I have the privilege of running a company with outstanding brands and outstanding talent, and one that has a very bright future as a global engineering and construction company. But to realise that goal, we have to address a number of things, for example, our declining margins and our declining earnings, and get the company back onto a growth trajectory.
I announced some months ago that one of the key elements of how we would achieve this would be our transformation process, and that one of the key elements of the transformation process would be our reorganisation along four end markets: our oil, gas and chemicals business, our mining and minerals business, our environmental infrastructure business and our power business.
We’re restructuring the business along these lines for a number of key reasons. Firstly, to enable us to better serve our customers. Secondly, to be more cost-effective, agile and responsive to our customers and the markets we serve. Thirdly, to be more consistent in how we deliver our services globally to better align our solutions that we have in one geography to others, in otherwise, to be able to better globalise outstanding solutions we have. And then lastly, and very importantly to me, to reinforce a culture that focuses on safety, collaboration, meritocracy, technical excellence, high performance and accountability.
Now over the next few weeks, managers around the business will share with you the rationale for our reorganisation. They will share with you in detail this aspect of our transformation. We will also be providing materials on Onespace under a transformation hub, which will explain the rationale behind the reorganisation, how we’re reorganising and what the implications are.
I’m excited about what this means for Amec Foster Wheeler. I’m excited because it is going to accelerate our path towards becoming an outstanding global engineering and construction company.
I want to thank you for listening to my blog, and as always, if you have any questions, please drop me an email.