AtkinsRéalis  
Engineering a 
Better Future 
for our Planet and its People
November 2024

AtkinsRéalis  
Forward Looking / Cautionary Statements
References in this presentation to the “Company”, “AtkinsRéalis”, “we”, “us” and “our” mean, as the context may require, AtkinsRéalis Group Inc. and all or some of its subsidiaries or joint arrangements or associates, or AtkinsRéalis Group Inc. or 
one or more of its subsidiaries or joint arrangements or associates.
Statements made in this report that describe the Company’s or management’s estimates, expectations, forecasts, objectives, predictions, projections of the future or strategies may be “forward-looking statements”, which can be identified by 
the use of the conditional or forward-looking terminology such as “aims”, “anticipates”, “assumes”, “believes”, “estimates”, “expects”, “forecasts”, “goal”, “intends”, “likely”, “may”, “objective”, “outlook”, “plans”, “projects”, “should”, “synergies”, 
“target”, “vision”, “will”, or the negative thereof or other variations thereon. Forward-looking statements include any statement that do not refer to historical facts. Forward-looking statements include statements relating to the Company’s 
future economic performance and financial condition, as well as the Company’s stated objectives, priorities, strategies, sustainability and equality, diversity and inclusion (“ED&I”) commitments, objectives and targets as well as actions that 
may be undertaken by or on behalf of the Company to achieve such commitments or targets (including with respect to the Company’s emissions reduction forecast and targets, achieving Net Zero carbon emissions from corporate activities by 
2030 and the Company’s diversity targets which include increasing the proportion of women in leadership to 25% by 2025, and across the organization as a whole to 33% by 2025, with a commitment from the board of directors to maintain at 
least 30% representation by women), and the Company’s commitment to deliver transparent disclosure and reporting on environmental, social and governance (“ESG”) matters. All such forward-looking statements are made pursuant to the 
“safe-harbour” provisions of applicable Canadian securities laws. 
The Company cautions that, by their nature, forward-looking statements involve risks and uncertainties, and that its actual actions and/or results could differ materially from those expressed or implied in such forward-looking statements, or 
could affect the extent to which a particular projection materializes. Forward-looking statements are presented for the purpose of assisting investors and others in understanding certain key elements of the Company’s current objectives, 
strategic priorities, expectations and plans, including with respect to sustainability and ED&I and in obtaining a better understanding of the Company’s business and anticipated operating environment. Readers are cautioned that such 
information may not be appropriate for other purposes.
Forward-looking statements made in this presentation are based on a number of assumptions believed by the Company to be reasonable as at the date hereof. Although the Company believes that the expectations reflected in such forward-
looking statement are reasonable, it can give no assurance that such expectations will prove to have been correct. Forward-looking statements for periods beyond 2023 involve longer-term assumptions and estimates and are consequently 
subject to greater uncertainty. The Company will continue to assess its assumptions to ensure that its approach to reaching Net Zero carbon emissions from corporate activities by 2030 is reflective of market conditions. 
The Company’s sustainability commitments, targets and actions are based on the Company’s current strategic plan, geographic footprint, mix of lines of business and overall size and scope of operations as well as a number of assumptions, 
including, without limitation, the following material assumptions: the Company’s ability to develop and implement various corporate and business initiatives, including new procedures, policies and targets, to decarbonize current infrastructure 
and foster a new culture of low carbon behavioural change and choices across the Company’s workforce; the Company not undertaking or pursuing any new corporate or business initiatives, business acquisitions, investments, joint ventures or 
technologies that would materially increase the Company’s anticipated levels of greenhouse gas ("GHG") emissions; future earnings and the Company continuing to have a solid or adequate financial position that can support or justify such 
commitments, targets and actions; the availability of comprehensive and high-quality GHG emissions and other third party data, including data-driven solutions to decarbonize the built environment; the ability of the Company to develop and 
maintain indicators to effectively monitor its advancements; projections with respect to renewable electricity generation and the built environment; there being no negative impact on the calculation of the Company’s GHG emissions from 
refinements in or modifications to international standards or the methodology the Company uses for the calculation of such GHG emissions; sufficient collaboration with, and active and continued participation of stakeholders (including the 
employees, clients, suppliers and other main agents of the Company and the communities in which it is present), including by reducing their own GHG emissions; the ability of the Company to purchase sufficient credible carbon credits and 
renewable energy certificates to offset or further reduce GHG emissions, if and when required; the development and deployment of new technologies and sustainable products; the ability of the Company to identify climate-related 
opportunities as well as assess and manage climate-related risks; the general economic environment and financial market conditions in countries where the Company operates; geopolitical and sociopolitical uncertainty; and changes made to 
regulations that may affect the Company’s business and the development of ESG requirement regulations. The Company’s ED&I commitments, targets and actions are based on a number of assumptions, including, without limitation, the 
following material assumptions: the Company’s ability to leverage ED&I partnerships and recruitment agencies to help identify qualified diverse talent for vacant positions, including in leadership positions and on the Company’s board of 
directors and with the requisite skill-set or expertise for the Company; sufficient diverse labour market availability; the implementation of corporate and business initiatives to increase awareness, education and engagement in support of the 
Company’s ED&I targets; and the ability of candidates, employees and directors to self-identify to enable a diverse representation of qualified candidates. Forward-looking statements made by the Company in this presentation are also based 
on a number of additional assumptions which are set out throughout the Company's 2023 annual Management Discussion and Analysis ("MD&A") (particularly in the sections entitled "Critical Accounting Judgments and Key Sources of 
Estimation Uncertainty" and "How We Analyze and Report our Results") and as may be updated from time to time in the Company’s 2024 interim quarterly MD&A, available on SEDAR+ at www.sedarplus.ca and on the Company’s website at 
www.atkinsrealis.com under the “Investors” section“, and are not exhaustive. If any of the assumptions mentioned above proves to be inaccurate, the Company's actual results could differ materially from those expressed or implied in the 
forward-looking statements made in this presentation. There is a possibility that the Company’s express or implied predictions, targets, projections, expectations, or conclusions will not prove to be accurate, that its assumptions may not be 
confirmed, and that its vision, strategic objectives, and performance targets will not be achieved. The Company recommends that readers not place undue reliance on forward-looking statements contained in this presentation. In addition, 
important risk factors could cause the Company's assumptions and estimates to be inaccurate and actual results or events to differ materially from those expressed in or implied by these forward-looking statements. These risk factors are set 
out in the Company's 2023 annual MD&A as may be updated from time to time in the Company’s 2024 interim quarterly MD&A.
The forward-looking statements herein reflect the Company’s expectations as at the date of this presentation and are subject to change after this date. The Company does not undertake to update publicly or to revise any written or oral 
forward-looking information or statements whether as a result of new information, future events or otherwise, unless required by applicable legislation or regulation. The forward-looking information and statements contained herein are 
expressly qualified in their entirety by this cautionary statement.                                                                                                                             
CANDU® is a registered trademark of Atomic Energy of Canada Limited, used under exclusive license by Candu Energy Inc., a subsidiary of AtkinsRéalis Group Inc.
MONARKTM is a trademark of Candu Energy Inc., a subsidiary of AtkinsRéalis Group Inc.
2

AtkinsRéalis  
AtkinsRéalis  
Table of Contents
About Us
ESG is integral to our business 
What makes us unique
Our business is well-positioned to help drive changes
We solve global challenges
Delivering against global challenges in our end-markets
Recent milestones in our ESG journey
We produce award-winning outcomes
Engineering A Better Future
Meeting the global demand for clean energy
Decarbonizing the built environment
Responsibly building new infrastructure
Building resiliency to climate change impacts
Taking Care Of People
Taking care of people – our advantages
Engaging team members
Nurturing a culture of excellence
Cultivating equality, diversity and integrity as a business asset
Fostering health and safety
Giving back to society
Robust Governance Structure
Robust governance structure – our advantages
Embedding integrity into operations
Strengthening our ESG commitments
Oversight by a skilled, independent board
Key Takeaways & Focus Areas
3
04
13
33
40
45

AtkinsRéalis  
ABOUT US
4

AtkinsRéalis  
Our Vision
We realize our purpose by creating 
sustainable solutions that connect 
people, data and technology to 
design, deliver and operate the 
most complex projects
Our purpose and vision drive how we 
DELIVER value to customers, 
MANAGE resources, and INNOVATE
Our Purpose
Engineer a better future for our 
planet and its people
ESG is Integral to 
Our Business
5

AtkinsRéalis  
What Makes Us Unique
Providing a 
Comprehensive
End-to-End 
Data-Led Service
6
AtkinsRéalis  
01
From design to 
decommissioning, 
we offer end-to-end 
solutions over the 
entire lifecycle of an asset
03
Our unparalleled breadth of 
experience gives us 
unmatchable information
02
Our services address the 
global need for mitigation 
of and adaption to climate 
change, a key pillar of our 
growth strategy
04
Our digital strategy 
connects people with data 
and technology, generating 
actionable information that 
yields business and 
sustainable advantages 
All this allows for us to take on complex projects on the cutting edge 
and execute with better sustainable outcomes than anyone else
Project 
delivery
Decommissioning
Consulting, 
strategy 
& advisory
Engineering 
& design
Project & 
program 
management
Operations & 
maintenance 
(O&M)
Capital

AtkinsRéalis  
We are 
Well-
Positioned 
to Drive 
Change
As a signatory of the UN 
Global Compact, we have 
selected three goals on which 
we will focus our 
improvement initiatives 
between 2020 and 2025. 
Governance
Structuring Robust Oversight
•
Oversight by an independent, 
skilled, and diverse board
•
Expanded role of Governance, 
Ethics and Sustainability (GES) 
committee
•
Linked ESG and integrity targets 
to annual incentive plan for 
employees
Environmental
Delivering Value to Customers
•
Delivering innovative solutions 
to our clients to transition to a 
low carbon economy
•
Our end-to-end, data-driven 
solutions and engineering 
experience allow us to deliver 
better sustainable projects
•
Leading by example by charting 
our own path to Net Zero
Social
Taking Care of Our People
•
Success in developing human 
capital seen in industry-leading 
scores across:
•
Employee Loyalty, 
Alignment and Involvement
•
Equality, Diversity & 
Inclusion (ED&I)
•
Health & Safety
∼ 50% of 2023 total revenues assessed as revenues derived from projects contributing 
to a sustainable future and a carbon-free economy1
7
AtkinsRéalis  
Priority Goals
1. Management estimates as of December 31, 2023. Type of projects included: renewable energy (including all hydroelectric projects); clean power and technologies (including all nuclear-related 
projects); water, sanitations & waste management; mass transit & rail; future of transportation; health, education & cultural buildings; multi-residential buildings; climate change mitigation; and 
decontamination & rehabilitation.

AtkinsRéalis  
We Solve Global Challenges
Meeting the global demand for clean energy
Decarbonizing the built environment
Responsibly building new infrastructure
Building resiliency to climate change impacts
Solving Global Challenges
Our Advantage
Expertise in nuclear new build and full lifecycle 
management, hydroelectric power, electrical AC 
substations, and transmission and distribution
Proprietary data-driven digital tool combined with 
engineering experience decarbonizing the built 
environment
Market leader in transport infrastructure in Canada and 
the UK; water infrastructure in the UK with engineering to 
high environmental and social specifications
Proprietary technologies with on-the-ground engineering 
to support the prevention and impact mitigation of 
natural disaster and extreme weather events
8

AtkinsRéalis  
END-MARKETS
Buildings & Places
Social Infrastructure, Commercial and Residential Property,
Urban Development, Environment, Geoscience
Power & Renewables
Transmission and Distribution, Energy Storage, Hydropower, 
Renewable Energy 
Nuclear
New Build, Waste Management and Decommissioning, Reactor 
Support
Transportation
Rail and Transit, Roads and Bridges, Aviation and Ports
Water
Water Utilities, Industrial Water Users, Water Resource Management
Delivering Against Global Challenges in Our End-
Markets
CLEAN ENERGY
DECARBONIZE
RESPONSIBLE NEW BUILD
RESILIENCY
9

AtkinsRéalis  
.
10
2021
2022
2023
Projects
Operational
•
Created our 2030 Net Zero carbon 
roadmap
•
Launched ED&I program, “Different 
Makes a Difference”
•
Achieved industry-beating employee 
engagement and perception of safety 
and inclusivity scores
•
Established strategic partnership to 
decarbonize UK Government 
buildings towards achieving the 
country’s Net Zero goal
•
Selected to provide flood mitigation 
support for the US Federal 
Emergency Management Agency 
(FEMA), further strengthening a 
relationship that  began in 1999
•
Strengthened ESG link to employee 
compensation by adding ED&I targets
•
Incorporated sustainability-linked 
loan in Credit Facilities
•
Committed to manage and report 
emissions in line with SBTi targets
•
Awarded contract to support Abu 
Dhabi National Energy Company to 
cut the carbon footprint of its 
offshore UAE operations by 30%
•
Working to extend the life of a nuclear 
power station that provides 30% of 
Ontario’s power supply
•
Selected to refine the design of the 
FIVE Jumeirah Village hotel in Dubai, 
to deliver a Net Zero carbon 
development
•
Awarded an Owners Engineering 
Mandate for Champlain Hudson 
Power Express project to provide 
high voltage direct transmission line 
to NYC
•
Appointed as engineering supplier by 
Rolls-Royce SMR Ltd as it enters a 
new phase of its pioneering small 
modular reactor program
•
Awarded three new contracts by the 
UK Atomic Energy Authority to 
continue work on Spherical Tokamak 
for Energy Production (STEP)
•
Launched Indigenous E3, projects that 
support Indigenous advancement
•
Joined Global Parity Alliance, a group 
for Equality, Diversity, and Inclusion
•
Elevated reporting with Task Force on 
Climate- Related Financial  
Disclosures framework
•
Launched ReconciliACTION plan
•
Launched the CANDU® MONARKTM 
AtkinsRéalis  
Recent Milestones in Our ESG Journey
2024
•
Launched Canadians for CANDU 
Campaign, joined by industry leaders 
who believe Canadian expertise and 
innovation has a leading role to play 
in the deployment of nuclear energy 
solutions at home and abroad
•
AtkinsRéalis publishes first Annual 
Integrated Report
•
Maintained at least 30% female 
Board membership since 2021
•
The Conference Board of Canada 
released report Economic Impacts of 
the CANDU® MONARKTM
•
Formalized industry-first partnership 
with Indigenous-owned constructor 
Shwe Miikaan in Ontario
•
Supported Housing Festival launch 
of the ‘Social Rent Housing at Pace 
Playbook”
•
Support  delivery of many innovative 
and award-winning educational 
facilities,  including the STEAMhouse
•
AtkinsRéalis to support the ongoing 
30-year life extension of the two 
CANDU® reactors at the Qinshan 
Nuclear Generating Station, located 
in China

AtkinsRéalis  
We Produce Award-Winning Outcomes
1
1
11
AtkinsRéalis  
2021
Innovation Award 
Won first-of-its kind innovation 
award for Tuen Mun-Chek Lap 
Kok Link Project
Future Projects Urban 
Design Award 
Diriyah Gate in Saudi Arabia 
awarded silver accolade for 
Future Projects Urban Design 
Category at The World 
Architecture News Awards
ReNew Canada’s 
Top 100 Platinum 
Ranked in the platinum
(top) tier by Projects list for
involvement in 24 of the
100 largest infrastructure
projects in Canada
Ethisphere Compliance 
Leader 
Recognizing the world’s most 
ethical companies
2022
Inclusive Mobility Award 
For the Travel for All project, 
supporting public transport access 
to older individuals
Caring Company Award by Hong 
Kong Council of Social Service 
Awarded to the AtkinsRéalis' Hong 
Kong office for the 14th year.
Awarded Silver Rating for 
Social Purpose by Corporate 
Knights 
1/34 of businesses selected in 
Canada with a stated  clear societal 
purpose
Great Place to Work by the 
Great Place To Work® Institute 
Awarded to India, Brazil, United Arab 
Emirates and the Kingdom of Saudi 
Arabia (KSA) 
Best Process and Its 
Application 
& Digital Champion Awards
Prestigious award organized by the 
Society of Digital Engineers.
2023
Ambassador of the Year Award 
(inaugural recipient)
from the Centre for Canadian Nuclear 
Sustainability
Compliance Leader Verification 
Awarded from Ethisphere Institute 
extending two previous recognitions for 
2019-2020 and 2021-2022
Awarded Silver by Ecovadis
The Times' Top 50 Employers 
for Gender Equality
Recognized in The Times' Top 50 
Employers for Gender Equality
2024
The Times Top 50 
Employers for Gender 
Equality 2024 
Second year in a row for its 
commitment to making gender 
equality a priority in the 
workplace
Platinum Standard 
accreditation for ED&I in 
the UK from Clear Company
Great Place to Work by the 
Great Place To Work® 
Institute 
UAE and KSA have been 
recognized as one of the Top 30 
Best Workplaces by

AtkinsRéalis  
ENGINEERING A 
BETTER FUTURE
Meeting The Global 
Demand For Clean Energy
12

AtkinsRéalis  
The Growing Need
for Clean Energy
•
Global renewable capacity additions are set to soar by 107 
gigawatts (GW), the largest absolute increase ever, to more 
than 440 GW in 20231
•
Sustaining these increases in the face of growing global 
demand for low carbon baseload power is not possible with 
just wind and solar
•
Renewable generation will supply 44% of US electricity by 
20502
•
Meeting International climate goals would require 85% of 
global electricity to come from clean sources by 2040, 
compared with just 36% today. The trajectory would need an 
80% increase in global nuclear power production by 20403
0
10
20
30
40
50
2020A
2025
2030
2035
2040
2045
2050
Liquid Fuels
Natural Gas
Coal
Nuclear
Renewables (incl. hydroelectric)
Electricity generation in trillion kilowatt hours
Electricity generation from renewables could reach more than 21 trillion kilowatt hours by 2050
Stronger policies and raised climate goals 
leading into COP26 are driving renewables 
to new records, but faster deployment across 
all key sectors is needed to reach Net Zero
Provinces agree on nuclear 
energy plan for small reactors 
to reduce emissions
Finland opens nuclear power plant amid 
concerns of European energy war
Climate Change: The Technologies 
That Could Make All the Difference
THE WALL STREET JOURNAL
What ‘transition’? Renewable 
energy is growing, but overall 
energy demand is growing faster
CNBC | THE ROAD TO COP26
Lifetime extensions of nuclear 
power plants are crucial to getting 
the energy transition back on track
New England renewables + Canadian 
hydropower
Power flowing both ways across the border offers 
a pathway to clean electricity in 2050.
JWN ENERGY
INTERNATIONAL ENERGY AGENCY
MIT NEWS
THE GUARDIAN
BIOENERGY INTERNATIONAL
13
Projected Electricity Generation 
Worldwide to 20502
1. Source: IEA Renewable Energy Market Update  2. Source: U.S. EIA 3. Source: Nuclear 
Power in a Clean Energy System - IEA

AtkinsRéalis  
Meeting the Global Demand for Clean Energy
04
Leading expertise in electrical AC substation engineering 
with Linxon, our joint-venture with Hitachi Energy
01
Decades of pioneering the build-out of low carbon electricity 
production in hydro, nuclear and renewables
Strengthening the grid and delivering transmission & distribution 
infrastructure to support the transition from fossil fuels to low carbon 
energy
03
02
Unique Nuclear expertise and proprietary capabilities in small modular 
reactors, life extensions and servicing of global CANDU® reactors
Our Advantages
14

AtkinsRéalis  
AtkinsRéalis  
Harnessing the Power of the 
Sun
Spherical Tokamak for Energy Production (STEP)
•
Demonstrates the viability of nuclear fusion, the energy powering the sun
•
Concept design ready by 2024, operational by 2040
•
Fusion has the potential to provide a near-limitless source of 
low-carbon energy
Case Study
Challenge
Spherical Tokamak for Energy Production (STEP) is a 
UK Atomic Energy Authority (UKAEA) led program 
that will demonstrate the ability to generate net 
electricity from fusion.
The global fusion industry has experienced a period 
of rapid growth in recent years. Technological and 
scientific advancements have changed perceptions 
around the viability of fusion as an energy source.
The industry is starting to transition from being 
science-led to engineering-led, and this presents 
challenges to organisations like the UKAEA who are 
traditionally more focused on Research & 
Development rather than major program delivery.
Action 
AtkinsRéalis has been able to fulfil a role as a key 
delivery partner through our understanding of the 
fundamental challenges posed by fusion technology 
alongside our experience delivering both nuclear and 
conventional major infrastructure projects.
We are the lead organisation within the Tranche 1 
EDP consortium and our experts are integral to 
STEP’s Plant Architecture, Integration and Validation 
and In-Vessel Component design teams.
Impact
STEP aims to build a world-leading fusion industry 
within the UK which can export technology and 
skills around the world in the decades to come.
15
AtkinsRéalis

AtkinsRéalis  
AtkinsRéalis  
Amongst Canada’s Largest 
Clean Energy Projects
Case Study
Darlington Nuclear Generating Station Retube and 
Feeder Replacement (RFR) project
•
~3,5 MW of power generated1
•
20% of Ontario’s total power supply1
•
Powering 2M homes1
•
Creating ~14K jobs per year1
Challenge
Prolonging the life of the Darlington nuclear 
generating station is Canada’s largest clean energy 
project to-date. In this incredibly complex multi-year 
project, each of the four reactors in the station must 
be taken out of service sequentially to allow for the 
replacement of fuel channels, feeder pipes, calandria 
tubes and end fittings.
Action 
We built a full-scale model of the reactor using 
proprietary digital tools to simulate key elements of 
the project. In addition to allowing for the 
development, sourcing and testing specialized 
tooling solutions, the model acted as an employee 
training program. Extensive training and testing 
early minimized the risk associated with this highly 
sensitive work. Our experienced project team used 
the model to determine the safest way of removing 
and replacing the fuel channels. The model also 
helped prepare a comprehensive estimate and full 
schedule for the project. Having completed the first 
reactor refurbishment, the project remains on time 
and on budget. The refurbishments are expected to 
end in 2026.
Impact
The project ensures a reliable, low-carbon source of 
power for the people of Ontario for the next 30 years 
while creating up to 11,800 jobs for more than 180 
companies across the province. 
16
AtkinsRéalis  
1. Sources: Nuclear power | Darlington Nuclear Station – OPG , 
Nuclear projects | Darlington refurbishment project – OPG

AtkinsRéalis  
AtkinsRéalis  
Case Study
Challenge
The existing 126MW powerhouse was originally 
built in the 1940’s, and needed to be replaced with a 
more reliable, seismically robust and 
environmentally friendly facility with an increased 
installed capacity to meet future energy needs. 
Environmental protection was a primary 
consideration, with approximately 95% of the 
Campbell river flow passing through the John Hart 
Generating Station.
Action 
The project involved building a new underground 
tunnel and generating station, and removal of three 
penstocks and the existing station to reduce the 
site’s environmental footprint. SNC-Lavalin Capital 
Inc. provided 40% of the $700M construction 
capital through invested equity and arranged debt 
financing. 
Impact
The project made history as Canada’s first Public-
Private Partnership (P3) project in the hydropower 
sector, a new water bypass facility protecting the 
downstream fish habitat. The project also protects 
the John Hart reservoir as Campbell River’s source 
of potable water and powers over 80,000 homes. 
Winning The Tunnel Association Canada project 
excellence and the Canadian Hydropower 
Association outstanding project of the year awards, 
it will be a case study for technical and innovative 
solutions for years to come.
17
AtkinsRéalis  
Sustainably Producing 11% of 
Vancouver Island’s Electricity
John Hart Generating Station Replacement Project
•
Canada’s first Public-Private Partnership (P3) hydropower sector project
•
Powering over 80,000 homes
•
Protected fish habitat
•
Won several hydro industry awards

AtkinsRéalis  
ENGINEERING A 
BETTER FUTURE
Decarbonizing the Built Environment
18

AtkinsRéalis  
8%
22%
5%
32%
5%
28%
Non-residential buildings
Residential Buildings
Buildings Construction Industry
Other Industry
Other
Transport
35%
Energy
8%3%
11%
6%
10%
32%
7%
23%
Non-residential buildings (indirect)
Non-residential buildings (direct)
Residential Buildings (indirect)
Residential Buildings (direct)
Buildings Construction Industry
Other Industry
Other
Transport
38%
Emissions
Decarbonizing current 
infrastructure is an 
inevitable challenge in the 
path to net zero
Built Environment is a Major
Source of Carbon Emissions
Reaching the Paris Agreement goal 
is inextricably tied to 
decarbonizing the built 
environment3
Current Policies 
(high point)
Government 
Targets (high point)
Paris Agreement
Range
Pre-industrial Baseline
We are here
Target
+1.3˚C
+3.4˚C
+3.0˚C
+2.3˚C
+1.5˚C
–
0˚C
Progress Gap
1. Source: UN, 2019 2. Global share of buildings and construction energy and emissions. 2. Source: McKinsey (2021), Call for 
action: Seizing the decarbonization opportunity in construction 3. Source: No change to warming as fossil fuel endgame 
brings focus onto false solutions | Climate Action Tracker. 4. Source: SNC-Lavalin Investor Day 2021 
Global share of buildings and construction 
final energy and emissions1 
19
38%
Of global carbon 
emissions come 
from buildings1
80%
137 countries are 
signatories to the UN 
Climate Convention, 
accounting for 80% of 
global emissions and 
pledging to achieve Net 
Zero emissions by 
the year 20501
80%
New buildings 
can be designed 
to be Net Zero 
carbon today, but 
a large portion of 
the total building 
stock that will 
exist in 2050 is 
already built, 
estimated to be 
around 80% in 
the UK2
$850M
Global Net Zero buildings 
is estimated to represent 
a CA $850M opportunity 
(retrofit of non-
residential) for 
AtkinsRéalis over the next 
4 years4
Global mean 
temperature 
increase 
by 2100
+2.0˚C
+1.5˚C
+3.0˚C

AtkinsRéalis  
AtkinsRéalis  
Engineering the Path to UK’s Net 
Zero Goal
Case Study
Net Zero & Life Cycle Replacement
•
Decarbonizing 4M square feet
•
Six-year contract
•
Usage of proprietary Decarbonomics
 tool
•
Reduce operating costs
Challenge
The path to UK’s 2050 Net Zero commitment 
requires the decarbonization of the built 
environment in the country. This is a key focus as 
about 80% of the buildings standing in 2050 have 
already been built. 
Action 
As the strategic Net Zero partner for the UK’s 
Government’s Property Agency, we will be working 
to provide carbon reduction programs across four 
million square feet of public sector office space 
throughout the agency’s 450-building portfolio. This 
project includes: 
•
technical delivery services including design
•
identification of carbon reduction interventions 
and priorities, program 
•
supply chain management
Impact
Through the benchmarking, road-mapping and 
delivery of our service, the programme will continue 
to improve energy efficiency, increase the use of 
green energy through decarbonization of existing 
systems, generate and store green energy and 
reduce embodied carbon. In a separate contract with 
the Department for Work and Pensions, we have 
rolled out our full Decarbonomics  service in a pilot 
across 50 buildings, with the potential to extend to 
850 properties, mainly high street job centers.
20
AtkinsRéalis

AtkinsRéalis  
AtkinsRéalis  
Masdar City Square 
(MC2) 
Case Study
Masdar City Square, Abu Dhabi, UAE
•
Abu Dhabi’s first Zero Energy Office
•
Integrated running and cycling trails, bike-sharing stations, and shaded pedestrian 
paths promoting active lifestyle
•
Focus on energy efficiency, water conservation, and sustainable materials
Challenge
Masdar City Square (MC2) in Abu Dhabi, managed by 
AtkinsRéalis, aims to be the Emirate's first net zero 
energy office building, aligning with global 
sustainability goals and Masdar City’s vision for 
renewable energy and sustainable urban 
development. The challenge is balancing these 
ambitious sustainability targets with commercial 
viability.
Action 
AtkinsRéalis has been appointed as MC2 Project 
Manager, working with other delivery partners, 
ensuring the highest standards of project delivery 
and sustainability across all facets and due for 
completion in 2024. The development spans 29,000 
square meters, featuring seven office buildings and a 
parking facility. The project also emphasizes social 
responsibility, providing a safe, inclusive work 
environment, and supporting community initiatives.
Impact
The MC2 project is set to significantly contribute to 
the UAE's Net-Zero by 2050 Strategy, by targeting 
top-tier sustainability certifications. This includes 
the first and largest Zero Energy certification under 
the International Living Future Institute for the 
iconic Head Quarter building, alongside other 
sustainability certifications such as 4 Pearl Building 
Rating System under Estidama, LEED Platinum, and 
WELL Gold.
21
AtkinsRéalis

AtkinsRéalis  
ENGINEERING A 
BETTER FUTURE
Responsibly Building New Infrastructure 
22

AtkinsRéalis  
The Need to Future-Proof New Infrastructure
Infrastructure was responsible for 79% of all GHG emissions in 2021 and 88% of 
estimated adaption costs between 2010 and 20501
Commercial requirements for new infrastructure build considerations: 
Delivering on these requires both engineering expertise and the experience of 
understanding the impacts of the asset over its whole lifecycle
But is it enough? And how would we know if it 
were?
FINALLY, GREEN INFRASTRUCTURE 
SPENDING IN AN AMOUNT THAT 
STARTS WITH A “T”
Biden Details $2 Trillion Plan to Rebuild 
Infrastructure and Reshape the Economy
Reducing Carbon Pollution Through 
Infrastructure
A Roadmap for Congress
Investing in clean energy, transportation, buildings, 
industrial innovation, and more could cut more than 
800 million metric tons of carbon pollution in 2030.
New report reveals how infrastructure defines 
our climate
UN ENVIRONMENT PROGRAMME
THE NEW YORKER
CAP | THE CENTER FOR AMERICAN PROGRESS
THE NEW YORK TIMES
UN SDG Targets
Infrastructure Industry Links2
0
169 SDG targets
43%
45%
37%
21%
48%
80%
92%
All Sectors
1
2
3
Adaption to current and future climate uncertainties, 
Contributions to decarbonization of a nation’s economy, and 
Protection of natural environment and habitats
23
1. Source: UNOPS Infrastructure for Climate Action report  2. Represents sector influence on the 169 targets of the 17 UN Sustainable Development Goals (UN SDG) from UNOPS report

AtkinsRéalis  
Responsibly Building New Infrastructure
4
Providing innovative, smart and sustainable solutions which 
positively impact society 
1
We are a market leader in transport, water and defence infrastructure 
in the UK, and in transport infrastructure in Canada
2
Experts in Critical National Infrastructure security, with established 
relationships with key government clients
3
Decades of experience in engineering, managing projects, maintaining and 
operating assets provides us with industry-leading data and technology 
solutions for the most efficient operation of infrastructure assets
Our Advantages
24

AtkinsRéalis  
AtkinsRéalis  
Responsibly Creating an Iconic 
Landmark
Case Study
Challenge
Sustainably build a future-proof highway across the 
St. Lawrence river, one of North America’s busiest 
spans and a key freight corridor between Canada and 
the US, with challenges like durability requirements 
of 125 years for the bridges and protection. 
Action 
With the support of key partners, we are responsible 
for the design, construction, financing, operations, 
maintenance, and rehabilitation of the project. A host 
of environmental requirements regarding water 
quality, surrounding wildlife, air and noise 
management, waste management, use of recycled 
material and nuisance during construction were an 
integral part of the project.
Impact
50M commuters/year representing $20B in 
international trade travel over the bridge. Dedicated 
public transit lanes for the REM light metro network 
and a new multi-use path were added. Fish passages 
were installed during construction to ensure 
migration and new habitats were built close to the 
bridge. Biologists safely relocated DeKay’s brown 
snakes (a threatened species) outside the work zone 
and installed barriers to keep them from returning. 
The project earned 14 awards, including the 
ENVISION® Platinum Award from the Institute for 
Sustainable Infrastructure, for the work.
25
AtkinsRéalis  
New Samuel de Champlain Bridge Corridor Project
•
First large-scale project in Canada to receive the ENVISION® Platinum  award for 
sustainable infrastructure
•
Dedicated public transit lanes for the light rail transit system (REM) and new multi-
use path
•
Stringent ecological, social and technical requirements often exceeded

AtkinsRéalis  
AtkinsRéalis  
Revitalizing UK’s Economic 
Heartland
Challenge
Poor transportation links between many large cities 
in the UK, and their hinterlands, prevent the 
harnessing of the capabilities of the region as a 
whole. Building a strategic rail transport link 
connecting East Anglia with central, southern, and 
western England connects areas with intellectual 
capital, like university towns, with neighboring areas, 
boosting the long-term economic viability.
Action 
We entered the project with a deep understanding of 
the needs and challenges, having delivered the 
original business case, design, and economic 
appraisal. Our digital engineering team is part of the 
core function. Digital models were used for planning, 
methodology of works, and beyond. It was also 
instrumental in effectively communicating with local 
communities. A team of ecologists were involved to 
preserve animal habitats along the routes.
Impact
Our expertise and innovation is delivering economic 
and ecological value. A large team of experts, 300 at 
one point, were dedicated to develop intelligent 
solutions to ensure protected species and their 
habitats in Oxfordshire and Buckinghamshire 
remained undisturbed. Thus far, we achieved a 
capital cost saving of over £39M and a 7-month 
reduction in overall delivery in the second phase. 
East West Rail (EWR)
•
Boosting economic viability of hinterlands
•
Preserving ecological habitats and achieving biological net gains
•
Capital cost savings
•
Digital engineering
Case Study
26
AtkinsRéalis

AtkinsRéalis  
ENGINEERING A 
BETTER FUTURE
Building Resiliency to Climate Change Impacts
27

AtkinsRéalis  
The Urgent Need for Climate Resiliency
NBC MIAMI
FEMA Changes to Flood Insurance Renewals 
Now Factor in Sea Level Rise
Where Rising Seas Threaten Drinking Water, 
Scientists Look for Affordable Solutions
SCIENTIFIC AMERICAN
Researchers are looking to identify areas facing saltwater intrusion on the Atlantic and Gulf 
coasts
Biden Announces Record Amount 
of Climate Resilience Funding
The Federal Emergency Management Agency 
will give states $3.5 billion to prepare for 
disasters, as wildfires and other calamities 
pummel the country
THE NEW YORK TIMES
AP NEWS
ON THE GROUND
‘This was our forever home’: 
floods, climate change and the 
end of one Alberta community
Storms batter aging 
power grid as 
climate
disasters spread
What climate change will mean for your home
Experts are assessing how the likely increase of violent storms, wildfires, floods, 
droughts and extreme heat will affect property values and maintenance costs
•
Climate change poses clear and present dangers to 
lives, livelihoods, and infrastructure
•
Sea level will likely rise significantly putting 800M 
people in coastal cities at direct risk as early as 20501
•
19,000 sq/km of land will be permanently lost in Europe 
with estimated economic costs of around $20B a year2
•
By the end of this century, what have been once-in-20-year 
extreme heat days (one-day events) are projected to occur 
every two or three years over most of the US3
•
Around 1 million animal and plant species are now 
threatened with extinction, many within decades, more 
than ever before in human history4
•
A June 2019 World Bank report highlighted that $4.2T 
could be saved by investing in more resilient 
infrastructure
28
1. Source: Secretary General of the United Nations 2. Source: OECD – Costing Climate Change Impacts and Adaptations in Europe 3. Source: The Effects of Climate Change (NASA) 4. Source: 
Nature’s Dangerous Decline (U.N.)

AtkinsRéalis  
AtkinsRéalis  
Building Resiliency to Climate Change Impacts
01
Services that help adapt to the impact of climate change to property 
and people while ensuring safe functioning of critical infrastructure and 
boosting resiliency of supply chains
Long history of delivering climate change impact work, particularly with 
the US Federal Emergency Management Agency (FEMA)
02
03
Scalable proprietary data-driven solutions that provide reliable risk 
analysis
Our Advantages
29
04
Holistic solutions, including Biodiversity Net Gain, protecting and investing 
in Natural Capital and providing nature-based solutions to mitigate and 
adapt to climate change while providing benefits for biodiversity in line 
with the UN Global Biodiversity Framework

AtkinsRéalis  
AtkinsRéalis  
Strengthening Disaster Preparation 
and Response
Challenge
Communities need to prepare for, respond to and 
recover from natural and manmade disasters. 
Response teams need reliable and accessible flood 
risk data & analysis and the ability to effectively and 
efficiently conduct post-disaster building 
performance analysis.
Action 
Our wide range of expertise allows the US Federal 
Emergency Management Agency (FEMA) to account 
for a myriad of variables at play in disasters. Working 
with partners we will provide housing inspection 
services in support of FEMA’s Individual Assistance 
Program used to verify damages to residential 
housing affected by a disaster and determine the 
amount of federal aid to be granted. To help 
communities prepare for and respond to flood risks, 
we developed FloodMap Desktop, the only publicly 
available digital flood insurance rate map software 
on the market, enabling users to create discovery 
maps, flood hazard profiles, flood risk reports and 
databases, quality control reports, and flood 
insurance studies.
Impact
From coastal and structural engineering to 
probabilistic analysis and data science, we are 
trusted to help save lives, livelihoods, and property. 
Our digital transformation will further strengthen 
the abilities of nations minimizing disaster impacts.
•
Trusted partner in saving lives, livelihoods and property
•
Diverse experience that supports prevention and impact mitigation
•
Digital evolution to further strengthen response
Housing Inspection, STARR II JV and FloodMap Desktop
Case Study
30
AtkinsRéalis

AtkinsRéalis  
TAKING CARE OF PEOPLE
31

AtkinsRéalis  
Taking Care of People
04
Committed to Health and Safety, including mental health, of our people
01
Highly engaged employees – 87% engagement rate is above the 
benchmarks for the Construction and Professional Services industries1
02
Strong ability to attract and retain employees – 90% are proud to work 
with us and 91% would recommend us as an employer2
03
Equality, Diversity and Inclusion is a business asset – 90% of our 
employees say their ideas were taken into consideration by their teams; 
90% say we truly value diversity and inclusion2
Our Advantages
05
Providing affordable housing, combating Covid outbreaks, and 
partnering with indigenous communities, we are working to improve 
society
32
1. Source: Data from independent, third-party employee engagement survey conducted in 2023. 2. Source: Data from independent, third-party employee engagement survey conducted in 2023, 
and not internally or externally assured.

AtkinsRéalis  
Engaging Team Members
Focus aread of engagement include:
•
Attention to safety
•
A great working environment and respect for colleagues
•
Autonomy, flexibility and openness to new ideas
•
Strong client orientation
•
The direct manager as a catalyst of engagement: 
They support and empower staff, communicate well with 
their teams, provide feedback and foster learning
AtkinsRéalis1
Construction 
(Benchmark)2
Professional 
Services
(Benchmark) 2
Engagement
87
79
76
Involvement
88
80
78
Alignment
85
79
76
Loyalty
87
77
75
Employee Engagement Survey Results (%)
Beating the benchmarks but not satisfied yet
Lava Labs – Where highly-engaged workforce connect to 
deliver value innovatively and sustainably.
• A key aspect of enhancing sustainable outcomes in projects is our ability to bring together technology and data with our great 
people. Our new state-of-the-art facilities, called Lava Labs, are designed to harness our global expertise from across our 
businesses together to collaborate and communicate with customers and with each other. Lava Labs include immersion 
rooms, virtual reality areas and collaboration zones to fundamentally change the way we work. Lava Labs are part of our 
strategy to take a leading role in disrupting the industry through connecting people, data and technology to deliver solutions 
and outcomes that address the planet’s most complex problems.
33
1. Source: Data from independent, third-party employee engagement survey conducted in 
2023. 2. Source: Data from independent, third-party employee engagement survey conducted 
in 2023, and not internally or externally assured.

AtkinsRéalis  
Nurturing a Culture of Excellence
Established Reputation and 
Culture Attract and Retain Top Talent 
We Value And Recognize 
Technical Excellence
• ~39,000 total workforce delivering value to clients2
• >2,000 early careers hired or participating in 
graduate programs in 2023
• Global practice collaboration, aided by our digital 
strategy, brings added value to clients
Continued Investment in Skills 
and Capability
• Focused on staff’s digital skills - harnessing data and 
technology and use of our Global Technology Center
• Suite of world-class leadership programs 
(e.g., Executive Leadership Program with Saïd 
Business School, Oxford University) delivers high 
performance culture
AtkinsRéalis Academy
The AtkinsRéalis Academy is an 
important force in shaping the future 
of our organization and a key element 
of our global people development 
strategy. At the AtkinsRéalis Academy, 
we address corporation-wide 
development needs, develop key 
competencies and create an 
environment that promotes 
networking, collaboration and sharing 
of best practices.
78% Construction (Benchmark)1
77% Prof. Services (Benchmark)1
91%
of staff would 
recommend as 
an employer1
vs.
76% Construction (Benchmark)1
75% Prof. Services (Benchmark)1
90%
of staff are proud 
to work for 
AtkinsRéalis1
vs.
34
96%
93%
93%
92%
feel trusted by their immediate manager to 
organize their work, regardless of where they are 
doing it1
confirmed that their manage supports the 
establishment of hybrid and flexible ways of working 
where appropriate1
feel able to discuss any issues or new ideas with their 
immediate manager1
feel encouraged by their manager to take initiative
at work1
1. Source: Data from independent, third-party employee engagement survey conducted in 2023 and not internally or externally assured. 2. As of  September 30, 2024. Excludes Linxon.

AtkinsRéalis  
We believe different views, experiences and 
opinions enhance our ability to create 
sustainable solutions for our clients and our 
communities 
Questions
Score % Agree
Construction)
Professional Services
ED&I Index
90
78
77
I feel valued and recognized for the work that I do
82
76
73
I am treated with fairness and respect
93
78
78
I feel at ease among my colleagues
95
83
82
AtkinsRéalis truly values the diversity and inclusion 
of its employees
90
77
75
My colleagues are supportive when I struggle 
with something
94
81
80
At AtkinsRéalis people are given opportunities to 
grow whatever their background is
84
74
75
Cultivating Equality, Diversity & Inclusion 
as a Business Asset
Equality, Diversity and Inclusion Index1
35
Different Makes A Difference
Global ED&I program launched in 2021
70
Languages 
spoken amongst 
our employees
25% by 
2025
Women in 
leadership 
target2
30% 
Female board 
representation 
target
31
Employee 
resource groups
130
Nationalities 
represented
Joined the Global Parity Alliance, a World Economic Forum initiative 
committed to advancing Equality, Diversity, and Inclusion (ED&I)
1. Source: Data from independent, third-party employee engagement survey conducted in 2023; The overall ED&I score is an average of the scores achieved across the six questions above, 
Data is not internally or externally assured 2. Targets also include increasing the proportion of women representation on executive committee, as well as in managers & senior professionals 
to 25% by 2025

AtkinsRéalis  
Fostering Health and Safety
96%
AtkinsRéalis is 
committed to 
the safety of all 
employees1
2018 – 2023 Total Recordable 
Incident Frequency (TRIF)
0.08
0.08
0.10
0.10
0.10
0
0.02
0.04
0.06
0.08
0.1
0.12
2019
2020
2021
2022
2023
2023 TRIF Target = 0.09
Incident Frequency / 200,000 
hours
2018 – 2022 Total Environmental 
Incident Frequency (TEIF)
0.23
0.15
0.36
0.40
0.01
0
0.1
0.2
0.3
0.4
0.5
0.6
2019
2020
2021
2022
2023
2023 TEIF Target = 0.04
Incident Frequency / 200,000 
hours
vs.
81% Constr.
(Benchmark1)
80% Prof. 
Services 
(Benchmark1)
36
Our commitment to physical safety is evident from our 
continuing low Total Recordable Incident Frequency 
(TRIF) and our continual efforts to explore new and 
innovative approaches to worker wellbeing
The fulfillment of our corporate purpose involves 
ensuring we carefully manage potential incidents that can 
cause significant environmental impact or notices of 
violation
Performance is recognized by team members with an 
approval score that handily leads industry benchmarks
• In partnership with the Canadian Mental Health 
Association, we offer the “Not Myself Today” training 
program to increase mental health awareness, reduces 
stigmas, and fosters a safe and supportive work cultures
• Our Wellness Wednesdays monthly posts are reminders 
of the resources available to our team members
• Our ED&I scores demonstrate that key aspects of team 
members’ mental health are taken care of
1. Source: Data from independent, third-party employee engagement survey conducted in 2023 and not internally or externally audited.

AtkinsRéalis  
Giving Back to Society
Beyond addressing the impacts of climate change, our work continues to help vulnerable sections of society
Creating Affordable 
Housing 
EDAROTH (our own initiative) is working with 
local authorities in the UK to increase the 
supply of affordable and sustainable housing, 
alleviating the pressure of thousands on the 
waiting list. 
Supporting Academic 
Achievement 
Partnering with Alloprof, a charitable organization 
that offers elementary and high school students 
free help with their homework. Our donation is 
being used to create, promote and host a virtual 
education assistance tool for students who are 
struggling with certain school subjects
Indigenous People In Our Success 
We are an Aboriginal Procurement Champion, 
accessing procurement opportunities via the 
Aboriginal Procurement Marketplace and the largest 
directory of Certified Aboriginal Businesses, 
independently certified as at least 51% Aboriginal 
owned and controlled. We also launched Indigenous E3 
and ReconciliACTION Plan (RAP), our initiatives 
supporting Indigenous peoples’ advancement and 
long-term prosperity
37
AtkinsRéalis

AtkinsRéalis  
ROBUST 
GOVERNANCE 
STRUCTURE
38

AtkinsRéalis  
Robust Governance Structure
04
A diverse and independent board with the right skills
01
World-class integrity program
02
Recognized as a Compliance Leader by Ethisphere Institute; Achieved 
industry-leading scores in Corporate Behavior and Governance from 
MSCI and “Negligible Risk” tags from Sustainalytics for Business Ethics, 
Bribery & Corruption, Health and Safety, and Human Rights
03
Further strengthened ESG commitments by adding responsibilities to 
the Governance Ethics and Sustainability (GES) Board Committee, 
expanding ESG links to annual incentive plans, publishing a detailed 
TCFD report, and committing to SBTi targets and recommendations
Our Advantages
39

AtkinsRéalis  
Clear, strong, and consistent actions to embed 
integrity in our operations have been recognized 
and rewarded
Actions
Embedding Integrity 
into Operations
Integrity Culture Pillar
AtkinsRéalis 
20231 score
Ethisphere 
benchmark 
2022
Awareness of the program and resources
Familiarity with the assets and efforts of the Integrity function
94%
93%
Observing and reporting misconduct
Comfort in reporting perceived misconduct, the reason for 
doing so, and potential reporting barriers
87%
81%
Perceptions of Peers and Environment
Perceived priorities of coworkers, the values of their 
organization, and willingness to share opinions
91%
88%
Organizational justice
Perception of whether the company holds wrongdoers 
accountable and the awareness of discipline
85%
75%
Manager perceptions
Perceptions of supervisor’s conduct and communication; 
comfort approaching with concerns
79%
75%
Perceptions of leadership
Perceptions of the conduct, values, and communications 
of senior leadership
89%
85%
•
Mandatory annual Training & Code of 
Conduct certification for employees
•
Anonymous, confidential and 
independent 24/7 line to report 
integrity concerns
•
The appointment of a Chief Integrity 
Officer who reports directly to the 
Board of Directors
•
A compliance investigation team 
separate from the internal audit 
function, for all alleged violations by 
employees, former employees, 
partners, suppliers & subcontractors
•
The inclusion of integrity in the overall 
assessment of employees entitled to 
the Annual Incentive Plan
•
Establishment of an Ethics and 
Compliance Committee to address 
HR, ethics and compliance 
investigations; committee ensures 
consistent measures and corrective 
actions are taken to uphold integrity
•
Mandatory integrity checks for all 
third parties
•
Supplier Code of Conduct
Prestigious Compliance Leader Verification from the 
Ethisphere Institute for 2023-2024, extending an earlier 2021-
2022 and 2019-20210 verifications; assessment is the result 
of an extensive review of our Integrity program and 
implementing their improvement recommendations.
01
02
AA rating by MSCI led by 
industry-beating scores 
in Corporate Behavior 
and Governance
03
“Negligible Risk” tags 
by Sustainalytics for 
Business Ethics, Bribery 
& Corruption, Health & 
Safety, Health and Safety, 
and Human Rights
Recognitions
40
1. Source: Analysis for AtkinsRéalis conducted in 2023 and not internally or externally audited.

AtkinsRéalis  
Strengthening Our ESG Commitments
41
Overseeing ESG responsibilities,  aligning incentives, and fortifying our net zero pathway
The Members of the GES Committee
Gary C. 
Baughman
Robert 
Paré
Linking ESG and Integrity Targets to 
Annual Incentive Plan
In 2021, the ESG measures in our Annual Incentive Plan (AIP) were 
Integrity, Health & Safety, and were expanded to include Equality, Diversity 
& Inclusion. The latter was included as a personal goal for Named 
Executive Officers, the  Executive Committee and Operational Leaders  
Group (~45 leaders).
In 2024, the ESG measures included Integrity, Health, Safety & 
Environment, Equality, Diversity & Inclusion and Sustainability measures 
constituting 12.5% of the AIP for all participants.
GES Committee Role
The Governance Ethics and Sustainability (GES) Committee has oversight 
of integrity issues and the ESG and sustainability framework, governance, 
and strategy as part of its duties and responsibilities, including monitoring 
progress and ensuring accountability against publicly disclosed ESG 
targets. 
Their responsibilities include:
•
The review and monitoring of the development and implementation of 
ESG performance targets and metrics
•
The oversight and review of the sustainability report and any other 
material ESG-related public disclosures, and
•
The review of social responsibility activities, community engagement 
efforts, and other ESG and sustainability-related matters 
Benita M. 
Warmbold
(Chair)
Fortifying Net Zero path with commitments to 
SBTi targets and recommendations and TCFD 
reporting
In 2022, we committed with SBTi to transparently set emissions reduction 
targets in line with what climate science says is necessary to limit global 
warming to 1.5°C.
In 2022, we published our inaugural TCFD report
Nathalie
Marcotte

AtkinsRéalis  
Oversight by a Skilled, Independent Board
William (Bill) L. 
Young
Board (Chair)
Gary C. Baughman
GES Committee
SPOT Committee
Mary-Ann Bell
HR Committee (Chair) 
Audit & Risk Committee
IanL. Edwards
Presidentand Chief Executive 
Officer, AtkinsRéalis  
Ruby McGregor-Smith, 
CBE
Audit & Risk Committee
SPOT Committee
Robert Paré
GES Committee
SPOT Committee
Skill / Competency Matrix1
Professions Services/Project Management
CEO/C-suite Experience
Risk Management
Talent Management/Exec. Comp/ED&I
Engineering Services
Natural Resources and Energy
Extensive Knowledge/Experience of Can, US & UK Markets 
Accounting/Finance
M&A
Transportation & Infrastructure
Operations
Capital Markets
ESG & Climate
Technology/Cyber Security
Government/Regulatory Affairs
Board Statistics
36%
Female
91%
Independent
42
1. Source: AtkinsRéalis Proxy Circular (March 25, 2024) and excludes two newest board members: Nathalie Marcotte and Sam 
Shakir. *SPOT: Safety, Project Oversight, and Technology, GES: Governance, Ethics and Sustainability, HR: Human Resources.
Christie J.B. Clark
Audit & Risk Committee 
(Chair)
HR Committee
Nathalie Marcotte
Audit & Risk Committee 
GES Committee
Benita M. Warmbold
GES Committee (Chair)
HR Committee
Michael B. Pedersen
SPOT Committee (Chair)
HR Committee
Sam Shakir
Audit & Risk Committee
SPOT Committee

AtkinsRéalis  
Key Takeaways 
and Focus Areas
43

AtkinsRéalis  
Well-Positioned to 
Engineer a Better Future
01
Our corporate purpose drives 
how we deliver value to 
customers, how we manage 
resources, and how we 
innovate 
04
Our industry-beating scores in 
talent attraction and retention 
drives innovation and the 
ability to deliver value 
sustainably
02
We are well-positioned to 
continue capitalizing on the 
rising public and private 
investments in green energy, 
decarbonization, responsible 
new build, and building 
resiliency to climate change 
impact
05
Clear, strong and consistent 
actions to embed integrity in 
operations, overseen by a skilled 
and independent board, is 
recognized by MSCI and 
Sustainalytics among others
03
~50%1 of 2023 revenues from 
sustainable projects 
contributing to a sustainable 
future and carbon-free 
economy
44
1 According to management estimates

AtkinsRéalis  
45
Our ESG Focus Areas
Our own GHG emissions / 
energy usage
As our Engineering Net Zero 
offering helps clients decarbonize, 
we are leading by example. That 
starts with a net zero target that is 
ahead of those set in the context 
of the Paris Agreement.
Internal
External
Employee engagement
Fostering engagement, 
involvement, alignment and loyalty 
amongst our workforce.
Equality, Diversity, and 
Inclusion (ED&I)
Our diversity is a key strength in 
helping us to understand and 
meet client needs worldwide.
Managing ESG impact of 
projects
• Reducing water, energy and raw 
materials consumption.
• Reducing the release of 
contaminants in the 
environment.
• Creating social value and 
community benefits.
• Protecting human rights.
• Protecting and increasing 
biodiversity.
Business mix that 
addresses climate change
• Opportunities in Nuclear.
• Opportunities in Rail and Transit.
• Buildings & Places: climate 
change resiliency & lifecycle 
impacts.
CORE PILLARS 
ENABLING ESG 
ACTIVITIES
Integrity
Digital
Health & 
Safety
Education on 
sustainability