Innocent Gininda shares his journey to becoming a registered Professional Engineer (PrEng), emphasizing the importance of mentorship, early preparation, and understanding ECSA requirements. He offers advice to aspiring PrEngs, highlighting the value of diverse feedback and a positive mindset. My journey to becoming a registered Professional Engineer (PrEng) culminated successfully in November 2024. I was fortunate to begin my career at a company with a Commitment and Undertaking (C&U) Agreement with ECSA and a robust mentorship program. This commitment to training engineers to the standard required for Professional Registration provided me with essential resources and a structured path to track my experience against ECSA requirements. Early exposure to these expectations instilled a positive outlook on registration and solidified my desire to achieve this milestone. My views on Professional Registration have remained consistently positive throughout this journey. Working alongside ...
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In this article, I fully agree with Kevin. I have been involved in contractor development for many years. I believe at the planning stage when the project team is getting both the BOQ and the construction drawings together, the 30% or more intent should be clearly outlined, defined and quantified. The main contractor should be in a position at time of tender to be able to pre-determine the sub-contractors and the exact % they intend to subcontract out. The best method of achieving the 30% is to have the subcontract components clearly defined in both the drawings and the BOQ, this process needs to commence at stage gate 3 in the project planning. Than it falls to the professional team and the main contractor to manage the project appropriately. Furthermore, the terms and conditions of the main contract need to be applied equally to the sub-contract in turn. This will ensure the main contractor is to a degree safe guarded from delinquent subbies.
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Arthur King
Pr.Arch (Ntl) Cert A+ N+
Hi Arthur. Unfortunately this is a complex subject with many possible solutions. One major challenge however is the management of expectations. The 30% target is thrown around loosely amongst potential stakeholders who do not qualify due to not being formal contractors with the correct registration, SARS compliance, CIDB grading etc. As contractors, we understand these requirements, however for people on the breadline who see a major project in their area, they have no clue about these requirements. It is left to the contractor to manage these expectations which are founded in desperation. Contractors are ill-equipped to take on this responsibility therefore leading to unrest, dissatisfaction and often violence.
DeleteA mechanism for incubating these role-players must be sought and it can only be done by means of open dialogue between client and contractor bodies, mandated to find a solution which best achieves the goals of inclusive development.