Access to big infrastructure projects is key to advancing the economy and building societies. Infrastructure, including transportation networks, energy systems, water supply and public facilities, is crucial for economic growth, improving quality of life and competitiveness.
Infrastructure investments represent five to seven per cent of GDP in developing countries and two to three per cent in developed economies.
A study published last year by ResearchGate cites strategic planning, stakeholder engagement, risk and governance, as well as innovation, as key best practices.
Projects that had engaged with their stakeholders regularly were 20 per cent less likely to experience delays, while projects with sophisticated risk management frameworks had 15 per cent lower cost overruns.
These practices are crucial for overcoming the specific challenges of infrastructure projects, including lengthy timelines, regulatory complexities and environmental impacts.
The study, titled 'Best practices for large-scale infrastructure projects', evaluates five mega projects of worldwide significance, among them the Belt and Road Initiative (BRI).
China Road and Bridge Corporation (CRBC) is among the companies adhering to industry best practices.
It is involved in infrastructure projects in Kenya spanning several decades in key sectors of the economy, namely major ports in Kenya, trunk roads and expressways, mega stadiums, international conference and hospitality facilities, dams, VIP buildings, bridges, urban renewal projects, skyscrapers, rehabilitation projects, meter gauge and standard gauge railway construction and many more infrastructure projects.
The more famous projects include the SGR, Lamu port, Talanta Stadium, Bomas of Kenya and the Nairobi expressway.
To handle projects of such magnitude within a very tight timeline, the company conforms to precise planning and strict execution. CRBC prepares a backward construction schedule based on the completion date and aligns a detailed material delivery plan with it.
The main structure is divided into four zones, and the project into six sections, allowing safe parallel construction to maximise efficiency. Finally, both its site engineering team and the client’s engineers monitor progress daily, so any issues are addressed immediately.
This combination of planning, parallel work and daily control allows the company to meet demanding deadlines.
Yet, the tight schedule does present significant challenges, especially for a project such as Talanta Stadium. To begin with, the timeline is extremely compressed. A stadium of this level typically requires about three years for construction alone, excluding the design phase.
But CRBC is completing both design and construction within just two years. In addition, there is a high degree of overlapping works. Multiple disciplines are operating in parallel, which increases coordination complexity and construction difficulty.
The technical requirements are also very demanding. This stadium is among the very few in the world, only the fourth, to adopt this type of large-span, self-supporting, innovative roof structure.
The project also relies heavily on imported materials and equipment. Approximately 1,300 containers of goods need to be shipped from overseas, creating significant logistical challenges.
However, through scientific planning, detailed coordination and strong project management, the company has successfully addressed these challenges and kept the project on track.
Despite the delivery of a number of CRBC projects within tight timelines, this has not affected structural integrity, durability or quality. The company has developed a scientific and practical design and construction plans based on thorough engineering analysis.
All potential challenges and risks are carefully identified and resolved before construction begins.
The company achieves consistent project success by combining strategic supply chain management with efficient human resource deployment.
On the supply chain side, the company has established long-term partnerships with reliable global and local suppliers, implements early procurement planning and maintains precise logistics coordination to ensure materials arrive on time and meet quality standards.
Regarding human resources, the company has experienced multidisciplinary teams, clearly defined responsibilities, and strengthened training and performance management to maximise efficiency and accountability.
Through integrated planning, digital management tools and strong coordination, it ensures that both resources and talent are fully optimised throughout the project lifecycle.
Kenya must now scale up infrastructure ambition by embracing global best practices, strengthening partnerships with international construction firms of repute and prioritising innovation, accountability and stakeholder engagement.
The time to act is now to accelerate investment, enforce excellence and build resilient, future-ready infrastructure that drives inclusive growth nationwide.
Media practitioner and a PhD candidate in communication
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