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A View of Delhi and a Great Year Ahead
Those who attended the FIDIC Conference in Delhi this year will hopefully agree with methat it was inspiring to meet so many like-minded young professionals from around theworld. We had an event filled program for Young Professionals which was well attended
and delegates participated with great enthusiasm – thank you all who attended the events!

Chairperson’s
message

The YPFSC hosted a successful business forum, looking at the key issue of succession
management in consulting firms. Not surprisingly, with the ageing of industry leaders
becoming a more significant issue, the question of identifying and nurturing future leaders
becomes all the more important, especially when addressing innovation as a core strategy
in maintaining company competitiveness. As an introduction, various case studies were
presented from around the world. Other issues discussed included succession planning infamily owned businesses, succession planning in developing countries, how senior leaders
can best assist YPs in advancing in their companies, what qualities are senior leaders
looking for, and what does a YP value in a company causing them to stay with the organization.
Overall, the conclusion was that there needs be a passion and commitment shown fromboth senior management as well as YPs, with open communication and strong mentoring
being highlighted.
Other YP activities at the conference included:

Michele Kruger
South Africa- An informal “Mix and Meet” where the Steering Committee introduced themselves andthe conference YP activities,- A meeting with the FIDIC Executive Committee, where EC explained their role within
FIDIC and open discussion led to encouragement by the EC about Young Professional’s
future in consulting, especially regarding the worldwide recession and how it too willpass,
- A YP technical tour of the Delhi Metro, including a trip on the Metro to “Old Delhi”,
and- A social evening that was filled with sumptuous Indian food, wonderful company andenthusiastic dancing!
I’m greatly honored to take up the position of the new Chairperson of the FIDIC YPF Steering
Committee, and I’m very lucky to have a fantastic team who always enthusiastically contributeto the work we do. Thanks to all those Steering Committee members who helped to makeDelhi a success and for your help over the past year. For those leaving the committee, I
thank you for your valued contributions and wish you success in your future endeavors.
Welcome to the committee new members Manoochehr Azizi from Iran, Tomoyuki Kitano
from Japan, Salih Burak Akat from Turkey and Hisham S Ghellali from Lybia. We are all
looking forward to working with you and making the next year a great success!
Please remember to send us articles about Young Professional Groups in your country sothat we can publish it in our next newsletter – and enjoy this one!
Dr. Michele Kruger
FIDIC YPFSC Chair

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FIDIC 2010 New Delhi Conference
The 2010 FIDIC Annual Conference was held in New Delhi, India from September 19 to 22.
This year’s theme was Managing Innovation The Way Forward, and the conference exploredmany facets associated with innovation in the consulting industry over the course of three
days: Day 1 – Delivering Innovation in Projects, Day 2 – Project Sustainability, and Day 3– Processes of Innovation. The program consisted of Plenary, business, and workshop
sessions, a young professionals program and networking activities for delegates.
Young Professionals Forum Steering Committee (YPFSC)The FIDIC Young Professionals Forum Steering Committee planned a successful YP programat this year’s conference. 2009-2010 Chair and Vice Chair Nader Shokoufi and Michele
Kruger were in attendance along with Prashant Kapila – Conference Planning Subcommittee
Chair, Selena Wilson – Newspaper and Website Subcommittee Chair, and Tian Feng member at large to provide leadership and conference planning for YP events. This year
marked the first publication of the YPFSC Activity Report which was distributed in alldelegate’s kit bags. The report summarized the activities and progress from six Young
Professional Groups around the globe including Iran, Canada, South Africa, Turkey, Japan,
and China.

Selena Wilson
CanadaWith over one hundred Young Professional Delegates participating at this year’s conference,
the FIDIC YP Conference program was a lively and engaging! YPs attended a wide varietyof specialized activities which included a YP meet and greet at the Meridian Hotel, YP Open
Form on succession planning, the Future Leaders Workshop, and YP Technical Tour of the
New Delhi Metro, and YP social evening.
Conference Highlights
Sunday, September 19
The conference program kicked off Sunday evening at Henri’s Bar on the top level of Hotel
Le Meridien with a YP informal meet and greet before the Welcome Reception. Incoming
Chair Michele Kruger gave all YPs an informal welcome speech introducing the Steering
Committee members and gave a brief overview about what role the YPFSC has within
FIDIC, planning the YP conference events, and an itinerary of YP activities for the conference.

Young professional delegates at
Welcome Reception
From Left to Right: Joel Mc Alister andSelena Wilson (Canada), Meggyn Visser
and Michele Kruger (South Africa), Nader
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Monday, September 20
The Monday morning business session opened with the first Conference Plenary Session
Delivering Innovation in Projects chaired by FIDIC President Gregs Thomopulos from Stanley
Consultants USA. Chris Cole from WSP UK discussed affordable innovation issues. He
noted that innovation must go beyond design, and it is most effective if done in the projectplanning phase. He also talked about the importance of engaging talented young professionals
in the process, thinking outside the box, and considering the use of professionals outsideof the engineering realm for successful innovative projects. Harrie Noy from Arcadis in the
Neatherlands discussed Managing innovation to make a difference. He noted that theeconomy was still uncertain though it is gradually recovering, and infrastructuredevelopment has been directly impacted by the lack of government funding.
Following the plenary session, three business seminars took place after lunch to discuss:
1-Drivers of Innovation, 2-R&D to Underpin Innovation, and 3-Innovation in Project Finance.
One of the themes discussed during these sessions included how climate change is a key
external driver of innovation. The increasing social consciousness and public awarenessabout climate change is creating a new demand from the private sector. Large corporations
are recognizing the consumer demand for a more sustainable product, and they are
responding to these demands much quicker than governments. Barriers of innovation
include the traditional cost oriented approach, lack of documentation to support engineering,closed minds, and the fear of failure.
On Monday afternoon, the Young Professional’s Open Forum was attended by a large
turnout of both YPs and senior delegates. This year's theme was succession planning: fivepresenters from South Africa, USA, Japan, Iran, and India presented their own perspectives
on the subject. The presentations were followed by a workshop component where delegatesbroke into small groups to discuss various questions that the YPFSC prepared for thesession. More details about the Open Forum can be found in Tomoyuki Kitanos’ article inthis Newsletter.
Tuesday, September 21
The Tuesday morning Plenary session focused on Project Sustainability. Chaired by Kiran
Kapila from ICT India, past FIDIC President John Boyd from Golder Associates Canada
discussed the progress FIDIC has made on the Project Sustainabilty Management (PSM)
Guidelines established in 2004. He talked about the need to simplify the original 65 indicatorsin project sustainability to six major issues dealt with in the guidelines: water, energy,materials, environment, health and safety, and human rights. There is a new urgency toadopt sustainable strategies for all projects because the client can no longer be the main
focus, and all stakeholders, including many indirect stakeholders must be satisfied.
Following the plenary session, the morning business sessions discussed 4- Challenge of
Climate Change, 5 - Inclusive Development, and 6 - Framework for Project Innovation.
During business session 4- Challenges of Climate Change, there was an overall consensus
that climate change is a real issue and it is getting worse. Consulting engineers must playa major role in providing solutions to this problem, and it was noted that there is a challenge
in educating clients in the worthwhile up-front investment. Action was called for FIDIC toassist the community of consulting engineers in educating clients, both public and private,
about the advantages of innovative design and technologies.

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Tuesday afternoon’s sessions
included the Future Leader’sWorkshop. This event showcasesa presentation from the graduatingclass of the Young Professional
Management Training Program
2010 (YPMTP10) on what they
have learned during the program
and their perspective on the futureof the consulting industry. The
collaborative speech tackledimportant issues such assustainability, the public’s imageof consulting, and growing
demands for innovation. For more
information about the YPMTP10 program, see YPMTP10 participant and YPFSC member
Manoochehr Azizi’s article in this Newsletter.
Following the Future Leader’s Workshop was the YP technical tour. YP delegates headed
to the Delhi Metro Station Patel Chowk where they were met by Museum Curator Mr. N.D
Khanna to explore the Metro museum before riding the train to the Chowri Basaar Stationin Old Delhi. The busy day ended with the YP social event at a local restaurant where YPs
could relax and kick off their heels for some fun!
Wednesday, September 22
Plenary Session 3 – Process in Innovation was chaired by Pablo Bueno Tomás from Typsa,
Spain. Peter Chan from Scott Wilson Hong Kong provided some insight to how his corporation
creates a working environment that promotes innovation. Some exmaples included providing
a no blame culture, recognizing innovation achievements through company awards, andmanaging innovation like managing a business (ie. make it a top priority). It was noted thatthe capacity of an organisation to innovate is ultimately limited by the capacity of its staff
to innovate.
The final three business sessions followed Wednesday morning with 7-Tools of Innovation,
8-Managing Knowledge, and 9- Risks & Rewards. Examples for tools of innovation included
a life-cycle carbon sustainability decision model in which the model attempts to minimize
life-cycle C02 and maximize sustainability through various inputs within project complexities.
The knowledge management approach to build core capabilities in an organization shouldbe able to identify core competencies, gather knowledge required, organize and store
knowledge, and distribute and share knowledge with others. The risk and reward of innovation
is an opportunity for the consulting industry to raise the industry profile, show leadershipin solving global challenges, to make an idea reality, and to share knowledge.
The final day of conference activities closed with FIDIC’s final conference report, the General
Assembly Meeting, and the Gala Dinner at the Leela Kempinski Hotel. The above summary
provides some brief insight to the conference events and business sessions. More detailed
information from all presentations can be found on line at:
http://www1.fidic.org/conference/2010/talks/

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FRI YP – Young Professionals
The Danish YPs
Like many of the different Member Association young professional groups, the main conceptof the FRI YPG (FRI – The Danish Association of Consulting Engineers) is to have a strong
voice in the consulting engineering community. Another important part of that goal is tocreate and maintain a network between young consultants in Denmark. The group wasstarted in 2005 and after five years, the YPG now organizes a wide range of activities.
The Network
The foundation of FRI YP's work is the network created through four annual events. The
network is a place where YP's can share and discuss their experiences from working as
consultants and perhaps receive feedback from other YP's. We have had great successwith inviting a speaker to the meeting, which has presented a different angle or approach
to how things are "usually" done in the engineering business. The input then stirs up andprovokes a debate among the audience.
The FRI network is maintained through our webpage and Facebook site where information
relevant to the network is uploaded.

Thomas Jensen
Denmark

The Steering group of FRI YPG on a trip to a sea windmill park in 2009

Attracting young people to science and engineering
An unfortunate trend in today's society is universities experiencing a downward curve inapplications for science and engineering. Combining this issue with a forecast predicting
a considerable lack of engineers the coming years, it is of great interest to FRI to awake
the interest for science and engineering in young people. FRI YP has participated in a
number of initiatives and ongoing projects including:- Future City
As described in the Newsletter from August 2010, Future City is an interactive teaching
resource where students work as consulting engineers. FRI YP helped start the project
and later one of our members was invited to participate on the jury during the nationwide

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competition, City slam, marking the end of the first season in 2009.
- Guidelines for Trainees
Because of a resent change in the educational system in Denmark, it has become
important to give a good impression of how it is to work as a consulting engineer at an
early age. At Denmark schools (corresponding to a combined primary and middle
school) many students undertake one week as a trainee at a company. We feel that it
is a good opportunity and very important that the student leave with a good impression.
The trainee period is usually at the age of 14. In order to encourage companies, the
FRI YP steering committee has prepared a small guide which can help companies givean example of how such a week is prepared, organised and rounded off. The guide iscurrently undergoing the final editorial process and soon the FRI's main organisation
will help distribute the guide among the members.

Close to 200 young consultants (under 40 years) join in an event with a former
Danish Navy soldier in October 2010. The event was planned by the FRI YP

For more information about FRI YP initiatives and activities, check out our website andFacebook page at:
http://www.facebook.com/#%21/group.php?gid=48799247303 or
http://www.frinet.dk/fri/fri---young-professionals.aspx
Contact information for contributers:
Klaus Bangshøj
Rambøll A/S
Hannemanns Allé 53, 2300 København S, Denmark
M: + 45 51 61 62 37 E-mail: kb@ramboll.dk
Thomas Jensen
Orbicon | Leif Hansen A/SRingstedvej 20, 4000 Roskilde, Denmark
T: + 45 46 30 03 37 M: + 45 21 28 67 07 E-mail:thje@orbicon.dk

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FIDIC Young Professionals Open Forum, New Delhi 2010
The Young Professional Open Forum (YPF) was held in New Delhi, India on the 20th of
September, 2010 in front of a large audience of Young Professional and senior delegates.
The forum consisted of five presenters from South Africa, the United States, Iran, Japanand India speaking about the Young Professional’s perspective on succession planning.
Each presentation provided unique perspectives about succession planning relating todifferent corporate structures, and the differences between developing countries anddeveloped countries. The following provides a brief overview of the five presentations.
Individual slide presentations with more detail can be found at:
http://www1.fidic.org/conference/2010/talks/.
1. Importance of Succession Planning, What YP’s want!!
Throughout the presentation by Dr. Michele Kruger, both the importance of succession
planning and its anticipated effectiveness was shared. Issues highlighted by South African
YPs was the desire for strong mentorship, retaining older engineers past retiring age tohelp with skills transfer, inclusion of YPs during meetings from a young age, exposure tobusiness networks, and exposure to company strategy.
2. Do Your Job Well!!!

Tomoyuki KitanoJapan

The case study of succession planning at Stanley Consultants was introduced by Mr. Richard
Stump, previous YPFSC Chair. In order to develop their Young Professionals, Stanley
Consultants has incorporated several bench strength planning initiatives such as giving
positions of increasing responsibility, giving opportunities to attend external training, mentoring
programs (both formal and informal), and involvement in external organizations. Mr. Stumpalso provided advice for YPs preparing for leadership which included obtaining higher
education to compliment your desired position, seek responsibility within your work, seek
mentorship within the company, and most importantly “Do Your Job Well” for whatever work
you perform.
3. Iranian Society of Consulting Engineers (ISCE) Case Study
Ms. Mandana Cont presented a Succession Planning Case Study of behalf of ISCE YPs.
After the revolution in Iran, a very large generation gap has developed. In response to thisissue, the ISCE developed a questionnaire for companies regarding succession planning.
The most important YP retention facts reported were the opportunities to develop the capacity
to enhance YP professional abilities, appreciation of new ideas, and having responsibilities
that match YP’s skills and salary. Also, an operation detail for the family business wasintroduced and high averaged succession planning was shown. Facts with more influence
on Succession Planning and several notes for the open discussion was introduced suchas the size of the company, the numbers of young managers in the company, stability of
economy, having young family members among the managers and giving company shares
to young managers.
4. Avoid becoming DONUTS engineer…
Mr. Tomoyuki Kitano spoke as the representative of the Association of Japanese Consulting
Engineers (AJCE) and introduced two programs as a part of succession planning by the
AJCE MA. The current challenges include increasing complexity of issue with limited time,

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enormous information but less opportunity at site, and generation communication gaps. The
Japanese traditional way, which YPs learn know-how through the silent instruction by senior
with looking at what they are doing seems impractical. All of these industry issues poserisk of developing Donut engineers!
The Technical Development (TD) program and its follow up program have systematically
improved the situation. At the age of 30, years Young Professionals are approached, andexperienced senior mentors are tasked to help develop the YP’s action plan to satisfy theircareer development. After five years of the TD program, the same mentor shall monitor
their progress and keep motivating them to accomplish their plan. As another example, theTechnical Coaching Program was introduced as well. Based on the YPs goals, senior staff
advise the way to accomplish and apply on the job training and off the job training withperiodical monitoring system. As the next step, the introduction of the example for the
successor through these two programs shall realize the workability and value of the above
samples.
5. YP perspectives to Succession Planning
Ms. Atasi Das from India noted that YPs want to bridge the gap between YP and seniors
and develop a learning system with effective mentoring and on–the-job training. What wasinteresting was the different Hierarchical Ladder between Asian organization structures andthose of Western countries. Typically, western countries develop leadership quicker than
Asian organizations. It was noted that the new generation would like these traditions tochange to provide leadership opportunities sooner.
As the most important practices for family run business, mentoring and education system
are recommended, involving bench strength in strategic planning sessions, demonstrating
appreciation and commitment, and inducing strategic mix of “buying” and“building” talents for board run business were discussed.
Summary of the Panel Discussion
With the large number of both YPs and senior delegates, an open discussion was held after
the presentations to discuss the following topics:
1) What do you as a YP value in your company, and what makes you want to stay witha company in the long term?
2) How should firms in developing economies deal with issues of succession planning?
3) What do you as leaders of the company look for in potential future leaders of thecompany?
4) How should we deal with succession planning according to the size offields/organizations?
The audience divided themselves into four groups and was assigned one of the four questions
to discuss and present back to the delegates at the end of the session.
Future Outlook
After hearing about succession planning issues from various parts of the world and discussingthese issues between YPs and senior delegates, it was clear that YPs universally wantstonger mentorship and guided opportunities within the industry. There are large generation

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gaps that require stronger integration and attention between YPs and senior leaders of thecompany. Young Professionals appreciate being recognized for their achievements andbeing provided with insight to the inner workings of company.
Leaders of companies look for team players, loyalty, the ability to deliver and innovate whenidentifying potential future leaders of their organization.
As a further step, we need to share the successes of Succession Planning within the
consulting industry, so that more people can benefit from them.

The Infrastructure Development Challenge
Infrastructure is a key investment that directly influences standards of living, access toamenities and the growth potential of the area, region or country involved. This article
introduces some of the aspects that affect infrastructure investment, looks at various
challenges associated with the development of infrastructure, and identifies some mechanismsof achieving the required investment.
Background

Warren BradleyUK

The FIDIC 2009 conference identified a key role for engineers and consultants to help guideand advise governments, politicians and policy makers on infrastructure development. This
advice is needed at local, regional, national, and international levels and young engineers
and consultants need to help contribute now so that they can develop and take a leadingrole in the future.
There have been many reports produced recently on the scale of the global infrastructure
investment that is needed to maintain current standards of living and facilitate future growththroughout the world. The estimates of the Organisation for Economic Cooperation andDevelopment (OECD) combined with similar estimates from non OECD countries indicate
a figure of $35 trillion to $40 trillion of investment is needed worldwide over the next 20
years.
Given the scale of this investment, studies, such as the Eddington Report (Eddington
Transport Study - The case for action: Sir Rod Eddington’s advice to Government, HMSO,
2006 http://www.thepep.org/ClearingHouse/docfiles/Eddington.Transport.Study%20%20Rod.pdf) in the UK have identified the significant benefit infrastructure investment
returns to the respective country; up to a factor of 10, where investment of 1 billion would
generate 10 billion of economic activity. Projected benefits such as this have undoubtedly
helped influence various countries to accelerate infrastructure investment in 2009/2010 torespond to the economic downturn and help stimulate their respective economies.
There are some commentators who are praising this investment in infrastructure but challenge
the effectiveness in where this development is targeted. One of the key challenges is
integrating the infrastructure development across sectors such as road, rail, water, waste
and flood protection so that investment in one sector is not made redundant by deficiencies
in another. The challenge also differs according to individual countries; developed markets
such as the US and the UK require infrastructure replacement whereas emerging markets
such as Brazil, India and China require the development of essential infrastructure across
many sectors to satisfy the growth requirements of their respective economies.

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Historic deficiencies in maintenance during times of recession or more general cost cutting
can lead to the accelerated degradation of assets such as roads and buildings. Managementof the new and existing infrastructure assets is a key challenge to ensure money forinvestments is well spent and excessive future liabilities are avoided. The consequencesof failure to invest, maintain and understand residual life in infrastructure can lead to failures
such as the Interstate 35W Mississippi River Bridge collapse which took place in Minneapolis,
US in 2007. Asset management is therefore a key challenge, particularly for developed
markets where historical construction records of as-built structures and their associateddesigns have not been comprehensively recorded in a readily accessible form.
There are various mechanisms of funding infrastructure development: from traditional
government funding based on taxation to private sector investment driven by markets anda variety of different combinations of public/private investment. The influence of grants andfunding from institutions such as the World Bank can also be a key source of funding andhelp enable projects to be developed that would otherwise not have secured the required
levels of public or private sector support.
Traditional government funding can be the most straightforward, but in these economic
conditions the number of governments with funds available or with the ability to borrowmoney at low rates from the financial markets has dramatically reduced.
Market driven investment by the private sector relies on there being suitable private sector
companies with the financial backing and experience to take on the projects and that the
projects can deliver a suitable level of investment return. One challenge for developmentby the private sector can be the framework of approvals and permissions that are needed
to implement the project. If these are too onerous or time consuming, the private sector
may well choose alternative locations to invest.
Private/Public Partnerships
One area where there is significant potential is development by the partnership of the private
and public sector. Innovative ways of combining potential future revenues from users,
subsidies and availability payments, reductions in future tax payments and the sharing or
insuring of various risks can be used to make a project viable over a longer term period.
Private Public Partnerships (PPP) and Private Finance Initiative (PFI) projects are key
examples of these but there are others such as the privatisation of utilities that have combined
private sector involvement with government regulation to create regulated monopolies that
can allow private investment to flourish.
One key challenge with these partnerships is defining roles and responsibilities clearly notjust for the construction of the infrastructure but also for the required period of operation.
The legal drafting of project documents can become very complicated and there is a key
requirement to build in flexibility and mechanisms for implementing and compensating forchanges needed. There needs to be careful thought given to how things could change inthe future, particularly where technology is involved.
Another key challenge with these partnerships can be how the project or investment ininfrastructure is controlled or monitored and there are many examples where public sector
organisations and individuals have struggled to release control of projects. Intervention
based on traditional ways of approaching matters can stifle innovation and improvements
in delivering and operating infrastructure.

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Future Challenges
As an illustration of strategy with regard to private and public sector partnerships, the UK
Government has indicated that £200 billion of investment in the UK required over the next
5 years is to be funded with at least a 75% contribution from the private sector. To achieve
this strategy, it will be vital that the government creates the right conditions for investment.
It is also important that wherever possible, strategies are considered over a longer time
period than purely the political cycle. Short, medium and long term strategies are needed,
and an example of this is the development of energy infrastructure. Although nuclear
infrastructure may be seen as a low carbon form of energy and the preferred approach, thetimescales of implementation of this may need other energy infrastructure to be implemented
in the short and medium term to ensure continuity of energy supply to meet demands.
A wider challenge may also be to take a step back and consider; is the planned growth or
demand really needed? Can people’s habits be altered so that they use less energy or waterto reduce future demand, or will technology improve efficiencies to reduce demand?
Another consideration is the whole life costs of infrastructure development. Construction,
operation and maintenance over the period of its design life and any extended life, anddecommissioning of infrastructure needs to be considered so that a strategic view can betaken. This is not necessarily easy when there is only limited funding available and a risingdemand that needs to be satisfied.
These are all issues that engineers and consultants must consider and it is important that
we younger members of the profession grasp these issues and properly advise clients,
governments, and other professionals to help ensure infrastructure investment is wisely
targeted and effectively implemented. The FIDIC Young Professions Forum would like toengage the YP community in a discussion forum about this topic on our website where wecan share views and experience and collectively raise our knowledge, ability, and help
ensure a sustainable and viable future for the industry.
Please join us in our discussion forum at:
http://ypf.fidic.ch/forum/Pages/Discussion.aspx

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FIDIC Young Professionals Management Training Program
The International Federation of Consulting Engineers (FIDIC) organizes and conducts aYoung Professionals Management Training Program (YPMTP) on an annual basis. The
objective of this YPMTP is to engage young potential managers in an analysis of key
management and business practice issues for consulting firms. YPMTP consists of twophases as follows:- Phase 1 is a seven months web-based training period. The YPMTP participants are
divided into teams based on time-zones during this phase.
- Phase 2 consists of three days of workshops immediately before the annual FIDIC
Conference for all participants combined at the conference venue, culminating in final
reports and conclusions to be presented at the conference during the Future Leaders
Workshop.
FIDIC YPMTP participants are typically young professionals from the consulting industry
who are 30 - 35 years of age, fluent in English and have prior management experience.
Participants must have relatively convenient access to internet facilities, notably the eFIDIC
training platform that provides bulletin boards, discussions forums and multimedia content.
Interactive teleconferencing sessions use the BT LiveMeeting web conferencing platform.

Manoochehr Azizi

Iran

YPMTP10The YPMTP10 started on the 8 th of February 2010, and the web-based training period
continued until the 9th of August 2010 and was finalized from the 15th to 19th of September
with three days of workshops before the FIDIC annual conference, which took place in
New-Delhi, India from 20th to 22nd Sep. 2010.

The Mentors appointed by FIDIC for YPMTP 2010 were Ben Novak (Canada), Dick Kell
(Australia) and Bayo Adeola (Nigeria). The Facilitator was Steen Frederiksen (SF-Consult,Denmark). Peter Boswell (FIDIC) was responsible for program management and the eFIDIC
platform, assisted by Sylvia Fossati (FIDIC).
There were 51 participants from 23 countries in this year’s YPMTP from all around theworld. All participants were divided into three teams based on time-zones. During Phase
1, three case studies were discussed and work shopped by the teams. In addition, web-I S S U E

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The three case studies discussed during Phase 1 included:
1. Firm Organization and Human Resources Development- Organizing a consulting firm
- Administration and organization of activities- Human resources management
2. Business Development Framework- Business Development- Financial management- Client relationship and communications- Risk Management
3. Business Development Instruments- Sustainable development- Quality management- Business Integrity Management- FIDIC Client/Consultant Model Service Agreement (the White Book)
During the four-day workshops, all participants and mentors discussed more on the topics
from 9am to 5pm, and finally summarized all three cases, then all participants prepareda summary from all that they learned. The final reports and conclusions were presented
at the “Future Leaders Workshop” seminar. In this presentation, the participants, as future
leaders, presented to others what they think, imagine, and hope for the future of theirprofessions.

All participants received their certificates from Gregs Thomopulos, the president of FIDIC,
and Steen Frederiksen, the YPMTP Facilitator.
YPMTP11
YPMTP11 registration is available now. For this year, the Fee is Euro 2400 - including fullparticipation to the FIDIC 2011 Tunis Conference.
More information about the YPMTP11 can be obtained at:
http://ypf.fidic.ch/training/Pages/default.aspx

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HOW TO BECOME PART OF THE FIDIC YPF GROUP
Become part of this young dynamic group of people and receive updates, newsletters andinformation on upcoming events, such as FIDIC conferences and training opportunities.
International YPF Groups: find out what the YPs in your country are doing and how toconnect with them! Please register on the YPF homepage listed below.
Communications
Chairperson
FIDIC YPF Steering
Committee

Once we have your details this way, we will send you our newsletter and other info as itcomes up. Please remember to keep your details updated!
For general information about us and FIDIC, go to:
http://www1.fidic.org/resources/young/default.asp
For more information or if you need help to connect, contact me at:
fidicypforum@gmail.com

Michele Kruger
Communications Chairperson
FIDIC YPF Steering Committee

Michele Kruger
South Africa
Starting your own YPF in your country
If you liked what you saw of the FIDIC YPF and YPFs across the world, why not start yourown. This is best achieved through your country’s Member Association (MA) of FIDIC.
However, if no such association exists, or your MA does not want to have their own YPF,
you can contact us to find out how to start your own YPF. Through FIDIC we may havesome contact to make it easier or help partner it with you. All you need is your enthusiasm
for Engineering! From there you decide what it is that you want your YPF to represent.
What is your focus? Is it training Young Professionals? Is it getting the youth interested inEngineering? Is it just socializing with your peers? Or is it all of the above? As the FIDIC
YPF, we will do all we can to support your new endeavor!
Contact us at: fidicypforum@gmail.com