Transcript thestevies.com

Understanding and Embracing
The New AECOM
Leadership Briefing
Sept. 23, 2008
Proprietary and Confidential
1
Objectives
1. Provide update on “State of AECOM.”
2. Share AECOM organization design vision.
3. Confirm initial implementation priorities.
4. Announce new AECOM leadership appointments in
North America.
5. Clarify role of AECOM leaders.
6. Address key questions.
Proprietary and Confidential
2
Company Overview
 A global leader
• Professional Technical and Management
Support Services
• Key end markets: Facilities, Transportation,
Water, Environmental, and Energy & Power
 Broad range of services, including:
•
•
•
•
Planning/Consulting
Architectural and Engineering Design
Program and Construction Management
Asset/Facilities Management
 Over 41,000 employees operating in over
100 countries
Grand Central Station
New York, New York, U.S.A.
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 $4.7 billion in revenue for 12 months
ending June 30, 2008
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Strong Diversified Portfolio of Business
Geographic
Footprint
End
Markets
Water &
Environmental
Energy &
Power
7%
Federal
Services
22%
17%
22%
45%
26%
28%
Transportation
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AsiaPacific
U.S.
12%
Facilities
10%
Canada
Europe
11%
Middle
East
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Consistent Revenue Growth
FYE September 30
$4,237
($MM)
$3,421
$2,395
$1,380
$724
$843
1996 1997
1998
$1,513
$1,747
$1,915
$2,012
2003
2004
$978
$576
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1999
2000
2001
2002
2005
2006
2007
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FY08 Year-to-Date Accomplishments
Financial Performance
 31% YTD increase in net service revenue
 46% YTD increase in net earnings
 15% YTD increase in backlog
Significant Wins
 Libya infrastructure
 U.S. Customs and Border Protection
 Doha, Qatar, port program management
 Eisenhower Federal Office Building
 Hong Kong International Airport
 Abu Dhabi Cultural Center
 Manchester Metrolink
Northumbria University
Newcastle, United Kingdom
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AECOM Market Opportunity
Continued capital investment across all end markets is
driving growth
 Market opportunity:
• U.S.: Municipal bond issues totaled $145 billion in the
second quarter (1)
• Emerging Markets: $2.25 trillion of expected spending (2)
 Solid pipeline of large, global award prospects
 Emerging markets expected to drive continued
growth
Wayang Windu Geothermal Project
Wayang Windu, Indonesia
1. Thomson Financial (July 2008)
2. Merrill Lynch (June 2008)
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AECOM is well positioned
 Diversified end markets, geographies, services
and funding sources
 Leading market positions in transportation,
environmental and facilities
 Growing exposure to high-growth energy and
power end markets
 Highly ranked, world-class program
management capabilities
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Our Challenge
 How do we leverage our global
capabilities to benefit our
clients?
 How do we continue to recruit &
retain top talent?
 How do we maintain our position
and delivery profitable growth
performance?
AECOM must evolve to meet
demands of an increasingly
competitive market
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“In the middle of difficulty lies
opportunity.”
– Albert Einstein
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Key Elements of AECOM Vision
Our Shared Purpose:
“To enhance and sustain the world’s built,
natural and social environments”
Our Core Values:
CN Engineering Services Contract
Canada-wide
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Business Fundamentals
Employees
Projects
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Clients
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The New AECOM
 The matrix is a natural progression
 Balance between geographies and
business lines
• Geographies/Regions
– Promote collaboration among business lines
– Ensure delivery to local client needs
– Enable effective employee and business support
services
• Business lines
– Drive global growth strategies
– Ensure capabilities are leveraged globally
– Enable employee development opportunities
Shenzhen International Chamber Center
Shenzhen, China
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Moving to the Unified AECOM Brand
 Move to one universal/master brand –
AECOM
• To be used globally
• To replace current operating company brands
AECOM
Brand
Vision
 Strategic use of sub-brands, e.g.,
• AECOM Transportation
• AECOM Environment
• AECOM Water
• AECOM Design
 Thoughtful but expeditious in our
transition
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2013 AECOM Superstructure
AECOM
ILLUSTRATIVE
Emerg.
Mkts
ANZ
Asia
HK/
China
Middle
East
Europe
U.K.
Canada
U.S.
other
other
other
other
other
other
other
other
other
Federal
PTS
Global
Transportation
Global
Water
Federal
Services
AID
AGS
Global
Architecture
& Planning
Global
Building
Engineering
Global
Environment
Global Energy
& Power
Global
Program Mgmt
(Mega-Oppty’s)
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Note: Geographic boundaries to be determined by scale and market potential
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2013 AECOM Superstructure
AECOM
ILLUSTRATIVE
Emerg.
Mkts
ANZ
Asia
HK/
China
Middle
East
Europe
U.K.
Canada
U.S.
other
other
other
other
other
other
other
other
other
Key Elements
• Expanded global footprint
• Structural investment in key growth areas
– Energy & Power, Architecture, Program Mgmt.
• More formal Federal PTS coordination
• Expanded global business lines – organization tailored
to fit market requirements
Federal
PTS
Global
Transportation
Global
Water
Federal
Services
AID
AGS
Global
Architecture
& Planning
Global
Building
Engineering
Global
Environment
Global Energy
& Power
Global
Program Mgmt
(Mega-Oppty’s)
Proprietary and Confidential
Note: Geographic boundaries to be determined by scale and market potential
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Successful Matrix Operations Requirements
 Communicate
 Coordinate
 Collaborate
Proprietary and Confidential
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FY09 AECOM Superstructure
AECOM
ILLUSTRATIVE
Emerg.
Mkts
ANZA
other
Asia
HK/
China
Middle
East
other
other
Europe
U.K.
Canada
U.S.
other
other
other
Federal
PTS
Global
Transportation
Global
Water
Federal
Services
AID
AGS
Global Energy
& Power
Global
Program Mgmt
(Mega-Oppty’s)
Global
Building
Engineering
Global
Plng Design &
& Development
Global
Environment
Virtual team
Proprietary and Confidential
Note: Geographic boundaries to be determined by scale and market potential
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North American Regions
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U.S. Group Structure & Leadership
U.S. Group
Fred Werner
Regions
Business Lines
West Region
Phil Petrocelli
N. America Transportation
Dick Wolsfeld
Southwest & Mtn. Region
Jim Thompson
U.S. Water
S. Guttenplan / L. Tortora
Midwest Region
Tom Wolf
Northeast Region
Ira Levy
Southeast Region
Frank Gorry
Proprietary and Confidential
U.S. Specialty Practices
Andy Haubert
Strategic Growth Initiatives
U.S. Energy & Power
(tbd)
Alternate Delivery Models
Regis Damour
Planning, Design & Dev’t.*
Mid-Atlantic Region
Cecil Doyle
Group Services
Group Functions
• CFO – Glen Hartwig
• HR – Ian MacLeod
• Corp Development – Greg Sauter
North America Environmental*
Frank Sweet
Federal PTS
*Hard-line report to Global BL Group Chief Executive
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Canada Group Structure & Leadership
Canada Group
John Kinley & Jim Stewart
Group Services
CFO – Wayne Gingrich
HR – Ian MacLeod
Key Initiatives – Steve Stowkowy
Business Lines
Regions
Canada West
Rob Johnston
Canada Transportation
Tom Knight
N. America Water
Rob Andrews
Canada Central
Doug Allingham
Canada East
Pierre Asselin
Canada Community Infra.
Bruce Richet
Canada Facilities
Rob Johnston
Canada Environmental
Tim Wingrove
Proprietary and Confidential
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Global Environment Group Structure & Leadership
Global Environment Group
Group Services
Bob Weber
CFO – Kerry Adams
HR – Bruce Maisel
Group Initiatives – Bob Sanz
Health & Safety – Marc Schillinger
Global
Operations
Global
Practice Areas
Federal Gov’t
Sales/Key Accounts
Comm & Industrial
Sales/Key Accounts
Rob Costello
Dale Sands
Phil Watts
Paul Fennelly
Asia-Pacific
Operations
Bob Roemer
Europe/Middle East/
Africa Operations
Claudio Viola
Latin America
Operations
Jim Barbato
North American
Operations
Frank Sweet
Proprietary and Confidential
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Planning, Design & Development Group Structure
& Leadership
Planning, Design, & Development
Group
Joe Brown & Dana Waymire
Regions
Business Lines
U.S. West
Jacinta McCann
Architecture
Ray Landy
U.S. Central
John Shaler
Buildings Engineering
Mike Biscotte
U.S. East
Steve Clinton
Design + Planning
Jason Prior
U.K./Europe
Bill Hanway
Economics
Patrick Phillips
Australia
Graeme Harvison
Program + Construction Mgmt
Jim Mitchell
China/Asia
Sean Chiao
Group Services
Middle East
Chris Choa
Proprietary and Confidential
• CFO – Dana Waymire
• HR – Mark Gundacker
• Corp Development – Tracy Barrow
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Organization Transition Plan
 North America to start transitioning to new AECOM
structure during Q1 FY09.
 Significant effort underway
• Eliminating 6 financial systems
• Building management reporting “bridge” between remaining
systems
• Transitioning 15 legal entities
• Aligning support services to new matrix
Proprietary and Confidential
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Alignment of Support Services
Centers of
Expertise
 Aligned & located in the
right place to support the
business
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Corporate services
Group services
Regional services
Local services
Support
Service
Delivery
Model
Tailored
Business
Support
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Shared
Business
Support
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Expectations of You
Continued
Business
Performance
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Leadership
Employee
Communication
& Engagement
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Understanding and Embracing
The New AECOM
Questions?
Proprietary and Confidential
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