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Leaders 2013 | 15


and offsite manufacture, was constructed in just 18 months to meet government and community requirements in a time of extreme drought. In the UK it has framework agreements with clients including Yorkshire Water and Thames Water. Laing O’Rourke’s in-house manufacturing, civil, mechanical and electrical expertise is crucial given that these types of proj- ects are very concrete and process engineering intensive, the company says.


THE NUMBERS Sales £M


Gross profit £M


09-10 178.3 -19.3


Operating profit £M -26.8 Pre-tax profit £M Staff


-26.2 n/a


Net assets £M THE RATIOS


796.9 09-10


Return on capital % -493.5 Gross margin %


-10.8


Operating margin % -15.0 Net margin %


-14.7 Sales/employee £K n/a


10-11 176.8 4.6 -3.2 -3.2 n/a


-322.4 2.6 -1.8 -1.8 n/a


11-12 206.8 -4.3


-14.5 -14.5 n/a


11-12 148.7 -2.1 -7.0 -7.0 n/a


“Our direct employment model is also a major benefit as it gives us greater control and depend- ability in delivering complex water projects on time and within budget.”


Integrated approach


Using an innovative DfMA solution for the aera- tion and final settlement tanks, Laing O’Rourke is delivering the project to upgrade existing facili- ties and build new capacity at a sewage treat- ment works on opposing banks of the River Thames at Beckton and Crossness. The project is on track to hand over to the client under budget and three months ahead of schedule.


%change 17.0


-194.4 -357.3 -359.7 n/a


1155.2 1,015.8 -4.9 10-11


%change -146 -181 -291 -293 n/a


“Laing O’Rourke takes an integrated approach to deliver solutions to complex water man- agement issues. Our capability en- compasses expertise in pumping stations, processing plants, tun- nelling, clean water, waste water and industrial water networks, and water main construction and maintenance to ensure the efficient operation of the water services for urban, agricultural


A supplement to WET News and WWT


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