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September/October 2026 Vol. 37 No. 5

MARRIOTT INTERNATIONAL DEBUTS IN UGANDA

Marriott Hotels & Executive Apartments, Kampala

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MANAGING EDITOR Robert Barnes DEPUTY MANAGING EDITOR Francis Makari EDITOR - in - CHIEF Dennis Ayemba COUNTRY EDITORS Uganda - Betty Nabakooza Nigeria - Boladale Ademiju South Africa - Jimmy Swira WRITERS, Pascal Musungu, Anita Anyango, Patrick Mulyungi

CON

WEB & GRAPHIC DESIGN Gerald Oswald Sales and Marketing Manager Faith Mburu ADVERTISING Founding Editor: Robert Barnes Kenya: William Mutama, Lilian Khavosa, Joyce Ndamaiyu, Wendy Kinya Editor-in-Chief: Peter Nyangabyaki South Africa: Thuli Nkosi, Winnie SentProjects Editor: Francis Makari abire, Angeline Ntobeng, Uganda:Uganda: Nobert Turiyo, Selina Salumah Betty Nabakooza Namuli Nigeria: Boladale Ademiju Botswana: Dickson Manyudza, Gerald Mazikana South Africa: Delilah Aisu Ethiopia: Haimanot Tesfaye, Ruth Girma Editorial Traffic Coordinator: Thuthu Klaas Tanzania: Tom Kiage

Cover Marriott International has entered Uganda with the opening of Kampala Marriott Hotel and Marriott Executive Apartments Kampala. The two properties deliver 277 rooms, suites and serviced apartments, alongside extensive dining, conferencing and events facilities - marking a major addition to Kampala’s hospitality infrastructure.

Malawi: Anderson Fumulani Writers: Kiemo Teddy · Pascal Musungu Ghana: Samuel Hinneh, Caleb Donne Hadjah Anita Anyango · Patrick Mulyungi Zambia: Susan Kandeke Design: Austin Ombwa Zimbabwe: Chiedza Chimombe Sales & Marketing: William Mutama Rwanda: Collison Lore Advertising: Lilian Khavosa · Fred Okoth · Nigeria: Seni Bello Jacqui Nyangabyaki · Tshego China:Weng Jie Mokonyama

The editor Rachel acceptsMolapo letters· Nobert and manuscripts for Turiyo publication from readers all over the world. Selina Namuli · Dickson Manyudza Include yourSalumah name and address as a sign of good faith although you may request your name to be Mazikana · Haimanot Tesfaye withheld Gerald from publication. We reserve the right to edit any material submitted .

REGULARS Associations 4 Events 4 COVER: Marriott International , Kampala

Ruth Girma · Tom Kiage · Anderson Fumulani

SendSamuel your Hinneh letters· Caleb to: Donne Hadjah Susan info@constructionreviewonline.com Kandeke · Chiedza Chimombe

Construction Review is published eleven times Batamuzira · Seni Bello a year and isCissy circulated to members of relevant associations, governmental bodies and other personnel in the building and construction industry as wellPublished as suppliers of equipment, six times annually and materials circulated and services in Africa, the Middle and Far East. The the African building construction for editor across welcomes articles andandphotographs consideration. Material may not be reproduced industry. without prior permission from the publisher. The publisher does not accept responsibility for © All rights reserved. the accuracy or authenticity of advertisements or contributions contained in the journal. Views expressed by contributors are not necessarily those of the publisher. © All rights reserved.

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Regional Round-up Modular Construction

Construction Industry PPE 38 Power & Electrical Systems

Human Capital In The Industrial Equipment Sector 50 Why Construction Budgets Fail 56 Building Resilience Against Construction Cost Volatility 58

TENTS

September/October 2026 Volume 37 No. 5

studio OMT Architects: A New Architectural Language for East Africa

From private villas and hospitality projects to timber and bio-based construction, studio OMT is building a diverse architectural portfolio across East Africa, with each project shaped by its particular context. We caught up with founding partner and Creative Director Leander Moons to discuss the origins of the practice, its approach to design and sustainability, the opportunities and challenges of working in East Africa, and its ambitions for the future.

Can East Africa Build Faster and Better with Modular Construction? Modular construction is gaining attention as the industry seeks to improve project delivery, reduce construction time and increase productivity. By shifting significant fabrication and assembly to controlled factory environments, the approach offers potential gains in quality and waste reduction. But it also presents challenges around design coordination, logistics, cost and scale.

An Engineer's Take on Kenya's AHP Internship Programme

MICHAEL KAMUNGUNA is an electrical engineer with 10 years’ experience in MEP services on high-rise projects. He currently handles supervision of MEP services across construction, fit-out, and green energy projects. In this conversation with Construction Review, he reflects on the scale of Kenya's Affordable Housing Programme (AHP) and its internship component.

Why Construction Budgets Fail Many construction budget overruns are created long before work begins, argues CHRIS SMITH, Senior Vice President for MEA and APAC at RIB Software, pointing to poor planning, unrealistic timelines and incomplete scopes as key contributors.

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EVENTS

EA Transport & Infrastructure Conference Dar es Salaam, Tanzania 12–13 October 2026 THE 12TH EDITION EAST AFRICA TRANSPORT & INFRASTRUCTURE CONFERENCE will be held from 12 to 13 October 2026 in Dar es Salaam, Tanzania, bringing together government authorities, infrastructure developers, financiers, contractors, consultants, technology providers and logistics professionals. The conference will feature keynote presentations, panel discussions and networking opportunities, covering sustainable infrastructure, multimodal transport, rail, ports and roads, urban mobility, digital transformation and regional investment opportunities. Organisers say the event will provide a platform for discussing major infrastructure projects, investment opportunities, policy developments and innovative solutions shaping East Africa’s transport and infrastructure sectors.

Big 5 Construct Kenya Nairobi, Kenya 21-23 October 2026 BIG 5 CONSTRUCT KENYA 2026 will be held from 21 to 23 October 2026 at the Sarit Expo Centre in Nairobi, bringing together construction professionals, manufacturers, suppliers, contractors, consultants, developers and government stakeholders from Kenya and across the region. The programme will feature CPD-certified talks covering architecture and design, project management, construction technology, sustainability and other key industry topics. An accompanying exhibition will showcase products and solutions across building materials, construction equipment, concrete and cement, digital construction, MEP, steel and aluminium, modular construction, solar technology, windows, doors and façades. Organisers say the event will provide a platform for business networking, product sourcing, knowledge sharing and discussions on emerging technologies and trends shaping Kenya’s construction industry and the wider East African market.

Kenya - Architectural Association of Kenya - Institute of Quantity Surveyors of Kenya - Institution of Engineers of Kenya - Association of Consulting Engineers of - Kenya - Association of Professional Societies of East Africa APSEA) - Kenya Property Developers Association - Institution of Surveyors of Kenya -Town and County Planners Association of Kenya (TCPAK)

Association Partners

South Africa - ASAQS - SAICE - South African Council for the Quantity Surveying Profession - Khuthaza ( Women for Housing) - Concrete Manufacturers Association - Green Building Council of SA - South African Property Owners Association - Master Builders South Africa Uganda - Institute of Surveyors of Uganda - Uganda Institute of Professional Engineers (UIPE) & Uganda Society of Architects Botswana - Institute of Botswana Quantity Surveyors Ethiopia - Association of Ethiopian Architects - Ethiopian Association of Civil Engineers - Construction Contractors Association of Ethiopia Zimbabwe - Zimbabwe Institute of Quantity Surveyors - Zimbabwe Institute of Engineers - The Construction Industry Federation of Zimbabwe (Cifoz)

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Africa PPP 2026 Nairobi, Kenya 11–13 November 2026 THE 16TH AFRICA PPP INFRASTRUCTURE FINANCE, INVESTMENT & PARTNERSHIPS SUMMIT will be held from 11 to 13 November 2026 in Nairobi, Kenya, bringing together governments, investors, development finance institutions, infrastructure developers, financiers and transaction advisers from across Africa. The summit will focus on infrastructure financing, public-private partnerships and investment opportunities, with discussions covering transport, energy, water, housing, digital infrastructure, industrial parks and other major development projects. Organisers say the event will provide a platform for connecting project owners with investors, exploring bankable infrastructure projects and discussing practical approaches to project preparation, financing and delivery across Africa

Ghana - Ghana Institute of Engineers - Architects Registration Council - Ghana Institute of Surveyors - Ghana Green Builders Association - Ghana Institute of Planners - Association of Building and Civil Engineering Contractors of Ghana Namibia - Institute of Namibian Quantity Surveyors - Association of Consulting Engineers of Namibia Tanzania - Tanzania Institute of Quantity Surveyors - Construction Regulation Board (CRB) - Tanzania’s Registration Board of Architects and Quantity Surveyors (AQSRB) Nigeria - Association of Consulting Engineers Nigeria - Association of Professional Women Engineers Of Nigeria - Council of Registered Builders of Nigeria - The Nigerian Institute of Architects - American Association of Petroleum Geologists Africa Region - Nigeria Society of Engineers - Nigeria Institute of Architects - Building and Construction Skilled Artisans Association of Nigeria (BACSAAN) Zambia - Zambia Institute of Architects (ZIA) - Association of Building and Civil Engineering

Contractors (ABCEC).

BASCO PAINTS AT 50: 50 YEARS OF COLOURING SPACES, BUILDING KENYA’S FUTURE

Five decades of innovation, manufacturing excellence and partnerships shaping East Africa’s built environment. In 2026, Basco Paints celebrates 50 years of colouring spaces that have shaped lives across Kenya and the wider East African region. From its humble beginnings in Nairobi in 1976, the company has grown alongside the construction industry, evolving with changing customer needs while remaining anchored in quality, innovation and service. What began as a modest operation has developed into a major paint and coatings manufacturer, supported by continuous investment in manufacturing, technology, product development and people.

BUILDING MANUFACTURING EXCELLENCE

A CULTURE OF INNOVATION

Manufacturing has been central to Basco’s journey. The establishment of its Alkyd Resins Plant in 1988, followed by the first and currently only metal cans manufacturing plant owned by a paint company in Kenya in 1992, and the development of its Embakasi operations in 1993, established a strong foundation for the company’s manufacturing capabilities. That commitment continues today. In 2024, Basco commissioned the first and only PVA Emulsion Resin Manufacturing Plant by a paint company, strengthening local manufacturing capabilities and expanding its presence further across the value chain. In 2026, the company reached another significant milestone with the commissioning of the first plastic containers manufacturing plant by a paint manufacturing group, under the umbrella of its sister company, Osho Grain Millers. Together, these investments demonstrate a long-term commitment to building manufacturing capability and strengthening the wider supply chain.

Innovation has been a constant throughout Basco’s 50-year journey. In 2003, the company introduced the first Automated Computerised Tinting System (ACT) to over a thousand outlets across Kenya, transforming access to thousands of colours while giving dealers greater flexibility and convenience. This commitment has resulted in a series of industry firsts, including Anti-Bacterial Paint and Lead & Chrome Free Paint in the region; locally manufactured Thermoplastic Road Marking Paint; Silicone Exterior with a 15-year warranty; the AquaTech Waterproofing Range; East Africa’s first Water-Based Enamel, Ultima Aqua Gloss; and Kenya’s first tintable waterproofing paint, Duracoat AquaTech Rainshield. Basco also became the first and only local manufacturer of Special Effects Paints in Kenya under the Duracoat Ultima range. These milestones reflect an approach to innovation focused on responding to the evolving needs of the built environment.

PEOPLE AND PARTNERSHIPS

LOOKING AHEAD

Basco’s journey has been shaped by the people behind the construction industry architects, consultants, contractors, dealers, painters, suppliers and customers. The Duracoat Experts Training Programme, introduced in 2010, has supported over 10,000 painters through structured practical training, assessment and certification, contributing to skills development within the industry. The company’s impact also extends beyond its products. Through its CSR initiatives, Basco has supported communities through education, healthcare, clean water, food support, agriculture and community development.

Basco’s golden jubilee is more than a celebration of the past; it is a milestone that sets the stage for the future. From the Duracoat Golf Masters Series, which brought together more than 2,500 golfers, and dealer engagements to product innovation and community initiatives, Basco @50 demonstrates a continued commitment to innovation, partnerships, community impact and excellence. As the company looks towards its next chapter, the construction industry continues to evolve, creating new opportunities and challenges. Basco remains committed to investing in innovation, manufacturing excellence and the partnerships that will help shape the built environment of tomorrow. From humble beginnings in Nairobi to five decades of growth and investment, the journey has always been about more than paint. It has been about creating better spaces, strengthening communities and contributing to the places where people live, work and build their futures. For 50 years, we coloured spaces that shaped lives. For generations to come, we will inspire what comes next.

Celebrating 50 YEARS of COLOURING KENYA C olou r i ng K enya s i nce 19 76. basco_paints

BascoPaints

@BascoPaints

@BascoPaintskenya

REGIONAL ROUND-UP

Kenya: Centum Boss to Head New State Fund

Tanzania Targets New Cement Capacity

anzania is stepping up efforts to expand cement production in underserved regions as the government seeks to reduce transport costs and address significant differences in cement prices across the country. Prime Minister Dr Mwigulu Nchemba told the National Assembly that cement prices remained a nationwide concern, with regional variations partly driven by the cost of transporting the product from major production centres. The challenge is particularly pronounced in western regions such as Kigoma, which currently depend on cement transported over long distances from production centres including Mtwara and Tanga.

Dr. James Mworia

r James Mworia recently exited Centum Investment Company after 17 years at the helm to become the founding Chief Executive Officer of Kenya’s National Infrastructure Fund (NIF). The NIF Board announced Mworia’s appointment following a competitive recruitment process, placing the veteran investment executive at the centre of the government’s plans to establish a new model for financing major infrastructure projects. Mworia leaves Centum, one of East Africa’s leading investment companies, where he served as Group CEO and Managing Director. The company has investments across sectors including financial services, real estate, consumer and industrial businesses. He brings more than 25 years of experience in investment management, enterprise development and capital allocation. His departure brings to an end one of the longest CEO tenures among Kenya’s major listed companies. At NIF, Mworia will lead the establishment of the new institution, including putting in place its organisational structure, systems, governance and investment frameworks. He will also be responsible for developing an investable pipeline of infrastructure projects and mobilising co-investment capital from private and international investors. The NIF was established under the National Infrastructure Fund Act, 2026, with a mandate to accelerate infrastructure development while mobilising private capital and reducing reliance on conventional public borrowing. Mworia had joined the NIF’s inaugural board in July before moving into the CEO role.

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To address the supply and distribution challenges, the government plans to encourage the development of cement manufacturing capacity closer to regional markets. A proposed cement plant in Kigoma has already reached the implementation stage, while investment in additional production capacity is also being encouraged in Kagera and Katavi. Dr Nchemba said recent increases in cement prices had been compounded by rising fuel and transport costs. The government is therefore engaging freight operators to identify ways of reducing transportation expenses while also holding discussions with cement distributors over unnecessary price increases along the supply chain. President Samia Suluhu Hassan has further directed the government to prioritise investors seeking to establish cement production facilities, signalling increased government support for expansion of the domestic cement industry.

REGIONAL ROUND-UP

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REGIONAL ROUND-UP

Zambia Advances $265m Lobito Corridor Rail Development

and Angola, linking Zambia’s mineralrich regions to the existing Benguela Railway and the Atlantic port of Lobito. Under the AfDB-supported project, approximately 550 km of railway infrastructure will be constructed in Zambia, while 105 km of the MwinilungaJimbe road will be upgraded. The wider Zambia-Lobito Railway project is being developed as a new greenfield rail connection extending from Zambia’s Copperbelt through the North-Western Province to Angola, where it will connect with the existing rail network to Lobito. Once completed, the connection is expected to provide Zambia with a more efficient export route, reducing logistics costs, improving supplychain reliability and easing pressure on existing road-based transport routes to ports in southern and eastern Africa.

he Lobito Corridor development in Zambia is gaining momentum, with international financing supporting the construction of new transport infrastructure intended to strengthen the country’s access to global markets and provide an alternative export route for critical minerals such as copper and cobalt.

Zambia’s participation in the Lobito Corridor development. The financing forms part of a broader effort involving multilateral and bilateral partners to develop the corridor as an integrated platform for transport, trade, investment and regional economic development.

The African Development Bank (AfDB) has approved a $255 million loan and a $10 million grant to support

For landlocked Zambia, the project is particularly significant as it will establish a new railway connection between the country

The development comes as Zambia also pursues the modernisation of the Tanzania-Zambia Railway (TAZARA), giving the country the potential to strengthen both its Atlantic and Indian Ocean trade links. Together, the Lobito and TAZARA corridors could significantly enhance Zambia’s position as a regional logistics and mineral-export hub, providing greater choice in how its copper and other commodities reach international markets.

DR Congo Targets Inga for Data Centres

he Democratic Republic of Congo is pitching the world’s largest hydroelectric site as a source of cheap, renewable energy for data centres, amid surging global demand driven by artificial intelligence. The Inga complex on the Congo River currently generates less than 2 gigawatts of power, just a fraction of its estimated 44-gigawatt potential, according to Bloomberg. The government believes partnerships with data centre operators could help unlock this vast untapped capacity, said Bob Mabiala Mvumbi, head of Congo’s Inga Development Agency. With the Grand Inga Dam offering nearly twice the power potential of China’s Three Gorges Dam, abundant cooling water and access to fibre networks, Mabiala said there would be few better locations for data centres than Inga.

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REINFORCING KENYA’S NEXT CHAPTER OF CONSTRUCTION

Kenya is building forward. Across cities and growing regions, new homes, commercial spaces, industries, roads, and infrastructure are shaping the country’s next phase of development. But behind every visible sign of progress lies something less visible and equally important — the materials that give each structure its strength.

Building for a Growing Nation

As urbanisation continues and communities expand, the demand for reliable housing, stronger infrastructure, and modern commercial development continues to grow. Every new structure becomes part of a larger story — one that supports people, businesses, movement, and opportunity. And that story begins with materials that can be trusted.

Progress Needs a Strong Foundation

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Supporting Homes, Industry and Infrastructure

From residential developments to industrial facilities and major infrastructure, reinforcement plays a critical role in helping structures carry the demands placed upon them. As Kenya’s built environment continues to evolve, the need for consistent, dependable construction materials becomes even more important. @tarmalsteel

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INDUSTRY

South Africa’s Infrastructure Investment Falls Far Short of 2030 Target, Ramaphosa Says projects that are expected to enter procurement over the next 12 to 18 months,” Ramaphosa said. According to the President, more than R264 billion in infrastructure projects is expected to enter procurement during that period. The government’s Strategic Integrated Projects (SIPs) portfolio has grown to approximately R1.67 trillion, up from about R340 billion in 2020. The expansion of the pipeline represents a five-fold increase in the value of infrastructure projects identified by government since the beginning of the decade. The projects cover some of South Africa’s most pressing infrastructure needs, including improvements to water and sanitation systems, transport and logistics networks, energy infrastructure and municipal services.

outh Africa’s infrastructure investment remains well below the level required to support stronger economic growth, President Cyril Ramaphosa has said, as government seeks to accelerate a pipeline of major projects into procurement. Speaking on the closing day of the three-day Sustainable Infrastructure Development Symposium South Africa in Cape Town, Ramaphosa said gross fixed capital formation stood at about 14% of GDP in 2025, less than half the 30% target set under the National Development Plan (NDP) 2030. The shortfall comes as South Africa continues to grapple with weak economic growth, high unemployment and infrastructure constraints affecting key sectors of the economy. Despite the investment gap, Ramaphosa said the country’s infrastructure project pipeline had expanded significantly since the beginning of the decade. The President announced the release of the third edition of the Construction Book, which showcases infrastructure projects worth more than R350 billion across water and sanitation, transport and logistics, energy and electricity, and municipal infrastructure. “The Construction Book provides the market with a very clear view of funded and investment-ready infrastructure

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Ramaphosa said government would also begin publishing quarterly performance reports on the projects, providing greater visibility on their implementation and progress. The push to move projects from planning and funding into procurement comes as infrastructure deficiencies continue to constrain economic activity. Problems in logistics, including poorly maintained rail infrastructure, have weighed on manufacturing and other productive sectors. South Africa’s economy grew by 1.1% in 2025, its strongest annual performance since 2022. However, the pace of growth remains insufficient to address the country’s persistent unemployment and broader economic challenges. For government, converting the growing infrastructure pipeline into actual investment will therefore be critical. The Construction Book is intended to give investors and contractors greater visibility of projects that are funded and ready to progress towards procurement, while the new reporting framework is aimed at improving accountability as those projects move into implementation.

Despite the investment gap, Ramaphosa said the country’s infrastructure project pipeline had expanded significantly since the beginning of the decade.

THOUGHT LEADERSHIP

Beyond Cost: The Value of Strategic Paint Specification

Paint specification is often viewed through the lens of upfront cost, but the real measure of value lies in performance over the life of a building. Considering durability, maintenance, application and lifecycle costs can help construction professionals make specifications that deliver lasting value, says RAKESH BISWAS, Group Product Manager, Crown Paints Plc.

n construction, a low-price tag is rarely the most economical option. Materials that reduce upfront project costs but require frequent maintenance, early replacement or remedial work can become significantly more expensive over the life of a building. True value engineering is therefore about achieving the required performance, functionality and durability at the best lifecycle cost. Paint is often treated as a finishing touch rather than a functional building component. Yet the right coating system contributes to the protection, aesthetic longevity and durability of a structure. Looking only at the purchase price can obscure the wider costs associated with application, coverage, maintenance, labour, downtime and eventual recoating. Lifecycle costing provides a more strategic basis for specification decisions. It shifts the question from “What is the lowest cost for this material?” to “What longterm value does this material deliver?” A high-performance coating that lasts longer can provide greater value than a cheaper alternative that requires recurring intervention.

Coating performance is particularly important in environments exposed to moisture, weather, high traffic and other stresses. Appropriate systems protect underlying substrates while maintaining the visual integrity expected across commercial, residential and institutional developments. Compromising specifications to meet a short-term budget target can result in premature deterioration, increased maintenance and disruption for occupants.

application methods for the conditions in which an asset will operate.

The most effective approach is to match the coating system to the substrate, environmental conditions, intended use and expected service life. This is why value considerations should begin before materials are locked into a project.

Ultimately, effective value engineering is not about paying the least today. It is about making decisions that continue to deliver value long after the keys are handed over. For construction professionals, the question is simple: are we just reducing costs, or are we creating lasting value?

The Crown Jewel Series, for example, applies this broader value lens by considering performance, finish, durability and suitability alongside cost. The range is designed specifically for the construction sector, offering cost-effective, durable and sustainable finishes, while incorporating low-VOC and eco-friendly characteristics for safer building environments.

Early collaboration between architects, quantity surveyors, contractors, developers and technical specialists allows teams to balance performance requirements with budget constraints and evaluate alternatives without undermining project objectives. Technical guidance and specification support can also help determine suitable coating systems and September/October 2026| CR

COVER FEATURE

MARRIOTT INTERNATIONAL DEBUTS IN UGANDA

Marriott Hotels & Executive Apartments, Kampala Marriott International has entered Uganda with the opening of Kampala Marriott Hotel and Marriott Executive Apartments Kampala. The two properties deliver 277 rooms, suites and serviced apartments, alongside extensive dining, conferencing and events facilities - marking a major addition to Kampala’s hospitality infrastructure.

INSIDE

Engineering-Led EPC Handles Major Projects in Eastern Africa In less than a decade, Bayana Construction Limited has emerged as one of the most intriguing Engineering, Procurement and Construction (EPC) players in East Africa. Operating across infrastructure, energy, oil & gas, and geotechnical engineering, the firm represents a new generation of engineeringled contractors - lean, technically grounded and regionally ambitious. At the centre of this growth is MAURICE KAGWI (pictured right), a Civil Engineer whose vision for Bayana began long before the company was formally registered. We sat down for an interview with the Engineer to understand what drives this robust growth. 14

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Engineer Mwangi Wambugu

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arriott International today announced the opening of Kampala Marriott Hotel and Marriott Executive Apartments Kampala, marking the debut of both the Marriott Hotels and Marriott Executive Apartments brands in Uganda. Located in Nsambya, the dual-branded property brings Marriott Hotels' heartfelt service, thoughtfully designed spaces and enriching experiences to Uganda's capital, while introducing Marriott Executive Apartments' trusted extended-stay offering. Situated just minutes from Kampala's city centre and approximately 40 kilometres from Entebbe International Airport, the property provides convenient access to diplomatic missions, corporate headquarters and government institutions, as well as cultural attractions including the Uganda Museum, Independence Monument and Kabaka's Palace, making it an ideal base for both business and leisure travellers. "As Uganda's tourism and business sectors continue to evolve, we see increasing demand for hospitality experiences that cater to a broad range of traveller needs," said Johan Cronjé, Regional Vice President, Sub-Saharan Africa, Marriott International. "Kampala Marriott Hotel reflects Marriott Hotels' enduring legacy of wonderful hospitality where guests can work, connect with others and unwind. Together with Marriott Executive Apartments Kampala, which offers an elevated residential experience for longer stays, this multi-branded property is well positioned to serve Kampala's growing business, diplomatic, MICE and leisure travel sectors." Kampala Marriott Hotel features 181 guestrooms and suites, including a Presidential Suite, combining thoughtful design, dedicated workspaces, high-speed connectivity and locally inspired details. The hotel's architecture, including a skybridge linking the twin towers, celebrates Kampala's energy and distinctive landscape, while guestrooms offer views across the city's renowned seven hills and, from select rooms, partial views of Lake Victoria. The hotel also features the brand's signature Greatroom, a modern, open-plan lobby area with comfortable spaces for relaxation, socialising and work, alongside M Club, an exclusive lounge available to Marriott Bonvoy Elite members and guests staying on executive floors, and a dedicated business centre.

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Kampala Marriott Hotel offers 1,293 square metres of event space across six venues, including the Kampala Grand Ballroom with capacity for up to 1000 guests.

The hotel's six restaurants and bars are designed to bring together guests and local residents through memorable dining and social experiences. Guests can enjoy open-flame grilling and premium cuts at The Woodshed Grill & Bar, artisanal cakes and pastries at Luna Cake Studio, specialty coffees and light bites at Majlis Coffee Lounge, and casual outdoor dining at Kasana Deck. Iron Taps Sports Bar offers a lively setting for watching sporting events, while Tatu Rooftop Bar offers panoramic views across the city. Additional facilities include Saray Spa, steam and sauna facilities, a fitness centre, and an outdoor heated swimming pool. Kampala Marriott Hotel offers 1,293 square metres of event space across six venues, including the Kampala Grand Ballroom with capacity for up to 1000 guests. Supported by advanced audiovisual technology and dedicated event planning services, the facilities are designed to host conferences, corporate meetings, diplomatic gatherings and social celebrations.

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A Seamless Extended-Stay Experience Designed for executives, consultants, diplomatic personnel, project teams and relocating families, the Marriott Executive Apartments Kampala features 96 fully serviced apartments, ranging from studios to a three-bedroom penthouse. Combining the comforts of residential living with the convenience of hotel services, the fully serviced apartments offer separate living, dining and sleeping areas, fully equipped kitchens and dedicated workspaces, creating a trusted home-away-from-home experience for longer stays. Guests also enjoy access to the hotel's dining, wellness and business facilities. "We are proud to introduce a destination that brings together globally recognised hospitality standards with experiences that resonate with both international travellers and the local community," said Mustapha Fodil, General Manager, Kampala Marriott Hotel & Marriott Executive Apartments Kampala. "Whether guests are staying with us for a few nights or a few months, attending an event, meeting colleagues, or enjoying our restaurants and bars, our team is committed to delivering heartfelt service and enriching experiences that showcase the very best of Kampala." The opening expands Marriott International's portfolio in Uganda to seven properties across five brands.

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About Marriott International Marriott International, Inc. (Nasdaq: MAR) is based in Bethesda, Maryland, USA, and encompasses a portfolio of compelling brands across luxury, premium, select, midscale, extended stay, and all-inclusive, with over 10,000 properties in 148 countries and territories, as of June 30, 2026. Marriott franchises, operates, and licenses hotel, residential, timeshare, yacht, outdoor, and other lodging products all around the world. The company offers Marriott Bonvoy®, its highly awarded travel platform.

About Marriott Hotels® With over 620 hotels and resorts in more than 70 countries and territories around the world, Marriott Hotels continues to elevate the art of hospitality – placing people first is the brand’s living legacy – ensuring guests always feel deeply cared for throughout their stay. Marriott Hotels raises the bar by consistently delivering heartfelt service, with modern, comfortable spaces, and by providing experiences elevated beyond the everyday. As global travelers’ needs and expectations evolve, so does Marriott Hotels, leading the industry with innovations including the Greatroom lobby and Mobile Guest Services that embrace style, design, and technology.

Designed for executives, consultants, diplomatic personnel, project teams and relocating families, the Marriott Executive Apartments Kampala features 96 fully serviced apartments, ranging from studios to a three-bedroom penthouse.

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RENDER: KARIM GC

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studio OMT Architects A New Architectural Language for East Africa From private villas and hospitality projects to timber and bio-based construction, studio OMT is building a diverse architectural portfolio across East Africa, with each project shaped by its particular context. We caught up with founding partner LEANDER MOONS at The AYA in Nairobi’s Karen to discuss the origins of the practice, its approach to design and sustainability, the opportunities and challenges of working in East Africa, and its ambitions for the future.

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ARCHITECTURE

Sensei, Nyali. This project has already won two African Property Awards.

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ARCHITECTURE

hen Dutch architect Leander Moons (pictured) founded studio OMT architects, the ambition was not necessarily to build an international architecture practice. It began with a project in Africa that none of his previous employers was willing to take on. Today, studio OMT has offices in Kenya and Poland, a growing portfolio across East Africa and an increasingly distinctive reputation for architecture that combines contextual design with sustainable and bio-based construction. The practice was born during the COVID-19 pandemic, when Moons was based in New York. Former clients in Tanzania approached him about Fumba Town, a development in Zanzibar seeking architects capable of pursuing a more bio-based approach, particularly through the use of timber. “I had the project. I knew I was not going to stay in New York forever,” Moons recalls. “I think the big opportunity for us architects to have an impact, especially on sustainability, is here in Africa.” He subsequently established his own company, initially in New York, before setting up offices in Berlin, Nairobi and Poznan. The Berlin and New York offices have since closed, leaving Kenya and Poland as the firm's principal bases. The two-continent model remains important to OMT. According to Moons, it exposes staff to different technical backgrounds, climates and approaches to design. “Our team from Europe, it teaches a lot about Africa. Our team here in Kenya, it teaches a lot about Europe,” he says.

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The studio OMT architects team KENYA

P.O.Box 26524-00504 Nairobi 2nd Floor, Marmanet House, Mukoma Road, South B

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The practice also brings its teams together through annual retreats, with previous gatherings in Nairobi and Berlin and a planned retreat in Zanzibar, where OMT has an extensive portfolio. Timber as a starting point Some of OMT's earliest work in Zanzibar helped establish what would become one of the practice's defining interests: mass timber and bio-based construction. The first project was a relatively simple two-storey, four-unit building. Yet the concept proved sufficiently successful that around 80 similar units have since been built, with further commissions continuing. Moons says the experience also taught the practice an unexpected lesson about design and value engineering. “When you go into something without too much knowledge, you actually do a better job than when you get more knowledge, when you then make it more complex than it needs to be,” he says.

We are proud to be associated with OMT Architects on their Sensei, Nyali, Mombasa, and Kai, Diani Projects 26 26

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Introducing timber into the East African construction market, however, has not been straightforward. OMT had to contend with limited availability of graded timber, supply-chain issues and perceptions that timber was somehow inferior to conventional construction materials.

ARCHITECTURE

Moons believes three ingredients are essential: “You need a visionary client who supports that. You need a contractor who can do it. And you need an architect who is willing and capable of drawing it.” OMT initially concentrated its timber work on high-end housing and tourism projects, partly to demonstrate that clients were willing to invest in the material. A key demonstration came when a client built two show houses in Zanzibar – one conventional and one in timber. The contrast helped make the case for timber not simply as a sustainable material, but as one capable of delivering a different living environment.

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“In Zanzibar, it's humid, it's hot. All the wet materials like concrete, masonry, they smell,” Moons says. “And then you go into the timber house, it doesn't have that. It feels so much more healthy.” The firm's timber portfolio has since expanded into affordable housing, including projects in Zanzibar comprising an estimated 300 to 500 units across four developments. The same principles are now being considered for application in Kenya.

The Aya, Nairobi

Responding to context OMT's work is not defined solely by timber. The practice's broader philosophy is to avoid a formulaic architectural signature. “We don't like to copy-paste,” says Moons. “Every project for us is a new project. We really dive into what is the context of this project and what would be the right architecture for that.” That approach can be seen across the firm's growing portfolio. In Nairobi, OMT's projects include AYA, a high-end ninevilla development in Karen, as well as Enaki Forestside, Sensei and Natura in Lavington. On the Kenyan coast, its portfolio includes Kai in Diani, alongside other residential and hospitality projects. The firm's wider portfolio includes Burj Zanzibar, Paje Square, CheiChei Living, Hibo Manor, Bustani, EcoHub, Lake Hills, Vizazi, Moyoni Bay, Moyoni, Fumba Town, Vizazi Oasis, and Heart of Zanzibar, among others. Across these projects, environmental performance is often achieved through relatively straightforward architectural decisions rather than relying exclusively on sophisticated technology.

CheiChei, Zanzibar

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Fumba Town, Zanzibar

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At AYA, for example, OMT uses existing trees for shading and incorporates cantilevers to reduce solar heat gain. At Kai, deep covered lodges protect interiors from the coastal sun, while openings and corridors encourage cross-ventilation. “It’s simple things like that,” Moons explains. “How can we support the interior climate in a way that we're not enhancing it with unnecessary costs and technical means and also costs in operations.” Building local capacity Since establishing its Kenyan operation, OMT has grown rapidly. Moons hopes the practice will reach its 100th project this year. Central to that growth has been its decision to build a genuinely Kenyan practice. Moons works alongside two Kenyan partners, Hazary Nic and Wekesa George, and says the country has considerable architectural talent.

“What is missing a bit is taking responsibility, the feeling of being capable to step up,” he says. He contrasts this with his experience in the United States, where architects are often encouraged to market themselves and their capabilities more aggressively. “I find there's more talent here. Butin some markets architects are trained early to sell themselves and their work much better,” he says. “Here, that's less the case, but I'd rather have the talent. Talent you can nurture.” OMT therefore gives its architects significant responsibility for projects, allowing them to learn through direct involvement rather than simply following instructions. At AYA, for example, Moons says he is not frequently on site because his team has taken ownership of the project.

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We are proud to be associated with studio OMT on their Projects

Natura, Nairobi

COVER FEATURE ARCHITECTURE

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The construction industry Moons sees considerable potential among Kenya's consultants and contractors, although he also identifies areas where the industry could improve. He says structural engineering expertise is strong, while mechanical, electrical and plumbing (MEP) services remain more challenging – something he has encountered in markets around the world. Contracting, meanwhile, can require considerable oversight. One issue is the tendency for contractors to undertake value engineering without sufficiently involving the architect. “Engage us, we'll support both client and contractor to value engineer there where it needs to go,” he says. He also points to site organisation as an area where improvements could have a significant impact on safety and quality.

As OMT continues to experiment with timber, climate-responsive design and new models of development, its work suggests that sustainable architecture in Africa need not mean compromising on quality, ambition or architectural expression.

“Organisation is something throughout all contractors which is worthwhile looking into if that can be improved.” Growing carefully Despite receiving approaches for projects in countries such as Senegal and Rwanda, OMT is not rushing to expand across Africa. For now, Moons says the priority is to consolidate the firm's East African operations and build a team capable of operating with increasing independence. September/October September/October 2026| 2026| CR CR

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“The big challenge is growing in a sustainable way, and we don't want to grow too fast,” he says. The longer-term ambition, however, extends beyond Kenya and Tanzania. As OMT continues to experiment with timber, climate-responsive design and new models of development, its work suggests that sustainable architecture in Africa need not mean compromising on quality, ambition or architectural expression. For Moons, the opportunity lies precisely in the continent's capacity to do things differently. “We have so many projects here that the focus is really on setting this up, growing this,” he says. “But who knows what the future brings.”

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MODULAR CONSTRUCTION

Can East Africa Build Faster, Smarter and Better?

Modular construction is gaining attention as the industry seeks to improve project delivery, reduce construction time and increase productivity. By shifting significant fabrication and assembly to controlled factory environments, the approach offers potential gains in quality and waste reduction. But it also presents challenges around design coordination, logistics, cost and scale. As interest grows in East Africa, how viable is it for the region’s built environment?

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MODULAR CONSTRUCTION

or an industry accustomed to bricks, blocks, concrete and steel being assembled almost entirely on site, modular construction represents a fundamental change in how buildings are delivered.

Instead of making every component at the project site, significant portions of a building are manufactured in a factory or controlled off-site environment before being transported to the site for assembly. In its most developed form, three-dimensional modules can arrive with walls, floors, ceilings, finishes and building services already installed. This needs to be distinguished from prefabrication, which is a broader term covering the off-site manufacture of building components. Modular construction can involve prefabricated components, but it can also involve complete volumetric units that are manufactured, transported and assembled into a finished building. The attraction is obvious: move more of the construction process from an unpredictable outdoor environment into a controlled manufacturing environment, standardise production and allow factory work and site preparation to take place simultaneously. But modular construction is not a magic solution. Its success depends on the type of building, production volumes, design discipline, manufacturing capacity, transport infrastructure and the economics of getting modules from factory to site. The biggest advantage is speed Traditional construction is largely sequential. Foundations are completed before the superstructure rises, services follow the structure, and finishes come towards the end. Modular construction can disrupt that sequence. While foundations and other site works are under way, modules can be manufactured in a factory. Once the site is ready, the completed or partially completed units can be transported and installed. According to McKinsey & Company, a global management consulting firm that advises businesses and governments on strategy, operations and performance, recent modular projects have demonstrated the potential to accelerate project timelines by between 20 and 50 per cent. McKinsey cautions, however, that capturing the full benefits is not automatic and depends on factors including standardisation, logistics and scale. That potential is particularly relevant to East Africa, where construction projects can be affected by weather, labour shortages, material supply disruptions and difficult site conditions. Speed can also have a financial value beyond simply finishing a building sooner. For a hotel, student residence or rental development, earlier completion means earlier occupation and revenue generation.

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Quality and waste are other attractions A factory environment provides greater control over workmanship, materials and production processes. Workers are less exposed to rain, mud, dust and other conditions that can complicate conventional construction.

that convenes business, government and other leaders around major economic and social issues, has highlighted modular construction's potential to improve productivity, shorten construction periods and support greater circularity in the built environment.

Repetition is another advantage. A manufacturer producing hundreds of similar bathroom units, classrooms, accommodation units or apartment modules can refine the production process and standardise the result.

The US National Institute of Standards and Technology (NIST), a federal agency that develops measurement standards and supports technology and innovation, has similarly identified potential benefits from prefabrication and modularisation, including shorter schedules, lower costs and reduced construction waste.

There can also be environmental benefits.

Modular does not automatically mean cheaper

Manufacturing in a controlled environment makes it easier to measure and manage material use, potentially reducing waste. Modules can also be designed for disassembly, relocation or adaptation, offering an alternative to demolishing an entire building when its original purpose changes.

This is where some of the industry's more enthusiastic claims require qualification.

The World Economic Forum (WEF), an international organisation

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A modular building requires a factory, specialised equipment, skilled manufacturing labour and an organised supply chain. Modules then have to be transported, sometimes over considerable distances, and lifted into position.

MODULAR CONSTRUCTION

Oversized modules can require special transport arrangements, permits and cranes. In a region where road infrastructure varies considerably, transportation can become a significant part of the project cost. The economics also depend heavily on scale. A manufacturer producing hundreds or thousands of similar units can spread design, tooling, factory and procurement costs across a large production run. A one-off, highly customised building is less likely to deliver the same efficiencies. McKinsey has found that modular construction tends to be particularly attractive for repeatable building types, including apartments and dormitories. Highly bespoke projects can undermine the benefits of standardisation. There is also a substantial upfront commitment. Design decisions need to be made early, because changing a module once manufacturing has begun can be expensive. Architects, engineers, manufacturers and contractors therefore have to coordinate much

earlier and more closely than they might on a conventional project. And modular construction does not eliminate conventional construction. Foundations, earthworks, utility connections, roads, drainage, external works and sometimes significant portions of the building itself still have to be completed on site. East Africa is beginning to take notice So, is modular construction gaining traction in East Africa? The answer appears to be yes, although it is still some way from becoming mainstream. Kenya provides some of the clearest evidence of growing interest. Modular and prefabricated approaches have featured in the country's affordable-housing discussions, while private companies are increasingly offering modular and containerised solutions for housing, schools, offices, healthcare facilities, accommodation and commercial buildings. The government's Affordable Housing Programme has also

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incorporated modular thinking into its design approach, reflecting an interest in standardisation and more industrialised methods of delivering housing at scale.

substantial manufacturing work could be completed elsewhere before the components were transported to the site.

There are already completed projects that demonstrate what the technology can do.

The region's modular story is not confined to healthcare.

One particularly clear Kenyan example is the prefabricated ophthalmology hospital at Lokitaung in Turkana County. According to House-Matic, a Spanish company specialising in modular construction and turnkey prefabricated buildings, the hospital was manufactured in its factory, transported to Lokitaung and assembled there.

In Nairobi, ISM, a Kenyan company specialising in containerised and modular structures, has delivered school facilities using converted shipping containers. The company's portfolio includes the Dream Center School in Kajiado, where fully fitted container classrooms and accommodation units were delivered as a school facility. ISM also promotes modular school units that can be designed, manufactured and installed within a relatively short period.

The facility was designed to accommodate two ophthalmology operating theatres, together with pre- and post-operative rooms, a sterilisation room, waiting and staff rooms and toilets. Its specification includes aluminium windows with mosquito nets, high-resistance vinyl flooring, Daikin multi-split air conditioning and insulated sandwich-panel construction.

These projects demonstrate an important point: modular construction in East Africa does not follow a single technology. It includes factory-built prefabricated buildings, precast systems, containerised structures and other forms of off-site manufacturing.

The project illustrates one of the strongest arguments for off-site construction in East Africa: remote delivery. Instead of undertaking the entire building process in a remote location in northern Kenya,

Uganda provides another significant example. During the COVID-19 pandemic, Uganda commissioned modular houses at several points of entry, including Namboole, Malaba, Entebbe,

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Elegu, Busia and Mirama Hills. According to Uganda's Office of the Auditor General, the constitutional body responsible for auditing public expenditure, the facilities used modular precast reinforcedconcrete frames placed on in-situ concrete foundations. The Auditor General's reporting provides a useful illustration of both the promise and limitations of modular construction. At Namboole, the modular facility was reported as completed and in use. Malaba and Entebbe had also reached advanced stages, while other sites experienced delays. That experience is significant because it challenges the assumption that modular automatically means fast. The manufacturing system may be faster, but procurement, land availability, logistics, site preparation, financing and project management can still delay completion.

East Africa is still at an early stage, but the signs of growing interest are difficult to ignore. Completed projects in Kenya and Uganda demonstrate that off-site manufacturing is already being used for healthcare, education, accommodation and public infrastructure. The evidence, however, points to growing adoption rather than a wholesale construction revolution. For projects where repetition, speed, quality control and location make conventional construction difficult or inefficient, modular construction could become an increasingly important part of East Africa's building toolkit. Its greatest contribution may ultimately not be to replace bricks, concrete or steel, but to give developers, contractors and governments another way to build — one that shifts more of the construction process from the unpredictable conditions of the site to the controlled environment of the factory.

Where does modular construction make the most sense? The strongest opportunities in East Africa may therefore lie in building types where repetition, speed and standardisation are valuable. Affordable housing is an obvious candidate. So are student accommodation, hotels, hospitals, schools, worker accommodation, offices and remote-site facilities. Healthcare is particularly interesting because hospitals contain highly repetitive rooms and extensive mechanical, electrical and plumbing requirements. Producing elements in a controlled environment can simplify some of that coordination. Remote projects may be equally important. Mining operations, infrastructure projects, refugee facilities, tourism developments and public services in difficult-to-reach areas can benefit from buildings that are substantially manufactured elsewhere and rapidly assembled on site. The real test is scale

Healthcare is particularly interesting because hospitals contain highly repetitive rooms and extensive mechanical, electrical and plumbing requirements. Producing elements in a controlled environment can simplify some of that coordination.

The future of modular construction in East Africa will depend less on whether the technology works — it clearly does — and more on whether the business model can work at scale. Factories need consistent demand. Developers need confidence that modular buildings can obtain regulatory approval and financing. Architects need to design with manufacturing and transportation constraints in mind. Contractors need to integrate factory production with conventional site activities. Most importantly, clients need to understand that modular construction is not simply conventional construction moved indoors. It requires a different approach to design, procurement, scheduling and risk.

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PPE IN CONSTRUCTION

CONSTRUCTION INDUSTRY PPE Essential Protection on the Site Construction sites expose workers to hazards ranging from falling materials and moving plant to dust, noise, welding sparks and work at height. Personal protective equipment (PPE) provides a final line of defence, but its effectiveness depends on selecting the right protection for each task, ensuring proper fit and maintaining it throughout the project.

ersonal protective equipment (PPE) is a fundamental component of construction site safety, providing workers with protection against hazards that cannot be adequately controlled through engineering measures, safe work practices or other preventive controls. From safety helmets and protective footwear to respiratory and fall-arrest systems, PPE is selected according to the hazards associated with a particular task and working environment. PPE does not eliminate hazards. Instead, it provides a final barrier between the worker and potential injury or exposure. Its effectiveness depends on selecting the appropriate equipment, ensuring a proper fit and maintaining and using it correctly. Safety helmets Safety helmets protect workers against falling objects, impact from fixed structures and, depending on their design and certification, certain electrical hazards. Construction sites expose workers to falling tools, materials and debris, as well as the risk of striking their heads against scaffolding, formwork, structural elements and other obstructions. A typical safety helmet consists of a hard outer shell and an internal suspension system. The shell helps distribute impact forces, while the suspension absorbs and dissipates some of the energy and maintains clearance between the shell and the worker's head. Helmets should be inspected regularly for cracks, deformation, damaged

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PPE IN CONSTRUCTION

suspension systems and other deterioration. Accessories such as chin straps, face shields and hearing protection should be compatible with the helmet.

Prolonged exposure to excessive noise can cause permanent hearing damage. Hearing protection reduces the sound reaching the worker's ears.

Eye and face protection

Earplugs fit inside the ear canal, while earmuffs cover the outer ear. The appropriate type depends on the level and nature of noise exposure. In particularly noisy environments, both may be required. However, PPE should complement rather than replace measures such as equipment isolation, quieter machinery and other engineering controls.

Cutting, grinding, drilling, welding and concrete breaking can generate flying particles, sparks, dust and hazardous splashes. Safety spectacles provide protection against impact from particles, while goggles provide greater coverage and are particularly useful where dust, chemical splashes or other contaminants are present. Face shields provide additional protection for the face but are generally used together with appropriate eye protection rather than as a replacement for it. Welding and other operations involving intense ultraviolet, infrared or visible radiation require specialised helmets or filter lenses designed for the particular process. Hearing protection Construction workers can be exposed to high noise levels from breakers, compressors, generators, concrete mixers, piling equipment, power tools and heavy plant. 40

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Respiratory protective equipment Dust and airborne contaminants are common during demolition, concrete cutting, masonry work, drilling, excavation and other construction activities. Respiratory protective equipment (RPE) is designed to reduce the inhalation of harmful particles, gases or vapours. Filtering facepiece respirators can provide protection against specified particulate hazards, while reusable respirators fitted with appropriate filters or cartridges can be used for particular particulate, gas or vapour hazards.

PPE IN CONSTRUCTION

Selection must be based on the contaminant, concentration and working conditions. Fit is also critical: a respirator that does not seal properly may provide inadequate protection. For hazards such as respirable crystalline silica generated during cutting or grinding concrete and masonry, dust should first be controlled at source through measures such as wet cutting, local exhaust ventilation and appropriate work practices. High-visibility clothing High-visibility clothing makes workers more conspicuous to drivers, plant operators and other personnel. It is particularly important around moving vehicles and mobile plant, road construction, excavation sites, loading areas and projects conducted in poor visibility. High-visibility garments typically combine fluorescent materials with retroreflective elements. Fluorescent materials improve daytime visibility, while retroreflective strips reflect light from vehicle headlights towards the observer. Garments must be kept reasonably clean and replaced when damaged or excessively worn, as deterioration can reduce their visibility.

Safety footwear Construction footwear protects against impact, crushing, puncture, slips and other site-specific hazards. Safety boots commonly incorporate protective toe caps designed to withstand specified impact and compression forces. Some also feature punctureresistant midsoles to protect against nails, reinforcement bars and other sharp objects. Slip-resistant outsoles are particularly important on wet, muddy or contaminated surfaces. Depending on the application, specialised footwear may also provide protection against electrical, chemical, thermal or other hazards. Footwear should therefore be selected according to the work activity and site conditions rather than simply as general-purpose safety equipment. Protective gloves Hands are exposed to cuts, abrasions, punctures, impact, vibration, chemicals and heat during many construction activities. Gloves should be selected according to the specific hazard. Cutresistant gloves can protect against sharp materials; chemicalresistant gloves are designed for handling particular substances; and heat-resistant gloves are used for specified thermal hazards. September/October 2026| CR

PPE IN CONSTRUCTION

Gloves require particular consideration when workers operate or work near rotating machinery, where loose-fitting gloves can create an entanglement risk.

The hierarchy of controls prioritises eliminating a hazard, followed by substitution, engineering controls, administrative controls and, finally, PPE.

Fall protection

For example, where construction activities generate dust, respirators may be necessary, but controlling dust at source through wet cutting or local exhaust ventilation provides a more fundamental form of protection.

Falls from height remain among the most serious construction hazards, particularly during roofing, structural erection, scaffolding, formwork and maintenance activities. Where collective protection such as guardrails, edge protection and properly designed working platforms cannot adequately control the risk, personal fall-protection systems may be required. A full-body harness distributes forces across the body and can be connected to an anchorage using equipment such as lanyards or lifelines. Energyabsorbing components can reduce the forces transmitted to the worker during a fall. Fall-arrest systems must be correctly selected, connected to suitable anchor points and inspected before use. Rescue arrangements are also essential because a worker suspended in a harness after a fall can face serious secondary risks. Protective clothing Some construction activities require additional protection for the body against heat, flames, chemicals, molten materials, weather and other hazards. Protective clothing may include coveralls, chemical-resistant suits, flame-resistant garments, waterproof clothing and thermal protection. The garment must be appropriate to the hazard. Waterproof clothing, for example, should not be assumed to provide protection against chemical exposure or fire. PPE within the hierarchy of controls PPE is an important part of construction safety, but it should not be the first response to every hazard.

Similarly, properly designed guardrails and working platforms generally provide more effective fall prevention than relying solely on individual fall-arrest equipment. PPE should therefore form part of a broader occupational health and safety system incorporating risk assessments, safe systems of work, engineering controls, training and site supervision. Selection, inspection and maintenance PPE is effective only when it is appropriate for the hazard, correctly fitted and maintained in good condition. Workers should inspect equipment before use for damage, excessive wear, contamination and other defects. Equipment that has sustained a significant impact or fall may need to be removed from service even when damage is not immediately visible. Training is equally important. Workers need to understand what protection their PPE provides, its limitations, how it should be worn and when it needs to be replaced. For contractors, PPE management should form part of the wider occupational health and safety programme, supported by taskspecific risk assessments and method statements. Ultimately, PPE remains an essential component of construction safety. Its greatest value, however, comes when it is used as the final protective barrier within a properly designed system of hazard identification, engineering controls, safe working practices and effective site supervision.

PPE is an important part of construction safety, but it should not be the first response to every hazard.

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POWER & ELECTRICAL SYSTEMS

ACTOM EPC delivering one of South Africa’s largest transmission substations

A major transmission substation being delivered by ACTOM EPC is supporting the Overberg Wind Farm while strengthening grid infrastructure around Swellendam.

CTOM EPC is playing a key role in the development of the Overberg Wind Farm, having been appointed to engineer, procure, construct and commission its 1,000 MVA main transmission substation. Red Rocket is developing and owns the wind farm and is responsible for the project's development, financing and overall delivery strategy. ACTOM EPC plays a critical role in ensuring the wind farm's power can be delivered reliably into the grid. It is this combination of generation and transmission infrastructure that is starting to reshape the scale of opportunity around Swellendam. “This is exactly the kind of infrastructure that changes a region's trajectory,” says Nicholas Msibi, Divisional CEO of ACTOM EPC. “The substation we're delivering, one of the largest of its kind in the country, doesn't just support one wind farm; it's part of a much bigger investment picture for Swellendam, one that brings 44

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billions of rands in associated infrastructure and, with it, the kind of electricity capacity and economic activity that stimulates longterm community growth.” Msibi notes that the area’s strong wind resource has made it a natural focal point for Independent Power Producers (IPPs), catalysing further infrastructure requirements to support generation and grid integration. “Our role is to be an integrator and solutions provider. We conceptualise the engineering solution, complete the detailed design, construct the plant, and commission it for the client,” explains Msibi. “Because we are part of a manufacturing group, we select the best products for long-term performance and optimal life-cycle cost.” He notes that ACTOM EPC's turnkey capability contributes to the

POWER & ELECTRICAL SYSTEMS

Our role is to be an integrator and solutions provider. We conceptualise the engineering solution, complete the detailed design, construct the plant, and commission it for the client.

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reliable delivery of large-scale infrastructure projects, including those exceeding a billion rand in value. Large-scale Engineering, Procurement, and Construction (EPC) projects demand deep engineering expertise, reliable equipment and strong execution teams. “While anyone can learn how to build a substation, it is only through repeated handson experience that you understand what is critical for optimal design, construction, and maintainability,” says Msibi. He highlights ACTOM EPC’s access to proven, locally manufactured equipment, which is a major advantage in a market where inferior components can halt billion-rand infrastructure. “Even a small part costing R100 000 can stop an entire substation. Our integration with ACTOM’s factories allows us to avoid those risks.” Technology also plays a central role, with the project incorporating one of the most advanced security systems in the country, including dark-camera monitoring linked to Eskom’s control centre. ACTOM EPC is also installing a technologically advanced 500 MVA transformer in partnership with an international company.

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POWER & ELECTRICAL SYSTEMS

ACTOM EPC has prioritised local recruitment, integrating semi-skilled and unskilled workers from the surrounding communities into its project teams. “Our local development objectives – aligned with those of Red Rocket – are designed to leave the community with skilled people. By the time we leave, there will be artisans, technicians, and trained personnel ready for future projects,” says Msibi. He believes the scale and progress of the Overberg Wind Farm project sends a clear signal about South Africa’s engineering strength. “This large-scale collaboration between Red Rocket, ACTOM EPC, and other project stakeholders demonstrates South Africa’s capability to deliver complex energy infrastructure,” he notes. “It proves that South African companies can deliver complex, high-value projects to the highest standards.” He adds that the experience gained through this development is expanding the country’s technical base even further, making this not just a once-off achievement, but a foundation for the next generation of infrastructure delivery in South Africa.

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g n

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“Are you cautious about Construction Costs and Contracts? If Yes, You definitely need A Professional Quantity Surveyor” Quantity Surveyors are the only Generally, project owners (Clients), project trained professionals in the developers (Financing organizations), consulting construction industry with relevant firms and construction firms are usually curious combined expertise in efficiently about turning the client’s idea into reality, hence undertaking financial, contractual and cautious about how much it could cost and how administrative management of all smoothly it could be done. Therefore an effective types of construction developments planning and management in the financial and such as buildings, civil engineering contractual aspects is very crucial in order to predict works like roads, public drainage, a successful project delivery. In order to ensure that marine and harbour works or other the value for your money is adhered to. infrastructure developments such as Electricity power generations and distributions, Water-dams and potable water municipal distribution, H CONSTRUCTION PHASE:petroleum This is the project execution phase where all the planning will pay off. refineries, airports, seaports etc. A QS will assist in the following: Client/Developer/Project owners

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Management of project costs and advise the client in all matters related to the contract obligations. Checking payment claims and Payment certiﬁcation

Measurement of executed works, preparation of Interim Payment Certiﬁcates and advising on contractual matters.

Measurement of executed works, preparation of payment claims and advising on contractual matters. Handling payments for subcontractors, advising on procurement of construction materials, proﬁtability analysis etc.

I POST-CONSTRUCTION / CLOSE OUT: This phase occurs after physical construction has been completed: Client/Developer/Project owners

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Preparation/ Review of the ﬁnal account/ Almost similar services Almost similar services payments and management of maintenance costs to client’s QS to client’s QS

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@Rwanda Institute of Quantity Surveyors September/October 2026| CR

This document remains the property of the Rwanda Institute of Quantity Surveyors (RIQS)

PEOPLE

GUIDING HUMAN CAPITAL IN THE INDUSTRIAL EQUIPMENT SECTOR

Elizabeth Kinchin

CR | September/October 2026

PEOPLE

othing is too much effort for Elizabeth Kinchin, Human Capital Administrator for Toyota Material Handling’s Cape Town branch.

Having clocked up a decade and a half’s worth of experience in the Human Capital operational space, she has grown in confidence and resilience over the years. “My role goes far beyond policies and payroll. I see myself as a bridge between management and employees, ensuring well-being, rolling out policies with clarity and solving problems before they grow.” “Every day, I focus on building relationships and fostering trust, so our team doesn’t just meet deadlines, we deliver excellence together. Our door is always open to assist employees whenever they require support, reinforcing a culture of accessibility and care,” she adds. She believes human connection is critical. “This is what makes the role impactful: it’s about keeping processes smooth while ensuring employees feel valued and supported at all times, as they are our biggest asset.” Key to her success is working with an integrated team, aligning management, employees and policies to meet critical goals while fostering a culture of well-being and excellence. “It’s not about individual wins, but about collective success, proving that collaboration and commitment drive lasting impact. It is amazing what impact a team can make when they bring passion and determination to their work,” she notes. The job is not without its challenges, including meeting tight deadlines, adapting quickly to new systems, balancing multiple competing priorities, navigating difficult conversations with employees, and finding the best solution for all concerned. “Each obstacle requires thoughtful problem-solving and a commitment to finding the best solutions. By approaching these challenges with adaptability, empathy and collaboration, we not only overcome them but strengthen our team’s ability to deliver excellence under pressure,” she explains. She loves CFAO Equipment’s culture of recognition and growth most. “CFAO Equipment values contributions and creates opportunities for women to thrive, which makes me proud to be part of this journey.” Knowing that her work truly makes a difference is what motivates her every day – whether it’s solving problems, supporting colleagues or contributing to the success of the Cape Town branch and the company. Equally important is the leadership she works with and a management team that is consistently supportive in all aspects. “A sense of purpose, combined with a culture of trust, teamwork, and collaboration, is what gets me out of bed every morning, ready to deliver excellence.” She concludes with some words of advice to women working in a largely maledominated industry: Never underestimate yourself. Speak with confidence, keep learning and build strong networks. Remember, resilience and determination are your greatest strengths, and your voice matters in shaping the future of this industry.”

September/October 2026| CR

OPINION

THE AHP INTERNSHIP EXPERIENCE An Engineer’s Perspective

MICHAEL KAMUNGUNA is an electrical engineer with 10 years’ experience in MEP services on highrise projects. He currently handles supervision of MEP services across construction, fit-out, and green energy projects. In this conversation with Construction Review, he reflects on the scale of Kenya's Affordable Housing Programme (AHP) and its internship component.

CR | September/October 2026

OPINION

Construction Review: You have supervised Affordable Housing Programme projects across nine counties. Could you describe the scale and diversity of these projects, and what that means for young professionals on site?

public health, economics, media, and community development. You’ve described this as potentially one of the largest realworld internship programmes globally under a single employer. What sets it apart from traditional internship models?

Engineer Michael Kamunguna: The programme spans over 400 housing developments targeting 125,000 units by 2028 to reduce a major housing deficit. In addition, there are about 400 market projects and 400 school/classroom projects, plus university and college hostels. This scale exposes young professionals to housing, education, and commercial infrastructure simultaneously.

Its uniqueness lies in scale under a single coordinated public employer. Unlike fragmented global internship systems spread across many organizations, this programme places all interns under one structured framework at the same time, working within a unified national delivery system.

The internship programme under these projects reportedly involves over 5,500 interns. How is the programme structured, and which disciplines are represented? The interns are part of the Public Service Internship Programme under the State Department for Public Service. They are recruited through the Public Service Commission and deployed to sites and offices for structured assignments. Disciplines include engineering, architecture, quantity surveying, planning, law,

From your experience on the ground, what kind of practical exposure are interns gaining that they might not receive in a classroom or conventional attachment? Interns are exposed to full project cycles - from design to construction and delivery. They engage with contractors, consultants, regulators, and financiers, and observe real coordination challenges. They also gain hands-on exposure to tools, documentation systems, site processes, and develop communication, reporting, and negotiation skills. September/October 2026| CR

OPINION OPINION

In your earlier article in a national newspaper, you noted that the Affordable Housing Programme extends beyond housing into schools, markets and hostels. How does this integrated approach enhance the learning experience for interns? It broadens understanding of how infrastructure affects society beyond housing. Interns see links between construction, education access, safety, and local economies. This helps them understand that infrastructure delivery is both a technical and socio-political process shaped by community needs. What role do institutions such as the Engineers Board of Kenya and NITA play in shaping or supporting the internship experience on these projects? Professional bodies like the Institution of Engineers of Kenya, the Institute of Quantity Surveyors of Kenya, and the Architectural Association of Kenya support professional standards and knowledge exchange. Regulatory and training institutions such as the Engineers Board of Kenya and the National Industrial Training Authority help structure industrial training and certify competencies.

supervision remains with the employer, though the boundaries can overlap in real project environments. What impact do you believe this internship programme could have on addressing youth unemployment in Kenya’s construction and built environment sector? It is already influencing wider adoption of internships across the construction sector. Many interns will transition into public service, consulting, contracting, and supply chains. Nontechnical graduates also gain entry points into infrastructure through communication, legal, and community-focused roles. Public perception of the Affordable Housing Programme has been mixed. Do you think the internship initiative can help shift that narrative? If so, how? Yes. It shifts perception from abstract policy to lived experience. Interns directly engage with project realities and community needs, improving understanding of how public infrastructure is delivered. This builds more informed public participation and highlights how governance translates into physical development.

From a mentorship perspective, how are senior engineers and consultants engaging with interns to ensure meaningful skills transfer?

The programme is being implemented amid political and economic pressures. How do these external factors affect both project delivery and the internship experience?

A distinction exists between supervision and mentorship. Supervision is formal, task-driven, and linked to project delivery, while mentorship is voluntary and career-oriented. In practice, consultants often lean toward mentorship roles, while formal

Projects operate under tight timelines, financial constraints, and public scrutiny. Economic pressure can reduce attention to training needs, but supervisors often assign interns documentation and monitoring roles that still provide

CR | September/October 2026

OPINION OPINION

meaningful exposure while constrained conditions.

supporting

delivery

under

Looking at the education component - schools and hostels - how do these projects contribute to long-term human capital development beyond infrastructure delivery? The AHP aims at addressing serious gaps in student accommodation, safety, capacity, and dignity in learning environments. Improved facilities enhance student welfare and retention. Exposure to such projects helps interns understand how infrastructure directly shapes social development outcomes and long-term national productivity. What lessons can other countries or large-scale infrastructure programmes learn from Kenya’s approach to embedding internships within national development projects? Integrating internships into national infrastructure delivery strengthens practical skills and accelerates workforce readiness. It links training to real projects, enabling early specialization. It also fosters innovation, with some interns developing ideas for digital and operational improvements in construction systems.

Key improvements include stronger practical focus, structured training time, and rotational exposure across projects. Internship duration should be optimized for efficiency. Professional bodies such as the Institution of Engineers of Kenya and the Institute of Quantity Surveyors of Kenya should deepen engagement. Oversight by the National Industrial Training Authority should be strengthened, alongside clearer role definitions and improved coordination between government, contractors, and industry stakeholders. (AHP images courtesy of state agencies).

A distinction exists between supervision and mentorship. Supervision is formal, taskdriven, and linked to project delivery, while mentorship is voluntary and careeroriented.

Finally, what improvements would you recommend to make the internship programme more effective, sustainable, and beneficial to both interns and the wider industry?

September/October 2026| CR

OPINION

Why Construction Budgets Fail Even Before the First Day on Site

Many construction budget overruns are created long before work begins, argues CHRIS SMITH, Senior Vice President for MEA and APAC at RIB Software, pointing to poor planning, unrealistic timelines and incomplete scopes as key contributors.

onstruction projects rarely go over budget because of a single catastrophic failure. More often, overruns are the compounded result of smaller decisions made long before the project reaches site, unrealistic timelines, incomplete scope definitions, and teams operating from fragmented, siloed information. In an industry navigating tight margins and growing economic uncertainty, leaders can no longer afford to treat cost overruns as inevitable. According to a 2022 McKinsey & Company analysis of more than 500 large-scale global projects, average cost overruns reached 79%, while delays averaged 52% against original timelines. McKinsey noted that these outcomes point not 56

CR | September/October 2026

only to delivery challenges, but also to poor cost and schedule estimates made during project approval and planning phases. In highly competitive markets, contractors are pressured to price aggressively to win work, leading to budgets built on inaccurate assumptions and timelines that leave no room for the unexpected. The planning phase remains one of the most undervalued stages of project delivery, and the one where the most financial risk is created. Early warning signs are often visible long before budget spirals. The project triangle (time, quality, and cost) means that when one side goes out of balance, the others follow. A missed milestone is rarely an isolated scheduling issue; it is typically the first signal of deeper planning failures that escalate into rework, additional costs, and strained stakeholder relationships if left unaddressed. Experienced teams learn to read these signals and act before they become expensive. Real-time cost tracking is one of the most effective ways to close the gap between what is planned and what is actually happening on site. Many businesses still rely on fragmented spreadsheets and manual reporting, making it nearly impossible to act before issues escalate. Live visibility across costs, schedules, and resource utilization allows teams to course-correct while there is still time. Construction businesses generate enormous amounts of project data, but too often that information sits in silos. Real-time visibility allows teams to make faster, more informed decisions before small issues become major financial setbacks. Critically, this transparency does not create micromanagement; it builds trust and strengthens accountability across the project ecosystem. But technology alone is not enough. Construction businesses that consistently deliver on budget combine robust digital tools with skilled, empowered people. The most resilient firms are those that invest equally in technology and their people. One without the other rarely delivers. A final discipline worth embedding is structured risk provisioning. By identifying risks during planning, quantifying their financial impact, and assigning realistic probability weightings, project teams can build provisions into budgets from the outset, transforming uncertainty from a threat into an opportunity to demonstrate planning maturity and build client confidence. The construction businesses leading the way in 2026 are building stronger foundations today through better planning, greater visibility, and the discipline to manage risk before it arrives on site.

September/October 2026| CR

INSURANCE

KZN Construction Rebuilds with Resilience in Mind KwaZulu-Natal’s construction sector has shown resilience despite flooding, economic pressures and global supply-chain disruptions. Wayne Pillay, Regional Marketing Manager (KZN) – Santam Construction & Engineering, argues that the sector’s changing risk landscape is making insurance an increasingly important tool for resilience, continuity and investment.

waZulu-Natal’s (KZN’s) construction sector has faced some of the most severe social, climatic and economic shocks in recent years. From the July 2021 unrest to repeated flooding events, these disruptions have created a challenging environment for contractors, developers, and the broader built environment ecosystem.

However, this recovery remains uneven. Investor confidence is still constrained by political uncertainty, corruption concerns and broader economic pressures, while project delays and postponements continue to affect momentum. The sector is moving in a positive direction, but it remains exposed to further shocks.

Yet, despite these headwinds, the sector continues to show remarkable resilience.

Geopolitical instability is adding another layer of complexity. Global supply chains are being reshaped by conflict and trade shifts, contributing to higher freight and fuel costs, delayed shipping and shortages of key construction materials. Conflict in the Middle East, for example, has disrupted shipping routes and increased input costs globally, including in South Africa.

This resilience has emerged through a combination of evolving climate adaptation strategies and stronger government disaster mobilisation. KZN now experiences disruptive flooding as a seasonal reality, and this has driven meaningful shifts in engineering practices, municipal planning and emergency response coordination. Government’s continued activation of disaster relief mechanisms has helped stabilise communities and critical infrastructure, enabling construction activity to resume more quickly after major events. At the same time, sustained infrastructure investment is supporting the recovery. Major long-term projects, including the N2/N3 road upgrades, the Cato Ridge Logistics Hub and mixed-use precinct developments, are helping to maintain demand despite market volatility. Publicly available industry data also points to improving activity, with building plan approvals increasing by nearly 30% yearon-year in early 2025 and civil engineering work gaining momentum through SANRAL and regional water authority projects.

CR | September/October 2026

African economies, South Africa included, are also feeling the effects of aggressive tariff regimes and rerouted trade flows, which are extending lead times on imported machinery, electronics and materials, placing additional pressure on project timelines and costs. These intersecting pressures have highlighted several structural vulnerabilities within the sector. Infrastructure fragility remains a concern, particularly where drainage systems are poorly maintained or where development has not fully accounted for environmental risks. Supply chains have also proven to be more exposed than previously assumed, with overreliance on single-region suppliers increasing risk during periods of global disruption.

INSURANCE

Financial strain across the contractor base is another critical issue. While larger firms are better positioned to absorb shocks, many small and medium-sized contractors continue to face delayed payments, limited access to finance and constrained cash flow. These pressures are further exacerbated by skills gaps and the disruption of support structures, making sustainability and growth more difficult to achieve for emerging players.

The integration of technology into underwriting is also reshaping how risk is evaluated. The use of drones, sensors and advanced modelling tools is enabling more data-driven assessments, improving accuracy and allowing for more responsive claims processes.

In response, the sector is undergoing a gradual but important shift in how risk is managed. Contractors are strengthening internal risk management processes, adopting technologies that support predictive monitoring and improving planning to reduce on-site vulnerabilities. There is also a growing emphasis on upskilling teams and embedding more proactive approaches to risk mitigation across projects. Alongside these operational changes, the role of insurance is continually evolving. Increasing exposure to natural catastrophe events, particularly flooding, has resulted in higher risk-based pricing in hazard-prone regions such as KZN. Many insurers have experienced increased pressure on pricing and underwriting appetite in catastrophe-exposed regions, resulting in underwriting practices becoming more selective. This includes more rigorous assessments of site conditions and mitigation measures before cover is extended. The integration of technology into underwriting is also reshaping how risk is evaluated. The use of drones, sensors and advanced modelling tools is enabling more data-driven assessments, improving accuracy and allowing for more responsive claims September/October 2026| CR

INSURANCE

processes. This reflects a broader shift towards preventative and predictive approaches to risk management, rather than purely reactive ones. Within this context, insurance is no longer simply a backend financial safeguard. It has become a central enabler of resilience and continuity within the construction ecosystem. By protecting balance sheets after large-scale losses, insurance allows businesses to recover more quickly and continue operating in the aftermath of disruption. Crucially, it plays a role in unlocking capital, as financiers place increasing emphasis on climate and risk considerations when evaluating projects. This closer alignment between insurance, risk management and investment is shaping the way construction projects are planned and executed. Insurers are increasingly influencing decisions around design, material selection and site management practices, contributing to stronger, more resilient outcomes over the long term. Collaboration between the public and private sectors is also becoming more pronounced. Strategic partnerships are helping to address infrastructure bottlenecks and improve the efficiency of key logistics systems, while investment platforms are creating opportunities for alignment between government, industry and financiers. Coordinated responses to disaster events have further strengthened the ability of the sector to stabilise and recover following major shocks. Despite the challenges, the outlook for KZN’s construction sector remains one of cautious optimism. A strong pipeline of infrastructure projects, combined with growth in areas such as healthcare, tourism infrastructure and public facilities, is creating a diversified base of opportunity. In addition, increasing momentum in renewable energy and green manufacturing is positioning the province within the broader context of South Africa’s energy transition. What we are witnessing is not just recovery, but transformation. Central to this transformation is the recognition that risk cannot be eliminated, but it can be better understood, managed and transferred. Effective insurance is no longer merely a financial safety net. In a province as dynamic and exposed as KZN, it has become a strategic enabler of continuity, confidence and long-term investment.

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CR | September/October 2026

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