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CH2M Hill offices at the Parkside Tower in Salt Lake City, Utah (2013)

Key Information

The former VECO building, now CH2M Hill's Alaska headquarters (2011)

CH2M, earlier CH2M HILL, Inc., was an engineering company that provided consulting, design, construction, and operations services for corporations and governments. The company was organized in Corvallis, Oregon, and headquartered at 9191 South Jamaica Street, Englewood, Colorado.[1] In December 2017, the company was acquired by Jacobs Engineering Group.

The company played a major role in the Panama Canal expansion project.[2] The company developed, maintained and published its own method for managing projects for clients, called the CH2M HILL Project Delivery System.[3] The firm was named from the initials of its four founders.

History

[edit]

CH2M was founded in 1946 in Corvallis, Oregon, by Oregon State University civil engineering professor Fred Merryfield and three of his students: Holly Cornell, James Howland and Thomas Burke Hayes.[4] Cornell, Howland, and Hayes were all graduates of Oregon State University.[5] The company became CH2M Hill after a merger with Clair A. Hill & Associates in 1971. The firm remained headquartered in Oregon until 1980, when it moved to Colorado.

Projects

[edit]

In 2000, the company was part of a joint venture to replace the Singapore sanitary services infrastructure.[6] The new Singapore Deep Tunnel System was designed to improve reliability, ease, and economy of operation, and to help Singapore handle the increasing use of its waterfront.[7]

In October 2005, Kaiser Hill, a joint venture of CH2M Hill, decommissioned and closed a former nuclear weapons facility at the Rocky Flats Plant.[8][9] In 2006, the company helped rebuilding efforts along the Gulf Coast of the United States after Hurricane Katrina.[10]

In June 2007, along with General Electric, the company was selected to build a $660 million gas-fired power plant in Queensland, Australia.[11] In April 2007, the company was selected for an $11.7 billion project to move American military bases in Korea.[12]

In August 2007, the Panama Canal Authority selected the company to manage the $5.25 billion Panama Canal expansion project, which added new locks to the Pacific and Atlantic ends of the canal and enabled New Panamax ships to pass through the canal for the first time.[13][14][15]

In April 2009, a consortium led by the company was named program partner to oversee construction of the Crossrail project to expand London's transit system.[16] On August 30, 2006, along with partners Mace Group and Laing O'Rourke, the company was selected as a supplier for the London 2012 Olympics.[17][18][19]

In June 2008, the United States Department of Energy selected a subsidiary of the company to manage the deconstruction and remediation of the Central Plateau on the Hanford Site in eastern Washington, one of the world's largest environmental cleanup projects, including shrinking the environmental footprint of the Hanford Site from 586-square-mile (1,520 km2) to 75 square miles (190 km2).[20] In April 2019, the company was cited for safety violations at the project.[21]

In March 2013, the company was selected by South Oil Company of Iraq to provide project management consultancy services for the Iraq Common Seawater Supply Project.[22]

Engineering News-Record identified two projects that may have contributed to CH2M's being bought out in December 2017: A combined-cycle power project, part of the Ichthys gas field development, which had lost CH2M $140 million in 2014, and the addition of a toll lane in Austin, Texas for the Central Texas Regional Mobility Authority, which had lost the company $121.3 million in 2014 due to delays caused by weather and staffing issues, among other things.[23]

Acquisitions

[edit]

In 1977, the company acquired Black, Crow & Eidsness, an engineering firm in the southeast United States. In August 2002, the company acquired Gee & Jensen, a Ports and Harbor firm based in Florida,[24] DeMil International, a weapons destruction firm based in the United States,[24][25] and EHS Consultants Ltd, a consulting firm based in Hong Kong.[24]

In December 2003, Lockwood Greene Engineers was acquired. The sale was forced by the financial collapse of JA Jones Inc, its North American parent company and wholly owned subsidiary of the insolvent German construction conglomerate, Philipp Holzmann AG. CH2M picked up LGE's private-sector design portfolio.[26]

In October 2005, it acquired BBS Corporation, an environmental engineering firm based in Ohio.[27][28] In September 2007, the company acquired most of the components of VECO, an Alaska-based firm that specialized in services to the petroleum industry and had become embroiled in the Alaska political corruption probe.[29][30]

In December 2007, the company acquired Trigon EPC.[31] In March 2008, the company acquired Texas based Goldston Engineering, a company specialising in marine and coastal transportation engineering services.[32]

In 2011, CH2M Hill acquired the transportation consulting unit of Booz Allen Hamilton.[33]

In September 2011, CH2M Hill acquired the UK-based engineering consulting firm Halcrow Group.[34] In October 2014, the company acquired TERA Environmental Consultants, an environmental consulting firm based in Canada that had worked with pipeline and powerline clients and oil and gas companies, for 30 years.[35]

Other activities

[edit]

In April 2015, the company removed the word "Hill" from its branding, and unveiled a new logo.[36] In March 2017, the company renewed its lease at Honey Creek Corporate Center.[37] In June 2017, the company reiterated its support for the Paris Agreement.[38]

Acquisition by Jacobs Engineering Group

[edit]

In December 2017, Jacobs Engineering Group acquired CH2M for US$3.3 billion in cash and stock.[39][40][41]

References

[edit]
[edit]
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CH2M

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from Grokipedia

CH2M, formerly known as CH2M Hill, was a multinational , , , and operations firm specializing in and , environmental services, transportation , , and industrial facilities. Founded in 1946 in , by civil engineers Holly Cornell, Jim Howland, Burke Hayes, and professor Fred Merryfield, the company originated from a 1945 partnership focused on to address regional issues. It grew into one of the largest U.S.-based firms through employee ownership, completing thousands of projects worldwide before its acquisition by Jacobs Engineering Group in 2017 for an enterprise value of approximately $3.27 billion. The firm expanded rapidly post-founding, incorporating in 1966 and merging with Clair A. Hill & Associates in 1971 to form CH2M Hill, which broadened its expertise in and . By the 1980s, it had become the leading U.S. environmental engineering firm, managing high-profile initiatives such as the $1.4 billion Milwaukee abatement program and site cleanups. Notable achievements included contributions to the expansion, London's sewer systems, and the nuclear cleanup, alongside innovations like its proprietary methodology and early adoption of practices through an launched in 2005. CH2M's employee-owned structure, with no individual holding more than 7.5% of stock, fostered a culture of technical excellence and global reach, establishing offices across six continents and achieving peak revenues of $5.24 billion in 2016. The 2017 acquisition by Jacobs integrated CH2M's strengths in high-growth sectors like and transportation, enhancing capabilities in , , and government services while preserving its legacy in sustainable delivery.

Founding and Early History

Origins and Initial Focus

CH2M was founded on January 1, 1946, in , as a professional engineering partnership by civil engineering professor Fred Merryfield and three of his former students—Holly Cornell, James Howland, and Thomas Burke Hayes—who had recently completed military service during . The firm's name derived from the initials of its founding partners (Cornell, Howland, Hayes, Merryfield), reflecting its origins in addressing municipal needs, particularly systems and disposal for small communities. Initially operating from modest quarters above a local drugstore, the partnership emphasized practical, site-specific solutions grounded in empirical data and hydraulic principles, such as designing cost-efficient treatment facilities tailored to regional topography and population demands rather than uniform templates. The early focus centered on and projects for local municipalities, completing around 200 such initiatives by the end of the , including plants and systems that prioritized operational reliability and minimal maintenance costs. These efforts addressed post-war gaps in rural and mid-sized towns, leveraging the founders' expertise in civil and to deliver designs validated through field testing and performance metrics, independent of extensive external funding or prescriptive oversight. By 1951, the firm had expanded to 41 employees and managed 160 active or completed projects, demonstrating organic growth through repeat local contracts without initial reliance on large-scale federal subsidies. In response to increasing scale and ownership distribution needs, CH2M transitioned from a to a on , 1966, enabling broader partner equity sharing while maintaining its core emphasis on self-sustained expansion via proficiency. This incorporation supported continued emphasis on data-driven innovations in water management, such as advanced and treatment processes, fostering resilience in operations without diluting the firm's foundational commitment to practical problem-solving for community-scale challenges.

Expansion in the United States

Following its founding in , in 1946, CH2M expanded domestically during the 1950s and 1960s by capitalizing on surging demand for water and wastewater infrastructure driven by post-World War II urbanization and suburban growth, which necessitated large-scale and flood control systems across the . By 1969, the firm had grown to approximately 300 employees, focusing on efficient private-sector delivery that often outpaced public agency timelines for such projects. A pivotal merger in 1971 with Clair A. Hill & Associates, a California-based firm specializing in similar water resource services, formed CH2M Hill and doubled the workforce to around 500 employees, enhancing technical capabilities in . This consolidation supported scaling for nationwide domestic contracts, including early facilities that addressed urban sanitation needs more rapidly than traditional government-led efforts. In 1977, CH2M Hill acquired Black, Crow & Eidsness, a Gainesville, Florida-based firm with 200 employees and expertise in and , securing an East Coast foothold and enabling broader national reach in environmental services. The firm's longstanding model, in place since inception and formalized further in the through an , incentivized productivity and innovation, contributing to sustained growth amid competitive infrastructure demands.

Corporate Evolution and Business Model

Key Acquisitions and Mergers

CH2M pursued inorganic growth through targeted acquisitions starting in the 1980s, focusing on firms that enhanced specialized engineering skills in , energy infrastructure, and transportation while expanding geographic reach. This strategy aligned with its employee-owned ESOP model, which emphasized long-term capability building over short-term , as acquisitions were vetted for cultural fit and enduring value addition. By integrating complementary technologies and expertise, CH2M avoided dilution of its core consulting and design focus, instead leveraging buys to address client-driven needs in complex projects. Revenues grew from $1.2 billion in 2000 to approximately $6.3 billion by 2009, with acquisitions accounting for a substantial portion of this expansion alongside organic gains. Notable examples include the purchase of Lockwood Greene, an industrial firm that added and sector competencies, nearly doubling staff in related areas. In , CH2M acquired VECO Corporation for $463 million, gaining Alaskan operations expertise and federal government contract experience in environmental and services. The 2011 acquisition of for about $272.6 million further solidified European transportation infrastructure capabilities, incorporating Halcrow's $720 million in annual revenue, 6,000 employees, and projects in rail, ports, and across the and beyond. This move addressed gaps in international design, enabling CH2M to compete for large-scale public-private partnerships. In 2014, CH2M acquired assets of TERA Environmental Consultants, a Canadian firm with 450 employees specializing in energy sector remediation and , strengthening North American environmental services amid rising and demands. These deals collectively boosted market share in high-barrier sectors without overextending into unrelated areas.

Operational Segments and Expertise Areas

CH2M's primary operational segments encompassed water and wastewater management, transportation, environmental services, industrial and advanced facilities, and energy-related . The company's foundational expertise in water and dated back to its origins in the 1940s, focusing on designing and delivering treatment systems for municipal and industrial clients, which formed the core of its revenue stream through services. By the , these segments expanded to include lifecycle approaches, integrating design, operations, and maintenance under fixed-price or performance-based contracts to control costs and ensure deliverability. In transportation, CH2M provided , , and for such as highways, rail systems, and , emphasizing efficient delivery metrics like adherence and predictability over broader qualitative goals. The energy segment involved for power generation, transmission, and nuclear facilities , including complex decommissioning and remediation programs that required specialized operational oversight. Facilities extended to industrial operations, where CH2M handled asset optimization and for clients in sectors like and utilities, often through long-term contracts prioritizing measurable uptime and cost savings. CH2M's expertise in and operations/maintenance was demonstrated through subsidiaries like OMI, which specialized in privatized utility services, including plant operations and preventive maintenance protocols to extend asset life and minimize downtime. These capabilities supported global contracts by the , following acquisitions like Halcrow in , which integrated international transportation and expertise while maintaining U.S.-derived standards for on-time , such as achieving high delivery rates in multi-year O&M agreements. This focus on verifiable efficiency underpinned CH2M's competitive edge in bidding for sustained operations, even amid occasional losses in high-profile tenders like support.

Major Projects and Contributions

Domestic Infrastructure Initiatives

CH2M played a significant role in U.S. projects emphasizing , disaster recovery, and , delivering solutions that enhanced capacity and operational efficiency. In and sectors, the firm designed facilities that increased treatment capabilities and supported sustainable , often through innovative processes that reduced environmental impacts while meeting regulatory demands. These efforts included upgrades to aging , yielding measurable outcomes such as expanded production for and municipal use. Following Hurricane Katrina's landfall on August 29, 2005, CH2M contributed to Gulf Coast reconstruction by overseeing the restoration of wastewater systems, addressing widespread damage to treatment infrastructure and enabling the resumption of essential services for affected communities. The firm's involvement focused on engineering assessments and rebuild strategies that prioritized rapid debris management and system rehabilitation, facilitating recovery in regions like New Orleans where over 1,800 lives were lost and damages exceeded $125 billion. In transportation , CH2M provided general consulting for the Rail Transit project, awarded a $46.1 million on November 26, 2013, to support , scheduling, cost estimating, and environmental compliance on the $5.16 billion elevated rail system spanning 20 miles. This oversight role aided in advancing rail design phases, incorporating technology to alleviate on Oahu, where daily commutes averaged over 40,000 vehicle trips targeted for reduction. CH2M's water treatment initiatives in highlighted post-expansion capabilities, including the design of the Ave Maria Wastewater Treatment Plant and Water Reclamation Facility, which earned a of the Year Award on October 22, 2008, for producing used in residential and landscape irrigation, thereby conserving freshwater resources. Similarly, a CH2M-designed water project in Pasco , completed by June 26, 2017, integrated advanced treatment to support , demonstrating capacity expansions that aligned with state growth demands following the firm's 1970s operational scaling. In public-private partnerships, CH2M collaborated on the Cedar Water Treatment Plant using design-build procedures, resulting in successful operations that enhanced water supply reliability for over 1.4 million residents through efficient private-sector integration that navigated permitting hurdles.

International and Environmental Engagements

CH2M expanded its international footprint through strategic acquisitions and direct project engagements in regions requiring specialized expertise. In 2011, the company acquired Halcrow Group Ltd., a UK-based firm specializing in transportation, , and maritime , for approximately £124 million, thereby strengthening its capabilities in European transport systems such as rail and design. This move integrated Halcrow's portfolio, including complex urban mobility projects, into CH2M's operations, enabling private-sector efficiency in public infrastructure delivery amid geopolitical and regulatory challenges. In the , CH2M undertook significant infrastructure initiatives starting from its first major overseas contract in in , focusing on and urban development in high-risk environments where state-owned entities often faced delays. Projects included runway at regional , spanning 4,060 meters with associated taxiways, completed in 2014 to support growth. In , CH2M, leveraging Halcrow's integration, managed road developments such as the 10-kilometer dual five-lane East-West Corridor carriageways and the 11-kilometer Bypass, optimizing traffic flow in rapidly urbanizing areas. These efforts highlighted the firm's application of risk-based planning to navigate resource constraints and political instabilities inherent in state-partnered ventures. CH2M contributed engineering and program management services to preparations for the in , overseeing aspects of stadium construction and related infrastructure to meet FIFA's technical standards prior to the event's hosting. This involvement encompassed coordination of design and delivery phases for multiple venues, drawing on the company's global methodologies developed for large-scale, time-sensitive builds. On the environmental front, CH2M applied remediation strategies internationally, including in Thailand's basin during the 1990s, where joint ventures addressed in densely populated watersheds through engineered solutions prioritizing cost-effective contaminant removal. The firm utilized life-cycle cost assessments in remediation planning to forecast long-term savings, as demonstrated in analyses projecting $120 million in net benefits from optimized cleanup timelines and reuse strategies at contaminated sites. These approaches emphasized empirical sequencing of interventions—such as phased habitat stabilization before full restoration—to minimize ecological disruption while achieving in varied international contexts.

Controversies and Criticisms

Contractual and Financial Disputes

CH2M incurred net losses of approximately $351 million from 2014 to 2016, largely due to cost overruns on fixed-price contracts that were underbid relative to actual expenses. These losses were driven by design-build fixed-price projects, including , , and (EPC) contracts, where optimistic bidding failed to account for escalated costs. In response, the firm ceased pursuing such fixed-price power EPC projects by early 2014. A key contributor in 2016 was $275 million in charges for revised cost estimates on two longstanding design-build fixed-price contracts, exacerbating an operating loss of $240 million for the year. These incidents underscored the financial risks of fixed-price government-linked projects, where empirical forecasting often diverged from initial projections, leading to substantial write-downs without external . In legal disputes, CH2M faced a 2019 lawsuit from , alleging misrepresentations in the design and operation of its plant, with claims seeking over $10 million in damages for ongoing failures and inflated costs. Separately, between 2003 and 2005, two employees engaged in kickback schemes involving marked-up purchases from a vendor, resulting in a $1.5 million settlement in 2011 for false claims under the Anti-Kickback Act. Contractual challenges also included bid protests, such as CH2M's 2012 challenge to the National Science Foundation's award of a $2 billion support contract to , which the Government Accountability Office denied, affirming the evaluation process. This outcome highlighted competitive pressures in federal contracting, where protests rarely overturned awards despite allegations of flawed criteria application.

Environmental and Ethical Allegations

In 2017, revelations emerged regarding falsified radiological data at the in , where subcontractor EC, Inc., under a remediation overseen by the U.S. , admitted to manipulating soil testing results dating back to 2012, affecting hundreds of samples and potentially understating levels. CH2M, contracted by the for independent and radiological evaluation, faced scrutiny for its verification processes, with critics alleging insufficient rigor in reviewing the tainted data, including claims of "unscientific findings" in CH2M's Draft Radiological Data Evaluation report for certain parcels. The subsequently deemed portions of the data unreliable, initiating retesting across affected areas, though CH2M maintained it had no role in the primary falsification and emphasized its role as a secondary reviewer reliant on provided datasets. Regulators and environmental advocates highlighted this incident as indicative of broader oversight gaps in site cleanups, where expedited remediation timelines may compromise exhaustive validation, contrasting with CH2M's documented successes in enabling sustainable land reuse at other contaminated sites. CH2M encountered ethical allegations related to labor practices during its involvement in infrastructure projects for the in , where it provided and services for and related developments starting in the mid-2010s. In October 2023, 38 Filipino migrant workers filed lawsuits in U.S. federal court against CH2M and its parent Jacobs Engineering, alleging forced labor and violations under the Trafficking Victims Protection Reauthorization Act, including claims of excessive work hours up to 72 per week, passport confiscation, wage withholding, and substandard living conditions imposed by subcontractors. Plaintiffs argued CH2M bore responsibility as the supervisory contractor for failing to enforce ethical standards despite awareness of Qatar's kafala sponsorship system, which ties workers to employers and has been criticized internationally for enabling exploitation. In June 2025, a federal judge allowed forced labor claims to proceed while dismissing some trafficking elements for lack of direct U.S. nexus, noting the allegations' plausibility under extraterritorial application of U.S. law. CH2M and Jacobs denied the accusations, asserting compliance with local Qatari laws and international guidelines, including third-party audits, and framing the suits as unsubstantiated attempts to impose foreign standards on host-country operations. These cases underscore tensions in global projects, where Western firms navigate host-nation labor regimes amid reports from groups documenting over 6,500 deaths in Qatar's sector from 2010 to 2022, though not all attributable to specific contractors. Broader critiques of CH2M's environmental engagements have questioned the balance between project efficiency and thoroughness in remediation efforts, such as at Department of Energy sites, where a 2008 enforcement notice cited lapses contributing to events, prompting concerns over systemic oversight deficiencies despite contractual successes in and site stabilization. Company responses typically highlight adherence to regulatory frameworks and measurable outcomes, like converting hazardous lands for productive use, while independent reviews occasionally note that accelerated timelines—driven by client priorities—can lead to incomplete contaminant profiling, as evidenced in post-project monitoring at select U.S. locations. These allegations, often amplified by advocacy groups, contrast with CH2M's endorsements from federal agencies for innovative cleanup techniques, illustrating the challenges of verifying long-term efficacy in complex environmental contexts.

Acquisition and Integration

Merger with Jacobs Engineering Group

Jacobs Engineering Group Inc. announced on August 2, 2017, that it had entered into a definitive agreement dated August 1, 2017, to acquire all outstanding shares of CH2M in a cash-and-stock transaction valued at an enterprise value of approximately $3.27 billion, including assumption of about $416 million in CH2M net debt. The deal was motivated in part by CH2M's recent financial difficulties, including net losses totaling $351 million from 2014 to 2016 driven by underperforming fixed-price contracts, as well as an operating loss of $240 million for the fiscal year ended December 30, 2016. For Jacobs, the acquisition targeted expansion into CH2M's operations and maintenance services, which offered higher margins and recurring revenue compared to traditional engineering contracts, alongside projected annual cost synergies of $150 million from integrating complementary expertise in engineering, , and . The transaction received approval from CH2M stockholders on December 13, 2017, with 95 percent voting in favor, reflecting support despite CH2M's employee-ownership structure that emphasized stakeholder input in major decisions. It also cleared necessary regulatory reviews without reported obstacles, satisfying customary closing conditions. The merger closed on December 18, 2017, immediately integrating CH2M leadership into Jacobs' structure to leverage the combined entity's scale, with CH2M contributing over $6 billion in annual revenue to form a firm exceeding $15 billion in total scope.

Post-Acquisition Outcomes and Legacy

Following the acquisition's completion on December 18, 2017, Jacobs Engineering Group realized substantial synergies from CH2M's integration, including $50 million in net cost savings achieved by the third quarter of fiscal year 2018, with projections for approximately $75 million in the full year after elevating the annual target to $175 million. These gains, alongside synergies emerging in the sales pipeline, drove a 14% year-over-year increase to $4.2 billion and a 71% rise in adjusted to $1.35 for Q3 FY2018, bolstering Jacobs' overall financial performance amid expanded operations. The merger fortified Jacobs' capabilities in high-growth areas, notably and environmental services, where CH2M's integration elevated Jacobs to the top ranking in water infrastructure per assessments and supported awards such as the Pure Water project and U.S. Department of Energy's West Valley nuclear remediation. For FY2018, Jacobs recorded revenues of nearly $15 billion and adjusted operating profit of $899 million, reflecting CH2M's accretive contributions to sustainable solutions like smart for conservation and . CH2M's enduring legacy lies in its foundational role—spanning over 70 years since —as a private-sector pioneer delivering public infrastructure through , a track record now embedded in Jacobs' global remediation and environmental engagements without wholesale erasure of specialized expertise. This preservation prioritizes empirical efficiencies and market scalability over sentimental rebranding, enabling ongoing projects that leverage CH2M-derived strengths in sectors like nuclear and despite prior operational challenges.

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