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9/11 See other 9/11 Articles Title: Suspect: AMEC, ... did renovations to Pentagon, WTC b.7 Source: pilotsfor911truth.org and Various URL Source: http://pilotsfor911truth.org/forum/index.php?showtopic=631 Published: Oct 21, 2006 Author: Various Post Date: 2012-11-12 05:16:02 by GreyLmist Keywords: 9/11, Pentagon, WTC, AMEC, et al. Views: 1054 Comments: 33 On its own Web site, AMEC, a London-based military contractor, announces it was contracted to fortify the West wing of the Pentagon and to clean up the wreckage at both the Pentagon and Silverstein's WTC. http://www.amec.com/earthandenvironmental/...asp?pageid=1107 Emergency Response/Cleanup – World Trade Center At the World Trade Center, AMEC’s around-the-clock activities began hours after the attacks and included strategic and logistical planning, debris-removal management, health and safety planning, environmental monitoring and testing, data management and daily interaction with federal, state and local emergency and regulatory agencies. And from Portland Independent Media: portland.indymedia.org/en/2006/06/341768.shtml Foreign owned British AMEC was put in charge of the areas hit on 9-11 long before 9-11. Then, they cleaned up after it. British AMEC did pre-9-11 WTC7 "renovations" and pre-9-11 Pentagon wedge "renovations and strengthening". Both of these British AMEC areas then suffer controlled demolition or were damaged intentionally on 9-11. Then Brititsh AMEC cleans it up. Then they leave the country in 2004. "AMEC Construction Management, a subsidiary of the British engineering firm AMEC, renovated Wedge One of the Pentagon before 9-11 and cleaned it up afterward. AMEC had also renovated Silverstein's WTC 7, which collapsed mysteriously on 9-11, and then headed the cleanup of the WTC site afterward. The AMEC construction firm is currently in the process of closing all its offices in the United States. Poster Comment: This topic is to archive references on AMEC and others of relevance. Much more info in a series of postings next. Post Comment   Private Reply   Ignore Thread   Top • Page Up • Full Thread • Page Down • Bottom/Latest Begin Trace Mode for Comment # 14. #1. To: All (#0) from Portland Independent Media: portland.indymedia.org/en/2006/06/341768.shtml [49] British AMEC's contract "date to completion" for attack reinforcement for Pentagon wedge, the one that was hit? AMEC's contract was to have the Pentagon reinforcement complete by.....September 2001--the month it was hit. ------------ Pentagon Official Surveillance Video www.911whodidit.com/index.php/pentagon/pentagon-official- surveillance-video ("On Sept. 11, Pentagon construction crews were doing final, touch- up work on the first wedge after more than three years of renovation. Some Defense employees already were moving into new office spaces. "We were down to checking the marble [floor] tile for cracks," says David Kersey, project manager for British construction firm AMEC Inc., which held a $280 million contract for the Wedge 1 renovation. Fewer than 100 AMEC workers and subcontractors were onsite, while a new construction team, led by Hensel-Phelps Construction Co. of Greeley, Colo., was setting up shop to begin the next round of renovations." Click for [newsmine.org] Reference.) Lee Evey, program manager for the Pentagon renovation project, says that if the building had not been under repair, there could have been 10,000 Defense employees in Wedges 1 and 2. GreyLmist  posted on  2012-11-12   7:23:39 ET  Reply   Untrace   Trace   Private Reply   #8. To: All, *9-11* (#1) (Edited) On Sept. 11, Pentagon construction crews were doing final, touch-up work on the first wedge after more than three years of renovation....Hijacked American Airlines Flight 77 tore into the Pentagon at 350 miles per hour, tearing through three of the building’s five rings before exploding in a fireball that killed 125 Pentagon workers and 64 airline passengers. (No construction workers died.) ... Lee Evey, program manager for the Pentagon renovation project, says that if the building had not been under repair, there could have been 10,000 Defense employees in Wedges 1 and 2. [newsmine.org] Reference Full article at newsmine.org: http://govexec.com/features/0502/0502s3.htm May 1, 2002 Restoring Hope By George Cahlink gcahlink@govexec.com Strong management, innovation and a few lucky breaks are allowing workers to rebuild the Pentagon faster than expected. Ask Will Colston the age of his infant son, and he’s quick to reply, “He’s 157 days old.” Colston pauses for a few seconds for a rough calculation and then adds, “That’s about six months old.” Colston, project manager for the team rebuilding the Pentagon after last fall’s terrorist attack, measures his life in days—not months or weeks— since Sept. 11. That also happens to be the day his wife gave birth to their child, Noah. Days, hours and minutes are crucial for the roughly 1,000 construction workers who have vowed that Defense employees will be back at work in the refurbished outer ring of the Pentagon on the one-year anniversary of the deadliest terrorist attacks on U.S. soil. The remainder of the damaged building will be repaired by next spring. “The Sept. 11 goal serves as our vision. It has forced us to put any problems on the table and get them resolved quickly,” says Colston, who, like many of the project’s managers, regularly pulls six-day workweeks that stretch well over 12 hours a day. Unwavering resolve among the construction team has been critical to speedily rebuilding the Pentagon. Equally vital have been a series of contract reforms, quick thinking by managers and a few lucky breaks that have allowed the effort, aptly named Rising Phoenix, to move several weeks ahead on its ambitious schedule. Built hastily during World War II, the Defense Department headquarters has become a crumbling fortress that fails to meet local, state or federal building codes. Since 1993, the 5.5-million-square-foot Pentagon has been undergoing a $3 billion, two-decade renovation designed to bring it into the 21st century. The building comprises five, 1-million-square-foot “wedges” that will be gutted and rebuilt successively so that at any one time no more than a fifth of the Pentagon’s workers have to be relocated. Each wedge houses about 5,000 employees. On Sept. 11, Pentagon construction crews were doing final, touch-up work on the first wedge after more than three years of renovation. Some Defense employees already were moving into new office spaces. “We were down to checking the marble [floor] tile for cracks,” says David Kersey, project manager for British construction firm AMEC Inc., which held a $280 million contract for the Wedge 1 renovation. Fewer than 100 AMEC workers and subcontractors were onsite, while a new construction team, led by Hensel-Phelps Construction Co. of Greeley, Colo., was setting up shop to begin the next round of renovations. Hijacked American Airlines Flight 77 tore into the Pentagon at 350 miles per hour, tearing through three of the building’s five rings before exploding in a fireball that killed 125 Pentagon workers and 64 airline passengers. (No construction workers died.) The plane hit at a 45-degree angle, causing it to travel through both the newly renovated Wedge 1 and a portion of Wedge 2 that was awaiting renovation. All told, about 400,000 square feet were damaged by flames, smoke and water from a fire that burned for two days. Lee Evey, program manager for the Pentagon renovation project, says that if the building had not been under repair, there could have been 10,000 Defense employees in Wedges 1 and 2. Instead, there were only 4,600 workers in the 2 million square feet of offices, some having just moved into new Wedge 1 offices while others were waiting to move out of Wedge 2. Several improvements related to the renovation also kept down the death toll. “The building performed phenomenally. The changes we made as a result of the renovation ensured there were as few casualties as possible,” Evey says. For example, a newly installed sprinkler system quickly squelched the fire in Wedge 1. Wedge 2 did not yet have a sprinkler system, and the fire burned there for nearly two days. In some areas it burned so hot that windows melted into puddles. Structural enhancements also proved their worth. A newly installed reinforced steel structure outfitted with Kevlar webbing kept Wedge I standing for about 35 minutes, despite bearing the brunt of the attack. Hundreds of workers were able to escape before the section collapsed. Also, the blast- resistant windows installed in the outer ring of the renovated wedge at a cost of $10,000 apiece likely prevented injuries or even deaths that might have resulted from flying debris. Managing Chaos Recovery operations by firefighters, federal investigators and disaster experts from the Federal Emergency Management Agency required sifting through more than 10,000 tons of limestone façade and twisted steel to collect evidence and locate victims. Suddenly, managers for the federal government’s largest building renovation were thrust into the role of supporting recovery crews at the nation’s second-largest disaster site. “It seemed chaotic, but there was a jumbled order to it,” says Evey. Initially, recovery crews had predicted it would take as long as eight weeks to sort through rubble and identify any remains, but the job was done in two weeks due in part to support provided by the renovation workers. The experience of Pentagon renovation program managers in contingency planning and contracting for a large project also paid dividends in the recovery effort. Managers ordered floodlights and power generators for the recovery crew shortly after the plane hit, correctly anticipating that the work would continue around the clock for several days. Also, the managers quickly distributed architectural drawings to recovery crews, enabling them to navigate the wreckage. The program office even asked a local printer to be on call 24 hours a day, in case extra copies were needed. When the FBI needed new, clean dumpsters for preserving evidence, program managers ordered them quickly from suppliers already on contract for the renovation. When the FBI requested construction of a more stable road leading into the recovery site, renovation managers had no trouble getting gravel delivered. They also proposed a simple solution when recovery crews complained that crash site security checks were slowing delivery trucks: Ask FBI agents to ride shotgun to get each truck through faster. Beginning in mid-October, Pentagon construction crews were back on site to demolish and remove damaged portions of the building. Estimates suggested it would take as long as eight months to remove the debris and begin rebuilding. But construction crews, working 24-hour days, seven days a week, had the site ready for rebuilding before Thanksgiving. Now, renovation managers face their greatest challenge—quickly rebuilding the damaged portion of the building without scaling back or delaying the Pentagon’s long overdue modernization project. A New Approach Three days after the attack, Pentagon renovation officials made it clear they would continue the project while rebuilding. They awarded Hensel-Phelps, a Colorado-based construction firm, the first installment of a $758 million contract to renovate the remaining 4 million square feet (Wedges 2 to 5) by 2014. Originally, the contract was to be awarded Sept. 11. Hensel-Phelps and the Wedge 1 contractor, AMEC, agreed to jointly rebuild Wedge 1 and the damaged portion of Wedge 2. The repair costs could top $700 million. The success of those agreements—and ultimately, the rebuilding and renovation of the Pentagon—will hinge on a series of contract reforms made in recent years by project managers. Five years ago, Evey, a former Air Force and NASA contracting chief who had no construction experience, took over the Pentagon renovation project and found a “broken” program management structure. Since 1993, renovation teams had missed most of their key deadlines, lawmakers had frozen spending because of cost overruns, and contracts had been awarded based only on cost, not performance. Evey found the cost overruns and delays largely were attributable to an acquisition strategy that was as outdated as the building’s electrical system, which had not met code since 1953. The traditional contracting approach to federal construction, known as “design-bid-build,” required hiring a designer to spend months drawing up highly detailed renovation plans. The design plans for Wedge 1 took eight months to create and were more than 3,500 pages long. The bidding was then opened to builders who offered firm, fixed-price bids for the work, which went to the lowest bidder, with little consideration for past performance. Michael Sullivan, deputy program manager, says design-bid-build contracts often create adversarial relationships between contractors and clients. With fixed- price contracts, the only way a firm can make additional money, Sullivan says, is by making changes in the design. “It forces them to find faults to make money. That’s not the type of relationship you want with your contractor,” says Sullivan. As a result, the Pentagon renovation project is now using design-build contracts, a popular tool in the private sector, for future renovations. The design-build approach saves time, by scrapping lengthy design documents and open bid competitions, and holds contractors accountable for their work. Unlike traditional construction deals, design-build contracts cover only cost and materials. The contractor can only turn a profit by earning an incentive worth 10 percent of the contract value if it meets quarterly performance goals. All design-build contracts are audited by the Defense Contract Audit Agency to ensure that labor and material charges do not hide profits. The government and contractor evenly share any cost overruns that do not exceed 10 percent of the contract’s cost. The contractor covers any overruns beyond 10 percent. Any savings are also split, with 70 percent going back to the government and 30 percent to the contractor. Sullivan says design-build contracts will help keep both the renovation and rebuilding work on schedule because they tie a contractor’s profits directly to their performance. Already, he says, design-build contracting has proved successful in its first test, saving Defense $1 million in building the Pentagon’s $99 million remote delivery facility, which opened on time last year. Tom Schwieger, operations manager for Hansel-Phelps, says the design-build contract has been even more valuable in light of Sept. 11. Hansel-Phelps, poised to win the Pentagon renovation contract well before the attacks, expected to begin work on 1 million square feet of space in Wedge 2 by Dec. 1, 2001. However, only about 300,000 square feet of that space was ready for renovation in December because some had been destroyed and the rest was needed to house workers displaced from Wedge 1 by damage from the attack. Schwieger says the contract gives Hansel-Phelps the flexibility to begin renovating some of the space and to delay rebuilding the rest. Under the old contracting methods, he says, making any changes to the original plan would have taken months, because it would have required modifying the contract. “Now, everything does not have to be suggested, bid and approved,” he adds. Sullivan says that allowing contractors to offer designs plans can lead to better use of building space. For example, the Pentagon’s original renovation plans called for modular furniture that needed to be taken apart to be moved. Hensel-Phelps came up with reconfigured office plans including freestanding furniture and better placement of lighting and utilities wires. “Flexibility is so critical in this building, because military personnel rotate in and out at least every three or four years,” he says. Looking Ahead Building contractors aren’t the only ones providing project managers with insight into improvements that can be made during ongoing renovations. Several task forces, such as the Building Evaluation Task Force Group and the Pentagon Force Protection Project Action Team, have been created to interview workers who were in the building on Sept. 11, review building policies, and consult with outside experts on building safety and security. Among the results: All wedges now will have luminescent fire exit signs and arrows along baseboards rather than electric exit signs over doorways. Those in the building Sept. 11 complained it was difficult to see signs above doors while they were crawling out of the smoke-filled corridors on their hands and knees. “None of [the suggestions] for the most part are particularly Earth- shaking, but all summed up together we think they’ll make this building significantly better,” says Evey. Meanwhile, Congress has become a backer of the Pentagon renovation project. After imposing spending caps and refusing to adjust construction funding to account for inflation in the past, lawmakers following the attack pledged an additional $795 million to the renovation work, in addition to emergency rebuilding funds, so that the Pentagon can be completely restored by 2010. With those additional dollars, a better contracting strategy and safety upgrades, Evey may not be joking about his new motto for the Wedge 1 rebuilding: “It’s so much better the second time around.” ------------ Recap up to this point in the thread by me: The Pentagon had been undergoing renovations for two decades. Wedge 1 (with the reinforcements that were basically worthless in stopping the alleged 9/11 plane from smashing through multiple rings) took 3 years to almost complete by the British construction firm AMEC Inc. That same AMEC company, which took 3 years to get that shoddy work nearly done on Wedge 1 at a cost of $280 million, is then contracted to clean up the mess, rebuild Wedge 1 plus whatever was damaged in Wedge 2 and get both of those projects done [jointly with another mega-million dollar contractor, Hensel-Phelps Construction Co. of Greeley, Colo.] in approximately a year and a half -- the outer ring in 1 year -- with the cost of repairs alone expected to exceed $700 million in addition to other costs and bonus perks in the newfangled contracts. As the Pentagon Renovation Project began in 1993 near the start of Clinton's 1st term, AMEC was contracted for Wedge 1 renovations and reinforcement of it around 1998, and (as noted in the previous post) the $2.3 trillion in missing receipts were noticed near the end of Clinton's 2nd term, my guess is that some chunk of that missing money might have gone to AMEC for "cost overruns". Edited the bracketed insert in my recap note and for spacing. GreyLmist  posted on  2012-11-13   7:34:32 ET  Reply   Untrace   Trace   Private Reply   #9. To: All, *9-11* (#8) (Edited) http://www.pageglance.com/aemc911.com That site is down with no cache preview available and no Wayback Machine copy either at wayback.archive.org It still appears in a websearch with reference to a Christopher Bollyn article on AMEC that was available on conspiracyplanet.com [Title: "AMEC Destroys Evidence in WTC Cleanup Scam"] but that's been shut down too with a Forbidden message. Now says: The website declined to show this webpage. However, a copy of that article is available at wayback.archive.org, so I'll print it out here but first this background from a poster at amazon.com Politics Forum: The Knight of the Smoking Chimp The British firm "Asset Management and Engineering Consultancy" (AMEC) "had just completed a project to strengthen and renovate a section of the Pentagon, Wedge 1, when the building was attacked" and "was paid some $752 million for its 2-year renovation and clean-up at the Pentagon", according to Christopher Bollyn of the American Free Press: http://www.americanfreepress.net/08_16_02/Foreign_Firms_Charged_/foreign_firms_c harged_.html AMEC claims to have completed Wedge One work the Friday before 9/11. They had only been contracted to perform the renovation work for Wedge One, the remainder being bid out to an American firm using a more efficient contract process. After 9/11, AMEC was retained to perform the cleanup as well as being one of three foreign owned firms out of four to perform WTC cleanup. AMEC also ran the barge operation to move debris to Fresh Kills. These WTC contracts were awarded by Rudolph Giuliani "before the dust had settled on Sept. 11" according to Bollyn. AMEC's CEO is Sir Peter Mason, and they run offshore oil platforms for Shell and BP. BP is now the owner of ARCO of which George HW Bush (Sr.) was a major shareholder. AMEC's British partner in the WTC cleanup was Bovis Lend Lease, run by Sir Frank Lampl, a Czechoslovakian immigrant to Britain, who somehow managed to become a British knight according to Bollyn's report. Former New York mayor Rudolph Giuliani was also knighted by Q[u]een Elizabeth II on Feb. 13, 2002, perhaps in recognition of all his services during the World Trade Center attacks and their aftermath. We've named the participants in the drama, but have failed to conclusively prove any wrongdoing... http://www.911-strike.com/siding-scam.htm ------------ My Note: I'm going to also suggest Bill Clinton as a likely participant because AMEC's work on what became the 9/11 Pentagon-impact site began in his administration. I suspect that AMEC was perhaps contracted then to purposely do substandard work that would not shield like it could have against damage to the multiple other rings. That would not be the 1st probable example of Clinton sabotaging our Military. He also majorly de-armored it through Gen. Shinseki for another example. I suspect too that the evidently ineffective AMEC "renovation" of the Wedge 1 strikezone might have been preparations indicating not only insider-foreknowledge of 9/11 but stagework-complicity at least as far back as Clinton's admin. Edited for spacing format. GreyLmist  posted on  2012-11-13   9:04:19 ET  Reply   Untrace   Trace   Private Reply   #11. To: All (#9) (Edited) wayback.archive.org copy of Christopher Bollyn article that is unavailable at the sites noted in Post #9 above: Conspiracy Planet - 9-11 Unanswered Questions - AMEC Destroys Evidence in WTC Cleanup Scam by CHRISTOPHER BOLLYN web.archive.org - Pg. 1 of 2 foreign company - headed by a Knight of the British Empire - managed the controversial clean-up of the rubble at the World Trade Center and the Pentagon. Although the terror attacks of September 11 were clearly criminal acts of mass murder, no effort was made to preserve the integrity of the crime scenes and the essential evidence was disposed of like garbage. Former New York City Mayor Rudolph Giuliani was made a Knight of the British Empire - after he hired two large British construction management firms - both headed by Knights of the British Empire, to oversee what many experts consider to be massive criminal destruction of evidence. DESTRUCTION OF EVIDENCE The editor-in-chief of Fire Engineering magazine, William A. Manning, issued an urgent call to action to America s firefighters at the end of 2001, calling for a forensic investigation and demanding that the steel from the site be preserved to allow investigators to determine what caused the collapse. webarchive - Pg. 2 of 2 The destruction and removal of evidence must stop immediately, Manning wrote. Such destruction of evidence, he said, shows the astounding ignorance of government officials to the value of a thorough, scientific investigation of the largest fire-induced collapse in world history. For more than three months, structural steel from the World Trade Center has been and continues to be cut up and sold for scrap. Crucial evidence that could answer many questions about high-rise building design practices and performance under fire conditions is on the slow boat to China, Manning says, perhaps never to be seen again in America until you buy your next car. I have combed through our national standard for fire investigation, NFPA 921, but nowhere does one find an exemption allowing the destruction of evidence for buildings over 10 stories tall, Manning said. Clearly, there are burning questions that need answers. Based on the incident's magnitude alone, a full-throttle, fully resourced, forensic investigation is imperative. Three months later, the Science Committee of the House of Representatives reported that the WTC investigation was hampered by the destruction of crucial evidence. The committee report of March 6, 2002 says, Some of the critical pieces of steel were gone before the first [investigator] ever reached the site. The investigation Manning called for never happened, and never will, because the essential evidence is now destroyed: Valuable evidence has been lost irretrievably, Chairman of the Science Committee, Sherwood L. Boehlert (R-NY) said. The [FEMA-sponsored] building performance assessment currently being conducted of the World Trade Center is just that: an assessment, not an investigation, Prof. Glenn Corbett of John Jay College of Criminal Justice in New York City told the Science Committee in March. Corbett had previously called the FEMA-led investigation uncoordinated and superficial. The World Trade Center disaster demands the most comprehensive detailed investigation possible. No event in our entire fire service history has ever come close to the magnitude of this incident, Corbett wrote in the January 2002 issue of Fire Engineering. You would think we would have the largest fire investigation in world history. You would be wrong, he wrote, We are literally treating the steel removed from the site like garbage, not like crucial fire scene evidence. WHO'S IN CHARGE? The New York Times was unable to find out who was behind the destruction of evidence. On Dec. 25, 2001, the Times reported, Officials in the mayor s office declined to reply to written and oral requests for comment over a three-day period about who decided to recycle the steel and the concern that the decision might be handicapping the investigation. I must say that the current investigation, some would argue that review is the more appropriate word, seems to be shrouded in excessive secrecy, Chairman Boehlert said. There are no clear lines of authority, he said, No one is in charge. Before the dust had settled on September 11, the mayor of New York City, Rudolph Giuliani, and Kenneth Holden of the city s Dept. of Design and Construction (DDC), contracted 4 major construction management companies to begin the removal of the debris from the World Trade Center. Three of the four major companies involved in the clean-up are foreign owned: AMEC, Bovis Lend Lease, both headquartered in London; and Turner, a subsidiary of Germany's Hochtief. Only Tully Construction of Flushing, New York, is a truly American-owned company. Peter Tully, president of the company, was, notably, the only person willing to speak openly with AFP about his work at the WTC site. The mayor s office and DDC called us on Sept. 11...I was there every day," Tully told AFP. "On the site we had at least three meetings a day with Ken Holden and Mike Burton [executive deputy commissioner of DDC]. The WTC site was initially divided into four quadrants and Tully Construction was assigned to Quadrant 3. Tully told AFP that his company had worked on the South Tower, WTC 4 and 5, and the 425,000 square foot underground retail mall. EVERYTHING WAS PULVERIZED Think of the thousands of file cabinets, computers, and telephones in those towers - I never saw one everything was pulverized, Tully said, Everything that was above grade above the 6th and 7th floor disintegrated it was like an explosion. Tully Construction specializes in concrete. AFP asked Tully if he had ever seen concrete pulverize as it did at the WTC. No never, he said. Tully said that there were hot spots where he observed literally molten steel. Asked about what could have caused such intense heat, Tully said, Think about the jet fuel. BRITISH MANAGEMENT The London-based firm AMEC, ranked by Engineering News Record magazine as the world s largest firm , oversaw the actual management of the debris removal at both the Pentagon and the WTC. AMEC was the only construction company working at both disaster sites, the company's website says, AMEC is managing Hudson River barging operations to transport the rubble from the entire WTC site to a landfill on Staten Island and to steel recycling operations in New Jersey. AMEC had just finished the renovation at the Pentagon when it was called to manage the removal of debris there and at the World Trade Center. AMEC was placed in charge [by the City of New York] of organizing and engineering the around-the-clock clean up operation in the northwest sector, the website says, which included the North Tower and 6 WTC (U.S. Customs House). The company also cleaned up the 47-story WTC 7, which mysteriously collapsed late in the afternoon of 911. AMEC co-managed the WTC site with another London-based firm, Bovis Lend Lease, from January 2002. Bovis was a somewhat troubled construction subsidiary of Britain s P&O, which was taken over by Australia s Lend Lease Corp in 1999. Sir Frank Lampl, a Czechoslovakian who emigrated to England at age 42, heads Bovis. Lampl, who claims to have been imprisoned in Auschwitz and Dachau during the Nazi era, is also a British knight. Mary Costello, spokesperson for Bovis in New York, told AFP that the company had assumed overall responsibility for the WTC site on Jan 4, 2002. She didn t want to discuss what buildings Bovis had worked on and said, You should not be contacting us. You should be speaking to DDC, Costello said. Calls to DDC public affairs department are neither answered nor returned. Turner Construction, the third foreign firm, is a wholly owned subsidiary of Hochtief AG, headquartered in Essen, Germany. Turner was unwilling to discuss its role at the WTC site. AMEC & THE PENTAGON AMEC is an informal acronym for Asset Management and Engineering Consultancy, according to the firm s communications director David Paterson. Paterson told AFP that oil and gas extraction provides 25 percent of the company s revenue. AMEC operates the North Sea oilrigs for Shell and British Petroleum, Paterson said. AMEC had just completed a project to strengthen and renovate a section of the Pentagon, Wedge 1, when the building was attacked. The damaged area is between Wedges 1 and 2. Marcella Diaz, communication director for the firm s U.S. subsidiary, AMEC Construction Management, told AFP that the company s work on the Pentagon had been completed on the Friday before Sept. 11. When AFP asked how AMEC responded to criticism that crucial evidence from the WTC had been improperly disposed of, Diaz said, "It's the first time I've heard such criticism." Paterson told AFP that AMEC is the prime contractor for the U.S. Department of Defense on environmental work. The firm was paid some $752 million for its 2-year renovation and clean up at the Pentagon, according to Rachel Decker, spokesperson for the Pentagon's renovation entity known as PENREN. The fact that a British firm had been given the contract to renovate the Pentagon was not a problem, Decker said. CITY OF NEW YORK Asked about who was in charge of the clean up at the WTC, Paterson said, The City of New York was the project manager. The director of DDC, Kenneth Holden, was the person in charge at the site, Paterson said. AMEC is in line for further construction work at both the Pentagon and the World Trade Center according to the Daily Mail. The company s London-based chief executive, Sir Peter Mason said about the Pentagon clean up, The target is to have it reopened for business by Sept. 11, 2003, as a point of principle. Sir Peter Mason is a Knight of the British Empire. The former mayor of New York, Rudolph Giuliani, who gave the management of the WTC site to the two British firms, AMEC and Bovis Lend Lease, received an honorary knighthood in the Order of the British Empire from Queen Elizabeth II on Feb. 13, 2002. When Giuliani was made a Knight of the British Empire, he joined an exclusive club, which includes George Bush the elder, Ronald Reagan, Colin Powell, Wesley Clark, Norman Schwartzkopf, and Steven Spielberg. Bush and Reagan are both knighted in the Order of the Bath. The British Knights Who "Cleaned Up" 911 By Christopher Bollyn American Free Press 15th August 2002 Edited to correct article links. GreyLmist  posted on  2012-11-16   6:48:46 ET  Reply   Untrace   Trace   Private Reply   #12. To: GreyLmist (#11) The immediate clean-up and sanitization of the crime scene is clear evidence of a MIHOP event. Lod  posted on  2012-11-16   7:26:37 ET  Reply   Untrace   Trace   Private Reply   #14. To: Lod, AllTheKings'HorsesWontDoIt, *9-11* (#12) Lod: The immediate clean-up and sanitization of the crime scene is clear evidence of a MIHOP event. AMEC's work at the Pentagon and the WTC prior to 9/11 also indicates that. Mobster involvement is evidently linked to AMEC too (see below info); as well as to another WTC contractor, Colonial Sand and Concrete. That cement company reportedly had an exclusive contract when the WTC was built and is owned by a mob-linked family from Italy named Pope, a member of which also owns the National Inquirer. Recall that the National Inquirer was involved after 9/11 in the Anthrax Attacks as an alleged target. More on that company in another post. Excerpts from: How & Why the World Trade Center fell on 9-11 - 1933key for Peace Privacy and Protection How Could Explosives Have Been Placed Beforehand? Several key factors provided opportunities to plant bombs in the World Trade Center buildings. Bomb-sniffing dogs were inexplicably removed from the Twin Towers five days before 9-11 The Twin Towers had been evacuated a number of times in the weeks preceding 9/11 Ben Fountain, a financial analyst who worked in the World Trade Center Complex, told People Magazine that in the weeks before 9/11 there were numerous unnanounced and unusual drills where sections of both the twin towers and building 7 were evacuated for quote 'security reasons'. There was a power blackout in the Twin Towers on the weekend before 9/11, security cameras were shut down, and many workers ran around busily doing things unobserved. And -- as an interesting coincidence -- a Bush-linked company ran security at the trade centers, thus giving it free reign to the buildings. These are just a few of the known, public examples of opportunities to plant bombs. There were undoubtedly many additional opportunities available to skilled operatives. AMEC PLC / AMEC Construction: Same general contractor for wiring construction inside WTC 7 and the Pentagon's reinforcement A judicial ruling to dismiss and limit complaints regarding damages of WTC 7, Salomon's (now Citigroup) Construction Defendants named AMEC PLC are public knowledge. In 1988, Salomon Inc., now Citigroup, entered into an agreement with Silverstein as 7 World Trade Company's managing agent, pursuant to which Citigroup leased floors 28-47 and portions of floors 1-5 of 7WTC. (Page 26) In order to ensure that a power outage would not disrupt Citigroup's trading activities at 7WTC, the Citigroup Lease provided that Citigroup would have the right to install "diesel emergency power generators - together with all ancillary equipment therefor."[sic] (Page 26) Citigroup controlled portions of the first five and the top 20 floors of WTC 7. AMEC was in charge of wiring Citigroup's offices to diesel tanks throughout the building. This provided AMEC access to the entire infrastructure of WTC 7, for "back-up power", maintenance, surveys and anything else. AMEC is very same British construction company contracted to "reinforce" the wing of the Pentagon that was attacked on 9/11. PoliticalMoneyline.com reported on November 21, 2005: "Hastert for Congress sent a $2,000 check payable to the U.S. Treasury to the Federal Election Commission. The committee wished to return money it had received from employees of AMEC Construction Management. AMEC signed a conciliation agreement with the FEC and agreed to pay an $85,000 civil penalty for an illegal employee reimbursement scheme. AMEC also gave $25,000 to ARMPAC Non-Federal Account on 3/31/02 MSNBC reported on September 28, 2001: "The Pentagon is massive--larger than three Empire State Buildings, the face on each of the five sides slightly longer than three football fields--the wedge construction allowed engineers to remake the building one, easy-to-close-off section at a time. Contractors could simply move workers, seal off a wedge, and install new features like reinforced steel columns and two-inch-thick blast- resistant windows... AMEC Construction, won the general contract for Wedge 1, he plunged into the job eagerly, anxious to explore every square inch of the physical structure. [sic] Ties to the Crime families New York Daily News reported on December 4, 2005: "...the city issued $10 million retainer checks to each of the Big Four: AMEC Construction, Bovis Lend Lease, Tully Construction and Turner Construction. Agreements between the city and the Big Four, as well as with subcontractors, were handled on a pay-as-you-go basis. Without competitive bidding, the four managers picked whomever they wanted to get the job done. Of the $458 million in federal 9/11 aid spent on debris removal, AMEC got $65.8 million, Bovis $277.2 million, Tully $76 million and Turner $39 million. [...] Thacher Associates, Stier Anderson, Design Strategies and Getnick & Getnick were hired as monitors. In many cases, they discovered fraud and prevented losses. In other cases, investigators say, the mob and corrupt contractors raided the 9/11 money pot. AMEC CONSTRUCTION When London-based AMEC Construction showed up at Ground Zero as one of the Big Four hired to run the cleanup job, the firm's U.S. subsidiary already was ensnared in government corruption probes in Missouri and California. AMEC still got the 9/11 job. AMEC's No. 1 guy on the ground was Vice President Leo DiRubbo, a reputed associate of the Luchese crime family. [...] AMEC hired Big Apple Wrecking, owned by Harold Greenberg, a reputed mob associate whose firm was barred from government work because of his convictions in bid-rigging and bribery conspiracies. AMEC also hired Mazzocchi Wrecking. A few months after 9/11, the N.J. Division of Gaming Enforcement charged that three members of the DeCavalcante crime family worked for Mazzocchi. In the middle of the 9/11 job, owners of the AMEC-hired subcontractor Peter Scalamandre & Sons, of Freeport, pleaded guilty to laundering $1 million through subcontractors. Prosecutors charged that some cash wound up in the hands of the Luchese crime family. [...] AMEC hired Breeze National, a Brooklyn demolition firm owned by Toby Romano, a reputed Luchese family associate convicted in 1988 of bribing inspectors to overlook health violations on asbestos-removal jobs. GreyLmist  posted on  2012-11-19   1:56:58 ET  Reply   Untrace   Trace   Private Reply   Replies to Comment # 14. #16. To: All, *9-11* (#14) Mobster involvement is evidently linked to AMEC [sic]; as well as to another WTC contractor, Colonial Sand and Concrete. That cement company reportedly had an exclusive contract when the WTC was built and is owned by a mob-linked family from Italy named Pope, a member of which also owns the National Inquirer. Recall that the National Inquirer was involved after 9/11 in the Anthrax Attacks as an alleged target. More on that company in another post. Excerpts from Post #11: Before the dust had settled on September 11, the mayor of New York City, Rudolph Giuliani, and Kenneth Holden of the city s Dept. of Design and Construction (DDC), contracted 4 major construction management companies to begin the removal of the debris from the World Trade Center. Three of the four major companies involved in the clean-up are foreign owned: AMEC, Bovis Lend Lease, both headquartered in London; and Turner, a subsidiary of Germany's Hochtief. Only Tully Construction of Flushing, New York, is a truly American-owned company. Peter Tully, president of the company, was, notably, the only person willing to speak openly with AFP about his work at the WTC site. [sic] The WTC site was initially divided into four quadrants and Tully Construction was assigned to Quadrant 3. Tully told AFP that his company had worked on the South Tower, WTC 4 and 5, and the 425,000 square foot underground retail mall. EVERYTHING WAS PULVERIZED Think of the thousands of file cabinets, computers, and telephones in those towers - I never saw one everything was pulverized, Tully said, Everything that was above grade above the 6th and 7th floor disintegrated it was like an explosion. Tully Construction specializes in concrete. AFP asked Tully if he had ever seen concrete pulverize as it did at the WTC. No never, he said. This is a recommended talkshoe.com broadcast of a LetsRollForums discussion that's listed on the sidebar of my YouTube Playlist, 9/11 Hollow Towers and Art Students at the WTC. The program is almost 2 hours long, starts around the 5 minute mark, advocates the position of conventional controlled demolitions only at the WTC on 9/11 but also expresses some concerns about Architects & Engineers for 9/11 Truth. Among the many points of WTC interest, there is a discussion (that begins at the 0:35:19 mark and continues through 0:56:00) about the mob-linked Colonial Sand and Concrete company which reportedly had an exclusive concrete/cement-work contract for the construction of the World Trade Center. Description and related info from the sidebar of the above mentioned Playlist: Title [at talkshoe.com]: 911 & Hollow Towers w/Tom Della Latta Della Latta a no-show. Discussion with Phil Jayhan and Yankee451/Steve starts around the 5 min. mark. Topics: WTC Architect Minoru Yamasaki, bin Laden connection with Yamasaki, Empire State Building lawsuit claiming WTC unsafe, Mafioso Colonial Sand and Concrete Company/Pope family that also owns the National Enquirer [Ref. Anthrax Attacks]. More. http://www.talkshoe.com/talkshoe/web/talkCast.jsp? masterId=121551&cmd=tc PRESS RELEASE: World Trade Center Occupancy FOIA PANYNJ * 1972-2001 -- Let's Roll Forums by Dave Cole, Larry McWilliams & Phil Jayhan philjayhan.wordpress.com/2011/01/21/press-release...occupancy-foia-panynj-1972- 2001... Comment excerpts from: The Hollow Twins Theory - Pilots For 9-11 Truth Forum Do you recall a video of mass [WTC Towers] evacuation? is there any footage of the masses of people that should have been fleeing from the towers? I can't remember seeing any. GreyLmist  posted on  2012-11-19 13:16:58 ET  Reply   Untrace   Trace   Private Reply   End Trace Mode for Comment # 14. 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