⎪ Environmental management, waste and cleaning technologies ⎪
Waste initiatives identified include: • Enhanced waste-separation systems at source. • Improved hazardous waste storage through storm-resistant covers. • Deployment of waste-weighing equip- ment for accurate tracking. • Identification of material reuse opportunities. • Minimising packaging materials and reus- ing oil containers. • Designing an oil treatment system to reduce TDS concentrations before discharge. These waste initiatives were identified dur- ing the RECP assessments and will be incor- porated into the Waste Management Plan. Implementation has not yet commenced, as the work requires phased planning and operational alignment. Energy initiatives identified and/or implemented include: • Replacement of non-LED lighting with LED units. • Installation of geyser timers and insulation blankets. • Use of occupancy sensors. • Replacing kettles with hydro boil systems. • Installing electricity sub-metering. • Introducing inverter air-conditioning units.
• Replacing electric water heaters with heat pumps. • Installing solar PV hybrid systems. In addition to these measures, several technical opportunities have been identified to enhance energy efficiency across the business further. These include retrofitting the main extractor fan with a variable-speed drive (VSD) to improve energy efficiency and performance.. The assess - ments also highlighted opportunities to replace the 7.5 kW compressor at the Equipment busi- ness and the 22 kW compressor at Transport Solutions with more efficient VSD-equipped units when the existing equipment reaches the end of its operational life. These energy initiatives remain identi- fied opportunities at this stage and will be implemented as part of the planned equipment replacement cycle. Thava Govender, CEO of Babcock Ntuthuko Engineering, notes that the assessments were completed at pace and with strong collabora- tion. Of the 423 energy-related action plans identified so far across Babcock International globally, 380 originated from Africa, demon- strating the region’s proactive commitment. He explains: “The RECP process helped us uncover immediate low-cost opportunities that are already delivering financial and sustain- ability returns. The technical guidance from NCPC-SA has been invaluable.”
Several notable breakthroughs emerged: • A long-standing water leak, undetected for nearly 20 years, was identified at one site. The leak had been costing approximately R4 million per year. Repairs have now been completed, significantly reducing water consumption and cost. • A water-bridging incident at another site revealed that a neighbouring property had illegally connected to Babcock’s water line, driving up consumption. Once resolved, actual usage returned to normal levels. During a recent benchmarking visit by Senegal’s Bureau de Mise à Niveau (BMN), NCPC-SA selected Babcock as a demonstration site for successful RECP implementation, reinforcing the value of the partnership. Kea Tlhapane emphasises the importance of collaboration: “Resource efficiency challenges cut across systems, processes and behaviours. Collective effort is essential for sustained im- pact. NCPC-SA’s support, together with our SHE teams and operational leaders, has been central to the progress we’ve made.” Govender adds: “Executive commitment was strong from the outset. Each business unit re- ceived the necessary support to move forward with implementation. ESG is not a compliance exercise for us—it is a strategic lever for long- term value creation.” http://www.babcock.co.za
January-February 2025 • MechChem Africa ¦ 35
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