好色先生TV

Say what you like about it, but Aecom isn鈥檛 a company to hang about. From 5 January next year, it will formally start operating as one firm with former global rival URS, just a month after the firms鈥� 拢2.3bn mega merger completed in Los Angeles. And they鈥檝e already picked a name - you鈥檝e guessed it, Aecom - the only question being whether this change is rolled out for all 95,000 staff of the merged business to the same timetable.

Morriss says that after bringing in independent brand consultants the feedback from emerging markets tipped the balance in favour of sticking with Aecom: 鈥淚 think many of us felt going in to that exercise that a very possible outcome could be a completely new name to emphasise that this combined entity was something quite different. [But] we will go to market as Aecom. The URS guys, I think, are really happy with that. The exact timescale isn鈥檛 clear yet. But I doubt it鈥檒l be terribly long.鈥�

Having got its first decision out the way, it鈥檚 not (really) much of an exaggeration to say that this allows the combined firm to proceed with plans for world domination. Because for Aecom, the deal consolidates its position as the world鈥檚 biggest engineering design company, with turnover in excess of 拢11.1bn and operations across tens of disciplines in 150 countries. The global logic for the deal, as set out by chief executive Michael Burke, is to allow Aecom to harness 50,000-strong URS鈥檚 expertise in the oil and gas, nuclear and industrial sectors where Aecom has been comparatively weaker, 鈥渄ramatically accelerat[ing] our strategy of creating an integrated delivery platform with superior capabilities to design, build, finance and operate infrastructure assets around the world.鈥�

But little, so far, has been said of what the deal will mean in the UK. It鈥檚 likely that with around 7,000 people the combined firm will become the second largest UK consultant by staff after Atkins, but questions about structure, who will lead it and what its focus will be have not been answered. So, 好色先生TV sat down with Steve Morriss, who last month was named chief executive for the 18,000-strong combined firm in Europe, the Middle East and Africa (EMEA), to find out what it will all mean for both the business, and its customers.

Happy together

Morriss, who joined Aecom in 2010 from Mouchel, is a relaxed and refreshingly non-corporate presence, still a couple of years shy of his 50th birthday. Hailing from south Wales, he is quick to smile, and gives the impression of someone who wears his seniority pretty lightly.

His first priority when the merger was approved, he says, was to focus on where the combined company now has the opportunity, with greater breadth of services, to do things that it couldn鈥檛 before. 鈥淥n the Friday [the deal was approved] we had people volunteering to give up their weekends to get to know what their URS counterparts are doing. Just in those first few days [there was] this incredible generation of ideas of what we could now do that we didn鈥檛 do before. That in itself is generating a huge pipeline of opportunities. To say to our global clients - 鈥榳e can do that for you, wherever you want to do it,鈥� is a fantastic offer.鈥�

He says the two firms are already working as one when it comes to winning new work. Aecom has learnt a lot, he says, from URS鈥檚 approach to its biggest corporate clients, such as Shell, where it had dedicated people working to understand its needs globally. Burke has promised to set up a global business development division that will target winning work from the firm鈥檚 biggest clients, and Morriss says in EMEA this will comprise a 鈥渞elatively small group鈥� of up to 150 people, who will pursue opportunities the firm couldn鈥檛 get to before the URS deal.

However, it鈥檚 not until January that the operational and delivery sides of the business start to come together. And in many ways it鈥檚 not surprising the business elected to keep the Aecom name, because in some ways it will be business as usual. The combined firm will adopt Aecom鈥檚 鈥渕atrix鈥� management structure approach, albeit with some tweaks, where separate management lines cover markets such as commercial building or nuclear power, in addition to others looking over specific geographies. And the overall vision of the world鈥檚 leading infrastructure services provider will be familiar to anyone who has followed Aecom鈥檚 rise in prominence since its 2010 take-over of Davis Langdon.

In this way of thinking, URS simply gives Aecom a more global reach, and greater breadth of service lines and sectoral expertise. Morriss says: 鈥淚f you look you see these little gems. In the London commercial market all the work that URS team do in environmental permissions, [and] planning submissions for our blue chip London clients, is a really important specialist service that鈥檚 now something we can add. This is an opportunity to add to the Aecom portfolio.鈥�
But while the acquisition adds much, there are also areas of duplication, though Morriss insists these are limited. One example is the Highways Agency鈥檚 拢5bn Collaborative Delivery Framework, where Aecom had to withdraw its entry because of URS鈥檚 submission (URS was earlier this month named one of 10 engineers to win a place on the framework). But Morriss denies this means the potential revenue to URS and Aecom from the Highways Agency will be diminished.

鈥淢ost of our competitors on the framework don鈥檛 have the scale of capability, don鈥檛 have the depth of resource, don鈥檛 have the same level of expertise, and crucially can鈥檛 bring the same level of global experience to bear. So we鈥檙e very confident we鈥檒l punch our weight in that new framework.鈥�

The issue of overlap has also, inevitably, been concerning some of the firm鈥檚 employees. Morriss confirms that the combined firm will seek savings in back office functions, albeit that the EMEA business will contribute less that its equivalent 20% share of the 拢146m 鈥渟ynergy鈥� savings identified as part of the deal globally, because EMEA is 鈥渟o strongly in growth mode鈥�. Many of the savings it makes will be from merging offices and leveraging greater buying power with suppliers, rather than cutting staff, although a 鈥渢iny percentage鈥� will go.

Avoiding strife

Potentially more disruptively, all of Aecom and URS鈥檚 senior leadership team in EMEA have been forced to reapply for jobs in the newly merged business, with the selection now made. Now the tier of around 150 managers that work beneath that level are going through the same thing. It鈥檚 a process which, in some mergers, can result in months of navel gazing and internal politicking, and given Aecom鈥檚 intergration with Davis Langdon - which led to a large number of partners leaving the business - one that could conceivably have led to strife.

But Morriss, who conducted the process alongside former URS Europe, Middle East & India managing director John Horgan, is excited about the outcome which has seen former Aecom directors taking three-quarters of the EMEA leadership roles. These include former Davis Langdon partner Peter Flint who will run the 好色先生TVs + Places division. Horgan will be MD of EMEA alongside Morriss, who says he鈥檚 not received any negative feedback about the process.
鈥淭he great majority of people who we want to keep in the business will stay in the business,鈥� he says. 鈥淭here鈥檚 a huge leadership challenge to take the business through to the next stage.鈥�

Much of that challenge is down to the pace of growth that Aecom under Morriss will continue to chase in EMEA. Last year he told 好色先生TV the firm was embarked upon a 鈥減roper old-fashioned pre-recession growth adventure鈥�, and it seems the URS purchase hasn鈥檛 sated that appetite to grow. He says Aecom alone grew 20% in the UK in the last year, and the wider EMEA business has met its target of hiring 3,000 people 鈥渁cross the board鈥� of disciplines and sectors. So while some back office and senior managers may depart, the overall story, having taken on 800 graduates in the UK, is about recruiting. 鈥淲e have well over 1,000 live vacancies, so we don鈥檛 need too much growth to soak up really talented people,鈥� he says.

And contrary to competitors such as EC Harris, which have talked of the need to outsource work to access quality staff, Morriss says the firm is not struggling to recruit. 鈥淧eople talk about resource constraints in the industry, but we don鈥檛 see it. We鈥檝e proven we鈥檙e a place that can attract some of the best and most bright, and retain them better than we used to. Our recruitment operation would shoot me if I made it sound too easy, [but] I think we鈥檝e got an attractive proposition for new starts. It鈥檚 a hell of an adventure.鈥�

Morriss says he wants to grow the EMEA business a further 10% next year, and that this is possible due to the investment Aecom made in graduates during the recession. 鈥淥ne of the common knocks that we鈥檒l get from some smaller competitors is that individuals will get lost in this big company. Well I tell them our staff are happier here than they were last year, and we鈥檙e giving them the most fantastic training. Opportunities open to our graduates are global and they鈥檙e the world鈥檚 biggest projects as well as good local ones,鈥� he says, citing staff surveys he says show three quarters of employees are happy with the merger. 鈥淭wo or three per cent are a bit more negative than positive. If you鈥檇 have told me beforehand I could be in this situation, I鈥檇 have bitten your hand off.鈥�

He鈥檚 convinced this is because Aecom is less corporate and risk averse than some assume. 鈥淥ur track record shows how agile we can be. We put a lot of effort into training and development.鈥�

Performance over size

But, though Aecom keeps getting bigger, Morriss insists his focus is on excellence in individual disciplines rather than size. 鈥淲hat we鈥檝e always wanted to be is market leaders. We want to be the people that all of our customers turn to for the best advice, the best new ideas, the best people. That matters to me more than anything. The benefits of scale [is that it] gives us a huge opportunity to deliver on that market leadership position.鈥�

The combined firm will continue Aecom鈥檚 journey toward offering broader services for clients, from financing projects on which it is a consultant (which it does in the US via Aecom Capital) through to programme management and actual construction, which it already does in the UK in the utilities and infrastructure sector. Another new service line is construction management, an offering it has been growing for a year and a half. 鈥淲e鈥檙e responding to what our customers need. In EMEA this is one of our strongest growing areas.鈥�

So, can the firm really be all things to all people? 鈥淭here are customers who will always want single services [and] we鈥檝e got to be world-class at every single stream. But there are those who just want a solution,鈥� he says, citing the traditional distinction between 鈥渃lient side鈥� and 鈥渟upply side鈥� of a project.
鈥淔or me that has always been an artificial divide, because the best projects you鈥檝e worked on are where everyone works together as a single team, and that鈥檚 what we鈥檙e offering,鈥� he says.

For someone who confesses at the end of the interview to being 鈥渘ot very good at knowing where I鈥檓 supposed to go next鈥�, Morriss gives a convincing impression of a person you鈥檇 trust to have planned this merger very well. From January, it鈥檒l be down to Aecom and URS to deliver it.