Internet of things low poly smart city 3D wire mesh.

The world continues to embrace the Internet of Things (IoT), and emerging technologies are taking on a growing importance within built environments.

A confluence of innovation in big data processing, ultra-low power wireless networks, embedded sensor technology, and energy management has accelerated the emergence of smart buildings. As these become widespread, we have witnessed a reciprocal, or better yet, exponential growth in the planning activities to successfully introduce the sophisticated automation and enhanced user experiences they promise. In particular, hospitals, commercial offices, entertainment, retail, airports and education facilities all have clients who will be directly impacted by these advances in technology. This paper highlights the opportunities to provide a proactive change management plan for a redevelopment or capital project.

A redevelopment project provides an opportunity to introduce a large range of new technologies; however, the ‘big bang’ approach that is associated with the opening of a new facility can hinder the adoption. The role of technology should be understood from a functional perspective long before the walls and bricks are in place, so that proper infrastructure exists to support the smart building.

Any successful Digital Strategy and Transformation Project must consider aligning a change management approach to engage users to be prepared for opening day. The vast amounts of change can overwhelm staff when they move into a new building with new technologies, from new floor layouts and different staffing models, to the introduction of more mobile technology, more paperless systems, and automation of tasks that staff previously performed manually. It is imperative to address the capacity for change well in advance of the Opening Day.

The principles of Change Management and what is unique about a redevelopment project

Change really occurs when it is done at scale – throughout the organization - across all levels and stakeholder groups. There are several industry-recognized principles listed below for adopting change in large organizations. However, given the degree of complexity, number of stakeholders and length of project, there are unique factors that need to be considered with redevelopment.

The Principles

Change is Rolled Out

Redevelopment Project Considerations

Redevelopment projects have many external stakeholders as well as internal stakeholders; employees and project delivery teams have creative authority that can turn into resistance

Change Starts at the Top

The redevelopment project cycle covers many years and the leaders may change; executives are often insulated from the reality of day-to-day operations by layers of the organization

Change is Engineered

A change management program can be planned, coordinated and monitored; however, it is not like a construction project in that it involves breaking new ground and cannot be predetermined fully in advance

With So Many Stakeholders, What Matters Most?

With the variety of stakeholders involved in a capital project, such as end-users, executive team, information technology department, facilities/operations teams, government oversight and taxpayers, there are differing and opposing drivers for each of these groups, which include expected benefits, cost containment and scope definition. There is a need for a framework to define a course of action and for leadership to remain committed to it. Finding the common goals between all the stakeholders will be critical to the long-term success.

In a redevelopment project, the ideas and inspiration for change often come from parties outside the end-user stakeholder groups, such as the design team, the information technology department, facilities engineers, or other support services. Ideally, these ideas are then sponsored by the executive leadership with input from users; however, this is not always the case. It often happens that use cases for the functionality of technology are brainstormed by someone “higher up” or by the IT department, and then rushed straight into design. There is no wrong party to support idea generation; however, the important component is to ensure that end-users have been engaged and have faith that the new technologies will create a better environment. One method of engaging these users is to visualize the changes, and to write and approve the use cases for their workflows. This approach uses Lean thinking and iterative cycles to build consensus. It is critical that time be set aside to ensure that these use cases are considered by end users and validated.

It is important to note that not all parties will see the changes as necessary, especially if they don’t belong to the organization or share the same vision. To address this, create a cross-functional project team, map out the impacted stakeholders and address their unique needs. You will likely appreciate that some people are not able to easily adapt to new technologies. Doing so requires both willingness and capability; mindsets get in the way of actually making use of the technology. Therefore, it helps to have champions and support available. There will also be employees in the organization who are very keen to embrace change that results in a more automated and sophisticated building. Support these individuals in advance of the redevelopment projects by leading change on a smaller scale; for example, by introducing new mobile technologies or smart boards in meeting rooms.

Engineer standing in front of a presentation screen and pointing to it while explaining details to the audience.

Change Starts at Every Level

IT IS IMPORTANT THAT EMPLOYEES
CONTINUE TO SEE AN IMPACT AND BE
INVOLVED IN KEEPING UP THE MOMENTUM.

Long before shovels are in the ground, the organization’s leaders are visioning what the new facility will look like and how it will operate. However, project cycles of up to 10 years can be a significant deterrent for senior leaders seeing their vision through to completion. On one hand, they may perceive what seems to be ample time to prepare for the coming changes; on the other hand, they may also feel that getting ready for a change so far in the future is futile. Therefore, it is important that employees continue to see an impact and be involved in keeping up the momentum.

Communication and setting the stage for the ultimate change may be the most critical factor in successful deployments. This requires an engineered approach to obtaining buy-in. To ensure the cultural ‘soil’ is ready before planting the seeds of change, develop a bi-directional communications plan that allows questions to be addressed. The objective is to prepare employees to understand the benefits of the change, as well as the necessity of the change, and for them to be emotionally ready to execute the change. This requires a two-way dialogue to give staff sufficient time to provide feedback. Employees who fully support the change can be invited to co-develop a plan to describe the benefits and address concerns with sufficient support and training.

Conclusion

FACILITATING CHANGE DOESN’T NEED TO
BE DIFFICULT OR ONEROUS.

As a final consideration, recognize that silos in your organization may create barriers to disseminating your plans. I have often seen change initiatives fall apart when different groups that are equally impacted refuse to take ownership for action. They wait for the other department to come up with a plan and take the lead, while their own group sits back and provides “constructive criticism”. This reveals a culture that is resistant to change. It is important as a leader to break down these barriers. Bring employee groups together to understand the shared objectives and then identify what barriers may get in the way. It may be that both departments are experiencing the strain of increased workload from a large volume of change. However, facilitating change doesn’t need to be difficult or onerous. Following Lean principles, create small batches of work, and plan to stretch these batches out over time.

6 Steps to Successful Technology Change Management

As a strong leader, you can set the stage for successful technology change by adopting these six Change Management steps:

  1. Identify the common goals between all stakeholder parties
  2. Engage end users in depicting the use cases for technology
  3. Communicate the benefits of these use cases
  4. Recognize change champions and providing them with support and training
  5. Test technologies in advance by using pilot studies
  6. Bring together stakeholders to voice their concerns

A change management program needs to be adapted to its unique situational factors. Multiple stakeholders - from financiers, end users, IT, facilities, architects and engineers - can make implementation of your plan more challenging, but by following the steps above, you can ease the process.

If you have questions or would like to learn more about change management, we are happy to start a conversation to see how we could help.

Megan Angus

Megan Angus, RN, Lean, EDAC
Division Director, Angus Connect

megan.angus@hhangus.com

Blue umbrella in a row of white ones

We are honoured to be named among Canada’s Best Managed Companies for 2021, our third consecutive year of being recognized. 

The award has heightened importance for us as we navigate the COVID-19 pandemic. It reinforces the importance of a strong company culture together with a strategic focus on managing day-to-day operations, planning for the future and finding growth opportunities in uncertain times.

Head shot of Paul Keenan

“Over the past year, the pandemic has called on us to be nimble and adapt to a constantly changing corporate landscape. Our management team had been focusing on growth and enabling innovation and technology to enhance existing services and offer new ones. Looking back, this strategic focus allowed us to shift seamlessly overnight to working from home without skipping a beat”, said Paul Keenan, President. “And while it isn’t clear yet what the post-pandemic economy will look like, I am confident that our firm is better positioned to anticipate and address both the challenges and the opportunities because of our management rigour.”

Head shot of Sameer Dhargalkar

“Despite the upheaval of the past year, we’ve continued to invest in growing our capabilities in areas such as digital strategy consulting, low-carbon energy solutions, reality capture, smart buildings solutions and robotics – areas which are driving our clients’ business  goals,” commented Sameer Dhargalkar, VP Business Development & Marketing, “At the same time, we’ve been able to expand our presence in British Columbia and Quebec through growth of staff and new projects.”

Of course, we wouldn’t have been able to do this without the dedication of our employees and the support of our clients – we thank you for the important role you play.

The Canada’s Best Managed Companies award, now in its 29th year, distinguishes overall business performance and growth of best in-class, Canadian-owned companies with revenues of $15 million or more. To learn more about the award, click here


HH Angus contact:

Sameer Dhargalkar, Vice President, Marketing & Business Development
sameer.dhargalkar@hhangus.com
hhangus.com

Shot of a group of programmers working together on a computer code at night

5G and Pilot Projects to Optimize New Infrastructures

By Akira Jones, BIM Leader, HH Angus & Associates Limited

By now, most of us in the Architecture, Engineering, and Construction (AEC) sector have read about, lamented and experienced our industry’s general conservativeness and inability to affect change quickly, particularly with respect to developing and emerging technology. However, we are starting to see now that this is changing. Large-scale 3D printing, generative design, virtual/augmented/mixed reality, artificial intelligence, design process automation through software and a push towards a common data environment for design and construction information represent some of the many ways AEC is embracing the digital era.

The nature of design consulting is also changing. Multi-disciplinary design firms are transforming into software developers, moving their way into the SaaS market. General contractors employ teams of software developers. Companies from non-engineering sectors are rapidly entering into the AEC market. Professional services companies and technology start-ups are developing platforms for optimizing building infrastructure through Edge Devices and creating operational/digital twins. Much like the rest of the world, AEC is converging towards digital processes and the borders between different sectors are becoming less defined.

Edge Devices and Digital Twins will have a massive impact on how we design, build and operate building infrastructure, particularly as we continue our push towards a more sustainable built environment through low or zero carbon, net zero and more. We are already seeing a big uptake of smart buildings technologies and the global smart building market is expected to reach almost 62 billons USD by 2024.

Understanding Internet of Things, or IoT technology, in particular, and the current and future benefits to the built environment and how people interact with it will be instrumental in HH Angus’ ability to design spaces that perform better, create better and longer lasting value, and reduce the impact on the environment. It’s certainly easier to design and build new buildings with smart technology but what really interests us is the opportunity in the massive stock of existing infrastructure that can significantly benefit from these technologies. In fact, they provide an opportunity to evolve the ways in which we deliver our work and our relationships with the end-users, from the building owners and operators to occupants.

As designers, we often lose touch with the infrastructure we design, perhaps coming back years later to find something unrecognizable from its original state. At the opposite end, engineers also come into buildings later in their lifecycles, often without proper as-built documentation and have to scrape together any available information about how or why the building operates the way it does. Not an ideal situation, which can typically add time and expense to most projects.

Gathering operational, environmental and presence data can provide a bridge between the building, its occupants, and the engineers to create the potential for gaining useful insight into a building’s real-world operations and occupant behavior.

To this end, HH Angus had the desire to gain a deeper understanding of the relationship between smart buildings technologies and improving building performance. We launched our Smart Spaces initiative in 2019. Through this, we are exploring these new technologies through our own initiatives as well as research partnerships with academic institutions and tech start-ups and established providers. With Smart Spaces, we are exploring the use of IoT edge devices to gather environmental and occupancy data in commercial and institutional buildings.

As our pilot project had begun pre-COVID, we, like many firms, had to quickly adjust our plans. With everyone working from home, our office was empty, and we were trying to figure out what data we could collect since there was no one in the building. Like any challenge, this presented an opportunity. Where our previous approach had been to install a set of sensors that gathered a wide array of data with plans to see what insights we could glean, we were presented with a situation that provided us an immediately relevant use case. We thought about ways that the sensors could be used to aid our eventual re-entry into our own office. We shifted the balance of sensors to include more presence sensors to aid in people flow throughout our office. The sensors were placed in common and high traffic areas, giving employees aid in maintaining the ability to socially distance while in the office while also giving insight into usage patterns of these common spaces. The collected data is integrated and aggregated into an intuitive dashboard and transferred to the cloud/other edge devices via the 4G network such that we can view the basic analytics.

This pivot has helped us gain insight into the challenges faced by many of our commercial and institutional clients.

With the first stage of our pilot implemented, we look to expand our research to the 5G network. We were fortunate enough to be awarded access to the 5G ENCQOR test-bed located in the MaRS Discovery District (in downtown Toronto) which gives us the opportunity to explore use cases that can benefit from the low latency performance of 5G technology. We are currently engaged with our clients to determine real-world use cases for existing buildings to research on the testbed, paving the way for purpose-built data platforms.

As with any new (or new to us), technology there are no giant leaps in innovation, only deliberate and incremental steps forward. Where the challenge lies is not in using these technologies, but in determining how these new technologies can help our clients and our employees adapt and succeed in an ever-changing world. As consulting engineers, we can (and should) take a little step out of the traditional AEC approach and adopt some of the best practices (and mindset) of tech start-ups – mainly being inherently curious; focus on possibilities as opposed to the way its always been done; and be willing to quickly prototype, learn, and modify to get a minimum viable product into the real world.

HH Angus is an employee-owned, independent consulting firm of engineers, technical specialists and project managers with offices in Vancouver, Toronto and Montreal. Our core services include mechanical and electrical engineering, lighting design, vertical transportation, energy, sustainable design, information communications audiovisual technology (ICAT) and security design and digital strategy consulting. Together, we create innovative solutions for our clients’ most complex challenges to expand what is possible for a better future.

Reprinted from CanBIM Innovation Spotlight Publication 2021
https://www.canbim.com/articles/why-consulting-engineering-firms-should-think-more-like-tech-start-ups

Akira Jones, P.Eng., LEED AP, Principal
BIM Leader
akira.jones@hhangus.com

Akira Jones, P.Eng., LEED AP, Principal
BIM Leader
akira.jones@hhangus.com

Join HH Angus’ Nick Stark and The Ottawa Hospital’s Jessica Fullerton as they discuss Considerations for Planning & Design of Isolation Rooms to Improve Safety in Healthcare Environments. ”

Date: March 18 @ 1PM – 2 PM EDT

45 minute Panel Discussion followed by live Q&A
Webinar Registration Fee: $65 (including taxes and fees)
www.cchf.net

Isolation Rooms help to separate patients and residents in healthcare settings as needed to protect patients and staff. Typically, acute care hospitals allocate isolation rooms in hospitals, with some being simply private rooms, and others having specialized engineering depending on the clinical needs of the patient and the safety requirements presented.  Given COVID, hospitals, long-term care homes and other healthcare facilities are looking at increasing and potentially upgrading the design of their isolation rooms, and reconsidering engineering design to enhance safety in the facility.

This webinar covers:

  1. Differentiating between the different types of isolation rooms to meet specific needs and corresponding design criteria.
  2. Identifying infection prevention and control risks related to the design of building HVAC systems in ‘pressure’ (positive / negative pressure) critical spaces.
  3. Reviewing the role of HVAC systems in the context of Pandemic Planning and Catastrophic Event Management

Speakers:

Nick Stark's headshot

Nick Stark P. Eng., CED, LEED AP, ICD.D
Vice President, HH Angus and Associates Limited Consulting Engineers

In 40+ years at HH Angus, Nick has pioneered many innovative and sustainable initiatives as solutions to difficult challenges faced by clients. His technical expertise also benefits staff as he directs HH Angus’ Knowledge Management initiatives, ensuring the firm’s skillsets continue to lead the industry. In 2017, Nick was awarded the PEO/OSPE Medal for Engineering Excellence for his outstanding contributions to the profession. He spearheads the design and management of HH Angus’ P3 hospital projects, and served as the firm’s Principal-in-Charge for the massive $2 billion+ CHUM P3 project in Montreal. The team’s work on the project was honoured with the 2018 Schreyer Award, Canada’s highest honor for engineering.  Nick chair’s the CSA Subcommittee on Special Requirements for HVAC Systems in Health care Facilities, is Vice Chair of the CSA Subcommittee on Z8000 Canadian Health Care Facilities, and is a former member of the CSA Subcommittee on Infection Control during Construction or Renovation of Health Care Facilities.

Jessica Fullerton's headshot

Jessica Fullerton, M.Sc. CIC
Construction Lead – Infection Prevention and Control, The Ottawa Hospita
l

As a member of the Infection Prevention and Control team at The Ottawa Hospital, Jessica specializes in health care facility design and construction, focusing on design elements to help prevent the spread of infection. She has provided Infection Prevention and Control expertise on a wide range of acute care, rehabilitation, ambulatory care, community health, and long-term care projects. Jessica’s passion lies in bridging the gap between health care design and how it can positively or negatively influence the care and safety of patients. She currently sits as a member of the Canadian Standards Association (CSA) Health Care Facilities Technical Committee providing expert content for several standards related to health care design and construction. Jessica is the Chair and member of CSA training faculty for the Z317.13 Standard, Infection Control During Construction, Renovation and Maintenance of Health Care Facilities.  

Voir ci-dessous pour des informations en français

In light of the increasing number of cases of COVID-19 in North America and the announcement by the World Health Organization declaring COVID-19 as a pandemic, HH Angus is taking reasonable precautions to ensure the safety and security of our employees, clients, vendors and guests across all our office locations while maintaining a consistent level of client service. We are executing our Business Continuity Plan that covers maintaining office operations, remote working for all our staff, and delivering service to our clients during weather, natural disasters, and other emergency situations where our offices are shut down for extended periods of time. Our Senior Management Team is meeting daily to respond promptly to the latest conditions and to ensure that we continue as best we can to deliver on our commitments to our clients.

Highlights of our plan include:

Remote Working

We have been closely monitoring this situation and have made the decision to instruct our staff to work remotely beginning March 16, 2020 until further notice. We have technology implemented that enables our employees to provide service remotely for all our clients and projects if they are unable to be in our office physically or report to the project site. This includes access to our design software, network, email, audio and video conferencing, and other communications technologies. Our remote working protocols and equipment are being implemented to enable our employees to continue to deliver service to our clients. All our communication channels related to on-going projects remain unchanged. If you have any questions or concerns about a project we are working with you on, please reach out to your HH Angus contact. We will coordinate with you to make arrangements specific to your project including replacing, where possible, in-person meetings with tele/video conferences. If you require information but do not have an existing contact at HH Angus, please email info@hhangus.com, or reach out to one of the key HH Angus contacts listed at the end of this announcement.

Travel
HH Angus has suspended all international and all non-essential domestic travel until further notice. Personal travel is discouraged and any staff returning from travel outside of Canada must self-isolate for 14 days.

Meetings
We have encouraged our employees to not participate in large gatherings such as conferences or networking events and, where possible, to utilize video/teleconferencing or similar communications technologies for external and internal meetings. Our technical staff will continue to visit project sites but will contact the client in advance to ensure that the site is still open and inquire as to health and safety precautions that are in place to ensure that there are no restrictions preventing their visit. We will assess each site meeting on a case-by-case basis to assess compliance with our firm’s existing protocols to protect the health and safety of both HH Angus staff and client staff.

Office Environment
We have intensified cleaning standards for our offices. We have installed hand-washing signage based on best practices in all washrooms and have increased hand sanitizer stations, where products are available, across our properties in order to help minimize the spread infectious agents.

As mentioned previously, we have asked our staff to work remotely as of March 16, 2020. However, certain staff will be on office premises to facilitate deliveries and perform network maintenance. If you require coming to our Toronto office in person, please speak with Reception by telephone (416-443-8200) in advance. Our Vancouver, Montreal, Dallas and Chicago staff will not be available in their respective offices. Please get in touch with your contact in each region for any inquiries, or call Toronto Reception (416-443-8200).

Reporting procedures
We have established a reporting protocol with our employees, should anyone be exposed to coronavirus directly or indirectly, or is feeling unwell for any reason. Any employee travelling out of the country for any reason is required to self-isolate for 14 days upon return to Canada. We will continue to monitor the situation closely, and adjust our response as required.

For more information, we encourage you to review the following resources:

Health Canada
World Health Organization

We will update this information page as the situation evolves. We are committed to helping our staff, clients and communities manage through this crisis to the best of our ability.

Key HH Angus Contacts:

Paul Keenan, President – paul.keenan@hhangus.com | 416 209 4374

Tom Halpenny, Vice President Operations & General Manager – tom.halpenny@hhangus.com | 416 580 0811

Sameer Dhargalkar, Vice President, Marketing & Business Development –sameer.dhargalkar@hhangus.com | 416 904 4592


COVID-19 - Réponse de HH Angus

Compte tenu du nombre croissant de cas de COVID-19 en Amérique du Nord et de l’annonce de l'Organisation mondiale de la santé déclarant la pandémie mondiale de COVID-19, HH Angus prend des précautions raisonnables pour assurer la sûreté et la sécurité de nos employés, clients, fournisseurs et invités dans tous nos bureaux tout en maintenant un niveau de service constant pour nos clients. Nous mettons en œuvre notre Plan de maintien des activités, qui assure le maintien des activités de bureau, le télétravail pour l’ensemble du personnel et la prestation de service à nos clients en cas de désastres météorologiques ou naturels, ou de tout autre situation d’urgence, dans les endroits où nos bureaux sont fermés pour des périodes prolongées. Notre équipe de direction se réunit quotidiennement pour répondre rapidement aux dernières conditions et pour s'assurer que nous continuons du mieux que nous pouvons à respecter nos engagements envers nos clients.

Les points saillants de notre plan comprennent: 

Travail à distance 

Nous suivons de près cette situation et avons pris la décision de charger notre personnel de travailler à distance à partir du 16 mars 2020 jusqu'à nouvel ordre. Nous avons mis en œuvre la technologie qui permet à nos employés de fournir un service à distance pour tous nos clients et projets s'ils ne peuvent pas être physiquement dans nos bureaux ou se présenter sur le site du projet. Cette technologie donne accès à notre logiciel de conception, aux lecteurs réseaux, aux courriels, aux conférence audio-vidéo, de même que d’autres technologies de communication. Nos protocoles et équipements de travail à distance sont mis en œuvre pour permettre à nos employés de continuer à fournir des services à nos clients. Toutes les voies de communication relatives aux projets en cours demeurent les mêmes. Si vous avez des questions ou des préoccupations concernant un projet sur lequel nous travaillons avec vous, veuillez contacter votre contact HH Angus. Nous vous aiderons à prendre les dispositions propres à votre projet, notamment le remplacement, si cela est possible, des réunions en personne par des conférences audio-vidéo. Si vous avez besoin d'informations mais n'avez pas de contact existant chez HH Angus, veuillez envoyer un courriel à info@hhangus.com, ou communiquer avec la personne-ressource de HH Angus donnée à la fin de ce communiqué.

Voyages
HH Angus a suspendu tous les voyages internationaux et nationaux non essentiels jusqu'à nouvel ordre. Les voyages personnels sont déconseillés et tout membre du personnel qui revient de l’Étranger doit s’isoler pendant 14 jours.

Réunions
Nous avons encouragé nos employés à ne pas participer à de grands rassemblements tels que des conférences ou des événements de réseautage et, dans la mesure du possible, à utiliser la vidéo / téléconférence ou des technologies de communication similaires pour les réunions internes ou externes. Notre personnel technique continue de visiter les sites de projet, mais doit d’abord communiquer avec le client pour s’assurer que le chantier est toujours ouvert et s’informer des mesures de prévention mise en place pour la santé et la sécurité afin de s’assurer que rien n’empêche la visite. Nous évaluerons chaque chantier au cas par cas afin de vérifier la conformité aux protocoles existants de notre firme en matière de protection de la santé et de la sécurité du personnel de HH Angus et du client.

Environnement de bureau
Nous avons intensifié les normes de nettoyage de nos bureaux. Nous avons installé une signalisation de lavage des mains basée sur les meilleures pratiques dans toutes les toilettes et avons augmenté les postes de désinfectant pour les mains, où les produits sont disponibles, sur nos propriétés afin de minimiser la propagation d'agents infectieux.

Comme mentionné précédemment, nous avons demandé à notre personnel de travailler à distance à partir du 16 mars 2020. Cependant, certains membres du personnel seront dans le bureau pour faciliter la réception des livraisons et l’entretien du réseau informatique. Si vous avez besoin de venir à notre bureau de Toronto en personne, veuillez parler à la réception par téléphone (416-443-8200) à l'avance. Nos employés de Vancouver, Montréal, Dallas et Chicago ne seront pas disponibles dans leurs bureaux respectifs. Veuillez communiquer avec votre contact dans chaque région pour toute demande de renseignements ou la réception de Toronto (416-443-8200).

Procédures de signalement
Nous avons établi un protocole de signalement avec nos employés, si quelqu'un est exposé directement ou indirectement au coronavirus, ou se sent mal pour une raison quelconque. Tout employé voyageant à l'extérieur du pays pour n’importe quelle raison que ce soit est tenu de s'isoler pendant 14 jours à son retour au Canada. Nous continuerons de surveiller la situation de près et d'ajuster notre réponse au besoin.

Pour plus d'informations, nous vous encourageons à consulter les ressources suivantes :

Santé Canada
Organisation mondiale de la Santé

Nous mettrons à jour cette page d'information à mesure que la situation évolue. Nous sommes engagés à aider notre personnel, nos clients et les collectivités à traverser cette crise au meilleur de nos capacités.

Personne-ressource de HH Angus :

Mohamed Kamel, Directeur du projet – mohamed.kamel@hhangus.com | C 514 863 9202