Perspective Type: Articles

Architecture is about building the future today and has a role in fostering the next generation of women in the building and construction industry.

An Interview with:

Lisa Bate

Regional Managing Principal

North America at B+H Architects (Member of the Surbana Jurong Group)

Chair, World Green Building Council

Q: Lisa, your career path can be described as anything but linear. Tell us a little about what motivated you to pursue a career in architecture and a focus on sustainability?

A: If you asked me what I wanted to be when I grew up, ironically, it aligns to where I am today. I equally wanted to be either a psychiatrist or designer. A child of a musician/teacher and an obstetrician and gynecologist, I’ve worn many different hats over the years – including a couple of summers walking through the City of Markham in Southern Toronto, Canada, conducting health-checks on all the street trees! My career path has taken many turns over the years; for example, I started my family later in life while having my own architectural practice, before subsequently being acquired by B+H. I then relocated my husband and two youngest children (still in high school then) to Shanghai in 2012 to become B+H’s Managing Principal, China and EVP, Asia – where I supported strategic growth in Asia before relocating back to Toronto in 2016. However, it was this path that shaped my passion for environmentally, economically, and socially sustainable design, in addition to becoming a voice of change for gender parity within the industry.

Q: You were building your career in a time when there was not much female representation in the industry. While that has changed, what challenges do you see women facing in the industry today

A: Being a woman in architecture isn’t easy and while we’ve made great strides, there is still more to do. Many traditionally male-dominated industries in science, technology, engineering, and mathematics are implementing new policies and actively trying to attract women to those disciplines. Finding a sustainable work-life balance as a professional woman is a struggle that many face, regardless of industry. But the attitude towards women in architecture needs to shift to remove barriers to success, accommodate alternate work patterns, increase diversity in leadership and motivate the industry to design for a better future.

Results from the 2016 Women in Architecture Survey (source: The Architectural Review/Results of the 2016 Women in Architecture Survey) revealed that women felt they were underpaid in the field, with 40% of women worldwide believing they would be paid more if they were male. Other concerns were the lack of support within the industry for women to start families when on average, 92% of women worldwide said their workplace did not provide child-related benefits. We also see this in the lack of accommodation for childcare drop-off and pickup. Other data in the same year showed us that women felt highly under-represented.

As the 2017 results (Source: The Architectural Review/Results of the 2017 Women in Architecture survey revealed) rolled out, it looked like women found themselves faced with yet another set of challenges. This time, we found female architects losing their faith in the practice citing sexism, discrimination, and bullying as likely contributing factors. In 2017, a whopping 60% of respondents didn’t think the building industry fully accepts the authority of the female architect. Women in architecture need to find an equal seat at the table with men, and we need to continue breaking down the barriers to their success. The 2018 results (credit source: The Architectural Review/Gender pay gap 2019: Mixed results reveal architecture has ‘long way to go’) revealed that in most practices, at least 67% of the highest earners were men although women were more than twice more likely to work 10 hours/day at least once a week. In 2019, the survey looks to include an additional variable of race & origin as part of the data, anticipated to demonstrate further factors challenging women in the profession.

Q: How did these challenges impact your career trajectory?

A: I had my first childbirth at the age of 35. My first daughter, Julia, arrived almost one month earlier than the expected delivery date, and I had pre-arrangements to meet with clients from Holland three weeks before I was due. Subsequently, I found myself attending my meeting one week after my daughter was born. There I was, with a pager on my hip and my mother on standby in a coffee shop at the base of the building armed with bottled breast milk, with no idea if Julia would take it or if I’d be paged to come quick. I also remembered taking many conference calls while nursing a baby in a closed room with my phone on mute.

 

Like many other women in the industry, I didn’t felt like I could put my career on hold to grow and take care of my family. It was business-as-usual because I was well-aware of the detrimental effects of having a baby, while at the same time, juggling my career.

 

Q: Why do you think female representation is important in architecture and green design?

A: In June 2018, moving my seat at the table from the side to the head as the first ever female Chair of the World Green Building Council (WorldGBC), I am aware that our industry is facing unprecedented challenges on the green front. We see climate change in action with the rise of wildfires, droughts, and flash floods, which account for huge human and financial costs. Solving these complex problems require technical, creative, and diverse leadership skills. And yet, our sector is missing out on an abundance of female talent and leadership.

 

Our world is in dire need of community builders. This is precisely why I advocate gender equality in architecture and a shift in gender perceptions within the industry. We need focused attention on our homes, workplaces, schools, public spaces, care centres, neighbourhoods and communities to embrace the diversity of cultures, beliefs, preferences, education, and economics of a highly interconnected world. Connection stimulates pride, well-being, purpose, tolerance, and prosperity. Focusing on monetary output do not necessary breed prosperity, but focusing on our core values, vision, passion, and open-mindedness do.

 

But it is not just about mitigating climate deterioration. Architecture is about building the future today through sustainable and resilient designs that achieve wider societal goals. Green buildings preserve our precious natural resources and improve quality of life, providing healthier and happier places for people to live, work, play, heal, and learn. Building green grows jobs, the economy and thriving communities, while lowering energy costs and increasing property values. This is good for consumers and businesses.

 

I’ve seen these benefits first-hand in buildings like Mohawk College’s Joyce Centre for Partnership and Innovation  (Credit source: Canada Green Building Council/ The Joyce Centre for Partnership & Innovation at Mohawk)(refer to illustrations 1&2 below), a Net Zero Carbon (energy, waste and water) project which I co-steered at B+H Architects, alongside Joanne McCallum of McCallum Sather Architects – a long time friend, mentor and alumnae of the board of the Canada Green Building Council. Opening last fall, it is the second project – and first institutional building – to receive Canada’s Net Zero Carbon Design certification and is poised to achieve Net Zero Carbon certified operations, maybe even Net Positive Carbon Operations this month when it completes the required full one year occupancy period. WorldGBC’s Advancing Net Zero initiative aims to make this happen on a global scale – a future where every building produces zero carbon emissions by 2050.

Q: What do you hope to accomplish as a green leader and what tips do you have for women in the industry?

A: We can get the ‘Whys’ but more importantly, we need to understand the ‘Hows’. I’m committed to fostering the next generation of women in the building and construction industry.

 

We have a role to play in showing what doing good looks like in our sector; showcasing individuals and companies making progress to inspire others and sharing a diverse evidence and knowledge base that result in stronger returns. Leaders can set an example, ensuring diversity and inclusiveness at the top. On a practical level, we will need to move quickly towards ensuring equal pay, meaningful part-time work and employment flexibility. We will need to commit to recruiting equitably, support and mentor aspiring women.

To aspiring women out there, I would say: Think boldly, push boundaries and make your voice heard. Do not be afraid to move outside of your comfort zone and to grab opportunities as I had to when progressing into a male-dominated management environment. Ask, or even demand, to be mentored and use your learning and emotional intelligence to plan your career and develop your skills. The challenges we face bring opportunities for society, for the environment, for our economy, and for women. The time is right to raise our ambition so that all talented women can find their seats at the table.

** End **

Connect with Us

Lisa Bate

Email: Lisa.Bate@bharchitects.com

Keynote speech by Liew Mun Leong
Chairman, Changi Airport Group and Surbana Jurong Group
At The Complex Systems Design and Management Asia 2018
6^th Dec 2018 at NUS University Town

While some air travellers may still appreciate the sophistication of aerospace technology while flying, few can visualise that an airport is just as, if not more complex, in its system design. An airport is indeed, in my opinion, one of the most complex public infrastructures to build and operate. It has to cater for basic functional efficiency and safety in the handling of aircraft, passengers and baggage; and of late, meet passenger demand for shopping, dining and entertainment so that they can pass time comfortably while waiting for aircraft boarding. It is a difficult piece of what we would call “mixed developments” (i.e. residential homes, hotels, service apartments, offices, shopping malls integrated in a development) in real estate jargon.

The Aviation Industry Landscape

The global aviation industry is now booming. International Air Transport Association (IATA) has forecasted that global air travel will increase from 4.3 billion annually in 2017 to a whopping 8.2 billion over the next two decades. The exponential growth in air travel – both for business and leisure – can be attributed to the swelling middle-income group with growing wealth in countries like China, India and ASEAN, globalisation and its demand for connectivity, entry of affordable low-cost carriers, and improved aviation technologies which have enabled ultra-long-range air routes and more fuel efficient aircraft that has lowered the costs of flying.

Global Shortage of Airports 

With the rapid increase in air transport demand, the industry will obviously need more planes, pilots, crew and other parts of the aviation supply chain, but fundamentally it will need more airports. This basic transport infrastructure is understandably missing in infrastructure planners’ minds, especially in developing countries as they focus more on urgent domestic needs such as roads, bridges, rails and housings, etc. There is now a shortage of airport infrastructure worldwide to meet the global aviation growth. IATA estimates that out of the 55 mega aviation cities, 47 – mainly in Asia – are constrained by runway and terminal capacity limits. For the top 100 airports in Asia, 52% need more terminal capacity and 69% will be short of runway capacity by 2030.

Asia’s shortage of airports is more critical in view of it being the region with the fastest economic growth. While US with a population of 326 million has 919 airports, China, with 1.3 billion people, is only served by 229 airports or 25% of that of the US. It is reported that China is rushing to build 10 airports every year now. Similarly, ASEAN, with a population of 639 million people only has 370 airports, or twice the population of US but with only a third of its airports. It is clear that Asia has to build and operate more airports to be more efficiently connected to the world to keep up with its fast economic growth

Airports as Complex System of Systems

Because an airport is a very demanding public infrastructure, it usually takes a long time – typically six to ten years — to plan, design and to get it commissioned for operations. The complexity of a modern airport includes meeting “predictable demands” such as efficiency in handling passengers and baggage, ensuring safety and security, serving F&B and shopping needs, and providing comfort and entertainment for waiting passengers passing time in the airport.

The system also has to deal with unpredictable demands such as managing entropy (i.e. lack of order or predictability) within the system (e.g. delays from upstream airports), as well as handling major disruptions arising from the external environment (e.g. volcanic ash in Iceland and Bali). An airport is hence a complex system of systems. It has complex interdependencies between aspects of airport operations, e.g. ground transport, air traffic control, terminal and airside operations, and cargo operations. One failure will automatically trigger adverse consequence in others.

Within each system, there are also multiple components that operate in an independent and yet interdependent manner. For example, efficient passenger processing within a terminal requires check-in, immigration, security, flight information and baggage handling systems to work in an integrated manner. Above all, an airport will require multiple stakeholders to work hand in hand together as an integrated system. These include government agencies such as the immigration authorities and customs, operational entities such as airlines, ground handling companies and security providers, as well as commercial players running retail concessions.

Let’s use Changi Airport as an example to explore system complexity in designing and operating airports. I will discuss a few common airport features to illustrate their complexities.

Complexity in Airport Planning and Development

There are four key considerations when planning for terminal capacity. They are: terminal handling capacity, minimum connecting time, technology in process designs, and last but not least, retail and entertainment for passengers to pass time while waiting in the terminal.

Terminal Handling Capacity

Passenger terminals serve as a node for the dynamic processing of passengers, baggage, aircraft, vehicles, visitors and staff going through the various touch points and inter-dependent sub-systems. A bottleneck at any touch point will affect the entire system throughout due to a domino effect.

For instance, a bottleneck at departure immigration due to insufficient number of counters will result in passengers not being able to board their planes on time and delay aircraft departures.  Consequently, aircraft are held up at the boarding gates for longer than the scheduled time. This results in reduction of gates/parking stands for inbound aircraft which creates delays in arrival flow. Aircraft will have to circulate in the air for longer periods or park at remote gates which require busing of passengers to the terminal. Baggage claims will be delayed as arrival flights are now bunched together resulting in insufficient belt capacity.

Planning for Peak Hour Demand

Although airport capacity is generally measured in terms of millions of passengers per annum (mppa), what is more critical for operational efficacy is to evaluate the number of passengers that an airport can process at peak hours demand. This varies according to different peak hours for different airlines that are flying to different geographical locations. For peak hour capacity planning, IATA has recommended a guideline known as the “Level of Service of Framework (LOS)”. For example, in check-in halls, IATA’s optimum LOS is 2.0 to 2.3 square metres per passenger. In Changi Airport, we planned for 4.0 square metres per passenger in parts of the check-in hall with high trolley circulation, which provides for greater system resilience to handle entropy and exogenous shocks or disruptions

Minimum Connecting Time (MCT)

MCT is defined as the minimum time required for a passenger to connect between an arrival flight and a departure flight. Achieving a short MCT is crucial for a hub airport as shorter connecting times makes the airport more attractive for transfer passengers and airlines. In Changi, MCT within and between Terminals 1,2 and 3 is set at 60 minutes with transfers to and from T4 requiring an MCT of 90 minutes. MCT is affected by two key operational flows that work in tandem: passenger movement and baggage conveyance. Passenger movement times are affected by four factors, namely, efficiency of air traffic control for on-time arrivals, ease of wayfinding, speed of people mover systems (connecting walkways or Skytrains) and finally, efficiency of security checks.

Baggage Handling System

Baggage handling is probably one of the most common airport facilities which can positively or negatively affect passengers’ experience. Airports must get it right. Baggage conveyance is affected by three factors: efficiency of air traffic control for on-time arrivals, efficiency of ground handlers in off-loading and transport of baggage, and finally but crucially, the Baggage Handling System (BHS) performance. The BHS is itself a highly complex engineering sub-system. For transfer passengers, it comprises baggage induction at the integrated transfer lines, hold baggage security screening, as well as conveyance to the early baggage storage system for bags whose next departure times are more than 3 hours away. The BHS engineering design must be efficient, reliable and precise.

Technology in Process Designs

Technology is a key factor in delivering the required capacity for airports with increasingly complex operational requirements. This is particularly important as we face severe manpower constraints for ground handling agents and government agencies like the Immigration and Checkpoints Authority (ICA) to handle the fast growth in passenger traffic.

Changi Airport has invested extensively in passenger processing technologies, the latest example being the Fast and Seamless Travel (FAST) programme in T4. This is the world’s first integrated end-to-end biometric self-service flow for passengers across four passengers processing touch points: self-service check-in kiosks, self-service baggage drop, automated immigration gates and automated boarding gates. All four automated touch points are unmanned and use facial recognition technology. FAST has significantly improved the performance of T4 in processing departing passengers. Check-in throughput has increased by 30%, leading to less waiting, queuing and clearance times. Manpower productivity has improved, with airlines and ground handling agents saving 20% manpower. Advanced facial recognition technology has enhanced reliability of security checks as risks of human error are reduced.

Retail and Entertainment — One of Changi Airport’s Winning Experiences!

An airport is now no longer just an air transport infrastructure. Besides efficient processing of aircraft and passenger movements, the modern airport has to enhance passenger experience at the airport terminal. At Changi, there is a wide array of options for shopping, dining and entertainment, including beauty care, gyms, a swimming pool, and even a butterfly garden to cater to passengers with long transfer times. In fact, at Changi, as much as 43% of our revenue is derived from our retail operations. As such, planning for such non-aeronautical commercial facilities need to be given equal importance in the design of the terminal space. To keep up with the interests of our passengers-shoppers, the retail offerings need to be regularly rejuvenated to maintain and enhance their shopping experience. We have more than 60 million passengers-shoppers a year, and it makes a lot of commercial sense to drive greater sales conversion when they are captive within the terminal.

Complexity in Airport Operations – Collaborative Decision Making in Airport Operations

In a complex airport system, managing entropies such as a fire break-out, which can generate chaos, disorder and inefficiencies within and across the various sub-systems, is crucial. One global incident is the 2010 volcanic eruption of Eyjafjallajokull in Iceland, which resulted in massive flight cancellations from Singapore to Europe, stranding passengers at Changi Airport. Yet another alarming case was the recent flooding of Kansai International Airport in Osaka due to typhoons, which totally paralysed the whole airport, overwhelming even the Japanese who are normally very familiar with and well-prepared to handle major natural disasters.

Airport operations have to be planned to handle system entropies to avoid severe disruptions, no matter how unexpected they may be. This requires decision making support tools that can analyse dynamic traffic conditions in real-time and facilitate coordination of various activities across multiple stakeholders to respond in a swift and integrated manner. Changi Airport has implemented an Airport Collaborative Decision Making system, which is a common platform to share information amongst all airport agencies, so that they can make best use of their resources based on timely updates on statuses for each flight. This will enable operators to predict the downstream timings of an aircraft the moment it arrives at Changi, the most important of which is the estimated time when it is ready for its next departure. Because of improved predictability in flight times, airport resources such as runways and parking stands can be used more optimally.

High Service Levels

Having the best physical infrastructure and technology is insufficient for Changi Airport to win and maintain itself as a successful air hub. We have to focus on having the necessary software — system and processes — in place to deliver a world class experience to all airport users. Ensuring a good experience for passengers that is personalised, stress-free and positively surprising is the winning point of Changi Airport’s DNA. This requires Changi Airport to have the discipline to establish and enforce the standards of efficiency and service quality across all touch points all the time. This includes pleasant encounters at immigration, customs, tax reclaim, baggage claim, trolley collection, information counters, retail outlets, entertainment facilities, and even within our toilets. There is a long list of incidents which can make passengers very happy or unhappy. We have to constantly measure performance outcomes and to take follow-up actions to remedy any shortcomings, and at the same time provide comprehensive training to all staff including our airport partners.

Conclusion

An airport is a highly complex system where it has to manage both predictable demands expected from its role as an air transport infrastructure, as well as to handle unpredictable demands arising from entropies and disruptions. Expectations of performance and competition for an international air hub is increasingly high.

For Singapore, our airport — and only one — is an important economy strategy. It has multiple economical effects of connecting the city to the world and vice versa. In addition, the airport is like the face of the country, being the first and last point of contact for visitors, and giving either good or bad first and last impressions of the country. Therefore, having the right systems design, technology, processes, and most crucially, people would be critical to ensure our continued success in this highly complex and competitive aviation industry.

I am proud to say that Changi Airport has been able to deliver good passenger satisfaction consistently since our opening in 1981. This is demonstrated by winning more than 580 Best Airport Awards by various ranking agencies, though I keep repeating to our colleagues that winning many best airport awards is the outcome and not to be mistaken as our obsessive goal. I did a mental calculation recently that with the airport processing an average of 160,000 passengers a day, just 1% dissatisfaction rate would mean complaints from 1,600 upset passengers. Even at 0.5% dissatisfaction rate we would have displeased 800 passengers a day. Imagine 800 passengers writing emails, texting messages and making phone calls to us! However, it is reported to me that we have been able to keep the number of negative daily feedback to less than 100 a day, meaning a dissatisfaction rate of less than 0.1%. But of course, we do not know how many may have kept silent about their unhappiness and not bothered to complain to us at all! The important point is to learn from these feedback or complaints that we have received and continuously improve our operations to meet users’ expectations. Never just be defensive.

Presently, Changi Airport possesses strong foundational infrastructures that have been put in place, and we continue to undertake progressive improvements and expansions. With our good track record and excellent operational performance, barring unforeseen world events that may have catastrophic effects on global travel, Changi Airport is, in my opinion, well poised to continue to excel as a good international air hub.

I have spent 15 years living in Beijing and Shanghai, designing and planning projects (from remote locations to mega cities) across China. After moving to Seattle, I am struck by some differences between planning developments for the Far East versus the West.

Let’s Talk About Scale!

In China, growth is happening on a massive scale. New super-scale cities emerge where industry and agriculture once stood, while vast corporate campuses bloom around elaborate infrastructure systems. Some take the form of “Elevated Cities”, where extensive subterranean logistics, services, and infrastructure networks are built to free up the airspace above for expanding hi-tech industry campuses and to make room for residential development (please refer to Diagram 1). The Chinese take this growth and expansion as a sign of prosperity.  Although development is happening on a large scale, there are lessons to be learned to ensure that it doesn’t eradicate structures that are steep in heritage and culture.

In Seattle, there seems to be a general perception that new developments tower over buildings that existed there before. Density and height discussions on aesthetics and visual impact seem to take precedence over benefits for the common good. The long-term socio-economic benefits and opportunities are often overlooked and depreciated.

Planning with Interests at Heart

Projects in China set out with the highest of intentions. Clients are often driven by the desire to do what it takes to create truly sustainable solutions to environmental, social and economic prosperity.

Trade-offs diminish barriers that many developers face. For example, China makes it economically viable for developers to provide housing for displaced citizens and communities. The proportion of these units is significant, compared to the scale of the overall mix of market-value units tucked in the density of the new development. In some instances, displaced citizens object to relocation or hold-out for greater compensation from the developer. This can result in citizens becoming physically isolated while construction proceeds around them, insisting on holding their grounds until a resolution is agreed with the developer (please refer to Diagram 2).

For the developer, the belief is that this approach improves living standards and creates better access to jobs. However, the homogeneous norms designed to attract new residents to “destination” cities, do eradicate the cultural and historical foundations that anchor communities to a sense of place.

High Tide Lifts All Boats

As the Puget Sound region (a coastal area of the Pacific Northwest in the U.S. – State of Washington), and Seattle in particular, strives to densify, there are lessons to be learned from China’s human-focused development practices.

Developers in Seattle can take advantage of a high tide that could lift all boats. There are tremendous opportunities to reframe our mindset towards future developments, especially as we invest in new transit links that will create opportunities for better city and community building. As city planners, we should:

1. Look beyond the fence. In our strategic planning practice, we invest a lot of time in thinking holistically about the mix of adjacent businesses, services and opportunities beyond site boundaries. What is already there, and what is missing?

Thinking how adjacent stakeholders can benefit through a shared vision creates opportunity for extended capital partners and serves the entire community, not just the development’s target population.

2. Paint an irresistible vision. The most sustainable developments are those embraced by the community at large because they create local economic engines that benefit the whole. A compelling vision of community living provides desired amenities, services, jobs and social attractors. This vision becomes a narration that animates communities and turns naysayers into strong advocates.

While the approach in the past in China has been to gamify a community through thematic approaches, future generations desire a sense of authenticity that reflects a region’s unique assets and attributes.

3. Density creates room for old and new. Despite the government’s best intentions, swanky new developments in China have created enough density to support housing for existing and new populations, but have no sense of history or culture. New populations struggle to bridge the economic divide that separates the new middle class from the developer’s image of prosperity for all.

As we look to solve our own increasing disparity, we need to create more than just the density to support affordable housing. We must seek to intermingle low-income and affordable units within a development that also provides easy access to well-paying jobs, childcare and support services for all segments of the population, removing the “us” from “them” stigmatization. (Please refer to Diagram 3)

4. Mix, scale, flex, apply. We often over complicate simple things. Programming is easily adaptable, and the model is flexible. Each development can have a different driver: a community college, a hospital, a corporate headquarter. The secret lies in identifying the critical mix of social and community spaces, services and amenities that will allow each neighbourhood to thrive. Residential developments cannot be the driver alone.

As we plan communities, we should pay more attention to human factors that matter most. Desirable places to live offer a diverse mix of programmes that create a self-sustaining, locally relevant socio-economic environment. Short-term profit margins and schedules will ultimately fall short over time if they ignore the importance of the very things that bind us.

Conclusion

Planning cities that will continue to thrive in uncertain times requires a strategy that supports long-term resilience.

The built form of our cities is the infrastructure that supports human, social and economic activity. It is interdependent with the surrounding natural environment. Recognising that cities are an expression of human needs and desires, requires that resilience planning begins at the community level. As each of the risk that surrounds us increases in scale, our planning must enable us to respond at scale.

The high tide that lifts all boats can be the global knowledge acquired through the urbanisation and development of our cities over time. Many problems faced in one location have already been solved in another. Much can be learned and many issues addressed through open connectivity and communication. To achieve this heightened awareness and global knowledge, we need to build both the physical and the digital infrastructure to share information and solutions effectively. Global connectivity creates a living network of diverse experience that can be shared and built upon to solve today’s complex urban challenges and anticipate future change.

This article was first published in Daily Journal of Commerce (https://www.djc.com/news/ae/12116875.html)

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