To view previous reports, please go to www.amec.com/about amec/sustainabiltyreports. For more information about AMEC's sustainability performance or internal programme please contact AMEC's Sustainability Programme Manager, Linzie Forrester at linzie.forrester@amec.com
Report scope and boundary
AMEC's sustainability programme is based on the company's Guiding Principles, which reflect the organisation's long-term approach to managing economic, environment, and social impacts, which in turn relate to wider sustainable development concerns. It is the Guiding Principles which have determined the topics covered in this report. Click here for more information on AMEC's Guiding Principles.
Consulting with major stakeholders, including the employees, major clients and the socially responsible investment (SRI) community, has influenced the content of the report over the last six years. AMEC has also taken into consideration aspects of the Carbon Disclosure project and Global Reporting Initiative (GRI).
AMEC identified a sub-set of GRI indicators to use for tracking and reporting purposes and these have been included once again in the 2007 performance report. AMEC has chosen not to disclose on all core GRI indicators but to publish results on those determined by stakeholder(s) and the company to be of most value. The company will continue to review the value of these indicators and make the necessary changes or additions as the programme evolves.
The performance report covers all three of AMEC's divisions but this year, excludes non-core businesses, which were sold during 2007.
Data normalisation and compatibility
Data presented in this report is normalised using internationally recognised protocols, such as OSHA accident rates, DEFRA conversion calculations for CO2 and where stated, GRI protocols.
As with any major entity, the shape of the organisation is continually changing to reflect the changes within the markets that AMEC serves. In the main, these changes have minimal affect on the underlying trends and data that are used to analyse and track AMEC's performance and divestiture is balanced by acquisition.
During 2007, AMEC sold the all non-core Built Environment businesses and reshaped the company to provide a focus on the energy, power and process sectors. This has significantly changed the profile of the organisation.
For comparability purposes and where appropriate to do so, 2006 data has been recalculated to be directly comparable with the 2007 structure, in line with the precedence set in AMEC's 2007 Annual Report and Accounts. This is clearly identified in the performance indicator information within this report.
Where possible to do so, data has been presented on a divisional basis. It should be noted that AMEC's divisions span several geographical areas, with major activities concentrated in the USA, Canada and the UK. Operational data organisation is more useful in communicating performance to AMEC's employees and is therefore more valuable to this stakeholder group.