Delivering on
our growth strategy


Become a recognized Tier-1 diversified, global E&C player

SHORT-TERM – Reduced cost base:

Reduced general and administrative expenses by 20.7% from $667.2M to $529.3M

  • Exited non-core businesses – sold real estate facilities management and ongoing businesses in France, Monaco and the Malta airport
  • Signed an IT outsourcing agreement
  • Streamlined our operating structure and corporate centre to strengthen our business focus and accountability


Strong, consistent financial performance

MEDIUM-TERM – Operational Excellence:

Implement initiatives to improve project delivery and financial performance

12.7% increase in adjusted diluted EPS from E&C

63% decrease in number of lost-time incidents in 2016 compared with 2015

  • Implement activities aimed at simplifying operating and governance structure
  • Achieving organic growth as shown by being shortlisted on several major projects and by winning major contracts across all sectors in Canada, the Middle East, the United States, South America and Europe
  • Reached an agreement in principle for a new joint venture with China National Nuclear Corporation and Shanghai Electric Group Company Ltd. to develop market and build the Advanced Fuel CANDU Reactor
  • Evaluate potential M&A growth opportunities with a focus on Infrastructure and Power
  • Strengthen our One-Company approach through increased cross-selling and further implementation of our Key Account Management Program


World-class execution at top-tier margins

Long-term – Continuous improvement and increasing agility:

Focus on agility, continuous improvement and efficiency in operations to create a superior client experience

  • Create a performance-driven culture
  • Implement systems improvements
  • Simplify financial models
  • Continue talent development, retention and engagement
  • Attract top-tier talent for a top-tier firm