The Professional Services segment engages in design, planning and programme management. Its professional services range from consultancy and planning to design and engineering and programme, project and construction management services.
The Construction Services segment offers building, design, construction management, refurbishment and fit-out, mechanical and electrical, civil engineering, ground engineering and rail engineering services. The Support Services segment is focused on infrastructure and provides facilities management, business services outsourcing, utility infrastructure, and rail renewals and highways management. This segment also provides ongoing operation and maintenance of assets after they have been constructed, and a broadening range of business services outsourcing.
We are Balfour Beatty, a global infrastructure group operating around the world — designers and planners, engineers, builders, project and facilities managers, analysts, consultants, and more. For more than years we have created and cared for the vital assets that enable societies and economies to grow: road and rail; airports, seaports, tunnels and bridges; health and education facilities; heat, light, power and water; places to live and places to work — the infrastructure that underpins all our lives and drives progress.
From our beginnings, in we have grown to become a global business operating in over 80 countries, in emerging and mature economies alike. We are now one of the few companies with the skills to deliver complex projects of huge scale and take advantage of the growth in long-term infrastructure markets. The combined breadth of our capabilities and the depth of our technical expertise makes us a true global leader in infrastructure.
The dedication of our people and the shared values that unite us give our many stakeholders the confidence to trust us and do business with us. We have a collective commitment to operate sustainably and safely wherever we operate. Acciona SA history, profile and corporate video Acciona SA is an investment holding company, which engages in providing infrastructure, energy and water services.
It operates within the following business divisions, Its business is organized in three segments. The Engineering Solution Bechtel history, profile and history video Founded in , Bechtel is a global engineering, construction and project management company.
Though the companies tended originally to pursue opposite ends of the high-low-voltage spectrum, by World War II both of them were well equipped for any type of power-distribution assignment. During the early part of the war, British shipping suffered severe losses caused by German magnetic mines hidden in the Channel and ocean traffic lanes.
Hunter of Callender's designed a magnetized cable strong enough to push through ocean swells yet light enough to float, and Callender's produced about 2, such 'minesweeps,' each one approximately yards long and capable of detonating submerged mines at a safe distance from the sweeper ship.
The entire cable industry subsequently worked on practical methods of degaussing, or demagnetizing, the British fleet, eventually manufacturing many thousands of miles of cable for installation in the hulls of seagoing vessels.
The combination of sweeping and degaussing succeeded in substantially reducing the damage inflicted by magnetic mines. By war's end the two companies, already the largest U. The company's formidable assets and technical expertise provided sustained growth during the decades following. BICC's experience with cable installation led the company into the allied fields of civil engineering and large-scale construction work.
BICC as a whole was active around the globe, establishing an especially strong Australian presence in both cables and construction and later expanding there into the retail electrical and electronics businesses. At home, the company dominated the U. BICC carved for itself a secure place in the heavy construction industry, but the company's profits failed to dazzle the stock market.
By the s the firm was generally recognized as a rather stolid blue chip: safe, slowly growing, and modestly profitable. Investors were sometimes made uneasy by BICC's heavy dependence on the price of copper, which it needed to make its power cables. Importing some , tons a year, the company's profitability was directly tied to the fluctuating copper market. In addition, BICC's product mix was not calculated to excite the interest of stock watchers.
Contracts for the electrification of a London subway extension or the widening of highways do not provide the cachet of a so-called glamour stock. With or without the market's enthusiasm, BICC ended the s with an important acquisition, the purchase of Balfour Beatty.
Balfour had an engineering background and had worked on the construction of a number of electric streetcar lines while working at J. White, while Beatty was a trained accountant. Other contracts followed, but in the initial years Balfour Beatty mainly concerned itself with investing in and managing the finances of existing and new streetcar companies.
The war, however, provided an impetus for Balfour Beatty's expansion into civil engineering as the company took on commissioned construction work, such as a five-mile-long aqueduct in Scotland that was needed to supply water to an important aluminum manufacturing operation.
The war also made clear the need for a nationwide system of transmission lines, an electrical 'Grid' that would be flexible yet economical. George Balfour, as a member of Parliament starting in , played a key role in the passage of legislation in the s that would eventually lead to the completion of the Grid by the early s, with Balfour Beatty heavily involved in its construction.
By the early s, these firms were the two largest power companies in Great Britain in terms of area served. Meantime, in Balfour, Beatty, and their colleagues established a new company called Power Securities Corporation Limited so that they could fund larger projects than they previously could, projects that would then be carried out by Balfour Beatty, which became wholly owned by the new corporation. The s also saw Balfour Beatty venture overseas for the first time, mainly through the management--but not ownership--of power utilities in the British Commonwealth.
After constructing a power station on the Tana River near Fort Hall later known as Murang'a , Balfour Beatty helped expand the power system throughout Kenya and into Tanganyika and Uganda as well. In Balfour Beatty took over a commission to supply electricity and water to the Palestine cities of Jerusalem and Bethlehem. In the s Balfour Beatty began taking on overseas projects outside the power industry. Meanwhile, cofounder Beatty died in By the end of half of the company's staff were serving in the army while the other half began concentrating on construction activities that proved vital to the war effort.
The largest project undertaken was a massive four-year project to close the channels around the Royal Navy's chief base, which was located at Scapa Flow in the Orkney Islands. The project had been ordered by Winston Churchill following the torpedoing and destruction of the battleship Royal Oak by a German U-boat in October It involved the construction of 9, feet of causeway, up to 70 feet deep, using half a million cubic yards of quarried rock and , tons of concrete blocks.
Balfour Beatty undertook numerous other wartime projects, including the expansion of power stations, the repair of electrical installations and underground railway stations that had suffered bomb damage, and the building of underground bomb shelters. In January George Balfour was appointed to chair a committee charged with assessing the organization of cement production. Balfour died in September of that year, however.
Succeeding Balfour as chairman of both Balfour Beatty and Power Securities Corporation was William Shearer, who had been with Balfour Beatty since its founding, first serving as secretary. With the end of the war and the victory by the Labour Party in the general election of came the nationalization of the British electricity industry.
A New British Electrical Authority took over the financing, operation, and management of all the power companies. Balfour Beatty and Power Securities were thus pushed into the decision to build up the construction side of their operations and to diversify into other areas of construction.
In the s Balfour Beatty took on an increasingly wider array of engineering and construction work both at home and overseas, including electric transmission lines, power stations including nuclear power stations , dams and reservoirs, tunnels, railway stations, and roads. Balfour Beatty also took over the electrical contracting activities of Power Securities, which were reorganized in as Balfour Kilpatrick. Its Australian division became easily the largest of BICC's many overseas operations, while Balfour Beatty quickly became the company's most reliably profitable subsidiary.
In the late s, the company expanded further by delving into residential property development and construction. In BICC began diversifying into the rapidly growing electronics field, for a more balanced and, hopefully, recession-proof portfolio. The firm bought Vero, a U. Of equal interest was the agreement with Corning, the U. These hair-thin fibers of glass were capable of transmitting many more telephone and data messages than comparable copper wires and quickly became the new standard for long-distance trunk lines.
The worldwide recession of the early s soon took its toll, however, with profit levels slipping into a trough from which they did not fully emerge until Barlow, the former head of Britain's postal service, soon brought in Robin Biggam as president and CEO, and the two men designed a program of sharp labor cuts and further acquisitions to prod their sleepy giant.
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