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BUSINESS NEWS AECOM APPOINTED TO SOUTHERN WATER’S PROFESSIONAL SERVICES FRAMEWORK AECOM, the world’s trusted infrastructure consulting firm, has been appointed by Southern Water, a major U.K. water utility, to deliver asset management, program and project management services on its Professional Services Framework. The company has been appointed to two lots on the Framework, which will realize Southern Water’s largest and most ambitious business plan to date in preparation for the U.K.’s Asset Management Plan Period 8 regulatory period from 2025-2030. “We’re excited to support Southern Water’s next generation of infrastructure investments, extending our role as a key enabler of utilities’ expected substantial growth in AMP8 investments,” said Beverley Stinson, chief executive of AECOM’s global Water business. “Through our number one-ranked global Water capabilities, we’re well positioned to deliver sustainable solutions that help Southern Water achieve its business, customer and environmental outcomes in the AMP8 period and beyond.”
Southern Water’s business plan will address AMP8 provisions aimed at improving efficiency and mitigate supply chain risk, and will focus on water resilience, wastewater treatment, customer service, and environmental protection and enhancement. Overall, AECOM will support Southern Water with strategy & planning, asset information management including data visualisation and digital tools, asset intelligence including modelling and geospatial analysis, as well as technical services and system monitoring. Under Lot 1 of the Framework, AECOM will deliver asset management and advisory services for a period of five years, collaborating with its sub-consultant partners Arcadis and AliumBlue. Under Lot 2 of the Framework, AECOM will provide PMO, program and project management services, as well as supporting technology insight to drive capability and efficiency. “We are excited to utilize our global and local expertise to meet Southern Water’s comprehensive plan for AMP8 compliance,” said Colin Wood, chief
executive of AECOM’s Europe and India region. “Our technical experts continue to play a critical role in delivering the world’s largest water programs, and their track record of timely, effective implementation of state-of-the-art treatment technologies sets us apart as a valued delivery partner.” As one of England’s largest water utilities and a key water supplier for much of South East England, Southern Water delivers 535 million liters of drinking water daily and treats and recycles 1,371 million liters of wastewater daily at 368 treatment works. AECOM’s appointment by Southern Water follows an extensive pipeline of work for the AMP8 across the UK water market, delivering a broad range of capabilities including asset management, design, environment and sustainability, digital, and programme cost and commercial services. AECOM is the world’s trusted infrastructure consulting firm, delivering professional services throughout the project lifecycle – from advisory, planning, design and engineering to program and construction management.
8. The meetings were focused more on future plans and actions versus what has happened in the past. Again – why have a BOD if all it does is look in the rearview mirror? The point is to help steer the firm in a positive direction for the future – not beat on management for past mistakes. 9. We had someone there who was a great note-taker who accurately documented everything. Nothing is worse than spending four to eight hours in a meeting and making decisions with no notes documenting any of that. The note-keeper is typically one of the directors or someone else brought in just to take notes. 10. Management did a good job communicating what happened at the BOD meeting to the rest of the owners and employees. This is a really important step because after these meetings everyone tends to be either curious or fearful of what happened at them. Communicating quickly and clearly to all employees and other owners is the way to address this common situation. Using your outside directors to their fullest potential is just smart. How do you feel your firm stacks up on my 10 points above? If not so well, make changes! Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com .
MARK ZWEIG , from page 5
4. We got the financials at least five days before the BOD meeting and then didn’t waste a lot of time on them at the meeting. Bad BOD meetings are where the majority of time is spent reviewing the details of the firm’s financials. Good meetings have a time to deal with questions but don’t drag everyone through a line-by-line review. 5. I was in constant communication with the CEO and some or all of the other BOD members between the meetings. There was a lot of banter or chatter that kept us all engaged and helped form relationships. This kind of between-the-meeting dialogue is essential to getting the most from a firm’s outside directors as they feel more like a part of the business. 6. I was listened to and not expected to rubber stamp decisions already made before the actual meeting. No one gets their way every time and I certainly understand that. But on the other hand if you are never listened to, why should you waste your valuable time there, either? On the few occasions I found myself in that position, I resigned or pulled myself out of contention for reelection. 7. I was part of a group of people with wide-ranging backgrounds and experience who were open to hearing what others had to say. That openness and creativity is energizing and helps keep your outside directors learning and interested in your business.
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THE ZWEIG LETTER AUGUST 12, 2024, ISSUE 1549
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