This is our story (so far)

Taking a step back

Lord Davies Report published Feb 2011

“Challenged the shortage of women operating at Board level in publicly quoted companies, noting that business is missing out from the contribution of talented people”

“Compelling

argument for Gender

Balance”

“Evidence a more diverse workforce positively influences the success of UK Companies.”

“Companies with a

higher proportion of

women in their senior

management have

better financial

performance than the

industry average ”

30 September 2011, our Chairman, Allan

Cook, published a formal response on

behalf of the WS Atkins plc board

committing the company to working

towards Davies’ objectives.

So what was our response?

Our starting point

The percentage of women in

grades, commencing at graduate

level was as follows:

Atkins UK had a

male/female

ratio of 74:26

29% 21% 14% 12%

G8/9 G12/13 G14 G15/16

H&T starting point

The percentage of women in

grades, commencing at graduate

level was as follows:

H&T had a

male/female

ratio of 82:18

25% 15% 14% 8%

G8/9 G12/13 G14 G15/16

Established the Gender Balance Focus Group (Sponsored by The UK Management Team)

“To review and assess the current gender balance position and devise a plan to lead to improved gender balance in Atkins UK businesses both in terms of numbers of women and seniority of women leading to implementation within businesses of the plan through a change programme.”

Prepared a UK Gender Improvement Plan

What we did

UK Gender Balance Improvement Plan

The GBIP separately deals with:

•Candidate Attraction

•Recruitment

•Development

•Engagement and Retention

•Senior Promotions

“The UK-GBIP reflects the life-cycle of an employee, addressing the issues that may impact upon attraction or retention of women in Atkins”

Candidate Attraction•Employer Brand/Careers website•Flexible Working•Recruitment partners aligned

Recruitment:•Interview process – flexible working•Balanced interview panels•Selection skills training – unconscious bias

GBIP

Development•Gender specific career development activity•Raise diversity awareness

(through current L&D Programme)•More blended learning

(reduce time away from home for training)

Engagement & Retention•Establish a Women’s Network•Flexible working•Exit interviews G13 +

GBIP

Senior promotions & appointments

•Gender balance of candidates recommended for development programmes/promotions must be consistent with our current population

•Succession planning – evidence that both

male/female candidates have been

considered on an equal basis

GBIP

QuickTime™ and aAVC Coding decompressor

are needed to see this picture.

Flexible working

• Raising awareness

internally/externally

• E-learning

• Selection

skills training

Flexible working

Our success stories

The percentage of women in

grades, commencing at graduate

level was as follows:

29% 21% 14% 12%

G8/9 G12/13 G14 G15/16

30% 21% 16% 13%

G8/9 G12/13 G14 G15/16

2011

2014

Our success stories

The percentage of women in

grades, commencing at graduate

level was as follows:

25% 15% 14% 8%

G8/9 G12/13 G14 G15/16

28% 16% 16% 8%

G8/9 G12/13 G14 G15/16

2011 – H&T

2014 – H&T

Success stories

• H&T male/female ratio 2011 74:26

• H&T male/female ratio 2014 82:18

• 20% reduction in resignations in our UK businesses

• Grad intake 2012/2013 increased from 27% to 30%

• Apprentice intake was 7% female in 2013, based on offers to date this has increased to 20%

Part time working

The percentage of part time workers in

2011 (Highways & Transportation) was

68% female : 32% male

In 2014 the percentage of part time workers in H&T was

63% female:37% male

“Act as an employer of choice as well as influence our industry peers and business partners to adopt similar diversity standards and goals”

18

That is our story