⎪ Innovative engineering ⎪
success. By embedding resilience at both the structural and socio-economic level, TASEZ exemplified how infrastructure can withstand disruption — not only physical shocks but also economic and social uncertainties. Innovation in collaboration The TASEZ project was also a case study in collaborative innovation. Nine separate FIDIC-based contracts had to be executed, with varying degrees of overlap, requiring the alignment of Ford, the CDC, government stakeholders, suppliers and contractors. Zutari’s role extended beyond engineering, as we facilitated digital-first project coordina - tion, agile workflows, and knowledge-sharing practices that are now informing other infra- structure projects across the continent. The successful delivery of TASEZ ensured that Ford’s Ranger launch remained in South
Left: Resilient infrastructure means not just strong design, but equipping communities with lasting skills. Right: Zutari’s work supported the creation of 1 131 local jobs, 908 training and development beneficiaries, 106 SMMEs delivering 36% of the contract value, and R272-million worth of work packages executed by local businesses.
Africa, securing billions in investment and po- sitioning Tshwane as Africa’s first ‘Automotive City’. But the deeper legacy lies in the jobs created, the skills transferred, and the SMMEs uplifted. At Zutari, we believe that smart infra- structure is not just about solving today’s problems. It is about creating platforms for future growth, equity and resilience. Whether
in advocating for collaborative approaches that align diverse interests and perspectives. This is one of the reasons Zutari is proud to be a strategic sponsor of FIDIC 2025. Sponsorship is not only about presence; it re- flects our belief that global forums like FIDIC are vital spaces for building alignment across geographies, disciplines and sectors. These conversations help reduce uncertainty by creat- ing shared agendas for infrastructure delivery. Our own organisational models also re- flect this need for resilience. Zutari EX, for example, is designed to export engineering expertise and create distributed teams that work across borders. It allows us to continue delivering projects even when mobility is restricted or when skills are scarce in a par- ticular location. Managing risk in today’s world is about em- bedding resilience in every aspect of delivery. It is about placing people at the centre, lever- aging technology intelligently, demonstrating financial and social value, and engaging in political and professional advocacy. Risk is no longer something to be avoided; it is the condition of our work. As engineers, our responsibility is to ensure that infrastructure is designed not only to withstand disruption but to enable societies to thrive despite it. We must build systems that absorb shocks, adapt to change, and continue serving communities even in the most challenging circumstances. Zutari embraces this responsibility. Through our projects, methodologies and leadership role at FIDIC 2025, we are commit - ted to demonstrating what it takes to deliver infrastructure in uncertain times. By combining empathy, innovation and foresight, we turn risk into possibility and uncertainty into resilience. it is a school, a bridge, a stadium, or a special economic zone, infrastructure should be both globally eminent and locally relevant. The TASEZ project demonstrates that when infrastructure is smart, it does not just connect roads and factories; it connects people to opportunities, communities to pros- perity, and nations to possibilities. www.zutari.com
Global uncertainty and the human-centred approach Teddy Daka, Group CEO at Zutari
Today, the delivery of infrastructure takes place in a world marked by increasing volatility. Global uncertainties such as geopolitical unrest, economic headwinds, climate-related disasters, and shifting social dynamics are no longer ex- ceptional events; they are the environment in which we work. This reality presents new challenges in man- aging risk. Traditional frameworks that treat risk as something to be controlled or contained are no longer sufficient. What is required is a mind - set that embeds resilience at the heart of infra- structure, one that is human-centred, digitally enabled, and able to adapt to the unpredictable. At Zutari, we believe engineers must move beyond a narrow focus on outputs to engage with the systems, communities and envi- ronments that give infrastructure meaning. Infrastructure is about more than concrete and steel. It is the platform on which people access opportunity, safety, dignity and belonging. This human-centred approach is not an optional extra. It is fundamental to understand- ing risk management in the 21st century. When engineers understand what is truly at stake for those who will live with the infrastructure long after construction is complete, we are better equipped to anticipate challenges and design solutions that endure. Resilience also requires a systemic perspec- tive. We no longer design infrastructure in isola- tion, but as part of interconnected urban, social, economic and environmental systems. Drought affects the power supply, which, in turn, influ - ences industry and livelihoods. A policy change shifts investment priorities and alters delivery pipelines. By recognising these interdependen- cies, we can design infrastructure that absorbs
shocks and continues to function even when parts of the system are under stress. Technology plays an increasingly important role in this process. Digital advisory platforms, predictive modelling, and AI-driven asset management tools enable engineers to see further ahead and respond more rapidly. They transform risk from a reactive exercise into a proactive one, allowing us to anticipate failures before they occur, optimise asset performance, and build in flexibility from the start. Technology does not eliminate uncertainty, but it provides us with the tools to navigate it with greater agility and confidence. Financial risk is equally pressing in today’s high-debt environment. With strained public finances and private investors looking for cer - tainty, projects must demonstrate more than technical soundness. They must show clear social and economic returns. This is where evidence-based methodologies such as Zutari’s Greenlight come to the fore. It allows us to quantify the social value that infrastructure delivers, whether through improved health, reduced inequality or greater resilience. The Greenlight methodology pro- vides the confidence that funders and decision- makers need. Demonstrating value in this way makes projects more attractive to investors and increases their likelihood of withstanding financial uncertainty. Risk is not confined to technical or financial domains. Political risk is a constant reality, characterised by shifting policies, misaligned stakeholder interests, and governance chal- lenges that can be as disruptive as natural disasters. Engineers cannot afford to be passive in this environment. We must take an active role
November-December 2025 • MechChem Africa ¦ 43
Made with FlippingBook. PDF to flipbook with ease