ON THE MOVE NATHALIE BEAUVAIS JOINS AS MULTIDISCIPLINARY COMMUNITY PLANNING RESILIENCY LEAD Nathalie Beauvais, APA, AIA International Associate, LEED AP, has joined HDR as a community planning resiliency lead. In every community and market, projects are requiring an increased focus on resiliency, equity and the impacts of climate change. Beauvais will provide climate change planning and resiliency leadership across markets to help clients develop more resilient projects. HDR As a technical expert and climate lead, Beauvais will assist HDR teams and clients with implementing performance-based risk assessment, climate change assessment and adaptation plans, vulnerability assessments, business continuity planning, greenhouse gas management plans, asset management plans and more. “Providing for resiliency as well as using the best available information is a challenge that requires flexibility and adaptability,” Beauvais said. “I am looking forward to collaborating
with the many areas of expertise at HDR to elevate climate change planning, which requires the integration of all components of the ecosystems of the built environment including the human aspect, understood via economic, public health and diversity.” Beauvais has more than 30 years of experience as an architect, planner and urban designer primarily in the northeastern United States. She brings design, technical expertise and stakeholder engagement to the forefront when developing resilient buildings, infrastructure, nature-based solutions and innovations for integrated design approaches. Early in her career, Beauvais gained expertise planning for communities in Boston before moving to France where she contributed to the development of a GIS-based, 3D software for the visualization of planning strategies for European cities. More recently, she worked as a senior leader in the resiliency and sustainability field for other consulting firms. Beauvais also worked for several years at Harvard University for the sustainable
development of the Allston campus. She is a prolific author, speaker and panelist. “Resiliency to climate change is more than a technical challenge, it is a transforming event for our built environment and operation processes,” said Transportation Sustainability and Resiliency Director Pam Yonkin. “It requires cross-disciplinary expertise to provide for complete solutions. With Nathalie on our team, our clients will be able to better enhance their environments through access to more world-class knowledge in resiliency for built assets, ecosystems and communities.” For over a century, HDR has partnered with clients to shape communities and push the boundaries of what’s possible. Our expertise spans more than 10,000 employees in more than 200 locations around the world – and counting. Our engineering, architecture, environmental and construction services bring an impressive breadth of knowledge to every project. Our optimistic approach to finding innovative solutions defined our past and drives our future.
ABDO KARDOUS , from page 9
in some locations to receive government tenders) and industry associations (like the chambers of commerce and professional or engineering councils). For Hill, a win-win strategy would be to pursue projects where it keeps its cost structure lean to have a competitive edge in the local market, while maintaining the high standards of quality, integrity, and professionalism it has extended to all its clients across the globe. Localization of human resources is one way to be cost effective by ensuring the company hires the right professionals locally that are trained and inducted into the company’s systems and processes. FACING HEADWINDS. Like any other place, challenges exist in the Middle East and Asia-Pacific for a U.S. project management/construction management firm. One of these challenges is working in a country with low corruption perception index that results in inadequate transparency in the procurement process. Another issue is currency fluctuation risks that result in a lower-than- anticipated revenue. Repatriation of funds, lack of clear regulations, and inadequate labor and safety laws are also issues that have to be dealt with. Whether we’re identifying opportunities or competing for and securing new business for Hill International, it is important to run and deliver projects successfully. The success of these projects significantly depends on the understanding and respect of local customs and practices and maintaining strong personal relations with clients to demonstrate Hill’s corporate commitment to these projects. ABDO KARDOUS is the Middle East president of Hill International and oversaw the setting up of about a dozen international offices of the company in the Middle East and Asia-Pacific. He can be reached at email@example.com.
that foreign land, Hill also gets the opportunity to grow its business there. 3) When the company’s ongoing research determines there are certain countries/geographies that are undergoing major growth, either in a particular industry or in general. At that point we would prepare a business plan along with a market- positioning study (basically taking stock of the opportunities and competition there) and a presentation is made to senior management for approval to set up an international office and invest resources even before a project is in hand. A common denominator for a U.S. project management/ construction management firm working abroad would include good clients, reasonable fee margins, exciting and challenging projects, and a safe working environment. “Its first overseas office was opened that same year in Abu Dhabi, and at that time Hill was also one of the first expatriate firms to be working in the Emirate ... The opportunity that was seized ultimately helped Hill International to learn the ropes of operating in a new country.” While working overseas, Hill keeps a strict eye on acquisition of proper licensing in the new country, establishment of a local entity and associated formalities, meeting all local compliances, and creation of a human resources system to offer competitive benefits and compensation to attract and retain appropriately-qualified resources. In addition, there is also the need to get registration with the local agencies (like the tender board
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THE ZWEIG LETTER AUGUST 9, 2021, ISSUE 1403
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