[Home]  [Headlines]  [Latest Articles]  [Latest Comments]  [Post]  [Sign-in]  [Mail]  [Setup]  [Help] 

Status: Not Logged In; Sign In

Bomb Cyclone Pacific Northwest Death Certificates Reveal FBI 'Revised' Murder Stats Still Bogus A $110B bubble on $500M earnings. History warns: Bubbles always burst. Joy Behar says people like their show because they tell the truth, unlike "dragon believer" Joe Rogan. Male Passenger Disappointed After Another Flight Ends Without A Stewardess Frantically Asking If Anyone Can Land The Plane Could the Rapid Growth of AI Boost Gold Demand? LOOK AT MY ASS! Elon Musk Responds As British Government "Summons" Him To 'Disinformation' Hearing MSNBC Contributor Panics Over Trump Nominating Bondi For AG: Dangerous Because Shes Competent House passes dangerous bill that targets nonprofits, pro-Palestine groups Navy Will Sideline 17 Support Vessels to Ease Strain on Civilian Mariners Israel carries out field executions, massacres in north Gaza AOC votes to back Israel Lobby's bogus anti-Semitism definition Biden to launch ICE mobile app, further disrupting Trump's mass deportation plan: Report Panic at Mar-a-Lago: How the Fake Press Pool Fueled Global Fear Until X Set the Record Straight Donald Trumps Nominee for the FCC Will Remove DEI as a Priority of the Agency Stealing JFK's Body Trump plans to revive Keystone XL pipeline to solidify U.S. energy independence ASHEVILLE UPDATE: Bodies Being Stacked in Warehouses & Children Being Taken Away American news is mostly written by Israeli lobbyists pushing Zionist agenda Biden's Missile Crisis British Operation Kiss kill Instantly Skripals Has Failed to Kill But Succeeded at Covering Up, Almost NASA chooses SpaceX and Blue Origin to deliver rover, astronaut base to the moon The Female Fantasy Exposed: Why Women Love Toxic Love Stories United States will NOT comply with the ICC arrest warrant for Prime Minister Netanyahu: Mississippi’s GDP Beats France: A Shocking Look at Economic Policy Failures (Per Capita) White House Refuses to Recognize US Responsibility for Escalation of Conflict in Ukraine MAKE EDUCATION GREAT AGAIN!! They will burn it with a "Peresvet" or shoot it down with a "hypersound" NY Times: Could Trumps Return Pose a Threat to Climate and Weather Data?

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: 1333
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  

Begin Trace Mode for Comment # 25.

#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  

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  

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  

at amazon.com Politics Forum

[sic]

http://www.911-strike.com/siding-scam.htm

Excerpts from: The Five-Sided Fantasy Island
An analysis of the Pentagon crash on 9-11
By Richard Stanley & Jerry Russell version 2.1 (10/12/2004) Page 5
Aluminum Siding Saves Money when Remodeling and Reinforcing
http://www.911- strike.com/siding-scam.htm

Firemen stated that the most externally observed fire was coming from the contractor's trailer.

http://www.mdw.army.mil/news/Belvoir_firefighter_among_first_responders.html

"We were one of the very first ones there," Dodge said, "aside from the crew that was already positioned at the Pentagon. So, I was doing a quick size-up of the situation to see all that was taking place." "At that point, I took the line and concentrated on getting out the fires on the outside of the building," Dodge said. "There were two vehicles burning, along with a construction trailer — we didn't know at the time, but that trailer was the main producer of smoke on the outside of the building — and the foam truck [Myer's helipad crash unit]."

Dodge he had learned from the fire chief who responded to the the Murrah Federal Building bombing that outside fires there prevented emergency teams from getting to the heart of the building.

"Once I had [the outside fires] pretty much knocked down, then I went into the area of the first floor where all the fire was, and just trying to get on that," he said. "It was something to fight with, until we got the other foam trucks there."

He said the foam units got there and concentrated on the area of the construction trailer, which was producing some severe fires and subsequent mini explosions due to highly flammable chemicals in it, then on the actual point of impact from the hijacked aircraft. "Luckily the chemical containers were caged," he said. "Otherwise the fires would have been worse.

[sic]

Perhaps combustible paints, fuels or welding materials were stored in the trailers.

[sic]

If the various anomalies are taken to indicate that no 757 hit the Pentagon, there are a variety of reasons to believe that pyrotechnics (Hollywood "special effects") were responsible for the damage, rather than an "attack plane".

[sic]

Leftmost contractor's trailer was largest source of fire outside of the building.

British AMEC has first Wedge only renovation contract.

AMEC completes contract on prior Friday (ostensibly 9/11 is 5 days before re- occupancy), conveniently gets cleanup contract due to on site presence.

AMEC contracts for BP and Shell offshore oil platforms, BP now owns ARCO of which GHWB was reputed a major shareholder.

AMEC was one of 4 companies to run the WTC cleanup and they ran the barge operation.

Flight 77 missing from transportation agency database for 9/11, other anomalies noted.

Also at the amazon.com Politics Forum cited above:

Daughter of 9/11 Pilot Found Dead After Fire
By ALAN FEUER and NATE SCHWEBER,
The New York Times
Posted: 2006-12-06 11:18:12

Wendy Burlingame's father, Charles, piloted American Airlines Flight 77 on Sept. 11, 2001, before hijackers flew it into the Pentagon.

911disclosure.blogspot.com: Can Hunter test for AMEC arson at Pentagon, Pendleton?

Asking if Rep. Hunter can test AMEC 'sabotage-vulnerability' teams for apparent arson attacks at Pentagon on 9/11 and near Camp Pendleton with forest fires San Diego County, California.

Open e-mail sent October 24, 2007 to:
Representative Duncan Hunter, 52nd District of California

Edited to expand excerpts from the 911-strike.com link.

GreyLmist  posted on  2012-11-21   5:34:05 ET  Reply   Untrace   Trace   Private Reply  

the foam units got there and concentrated on the area of the construction trailer, which was producing some severe fires and subsequent mini explosions due to highly flammable chemicals in it

Posted at AMEC's site on 16 September 2002 - not to be confused with the US Air Force:

Air Force Association to salute AMEC Chairman for company’s ‘outstanding leadership’ in Pentagon renovation and rebuilding

Washington, DC (16 September 2002) -- The Air Force Association (AFA) has selected Sydney Gillibrand, C.B.E., Chairman of international engineering and services firm AMEC as the 2002 co-recipient of its coveted “John R. Alison Award for Industrial Leadership” in recognition of AMEC’s role in renovating and hardening the Pentagon prior to September 11 and its reconstruction after the terrorist attack.

The award will be presented to Mr. Gillibrand during a ceremony at the 2002 AFA National Convention, 15-18 September 2002 at the Marriott Wardman Park Hotel, Washington, DC.

In inviting Mr. Gillibrand to accept the award, AFA National President John J. Politi saluted AMEC as an “industrial leader that has contributed most significantly to national defense” and cited the company’s “outstanding industrial leadership while renovating and rebuilding the Pentagon after the September 11th terrorist attack.”

On September 11 2001, AMEC was in the final stages of a major renovation and hardening project at the Pentagon that included a portion of the building that was struck by the hijacked airplane.

In the renovation of the Pentagon’s Wedge 1, AMEC implemented a building hardening system that included floor-to-ceiling steel reinforcing beams and walls lined with strong fibrous Kevlar-like material similar to that found in bulletproof vests. Whilst, blast-resistant glass, nearly two inches thick, was also installed in the windows.

“Had it not been for that, you would have had a much larger collapse and perhaps many more casualties,” Lee Evey, Manager of the Pentagon Renovation project, said at a Department of Defense news briefing days after Sept. 11. After the terrorist attacks, crews from AMEC worked around-the-clock, seven days a week, completing the demolition and the removal of the damaged structure in one month, half the time of initial expectations.

AMEC also played a leadership role in the Pentagon’s successful Phoenix Project, the primary goal of which was to re-build the Pentagon and have employees return to the offices destroyed by the anniversary of the attacks. This goal was met a month ahead of schedule.

The AFA award, named after a former World War II flying ace, is the latest in a series of commendations AMEC has earned for its role at the Pentagon. AMEC's work was cited in the US Congressional Record on March 19, 2002, and a Congressional House Resolution has been passed "commending the great work that the Pentagon Renovation Program and its contractors have completed thus far, in reconstructing the portion of the Pentagon that was destroyed by the terrorist attack of September 11, 2001".

In addition to its special role at the Pentagon, AMEC also had a leadership role in managing the rescue, recovery and cleanup activities at the World Trade Center.

AMEC was the only company with such key responsibilities at both disaster sites.

About AFA
The Air Force Association (AFA) is an independent, nonprofit, civilian organization promoting public understanding of aerospace power and the pivotal role it plays in the security of the nation.

About AMEC
AMEC is a leading international provider of specialised services and engineering solutions for clients in manufacturing, commercial, infrastructure and process industries. AMEC applies knowledge, innovation and technology to generate value for clients throughout the life of their capital assets.

AMEC owns 46 per cent of SPIE S.A., the international electrical engineering, infrastructure and construction services company based in France, and has an option to buy the balance of SPIE in 2002. Together, AMEC and SPIE employ 50,000 people in close to 50 countries and have annualised revenue approaching US$ 8 billion.

Noting here again AMEC's disasterous, so-called "reinforcement" of the Pentagon strikezone.

Edited for grammar.

GreyLmist  posted on  2012-11-21   8:13:56 ET  Reply   Untrace   Trace   Private Reply  

        There are no replies to Comment # 25.

End Trace Mode for Comment # 25.

Top • Page Up • Full Thread • Page Down • Bottom/Latest

[Home]  [Headlines]  [Latest Articles]  [Latest Comments]  [Post]  [Sign-in]  [Mail]  [Setup]  [Help]