FY21 ESG Disclosures July 2022 Unaudited 56 GOV.8 Management Incentives (Non-Financial Metrics) In FY19, the Company introduced an individual strategic, non-financial modifier for the overall Leadership Performance Plan payout for the Named Executive Officers (NEOs) and the other senior executives to provide incentives and drive accountability for Company initiatives that drive long-term stockholder value. In FY21, the modifier was changed to a stand-alone metric for the strategic non-financial initiatives and was included in the incentive funding for all vice presidents and above participating in the program. Such initiatives include inclusion and diversity, sustainability, improvements in talent retention, driving innovation across the business, safety and operational excellence, and cultural initiatives, of which each executive selected two. The individual, strategic, non-financial modifier has a total weighting of 10%, with maximum funding of 200% of the weighted amount, based on the Compensation Committee’s assessment of the executive’s performance and the impact on the organization of the executive’s achievement on the assigned goals. For FY21, the Compensation Committee reviewed and approved the strategic goals for the CEO, and the CEO approved the strategic goals for the other NEOs after consultation with the Compensation Committee. Additional detail, including the strategic non-financial goals for each NEO, can be found in the 2022 Proxy Statement (p. 39–40). GOV.9 Materiality Assessment and Sustainability Strategy We conduct periodic materiality assessments to identify and prioritize the topics on which we should focus our strategies and reporting. Our approach considers issues that represent Jacobs’ significant environmental, social, governance and economic impacts; our ability to drive long-term value creation and what is important to internal and external stakeholders. The results of these assessments enable us to continually upgrade our business for the future. Materiality Assessment: 2018 and 2021 We conducted our first global materiality assessment in 2018, which served as a foundation for our inaugural PlanBeyond sustainability strategy. We updated our materiality assessment in 2021, informed by extensive research and engagement with a range of stakeholders about the sustainability risks, opportunities and impacts most significant to our organization. As part of this process, we identified a list of sustainability issues that are relevant to our industry, business and impacts on people and planet and invited formal feedback on the significance and priority of these topics. This included a global employee survey, to which we received 12,000 responses, representing 24% of our total workforce. We also interviewed our company leaders and Board to understand their view on Jacobs’ business risks, opportunities, impacts and emerging issues. Additionally, we engaged key external stakeholders to understand their priorities and where they consider Jacobs is best positioned to create positive impact. This outreach included interviews and dialogue with a wide range of clients, suppliers, peers, investors, industry organizations and community partners across geographies and sectors. To inform our approach and validate priorities, we also incorporated global and industry trend analysis, regulatory reviews, peer benchmarking, media scans and third-party expertise into the materiality assessment process. Upon developing a prioritized list, we conducted feedback sessions with key internal stakeholders and subject matter experts to review the findings and provide feedback into the next phase of sustainability strategy development. Ultimately, this resulted in the launch of our sustainable business approach, PlanBeyond 2.0 , described below in further detail.