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CORPORATE

UPDATE

ALEXANDRE L’HEUREUX

PRESIDENT & CEO

EMPLOYEES

Cohesive and

engaged

leadership

Superior technical

expertise

Trusted advisors

3

Top player

Leading global professional

services firm (no construction risk)

Positioned in right sectors and geographies

CLIENTS

Long-standing

customer

relationships

Solid

Blue-Chip client

base

GROWTH

STRATEGY

Solid and well-

defined strategy

Proven track

record

COMPETITIVE

POSITIONFINANCIALS

Consistent financial

performance

Solid balance

sheet

Focused on

continued

optimization

STRONG PLATFORM FOR SUSTAINED GROWTH TRANSLATES INTO SHAREHOLDER VALUE

INITIAL CEO THOUGHTS

4

WE HAVE BUILT A DIVERSIFIED GLOBAL FIRM

US

6,670

CANADA

8,200

CENTRAL &

SOUTH AMERICA

1,185

NORDICS

4,200

CONTINENTAL

EUROPE

670ASIA

3,650

UK

5,230

SOUTH

AFRICA

800MIDDLE EAST

INDIA

1,800

AUSTRALIA

NEW ZEALAND

2,220

ASIA

3,480

5

OUR DIVERSIFIED PLATFORM

SUPPORTS OUR STRATEGY

18%CANADA

14%APAC

38%EMEIA

30%AMERICAS

47%TRANSPORTATION AND

INFRASTRUCTURE

7%ENVIRONMENT

31%PROPERTY AND

BUILDINGS

15%INDUSTRIAL

AND ENERGY

BY MARKET

SEGMENT

BY

GEOGRAPHIC

AREA

INDUSTRIAL 7%

POWER & ENERGY 4%

OIL & GAS 3%

MINING 1%

Based on 2015 net revenues

6

CONSISTENT NET REVENUES** GROWTH

* Mid-point of 2016 guidance provided by the Company

** Non-IFRS measures

1,020.1

1,677.2

2,349.9

4,486.84,750.7

12 13 14 15 TTM Q2 16 16E*

4,850.0

7

ADJUSTED EBITDA AND

ADJUSTED EBITDA MARGINS**

125.4

180.6

253.5

441.5466.7

490.0

12.3%

10.8%

10.8%

9.8%

9.8%10.1%

2012 2013 2014 2015 TTM 2016 2016E*

Adjusted EBITDA Adjusted EBITDA margin

* Mid-point of 2016 guidance provided by the Company

** Non-IFRS measures

Impact

of WSP

acquisition

Impact

of PB

acquisition

8

GLOBAL LEADERSHIP TEAM TO DRIVE

GLOBAL INITIATIVES AND GROWTH

PRESIDENT & CEO

COUNTRIES/REGIONS

Canada, US, UK, Nordics, Asia,

Australia/NZ

CORPORATE SERVICES

CFO, COO,

CLO, CCSO

GLOBAL SECTORS

Global Buildings

Global Infrastructure

Global Energy/Resources

CLIENTS

Quantitative and

qualitative research

Competitor analysis

Brand positioning

Engagement

EMPLOYEES

Focus groups

Talent management

Development

Attract and retain

Mobility

Culture and values

GROWTH

Investments in operations

Organic growth

Margin improvement

M&A

9

We will focus on revenue growth, while continuing to increase our geographic

presence and expertise, via organic growth initiatives and acquisitions

POSITION THE ORGANIZATION FOR THE NEXT PHASE OF ITS

GROWTH

ORGANICGROWTH

OPERATIONAL EXCELLENCE

1

11

ECONOMY

ATTRACTIVE END

MARKETS

ORGANIC GROWTH

COLLABORATION

GLOBAL EXPERTISE

M&A

OPERATIONAL

EXCELLENCE

MARGIN IMPROVEMENT

WELL DEFINED

GROWTH STRATEGY

12

ECONOMY: ATTRACTIVE END MARKETS

Governments massively

investing in infrastructure

to support the economy

CANADA$CAD120 billion infrastructure program

UNITED STATES$US 305 billion FAST Act

SWEDEN SEK 522 billion between 2014-2025 for

infrastructure projects

UKNational Infrastructure Delivery Plan.

Over £100 billion in infrastructure by 2021

AUSTRALIA> $AUS 50 billion infrastructure investments

13

ORGANIC GROWTH:

COLLABORATION AND

GLOBAL EXPERTISE

◆ Cross-selling between business

services

◆ Increased net revenues per technical

employees

◆ CEO funds for Global initiatives

◆ Global networks (56 practice area

networks)

◆ Invest in global talent, recruitment &

training databases

INCREASED ACCESS TO

ALTERNATIVE DELIVERY PROJECTS

(P3/DB)

14

OPERATIONAL

EXCELLENCE: MARGIN

IMPROVEMENT

◆ Improved project management

◆ Increased utilization rates including right-sizing

◆ Leverage our low cost bases (India)

◆ Reduced office space (RSF) by 5% in 2015 and act on additional consolidation opportunities

◆ IT infrastructure consolidation

◆ Audit fees & professional insurance premiums reduced by approximately 30%

◆ Regional shared services initiatives

◆ Reduce overall global corporate costs

CONTINUED M&A FOCUS

2

16

A WELL DEFINED M&A STRATEGY

SKILLS

ENHANCEMENT

GEOGRAPHICAL

EXPANSION

WE WILL CONTINUE TO

ENHANCE OUR SKILLS

17

BUILDINGSTRANSPORTATION INFRASTRUCTURE ENVIRONMENT

OIL AND GASPOWER AND

ENERGY

INDUSTRIAL MINING

CORE SECTORS

OPPORTUNISTIC DEVELOPMENT

WE WANT TO CONSOLIDATE AND EXPAND

OUR CORE SECTORS IN ALL OF OUR REGIONS

WE WILL CONTINUE TO PERFORM

ACQUISITIONS IN TARGETED GEOGRAPHIES

18

SUBSCALE IN

CERTAIN

SECTORS

EXPANDING

GEOGRAPHICALLY

EXPANDING

GEOGRAPHICALLY

ADDING SPECIFIC

EXPERTISE

SUBSCALE IN

CERTAIN

SECTORS

OUR M&A CRITERIA

19

Share our vision and corporate culture

Strong portfolio of projects and client base

Successful and respected in their fields

Complementary activities and services

Performing and accretive companies

Reasonable valuation

20

YEAR TO DATE ACQUISITIONS

DITEC

Mexico

Structural engineering

50 employees

PTS

Finland

Project management in buildings

20 employees

PRD KONSULT

Sweden

Power and energy

25 employees

◆ Financed using balance-sheet

◆ Additional skill-sets within our network

◆ New geographies

SCHLUMBERGER

Water division - Chile, Peru

Water

250 employees

CRC

US

Cogeneration

10 employees

21

0.8

0.6

1.81.7 1.7

12 13 14 15 Q2 16*

◆ $US 1.4 billion credit facility

◆ Adjusted EBITDA growth and

strong free cash flow

◆ Continued support from the

capital market

* Adjusted for TTM acquisitions

THE RIGHT LEVERAGE PROFILE TO

SUPPORT GROWTH STRATEGY

CONCLUSION

3

23

2016 OUTLOOK

Net revenues* Between $4,600 million and $5,100 million

Adjusted EBITDA* range Between $465 million and $515 million

Seasonality and adjusted EBITDA*

fluctuations

Q1: 16% to 18%1 )

Q2: 24% to 26%

Q3: 31% to 33%

Q4: 28% to 30%

Tax rate 26% to 28%

DSO* 80 to 85 days

Amortization of intangible assets related to

acquisitions$75 to $80 million

Capital expenditures* $115 to $125 million

Net debt to adjusted EBITDA* 1.5x to 2.0x

Acquisition and integration costs* Between $15 million and $25 million 2)

* Non-IFRS measure.

1) The first quarter of 2016 has 2 less billable days than the first quarter of 2015.

2) Due mainly to the MMM acquisition completed in Q4 2015 and anticipated additional real estate related integration

costs pertaining to the transformational Parsons Brinckerhoff acquisition in Q4 2014.

24

REGIONAL TRENDS

UNITED STATESPositive impact of the FAST Act

MIDDLE EASTImpact of low

O&G prices

AUSTRALIAGovernment investment in infrastructure

Transportation is the fastest growing

of all our businesses

CANADAImpact of low O&G prices

Focus on integration and optimization

Federal infrastructure program fully effective

in 2017 and beyond

CENTRAL AND

SOUTH AMERICAMultiple P3 projects

NORDICSPositive and growing outlook

ASIASlowdown in mainland China

Pursuing outbound investment

opportunities

UKExpected investment in

infrastructure

25

2017 ASSUMPTIONS

OPPORTUNITIES RISKS

26

REAFFIRMING OUR 2015-2018

STRATEGIC PLAN

45,000EMPLOYEES

CLIETS

CLIENTSOPERATIONAL

EXCELLENCEGROWTH

10%OF OUR REVENUES

FROM GLOBAL

CLIENTS

11%EBITDA MARGIN

> 100%CASH FLOW/NET INCOME

< 85 DAYSDAYS SALES

OUTSTANDING (DSO)

$ 1.3BTHROUGH ACQUISITIONS

5%ANNUAL ORGANIC GROWTH

$6.0BNET REVENUES

EMPLOYEES

27

IN SUMMARY

Diversified business model with full service capabilities

◆ Leadership positions in attractive end markets

◆ Right customers

◆ Solid expertise

◆ No construction risk

Solid financial position

◆ Recurrent revenue and strong cash flow generation

◆ Strong balance-sheet

◆ Ability to increase margins

Well-defined growth strategy

◆ Good organic growth opportunities

◆ Proven acquisition strategy and ability to integrate strategic acquisitions

QUESTIONPERIOD

?

29U.S. OPERATIONS

NOTES

30U.S. OPERATIONS

NOTES