Worley Limited · ASX:WOR

Worley — Investor Day (June 2020)

114 slides from Worley's investor day presentation, Jun 10, 2020

1. Slide 1: Investor Day

   Investor Day Wednesday 10 June 2020

2. Slide 2: Disclaimer

   Disclaimer The information in this presentation about Worley Limited (“Worley Group”) and its activities is current as at 10 June 2020 and should be read in conjunction with the Company’s Appendix 4D and Interim Financial Report for the half year ended 31 December 2019. It is in summary form and is

3. Slide 3: Welcome and logistics

   Welcome and logistics Welcome Acknowledgement Virtual meeting instructions Bili Yilam – Bluetongues Home: by Australian Indigenous artist Mick Harding www.ngargawarendj.com Worley Investor Day 2020 3

4. Slide 4: Agenda

   Agenda Safety moment Transforming our business Business update Q&A Break Strategy in action: regional updates Growth and Energy Transition & Digital Q&A Close 4 Worley Investor Day 2020 4

5. Slide 5: Safety Moment

   Safety Moment Sally Walters Worley Investor Day 2020 5

6. Slide 6: Life: Our safety and well-being approach

   Life Our safety and well-being approach Worley Investor Day 2020 6

7. Slide 7: Wellbeing while working from home

   Wellbeing while working from home Delineate between work and home  Maintain boundaries between work hours and home hours Maintain social connection  Book calendar appointments for online social catch-ups Look out for one another  Ask your colleagues how they are  Reach out for help Worley Invest

8. Slide 8: Transforming our business

   Transforming our business Chris Ashton, Chief Executive Officer Worley Investor Day 2020 8

9. Slide 9: Context

   Context Need picture  Delivering ECR acquisition benefits ahead of expectations  Transforming faster to emerge stronger  Accelerating our strategy  Re-aligning the business to deliver Worley Investor Day 2020 9

10. Slide 10: Worley: An Australian company with global reach

    Worley: An Australian company with global reach A leading global provider of professional project and asset services in the energy, chemicals and resources sectors We are Australia’s largest exporter of knowledge-based services. We leverage this position to support our customers, bringing innovative

11. Slide 11: Worley's first year achievements

    Worley’s first year achievements Completed transition to one organization Realizing benefits of ECR acquisition1  Integrated safety, sales and operations’ systems  Revenue more than doubled  Strong technology platform  Underlying EBITA margin improvement  Recognizing our people’s contribution 

12. Slide 12: Transforming faster to emerge stronger

    Transforming faster to emerge stronger 12 Worley Investor Day 2020

13. Slide 13: Mega trends and shifts: partnering with our customers

    Mega trends and shifts: partnering with our customers A number of forces have been emerging and have accelerated in recent years. These forces are changing the markets in which we operate and shaping how our customers position their roles in the energy, chemicals and resources industry. Energy trans

14. Slide 14: Worley's transformation strategy

    Worley’s transformation strategy  Partnering with our customers  Delivering industry-leading capability and solutions  Innovative delivery models Worley Investor Day 2020 14

15. Slide 15: Why is Energy Transition at the core of our strategy?

    Why is Energy Transition at the core of our strategy? Energy Transition is a long-term structural change in the world’s energy systems 15 Worley Investor Day 2020 15

16. Slide 16: Energy Transition opportunities across all of our sectors

    Energy Transition opportunities across all of our sectors Upstream and Refining Mining, Minerals Power Midstream and Chemicals and Metals Electrification / decarbonization Energy efficiency Energy Transition Gas as a transition fuel Low carbon hydrogen Renewable energy Distributed Energy Systems Fug

17. Slide 17: Major capital investment is required to deliver Energy Transition outcomes

    Major capital investment is required to deliver Energy Transition outcomes Under the IEA Sustainable Development Scenario (World Energy Outlook 2019) in support of the Paris Agreement, globally the following is needed by 2040: Population GDP increases by Energy generation increases by ~20% ~100% is

18. Slide 18: COVID-19 and oil price decline impact on Energy Transition

    COVID-19 and oil price decline impact on Energy Transition Current conditions have accelerated the Energy Transition, with 2020 now considered the “tipping point”  Key customers that had been preparing for the Projected change in primary energy demand by fuel in 2020 relative to 2019 Energy Transit

19. Slide 19: Energy transition case studies: accelerating across all sectors

    Energy transition Case studies: accelerating across all sectors Green hydrogen to ammonia Renewable diesel refinery Customer quotes “We are determined to perform with purpose and remain committed to delivering our net zero ambition.” Bernard Looney – BP CEO, April 28 “Based on our current outlook, w

20. Slide 20: Energy Transition: Worley is a leader

    Energy Transition: Worley is a leader 2150+ Project experiences H2 Geothermal, hydro Renewable fuels & Distributed energy Electrification & Carbon capture & Solar power Wind power Nuclear power Hydrogen & ocean power waste-to-energy & storage energy efficiency storage 304+ 654+ 277+ 204+ 115+ 71+ 16

21. Slide 21: Our passion is to work with our customers solving complex energy transition challenges

    Our passion is to work with our customers solving the world’s complex energy transition challenges and in doing so play an important role in building a more sustainable world. 21 Worley Investor Day 2020

22. Slide 22: Our Climate Change Position Statement

    Our Climate Change Position Statement Worley acknowledges the findings of the Worley is committed to achieving net zero Scope 1 Intergovernmental Panel on Climate Change. and Scope 2 greenhouse gas emissions by 2030, We contribute our project delivery and and to pro-actively supporting our customers

23. Slide 23: Our commitment to strategic actions

    Our Climate Change Position Statement Our commitment to strategic actions develop a Net review our Scope 3 help our customers assess our involvement report our progress in line Zero road map emissions and to reduce their in carbon-intensive with the recommendations for our Scope 1 develop a plan to

24. Slide 24: Our role: helping customers to decarbonize

    Our Climate Change Position Statement Our role: helping customers to decarbonize Transitioning the world’s energy systems will require technical, engineering and project delivery expertise. Delivering new energy Building the world’s Hydropower and solar Turning waste into an That’s what we’re known

25. Slide 25: Why is now the time to accelerate our Digital Strategy?

    Why is now the time to accelerate our Digital Strategy? 25 Worley Investor Day 2020 25

26. Slide 26: COVID-19 is accelerating digital adoption

    COVID-19 is accelerating digital adoption As the world transitions to remote work Worley has increased Microsoft® Teams and learning, Microsoft® Teams usage by a factor of 48 in the last four meetings increase at exponential rate months Minutes spent in Microsoft® Teams meetings per day Minutes spen

27. Slide 27: Our customers are ramping up their investment in digital across sectors

    Our customers are ramping up their investment in digital across sectors 63 Number of publicly announced digital projects 50 47 41 41 27 13 12 12 8 5 6 4 3 4 Q1 2016 Q2 2016 Q3 2016 Q4 2016 Q1 2017 Q2 2017 Q3 2017 Q4 2017 Q1 2018 Q2 2018 Q3 2018 Q4 2018 Q1 2019 Q2 2019 Q3 2019 Mining Hydrocarbons & C

28. Slide 28: How are we capturing market opportunities to deliver long term returns?

    How are we capturing market opportunities to deliver long term returns? 28 Worley Investor Day 2020 28

29. Slide 29: Near-term capital investment in hydrocarbons has declined, while operating expenditure continues

    Near-term capital investment in hydrocarbons has declined, while operating expenditure continues Upstream and Midstream Hydrocarbon Exploration & Production Expenditure 2020-2026  Key customers have reduced capex by ~30% Billion USD  Global gas demand is expected to return to its long-term growth

30. Slide 30: Resources and power have been more resilient

    Resources and power have been more resilient and investment growth for these sectors will continue Mining, Minerals & Metals 180 Primary commodity price index  Commodity pricing volatility continues, however bulk Aluminum 160 commodities appear resilient Coal, Australia  Recovery in commodity dema

31. Slide 31: Four key growth areas to deliver shareholder returns

    Four key growth areas to deliver shareholder returns We are well positioned Power investment will continue to grow Long term investment in upstream will continue  Operating expenditure across hydrocarbons assets  The largest investments are expected in remains, and rapid recovery in global gas dem

32. Slide 32: Worley plays a crucial role in Australia's critical energy and resources infrastructure

    Worley plays a crucial role in Australia’s critical energy and resources infrastructure Worley is a world leader in gas We have world-leading capabilities in LNG, with our LNG centre of expertise located in Australia  Engaged in 50 percent of the world’s LNG liquefaction facilities and LNG regasifi

33. Slide 33: How will we deliver our strategy?

    How will we deliver our strategy? 33 Worley Investor Day 2020 33

34. Slide 34: Cultural change: a shift in how we work

    Cultural change: a shift in how we work We are simplifying our business:  To better support customers  To drive our new ways of working  To support execution of our strategy to deliver value  We will reduce our cost base Operational savings target of $275m (run rate) by end of December 20211 The

35. Slide 35: Business restructure: two regions

    Business restructure: two regions Energy Chemicals Resources Upstream & Midstream Mining, Minerals & Metals Downstream & Chemicals Power & New Energy Infrastructure Digital ways of working Worley Investor Day 2020 35

36. Slide 36: Business restructure: supported globally

    Business restructure: supported globally Health, Safety and Energy Transition & People Sustainability Digital Asset services and Growth Functional services project delivery function Worley Investor Day 2020 36

37. Slide 37: Leadership

    Leadership Chief Executive Officer Chris Ashton Americas EMEA & APAC Project Delivery Energy Transition & Digital Karen Sobel Vinayak Pai Andrew Berryman Geeta Thakorlal Group President Group President Group President President Chief Financial Officer Growth People Health, Safety & Sustainability To

38. Slide 38: Summary

    Summary  Delivering ECR acquisition benefits ahead of expectations  Responding to current economic conditions as the global impact of COVID-19 evolves  Transforming faster to emerge stronger Image  to be used elsewhere? We are proud of our commitment to our new climate change position  We have

39. Slide 39: Business Update

    Business Update Tom Honan, Chief Financial Officer Worley Investor Day 2020 39

40. Slide 40: ECR integration achievements

    ECR integration achievements Systems and Synergy process integration  Cost synergy target increased to $175m¹within 30 months post acquisition Common systems and  Will deliver $150m in two years post acquisition processes in place for:  GID utilization growing in line with expectations  Safety 

41. Slide 41: Cost synergies: well on track to deliver $175m target

    Cost synergies: well on track to deliver $175m target $99m of $150m synergy target delivered Synergy target raised to $175m within 30 months post completion 25 51 56 175 150 150 14 99 99 99 43 43 43 6 FY19 actions in FY19 actions FY20 H1 FY20 H1 Dec 2019 exit period Run rate actions in actions run r

42. Slide 42: Common systems and processes

    Common systems and processes Safety Sales Life Worley CSP Our safety and Launched in January 2020 well-being our new integrated approach launched Customer Platform in January 2020 powered by the Salesforce tool Operations Knowledge & Back office Management System Integration of Core Launched in Janu

43. Slide 43: A more diversified business

    A more diversified business Business Mix 100% 10% 11% 9% 7% 80% 43% 48% 60% 81% 55%  20% approx. of revenue from 40% exposure to oil & gas capex, down 48% 20% 34% 45% from 65%4 0% 9% FY17 FY18 FY19 pro forma HY20  45% approx. of revenue from opex Opex Modification, Sustaining and Small Capex Major

44. Slide 44: Headcount and utilization

    Headcount and utilization  Global headcount at 54,100 at 30 April 2020, reduced by 3% from 31 March 2020  Impacted mainly by COVID-19  Site access restrictions and deferred turnaround activity  Total chargeable hours down 6% from 1 April 2020 to 22 May 2020  Normalized for holiday period  COVI

45. Slide 45: Backlog

    Backlog  Backlog remains relatively stable  Down 2% to $18.3b from 31 December 2019 to 30 April 2020  Backlog includes large number of long term contracts  Stability in Chemicals sector  Growth in EMEA, driven by Saudi agreements  Tier 1 customer asset sale to Tier 2 customer leading to reduct

46. Slide 46: Business response to current conditions

    Business response to current conditions  Maintained productivity on projects and operational support services  Improved liquidity position  Postponed all non-essential capital expenditure  Protecting cash, managing receivables  Cash continues to flow from customers on previously agreed terms 

47. Slide 47: Emerging stronger

    Emerging stronger Accelerated plan will drive operational savings Discretionary Property Operational savings target of $275m spend rationalization (run rate) by end of December 2021 Permanently change Made possible by our approach to delivery new ways of working These savings are additional to the $

48. Slide 48: Emerging stronger: discretionary spend

    Emerging stronger Discretionary Spend New normal for Worley spend profile  Travel  Third party services  Conferences  Recruitment … permanently changing our approach to delivering  Majority to be delivered in the next half year Worley Investor Day 2020 48 Worley Investor Day 2020 48

49. Slide 49: Emerging stronger: property rationalization

    Emerging stronger Property Rationalization Creating a new way of delivering services  Accessing talent globally  Increasing utilization of office space  Reducing number of offices  Optimizing office costs … permanently changing our property model  60% of savings in high cost cities  Over 60% t

50. Slide 50: Emerging stronger: shared services

    Emerging stronger Shared Services Driven by systems integration  Streamline systems and tools to improve speed and reduce manual work  Continuing to roll out common platforms across the entire group  Consolidate / centralize services to larger scale lower cost centres  Leverage on routine tasks

51. Slide 51: Emerging stronger: new operating model

    Emerging stronger New operating model Simplified business into two major regions  Reporting by sector will continue to be provided  Restated segment results to be provided for FY20 and FY19  Associated costs of functional and administrative management reduced  Roles re-cast to increase chargeabi

52. Slide 52: Capital Management

    Capital Management Strengthened liquidity position Gearing remains on target 2,000 Gearing ratio* % 35% UKIS 1,500 acquisition UKIS acquisition ECR 30% acquisition ECR A$m 1,000 acquisition 25% 500 20% Gearing ratio = net debt/net debt + equity Gearing ratio = net debt/net debt + equity - 15% H2 FY2

53. Slide 53: Summary

    Summary  ECR acquisition on target for financial returns  Still on track for cost synergy target of $175m  Operational savings of $275m1 expected in addition to ECR cost synergies  Diversified business has shown resilience in response to COVID-19  Improved liquidity position and maintaining gea

54. Slide 54: Worley Investor Day 2020

    & Worley Investor Day 2020 54

55. Slide 55: Americas

    Americas Karen Sobel Worley Investor Day 2020 55

56. Slide 56: Overview of region

    Overview of region Sector diversity with long-term customer relationships Canada Revenue by sub-sector 6,500 Power Selection of key MMM USA customers 12,000 Refining &  BP  Shell Chemicals  ExxonMobil  Vale  Chevron  Codelco  CPChem  BHP Billiton Upstream &  Phillips66  Rio Tinto Midstream

57. Slide 57: Strategic priorities and focus areas

    Strategic priorities and focus areas  Establish ourselves as a leader in these growth areas:  Circular economy  New Energy projects  Offshore wind  LNG MMO  US gas  Distributed energy systems  Improve efficiency through automation and digital solutions  DataSeer  Requis  Replic8  Cord’s

58. Slide 58: What our Americas customers are saying

    What our Americas customers are saying BP Maintains its planned $500m investment in renewables and low-carbon technology. Shell Aims to reduce the Net Carbon Footprint of the energy products they sell by around 50% by 2050, and 20% by 2035 compared to their 2016 levels. Stated that they aim to work

59. Slide 59: Renewable fuels

    Energy Transition Renewable fuels California’s Low Carbon Fuel Standard and US EPA RIN credits are driving a US Renewable Fuels wave. Market Overview Canada, UK and European markets have implemented or are targeting similar low carbon intensity fuel standards. Worley’s renewable fuels experience is

60. Slide 60: Plastics recycling

    Circular Economy Plastics recycling The circular economy, is an alternative to a traditional linear economy (make, use, dispose) in which we extract the maximum value over the entire life of the Market Overview product or resource. Many of our key customers have made commitments to be more socially

61. Slide 61: Automated deliverables using data centric algorithms

    Worley mass customization techniques Automated deliverables using data centric algorithms Worley has automated the delivery of projects in a game changing way called “Mass Customization.” Market Piping and Instrumentation diagrams, isometrics and electrical and instrumentation deliverables have been

62. Slide 62: Pipe Spool Welding Robots (SWRs)

    Cord Pipe Spool Welding Robots (SWRs) Cord is bringing Worley into the future of Market manufacturing with the help of three SWRs. Each SWR can produce a weld three times faster than hand welding alone (when using SMAW / stick Advantages procedures). Likely to shorten production by five to ten minut

63. Slide 63: Alberta, Canada – Pipestone gas processing facility

    Alberta, Canada – Pipestone gas processing facility Engineering, Procurement, Fabrication, and Construction (EPFC) scope for a greenfield 200 mm Contract scope standard cubic feet per day, sour, shallow-cut gas processing facility. Complete lump sum, EPFC delivery of a gas plant for EPFC detailed en

64. Slide 64: United States - plastics to BTX facility

    Encina United States - plastics to BTX facility EPC and O&M for a post consumer plastic waste to Contract scope benzene-toluene-xylene (BTX) processing plant. We are currently working on the engineering package for the US plant which is modularly scalable to take on Modular Mindset more capacity. Th

65. Slide 65: Alberta and British Columbia, Canada – pipeline facilities

    Trans Mountain Alberta and British Columbia, Canada – pipeline facilities Engineering, Procurement, Fabrication, and Construction (EPFC) scope for new and modified Contract scope pipeline facilities as part of the Trans Mountain Expansion Project. EPFC Complete EPFC delivery for 15 pump station site

66. Slide 66: Sudbury, Ontario, Canada

    Vale Copper Cliff Mine Sudbury, Ontario, Canada Pre-Feasibility Study of two of their most important Project Awarded brownfield orebodies. Extend the life of their underground mining Objective operations. Allowed us to demonstrate our experience in UG expertise developing underground projects in Nor

67. Slide 67: Summary

    Summary  Stable backlog and prospects in all sectors, growth in emerging markets  Focus on strategic priorities  Circular economy  Offshore wind  LNG MMO  US gas  Distributed energy systems  Strong baseload of brownfield and maintenance projects; construction activities resuming after COVID-

68. Slide 68: EMEA & APAC

    EMEA & APAC Vinayak Pai Worley Investor Day 2020 68

69. Slide 69: Overview of region

    Overview of region Sector diversity with long-term customer relationships Europe UK 6,800 Revenue by sub-sector 3,900 Asia Selection of key 3,700 MMM Middle customers East India Power  BASF Africa 4,100 4,950 Upstream &  Borealis 2,900 Midstream  BHP Billiton  BP  Chevron Australia Refining & 

70. Slide 70: Strategic priorities and focus areas

    Strategic priorities and focus areas  Establish ourselves as a leader in these growth areas  MM&M sustaining capital and opex  MM&M technology  Circular economy  Offshore wind  Low carbon hydrogen  Specialty chemicals  Improve efficiency through automation and digital solutions  Differentia

71. Slide 71: Strategic priorities: protect volumes and diversify

    Strategic priorities Protect volumes and diversify APAC – Protect the strong base load MMM and Sustaining Capital Energy business and diversify into emerging sectors ANZ utility scale renewable project pipeline New South Wales  Leverage European offshore wind and green hydrogen Queensland competenc

72. Slide 72: Strategic priorities: grow on gas and downstream petrochemicals

    Strategic priorities Grow on the back of gas and downstream petrochemicals Middle East Gas Demand Middle East & Africa – Focus on core strength in investment hubs in the region  Middle East continues to transition from oil to gas development to support power and petrochemical projects  Recent proj

73. Slide 73: Strategic priorities: ride the Energy Transition

    Strategic priorities Hydrogen Project Pipeline ~$90b Ride the Energy Transition Europe – Continue emphasis on the Chemicals and Nuclear markets and pivot to Energy Transition  Focus on specialty chemicals ($150b+ annual capex)  BASF announces $10b investment in China  Leverage 3sun acquisition fo

74. Slide 74: What our EMEA & APAC customers are saying

    What our EMEA & APAC customers are saying Net Zero Emission by 2050 Signatories BP Maintains its planned $500m investment in renewables and low-carbon technology Shell Emphasizes cut in capital spending will be less significant on new energies business unit Total Maintains its goal of spending as mu

75. Slide 75: European Investment into Asia

    Competitiveness European Investment into Asia  European customers announced major capital projects in China to address local chemicals demand Market Overview  Potential ~$20b TIC opportunities with customers such as Arkema, BASF, Clariant, Covestro, DSM, Ineos, Lanxess, Nouryon, and Shell  Establ

76. Slide 76: Offshore Wind

    Energy Transition Offshore Wind  IEA projects 200GW offshore wind capacity by 2030 – a ten fold increase and a 20% CAGR Market  Growth is centered in Europe ($20b annual capex) but will extend to APAC ($30b annual capex)  Acquired and integrated 3sun, a UK-based Worley Initiative installation, in

77. Slide 77: Plastics Recycling

    Circular Economy Plastics Recycling  The European Union has specific target for plastic packaging recycling of 50% by 2025 and of 55% by 2030.  $20b+ annual spend on new facilities needed Market Overview to meet these targets  Europe leads but China along with other countries in Asia and the US a

78. Slide 78: GID in India continues to support profitable growth

    GID in India continues to support profitable growth Working from home GID volume year on year growth  India reached near to full capacity working from Overall Upstream home in couple of weeks post COVID-19 pandemic onset 30% 60%  Global remote working will increase GID utilization Recent project w

79. Slide 79: Summary

    Summary  Competitive position through geographical diversity  Strong base load business in the investment hubs in Middle East and APAC  Leverage capabilities in offshore wind, green hydrogen, circular economy in Europe to grow business in other regions.  Pivot to growth in emerging sectors. Driv

80. Slide 80: Growth

    Growth Mark Trueman Worley Investor Day 2020 80

81. Slide 81: Growth will drive strategic customer engagement and long-term value creation

    Growth will drive strategic customer engagement and long-term value creation We will identify, evaluate and deliver strategic outcomes that will maximize long-term returns to our shareholders. Set strategy and Strategic accountability for relationships strategic outcomes with key customers Worley as

82. Slide 82: Worley strategic portfolio

    Worley strategic portfolio Horizon 1 Horizon 2 Horizon 3 Extend and defend core businesses Build emerging businesses Create viable options Upstream & Midstream Onshore LNG Pipelines Offshore Hydrogen CCUS & terminals Refining & Chemicals Petro- Speciality Circular Future Refining Chemicals chemicals

83. Slide 83: What are our strategic priorities and corporate moves?

    What are our strategic priorities and corporate moves? Horizon 1 Horizon 2 Horizon 3 In support of our core businesses To accelerate our emerging Testing future options businesses LNG MMO in Circular US gas North economy America Automated Speciality Low carbon company chemicals hydrogen MM&M Distrib

84. Slide 84: Offshore wind

    Offshore wind  A full asset lifecycle offering, with our acquisition of 3sun  One of the fastest growing New Energy segments  Well positioned for complex projects leveraging our hydrocarbons offshore capabilities Worley Investor Day 2020 84

85. Slide 85: Distributed energy systems

    Distributed energy systems  Building a business of material scale, leveraging our relationship with our VECKTA JV  Helping customers to position for transformation of the grid  Leading platform solution making the energy system more safe, resilient and effective  Full asset delivery Worley Inves

86. Slide 86: Low carbon hydrogen

    Low carbon hydrogen  A central component of a low emissions future  We have leading hydrogen technical expertise and understand the industry complexity Worley Investor Day 2020 86

87. Slide 87: Mining, Metals & Minerals: Sustaining capital and opex

    Mining, Metals & Minerals Sustaining capital and opex  Building full asset life cycle relationships with our customers  Opportunity to grow in key mining markets and expand across the entire mining value chain Worley Investor Day 2020 87

88. Slide 88: Mining, Metals & Minerals: Technology

    Mining, Metals & Minerals Technology  Developing technologies to support the Energy Transition and mine economics  Improving margin potential as well as energy efficiency and emissions benefits Worley Investor Day 2020 88

89. Slide 89: Circular economy

    Circular economy  Focus on new technologies in plastic recycling and upcycling  Worley’s combination of EPFC and Operations services enables speed-to-market and efficient delivery for our customers Worley Investor Day 2020 89

90. Slide 90: US gas

    US gas  Natural gas occupies 40% of the US energy demand mix  Growth of gas is expected to continue through the economic recovery and beyond, driven by the Energy Transition and feedstock for LNG  Worley is well positioned across the gas value chain Worley Investor Day 2020 90

91. Slide 91: LNG maintenance, modifications & operations in North America

    LNG maintenance, modifications & operations in North America  Global track record into the growing North American market  Global LNG demand is expected to double by 2040  Partnering with a new customer base consisting of many new, pure- play independents Worley Investor Day 2020 91

92. Slide 92: Specialty chemicals

    Board Revision: 1 Specialty chemicals  Growth of developing economies and material replacement expected to drive investment  A diverse market with varying growth projections  Growing a stronger market presence Worley Investor Day 2020 92

93. Slide 93: Summary

    Summary  Our new Growth business will unify key capabilities to engage with our customers and enable rapid execution of growth strategies.  We have 11 Strategic Priorities, identified based on their unique importance to the future growth of Worley.  Each of our Strategic Priorities is expected to

94. Slide 94: Energy Transition & Digital

    Energy Transition & Digital Geeta Thakorlal Worley Investor Day 2020 94

95. Slide 95: Growth across Energy Transition

    Growth across Energy Transition Worley Investor Day 2020 95

96. Slide 96: We are delivering Energy Transition projects across the globe

    We are delivering Energy Transition projects across the globe Power to gas Large scale electrolysis Blending hydrogen United Kingdomindustry to Converting into gas 100% hydrogen Solar microgrid Grid resiliency United States Offshore topside substations Emerging Spain wave power tech Solar thermal in

97. Slide 97: Digital as a growth area

    Digital as a growth area Worley Investor Day 2020 97

98. Slide 98: Our Digital journey

    Our Digital journey The digital blueprint will be used to track progress and plot strategic initiatives against the specific pathways. X Industry direction Company direction X An unstoppable and Digital is at the heart of X accelerating trend everything that we do: how DIGITAL X DEPARTURE leading to

99. Slide 99: Key elements of our accelerated Digital strategy

    Key elements of our accelerated Digital strategy Worley will be world- class in three areas: Digital platforms & Automated Product & technology data science company portfolio Through focused execution of the Accelerated Digital strategy strategy and enabling tactics: Innovation Automation Data Peopl

100. Slide 100: Our Digital offerings create value for our customers

     Our Digital offerings create value for our customers Capex & Opex reduction Safety & Environment Data Refinery NextOre SaltGrid Machine learning and AI Detect ore grade using Better HSE decisions to uncover to automate magnetic resonance using artificial intelligence processes and increase technolog

101. Slide 101: Our full life cycle end-to-end solutions

     Our full life cycle end-to-end solutions Organizational change Business process Data management optimization visualization 3D metal printing Aerial data for spare Autonomous management equipment Mobile field and inspections Fugitive emissions parts and inspections data detection manufacturing Artifi

102. Slide 102: The future of energy, chemicals and resources

     The future of energy, chemicals and resources  Our customers are moving at an increased rate for Energy Transition and Digital  Current market conditions are accelerating the journey we are already on  We bring value and leadership in both Energy Transition and Digital  Our external focus, strat

103. Slide 103: Worley Investor Day 2020

     & Worley Investor Day 2020 103

104. Slide 104: Concluding remarks

     Concluding remarks  Delivering ECR acquisition benefits ahead of expectations  Responding to current economic conditions as the global impact of COVID-19 evolves  Transforming faster to emerge stronger  Accelerating our strategy  New Climate Change Position Statement  Re-aligning the business

105. Slide 105: Worley

     Worley energy | chemicals | resources

106. Slide 106: Appendix

     Appendix Supplementary information Worley Investor Day 2020 106

107. Slide 107: Acronyms

     Acronyms Acronym Meaning Acronym Meaning Acronym Meaning Earnings Before Interest Tax and AASB Australian Accounting Standards Board EBITA IT Informational Technology Amortization of Acquired Intangibles ANZ Australia and New Zealand ECR Energy, Chemicals & Resources LNG Liquefied Natural Gas APAC A

108. Slide 108: Speakers

     Speakers Profiles Worley Investor Day 2020 108

109. Slide 109: Chris Ashton, Tom Honan

     Chris Ashton Tom Honan Chief Executive Officer Chief Financial Officer Chris was appointed Chief Executive Officer and Managing Director on Joining Worley on 01 December 2015, Tom is accountable for finance, 24 February 2020. He joined Worley in 1998 and has held many leadership information technolo

110. Slide 110: Karen Sobel, Vinayak Pai

     Karen Sobel Vinayak Pai Group President, Americas Group President, EMEA & APAC Karen is responsible for all Worley businesses in the Americas which Vinayak is responsible for all Worley businesses in the EMEA and APAC includes a large portion of the construction, maintenance and operations regions.

111. Slide 111: Mark Trueman, Geeta Thakorlal

     Mark Trueman Geeta Thakorlal Executive Group Director, Growth President, Energy Transition & Digital Geeta is responsible for steering and leading the group focus and position Mark is responsible for Growth covering strategy, sales, sector leadership, on the global energy transition and accountable

112. Slide 112: Veréna Preston

     Veréna Preston Group Director, Investor Relations Veréna is responsible for Investor Relations. Prior to this she led Internal Audit for the Group and was Managing Director at Advisian, the consulting division of Worley, which she established from concept to an operational business line. Verena join

113. Slide 113: Backlog definition

     Backlog definition Backlog is the total dollar value of the amount of revenues expected to be recorded as a result of work performed under contracts or purchase/work orders already awarded to the Group. With respect to discrete projects an amount is included for the work expected to be received in t

114. Slide 114: Worley

     Worley energy | chemicals | resources

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