A Deep Dive Into EDPM

›December 2019

Forward-looking statements

Reference in this presentation, and hereafter, to the “Company” or to “SNC-Lavalin” means, as the context may require, SNC-Lavalin Group Inc. and all or some of its subsidiaries or joint

arrangements, or SNC-Lavalin Group Inc. or one or more of its subsidiaries or joint arrangements.

Statements made in this presentation that describe the Company’s or management’s budgets, 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”, “cost savings”, “estimates”,

“expects”, “goal”, “intends”, “may”, “plans”, “projects”, “target”, “should”, “synergies”, “vision”, “will”, or the negative thereof or other variations thereon. Forward-looking statements also include any

other statements that do not refer to historical facts. Forward-looking statements also include statements relating to the following: (i) future capital expenditures, revenues, expenses, earnings,

economic performance, indebtedness, financial condition, losses and future prospects; and (ii) business and management strategies and the expansion and growth of the Company’s operations. 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, 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. The assumptions are set out

throughout the Company’s 2018 Management Discussion and Analysis (MD&A) and as updated in the first, second and third quarters of 2019. If these assumptions are inaccurate, the Company’s

actual results could differ materially from those expressed or implied in such forward-looking statements. 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 2018 MD&A and

as updated in the first, second and third quarters of 2019.

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EDPM leadership

Philip Hoare

President EDPM Appointed in March 2019

› 22 years with Atkins / EDPM. Joined Atkins in 1997 and has held several

senior positions including leading the transportation division and operations

across Europe and CEO UK & Europe from 2017 to 2019

› Member of Institution of Civil Engineers

Appointed in October 2017

Chris Birdsong

CEO Asia Pacific Appointed in 2010

› Joined Atkins / EDPM in 2007 and appointed managing director of the UK Management

Consultants

› Previously worked for Bechtel for over 30 years in project development and delivery

› Fellow of the Institute of Business Consulting (IBC) and is on the IBC Council

George Nash

President & CEO North America Appointed in 2016

› Joined Atkins / EDPM in 2016 from AECOM, where he most recently served

as Group President of Energy, Infrastructure and Industrial Construction

› More than 30 years of experience providing a wide range of consulting, engineering, design,

construction and commissioning services to markets worldwide

› Bachelor’s degree in Mechanical Engineering from Brown University and registered

professional engineer

Simon Cole

Senior Vice President Finance

› 33 years with Atkins / EDPM

› Previously Atkins Group Financial Controller and divisional

Finance Director

› Group including the UK and Far East, Major project P3 / PPP experience as

Controller and Finance Director

› Fellow of the Chartered institute of Certified Accountants

Richard Robinson

CEO UK&E Appointed in November 2019

› Previously the Chief Operating Officer at HS2 and has held senior

leadership roles at AECOM, BAA Heathrow, and Anglo American

following his early career at ICI

› Chartered Chemical Engineer

Cris Dedigama

CEO MEA

› Appointed in November 2019

› Spent 30 years leading projects and managing operations in the engineering and

construction sector

› Developed SNC-Lavalin’s Infrastructure sector in the Middle East region.

Appointed in November 2019

The driving force behind a successful business

3

EDPM

World-Class global consultancy business with highly respected Atkins and

F&G brands with 80+ years of design and engineering history

Robust growth prospects driven by core UK and European markets and

significant opportunities in underpenetrated North American and APACmarkets

Leadership in digital innovation to enhance customer delivery and expand service offerings

Global consultancy business

Multidisciplinary team of ~21,000 professionals that delivers comprehensive end-to-end

project solutions across design, engineering and project management consultancies

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World-class services provider

UK & Europe

~ 9,300 employees

North America

~ 6,500 employees

Asia Pacific

~ 1,250 employees

Global Design

Centre (India)

~ 2,150 employees

Middle East

& Africa

~ 1,800 employees

Core business is helping

clients plan, design and

enable major capital

programs

Atkins, Member of the

SNC-Lavalin Group, is one

the world’s most respected

design, engineering and

project management

consultancies

Delivering End-to-End

Service OfferingWith Global Delivery Capabilities and

~ 21,000 people across four regions

To infrastructure and transportation sectors

5

Professional services

Business Highlights

› Services oriented business with inherently low financial risk / asset light

model leading to consistent and predictable marginprofile

› Negligible / limited exposure to construction risk

› Lower project investment costs and lower third party project costs

› “Book and burn” business model – short / medium term contracts, framework

and master service agreements with robust replenishmentrates

› ‘Seller doer’model

› Blue chip public and private sector client base with recurring business and with

over 20,000 contracts globally

› 90% of revenues sourced from government procurement agencies and 10%

from private sector

Attractive and

diversified

consultancy model

Oriented business model

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Professional services

Revenue Segmentation

FY18 Contract Type

Approx. even revenue contribution across

service offerings with ~1/3 of revenue

generated from long-dated recurring

framework agreements

FY18 Offering Mix

Largely services oriented business with a

focus on design, consultancy and project

& program management

Sector Exposure

› Revenue base diversified across sectors

› Increased resilience against sector

cyclicality

Oriented business model

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Consultancy

Large Programmes

Frameworks

38%

30%

32%Consultancy

Design

Project & Program

Management

35%

21%

6%

Rail

Roads

E&W

Buildings

Defence

Airports

Industrial/ Other22%

10%

24%

9%

6% 4%

Other

Attractive and

diversified

consultancy model

25%

38%

Robust revenue growth and industry-leading profitability

Resilient and Growing

Revenue Base

Consistent growth driven by robust

markets in key geographies

Contracts diversification and broad

geographic mix of longstanding clients in

our portfolio mitigates risk and volatility

Industry Leading Profitability

Strategic focus on profitability by focusing

on higher margin work

2018 margin improvement explained by

acquisition synergies, improved efficiency,

productivity from operating model,

efficiencies of scale and use of the Global

Design Centre

1

2LTM Q3 2019FY 2018

$3,896M$3,676M

9.3%9.6%

Revenues Segment EBIT* Margin

Delivering

8

Resilient Business

Model with

Industry Leading

Profitability

Note: Segment EBIT* margin % calculated on a gross revenue basis

* Non-IFRS measure, additional details can be found in SNC-Lavalin’s MD&A

Highly respected and well-known

Atkins and F&G brands

Strong global footprint across North

America, UK & Europe, Middle East

and APAC

New digital capabilities transforming

design and creating new digital

services and platforms

Full spectrum, end to end

engineering consultancy services

across a broad range of markets

Ability to attract and retain the world’s

best engineering talent

9

Why we win

SNC-Lavalin’s EDPM division is a world leading global consultancy business

10

Global Strength and Depth

in Rail and Transit

Crossrail, London, UK

Market capabilities

11

Technical Excellence in

Roads and Bridges

Project Neon, Nevada, USA

Market capabilities

12

World-class Reputation

in Masterplanning

Asia Aerospace City,Malaysia

Market capabilities

Growing Defence and

Cyber Security Expertise

Horizon Energy Security Standards Review

13

Market capabilities

14

Project and Programme

Management

The Royal Atlantis The Palm, Dubai, UAE

Market capabilities

15

Delivering New Technology

Biometric Recognition, HeathrowAirport

Market capabilities

16

End-to-end Consultancy and

Advisory Capability

Reshaping our Cities

Market capabilities

Aligned Corporate Culture and Values

Merger of legacy SNC-Lavalin rail & transit with Atkins

increasing depth and breadth of capabilities and

leading to significant project awards

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Depth and breadth of combined capabilities

resulting in incremental project wins

› Leveraging enhanced capabilities across the platforms leading

to significant project awards

› Inland Rail PMO Contract

› Metro PMO Contract

› Bakerloo Line extension contract

Consolidation of Best-in-Class Practices with

Legacy Canadian Infrastructure Engineering

› Transfer of deep pool of knowledge and expertise to legacy

Canadian Infrastructure Engineering through integration with

EDPM

› Facilitates sharing of world class digital capabilities

Realization of cost synergies

Successfully executed integration plan and delivered targeted

$120M cost synergies within 18 months post acquisition

Driving revenue and cost synergies

Successful integration

EDPM growth strategy

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Grow our Core

UK&E, MEA, North America, AsiaPAC

Maximise position on Transformational projects

New Growth Areas

North East and North West USA

Australia

Harnessing Data and Technology

Design Transformation

Digital Asset Management

Intelligent Mobility

2

Levers to drive continued growth

Lead the transformation ofthe infrastructure sector by

harnessing data and technology across our

services

1

3

UK & Europe

Continued pursuit of infrastructure opportunities,

focusing on roads, rail, water, defense and security

Continued diversification from public infrastructure

in Hong Kong

Focus on urban planning, architecture and design

in mainland China

Multidisciplinary integrated services emphasizing

on major projects

Asia Pacific

Middle-East & Africa

1 Grow our core

19

North

America

UK &

Europe

Asia

Pacific

ME

A

Significant growth potential across core geographies

Invest for further scale to capture the tailwinds in the

transportation market

Attractive Canadian market with projected

infrastructure spending of $165B across all

levels of government

North America

North East and North West United States

Ability to enter in underpenetrated

markets in growing US

infrastructure sector

Continued momentum in

gaining further market share Strong industry tailwinds

Australia

EXISTING HUBS NEW SOUTH WALES

WHITE SPACE VICTORIA

FUTURE WHITE SPACEMidwest Mid Atlantic

2 New growth areas

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Opportunity to expand in US & Australia

›To position EDPM ahead of its competitors

FUNCTION BENEFIT

DIGITAL

EXPERTISE

OUR FUTURE VALUE DEPENDS ON OUR ABILITY TO EXTRACT VALUE FROM

ASSET DATA

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3 Harnessing data & technology

EDPM

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To revolutionize client outcomes

3 Harnessing data & technology

The future of our industry is about transforming each stage of the

lifecycle by creating design and engineering solutions for the future of

the asset, making the build more certain and providing data rich

asset management.

Whilst we remain engineers, to be the disruptor not the disrupted,

we are equipping ourselves to be the industry experts in information

management and data analytics.

TIME

DIG

ITA

L T

RA

NS

FO

RM

AT

ION

NOW

THE

EVOLUTION

WE ARE ALL ON

PREPARING THE

FOUNDATIONS SINCE 2016

TIME TO JUMP OFF THE CURVE DELIVER

AHEAD OF CLIENT EXPECTATIONS &

TRANSFORM THE SECTOR

HARNESSING THE POWER

OF TECHNOLOGY AND

COLLABORATIVE

WORKING

Creating a “mature”

truly digital company

An environment for

innovation and collaboration

Opportunities for new

business models

23

To transform consultancy sector

3 Harnessing data & technology

23

THROUGH AUTOMATION + ACTIONABLE INSIGHT

1ENGINEERING

DESIGN

2PROJECT

MANAGEMENT/PMO

3CONSULTANCY

24

To evolve our services and drive better outcomes

3 Harnessing data & technology

Task Based ProjectsWork Package Programs Clients GDC + HVEC Integration

GDC2.0 Launch

+2,500EMPLOYEES

4OFFICES

2,100TECHNICAL

RESOURCES

24x7OPERATIONS

72%BELOW AGE OF 35

97CHARTERED/

PROFESSIONAL

ENGINEERS

24%WOMEN; 6% OF

MANAGEMENT

39TECHNICAL

AUTHORITIES

Highly-skilled resources providing technical support for global operations and project delivery

2

5

To exploit the potential of our global design centre

3 Harnessing data & technology

2007 2009 2011 2013 2015 2018-19

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THE DIGITAL AIRPORT

$20M

Queue measurement and management

We are installing camera sensors and a back-

end analytics system across the airport to

monitor and enhance the flow of passengers.

REVENUE POTENTIAL

OVER 18 MONTHS

26

25% TIME SAVING FOR

US AND THE CLIENT

Machine learning

Using artificial intelligence technology,we

applied machine learning to the analysis of

pavements and roads for a project that

covers 4,000 miles of data. The expectation

was to reduce the time stress detection

took – a time frame that has never been met

before. The client benefited from faster

access to data and the ability to make faster

decisions about issues.

Data Transfer Systems

27

MARKET LEADERS

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$77MREVENUE

Cyber delivery partner

For this security client we have provided

technology, delivery and engineering

consultancy across their cyber portfolio,

reducing their exposure to cyber risks.

Our full range of cyber consulting services

include strategy, asset management, threat

identification, programme management and

education.

Confidential Client

$8BEST. UK MARKET

$106M3 YEAR PIPELINE

Atkins is delivering on the East West Rail Project

Phase 2 - a major programme establishing a

strategic railway connecting East Anglia with

Central, Southern and Western England.

Having developed an augmented reality mobile

app displaying all utilities and modelling data in

real-time, we are simplifying the communication of

complex data quickly and reliably across all

project stakeholders.We are also applying BIM

across all elements of the project.

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EAST WEST RAIL PROJECT PHASE 2

$115MREVENUE

OVER 3 YEARS

~$49MREVENUETHIS YEAR

›Through our people

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Attracting & Retaining Top Engineering Talent

› Our growth relies on attracting and retaining the

most talented and capable people in the sector

› The Atkins and F+G brands are key to attraction

globally – in the UK&E in 2019, we’ll recruit 400

graduates from over 12,000 applications

› Headcount has grown significantly since acquisition

› We aim to be the employer of choice in our sector,

championing diversity, inclusion and wellbeing -

acknowledged through numerous awards

Recent Employer Awards

Global Workforce Growth &

Declining Attrition

2017A 2018A 2019F

18,200 20,000 21,000

Canada

EDPM excl.Canada

Atkins a Member of the

SNC-Lavalin Group is a premier

employer in the industry

Driving growth

3 4World-Class

Global Consultancy

Business

World-Class global consultancy

business with highly respected

Atkins and F&G brands with 80+

years of design and engineering

history

Robust Growth

Prospects Through Well

Funded Global

Infrastructure Markets

Robust growth prospects driven by

in core UK and European markets

and significant opportunities in

underpenetrated North American

and APAC markets

Leading Edge

Digital Capability

Leadership in digital

innovation to enhance

customer delivery and

expand service offerings

Highly diverse and

dedicated workforce

Multidisciplinary team of ~21,000

professionals that delivers

comprehensive end-to-end project

solutions across design,

engineering and project

management consultancies

$

Key takeaways

›World-class

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