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Foster Image with Brand Strive for Lu Ban Award for Overseas Projects - Construction Record of Foreign-aid Ndola Stadium Project
From: the Ministry of Commerce of China   Published:2012-03-16   Hits2035

Foster Image with Brand Strive for Lu Ban Award for Overseas Projects

Construction Record of Foreign-aid Ndola Stadium Project
Source: Economic Bureau of International Economic Cooperation of the Ministry of Commerce of the People’s Republic of China
16:15, 16th, March, 2012
 
Ndola Stadium is the largest complete plant project with the assistance China to Zambia after the successful completion of Tanzania-Zambia Railway. Ndola Stadium project is commenced on August 28, 2009 and fully completed overall works covered in contract on July 31, 2011. The project has a modern main stadium, two ticket offices, an outdoor warming-up training ground and relative outdoor auxiliary facilities. Inside the stadium, there is a track-and-field and a football court. It is designed as a large Class A stadium with the capacity to hold various international sports competitions. So far, Ndola Stadium is one of the most advanced stadiums with complete functions within Africa.
 
Since the commencement of construction, Ndola Stadium has caught the extensive attention from all circles in Zambia and neighboring countries and peoples. Zambian President Banda totally paid 4 times of on-spot inspection and paid highest attention to the construction of the stadium. In construction process, AFECC project team, hard-Working, promising and mindful of politics, overall interests and sense of responsibility, made positive contributions to Sino-Zambia friendship. 
 
Mindful of politics and overall interests to select capable staff
 
AFECC management viewed highly upon receiving the construction task. First, they clearly stated the following master plans of ‘Two Ensurance’ and ‘One Sticking’. Namely, ensure to complete the project on schedule and strive to complete ahead of schedule, ensure construction security and compete for Lu Ban Award. Sticking to the principle of standing the test of time and users after the project is completed. Second, select elite management for the project. AFECC selected Vice President Chen Ju as team leader, sorted out talented and capable staff from China and African branches and formed a construction team that is capable enough to face all challenges and tackle all problems, ensured the overall quality of the construction team and laid a solid foundation for the smooth construction and timely completion of the project with top quality. 
 
Overcame difficulties and won the first round under high pressure 
 
Local cement problem has been troubling the project team from the very start. For decades, local peopled are used to use the cement form a locally renowned cement plant. However, after many times of inspection and test, AFECC found the cement quality is unstable, the cement does not comply with the requirements for building construction and cannot be used for stadium construction. 
 
As the old saying goes, a tossed stone raises a thousand ripples. The cement plant is a Fortune 500 company and has operated in Zambia for many years. At the moment when the cement plant was informed that their product was unqualified, their inspectors absolutely denied and accused AFECC of laboratory testing method and testing equipment. Even Zambian media published articles to voice their grievances. At that time, the project team faced with a tough test. In order to ensure construction quality, the project team still held not to use the cement from the local cement plant for stadium construction. 
 
On the one hand, the project team internally adjusted construction arrangements; on the other hand, actively sourced cement from other suppliers. Under the timely support from the Economic and Commercial Counselor’s Office of the Zambia Embassy, AFECC finally imported the first batch of 500MT cement at a high price from Tanzania. However, this batch could only be delivered to site at least in two months. Compared with the total amount of cement required for the project – more than 30, 000MT – a problem raised as to when the construction of the stadium could be completed if cement were transported at such slow speed? With no alternative, the construction work had to be slowed down. Thus the problem of short construction period turned to be more serious. 
 
At this critical moment, Zambezi Portland Cement Plant was completed and put into operation. The project team immediately tested the cement and found the cement from this plant comply with every technical requirement. Soon after, AFECC signed a cement supply contract with Zambezi Portland Cement Plant In witness of Zambian government officials.
 
Take precautions to cut down schedule, value training and management
 
Cement crisis consumed a lot of energy of the project team delayed two months of completion period. To cut down schedule, the project team launched two construction campaigns: 60-day hard work and 100-day hard work. The project team inverted program schedule, monthly schedule and weekly schedule based on the remaining time. Meanwhile, clearly defined responsibility, time, quantity and standards, formed a competition mechanism. With half year of hard work, the construction of reinforced concrete foundation was finally completed on original schedule. 
 
‘Training first and work afterwards’ is a good tradition of AFECC. All members of the project team received at least 3 months systematic training. Upon got to site, they received further training in skills, disciplines and political thought, so as to ensure their technical and ideological qualification. 
At the peak of construction, Chinese workers totaled 470 and local workers 1,200. AFECC drafted the head of domestic training team as deputy team leader to take charge of personnel management. The deputy team leader established management network and organized technique completion. He selected skilled workers of each from each special field through the competition, and then the skilled works trained other works. The training not only promoted the overall quality of all staff, but also created a healthy atmosphere of learning techniques and emphasizing on quality.
 
Strengthen quality management, foster excellent works 
 
In construction process, the project team established quality management system and occupational health safety management system according to ISO9001:2000 standard and other relevant standards. These systems clearly defined the job responsibility of staff and departments at all levels. Understanding, initiative and consciousness of all staff, including Zambian staff, for the success in construction, are greatly improved through various forms of publicity, training, and technical disclosure. In addition, the project team established reward and penalty rules, performance pay rules and wage-quality tie rules. All these ensured the realization of project quality objectives. 
 
From July 9 to July 14 of 2011, a third-party supervision expert team dispatched by JCC took a six-day examination on quality, environment and occupational heath safety management system of the project team. Their comment is: management with definite responsibility, project management in good order, quality, safety and environment management under effective control, good project quality.
 
Sincere and selfless, united and Cooperative, promote Sino-Zambia friendship
 
The project team consciously abided by local laws and regulations and laid emphasis on environmental protection. There were no municipal drainage pipelines the temporary residence, the project team, regardless of cost, AFECC built a septic tank and a soakaway with reinforced concrete for the train off toilet used by workers to ensure waste water not to pollute the environment. Construction wastes were classified, sorted and buried to the spot pointed by Zambian party. At the request of local government officials, AFECC maintained and renovated local public welfare buildings and vigorously cooperated with local government for public service activities for free. 
 
The project team paid wages to local workers on time strictly following Zambian Wage Standard. In addition, the project team also provided lunch allowance and free houses to local workers for a rest at noon or rain stop. Local people affectionately called such buildings as ‘Zambian Village’. Chinese workers willingly taught local works skills, helped and led them in works in a harmonious atmosphere, which gave local people a strong sense of respect and belonging and fully aroused their work enthusiasm.
 
 
 
 
 
(Original link: http://jjhzj.mofcom.gov.cn/aarticle/z/201203/20120308032903.html)