This is our story (so far)

1. This is our story (so far)

2. Taking a step back Lord Davies Report published Feb 2011 “Challenged the shortage of women operating at Board level in publicly quoted companies, noting that business is missing out from the contribution of talented people” “Companies with a higher proportion of women in their senior management have better financial performance than the industry average ” “Compelling argument for Gender Balance” “Evidence a more diverse workforce positively influences the success of UK Companies.”

3. So what was our response? 30 September 2011, our Chairman, Allan Cook, published a formal response on behalf of the WS Atkins plc board committing the company to working towards Davies’ objectives.

4. 29% 21% 14% 12% G8/9 G12/13 G14 G15/16 Our starting point The percentage of women in grades, commencing at graduate level was as follows: Atkins UK had a male/female ratio of 74:26

5. 25% 15% 14% 8% G8/9 G12/13 G14 G15/16 H&T starting point The percentage of women in grades, commencing at graduate level was as follows: H&T had a male/female ratio of 82:18

6. What we did Established the Gender Balance Focus Group (Sponsored by The UK Management Team) “To review and assess the current gender balance position and devise a plan to lead to improved gender balance in Atkins UK businesses both in terms of numbers of women and seniority of women leading to implementation within businesses of the plan through a change programme.” Prepared a UK Gender Improvement Plan

7. UK Gender Balance Improvement Plan • The GBIP separately deals with: • Candidate Attraction • Recruitment • Development • Engagement and Retention • Senior Promotions “The UK-GBIP reflects the life-cycle of an employee, addressing the issues that may impact upon attraction or retention of women in Atkins”

8. GBIP Candidate Attraction • Employer Brand/Careers website • Flexible Working • Recruitment partners aligned Recruitment: • Interview process – flexible working • Balanced interview panels • Selection skills training – unconscious bias

9. GBIP Development • Gender specific career development activity • Raise diversity awareness (through current L&D Programme) • More blended learning (reduce time away from home for training) Engagement & Retention • Establish a Women’s Network • Flexible working • Exit interviews G13 +

10. GBIP Senior promotions & appointments • Gender balance of candidates recommended for development programmes/promotions must be consistent with our current population • Succession planning – evidence that both male/female candidates have been considered on an equal basis

11. Flexible working

12. Flexible working • Raising awareness internally/externally • E-learning • Selection skills training

13. 29% 30% 21% 21% 14% 16% 12% 13% G8/9 G8/9 G12/13 G12/13 G14 G14 G15/16 G15/16 Our success stories 2011 The percentage of women in grades, commencing at graduate level was as follows: 2014

14. 25% 28% 15% 16% 14% 16% 8% 8% G8/9 G8/9 G12/13 G12/13 G14 G14 G15/16 G15/16 Our success stories 2011 – H&T The percentage of women in grades, commencing at graduate level was as follows: 2014 – H&T

15. Success stories • H&T male/female ratio 2011 74:26 • H&T male/female ratio 2014 82:18 • 20% reduction in resignations in our UK businesses • Grad intake 2012/2013 increased from 27% to 30% • Apprentice intake was 7% female in 2013, based on offers to date this has increased to 20%

16. Part time working The percentage of part time workers in 2011 (Highways & Transportation) was 68% female : 32% male In 2014 the percentage of part time workers in H&T was 63% female:37% male

17. “Act as an employer of choice as well as influence our industry peers and business partners to adopt similar diversity standards and goals”

18. That is our story