FY21 ESG Disclosures July 2022 Unaudited 33 practices set the foundation for our overall long-term strategy to attract and retain talent. We conduct multiple pay equity and promotion reviews each year to support our efforts to compensate and promote our employees in proportion to their efforts. In addition, we have an external consultant review our program on a periodic basis and provide detailed results and recommendations. We are committed to maintaining long-term, proactive approaches to monitor and resolve potential pay inequities, including utilizing pay equity analysis tools, implementing a comprehensive global grading system, conducting manager training, and engaging in continuous reviews throughout the year. Pay Gap We publish an annual gender pay gap report covering our U.K. business and highlighting actions we are taking to advance equality across our workforce. In 2020, we published our first Gender and Ethnicity Pay Gap Report, going beyond the statutory requirements by also disclosing our ethnicity pay gap results for our U.K. workforce. Our ethnicity pay gap measures the difference between average hourly pay rates for Black, Asian and Minority Ethnic employees compared to white colleagues’ average earnings. In Australia, we submit an annual report to the Workplace Gender Equality Agency in accordance with the requirements of the Workplace Gender Equality Act of 2012.For more detail on related activities and achievements, see our 2021 Integrated Annual Report ; 2021 Gender and Ethnicity Pay Gap Report for England, Wales and Scotland; and the SOC.3 Inclusion and Diversity – Strategy section of this document. SOC.6 Collective Bargaining In FY21 approximately 2000 of our employees were covered by collective bargaining agreements, representing approximately 3.6% of our global workforce. We enjoy direct relationships with our employees and the flexibility to efficiently respond to the needs of our people and our clients. As noted in Jacobs’ Human Rights Policy , we recognize the freedom of workers to associate or not associate with a labor union, and to collectively bargain when represented by a legally recognized labor union, in accordance with relevant laws and regulations. This policy is available to our people and the public on our external company website. Jacobs’ Labor Relations Policy (JJ-EB-PL-6101-JJ) further details our respect for the rights of our people to choose and make decisions regarding third-party representation, including our commitment to dealing in an honest, professional, and ethical manner with employees represented by labor unions. As part of our Business Management System, this policy and others are available to employees via our searchable JacobsConnect intranet platform. We post additional information regarding employees’ rights in visible areas within company facilities and work sites. If employees or other stakeholders have questions, concerns, or grievances regarding their rights or company policy, they may utilize our confidential Jacobs Integrity Hotline , available 24 hours a day, 7 days a week, via which reports may be made anonymously. SOC.7 Employee Wellbeing and Support Programs At Jacobs, we believe in the collective power that comes from individual wellbeing — and we define it across four pillars: physical, financial, emotional and social. The culmination of these pillars promotes optimum wellness. Rooted in this holistic view, our global wellbeing strategy is designed to support employees and their families. We evaluate our benefits and employee support programs on a regular basis, benchmarking against statutory requirements and market trends. We apply the results to inform policies, programs and partnerships to support our people worldwide. While specific offerings vary from country to country, examples include paid dependent care and special leave, support for parents, flexible working hours, remote and hybrid work arrangements, on-demand access to health providers and more.