Building Today - Issue 1 by abuya joseph

ISSUE 001 / SEP - DEC 2018 YOUR COMPLIMENTARY COPY

> CONSTRUCTION MANAGEMENT - THE NEXT BIG THING IN THE INDUSTRY

Project Managers of a Brave New World URBAN RENEWAL THROUGH GREEN BUILDING & SUSTAINABLE URBAN DESIGN

ES D A TR RNER CO — ON

A E ON WITH AL N E ONFESSIOER O PR PLUMB30 . - PG

IMMERSIVE TECHNOLOGY: A GAME CHANGER IN EAST AFRICA’S ENGINEERING DESIGN

∞ BUILDING TODAY IS PUBLISHED BY ASSOCIATION OF CONSTRUCTION MANAGERS OF KENYA ISSUE

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CO M Y P ED LIMOUR IT EN IO T N AR Y ISSUE 001 / SEP - DEC 2018 YOUR COMPLIMENTARY COPY This magazine will capture our creative pursuit for a better construction industry in Kenya and the region.

OPINIONS ● COLUMNS

Letter From Chairman! t gives me great pride to pen down the message for the first edition of our magazine. The seeds of an idea sown three years ago has quickly come to fruition. My heart fills with immense joy as I perceive the progress we have made as an Association; cautiously though as we still have umpteen challenges to overcome. The clouds of doubts moved from the horizon to perch directly over our heads when we began this journey to entrench proper project and construction management practices in our industry. Indeed, there were no clear skies in the forecast. Fast-forward to three years and we can now clearly see to the indefinite limit of our imagination. Nashon Okowa Chairman- ACMK

This magazine is a platform to further express our creative pursuit of a better construction industry in Kenya and by large the East African region. The articles in this and future editions, I posit, will reflect the ingenious thoughts and imaginations of our industry. I extend my appreciation to the ACMK officials – men and women of great gravitas – and the magazine committee for this achievement. “May the sapling grow into a sturdy tree and spread its branches”

LETTERS TO THE EDITOR Your views on the Construction Industry in Kenya and matters affecting the industry are very important to us. We encourage you to share them with the thousands of our readers in Kenya and all over the world. You can write to the Editor at: building.today@acmk.co.ke

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Read more at: www.buildingtoday.acmk.co.ke

CONTENTS EDITORIAL Head of Editorial Daniel M. Mwangi Editor-in-Chief Godfrey Ombogo Creative Designer Joseph Abuya MARKETING Head of Marketing Judy Wairimu MAGAZINE COMMITTEE Lucy Mesa Jeremy Mburu Michelle Bosibori EXECUTIVE Nashon Okowa - Chairman-ACMK Robert Oboch - Secretary-ACMK

Produced/Published By ACMK Eden Square, Chiromo Road, Westlands, 7th Floor, Block 1, Nairobi, Kenya +254 714 860673 / +254 20 3673071 Email: building.today@acmk.co.ke Website: www.acmk.co.ke

Copyright © 2018, ACMK. All material is strictly copyrighted and all rights reserved. Reproduction without permission is forbidden. Every care is taken in compiling the contents of Buildingtoday, but we assume no responsibility for the effects arising therefrom. The views expressed are not necessarily those of the publisher.

COVER STORY - PROJECT MANAGERS OF A BRAVE NEW WORLD: Today’s ‘brave new world’ demands new age project management in the built environment.

FEATURES

Building The Next Generation Of Construction Industry Professionals The average “tarmacking” (unemployment) period can be 24 months with many turning to whatever occupation they can get.

SOLAR WATER HEATING SOLUTION FOR HIGH RISE BUILDINGS In recent past, there has been an increase in uptake of solar water heating systems in residential projects.

Immersive Technology: A Game Changer in East Africa’s Engineering Design.

Construction Bank; The Sure Way to Compete With Chinese Contractors.

Building Demolitions - The Emerging Issues.

After decades of invention and significant investment, Immersive Technology is rapidly becoming more accessible, powerful and cost-effective.

It will not change overnight, but it will eventually.

The question asked: How valid is a government approval when it comes to construction?

Focus on Private Sector to achieve the affordable housing initiative.

The country needs a supply of approximately 250,000 affordable units in different market segments annually against an annual supply of less than 50,000 units.

Follow @acmk_ke

ACMK - EXECUTIVE OFFICIALS

1. Nashon Okowa ~ Chairman

2. Winnie Okoth ~ Vice Chairperson

3. Robert Oboch ~ Secretary

5. Ford Ongoma ~ Registrar

6. Lydiah Kanyiri ~ Treasurer

Rachel Njeri ~ Vice Secretary

7. Richard Kinyua ~ Vice-Treasurer

ACMK - COUNCIL MEMBERS 1.

Reuben Ndichu, Council Member.

Ilbert Abiri, Council Member.

Isaac Ndirangu, Council Member.

Christian Owoko, Council Member.

Lucy Mesa, Council Member.

ACMK - STUDENTS REPRESENTATIVES

Lilian Mutheu, Representative - Jomo Kenyatta University of Agriculture & Technology.

Gideon Rono, Representative - Technical University of Kenya.

William Ojulla, Representative - University of Nairobi.

Jeremy Mburu, Representative - Kenyatta University.

Calvin Coredo, Representative - Jaramogi Oginga Odinga University of Science & Technology.

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Specialities Include: • • • •

Interior Design & Fit Out Works Supply of Interior Products & LED Lights Fittings Solar Water System Installations General Building & Renovation Works

Luminous Interiors Kenya Ltd, The Nassab Court – Lenana Road, P.O. Box 26471 -00100, Nairobi - Kenya. Tel: +254 0716416316

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NEXT GENERATION

BUILDING THE NEXT GENERATION OF CONSTRUCTION INDUSTRY PROFESSIONALS In late September 2018, the United Nations launched Youth 2030: The UN Youth Strategy and “Generation Unlimited” partnership at its 73rd General Assembly. For the first time in history, the youth spoke to the assembly ahead of the Secretary General, Antonio Guterres’ address.

“G

eneration Unlimited” launched by the UN in September 2018, is a new global partnership that is dedicated to increasing opportunities and investments for young people of ages 10 to 24. It is noteworthy that President Uhuru Kenyatta was endorsed as the global champion of this agenda. The world can no longer ignore this demographic that will shape the future. The construction industry is not always a good space for young people in Kenya because there is a disparity between how the future workforce is being prepared at the academic stage and the needs of the industry. Courses are being introduced without consultation with the industry, resulting in graduates who are unemployable. The classes are a far cry from the 30 students per engineering class that I attended over 20 years ago. Today’s lecturer has to contend with a class of 200 students who still rely on the same lab facilities we used back then. In short, it means most of these students do not have any lab sessions. I was aghast to find out that more than 2,000 students of the built-environment professions graduate annually and come into the job market. The average “tarmacking” (unemployment) period can be 24 months with many turning to whatever occupation they can get. There is a need to do something as a matter of

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priority. At Howard Aidevo Consulting, we quickly realised that our project management courses are not suited for this youth market because they come out of the university with very limited knowledge of the subject. Our quest to develop a suitable product led us into discussions with key industry players, which have successfully resulted in a partnership with the Association of Construction Managers of Kenya (ACMK) and Infinity Coaching, a consulting company that specialises in transformational coaching consulting. We are in discussions with Jumbo Chem, Savannah Cement and MRM who have lauded the initiative and expressed interest in sponsoring the programme. Professional service firms and contractor companies are target employers who will be co-opted in the internship phase of the programme. Our BCDIP (Building Capacity for Developing Infrastructure Projects) Scholar programme is a combination of technical training in project management that blends theory and group work to enhance skills acquisition, and life coaching to help the scholars match their expectations with the reality of the work place. It is a 10-month programme that will take the scholar from a 4-month modular course consisting of classroom workshops to an internship in a real work environment. We anticipate that the rigorous

The average “tarmacking” (unemployment) period can be 24 months with many turning to whatever occupation they can get. There is a need to do something as a matter of priority. preparation will make them highly employable and valuable for the market. Each scholar’s investment in the programme is only Sh10,000 with the balance being fully subsidised from the funds pooled from sponsoring partners. The first pilot of 20 students kicks off in November 2018 but we will be taking 120 annually. Our vision is that in 10 years we shall have created a pool of highly skilled construction industry professionals who will lead and participate in the development of infrastructure in the country. The time to build capacity is now. About the author: Rose Kananu is the founder and Managing Director of Howard Aidevo Consulting. She has over 18 years’ experience in project management, both local and international. Howard Aidevo Consulting offers advisory services in development of infrastructure and training courses in Project Management, Construction Management and Public Private Partnerships (PPPs).

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COVER STORY

Project Managers of a Brave New World

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Todayâ&#x20AC;&#x2122;s â&#x20AC;&#x2DC;brave new worldâ&#x20AC;&#x2122; demands new age project management in the built environment. In Africa this is characterised by commissions with complex procurement and logistics challenges and a scarcity of resources, all amid a competitive marketplace with international, discerning clientele entering the region displaying expectancy of a high level of service.

n the realm of capital assets, whether you look at developers, owners, financiers or the end user corporate, the majority are well travelled and exposed to the internet and global trends. So whereas a decade ago the latter would simply make use of what was available to them in the market, today they are acutely aware of value-for-money benchmarks. This has led to better quality projects, but ultimately the challenges are in meeting expectations all round.

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COVER STORY of 2017, and reflecting an average of Sh44.4 billion from 2009 to 2018. While this metric has decreased to Sh61.2 billion in Q1 of 2018, along with this phenomenal growth, the requirements of clients have evolved and diversified, mainly due to an influx of international investors as well as through increasing exposure to global trends in construction. These investors include private equity funds coming into the market, foreign investors in the form of JVs, or outside purchasers acquiring land for retail, residential and commercial, namely office developments, including some mixeduse projects, all situated within a 50km radius of Nairobi. Through international investment, we have also seen a number of satellite cities comprising sizeable precincts cropping up. In order to keep pace with the dynamic nature of the construction industry, the project management profession requires several step changes in its evolution. TECHNOLOGICAL ADVANCES

Africa is a huge continent offering huge opportunities. With a population three times that of the USA, it is home to some 20% of the world’s oil reserves, 23% of its gas reserves and 30% of mineral reserves. Foreign investors are active, attracted to growing markets such as Ethiopia, Kenya, Nigeria, Mozambique, Tanzania and Uganda. Infrastructure, oil and gas, power, commercial and retail projects are all benefiting. It follows that investors and project teams looking to take an opportunity to market in Africa must address and plan for country-specific challenges that will impact the execution of the project later on. Having worked in 38 of Africa’s 54 countries over the past 34 years, we can attest to the fact that no two countries, or even provinces, are the same. Importantly, however, the problems encountered and their causes are common to many countries, albeit needing a slightly different solution. KENYA’S BUOYANT CONSTRUCTION INDUSTRY In Kenya, as a significant contributor to the economy for close to a decade, the construction industry has enjoyed constant growth, surging from a record low contribution of Sh24.8 billion of GDP in Q1 of 2009 to an all-time high of Sh69.4 billion in Q4

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In project management (PM), technology cuts across our services and dayto-day operations. The more efficient the technology, the better the service rendered to the client.

In this era of crypto-currencies, project managers have access to ongoing technological innovations, which greatly assist them. For example, Turner & Townsend’s annual International Construction Market Survey (ICMS), a major data-led study of construction costs in 43 global markets, is made possible to produce due to the company’s ability to harvest data from past projects. The information has proven invaluable in providing an in-depth snapshot of construction costs, and what’s driving them around the world and specifically in Kenya. The report analyses input costs such as labour and materials, and charts the average construction cost per square metre for commercial and residential projects globally. To identify the most expensive places to build, the average build cost in USD of six different types of construction are assessed, including high-rise apartments, city centre offices, hospitals, schools, warehouses and

shopping malls. Conscious of the dynamic nature of the relevant technology in the industry, Kenya is known for ‘leapfrogging’ in order to capitalise on the adoption of the very latest technologies. In project management (PM), technology cuts across our services and day-to-day operations. The more efficient the technology, the better the service rendered to the client. Project management software – such as Procore, which brings together all the stakeholders in a project, supporting hardware, communication platforms, and reporting and general administration tools – are a must-have for a project manager. Having the skills to properly use the construction technology is also a key component of being able to advise clients on the most suitable solutions for their developments, and how to successfully deliver these projects in the local environment. COMMERCIALLY-ORIENTED PROJECT MANAGEMENT Traditionally in Kenya, project managers have always been engaged in the mid- or post-design of projects, which by default, has skewed PM towards the technical elements and disregarded the business case and business objectives of a project. In order to ensure that financially feasible projects are conceptualized, designed, built and commissioned, one has to equip oneself with skills in commercial modelling, budgeting and setting up of controls to ensure proper tracking of resources – including but not limited to labour, materials and monetary resources. UNDERSTANDING THE CLIENT’S BUSINESS Very often this entails studying the client’s business process in order to better understand their requirements and ensure the project goals set at inception will meet and positively surpass the expectations of the client. Historically, this has not necessarily been the case. It is therefore important that the PM fully understands the nature of the client’s business and how the project goals meet their client’s business needs. For example, in an office block development, you need to fully understand the end user requirements in terms of space planning, amenities, utilities, etc and correlate that with their budget and expected rate of return. These requirements need to be considered at design stage in order to deliver maximum client efficiency on conclusion of the project. Firms with both PM and Cost Management (CM) services and which ideally are involved from the outset of a project, are best placed to offer this double-pronged service line while ensuring a single point of control, plus proper planning. Over and above this, the responsibility of the PM is to manage a project within the constraints of time, cost and quality.

At A Glance POINTS TO NOTE IN PROJECT MANAGEMENT

1 2

In Kenya the construction industry has enjoyed constant growth from Ksh 2.4billion of GDP in 2009 to Ksh 6.9billion in 2017. Project Management software such as Procore, which brings together all the stakeholders in a project, are a must have for Project Managers.

GLOBAL EXPERTISE DELIVERED LOCALLY

Traditionally in Kenya, project managers have always been engaged in the mid- or post-design of projects, which by default, has skewed PM towards the technical elements and disregarded the business case and business objectives of a project.

This has been a ‘buzz’ statement for many international firms that have set up shop in Kenya. However, some have failed to translate this into benefits to their clients due to inadequate human resourcing policies. This has resulted in attempts to remotely manage projects from abroad, while intermittently flying international experts in and out - ignoring the local work force’s potential skills, culture and ethos. In order to succeed in offering world-class services at a competitive cost, the answer is localisation coupled with conscious skills transfer and a global reach back policy. There are numerous factors that influence project success, and if you don’t have the benefit of local insight, it will negatively B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

COVER STORY

PMs need specific skills to manage such projects and if you currently lack experience on these types of projects then a good place to start is to partner with firms that have the capacity and expertise, and can transfer knowledge as you work together.

affect how you manage a project.

In order to ensure that financially feasible projects are conceptualized, designed, built and commissioned, one has to equip oneself with skills in commercial modelling, budgeting and setting up of controls to ensure proper tracking of resources – including but not limited to labour, materials and monetary resources.

At MML Turner & Townsend, we know that there are many well-established local consultants and contractors with capacity and capabilities, some of whom have even come from a global base. Utilising their cost effective, local skills will help PMs deliver projects competitively and successfully. They understand the culture and have access to local supply chains and materials, as well as the ability to deal directly with local authorities. DIVERSIFICATION In Kenya, PM has traditionally been professionally practised in real estate. The current trend in other sectors is that projects are becoming more complicated in size and scope, and require professional project management to ensure they are successfully delivered within the set project constraints. Notable sectors that are complex, and therefore in dire need of proper project management include: infrastructure, mining, hi-tech, manufacturing and oil and gas. PMs need specific skills to manage such projects and if you currently lack experience on these types of projects then a good place to start is to partner with firms that have the capacity and expertise, and can transfer

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knowledge as you work together. BENCHMARKING A proven way of adding value to a project is through benchmarking. The ability to use accurate data, analyse and advise a client on the best solution at any stage of the project is what makes a difference in the delivery of effective project management services. LESSONS LEARNT It has become best practice for a PM to review lessons learnt during a project or programme, and to then document these and apply them to future projects. This not only ensures that errors aren’t repeated, it also helps to mitigate risks in a project. All projects have challenges unique to them, but often the nature of the challenge cuts across multiple projects. A consistent study of these challenges in various projects equips a PM firm with a valuable resource that ensures a proactive approach to risks – resulting in minimum exposure for the client. Article by Robert Gichohi, Director MML Turner & Townsend. Project Managers and Quantity Surveyors.

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PHOTO GALLERY 01. ACMK patron PM Johnson Mukuha addresses guests at the annual gala dinner 2017. 02. PM Edward Njoroge, presents at the first annual student workshop in Heron Portico Hotel. 03. Managing Director of MML Turner & Townsend, John Rogers, gives remarks during the students awards dinner. 04. PM Robert Gichohi receives an award on behalf of MML Turner & Townsend for their outstanding contribution to project management in Kenya.

05. Diana Ndung’u of the University of Nairobi receives the Winners Certificate for 1st and 2nd Year Category of ACMK Students’ Competition 2018. 06. QS David Mathu of NCA presents the Winners Certificate in 3rd and 4th Year Category of ACMK Students’ Competition 2018 to Jomo Kenyatta University of Agriculture & Technology (JKUAT) students. 07. ACMK Council members from L-R: Ford Ongoma, Reuben Waweru and Ilbert Abiri.

08. 2018 Students competition judges after receiving their certificates of appreciation. 09. Judge Joachim Wafula (R) receives his certificate of appreciation from AAK CPM Chapter Chairman Douglas Ochong’.

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Keep it here for the latest in construction industry explained in pictures. All pictures are copyrighted.

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SPECIFICATIONS IN ROOFING: G E T T I N G I T R I G H T T H E F I R ST T I M E

PECIFICATIONS. The one word that defines the route-map of transforming a building professional’s dream into reality. They define how to harness diverse project interests - some aligned and some competing - harmoniously. They speak to cross-cutting subjects; from aesthetics, to form, to function and adherence to standards. The project team uses them to talk to each other and align their individual mandates into a coherent, living whole. Clear, updated and well written specifications go to the heart of a professional’s project responsibility and when absent or indistinct, a liability. Coupled with actual execution oversight, good specifications are often the difference between great

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architecture and the rabbit hole that is failed projects, endless litigation, cost/time overruns, professional embarrassment, revisions and variations. These truths are especially evident when it comes to that common crowning glory of every building, the roof! Besides its core function of protection from elements, the roof is often a key design feature that defines form and gives character to a building. The choice and application of the roofing solution must therefore be informed and deliberate; then meticulously applied as per specifications and best practices. Out of world-wide experiences, steel industry experts have defined nine parameters/considerations, which are key in defining and specifying a steel roofing solution as per the table on the next page.

The table aptly demonstrates that the roof has cross-cutting implications on the structural, environmental-soundness, aesthetics and even cultural-fit/ design-language of a building. In this regard, the professional’s role is to meet each of these often nonaligned design challenges using specifications to create a coherent whole. The best specifications should transcend generalities of type, measure, size and finish to encompass standards, applicable tests, design criteria, minimum performance, including warranties and product identifiers. In some instances, they may even define the installer’s competence and support documentation thereof. They must guarantee results and clearly document deliverables. Mabati Rolling Mills Ltd (MRM) continues to engage all industry players towards a culture of excellence in specifying roofing & allied building solutions. Experiences gathered over the 12 African countries in which its holding arm, the SAFAL Group, operates have enriched its product and service development to allow it respond to the most demanding challenges for roofing and allied building solutions. A variety of recently introduced innovations include superior metallic paints to provide cool and more robustly performing roofs. Another first in Kenya is NEWLOK, a standing seam profile that is the ultimate in concealed-fix, super lowpitched, on-site profiled longspan roof options. The offering to

Editorial by: Mabati Rolling Mills (www.mabati.com)

environmental design enthusiasts includes custom-louvres, ridge vents, underlay insulation, skylighting/light domes, light-gauge steel roofing structures plus roof attachment brackets and rails to secure solar solutions or other on-roof installations. All these are offered by MRM in a one-stop-shop with full technical and installation support. We continuously engage all industry actors to unlock the immense possibilities of innovation through correct specifications. MRM remains an avowed optimist in the potential of our building industry and our collective ability to harness the best technologies world over to answer local needs; roofing or otherwise. For our professionals, industry-updated, technically-correct, environmentrespecting, heritage-relevant and contractually-enforceable specifications should and must continue to be the epitome. As the great American-German architect, Ludwig Mies van der Rohe, aptly noted, “GOD IS IN THE DETAILS” Each and every time.

THE NINE CORE SPECIFICATIONS PARAMETERS IN STEEL ROOFING CORE PARAMETER

WHY?

DESIGN & MATERIAL IMPLICATIONS

PROJECT LOCATION (e.g Coastal/ inland)

Corrosiveness & related conditions

Steel coating class & protection, design, warranties & periodic maintenance regime e.g. MRM’s AZ150, Colourplus PVDF roofing in corrosive marine / industrial conditions

SITE TERRAIN

Wind-loading & weather -tightness consideration,

Structural design, building orientation, form & roof slope, choice of profile, fasteners & method of installation. e.g. MRM’s 0.6mm SAFLOK700 installed as using the High-Wind Load (HWL) system in severe wind zones

PURLIN MATERIAL

Fastener performance & compatibility issues

Choice & application of fasteners e.g. MRM’s Class4 FIXTITE fasteners in marine zones

ROOFING PROFILE

Effective water shedding vs min. slope/ aesthetics

Choice of profile, slope & accessory design e.g. MRM’s NEWLOK standing seam profile on 2° slope

MATERIAL CHOICE CHOICE OF GAUGE

Load bearing attributes, thermal expansion, onroof installations compatibility – e.g. solar

Choice of profile & design, fixing method of on-roof attachments, budget vs performance considerations e.g. Aluminium has 35% the carrying capacity of MRM’s AZ-coated Steel & twice the thermal expansion.

FINISH (e.g. metalliccolour)

Thermal & “cool” roof consideration/ aesthetics

Choice of finish, “green” design, allied items e.g. MRM’s 0.5mm NEWLOK in Colorplus metallic Lilac Haze with a Solar Reflectance Index (SRI) of 75

SITE’S WIND ZONE ROOF HEIGHT

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A Member of:

Ultra-Span light gauge steel truss systems offer you greater design flexibility and superior aesthetics while saving our forests for future generations. Visit your nearest MRM Service Center or call 0799 919 191 for more information.

@MabatiRollingMills @MRM_Ltd www.mabati .com

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STUDENTS COLUMN

Building Vs Buying A Home Buying a house from a builder, you may end up paying a premium (miscellaneous charges) for the new house unlike buying the house on re-sale from a realtor. Buying a house on re-sale means you are getting a house that was previously occupied but buying from the builder, you will acquire a new house and hence the premium cost. Its disadvantage is that it may not conform to your desired design. For example, if you wanted a separate dining room, you may find that the features in regards to the dining room differ.

he major disadvantage of buying a house on resale, is cost of maintenance since certain things will need replacement and that will not be as cost friendly as initially intended. An added advantage of buying a house is the mature landscape.

One may consider buying land and handling the construction personally. An individual who ventures in this type of project should then consider the following: how cheaply can one purchase land? Is he/she planning to oversee the construction of the house or hire contractors? Hiring contractors will mean paying more than you would have for a similar house on re-sale. If you manage the construction, you will have the overhead of the builder, meaning you can possibly build for less than you can buy. Building a house has the added advantage of satisfactory factors. You will pay for only what you want. New houses have warranty of up to 10 years for any arising problems. Your potential maintenance cost will add up to nil. My two cents on the issue is that all these variables will depend on the location, supplier in terms of relationships, price, quality and personnel. Hence, I strongly believe should the opportunity present itself, one should opt to build rather than buy a house, not only for cost considerations but also personal specifications. Article by: Angela Wangui Ndirangu, Email: angelaterry515@gmail.com

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Vision Statement

“To be the Premier Construction Management firm of choice regionally.”

Mission Statement At Markem we strive to “…consistently delight our customers through world class quality and razor sharp precision management of cost and time observance across all projects executed.”

Capacity Statement Markem has an unrivalled cutting edge skills base that allows it to offer existing and future clients a one-stop solution to every need in Real Estate Project Development, Construction and Property Management. The firm has experienced and proven skills in the following areas:

1. 2. 3. 4. 5. 6. 7. 8.

Architecture, Engineering, i.e. Mechanical, Civil-Structural and Electrical Quantity Survey, Construction Management, Interior Design, Property Marketing and Sales, Project Finance, and Property Management.

Empress Office Suites, 4th Floor Jalaram Road, Opp. The Oval P.O Box 13696-00800 Nairobi, Kenya Tel: 0770 266 104 Website : www.markemltd.com Email: info@markemltd.com

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GREEN ENERGY

Solar Water Heating Solution for High Rise Buildings

n the recent past, there has been an increase in uptake of solar water heating systems in residential projects mainly driven by regulation. “The Energy (Solar Water Heating) Regulations, 2012 on the 4th April 2012 as per the Legal Notice No. 43 of the Kenya Gazette’’ requires all houses with a hot water capacity exceeding 100 litres to install and use solar water heating. Affected are all residential houses above three bedrooms. The law also requires owners of premises, architects and engineers engaged in the design, construction, extension or alteration of premises to incorporate solar water heating systems in all new premises’ designs and extensions or alterations to existing premises. This has generally been received with mixed feelings and reactions over the lapse of the allowed notice within which to comply and the anticipated enforcement with penalties thereof with failure to

comply. Very few of our professionals in the build environment who trained in our institutions of higher learning had interacted with such a requirement on solar water heating, let alone being asked to design for the same. This was not helped by our Kenyan entrepreneur spirit that saw a lot of traders invest in solar-allied business without proper knowledge and information as to how this gets done. It has seen the emergence of what is now the most challenging part of the design thought process;How do we design and install solar water heating systems for high rise apartments? How do we ensure solar works for these installations and is not just procured for purposes of complying with legislation? Most times, you will find ‘Coupled Solar Water Heating Systems’ where the solar collector panels and the cylinder are installed on rooftops

as the prescribed solution on apartments. This is quickly followed by complaints from the residents that the systems do not work – that it takes a very long time and waste a lot of water before you can get hot water flowing into the bathrooms, what is commonly described as ‘Long Dead Leg’ – the cold water present in the pipework between the solar water heating systems and the bathroom showerheads. To ensure this effect is minimised, especially for apartments, it is advisable to install ‘Split Systems’ or ‘Forced Circulation Systems’, which have the solar hot water cylinder in the house (situated near the showers and other areas of use) and the solar collector panels on the rooftops. These come with circulation pumps and control units that ensure water (and/or heating fluid) circulation between the cylinder and the panels. Downsides of the above mentioned system include the need for proper consultation, planning and design before they are specified and installed since very few firms can claim to be specialist at such installations. Otherwise, well designed and installed systems provide the perfect solution for hot water requirements at residential apartments that exceed ground plus two. On average, solar water heating systems should be sized with a requirement of 30 litres per day per person envisioned occupation for every unit. This applies to residential units considered to have moderate requirement and without heavy use of luxuries like bathtubs and Jacuzzis. Hostels and hotels are worked out at 35 litres per person with four-star and five-star establishments requiring well over 60 liters per person of hot water use assumed to be at 450c. Article by: www.acepowerplogistics.co.ke Email: info@acepowerlogistics.co.ke

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SOLAR FLAT PLATE

Collectors A great variety of solar collectors by the leading manufacturer and supplier of flat plate collectors. The collector’s performance and reliability have been tested according to EN 12975-2 and granted the Solar Keymark Certificate. The Climasol collectors have been also granted with the CSTBat (France) and SRCC (USA) certificates.

AIRSOL

Solar Air Collector The solar air collector airsol can be used for space heating, dehumidification and ventilation of buildings with hot air The advantages of having direct heating for free with solar energy are many: • • • • • •

Saving on fuel for heating from 50-80% in houses or commercial buildings Ideal for country weekend houses, keeping them hot and fresh. No more humidity. Ideal for places that need heating and air renewal such as schools, offices, factories. Ideal for closed rooms such as underground warehouses etc. Very easy installations eve “do it yourself”.

The solar heater “AIR-SOL” is produced in 3 sizes with “blue selective” surface made of full face selective aluminium sheet for maximum efficiency.

B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

EUROSTAR

Floor Standing Boilers HIGH QUALITY SOLAR TANKS, IDEAL FOR THE PRODUCTION OF DOMESTIC HOT WATER TO BE INTEGRATED ON ALL KINDS OF INSTALLATIONS, RAPID HEATING. HIGH EFFICIENCY FOR LOW OPERATING COSTS. ABSOLUTE HYGIENE. LONG DURABILITY WITHOUT CORROSION, SIMPLICITY OF INSTALLATION SOLE offers an extensive rage of large floor standing boilers, which are produced according to the strictest European standards and specifications. Eurostar Floor Standing Boilers are supplied in 8 different sizes - 150 to 1500 ltr in single, double or triple energy supply source, suitable for apartments, villas, companies or hotels. Water is heated by solar collectors and central heating, or even from electric resistance.

CBL

Hot Water Tanks For Professional Use Storage tank for sanitary hot water production Optimal for the store of sanitary water, versatile for domestic and industrial use. Up to 3 heat exchangers plus electrical back-up Components with all the sources of energy: • To be integrated in all kind of installations • Rapid heating, abundant ad continuous ho water production • High efficiency for low operating costs • Absolute hygiene • Long durability without corrosion • Simplicity of installation

Ace Power Logistics Ltd Mercantile House, Loita Street info@acepowerlogistics.co.ke www.acepowerlogistics.co.ke B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

INNOVATION &TECHNOLOGY

IMMERSIVE TECHNOLOGY: A GAME CHANGER IN EAST AFRICA’S ENGINEERING DESIGN AFTER DECADES OF INVENTION AND SIGNIFICANT INVESTMENT, IMMERSIVE TECHNOLOGY, THAT IS, SOFTWARE AND DEVICES THAT BLEND OUR PHYSICAL AND DIGITAL WORLDS, IS RAPIDLY BECOMING MORE ACCESSIBLE, POWERFUL AND COSTEFFECTIVE.

or many years these immersive technologies, such as virtual reality (VR) and augmented reality (AR), have promised much but failed to convince a reluctant business and consumer audience outside the gaming world, who often viewed it as a ‘gimmick’. Atkins Global, now part of the SNC Lavalin Group, is at the forefront

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in embracing this digital era in the industry. At our Nairobi Office, the infusion of immersive technology as a way of delivering services to clients in East Africa through targeted and engineering-led applications has boosted our clients’ confidence in our work and generated massive interest from potential clients. This is because globally, VR and AR are now proving

their value and are delivering tangible business benefits, particularly in these three key areas: SAFETY Whether it’s the energy industry, rail or construction, the utmost priority on any project or site is clear – to make sure that its workers return home safely at the end of each day. Technology has already helped reduce human intervention in all manner of on-site processes, and immersive technology can minimise these risks even further. With the use of immersive technology, workers are now able to familiarise themselves with a facility or equipment in advance of going on-site. Virtual ‘walk throughs’ of the facility can help workers to collaboratively prepare for different tasks and scenarios with

LEFT: Immersive Technology in practice. ABOVE: Atkins Nairobi staff putting virtual reality in use on a design project

spatial context and understanding. This reduces the duration of their planned activities and further provides advance familiarity with the site, hence minimising costs related to unwanted and unprecedented events. EFFICIENCY The ability to virtually project an area with dimensional accuracy has significantly reduced the time it takes to carry out clash detections in a design and eliminate errors. This has reduced design errors and the unfortunate all-too-common need for redesign, hence minimising time and cost. Data can now be captured more accurately, efficiently and costeffectively than was possible just a few years ago, and significantly so when compared to traditional design technology. The data as captured contains intrinsic details on the complex areas of the project and can be used to create a highly accurate 3D model. Through these models, engineers and operators are now able to virtually

explore complex and restricted areas in an immersive environment before accessing the real facility. Taking advantage of an immersive environment has many real-world benefits. Workers can develop an awareness of the area, plan their approach, identify key challenges or installation clashes, and decide on the actions needed to address them well in advance. ENGAGEMENT By using immersive 3D technologies, clients are now able to visualise a construction site, facility or its equipment and enhance their understanding of the assets, enabling them to make informed decisions. This helps to close the gap between the original drawings or 3D CAD models and the current status of a project or work. Immersive technology should not be viewed as an additional service or capability, but rather as an integrated tool that can add value throughout the lifecycle of a project and enhance the engineering delivery.

WHERE COULD IMMERSIVE TECHNOLOGY TAKE US? The value of immersive visualisation in engineering is becoming more apparent and cannot be ignored. Having the ability to visualise a problem or design proposal is important to identifying the right engineering solution. Equally, knowing when not to choose immersive technology is just as important as understanding its potential. Using VR and AR in combination with Building Information Modelling (BIM), 4D (scheduling), 5D (cost) and 6D (performance) data, provides a wellinformed, holistic view and takes the art of de-risking an asset, for both its people and its bottom line, to a whole new level. As owners, operators and engineers embrace and explore these new developments in digital technology, far from a gaming gimmick, the tangible benefits for the built environment could indeed be impressively augmented. Article by: Simon Evans, â&#x20AC;&#x153;Director of Digital Engineering â&#x20AC;&#x201C; SNC Lavalin Groupâ&#x20AC;? B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

CONSTRUCTION MANAGEMENT

CONSTRUCTION MANAGEMENT- THE NEXT BIG THING IN THE INDUSTRY The ancient master builder is remembered in the history of architecture as a design-build professional responsible for a majority of significant works such as the pyramids of Egypt and the world’s first civilizations.

is responsibility lay not only in the production of drawings but also in work on the building site—work that included the organisation of trades and the supervision of workers. In the 19th century, construction projects began to grow in complexity and scale. This growth led to new technology and techniques that further brought about specialisation. First and foremost, we saw a separation in roles such that the hats of designer and that of builder were worn by two different people referred to as the architect and the contractor, respectively. Further fragmentation of the construction industry gave birth to various areas of specialisation, such as structural engineering, MEP (mechanical, electrical, and plumbing) engineering as well as quantity survey, also referred to as the cost engineering. Any construction project nowadays is guaranteed

The roles that the CM is taking were traditionally reserved for the architect.

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to have different professions involved and all these have to be managed and coordinated in order to achieve a project’s objectives. In addition, tough economic times means that every penny counts. There is thus a need to exercise higher level of control while executing the construction process so as to minimise delays and at the same time give the best value for money. It requires a special level of employee to act on the owner’s interest and make decisions that could have a major impact on the outcome of the entire project. This is the niche that a well trained and experienced construction manager (CM) will be able to fill. The CM uses specialised project management techniques to oversee the planning, design and construction of a project, from its beginning to its end. Their main purpose is to control a project’s time, cost and quality. The profession is largely hands-on and requires someone well-seasoned in the construction site, having genuine knowledge about the building processes. They should

Further fragmentation of the construction industry gave birth to various areas of specialisation, such as structural engineering, MEP (mechanical, electrical, and plumbing) engineering as well as quantity survey, also referred to as the cost engineering.

possess a capacity for coordination and the ability to balance competing demands and needs. They should also be well versed on building codes and contract administration. The roles that the CM is taking were traditionally reserved for the architect. This has led to a somewhat adversarial relationship between the two professions that if not checked can be detrimental to a project’s success. There is need to define the roles and responsibility of the architect and that of the construction manager to ensure the two are working in tandem. The architecture profession is now evolving to be more specialised in matters of design. Architects are primarily responsible for the design and production of plans and drawings that will form the basis for construction. The construction manager comes in to oversee the construction process. Current trends in project delivery methods have seen a shift to designbuild and EPC (Engineering-ProcureContract) methods where the contractor takes on more risks than he would have in a traditional designbid-build. This is because clients are looking for firms that can provide an all-inclusive service, signaling the return of the master builder but in a modern context. This new trend can be beneficial because of the reduced contracts and clear image of responsibility. This is expected to result in an increase in uptake of construction managers as many firms, in a quest to improve their market share and gain a valuable competitive advantage against other companies, will seek to offer turnkey project management among their range of services. Silvy Atong’ Wambuma is a Construction Manager in one of the leading construction firms in Nairobi. She’s also a writer at www. buildingcode.co.ke.

Contacts: Eden Square 7th Floor, Block 1 Chiromo Road Westlands P.O Box 856-00600, Nairobi, Kenya Mobile: 0706713455/0711441837 Website: www.platue.co.ke B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

TRADES CORNER

MEET

James Ndungu ACMK talks to James Ndungu about his job in plumbing.

Tell us a bit about yourself. My name is James Ndungu. I am a plumber working with Neer Construction limited. I studied plumbing at Kiambu Institute of Science and Technology. I am married and blessed with two beautiful children. How long have you worked as a plumber? I have worked as a plumber for seven years. Any outstanding project you have worked on? I have handled several projects but I would say Le Mac Apartments, Edenville Villas and Karatina District Hospital stood out for me. How does one become a plumber in Kenya? Well, I have many stories of how my

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colleagues became plumbers but I would summarise them into two; through college training and learning on the job under an experienced plumber.

What are the professional or trade certification that attests a plumber? We have the plumber Craft certificate offered by Kenya National Examinations council (KNEC) and Trade test grade 1 to 3 under technical institutes such as the Kenya Institute of Highway and Building Technology. Is there an organisation, association or professional society that works in the interest of plumbers in Kenya? There is no known plumbersâ&#x20AC;&#x2122; association that I am aware of. Everyone is on their own, you finish school and start work.

A TASTE OF

ISO standards are the commonly used in the industry. These are well taught in the technical training institutions.

Plumbing

Q&A James answers your questions in plumbing

How do you get jobs? We get majority of our jobs through referrals from previous clients and consultants. We normally sign contract agreements with main contractors â&#x20AC;&#x201C; the yellow book. How can we change industry practices?

What are the standards used in the plumbing industry? ISO standards are the commonly used in the industry. These are well taught in the technical training institutions. How does one continue to experience career growth in your line of work? Simply put; through execution of several different kinds of projects. The more different kinds of projects you handle, the more you enhance your experience. What are some of the challenges experienced on duty? We experience various challenges in our practice, including mechanical drawings that are not up to standard, coordination with main contractors who always feel they are the boss on site, substandard plumbing materials on site, poor contractor workmanship that sometimes we get blamed for. Tell us something about plumbing materials. Substandard materials are definitely on the increase. It is unfortunate that when you go buy material in hardwares they blatantly stock both standard and substandard materials. I think the greatest contributor to substandard materials is influx in importation.

I think it needs to be regulated. Mechanical engineering is well regulated but they forgot about the technicians. May be an association of plumbers would be a key drive to this. I also think we need to control the influx of sub-standard plumbing materials, it is hurting the industry. What are some of the common mistakes plumbers make? I would say wrong connection pipes leading to leakages, poor selection of materials and not carrying out pressure tests after completion of work. How can construction relations be improved on site particularly with plumbers and consultants? Through improved flow of communication. For example, there are engineers who donâ&#x20AC;&#x2122;t tolerate plumbersâ&#x20AC;&#x2122; calls. We are seen probably as lesser beings. How can a plumber become more outspoken on site especially on contributions towards the success of a project and frequency on the same? Establishing proper channels of communications that allow plumbers to air their views. In most cases plumbers are not even allowed on site meetings unless the boss misses the meeting. And even so their opinion is rarely appreciated. How do you tell a good plumber? A good plumber should either have a craft certificate or trade test (any grade) and must be able to correctly interpret drawings. B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

EDITORIAL the right engineer, with the right tools and spare parts, can be deployed to fix the issue. SAFE AND SECURE Every building is unique and there is no ‘one size fits all’ approach to configuring an intelligent infrastructure. Likewise, there are a number of pitfalls to avoid.

Where smart money is: We live in an increasingly connected world and the term ‘intelligent building’ has become part of the common vernacular. The Intelligent Building Dictionary defines it as ‘a building that integrates technology and process to create a facility that is safer, more comfortable and productive for its occupants, and more operationally efficient for its owners. Advanced technologies – combined with improved processes for design, construction and operations – provide a superior indoor environment that improves occupant comfort and productivity while reducing energy consumption and operations staffing’. ALL FOR ONE Traditionally, every building service had its own isolated infrastructure and used disparate systems, standards and protocols. This resulted in duplication of effort and materials, the coordination of multiple cabling infrastructure installations and a cost overhead to the project budget. It also produced a legacy of multiple underlying communications technologies, and increased complexity and cost in terms of facilities management. Times have changed and it is now possible to connect previously disparate building services such as security; digital signage; fire detection; heating, ventilation and air conditioning (HVAC); lighting and Building Energy Management Systems (BEMS) over a cloud based infrastructure. This creates a more ‘joined up’ approach to occupancy comfort – for example, while heating and ventilation play their parts in ensuring good air quality, they can also be connected to a lighting control system that simulates the

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natural daylight cycle and makes a building fully in tune with the circadian rhythms of occupants. This can help improve productivity and reduce instances of eyestrain, migraines and headaches. ACTION PLAN One of the real benefits of this is that it allows building owners and managers to be proactive rather than reactive in terms of how they respond to actionable insights. As the missing link for companies that want to drive business outcomes from their data, actionable insights can be derived from a BEMS to prevent downtime and stop problems before they start, such as running plant more optimally to lower wear and tear, which, in turn, saves money by prolonging its life. Mechanical equipment will occasionally cease to perform correctly. A BEMS can monitor plant efficiency in real time and send an alert if something is wrong. In terms of remedial action, this granular information means that

Hackers are usually looking for confidential data that can be used for a variety of purposes, including identity theft and industrial sabotage. The complexity and sophistication of attacks, initiated by increasingly capable and technically well-equipped cyber criminals, is continuing to rise. Therefore, organisations should adopt a strict username, password and PIN policy across their infrastructure/ buildings and it is wise to regularly change passwords and make them as strong as possible. Similarly, all relevant equipment should have the latest software and firmware versions applied and all PCs that are connected over the network should run virus protection software with up-to-date virus definitions as a matter of course. Intelligent building development also requires some long-term thinking. Although the initial purchase price of some technology might be attractive, it pays to check whether it is future proof, is modular and can be expanded as needs dictate, and whether the manufacturer has a policy of backwards compatibility when it comes to the design of new products. On a related issue, beware of systems that are closed protocol and lock the end user into using a particular manufacturer or integrator. NEXT STEP Having truly connected building services delivers tangible commercial and operational benefits to the owner and manager, provides occupants with a more effective working environment, and offers the potential to develop the facility into a truly intelligent facility. In order to take full advantage, system design must be flexible and agile, ready to respond to new applications and changing needs, and make the best use of the data produced.

Article by: Honeywell

Jumbo Chem Kenya Limited Jumbo Chem Kenya Limited is a manufacturing company with quality insulation for the Build & Construction industry. We are one of the leading manufacturers of sustainable insulation products using the latest manufacturing technology from South Korea. Insulation Solutions Acoustic Solutions Heating, Ventilation and Air-Conditioning Structural Products Packaging Foam Quality Solutions for Building, Construction and Packaging. T: (+254) 202 102 513 ∞ P.O. Box 18250-00100, Nairobi, Kenya Wall Street Business Park, off Mombasa Rd, along ICD Road E: info@jumbochem.co.ke ∞ URL: www. jumbochem.co.ke Jumbo Chem Kenya Ltd is an ISO certified company since 2015

Perspective Insurance Agency

OUR SERVICES • • • • • • • •

Motor Vehicle Insurance Motor Cycle Insurance Property Insurance Medical Insurance Life Assurance/Education Policy Pension Planing Unit Trust Investment Contractor All Risk e.t.c

Contacts: P.O Box 296-00100, Nairobi - Kenya. Nairobi Office: Kampus Towers, 5th Floor - University Way, Opposite Central Police. Tel: 0722 524 335 / Cell: 0700 279 552 Email: perspectiveinsuranceagency@gmail.com Lodwar Office: Lodwar Lodge Street Tel: 0713 757 880

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SUSTAINABILITY

Urban Renewal through Green Building & Sustainable Urban Design

A quick glance over the last 45 years since Nairobi’s last unapproved master plan was released in 1972, and casually followed, there has been rapid development but the people in the process completely ignored the carrying capacity of the natural environment. The pace of modern cities’ change has been amazing but detrimental to sustainable urban life.

t is only recently after the discoveries of the significant socio-environmental damage the capitalistic economic system has created and the spate of ecological problems such as urban heat island effect, urban air pollution, water pollution, and ravages of climate change have humans begun to realise the importance of the interdependence between people and the natural environment. Focus has now been attached on the eco-comfort of the urban environment and sustainable development of cities. Urban renewal, also called urban regeneration in the United Kingdom and “revitalisation” in the United States, is a programme of land redevelopment in areas of moderate to high density urban land use. Renewal has had both successes and failures. Urban renewal involves the relocation of businesses, demolition of structures, relocation of people, and use of eminent domain (government purchase of property for public purpose) as a legal instrument to take private property for city-initiated development projects. This process is also carried out in rural areas, referred to as village renewal, though it may not be exactly the same in practice. In response to the eco-environmental problems existing in the old areas of cities during urban renewal, there is a need for consideration of green building urban design. Green building (also known as green construction or sustainable building) refers to both a structure, its surroundings and the application of processes that are environmentally

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responsible and resource-efficient throughout a building or precinct’s life-cycle: from planning to design, construction, operation, maintenance, renovation, and demolition. During the process of urban modernisation, it is required to protect the community structure formed in the history of old areas of a city, and ensure the continuation of history and culture and the improvement of natural ecological conditions in a city. Demolition is no longer the first option when redeveloping an area; rather, the green building principle of adaptive reuse is increasingly a viable, and profitable option. This has to take place in the midst of an influx of new urban residents within cities and with it, bringing numerous challenges to governments – county and national – in that they will need to maintain high rates of economic growth while also dealing with water scarcity, air pollution, rising energy consumption, increased traffic congestion and waste management concerns. First, the old areas of cities need to change from single centre to multicentre and from centralisation to “organic” decentralisation. Divide

various functional blocks in the downtown of cities, and decentralise organically the functions and population to the surrounding areas; extend space for urban development so as to form the diversified and interactive urban development system that is not only independent but also with division of labour. This will help in socio-economic development of local economies. Secondly, the heights need to be adjusted, moderately spaces and densify buildings to meet the requirements of adaptability in building functions. In an ideal urban spatial morphology, high rise buildings should be laid out in the heart of a city moderately while low buildings are distributed in the surrounding areas so as to avoid forming an “artificial basin” surrounded by high-rise buildings with a low-lying centre. Buildings with too high density may easily lead to heat island effect which according to relevant researches, when the building coverage rate increases by every 10%, urban temperature will increase by about 0.140.460. Effective means to reduce the heat island effect include increasing green space area, increasing waters area and promoting urban ventilation, among which greening ranks the most important. The most fundamental and direct method of promoting greening is to increase green space area in public space so as to reduce the local

temperature in the downtown of cities. This will make passive design and build, major renovations and, repurposing of buildings easier. Thirdly, effectively organise systematic urban “green lung” or” wind channel”, and supplement a certain area of green space and waters opening space within the range of reconstruction in the old areas of cities. In such old areas, buildings are densely distributed and the area that can be planted on or greened is not very much, therefore, it is needed to focus on building small-scale green space or dot-like green space. A hectare of green space may arrest 2.2 tonnes of dust and reduce the atmospheric dust content by about 50%, which further inhibits atmospheric heating. Finally, there is a need to integrate urban green space resources, connect the scattered green patches and build urban green corridors so as to provide channels for air to flow from low density regions to high density regions. This can also be achieved by green building principles like mapping and integrating green infrastructure. Where it is not possible, green roofs can be used as an option to add to the green infrastructure and “connect the pockets or the dots”. In Nairobi, we could use the Nairobi, Ngong and Mathare rivers and existing canopy cover and work from there heading towards the eastern Nairobi as we create these corridors.

“

Buildings with too high density may easily lead to heat island effect which according to relevant researches, when the building coverage rate increases by every 10%, urban temperature will increase by about 0.14-0.460. Therefore, promoting sustainable urban renewal and green growth will be critical to fostering continued social stability, economic growth and development while preserving the natural environments that underpin well-being and quality of life. By taking the above integrated measures, build a better green ecological space within the old areas of cities; create appropriate green public space; control the density of buildings within a reasonable range; properly handle the convergence between the ecosystems of old and new areas of cities; connect the city, landscapes and nature, we can build and re-build a comfortable urban environment. Written by; John Kabuye Kalungi, Building Surveyor & Sustainability Consultant. Vice Chairman & Head of Advocacy Committee, Kenya Green Building Society; Managing Director, BESIC Group Limited.

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PHOTO GALLERY 01. Lilian Mutheu of Jomo Kenyatta University of Agriculture and Technology (JKUAT) receives the Winners Certificate for 3rd & 4th Year Category of ACMK Students Competition 2018. 02. Delegates attend the Second ACMK Workshop 2018. 03. Light Gauge Steel fixing demonstrations at Mabati Rolling Mills industrial visit 2018. 04. ACMK Organizing Secretary, Lucy Mesa giving a vote of thanks at the Students Award Dinner.

05. Students at Mabati Rolling Mills industrial visit 2018. 06. Students of Technical University of Kenya attend the ACMK workshop 2018. 07. The winners of ACMK Students Competition 3rd & 4th Year Category. 08. ACMK Students representatives. L-R: Jeremy Mburu, Gideon Rono, Lilian Mutheu and William Ojulah. 09. ACMK Students members at Mabati Rolling Mills industrial visit.

A word from Buildingtoday

Keep it here for the latest in construction industry explained in pictures. All pictures are copyrighted.

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B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

OPINION

Construction Bank; The Sure Way to Compete With Chinese Contractors It is a norm now that every mega construction tender whether public or private will attract at least one Chinese contractor as one of the bidders. The presence of Chinese contractors on major government projects in East Africa is not surprising. After all, China is the largest funder of mega infrastructure projects in East Africa at 25.4% followed by governments at 15.5%, according to Africa Construction Trend report 2018. Suffice to say, China has conditional funding on mega projects; it must be built by a Chinese contractor. Kenya already signed a Sh380 billion contract for the second phase of the Standard Gauge Railway (SGR) in September this year.

“S

till, there are various competing opinions regarding the rise of China’s economic presence, not only in Kenya but the larger SubSaharan Africa in the recent years. According to a policy research paper by World Bank Group released in 2016, titled Deal or No Deal: Strictly Business for China in Kenya? There are around 400 Chinese firms across every sector. Of prominence is the construction sector. The government’s invariable award of literally all major infrastructure projects to Chinese contractors has been a concern not only to the construction industry players but also to goodwill Kenyans. In addition, the preference private developers now have towards Chinese contractors, especially on mega projects, is alarming considering that we have around 30,000 registered B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

OPINION

contractors with the National Construction Authority, about which 95% are local. Knowing our country, the implementation of NCA requirement that a minimum of 30 per cent of any contract won locally by foreign contractors be undertaken by local contractors cannot be the only remaining way for our local contractors to be part of mega projects. And even if implemented, show me a local contractor who can undertake 30% of Sh400 billion Nairobi-Mombasa highway expansion. I doubt there is any! The government policy that spans from the Kibaki era, on awarding mega projects to Chinese contractors is one I would really refrain from discussing. The World Bank research paper of 2016 noted that the bulk of Chinese work in infrastructure is not investment, but contracting. In layman’s language, Chinese firms have not invested in Kenya. This

B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

for sure is debatable – someday. However, in my assessment, the presence of China EXIM Bank has been the difference between our local and Chinese contractors. The EXIM bank is responsible for promoting exports and investments of Chinese firms abroad, offering international guarantees, export buyers’ credit, and export sellers’ credit. With this, Chinese contractors are able to complete projects at more competitive price than our local contractors. It is noticeable that majority import construction materials are cheaper than the local equivalent and it is easier to acquire modern construction machinery. Their ability to partly finance projects have greatly endeared them to private developers. It is a known public perception that any delayed infrastructure project is done by a local contractor. This, though a conjecture, is largely true. Many of our local contractors fall below

NCA’s category 4. They lack financial capital, equipment and manpower to deliver mega projects within set time, cost, quality and scope. While a local contractor, for example, requires a project advance payment to commence construction, their Chinese counterparts would in fact go for many months before payment. The inability of our local contractors to easily access credit loans and high interest rates has been a major contributor to their growth stagnation. The capping of interest that was to supposedly try and address part of this challenge has in fact worsened the situation – banks are now too careful to lend and our government appetite to borrow from local banks has worsened the situation. It is time to boldly say we need a local construction bank to assist the local contractors. If the about 30,000 registered contractors came together and commenced a bank through which all their payments, including the weekly casual workers’ wages, are made, they would have a bank with an ear to their requirement. In this, contractors would be able acquire credit at reduced rates, essentially empowering their growth and making them competitive to Chinese contractors. This is the cure once and for all. While we remain optimistic that the government mega project policy will one day shift to our local contractors’ favour, whining cannot be our only way out. Our local contractors must think outside the box and be able to compete with foreign contractors and more so in the private sector where project delivery is very key to any developer. It will not change overnight, but it will eventually. Article by: Nashon Okowa, Project Manager - Beacon Africa Consultants Ltd and Chairman, ACMK.

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B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

OPINION

BUILDING DEMOLITIONS

- The Emerging Issues

ecently, the government, through a multiagency task force, made good its promise to demolish several buildings lying on parcels of land either demarcated as road reserves or lying under riparian reserves. Unlike in the past when similar threats were made without any action, this time many witnessed in awe the destruction of millions of shillings worth of property. The last time a similar spate of demolitions was carried out was just prior to the construction of the Thika Super Highway. This was however constitutionally supported by governmentâ&#x20AC;&#x2122;s right to compulsorily acquire land for the benefit of the larger population. In that case, the government adjudicated on the rights for compensation to those who lost their land and property along the proposed development stretch. In the recent demolitions, there have been diverging opinions surrounding the manner in which they were conducted, with questions being raised as to why the developments were allowed to go ahead in the first place and who was liable for the losses now being incurred. The implications of the demolitions bring to fore a number of issues that now linger among those affected, whether directly or indirectly. THE SANCTITY OF A GOVERNMENT SIGNATURE It goes without saying that the government has the ultimate mandate and authority over all developments whether infrastructural or property related across the whole country. This policing role is not merely procedural but rather to guarantee the safety of the developments by the ultimate users. It is for these reasons that all proposed developments must undergo several design checks and approvals by various government departments

B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

â&#x20AC;&#x153;

Where a government officer knowingly or unknowingly misguides a developer on the riparian limits of his land and the landowner suffers losses, the government must come clear and admit fault and provide remedy to those affected. and prior to construction, certain government agencies must be satisfied that all requirements are in place before construction permits are issued. Therefore, in an instance where a multimillion-shilling development is carried out by a private developer, only for the said development to be earmarked as illegally occupying a riparian reserve or a road reserve years later puts to question the legitimacy of a government signature on an approval document. The question is therefore asked, how valid is a government approval when it comes to construction? One might argue that these permits were fraudulently acquired at the time. But even if fraud was involved, does this absolve the approving entities from responsibility and if not, arenâ&#x20AC;&#x2122;t the signature bearers liable for professional misconduct if indeed found culpable? Several times, ACMK through its chairman, Nashon Okowa, has stressed on the irrevocability and sanctity of a government signature on a government issued document. As it now appears, such approvals may not necessarily

bear the legitimacy they ought to bear but worse yet, the holders of such documents will have no one to defend them, as those who ought to defend them are the same ones who are terming the approvals as invalid. DUE PROCEDURE AND RIGHT TO COMPENSATION Where logic would have been applied, standard procedure would demand that investigations be carried out first to establish how approvals were obtained prior to construction. The investigations would demand to see the approval documents obtained during the design phase and prior to and during construction. The legitimacy of the said documents would be interrogated to ascertain whether they were legally obtained. If indeed rightfully obtained, the signature bearers on the approval documents would be sought to explain the grounds upon which they issued the approvals. The alternative to demolishing the structure, as discussed in the next sub-heading, would then be considered as a way of mitigating the losses to be incurred in the case of a demolition. On a separate note, the government would have to bear the burden of compensating the developers prior to

LEFT: Demolition of Nakumatt Ukay Mall in Westlands having fallen within a riparian reserve common in more developed nations where infrastructural and property design extends to the limits of riparian lands without necessarily interfering with the water body. This is not to say encroachment of water bodies should be tolerated, but rather means mankind, in a controlled environment, should not be constrained by the limits of nature when nature itself can be adjusted while still preserving its integrity. Should this sound complicated or debatable, then pose to think of the Hong Kong Airport built on 100% reclaimed land or Palm Islands in Dubai.

enforcing demolition if no alternative solution is identified. The right to compensation extends even further when the developer has either sold part or the whole of the development to a third party.

liable for prosecution. Ultimately, the burden remains on the government to compensate the apartment owners whereupon the development is brought down.

Taking the case of Sefaar Apartments, for example, the building owner has been given notice to demolish his development as it rightly sits on the Nairobi Dam riparian reserve. However, no government or private agency for that matter puts a case in favour of the innocent apartment owners who might have taken mortgages or used their hard earned savings to buy sectional dwellings in the said building. These are buyers acting on the assumption that due procedure was followed and necessary approvals obtained prior to placing the houses on sale/for rent.

Presently, it appears that demolition is being used as the ultimate solution for developments lying on road reserves or riparian reserves. Alternative solutions must be sought to minimise loss on property due to deconstruction. I stand corrected not being an engineer, but a road reserve is not cast in stone. Furthermore, a road design can be adjusted to accommodate certain physical barriers while still achieving the objective. Airgate Mall, formerly Taj Mall, would have been reclaimed by the government and remodelled to be used for the greater benefit of the public. The owner of the development, despite seeking legal injunctions as remedy, ultimately offered the building to the government to be put to any greater use by the public.

The sheer magnanimity of the development could not have gone ahead without attracting the attention of the relevant authorities responsible for approvals and in particular the Water Resource Management Authority (WRMA). If indeed the owner of the development is culpable of having influenced a government body to issue an approval illegally, then both the owner and the government approving body should be held

ALTERNATIVE TO DEMOLITION

Another alternative, in the case of developments on riparian reserves, as one governor alluded to is the â&#x20AC;&#x153;shifting of riversâ&#x20AC;? as an alternative to demolitions. Though presented in a rather layman term, this alternative is

As a third world country and one relying heavily on external borrowing, the act of demolition puts into perspective our misplaced priorities. Furthermore, in developed countries, demolition/deconstruction is used often as a means of rejuvenating human settlement by doing away with less habitable or dilapidated structures and putting up modern and more comfortable structures. Therefore, deconstruction or demolition, as we now infamously call it, should never be ultimate. CRIMINAL PROSECUTION A government official, like any other professional, must abide by the code of conduct to which they signed up before taking over office. As such, negligence in his/her actions during the discharge of their duties should be punishable. Where a government officer knowingly or unknowingly misguides a developer on the riparian limits of his land and the landowner suffers losses, the government must come clear and admit fault and provide remedy to those affected. Where the misconduct is deemed to be fraudulent, those culpable should be relieved of their duties and be subjected to criminal prosecution at the least. Criminal prosecution in this instance will hence not only be viewed as justice taking its path but also reinstate confidence in the legal systems as not only being reliable

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specialised human labour is required. After bringing down the building, the process of clearing the demolition waste from the site will commence. In some instances, where advanced technology is used, site clearance can go on during the demolition process.

The owner of the Airgate Centre (formerly known as Taj Mall), claimed to have lost items worth Sh3 million to looters during the demolition. This even as the demolition of the building – valued at about Sh7.2 billion – continued under tight security.

but also approachable as a remedy for grievance. Moreover, criminal prosecution will deter the recurrence of such fraudulently issued permits within government agencies. ECONOMIC IMPACT Demolitions of such nature result in decrease investment in the construction sector. Investors foresee a care-free attitude by the government on the money they invest into the country if no protection is given to their investments. For money to flow into construction, the environment, and in this case the legal instruments, must protect the investor’s money, whether local or international. It is for the same reasons that the approving agencies are in place, not only to review applications but also to give guidance on the legal feasibility of proposed developments before any investment is put in. According to a Turner & Townsend report, Kenya’s construction industry contributed nearly 7% of the GDP and with a BMI Research projecting that this will grow to 8.7% and remain steady till 2026. Further, the construction industry remains one of the largest sources of informal employment aside from agriculture. The impact of such unprocedural demolitions may just have a negative impact on the overall economy and in the long term affect employment. SAFETY IN DEMOLITIONS In this modern day, safety is a

word that is very synonymous with construction. But construction remains largely predictable and controllable. Demolition/deconstruction, though controllable, is quite unpredictable because unlike construction whose sequence of activities can be preplanned and measures taken to ensure safety, during deconstruction, the same predictability cannot be guaranteed. It is more likely that something will go wrong, not necessarily because events are not planned but largely because deconstruction relies on gravity to be accomplished and there is the tendency to let gravity take its course. That means more falling debris and building elements as well as the possibility of sudden collapse of the whole or part of the structure under demolition. Demolition safety goes beyond protecting the site from public access. Proper assessment of the building must be carried out prior to any demolition. This assessment will determine whether there are valuables that can be salvaged and reused later or recycled for alternative uses. Existence of hazardous materials will be identified and safely removed from site for appropriate disposal. Such materials include asbestos which is a cancerous material and whose disposal is highly specialised and costly. Finally, a demolition plan should be developed, and this will include the demolition approach and technique, specifying the type of machinery, equipment to be used and where

DURING THE NAKUMATT UKAY demolitions, we witnessed part of the building collapsing on the infamous green bulldozer that was bringing it down. Luckily, the operator survived the incident. With the demolitions carried out so far, the only safety considered to date is that of restricting public access. Safety must remain paramount during the demolition process and the government must avoid rushing to put up a show in the name of heeding to its word and instead develop a planned approach to bringing a building down, cognisant of all safety factors and more so those that are directly involved in demolishing. WAY FORWARD It remains to be seen whether investigations on how building permits were issued will be carried out, despite obvious knowledge on the legal encumbrances associated with the development sites. However, the government must cultivate a culture of taking ownership for wrongdoing and correcting the mistakes not at the expense of innocent people. Government officers must be investigated and where culpable, persecution be initiated. For those innocently facing losses or have already incurred losses, then legal mechanisms should come into play to protect private investments by demanding compensation. Regardless of whichever way one looks at it, the buck stops with the government and it must reinstate confidence in its various agencies by taking action. Additionally, tougher penalties for fraudulently issued permits will help deter such issuances but also ensure that the sanctity of a government signed and issued document bears the legitimacy it ought to bear. Article by: Robert Oboch, Project Manager - Atkins, Member of SNC Lavalin Group.

B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

OPINION

FOCUS ON PRIVATE SECTOR TO ACHIEVE THE AFFORDABLE HOUSING INITIATIVE The Government of Kenya has outlined four key priorities (The Big 4 agenda) for implementation over the next five years. This includes raising the share of manufacturing sector to 15% of GDP; ensuring all citizens enjoy food security and nutrition; achieving universal health coverage and delivering at least 500,000 new affordable housing units around the country by 2022.

t is the government that is driving the affordable housing initiative through a number of strategies, including establishment of a land bank, approval of the idle land tax, amendment of the RBA Act to allow NSSF invest 30% in real estate, amendment of the Stamp Duty Act to exempt first time home owners and setting up of the Kenya Mortgage Refinancing company. The government has further announced plans to set up the National Social Housing Development Fund that will fund the National Housing Corporation in the realisation of affordable housing. Although the government has undertaken to initiate and implement this agenda

Most Kenyans, especially lowincome earners, cannot afford to own homes due to the high cost of finance. Expensive mortgages and high interest rates on loans make it impossible for them to access financing.

B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

to ensure it remains sustainable, the support and participation of the private sector is required. The government should reassess its role and how possible it is for it to control and impact the housing sector positively through the strategies stated. World Bank Kenya Economic Update of April 2017 noted that ‘Kenya’s first medium term plan (MTP I, 2009-2012) of the Vision 2030 strategy had an initial target of providing 200,000 housing units annually for all income levels by 2012, but fell significantly short of this projection (only 3,000 units were provided between 2009 and 2012)’. The failure is glaring and casts doubt on whether this initiative will succeed this time round. The country needs a supply of approximately 250,000

The country needs a supply of approximately 250,000 affordable units in different market segments annually against an annual supply of less than 50,000 units. The rural-urban migration in Kenya is still high at 4.4% per year compared to the subSaharan Africa average of 3.6%

affordable units in different market segments annually against an annual supply of less than 50,000 units. The rural-urban migration in Kenya is still high at 4.4% per year compared to the sub-Saharan Africa average of 3.6%, indicating that the government will be faced with a multitude of other challenges in the near future and will shift attention away from the supply of affordable housing agenda. Therefore, the ultimate solution to this perennial problem, which will be self-sustaining, lies with the private sector, particularly the private developers. The government should focus on eliminating the roadblocks hindering the supply of affordable housing to the market by the private sector. Developers are facing four key challenges of infrastructure, land titling and property registration, construction approval process and cost of construction that are impeding the delivery of affordable housing. Infrastructure. To attract potential

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OPINION

investors to put up affordable housing units, location is key. Ordinarily when investors invest in peri-urban zones, for example, to build housing estates, they incur additional costs for power supply and connection, water supply, introducing motorable roads or rehabilitating the existing ones and waste management due to lack of sewer lines over and above the construction costs. The additional cost is transferred to the home buyer, making the purchase price higher. The government taking up such capital cost will reduce on development cost and ultimately the purchase price. Other infrastructure that makes locations attractive both to investors and home buyers is availability of schools, hospitals, police stations and road networks opening up public transport. Land titling and property registration. The process of acquiring land title deeds in Kenya is lengthy and at times marred with irregular allocation through corruption, making land ownership difficult and expensive. Other incidental costs such as high legal fees, valuation fees, survey services and stamp duty are additional impediments to property ownership. Some parcels of land in various parts of the country are yet to be allocated title deeds and therefore no development can be undertaken. The government, through the relevant state agencies and ministries, should streamline the titling process and property registrations, including

digitisation and computerisation. Approval Process. There are numerous government agencies regulating the construction industry, which prospective developers must seek approvals from. The processes of approval are lengthy, complicated and costly, particularly for multi-unit developments. Unfortunately, in the wake of recent demolitions, approval documents and licences are not a guarantee. Construction projects are time-sensitive and when there are delays, say for the approval process, it ultimately pushes the development cost up resulting to higher price of units produced. The authenticity of approval licences has also been degraded and it will result in additional production cost of the housing units supplied through insurances. When the approval process is slow and frustrating, it will deter entry of potential investors in the housing sector, affecting production of affordable houses negatively and resulting in higher selling price. The governmentâ&#x20AC;&#x2122;s best approach to this is adopting a digitised single permit for construction projects. Inter-agencies should collaborate to ensure the process of issuing the permit is clear, faster, cheaper and authentic. Construction Cost. Other than the infrastructure cost, building material costs are another determinant that influence housing unitsâ&#x20AC;&#x2122; pricing. Taxing building materials such as cement and steel and charging levies such as cess on sand, hard core and quarry stones results in increased construction costs. Reduction or waiving of such taxes

B U I L D I N G T O D AY ISSUE 001 / SEP-DEC 2018

and levies will certainly bring down the cost of units supplied significantly. The traditional brick and mortar ways of construction have also been noted to be costly and unsustainable. The government should therefore allocate a fund to higher learning institutions specifically for research on new sustainable alternative building technologies. Incentives should also be offered to the private sector participating in similar research or adopting the use of cheaper and sustainable alternative building technologies. However, it is gratifying to note that the government is proposing standardisation of design elements and negotiating low rates for key construction inputs for developers participating in the affordable housing initiative, which will have a positive impact on production costs. In conclusion, the solution to the affordable housing agenda is an enabling construction environment that allows the private sector to thrive. However, the ultimate task for the government is to create demand for the affordable housing, best achieved by improving the credit environment. Long-term funding of affordable homes to final borrowers should be made available and at affordable rates. It will be attractive for a home buyer to borrow when interest rates are low and stable with long-term repayment periods of up to 20 years. Article by: Daniel M. Mwangi, Project Manager and Council Member ACMK.

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