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Understanding and Embracing The New AECOM Leadership Briefing Sept. 23, 2008

Understanding and Embracing The New AECOM Leadership Briefing Sept. 23, 2008. Objectives . Provide update on “State of AECOM.” Share AECOM organization design vision. Confirm initial implementation priorities. Announce new AECOM leadership appointments in North America.

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Understanding and Embracing The New AECOM Leadership Briefing Sept. 23, 2008

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  1. Understanding and EmbracingThe New AECOMLeadership BriefingSept. 23, 2008

  2. Objectives Provide update on “State of AECOM.” Share AECOM organization design vision. Confirm initial implementation priorities. Announce new AECOM leadership appointments in North America. Clarify role of AECOM leaders. Address key questions.

  3. Company Overview A global leader Professional Technical and Management Support Services Key end markets: Facilities, Transportation, Water, Environmental, and Energy & Power Broad range of services, including: Planning/Consulting Architectural and Engineering Design Program and Construction Management Asset/Facilities Management Over 41,000 employees operating in over 100 countries $4.7 billion in revenue for 12 months ending June 30, 2008 Grand Central Station New York, New York, U.S.A.

  4. Strong Diversified Portfolio of Business Geographic Footprint End Markets Water & Environmental Energy & Power Federal Services Asia- Pacific U.S. 7% 22% 17% 22% 45% Europe 12% 26% Facilities 11% 28% 10% Middle East Canada Transportation

  5. Consistent Revenue Growth FYE September 30 $4,237 ($MM) CAGR since 1996 = 19.9% (10.3% Organic & 9.6% Acquisitive) $3,421 $2,395 $2,012 $1,915 $1,747 $1,513 $1,380 $978 $843 $724 $576 1997 1996 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007

  6. FY08 Year-to-Date Accomplishments Financial Performance • 31% YTD increase in net service revenue • 46% YTD increase in net earnings • 15% YTD increase in backlog Significant Wins • Libya infrastructure • U.S. Customs and Border Protection • Doha, Qatar, port program management • Eisenhower Federal Office Building • Hong Kong International Airport • Abu Dhabi Cultural Center • Manchester Metrolink Northumbria University Newcastle, United Kingdom

  7. AECOM Market Opportunity Continued capital investment across all end markets is driving growth • Market opportunity: • U.S.: Municipal bond issues totaled $145 billion in the second quarter (1) • Emerging Markets: $2.25 trillion of expected spending (2) • Solid pipeline of large, global award prospects • Emerging markets expected to drive continued growth AECOM is well positioned • Diversified end markets, geographies, services and funding sources • Leading market positions in transportation, environmental and facilities • Growing exposure to high-growth energy and power end markets • Highly ranked, world-class program management capabilities Wayang Windu Geothermal Project Wayang Windu, Indonesia 1. Thomson Financial (July 2008) 2. Merrill Lynch (June 2008)

  8. Our Challenge How do we leverage our global capabilities to benefit our clients? How do we continue to recruit & retain top talent? How do we maintain our position and delivery profitable growth performance? “In the middle of difficulty lies opportunity.” – Albert Einstein AECOM must evolve to meetdemands of an increasingly competitive market

  9. Our Shared Purpose: “To enhance and sustain the world’s built, natural and social environments” Key Elements of AECOM Vision Our Core Values: CN Engineering Services Contract Canada-wide

  10. Business Fundamentals Employees Clients Projects

  11. The New AECOM The matrix is a natural progression Balance between geographies and business lines Geographies/Regions Promote collaboration among business lines Ensure delivery to local client needs Enable effective employee and business support services Business lines Drive global growth strategies Ensure capabilities are leveraged globally Enable employee development opportunities Shenzhen International Chamber Center Shenzhen, China

  12. Moving to the Unified AECOM Brand • Move to one universal/master brand – AECOM • To be used globally • To replace current operating company brands • Strategic use of sub-brands, e.g., • AECOM Transportation • AECOM Environment • AECOM Water • AECOM Design AECOM BrandVision • Thoughtful but expeditious in our transition

  13. 2013 AECOM Superstructure AECOM ILLUSTRATIVE FederalPTS Canada Emerg. Mkts ANZ Asia HK/China MiddleEast Europe U.K. U.S. FederalServices other other other other other other other other other AID GlobalTransportation AGS GlobalWater Global Architecture & Planning Global BuildingEngineering Global Environment Global Energy & Power Global Program Mgmt(Mega-Oppty’s) Note: Geographic boundaries to be determined by scale and market potential

  14. 2013 AECOM Superstructure AECOM ILLUSTRATIVE Canada FederalPTS Emerg. Mkts ANZ Asia HK/China MiddleEast Europe U.K. U.S. FederalServices other other other other other other other other other AID GlobalTransportation • Key Elements • Expanded global footprint • Structural investment in key growth areas– Energy & Power, Architecture, Program Mgmt. • More formal Federal PTS coordination • Expanded global business lines – organization tailored to fit market requirements AGS GlobalWater Global Architecture & Planning Global BuildingEngineering Global Environment Global Energy & Power Global Program Mgmt(Mega-Oppty’s) Note: Geographic boundaries to be determined by scale and market potential

  15. Successful Matrix Operations Requirements Communicate Coordinate Collaborate

  16. FY09 AECOM Superstructure AECOM ILLUSTRATIVE Canada FederalPTS Emerg. Mkts ANZA Asia HK/China MiddleEast Europe U.K. U.S. FederalServices other other other other other other AID Global Transportation AGS GlobalWater Global Energy & Power Global Program Mgmt(Mega-Oppty’s) Global BuildingEngineering Global Plng Design && Development Global Environment Virtual team Note: Geographic boundaries to be determined by scale and market potential

  17. North American Regions

  18. U.S. Group Structure & Leadership U.S. Group Fred Werner Regions Business Lines Group Services West Region Phil Petrocelli N. America TransportationDick Wolsfeld U.S. Specialty PracticesAndy Haubert U.S. Water S. Guttenplan / L. Tortora Southwest & Mtn. RegionJim Thompson Strategic Growth Initiatives U.S. Energy & Power (tbd) Midwest Region Tom Wolf Group Functions Alternate Delivery Models Regis Damour • CFO – Glen Hartwig • HR – Ian MacLeod • Corp Development – Greg Sauter Northeast Region Ira Levy Planning, Design & Dev’t.* Mid-Atlantic Region Cecil Doyle North America Environmental* Frank Sweet Southeast Region Frank Gorry Federal PTS *Hard-line report to Global BL Group Chief Executive

  19. Canada Group Structure & Leadership Canada Group John Kinley & Jim Stewart CFO – Wayne Gingrich HR – Ian MacLeod Key Initiatives – Steve Stowkowy Group Services Business Lines Regions Canada TransportationTom Knight Canada West Rob Johnston N. America Water Rob Andrews Canada CentralDoug Allingham Canada Community Infra.Bruce Richet Canada East Pierre Asselin Canada Facilities Rob Johnston Canada Environmental Tim Wingrove

  20. Global Environment Group Structure & Leadership Global Environment Group Bob Weber Group Services CFO – Kerry Adams HR – Bruce Maisel Group Initiatives – Bob Sanz Health & Safety – Marc Schillinger Global Operations Rob Costello GlobalPractice Areas Dale Sands Comm & Industrial Sales/Key Accounts Paul Fennelly Federal Gov’t Sales/Key Accounts Phil Watts Asia-PacificOperations Bob Roemer Europe/Middle East/ Africa Operations Claudio Viola Latin America Operations Jim Barbato North American Operations Frank Sweet

  21. Planning, Design & Development Group Structure & Leadership Planning, Design, & Development GroupJoe Brown & Dana Waymire Regions Business Lines U.S. West Jacinta McCann Architecture Ray Landy U.S. Central John Shaler Buildings Engineering Mike Biscotte U.S. East Steve Clinton Design + Planning Jason Prior U.K./EuropeBill Hanway Economics Patrick Phillips AustraliaGraeme Harvison Program + Construction Mgmt Jim Mitchell China/AsiaSean Chiao Group Services Middle East Chris Choa • CFO – Dana Waymire • HR – Mark Gundacker • Corp Development – Tracy Barrow

  22. Organization Transition Plan North America to start transitioning to new AECOM structure during Q1 FY09. • Significant effort underway • Eliminating 6 financial systems • Building management reporting “bridge” between remaining systems • Transitioning 15 legal entities • Aligning support services to new matrix

  23. Alignment of Support Services Aligned & located in the right place to support the business Corporate services Group services Regional services Local services Centers of Expertise SupportServiceDeliveryModel Tailored Business Support Shared Business Support

  24. Expectations of You Continued Business Performance Leadership Employee Communication & Engagement

  25. Understanding and EmbracingThe New AECOMQuestions?

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