WSP INVESTOR DAY

November 4th 2010

Chris Cole, Chief ExecutivePeter Gill, Group Finance DirectorRikard Appelgren, European Managing Director Stuart McLachlan, Managing Director, Environment & EnergyPaul Dollin, UK Managing DirectorCrossrail Bond Street Station Presentation

AGENDA

Introduce our new strategy plan Meet our executive directors and hear about

their businesses: Rikard Appelgren, European Managing

Director Stuart McLachlan, Managing Director,

Environment & Energy Paul Dollin, UK Managing Director

Insight into a major project: Crossrail, Bond Street Station

Questions

WSP GROUP STRATEGY PLAN 2011-2015Chris Cole, Chief ExecutivePeter Gill, Group Finance Director

November 4th 2010

HIGHLIGHTS

£1bn of revenue by 2015

Deliver upper quartile margin performance

Maintain financial strength and reinforce operational efficiency

Diversify into new, and strengthen existing sectors, within our current regions

Progress our connectivity across regions to support global clients and projects

Proactively maintain focus on Clients and their changing needs

Grow and diversify through Joint Ventures and Alliances

Invest in appropriate support services to deliver strategy

OUR BUSINESS MODEL

Group Strategy

Create sustainable value for all our stakeholders through improving management and diversified growth

The 5 Pillars

Diversified Regional &

Sector Growth

Operational Efficiency

‘WSP WAY’

Client Care

& KAM

Integrated Regional Business Plans

JVs &

Alliances

Optimal Support

Services

WSP STRATEGY PLAN

Create sustainable value for all our stakeholders through improving management and diversified growth

Diversified Regional &

Sector Growth

Operational Efficiency

‘WSP WAY’

Integrated Regional Business Plans

TT

MM

FEFE

INDIND

UKUK EuropeEurope USAUSA AustraliaAustralia AfricaAfrica

INDIND

Middle East

Middle East

INFRAINFRA

TT TT TT

INFRAINFRA INFRAINFRA

TT

FEFE

AsiaAsia

PP

INFRAINFRA

MM

PP PP PP PP PPPP

INDIND

INFRAINFRA

TT

.. .. ..

INFRAINFRA

E&EE&E E&EE&E E&EE&E E&EE&E E&EE&E E&EE&E E&EE&E

Strengthen Existing Regions

• Northern Europe

• USA

• Australia

• South East Asia

Sector Reinforcement

• Future Energy

• Transportation & Infrastructure

• Rail

• Industry

DIVERSIFIED REGIONAL AND SECTOR GROWTH

THE WSP WAY -DRIVING EFFICIENCY AND IMPROVING MARGIN

Respond to changing landscape

Reach a new level of maturity as a group

Develop areas that can drive value

• Leverage technology• Optimise global resource models • Well scoped and commercially

robust project management• Facilitate single source

appointments regionally and globally

• Embed sustainability

“We aim to be commercially, technically and professionally best in class”

CLIENT CARE

Partner of choice 90%+ of revenue derived from local client relationships Client retention and repeat business = foundation of our success Continue to support the 90%+

“90%+ of clients local to our 5 regions”

GLOBAL CLIENTS AND PROJECTS

Key Account Management A select group of clients Progressively extended throughout the Strategy Plan period Identify and add four new global clients each year Grow to 10%+

“10%+ of clients to be truly global”

JOINT VENTURES AND ALLIANCES

Maximise growth where: acquisitions are inappropriate large international

opportunities best served by partnerships

we might be constrained by financial requirements

we might lack specific sector skills

Appropriate route to growth in certain regions.

Increased opportunity and managed risk

ENABLING THE STRATEGY

No strategy is achievable without strong enabling functions to underpin it

Our support functions act as the corporate glue that bind the Group together

We aim to optimise: One Brand Our Talent Management Plan Our Management Structure Cross-Group Integration Knowledge sharing and co-operation

STEPPING UP

We are setting this strategy whilst many of our markets remain challenging and offer poor visibility

We need to ride parallel tracks: Maintain an absolute focus on

operational performance Whilst leveraging the growth

opportunities of the strategic plan

It’s a measure of my confidence in our business and our leadership that I believe we will achieve our dual ambitions

WSP GROUP STRATEGY PLAN 2011-2015Peter Gill, Group Finance Director

November 4th 2010

TRADING RECORD

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2005 2006 2007 2008 2009 2010 (marketconsensus)

Adj

uste

d O

pera

ting

Pro

fit £

m

Reve

nue

£m

Revenue ProfitOperating Margin 6.0% 6.6% 7.5% 7.5% 5.7% 5.5%

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2011 2012 2013 2014 2015

TRADING TARGETSO

perating P

rofit

2011 2012 2013 2014 2015

£1bn

Ope

rating Margin %

Rev

enue

Revenue (£m) Operating Margin (%)

0

KEY PERFORMANCE INDICATORS

Absolute

•Revenues / Profits to budget

•Cash performance to budget

•Debtors / WIP ageing metrics

 

Trending

•Revenue to £1bn target

•Margin to upper quartile target

•Rolling order intake by value

 

 

Efficiency

•% utilisation of technical staff

•£ Contribution per technical employee

•% Indirect costs (overhead) to revenue 

•% Offshoring

 

Clients

•% Repeat business

•Number of Global Key Accounts

DEBT PROFILE N

et

de

bt

(£m

)N

et

cash

(£

m)

2010 2011 2012 2013 2014 2015

-70

30

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2011 2012 2013 2014 2015

REVENUE TARGETS

2011 2012 2013 2014 2015

£1bnR

even

ue

0

Organic Revenue Acquisition Revenue

November 4th 2010

EUROPEAN BUSINESS OVERVIEW

Rikard Appelgren, European Managing Director

Sweden Finland Norway Germany Poland

Population(millions)

9 5 5 82 38

GDP % Growth 2010*

4.4 2.4 0.6 3.3 3.4

GDP % Growth 2011*

2.6 2 1.8 2 3.7

WSP Headcount

2200 330 1200/ 300

350 50

REGION IN NUMBERS

* Source: IMF

B&M Architects Ltd.

OUR MARKET PRESENCE

Country Property Transport & Infrastructure

Environment Energy Industry Managem’t

Sweden

Norway

Finland

Germany

Poland

Major player

Medium player

Small player

WSP SWEDEN

Highly mature business operating since1936

Top 3 player in Sweden Operating in strong economy Well spread local presence will guarantee

local and long term client relations Diversified order book Full range of services delivered from 39

offices across Sweden

THE FIVE LARGEST CONSULTANTS – 40% OF THE SWEDISH MARKET

0

2000

4000

6000

8000

10000

12000

AF Sweco WSP Ramboll Grontmij

HE

AD

CO

UN

T

Sweden Rest of group

A WELL BALANCED BUSINESS- Swedish revenue by services and sectors

Public sector51%

Private Sector49%

SWEDISH ECONOMY – A SUCCESS STORY: WHY?

Sweden has been restructured after financial turmoil in the 90s, mainly due to regulations of the financial sector. Hence Sweden came into the last financial crisis in good shape.

A balanced political agenda for the Swedish economy for the last years has put Sweden in a favorable situation.

State debt now at 2.1% of GDP and still improving. Intention to have a positive net debt A well managed interest rate policy has pushed the investment levels especially in industry less

so in property Transition from manufacturing based economy to balance of manufacturing and service sector Economy now well balanced and well positioned

2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

543210-1-2-3-4-5

SWEDEN: OPPORTUNITIES AND CHALLENGES

Stable economy and positive growth for years to come

Infrastructure investments into rail will continue for the next 5-10 years

Strong and healthy relationships with clients will secure long term stability

Well ahead in processes and systems to increase business and sector efficiency

Further consolidation expected within peer group

Increasingly competitive market Skills shortage

Continued investment in large –scale infrastructure projects Future stability in Sweden through growth in Industry and Energy

sectors Wider market penetration across Europe

LOOKING FORWARD

WSP ENVIRONMENT & ENERGY OVERVIEW

November 4th 2010

Stuart McLachlan, Managing Director, Environment & Energy

Launched 1996

Organic growth to 500 in the UK by 2001

Opportunity for global growth with little competition

Began global growth in 2000/2001

By 2007 achieved global footprint

Pause due to downturn

Kick start growth in 2011

Realise Global business aspiration

Cross-sell

Share best practice/ knowledge

Global clients

THE JOURNEY SO FAR

1. WHAT WE DO: CLEANING UP THE LEGACY OF THE PAST

Pasminco Smelter - Australia

Kodak - UK US Coast Guard - DCFederal Mogul - India

Valspar - Australia

ODA - London

2. WHAT WE DO: HELP COMPANIES DO THE RIGHT THING TODAY

Black & Decker – Global Audit ProgrammesChevron - AustraliaEIA Power Project – Riyadh, Saudi

EIA Mining Site - SA DD – Health & SafetyInvensys

3. WHAT WE DO: PREPARING CLIENTS FOR THE FUTURE

MASDAR VIDEO

Burcote Wind onshore wind farms, UK PV Developer Due Diligence, EuropeÄland offshore wind farm, Sweden

Beauly-Denny transmission line, UK Vattenfall onshore wind farms, Sweden Igelsta biofuel CHP plant, Sweden

WSP FUTURE ENERGY

Climate Change and Sustainability Strategy

Integrated Energy Management

Acoustics

EHS Strategyand Risk Man-agementLand

Restoration and Ground Engineering

Planning and Ecosystem Protec-tion

Online Solutions

MY BUSINESS IN PIE CHARTS

UK

Mainland Europe

Scandanavia

Australasia

USA

MEA

Clear Sighted

Global Structure

Delivery Capacity of WSP

Diversified Market Presence

Headroom for Growth

Entrepreneurial Endeavour

Staff and Track Record

MARKET POSITIONING

AN OVERVIEW OF THE UK BUSINESS

November 4th 2010

Paul Dollin, UK Managing Director

Private Sector 70%

Public Sector 20%International 10%

£30m £100m

Private Sector 50%

Public Sector 20%International 30%

£15m

Re

ven

ue

&

Ma

rket

Private Sector 30%Public Sector 30%

Regulated 25%International 15%

Pro

jects

UK BUSINESS OVERVIEW

Advisory Planning Design ConstructConstruct

Se

rvice

Public Sector(Highway JVs)Public Sector(Highway JVs)

£35m

business model

adap

tatio

n

design process

innovation

cost

cost

envi

ronm

ent

environment

j

Pub

lic

Regulated

Private

Skills transfer from road transportation to regulated infrastructure

Selective international work to support WSP regions or where UK skills are world class

Use client focused private sector culture to ‘entrepreneur’ solutions for public sector clients

Focus

MARKET DRIVERS AND OPPORTUNITIES

THE PLAN

FOCUS

• Approach to sectors and International work• On core businesses• Accountabilities on cash and project delivery • Overheads to be fit for 2011 on

Mar

gin

& C

ash

Impr

ovem

ent

Gro

wth

EMBED

• Talent management• Design process and off-shoring• Strategic project wins• Key client management

ENHANCE• Selective skills/markets• Financial/management

info.

AN OVERVIEW OF CROSSRAIL BOND STREET STATION

Tim Peet, Lead EngineerDave Darnell, Crossrail Framework Director

* note: all images throughout this presentation are work in progress

November 4th 2010

Crossrail – The ProjectWestern Overground Section (Existing Route)

Central Section NE Spur Overground (Existing Route)

SE Spur Overground (Existing Route)

• Largest infrastructure project in Europe• West – East 118km• 1500 passengers per train; 24 trains/hour peak (central)• North – South planned• Post-CSR available funding - £14.5bn

Central Section

(Developer funded)(Developer funded)

• Underground stations – 6 public, 2 private• Twin bore 21km running tunnels• Framework Agreement 2008/ Bond Street 2009• Multidisciplinary/ Experience/ Strong Cvs• WSP UK, Environment & Energy and Sweden

• Cityline – Stockholm’s Crossrail• TfL – Maximising Oversite Development (OSD) Value

Design Team – Delivery

• Co-located in Crossrail Offices [over 1750 people] • Led by senior people from across UK businesses• Utilise all WSP skill sets + 6 partners • Crossrail vision and values –

design/simplicity/affordability/maintainability/21st century• Proactive and ‘Can-do’ attitude and culture – challenge / openness• Value – Cost not Programme driven• Extensive VE - Project Assure (summer 2010)• Complex design / Stakeholder interfaces (internal and external)• Integrating public (Crossrail) and private (Commercial OSD’s)

WSP Team

160+ People

Team Structure

Tim Peet Design Management and Assurance

Project ControlsCommercialCDMC/Risk

Contract Estimating

WSP Board

Construction Planning

ArchitectureHuman Factors

Lighting

StakeholdersThird Parties

Interfaces

TransportationTown Planning

Drainage

Environmental Sustainability

MEP Rail

Systems

CivilStructuralGeotech

Fire

Strategic Review Group

Dave Darnell CRL Framework

Crossrail PDPBechtel

Station Location

Key Challenges (Urban Metro – Mayfair)

• Space constraints / Railway Functional Requirements• Sensitive residential area, particularly Davies Street • Significant U&As and Listed Buildings • Noise, Environment, Traffic Management, Constructability,

Damage Assessment (buildings/utilities) - Key issues • Concurrent major congestion upgrade project at LU Bond Street • Integration of 2 OSDs – Grosvenor/Great Portland Estates• 6m diameter TBM’s (Tunnel Boring Machine), before……..• Construct 5 no 5m diameter (min) compensation grout shafts,

300m x 50m grout curtain

Interfaces – Civils

Station BoxesSpaceproofing & Design – C132

SCL TunnelsSpaceproofing/Fit Out – C132Detailed Design – C121

Link to Bond StSpaceproofing – C132Tunnel – LU

Bored TunnelsSettlement – C122

“Lead” Design ConsultantWSP (C132)

Grosvenor Estates(WTH)

Westminster CC (Mayfair)

Great Portland Estates(ETH) WSPCS

Crossrail/LU/Network Rail

>300m length

Longitudinal Section

Separate WSP Clients

Jubilee LineRunning Tunnels

2nd longest escalator LU

1

35 - 40m deep station boxes

Marriage - Public/Private Sectors(‘knitted together’)

LOD

3D Co-ordinated Model

Western Ticket Hall Structure Eastern Ticket Hall Structure

Tunnel Cross Section - StationNWR LU

Overground Trains(OHE)

10 m

0.9m

Summary

• WSP enjoy constructive working relationship with Crossrail and PDP

• Finding buildable/affordable/safe constructable solutions

• ‘the Crossrail Expert Peer Panel Review Team is confident that most of the opportunity in finding value at Bond St has been driven out of the design’

• Complex – provides opportunity - ETH Masterplan• WSP on UK Rail map • Hard work and fun!

THANK YOU.ANY QUESTIONS?

WSP Group plc (the “Company”)Cautionary Statement

• Some statements contained in this presentation are or may be forward-looking statements. Such statements reflect the Company’s current views with respect to future events and are subject to risks, assumptions, uncertainties and other factors beyond the Company’s control that could cause actual results to differ from those expressed in such statements. Although the Company believes that such forward-looking statements, which speak only as of the date of this presentation, are reasonable, no assurance can be given that they will prove to be correct. Therefore, you should not place undue reliance on these statements.

• There can be no assurance that the results and events contemplated by the forward-looking statements contained in this presentation will, in fact, occur. The Company will not undertake any obligation to release publicly any revisions to these forward-looking statements to reflect events, circumstances or unanticipated events occurring after the date of this presentation, except as required by law or by any appropriate regulatory authority. Nothing in this presentation should be considered as a profit forecast.

• Past performance of the Company or its shares cannot be relied on as a guide to future performance.

• This presentation does not constitute, or form part of or contain any invitation or offer to any person to underwrite, subscribe for, otherwise acquire, or dispose of any shares in the Company or advise persons to do so in any jurisdiction, nor shall it, or any part of it, form the basis of or be relied on in any connection with or act as an inducement to enter into any contract or commitment. In particular, this presentation and the information contained herein are not an offer of securities for sale in the United States.

• No reliance may be placed for any purpose whatsoever on the information or opinions contained in this presentation or on its completeness and no liability whatsoever is accepted for any loss howsoever arising from any use of this presentation or its contents or otherwise in connection therewith.

4 November 2010