I have taken a sabbatical from corporate life and as I write this I am experiencing, first hand, the cultures, history and architecture of the ancient world in Eastern Europe and Asia Minor.
Travelling through Turkey, the Balkans and the new countries born of the collapse of the Soviet Union, one cannot escape the striking diversity of the infrastructure that modern citizens of these countries have inherited. There are important lessons we should have learned from the past, but have we?
Roman engineering and construction techniques laid the foundation for our modern construction technology and methods – they created massive infrastructure across 5,000 kilometers of territory from northern Europe to northern Africa and the Black Sea in the east over a period of around 500 years from 27 BC. The Romans were dedicated master civil engineers and constructors using marble and hard rock, such as granite, transported from all corners of their empire to create cities comprising massive structures, water and transport systems, as well as public facilities that could accommodate thousands in stadiums. They invented concrete and the manufacture of kiln-fired red brick. They recycled materials and large building components as the empire expanded and contracted.
“Why did the Romans build so many ruins?” asked a tourist to our great amusement – fact is that their structures have outlasted most others, hence these are still with us. The Romans worked from a master plan, used detailed design techniques, the best materials, and skilled craftsmen. They mastered logistics, manpower and project management like the ancient Egyptians had done 3,000 years earlier.
The Ottoman Empire usurped the Romans in Eastern Europe and Asia Minor for the next 400 years into the 15th century before Eastern European communities started to win back their countries from the oppression of the Ottoman Turks and re-establish their own art, culture and architecture. During their reign, the Ottomans, while perfecting the construction of large domes in their places of worship, chose interlocking soft sandstone and used simpler construction methods. Their structures have not survived as well, with some notable exceptions, requiring regular restoration and preservation, at great cost.
In Istanbul there are two obelisks a hundred meters apart. One is sandstone from the Ottoman era around 1400 AD, but now a crumbling image of its former self. The second is an Egyptian granite obelisk still in almost pristine condition from around 2000 BC, situated upon a still substantial foundation of a Roman hippodrome built circa 330 AD of solid granite, marble and red brick and mortar (cement).
Fast forward to my visit to Romania and Bulgaria, where the fabulous granite and marble structures of the Renaissance period, through to the 18th century post the defeat of the Ottoman Turks, stand proudly while all around are the crumbling relics of Soviet Russia era multi-story mass housing blocks and public buildings – falling apart after only a few decades. The new democracies in these countries have massive restoration and rebuilding programs – substantially funded with EU contributions, which fuels the British, French and German taxpayer debate on who benefits from the EU.
The contrast with the structures of the ancient and antique world is remarkable.
Spotlight moves to Africa and what has been achieved in infrastructure delivery.
The crumbling RDP houses, the years of time and cost overruns on public sector power plants and pipelines, roads and railways. The lack of infrastructure planning and maintenance across our region is in stark contrast to the world class private sector delivery of mines, toll roads, World Cup stadiums, renewable energy plants, commercial and retail infrastructure and private hospitals delivered in recent years.
It would seem obvious, and history tells us, that infrastructure is best delivered by professionals using proven design processes, skilled craftsmen, the appropriate materials and technologies, effective planning and project management techniques.
Infrastructure delivery should not be controlled by politics, cadre deployment, state institutions that have limited technical capacity, tenderpreneurs, or cobbled-together contractors who may be well-networked.
By nature of their training, demonstrable skills and track record, infrastructure delivery is the domain of professional individuals and companies who should, but still wait patiently, be invited into the inner sanctum of government to discuss the master plan for both South Africa and the regional infrastructure backlog that will unlock the future.
The Romans had this sorted – why can’t we?

Where is caesar   when you need him

Modernization, mechanization and regulation are some of the key aspects that need to be looked at for South Africa to build a globally competitive and sustainable mining industry.
Earlier this year, the mining sector experienced a five-month crippling wage strike. It follows the 2012 unprotected wage strike outside Lonmin’s Marikana mine, where 34 miners demanding a wage increase, were shot dead by police. Strikes pose risk and uncertainty for investors. It is often perceived, when long protracted strikes take place, that conversations about mechanization comes to the fore.
Mechanizing mines is seen as a solution to securing a steady stream of revenue and could cut significant costs for mining companies.
Speaking at the Joburg Indaba on mining, Mineral Resources Minister Ngoako Ramatlhodi says strikes are not a uniquely South African phenomenon.
“But when they run into periods exceeding five months; that should raise attention to all stakeholders. It puts the efficacy of regulatory institutions into question,” says Ramatlhodi.
“The cost to the industry and economy has been beyond words with recent figures revealing that in the first quarter, sales of total minerals declined by 24.7 percent. This narrowed to 9.6 percent in the
second quarter.”
He says the cost to the industry and economy has been beyond imaginable proportions.
Chairman of Anglo American Platinum, Valli Moosa, says that the recent strikes in South Africa are more of a major social uprising and revolt than purely labor relations disputes.
“We can say that it was a result of educators from the ultra-left influencing workers… but workers would not have gone on a five-month strike without pay, unless they wanted to send us a serious message. I feel ashamed that miners did that,” says Moosa.
“Workers want a fundamental change of what is happening in this industry. They didn’t achieve that much in as far as their demands are concerned.”
Moosa added that there needs to be a fundamental change and questioned whether mechanization could be the silver bullet to drive the future of South Africa’s mining industry. He believes that the country needs to move to a higher degree of modernization because it will improve productivity.
The rest of the world has experienced unprecedented growth of their economies following mechanization.
“We should not take ourselves back to the dark ages. Technology will be the biggest driver of growth in South Africa in the foreseeable future,” says Moosa.
The Chief Executive of diversified miner, Exxaro Resources, Sipho Nkosi, agrees but notes that education is critical.
“We need to go back to educate our people in the correct areas. And if you look at technological areas around the world, its mind boggling,” he says.
Industry experts say that the mining sector is a sunset industry, but Nkosi says that we cannot focus on that. He believes that government must be clear on its policy and that the industry needs to know what its role is in helping to grow the economy.
But trade unions fear that mechanizing the mines will result in massive job losses. Moosa believes that where there’s a reduction in the labor force, mining bosses have a responsibility.
“We have a moral responsibility for that. Unless we take responsibility we will not get to where we want,” says Moosa.
Norman Mbazima, Chief Executive of Kumba Iron Ore, says mechanization does not necessarily result in job losses as perceived by many, especially labor unions.
“Unlike before, when we solely relied on labor, now due to mechanization we rely more on planners who might incorporate even injured miners,” says Mbazima.
Chief Executive of Lonmin, Ben Magara, in support of Mbazima, says unlike what is generally perceived, no mine could retrofit as every mineral deposit had an appropriate method.
“If we achieve mechanization within 10 years, we could have achieved it in the shortest term possible, 20 years would be medium term and 30 years long term,” says Magara.
To have a stable economy, South Africa needs to grow at 6%. In September, the International Monetary Fund lowered this year’s growth to a mere 1.4%.
All stakeholders must come together and find solutions that make sense.

Tag: Modernization

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Where is caesar when you need him

Machines OVER MEN?