DOCSLIB.ORG

CH2M HILL Sustainability and Corporate Citizenship Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
CH2M HILL Sustainability and Corporate Citizenship Report 2014 Sustainability and Corporate Citizenship Report JULY 2014 COR040114184219DEN Contents Section Page 1. Highlights ................................................................................................................................... 1‐1 2. Our Pledge .................................................................................................................................. 2‐1 2.1 Corporate Citizenship and a Sustainable Future ................................................................... 2‐1 2.2 Message from Senior Leadership .......................................................................................... 2‐1 2.2.1 Our Clients Are Connecting the Dots ........................................................................ 2‐2 2.2.2 Our Focus in 2013 ..................................................................................................... 2‐3 2.2.3 Our Strategy for the Future ...................................................................................... 2‐4 2.3 Sustainability Strategy ........................................................................................................... 2‐5 2.3.1 Key Sustainability Impacts and Effects ..................................................................... 2‐5 2.3.2 Sustainability Trends, Risks, and Opportunities ....................................................... 2‐7 2.4 Ethics and Business Conduct .................................................................................................. 2‐9 2.4.1 Employee Reporting and Communications ............................................................ 2‐10 2.4.2 Anti‐corruption Policies and Procedures ................................................................ 2‐11 2.4.3 Government Participation and Lobbying ................................................................ 2‐12 2.4.4 Global Engagement ................................................................................................. 2‐12 2.5 Human Rights ....................................................................................................................... 2‐13 2.6 Economic Performance ........................................................................................................ 2‐14 3. Fostering Employee Excellence ................................................................................................... 3‐1 3.1 Water For People: Five Employees Travel to Bolivia ............................................................. 3‐1 3.2 Health and Safety ................................................................................................................... 3‐2 3.2.1 Injury Rates ............................................................................................................... 3‐3 3.2.2 Health and Safety Awards ......................................................................................... 3‐4 3.3 Workforce Distribution .......................................................................................................... 3‐4 3.3.1 Workplace Culture .................................................................................................... 3‐6 3.4 Workforce Diversity, Equality, and Inclusion ......................................................................... 3‐6 3.5 Employee Turnover ................................................................................................................ 3‐9 3.5.1 New Staff Orientation ............................................................................................. 3‐11 3.5.2 AlumniConnect ....................................................................................................... 3‐11 3.5.3 Emeritus Program ................................................................................................... 3‐12 3.6 Training and Development .................................................................................................. 3‐12 3.6.1 Training ................................................................................................................... 3‐13 3.6.2 Sustainability Training ............................................................................................. 3‐14 3.6.3 Career Development Reviews ................................................................................. 3‐14 4. Our Planet .................................................................................................................................. 4‐1 4.1 Environmental Compliance .................................................................................................... 4‐1 4.1.1 Environmental Spills ................................................................................................. 4‐1 4.2 Environmental Management ................................................................................................. 4‐1 4.2.1 North American EMS ................................................................................................ 4‐2 4.2.2 Europe EMS ............................................................................................................... 4‐2 4.2.3 Australia EMS ............................................................................................................ 4‐3 4.2.4 Middle East EMS ....................................................................................................... 4‐3 4.2.5 Latin America EMS .................................................................................................... 4‐4 4.3 Water Use .............................................................................................................................. 4‐4 4.3.1 Water Use at CH2M HILL Facilities ........................................................................... 4‐4 III CONTENTS, CONTINUED Section Page 4.3.2 Water Use in Europe ................................................................................................. 4‐6 4.3.3 Water Conservation Strategies for Clients ................................................................ 4‐7 4.4 Community Water Preservation and Engagement ................................................................ 4‐8 4.4.1 Helping Clients Help Communities ............................................................................ 4‐8 4.4.2 Engaging Global Communities .................................................................................. 4‐8 4.4.3 Providing Industry Leadership ................................................................................... 4‐9 4.5 Paper Consumption .............................................................................................................. 4‐12 4.5.1 North America ......................................................................................................... 4‐12 4.5.2 Europe ..................................................................................................................... 4‐13 4.5.3 Middle East .............................................................................................................. 4‐14 4.5.4 Australia .................................................................................................................. 4‐14 4.5.5 Argentina ................................................................................................................. 4‐14 4.6 Recycling ............................................................................................................................... 4‐14 4.6.1 Electronics Recycling ............................................................................................... 4‐15 4.6.2 Recycling in Europe ................................................................................................. 4‐15 4.6.3 Recycling in the Middle East and Australia ............................................................. 4‐16 4.6.4 Recycling in Argentina ............................................................................................. 4‐16 5. Preserving the Environment ........................................................................................................ 5‐1 5.1 CH2M HILL Pledges to Reduce Carbon Emissions 25 Percent by 2017 .................................. 5‐1 5.2 Carbon Emissions and Energy Use ......................................................................................... 5‐3 5.2.1 Global Carbon Emissions Inventory and Reduction Program ................................... 5‐3 5.2.2 North American Energy Management and Carbon Emissions Reduction Program .. 5‐7 5.2.3 Europe Energy and Carbon Emissions Reduction Program ....................................... 5‐8 5.2.4 Australian Carbon Emissions Reduction Program ..................................................... 5‐9 5.2.5 Middle East Carbon Emissions Reduction Program ................................................ 5‐10 5.2.6 Electrical Use in Argentina ...................................................................................... 5‐10 5.3 Business Travel ..................................................................................................................... 5‐10 5.3.1 Air and Ground Business Travel .............................................................................. 5‐11 5.3.2 Employee Commuting—North America .................................................................. 5‐13 5.3.3 Teleworking and Flexible Work Schedules .............................................................. 5‐14 5.3.4 Employee Commuting—United Kingdom ..............................................................
Load more

Recommended publications
  • Gender Pay Gap Report 2019
    Gender Pay Gap Report 2019 Gender Pay Gap Report 2019 for England, Wales and Scotland JACOBS | GENDER PAY GAP REPORT 2019 This document represents a full report of Jacobs 2019 Gender Pay Gap (GPG) and meets all statutory requirements. Foreword We are pleased to present our We took a closer look at the diversity of the We have eight thriving employee networks latest Gender Pay Gap Report. top level of our company, appointing the that have a shared mission to celebrate Over the past 12 months, inclusion most diverse board in our company’s history and develop Jacobs’ diverse employee and diversity (I&D) has continued to be at the and increasing the number of women on population, provide career enriching heart of everything we do. Since our last U.K. our Executive Leadership Team. We have development opportunities for all levels of Gender Pay Gap Report in April 2019, we’ve 27% women on our board of directors – talent, assist in the attraction and retention undertaken an extensive rebranding exercise, ultimately achieving overall board diversity of top diverse talent, facilitate innovation at and I&D remains central to our brand, our of 45%. We also achieved executive team Jacobs, and contribute to the communities values and our strategy. ‘We live inclusion’ is a diversity of 75% (with six of eight positions in which we live and work. core value, demonstrating our commitment to held by women or people from an ethnic We are proud of our ranking in the top quartile embracing all perspectives and collaborating background). of Forbes Best Employer for Diversity 2020, to make a positive impact.
    [Show full text]
  • THAMES HUB an Integrated Vision for Britain
    THAMES HUB An integrated vision for Britain “ We need to recapture the foresight and political courage of our 19th century forebears if we are to establish a modern transport and energy infrastructure in Britain for this century and beyond.” Lord Foster of Thames Bank OM THAMES HUB: An integrated vision for Britain 1 Introduction 3 Executive summary 4 Infrastructure challenges for Britain 6 An integrated approach 10 Improving Britain’s trade with the world 12 Avoiding London’s congestion 14 Protecting against fl oods 16 Creating a new global aviation hub 18 Generating clean energy 23 Integrating infrastructure 24 Balancing the regions 28 Moving forward 30 The team 32 2 Introduction Britain can no longer trade on its inadequate and aged infrastructure. A fast- growing population and an evolving global economy demand that the quality of the UK’s infrastructure be improved and its capacity increased dramatically. This report describes proposals for a Spine which That will also require political imagination and combines energy, communications and data joined-up decision making. The challenges are running the length of the UK. The Spine is fed also opportunities. This report sets out how these by a Thames Hub, which brings together a new opportunities can be explored and how creative, river barrier and crossing, an international airport, environmentally sensitive solutions can be devised shipping and rail complex. It represents a holistic to serve Britain’s long-term infrastructure needs. vision for infrastructure development in Britain. The study was instigated and funded by The Spine is unique as a project, in both architects, Foster + Partners, infrastructure its conception and ambition.
    [Show full text]
  • 2012-02-01.Pdf
    CONTENTSCONTENTS February 2012 On the Cover Two Become One CH2M HILL, Halcrow combine forces. By Jim Rush Features Advanced Assessment 20 New technology can help reduce risk of damage to structures. By Thomas A. Winant 16 Threading the Eye 22 Jay Dee/Coluccio JV completes Brightwater contract. By Jack Burke Miami-Dade Government Cut 26 Pipeline Replacement Microtunneling, HDD used to replace shallow utility mainlines. By Robin Dill, Ken Watson and Eduardo A. Vega Technical Paper 30 Ventilating Partially Submerged Subway Stations By Rob States, Dan McKinney and Bruce Dandie The Big Bore 32 USA Latest to Use Large-diameter TBM for Highway Project 22 By Jim Rush Columns Editor’s Message.................................... 4 TBM: Tunnel Business Magazine (ISSN 1553-2917) is published six times per year. Copyright 2011, Benjamin Media Inc., P.O. Box 190, Peninsula, OH 44264. USA All rights reserved. No part of this publication may be reproduced or transmitted by any Departments means without written permission from the publisher. One year subscription rates: complimentary in the United States and Canada, and $69 in other foreign countries. Single copy rate: $10. Subscriptions and classified advertising should be addressed Business Briefs ....................................... 6 to the Peninsula office. POSTMASTER: send Changes of Address to TBM: Tunnel Business Magazine, P.O. Box 190, Peninsula OH 44264 USA. Global News ....................................... 13 Canadian Subscriptions: Canada Post Agreement Number 7178957. Send change UCA of SME Newsletter ............................ 14 address information and blocks of undeliverable copies to Canada Express; 7686 Kimble Street, Units 21 & 22, Mississauga, ON L5S 1E9 Canada Upcoming Projects ................................ 34 Calendar........................................... 41 Ad Index ..........................................
    [Show full text]
  • Number of Contracts Per Supplier Based on Major Contract Awards
    Number of Contracts per Supplier Based on Major Contract Awards Fiscal Year Borrower Country WB Contract Number Supplier 2015 Turkey 1 TUNCAY KARAMAN 2017 Mozambique 1 CONSTRUÇÕES JJR & FILHOS MOÇAMBIQUE 2012 Kenya 2 DAWA LIMITED 2012 Argentina 1 PRESVAC S.R.L. 2006 Philippines 1 PUYAT JACINTO AND SANTOS (PJS) LAW 2001 India 2 MAC LABORATORIES LTD. 2015 China 2 ZHEJIANG INDUSTRIAL EQUIPMENT INSTALLATION GROUP CO., LTD. 2008 Vietnam 1 WATER ELECTRIC MECH.INSTALLATION & CONST. JSC (COWAELMIC) 2000 Russian Federat 3 PEG SA 2005 China 1 METSO DYNAPAC AB (SWEDEN) 2017 Serbia 1 BILJANA DJOKIC 2007 Tanzania 4 PROF. AFRAIM MUHALE HAYUMA 2014 Western Africa 1 BRLI 2009 Iraq 2 DARA COMPANY 2012 Mozambique 1 CHINA JIANGSU INTERNATIONAL BOTSWANA 2016 Kyrgyz Republic 3 INFORMACIONNYE TEHNOLOGII Page 1 of 564 09/27/2021 Number of Contracts per Supplier Based on Major Contract Awards Total Contract Amount (USD) 17831.00 6059207.00 1270093.00 2113218.00 100352.00 345198.00 3407309.00 6670902.00 259200.00 335880.00 5969.00 185492.00 306749.00 36126.00 1330504.00 169792.00 Page 2 of 564 09/27/2021 Number of Contracts per Supplier Based on Major Contract Awards 2006 Yemen, Republic 1 GAYTH AQUATECH LTD 2013 Tanzania 3 M/S Q & A COMPANY 2016 Bangladesh 1 THAKRAL INFORMATION SYSTEMS PVT. LTD. 2012 Bosnia and Herz 1 SENAD DZANANOVIC 2002 Timor-Leste 2 BARRETT COMMUNICATIONS PTY LTD 2011 Paraguay 1 MANPOWER PARAGUAY S.R.L. 2014 Moldova 1 PUBLICATIA PERIODICA REVISTA URMA TA 2016 Western Africa 1 HUGUES SERGE SEGLA GUIDIGBI 2005 Lebanon 3 SOUTH CONTRACTING COMPANY 2015 Cote d'Ivoire 1 KPOLO MAPRI DOMINIQUE 2005 Morocco 6 SCET-MAROC 2001 China 2 XIAMEN JIAN BANG GROUP CO.
    [Show full text]
  • THAMES HUB an Integrated Vision for Britain
    THAMES HUB An integrated vision for Britain “ We need to recapture the foresight and political courage of our 19th century forebears if we are to establish a modern transport and energy infrastructure in Britain for this century and beyond.” Lord Foster of Thames Bank OM THAMES HUB: An integrated vision for Britain 1 Introduction 3 Executive summary 4 Infrastructure challenges for Britain 6 An integrated approach 10 Improving Britain’s trade with the world 12 Avoiding London’s congestion 14 Protecting against fl oods 16 Creating a new global aviation hub 18 Generating clean energy 23 Integrating infrastructure 24 Balancing the regions 28 Moving forward 30 The team 32 2 Introduction Britain can no longer trade on its inadequate and aged infrastructure. A fast- growing population and an evolving global economy demand that the quality of the UK’s infrastructure be improved and its capacity increased dramatically. This report describes proposals for a Spine which That will also require political imagination and combines energy, communications and data joined-up decision making. The challenges are running the length of the UK. The Spine is fed also opportunities. This report sets out how these by a Thames Hub, which brings together a new opportunities can be explored and how creative, river barrier and crossing, an international airport, environmentally sensitive solutions can be devised shipping and rail complex. It represents a holistic to serve Britain’s long-term infrastructure needs. vision for infrastructure development in Britain. The study was instigated and funded by The Spine is unique as a project, in both architects, Foster + Partners, infrastructure its conception and ambition.
    [Show full text]
  • Halcrow Group Limited Fort William Active Travel Audit Final Summary Report July 2010
    Halcrow Group Limited Fort William Active Travel Audit Final Summary Report July 2010 HITRANS Halcrow Group Limited Fort William Active Travel Audit Final Summary Report July 2010 HITRANS Halcrow Group Limited City Park 368 Alexandra Parade Glasgow G31 3AU Scotland Tel +44 (0)141 552 2000 Fax +44 (0)141 559 4452 / 552 2525 www.halcrow.com Halcrow Group Limited has prepared this report in accordance with the instructions of their client, , for their sole and specific use. Any other persons who use any information contained herein do so at their own risk. © Halcrow Group Limited 2011 Halcrow Group Limited City Park 368 Alexandra Parade Glasgow G31 3AU Scotland Tel +44 (0)141 552 2000 Fax +44 (0)141 559 4452 / 552 2525 www.halcrow.com HITRANS Fort William Active Travel Audit Final Summary Report Contents Amendment Record This report has been issued and amended as follows: Issue Revision Description Date Approved by 01 - Draft Summary Report 20/07/09 CK/JP 02 - Final Summary Report 14/07/10 CK 03 - Plans moved to Appendix 05/08/11 JP Contents 1 Introduction 1 1.1 Background 1 2 Active Travel Methodology 2 2.1 What is the methodology? 2 3 Walking and Cycling in the Fort William Area 4 3.1 Overview of current conditions for active travel 4 3.2 Study area 6 3.3 Existing provision for cycling 10 3.4 Existing cycle parking 10 3.5 Traffic flow and accident data 12 3.6 Public transport 12 3.7 Fort William mountain bike championships 16 3.8 The Highland Council policy documents 17 3.9 Fort William Waterfront Master Plan 18 3.10 Current issues 19
    [Show full text]
  • Partnering: the Right Procurement Tool for Risky Contracts
    Partnering: The Right Procurement Tool for Risky Contracts Joep Athmer, Ben Hamer, Tim Kersley and Phillip Sanderson Partnering: The Right Procurement Tool for Risky Contracts Abstract Introduction Partnering has been increasingly used both in the UK Despite the recent progress, partnering in the UK and internationally as a means to facilitate a proactive continues to mean different things to different people. approach to problem solving as a project team rather The difference between “project” and “strategic” than adopting a reactive, adversarial approach partnering is fundamental and could reflect the commonly associated with the more traditional forms difference between a client’s desire to partner on a of contract. short-term or long-term basis. The Environment Agency, Halcrow Group Ltd and There are a number of purists who would argue that Van Oord UK Ltd are partners who have been active “project partnering” is a contradiction in terms: indeed, in promoting the use of partnering type procurement, the 1991 National Economic Development Council design and construction since 1996. All partners (NEDC) Report adopts a definition of partnering, which participated in three distinct ‘Frameworks’ for the requires that partnering be a “long-term commitment”. programme of flood defences in England and Wales. A proactive partnering approach opposed to a reactive, Namely, the National Environmental and Engineering sometimes adversarial approach certainly gives many Consultancy Agreement; the National Contractors’ clear advantages. These include better forward Framework; and, the Combined Beach Management planning of resources, better cost control and value for Framework. These ‘Frameworks’ apply the principles money. Partnering should be voluntary and willing on all of Partnering by using the tools available within the sides, based on joint ownership of common objectives New Engineering Contract (NEC), comprising both and commitment.
    [Show full text]
  • CNL Affiliate Company List
    CNL is committed to managing the potential and the appearance of conflicts of interest which might be created when it is contracting with affiliated companies of its shareholder, Canadian National Energy Alliance Ltd. (“CNEA”) which currently consist of Fluor Government Group – Canada Inc., CH2M Hill Canada Limited, Atkins Energy Canada Group Ltd., SNC-Lavalin Inc. and Jacobs Engineering Group Inc. (the “CNEA Affiliates”), for supply of goods and services. To that end, CNL asks that its suppliers and contractors, intending to respond to an RFP or other competitive sourcing events, advise in advance of submitting their proposal, if they are affiliated with CNEA, if they intend to form an alliance, partner or joint venture with a CNEA Affiliate in their bid, or if they intend to enter into subcontracts with CNEA Affiliates for material portions of work awarded to them, if they are the proponent selected. This allows CNL to manage potential conflicts. CNEA affiliate companies, include but are not limited to: Jacobs/ CH2M Hill Jacobs Government Services Company, a corporation of California Jacobs Professional Services Inc., a corporation of Delaware Jacobs Engineering Inc., a corporation of Delaware Jacobs Group Australia Investments Pty Ltd Jacobs Australia Holdings Company Pty Ltd, a corporation of Australia Sinclair Knight Merz Management Pty Ltd, a corporation of Australia Jacobs Group Australia Holding Ltd, a corporation of Australia Jacobs Group (Australia) Pty Ltd, a corporation of Australia Aquenta Consulting Pty Ltd, a corporation
    [Show full text]
  • Thames Estuary Developments
    s School of Environment and Technology Faculty of Science & Engineering Thames Estuary Developments Interdisciplinary Team Project CNM33 MEng – Civil Engineering July 2008 - Student reports (3 rd draft) This document is an illustration of students’ work, which may contain errors, therefore does not represent views of the University of Brighton. Thames Estuary Developments Introduction ..................................................... Hamid Isfahany Initial Project Specifications ............................ Keith Philcox A Synergetic Vision ........................................ Kristina Arsenievich Airport ............................................................ Simon Wright Flood Barrier .................................................. Michael Wolfe Container Port ................................................ William Dale Rail Transport ................................................ Alex Davies Road Transport .............................................. Tom Pemberton Fresh Water Reservoir ................................... Linus Wong Eco Housing .................................................. Adam Catt Services ......................................................... Jacky Chan This document is an illustration of students’ work, which may contain errors, therefore does not represent views of the University of Brighton. Introduction Could London face a flood like New Orleans? How long will the Thames Barrier last? How will be the future of air-transport in UK/Europe? And what is being planned for the future of
    [Show full text]
  • Department for International Development
    Review of the DFID-funded Water and Sanitation for the Urban Poor WSUP Final Report December 2009 Report Prepared by : Alison Barrett for The TI-UP Resource Centre Review of the DFID-funded Water and Sanitation for the Urban Poor WSUP Final Report December 2009 Contents Section Table of Contents Acknowledgements Abbreviations and Acronyms Executive Summary 1 Background Introduction Objectives of the Review Methodology of the Review and Structure of this Report 2 Project Design and Implementation Context Concept and Strategy Brief Description and History of WSUP Moving from Design to Implementation Business Plan 2008-2012 3 Programme Management and Systems Performance Governance Structure Staff Management Project Management WSUP’s Funding Situation Leveraging Funding Tasks, Approvals and Fund Flows Monitoring and Evaluation 4 Achievement against Strategic Objectives Introduction Strategic Objective 1: Better Services Strategic Objective 2: Stronger Service Providers Strategic Objective 3: Learning Strategic Objective 4: Advocacy Strategic Objective 5: Sustainable Partnership 5 Progress towards Purpose Introduction Validity Effectiveness Coverage (ie. reach and inclusiveness) Governance and Transparency Efficiency Sustainability CNTR PO 40016663 i TI-UP Resource Centre Review of the DFID-funded Water and Sanitation for the Urban Poor WSUP Final Report December 2009 6 Other Review Issues Links or Potential Links with other DFID Supported Initiatives Maintaining a Clear Poverty Focus Follow-Up of Previous DFID Review Findings WSUP’s Strategy to Impact at Scale Membership 7 Key Findings and Recommendations Finding 1 : Now is an Appropriate Time for WSUP to Re-Examine its Vision and Strategy Finding 2 : There is a need to be more Strategic if WSUP’s work is to inform Successful Scaling Project Selection IFI Finance Finding 3 : WSUP needs Donor Coordination and More Flexible Funds Finding 4 : There is Potential for WSUP to Work much more closely with Like-Minded Organisations 8.
    [Show full text]
  • Bryn Blaen Wind Farm Ltd, Powys, Wales
    Bryn Blaen Wind Farm Ltd, Powys, Wales Written Scheme of Investigation January 2017 www.erm.com Image: Domen Giw Cairn, Powys Wales, December 2016 www.erm.com The business of sustainability ERM has over 160 offices across the following countries and territories worldwide Argentina Norway Australia Panama Belgium Peru Brazil Poland Canada Portugal Chile Puerto Rico China Romania Colombia Russia France Singapore Germany South Africa Hong Kong South Korea India Spain Indonesia Sweden Ireland Switzerland Italy Taiwan Japan Thailand Kazakhstan The Netherlands Kenya United Arab Emirates Malaysia United Kingdom Mexico United States Mozambique Vietnam New Zealand ERM’s London Office 2nd Floor, Exchequer Court | 33 St Mary Axe | London | EC3A 8AAT www.erm.com www.erm.com REPORT Bryn Blaen Wind Farm Ltd, Powys, Wales Written Scheme of Investigation January 2017 Ref: 0334612 For and on behalf of Environmental Resources Management Approved by: Charles Le Quesne Signed: Position: Principal Heritage Consultant Date: 23nd January 2017 Prepared by: Michael Tomiak This report has been prepared by Environmental Resources Management the trading name of Environmental Resources Management Limited, with all reasonable skill, care and diligence within the terms of the Contract with the client, incorporating our General Terms and Conditions of Business and taking account of the resources devoted to it by agreement with the client. We disclaim any responsibility to the client and others in respect of any matters outside the scope of the above. This report is confidential to the client and we accept no responsibility of whatsoever nature to third parties to whom this report, or any part thereof, is made known.
    [Show full text]
  • Jacobs/ CH2M Hill
    CNL is committed to managing potential conflicts and appearances of conflict which might be created when it is contracting with affiliated companies of its shareholder, Canadian National Energy Alliance Ltd. (“CNEA”) which currently consist of Fluor Government Group – Canada Inc., CH2M Hill Canada Limited, Atkins Energy Canada Group Ltd., SNC-Lavalin Inc. and Jacobs Engineering Group Inc. (the “CNEA Affiliates”), for supply of goods and services. To that end, CNL asks that its suppliers and contractors, intending to respond to an RFP or other competitive sourcing events, advise in advance of submitting their proposal, if they are affiliated with CNEA, if they intend to form an alliance, partner or joint venture with a CNEA Affiliate in their bid, or if they intend to enter into subcontracts with CNEA Affiliates for material portions of work awarded to them, if they are the proponent selected. This allows CNL to manage potential conflicts. CNEA affiliate companies, include but are not limited to: Jacobs/ CH2M Hill Jacobs Government Services Company, a corporation of California Jacobs Professional Services Inc., a corporation of Delaware Jacobs Engineering Inc., a corporation of Delaware Jacobs Group Australia Investments Pty Ltd Jacobs Australia Holdings Company Pty Ltd, a corporation of Australia Sinclair Knight Merz Management Pty Ltd, a corporation of Australia Jacobs Group Australia Holding Ltd, a corporation of Australia Jacobs Group (Australia) Pty Ltd, a corporation of Australia Aquenta Consulting Pty Ltd, a corporation of Australia
    [Show full text]