Bank of America Merrill Lynch, London 4 December 2009

1. Vision 2015Assured growth Bank of America Merrill Lynch, London 4 December 2009

2. Important information Certain statements in this presentation are forward looking statements. By their nature, forward looking statements involve a number of risks, uncertainties or assumptions that could cause actual results or events to differ materially from those expressed or implied by the forward looking statements. These risks, uncertainties or assumptions could adversely affect the outcome and financial effects of the plans and events described herein. Forward looking statements contained in this presentation regarding past trends or activities should not be taken as representation that such trends or activities will continue in the future. You should not place undue reliance on forward looking statements, which apply only as of the date of this presentation. This presentation does not constitute or form part of any offer or invitation to sell, or any solicitation of any offer to purchase any shares in the Company, nor shall it or any part of it or the fact of its distribution form the basis of, or be relied on in connection with, any contract or commitment or investment decisions relating thereto, nor does it constitute a recommendation regarding the shares of the Company. Past performance cannot be relied upon as a guide to future performance.

3. Draft 11 2 December 2009Draft 10 1 December 2009Draft 9 30 November 2009Draft 2 Samir Brikho, Chief Executive Vision 2015Assured growth Draft 10 1 December 2009Draft 9 30 November 2009Draft 2 Draft 9 30 November 2009Draft 2

4. Today’s presentations 10:30 Vision 2015 overview Samir Brikho 10:50 Natural Resources Neil Bruce 11:10 Power and Process Neil Bruce 11:30 Earth and Environmental Roger Jinks 11:45 Financials Ian McHoul 11:55 Summary Samir Brikho 12:00 Q&A All 13:00 Lunch 14:00 Event ends

5. Agenda • What have we achieved so far? • What is our new goal? • How will we get there?

6. What have we achieved so far? Platform for assured growth • CultureUNIFIED • Employees FOCUSED • Customer relationships ENHANCED • Cost baseREDUCED • Balance sheet STRONG • Financial performanceSTRENGTHENED • Competitive position ADVANCED

7. Firmly on track to deliver 2010 margin target of 8.5% Our track record of success EBITA margin 2006-2009 (%) Revenues 2006-2009 (£m) Diluted EPS* 2006-2009 (p) Margin doubled 8% cagr# 41% cagr# • Focus has been on margin improvement * Diluted earnings per share from continuing operations before intangible amortisation and exceptional items; ** Market consensus as at 3 Dec 2009; # Compound average growth rate 2006-2009

8. Our vision To be the leading supplier of high-valueconsultancy, engineering and project management services to the world’s natural resources, nuclear, clean energy, waterand environmental sectors

9. Vision 2015 goal Assured growth Increased focus on growth with further margin improvement >100p EPS* • More efficient capital structure • Increased acquisitions • Shareholder distributions Capital structure • Enhancing our capabilities • Enhancing our geographic footprint • Integrated approach Focus on growth • Strengthening our people • Harmonising tools and processes Employees • * Diluted EPS 2015

10. Making the best even better Strengthening our people • Recruitingtalented people • Investing in education and training • Providing career development • Harmonisingtools and processes

11. Improving and extending our services offering Enhancing our capabilities Natural Resources Power and Process • Deepwater/complex upstream projects • Asset support • Duty holder • Subsea engineering (SURF) • Pipeline engineering • Underground mining • Nuclear • Transmission and distribution • Renewable energy Earth and Environmental • Environmental consultancy • Water Blue text denotes new area of focus

12. Enhancing our geographic footprint Current locations Investment focus Selective expansion in targeted regions • Up-sizing in selected regions • Australasia • Latin America • Middle East • Continued growth in Africa, Europe and North America

13. Unparalleled services offering Integrated approach to growth • New capital projects increasingly large and complex • Growth in environmental and community issues • AMEC has an unparalleled services offering: • Cross-divisional approach • Synergies • Strategic customer management Power and Process Natural Resources Changing customer requirements Earth and Environmental

14. New organisation for integrated approach Managing assured growth Operational leadership team Samir Brikho Chief Executive • New organisational structure for Vision 2015 reflects: • Changes in end market focus • Customer needs • Integrated approach Neil Bruce Roger Jinks • Natural Resources • Power and Process • Earth and Environmental

15. Vision 2015Natural Resources division Neil Bruce, Executive Director, Chief Operating Officer, Natural Resources

16. Natural Resources Overview Strong and growing business • Leading positions in long-term growth markets • Customer focused organisation, with major customers including • Shell, ExxonMobil, BP, Chevron, BG, ConocoPhillips, Inpex, PotashCorp, Teck • High proportion of revenues from IOCsand mining majors • c.10,000 employees • Broad geographic footprint • Balanced portfolio of Capex / Opex • Strong financial performance Revenue split 2009e

17. Natural Resources Strong financial performance Sector leading margins • End market strength coupled with internal initiatives have enhanced performance • Margin increases in both Capex and Opex • Strategic positioning on the conceptual / front end of projects * Market consensus as at 3 December 2009 ** Excluding lump sum fabrication revenues of £103 million

18. Existing area of focus Key area of market growth New area of focus (+) û No AMEC position Natural Resources Key market segments Underground Mining (+) Onshore Production Surface Mining Mineable Oil Sands û û Floating Production Systems Fixed Production Platform û GTL/LNG/ Refineries Insitu Leaching Insitu Oil Sands Land Rigs DrillingRigs Seismic SURF (+) û Well Services Oil and Gas Oil Sands Mining

19. Power and Process Natural Resources Earth and Environmental Natural ResourcesCustomers Increasingly recognised as the supplier of choice

20. Natural Resources Positioned for growth c.8-12% of TIC** Estimate* of industry downturn AMEC wins significant number of awards in 2008/9 Phase II: • Consulting • Detailed Design • Engineering • Construction Management • Procurement c.1% of TIC** 40% delayed or part-delayed Phase I: • Concept • Front-end • BP: Clair Ridge • BP: Tubular Bells • BP: Kodiac • Exxon: Kizomba • Chevron: SMADS • Inpex: Ichthys • Shell: Malikai • Petrobras/QUIP: P63 60% to start 2012 2008 2009 2010 2011 * Source AMEC ** TIC: Total Investment Cost

21. Natural Resources What do customers want? • The best engineers and project managers • Investment in people and processes • Ability to handle large and increasingly complex projects • Safe and sustainable track record of delivery • Local delivery • Financial strength High value front-end services: Customers increasingly focused on high value

22. Natural Resources Market trends • Major deepwater/complex projects have suffered delays in 2008/9 but are expected to move into investment approval • Aging infrastructure • Maximising recovery from depleting reserves • Resources more difficult to extract • Deepwater, Arctic, Oil Sands, Underground Mining • Increasing environmental pressures • New projects increasingly large and complex Differentiation versus commoditisation

23. AMEC to benefit from growth opportunities Natural ResourcesKey growth opportunities • Deepwater / complex upstream developments • Africa, Brazil, SE Asia, Arctic, Caspian • Opex investment on aging assets • Brownfield services • Complex de-bottlenecking • Duty holder • SURF segment • Deepwater and tie-backs • Pipelines • Onshore and offshore engineering • Mining • Underground mining • Continued geographical expansion

24. Natural Resources Summary Well positioned in the right markets Strong relationships with the right customers Focused investment in “hot” markets Deepwater/complex projects OPEX/Brownfield projects Pipelines engineering Subsea engineering Continued geographic expansion Strong and growing business

25. Vision 2015Power and Process division Neil Bruce, Executive Director, Chief Operating Officer, Power and Process

26. Power and Process Overview Well positioned for profitable growth • Leading positions in long-term growth markets • Major customers include EDF; National Grid; Southern Company; UK NDA • c.7,000 employees • UK/North American focus of operations • Balanced portfolio of Capex/Opex • Strategic refocusing near complete

27. Power and Process Performance improvement Focus on higher value activities with lower risk 2009 revenue decline partly reflects exit from non-strategic activities Legacy contracts progressing to completion as expected Financial performance improving but yet to fully reflect change of focus Margin doubled since 2006 * Market consensus as at 3 December 2009

28. Power and Process Change of market focus Increasing focus on new energy challenge

29. Power and Process Risk profile improving Continued focus on higher added value activities with lower risk • Continued emphasis on higher value services • Consultancy, Engineering and Project / Programme Management • Some lump sum activities with lower risk • Selective approach • c.10% of revenues • No lump-sum turnkey • Growth in EPC activity • Disciplined approach • Significant growth in reimbursable activity

30. Power and ProcessKey market segments Existing area of focus Key area of market growth New area of focus (+) û No AMEC position Biofuels Biomass OnshoreWind Solar OffshoreWind û Smart Grids (+) Hydrogen Processing Gas storage Gas T&D Nuclear ElectricityT&D Conventional Power CCS (+)

31. Power and Process Market trends Energy and Power Increasing demand for energy Changing mix Nuclear renaissance Climate change issues Environmental targets and legislation driving clean technologies Large growth in investment in “clean energy” Growing need for security of supply Transmission & Distribution Continued refurbishment due to historical under-investment Growth in renewable energy sources requiring grid connection Smart grids Strong market drivers for low carbon technologies

32. Power and Process Customers Power and Process Natural Resources Sellafield Ltd Earth and Environmental

33. Power and Process What do customers want? • Best in class engineering and project management • Best people • Innovative and high value added solutions • Alliancing and partnering • Large and increasingly complex projects • Safe and sustainable track record of delivery • Cost competitive offering • Strong balance sheet Creating stakeholder value

34. Power and Process Summary • Well positioned in the right markets • Strong relationships with the right customers • Strengthening the portfolio • Smart grids • CCS • Continued focus on higher added value activities with lower risk Well positioned for profitable growth

35. Vision 2015Earth and Environmental division Roger Jinks, Chief Operating Officer, Earth and Environmental

36. Earth and Environmental • High value consultancy and program management services • Strong growth record • c.4,500 employees • North American focus of operations • Well diversified portfolio of services • Major customers include CSX; Suncor; ExxonMobil; US Army/Air Force/Navy • Cross-AMEC synergies • Significant growth opportunities One of the world’s leading environmental and engineering consulting organisations

37. Earth and EnvironmentalFinancial performance Strong track record of growth • Performance reflects quasi-organic growth business model • 18% CAGR 2006-2009 • Industry predominantly North American • Increased efficiencies through internal initiatives * Market consensus as at 3 December 2009

38. Earth and Environmental Key market segments/services

39. Earth and EnvironmentalCustomers Power and Process Natural Resources Earth and Environmental

40. Earth and EnvironmentalWhat do our customers want? • High added value • Best people, smart solutions • Global expertise, delivered locally • Regulatory approvals/integrated approach High percentage of repeat business

41. Earth and EnvironmentalMarket trends Growth and enforcement of environmental legislation Increasing corporate social responsibility High growth for water resource management and air pollution control Increasing investment in aging infrastructure Increasing use of brownfield sites and exploration of environmentally sensitive regions Highly fragmented market provides continuing opportunities for acquisitions Increasing opportunities from regulatory approvals/community relations

42. Earth and Environmental Long-term growth market Significant opportunities for growth • Long-established North American market • 8% long-term growth in US total market* • Higher growth European and other international markets • Highly fragmented industry • Strong track record of successful acquisitions • Significant future opportunities * Source: EFCG, 2009

43. Earth and Environmental Key growth opportunities Water Water supply; water quality; ground and surface water Renewables Climate change services; renewable energy; energy management Global growth Europe Australasia South America Africa Continued focus on multinational clients

44. Earth and Environmental Assured growth Recruiting and retaining the right people Continued development of seller-doer business model Sourcing and integrating acquisitions Scaling up of decentralised business model

45. Draft 11 2 December 2009Draft 10 1 December 2009Draft 9 30 November 2009Draft 2 Ian McHoul, Chief Financial Officer Vision 2015Financials Draft 10 1 December 2009Draft 9 30 November 2009Draft 2 Draft 9 30 November 2009Draft 2

46. Balance sheet £ million 30 Jun 2009 Intangible assets 400 • Tangible fixed assets - Working capital (net) - Pension assets (net) 100 Provisions (200) 300 • Cash 700 Shareholders’ funds 1,000 • People business • Minimal tangible assets • Strong cash position Asset light; strong balance sheet

47. Cash flow • Expect higher cash conversion from profit • Potential gap for investment in expansionary working capital • Significant volatility over past 2.5 years • Expect the “gap” to reduce significantly • H2 cash flow typically stronger than H1 • Significant improvement expected in 2009 cash conversion Increased focus on cash conversion • * Before amortisation and exceptional items • ** Before capital transactions

48. Cash conversion Surplus/shortfall to profit £ million FY2008 FY2007 H12009 Client advances repaid (4) (20) (5) Working capital 72 (63) (21) Pension payments* (31) (32) (3) • Tax** (6) (10) (24) Surplus/(shortfall)31 (125) (53) • Client advances are now small (c.£15 million at 30 June 2009) • Working capital movements can be “lumpy”, and are typically more favourable in the second half • Pension payments* are reducing significantly • Tax payments are first half biased Expect the shortfall to reduce significantly * In excess of amounts recognised in the income statement ** Excess of tax paid over tax charges

49. Reaching our 2015 goal Margin improvement Revenue growth >100p EPS* Cash investment Tax efficiencies * Diluted EPS 2015

50. Projections not dependent on a buoyant market Vision 2015 Planning assumptions • Projections assume “mid cycle” market • Gradual improvement to “neutral” market conditions • No return to buoyancy • Oil price stability • 2010 market to remain challenging • Firmly on track to deliver 2010 margin target of 8.5%