CROSS-BORDER CONSTRUCTION
Local knowledge key to success of cross-border projects Infrastructure projects in Africa are seldom linear and their procurement and execution is usually complex. Darrin Green, managing director: Africa, AECOM, believes that local partnerships, embracing digitalisation and practical procurement strategies can contribute to their success.
Darrin Green, managing director: Africa, AECOM
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hen executing a crossborder construction project, a company needs to have experience in dealing with differing approaches, standards, expectations of deliverables and cultures, Green explains. Often, there are various companies from numerous countries working on the same project. “Technical skill is only a part of executing the project. It is also important to understand the different contractual nuances of these companies and have a team that is cognisant of local environmental conditions.”
Partnerships AECOM has long-standing relationships with a number of local businesses in different African countries. “The success of a crossborder project is through local knowledge. Localisation is key. Many cross-border projects have procurement processes that in any event have a localisation requirement. But even if this is not in place, one needs an
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The digital tools pilot site at the Polihali Western Access Roads Project in Lesotho
in-depth understanding of a country’s culture, labour relations, tax compliance, contracting regulations, standards and laws,” adds Green. “Many of our projects are multicultural. For instance, with the Tema Port Expansion Project in Ghana, we worked with Chinese, French and Ghanaian contractors, where we had to deal with different languages and approaches towards work. It is therefore important to remain flexible and find ways to meet the end goal of the project – creating a fit-for-purpose structure that can work in a local context,” he says.
On-site and virtual presence While an on-site presence is not always critical during the design phase of a project, it becomes increasingly important during the construction phase, where AECOM has to monitor quality, and implement project management and controls. “During design, we can rely on surveys that can be done by third parties. Today, we also often use drone footage taken of the site as supplemental or even base information. All of our design involves digital modelling. These models are carried through to guide construction and then become the as-built information; they are also often used by the client during the operations and maintenance phase. There is, however, no substitute for an on-site presence during the construction phase. However, with Covid-19, there have
