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Home Overview 2004 Who should read this report? Introduction from Sir Peter Mason Sustainability reporting in AMEC The business context Stakeholder research AMEC sustainability services 2004 Performance    Community    involvement    Employment rights    Environment    Health & safety    Ethics    Human rights    Profitable growth    Financial    management    Strategy and    markets    Customers    Processes Case studies Enviros audit Measuring our performance Full report index	Employment rights
	Summary Current status We focus on investing in people and take training and employee development seriously. We have a range of courses and proprietary development tools We have a culture of treating our employees fairly and involving them in decisions People tend to stay with AMEC for the long term. Challenges One challenge is gender diversity: our industry generally does not attract as many women as men We need to help broaden the pool of people working in our field, rather than just drawing on an existing pool We want to improve our understanding of why people leave the company. AMEC's approach to sustainable employment centres on investment in and engagement of our workforce. We depend on a high level of technical and specialist skills and want to encourage the widest range of young people to consider engineering services and project management as a career option. We need to promote our field and also to look beyond the most immediately obvious pool of potential employees - which is why encouraging a diverse work force is important. In 2003, we only had two metrics against which to measure performance - employee consultation and gender diversity and therefore we are only able to report progress in these areas. During 2004, we extended consultation arrangements, particularly in the UK. Our European business and some of our UK divisions already had consultative forums - formal opportunities for management to consult with our people. We put more such forums in place across the UK during 2004 and have established a national level employee consultative committee in advance of any legal requirement to do so. However, we feel there was no noticeable progress in gender diversity, an area where it is hard for us to make significant changes over a short time period. To help us understand this better, during 2004 we widened substantially the areas we looked at when assessing our employment performance. For this year's report we have looked at gender split in far more detail, breaking it down into employment categories and levels of seniority. This helps us to understand what is really going on in our company and identify areas where there are barriers to developing careers with AMEC. We are also measuring the number of new recruits into AMEC and where they came from, looking particularly at our ability to attract and train new entrants to our industry. We already do a wide range of work with schools and universities, including presentations, site visits, sponsorship and work experience and we will continue to review how this can be made more effective. Our oil and gas business has a specific medium-term objective to develop indigenous capability across its global activities and to reduce the use of expatriates.To this end, we are recruiting graduates from a wide range of nationalities who are trained to international standards and then return to work in their home countries. We are looking at how well we develop our people, reviewing the extent to which we can source vacancies internally and the level of promotions. We are also measuring our overall training spend. A significant number of AMEC people every year receive training to enhance their skills and are given opportunities to progress their careers. Finally, we are seeking a better understanding of employee attitudes towards our company. One measure of this, which we are now collecting, is the rate of resignations from AMEC, to understand how many people are leaving, where and why. We will use this information to identify both particular problems and best practices and to develop specific responses to these. In addition, we conduct a wide range of employee surveys. During 2004 we surveyed around 500 senior managers globally as well as running a series of broader employee surveys in a number of our individual businesses. We expect to do more of this in future and to use this feedback to identify and implement the most effective measures as part of our local Agenda 21 programmes. Page    1    2    3    4    5    6    7    back to top	In this section > Summary Strategy Rationale Targets and objectives Indicator data 2004 Challenges Moving forward
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