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BUSINESS NEWS AECOM AND ORIENTAL CONSULTANTS GLOBAL SIGN MEMORANDUM OF UNDERSTANDING TO COLLABORATE ON JAPANESE OVERSEAS INFRASTRUCTURE PROJECTS AECOM , a premier, fully integrated infrastructure firm, and Oriental Consultants Global, an integrated engineering consulting firm, have signed a Memorandum of Understanding to deliver innovative and successful social, environmental and transit infrastructure projects across the Asia region. In December, Oriental Consultants Global hosted a ceremony at their Tokyo headquarters, where AECOM President, Asia Pacific, Sean Chiao and Oriental Consultants Global President Eiji Yonezawa signed the agreement in front of senior executives from both companies. The preferred partner agreement between the two leading infrastructure companies, each with its own legacy of globally successful projects, will allow for joint financial and resourcing arrangements to compete for the largest and most complex infrastructure projects in the region.
“As Japan continues to increase its support for infrastructure development across the Asia region, the strategic partnership formed by AECOM and Oriental Consultants Global will bring together our respective expertise, experience and insights to fulfil the transformational and often extremely complex projects that are being envisioned,” said Chiao. “Our joint business plan includes formalizing mutual growth objectives aligned with the United States-Japan Partnership for Infrastructure Investment in Third Countries.” “In an effort to build upon the United States- Japan Partnership, we’re proud to partner with AECOM to further develop transformative infrastructure projects across Asia,” said Yonezawa. The United States-Japan Partnership for Infrastructure Investment in Third Countries has been developed to address development challenges, increase connectivity, and promote economic growth in the Asia-Pacific region.
“Since the United States-Japan partnership, there has been a significant increase in overseas investment by Japanese public and private organizations,” said Saito Hiroshi, head of Japanese overseas investment at AECOM. “In partnership with Oriental Consultants Global, we are well-suited to help high-growth nations across Asia create safer, cleaner and more connected communities.” AECOM is built to deliver a better world. We design, build, finance and operate critical infrastructure assets for governments, businesses and organizations. As a fully integrated firm, we connect knowledge and experience across our global network of experts to help clients solve their most complex challenges. From high-performance buildings and infrastructure, to resilient communities and environments, to stable and secure nations, our work is transformative, differentiated and vital. A Fortune 500 firm, AECOM had revenue of approximately $20.2 billion during fiscal year 2018.
JULIE BENEZET, from page 11
share your thinking. As trust grows, conversations may actu- ally shorten, returning you to your desk with the benefit of more knowledge. 2)Does this mean I have to hold awkward conversations that could go nowhere? Yes. Awkward conversations mean something new is happening that could contribute to both parties growing. For leaders, it might be relinquishing control. For employees, it could be learning to share ideas without knowing how they will be received. 3)My employees aren’t used to me asking questions and will suspect my motives. Maybe. The door is more likely to crack open, however, if you start by admitting that while you are not used to it, you believe learning from them is impor- tant. You’ll be successful if you actively listen, and if you ask relevant follow-on questions. 4)I have to make decisions on things employees lack au- thority to decide. Most employees just want to be heard. They know they can’t decide such issues as compensation or major capital transactions. Human resource questions lie in a grayer area. Hiring has room for participation. Firing bumps into legal matters of privacy where lack of inclusion can be explained. In all of these scenarios, digesting diverse opinions will more likely improve, rather than harm, your decision- making process. Overcoming excuses and taking the time to connect to employees will improve commitment, retention, and your business. JULIE BENEZET spent 25 years in law and business, and for the past 16 years has coached and consulted with executives from virtually every industry. She earned her stripes for leading in the discomfort of the new as Amazon’s first global real estate executive. She is an award-winning author of The Journey of Not Knowing: How 21st Century Leaders Can Chart a Course Where There Is None . Her new workbook, The Journal of Not Knowing , a self-guided discovery guide based on the Journey principles, was released in fall 2018. She can be reached at juliebenezet.com.
But then there is the squishier, less obvious reason for why employees stay. The survey comments point to the importance employees place on having their opinions not only considered, but proactively sought by leadership. For many leaders, this may not come as welcome news. It is hard enough to set strategy, satisfy customers, and build market presence without spending valuable time soliciting workforce opinions. And yet, based on feedback from the winners of the 2018 survey, openness to employee input is an important driver of how they perceive their employers. “Bad managers should be rehabilitated or managed out. Pay levels must be scrutinized to eliminate biases due to gender, longevity at the firm, or politics. Helping employees incorporate their true calling requires managers to spend time learning what gives them passion.” Below are common excuses I hear executives make to explain their reluctance to involve employees in decision making: 1)I don’t have time to finish what’s sitting on my desktop now. Where am I supposed to find the time to talk to people? If what engages and retains your talent is you listen- ing to them, your desktop comes second. Without talent, you don’t have a company. The payback for taking the time is in- formation from the front line, buy-in for your decisions, and more motivated employees. Making time improves their trust in your concern for them. It also gives you an opportunity to
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THE ZWEIG LETTER February 4, 2019, ISSUE 1282
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