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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: 1073 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 # 26. #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   #21. To: All (#11) 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 webarchive - Pg. 2 of 2 http://www.pageglance.com/aemc911.c om The pageglance.com site is still unavailable but the Bollyn article, "AMEC Destroys Evidence in WTC Cleanup Scam", is now available again at the conspiracyplanet.com site: www.conspiracyplanet.com/channel.cfm?channelid=112&contentid=564&page=1 www.conspiracyplanet.com/channel.cfm?channelid=112&contentid=564&page=2 This is a Bollyn article at his site that is very similar but not identical: Foreign Firms Destroyed Crucial Evidence GreyLmist  posted on  2012-11-21   6:50:28 ET  Reply   Untrace   Trace   Private Reply   #22. To: GreyLmist (#21) Ghouliani gave the order, AMEC just executed it. Lod  posted on  2012-11-21   6:57:27 ET  Reply   Untrace   Trace   Private Reply   #26. To: Lod, *9-11* (#22) (Edited) Ghouliani gave the order, AMEC just executed it. That brings us back to Post #14: Ties to the Crime families On that subject at the WTC, am recommending Part 4 of Kevin Ryan's extensive, book-length research, "Demolition Access to the WTC Towers: Part Four - Cleanup". Haven't read the other sections (or even all of that one thoroughly yet) but what I've seen of it there is very informative. Ex: Other than the supervisory firm LZA/Thornton-Tomasetti, the City also hired five construction companies to handle the majority of the debris removal, and the site was divided up among them. These five companies were AMEC Construction Management, Bovis Lend Lease, Turner Construction, Tully Construction and Tishman Construction. Charlie Vitchers, who worked for Jim Abadie at Bovis, and was a leader at Ground Zero, said the site was then broken up "into basically five segments. Building 7 debris was given to Tishman. The northwest corner of the site was given to AMEC. The northeast section of the site was given to Tully. And the southwest corner of the site and Tower 2 debris removal was given to Bovis." 76 Turner Construction was assigned to a central location between building 5 and building 6. The five construction companies hired other sub-contractors to complete most of the actual debris removal. Most of the sub-contractors hired were suspected of being associated with organized crime. [sic] Of the other primary contractors, Tishman Construction Corporation oversaw the construction of the new WTC 7, as well as the "Freedom Tower." [sic] Once the cleanup was fully coordinated, the operations were consolidated under the control of two of the five primary contractors: AMEC Construction Management and Bovis Lend Lease. These are the two companies that were originally assigned the areas of Ground Zero that included the north tower (AMEC) and the south tower (Bovis). [sic] Executives and board members at AMEC include former directors of NM Rothschild, Kellogg, Brown and Root (now Halliburton), and SG Warburg. [sic] Bovis' representatives in charge of the WTC site were Jim Abadie and his assistant Charlie Vitchers. [sic] Years later, Abadie was also in charge of the Deutsche Bank demolition and the September 11th memorial before he resigned in the midst of an investigation into billing and payroll practices at five Bovis projects in New York, including the memorial and Deutsche Bank. 92 [sic] Also involved in the Deutsche Bank demolition was Charles Schwab, an associate of Harold Greenberg, who "once controlled seven banks, a casino in Reno and a big chunk of Hilton Head Island [and] the largest demolition company in the country." 95 Schwab was also associated with Phoenix Wrecking, a demolition and abatement company. It's not clear if this is the same company as the Phoenix Fireproofing listed in FOIA-obtained documents related to the WTC fireproofing upgrades. 96 But it is clear that mayor Bloomberg's office and the Lower Manhattan Development Corporation (LMDC) were aware of the suspicious companies involved in the Deutsche Bank fiasco. 97 LMDC was mandated to "alleviate existing conditions that pose a serious and immediate threat to the health or welfare of New York City or meet community development needs resulting from Sept. 11, 2001." In practice, this meant that LMDC made a lot of the decisions about what happened at Ground Zero after the cleanup and perhaps even before it was completed. LMDC was created by Governor Pataki and Mayor Giuliani without approval from the state legislature, in November 2001. 98 They appointed as chairman John C. Whitehead, the former Deputy Secretary of State under George Shultz. Whitehead was formerly chairman of the Federal Reserve Bank of New York, an organization that has more recently played an integral role in the bailout of large institutions like AIG and has been referred to as "a black-ops outfit for the nation's central bank." 99 Whitehead was also a member of The Pilgrims Society, a British-American association. Other members of The Pilgrims Society have included some of the most powerful un-elected officials in history, like Shultz, several Rockefellers, James Baker, and Henry Kissinger. Much more there on organized crime, Giuliani, NYPD Commissioner Bernard Kerik, et al. The newsfollowup.com link posted previously shows that Bovis Lend Lease, like AMEC, "had also worked for the Pentagon before. They built the Pentagon City Mall, Pentagon City's Washington Tower office building and The Ritz-Carlton hotel in 1990." And also like AMEC, it too is partnered with Big Oil: "British Petroleum (BP) 'Global Alliance'". Edited sentence one to cite the title of Kevin Ryan's WTC research- series and link to it at 911review.com. Additionally, am noting this info on Bovis Lend Lease at the newsfollowup.com link, as it could possibly be of some relevance to the Anthrax Acts of War after 9/11 and other such contrived menacings: On October 30, 2001 Bovis announced their division of Bovis Lend Lease Pharmaceutical, a new company focused on providing solutions to its global customers in the pharmaceutical and allied industries. GreyLmist  posted on  2012-11-21   11:01:57 ET  Reply   Untrace   Trace   Private Reply   Replies to Comment # 26. #27. To: All (#26) (Edited) This is a source for Part 4 of Kevin Ryan's series in Scribd-type format: DEMOLITION ACCESS TO THE WTC PART IV – THE CLEAN-UP [Note there:] This page may be republished for non-commercial purposes as long as reprints include a verbatim copy of the article in its entirety, respecting its integrity and cite the author and Ephemeris 360.org as the source including a live link to the article. Other sources for access to the entire series: deeppoliticsforum.com, which links to an Introductory page at 911review.com by Don Paul on the various parts of the research and then provides a text-Table of Contents below it: Demolition Access To The WTC Towers by Kevin Ryan [click on above link for the LONG articles!] [and very thought provoking ones!!] Contents: Part One - Tenants The North Tower Impact Zone The South Tower Impact Zone The Washington Group Other floors and companies of interest Conclusions and next steps Notes and references Part Two - Security Electronic Systems Associates and E.J. Electric Ensec International Securacom Silverstein Properties Giuliani, Cherkasky and the BCCI Investigation Conclusions Notes Part Three - Convergence The Carlyle Group SAIC Halliburton and BCCI Kissinger and his associates Endnotes Part Four - Cleanup Foreknowledge An unprecedented destruction of evidence The Cleanup Operation Debris removal and theft Conclusion Endnotes and references The 911review.com link to the Introductory page by Don Paul (with commentary, summaries of the categories and a sidebar section on the right that contains active links for the Table of Contents printed above) is titled: Good Riddance to the Big Lie: Kevin Ryan's 'Demolition Access ...' Lights the Shadows February 18, 2010 An Introduction to the 4-Part Investigative Series by Kevin Ryan It is not currently "Also available with embedded videos at: PupetGov.com"/http://www.puppetgov.com/2010/02/22/good-riddance-to-the-big-lie- kevin-ryans-demolition-access-lights-the-shadows/ Later, I'll post two videos that I found on the subject of Ryan's research. These are excerpts from the Don Paul commentary/summary: A previous article by Kevin Ryan, 'Another Amazing Coincidence Related to the WTC', published in January 2008, tracked the exact or nearly exact parallels between floors of the Towers that were upgraded before 9/11/01 and the floors that were then subjected to airliner-impact and explosive failure on 9/11/01. [51] We can thank Kevin Ryan for much heavy-lifting of Corporate Government blocks against our understanding and possibilities. We can appreciate his courage, clarity, compassion, humor, and then we can appreciate his courage again. We can thank his family's steadfastness too. Over six years ago Kevin Ryan lost his job at Underwriter Laboratories for publicly insisting that executives in that Corporation and in the United States Department of Commerce's National Institute of Standards and Technology (NIST) not lie about tests' findings as to the resistance against fire of Twin Towers' structural steel. He continued on his truth-telling course. He joined with Steven Jones in proving thermitic reactions in the steel and dust of debris from the Twin Towers' explosions. [115] Imo, his truth-telling course took a wrong turn when he aligned with Steven Jones and that's where I diverge with him. Even so, I'll post the two above mentioned videos anyway, after some more excerpts from the 911review.com page for Demolition Access to the WTC Towers: Part Four - Cleanup Fire Chief Joseph Pfeifer, who was at the command post in the lobby of the North Tower, testified that -- "Right before the South Tower collapsed, I noticed a lot of people just left the lobby, and I heard we had a crew of all different people, high-level people in government, everybody was gone, almost like they had information that we didn't have." 22 Who were these high-level people in government gathering in the lobby of the north tower, that had information others did not have? Reports are that this group included Richard Sheirer, the director of the OEM. It was said that -- "He's the guy Giuliani calls the man behind the curtain." 23 Others suggested: "Since September 11, Sheirer has taken charge of the biggest cleanup effort in American history." Whether or not he helped with the cleanup, Sheirer did have significant responsibility in his role, having at various times "briefed President Bush, Tony Blair, and Henry Kissinger". 24 [sic] To some degree, Sheirer was officially portrayed as incompetent. John Farmer, 9/11 Commission staff member, said of Sheirer: "We [the 9/11 Commission] tried to get a sense of what Sheirer was really doing. We tried to figure it out from the videos. We couldn't tell. Everybody from OEM was with him, virtually the whole chain of command. Some of them should have been at the command center." Fire Captain Kevin Culley, who worked at OEM, later was asked why most of the OEM's top brass were with him at the scene of the incident, and he said: "I don't know what they were doing. It was Sheirer's decision to go there on his own. The command center would normally be the focus of a major event and that would be where I would expect the director to be."27 Sheirer now works at Giuliani's firm, Giuliani Partners, along with Pasquale J. (Pat) D'Amuro, the FBI agent who ran the PENTTBOM investigation and stole evidence from Ground Zero (see below), and Michael D. Hess, who was present in WTC7 with explosive witness Barry Jennings. Bernard Kerik worked at Giuliani Partners as well, from the time he left his Police Commissioner post in December 2001 until resigning from the firm in December 2004. While he worked at Giuiliani's firm, Kerik took a short leave when he was appointed by George W. Bush to be Minister of the Interior for Iraq and Senior Policy Advisor to L. Paul Bremer, then the Iraq Occupation Governor. In Iraq, Kerik was assigned to oversee the training of the Iraqi Police by contractor Dyncorp. [sic] Despite failing to follow-up on any of the leads that could have prevented the attacks of 9/11, D'Amuro was placed in charge of the miraculous PENTTBOM investigation just after those attacks. 108 PENTTBOM was miraculous not only for its name, which stood for Pentagon/Twin Towers Bombing (yes, bombing), but also for the rapidity in which the case was solved. That is, although US authorities claimed to have had no knowledge of or ability to stop the 9/11 attacks, the FBI was able to identify all nineteen alleged hijackers within 72 hours. 109 To date, no connections have been established between the nineteen alleged hijackers and people who had the means and opportunity to place explosives in the WTC buildings. However, there are some interesting links between the alleged conspirators and those who were involved in the cover-up investigations. Much more info at that site. Edited for highlighting. GreyLmist  posted on  2012-11-21 13:30:51 ET  Reply   Untrace   Trace   Private Reply   End Trace Mode for Comment # 26. Top • Page Up • Full Thread • Page Down • Bottom/Latest

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