On reflection 2011 - Amec

Cover from left to right:Clean EnergyLeft: Jill Butterwick, VPEAdministrator and right: MarkJackson, Senior InstrumentEngineer; Darlington, UKOil & GasYawen Wang, Deputy GeneralManager of SZPE AMEC;Shanghai, ChinaEnvironment & InfrastructureLeft: Tirrell Day, Project Engineerand right: Matt Tiller, ProjectEngineer; Kennesaw, Georgia, USMinerals & MetalsDesmond Tranquilla, ProjectManager; Detour Gold’sDetour Lake project, NorthernOntario, CanadaThis page:From left to right: Sam Choi,Civil Engineer; Paula Fortín,Environmental Engineer; CarlaMunoz, Bioengineer; workingtogether in the E&I office,Santiago, ChileAMEC stands on two main pillars- its people and its customers.”Samir Brikho, Chief ExecutiveCONTENTS

Contents04 Creating a culture for successSamir Brikho06 Focus on customers: makinga difference through our deliveryNeil Bruce08 Transforming our businesscreating Environment & Infrastructure (E&I)10 Delivering excellently and safelyin Power & Process Americas (PPA)12 Never compromising on safety14 Why customers choose AMEC15 AMEC on the world stage16 Growth through strong customer relationshipsin Europe and West Africa (EWA)18 Strengthening relationshipswith new and existing clientsin Natural Resources Americas (NRA)20 My Future is about our future together22 Developing our people across the worldthrough AMEC Academy24 Working with communities26 Achieving success through our peoplein Power & Process Europe (PPE)28 Working together to achieve successin Growth Regions (GR)30 Delivering projects the AMEC Way34 Acting with integrity– everywhere, all the time35 Have you had an AMEC Moment?CONTENTS

Creating a culturefor successSamir BrikhoChief ExecutiveCustomers, people, growth – delivering The AMEC WayVision 2015We need to be sensitive to ourcustomer needs and able to mobiliseour people to provide the right solutionsat the right time.”At the end of each year, I regularly review the pasttwelve months and set expectations for the next twelve.When it comes to our customers, people and business,AMEC accomplished a lot in 2011 on our journey to Vision2015. You will find a lot of great examples elsewhere inthe publication. Let me share my own thoughts.Creating a customer-focused mindset/companyI am happy with what we achieved in 2011. Not only didwe attract new customers, such as GDF SUEZ, URENCOand MWCC, but we also successfully built on previousrelationships, for example with ConocoPhillips, BG, BPand Magnox.When I speak with our customers about AMEC, one ofthe things I keep hearing is that we have changed – thequality of our skills and capabilities has dramaticallyimproved. The best evidence of this improvement is thenumber of new project wins – by improving continuouslywe continue to attract a lot of good business.Improving our employer brandI am delighted that more than 20,000 of us have beenin touch with AMEC Academy in 2011. In a way, peopledevelopment is like dancing a tango; it requires two tohave a nice dance. Through the AMEC Academy wehave been working hard to pave the road for all ouremployees to develop. Now it is time for you to takeresponsibility for your own personal development.You should challenge yourself and your line manager:it’s time to enhance your strengths and address yourweaknesses. That’s something we need to continueto work on in 2012.Transforming the way we workIn 2011, AMEC has become more tightly united when itcomes to collaboration. We started to see more projectsspreading across different sectors and business units.But as I am a perfectionist and aspire to excellence,I am not satisfied with the status quo. I believe we cando much better. People need to talk to each other more:within and across departments, business unitsor sectors – only then we will be able to work trulyas one AMEC.Building a company culture for successThere are lots of aspects to the culture I’d like to haveat AMEC. Our culture should mirror our values andCode of Business Conduct, which we re-launched in2011. I believe having a strong united culture will takeus a very long way.4 |CONTENTS

Focus on customers: makinga difference through our deliveryNeil BruceChief Operating OfficerExecutive DirectorCustomers, people, growth – delivering The AMEC WayVision 2015What makes us different? Excellentdelivery, focus on customers, and mostof all, our people.”As I reflect on 2011, I think it is fair to say that it has beenanother challenging year for us all.It’s been a year of success, with some great contractawards and good progress towards project delivery theAMEC Way. Just this year we’ve seen the publication ofthe project management plan (PMP) and the projectdelivery policy, the start of Convero’s modernisation,and the AMEC Academy development programmes tosupport our consistent project delivery. All this hasmeant a huge amount of effort from our project deliveryand business support functions.I’ve seen a real focus on customers, with some greatawards from our global customers such as BP and EDF.We’ve also seen excellent project delivery on existingcontracts, large and small.I’ve seen significant achievements in global andlocal employee development, and am proud of ourefforts to achieve Beyond Zero, highlighted by thenew Global HSSE awards.Last but certainly not least we have welcomed thousandsof new colleagues, including those in BCI, MACTEC(now AMEC), Zektin and qedi, strengthening our globalcapabilities and footprint, while the integration of earlieracquisitions, such as Minproc, also continues. It is onlywhen we look back we can see how far we’ve come tobreak down barriers across our geographies andcapabilities to have a real one AMEC approach.However it’s also been a tough year.The economic climate continues to roller-coaster,affecting some of our markets, and therefore ourcustomers, more than others. In this climate achievingglobal excellence and consistency in our project deliverywas never going to be easy, and making real changesin how we work day to day is always challenging.Although we have made great steps forward withthe establishment of the AMEC Academy, I want tosee our employee development make a differenceto more people.We have seen the highlights of Beyond Zero, but peopleare still getting hurt. We may now be 27,000 people, butto have no one hurt is still our goal.The addition of so many new people to AMEC also bringsits challenges, not least in the hard work of integration.This is never easy, and always requires compromisesomewhere. However if we are to achieve our 2015 goals– which are of course challenging in themselves – it issomething we have to do.However despite the challenges and the hard work, I’malso pleased to see that we have time for others. We’ve along held belief that being a sustainable business is theonly way to operate, which means of course safely andfor the long term.That also means helping our local and globalcommunities so it is great that you all continue to giveyour time, energy and money to help others.6 |CONTENTS

03010201 AMEC board and seniormanagement visit WestBurton, UK (shown above).They also visited Sellafield,UK to find out more about thedecommissioning of the siteI’m often asked what makes us different. Excellentdelivery, focus on customers, focus on safety, and anability to network across markets and geographies areall key. However I also think AMEC is made up of greatpeople, people we like to work with, and people who thinkabout others. It’s part of our culture.At the end of 2011, although we have a way to go in ourjourney to 2015, I think we should be proud of how far wehave already travelled, of the difference we’ve made, andof our colleagues, new or long-standing.02 More than 100 AMECemployees from offices inCanada, Mongolia, Australia andthe US are involved in six separateprojects associated with thePhase 2 underground expansionof the Oyu Tolgoi mine site.This will see a 90,000 tpdunderground mine, concentratorexpansion and relatedinfrastructure added to thecurrently under-constructionopen-pit mine and concentrator03 Presenting at the AMECglobal conference “Customers,customers, customers,”March 2011,Toronto, Canada04 AMEC awarded three-yearservices contract for all BGGroup’s North Sea upstreamassets (photo is of BG’s NorthEverest Gas production platform)047 |CONTENTS

Transformingour businessCustomers, people, growth – delivering The AMEC WayVision 201501 A project designed by AMEC -the widening of US 93 fromHoover Dam to Mile Post 17 -has been chosen as a PublicWorks Project of the Year by theArizona chapter of the AmericanPublic Works Association01Hisham Mahmoud, President of E&I, says:2011 has been a year of transformation for E&INot only did we change the name of thebusiness unit to better reflect the servicesand capabilities, by acquiring BCI andMACTEC we added some 2,800 people toAMEC. As a result, in 2011 we were primarilyfocused on full integration of E&I across allof its businesses and geographies, includingprior acquisitions - AMEC Entec in the UKand Geomatrix in the USI am confident in 2012 we will benefit fromintegration and positioning ourselves in themarketplace with our newly acquired skills.We have already seen some benefits in 2011 –winning a wider variety of projects and addingnew customers from the acquired companies.In 2012:We will be increasing our focus on developingour people, customers and safetyWe plan on expanding geographically intoother regions by further acquisitions aswell as organically in places where AMEChas offices.We used to think wewere big with 2,600 employees,but now we’ve got the powerof 27,000 people supportingus, around the world.”David Goershel,Georgia Area Manager(former MACTEC employee)We are already adding staff to those locationsand working with AMEC customers.8 |CONTENTS

02Our Technical Summit truly showshow E&I skills can distinguish AMECin the industry.”02 From left to right: CharlesRichardson, Survey FieldCoordinator and James Cooley,Registered Land Surveyor; floodresponse and recovery project,Nashville, Tennessee, US03 From left to right: MichelleDaniel, Tirrell Day and MattTiller, all project engineersworking together in Kennesaw,Georgia, US. All joined AMECwith the acquisition of MACTECHisham Mahmoud believes there is incredible talentand skills in E&I which all of AMEC can benefit from.Every year E&I’s experts submit abstracts highlightingtechnologies, projects and case studies from across theglobe; the highest rated are selected to present to theircolleagues at the Technical Summit. The 2011 Summitwas in Atlanta and employees from across E&Ishowcased a variety of innovative solutions, including:Clean Energy sectorSiting and permitting for an offshore wind farm inNew Jersey comprising of six windmills, through theUS Army Corps of Engineers and the NJ Departmentof Environmental Protection. Projected completiondate: 2012. If permits are obtained, this will be the firstUS offshore wind farm. Presented by: Charles HarmanMinerals & Metals sectorAn innovative approach to reclaim tailings supernatantfluid for Newmont, improving on conventionaltechnologies. The proposed new system eliminatesthe need for the complex ramp system and consists ofthree cart mounted pumps capable of pumping 3,500gallons per minute each. Presented by: Kevin LutesWater sectorHelping Welsh Water with integration of waterresources management planning and river ecologyin Wales, UK. This involved the development of awater resources system model to allow modellingof proposed changes to river regulation andcompensation flows. The second phase includedassessment of the resilience of the supply system.This project represented advancement in our waterproject track. Presented by: Chris HughesOil & Gas sectorThe recent Gulf oil spill highlighted the importanceof using scientifically defensible information uponwhich to base leasing decisions in offshore waters.The Bureau of Ocean Energy Management,Regulation and Enforcement commissioned AMECto create a system that would improve the speedwith which environmental studies are performedwhile maintaining scientific defensibility of theresulting decisions. This system (EcoSpatialInformation Database) is an environmental databasethat makes relevant ecological data readilyaccessible. Presented by: Lonnie Hearne039 |CONTENTS

Delivering excellentlyand safelyCustomers, people, growth – delivering The AMEC WayVision 201501 From left to right: BrooksGibson and Pat Bulman reviewingpiping system at Dominion Power’sChesterfield Power Station,Virginia, US0110 |CONTENTS

0203Tim Gelbar, President of PPA, shares:In 2011:Safety – we have continued to keep our peoplesafe every day. Much of our success in otherareas of the business stems from this focuson safetyPerformance on projects - whether we wereproviding engineering, project management,or full service Engineering, Procurement,Construction (EPC) services, our project teamsmet and often exceeded clients’ expectations.As a result, a number of our projects in 2011were repeat business from satisfied clientsExcellent execution - throughout the year wehave emphasised ‘excellent execution’ in allareas. I am especially proud of how PPA hasserviced our clients. Not only have our peopleperformed well on projects, but they have alsoprovided additional value to clients by helpingthem achieve their overall business outcomes.In 2012, we will focus on:Growing the business in each of our marketsby capitalising on the specialised expertiseof our engineers, project managers and theexcellent execution of our EPC teamsExpanding our North American nuclearbusiness into the US. This effort will drawupon our AMEC Way approach as we workacross business units and geographiesStriving for the highest safety standards andensuring that none of our people are hurt.02 AMEC was named GlobalLicense Support engineeringfirm for INEOS Bio’s Wasteto-Bioenergytechnology inNovemberTim Gelbar believes there are several projects which areexemplary when it comes to safety, performance andexcellent delivery. One of them is the Packaging CorporationAmerica (PCA) project, finished at the end of 2011.This project ticks all the boxesfor me – excellent delivery aheadof time, great safety record, strongclient relations.”Bryan Campbell, Project Manager on the PCA project,US, echoes these views: “We had EPC responsibilitywhich included the installation of a new recovery boiler,53MW steam turbine generator, new central controlroom for the mill and a concentrator addition to theexisting evaporator set. The project is intended tosignificantly reduce the manufacturing costs as well asreduce fuel and electricity purchases by up to 75 per centin the mill. The project team identified 20 critical03 IPR-GDF SUEZ team (formerlyInternational Power Canada Inc.)reviewing a site layout drawing,Oakville, Canadamilestones at the start of the project and was successfulin achieving all of them.“With the manpower peaking at over 400 people on asmall site, focus on safety awareness, accountability andtaking action was paramount. We provided engineeringand construction services, so the relationship betweenthe two was very critical to the success of this project. Itwas construction-driven and our engineers were open tothat and receptive to making adjustments. So, cooperationinternally can make a great difference as well.“The most important was the relationship we forged withthe client – and we managed to build a very strongrelationship. We developed a plan, and had people atdifferent levels communicating on a consistent basis withtheir key client counterparts. We were honest regardingwhat we could achieve and by working together, we wereable to realise the delivery ahead of schedule. Thecustomer was very happy and the project turned out tobe successful for both parties.”11 |CONTENTS

Never compromisingon safety2011 Global HSSE awardsPeople, The AMEC WayVision 2015In 2012 we will focus on thehard work and operations leadershipthat are the backbone of gettingHSSE right.” Chris Bond0103The high quality of submissions for the 2011 Global HSSEawards, and the examples shown opposite, demonstratehow seriously AMEC takes health and safety. We knowour customers recognise and value our approach. Justone example: NRA recently received a prestigious awardfrom Chevron’s Environmental Management Companyfor ‘excellent safety performance’ for our Beyond Zerowork in Latin America and the Caribbean.Yet we can never afford to be complacent. We need tolearn from our high potential incidents* and apply thoselessons throughout the organisation. In 2012, we will beconcentrating specifically on three of our key risk areas,namely: working at height, working around energysources and driving.As AMEC continues to globalise its operations, we mustbe able to protect our employees in new countries orregions. Nigel Carpenter, Group Security Director, saysGroup Security can assist: “In 2011, I was particularlypleased with the safe evacuation of expatriate employeesfrom Libya. This involved teams working together undergreat stress to achieve a successful outcome.”Linzie Forrester, Occupational Health and EnvironmentalManager, adds: “Management of environmental issuesin all we do is a key element of our sustainabilityprogramme. It’s important in protecting and enhancingour reputation, with the increasing legal and otherpressures in this area. Having global standards andexpectations is vital and a key element of providingconsistent delivery to our customers.”0201 People award winner, EWA. From left to right:Christianne Wotherspoon, HSSE Advisor and Neil Bruce02 HSSE Excellence winners, PPA. Keven Dunham,Project Manager and Craig Woodall, Operations Manager03 Beyond Zero award winners, NRA. David Michie,HSSE Director; Ross Macaskill, HSSE LeadershipCo-ordinator and Samantha Cavanagh, HSSEPerformance Team Leader0404 Best Practice award winners, EWA. Rob Rose, ProjectManager and Martin Clarke, Construction Manager* Those which could have escalated to serious multiple injuries,fatalities, asset damage or pollution impact12 |OUR VALUES Never compromising on safetyCONTENTS

You can look at the numbersall day long, but if you can’t meet withthe personnel in the field, and seetheir level of commitment, then it’sa delusion of reality.”On the Clair Ridge team, we wantto ensure that all team membersunderstand our core values: safelydelivering quality.”Our focus is to keep everyoneworking on a regular basis - and safeon a continual basis.”Chris MieleSafety and Health Manager, US Navy, Moffett Hangar1 Cleanup Action, E&I, Seattle, Washington, USHayton CramphornHSSE Manager, BP Clair Ridge project,EWA, London, UKWayne TackaberryConstruction Supervisor, Procter & GambleBrockville site, PPA, Oakville, Canada“AMEC is the prime contractor on this project whichwe won because of our prevention by design approachto safety. My responsibility is to oversee the safetyprogramme for AMEC staff, subcontractors and the public.“The project has many critical safety hazards whichrequire continuous vigilance. Every week we provideprogress updates on the quantitative air sampling andmonitoring data to all staff and project stakeholders.We hold regular meetings to keep staff and the publicinformed of these updates and aware of any dangersand preventative measures.“Our biggest challenge is finding the right people whoare willing to commit to delivering the project safely.This project wouldn’t be a success without our dedicatedteam who make safety their core value; the collaborationwith our subcontractors, who have adopted AMEC’sBeyond Zero philosophy; and our management, whoseintegrated health and safety system begins in theprocurement phase of the project. Our client sharesour dedication to safety.”“One year on from the Macondo (Deepwater Horizon)incident, the Clair Ridge Steering Group of which I ama member, agreed that we needed to take time out andreflect on the impact this had on BP and how someof the learnings from this and other major accidentsare being managed in the design of Clair Ridge.“The result was a Clair Ridge ‘Safety Day’ hosted by BP. Twohalf-day workshops were held to accommodate all 600personnel (including AMEC, BP and subcontractors). Theday consisted of three safety presentations; Human Factorsin Major Accidents, Managing Major Hazards on Clair Ridgeand Deepwater Horizon Drilling Lessons Learned.“The investment in this event proved very successful as itdemonstrated HSSE excellence by showing the commitmentwe have to communicate safety messages to all projectpersonnel. It was truly unique - it brought the team closertogether in an effective and engaging way.”“The Procter & Gamble site team are a tight knit groupthat takes safety very personally. I feel proud that we arealways looking out for each other. Our main focus is tokeep everyone working on a regular basis - and safeon a continual basis. This can be challenging with ourextended shifts to keep up with accelerated schedules.“We won the Global HSSE award for the HSSE Excellencecategory for achieving 18 years without an LTI* and fouryears incident free. This was in acknowledgement of ourvaluable contribution to the site safety programme andthe attitudes and behaviours of the individual teammembers. Such award also truly reflects our teamworkand dedication to each other.“I’m proud to be a part of this team and this welldeserved award will inspire us to maintain our recordsand keep people safe.”* Lost Time Incident13 |CONTENTS

03AMEC onthe world stageIn 2011, AMEC attended, sponsored,exhibited, spoke and lectured at manybusiness events and gatheringsacross the globe.Fukushima Seminar, Japan“We were invited to address this keyinternational symposium and shareour expertise as both a site operatorand programme manager for longtermclean up and decommissioningof some of the world’s most challengingnuclear sites, such as Sellafield inthe UK or Chernobyl in Ukraine.“Frank Winter, UK0101 Offshore Europe, UK02 Paste 2011, AustraliaSolar Power International, US“We focused on increasing our brand awareness,developing our business, engaging with suppliersand recruitment. In addition, we had an efficientfollow-up plan. Such events bring intangible benefitstoo as they take people out of their daily jobs andmake them network with their colleagues from otherparts of AMEC.”Sid Johnston, UK“Presentations from AMECMinproc, Minerals & Metals andE&I demonstrated the full set ofcapabilities. Networking, connectingwith clients, identifying additionalbusiness opportunities, as wellas collaboration possibilitieswithin AMEC, were real benefits.”Corina-Maria Aldea, Canada“This event provides an in-depthunderstanding of the technologies,policies and services shaping solarenergy today. In our second yearof sponsoring and with attendeesin excess of 20,000 people fromacross the globe, we met manyof our key clients, suppliersand potential partners.”Tom Dodson, USSociety of American Military EngineersJoint Education and Training Conference(SAME JETC), USCanadian Institute of Mining,Metallurgy and Petroleum (CIM)Conference, Canada03 American and Canadian WindEnergy Conferences (AWEA/CANWEA)02“This event is widely attended by the Department ofDefense engineers, one of AMEC’s key clients. Thebenefit for AMEC is twofold - we present our productsand services but we also earn professional creditsfor participating in technical sessions to support ourlicensing and improve our professional development.”Mary Matthews Hains, US“Nearly 500 companies exhibitedat this conference which offeredtopical discussions on the latestdevelopments in this market. Itwas also an invaluable networkingopportunity; the AMEC booth attracteda constant stream of visitors.”David Russell, Canada“These events with a combinedattendance of over 25,000 increaseour visibility and provide opportunitiesto network with customers, suppliersand partners. We showcased AMEC’sfull service capabilities at the boothas well as during panel discussions.”Jim McCrea, Canada15 |CONTENTS

Growth through strongcustomer relationshipsCustomers, people, growth – delivering The AMEC WayVision 201501 From left to right: CateFarrell, Commercial Graduate;Bernard Vaughan, MechanicalEngineer and Chantel Fouad,Structural Engineer; BP ClairRidge project01John Pearson, Managing Directorof EWA, shares:In 2011, I am particularly proud of:Safety - we’ve achieved our second best yearon record. We focused on three key things:clearly communicating what’s happenedto our people to stop it happening againsafety coaching to keep the level ofchallenge highauditing risk assessments ensuring they’refit for purposeSignificant growth - pretty amazing in a maturemarket - without sacrificing profitRecruited over 3,000 people and 70 graduatesIntegrated the Asset Support business (andwon the Centrica contract together) and qediClair Ridge, Cygnus and Jasmine projectsFurther developed relationships with BP and BG.For 2012, we will be focused on:Five priorities - customer focus, flawlessdelivery, excellent people, winning work, costefficiency. Safety is not listed only because it’swith us all the time as a core valueCustomer focus is the biggest topic - beingreally, really concerned about how customersare feeling and treating them like a world-classhotel or a restaurant wouldWe need to roll out the appropriate parts ofthe AMEC Way and derive the benefits fromthese new and better tools. There will be alot of effort to ensure that the 2011 successis sustainable and that we build on it.16 |CONTENTS

Strengthening relationshipswith new and existing clients01 Peter Hickey, HSSE Advisor;Detour Gold’s Detour Lake project,Northern Ontario, Canada. Theproject has achieved more thanthree million man-hours withouta lost time incident01Customers, people, growth – delivering The AMEC WayVision 2015By building great teams, we haveproved we can compete effectively andbecome recognised as leaders in our field.”18 |CONTENTS

0203Simon Naylor, President of NRA, says:In 2011:I am really pleased with the organic growthwe have achieved through 2011. We have hadour execution excellence recognised byexisting customers and have created newrelationships with the award of new projectsFor example, we had previously worked withCanadian Natural Resources Limited (CNRL)on the Horizon oil sands project. When theywere looking to expand production, they cameback to us because they trusted us to deliver.For ExxonMobil / Imperial it was our previousgood delivery which led to our involvement inthe expansion phase of the Kearl oil sandsproject. We won the important and highlyvisible Marine Well Containment Systemproject (led by ExxonMobil) because ofthis reputationWe have also built new relationships, as ourwork on Detour Lake and Young-Davidsondemonstrates.For 2012:It’s more of the same. Our challenge is todeliver our existing portfolio of work –excellently - and so reinforce our reputationWe need to grow the business by bringingin the right sort of work, like the examplesshown here. And we must continue to retainand attract the right people, providing themwith safe and courteous working conditions.02 Carlos Orellana, GeneralOperation Manager and EileenOnetto, Engineering Manager;providing support for all AMECbusiness units in ChileRuss Bowlin, Project Director, believes AMEC is winningwork based on performance. “The Horizon project is atypical example. Seven years ago we were the engineerfor the extraction hydro-transport and tailings areaof the plant. Now, our customer, CNRL, plans on doingphase two and they selected the same AMEC team.The previous project was a success – it started up ontime and flawlessly, and that’s what CNRL expects.The second phase will last until 2013 and there will bearound 250 people working together at peak times.This is a key client in the oil sands and if we keepdelivering consistently, they will come back to us again.”In 2011, AMEC was awarded the project management,engineering, fabrication, integration, and commissioningof modular equipment for the MWCS capture vessels.As Stephen Johnston, Project Director explains: “AMECwon this work by convincing MWCS that AMEC’s worldclass safety culture and global experience were a prerequisitefor the project manager and overall facility integrator.We have demonstrated our project expertise by offering03 The Marine Well Containment System(MWCS) is designed to operate in up to 10,000feet of water in the Gulf of Mexico, and captureup to 100,000 barrels of fluid and 200 millioncubic feet of gas per dayflexible solutions to project challenges and being ableto maintain focus on the overall cost and schedule.”The Young-Davidson and Detour Lake gold mine projectsalso demonstrate successful customer relationships.“On Young-Davidson we started with a pre-feasibilitystudy in 2007 which moved into the feasibility studyand based on that we were awarded the executionof the project,” shares Randy Broderick, OperationsManager. “Despite the challenges of a fast-trackedproject, it’ll go into service in 2012 as promised.“On the open-pit Detour Lake we have been providingproject management, procurement and constructionmanagement services since 2010. This was acompetitive bid so we developed the plan and spenttime with the client to understand what they wanted.Such frank and open discussion really helped. Inaddition, E&I executed initial work (permitting) andpaved a good road for the subsequent award. This sitewill go into service in 2013 - I am fully confident we willdeliver on time.”19 |CONTENTS

my Future is aboutour future togethermy FuturePeople, The AMEC WayVision 2015DEVELOPMENTSUCCESSIONRESOURCINGPLANNINGONBOARDINGMy Future is a people framework that explains how wemanage our people consistently across AMEC. Therewas significant activity during the year, including:CAREER PATHSENGAGING WITHREWARDSPERFORMANCEPERFORMANCEEMPLOYEESRecruitment: Over 7,500 people chose to join AMECthis year. Investing in the resource needs of tomorrowalso saw a record number of 250 graduates beingrecruited and internships offering experience to afurther 150 studentsDevelopment: Our desire is always to recruit fromwithin and this has resulted in a significantinvestment in the development of our people.2011 has seen increased number of employeesparticipating in AMEC Academy developmentprogrammes in both technical and managerial areasIntegration: Integrating acquired businesses is a keychallenge. Before AMEC purchased MACTEC, therewas a clear integration plan which, importantly, theMACTEC management was involved with, ensuringpeople felt engaged.Will SerleGroup HR DirectorLondon, UKIn 2012 we will be focusing on supporting thebusiness to make the HR tools we have real andlooking at the quality of how these tools are used.For example, our PDR process should be an open andhonest discussion that helps managers understandtheir employees; what direction they want theircareer to take, the challenges of their role, agreeFOR HIGHMANAGINGdevelopment needs, set performance goals and discussthe future. I don’t think all of our employees feel that thiswould reflect their most recent PDR conversation and weneed to improve on that if we are to improve the feeling ofengagement amongst our employees. Communication isa two-way street and we need to ensure that ourmanagers understand the importance of listening.“20 | OUR VALUES Believing in peopleCONTENTS

01“When the AMEC’s Leadership Essentials programmewas launched I was slightly cynical; however, I likethe way it’s set up - fairly simplistic but covering thekey points,” shares Steve Ciccone, Director for Australiaand South East Asia, Perth, Australia. “You think youknow yourself and then you see the perception of othersis different. I was told ‘I don’t play well with the other kidsin the class’ – my peers felt I was often going into a silomentality. I took that on board and think I am changingbut only the next assessment will show whether Ihave improved.“What would I recommend? Don’t sugar-coat things.It may be hard as people tend to make things look betterthan they are but in this case, honest feedback isabsolutely crucial.”The Interest in International Assignments programmewas launched in 2011 and so far, over 500 candidateshave submitted their profile. “This is a big step towardsgrowth as outlined in Vision 2015; such programme alsohelps retain existing employees,” explains Darcey Martin,Manager of HR, Calgary, Canada. “And it gives AMECemployees the opportunity to grow within their careerwhile working in other business units and locations,”adds Debbie Cupido, Recruiter, Calgary, Canada.“However, we’ve learned that in this process managingexpectations is paramount – people sometimes hopethey will be posted abroad immediately but it may takea while till the suitable role comes up.”“This ‘matchmaking’ programme is a great opportunityto support knowledge dissemination and create learningenvironments within AMEC’s diverse business units andgeographies. I’d like to broaden my experience to anotherregion within AMEC - it’s a great company with solidfuture prospects. Opportunities such as this are valuable01 Carol Bucher, ExecutiveAssistant with Alpharettateam in a planning meeting,E&I headquarters,Alpharetta, Georgia, USretention strategies in a competitive market,” saysDr. Andy Gillam, Group Lead, Management Systemsand Audit, Vancouver, Canada.“AMEC is not just a company; it is an institution ofprofessionalism. This programme is the right step in theright direction and I see it as a driver for our business infuture. It gives the individual a level of exposure that can’tbe taught in any classroom. It’s like an MBA programme– it offers a degree of global versatility and agility overtime. In addition, a company benefits from moving peopleand transferring knowledge around the business units,”shares Tosin Yusuff, Construction/Project Engineer, Nigeria.One of the objectives of the My Future framework isto retain the best of the best. But sometimes people doneed to leave the company for various reasons – and it’sup to us to persuade them to rejoin us when it makessense for both employees and AMEC. Thus we launched theAMEC Alumni Centre in 2011, based in Manila, Philippines.“In our email campaigns, we targeted around 1,300alumni. Since the launch we have had over 150 alumniregistered to access our dedicated portal. The portalcontains AMEC news, vacancies, FAQs and otherinformation related to AMEC. In December we introducedour first quarterly global online newsletter whichprovides the latest update from AMEC and contributionsfrom business units. At the moment, we are also workingon a global alumni referral bonus scheme,” explainsJade Magdamit, Alumni Centre Administrator,Manila, Philippines.“I am very supportive of our Alumni Centre. AMECemploys great people and it is a shame when theyhave to leave so staying in touch with them makesperfect sense,” says Andy Ewens, EngineeringDirector, London, UK.21 |CONTENTS

Developing our peopleacross the worldPeopleVision 2015With customers at the heart of everything we do, the AMEC Academy hasa diverse range of tools to support the business in achieving its goals - fromindividual development through to bespoke solutions for projects.AMEC Academy has helped build the growing partnerrelationship with KEPCO E&C, working together withPPE to ensure its successWorking collaboratively with the engineering functiongrowing our global engineering capability to deliverservices to our customers consistentlyWorking with the business, the AMEC Academy supportsdevelopment of individuals – nurturing and developingpeople’s careers in support of AMEC’s growthFrançois-Philippe ChampagneStrategic Development Director,UKHoward Der StepanianProject Controls,CanadaHadi DiabSenior Construction Engineer,KuwaitAMEC Academy definitely helped our relationshipwith KEPCO in Korea, one of our joint-venture partners.They needed to learn more about our AMEC Way bestpractice and industry standards to expand geographicallyoutside Korea in future.“We pride ourselves on excellent delivery, customerrelations and engagement with our people so it makessense to give a customer an insight into this. TheKEPCO CEO told me the feedback on the coursewas very positive.”The Engineering Management Control Tools courseI attended in London addresses the fundamentals of howengineering and project controls must interact in orderto be successful during execution – this relationship iscritical. This course goes a long way to equipping peoplewith the tools they will need to exploit this relationship.We very much look forward to rolling out this courseacross NRA in 2012.”The Manager Advance course is a real differentiator- it clearly shows AMEC is serious about retention,recognition and development of its employees. It gave mean opportunity to explore and understand more aboutAMEC but also about myself.“The course was challenging but I thoroughly enjoyed it.It taught me about working within a global environment,teambuilding and presented some invaluable networkingopportunities.“The way I see it - this course is just a start and openedthe doors for so many positive things for me in AMEC.”22 | OUR VALUES Believing in peopleCONTENTS

AMEC Academy supports the business in buildinga coaching and mentoring culture for growthChristine DuguayLearning & Development Specialist,CanadaWe wanted to encourage a mentoring culture,so we decided to deliver the AMEC Academy Coachingand Mentoring training to both potential mentors andmentees at the same time. So far, we have had 157participants and very positive feedback. We ask peopleto consider creative ways to connect with others in theorganisation; at the same time, we put ownershipon them and that’s why it works well.”AMEC Academy creates tailored solutions to meet theproject and customer requirements crossing geographicaland cultural boundariesAMEC Academy in 2011Steve TuckerProgramme Manager, Kearl Project,CanadaMy previous roles exposed me to different cultures,so I believe that cultural awareness training is anabsolute must. We landed a work share project withSantiago due to the similarity of our activities. If peopleare to work well together and create a mutually beneficialrelationship, they need to realise cultural differences,build trust and understand each other’s needs.“I am pleased that our client is very supportiveand sees the benefits. For me, it is all about creatinggreat teamwork.”01Over 2,000 training courses deliveredto employees and customers globallySupply Chain Management programme,approved by International Institute forAdvanced Purchasing & Supply, launchedThree manager toolkit suites now available10 career path frameworks on offerCultural awareness offering developed forteams and/or individualsOver 26,000 hits to our knowledge portal.www.amecnet.com/Academy01 PPA business development meeting,Tucker, Georgia, US. From left to right:Abdy Khanpour, Vice President, USNuclear Lead and John M. Alexander,Vice President Business Development,Conventional Power23 |CONTENTS

Working withcommunitiesYet again 2011 showed how generous we at AMECare and how seriously we take our communityresponsibilities. Throughout the year, we’ve beendonating time and money to SOS Children, our globalstrategic charity, to local charities and to disasterappeals. Here’s a quick snapshot...There is an ancient Sanskritsaying: ‘the world is one family’– I believe AMEC is truly embracing it.”Jag RajputPeopleVision 2015JapanappealJag RajputManager of Mechanicaland Process EngineeringOakville, CanadaSupportingMovemberBernard VaughanMechanical EngineerLondon, UKEast AfricaappealJeff MasseyCorporate LiaisonCoordinatorSOS ChildrenHaving been involved in the nuclear industry inthe past, I knew the disaster in Japan was beyondour imagination and will have a long-term effect.Japan isn’t a poor country but in such situations itdoesn’t matter. That’s why I donated to this appeal –my donation was generously matched by AMEC andalso by the Canadian government! With AMEC’smatched funding we donated over £70,000 so I wasproud to be a part of such a generous crowd. I trulyfeel that when AMEC says ‘one AMEC’ it also appliesto helping people across the world.”Over 40 AMEC offices worldwide joinedMovember and with over £65,000 generated,we ranked in the top 60 out of thousands of teams.Through this event you can make a real positivedifference and raise awareness of men’s healthissues. These issues may seem a bit awkward totalk about but I personally saw people talking aboutthem openly as a result of this campaign. I willdefinitely drive this initiative next year and willattempt to break this year’s numbers!”In 2011 SOS Children launched an emergencyrelief appeal to help victims of drought, famine andongoing conflict in East Africa. AMEC has rallied toprovide fantastic support for this cause, undertakinga series of fundraising events and donating over£32,000. You have been a real beacon of continuoussupport for those who need help most, now morethan ever.”24 |OUR VALUES Believing in peopleCONTENTS

Zoë’sPlaceSara NichollsCommunications AdvisorKnutsford, UKShorelinecleanupMaryann KeelerProject InformationManagementSaskatoon, CanadaCaledonianChallengeUnited WaycampaignsEngineeringthe CureMark WalkerCommercial ManagerAberdeen, UKMary WyllieBuyerOakville, CanadaLoretta RobertsMarketing CoordinatorMesa, Arizona, USThis was a greatexample of bringingtogether different peoplefrom the business andworking together tosupport a charity. It’s takena full week for our tiredand bruised bodies andminds to recover but weraised over £35,300!”Through a variety offundraising events heldthroughout the year, wehave raised approximately£10,000 for Zoë’s Place,PPE’s strategic charity,a home from home forbabies who have lifelimiting or terminalillnesses, special andcomplex needs.”Various Canadianoffices (both NRA andPPA) have beentraditionally raisingmoney for the UnitedWay. As an example,in 2011, the Oakvilleoffice raised almostCdn$40,000 andcolleagues in Vancouvercollected a staggeringCdn$85,893 – all thatthrough individualdonations, early birddraws, silent auctions,an office mini puttchallenge, fund raisinglunches, book sales, and50/50 raffles.”Heartto HeartJenny HuExecutive AssistantShanghai, ChinaSince 2007 AMEC inChina has been supportingthe Heart to Heart charity;in 2011, we raised fundsfor three children’s heartoperations, which nowbrings the total to 20sponsored children.”Our Arizona E&I’sunited “Engineering theCure” team raisedUS$2,375, with US$1,000in matched funding fromAMEC. For the fourth timewe participated in theAnnual Susan G. KomenRace for the Cure (5kmwalk/run) held in Phoenixin support of the breastcancer fight.”We want ouremployees to incorporatesustainability into theirlives, so each year weorganise the shorelinecleanup.In Saskatoon we werejoined by InnovationPlace, filling 65 bags withtrash and 50 bags withrecyclables.Other AMEC offices alsoreported great successand will continuethe cleanups in thecoming years!”25 |CONTENTS

020302 In December, National Gridawarded us a five-year extension ofthe existing Electricity Alliance Westcontract, upgrading overhead wiresand underground cables. Imageused courtesy of National Grid plcMike Saunders argues that strengthening our positionin key sectors is crucial.These three projects highlightthe depth of our capabilities; they alsodemonstrate the focus on the keysectors we operate in.”The renewal of our contract with National Grid(refurbishing and upgrading the existing overhead linetransmission infrastructure in England and Wales) fora further five years is testimony to the strong culturalalignment of the Energy Alliance West joint venture withthe client, thinks Gary Morgan, Commercial Director forTransmission and Distribution, UK. “The award is alsodown to our collaborative working, our team, strongHSSE record and the successful delivery of a significantnumber of complex projects which built us a greatreputation with this customer.”Successful delivery, in particular on time, on a longstandingproject, is one of the highlights of 2011 for GerryTraynor, Project Director for Project Revolution, UK. “On03 The Thorp reprocessing plantat Sellafield, UK, where AMECis working as part of NMPfor our customer, the NuclearDecommissioning Authority. Imageused courtesy of Sellafield Ltd04 Anthony Roscow, SeniorMechanical Engineer, workingat a quarter scale developmentrig, Birchwood labs, UKthis project we work with EDF Energy to expand theexisting facility for a new compression plant; 60 per cent isnearly complete and we are still on track to finish on time.We have just handed over the system for interim tradefrom the first well head. We are maintaining theprogramme, our safety record is great and the customeris happy – that’s what you want.”“We have also had a very successful year on the HALESReplacement HASTs project for Sellafield Limited wherewe work as part of a joint venture,” says Tom Jones,Business Unit Director for the Nuclear Services business,UK. “We are currently mid way through the detaileddesign phase and are hopeful of securing the constructionphase. Delivering engineering work in multiple locationsacross the UK and in France may be challenging but theteam has excelled by improving communication methodsand understanding each other’s deliverables.”0427 |CONTENTS

Working togetherto achieve successCustomers, people, growth – delivering The AMEC WayVision 2015Tony Cruddas, President of GR, says:2011 highlights:Safety - some outstanding results: for examplein Azerbaijan (where safety isn’t typically a corevalue) on the ATA Consortium project. Gettingour people out of Libya safely and keepingour Libyan employees still employed was ahighlight. Only this way we can rebuild ourfuture thereThe AMEC Way - common project deliverywhich we rolled out in 2011Engagement with other parts of AMEC -we originally started as oil & gas, two yearsago added on minerals and metals and in 2011we also worked on nuclear, renewables andconventional power projects.01 From left to right: HelenGong, Corporate EngineeringManager; Jerry Xu, ProposalsManager; Jenny Hu, ExecutiveAssistant; Ross Gibson, RegionalDirector; tender review meetingin the SPZE AMEC joint ventureXuhui engineering office,Shanghai, China01In 2012:We simply need to convert our projects. Thereare big delays due to the current generalfinancial uncertainty in the market, so wereally need to get these projects started.Australia and Southeast Asia are among ourkey areas of growth so to secure more contractawards is keyI’d like to see more opportunities arising outof the collaboration among business unitsand regionsLast but not least, I believe all the acquisitionswe finalised in 2011 will really begin to fueland drive the engine in 2012.28 |CONTENTS

02030402 Building of artificial islandsfor the ZADCO Upper Zakum 750project, Kuwait03 AMEC achieves seven millionwork hours without a losttime injury on BP’s Chirag OilProject (West Chirag platform),Azerbaijan04 Stefanus Dharmawan, AMECBerca Indonesia EngineeringManager, currently managing theBaku Workshare projectIt’s really important for us towork on the same basis as the rest ofthe company, using the same systemsand work processes, for then it opensup possibilities.”Tony Cruddas sees the rolling out of the AMEC Waycommon project delivery as crucial for Growth Regions:“Under the leadership of Gary Moxham, John Gage,Hosny Mohammed and Ross Robb, to mention but a few,big progress has been made in implementing the AMECWay. We are more immature than the rest of the businessand in many areas we need support.”For example, successfully managing variousstakeholders on a Chongqing project, where we are aProject Management Contractor for two sizeable scopesof work, is a great example of the AMEC Way of doingthings. Graham Wilson, Project Director, explains:“The project has a very ambitious timescale. The majorarea of focus was to bring our management systems intothe project and apply them – we prepared 150 proceduresand processes to support our customer. We areundertaking training with our customer and trainingConvero users as well. The objective is to bring fivesubsidiaries together into one petrochemical complex.We have just completed the definition phase and aremoving into detailed design and construction.”Gerry Baker, Manager of Major Projects, Perth, Australia,echoes the importance of a consistent approach tomanaging projects. “I applied my learnings from theKearl project onto the Cloudbreak project for FortescueMetals in Australia. It is an expansion project to anexisting mine site. Although Kearl is an oil sands projectand Cloudbreak is minerals and metals, there were a fewsynergies we could build upon. Consistent approach tomanaging projects is key, so we trained a lot of people inConvero on different levels to make sure the systemhelps them do their job better. The bigger the project is,the more you need to rely on management systems andanalyses provided by them.”The goal in whatever we do is to deliver excellence for ourclients. “Upper Zakum 750 is one of the largest oil & gasprojects (worth $16 billion) in the world, and is one ofseveral projects under the AMEC Project ManagementContract with ZADCO,” explains Ross Ferguson, ProjectDirector, Abu Dhabi, UAE. “We just completed the newmain oil line which is a real enabler to the project. Theproject aims to increase the daily oil production from500,000 barrels to 750,000 barrels. In 2011, we focusedon customer relationships with ZADCO and ExxonMobil,and basically tried to address their expectations andwhat they thought was good and where improvementwas needed. We had a very positive feedback from theclient. We have just completed the Front End Engineeringand Design (FEED) phase and we are issuing theinvitation to tender to the market place.”29 |CONTENTS

Delivering projectsthe AMEC WayThe AMEC WayVision 2015To achieve Vision 2015, we must ensure excellentproject delivery for our customers in a coordinatedand consistent way - the AMEC Way.The AMEC Way delivery team (AWDT) was formedin January 2011 to work with the businesses andfunctional teams to deliver transformationalchange across our core project delivery functionsincluding the establishment of the commonproject delivery policy and the use of the PMP,global procedures and Convero on all projects.AWDT Programme Manager Phil Drew is satisfiedwith progress: “An important step this year wasthe publication of the project delivery policy, whichmandates the global approach to project deliveryand sets the foundations for the future.“We’ve had really good engagement between thebusinesses who are now defining their transitionplans to effect the changes across the company.We would have liked to have moved forward a littlemore with deployment in 2011 but some of thetools and processes have required more workto meet the diverse business needs.“We’re making sure our new system is flexibleto meet the needs of large and small projects.The PMPs and the Convero modernisationaddress these issues and we would welcomefeedback from users in the roll-out phase.By the end of 2012 I expect to see the vastmajority of our new projects being executed onour new delivery platform.”Project management plansPeter Bailey, Director of Project and ConstructionManagement, chairs the project delivery steering groupand he echoes the ‘steady progress’ sentiment:“We’ve got the foundational assets in place, the Converoexpenditure was sanctioned in January, the functionalstructure was established with representation fromall businesses and there’s been good inter-businesscollaboration. People around the organisationunderstand what PMPs are and most businessesare starting to use them.”David Johnston, Manager of Projects for Power& Process Americas in Oakville comments: “The valueof PMP will be fully realised when Convero is modernisedand the other systems are integrated. However, we areusing it on a US-based solar power project and it hasallowed us to track our plan and identify deviations earlyso we can deal with them effectively.”But how are PMPs and the AMEC Way meeting the needsof the E&I business? E&I’s Industrial and CommercialSector Lead Joe Sczurko comments: “In 2011, we’vedone a lot of information sharing and begun to seta vision for 2012. The delivery models being introduceddo have applicability for us, although they must be scaledto suit our clients and size of our projects. One benefitis that we will be able to work more effectively with theother businesses when our work forms part of a largerAMEC project.”30 | OUR VALUES Sustainably delivering excellenceCONTENTS

0101 Anatoliy Chorniy, ContractAdministrator; Detour Gold’sDetour Lake project site,Northern Ontario, CanadaWith common project processes itwill be easy for anyone in AMEC to startworking from any location on any newproject, small or big, and understand therequirements immediately.” Peter BaileySupply chain benefitsAnother aspect of the AMEC Way is consistency withour supply chain. Steve Smith, Head of MaterialsManagement for Europe and West Africa, is the functionalrepresentative tasked to bring forward the procedures,instructions and forms and the PMP for Supply ChainManagement. He’s been liaising with supply chainmanagers worldwide and is a member of the AWDT.Steve says: “Common project practices will enablea buyer, expeditor, inspector or supply chain managerwhen he or she finishes one project in London to beable to go to Houston or to Calgary or wherever it is andto be able to sit down on a new project and know exactlywhat is required.“Not only have we been working with our colleagues inengineering and project management but we’ve alsobeen talking to our supply chain partners. They havebeen positive because they know we will be dealing withtheir enquiries in the same way with the samedocumentation.”31 |CONTENTS

Delivering projectsthe AMEC Way (continued)The modernised Convero will haveimproved functionality as well as greatlyimproved user interaction with theenhanced Oracle platform.” Ted ZizianPolicyDeliverystrategiesCommonProcessesProject ManagementPlansConfidence in ConveroA two-year modernisation programme is underwayto ensure our project management tool Convero canmeet the demands of the next 10 years – making it moreuser-friendly, with its technology updated and alignedwith the AMEC Way.Ted Zizian, Project Management Systems DeploymentManager, Calgary, has been working closely with theAWDT to assist with deploying Convero in all businessunits and organising training: “The team’s objectives areto complete the Convero modernisation programme in2012 while ensuring a smooth deployment of Converoaround the globe and the transition from existing toolswith minimum disruption.“The entire modernisation effort is approximately 30 percent complete. A major milestone in December wascompletion of the Navigator functionality.”A Swift responseProject Swift was launched in 2009 to integrate andtransform our ‘back office’ functions to better supportthe business. The Swift team is working with the AWDTto ensure alignment with other initiatives and to mitigateany risk to our customers.Swift Programme Director Warren Underwood explains:“Project Swift is the consolidation of over 50 systems intoa single all-embracing finance and HR system, MicrosoftDynamics AX. That entails re-engineering all of ourfinance and HR processes, support structures andrelated infrastructure.“In 2011 we focused on designing and building the newsolution and achieved two major milestones -acceptance of the design through conference room pilotsand completion of the build of the global template whichwill be deployed across the whole of AMEC.Procedures, Instructions, Forms (PIFs)and supporting documentationCommon project delivery platform(Convero and integrated applications)“We are well on course but the journey has not beenentirely trouble-free. From an external perspective Swiftis the largest and most complex deployment of DynamicsAX attempted anywhere in the world and one of thechallenges that we have faced is scaling it up to meet ourneeds.“2012 is all about deployment – fully testing the newsystem, getting the business trained up, making surethey’re able to deal with the new processes as well asoperate the new system, managing the change andmaking sure the after-care is there for them.”32 | OUR VALUES Sustainably delivering excellenceCONTENTS

02To enable our front-end deliveryto be at its very best for our customerswe need to have excellent, coordinatedsupporting functions. Project Swiftis well on the way to achieving thatand we have just been through a crucialperiod in its progress. The teams shouldbe commended for their efforts, and theydeserve our cooperation and supportin 2012 and beyond as their workis rolled out across the company.”Ian McHoul, Chief Financial Officer02 From left to right: Alec Ross,Lead Planning Engineer; JohnDovell, Project Services Managerand John Hutchins, Supply ChainManager, Aberdeen, UK0303 AMEC's local knowledge andglobal expertise led to the awardof the GoCell projectby paper producer Sappi,South Africa33 |CONTENTS

Acting with integrity –everywhere, all the time01Customers, people, growth – delivering The AMEC WayVision 2015As a company and as employeeswe have a responsibility to act withintegrity and transparency, valueswhich are enshrined in our Codeof Business Conduct.”Sue Scholes, Director of CommunicationsWith the introduction in 2011 of a revamped Codeof Business Conduct (CoBC), launch of a Supply ChainCoBC and the appointment of ethics officers in eachbusiness unit, it’s clear that ethics and integrity areimportant in AMEC. And demonstrating this is even moreimportant than it used to be, following the introductionof the UK Bribery Act in July 2011.Ben Hancock, Head of Legal, Corporate and GroupEthics Officer, comments: “AMEC has always had a goodethical culture. This is typified by our proactive approachto the new UK Bribery Act, including the revised CoBC,the new Gifts and Hospitality policy and producing ofother guidance. In addition, in 2012 we will be providingonline training on the CoBC for all AMEC employees andadding online access and phone numbers to AMEC’sethics helpline.“These activities link to our core value, ‘acting withintegrity’, and to the wider culture of the business.”An important development in 2011 was the appointmentof ethics officers. Brad Knight, Vice President, Legal andEthics Officer for E&I, believes this makes an unequivocalstatement about the importance of good businessconduct. “Ethics officers provide support in setting ethicalstandards, communicating them, integrating them intothe culture of the business and holding individualsaccountable for them.”Peter Jessup, Vice President of Supply ChainManagement, sees the new Supply Chain CoBC asproviding a framework for our suppliers, making it plain01 The Code of Business Conductwas reissued in Septemberwhat our aspirations and expectations are. He says:“We’ve provided a set of requirements for our suppliercommunity with a clear line of sight to the main CoBC.Suppliers have a massive influence on our business andthe business we conduct for clients, so we need to haveclarity in the standards we work to.“Having this Supply Chain CoBC sends a positivemessage to our customers, and makes sure that ourrules are not contradictory to their respective codes.Moreover, it shows we are consistent with AMEC’scompany-wide position on sustainability and ethics.”34 | OUR VALUES Acting with integrityCONTENTS

“AMEC Moment gives people betterunderstanding of how Vision 2015 links toeach of us and what we have to do bothinternally and for the customers.” Paul WillardAMEC Moment team“As part of the AMEC Academy’s Manager Advance developmentprogramme, our small team was asked to find a way to ensure“That’s how wethe whole workforce was working towards Vision 2015. Wecame up with AMECdecided that engagement and communication wereMoment,” explains Susaninstrumental to achieve that,” says Jennifer Bast,Creber, Project Manager, Oakville.Operations Support, Kearl Oil Sands, Calgary.“Vision 2015 concerns all of usand it’s not only about big“We wanted to try and reach all people in the organisationachievements; even localand our team including Jennifer, Ana Cooper, Raj Punn andactions can helpNishant Shah had an idea to talk about AMEC in meetingsachieve it.”and replicate our well-embedded ‘Safety Moment’.”Existing Nuclear, Knutsford, can testify that the reaction was verypositive. “People liked the opportunity to discuss what thebusiness is doing – but you have to be pragmatic how long youtalk about things,” says Paul. “AMEC Moment stimulates Would you likecommunication and that’s a good thing.”chance to talk withyour colleagues aboutAnother AMEC Moment champion, Marco Antonio what is going on in AMEC?Barrientos, Lead Engineer, Santiago, believes thatThe team has set up a SharePointAMEC Moment will improve communication with otherresource site and marketingmaterials to give easy accessparts of the company. “Through AMEC Moment peopleto various topics that you couldcan learn about the company they work for.”35 |14 locations have participated in the AMEC Moment pilot andthere are about 19 AMEC Moment champions, i.e. volunteerswho are rolling out the AMEC Moment in their part of the business.Paul Willard, AMEC Moment champion and TeamLeader within the Reactor Services business,“Our AMECMoments on ‘AMECproceduresto develop projects’ or ‘safetyaspect of our work’ were verypopular and generated a 30minute discussion. Some‘Moments’ are much shorter sothis concept has greatflexibility,” says MarcoAntonio.“The most popular AMEC Moment discussion has beencustomer related but people also expressed interest in AMECAcademy,” explains Susan. “We sincerely hope that AMECMoment will help people with the communication process -we are continuously trying to identify what ourcolleagues want to talk about so that we canexpand the list of topics.”CONTENTS

AMEC plc76-78 Old StreetLondon EC1V 9RUUnited KingdomTelephone: +44 (0) 20 7539 5800Produced by Communicationscommunications@amec.comCustomers, people, growth – delivering The AMEC WayVision 2015Sustainably delivering excellenceto our customers by:Believing in peopleNever compromising on safetyActing with integrityCONTENTS