TZL 1522 (web)

BUSINESS NEWS AECOMTOSERVEASRECONSTRUCTION DELIVERY PARTNER FOR KYIV BORYSPIL INTERNATIONAL AIRPORT AECOM, the world’s trusted infrastructure consulting firm, announced it has signed a memorandum of understanding with Boryspil International Airport to serve as reconstruction delivery partner for the rebuilding of Boryspil International Airport and support the reconstruction of the broader aviation sector of Ukraine. Located in Kyiv, Boryspil is Ukraine’s largest airport and handled nearly 9.5 million passengers prior to the closure of Ukraine’s air space at the start of the ongoing Russian invasion of Ukraine. “We are proud to extend our support to the reconstruction of Ukraine with this partnership to restore the nation’s aviation sector – supporting the flow of critical resources and investment to drive recovery,” said Troy Rudd, AECOM’s chief executive officer. “With our program management and aviation capabilities, we look forward to working with Boryspil International Airport to restore

this strategically important airport and Ukraine’s aviation sector.” Through the announced partnership, AECOM will provide infrastructure advisory support for the reconstruction of Boryspil International Airport, including asset condition and capability assessment, design, engineering, program management, and construction management. Additionally, the Company will assist in developing a program management capacity for the broader reconstruction of the nation’s aviation sector. “The memorandum marks another important milestone for the recovery of Ukraine’s aviation sector and is part of the global plan for restoration and modernization of national airports and the aviation industry, which was developed under the auspices of the Ministry of Community, Territory and Infrastructure Development of Ukraine,” said Oleksiy Dubrevskyy, Director General of Boryspil International Airport.

“We recognize the benefits of AECOM’s programmatic approach and eagerly anticipate collaborating with them to realize our restoration plans.” This latest agreement builds on AECOM’s existing role as infrastructure delivery advisor for the reconstruction of Ukraine. AECOM has extensive experience participating in reconstruction efforts around the globe, ranging from initial response to recovery and reconstruction, to building long-term resilience. AECOM and its legacy companies have participated in post-war reconstruction on behalf of clients in Iraq, Afghanistan, and Bosnia, as well as post-natural disaster reconstruction in Nepal, Haiti, Japan, Indonesia, and the Caribbean. Additionally, the Company’s global expert teams have successfully delivered aviation solutions across projects and continents, from finance and feasibility analysis to design, masterplanning, program management and construction management.

6. Don’t implement trendy, buzzword-laden “panacea” management programs. I want to name specific ones here but we all know what they are and I don’t want to alienate any of our readers. The more buzzwords and program-unique terms in the program, whatever it is, the more likely it is your rank and file will make fun of it and be demotivated by it. Just watch movies and TV shows like Office Space or The Office , or read comic strips like Dilbert where management does stuff like this, if you don’t believe me. The reason these things strike a chord with so many is because they show how people actually feel about them. They are demotivated! 7. Don’t ask them to do things you wouldn’t do yourself, or things that you wouldn’t be proud for anyone to find out that you are doing. This is always demotivating. It’s why I was the one who dragged in the trash bins every week at the office after they got picked up. I didn’t want to ask anyone else to do it. 8. Don’t ask them to do things that are, by any standard, just a waste of time. A big one here is a requirement to participate in too many meetings. Long meetings that you don’t want or need to be at will suck the life force out of you and your people. So be careful how many meetings you want your people to attend. To conclude, you don’t have to be a genius to figure out what you are doing that demotivates your people. So just stop acting like there is nothing you can do about it and stop doing whatever that is – now! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com.

MARK ZWEIG, from page 5

3. Don’t preach austerity for them but not austerity for you. This always backfires. “We have to save money on coffee in the lunchroom, people. But hey, I’ll be skiing in Aspen next week!” That may seem like an extreme example, but this kind of stuff happens every day and it’s absolutely devastating to morale and motivation. “How you can keep from turning your motivated people off? How can you avoid demotivating them, so they don’t (to use a current business-speak cliche), ‘quietly quit’ on the job?” 4. Don’t expect them to work harder or put in more hours than top management. I feel like a broken record on this one because I keep saying it over and over. And with all the telecommuting people do these days it is harder than ever, but management needs to understand face time is as important for them as it is for everyone else in the company. Ignoring this reality is foolhardy. 5. Bring them into the decisions on adding anyone to the team. That means that they need to meet the people you are considering hiring and get to express their opinion on whether or not any specific job candidate should be hired. If their opinion is not going to be considered, then they (the existing employee(s)) need to be told why. Don’t just avoid this important step unless you want to demotivate your people.

THE ZWEIG LETTER JANUARY 29, 2024, ISSUE 1522

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