Middle East Handbook - AECOM
Middle EastHandbookProperty and Construction Handbook 2016 Edition
AECOMMiddle East handbook 2016Middle East handbook 2016AECOMFOREWORDWelcome to the tenth edition of theMiddle East Construction Handbook. Wehope that you will find this year’s review ofthe construction industry from 2015 to 2016of interest and the selection of articles andcost data of value.In 2016, we conducted our third Middle EastConstruction Survey with the aim to assess the state ofthe regional construction industry, to examine the driversand barriers currently at play and to reflect on concernsexpressed by our client organizations and other industrystakeholders. The survey findings have informed ourreview of the Middle East construction industry asoutlined in the economic review.Overall, concerns over a slowdown in regionalconstruction work expressed last year materializedfor the majority of the industry over the period to thesecond quarter of 2016, with both clients and the supplychain reporting that tougher business conditions areimpacting on investment priorities and decision making.Nevertheless, the industry is moderately optimistic thatwhilst business conditions are tougher, work-flow willbe sustained over the next few years. Governments,now more than ever, are under pressure to deliverthe promises they have committed to in terms ofinvestments in social and economic infrastructure toprovide their populations with opportunities for growth.As a company that designs, builds, finances, andoperates infrastructure worldwide, and a company thatthinks deeply about what infrastructure is and needsto become in this rapidly changing world, AECOM isengaged in exploring key questions that shape ourworld. This handbook is divided into six sections,providing a comprehensive view of the industry.We begin with an economic round-up, coveringconstruction in the Middle East, country statisticsand global construction prospects. Next, our articlessection brings together some of our insight and ideasabout infrastructure using ‘the city’ as the conduitfor discussion and debate across a variety of topicsincluding urbanization, work, food supply, transportationand global events in cities. The reference article sectiongives insights about procurement routes, forms ofcontract in the Middle East and building regulationsand compliance. We conclude the Handbook with ourreference section, our international and regionalcost data.As with previous years, we continue to seek feedback tosupport our drive for improvement in everything we do.Please contact the editor, Hamed Madani viaBI MiddleEast@aecom. com for further informationand to take part in AECOM’s 2017 Middle EastConstruction Survey.020101. Siemens Headquarters,Abu Dhabi, UAE02. Doha Oasis, Qatar03. TALEX, Abu Dhabi, UAE04. Tatweer Schools, KSA203043
AECOMMiddle East Handbook 2016CONTENTS01 02 03EconomicRound Up11Middle Eastconstruction review33Country statistics35Global constructionprospectsArticles46The city equation76Procurement routes49Growing the city core79Middle East formsof contract54Work and the city57Farms and the city62Cities on the move67Cities and internationalevents - reasons to bid(even if you lose)70SMART city infrastructure4ReferenceArticles84Building regulationsand complianceMiddle East Handbook 2016AECOM0405 06ReferenceData92International buildingcost comparison100Regional buildingcost comparison101Mechanical and electricalcost comparison102Major measured unit rates103Major material prices105Middle East Index107Typical building servicesstandards for officesAECOM’sMiddle EastConstructionSurvey116About AECOM’s MiddleEast Construction SurveyDirectoryof Offices120Directory of offices109Exchange rates110Weights and measures111Basis ofconstruction costs104Labor costs5
AECOMMiddle East handbook 2016Middle East handbook 2016AECOMAECOM Middle East01For nearly 60 years, we have been working inthe Middle East to create a better tomorrow. Weunderstand the region’s cities — how they work, howthey grow, and how they thrive across the built, social,economic and natural environments they inhabit.Iconic buildings and mega-developments have long been afeature of skylines in many Middle Eastern cities; their silhouettesinstantly recognizable and standing as powerful symbols ofsuccess. However, with growing populations and fluctuating oilprices, there is a changing emphasis in the approach to urbandevelopment which is becoming less about landmarks and moreabout long-term sustainability.02Our 4,000 employees in the region are delivering a range ofinnovative projects and developments that are helping to buildstrong foundations for the future by contributing to the largerplanning and growth of cities, defining their identity and economicpositioning, expanding transportation, healthcare and educationalopportunities, and forging stronger international connections.0301. Qatar Public Realm, UAE02. King Khalid International Airport,Riyadh, KSA03. Clemenceau Medical Centre (CMC),Amman, Jordan04. Etihad Towers, Abu Dhabi, UAE05. Al Ahlia University, Bahrain04605For nearly 60 years, we have beenworking in the Middle East to delivera better world.Current AECOM projects include Hamad Port in Qatar andKing Abdullah Port in the Kingdom of Saudi Arabia, which areadvancing maritime transport and logistics services in the region.Etihad Rail in the UAE is playing a central role in the developmentof the UAE’s industrial infrastructure, while Midfield Terminal(Abu Dhabi’s new airport) is expanding the UAE’s gateway to theworld. In Bahrain, our master planners are ensuring a holistic andintegrated approach to urban developments including Al MadinaAl Shamaliya and Marina Durrat al Bahrain.Throughout our work we ensure projects are rooted in localcontext and respond to environmental conditions.7
Middle East Handbook 2016AECOMONESectionEconomicRound Up9
Middle East handbook 2016Al Raha Beach Development in Abu Dhabi, UAEAECOM was engaged as the overall landscape conceptdesigner as well as the detailed designer for several keyprecincts. In addition AECOM maintained a site-wide designand coordination role for all the public realm consultantsengaged on the project.AECOMMiddle Eastconstruction reviewAECOM Middle East Construction SurveyIn 2016 we conducted our third MiddleEast Construction Survey, with the aim toassess the state of the regional constructionindustry, to examine the drivers and barrierscurrently at play and to reflect on concernsexpressed by our client organizations andother industry stakeholders. The surveyfindings have informed our review of theMiddle East construction industry as outlinedin this section.next years. Given the geopolitical tensions in theregion, governments, now more than ever, are underpressure to deliver the promises they have committedto in terms of investments in social and economicinfrastructure to provide their populations withadequate housing and job opportunities. Furthermore,the completion dates of key event-driven projects (i.e.2022 FIFA World Cup Qatar, Expo 2020) are edgingcloser which should provide impetus to the industry.Against this backdrop, the construction industry willbe monitoring the market to judge:Overall, concerns over a slowdown in regionalconstruction work expressed last year materializedfor the majority of the industry over the past twelvemonths, with both clients and the supply chainreporting that tougher business conditions areimpacting on investment priorities and decisionmaking. It is no surprise that the prospects of lowoil prices for years to come has drastically reducedrevenues and reserve cushions in key countries,forcing governments to re-prioritize spendingcommitments and seek to accelerate economicreforms. In addition, public funds are being divertedto other priority areas such as security in the face ofincreased geopolitical tensions. These factors arehaving a direct impact on the construction industryin terms of increased gestation period for projectassessment and award, as well as prolongation ofproject schedules. Nevertheless, the industry ismoderately optimistic that whilst business conditionsare tougher, work flow will be sustained over the–– Whether the regional industry is becoming matureenough to withstand the current uncertain marketconditions to avoid another boom-bust cycle;–– Whether long-term infrastructure spendingcommitments and event driven investments aregoing ahead as planned;–– Whether the industry will adjust to economicreforms being implemented by governmentsseeking to diversify their budgets;–– Whether low oil prices will continue to be theoverriding concerns for the industry, impacting ongovernment sectors and private investments alike;–– How, with access to capital constraint, clientorganizations are managing their capital budgetsefficiently to ensure projects are aligned withstrategic goals and meet time/ budgetperformance targets.11
Industry performanceThe flow of industry workload slowed in 2015, as thesharp drop in oil prices and heightened geopoliticaltensions, stalled government projects and weigheddown on private business confidence.Project awards totaled USD164.8 billion across the GCC in2015, 5 percent lower than had been expected, but still asizable amount. Kuwait, Oman and Qatar performed in line withexpectations, while Bahrain outperformed, with project awardstotaling USD3.2 billion, compared to USD1.5 billion anticipatedfor 2015. In contrast, project plans in the UAE and in particularin the Kingdom of Saudi Arabia did not materialize as envisagedlast year.Our findings from the AECOM 2016 Middle East ConstructionSurvey confirm that business conditions have become tougherover the past 12 months to Q2 2016, as apprehension aboutGCC PROJECTFigure1. GCCAWARDSproject awards (forecast vs. actual)budgets amid persistent lower oil prices impacts on the flow ofprojects. Nine out of ten of those surveyed saw industry workloaddecrease over the past 12 months, the first time in three yearsthat the vast majority reports a weaker industry performance.Overwhelmingly, our survey participants noted that with fewexceptions, the market has been impacted by governmentsreviewing budgets and scaling back investments considerablyas they are adjusting to new oil price realities and re-evaluatingtheir key projects. In addition, private project owners are facedwith more limited access to finance to pursue their investments,as financiers review their exposure to the construction industry.Those companies that are reporting stable or increasingworkloads report that the drive to deliver projects such asExpo 2020 and 2022 FIFA World Cup Qatar, as well as significantnational infrastructure projects are sustaining the industry’sproject flow.2. GCCproject awards (over SD, billionUSD, 164.8140.2118.640200BahrainKuwaitOman2015 ForecastSource: MEED12Qatar2015 16 ForecastSource: MEEDMiddle East handbook 2016AECOMFigure 3. Construction industry growth9 out of 10 respondents reported a decrease in constructionworkload over the past 12 monthsFigure 4. WORKLOADCompany workloadgrowthCOMPANYGROWTHClients report a more positive performance than the supplychain over the past 12 monthsCONSTRUCTION INDUSTRY ncreaseIncrease2016DecreaseNext 3 yearsPercentage of respondents reporting increase/decrease in company workloadMiddle East handbook 2016Percentageof ts reportingincrease/decreaseinin industrycompany workloaddecreaseworkloadAECOMDecreaseSource: 2016 AECOM Middle East Construction SurveyWhilst more than two-thirds of client organizations saw theirworkload increase stronger than the industry’s over the past12 months, just 16 percent of the supply chain (consultantsand contractors) reported that they outperformed the widerindustry. Client organizations report that the rise in their projectswas due to planned growth, ongoing project commitments ininfrastructure, tourism and event-driven projects, as well asefficient project execution. Those on the supply-side who sawtheir workload increase cited previously won projects, clientrelationships and repeat business, as well as having a diversifiedportfolio of clients. Forward planning with respect to prioritizingprojects that align with government’s new spending strategyis key. Companies also indicated that they are able to capturemarket share and outperform the market due to their ability topursue large scale opportunities which suit certain contractorsand consultants able to deliver an integrated offer. In contrast,many on the supply-side of the industry struggled last yearto outperform the industry as increased competition led toaggressive pursuit of work to capture market share.60%40%20%0%-20%-40%-60%ClientsClientsSupply ChainSupply ChainSource: 2016 AECOM Middle East Construction SurveyClient organizations reportthat the rise in their projectswas due to planned growth,ongoing project commitments ininfrastructure, tourism and eventdriven projects, as well as efficientproject execution.13
AECOMTempered growth outlookOn the back of a slowdown in workload over the pastyear and uncertain trading conditions, the majorityof survey respondents are cautious about futuregrowth, for the industry as a whole and theircompanies’ prospects.According to MEED, the value of contracts awarded in the GCCwill significantly drop by 15 percent in 2016 to USD140 billion thisyear, compared with USD 165billion in 2015. MEED also reportsthat the construction contracts awarded during the first quarterof 2016 within the region amounted to USD 30 billion – about 21percent of the forecasted USD40 billion worth of constructioncontracts for 2016. Bahrain, Oman and the UAE are on trackto meet project award expectations, but the Kingdom of SaudiArabia and in particular Qatar are likely to miss their forecasts.According to MEED, out of the USD 30 billion, UAE accounts forUSD 10 billion worth of projects, the Kingdom of Saudi Arabiaprojects at USD 7.2 billion, Kuwait at USD 4.8 billion, Oman withUSD 4 billion, Bahrain with USD 1.7 billion and Qatar with USD 1.6billion.Whilst the project pipeline appears solid overall, the expectedaward data should be interpreted with caution. Based on historictrends, a significant proportion of projects in the pipeline maynot be awarded in the time-frame planned, may be put on holdor in the worst case scenario, canceled. Our analysis shows thaton average, just 65 percent of projects in the pipeline acrossthe region are being awarded as planned. The share of projectspostponed, or canceled, increases significantly in periods ofeconomic uncertainty, for example, in 2012, the low points ofexpected project awards dropped to 20 percent in the UAE.There is a significant difference in growth expectations amongclient organizations and their delivery partners. More than half ofrespondents to our survey on the client side expect the industryto expand over the next three years, of which more than a quarterexpect growth over above six percent. In contrast, just a thirdof the industry’s supply side expects an increase in workloadover the next three years, with the majority anticipating industryworkload to decline.14Middle East handbook 2016Those that expect the regional industry to expand over the nextthree years cite the continued need for social and transportinfrastructure investments, the drive to complete projects forupcoming global events, Saudi Arabia’s Vision 2030, and a reboundin oil prices to act as catalyst for private investment as key drivers.Locations such as Dubai and Bahrain are expected to outperformother markets in the regions such as Abu Dhabi or Kuwait over thenext three years.In contrast, survey respondents that expect the industry to gothrough a tougher three years, argue that persistent low oil priceswill put constraints on revenues and force regional governmentto re-calibrate public budgets, focusing on current spending (i.e.public services) rather than capital investments.Uncertain industry and organization prospects have increasedsignificantly compared to the survey findings of the last twoyears, reflecting the generally weaker sentiment in the market.Indeed, more than two-fifths of respondents indicate that they are‘uncertain’ about the industry’s prospects, with nearly a quartersaying that they are ‘highly uncertain’ whether their anticipatedgrowth projection will materialize over the next three years. Themain cause of uncertainty is around when and to what extentprimary revenue sources (oil) will rebound and the time it will takefor national budget to recover and previously planned capitalexpenditure to be realized. Respondents are even more uncertainabout their organization’s prospects, with half of those surveyeddescribing organization workload expectations as ‘uncertain’, withmore than a third appearing ‘highly uncertain’.Notably, client organizations expect their companies to vastlyoutperform the wider industry, with 84 percent of those surveyedexpecting growth over the next three years, with the majorityindicating that they expect a six to ten percent expansion. Growthexpectations center on planned business expansion and astrategic push in key sectors. In contrast, the vast majority of thosesurveyed on the delivery side of the industry (consultants andcontractors) expect their organization’s workload to shrink overthe next three years in line with a reduction in industry workload.Those few that expect their organizations to outperform report thatit is their large-scale projects, won and underway, that will allow forsteady revenue growth in an uncertain business environment overMiddle East handbook 2016AECOMFigure 5. Workload expectations and risks to outlookDegree of certaintyIndustry workloadOpinion - percent of respondentsOrganization workloadOpinion - percent of 6Highly CertainCertain50:50Industry workloadclientsOpinion - change in workload driven by fundamentalsor speculation percent of respondents0.2%0.4%More driven by fundamentals0.6%50:5020150.8%More driven by speculation2016Highly UncertainWorkload expectations over the next 3 yearsDemand fundamentals02014UncertainSupply chainOrganization workloadclientsSupply chain1%Decrease 10%Decrease 6 -10%Decrease 1-5%Steady 0% Increase 1-5%Increase 6-10%Increase 10%Source: AECOM 2016 Middle East Construction Surveythe next few years. Reputation is also cited as a key strength,as clients are increasingly selective in choosing partners for theirinvestments/development. Others cite a push to challenge for anincrease in market share as their strategy to outperformthe market.In Qatar workload expectations continue to center aroundpreparations associated with the 2022 FIFA World Cup Qatar andassociated infrastructure investments, a review of project viability,efficient project management and delivery and targetsto achieve lower capital cost for projects continues.The most positive responses continue to come from businessesin the UAE, Bahrain and to a lesser extent Oman, as they continueto meet or exceed workload expectations. Those in other regionsare more doubtful about industry prospects. Such findings arelargely consistent with the trading conditions in these countries. Inthe UAE, activity is led by Dubai where consensus remains aroundworkload expectations surrounding Expo 2020 and associatedtransport, aviation and metro links, as well as tourism relatedprojects. In contrast, uncertainty has increased in the real estatesectors over the past year, where buoyant demand especially inthe residential sector, has waned this year amid more subdueddemand levels and expectations of a price correction.MEED expects project awards this year to experience thesharpest drop in the Kingdom of Saudi Arabia, currentlypredicting that only USD40.7 billion worth of contracts will beawarded this year. Over the next few years, the industry will bemonitoring development and initiatives associated with the SaudiVision 2030 and the National Transformation Program 2020launched in the first half of 2016 which are expected to open upnew opportunities for the industry over the next decade.15
AECOMMiddle East handbook 2016Middle East handbook 2016AECOMKingdom Centre, KSASaudi Vision 2030 and the NationalTransformation Program 2020 (NTP)Saudi Vision 2030 is a wide-ranging economic reformand privatization program that aims to reposition theKingdom’s economy away from its dependence on oilrevenues and government spending.The program entails strategic objectives, targets, outcomeoriented indicators and commitments that are to be achievedby the public, private and non-profit sectors in the Kingdom.Some of the initiatives included in the Saudi Vision 2030include privatization targets such as a partial privatization ofSaudi Aramco and the development of the Public InvestmentFund (PIF), intended to become a sovereign wealth fund with avalue up to USD3 trillion.The National Transformation Program 2020 has beendeveloped to help fulfill Saudi Vision 2030 by establishingstrategic objectives and identifying the initiatives necessaryfor achieving specific interim targets in 2020. The NationalTransformation Program 2020 has been launched across 24different Government bodies to help build the institutionalcapacity and capability required to fulfill the Saudi Vision 2030.The following section provides a summary of the keyinitiatives and targets per Ministry to:–– Decrease subsidies–– Increase non-oil exports (focusing on manufacturingand light industry)–– Increase private sector investment and foreigndirect investment–– Increase percentage of social and public infrastructureavailable to the population1617
AECOMMiddle East handbook 2016Middle East handbook 2016Ministry for Energy, Mineral Resources and Industrytargets includes:Saudi Arabian General Investment Authority targetsinclude:King Abdullah City for Atomic and Renewable Energytargets includes:–– Decrease water and electricity subsidies by SAR 200 billion.–– Raise direct foreign investment from SAR 30 billion toSAR 70 billion.–– Increasing the local content in the industrial and service valuechains and localization of expertise in the renewable energysector (from 25 percent to 35 percent) and the atomic energysector (from 25 percent to 30 percent).–– Boost annual non-oil commodity exports to SAR 330 billionfrom SAR 185 billion.–– Increase the volume of private sector investments in highpotential regions from zero to SAR 28 billion.–– Spend more than SAR 2.5 billion on new initiatives over the nextfive fiscal years, including coordinating with relevant authoritiesto build production centers for manufacturing and lightindustries in Raas Abu-Gamis, Bani-Tamim and DebaaMinistry for Transport targets includes:–– Increase private sector contribution to developing andoperating railways projects (from 5 percent to 50 percent) andports projects from 30 percent to 70 percent.–– Spend over SAR 5.5 billion on new initiatives over the nextfive fiscal years, including the establishment of privatesector operation and maintenance concession contractsand development of an integrated program to increase theefficiency of ports.Ministry of Health targets include:–– Increase private healthcare expenditure (from 25 percent to35 percent) and total revenue generated by the private sector(from SAR 300 million to SAR 4 billion).–– Spend over SAR 23 billion on new initiatives over the next fivefiscal years, including reform and restructuring of primary healthcase, the establishment of private public partnerships, theprivatization of one of the medical cities and the localization ofthe pharmaceutical industry.18–– Developing a unified national investment vision to promote anddirect investments supporting the national economy, resultingin SAR 2.3 trillion in new investment opportunities.–– Spend SAR 1 billion on new initiatives over the next five fiscalyears, including the development and execution of plans forlocalizing construction material and equipment industries andthe transportation and logistical services sector, establishmentof a government agency to manage and execute megaprojects, launching the unified permits for foreign investorsand the execution of the “National Investment Plan.”Haj, Umrah and Tourism targets include:–– Increase total new tourism investment from SAR 145 billion toSAR 171.5 billion.–– The Saudi Commission for Tourism & National Heritage tospend over SAR 10 billion on new initiatives over the nextfive fiscal years, including the development of Ola City, Uqair,Farasan Islands and Okaz City.Royal Commission for Jubail and Yanbu targets include–– Spend SAR 5 billion on new initiatives over the next five fiscalyears, including the atomic energy sector (identification andpreparation of the construction locations of the first nuclearpower plant sites and provision of necessary infrastructure), therenewable energy sector.AECOMMinistry of Housing targets includes:–– Increase contribution of real estate sector to GDP from5 percent to 10 percent.–– Increase percentage of available housing units (new andunoccupied) to total number of eligible citizens (10 percent to50 percent).–– Spend SAR 59 billion on new initiatives over the next fivefiscal years, including encouraging private sector real estatedevelopers to invest in housing projects and establishingpartnerships with private sector developers todevelopgovernment lands into large-scale housing projects.Ministry of Water targets includes:Ministry of Education targets include:–– Increase percentage of desalinated water production throughstrategic partners from 16 percent to 52 percent.–– Spend SAR 24 billion on new initiatives over the next five fiscalyears, including encouraging private sector investment in publiceducation in the Kingdom.–– Increase percentage of treated water production throughstrategic partners from zero to 20 percent.–– Increase percentage of cities covered with water and sewageservices through The National Water Company (42 percent to70 percent).–– Spend SAR 12.9 billion on new initiatives over the next fivefiscal years, including the expansion of the number of the citiescovered by the services of The National Water Company incollaboration with the private sector.–– Increase the number of value-added basic manufacturing andtransformation products from 432 to 516.–– Increase the size of the private sector’s new investments fromSAR 681 billion to SAR 1.065 trillion.–– Spend SAR 41.5 billion on new initiatives over the next fivefiscal years, including the development of new infrastructure inYanbu Industrial City (including the localization of the renewableenergy industry and rubber industry and establishment ofindustrial gases and steam networks), Jubail Industrial City, RasAl-Khair Industrial City and Jazan Economic City.19
The region’s construction industry is going througha renewed cycle of consolidation, witnessing thehistoric trend of lower oil prices translating into slowerproject implementation as well as suspensions.At the same time, these efforts to rationalize public spending comeat a time when economic diversification is a central policy priorityacross the region and governments are envisaging a multitude ofinfrastructure investments to strengthen the competitiveness oftheir economies. In addition, the long-term fundamental driversfor construction demand across the region still remain in place,which, together with global events-driven projects, should supportthe projects market in the region. Fiscal reserves, urbanization andpopulation increases will continue to place pressure on housing,water, electricity, transport and social infrastructure, and theregion’s governments will seek to meet these demands to ensuresocial cohesion in the face of heightened geo-political risks.Despite headwinds, the industry believes that there areopportunities across the region and across sectors. In particular,project award data up to Q2 2016 period shows that the marketis now split into two streams: meeting or exceeding expectationsin Dubai, Bahrain and Oman; and not meeting expectationsin Qatar, Abu Dhabi and the Kingdom of Saudi Arabia. Dubaiappears to be decisively tacking the oil price issue by announcinga number of new projects and pushing ahead with its vision. Onthe other hand, Qatar and KSA in particular are struggling as thegovernment is unable to find or release funds to pay for projects.In line with this, the UAE, and more specifically Dubai is nowseen as the most attractive country to invest in in the region,with three-quarters of those surveyed viewing the UAE asthe priority market both for the industry as a whole and theirorganizations. Apart from high-profile projects such as Expo2020, Dubai is pushing ahead with other mega-projects. Dwarfingall infrastructure projects is the Al Maktoum International Airportexpansion, currently budgeted at USD32 billion according toMEED, which when completed, is planned to accommodate morethan 200 million passengers a year. There are also large-scalemixed-use developments in the pipeline, the most prominent of20Industryof growth regionsFigure 6.perceptionGrowth regionsOrganization target regions76%Share of respondents expectinggrowth in these regionsGrowth areas and investment prioritiesMiddle East handbook 2016Middle East handbook 2016AECOMFigure 7. Workload expectations by type of clientWORKLOAD EXPECTATIONS BY TYPE OF CLIENTUAE 75%KSA 45%11%5%8%48%Public - more than 50%Qatar 13%37%39%25%14%UAEKSAPublic - more than 75%Oman 36%QatarIraqIndustry wide expected growthKuwait13%Oman11%Other37%Balance of public & privatePrivate - more than 50%Private - more than 75%5%BahrainCompany's target regionswhich is Dubai Holding/Emaar Properties Dubai Creek Harbourcurrently budgeted at USD17.7 billion and planned to bedeveloped over a 30-yea
AECOM Middle East handbook 2016 Middle East handbook 2016 AECOM For nearly 60 years, we have been working in the Middle East to create a better tomorrow. We understand the region's cities — how they work, how they grow, and how they thrive across the built, social, economic and natural environments they inhabit.
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AECOM At AECOM Technology Corp., a provider of pro-fessional technical and management support services, people are considered the greatest asset — a philosophy shared by Merrill Lynch. So when AECOM’s management team decided to take the company public, their top priority w
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project work. All AECOM personnel and AECOM contractor s have the authority to STOP WORK if they see a potential or actual hazard that may threaten the safety of people or the environment. Upon stopping work, the AECOM Site Safety Officer (SSO) must be immediately no tified and provided with information regarding the
National Geographic’s current political map of the Middle East includes Pakistan, Afghanistan, and Central Asia, and partially cuts off Egypt and Turkey. Middle East Policy Council Teaching the Middle East:
One Powerhouse Towards a spatial blueprint South East 20 20. AECOM are a global network of experts working with clients, communities and colleagues to develop and implement innovative solutions to the world’s most complex challenges. As an integrated multi-disciplinary consultancy, AECOM Town Planning works alongside technical experts in economics, transport, utility infrastructure .
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