Slide 1: New York and Boston Financial Community Presentation
New York and Boston Financial Community Presentation November 24, 2015 Exhibit 99.1
Slide 2: Forward-Looking Statement Disclaimer
Statements included in this presentation that are not based on historical fact are forward-looking statements. Although such statements are based on management’s current estimates and expectations, and currently available competitive, financial and economic data, forward-looking statements are inher
Slide 3: Outline
Outline Financial Highlights New CEO Impressions Reorganization Summary & Closing Comments
Slide 4: Financial Highlights (Non-GAAP/Adjusted)
FY15 Revenues of $12.11 billion (consistent with GAAP) Down 5%, flat on Constant Currency Basis FY15 EPS of $3.08 * Down 7%, down 4% on Constant Currency Basis Operating Profit $600 million * Cash Flow Remains Strong Cash of $461 million Net Debt of $137 million Share Buy-Back of $422 million Benefi
Slide 5: Near Term Pressures Remain, Cost Savings Flowing to Bottom Line
Restructuring Nearing Completion Latest Estimate of Costs $205 to $230 million Latest Estimate of Savings $150 to $180 million Original Initiative Largely Completed End Q1 Capital Redeployment 2014 $500 million Authorization Completed 2015 $500 million Authorization Underway Balanced Approach over 3
Slide 6: New CEO Impressions: Distinguishable Strengths
Distinguishable Strengths Safety – BeyondZero & Culture of Caring Work Ethic & Employee Pride in Jacobs Technical Expertise & Engineering Skillset Diversity of End-markets and Client Portfolio Reimbursable projects remain at 83% New CEO Impressions Re-energizing our Passion for Excellence
Slide 7: Strong Foundation to Grow Value-Based Solutions
Strong Foundation to Grow Value-Based Solutions Record Client Satisfaction at >92% Repeat Business >95% Nearly 10 B$ in Client Savings from Innovative Value-Based Solutions 21 million mt of CO2 Savings from Sustainability Ideas
Slide 8: Global Focus & Simplification
Global Focus & Simplification Accountability & Transparency Pro-actively Optimizing Cost Structure Adapting to Changing Global Markets Improving Quality & Performance Developing Strategic Clarity Targeted Strategic Growth Opportunities
Slide 9: New Leadership Structure
New Leadership Structure New Leadership Structure Four Global Lines of Business Sales Embedded Within Each LOB New Centers of Excellence for Sales & Project Delivery Buildings & Infrastructure President & CEO Aerospace & Technology Industrial Petroleum & Chemicals Project Delivery COE Sales Center o
Slide 10: Launching Transformation: Benefits of New Structure
Launching Transformation Benefits of New Structure Seamlessly Serve Global Customers Greater Accountability & Clarity Strengthen “One Jacobs” Enhance Competitive Position Drive Profitable, Long-term Growth
Slide 11: Driving Accountability: New Management Incentive Program
Performance-Based, with Greater Accountability Driving Accountability New Management Incentive Program Corporate Performance 50% LOB Performance 50% Metrics Include P&L and B/S Operating Profit Working Capital Enhance Employee Engagement & Accountability
Slide 12: Improved Quality and Performance Will Drive Growth
Improved Quality and Performance Will Drive Growth Project Delivery Excellence Strengthen Global Tools & Standards Increase Productivity Reduce Write-Offs Improve Project Performance Increase Market Share
Slide 13: End-Market Diversity (New Lines of Business)
End-Market Diversity (New Lines of Business) * Preliminary Estimates of LOB Breakout Based on FY15 Revenues & FY15 Operating Profit ABC
Slide 14: Aerospace & Technology Backlog
Aerospace & Technology Backlog * Steady Backlog with Segments of Strength Markets - Steady Aerospace & Defense Markets Positive; Continuity of Funding for US Federal Programs Growing Opportunities in Intelligence/Cybersecurity Nuclear Sector Solid in the US and UK Strong Pipeline in Advanced Facilit
Slide 15: Industrial Backlog
Industrial Recent PharmaBio and Specialty Wins Driving Increased Backlog Life Sciences – Strong Notable increase in pharma-bio capex and significant M&A activity Building strong project pipeline globally, particularly in Europe Jacobs well positioned as the market leader, securing alliance-partnersh
Slide 16: Buildings & Infrastructure Backlog
Buildings & Infrastructure US and UK Showing Strength, Australian Opportunities Improving Buildings - Steady Increase in US and UK state/local public buildings activities Strong opportunities globally in healthcare, airports, and education facilities Mission critical investments remain strong Infras
Slide 17: Petroleum & Chemicals Backlog
Petroleum & Chemicals Backlog Impacted by Challenged Oil Markets Oil & Gas – Challenged Low oil prices continue to impact capex Shifting focus to maintenance and sustaining capital projects Growing opportunities in Middle East and Africa Refining - Steady Owners remain cautious on discretionary capi
Slide 18: Develop Strategy to Drive Long-Term Growth
Develop Strategy to Drive Long-Term Growth 2016 Strategic Review Q1Q2Q3Q4 Portfolio Deep Dive Investor Day Strategic Review
Slide 19: Summary: Positioning to Drive Long-Term Profitable Growth
Positioning to Drive Long-Term Profitable Growth & Enhanced Shareholder Value Summary Stable FY16 Outlook Newly Established Business Structure Closer Alignment with Global Customers Deep-Dive Strategic Review Underway
Slide 20: End Markets Served
Buildings National Government Infrastructure Mining & Minerals Pharma Bio Power High Tech Food & Consumer Products Pulp & Paper Oil & Gas Upstream Chemicals Refining Downstream
Slide 21: Thank You!
Thank You! wwnw.jacobs.com JACOBS © Copyright 2015 Jacobs. Allrights reserved www jacobs.com | worldwide
Slide 22: Non-U.S. GAAP Financial Measures: Q4 reconciliation
Non-U.S. GAAP Financial Measures: The following table reconciles, for Q4FY15 and Q4FY14, net earnings and diluted EPS attributable to Jacobs determined on the basis of U.S. GAAP to their respective “adjusted” (i.e., non-GAAP) amounts. For each period presented, the adjustments relate to the 2015 Res
Slide 23: Non-U.S. GAAP Financial Measures: FY15 and FY14 reconciliation
Non-U.S. GAAP Financial Measures: The following table reconciles net earnings and diluted EPS attributable to Jacobs for FY15 and FY14 determined on the basis of U.S. GAAP to their respective “adjusted” (i.e., non-GAAP) amounts. For FY 2015, the adjustments relate to the 2015 Restructuring and the t
Slide 24: Non-U.S. GAAP Financial Measures: quarterly FY15 reconciliation
Non-U.S. GAAP Financial Measures: The following table reconciles net earnings and diluted EPS attributable to Jacobs for FY 2015 and each quarter of fiscal 2015 determined on the basis of U.S. GAAP to their respective “adjusted” (i.e., non-GAAP) amounts. As shown below, the adjustments relate to the
Slide 25: Non-U.S. GAAP Financial Measures: operating profit reconciliation
Non-U.S. GAAP Financial Measures: The following table reconciles the Company’s consolidated operating profit for FY 2015 determined on the basis of U.S. GAAP to the “adjusted” (i.e., non-GAAP) amount. As shown below, the adjustment relates to the 2015 Restructuring. Although the following table pres