Lesedi’s Nuclear Executive, Dr. Derik Wolvaardt, participated in the Nuclear Forum panel discussion at the Africa Energy Indaba, held at the Cape Town International Convention Centre.
The discussion focused on the theme “Driving Nuclear Safety, Localisation and Workforce Development for the Project Implementation Programme.” During the session, Dr. Wolvaardt addressed two key questions in the nuclear sector, drawing on his extensive industry experience.
Question 1: How long has Lesedi been in the nuclear industry, and what are the highlights of your experience? How do you see the future?
Answer: Lesedi has been active in the nuclear industry for more than 30 years, with the cornerstone of our experience being our long-standing involvement at Koeberg Nuclear Power Station. Over three decades, we have delivered EPC project implementations for plant upgrades, modifications, and maintenance in a highly regulated nuclear operating environment.
Our early work focused on engineering support and plant modifications, but over time, we evolved into a mature nuclear EPC partner, capable of executing safety-related upgrades under full quality assurance and configuration management control. That journey required developing a nuclear-grade quality management system, disciplined engineering governance, and strong outage planning capability.
A major highlight has been our contribution to Koeberg’s Long-Term Operation (LTO) programme, which extends the life of the plant beyond its original 40-year design life. These upgrades include significant safety and plant improvements executed under strict regulatory oversight. The LTO programme, together with the SALTO-aligned activities, ensures that Koeberg will continue to provide reliable baseload electricity and high-quality employment for at least another 20 years. That is not only an engineering achievement; it is a national strategic contribution.
Another important project has been the Koeberg CP-1 alignment project, where Lesedi played a key role in executing complex safety-related upgrade activities during several critical outage windows. The project required stringent configuration control, close coordination with international OEMs, and disciplined human performance practices. Successful completion reinforced our capability to deliver high-precision, safety-significant work under intense schedule pressure, a hallmark of nuclear execution excellence.
Beyond South Africa, we have exported our expertise through international outage services. Our teams have supported outage campaigns in the USA, UK, Europe, and South America, working on critical systems such as pumps and valves, steam generators, primary pumps, and fuel handling systems. Nuclear outages are intense, high-risk windows, and participating in international campaigns has allowed us to benchmark ourselves against global best practice and strengthen our human performance and nuclear safety culture.
Another significant milestone is our new Design Agency Agreement with Emirates Nuclear Energy Corporation in the UAE. Supporting ENEC demonstrates that our engineering governance, documentation discipline, and technical capabilities meet international new-build standards. It reflects our evolution from a domestic service provider into a globally relevant nuclear engineering partner.
Looking to the future, we see three clear pathways.
First, continued support for plant life extension and long-term operation, both at Koeberg and potentially elsewhere in the world. Life extension is one of the most cost-effective ways to secure low-carbon baseload power.
Second, continued participation in international outage and specialist maintenance services, where our experience in complex mechanical systems positions us well.
Third, positioning ourselves for new-build and advanced reactor opportunities, leveraging our EPC heritage, nuclear-grade quality systems, and international partnerships.
In summary, Lesedi’s 30-year journey in nuclear has been one of steady capability building, from maintenance and modifications to life extension, international outages, and now international design agency work. We see the future as one of continued growth, strengthened safety culture, expanded global footprint, and meaningful contribution to energy security.
Thank you.
Question 2: The nuclear industry has high-quality and safety standards. What advice could you share with the local industry on getting aligned with these requirements?
Answer: That’s an important question, because quality alignment is often the biggest hurdle for the local industry entering the nuclear sector.
Nuclear standards are not simply stricter versions of conventional ISO systems; they require full traceability, disciplined configuration management, documented engineering justification, controlled procurement chains, and a strong culture of procedural adherence. When you supply into nuclear, you are not just delivering a product, you are contributing to a safety case. Your processes must therefore be auditable, repeatable, and defensible.
These certifications reflect Lesedi’s commitment to internationally recognised standards in quality, environmental management, occupational health and safety, and nuclear-grade supply chain requirements. In particular, ISO 19443, NQA-1 compliance (ASME nuclear quality assurance requirements), and RD-0034 (National Nuclear Regulator) approvals demonstrate alignment with stringent nuclear-specific quality assurance, configuration control, and full traceability expectations required for safety-related work. Furthermore, alignment with guidance and safety principles issued by the International Atomic Energy Agency (IAEA) reinforces Lesedi’s adherence to global nuclear governance and safety culture standards. Collectively, these accreditations position Lesedi as a trusted and compliant partner capable of delivering complex engineering and EPC services within highly regulated industrial and nuclear environments.
My advice to the local industry would be threefold:
First, invest in maturing your Quality Management System, including document control, supplier qualification, independent verification, corrective action programmes, and material traceability.
Second, embed a culture of procedural compliance. In nuclear, informal workarounds are not acceptable; every deviation must be formally assessed and approved.
Third, partner strategically.
This is where Lesedi can play a pivotal role. With more than 30 years of experience supporting Koeberg Nuclear Power Station, including life extension and safety-related upgrades, Lesedi operates under a well-established nuclear-grade Quality Management System. That system can effectively serve as the “key in the door” for capable local suppliers.
By working through Lesedi, local companies can gain structured exposure to nuclear requirements, benefit from mentorship and oversight, and integrate into projects under an already compliant governance framework. This significantly reduces risk for the end client while allowing the local industry to build capability progressively.
In short: strengthen your systems, embrace discipline, and enter the market through experienced nuclear partners. That is the most practical and sustainable pathway into the nuclear industry.
Closing Remark: In closing, if South Africa is serious about delivering the 5,200 MW of new nuclear capacity envisaged in the Integrated Resource Plan (IRP) 2025, then local industry must begin gearing up now, not once contracts are awarded. Developing the required capacity, skills base, quality systems, supply chain readiness, and nuclear safety culture takes years, not months.
However, industry cannot scale responsibly in a policy vacuum. Clear direction is required from the Government and Eskom regarding the procurement strategy, contracting model, localisation framework, and anticipated timelines. Whether the approach will be EPC, multi-contract, strategic vendor partnership, or phased SMR deployment has significant implications for how local companies invest in people, infrastructure, and quality systems.
Certainty and transparency in the procurement framework will enable the South African industry to mobilise capital, form strategic partnerships, strengthen nuclear-grade quality programmes, and build sustainable capability aligned with international standards.
If clarity is provided early, the 5,200 MW programme can become more than an energy project; it can be a catalyst for long-term industrial development, skills transfer, and high-value job creation in South Africa.