Construction of the Future: It’s Time for Energy. Interview with Łukasz Marcinkiewicz, Country Manager Poland, Hill International
The energy sector has the potential to become a driving force behind the construction industry of the future. Have rising energy prices and geopolitical uncertainty increased the demand for investment projects in this area?
Absolutely. The energy sector will significantly impact investment levels in the construction market. After many years of dominance by road infrastructure, the time has finally come for another key area of national strategic investment – the energy sector, in a broad sense. Another factor driving this shift is the push to reduce CO2 emissions in industry. Energy-intensive industries, in particular, need affordable and, most importantly, low-emission electricity. This is crucial for maintaining competitiveness in both the European and global markets. I am optimistic about the investment plans of the country’s major energy companies. The outlook is promising and will undoubtedly pose a significant challenge for clients, contractors, service providers, and suppliers of construction materials. From the perspective of investors, it will be crucial to plan and budget projects wisely while scheduling these investments appropriately over time. This requires dialogue with contractors, identifying needs, potential, and any gaps in Poland’s energy transition program.
Long-term, multi-stage infrastructure projects (e.g., CPK) drive the entire construction market. What is Hill International’s role in the implementation of the Central Communication Port (CPK) project?
It’s true that large investment projects stimulate the market and the imagination of the entire construction sector. However, we must also acknowledge the importance of local, smaller-scale initiatives, which often provide a steady foundation for economic growth. Large projects can sometimes leave a void once completed. A good example is the preparations for Euro 2012, where just a year after the championships, the market experienced a significant decline in orders.
Returning to Hill’s role in major projects like CPK, I would describe it as essential support for the client throughout the investment process, drawing on our international experience with similar projects. Under our contract with CPK, we provide project documentation verification services. In practice, this means collaborating with the client in navigating the complex and often unfamiliar territory of preparing such a massive investment for the construction phase. The planning aspect carries the weight of strategic decisions about the future airport’s design. We are pleased to share Hill’s experience from airport projects in the U.S., Europe, and the Middle East. I believe that our contributions to CPK are appreciated by the client, and we look forward to continuing this collaboration.
The use of green technologies, sustainable solutions, and environmental neutrality has become an increasingly important requirement for clients, including in the construction sector. Does this still significantly impact construction costs?
A few years ago, “green construction” was often associated with simply planting additional greenery around a newly built residential or office complex. Certifications like BREEAM or LEED signified well-executed projects but were rarely seen through the lens of truly sustainable construction. Recent years have demonstrated that building sustainably requires a complete shift in construction philosophy – moving away from “build cheap and quick” to “build smart and thoughtfully.”
In practice, this means that consumers and end users are increasingly aware of carbon footprints, how to reduce them, and their environmental impact. This awareness has created a demand for investments that align with carbon neutrality goals. In response, investors seek solutions such as low-carbon building materials, EPD certification, and recycled materials. Companies like Hill play a key role in identifying market solutions and “connecting the dots,” advising and implementing strategies that help investors achieve environmental neutrality. I firmly believe that this is the only viable path for construction, and in the long run, it will benefit everyone.
What are relational contracts in investment processes, and how can they help maintain a balance between clients and contractors?
Anyone who has ever been involved in a construction contract has likely encountered disputes over contract terms that overshadowed the project’s original goal. Unfortunately, construction is often a battlefield, with both sides entrenching themselves in predefined positions. This is far from a win-win situation.
Relational contracts, by definition, are agreements based on mutual benefits (or risks). They function as open books, where trust among all parties is the foundation for successful project execution. This approach fosters a project environment in which investors, designers, consultants, and contractors work together in a nearly symbiotic manner. It may sound like science fiction, but such projects have been successfully executed worldwide for years, proving to be highly effective.
The key is to involve contractors early in the investment process, allowing them to co-develop the project from the outset, define total costs, and take responsibility for key performance indicators, such as completion time and construction costs. I believe this is the future of construction because it shifts the focus toward maximizing efficiency rather than engaging in legal battles.
Hill International recently signed a Memorandum of Understanding (MoU) with the Ukrainian State Agency for Reconstruction and Infrastructure Development. How does the company plan to engage in this process, and what are the biggest challenges in infrastructure investments in Ukraine?
The war in Ukraine is a great tragedy, primarily for Ukrainians, but also for Europe and the world. Personally, I consider any war to be a failure of civilization. We strive to support those affected by such conflicts while condemning aggressors.
One concrete way we can help is by advising and assisting our Ukrainian colleagues in preparing for what we hope will come soon – the reconstruction of war-damaged infrastructure and buildings. This process will be challenging, time-consuming, and costly. Our goal is to help plan this effort strategically, ensuring that Ukrainian reconstruction agencies make the best use of available human and material resources. This agreement marks the beginning of our cooperation with the Ukrainian State Agency for Reconstruction and Infrastructure Development. Initially, we will share expertise in project execution, particularly in the context of post-disaster or post-war rebuilding. We aim to assist in planning and executing reconstruction efforts by providing our resources and experience. I hope this initiative will lead to long-term collaboration and knowledge exchange, ultimately contributing to Ukraine’s recovery.
The challenges ahead are numerous. One major issue is establishing contractual frameworks for the program and individual projects. Given the various sources of funding, it will be crucial to define financial flow structures, guarantees, and other legal aspects. Another challenge is ensuring access to labor, technology, and building materials, making comprehensive planning essential for optimal resource utilization. Lastly, logistics pose a significant hurdle. Ukraine is a vast country with war-damaged infrastructure that needs fundamental reconstruction. Ironically, this same damaged infrastructure must facilitate the logistics of ongoing projects. This will require complex planning, which will evolve dynamically until Ukraine’s rail, road, and energy networks are fully stabilized.
What is the significance of modern digital tools – such as BIM, IoT, and big data analytics – in streamlining large-scale construction project management?
The common belief that the construction industry is slow to adopt innovations is largely true. If we look at how the building process has evolved, not much has changed. However, the situation is different when it comes to design and project management. A lot has happened in this area over the past decades. Computer-based methods supporting the design process, as well as systems assisting investors and contract engineers in their daily work, have become standard practice. For many years, BIM was considered a curiosity, and investors were highly sceptical about this type of modelling for construction projects. The BIM system itself has matured, and today I can confidently say that it is not the future of construction – it is the present. Object-based modelling not only enhances the design process through continuous coordination of all disciplines and clash detection but, more importantly, provides a powerful tool for the project manager and investor to manage the project effectively during both construction and operational phases. BIM, AI, and big data expand the range of information necessary for efficient project management. They enable faster responses to deviations from the original plan and help mitigate risks associated with errors. As a result, construction becomes more financially efficient. If we also incorporate a digital as-built model, which serves as a perfect foundation for building a maintenance strategy, we achieve a closed-loop information system that consolidates everything an investor and project manager need for effective decision-making. While systems will never replace the knowledge and experience of an engineer or manager, they serve as excellent support tools that complement the entire investment process.
Given the increasing pressure to optimize costs and meet project deadlines, what risk management methods and tools does Hill International use to minimize delays and budget overruns?
At the risk of stating the obvious: communication, communication, communication. The investment process is getting shorter every year. Investors expect a quicker return on investment, which in turn means they expect the construction process to be as short as possible. Time pressure increases the risk of errors. That’s why effective communication among all project participants is absolutely crucial. There is no room for misunderstandings, vague interpretations, or avoiding responsibility. The project manager’s role is to create an environment where everyone feels comfortable sharing knowledge and fully understands their responsibilities. Engaging a consultant like Hill at an early stage of investment planning allows us to establish this environment, define its framework, and clearly outline requirements and areas of responsibility for each participant in the process. The project manager must proactively collaborate with the designer and contractor to identify potential risks and deviations from the plan in advance. This requires a smooth exchange of information. Tools such as BIM modelling, IoT, and project management support systems help streamline this process. By eliminating delays caused by the need to distribute physical documentation, all changes can now be tracked almost in real-time. This enables faster responses and more effective decision-making. A project manager must have nerves of steel and a cool head, but with effective communication, the pressure is significantly reduced. As a result, they can better assess the situation on-site and make the right decisions with safety, time, and budget in mind.
Does Hill International’s global presence and the transfer of experience from foreign markets influence the development of construction project management methods in Poland? What solutions have you adapted to meet the needs of our market?
Although construction methods worldwide are quite similar, we cannot overlook cultural differences and their significant impact on project execution. Hill’s presence in multiple markets allows us to gather insights and leverage the best practices from each to provide the most effective advice to our clients. Additionally, the world is becoming increasingly interconnected. The availability of digital tools and the simplification of supply chains mean that constructing a skyscraper in Warsaw, for example, is no longer solely reliant on local resources and materials. Our international operations enable us to expand the range of possible solutions for investors. We can demonstrate how specific challenges have been addressed by our teams in different regions, whether in Europe, the U.S., or the Middle East.
We frequently collaborate with global clients. Our presence in multiple countries ensures that these clients receive a consistent standard of service, regardless of where their project is located. This consistency provides much-needed reassurance for investors, who already face high levels of stress. Additionally, our vast network of experts worldwide plays a crucial role, particularly in projects such as airports, where specialized knowledge is essential—like in the case of Poland’s Central Communication Port (CPK). The philosophy of “think globally, act locally” perfectly describes Hill’s operational model worldwide.
Łukasz Marcinkiewicz – A civil engineer and construction manager with 20 years of experience in project execution, having worked as a designer, contractor, and investor representative. He has extensive cross-disciplinary knowledge and experience in business management, program management, and project management. Throughout his career, he has held managerial and director-level positions in companies specializing in design, manufacturing and supply of construction materials, general contracting, and now project management. At Hill International, he is responsible for the company’s Polish branch and operational activities in the Czech Republic.
Last Updated on March 20, 2025 by Anastazja Lach