South Africa’s infrastructure ambitions depend on far more than new equipment. They require a new generation of artisans, technicians and engineers. Kirsten Kelly speaks to APE Pumps and Mather+Platt’s John Montgomery and Mirna Liesering about apprenticeships, knowledge transfer and why developing people has become one of the company’s biggest investments.

Over the years, APE Pumps and Mather+Platt (the group) have ensured their success through succession planning. What, in your opinion is the best possible hire?

John Montgomery (JM): A pump never operates in isolation. It forms part of an integrated system that includes motors, gearboxes, pipelines, suction pipework, valves, filters, treatment processes, control systems, power supply and the hydraulic characteristics of the entire network. Consequently, developing pump expertise means equipping professionals with an understanding of how each component interacts with the pump. Our technical people are trained to diagnose the entire system before recommending a solution.

There is a multitude of reasons why a pump is not working and most of the time, the problem lies with something around or connected to the pump. For instance, it could be a broken gearbox or motor, the suction pipework could have been incorrectly installed or a valve could be closed at the discharge side. Understanding the system in which a pump works as well as how each pump component interacts with each other will help a technician or engineer diagnose the reasons behind a faulty pump.

The best hire understands systems, not just components.

Our technical sales team are made up of artisans that can immediately attend to a problem on a customer’s site. Unlike the traditional approach, where a salesperson first inspects the problem before calling in artisans, our technical sales representatives have the expertise to assess, troubleshoot and, in many cases, resolve the issue during the same visit. They carry around equipment worth around two million rand to work onsite and conduct vibration testing, assess and adjust pump alignment, measure the temperature of bearings, tighten gland packing etc.

This eliminates unnecessary delays and downtime. When a pump fails, it often brings an entire system to a standstill, making a rapid, technically informed response critical for both the customer and APE.

Knowledge transfer is becoming increasingly important as experienced artisans retire. How are you preserving decades of expertise?

JM: When I started to work at APE 21 years ago, we employed three qualified fitter and turners. Today, we have over 30 qualified fitter and turners. Following qualification, a fitter and turner typically spends around three years gaining practical industry experience before attaining journeyman status. At APE, each journeymen mentor three apprentices on the workshop floor, passing on practical skills that cannot be learnt in a classroom. They teach precision machining, fitting, assembly, maintenance, fault-finding and the quality standards required to manufacture high-performance pumps. The result is a continuous skills pipeline that allows APE to develop its own artisans. As experienced journeymen retire, they pass their knowledge to the next generation, helping to safeguard critical engineering skills for both the company and South Africa’s manufacturing sector.

By investing in our own apprenticeship programme, we can train artisans to our standards and retain those who demonstrate the greatest potential. We currently have 19 active apprentices working through our programme.

Importantly, we don’t allow knowledge to walk out the door. Some of our most experienced employees have come back after retirement to mentor younger staff. Their role isn’t to work on the machines anymore — it’s to pass on decades of practical knowledge before it disappears.

We’re also establishing an in-house training facility where apprentices can learn on dedicated equipment while experienced artisans guide them through every stage of the process.

Your apprenticeship programme seems far more comprehensive than simply teaching someone a trade.JM: Firstly, we raise the entry level. It is not enough for our apprentices to have a matric, an N4 qualification is a minimum requirement. This gives us proof that the applicant is self-motivated, can commit to something and is prepared to invest in his or her future.
We give preference to apprentices from communities close to APE Pumps. Investing in local talent is important to us because we want to create opportunities and contribute to the growth of the communities in which we operate.

Apprentices require close mentorship and continuous guidance. If you walk around our factory floor, you won’t see anyone standing around waiting for work. We keep our apprentices actively engaged, challenging them with real-world tasks and exposing them to as many learning opportunities as possible. That hands-on experience is what accelerates their development into skilled artisans.

Mirna Liesering (ML): They need to be challenged, but you need to instil confidence in them as they need to eventually solve problems independently. We value apprentices who are curious, ask plenty of questions, absorb the answers and apply what they’ve learnt. That willingness to learn is often what sets the best apprentices apart. We look for apprentices that have communication skills.

The apprenticeship programme runs for four years. When calculating the cost of the salaries, school fees, personal protective equipment, tool boxes and trade test fees – it runs into millions of rands. Their salaries are governed by the Metal and Engineering Industries Bargaining Council (MEIBC), and we often pay over the recommended rates. Some of the apprentices have even be sent for CNC training in addition to their other training.

If people are willing to invest in themselves, we’re prepared to invest alongside them. Training doesn’t stop once someone qualifies. We fund further studies, while we also assist some long-serving employees by covering their children’s school fees.

If there was something you could change if the way South Africa approaches water skills – what would it be?

ML: It needs to be fair. Our apprenticeship programme is rigorous, we invest in the apprentices and try to retain talent. In fact, John has been known to create positions when there is a promising apprentice about to finish the programme.

There are companies that use an apprenticeship programme as a tick box exercise and honestly do the bare minimum to train and upskill the people in the programme, and never retain anyone. Many other learnerships only run for 12 months. It is very difficult to upskill an individual in such a short period of time.

Technology is changing engineering rapidly. How has this affected the skills you now recruit?

JM: Digital skills are becoming just as important as mechanical skills.

We have employed three new draughtsman that have completed the Autodesk Inventor course as well as a 3D scanning software course. They don’t simply sit behind computers either. They spend time in the workshop stripping pumps, the foundries to learn the casting process, pattern shop, stores and quality department so they understand the complete manufacturing process.

We are finding that the staff we onboard are already computer literate and that is important as they often need to compile reports.

As these digital technologies continue to evolve, artificial intelligence (AI) is becoming another valuable tool for engineers. When looking at artificial intelligence (AI), it won’t replace engineers. It will remove repetitive work so engineers can spend more time solving problems. For instance, our AI pump selection tool still requires engineering oversight because someone must interpret the results and ensure the recommendations are technically correct. AI can process information incredibly quickly, but engineering judgement still comes from experience.

Years ago engineers calculated everything manually before checking catalogues. Today software produces answers instantly. That’s why we still teach first principles. If you understand how pumps actually work, then digital tools become incredibly powerful. If you don’t understand the fundamentals, you simply become someone who knows how to operate software.

Looking back over your career, what skills have been most valuable that you didn’t necessarily learn through studying further?

JM: Communication.

Technical knowledge is essential, but engineering is ultimately about working with people. Whether you’re speaking to a cleaner, an apprentice or a CEO, you’re dealing with another human being.

I’ve also learned that good leaders don’t have all the answers. Some of my best ideas have come from people working on the factory floor. If you’re willing to listen, you’ll keep learning throughout your career.

And in closing?

JM: Clearly, no pump engineer, specialist technician or artisan is born overnight. The baseline skills are essential, but the experiential, applied learning is what defines master craftsmen, engineers and project managers in all our interrelated disciplines. That’s why our business is dedicated to attracting and mentoring the best talent available.

Bringing new talent onboard is part of our sustained investment in human capital – a forward-thinking approach that continues to position us as an OEM leader and specialist turnkey contractor in the fluid transfer field.