This document discusses improving culture and engagement at AECOM. It analyzes survey results that show engagement levels could be higher. It identifies areas to focus on, including communication, experience, behavior, and understanding corporate direction. Trends are discussed for each area. Suggestions are provided on how to improve communication, such as introducing an interactive video meeting series. The document also brainstorms ideas for strengthening AECOM's culture and values, such as defining business unit cultures, improving leadership training, and focusing on health and wellbeing. Quick wins, mid-term, and long-term solutions are proposed for incorporating these changes.
Leaderonomics is a small organisation with big dream and ambitions. Although we may have only about 100 employees today, we are a small employer with a BIG heart and BIG goals and dream. REad on what we do with our employees to engage, excite and ensure they are committed to the cause.
Beyond the Codes_Repositioning towards sustainable developmentNimot Muili
This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work.
Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives.
Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences.
Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively.
Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.
The document discusses sustainable development and the need for professionals like engineers to reposition towards sustainability. It defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. It identifies several challenges to sustainable development including ineffective communication, lack of collaboration, and lack of confidence among women professionals. The document provides solutions such as establishing strategic plans, collaborating with others, innovating technologies, and promoting effective advocacy and communication programs to evaluate audiences and goals. The overall message is that achieving sustainability requires concerted effort and cooperation across all sectors.
Innovate Finance’s booklet ‘Celebrating Diversity in FinTech’ shines a spotlight on leading FinTech firms and institutions closing the diversity gap in FinTech and promoting inclusion within the workplace.
The booklet features 10 member companies including some of the world’s most successful and exciting FinTech businesses such as Bankable, Neyber, remittance companies Azimo and World Remit, leading banks Lloyds Banking Group and RBS.
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
Engage for Success Cross Cultures Thought and Action GroupEngage for Success
This document discusses engaging employees across cultures in closing the strategy execution gap. It provides information about an initiative by the Cross Cultures Group and Engage for Success to identify best practices for developing an accessible "resource bank" of tools and approaches. The document introduces the team leading the initiative and provides frequently asked questions. The overall goal is to develop resources to help organizations better engage employees internationally in strategy development and implementation.
LivePerson, a cloud-based customer service platform company, underwent a cultural transformation beginning in 2010 to align with its shifting business model. It scrapped its performance review process and created a new feedback and coaching process called Achieve. Achieve is focused on ongoing conversations about goals, development, and feedback across all employee levels. It aims to foster a culture of connection, ownership, and mutual support through these discussions. LivePerson also implemented other initiatives like onboarding and leadership development programs to further embed its values into daily operations as it expanded globally to over 800 employees across four continents.
THC Construction Company was founded in 2016 by four quantity surveyors to become a world-class construction company. Its vision is to achieve high professional standards in work quality and integrated services. The company culture focuses on customer first, teamwork, diversity, and integrity. The organizational chart shows departments like finance, marketing, HR, contracts, and project management. Training methods include mentoring/coaching, lectures, and role-playing/simulation to develop staff skills and change attitudes. Mentors guide new employees one-on-one while lectures provide general information and classroom learning. Role-playing helps staff understand different viewpoints and problem-solve through realistic scenarios.
Leaderonomics is a small organisation with big dream and ambitions. Although we may have only about 100 employees today, we are a small employer with a BIG heart and BIG goals and dream. REad on what we do with our employees to engage, excite and ensure they are committed to the cause.
Beyond the Codes_Repositioning towards sustainable developmentNimot Muili
This paper "Beyond the Codes: Repositioning Towards a Sustainable Development," presented in 2013, underscores the crucial role of effective communication in driving sustainability within engineering practice. While traditional engineering approaches have relied heavily on codes of measurement and standardization to ensure safety and efficiency, the paper argues for a fundamental repositioning of engineering towards sustainability. This repositioning, depicted as going "beyond the codes," urges engineers to integrate sustainability principles into their work.
Engineers must recognize that sustainability encompasses environmental stewardship, social equity, and economic prosperity, transcending mere compliance with technical standards. This broader mandate requires engineers to engage in dialogue with diverse stakeholders, including policymakers, industry leaders, and communities. Effective communication becomes paramount in fostering collaboration and garnering support for sustainable initiatives.
Moreover, engineers must embrace a new mindset that positions sustainability as a core aspect of their profession. They must advocate for sustainability within their organizations, challenging existing norms, and championing innovative solutions. This shift in perspective requires engineers to become proficient communicators, capable of articulating the value proposition of sustainability to various audiences.
Internal communication within engineering firms is equally vital, fostering a culture of collaboration and innovation. Engineers must share knowledge, expertise, and best practices to accelerate the adoption of sustainable technologies and practices. Visual communication tools, such as data visualization, can aid in conveying complex technical information effectively.
Ultimately, the paper emphasizes that effective communication is essential for repositioning engineering towards sustainability. By embracing communication as a core competency and championing sustainability, engineers can navigate the complexities of the 21st century and pave the way for a more sustainable future.
The document discusses sustainable development and the need for professionals like engineers to reposition towards sustainability. It defines sustainable development as meeting present needs without compromising future generations' ability to meet their own needs. It identifies several challenges to sustainable development including ineffective communication, lack of collaboration, and lack of confidence among women professionals. The document provides solutions such as establishing strategic plans, collaborating with others, innovating technologies, and promoting effective advocacy and communication programs to evaluate audiences and goals. The overall message is that achieving sustainability requires concerted effort and cooperation across all sectors.
Innovate Finance’s booklet ‘Celebrating Diversity in FinTech’ shines a spotlight on leading FinTech firms and institutions closing the diversity gap in FinTech and promoting inclusion within the workplace.
The booklet features 10 member companies including some of the world’s most successful and exciting FinTech businesses such as Bankable, Neyber, remittance companies Azimo and World Remit, leading banks Lloyds Banking Group and RBS.
To stand out from the crowd is challenging for any recruitment business and it depends very heavily on the people you employ, the training and development they receive, and the leadership from the directors and managers.
Engage for Success Cross Cultures Thought and Action GroupEngage for Success
This document discusses engaging employees across cultures in closing the strategy execution gap. It provides information about an initiative by the Cross Cultures Group and Engage for Success to identify best practices for developing an accessible "resource bank" of tools and approaches. The document introduces the team leading the initiative and provides frequently asked questions. The overall goal is to develop resources to help organizations better engage employees internationally in strategy development and implementation.
LivePerson, a cloud-based customer service platform company, underwent a cultural transformation beginning in 2010 to align with its shifting business model. It scrapped its performance review process and created a new feedback and coaching process called Achieve. Achieve is focused on ongoing conversations about goals, development, and feedback across all employee levels. It aims to foster a culture of connection, ownership, and mutual support through these discussions. LivePerson also implemented other initiatives like onboarding and leadership development programs to further embed its values into daily operations as it expanded globally to over 800 employees across four continents.
THC Construction Company was founded in 2016 by four quantity surveyors to become a world-class construction company. Its vision is to achieve high professional standards in work quality and integrated services. The company culture focuses on customer first, teamwork, diversity, and integrity. The organizational chart shows departments like finance, marketing, HR, contracts, and project management. Training methods include mentoring/coaching, lectures, and role-playing/simulation to develop staff skills and change attitudes. Mentors guide new employees one-on-one while lectures provide general information and classroom learning. Role-playing helps staff understand different viewpoints and problem-solve through realistic scenarios.
Modest Homes will hold a series of interview activities to select 10 trainees from applicants, who will undergo a 3-month training program and be evaluated for employment. The selection criteria focuses on qualifications in construction fields, skills in BIM software, and experience in the industry. The goal is to recruit two junior Quantity Surveyors to support the company's emphasis on BIM competencies.
This document contains information about Modest Homes Sdn. Bhd., including its company profile, vision, mission, goals, organizational culture, SWOT analysis, strategic plan, organizational chart, and job descriptions. The company was established in 2017 and specializes in building affordable, high-quality homes. It aims to satisfy customers, be a leading property developer, and provide a great place to work through its core values of integrity, customer satisfaction, respect, quality, and innovation.
The Launchpad Project is an initiative powered by AIESEC in the United States in the cities across the US. We believe in the power of startups to change the United States and in turn the world.
We partner with startups to build a network of organizations across the United States to help grow entrepreneurship across the country. We do this by providing startups with branding opportunities and primarily by providing them with top international talent to meet any growing company’s needs.
Well Begun Is Half Done: Creating Dynamic and Living Team ChartersTechWell
Aristotle once stated, “Well begun is half done.” However, many agile initiatives suffer from a feeble launch. So how can we increase the likelihood of success for a team or organization? By developing a sound team charter. Beginning with the end in mind, we use retrospective techniques to develop consensus around objectives, vision, and mission. Linda Cook and Chris Espy introduce the components of a good charter and explain how those components help focus the team toward a common goal. In addition, the development of the recommended charter components ensures that key questions are succinctly answered during the kickoff of a team’s efforts. Linda describes when to create or revise a charter and the associated artifacts and process that provide a framework for the team charter. Learn the various types of charters and their recommended content. During the workshop activity, teams will develop a complete charter for a team of their choice or for a provided case study.
THC Construction Company was founded in 2016 by four quantity surveyors to become a world-class construction company. The company aims to provide high quality construction services through a customer-first culture, emphasis on teamwork, and commitment to integrity. The organizational chart includes a CEO, general manager, financial, marketing, HR/administration, and contract/tendering departments to oversee projects and operations.
Analysis Prioritisation Communication Day ThreeReuben Ray
1. The document discusses various aspects of business and culture including planning, communication, analytical thinking, stakeholders, customer journey, types of businesses, and driving values as culture.
2. It provides examples of company cultures like Starbucks, Apple, and Hyundai focusing on values, leadership, and transforming cultures.
3. The document examines frameworks for analyzing organizational culture like the Competing Values Framework and describes culture as a strategic asset that impacts performance when properly measured, communicated, and aligned.
The document summarizes a workshop discussing challenges related to capability in the technology field. It addresses wanting those making decisions that affect society to do so with knowledge, right intentions, and the ability to enact outcomes. It also discusses wanting effective organizations and teams, trust in those employing individuals, and improved environments for all as a result. Key issues discussed include the need for ethical support, developing skills over careers, recognizing diverse and transferable skills, and focusing on outcomes rather than just outputs. Next steps proposed include updating models based on feedback, further exploring topics from the workshop, and engaging members in future related events.
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The document outlines the agenda for a staff meeting, including:
1. An introduction and review of the past year by the Chairman.
2. Presentation of a new mission statement, vision, and values.
3. Overview of the 2019-2021 strategic plan focusing on apprenticeships, adult education, and commercial training.
4. Results of an employee survey and feedback session.
5. Presentation of employee recognition awards.
Dell provides a positive work culture that emphasizes career growth, work-life balance, and community involvement. Employees are encouraged to innovate, advocate for the brand, and take on leadership roles early in their careers through training and development opportunities. Dell also focuses on diversity and inclusion, flexible work arrangements, and environmental and social responsibility through initiatives like its 2020 Legacy of Good Plan.
The document discusses engaging with different generations in the workforce, specifically Generations X, Y and Z. It provides profiles of each generation and their preferences for things like technology, learning styles, financial values, and ideal leaders. It emphasizes that managing all three generations simultaneously is a challenge for 21st century leadership. The remainder of the document outlines various human resource management processes that can help engage employees, such as communication, performance management, rewards and recognition, role clarity, talent management, culture, learning and development, and career management.
The 8th Dec event focussed on Wellcome Trust as a co-consulting case study and then Explored operating model design. We had some excellent conversations and practiced the application of operating model design to 2 different organisations.
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The NewNorth Center for Applied Innovation & Design (d/b/a NewNorth) is a registered 501(c)3 nonprofit
The Innovation Management Certification (IMC) is a unique executive education and professional development experience. Our focus is to equip you with the mindsets, processes and tools to make things happen in your organization.
IMC is a 30 week experience (one day a week in 10-week trimesters) in a mixed cohort of other professionals from large corporations to start-ups, from non-profits to the government sector. Together with your cohort, you will learn a systematic and repeatable process of innovation and how to apply it in your context.
Your employer wins and so do you. Each professional is expected to bring an opportunity that can drive growth in your organization. Through class, cohort and experiences we will help you build a project that can be implemented after graduation.
Over 100 different leaders from across Michigan and the Midwest have graduated from IMC, representing large multinationals, small businesses, start-ups, solo consultancies, non-profits, municipal and public service entities and others. We have a proven track record of success.
The document provides information about Platform Company, a start-up property development company in Johor Bahru, Malaysia. It summarizes the company's executive summary, background, vision, mission, short and long term goals, organization structure, and key job roles. Platform Company was founded in 2016 by 5 professionals with 10 years of experience in construction. The company aims to provide quality housing and plans to expand regionally and internationally over the long term.
Building and Maintaining Effective Teams (who want to work for you)Hileman Group
To us, building an effective team is like building a house. You can’t build a reliable house without a sound foundation. Review this webinar presentation to see Tom Hileman's tactics to building and maintaining an effective team.
This document presents research on attracting and retaining Generation Y, or "Net Generation" employees. It discusses leveraging technology and social media in recruiting, focusing interviews on company culture rather than being stiff, and emphasizing work-life balance. The presentation also covers managing a multi-generational workforce by adapting to Gen Y expectations around flexibility, frequent feedback, and having a role in social causes. Generational differences in benefits expectations and views of work and leisure time are also examined.
#FIRMday 2nd Oct 2014 Chris Marsh, Atkins, Developing and employer brand, t...Emma Mirrington
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The presentation follows the journey taken by Atkins over 2 years from deciding they needed an employer brand, through devising one, launching it and embedding it within the business.
- Why do you need an employer brand?
- How do you define an employer brand?
- How do you activate an employer brand?
- How do you embed an employer brand?
Purpose-driven Business: Leading from Purpose & Core Valuesfmarinescu
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Is Agile dead? It depends on what you mean by 'Agile'. If you mean that the organizations are not getting the promised benefits because they were focusing too much on the team-level agile "ways of working" instead of systemic global improvements -- then we are in agreement. It is a misunderstanding of Agility that led us down a dead-end. At Org Topologies, we see bright sparks -- the signs of the 'second wave of Agile' as we call it. The emphasis is shifting towards both in-team and inter-team collaboration. Away from false dichotomies. Both: team autonomy and shared broad product ownership are required to sustain true result-oriented organizational agility. Org Topologies is a package offering a visual language plus thinking tools required to communicate org development direction and can be used to help design and then sustain org change aiming at higher organizational archetypes.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
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1. The document discusses various aspects of business and culture including planning, communication, analytical thinking, stakeholders, customer journey, types of businesses, and driving values as culture.
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3. TEXT
Engagement
“Create caring and robust connections between every
employee and their work, customers, leaders,
managers, and the organisation to achieve results
that matter to everyone in this sentence.”
David Zinger
TEXT
• What is the trend?
• Where do we want to move
to?
• How do we get there?
TEXT
6. Communication
Leaders = Master communicators.
1- Push Communication.
where sender do everything.
“In modern management, PM role involves jumping
through constant communication hoops.” by PMI
Types of Communications:
3- Interactive Communication.
where it involves the sharing of information back
and forth between sender and receiver in real time.
2- Pull Communication.
where sender creates content that receivers can
passively access at any time.
7. As a Leader, Interactive Communication is the first and
most Effective Tool to CREATE a BOND among team
members and a loyalty to the Establishment.
8. How does AECOM
used to Communicate
with the team?
Mails
Top management
announcements.
New
Year
Party
Town
Hall
Sports
Day
Surveys
Push Communication
Interactive Communication.
Pull Communication
Dashboards
Ecosystem
9. 2021 Global Pulse Survey
59%
41%
Completed Not
41%
59%
Completed Not
Global Results MEA Results
4.02
/ 5
Overall Engagement
4.27
/ 5
Overall Engagement
10. Engagement score by
seniority
MEA lowest scoring questions
(% who Neither Agree nor Disagree/
disagree/strongly disagree)
1. I see positive changes as a
result of the new strategic
direction of the company.
2. I feel inspired to do my best
work every day.
3. My opinions and ideas are
respected and valued. I feel
included at AECOM.
4. I would recommend AECOM
as a great place to Work.
29%
21%
20%
21%
11. 44%
43%
I would
recommend
AECOM as a
great place
to work.
South Africa Data While the lowest Engagement Level for all MEA areas
is 4.32/5, South Africa Engagement Level is 3.67/5
12. Targeted topics and teams for a communication plan.
1- Communicate the company strategic direction.
2- Prepare a well-established communication plan to cover all job levels.
3- Focus to present AECOM to the team as a trusty Brand.
4- Restore the gathering events (Town hall, Sports Day and New year
party) immediately when possible.
5- Apply the rewards and recognition program to the team through an
effective communication/ reporting methods.
6- Target Managers and Advanced professional Level with special
communication, rewarding and training plan
7- Initiate a special contain program to South Africa team.
13. To initiate “Let's Talk.” A web-based program . Simply the project is a Teams Video meeting for 30-45 minutes
on biweekly basis with a top management personal with a selected attendees from different countries/job levels.
Session attendees to be different each time and HR to nominate them. During the meeting, he will give updates and
achieved results summary and listen to people thoughts, ideas or answer their questions. This kind of interactive
communication will be helpful. People will transfer their messages through the meetings and after that to all
colleagues.
Recommended Idea
15. What is the Trend?
• Our people have had time to think, challenge the
previous norm
• This has led to the “Great Resignation”
• Coupled with the KSA boom of 2019
Behaviors
16. Where do we want to be
• Choice employer for professionals seeking
opportunities in our industry
• A Leader in design & supervision of landmark
capital projects
• Aligning our vision with that of our employees
Behaviors
17. How do we get there?
• Review our structure to understand what our
current team wants
• Ask the right questions during hiring
• Allow for the fulfilment of our people’s goals:
• Win the right projects
• Align our reward system with goals and purpose
• Communicate our goals clearly to our people
• Allow for time to discuss goals / alignment throughout the
year
• Provide opportunities to discuss with others outside
AECOM
Behaviors
19. Architecture, Engineering, Construction, Operations, and Management
AECOM Publicly Listed in 2007
EDAW
ELLERBE BECKET
DAVIS LANGDON
EARTH TECH
TYCO
TISHMAN
URS
ACE International
Hunt
Shimmick Construction
Management Services - out
AECOM’s Evolution
The company has been made up of many mergers and acquisitions
John Dionisio
Michael Burke
Troy Rudd
Lara Poloni
20. AECOM has a Global Reach
We are made up of a huge amount of people from different locations
55,000 people globally
clients in more than 150 countries offices in 45 countries
We are truly an International Brand made up of diverse Cultures
TITLE ONE
TITLE TWO
TITTLE THREE
TITLE FOUR
With 64% of employees feeling like they don’t have a
strong work culture, according to a report by TruPath,
many companies are falling short in providing their staff
what they need to succeed in the workplace.
https://www.forbes.com/sites/forbescoachescouncil/2018/
01/29/15-best-ways-to-build-a-company-culture-that-
thrives/?sh=473c68281b96
21. 5 Years 6 Years 4 Years 16 Years
AECOM Corporate Values are in our DNA
We strive for the best
22. AECOM Values
Our Values have driven our results - stock up 152% over the last five years
Safeguard
We operate ethically and with integrity, while prioritizing safety and security in all that we do.
Innovate
We think without limits and embrace new ideas, shaping digital solutions to help clients address current
and future challenges.
Collaborate
We connect unrivaled expertise from around the world to anticipate and solve our clients’ most pressing
challenges.
Deliver
We grow our business through relentless client focus, operational excellence and exceptional project
execution.
Sustain
We take action to make a positive impact on the planet, enrich the communities we touch and build
legacies for future generations.
Thrive
We build diverse teams, create an inclusive workplace and provide opportunities where each one of our
people can reach their full potential.
24. AECOM values its people and is
investing time
https://sloanreview.mit.edu/culture500/company/c113/A
om?cv=inclusivity
Good company to work for
wanting to learn new skills
in your career are limited a
when they should be nor a
they deserve
Pros
Good Flexibility with hours
Cons
Career progression is limite
are pay rises.
There is also a big focus on utilization rate (make sure you a
Pros
Great work environment and flexible schedule
Cons
Lots of training and. non-competitive salary
26. What is missing?
How do we fix it – Innovation Time!
Rip & Mix
“Innovation is the creation
of something that improves
the way we live our lives”
Barack Obama
27. INTERNAL LEADERSHIP CHANGES
1. Define what is each business unit’s Culture – make it a goal
for P+L Leader and attach KPIs to it. e.g. Survey result
relating specifically to Culture and Satisfaction and could be
tailored to tenure.
2. Leaders must train in this space and filter to future leaders
to continue it down – equipping leaders to have tools – 360
survey of leaders.
3. Leaders must lookout for Health and Wellbeing – number of
staff engaged during health and well being moments – paid
AECOM activities.
4. Emotional Intelligence training - number of staff trained.
Solutions – Breaking it down
What is missing in our DNA
Quick Wins Mid Term Long Term
28. CORPORATE CHANGES
Begins when you engage with AECOM
1. From the Interview describe and explain the culture
2. Define team culture and diversity in bids
3. Culture, Safety and Wellbeing moments
Solutions – Breaking it down
What is missing in our DNA
Quick Wins Mid Term Long Term
29. CORPORATE CHANGES
When You Join AECOM
1. This is who we are and what we stand for (Business line
leads beliefs and who they are as a person)
2. This is who we are and what we stand for (Business line
leads beliefs and who this person and what are their values)
3. Team Specific welcome pack with simple basic items –
AECOM shirt / mask / Cup / Bag with Flag Sticker
4. Assigned a buddy
5. Are you new to the country / here is where you can get the
things you need and where you can live
6. Do you want to learn about the local culture (here is a run
down) – here are options to learn the language
7. What is your birthdate
8. All the above integrated within an AECOM employee app
Solutions – Breaking it down
What is missing in our DNA
Quick Wins Mid Term Long Term
30. When you work with AECOM
1. Link you to other people around the world
2. Let’s be globally local (GILT) initiative
3. Ensure equity and market alignments for
people.
4. Financial Rewards every 6 months.
5. Offices must have the same standard.
Solutions – Breaking it down
What is missing in our DNA
Quick Wins Mid Term Long Term
31. Celebrating Milestones
1. When you hit milestones at AECOM (5
years, 10 years, 15 Years+)
2. Finalizing projects and obtaining
awards
3. Spread the word
Solutions – Breaking it down
What is missing in our DNA
Quick Wins Mid Term Long Term
32. When leave AECOM
1. xxxxxxxxxxxx
Solutions – Breaking it down
What is missing in our DNA
Quick Wins Mid Term Long Term