FY21 ESG Disclosures July 2022 Unaudited 22 NGFS framework provides a set of harmonized transition pathways and, unlike other climate models, it includes metrics that are key to understanding the prolonged and chronic impacts of climate change on regions and on GDP. For our FY22 climate risk assessment, we considered two of the four scenarios, Orderly and Disorderly:  The Orderly scenario assumes climate policies are introduced early and become gradually more stringent. Our first scenario anticipated net-zero greenhouse gas emissions being achieved by 2050 and global warming being limited to 1.5°C. As highlighted by the IPCC in AR6, this expression of the orderly scenario would require a rapid low- or zero- carbon transition (that is, commencing immediately).  The Disorderly scenario assumes effective climate policies are not introduced globally until after 2030. Because actions are taken relatively late and limited by available technologies (including limited assistance of carbon dioxide recovery), emissions reductions post 2030 need to be sharper than in the orderly scenario to limit warming. The delayed transition almost certainly leads to greater warming (and hence physical risk) than a rapid and orderly scenario, but with lower early transition risk. Our IPCC and NGFS scenario analysis outcomes can be found in our FY21 and FY22 Climate Risk Assessments. LCTP Financial Planning and Analysis We evaluate our project outcomes and estimate our revenue in alignment with ESG, grounded in the United Nations Sustainable Development Goals (SDGs) and 169 underlying targets. Our project classification system is founded on a Market-Submarket-Project Category hierarchical taxonomy, providing a consistent framework for evaluation over time. We disclosed the results of our FY21 revenue assessment in alignment with ESG, with the results broken down by market and disclosed in our March 2022 company strategy presentation . The project classification system has undergone refinement in FY22, with the intention of increasing data confidence and facilitating ongoing improvements for future reporting. For details on how our climate-related risks and opportunities may impact our company’s business model, strategy and outlook, see our FY21 and FY22 Climate Risk Assessments. LCTP Value Chain Engagement and Initiatives LCTP Supply Chain Engagement In January 2021, we made a 3-year commitment to CDP as a supply chain member to engage our suppliers, pinpoint risks and identify opportunities to support our suppliers in reducing carbon emissions and strengthening their climate resiliency. We were recognized on CDP’s 2021 Supplier Engagement Leaderboard for engaging our suppliers on climate change and “playing a crucial role in the transition towards the net-zero sustainable economy.” For more details on our supply chain management, refer to section GOV.2 Supply Chain of this document. LCTP Employee Engagement We know that every employee must take responsibility for driving sustainability and climate action, regardless of their role. We are building a Jacobs where our entire workforce considers sustainability a cultural imperative, and every employee is empowered to contribute meaningfully toward climate action. In the year leading up to COP26, our employees were encouraged and incentivized to take part in the Climate Countdown Challenge through our employee engagement and education platform, Collectively ℠ . Over twelve months, 1,000 employees completed more than 13,000 positive actions to reduce their carbon footprint, saving the equivalent of 320,000 kilograms of CO2. We also launched the Climate Solutions Accelerator course to our global workforce, supporting the company’s learning culture for future green skills in climate response. A collaboration between the Royal