Eskom Power Plant Engineering Institute EPPEI

1 Eskom Power PlantEngineering Institute 2015-2016 ProgrammeEPPEIE skom Academy of Learning Driving towards Engineering ExcellenceEPPEI 2015-2016 Programme 12 EPPEI 2014-2015 Programme Produced by Eskom Power Plant Engineering Institute February 2016 Contents1. Foreword by Sylvia Mamorare 22. EPPEI management report by Malcolm Fawkes 43. Technical committee 5 4. EPPEI management team 65. Specialisation centre strategies 76. Specialisation centre academic representatives 87. Academic supervisors 168. Industrial mentors 179. EPPEI student population 1910. Current projects research topics 2011. Completed projects 8012. Publication list 9813. EPPEI Junior Enterprise 10914. Student conferences 11215. Appendices 116 AcknowledgementsProf Francis Petersen University of Cape TownProf Ian Jandrell University of the WitwatersrandProf LJ Grobler North-West UniversityProf Sunil Maharaj University of PretoriaProf Christina Trois University of KwaZulu-NatalProf Willem Perold Stellenbosch UniversityEPPEI 2015-2016 Programme 32 EPPEI 2015-2016 Programme The past year has been riddled with challenges as Eskom has had to tighten its belt in various areas.

2 In times of budget cuts within a business, training and research are usually the first area to be affected. As the Chief Learning Officer (CLO) of Eskom , I find it particularly heartening that in these tough financial times, Eskom has remained committed to its training and education initiatives. While the Eskom Academy of Learning (EAL) has been affected by budget cuts, it has recognised the great value that the EPPEI programme has added to both Eskom and EAL, and has shouldered much of the financial cuts to protect the EPPEI budget. In late 2014 we had to reassess this position and approached universities to work with us to introduce cost-saving measures. EAL and the universities identified the critical areas of spending to sustain EPPEI . Great effort had been made to enrol academic staff, who now have experience in understanding the Power industry and specifically Eskom s needs and they are key to EPPEI s continued success.

3 We felt it was important to maintain the crucial relationships between Eskom SMEs, engineers and these academics. Therefore we first prioritised the staff in our spending and then the short-term needs in the coal Power stations at are delighted with the commitment and response from universities who have shown their support of both EPPEI and Eskom during these trying times. I am happy to report that the partnership between Eskom and the universities is going from strength to strength. While 2014 has been a difficult year, there have also been some highlights. EAL was very honoured to be selected by the Association of Power Utilities in Africa (APUA) as a centre of excellence that will provide training to members of APUA. We see EPPEI playing an important role in fulfilling this mandate. EAL along with the universities have also been working on the business case to extend the EPPEI programme for a further five years from 2017 to 2021.

4 This business case will be brought to Exco this year for their consideration. EPPEI is now in its fourth year of a five year mandate. Foreword by Sylvia MamorareLooking at our accomplishments over the past three years, I am even more convinced of the impact that EPPEI will have on the Eskom business in the long term. It has been especially positive seeing the value added to business units when students return from their research at universities. Some of our students have been promoted to lead engineers in their field. We are indeed seeing the development of experts through the EPPEI initiative as well as the development of the knowledge base necessary to take Eskom into the in continuous learningSylvia MamorareCLO, Eskom1. I am happy to report that the partnership between Eskom and the universities is going from strength to strength.

5 Sylvia MamorareEPPEI 2015-2016 Programme 54 EPPEI 2015-2016 Programme EPPEI management report for 2015 by Malcolm entered into its third year in 2014. We saw the first and second intakes of master s students completing their studies towards the end of 2014. It is encouraging to see the quality of academic research work that has been produced in the objective of working on real-world challenges in Eskom s Plant . Some of the solutions developed through EPPEI research will also be able to be implemented into current Eskom projects. In addition, the research will assist South Africa in developing its own Intellectual Property in the Power industry, one of the Visons of EPPEI . This will enhance the prospects of our economy through local manufacture and export of goods and services.

6 Eskom continues to experience severe technical, financial and manpower constraints. As a result of this, the EPPEI budget has been cut by 42%. It has thus been decided that in future the funding available will need to be allocated pro rata to the eight specialisation centres in accordance with Eskom s current challenges and in accordance with the capacity of centres to deliver. This has resulted in additional risks to some centres in terms of ability to continue with academic appointments, for example. The Eskom restriction on manpower numbers has resulted in Line Managers being hesitant to release young engineers for postgraduate studies. This is one of the biggest risks for the EPPEI programme. Where possible, and in line with governance requirements, bursaries have been given to non- Eskom students to do research towards solving Eskom s technical central EPPEI coordination office, currently hosted by UCT, and the Coordination and Administration (C&A) committee of the six universities provided excellent services to EPPEI in 2014.

7 The purpose of the C&A committee is to share the different administrative activities among the universities. EPPEI management is very grateful for the continued support and co-operation from the universities and their willingness to assist. The need for better monitoring of student progress has been identified by the C&A committee as a priority. On average it is taking longer than two years for students to complete their research and to complete their final dissertations. Closer monitoring of progress and more coaching is required to ensure that their project plan is kept on schedule. It has also been disappointing to note how many students, relatively, have resigned from Eskom after graduation or during the completion phases of research. This has been due partly to personal reasons but in other cases it was felt that career paths were greener on the other side.

8 EPPEI will continue to work with Line Management to see how Eskom can prevent this in good news was received recently that Eskom had approved the continuation of the EPPEI programme for another five years until 2021. This continuation was intended from the first approval in April 2011. Work has started in earnest to get the commercial processes finalised to conclude new contracts with the six partner universities. The exciting new Hub-and-Spoke business model is to be pursued with a Consortium of the universities. This new approach will hopefully see EPPEI prosper until it can become financially independent of Eskom in 2022. Exciting times lie EPPEI technical committee met twice in 2014. The members include: Eskom senior management, EPPEI Technical Committee (TC), academic and industrial coordinators of the specialisation centres and the EPPEI Junior Enterprise.

9 The committee provides a platform where the various specialisation centres can give feedback to EPPEI management and implement changes for the development of ManagementEPPEI Senior ManagerMalcolm FawkesEDF Senior Manager, EPPEIL ouis JestinEPPEI Senior AdvisorRobert Jones and Carolynn KoekemoerEskom Executive AdvisorsEskom Power Plant EngineeringTitus MatheElectrical EngineeringPrince Moyo RT&DBarry MacColl and Chris GrossSpecialisation CentreIndustrial CoordinatorAcademic CoordinatorEnergy EfficiencyJoe Roy-AikinsWim FulsCombustion Engineering Anton HartWalter SchmitzEmissions ControlYokesh SinghStuart PikethMaterial ScienceMarthinus BezuidenhoudtBernhard SondereggerAsset Management Mark NewbyStephan Heyns High Voltage Engineering ACAbr le RouxJohn van CollerHigh Voltage Engineering DCRob StephenInno DavidsonRenewable EnergyZama LuswaziWikus van NiekerkEPPEI Junior Enterprise LeadersEPPEI Junior Enterprise Intake One (2012)Priyesh Gosai EPPEI Junior Enterprise Intake Two (2013)

10 Rudzani MutshinyaEPPEI Junior Enterprise Intake Three (2014)Naeem TootlaEPPEI Junior Enterprise Intake Four (2015)Christine SchutteTechnical 2015-2016 Programme 76 EPPEI 2015-2016 Programme Name Malcolm FawkesPosition Senior Manager Eskom Academy of Learning (Midrand)Te l +27 11 655 2552 Email Louis JestinPosition EDF Senior Manager, EPPEI Mechanical Engineering (UCT)Te l +27 21 650 3239 Email Carolynn KoekemoerPosition Senior Advisor Eskom Academy of Learning (Midrand)Te l +27 13 693 2265 Email Robert JonesPosition Senior Advisor Eskom Academy of Learning (Midrand)Te l +27 13 693 3216 Email Nicola TaylorPosition Central Co-ordinator Mechanical Engineering (UCT)Te l +27 21 650 2119 Email management team4. Eskom specialisation centre in Energy Efficiency at the University of Cape Town Eskom specialisation centre in Combustion Engineering at the University of the Witwatersrand Eskom specialisation centre in Emission Control at North-West University Eskom specialisation centre in Material Science at the University of Cape Town Eskom specialisation centre in Asset Management at the University of Pretoria Eskom specialisation centre in High Voltage Engineering (AC) at the University of the Witwatersrand Eskom specialisation centre in High Voltage Engineering (DC) at the University of KwaZulu-Natal Eskom specialisation centre in Renewable Energy at Stellenbosch Specialisation Centre (SC)