WSP Group is a global design, engineering and management consultancy. We work with clients to create built and natural environments for the future. ƒ Introduce our new strategy plan ƒ Meet our executive directors and hear about their businesses: ƒ Rikard Appelgren, European Managing Director ƒ Stuart McLachlan, Managing Director, Environment & Energy ƒ Paul Dollin, UK Managing Director ƒ Insight into a major project: Crossrail, Bond Street Station

1. WSP INVESTOR DAY
November 4th 2010
Chris Cole, Chief Executive
Peter Gill, Group Finance Director
Rikard Appelgren, European Managing Director
Stuart McLachlan, Managing Director,
Environment & Energy
Paul Dollin, UK Managing Director
Crossrail Bond Street Station Presentation

2. 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

3. WSP GROUP STRATEGY
PLAN 2011-2015
Chris Cole, Chief Executive
Peter Gill, Group Finance Director
November 4th 2010

4. 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

5. OUR BUSINESS MODEL

6. 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

7. 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
T
M
FE
IND
UK Europe USA Australia Africa
IND
Middle
East
INFRA
T T T
INFRA INFRA
T
FE
Asia
P
INFRA
M
P P P P PP
IND
INFRA
T
. . .
INFRA
E&E E&E E&E E&E E&E E&E E&E
Strengthen Existing Regions
• Northern Europe
• USA
• Australia
• South East Asia
Sector Reinforcement
• Future Energy
• Transportation & Infrastructure
• Rail
• Industry
DIVERSIFIED REGIONAL AND SECTOR GROWTH

8. 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”

9. 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”

10. 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”

11. 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

12. 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

13. 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

14. WSP GROUP STRATEGY
PLAN 2011-2015
Peter Gill, Group Finance Director
November 4th 2010

15. TRADING RECORD
0
10
20
30
40
50
60
70
80
0
100
200
300
400
500
600
700
800
2005 2006 2007 2008 2009 2010 (market
consensus)
AdjustedOperatingProfit£m
Revenue
£m
Revenue Profit
Operating Margin 6.0% 6.6% 7.5% 7.5% 5.7% 5.5%

16. 0
100
200
300
400
500
600
700
800
900
1000
2011 2012 2013 2014 2015
TRADING TARGETS
OperatingProfit
2011 2012 2013 2014 2015
£1bn
OperatingMargin%
Revenue
Revenue (£m) Operating Margin (%)
0

17. 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

18. DEBT PROFILE
Netdebt(£m)Netcash(£m)
2010 2011 2012 2013 2014 2015
-70
30
0

19. 0
100
200
300
400
500
600
700
800
900
1000
2011 2012 2013 2014 2015
REVENUE TARGETS
2011 2012 2013 2014 2015
£1bn
Revenue
0
Organic Revenue Acquisition Revenue

20. November 4th 2010
EUROPEAN BUSINESS
OVERVIEW
Rikard Appelgren, European Managing Director

21. 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.

22. OUR MARKET PRESENCE
Country Property Transport &
Infrastructure
Environment Energy Industry Managem’t
Sweden
Norway
Finland
Germany
Poland
Major player
Medium player
Small player

23. 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

24. THE FIVE LARGEST CONSULTANTS – 40% OF THE SWEDISH MARKET
0
2000
4000
6000
8000
10000
12000
AF Sweco WSP Ramboll Grontmij
HEADCOUNT
Sweden Rest of group

25. A WELL BALANCED BUSINESS
- Swedish revenue by services and sectors
Public sector
51%
Private Sector
49%

26. 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
5
4
3
2
1
0
-1
-2
-3
-4
-5

27. 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

28.  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

29. WSP ENVIRONMENT &
ENERGY OVERVIEW
November 4th 2010
Stuart McLachlan, Managing Director,
Environment & Energy

30.  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

31. 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

32. 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

33. 3. WHAT WE DO: PREPARING CLIENTS FOR THE FUTURE

34. MASDAR VIDEO

35. 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

36. Climate Change and
Sustainability Strategy
Integrated Energy
Management
Acoustics
EHS Strategy
and Risk
Management
Land
Restoration
and Ground
Engineering
Planning and
Ecosystem Protection
Online Solutions
MY BUSINESS IN PIE CHARTS
UK
Mainland
Europe
Scandanavia
Australasia
USA
MEA

37.  Clear Sighted
 Global Structure
 Delivery Capacity of WSP
 Diversified Market Presence
 Headroom for Growth
 Entrepreneurial Endeavour
 Staff and Track Record
MARKET POSITIONING

38. AN OVERVIEW OF THE UK
BUSINESS
November 4th 2010
Paul Dollin, UK Managing Director

39. Private Sector
70%
Public Sector 20%
International 10%
£30m £100m
Private Sector
50%
Public Sector 20%
International 30%
£15m
Revenue&
Market
Private Sector 30%
Public Sector 30%
Regulated 25%
International 15%
Projects
UK BUSINESS OVERVIEW
Advisory Planning Design Construct
Service
Public Sector
(Highway JVs)
£35m

40. businessmodel
adaptation
design process
innovation
cost
cost
environment
environment
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

41. 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
Margin&CashImprovementGrowth
EMBED
• Talent management
• Design process and off-shoring
• Strategic project wins
• Key client management
ENHANCE
• Selective skills/markets
• Financial/management info.

42. AN OVERVIEW OF CROSSRAIL
BOND STREET STATION
Tim Peet, Lead Engineer
Dave Darnell, Crossrail Framework Director
* note: all images throughout this presentation are work in progress
November 4th 2010

43. Crossrail – The Project
Western 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

44. 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

45. 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)

46. WSP Team
160+
People

47. Team Structure
Tim Peet
Design Management and Assurance
Project Controls
Commercial
CDMC/Risk
Contract
Estimating
WSP Board
Construction
Planning
Architecture
Human Factors
Lighting
Stakeholders
Third Parties
Interfaces
Transportation
Town Planning
Drainage
Environmental
Sustainability
MEP
Rail
Systems
Civil
Structural
Geotech
Fire
Strategic
Review
Group
Dave Darnell
CRL Framework
Crossrail PDP
Bechtel

48. Station Location

49. 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

50. Interfaces – Civils
Station Boxes
Spaceproofing &
Design – C132
SCL Tunnels
Spaceproofing/Fit Out – C132
Detailed Design – C121
Link to Bond St
Spaceproofing – C132
Tunnel – LU
Bored Tunnels
Settlement – C122
“Lead” Design Consultant
WSP (C132)

51. Grosvenor Estates
(WTH)
Westminster CC
(Mayfair)
Great Portland Estates
(ETH) WSPCS
Crossrail/LU/Network Rail
>300m length
Longitudinal Section
Separate WSP Clients
Jubilee Line
Running Tunnels
2nd longest escalator LU
1
35 - 40m deep station boxes
Marriage - Public/Private Sectors
(‘knitted together’)
LOD

52. 3D Co-ordinated Model

53. Western Ticket Hall Structure Eastern Ticket Hall Structure

54. Tunnel Cross Section - Station
NWR LU
Overground Trains
(OHE)
10 m
0.9m

62. 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!

63. THANK YOU.
ANY QUESTIONS?

64. 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