Presentation - WorleyParsons.com

WorleyParsons
Sydney Investor Day
Delivering
What we promise
Agenda
Sydney Investor Day
2
Item
Time
Housekeeping and OneWay Moment
1:15 to 1:20
Welcome address
1:20 to 1:30
Sector Strategies
1:30 to 1:45
Major Projects
1:45 to 2:00
Services
2:00 to 2:15
Improve
2:15 to 2:30
Panel Discussion
2:30 to 3:00
Afternoon Tea break
3:00 to 3:15
New Ventures
3:15 to 3:35
Services North America
3:35 to 4:05
Services APAC
4:05 to 4.35
Q&A
4:35 to 5:05
Close
5:05 to 5:15
OneWay moment
►
3
Evacuation Procedures
Hydrocarbons Strategy
Andy Cole
4
Delivering
What we promise
Our Corporate Strategy
Horizon 2
Growth from the core
Horizon 1
Getting better at our core
business
•
•
•
•
•
Delivering what we
promise
Zero harm
Prudently containing
costs and eliminating
waste
Build enduring customer
relationships
Reward teams that
deliver on customer
expectations
•
Enhancing &
Leveraging our
unique technical
capability
Horizon 3
Game Changers
•
•
5
Transformational M&A
Adjacent and
complementary new
ventures
•
Business development
directions
Strategic step-outs through
M&A or organic growth
What we are expecting in FY15
By forecast GM
6
Not all subsectors are created
equal
7
The rise and rise of LNG
Australian LNG moving into
operational and maintenance
support phase (Improve)
North American LNG - with a
focus on Canada’s West coast
East Africa LNG
8
The UCOG Value Chain
9
MM&C Strategy
Mark Southey
10
Delivering
What we promise
The Mining Value Chain
Full asset life engagement
11
Mining and Mine Development
Leverage our mining expertise and capability globally
12
Fertilizers - sustained global growth
Grow position in Potash, Phosphates & Nitrates
Positioning for the long term in fertilizers
13
13
Customer focus on asset optimisation
Driving productivity improvement - Bauxite & Alumina
Capturing value through our world leading expertise
14
14
Chemicals growth
Differentiated offering leveraging China capability
Three key focus geographies: US, Middle East and Asia
Intensify focus in
US Gulf Coast
15
Provide global project
solutions through
International Chemicals
Centre in Beijing
Infrastructure Strategy
Gerard Dyson
16
Delivering
What we promise
Infrastructure
Infrastructure Customers
Infrastructure customers
1.
1.
2.
3.
17
Shifting to private funding in the
developed world
Governments still investing and
owning in the developing world
Population driven utility and
transport growth in the
developing world, ongoing
sustainable base in the
developed
Infrastructure
Resource Customers
Hydrocarbons customers
1.
1.
Pipelines, LNG and liquids
terminals and unconventionals
Minerals & Metals customers
2.
1.
Brownfields optimisation
All Customers
3.
1.
2.
18
Changing environmental and
social expectations
Social license to operate
dominating project risk
Infrastructure
Economic Infrastructure focus
Utilities
1.
1.
2.
Power
Water
Transport
2.
1.
2.
Ports
Rail
Focussing, retaining and deepening
technical capability
Broad synergies for targeted customers
Organic growth, partnering, acquisition
19
Infrastructure
Project enablers
Environment
1.
1.
2.
3.
4.
ESHIA
Compliance
Sustainable and compliant
project delivery
Operations and restoration
Geosciences
2.
1.
2.
20
Data management
Geotechnical, geophysical and
geological
Major Projects
Chris Parker
21
Delivering
What we promise
Major Projects
►
Our business is delivering
large complex projects
►
Consistent application of tools,
systems & procedures
►
Experienced management
teams
►
Risk mitigation
22
Location
BULL ARM
FABRICATION
SITE
ST. JOHN’S
FLEMISH
CAP
THE SAME
LATITUDE AS
SEATTLE
HIBERNIA
WHITE ROSE
HEBRON
GRAND
BANKS
23
TERRA NOVA
Facility Concept
24
Platform Overview
DRILLING
DERRICK
GRAVEL PACK
FACILITIES
FLARE BOOM
POWER
GENERATORS
DRILLING SUPPORT
MODULE
HELIDECK
LIVING
QUARTERS
GAS COMPRESSORS
SEPARATION / PROCESS
EQUIPMENT
LIFEBOATS
WELLBAY
ELECTRICAL
ROOMS
25
CENTRAL
CONTROL ROOMS
Execution Overview
26
Major Projects
►
►
►
27
Global projects
being executed in
multiple locations
Spanning our full
project/sector
capability
Include all phases
of project delivery
16+
Major Projects
contracts
~12%
FY2014
aggregated
revenue
Major Projects Highlights
Alaska Gas
Pipeline
Spectra BC Gas
Pipeline
ExxonMobil
Hebron
HHI/Chevron
Rosebank FPSO
TengizChevroil
Phase 4 (FGP)
ExxonMobil
Point
Thompson
TransCanada
Coastal Gas Chevron
Link Pipeline Buckskin
Celanese
Project
Fairway
Statoil
Peregrino II
28
Trans
Anatolian
Natural
Gas Pipeline
(TANAP)
EPCM
Horizon 1 – Major Projects
Getting better at what we do
► Business





line structure allows
Global consistency and best practices
The right projects and commercial terms
Experienced project teams
Recruit and develop talent for global business
Creates clear lines of accountability
► The
WorleyParsons Academy
 Creating an environment for success
 Training, education and knowledge sharing
 Consistency, innovation, leadership
29
Horizon 2 – Major Projects
Growth from the core
► Growing
with our customers
► Major
Project opportunities
identified for award in FY15
~ $1B revenue






30
30
Onshore developments
Floating
Major Pipelines
LNG
Base metals
Chemicals
Major Projects - Hydrocarbons
Horizon 2 - Growth from the core
>
Major upstream
developments
 Onshore Alaska & Western
Canada LNG
 Offshore East Africa
 Deep water
 Arctic
>
Geographic expansion
 Mexico
 East Africa
31
LNG
Global LNG – Supply & Demand Scenarios 1
Proposed LNG Capacity 2
(682 million tons May 2014)
High demand
Base demand
Speculative
Low demand
Possible
NW Australia
Construction
Canada
Producing
~400 MTPA new LNG capacity proposed in the US Lower-48 and Western Canada since 2010
32
1 Source Credit Suisse Global Equity Research September 2014
2 Source IHS LNG Value Chain and Markets Service
Deepwater CAPEX
Subsea Tree Capex (US$M) by
Water Depth (meters)
Subsea Tree Capex (%)
by Water Depth (meters)
•
2014-2018 Deepwater installation Capex US$115 billion,
doubling from 2009-2013
•
Deepwater trees account for 84% of Capex of all subsea
trees in 2014-2018
33
Source: Infield Market Outlook on the Deepwater Subsea Sector, February 2014
Potential in Arctic reserves
Image source: Infield Systems, “Global Offshore Oil and Gas Outlook” February 2013
174 discovered fields in Arctic, 83% of discovered resources are Russian
Estimated spend
34
•
Alaska US$30-50B in
next decade
•
Canadian Arctic
minimal in next few
years
•
Russia US$500B in
next 30 years
Major Projects – MM&C
Horizon 2 - Growth from the core
>
>
>
>
>
Minerals and Metals improving
outlook for study activity
Chemicals investment in US driven by
low cost shale gas
Global fertilizer opportunities driven
by increased need for agriculture
productivity
Grow global mining business through
South Africa’s expertise and capability
Leverage deep technical experience
and capability to capture global
opportunities
− Bauxite & Alumina
− Base Metals
− Fertilizers
35
− Iron Ore
− Precious Metals
− Mine Development
Chemicals
Incremental US Chemical Industry CAPEX
from Shale Gas
New Chemical Capital Investment
by Asset Type
Piping &
Valves
Building
Construction
Construction
Instrumentation
& Electrical
Major Process
Equipment
36
Sources: Shale Gas, Competitiveness, and New US Chemical Industry Investment: An Analysis Based on Announced
Projects. American Chemistry Council. May 2013
America’s New Energy Future: The Unconventional Oil and Gas Revolution and US Economy. IHS. September 2013
Global Major Projects Outlook
►
►
Key projects with significant procurement spend winding
down in FY2015
FY2015 margin improvement focus
 Creation of Major Projects business line
 Further developing our Global Delivery Centers
 Training and consistent application of best practices
►
Expect key projects to move forward in the medium term
 Projects currently in early FEED moving forward
 Awards in FY2015 expected to ramp up
►
Tracking several proposals and prospects
 Amounts to contract value of about $1 billion
37
Services
Ian Wilkinson
38
Delivering
What we promise
Services
►
►
Our purpose is to provide services to local
customers utilising the full range of capability
of the WorleyParsons organization, and to
nurture and develop the broad technical
knowledge and capability of our people.
We provide





►
39
Technical consulting services
Front end studies including concept selection
Delivery of small, medium and large projects
Portfolio management
Manpower services
In many cases we are the point of entry for
Major Projects and Improve relationships
Services
Europe
Middle East
North Africa
North America
Australia Pacific
Asia China
5
Regions
Sub Saharan
Africa
Latin America
2
Global
Businesses
Energy Resourcing
40
Broad and deep technical capability
UCOG
Heavy Oil
Pipeline Systems
Gas Processing
Water
Environment
Geosciences
Restoration
Ports
Environment
Geosciences
Water
Aluminium
Renewables (Hydro)
Potash
Vancouver
Base Metals
(Pyrometallergy)
Chemicals (Plastics &
Polymers)
Nuclear
Restoration
Montreal
Saskatoon
Calgary
Toronto
Denver
Reading
Monrovia
Houston
Rail
Fossil Power
Nuclear
Power Networks
Geosciences
Downstream
Restoration
Chemicals
Floating Systems & Subsea
Downstream
Offshore
Base Metals
Environment
UK
Nuclear
Madrid
Sofia
Renewables
(Wind, Solar)
Environment
Offshore
Ports
Environment
Water
Master Planning
Roads
EOR
UAE
Sao Paolo
Precious Metals
Mining & Mine Development
Roads
Rail
Power
Environment
Geosciences
Master Planning
Beijing
Oman
Doha
Kuala Lumpur
Geosciences
Advanced Analysis
Environment
Geosciences
Renewables (Hydro)
Santiago
41
Floating Systems & Subsea
LNG / FLNG
Offshore
Pipeline Systems
Water
Environment
Advanced Analysis
Geosciences
Johannesburg Geosciences
Durban
Iron Ore
Floating Systems & Subsea
Offshore
Power Networks
Ports
Water
Rail
AAG
Environment
Geosciences
Master Planning
Downstream
Chemicals
Fossil Power
Floating Systems & Subsea
Offshore
Alumina & Bauxite
UCOG
Singapore
Pipeline Systems
Water
Environment
Advisian
Ports
Brisbane
Water
Perth
Adelaide
Sydney
AAG
Melbourne
Advisian
Base Metals
(Pyrometallergy)
Fertilizers (Phosphates & Nitrates)
Aluminium
Rail
Power Networks
Environment
Services Regions and Global Businesses
Major Projects
Europe
Middle East
North Africa
5%
Sub Saharan
Africa
Latin America
Services
North America
Europe Middle East North
Africa
4%
Sub-Saharan Africa
23%
Latin America
24%
North America
7%
5%
Australia Pacific Asia
China
INTECSEA
32%
42
ERG
FY14 % Services revenue by Region
(normalised)
Improve
Australia Pacific
Asia China
INTECSEA
ERG
Europe Middle East North Africa
Major Projects
Europe
Middle East
North Africa
United Kingdom
Kuwait
Sub Saharan
Africa
Norway
Bulgaria
Latin America
Kazakhstan
Spain
6000 people
23 % of FY14 revenue
43
Services
North America
Oman
Improve
Australia Pacific
Asia China
Qatar
Egypt
INTECSEA
Saudi Arabia
Libya
ERG
UAE
Iraq
Europe Middle East North Africa
Key capabilities
•
•
•
•
•
•
•
44
Upstream and downstream hydrocarbons
Nuclear power
Strong Hydrocarbons front end capability in UK
Ports
Renewable power
Strong history in Middle East PMC
Long term contracts particularly in the Middle East supporting
NOCs and IOCs
Growth opportunities
Challenged markets
• Middle East hydrocarbons
• Saudi Arabia power market
• Port expansions in the Middle
East
• Middle East chemicals
• Offshore Norway
• Russia
Sub-Saharan Africa
Major Projects
Europe
Middle East
North Africa
Sub Saharan
Africa
Latin America
South Africa
Nigeria
Mozambique
Tanzania
Kenya
Namibia
Ghana
2600 people*
7 % of FY14 revenue
* 800 as part of Nigerian JV
45
Services
North America
Angola
Improve
Australia Pacific
Asia China
INTECSEA
ERG
Sub-Saharan Africa
Key capabilities
•
•
•
•
•
•
46
Upstream hydrocarbons (market leader in Nigeria)
Pipelines
Mining (particularly deep shaft underground)
Minerals and metals (particularly precious metals)
Power (particularly renewables)
Enabling infrastructure
Growth opportunities
Challenged markets
• East Africa hydrocarbons
• Global underground mining
•
•
•
•
Nigeria
RSA public infrastructure
Minerals and metals
Angola
Latin America
Major Projects
Europe
Middle East
North Africa
Sub Saharan
Africa
Latin America
Chile
Peru
1400 people
5 % of FY14 revenue
47
Services
North America
Brazil
Improve
Australia Pacific
Asia China
Colombia
Ecuador
INTECSEA
Mexico
ERG
Latin America
Key capabilities
•
•
•
•
48
Minerals and metals (particularly base metals)
Hydropower
Infrastructure
Upstream hydrocarbons
Growth opportunities
Challenged markets
• Mexico (hydrocarbons)
• Ecuador, Columbia, Peru
• Brazil hydrocarbons
(Front end and brownfield)
• Minerals and metals
• Brazil
North America
Services
Major Projects
Europe
Middle East
North Africa
Sub Saharan
Africa
North America
West
Latin America
North America
Gulf Coast
10,500 people
32 % of FY14 revenue
49
North America
North America
Central
Improve
Australia Pacific
Asia China
North America
East
WorleyParsons
Cord
INTECSEA
Unconventional
Oil & Gas (UCOG)
ERG
North America
Key capabilities
•
•
•
•
•
50
Hydrocarbons upstream and downstream
Minerals and metals
Chemicals
Power (fossil and nuclear)
Enabling infrastructure
Growth opportunities
Challenged markets
• UCOG
• Gas processing and distribution
including LNG
• Chemicals and Refinery Revamps
• Growth into Latin America
• Minerals and metals
• Fossil power
• Oil Sands
Australia Pacific Asia China
Major Projects
Europe
Middle East
North Africa
Australia East
Australia West
Sub Saharan
Africa
New Zealand
Latin America
Singapore
Services
North America
Kuala Lumpur
Improve
Australia Pacific
Asia China
INTECSEA
India
Brunei
Thailand
9500 people
24 % of FY14 revenue
51
ERG
China
Indonesia
Australia Pacific Asia China
Key capabilities
•
•
•
•
•
52
Upstream and downstream hydrocarbons
Minerals and metals (particularly iron ore)
Chemicals
Power
Enabling infrastructure
Growth opportunities
Challenged markets
• Chemicals
• Brownfield services for new
assets particularly Australian LNG
facilities
• UCOG
• Government infrastructure
• Minerals and metals
INTECSEA
Major Projects
Europe
Middle East
North Africa
Houston
Sub Saharan
Africa
Woking
Latin America
Delft
Rio De Janerio
900 people
5 % of FY14 revenue
53
Services
Improve
North America
Perth / Melb
Australia Pacific
Asia China
Kuala Lumpur
Singapore
INTECSEA
ERG
India
Concept Selection and Specialist Technical
Capability for:
 Flow assurance
 Subsea systems
 Asset integrity
 Marine pipelines
 Marine terminals
 Floating systems
 Marine riser systems
 Arctic developments
54
54
30+ Years of innovation and
groundbreaking achievements
Pipelines




Deepest S-lay pipeline
Deepest J-lay pipeline
Longest offshore pipeline
First offshore arctic oil
pipeline
 First arctic pipeline leak
detection system
Risers
Subsea Systems





Deepest subsea system
Longest oil tieback
Longest gas tieback
First 15,000 psi subsea trees
Deepest multiphase subsea
pumps
55
 First pipe-in-pipe steel
catenary riser (SCR)
 First reeled SCR
 First SCRs on an FPSO
INTECSEA
Growth opportunities
•
•
•
•
•
•
56
Offshore Full Field Development (concept selection)
Mexico – Gulf of Mexico with IOCs and Pemex
East Africa offshore Mozambique
Brazil
India – Deepwater off the east coast
Deepwater brownfield particularly in the GoM
Energy Resources Group
Services
Major Projects
Europe
Middle East
North Africa
Perth
Sub Saharan
Africa
Brisbane
Latin America
London
1100 people
4 % of FY14 revenue
57
Singapore
North America
Houston
Improve
Australia Pacific
Asia China
Calgary
INTECSEA
Beijing
ERG
Ulsan
Energy Resourcing Group Overview

Vertically integrated recruitment and contracting services company
specialising in the energy sector, primarily hydrocarbons related
 One of the largest energy specialist engineering staffing businesses
 An independent subsidiary of WorleyParsons providing strong financial
capability and access to global operational infrastructure and technical
expertise
58
Services






Technical Recruitment - Permanent - Local & International
Technical Recruitment - Contract – Local & /International
Contractor/Payroll management & mobility services - Local &
International
Sub-Vendor Management Services
Consulting/Advisory Services
Master Vendor Contracting Services
59
Major Customers
60
Horizon 1 – Services
Getting better at what we do
► Business
Line structure allows local
business to focus on core activities
 Servicing local customers
 Nurturing technical experts
 Making it easier to aggregate capability
► Simplifying
the way we do business
 Reducing the cost of doing business
► Aggregating
Regions and Locations
 to simplify the management and support
structure
► Creating
clear Lines of
Accountability
61
Services- Hydrocarbons
Horizon 2 - Growth from the core
UNCONVENTIONAL OIL & GAS:
Contrado JV with MWH with a focus
on North America
Queensland, China, East Africa
FIELD DEVELOPMENT
PLANNING (FDP)
Strengthen front-end offering
combining Select and INTECSEA and
other adjacent capabilities.
Position for Onshore opportunities
using adjacent specialist capabilities
ENTRY INTO NEW MARKETS
• Mexico
• East Africa
62
Services – MM&C
Horizon 2 - Growth from the core
UNDERGROUND MINE
DEVELOPMENT
Leverage deep expertise in South Africa to
increase market share
CHEMICALS RAPID GROWTH
STRATEGY
Accelerate growth leveraging China
capability and cost base.
ASSET OPTIMISATION
Driving productivity improvements for
technically islanded operations
FERTILIZERS
Grow strength in Potash and build on
strength in Phosphates and Nitrates
63
Services– Infrastructure
Horizon 2 - Growth from the core
EXPANDED SELECT
Build and concentrate enabling
capabilities to support early entry to
major development markets
TARGETED NON-RESOURCE
eg Ports, Nuclear, Renewables
WATER
Take unique technical capabilities in
water to customers in MM&C,
Hydrocarbons and Infrastructure.
64
Improve
Randy Karren
65
Delivering
What we promise
Improve
►
Definition
 The provision of value-added services via a long-term contract to
support our customers business or operation. The services
include:
−
−
−
−
−
−
66
Brownfield project delivery
Customer-defined portfolio delivery (Brownfield and Greenfield)
Asset management
Business improvement
Operations and maintenance support
Shutdowns, turnarounds and outage support
Improve brownfield execution
Procurement
& Contracts
Brownfield
Execution
Extended
Services
Rapid Response,
Restoration &
Repair
Specification
Rapid Response
Inspection,
Verification,
Repairs,
Compliance
Failure
Investigation,
Cost Mgt,
Workflow,
Reliability, Tech
Guidelines,
Modification Mgt
Warranty Mgt,
Equipment
Specification,
Critical Spares
Routines,
Breakdowns,
Campaigns,
Project Controls
RCA, Work
Instructions,
Effectiveness
Analysis
Shutdowns,
Turnarounds
& Outages
Readiness
Review, Scope
Challenge
/Validation
Condition
Assessment,
Modification/
Repair Mgt
Rapid Response
Preparations,
Project Controls
Reviews/Audits
Recommission,
Mobilization,
Lessons Learned
Sustaining
Capital
Operational
Readiness
Review
Specialist
Technical
Assistance
Critical Spares
Work-packs,
Constructability
Project Controls
Logistics
Technology
Selection
Subcontractor
& Specialist
Coordination
Repair /
Condition
Monitoring
Strategies
Repair Mgt
Repair
Specification
Tenders,
Evaluations,
Project Controls
OEM Co-ord.
Optimisation,
Materials
Asset Management
Asset Management
Services support
67
Consulting
Engineering
Asset
Integrity
RBI,
Corrosion Mgt,
Scope, Material
Selection
Operations &
Maintenance
Improve business line
►
Why
 Support customers to attain capital effectiveness and capital
efficiency for their assets
 Aligned with our customers organizational structures
 Cost-effective delivery model
►
Scope
 Nominated strategic customer relationships
 Supports growth and performance of all Improve relationships
►
How
 Globally implementing best practices
 Common program operating platform across
company
 Benchmarking our performance and demonstrating
value
68
Improve/Services business interface
►
Enduring customer relationships in both Improve and
Services business line
► We nominated certain relationships into Improve business
line to support business growth





►
Tier one customers whose organizations mirror our own
Commercially compelling
Global best practices
Geographic alignment
Required capabilities
Services continues to deliver on fully half
of WorleyParsons Improve relationships
► Improve global team is accountable for the
growth and development of all Improve but
directly responsible for nominated relationships
69
Improve Horizon 1
Existing relationship focus areas
• Enhanced HSE
performance
• Operational
excellence
• Predictable
project outcomes
• Cost efficiency &
effectiveness
• Customer service
focus
• Global best practices
70
Improve Horizon 1
Long-term relationship strategies
• Retain current base
• Simplify and secure
our workflow
$ 1.7 B FY14
• Shell
• ExxonMobil
• BP
• ConocoPhillips
• Multiple regional companies
71
• Longer-term
commitments
• Strategic
partner
• Return on
capital
employed
• Horizon 3
business
opportunities
Improve Horizon 2
Strategies / focus areas
• Full service project
delivery
• Asset management and
business improvement
• Petrochem
and water
• Operations
support
• Turnaround
management
• New customers / new
geographies
72
Improve Horizon 2
Opportunities
►
Strong pipeline of opportunities globally
► Currently tracking opportunities amounting to over $3.4B
in revenue
► 65+ potential Improve relationships identified
► Opportunities span across Hydrocarbons and Power
 $1.7B with key customers
 BP, Shell, ExxonMobil, ConocoPhillips
73
Improve Hydrocarbons
Improve business strategies
>
Growth Services
 Full service EPC/EPCM
delivery
 Asset Management
>
>
74
Growth Geographies





USA South
Asia
Canada
Gulf of Mexico
Middle East
Growth Subsectors





LNG
Petrochemical
Heavy Oil
Gas Processing
Offshore
Improve MM&C
Improve business strategies
>
Growth Services
 Asset optimization
 Petrochemical asset development
and support
>
Growth Geographies
 Northern Canada
 USA Gulf Coast
 Chile
>
Growth Subsectors
 Alumina
 Chemicals
 Base metals
75
Improve Infrastructure
Improve business strategies
>
Growth Services
 Water management
 Advisory
 Regulatory support
>
>
Growth Geographies





Alberta oil sands
USA Gulf Coast
Asia
Canada West Coast
SSA
Growth Subsectors
 Water
 Environmental
 Power
76
Improve business line
►
Alliances and long-term relationships
provide a deep understanding of
customer drivers
► Improve draws on the experience and
capabilities of our global resources
 Knowledge accumulated from 290 Improve
alliances over 20+ years
 More than 40,000 projects annually
►
77
Operating Improve relationships both in
Services and Improve business lines
150+
Improve
Contracts
~20%
FY2014
Revenue
Improve industry trends
Customers are seeking
► Enhanced
HSE performance
► Better alignment to customer business drivers
► Long-term commitment and relationships (Tier 1s)
► Cost, quality and schedule certainty
► Asset integrity and assurance
► Global consistency in approach and delivery
► Resources bench-strength, availability and mobility
► Lean project delivery
► Accelerated response times
► Capital efficiency and effectiveness
► Global best practices delivered locally
► Flawless plant start-up
78
Panel Discussion
Delivering
What we promise
79
New Ventures Group
Greg Clinnick
80
Delivering
What we promise
New Ventures Group
►
Formed mid 2013
►
Provides a structured and disciplined approach to
identifying, incubating and implementing new businesses
►
Small senior team with access to internal and external
specialist resources
►
Oversees our global innovation program  Incubation and screening
 Pitch and seed funding
 Planning Group – approval/development/implementation
 Workshops and partnerships
81
Horizon 3
Our new ventures - Digital Enterprise and Advisian
82
Advisian
Our Advisory business
►
A highly valued global advisory business
►
Combines strategic and business thinking and domain
knowledge with the broad and deep technical and
delivery capabilities within WorleyParsons to solve our
customers most challenging problems
►
Will help customers with technically or logistically
complex assets release greater value from discrete
assets, operating businesses and asset portfolios
►
Allows WorleyParsons to bring greater value to all of its
customers
83
The journey to Advisian
►
►
►
►
►
►
84
WorleyParsons acquired Evans & Peck in December
2009. Largely an Australian based public sector
infrastructure focused advisory business
Deloitte Alliance in Canada commenced in late 2012,
then in Australia in 2013
We were unable to capitalise on opportunities in
Hydrocarbons and MM&C and globalise our advisory
offering through Evans & Peck
Dennis Finn recruited as CEO for Advisian
Transferred advisory “ type” resources and assignments
from WorleyParsons to Advisian
MTG acquisition
Advisian
High calibre leadership
85
►
Dennis Finn joins
WorleyParsons as the
CEO of Advisian
►
Dennis brings a wealth of
experience and a strong
background in global
strategy, transformational
change and high impact
customer focused
interventions
Advisian
Announcement of MTG acquisition
►
►
►
►
►
Founded in 1983, MTG is a global operational consulting firm
focused on the oil & gas, petrochemicals and chemical
industries
MTG helps clients accelerate the delivery of financial and
operational improvements
Over 100 consultants with an average of 20 years experience
MTG has completed over 500 projects across North America,
Canada and Europe
Individual projects have delivered between
US$20m and US$200m in annual savings or
growth for it’s customers
86
Digital Enterprise
The DE roadmap

Customers are seeking the next productivity “breakthrough”

The DE facilitates the digitization of our customer’s businesses
enhancing decision making throughout
the create and operate phase of their assets

Four step framework
1. Create a common data platform or digital architecture
for an asset
2. Apply data analytics and visualisation
3. Real time support and analysis
4. Advanced optimisation
87
Potential benefits of the digital
asset concept
• Capital costs reduction of up to 5%
through data integrity alone
• Increased speed to market through reduced
project cycle time of up to 20%
• Reduce design cost by up to 70%
through reuse of data and design
• Access to resources and enhanced
collaboration through a common source of
high integrity data
• Increased delivery certainty
• Optimal start-up
• Improved safety outcomes
88
More information? – yes please
89
Services North America
Greg Conlon
90
Delivering
What we promise
Services
►
►
Overview of 6 locations
Restructure discussion
 Merging of CAN and USAC
 Benefits of restructure
 Business Unit overview
►
►
91
Interface with Improve and
Major Projects
INTECSEA
North America Services
The merged North America is the
bedrock from which we maintain,
enhance and leverage our broad
and deep technical capabilities and
our diverse geographic presence
92
40+ Offices
32% of FY14 Revenue
New Organisation
Major Projects
Business Lines
Regions (6)
Locations (6)
Business
Units (7)
93
Europe
Middle East
North Africa
North America
West
Infrastructure &
Environment
Arctic / Logistics
Sulphur
Sub Saharan
Africa
North America
Gulf Coast
Services
North America
North America
Central
Improve
Australia Pacific
Asia China
Latin America
North America
East
WorleyParsonsCord
Offshore
Onshore Upstream,
Midstream & LNG
Minerals & Metals
Downstream
& Chemicals
Pipelines
Power
INTECSEA
Unconventional
Oil & Gas (UCOG)
Benefits of the restructure
►
The Services business line provides the foundation for
the way we deliver projects for the resources and energy
sectors in North America (and internationally) (and with
the other business lines) – it is based on deep
collaboration between locations within the continent as
well as globally
►
The restructure has achieved:





94
Customer matching interface by industry sector
Continental market focus
Competitiveness tied to industry sector
Scalable operation
Simpler structure with clear accountability
Organisational Concept
95
Location & BU Concept
Central
Pipelines
CORD
Upstream
M&M
Sulphur, Arctic
West
Power & Nuclear
Downstream
& Chemicals
I&E
Offshore
10,500+ Employees
6 Locations
96
INTECSEA
East
Gulf
Coast
UCOG
Unconventional Oil & Gas
Contrado provides full integration of field
development, synchronizing surface
infrastructure with hydrocarbons production.
Through collaboration with our customers,
we specifically aim to integrate water, power
and hydrocarbons infrastructure through
well-field development, by synchronizing
exploration and production needs with their
corresponding infrastructure requirements.
97
JV Partner Office (MWH)
North America Resources
98
Upstream
Strong heritage market
Active in Gas field & midstream developments,
front end LNG work and facilities associated with
pipeline network expansions
Repositioning for Oil Sands recovery under capital
cost efficiency pressure
Globalizing heavy oil capability
99
Pipelines
Full range of engineering, procurement and
construction management (EPCM) services
covering all facets of on-shore pipelines, from
large-diameter, long-distance transmission
pipelines to small-inch gathering and distribution
systems, with the associated pipeline-related
facilities and terminals
WorleyParsons is currently delivering:
5,000+ km of LNG-related pipelines projects
3,500+ km of liquid pipelines projects
5M+ barrels of liquid storage projects
3M+ horsepower of pumping and compression
facilities projects
Over 800 staff involved in executing
100
these complex projects in challenging terrain.
LNG – a snapshot
Upstream sub-sector
Enabling works, program Mgmt & OSBL
•
Growth in Western Canada
•
Local Approvals
•
Marine consulting
PMC/OE: LNG, Regas & FLNG core
Western Canada emerging
101
Offshore
Engineering services to all major offshore
developments in the Gulf of Mexico, Middle
East, North Sea, Australia, Sub-Saharan
Africa, Southeast Asia, Russia and South
America. These services include SURF,
floating production, pipelines and topsides for
all project phases.
102
Downstream & Chemicals
Expertise in the design of petrochemical units
covering 600+ projects in more than 30 countries to
date.
International Chemicals Centre in China and high
value centre in India further expand both our
capability and capacity to work with diverse
technologies.
103
Announced US Refining Capacity
104
Source: IHS Energy April 2014
Power
Potential
office location
Expertise in all types of power generation and
delivery projects including coal, gas, nuclear,
renewable and power network projects.
Providing operations and maintenance services
for operating power plants
105
Minerals & Metals
Processing expertise covering base metals,
precious metals, uranium, aluminum, alumina,
rare earths, graphite and fertilizers, with a
particularly strong capability in potash.
Specialized services in pyrometallurgy,
hydrometallurgy, acid plants and advanced
analysis
Asset Focus - Constrained capital
106
Potential
office location
Infrastructure & Environment
Enabling capability for Resource customers

Expertise in ports, marine, terminals, rail,
water, environment and restoration.

Technical support from pre-feasibility
approvals and permitting through to execution,
working in close collaboration with our other
business units (e.g. M&M and Upstream).

Provide customers with end-of-life solutions
from decommissioning and decontamination
to appropriate end use of their assets.
107
WorleyParsonsCord
Core business – fabrication &
construction
 Selective EPC / EPCM delivery




120 acres
High-load corridor access
Up to 35,000 diameter-inches of
piping fabricated / week
 2700 direct-hire and
subcontracted workforce

600 modules/year
108
3 module yards
Emerging trend – global sourcing
WorleyParsonsCord Module Yard,
36 years in western Canada
Blackfalds, Alberta, Canada
Current Market Outlook

Focus on growing our business in 4
areas:





Slow recovery of oil sands market

109
Pipeline terminals
Pump stations
Compressor stations
Gas liquids projects
Significant capital cost efficiency
pressures driving
the Alberta
WorleyParsonsCord
Module supply
Yard,
Blackfalds, Alberta, Canada
chain to globalise
Business Model
►
Balanced portfolio between module
yards and field construction
►
MSA multi year contracts
►
Collaboration with EPCM locations
to deliver EPC solutions
►
Manage commercial risk with mix
of commercial models
Reimbursable
10%
Unit Rate
40%
30%
Reimbursable / Fixed Fee
Late Conversion Lump
Sum
20%
WorleyParsonsCord Module Yard
Blackfalds, Alberta, Canada
110
Evolving Global Supply Chain
Ft. McMurray
Module installation at site
Unpacking and moduleLogistics
fabrication
Trucking of modules site
Edmonton
Calgary
Design/drafting
Vancouver
Beijing
Qingdao
Engineering and procurement
350 containers shipped
Prefabrication
WorleyParsonsCord Module Yard,
Blackfalds, Alberta, Canada
111
Evolving Global Supply Chain
Ft. McMurray
Fort McMurray - Module
installation at site
Edmonton
Calgary
Beijing - Design/drafting
Vancouver
Beijing
Qingdao
350 containers shipped
Edmonton - Unpacking and
module fabrication
Qingdao - Prefabrication
WorleyParsonsCord Module Yard,
Edmonton Alberta,
- Logistics
Blackfalds,
Canada
112
Calgary - Engineering and
procurement
North America Services
6 Locations 7 Business Units delivering
performance 40+ offices
A cornerstone of our broad and deep
technical capabilities and our diverse
113
geographic presence
LAM support Opportunities
► Opportunities
identified
to support LAM from
Gulf Coast to start in
FY2015
 Revenue ~ US$600M
 Columbia largest
opportunity
 Most Downstream
Colombia
Peru
Mexico
Ecuador
Downstream
Offshore
Pipelines
Heavy Oil
UCOG
114
Strategic Outlook
8.9%
9.0%
13.7%
11.9%
Good market fundamentals
UCOG / Contrado – continental demand
Oil Sands – capital efficiency
Gas monetization – driving downstream and chemicals
Offshore – balanced portfolio
M&M – consolidate / asset focus
Emerging Nuclear
Power, I&E – technical breadth and depth is a key enabler for
Resource & Energy customers
115
193
188
137
FY2013 ($m)
FY2014 ($m)
151
% EBIT
margin
Interface with Major Projects
►
Customer coordination – one WorleyParsons
 Global consistency – Major Projects
 Local engagement – Services
 Dedicated Asset / Alliance engagement – Improve
►
Key delivery partnership
 Resource & facilities
 Simplified transfer process
►
Major Projects – cyclical
 Active forward forecasting
116
Interface with Improve
►
Customer coordination – Local consistency
 Where practical 100% Improve locations
►
Key operational partnership
 Improve workload typically predictable
 Specific Project Resources
 Overhead resource optimisation
117
APAC Services
Denis Lucey
118
Delivering
What we promise
APAC Services
►
►
►
►
119
Overview of APAC Services
 Overview of Region
 Benefits of restructure
 Merging of ANZ and ASCHI
Market Update
 ANZ
 ASCHI
Strategic Focus Areas
 Hydrocarbons
 MM&C
 Infrastructure
Key Themes for FY15
 Global Delivery Centres
 International Chemicals Centre
 Chinese Overseas Investment
APAC – Overview of Region
40+ Offices
12 Countries
23.7% of total Group
Aggregated Revenue
in FY14
The Services business line is the bedrock from which we
maintain, enhance and leverage our broad and deep
technical capabilities and our diverse geographic presence
120
APAC – Overview of Region
FY14 Total Revenue by service line in APAC
5%
3%
9%
Services
Major Projects
Improve
83%
Development
FY14 Total Services Revenue by Region in APAC
35%
ANZ
65%
121
ASCHI
New Organization
Development
North America
APAC Locations
122
Services
Europe
Middle East
North Africa
Australia Pacific
Asia China
Improve
Major Projects
Latin America
Sub Saharan
Africa
INTECSEA
Energy
Resourcing
Benefits of the restructure
►
The Services business line provides the foundation for the way we
deliver projects for the resources and energy sectors in APAC (and
internationally and with the other business lines) – it is based on
deep collaboration between Locations within the region as well as
globally.
►
The restructure has achieved:







123
Customer facing business
Simpler structure with clear single line accountability
Greater empowerment of Locations within BAU Riverbanks
Greater collaboration between Location in NBAU space
Scalable operations
Greater competitiveness – reduced overheads, more workshare & HVE
Reduced bureaucracy, freeing up businesses and personnel to be more
agile and more responsive, and to deliver smarter and more innovative
solutions
Merging of ANZ & ASCHI
 Greater
alignment and
“One Team” culture in
APAC
 Greater and more
seamless workshare
 Ability to support each
other better
 Better BD coordination
 Closer ties between Hub
124
Merging of ANZ & ASCHI
 Improved
knowledge
management
 Reduced overheads at
both regional and
Location level,
 Facilitates greater mobility
across Locations
 No time zone constraints
125
Market Update - ANZ
 Markets
are stabilising
 Good baseload of work
built on repeat business
 Further opportunities
across resources, energy
and public sectors
 Improved competitiveness
in local markets
 Australia becoming more
competitive in Global
market place
126
Market Update - ANZ
►
Decline in greenfields Mega
projects
► Improve opportunities are
robust, including UCOG, LNG
and Conventional Hydrocarbons
► Front end studies increasing,
including new UCOG and LNG
supply contracts
► Offshore drilling in Australia
Bight and New Zealand offer
new opportunities
127
Market Update - ANZ
Hydrocarbons
►
Decline in greenfields Mega
projects
► Improve opportunities are
robust, including UCOG, LNG
and Conventional Hydrocarbons
► Front end studies increasing,
including new UCOG and LNG
supply contracts
► Offshore drilling in Great
Australian Bight and New
Zealand offer new opportunities
128
Market Update - ANZ
Minerals, Metals & Chemicals
► Minerals
& Metals activity
soft, especially Iron Ore
and Coal
► M&M markets are cost and
volume focussed
► Study opportunities in the
next round of incremental
expansions and diversified
commodities
► Focus on asset
optimisation and Improve
129
Market Update - ANZ
Infrastructure
► Increased
Government
spending in public
infrastructure
► Water remains attractive
► Leveraging subsector
strength in water, rail and
ports into Asia and Africa
130
Market Update ASCHI
China
►
Domestic Chemicals market is slowing and getting
more competitive
► Continued focus on Tier 1 Chemicals customers
► Chemicals opportunities are increasing in SE Asia,
India and USA
► Beijing becoming the group’s global Chemical
design center
► China NOC’s continue to invest overseas
► China EPC contractors more aggressively pursuing
overseas opportunities in all sectors
131
Market Update ASCHI
South East Asia
►
►
►
►
►
►
►
Focused on the Upstream Hydrocarbons market in SE Asia
(except for Singapore)
Conventional fields are in decline - reduced capital spend
Deepwater developments are the exception
Significant Improve opportunities across SE Asia
Increase in Chemicals investment by Tier 1 & 2 Customers
Other sectors flat, except for Infrastructure and Power in the
developing economies
Greater government pressure to maximize local content
 Opportunities for local companies
 Positive for WorleyParsons when competing with Global
competitors
132
APAC – Hydrocarbons
Strategic Focus Areas
Offshore, deep water field
developments (INTECSEA)
Unconventional Oil & Gas
(UCOG)
1.
2.
•
•
Improve opportunities across QLD
Emergence of UCOG in China
LNG
3.
•
•
•
Improve opportunities across Australia
Floating LNG (incl. partnership with
Wison Offshore & Marine)
Floating and land based LNG regas
opportunities emerging strongly
Petrochemicals
Supporting Chinese NOCs O/S
New Ventures
4.
5.
6.
•
•
133
Advisian
Digital Enterprise
APAC – MM&C
Strategic Focus Areas
1. Support Tier 1 customers iron ore
expansion in WA
2. Increase Australia exposure in
Mining and Mine Development
drawing from leading South Africa
position
3. Provide global project solutions
through our International
Chemicals Centre in Beijing
4. Leverage globally strong technical
capability in Australia
134

Bauxite & Alumina

Phosphates and Nitrates

Iron Ore
APAC – Infrastructure
Strategic Focus Areas
1.
Total Water Solutions
 Mining and UCOG (CSM and Shale Gas) in
Australia and China
2.
Asia Ports
 Build Ports HVE Chennai
 China Procurement Model
3.
EPC Relationships
 Support Chinese EPC global expansion
4.
Government Infrastructure
 Urban Rail Networks
 Port & Power privatizations
5.
Power Improve
 Grow Transfield Worley Power Services
(TWPS) business
135
Global Delivery Centres
“The Global Delivery Center (GDC) Acceleration Program will
see us deliver quality, cost efficient engineering execution
from our existing offices in India and China, offering
significant value for our customers and enabling us to grow
our business.”
► Outcomes
 Lower costs
− Reduced costs for our customers by lowering
average global selling rate
− Reduced global overheads for WorleyParsons




136
Increased profit margins
Increased repeat business
Providing best delivery outcomes
Credibility and efficiency
Global Delivery Centres
China Story
► Currently 2,800 people across 5 offices in Beijing, Shanghai, Tianjin,
Nanjing and Chengdu
► Significant growth targeted
► Support for USA Chemicals growth
► Strong capability in Major Projects and Chemicals
► Strong local project delivery business to offset HVE fluctuations
India Story
► Currently employs 670 people across 3 offices in Mumbai, Chennai and
Hyderabad
► Significant growth targeted
► Offer full range of EPCM engineering services
137
International Chemical Centre
►
China operation has a strong
Chemicals sector legacy
► Significant growth in recent
years
► China is our key
differentiator
► Formalising the International
Chemical Centre - Initial
focus in North America
► Supporting Chinese
customers overseas
138
Chinese Overseas Investment
China’s National Development - “Going Overseas”
► NOCs continue to expand their investments in Latin
America, North America, Africa and Central Asia
► Chinese Tier 2 or 3 energy and chemicals companies
are investing more overseas
► Chinese EPC contractors are venturing overseas in
Infrastructure, Power and Hydrocarbons sectors
► Chinese EPC contractors are more aggressively bidding
Lump Sum EPC opportunities globally due to slower
domestic market
►
139
Q&A
Delivering
What we promise
140
Close
Simon Holt
141
Delivering
What we promise
Biographies
Delivering
What we promise
142
Greg Clinnick
Managing Director New Ventures
In mid 2013, Greg was appointed to the newly
created role of Managing Director New Ventures.
Greg has stewardship of the new venture process
and the innovation program at WorleyParsons and
reports to the Group Managing Director of
Developments
Greg joined WorleyParsons in 1997 after a career in
banking and general management in service
industries. Within WorleyParsons, Greg has held
senior roles in finance, administration, internal audit,
risk management and corporate responsibility. He
holds a Bachelor Degree in Commerce from
Melbourne University, a Diploma in Directors Duties
and a Post Graduate Certificate in Risk Management
from Swinburne University.
143
Andy Cole
Group Sector Managing Director – Hydrocarbons
Andy is responsible for the development of the
growth strategy within the Hydrocarbons sector. Prior
to this role, Andy managed the global Infrastructure
business. Joining WorleyParsons in 1985 in Perth as
a graduate structural engineer, Andy was involved in
the design of various offshore oil and gas platforms
in Australia, The UK, South East Asia and the Middle
East. He managed the Thailand operation from 2001
to 2003, returning to Australia to complete a Master
of Business Administration (MBA) and to establish
and run the global Front-End consulting division,
known as Select. Andy holds a degree in Civil
Engineering and an MBA from the University of
Western Australia.
144
Greg Conlon
Regional Managing Director Services North America
Greg is responsible for our North America operations
and has more than 20 years of project and
operational experience in hydrocarbons, chemicals,
smelting and minerals internationally. He joined the
company in 2000 and has held a range of senior
management roles in Europe, Australia, Thailand
and Singapore before taking on his current
role. Greg has successfully leveraged heritage
strengths to deliver mega-projects and achieved
growth by actively promoting business diversification
into other delivery phases, new industry sectors and
greater international workshare. He holds a Degree
in Mechanical Engineering from Royal Melbourne
Institute of Technology.
145
Gerard Dyson
Group Sector Managing Director – Infrastructure
►
146
Gerard is responsible for the development of the
global strategy for Infrastructure. Gerard was
previously Director of Consulting for Australia and
New Zealand and before this held a number of
operational, strategic and technical roles within
WorleyParsons in Australia, Canada and Asia.
Prior to joining WorleyParsons in 2003, Gerard
worked in the civil construction industry and as a
geotechnical consultant. Gerard has a PhD in
Geotechnical Engineering, a Bachelor of Civil
Engineering and a Bachelor of Commerce from
The University of Western Australia. He has also
completed an Advanced Diploma in Business
Management from the University of Ballarat.
Simon Holt
Chief Financial Officer
Simon is the Chief Financial Officer and has overall
responsibility for finance including Treasury, Property
Leasing, Tax, Shared Services, Information
Management, Corporate Procurement, Travel,
Corporate Finance, Investor Relations and
Communications and Reporting. Simon also has
oversight of the Operational Finance functions,
ensuring the consistent application of standardized
processes, systems and corporate and financial
reporting. He has previously held the roles of Deputy
CFO and Group Financial Controller. Prior to joining
WorleyParsons in 2007, Simon held a number of
senior positions in the property sector. Simon is a
Chartered Accountant and holds a degree in
Business (Accounting and Marketing) from the
University of Technology, Sydney.
147
Randy Karren
Group Managing Director – Improve
Randy is accountable for the growth and
performance of Improve relationships within
WorleyParsons. Through Randy’s 28 years of
experience with WorleyParsons and our legacy
companies, he has led major EPC and EPCM
projects, worked in long term Improve relationships
and held location director roles in two major
locations. Subsequent to those assignments, Randy
was the Regional Managing Director in Canada prior
to assuming the role in 2012 as the Group Managing
Director for Improve. He graduated from the
University of Calgary with a Bachelor of Science in
Chemical Engineering.
148
Denis Lucey
Regional Managing Director Services APAC
Denis is responsible for the company’s operations in
Australia, Pacific, Asia (including India) and
China. He has over 30 years’ industry experience in
a wide range of project engineering and project
management roles. Denis joined WorleyParsons in
1990 in SE Asia and has been responsible for
numerous projects across the region. He holds a
Bachelor of Engineering in Civil Engineering from
University College Cork and a Master of Science in
Offshore Structures from Cranfield Institute of
Technology.
149
Chris Parker
Group Managing Director – Major Projects
Chris is responsible for the Major Projects business
line. Chris has over 30 years’ experience across a
wide range of sectors including oil and gas,
petrochemicals, power generation and infrastructure.
Chris joined the Company in 2004 following the
acquisition of Parsons E&C. He started his career
with the Ralph M. Parsons Company in 1981 where
he held key positions including Regional Managing
Director, US and Caribbean, Senior V ice President
and General Manager Houston Operations, Vice
President responsible for global execution strategies
and Vice President responsible for worldwide
engineering. He has a Bachelor degree in
Mechanical Engineering from the University of
Houston and has completed the Advanced
Management Program, The Wharton School,
University of Pennsylvania.
150
Mark Southey
Group Managing Director – Major Projects
Mark is responsible for the Minerals, Metals &
Chemicals (MM&C) sector globally and has held this
role since joining WorleyParsons in 2002. Mark has
a background in operational, financial and strategic
roles and has led the WorleyParsons MM&C
business through an extended period of growth and
capability development. Mark has strong financial,
commercial and operational experience and has led
and managed large industrial and technology-based
global service businesses holding senior
international management roles in Europe and
Australia with Honeywell and ABB prior to joining
WorleyParsons. Mark holds a Bachelor of Science
Degree from the University of Portsmouth and an
MBA from The University of Sydney
151
Fran van Reyk
Director Investor Relations & Group Communications
Fran is responsible for day to day contact with
investors as well as the Group’s external and
internal communications functions. Prior to joining
WorleyParsons in 2012, Fran held a number of
senior positions in the Oil & Gas and Engineering
Contractor industries having been both a customer
and competitor of WorleyParsons. Fran brings a
deep understanding of WorleyParsons core
business into her role in leading stakeholder
communications. Fran is a qualified Engineer and
holds a B Eng (Civil), M Eng Sci from the University
of Melbourne and is a Fellow of the Institution of
Engineers Australia.
152
Ian Wilkinson
Group Managing Director – Services
Ian is responsible for leadership of the Services
business line, focused on delivering global expertise
to our customers, locally. Ian joined WorleyParsons
in 1994 having worked in the oil and gas and
resources industries in a number of countries for
both service providers and operating companies. He
has held a number of senior management positions
within WorleyParsons in South East Asia, the Middle
East and Australia, most recently holding the role of
Managing Director – Australia and New Zealand. Ian
graduated from The University of Queensland with
degrees in Engineering and Science.
153
Andrew Wood
Chief Executive Officer
Andrew was appointed as Chief Executive Officer
effective 23 October 2012. With tenure of 20 years
with the Group, and over 30 years’ experience in the
resources and energy industry, Andrew has
extensive knowledge across the Group. His previous
roles include Group Managing Director Finance/CFO; Managing Director for the
Australia/New Zealand region; and Managing
Director of Mergers and Acquisitions, overseeing 15
business acquisitions including Parsons E&C
Corporation in November 2004 and the Colt Group in
March 2007. Andrew holds a Bachelor of
Engineering and graduate diplomas in Financial
Management and Labour Management Relations.
He is also a Fellow of the Institution of Engineers,
Australia.
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