FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r FIDIC 2009

FIDIC 2009 Delivering Sustainable Solutions

to Global Challenges.

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r

Mobilising engineering resources to respond

Jeannie EdwardsDirector of Human Resources

MWH Europe-Africa, Middle East

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r What are we responding to? CHANGE!

STEP change■ Social■ Technological■ Economic ■ Political

Climate change■ Droughts■ Storms■ Flooding■ Melting ice caps

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r STEP change

■ Social The rising population which brings the rising need for water and all resources

■ Technological more sophisticated tools, delivering faster, smarter solutions resulting in heightened clients’ expectations

■ Economic Recession has brought consequences and unintended consequences and therefore opportunities as well as threats

■ Political The industry is impacted by political decisions

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r Climate change

■ DroughtsCreating a need for water solutions

■ Storms Resulting in repair of damage

■ FloodingResulting in water management solutions

■ Melting of polar ice capsResulting in the need for innovative solutions and extreme engineering to mitigate the effects

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r We respond or . . .

The management of needs and expectation■ As tools become more sophisticated and capable■ As clients become more demanding and exacting■ As needs become more urgent and immediate■ As climate change facing our planet creates more

crisis and devastation■ As the population continues to rise■ As terrorism creates more demanding and extreme

engineeringWe respond, or we fail

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r To respond, the industry must be

■ Adaptable■ Agile■ Clever ■ Collaborative■ Flexible■ Immediate■ Innovative■ Inventive ■ Responsive

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r How are we going to respond?

Such qualities require investment1. Create and promote leadership that can instil these

elements2. Broaden knowledge bases3. Invest in research and development – thinkers4. Invest in solutions we would be proud to leave as a

legacy5. Move people to the work6. Move the work to the people7. Heighten management awareness8. Use web enabled tools

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r 1. Create leadership that can instil these elements

■ Employees do what they see, not what they are told –correct behaviour is key

■ Vision is critical – see the vision, then communicate it■ “Right person in right job” has become a tired phrase, but its

validity is proven many times over■ Everyone can be motivated to embrace change if the vision

is communicated and they feel integral –the famous film Kinky Boots is a study in the ability of a workforce to change

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r 2. Broaden knowledge bases

■ Collaborate with other companies who have other specialisms

■ Make acquisitions to create new specialisms as an alternative to organic growth for new markets. Both have their place

■ Challenge the ways we have done things■ Seek out innovation – outside of normal routes

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r 3. Invest in Reseach and Development

■ Employ radical thinkers and give them time and space and material to think.

■ Few companies allow this luxury which pays dividends■ Radical thinkers think radically. ■ Do’ers do■ Pass radical thinkers’ ideas onto the graduates with a

project manager and let them work out how to do!■ Radical thinkers are seldom do’ers.

Do’ers are seldom radical thinkers

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r 4. Invest in solutions we would be proud to leave as a legacy

Minimal pull on resources to■ Build■ Maintain■ Demolish■ Sustain

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r 5. Moving people to the work

■ Trouble free mobilisation processes – which doesn’t really exist

■ Plenty of money to pay for mobilisation■ Plenty of time to enable all aspects■ Culture of “can do” – “no can do” has no place■ A very good tax consultant (the internal

issues will overtake the client facing issues very quickly if this is not managed well)

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r 6. Moving the work to the people

■ Competent management to support virtual working■ Team building across continents and time zones■ Competent supervision of teams■ Awareness of cultural and language problems■ Awareness of differences in regulations■ Awareness of “blind to the client” syndrome■ Plenty of patience■ Can do attitude

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r

X

7. Heightened management awareness

Train managers in key principles:■ Its more difficult to manage virtual teams■ Its difficult to be the go-between between the

clients’ expectations and the team’s delivery capability

■ Managers must be “visible” or in constant communication

■ Managers must use different communication to suit the individual or the situation

■ Managers must use different leadership styles to match the individual or the situation

■ Managers must be sensitive to the issues and problems of all parties

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r 8. Using web enabled tools

■ Video Conference facilities■ Software to share drawings,

memos, data across the web■ Instant messaging systems■ Virtual meeting centre facilities

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r Mobilising resources to respond takes

We need to have the courage and the faith in our capability to respond to change to address:

STEP change■ Social■ Technological■ Economic ■ Political

Climate change■ Droughts■ Storms■ Flooding■ Melting ice

caps

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r And if you have doubts . . .

Never doubt that a group of thoughtful, committed people can make a lasting change. It is the only thing that ever has.

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r

Mobilising engineering resources to respond

Jeannie EdwardsDirector of Human Resources

MWH Europe-Africa, Middle East

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

FID

IC 2

009

Lond

on C

onfe

renc

e ::

13

––16

Sep

tem

ber

16 S

epte

mbe

r FIDIC 2009

FIDIC 2009 Delivering Sustainable Solutions

to Global Challenges.