Covec has already constructed and completed a variety of projects in more than 10 African countries and has brought a host of benefits to the African people. Covec has established a presence in over 30% of Africa, including Mali, Botswana, Zambia, Gabon, Zimbabwe, Mauritania, Kenya, Côte d'Ivoire, Angola, Madagascar, Sudan (south), South Africa, Congo, Morocco, Equatorial Guinea and Uganda. Its business projects included large-scale construction, such as national assembly buildings, embassies, government complexes, presidential palaces, civil aviation buildings, business centre's, stadiums, roads, bridges, farmlands, docks, ports, pharmaceutical factories and textile mills.

CULTURAL BARRIERS

The overall working relationship between Covec and TCTA has been good, although it has faced some language and culture challenges that have impacted on the implementation of the contract.

According to VRESAP Project Manager, Wynand Maartens, "Time is a relative concept to the Chinese. Commitment to specific contractual milestones, and the achievement of those dates are two different activities that must not be linked to each other. They will argue that their efforts to achieve the milestone dates must be evaluated, regardless of whether the milestone was achieved or not.

"The difference in some contract specifications between South Africa and China, as well as the strict application of the specifications is causing problems to Covec. Failing to achieve specifications is not a major concern to them. They would argue that they tried their best and that must be considered as good enough. The Chinese place more value on relationships than on contractual obligations. Maartens says, "TCTA appointed The Beijing Axis (TBA), a consulting firm with its head office in Beijing and an office in Johannesburg, to facilitate the resolution of problems. In particular, TBA has facilitated the issuance of work permits for Chinese and assisted with communication matters on the construction sites." At VRESAP, the Chinese labour involved in the project is mainly professional and supervisory. As a result, language has become the main barrier, as they have to work with, and supervise, local employees.

Through partnerships with local companies and communities, Covec has been able to transfer skills to the locals. It teamed up with Mathe Construction in an effort to expose the company to bigger projects and to facilitate its development toward a higher construction grade.

LOCAL EMPOWERMENT

Several small companies from the region were appointed for specific services like security, fencing, rock blasting, and equipment rental. Maartens adds, "Local workers were trained in welding to join 18m pipe lengths and deliver them to the site. Certificates were issued to those who successfully passed their tests. Other training took place 'on-the-job', where local workers learned skills such as surveying, formwork, shuttering, and steel fixing. Further training in health and safety was provided, as most of the recruited work force had little or no training in this regard. Managerial training was geared more toward the support of the JV partner and its senior staff."

On its recent trip to China, TCTA met with Covec to strengthen relations as well as emphasise the importance of completion of the VRESAP project and to obtain a commitment in this regard. A Memorandum of Agreement was drafted and signed by the TCTA Board Chairman, Dr Snowy Khoza, and by Covec's President, Dr Fang, on the way forward. "VRESAP was recently declared operational by Department of Water Affairs, and the progress at VRESAP is going well. Covec is doing a great job, especially when it comes to working with locals.," says Maartens.