Uganda Association of Consulting Engineers · EDITOR’S NOTE FIDIC MODULE 1: In House Training for NWSC Staﬀ National Consultants’ Forum-6 : Deep Foundation Designs to Eurocode

The consulting

engineerUganda Association of Consulting Engineers

A newsletter of:

#3, 2015Issue:

PSYCHOLOGICAL NEEDS of employees

BUILDING IN EAST-AFRICAFocus on sustainable architecture and energy

DELAYED PAYMENTa silent killer of projects

RISK MANAGEMENTat Hima Cement Limited

COMMERCIALLayer Farming

FIDIC DESIGN AND BUILDKeeping contemporary records

“Ideas that make a difference”

EDITOR’S NOTE

FIDIC MODULE 1: In House Training for NWSC StaffNational Consultants’ Forum-6 : Deep Foundation Designs to Eurocode 7FIDIC Module 1: “The Practical Use of the 1999 FIDIC Conditions of Contract for Construction & Design-Build”FIDIC Module 2: “The Practical Management of Contract Claims and the Resolution of Disputes”FIDIC Module 3: “Responsibilities and Management for Dispute Adjudication and Dispute Boards Under FIDIC 1999 Editions”FIDIC Module 4: “The Contract Management & Administration of 1999 FIDIC Conditions of Contract”National Consultants’ Forum-7: Computer Aided Road Design Applications

Eng. Alex TurihohabweGeneral Secretary,UACE

1.2. 3. 4. 5. 6. 7.

his is to welcome our readers and those who have contribut-ed articles to our third and last edition in the year 2015. We presume that ideas generated through our newsletters may be making a difference. Any change in attitude takes a long time and therefore this also is applicable to implementation of any new idea.

As our slogan says “Ideas that make a difference” I know for those who have taken the interest to peruse through them especially those working in the Government ministries, parastatals and any other responsible agencies have picked one or two that may have been of help.

We call upon comments on any idea that has been put forward before or even now so that we generate debates. This is good for the future growth of the construction industry and country’s economy at large.

For our trainees we thank you for having attended;

We request you to inform others about our Capacity Building Programmes that we normally carry out annually. Very soon we shall be sending you our annual training schedule, please feel free to share it with those that will benefit from the trainings. And to the Organizations and Government ministries that supported their staff finan-cially for these trainings, we are truly grateful and encourage you to do so as we empower our very own.

The consulting

engineer

The Consulting Engineer, Issue #3- 201501

BUILDING IN EAST-AFRICAFocus on sustainable architecture and energy

RISK MANAGEMENTat Hima Cement Limited

COMMERCIALLayer Farming

FIDIC DESIGN AND BUILDKeeping contemporary records

THE FIDIC YPMTP 2015 Experience

3

8 15

13

Contents

18PSYCHOLOGICAL NEEDS of employees vital for organizational survival5

UACE Members’ Directory 2015

2015 in Pictures20

The consulting

engineer

DELAYED PAYMENTa silent killer of projectsand construction Industry11

The Consulting Engineer, Issue #3- 2015 02

By Thea Mathues and Marten Treffers

How can we create appropriate legislation to encourage sustainable architecture? How to educate our children and communities on this? And what if ‘sustainability’ is no longer enough?


Building in East-Africa: Focus on sustainable architecture and energy

educational architecture. Looking beyond the traditional way of teaching is crucial to him. Should all children aspire to become doctors or lawyers? Or is it just as important that Ugandan society has a good skilled labour force?

This is something to consider especially since the dropout rate in schools is high and for many young people turning to the informal economy is the only way to generate an income. “Every child brings his own set of talents into a school and good education can stimulate and nurture these different talents. Schools should have a wide curriculum, because variety in skills helps development.” In our search for the perfect learning environment we need to keep the Ugandan reality in mind. As budgets are often small, low maintenance and cost efficiency are key concepts in designing schools, even more so in rural areas. That is why Mr. Holland prefers working with local materials such as eucalyptus. Plaster or paint are never used so that maintenance is low, and creating bright classrooms without using glass windows is important. Going for innovative techniques is definitely worthwhile in the long run. Several case studies presented by Nelson Tashobya show that the initial cost of investment is high but the operation costs are managea-ble. After a while the investment starts paying itself back. Solar panels, for instance, are long-lasting and only need battery change once a year. When those initial investments can be covered through a project like TTE, colleges can use their budget for pedagogy instead.

Different schools have already embarked on this sustainable journey. St. Theresa Girls School in Kisubi is currently using a bio-latrine and the Kalapata Primary School in Kaabong district is making good use of a 300Wp Solar PV System.

As previously said, the use of new techniques alone is not enough. People need to be aware of energy waste. Managers of schools and institutions can take a leading role in raising awareness. Rachel Namuli pointed out that lights are still left on during the day, inefficient lamps are still bought and firewood remains the main heating source for cooking.

Schools should be encouraged to audit their use of energy. They could save more than half of their monthly electrical costs if they invest in energy saving lamps and educate staff and students on how to save energy. The colleges supported by the TTE project will reduce their firewood use by 50-70% and the electricity use will go down, on average, by 50%. From sustainable to regenerative designsAs climate change has an enormous impact on our lives, immediate action should be taken. Even though this seems to be increasingly common knowledge we are still overusing our planet.

Mr. Tashobya provides us with alarming figures on the Ugandan context: “Solid biomass still contributes over 90% of Uganda’s energy mix, with firewood and charcoal contributing 84% and 6% respective-ly. Due to the increasing population and the pattern of consumption there will be a shortage in the near future.”

According to Mr. Olweny it has come to the point where ‘sustainability’ is not enough: “Sustainability implies something that endures without degrading, however it does not regenerate itself or create anything new. To be truly sustainable, we need to live within earth’s ecological

in the right direction: “it is cheap, no hi-tech knowledge is required and once occupants of a building have developed an energy conserving culture they spread it to their newcomers and take it with them to other places,” says Mr. Kazoora.

Throughout the entire seminar the need for a paradigm shift is expressed. But how can we achieve this? Mr. Olweny seeks the answer in value change: “Values passed on are central to enabling a sustainable and regenerative design approach. And isn’t education about changing values?”

The TTE project strongly invests in this. That is why lecturers are being trained to use new teaching methodologies and college management is being supported. The infrastructure component of the project actively chooses for innovative and sustainable building methods.

Good local examples are thus being created. But the project cannot stand on its own and will not go on forever. This seminar has shown that there is a lot of local knowhow. One challenge for the future might be to bring this fragmented knowhow together.

The discussion on how different actors in the field can increase awareness and then realize more sustainable buildings must continue. Clients, for example the government or projects like TTE, must insist on adopting designs that favour energy efficiency and green architecture, and they must develop standards and guidelines for it.

Architects and engineers must be innovative and recommend solutions that contribute to better conditions for the users. Professional bodies and universities must further research those interventions that are relevant for the Ugandan context. And contractors must develop their execution experience with local materials and technologies that allow sustainability. By doing so, the TTE project can outgrow its pilot role and become an example of a commonly accepted and promoted design approach in Uganda.

carrying capacity.”

This is why Mr. Olweny introduces the concept of regenerative design, also referred to as ‘cradle-to-cradle’. This sort of design does not make waste. Instead, its output is equal to or even greater than its input.

What’s next?The dream of having only buildings with a regenerative design will not become reality overnight. Training building users on being energy efficient could be a step

A seminar on sustainable architecture organised by the Teacher Training Education project of the Belgian Development Agency (BTC), in cooperation with UN-HABITAT, the Uganda Society of Architects and the Ministry of Education, Science, Technology and Sports (MoESTS), addressed these questions on the 21st of October 2015.

All with the purpose of infrastructure developments contributing towards the quality of education.

Since 2012, the Teachers Training Education (TTE) project implemented by BTC and the MoESTS supports teacher training colleges, mostly on pedagogy and management, but also on infrastructure development. This last area has a strong focus on sustainable architecture and renewable energy. All infrastruc-ture developments emphasize, during design, execution and operation, the importance of interventions that improve conditions in the colleges and reduce operation costs.

Marten Treffers presents some of the approaches included in the project, like orientation of buildings, cross-ventilation, thermal chimneys, but also installa-tions of biogas, solar and thermal heaters. External consultants helped implement these innovations. If Ugandan architecture firms strive to acquire the same knowledge, attracting external partners would no longer be a necessity.

Key-speaker Musau Kimeu encourages all participants to advocate passion-ately for change: “We have to push the entire nation to work for sustainable architecture. Why? Because the benefits of sustainable architecture are great not only economically and environmentally, but also socially. For example, people who work in sustainable buildings are less sick.”

Mr. Kimeu stresses the importance of architecture students being shown local good practice examples. Unfortunately these are not easy to find. An East-Afri-can framework on sustainable architecture is yet to be established. Local materials should be used, and techniques that are suitable for an East-African

environment should be developed and implemented while constructing buildings.

Vincent Kitio firmly agrees with this idea: “Across African cities with tropical climates, the majority of modern buildings are a replica of building designed in mostly European countries with cold and temperate climates. This results in huge energy waste.”

Legislation for innovationIf we want to make sustainable ways of building more popular and better known we need to have a close look at legislation. “One of the problems we face is that our legislation does not allow for innovation,” says Mark Olweny.Mr. Kitio agrees that government should take a leading role: “We need Energy Efficiency Building Regulations and an Energy Efficiency Building Code (EEBC). We should look into financial mechanisms like tax incentives or green mortgages. And building permit requirements should include environmental design strategies and passive building measures.”

Energy efficiency building codes are a useful tool for governments. They can help reduce the energy demand and the carbon footprint, while at the same time making significant economic savings. Many countries such as China, Japan, India and the USA have already adopted these codes. UN-Habitat developed a template to assist countries or organisations that have not yet taken this step.

Including peopleAlthough legislation and government intervention play an important role, the government is not the sole motor for change. Every citizen, every user of a building, can contribute to a more sustainable architecture. “People have a strong mindset on how a building should be constructed,” says Nigel Tilling, “there has to be an acceptance of technology and new materials.” Mr. Treffers noticed that convincing partners to innovate is sometimes not an easy task: “Showcasing the use of materials and technologies, as is done during this seminar, hopefully opens many eyes.”

What else can we do to influence people’s mindset? According to Mr. Olweny, working closely with local communities is crucial. They should be engaged, and be taken seriously, during the whole process. People can

The consulting

engineer BUILDING IN EAST-AFRICA: FOCUS ON SUSTAINABLE ARCHITECTURE AND ENERGY

K


AMPALA - How can we create appropriate legislation to encourage sustainable architecture? How to educate our children and communities on this? And what if ‘sustainability’ is no longer enough?

provide a lot of information to designers, who in return should share their design knowledge with them.

Goodman Kazoora feels that including the users’ views is often a missing link: “To give you an example: we often find the light switch far away from the people working in the office. This way it takes more effort for staff to turn off the lights.” The result? Lights stay on during the whole day.

Mr. Tilling once asked the manager for whom he was designing an office: “Where would you like to install the printers? The manager replied: ‘As far away as possible. If the printers are too close to the staff they will not think twice before printing something and waste a lot of paper.’”

Inspiring rural schoolsTaking the users’ views into consideration not only applies for offices but also for schools. This is directly related to the TTE project and to all building sites in the education sector. Felix Holland has a lot of experience in the field of

educational architecture. Looking beyond the traditional way of teaching is crucial to him. Should all children aspire to become doctors or lawyers? Or is it just as important that Ugandan society has a good skilled labour force?

This is something to consider especially since the dropout rate in schools is high and for many young people turning to the informal economy is the only way to generate an income. “Every child brings his own set of talents into a school and good education can stimulate and nurture these different talents. Schools should have a wide curriculum, because variety in skills helps development.” In our search for the perfect learning environment we need to keep the Ugandan reality in mind. As budgets are often small, low maintenance and cost efficiency are key concepts in designing schools, even more so in rural areas. That is why Mr. Holland prefers working with local materials such as eucalyptus. Plaster or paint are never used so that maintenance is low, and creating bright classrooms without using glass windows is important. Going for innovative techniques is definitely worthwhile in the long run. Several case studies presented by Nelson Tashobya show that the initial cost of investment is high but the operation costs are managea-ble. After a while the investment starts paying itself back. Solar panels, for instance, are long-lasting and only need battery change once a year. When those initial investments can be covered through a project like TTE, colleges can use their budget for pedagogy instead.

Different schools have already embarked on this sustainable journey. St. Theresa Girls School in Kisubi is currently using a bio-latrine and the Kalapata Primary School in Kaabong district is making good use of a 300Wp Solar PV System.

As previously said, the use of new techniques alone is not enough. People need to be aware of energy waste. Managers of schools and institutions can take a leading role in raising awareness. Rachel Namuli pointed out that lights are still left on during the day, inefficient lamps are still bought and firewood remains the main heating source for cooking.

Schools should be encouraged to audit their use of energy. They could save more than half of their monthly electrical costs if they invest in energy saving lamps and educate staff and students on how to save energy. The colleges supported by the TTE project will reduce their firewood use by 50-70% and the electricity use will go down, on average, by 50%. From sustainable to regenerative designsAs climate change has an enormous impact on our lives, immediate action should be taken. Even though this seems to be increasingly common knowledge we are still overusing our planet.

Mr. Tashobya provides us with alarming figures on the Ugandan context: “Solid biomass still contributes over 90% of Uganda’s energy mix, with firewood and charcoal contributing 84% and 6% respective-ly. Due to the increasing population and the pattern of consumption there will be a shortage in the near future.”

According to Mr. Olweny it has come to the point where ‘sustainability’ is not enough: “Sustainability implies something that endures without degrading, however it does not regenerate itself or create anything new. To be truly sustainable, we need to live within earth’s ecological

in the right direction: “it is cheap, no hi-tech knowledge is required and once occupants of a building have developed an energy conserving culture they spread it to their newcomers and take it with them to other places,” says Mr. Kazoora.

Throughout the entire seminar the need for a paradigm shift is expressed. But how can we achieve this? Mr. Olweny seeks the answer in value change: “Values passed on are central to enabling a sustainable and regenerative design approach. And isn’t education about changing values?”

The TTE project strongly invests in this. That is why lecturers are being trained to use new teaching methodologies and college management is being supported. The infrastructure component of the project actively chooses for innovative and sustainable building methods.

Good local examples are thus being created. But the project cannot stand on its own and will not go on forever. This seminar has shown that there is a lot of local knowhow. One challenge for the future might be to bring this fragmented knowhow together.

The discussion on how different actors in the field can increase awareness and then realize more sustainable buildings must continue. Clients, for example the government or projects like TTE, must insist on adopting designs that favour energy efficiency and green architecture, and they must develop standards and guidelines for it.

Architects and engineers must be innovative and recommend solutions that contribute to better conditions for the users. Professional bodies and universities must further research those interventions that are relevant for the Ugandan context. And contractors must develop their execution experience with local materials and technologies that allow sustainability. By doing so, the TTE project can outgrow its pilot role and become an example of a commonly accepted and promoted design approach in Uganda.

carrying capacity.”

This is why Mr. Olweny introduces the concept of regenerative design, also referred to as ‘cradle-to-cradle’. This sort of design does not make waste. Instead, its output is equal to or even greater than its input.

What’s next?The dream of having only buildings with a regenerative design will not become reality overnight. Training building users on being energy efficient could be a step

A seminar on sustainable architecture organised by the Teacher Training Education project of the Belgian Development Agency (BTC), in cooperation with UN-HABITAT, the Uganda Society of Architects and the Ministry of Education, Science, Technology and Sports (MoESTS), addressed these questions on the 21st of October 2015.

All with the purpose of infrastructure developments contributing towards the quality of education.

Since 2012, the Teachers Training Education (TTE) project implemented by BTC and the MoESTS supports teacher training colleges, mostly on pedagogy and management, but also on infrastructure development. This last area has a strong focus on sustainable architecture and renewable energy. All infrastruc-ture developments emphasize, during design, execution and operation, the importance of interventions that improve conditions in the colleges and reduce operation costs.

Marten Treffers presents some of the approaches included in the project, like orientation of buildings, cross-ventilation, thermal chimneys, but also installa-tions of biogas, solar and thermal heaters. External consultants helped implement these innovations. If Ugandan architecture firms strive to acquire the same knowledge, attracting external partners would no longer be a necessity.

Key-speaker Musau Kimeu encourages all participants to advocate passion-ately for change: “We have to push the entire nation to work for sustainable architecture. Why? Because the benefits of sustainable architecture are great not only economically and environmentally, but also socially. For example, people who work in sustainable buildings are less sick.”

Mr. Kimeu stresses the importance of architecture students being shown local good practice examples. Unfortunately these are not easy to find. An East-Afri-can framework on sustainable architecture is yet to be established. Local materials should be used, and techniques that are suitable for an East-African

environment should be developed and implemented while constructing buildings.

Vincent Kitio firmly agrees with this idea: “Across African cities with tropical climates, the majority of modern buildings are a replica of building designed in mostly European countries with cold and temperate climates. This results in huge energy waste.”

Legislation for innovationIf we want to make sustainable ways of building more popular and better known we need to have a close look at legislation. “One of the problems we face is that our legislation does not allow for innovation,” says Mark Olweny.Mr. Kitio agrees that government should take a leading role: “We need Energy Efficiency Building Regulations and an Energy Efficiency Building Code (EEBC). We should look into financial mechanisms like tax incentives or green mortgages. And building permit requirements should include environmental design strategies and passive building measures.”

Energy efficiency building codes are a useful tool for governments. They can help reduce the energy demand and the carbon footprint, while at the same time making significant economic savings. Many countries such as China, Japan, India and the USA have already adopted these codes. UN-Habitat developed a template to assist countries or organisations that have not yet taken this step.

Including peopleAlthough legislation and government intervention play an important role, the government is not the sole motor for change. Every citizen, every user of a building, can contribute to a more sustainable architecture. “People have a strong mindset on how a building should be constructed,” says Nigel Tilling, “there has to be an acceptance of technology and new materials.” Mr. Treffers noticed that convincing partners to innovate is sometimes not an easy task: “Showcasing the use of materials and technologies, as is done during this seminar, hopefully opens many eyes.”

What else can we do to influence people’s mindset? According to Mr. Olweny, working closely with local communities is crucial. They should be engaged, and be taken seriously, during the whole process. People can

BUILDING IN EAST-AFRICA: FOCUS ON SUSTAINABLE ARCHITECTURE AND ENERGY

The consulting

engineer


AMPALA - How can we create appropriate legislation to encourage sustainable architecture? How to educate our children and communities on this? And what if ‘sustainability’ is no longer enough?

provide a lot of information to designers, who in return should share their design knowledge with them.

Goodman Kazoora feels that including the users’ views is often a missing link: “To give you an example: we often find the light switch far away from the people working in the office. This way it takes more effort for staff to turn off the lights.” The result? Lights stay on during the whole day.

Mr. Tilling once asked the manager for whom he was designing an office: “Where would you like to install the printers? The manager replied: ‘As far away as possible. If the printers are too close to the staff they will not think twice before printing something and waste a lot of paper.’”

Inspiring rural schoolsTaking the users’ views into consideration not only applies for offices but also for schools. This is directly related to the TTE project and to all building sites in the education sector. Felix Holland has a lot of experience in the field of

Psycological Needsof employees vital for organizational

survival

C


P

PSYCHOLOGICAL NEEDS OF EMPLOYEES VITAL FOR ORGANIZATIONAL SURVIVAL

The consulting

engineer

Image Credit: metrofax.com

sychological supportDo employers support employees' psychological and mental health concerns? Employers that feel that they have psycholog-ical support have greater job attachment, job commitment, job satisfaction, job involvement, desire to remain in the organiza-

tion and engage in behaviors that benefit the organization.

Organizational cultureThese are the basic assumptions held by a particular job. They are a blend of values, beliefs, meanings and expectations that employees hold in common eg trust, honesty and fairness.

Clear leadership and expectationsGood leadership enables employees to know what they need to do, how their work contributes to the organization and whether there are impending changes. This boosts employees' morale resiliency and trust while reducing their frustration and conflict.

Civility and RespectAn employer that is civil and respectful to his or her employees reaps big. This leads to job satisfaction, greater expectations of fairness, a more positive attitude, improved morale, better team work, greater interest in

personal development, engagement in problem resolution, enhanced supervisor-staff relationships and reduction in turn over

Psychological job fit. A good fit between employees' interpersonal and emotional compe-tencies leads to employees possessing the technical skills and knowl-edge for a particular position, as well as the psychological skills and emotional intelligence to do the job. This boosts their health, self-es-teem, positive self concept, performance, job satisfaction and retention

Therefore, it is not enough to pay employees a fat salary. It is also vital to care about their psychological well being and status at work. It is no wonder some averagely paid employees register low turn over than some very highly paid ones. The needs of workers stretch beyond financial rewards.


FIDIC design and build: Keeping contemporary records

Simon F Fegen MRICS FAArb MCIArb CEDR Accredited Mediator, Senior Consultant, Leach Group

It is that old chestnut and it will not disappear – have you kept

sufficient records in support of a claim and what have you

done withthem? The FIDIC suite calls them contemporary

records.is that old chestnut and it will not disappear – have you kept.

Every contractor knows, or should know, the importance of keeping

contemporary records, however,

many contractors have difficulty

translating this knowledge into

practice. Some contractors simply

fail to keep records, others keep

records but fail to keep such

adequate ones, others keep records

but fail to do anything with them and

it is not unknown for contractors to diligently keep the records only to

discard them once the physical work is complete.

The scenario is not uncommon – the contractor recognises an excusable

event that it considers may lead to, or indeed may have already resulted

in, a delay and/or loss and expense; the contractor then gives the appro-

priate notice to the engineer. Months later, possibly at the final account

stage, the contractor attempts to negotiate a settlement of the claim and,

failing to do so, submits the claim formally. The engineer rejects the claim.

The engineer argues that there is insufficient evidence to support the

claim and, referring to sub-clause 20.1, requests further details and asks

for contemporary records.

Even if such records were taken at the time, the difficulties which the

engineer’s request may cause are compounded when the contractor

realises that all of the site

paperwork has been packed

away in label-less cardboard

boxes, in no particular order

and without an inventory.

Added to which, all the

relevant personnel are now

scattered to the four corners of the globe working on new projects –

having left the claim behind both physically and mentally. Without the

records, there will be no claim All too often, the difficulty that contractors

have is either in the keeping of the records or, once kept, what to do with

It cannot be over emphasised, all of thefacts, no matter how trivial or remote they seem, must be recorded.

All too often, the difficulty that contractors have is either in the keeping of the records or, once kept, what to do with them?

them? FIDIC refers to both records and to contemporary records;

neither of which is defined in sub-clause 1.1. Both records and

contemporary records will undoubtedly be required to support a

contractor’s claim (contemporary records are records but records

may not always be contemporary).

Sub-clause 20.1 is the only

reference to contemporary

records, and records

(although not defined in the

contract) are documented

in various clauses and are

part of the contractor’s

obligation. The contract is

very clear as to what the contractor is to do with records, but not so

the contemporary records. So, what are contemporary records?

They have been described historically as: Documents which come

into being as a result of the performance of the works, and at such

time.

The subject of contemporary records was raised in the courts in

Attorney General for the Falkland Islands v Gordon Forbes. Here,

the honourable judge concluded that contemporary records were

the original or primary documentation that had been produced or

prepared at, or close to, the time of the circumstances giving rise to

the claim. If the contractor was carrying out all of its obligations in

terms of the contract, it would almost be there – keeping records

that is. Sub-clause 20.1 states: “The contractor shall keep such

contemporary records as may be necessary to substantiate any

claim, either on the site or at

another location accept-

able to the engineer.” The

aim of contemporary

records is to record, as may

be necessary, and at the

time of an excusable event,

the what, the who, the why and the when of the project’s resources

and where they were at. Not forgetting the facts of the issue; i.e.

contractor’s equipment was standing idle, labour was laid off,

extended rental agreements for staff were entered into, suffered a


FIDIC DESIGN AND BUILD: KEEPING CONTEMPORARY RECORDS

The consulting

engineerThe contractor shall permit the engineer to inspect all of these records, and shall (if instructed) submit copies to the engineer.

delay to the programme or unable to work in a

continuous economical manner (this can be

shown by keeping records of teams and their

production). The collection of contemporary

records must tell a story of cause and effect to

substantiate a claim, the event that happened

and what happened next on site until normal

production was resumed. The ‘as may be neces-

sary’ is for the contractor’s benefit – as may be

necessary to substantiate a claim – rather too

much detail than too little.

It may be simple to say but what is of interest,

when a claim arises, are all of the facts that occur

at that time. From details of the event that gives

rise to a delay of loss, to the effects of the event

on the progress of the works, it cannot be over

emphasised, that all of the facts, no matter how

trivial or remote they seem, must be recorded. When it comes to the preparation of a

claim for loss and expense, all too often there are facts missing which the site personnel

considered irrelevant at the time. It is easier to discard data that you have than the

other way round.

Looking from the perspective of compiling a claim from contemporary records, such

records of plant and labour activities should be kept daily. Changes of circumstances

on site, brought about by the excusable delay, should also be recorded daily – it is not difficult

and it will focus the contractor’s mind on the effects of the delay. But what is the contractor to

do with them? The answer, as with many questions, lies in between the lines of the contract

sub-clause 20.1: “Without admitting the employer’s liability, the engineer may, after receiving

any notice under this sub-clause, monitor the record-keeping and/or instruct the contractor to

keep further contemporary records. The contractor shall permit the engineer to inspect all of

these records, and shall (if instructed) submit copies to the engineer.”

In my experience the engineer rarely instructs the contractor what to keep. It is, at best, often

a ‘well, they are your records’ attitude, and the same can be said for the engineer either

inspecting or instructing the contractor to submit copies – a rarity. But what is the contractor

to do with them? Submit them to the engineer regard-

less of whether they have inspected or instructed.

Submit the records of the event, and thereafter, on a

regular basis – weekly is ideal but no longer than

fortnightly intervals. Having sent the records – at or

close to the time of the event and subsequent records

– to the engineer, there will be a permanent record

beyond dispute as to what transpired at the time of the

event until the time that the effects cease. You now

have contemporary records. What the engineer does

with your contemporary records is irrelevant to your

claim. By submitting the records to the engineer, and

in the absence of an inspection or instruction, the

engineer will find it very difficult when months later a

request for further information is made — it had an

opportunity and lost it.

Sub-clause 20.1 places an obligation on the engineer,

at the time that the contractor issues the notice, to

speak up and dictate what is required and what will

satisfy the need to fairly adjudicate a claim. The

engineer cannot, in terms of sub-clause 20.1, demand

months later that it requires certain records that the

contractor has omitted to keep. That does not mean

that the contractor is home and dry – the onus to prove

will always remain with the one who asserts. Many

contractors regard the keeping of records as arduous.


But close scrutiny of the

contract will show contrac-

tors that, in the main, the

keeping of records is an

obligation that they are

deemed to have priced for in

the tender. In fact, the range

and scope of the content of the contemporary records is well aided by the

ordinary records that FIDIC obligates the contractor to keep in terms of the

contract. Namely, sub-clause 4.21 (progress reports) states that monthly reports

shall be prepared by the contractor and submitted to the engineer. It goes into

considerable detail that each report shall include:

(a) Charts and detailed descriptions of progress, including each stage of design,

contract documents, procurement, manufacture, delivery to site, construction,

erection, testing, commissioning and trail operation.

(b) Photographs showing the status of manufacture and of progress on the site.

(c) For the manufacture of each main item of plant and materials, the name of the

manufacturer, manufacturer location, percentage progress, and the actual or

expected dates of:

All records kept in substantiation of an excusable

event should be capable of telling the story as it

happened to someone, unrelated to the project,

reading the records months or years later.

Commencement of

manufacture.

Contractor’s inspec-

tions.

Test.

Shipment and

arrival at the site.

(d) The details described in sub-clause 6.10 (records of

contractor’s personnel and equipment).

(e) Copies of quality assurance documents, test results and

certificates of materials.

(f) List of variations, notices given under sub-clause 2.5

(employer’s claims) and notices given under sub-clause

20.1 (contractor’s claims).

(g) Safety statistics, including details of any hazardous

incidents and activities relating to environmental aspects

and public relations

(i

(ii

(iii

(iv

Image Credit: quicknews-africa.net

FIDIC DESIGN AND BUILD: KEEPING CONTEMPORARY RECORDS

The consulting

engineer


Image Credit: Mark Rujumba

Delayed payment:A silent killer of projects and

construction Industry


Experience has shown that our construction

industry is in its infancy; and most of the con-

tractors’ source of funding is either from the

banks or moneylenders

The consulting

engineer DELAYED PAYMENT A SILENT KILLER OF PROJECTS AND CONSTRUCTION INDUSTRY

Aproject is defined as an

undertaking that has a

beginning and an end

and which is carried out

to meet established goals within cost,

time and quality, objectives and is

compliant to healthy, safety and environ-

ment.

It has stages that it passes through that

include definition, planning, implemen-

tation and completion.

The above stages follow each other; the

way each stage is managed determines

the success or failure of the project. The

service providers that include contrac-

tors’ normally come in at the implemen-

tation stage; a stage that is seen as the

one that has led to failure of the majority

of the projects; paying less attention to

the previous stages of the definition and

planning.

Paying attention to the failure causes; let

us look at the possible causers; these are

the client or service providers (Contrac-

tors).

In this particular

article let us look

on the side of the

Client/ Employer

leaving out the

Contractor and on

one common but silent cause of failure;

Delayed payments.

Under this cause there are basically three questions that arise and they are

typically inter related; these are;

1) What are the likely sources of funding for the contractor?

2) How are the projects affected in relation to the way payments are made?

3) What does this mean to the contractor or client?

Experience has shown that our construction industry is in its infancy; and most

of the contractors’ source of funding is either from the banks or moneylenders or

both. This is because the contractors do not have sufficient finances of their own other than having

some collateral to stake for security.

Interest rate from banks is between 24% to 30% per year this translates to charges between 2% to

3% per month; leaving alone other hidden charges; and depending on the bank accessing it may

take one month or two. A period of payback when delay in clearing the facility they charge a penalty

fee on daily basis.

Moneylenders interest rate ranges between 10% and 20% per month this translates to 120% to

240% per year; to some they compound if payment is not made in time.

Other charges met by the contractor before accessing final payment include a component of

withholding tax of 6% and retention of 5% to 10% of the total contract sum.

With the above back ground if the client is to effect payment in not more than 30 days and instead it

is effected in 60 or even to some 180 or more days, then the following occur;

Delayed or failed completion of project

Why?

Suppliers are not paid in time and they cannot supply any more;

Staff are not paid their salaries in time and hence low morale and this could lead to petty thefts on

sites or even strikes;

Loss of would be good contractors

Why?

The lender is not paid on time leading to internal silent blacklisting of the contractor; the would be

profit is all taken away through the accumulation of interest rates; the business may end up closing;

The contractor is demonized by the public; if the project is for the public; say road construction and

hence the reputation vanishes.The contractor is denied extra

work as he/she is looked at as

incompetent.

It is therefore of paramount

importance for the clients to look

at the contractors’ likely sources

of funds; so that they become

cautious of the likelihoods of with holding payments for a long

period than expected. The effects can be detrimental to all the

parties.

Eng. Alex Turihohabwe

CEO Tamp Blessed-3MS JV Ltd

Scholarship award; most other participants were either spon-sored by their employers or self-sponsored.

This unique training programme is run annually and aims to equip young professionals (YPs) in the consulting engineering industry with the skills necessary to successfully start up, devel-op and run a consulting engineering firm. The programme is geared towards (potential) young managers in the consulting engineering industry and is an important initiative given the changing operational dynamics of our industry and in particular the increasing influence of technology on how we do business.

The training touched on subjects as wide ranging as human resource management, financial management, business integ-rity and sustainability among others. There was a wealth of knowledge to be gleaned from seasoned industry experts (YP

mentors) as well as the opportunity to learn from my fellow trainees. It was enlightening to discover that young engineers in the consulting engineering industry all over the world experi-ence the same sort of challenges in general although some cultural differences were evident particularly in the context of developed versus developing nations.

The issues raised during the virtual training sessions conduct-ed throughout the year via the Podio platform were reinforced

during four days of face-to-face sessions in Dubai. The Dubai sessions included extensive group discussions that roused some stimulating debate on various issues, especial-ly integrity that is key to the success of our industry.

The training programme culminated in attendance at the FIDIC infrastructure conference by all YPMTP participants. Our final task was to prepare a presentation making a case for the issues that we as the YPs believe the consulting industry, and in particular FIDIC, needs to consider in order to move our industry forward; we then presented this to conference delegates during a session dubbed “the Future Leaders’ Forum”.

This was one of my favourite sessions of the training, as the entire group worked feverishly to put together a presentation to impress our audience! Our chosen theme was “Advisors to Influencers” and highlighted the need for engineers to be more pro-active by developing soft skills, improving the brand of the consulting engineer and political engagement to

influence policy. It turned out that we were in a sense “preaching to the choir”; a number of the arguments we raised turned out to be a recurring theme in several of the other presentations throughout the conference. It was fasci-nating to discover that we were of one mind in this matter with the rest of the industry!

Overall, this training programme delivered all that it promised

and exceeded my expectations. When I applied to partici-pate in the programme, I expected to receive some useful managerial training; I got even more! There is no satisfac-tory way to quantify the invaluable benefit of the profes-sional network built with my peers in the consulting indus-try from all around the world-representing every continent; not to mention friendships that were forged along the way.

I was the only Ugandan participant in this year’s program, but felt right at home with the group. Beyond the business of training and the conference, there were official and not-so-official social events that allowed us to interact with our peers as well as the movers and shakers of our indus-try. The setting for all this was the enchanting city of Dubai and we made the most of every opportunity to explore the sights and sounds of the city!

I remain especially grateful to the FIDIC past presidents and BST Global who financed the award that made it possible for me to experience the 2015 YPMTP, as well as my employer, NEWPLAN limited that sponsored my trip for the sessions in Dubai.

I have made it my mission to recommend the training and encour-age firms to sponsor their YPs to participate in future iterations of the programme; it is definitely a worthwhile investment.

he FIDIC Young Professionals’ Management Train-ing Programme (YPMTP) 2015 ran from February to September 2015. I was fortunate to participate in it as one of the two recipients of the FIDIC BST Global


RISK MANAGEMENT at Hima Cement Limited

establish a consistent and systematic approach to the manage-

ment of health and safety risks. The main aim is to eliminate or

control the risks associated with our activities thereby reducing

the potential for injury or ill health.

How do we manage risks at our sitesRisk management process addresses potential hazards including but

not limited to the following: Equipment and machinery e.g conveyor

belts, Energy sources e.g electrical, hydraulic, Mechanical, explosives,

Structural integrity, Work at height, Confined spaces, Mobile equipment

and road, transport, Physical, chemical & biological agents e.g noise,

vibration, silica etc, Ergonomics e.g repetitive movements, uneven,

slippery and obstructed surfaces, access paths and work areas, use of

hand held tools

Control Measures at our site: For every activity to be carried out, a thorough risk assessment must be

completed by a team to perform the task and must be scrutinized and

signed off by the supervisor and the line-manager.

Image Credit: Secure360

hen you are working in a heavily industrialized and

heavy equipment environment, you need to be aware

of everything around you. That is why risk management

is high on the list of priorities to ensure and sustain the safety of employ-

ees, contractors and communities working with Hima Cement.

“Health and Safety is our number one priority here at Hima Cement,”

says Ivan Waiswa, the Hima Health and Safety Manager. “There is no

job more important than the life of any one individual and we work hard

to see that the people on our sites and in our communities know that.”

At the heart of safety management is the management of risk. This is a

process by which all hazards are identified and the associated risks

assessed to ensure that appropriate control measures are implement-

ed.

Risk management is one of the most important standards promoted at

our sites. The standard outlines the processes that enable the employ-

ees to identify, assess and control the risks associated with the day to

day activities effectively. Risk is a core element of our Health and Safety

management system and the standard sets minimum requirements to

Permits: Employees require permits to do certain jobs and these must be acquired before start of activities in areas like confined space, work at height, hot works. The following are the permits we use on site before start of any activity: Permit to work, Confined space permit, Excavation permit, Work at Height permit, Fall hazard

Risk Assessment.Communication: Trainings are done every year for both employees and contractors. This helps to remind all of the importance of risk assessment. Safety trainings on risk cover working in confined spaces, work at height, Energy isolation, mobile equipment etc.

“We have safety programs like SPOT (safety person of today) where employees do safety inspections and make their recommendations to both employees and contractors during team meetings. Safety signages are used to commu-nicate mandatory requirements as well as prohibitions,” says Waiswa. Emergency Response: In case of fire, emergency siren is sound and all employees are expected to gather at five assembly points. Here they are debriefed on the situation and are required to register their names.

This helps us to identify the missing persons if any and start on the search process. We have a team of over 100 trained first aiders and fire fighters on site. Team is comprised of both contractors and employees.

Health & Safety Management System (HSMS) Audit: To ensure that we close all gaps in our management system, we carry out HSMS Audits to assess the gaps in the system.

The Audit is based on the following 10 elements: Ambition, Policy & Rules, Leadership, Accountability & Organization, Consultation and empowerment, Risk management, Emer-gency preparedness, Accident-Incident Reporting & Investi-gation, Competent people, Communication, Documentation and record keeping and Audit and Maturity Path.

















The consulting

engineer RISK MANAGEMENT AT HIMA CEMENT LIMITED

establish a consistent and systematic approach to the manage-

ment of health and safety risks. The main aim is to eliminate or

control the risks associated with our activities thereby reducing

the potential for injury or ill health.

How do we manage risks at our sitesRisk management process addresses potential hazards including but

not limited to the following: Equipment and machinery e.g conveyor

belts, Energy sources e.g electrical, hydraulic, Mechanical, explosives,

Structural integrity, Work at height, Confined spaces, Mobile equipment

and road, transport, Physical, chemical & biological agents e.g noise,

vibration, silica etc, Ergonomics e.g repetitive movements, uneven,

slippery and obstructed surfaces, access paths and work areas, use of

hand held tools

Control Measures at our site: For every activity to be carried out, a thorough risk assessment must be

completed by a team to perform the task and must be scrutinized and

signed off by the supervisor and the line-manager.

hen you are working in a heavily industrialized and

heavy equipment environment, you need to be aware

of everything around you. That is why risk management

is high on the list of priorities to ensure and sustain the safety of employ-

ees, contractors and communities working with Hima Cement.

“Health and Safety is our number one priority here at Hima Cement,”

says Ivan Waiswa, the Hima Health and Safety Manager. “There is no

job more important than the life of any one individual and we work hard

to see that the people on our sites and in our communities know that.”

At the heart of safety management is the management of risk. This is a

process by which all hazards are identified and the associated risks

assessed to ensure that appropriate control measures are implement-

ed.

Risk management is one of the most important standards promoted at

our sites. The standard outlines the processes that enable the employ-

ees to identify, assess and control the risks associated with the day to

day activities effectively. Risk is a core element of our Health and Safety

management system and the standard sets minimum requirements to

Signages showing mandatory personal protective equipments to be worn LOTOTO Procedure displayed

Stand by ambulance incase medical interventions are required

Safety signages are used to communicate mandatory requirements as well as prohibitions

Permits: Employees require permits to do certain jobs and these must be acquired before start of activities in areas like confined space, work at height, hot works. The following are the permits we use on site before start of any activity: Permit to work, Confined space permit, Excavation permit, Work at Height permit, Fall hazard

Risk Assessment.Communication: Trainings are done every year for both employees and contractors. This helps to remind all of the importance of risk assessment. Safety trainings on risk cover working in confined spaces, work at height, Energy isolation, mobile equipment etc.

“We have safety programs like SPOT (safety person of today) where employees do safety inspections and make their recommendations to both employees and contractors during team meetings. Safety signages are used to commu-nicate mandatory requirements as well as prohibitions,” says Waiswa. Emergency Response: In case of fire, emergency siren is sound and all employees are expected to gather at five assembly points. Here they are debriefed on the situation and are required to register their names.

This helps us to identify the missing persons if any and start on the search process. We have a team of over 100 trained first aiders and fire fighters on site. Team is comprised of both contractors and employees.

Health & Safety Management System (HSMS) Audit: To ensure that we close all gaps in our management system, we carry out HSMS Audits to assess the gaps in the system.

The Audit is based on the following 10 elements: Ambition, Policy & Rules, Leadership, Accountability & Organization, Consultation and empowerment, Risk management, Emer-gency preparedness, Accident-Incident Reporting & Investi-gation, Competent people, Communication, Documentation and record keeping and Audit and Maturity Path.

















The 2015 FIDIC YPMTP ExperienceBy Rachel Kalebbo, Uganda

TScholarship award; most other participants were either spon-sored by their employers or self-sponsored.














Group discussions in preparation for presentation at Future Leaders’ Forum



The consulting

engineer The 2015 FIDIC YPMTP Experience















YPs all set for the FIDIC Gala dinner

YPMTP 2015 Participants

















THE FUTURE IS NOT WHAT IT USED TO BE. IT’S BETTER!When Franki Africa was bought by the Keller Group the geotechnical universe changed forever in Southern Africa.

Our capability and range of specialist solutions is now greater than ever before.

Tel: +27 (0)11 531 2700

www.franki.co.za A COMPANY AFRICA

Solutions include: Piled Foundations; Rigid Inclusions; Jet Grouting; Lateral Support; Underpinning; Deep Soil Mixing; Soil Improvement; In-situ Replacement;

Q U A L I T Y I S O U R F O U N D A T I O N

ISO 9001ISO 14001OHSAS 18001

The consulting

engineer



TLAYER FARMING















Image Credit: fastcoexist.com

C MMERCIALhe business of producing eggs has 3 major pillars; the chicken, the environment they stay in and management activities done to harness production from the chicken. The end output of all these is

eggs, meat (at off lay time) and manure. In Uganda, the major source of income in such an enterprise is majorly the sale of eggs. Getting eggs out the chicken in this business is not as easy as it sounds. One must start with planning the farm properly.

Planning the farmIt is important to plan for; the farm site, the house, equipment to use, where to buy inputs (birds, feeds, drugs and services etc), and where you will be selling the eggs.

Getting it rightTo get the business model right, one must; provide an acceptable environment for the poultry farm, build a suitable house, source good quality chicks, have enough poultry raising equipment (feeders, drinkers, laying nests), source for good quality feeds and manage the birds in a way that will

exploit their potential to lay. Raising a layer flock involves a 5 month period of spending, with no revenue. This is the rearing period. Any farmer taking on layers as a business for the very first time, must understand that they need to have the money to meet the costs in this period till the point of lay. It costs about 11000- 13500sh to raise a layer chick to point of lay.

Knowing whether you are making profit or notFor the business to succeed therefore, it must produce and market enough good quality eggs all year round. Eggs being enough in a layer farming enterprise is relative, and it depends majorly on the level of production, at which the costs of buying feed and daily management costs are met.

Example; A flock of 1000 layers in farm A, producing averagely 500 eggs per day is producing at 50% production. Farm B that has a similar number of birds and is getting 750 eggs on average will be producing at 75%. If the daily average egg production required to just about buy daily feeds is 50% (500 eggs out of the 1000 birds in the house) , then

farm A will be operating at a loss. This is because, it can only produce enough to cater for feed. Othetr costs like; labour, utilities, transport etc are not being covered by production.

The biggest contributor to layer farm expenses is feed. When feed is relatively cheap, the breakeven point comes down. This implies that at a breakeven point- egg production of 40%, farm A producing at 50% would also be making some little money. In Uganda, though for one to realize acceptable profits out of layers, the average percentage egg production should be above 75%.How to maximize profits Limit loss or mortality of your bird stock by managing the health of the birds well through;

Provide enough clean water and feedUse of good quality feed to maintain and boast produc-tion, but be mindful of the cost of feed per kg

Avoid wastage of feed and water by using proper house equipmentProvide the needed 16 hours of light per day (12 of natural day light and 4 of artificial light at night)Record every single occurrence in production, sales and purchase of inputs, so as to know where to start in case you need to do cost reduction



COMMERCIAL LAYER FARMINGThe consulting

engineer















he business of producing eggs has 3 major pillars; the chicken, the environment they stay in and management activities done to harness production from the chicken. The end output of all these is

eggs, meat (at off lay time) and manure. In Uganda, the major source of income in such an enterprise is majorly the sale of eggs. Getting eggs out the chicken in this business is not as easy as it sounds. One must start with planning the farm properly.

Planning the farmIt is important to plan for; the farm site, the house, equipment to use, where to buy inputs (birds, feeds, drugs and services etc), and where you will be selling the eggs.

Getting it rightTo get the business model right, one must; provide an acceptable environment for the poultry farm, build a suitable house, source good quality chicks, have enough poultry raising equipment (feeders, drinkers, laying nests), source for good quality feeds and manage the birds in a way that will

exploit their potential to lay. Raising a layer flock involves a 5 month period of spending, with no revenue. This is the rearing period. Any farmer taking on layers as a business for the very first time, must understand that they need to have the money to meet the costs in this period till the point of lay. It costs about 11000- 13500sh to raise a layer chick to point of lay.

Knowing whether you are making profit or notFor the business to succeed therefore, it must produce and market enough good quality eggs all year round. Eggs being enough in a layer farming enterprise is relative, and it depends majorly on the level of production, at which the costs of buying feed and daily management costs are met.

Example; A flock of 1000 layers in farm A, producing averagely 500 eggs per day is producing at 50% production. Farm B that has a similar number of birds and is getting 750 eggs on average will be producing at 75%. If the daily average egg production required to just about buy daily feeds is 50% (500 eggs out of the 1000 birds in the house) , then

farm A will be operating at a loss. This is because, it can only produce enough to cater for feed. Othetr costs like; labour, utilities, transport etc are not being covered by production.

The biggest contributor to layer farm expenses is feed. When feed is relatively cheap, the breakeven point comes down. This implies that at a breakeven point- egg production of 40%, farm A producing at 50% would also be making some little money. In Uganda, though for one to realize acceptable profits out of layers, the average percentage egg production should be above 75%.How to maximize profits Limit loss or mortality of your bird stock by managing the health of the birds well through;

Provide enough clean water and feedUse of good quality feed to maintain and boast produc-tion, but be mindful of the cost of feed per kg

Avoid wastage of feed and water by using proper house equipmentProvide the needed 16 hours of light per day (12 of natural day light and 4 of artificial light at night)Record every single occurrence in production, sales and purchase of inputs, so as to know where to start in case you need to do cost reduction

• Ensuring the house is enough for the birds • Ensuring the house is cool enough to avoid heat stress• Limiting un-authorised access to the farm• Maintaining cleanliness and hygiene at farm• Use of disinfectants at doors to reduce germ load in the poultry house• Vaccinations as directed by Animal health workers

i.

ii. iii.

iv.

v.

vi.

The biggest contributor to layer farm expenses is feed. When feed is relatively cheap, the breakeven point comes down.

Solutions to last edition’s word puzzle

C

M A N I A

R O S S


By. Dr Sewagudde SamuelThe writer is a Veterinary Doctor,

Consultant in Livestock farming and ChairsEGG PROMOTION INITIATIVE- UGANDA


in Pictures2015

The consulting

engineer 2015 in Pictures

The consulting

engineer 2015 in Pictures

UACE Members’ Directory - 2015COMPANY ADDRESS

ACOAR LIMITED

AIR WATER EARTH LTD

Plot 2D/E Nakasero Hill Road

P.O Box 23271, Kampala

+256-414-669243

[email protected]

www.acoarltd.com

• Civil and structural engineering• Project Management

Plot 27 Binayomba Road,

Bugolobi, Kampala

P.O Box 22428, Kampala

Tel: +256-414-268466

Email: [email protected]

Website: www.awe-engineers.com

Contact person: Eng. Lammeck Kajubi

• Road/Highway design• Civil/Structural engineering design• CDM/Carbon Audits• Oil & gas services• Cleaner production• Noise pollution• Environmental Monitoring, testing and analysis• Occupation health and safety• Pollution control equipment• Sold waste, water & sanitation, Air pollution• Site remediation• EIA & Environmental audits

AREAS OF SPECIALIZATION

Plot 8-10 Jinja Road.

Suite 5.10, 2nd floor-Uganda House

P.O. Box 23931, Kampala

Tel: +256 414 342 499

Fax: +256-414 342 499


Contact person: Eng. Kawuma Stephen

• Structural Engineering design• Civil/ Structural engineering design-Roads and Bridges• Supervision• Project planning and management• Feasibility studies• Geotechnical Assessment of Ground Condition for Foundation designs

ASSOCIATED ENGINEERING SERVICES (AES)

AURECON ENGINEERING (U) Ltd

2nd floor, Innovations House.

Plot 7B Acacia Avenue

P. O. Box 10631, Kampala

Tel: +256-41-254024/ 312 260324

Fax: +256-41-345984

E-mail: [email protected]

Website: http://www.aurecongroup.com

Contact Person: Mr. Fidel Omiat

• Infrastructure Consultants• Civil, Geotechnical & Environmental• Structural Engineering and Services• Development Services and Project Management• Transportation• Electrical & Mechanical• Contract Management & Materials• Information Technology• Training & Communications

COWI (U) LTD • Technical Assistance• Design• Development Planning• Supervision and contract management• Programme formulation• Training, capacity building and human resources development• Master planning and feasibility studies• Monitoring and evaluation• Financial and organisational analyses

Plot 3 Portal Avenue,

2nd Floor Crusader House

P. O. Box 10591, Kampala Uganda

Tel: +256-414-343045

Fax: +256-414-343243


Contact Person: Eng. Mikkel Jensen

KOM CONSULT LTD Plot 7 Kome Cresent, Luzira, Kampala

P.O Box 40108 Kampala Uganda

Tel: +256-414-323666

Fax : +256-414-323666


Contact Person: Ms. Betty Nakamya

• Roads and highways

• Structures and Buildings

• Water Supply and Public Health

• Environmental and Social Sciences

• Geo-technical and Hydrological Engineering


FBW UGANDA LTD

GAUFF CONSULTANTS (U) LTD

CREEK CONSULT LTD

COMPANY ADDRESSAREAS OF SPECIALIZATION

Plot 1499 Lubowa Estate.

P.O. Box 26600 Kampala

Tel: +256-414-572021

Fax: +256-414-572021


Contact Person: Eng. Patrick Rusongoza

• Surveying

• Architectural services

• Engineering services

• Project management

• Telecommunication

• Consultancy services

Plot 1834 White House Close, Muyenga

P.O Box 24843, Kampala Uganda

Tel: +256 414-510888

Fax: +256 414-510666


Website: www.fbwgroup.com

Plot 53, Upper Kololo Terrace P. O. Box 201, Kampala UgandaTel: +256-414-236798 / +256-312-266799Fax: +256-41-259508Email: [email protected], Website: www.gauff.com/ugandawww.gauff.co.ugContact Name: Mr. E.W. Mugamba

• Transport, Roads and Railways

• Water Supply and Sanitation

• Town and Regional Planning

• Agriculture and Rural Development

• Environment

• Industrial Engineering and Architectural Design

• Signaling and Telecommunication

Plot 2D/E Nakasero Hill RoadP.O Box 22809, Kampala UgandaTel: +256-414-258380Fax: +256-414-341092Email: [email protected]: www.gemengineering.co.ugContact person: Eng. Richard Drakuma

Plot 107 Kiira Road

P. O. Box 8493, Kampala

Tel: +256-414-540140

Fax: +256-41-540131


Contact Person: Eng. C. P. M. Batumbya

GEM ENGINEERING CO. LTD

MBW CONSULTING ENGINEERS

• Electrical and Mechanical Engineering

• Consultancy Services

• Engineering Infrastructure Development • Strategic planning• Institutional Development and Capacity Building• Social-Economic and Governance Studies• Structural and Civil Design and Construction

Supervision• Energy Development and Environmental

Impact Studies• Water Supply System Design and Sanitation

Engineering• Highways and Transportation• Project Management• Environmental Engineering• Master plan preparation for Infrastructure

Development including Community Mobilization• Management of Expectations in Infrastructure

Development• Project Formulation

M & E ASSOCIATES LTD Rofra House, 2nd floor Ggaba Road, KansangaP. O. Box 4052, Kampala UgandaTel: +256-414-501894 Fax: +256-414-501893E-mail: [email protected] Person: Eng. S. Sentongo

• Water Resources and Environmental Engineering

• Topographic, Cartographic and engineering Surveys

• Building Services• Power Supply and Distribution• Renewable Energy, including small/

mini hydro schemes

M&E

• Technical Audits / Value for Money Assessments for on-going and completed infrastructure projects;

• Project / Programme Reviews (both Mid-Term and End-Term Evaluations);

• Conducting Technical Evaluation of bids and tenders;• Undertaking Administrative Reviews on behalf of

Procurement bodies;• People Advisory Services (Training in Engineering audit

for non-engineering personnel such as financial accountants), job evaluations, recruitment of personnel, development, review of HR Manuals etc.);

• Local Governance Capacity assessments, training / mentoring.


ILISO CONSULTING (Pty) LTD


INFRASTRUCTURE PROJECTS LIMITED (IPL)

MULTI-KONSULTS

MULTIPLAN CONSULTING ENGINEERS

• Structural engineering

• Civil engineering

• Bridges

• Geotechnical investigations,

• Materials testing

• Project planning


• Tender and contract documentation

• Construction supervision and management

• Engineering audits

• Electrical and Mechanical Engineering

Building Services

• Energy Studies

• Agriculture Schemes

• Environment Studies

• Electric Power Systems Planning

and Load Studies

• Water Supply

• Roads and Infrastructure

• Bridges and Structures

• Sewerage and Waste Water Treatment

2nd Floor, Eseza House,

UMA Show Grounds, Lugogo


Tel: +256-312 515262 / +256-312 262728


Contact person: Eng. Samson Bagonza

29 Clement Hill Road


Tel: +256-414-341321

Fax: +256-414-232836


[email protected]

Website: www.multikonsults.com

Contact Person: Eng. Dr. A. Katahoire

Plot 668 block 8 in Kamanya

Mackay zone - Mengo

P. O. Box 12557, Kampala-Uganda

Tel: +256-41-530155

+256-772-406291

Fax: +256-41-530156


Contact person: Eng. Albert Muloiti

NEWPLAN LIMITED • Water Supply

• Roads and Infrastructure

• Bridges and Structures

• Sewerage and Waste Water Treatment

1st Floor, Crusader House,

Plot No. 3, Portal Avenue


Tel: +256-414-340244/5,

Fax: +256-414-257861


Plot 1346, block 220, Banda


Business Phone: +256-200-902640

E-mail: [email protected], [email protected]

Website: www.iliso.ug

Contact Person: Eng. Dr. Anania Mbabazi

• Transportation, Traffic and Highway Engineering

• Pavement Engineering

• Construction/ Project Management

• Environmental Engineering

• Bridge Engineering

• Structural Engineering

• Building Construction

• Geotechnical engineering

• Water supply and sanitation

• Waste management

KAGGA & PARTNERS LTD Plot 2 Bandali Rise, Bugolobi


Tel: +256-414-220279

Fax: +256-414-220208


Contact Person: Eng. Peter Magambo

• Urban and Rural Water Supply

• Water Resource Management

• Hydro-power Generation and Irrigation Dams

• Waste Water Management

• Solid Waste Management

• Roads - trunk, urban and rural

• Structural and Foundation engineering

• Infrastructure for housing and industrial estates

• Institutional strengthening and restructuring



PROMAN CONSULT LTD Plot 799 Kabusu Rd, Rubaga

P. O. Box 7810, Kampala, Uganda

Tel: +256-414-271929/ +256-392-778211

Fax:+256-414-271495/ 272023


[email protected]

Contact Person: Eng. John Muchiri

• Project Development and Management

• Project design and management

• Construction supervision

• Feasibility and economic studies

• Provision of professional engineering advice

• Planning studies

SEKA ASSOCIATES

TAMP BLESSED 3MS JV LTD

SURE House, Bombo Road


Tel: +256-414-256455

Fax: +256-414-342729

E-mail: [email protected],

[email protected]

[email protected]

Contact Person: Eng. J. Senfuma

Plot 129A Salim bay Road, Ntinda


Tel: +256-312-515069


Contact person: Eng. Andrew Tadhuba

• Project Management and Planning

• Civil and Structural Engineering

• Site and Service Schemes

• Highways and Transportation Engineering

• Water Supply and Waste Disposal

• Geotechnical Services

• Materials Testing

• Architectural, Quantity Surveying and Electrical

Engineering (in close association with other firms)

• Institutional Development and capacity Building

• Scial-Economic and Governance studies

• Architectural, Structural and civil Design

and Construction Supervision

• Energy Development and Environment

Impact Studies

• Water supply system design

• Highways and transportation


• Health, safety and environment engineering

• Master plan preparation for general

infrastructure

• Project Formulation

• Land surveying mapping

• Geotechnical surveys

TECHNOLOGY CONSULTS LIMITED

1st Floor, room 200 CEDAT Building,

Makerere University


Tel: +256-414-540618

Fax: +256-414-542377


Website: www.teco.co.ug

Contact person: Eng. Dr. Kariko Buhwezi

• Building Consultancy Services

• Land Surveying

• Information Technology

• Civil Works

• Expert Technical Services

• Project Management

PROME CONSULTANTS Innovations House

Plot 7B Acacia Avenue


Tel: +256-414-345544

Fax: +256-414-345149


Contact Person: Eng. P.J. Ludigo

• Project Development and Management

• Project Management

• Water Supply and Sanitation Engineering

• Highways Engineering

• Civil and Structural Engineering

• Transportation Planning and Designing

• Electrical and Mechanical Industrial

Engineering

• Quality Assurance

• Environmental Engineering

• Geotechnical Engineering

• Surveying and Mapping

• Institutional and Individual Industrial

Capacity Development


Representing the professional concerns and general business interests of its members in the field of consulting engineering.

The Uganda Association of Consulting Engineers

Plot 17 Martyrs’ Way, Ministers’ Village, Ntinda P.O. Box, 11750 Kampala.

+256 414 342 [email protected] | [email protected]