Construction Design and Management (CDM) Regulations integrator, to assist in managing the many CDM coordinators appointed across the projects. The CDM coordinator initially appointed through the design team and as soon as possible through the integrated team operating under the Tier 1, which helped to embed the ‘safe and healthy by design’ approach. Five key elements to the HSW programme on site: • Safety – clear policies, risk assessments, method statements, common standards,

visual standards, daily activity briefings

• Health – pre-employment medical checks, prevention programme, assessment and control, health surveillance, training, emergency response

• Wellbeing – advice, well man/woman clinics, good food strategy, campaigns, sexual health clinics, partnerships

• Competence – induction, training, supervisor academy, briefings, apprenticeships, checks, and records

• Culture – leadership, action plans, near-miss reporting, communications, reward and recognition and climate tool

Core values that support HSW at work Research into core values that support HSW at work identified 29 values or value-laden concepts. Through workshops and reviews, these were reduced to seven core values in three main categories of core values that are supportive of HSW.

Definitions included: • Values: “Operating philosophies or principles that guide an organisation’s

internal conduct, as well as its relationship with the external world” • Reflexivity: “Someone being able to examine his or her own feelings, reactions

and motives (= reasons for acting) and how these influence what he or she does or thinks in a situation”

• Self-realisation: “Fulfilment by oneself of the possibilities of one’s character or personality”

• Self-actualisation: “Realisation or fulfilment of one’s talents and potentialities especially considered as a drive or need present in everyone”

Research was conducted on the comparison of the importance and experience of core values / value factors by workers. Comments from CHSAs: • Workers are seen as a resource to complete a project, and when the project is

running down they are de-mobbed as soon as possible, irrespective of the value they can add to the company they have been working for.

• Workers are bullied into a situation where it is clear that they must do as senior staff insist or face penalties, sometimes even loss of employment, this has the effect that workers do as they are told. I, for one had many discussions with the workers at grassroots level and I know that they DO have positive contributions to make, yet that are not given the chance.

• Further research is required re decent work environments. The South African government and private procurement systems should modernise their systems to allow for greater transparency throughout their supply chains. The UK’s recent launch of its Modern Slavery Act could be used as a starting point.

Key points • ‘Same same nothing different’ • So you have an H&S management system! So what? • Role of religion? • EQ? • Other esoteric issues? • Respect for people • Consciousness and mindfulness • HSW is a strategic business not just an operational issue • HSW culture – core values and value factors • Multi-stakeholder contributions • Management commitment, involvement and accountability

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Liphadzi: At UJ, you go to work in the second year. I learnt a lot in 6 months. The university makes it possible for students to get practical experience. It prepared me for third year. The element of in-service training is critical especially in mining and engineering. Being disciplined, resilient are some of the key traits to pass on to young graduates. Siphika: We see from the panel that university training is not adequate. How do we successfully integrate the practical application with normal teaching? Is the delivery mechanism effective in the US, where it is project based? Maaba: I look at global companies like IBM and Apple. The way they recruit indicates that a degree is no longer the benchmark to be employed. It is about aptitude and coding. The QS profession is threatened. In China, 9 year olds are able to build or code a programme – in South Africa you are only exposed to this at postgraduate level. Moolman: At UJ, construction management is extremely relevant and impacts on what we need to know to apply. One problem is that we are skimming the construction contract and are only giving basic knowledge of the contract looking at only three contracts in one semester. The focus of the contract is a massive aspect of practical work. So many contractors do not know how to interpret the contract and are caught out by clients. It is a small section in the degree, but it is large in the field. Linde: Malaysia is 5 years ahead of us, using BIM (building information modelling), which can integrate everything. You can see in a 3D model what could happen before it happens. Liphadzi: BIM is required in Switzerland, which shows its importance in teaching and learning. Visual learning is important. 4IR also requires soft skills to align with digital skills and coding. Intelligence systems are teaching students to be digitally conscious. Siphika: We need to have a proper conversation around construction and training. Maaba: Industry giants are falling – we see many in business rescue and do not know what the future holds. They are the biggest funders of bursaries. If they fall, what will happen to people in jobs and what will happen to student funding? The Chinese are coming in, but the mandate of their assistance is not clear. In 2011, there was a Building Science Forum at UJ for discussions with government. Now there are no links to alumni and people are getting into industry faced with uncertainties. However, new students can find support through various structures.

Moolman: We need companies to work with students. You do not need to be paid; experience is reward enough. People do not know about construction management at university, but they do know about QS. At Pretoria, there is no student organisation, but we are looking to implement one.

Q&A Session Comment Hybrid programmes are a problem. There should be no hybrid education at the undergraduate level; it will compromise the discipline. There is a problem if there is no student body, as these organisations interface with industry. At the end of the day, we must lay the brick and put the cement down. There is no App for that. It is not on Google. At Mandela Bay University, there are separate courses for QS and construction management. These academic programmes have decade’s worth of knowledge and research. Comment There is a gap between the expectations of graduates and employers. UCT has an industry advocacy board. At UCT in fourth year, houses are part of the course. You need to be in those structures. Comment In terms of job opportunities for young professionals, National Public Works drives this. We have a 1-year intern programme and a 3-year programme to register. These programmes are available, and universities are urged to make use of them. We are trying to build capacity for the industry. We are aware that there is a gap. Comment I am an employer. Employers are even more frustrated with students than students are with employers. They come from university highly qualified but know nothing. Graduates from the University of Pretoria, Wits and UCT expect R30 000. Come work for three years, and then call yourself a QS. De Wet: We need someone to give us that experience. Siphika: We can learn from CAs. They are very good at integrating between higher education and industry.

Issues University training does not equip graduates for the workplace

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4IR is disrupting trends: • world’s largest taxi company owns no taxis • world’s largest bookstore does not have stores in shopping malls • world’s largest provider of accommodation owns no real estate • world’s largest phone company owns no telecommunication infrastructure • most popular media owner creates no content • world’s largest distributor of videos doesn’t make videos • largest software vendor does not write the apps Future of jobs • Major disruptions in labour markets in all industries • Job losses in areas where productivity can be greatly improved by technology,

especially jobs that are standardised, repetitive and involve patterns • 75% of trading on the New York Stock Exchange is made by computers and the

automation to remain competitive, which will result in job losses (JSE CEO: Nicky Newton-King)

• Many new jobs will be created – BUT in digital industries that require highly specialised skills

• Re-education of those who are already working – to acquire new skills in new fields if we want to survive in the new world of work

Percentage of jobs at risk to automation

South Africa also has a competitiveness problem, as do some of its BRICS partners.

There will be an impact on work, occupations and employment. • Existing occupations will disappear as new jobs emerge – End of fixed Job

descriptions • Hybrid jobs: integration of technical expertise with data analysis, design, problem

solving, project management & human skills • Work done through temporary cross-functional project teams • Collaborating through virtual communication across time / space / organisations • Death of ‘The Office’ as place to work • Shifts in employment relationships • ‘Gig’ economy: Flexible, on-demand work in short-term contracts or freelance

work • Workers paid for the ‘gig’ they do: Uber, Airbnb, Mr Delivery, etc An ILO 2015 study stated, “Fewer than 45% of wage and salaried workers are employed on a full-time, permanent basis and even that share appears to be declining. This means that nearly 6 out of 10 wage and salaried workers worldwide are in either part-time or temporary forms of employment.”

Predictions about the 2030 Workplace • 65% of children starting school in 2018 will enter jobs that do not exist yet • 65% of children now at school will have 14 different jobs before age 40 • Workforce will need a ‘basket of skills’ for flexible career paths in multiple career

changes across occupational fields • The amount of technical information is doubling every 2 two years • 60% of what students learn in their first year at university is outdated by their

third year • 80% of the technology we will be using in 2030 hasn’t been conceptualised yet

Skills needed to succeed in 4IR are those listed below and not learning for credits on the NQF. • Creativity and innovation • Cognitive flexibility & cognitive load management • Complex problem solving: ability to evaluate situations and respond rapidly • Change resilience • Technological literacy – adding value alongside machines • Trans-disciplinarily – ability to work across disciplines / specialisations • Collaboration in virtual cross-functional teams • Entrepreneurial skills: creating own work – not finding a job • Deep learning skills

Key challenges for skills development • How do you teach creativity, innovation transdisciplinarity and other 4IR skills in

a prescriptive and inflexible school system? • How equipped are school leavers for the 4IR with only 30% in maths, and no

science and technology? • What should we be ‘teaching’ if there is too much knowledge and the knowledge

we acquired is soon outdated? • What skills should new entrants to the ‘job’ market acquire if they do not know

what jobs there will be when they graduate? • What skills development strategies do we need in organisations and our

countries to ensure relevance in the global economy? Human Resource Development and Skills Planning strategies for 4IR cannot be driven by credits on the NQF, accredited programmes, SETA grants or QCTO qualifications – or points on the BBBEE Scorecard. Failure to prepare the workforce for 2030 • NQF-SETA-QCTO system is not designed to prepare the workforce for 2030 • It is focused on skills needed for the 2nd & 3rd Industrial Revolutions • QCTO occupational qualifications for ‘fixed’ occupations:

o Occupational Certificate: Footwear cutting machine operator o Occupational Certificate: Footwear closing production machine operator

• Other occupational qualifications o Surface coating technologist o Engineering patternmaker o Railway signal operator o Automobile & marine painter

We are preparing students for a world that no longer exists. “We are currently preparing students for jobs that don’t yet exist, to be using technologies that haven’t been invented, in order to solve problems we don’t even know are problems yet,” Video: Did You Know? / Shift Happens, David Rose. “We are still preparing students for the market that prevailed fifty years ago, educating students for the job market of the middle of the last century,” Clem Sunter.

Strategies to prepare the workforce for 4IR • Analyse the workforce readiness for 4IR • Who has the skills and adaptability to take you into 2030? • What are you going to do with the others? • Conduct future-focused skills audits • What skills will you need in 2025-2030? • How are you going to address the gap between current and future needs? • Revise your organisation’s current skills and training strategies • Learning on the fly: Just-in-time learning for newly emerging challenges • Problem-based, multi-disciplinary learning • MOOCs, continuous learning & reskilling • Use professional bodies for pressure on QCTO, SETAs & government • Prioritise skills needs for industry competitiveness • Urge for parallel systems to recognise flexible, less structured learning

interventions Ms Hattingh ended with this quote, “You cannot wait until a house burns down to buy fire insurance on it. We cannot wait until there are massive dislocations in our society to prepare for the Fourth Industrial Revolution,” Robert Shiller, Nobel Prize winner.

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• Agility and adaptability • Initiative and entrepreneurship • Effective oral and written • Communication • Assessing and analysing information • Curiosity and imagination Companies like Infosys are using Artificial Intelligence (AI) to predict major industrial disasters and equipment failures before they happen. Infosys has installed large numbers of sensors on oilrigs and rigged them up to AI machines, which start to learn from patterns about to fail. A survey done by the WEF’s Global Agenda Council on the future of software and society shows people expect AI to be part of a company’s board of directors by 2026.

Trends in construction How technology is changing the construction industry: • Design modelling software • Use of drones • 3D printing • Construction building Apps • Communication systems eg satellite • Green technology The Fourth Industrial Revolution (4IR) will have brought us: • Advanced robotics • Autonomous transport • AI and machine learning • Advanced materials • Biotechnology • Genomics On the human side, 4IR could bring us: • Transformation • Equity and equality • Talent shortage and diversity • Increase in use of the gig economy • Blind hiring • Increased scrutiny of policies and ethics • Generational issues in the workplace

On generational issues, Dr Skeepers noted that Generation Y and Z place increase importance on empathetic leadership and they will continue to leave command and control workplaces for a more collaborative workplace culture. She pointed out that empathetic leadership requires one’s ability to relate to sensitive employees. Future skills needed are: • Critical thinking and problem solving • Collaboration across networks and leading by influence • Agility and adaptability • Initiative and entrepreneurship • Effective oral and written • Communication • Assessing and analysing information • Curiosity and imagination The construction world is changing – there are 28 Apps for the construction industry; drones can survey areas, Prevention through Design (PtD) and critical to all of this is training and development, particular to the updates in the industry such as: • Improved safety requirements eg ISO 45000 • ISO 9001:2005 • Ergonomic Bill • Gender issues at work • Technology in Construction • Sustainability • Medical Marijuana • Psychological Safety (SCARF)

Way forward Dr Skeepers concluded by urging organisations to scan the environment and embrace transformative technology. There is no place for mediocrity or complacency and all must strive to serve the interests of customers and clients. Be sure to back the right horse, be an engaged employer and uphold the scales of justice.

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Challenges: There are not many. I like the deep end. Project management is not a spectator sport. I like to be in the thick of it. Sometimes I worked twice as hard to take the correct path. To overcome challenges, I asked questions and found people who were willing to answer. I had numerous mentors. Luxury is not an excuse. We have a mentor accelerator programme. Mtembu: I have been undermined and trampled on. There is inherent resistance in the environment. I leverage on being a women. I would be prone to hormonal outbursts on site to counter this in your face discrimination. In the corporate world, discrimination is more disguised but there is still resistance to you and your progress. Your success might depend on luck, privilege or hard work depending on how you came to it.

Statistics of women in industry Rakolote: I have statistics on women in construction. Professional Registrations 2018

Gender representation

Candidate registrations 2018

Gender representation 2018

Registered professionals

Specified categories

Registered candidates

Molao: This demonstrates that women can achieve. The need for technical competence ties back to mentorship. Success comes with hard work, tenacity, a teachable spirit, sharing, knowledge and being willing to jump in at the deep end.

What about the glass ceiling? Kolele: There is no glass ceiling anymore – it has been shattered, but we can do more. Van Zantwijk: We broke through it. If it was there historically, it is not anymore. I got by with the right attitude. Mtembu: There is no glass ceiling; we can explore other opportunities of which many broaden the scope. Rakolote: In the days of the glass ceiling, there was no scope for growth and job satisfaction. Still, I question the hours involved for women in construction. Where is the family, work life balance accommodated? Kolele: DPW is making progress. There are 72 female managers. Women inform policy change and for example, we now have flexi hours. The work/life balance is still a challenge. The more open our discussions, the more change will come. We allow 4 months for maternity leave. Van Zantwijk: We allow 4 months fully paid for maternity leave. Our system is deliverables-based so as long as the work is done, you can adjust your hours according to the time you have available. There can be long hours, but these are not all office-based. Rakolote: Not everybody can reintegrate after pregnancy. Things do not always work out just because they are written into the policy. I drive myself beyond the required hours. Flexi hours require a lot of discipline and come with challenges. It does not suit all environments. Mtembu: Work / life balance is a function of patriarchy. Why are we talking about it?

Q & A Session Question You have said the glass ceiling has been shattered. Why are we gender stereotyping? Yet the numbers tell a different story. Females gravitate towards the role of project manager – I want to see female construction managers.

Response In the last five years, there have been many women in careers as QS, and there are bursaries are in large numbers for careers in construction. Women are often in consulting and that probably has to do with the fact that it pays better. Response It is a preference issue. I left because of the hardness of pushing through barriers. They now have 60 to 80 women in a class, but previously there were two. It is true that project management as a career has fewer challenges than being on site as a construction manager. Response We aim to include women in the skills pipeline. Now, our focus is youth, from Grade 8 to registered candidates. Question What is the critical issue? What do you want to change? Response We want changes for the registered professional and candidate. There is a high dropout rate. There is no agreement on readiness levels between the candidate and mentor. We need to relook mentor and mentee relationships within the context of our practical realities. Question I am excited to hear about the shattered ceiling. What are the forums for the failures who succumbed to intimidation? These are examples of real issues. If the focus is on youth, we have been overlooked. Response The priority is young professionals. For ACPM, the women who have fallen through the cracks, is an area to explore. We can see what other departments are doing and partner with existing structures. Comment The issue of contracts when talking about construction management systemically disempowers or deters women. Response Being on site has its own issues. There are catcalls and shouts of ‘mami’. Partly it is just not safe, which is part of the limitation around choice for women.

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a shared vision with that of the Council to develop strategies and create a conducive environment that supports transformational change. Both should have representation at different stakeholder meetings (committees, Council and other platforms) and representatives could comment on policy review and provide valuable input on different topical issues. Both should work together to encourage registration of both candidates and professionals in the applicable categories, to promote membership of Voluntary Associations and encourage mutual interests, which is to promote the profession regulated by the SACPCMP in South Africa. Finally, both will work towards the promotion of the need to participate in Continuing Professional Development activities. In closing, she detailed the work being done in various areas.

ORGANISATION PARTNERSHIP AREA TARGET COMMENTS

CBE Structured Candidate Programme Work Integrated Learning (WIL) Programme Learners Awareness Programmes Collaboration on research projects/research excellence

Registered Candidate Learners in the Built Environment Learners in high schools located in remote rural areas

MOU with CBE for inclusion of ACPM Candidates on the programme and also refer the CCPM for voluntary registration

SACPCMP Registration process workshop Candidacy Upgrade Workshop

Associates Students Candidate

Collaboration for workshops organised either party

DPW Collaboration on the Young Professionals Forum and Leaners Awareness programmes

Learners Students Candidates

Facilitate deployment to corporate members of DPW Candidates provided that they are registered with ACPM

Corporate Members

Seek opportunities to place students and Candidates already participation in structured funded programmes from various partnering organisations

Learners Students Candidates

There are already corporate members participating in these programmes. The aim is to streamline the programmes to report accordingly on participation of corporate members who

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26. Glossary of terms 4IR Fourth Industrial Revolution ACHASM Association of Construction Health and Safety Management ACPM Association of Construction Project Managers ASAQS Association of South African Quantity Surveyors BBBEE Broad-Based Black Economic Empowerment BBCBE Black Business Council in the Built Environment BE Built Environment BIM Building Information Modelling BRA Baseline Risk Assessment CBE Council for the Built Environment CCPM Candidate Construction Project Manager CETA Construction Education Training Authority CHS Construction Health & Safety CHSA Construction Health and Safety Agent CIDB Construction Industry Development Board CM Construction Management CPD Continuing Professional Development CPM Construction Project Manager CSCC Construction Sector Charter Council DHET Department of Higher Education and Training DoL Department of Labour DPW Department of Public Works EPWP Expanded Public Works Programme HIRA Hazard Identification and Risk Assessment HSW Health Safety and wellbeing IDMS Infrastructure Delivery Management System ILO International Labour Organization ISO International Standards Organisation JBCC Joint Building Contracts Committee LGSETA Local Government Sector Education and Training Authority MBA Master Builders Association NQF National Qualifications Framework OHSA Occupational Health & Safety Act PMTE Property Management Trading Entity Pr. CPM Professional Construction Project Manager PrCHSA Professional Construction Health and Safety Agent PrCM Professional Construction Manager PrCPM Professional Construction Project Manager PROCSA Professional Consultants Services Agreement PSCC Property Sector Charter Council QCTO Quality Council for Trades and Occupations QS Quantity Surveyor RA Risk Assessment SACAP South African Council for the Architectural Profession

SACPCMP South African Council for the Project and Construction Management Professions

SAFCEC South African Federation of Civil Engineering Contractors SCM Supply Chain Management SETA Sector Education and Training Authority SMME Small, medium and micro enterprise TVET Technical and Vocational Education and Training UCT University of Cape Town UJ University of Johannesburg UP University of Pretoria UWC University of Western Cape

20 November 2018

report on sacpcmp 6th project and...

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