Wsp Global Inc · TSX:WSP
Wsp Global — Investor Day (March 2022)
106 slides from Wsp Global's investor day presentation, Mar 10, 2022
Slide 1: Future Ready: 2022-2024 Global Strategic Action Plan
Future Ready Putting our ingenuity forward Investor Day | March 10, 2022 2022-2024 Global Strategic Action Plan
Slide 2: Cautionary Statement and Non-IFRS Measures
CAUTIONARY STATEMENT AND NON-IFRS MEASURES CAUTIONARY STATEMENT Certain information regarding WSP contained herein may constitute forward-looking statements. Forward-looking statements may include estimates, plans, strategic ambitions, objectives, expectations, opinions, forecasts, projections, guid
Slide 3: Agenda
Agenda Alexandre L’Heureux Alain Michaud Global President & CEO Global CFO Our Vision Geographic Focus 1 Alexandre L’Heureux ‒ Canada: Marie-Claude Dumas ‒ USA: Lewis P. Cornell 8 Our Commitment to ESG ‒ UK, ME & CE: Mark Naysmith 2 ‒ Nordics: Anna-Lena Öberg-Högsta André-Martin Bouchard Megan Van P
Slide 4: What We Stand For
What We Stand For WSP exists to future-proof our cities and environments. To collaborate. To rethink. To innovate. While never compromising on integrity, quality or safety. 2022—2024 Global Strategic Plan This is what propels us – now, and in the future. 4
Slide 5: 2021 Results: A solid foundation
2021 Results: A solid foundation Strong Q4 performance 2021 capping off a solid year Q4 Actuals Outlook to close our 2019-2021 strategic cycle. Net revenues $2.1B $7.9B $7.5 to 8.0B Organic Net Revenue 9.7% 3.3% 2% to 5% Growth $1.30B to 2022—2024 Global Strategic Plan Adj. EBITDA ($ and %)(1) (2) 1
Slide 6: Our Achievements
Our Achievements Expanded our Horizons People & Culture Expertise Client Operational Excellence 55,000 17 successful Strong brand Delivered on financial People Globally acquisition ambitions with a reputation integrations, for excellence Developed a including Golder Robust balance consistent job she
Slide 7: Trends Transforming Our World
Trends Transforming Our World Future Ready® Mindset Think beyond the conventional Shifting work Increase Take a generational view environment and infrastructure talent expectations spending Become prognosticators Design and engineer our future Decarbonization of Technology and where communities thri
Slide 8: Our Long-Term Vision
Our Long-Term Vision The journey to achieve our long-term vision stretches before us with a clear destination. We cannot predict with certainty when we will arrive, but we know we will get there. We will progress with passion and determination and mark milestones along the way. WSP: The Undisputed L
Slide 9: The beginning of our journey
The beginning of our journey 2022-2024 Strategic Action Plan Objectives Our Core Pillars 2022-2024 Strategic Objectives People & Culture FOSTER Our Long-Term Vision Expertise LEAD The Undisputed Client ELEVATE Leader in Our 2022—2024 Global Strategic Plan Industry Operational Excellence TRANSFORM Ou
Slide 10: Our Driving Forces
Our Driving Forces Through the forces that drive us, we will further evolve our organization 2022—2024 Global Strategic Plan ESG Innovation Technology Our ESG commitments We use creativity, We bring a digital are fundamental and ingenuity and expertise to mindset to everything non-negotiable. create
Slide 11: WSP is Innovative
Practice Area Networks WSP is Innovative We are an innovative organization, Equipment and Business driven by a culture of ingenuity, Methods Processes learning, and excellence Key Initiatives 1. Invest in our Practice Area Networks and Digital A Culture of Research Centres of Excellence Solutions In
Slide 12: How We Think About Digital
How We Think About Digital Our Expertise is Digital Internal: Digital Project Delivery We bring a digital mindset to Foundational everything we do. To make WSP more efficient and effective Key Initiatives Digitally-Enabled Consulting 1. Investing in Digital Centres of Excellence To improve our value
Slide 13: ESG
ESG Our ESG commitments are fundamental and non-negotiable. 1. Leading by example and with integrity 2. Empowering our diverse community 3. Leveraging our expertise for the benefit of all our stakeholders 2022—2024 Global Strategic Plan 13
Slide 14: Our 2024 financial ambitions
The beginning of the journey Our 2024 financial ambitions By 2024, we intend to grow net revenues in excess of 30%, adjusted EBITDA(4) by 40% and 2022—2024 Global Strategic Plan adjusted net earnings per share(2)(4) by 50%. >$10B >5% 17.5-18.5% Net revenues Annual organic net Adjusted (CAD) revenue
Slide 15: Our Unwavering ESG Commitments
Our Unwavering ESG Commitments André-Martin Bouchard 2022—2024 Global Strategic Plan We are deliberate. We are determined. We are Future Ready®. 15
Slide 16: Leadership by Example
Leadership by Example By 2024, we expect clean revenues* to represent >50% Our ESG of total Objectives are revenues fundamental and Focus on projects that non-negotiable Increase the presence are consistent with of women and under- 2022—2024 Global Strategic Plan what we stand for represented groups
Slide 17: Environmental
ENVIRONMENTAL 40% decrease in absolute scope 1 and 2 GHG emissions (60% by 2030) 15% decrease in absolute scope 3 emissions (30% by 2030) 2022—2024 Global Strategic Plan >50% clean revenues Scope 1: GHG emissions associated with WSP’s direct energy consumption (e.g. heating and cooling, company vehi
Slide 18: Social
SOCIAL 5% Yearly increase in representation of women and other under- represented groups* 10% decrease in total recordable incident rate per year 2022—2024 Global Strategic Plan Upper employee sense of trust Quartile and belonging at work *Includes middle management, senior leaders, and directors of
Slide 19: Governance
GOVERNANCE 100% completion rate of the Code of Conduct onboarding training of our business partners and suppliers >90% will sign on to our business partner 2022—2024 Global Strategic Plan Code of Conduct by 2024 100% integration of ESG criteria as part of global leader compensation 19
Slide 20: Ratings & Rankings
Ratings & Rankings “Low Risk” Score: A- Sustainalytics 2021 CDP Climate ESG Risk Rating1 Change Questionnaire Maintain our CDP Climate or Change Questionnaire “Robust” Score: A “A-” score improve Moody’s ESG MSCI ESG Rating5 Scorecard2 a “low-risk” score on Maintain the Sustainalytics ESG Amongst Ri
Slide 21: People & Culture
PEOPLE & CULTURE Megan Van Pelt 2022—2024 Global Strategic Plan 21
Slide 22: A fulfilling and inclusive environment for our people
A fulfilling and inclusive CREATE environment for our people We will continue to foster our people’s ingenuity and unlock In career and professional INVEST our capabilities development through possibility 2022—2024 Global Strategic Plan and purpose Our collective talent to debate LEVERAGE ideas and
Slide 23: Providing the right environment and opportunities to thrive
Providing the right environment and opportunities to thrive The workplace of the Mobility Onboarding future 10K/annually Meaningful career Hybrid work environment opportunities Retain top talent Foster flexibility Connect employees Leverage top talent to our goals Holistic employee well-being across
Slide 24: The WSP Way
The WSP Way Matching expertise with Connecting our client needs global talent network Build a thriving, Increased, distributed workforce meaningful Technical & Functional The Future Ready® opportunities and seamless WSP user Excellence WSP Mindset experience Continue to Teams as diversified Way attr
Slide 25: Global targets
Global targets to achieve 75% leadership roles filled internally by 2024 5% increase in number of promotions per year 2022—2024 Global Strategic Plan >1% increase in retention annually 25
Slide 26: Clients
Clients Tom Smith 2022—2024 Global Strategic Plan 26
Slide 27: Enterprise-wide client program
Our enterprise-wide client MATURE program to bring our full capabilities We will elevate the standard in client experience and Industry-leading client ACHIEVE crystallize our role as engagement and experience a trusted partner 2022—2024 Global Strategic Plan Our platform and processes to ALIGN deliv
Slide 28: Global targets to achieve by 2024
Global targets to achieve by 2024 increase in client 5% satisfaction ratings per year increase in net revenue >10% from global client 2022—2024 Global Strategic Plan portfolio annually >5% annual organic net revenue growth 28
Slide 29: Expertise
Expertise Alexandre L’Heureux 2022—2024 Global Strategic Plan 29
Slide 30: Geographical Focus and Collaboration
Geographical Focus and Collaboration 2022—2024 Global Strategic Plan 30
Slide 31: 2022-2024 Growth Strategy
2019-2021 2022-2024 Growth Strategy Sectors and Services Sectors Diversification Our T&I and P&B sectors went from Over the next three years, we will capitalize on our strengths and further scale our representing 80% of our net revenues capabilities in our top three market sectors (T&I, P&B and E&E)
Slide 32: Market Trends: Transportation & Infrastructure
Capitalize Market Trends Transportation & Infrastructure Stimulus Spending We will maintain our leading Across all Geographies position and capitalize on significant infrastructure spend in the coming years Net Zero & ESG commitments 2022—2024 Global Strategic Plan Digitalization & Technology 32
Slide 33: Market Trends: Earth & Environment
Capitalize Market Trends Earth & Environment We will act as a trusted advisor, Green Transition & guiding and informing our client’s ESG Commitments business strategies. End of Life Asset Management 2022—2024 Global Strategic Plan Environmental Regulatory Frameworks 33
Slide 34: Market Trends: Property & Buildings
Capitalize Market Trends Property & Buildings Decarbonisation We will continue to invest in areas of high growth and change, we will continue to invest in areas of high growth and change Modern Methods of Construction 2022—2024 Global Strategic Plan Design Automation & Digitalization 34
Slide 35: Market Trends: Power & Renewable Energy
Grow Market Trends Power & Renewable Energy Renewable Energy We are in an Energy Transition $1tn by 2023 Annual Capex for Renewables, $1.2tn by 2027 Networks and Storage (1) cycle with the transformation of the global energy sector from 25% of Total Capex Renewables will become the largest area of e
Slide 36: Market Trends: Water
Grow Market Trends Water Infrastructure Assets Managing our water resources ― Post C-19, increase in global government stimulus and creating more resilient packages including aging water infrastructure renewal environments is paramount. ― Water industry undergoing digital transformation ― Infrastruc
Slide 37: Our Merger & Acquisition Approach
Our Merger & M&A is in our DNA Acquisition Approach Criteria: Continue to be disciplined 1. Strategic Imperative and opportunistic 2. Cultural Fit 3. Value Creation 2022—2024 Global Strategic Plan 4. Ability to Integrate Good track record of integration and retention 37
Slide 38: Operational Excellence
Operational Excellence Alain Michaud 2022—2024 Global Strategic Action Plan 38
Slide 39: Simplify, Enhance, Boost
SIMPLIFY Our way of working Leverage our global scale to drive leading ENHANCE Project delivery performance and efficiency 2022—2024 Global Strategic Plan Our digital platform BOOST and workplace 39
Slide 40: Global targets to achieve by 2024
Global targets to achieve by 2024 hours saved through 1M improvements & simplification 30-50 increase in adjusted bps EBITDA Margin annually(1) 2022—2024 Global Strategic Plan 20% decrease in real estate costs & footprint(2) (1) Excluding future acquisitions 40 (2) Based on leases expiring during 20
Slide 41: Financial Ambitions
Financial Ambitions Alain Michaud 2022—2024 Global Strategic Plan 41
Slide 42: 2019-2021 Financial Ambitions
2019-2021 Financial Ambitions WSP delivered on its 2019-2021 2019-2021 Targets financial ambitions as a result Ambitions Achieved of significant acquisition growth, continued focus on Net revenues (2) $8B to $9B $8.1 B margin expansion and cash management. Annual net revenue growth(2) >10% 10.3% Adj
Slide 43: A strong track record for growth
A strong track record for growth Net Revenues: ~8% CAGR Adjusted EBITDA: ~12% CAGR Margin Expansion: + 300 Bps 10,426 16.8% 10,000 15.4% 16.0% 9,000 8,4… 15.1% 1,323 14.6% 8,132 14.0% 13.8% 8,000 7,679 7,870 14.0% 1,037 1,054 6,886 6,859 876 7,000 6,362 12.0% 748 6,021 675 6,000 5,669 2022—2024 Glob
Slide 44: Our 2024 Financial Ambitions
>$10B Net revenues Our 2024 Financial Ambitions >5% Annual organic net revenue growth We intend to grow net revenues in excess of 30%, adjusted 17.5-18.5% Adjusted EBITDA margin EBITDA by 40% and adjusted net earnings per share by 50%. >100% Free cash flow to net earnings 2022—2024 Global Strategic
Slide 45: Revenue Growth Drivers
Revenue Growth Drivers Strong Market Fundamentals + Record-High Backlog Transportation & Infrastructure Earth & Environment Backlog at C$ 10.4B Property & Buildings (~12 months of Power & Renewable Energy revenues) 2022—2024 Global Strategic Plan Infrastructure Spending ESG Double digit backlog Wate
Slide 46: Profitability Growth Drivers
Profitability Growth Drivers Simplification and technology 2022—2024 Global Strategic Plan Project delivery Productivity Workplace strategy 46
Slide 47: Financial Flexibility
Financial Flexibility M&A remains the priority of our capital allocation strategy Net Debt / Adjusted EBITDA Target 1.0x-2.0x Maintain a flexible capital structure 1.1x with investment grade profile Available short-term capital resources 2022—2024 Global Strategic Plan 0.6x of $2.6B 2022-2024 FCF ex
Slide 48: Long-Term Financial Aspirations
Long-Term Financial Aspirations The journey to our 2x our size Mid-to-High single digit organic growth long-term vision Adj. EBITDA Margin >20% 2024 Financial Ambitions Net Revenues >$10B Annual Net Revenue Organic Growth >5% Adj. EBITDA Margin 17.5% – 18.5% 2022 Outlook* Net Revenues 8.25B-8.75B An
Slide 49: Key Takeaways
By 2024, we Key Takeaways aspire to grow… Net revenues in excess of 2022-2024 financial ambitions ~30% supported by strong fundamentals and a credible track record Adjusted EBITDA by ~40% Adjusted EPS by ~50% Significant financial flexibility for M&A activities …we see a path to our long-term 2022—2
Slide 50: Geographical Focus
Geographical Focus Alexandre L’Heureux 2022—2024 Global Strategic Plan 50
Slide 51: Canada
CANADA Marie-Claude Dumas 2022—2024 Global Strategic Plan 51
Slide 52: Canada At a Glance
Canada At a Glance 10% 9,500 91 36% Employees Locations Female 39% 18% Earth & Environment Transportation & $1,817M 77% Infrastructure Backlog as of Backlog Growth Property & Dec 31 (12 months) in 2021 versus Buildings 2020 2022—2024 Global Strategic Plan Industry & Energy 65% 35% 33% Public Private
Slide 53: Canada 2022-2024 Growth Objectives
2022-2024 Growth Objectives Unlocking the full potential of WSP… Retain our people by investing in their development and engaging them in our vision of to become Canada’s delivering innovative Future Ready® solutions to our premier professional Clients, in the evolving places and blending markets se
Slide 54: Market Trends in Canada
Continue investment in infrastructure, with increased Project: Center Block Rehabilitation focus on resilience and Location: Ottawa, Canada Client: Public Services and sustainable development Procurement Canada (PSPC) Market Trends in Canada Federal budget includes $100B+ of investments over 3 years
Slide 55: WSP Canada drivers for growth
We empower our people through the strength of the WSP Canada drivers collaborative model to cross-sell full-lifecycle, for growth sustainable and resilient solutions — Capitalize on our leading market positions: Earth & Environment, Rail & Transit, Federal Buildings (National Capital Region) The Gol
Slide 56: Collaborative Delivery Models: Union Station
Collaborative Delivery Location: Toronto, Canada Models Client: Metrolinx Union Station Enhancement Project The First Alliance contract model for Rail & Transit in Canada Our role: Lead designer for the upgraded Union Station (as part of the Alliance) Delivery phase of the project for all works, inc
Slide 57: Digital Twins
Digital Twins Adopting A Collaborative Ecosystem Approach Become the Trusted Foundational Advisor Improve the accessibility and understanding of engineering data through overall digital asset lifecycle. Expert in Digital Delivery Digital Ecosystem (BIM) Converging digital knowledge, practices and di
Slide 58: How does digital twin lead to Resilient Assets?
How does digital twin lead to Resilient Assets? WSP Global Team Collaboration Bringing Global Expertise to Localized Markets Nordics Denmark Future Trains Israel Canada JTMT PMC Metrolinx Regional NTA Design Review Services Express Rail Program, including USEP Middle East UK Etihad Rail PMC Bid HS2
Slide 59: Key Clients, Rankings & Awards
Our company continues to be recognized as a key player in the industry landscape, delivering some of the largest, most complex, and transformative projects in the country. Key Clients Rankings & Awards Platinum status in the ReNew Canada Top100 Projects with 67 of the 100 projects Association of Con
Slide 60: United States
UNITED STATES Lewis P. Cornell, P.E. 2022—2024 Global Strategic Plan
Slide 61: United States at a glance
United States at a glance 4% 11,850 156 32% 58% Employees Locations Female 24% Transportation & Infrastructure Property & Buildings $4,321M 10.6% Backlog as of Backlog Growth Earth & Dec 31 (13.3 months) in 2021 versus Environment 2020 2022—2024 Global Strategic Plan Industry & Energy 14% 68% 32% Pu
Slide 62: Strong Position Today
Adjusted EBITDA Strong Position Today margin 19.5% 20.5% 18.9% 15.8% Unique position: broad range of 13.3% expertise + collaborative culture Adjusted EBITDA has doubled since 2018 − Adjusted EBITDA margin is up 7.2 pts Staffing levels up 70% 2017 2018 2019 2020 2021 Market leader in: Transportation,
Slide 63: US Future Ambition
To support these ambitions, we will: Future Ambition Long-term vision Invest in our employees’ experience, enrich Be the U.S. industry leader with a their professional development, and collaborative, future-focused mindset cultivate an inclusive and collaborative and more diversified expertise cultu
Slide 64: Opportunity Rich Market
Opportunity Rich Market New Federal Investment Indicative Spending Trend Key Opportunities (New/Total Funding, US$B) New Total Funding Funding Roads, Bridges & Major Projects $110 $351 35% Illustrative rate of spend-out of an Public Transit $39 $107 Share of Total Allocation Spent increase in federa
Slide 65: Our Strengths Align with Key Market Drivers
Our Strengths Align with Key Market Drivers Market Drivers WSP Strengths Unprecedented levels of A national leader in transit & rail engineering, passenger rail funding planning and program management Aging population, health system capacity limitations exposed by pandemic, and Top healthcare engine
Slide 66: Our Organization is Client Focused
Our Organization is Client Focused Launched in 2021 The US organization aims to: Increase market share with all clients by leveraging the whole organization and engaging all business lines Drive strong local client relationships and Client dedicated delivery to achieve regional growth 2022—2024 Glob
Slide 67: Our clients value our multidisciplinary expertise
Our clients value our multidisciplinary expertise Framework contracts with industry leading clients Capitalizing on $60B in new Offering more services Serving the nation when passenger rail funding to top mining clients disaster strikes Technology Manufacturing Restoring the nation’s Build
Slide 68: BART Link21 Second Transbay Crossing
BART Link21 Second Transbay Crossing Link21 aims to transform the passenger rail network serving the 21-county Northern California Megaregion. Our role: planning and engineering Key Messages Cross sector collaboration – Advisory, 22% Transportation, CRS 2022—2024 Global Strategic Plan Digital delive
Slide 69: Texas General Land Office Engineering Oversight
Texas General Land Office (GLO) Engineering Oversight Texas GLO to develop and implement $4.3 billion in resilient infrastructure and climate mitigation projects supporting communities hit by the 2015/2016 floods and Hurricane Harvey Our role: engineering and PM oversight Key messages Cross collabor
Slide 70: Vineyard Wind
Vineyard Wind An off-shore wind project off the Massachusetts coast that will generate 800 megawatts of electricity, capable of producing dependable energy for more than 400,000 homes. The project is expected to reduce carbon emissions by over 1.6 million tons per year – equivalent to removing 325,0
Slide 71: Nordics
NORDICS SWEDEN DENMARK FINLAND NORWAY Anna-Lena Oberg-Hogsta 2022—2024 Global Strategic Plan
Slide 72: Sweden at a glance
Sweden at a glance 11% 42% 11% Transportation & Infrastructure Property & Buildings Earth & Environment Industry & Energy 36% 4,100 33 37% 2022—2024 Global Strategic Plan Employees Locations Female Public sector spending remains strong $490.2M 15.1% > 74 Billion CAD in P&B Backlog as of Backlog Grow
Slide 73: Queen Silvia Children's Hospital
Queen Silvia Children’s Hospital One of the world’s eminent children’s hospitals specializing in pediatric healthcare, clinical research and training. WSP were responsible for the BIM strategy to meet the complex requirements and create a better healthcare environment for society’s smallest patients
Slide 74: Key Clients, Rankings & Awards
Our company is the only one in the market with a true global footprint Key Clients Rankings & Awards Ranking Top 3 by way of market share/size Top tier in Earth & Environmental, Property & Building, Advisory, Project Management 2022—2024 Global Strategic Plan Coverage Diverse organization by way of
Slide 75: Sweden 2022-2024 Growth Objectives
2022-2024 Growth Objectives Market leader through collaboration Capitalize on public and private investments and cross-sell our core services Drive and expanding the Strategic Advisory services for green and digital transition, data analytics and asset management We aspire to be the leading technica
Slide 76: Kattegat South Offshore Wind
Kattegat South Offshore Wind WSP to be environmental consultant and provided strategic support during the consultation and permit process for northern Europe’s largest wind farm project. Our role: Environmental Strategic Advisor Key messages ESG – renewable energy 2022—2024 Global Strategic Plan Tec
Slide 77: Denmark at a Glance
Denmark at a Glance 38% 34% Transportation & Infrastructure Property & Buildings Earth & Environment 28% 470 3 35% 2022—2024 Global Strategic Plan Employees Locations Female 2022-2024 Growth Objectives Focus forward on advisory $51.0M 5.5% Backlog as of Backlog Growth in Project Management Dec 31 (5
Slide 78: Finland at a Glance
Finland at a Glance 1% 5% 50% Transportation & Infrastructure Property & Buildings Earth & Environment 44% Industry & Energy 700 11 36% 2022—2024 Global Strategic Plan Employees Locations Female 2022-2024 Growth Objectives Focus forward adding on strategic $78.7M 39.8% advisory and specialist techni
Slide 79: Norway at a Glance
Norway at a Glance 1% 6% 19% Transportation & Infrastructure Property & Buildings Earth & Environment 74% Industry & Energy 550 7 35% 2022—2024 Global Strategic Plan 2022-2024 Growth Objectives Employees Locations Female Focus forward leveraging advisory, PPM $10.91M 57.5% and E&E services for curre
Slide 80: The Nordics – Innovative & Sustainable
The Nordics – Innovative & Sustainable Top scores globally on sustainability and innovation indexes. It is in the Nordic nature to be innovative and sustainable. The Sustainability Mentoring Program 2022—2024 Global Strategic Plan The Innovation The Sustainability The Nordic Program Growspark Mentor
Slide 81: United Kingdom, Central Europe, Middle East
UNITED KINGDOM CENTRAL EUROPE MIDDLE EAST Mark Naysmith 2022—2024 Global Strategic Plan
Slide 82: United Kingdom at a Glance
United Kingdom at a Glance 10% 55% 11% Transportation & 7,300 25 31% Infrastructure Employees Locations Female 2022—2024 Global Strategic Plan Property & Buildings $860.2M 21.9% Earth & Backlog as of Backlog Growth in Environment Dec 31 (8.8 months) 2020 versus 2021 Industry & Energy 61% 39% 24% Pub
Slide 83: UK Key Clients, Rankings & Awards
Our company continues to be diverse in our service offerings with a greater range of skills and talent and a broader end-market split than our main competition Key Clients Rankings & Awards Ranking Top 3 by way of market share/size Top Tier in Property, Environmental, Rail, Highways, Energy and Plan
Slide 84: High Speed Rail (HS2)
Location: England, UK High Speed 2 - Rail Client: HS2 Ltd Start/End date: 2012 - 2040 Largest infrastructure project in Europe Our role: Multi-disciplinary engineering and environmental advisory and design services Key Messages Services include design and planning 22% for railway systems, stations,
Slide 85: UK Government National Infrastructure Strategy
UK Government National Infrastructure Strategy UK National Infrastructure Strategy (NIS): Flood & Coastal Erosion ‘Fairer, faster, greener’ puts emphasis on ‘levelling up’ and CAD 1.6bn Science & Research net-zero, investing CAD $330bn by 2025 Digital Infrastructure CAD 1.5bn CAD 15.5bn The National
Slide 86: Net Zero Strategy
Location: England, UK Net Zero Strategy Client: National Highways Start/End date: 2021 - ongoing To complete the England wide strategy for National Highways to decarbonize their entire road network by c.2035. Our role: WSP is the lead advisor to National Highways in developing and implementing the p
Slide 87: UK 2022-2024 Growth Objectives
Become a sustainable, top- 2022-2024 Growth Objectives tier firm across all core sectors Expand Strategic Advisory Services Build net zero consultancy and digital advisory services Develop digital design delivery model centred around complex multi-disciplinary projects This will be achieved through
Slide 88: People & Engagements – WSP TV
People & Engagements – WSP TV ▪ Second series of WSP TV - virtual events ▪ Designed to be fun and interactive – everything you wouldn’t expect from a work webinar. Aim is to draw colleagues together in an engaging way and bring important messages to life by using our people as story tellers ▪ Purpos
Slide 89: Central Europe at a Glance
Central Europe at a Glance 12% 29% Transportation & 1,800 35 34% 21% Infrastructure Employees Locations Female 2022—2024 Global Strategic Plan Property & Buildings $288.5M 45.3% Earth & Backlog as of Backlog Growth in Environment Dec 31 (10.8 months) 2020 versus 2021 Industry & Energy 42% 58% Public
Slide 90: Middle East at a Glance
Middle East at a Glance 4% 49% Transportation & 1,900 6 14% Infrastructure Employees Locations Female 2022—2024 Global Strategic Plan Property & Buildings $192.8M 3.3% Backlog as of Backlog Growth in Dec 31 (16.3 months) 2020 versus 2021 Industry & Energy 47% 68% 32% Public Clients Private Clients 9
Slide 91: Central Europe & Middle East Strategic Growth Summary
Central Europe & Middle East 2022-2024 Strategic Growth Summary CENTRAL EUROPE MIDDLE EAST ‒ Focus on strengthening local presence ‒ Establish Strategic Advisory Services in and building cross-country collaboration defined markets for selected Clients and Services ‒ Project & Construction Management
Slide 92: Australia, New Zealand, Asia
AUSTRALIA NEW ZEALAND ASIA Guy Templeton 2022—2024 Global Strategic Plan
Slide 93: Australia at a glance
Australia at a glance 11% 44% Transportation & 4,300 17 33% Infrastructure Employees Locations Female Property & Buildings $573.6M 49.8% Backlog Backlog Growth in Earth & (8.0 months) 2020 versus 2021 2022—2024 Global Strategic Plan Environment 53% 47% 26% Industry & Energy Public Clients Private Cl
Slide 94: Australia 2022-2024 Growth Objectives
2022-2024 Growth Objectives Become clear market leader Record levels of investment in infrastructure by governments, where we can capitalize on our strong position Decarbonization, leveraging our pre-eminent position in sustainability and the combined WSP/Golder environmental expertise Our ambition
Slide 95: Market Trends in Australia
Australia is experiencing record level of infrastructure funding Market Trends in Australia $262bn Strong economic growth over the next Federal State general three years as Australia recovers from government $100bn infrastructure some of the world’s most stringent (10 years) funding over four years
Slide 96: WSP Australia drivers for growth
WSP Australia drivers for growth Pursue six key growth areas Opportunities for margin expansion 1. Capitalize on major infrastructure programs, Greater specialisation in higher-value primarily along the East coast (almost half of disciplines, hence the ambition to increase planned Australian growth)
Slide 97: North East Link, Central Package
North East Link, Location: Melbourne, Victoria Client: Spark CJV Central Package Start/End date: 2022-2024 Construction services: till end of 2026 As well as building Victoria’s longest twin road tunnels, North-East Link will deliver Melbourne’s first dedicated busway and a North East Trail with mor
Slide 98: Australia Key Clients, Rankings & Awards
Our company is 2nd by scale (headcount), relative to Top 10 multi- disciplinary technical peers in the built and natural environment Key Clients Rankings & Awards Ranking Ranked 14th (2nd among Engineering Professional Services) of Top Graduate Employers by the Australian Association of Graduate Emp
Slide 99: New Zealand at a glance
New Zealand at a glance 9% 3% MINING & ENERGY EARTH & ENVIRONMENT 3% 5% 69% Transportation & Infrastructure 22% Property & Buildings PROPERTY & BUILDINGS 66% TRANSPORTATION & 23% Earth & Environment INFRASTRUCTURE Industry & Energy 2,100 25 33% 2022-2024 Growth Objectives 2022—2024 Global Strategic
Slide 100: Auckland Water Design Delivery Partner
Location: Auckland Selected as a preferred Start/End date: 2022 to 2032 tenderer for Design Delivery Partner under a transitional agreement Water and wastewater design, both preliminary and detailed, and consenting. Contract scheduled to start Q3 2022 Our role: Design Delivery Partner Key Messages 2
Slide 101: Asia at a glance
Asia at a glance 3% 3% 32% Transportation & Infrastructure Property & Buildings Earth & Environment Industry & Energy 62% 3,300 13 (+17 32% 2022-2024 Growth Objectives 2022—2024 Global Strategic Plan Employees India) Female Leverage our existing region-leading Property & Buildings Locations capabili
Slide 102: Chinese Medicine Hospital and Testing Institute
Chinese Medicine Hospital and Chinese Medicines Testing Institute The first Chinese medicine hospital providing not only quality medical services, but also a platform to steer Chinese medicine development in Hong Kong. Our role: Building Services, environmental & sustainability Key Messages 22% Futu
Slide 103: The beginning of our journey
The beginning of our journey 2022-2024 Strategic Action Plan Objectives Our Core Pillars 2022-2024 Strategic Objectives People & Culture FOSTER Our Long-Term Vision Expertise LEAD The Undisputed Client ELEVATE Leader in Our 2022—2024 Global Strategic Plan Industry Operational Excellence TRANSFORM Ou
Slide 104: We are WSP. We are Future Ready
2022—2024 Global Strategic Plan We are WSP We are Future Ready 104
Slide 105: Non-IFRS and other financial measures
Non-IFRS and other financial measures (1) Non-IFRS financial measure without a standardized definition under IFRS, which may not be comparable to similar measures used by other issuers. This presentation incorporates by reference section 22, “Glossary of segment reporting, non-IFRS and other financi
Slide 106: 2022-2024 Global Strategic Action Plan
2022—2024 Global Strategic Action Plan 106