Plan Design Enable WS Atkins plc
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WS Atki lWS Atkins plcOverview
March 2011
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The Group is performing well (1)
• Atkins is a multinational engineering consultancy
• The eleventh largest global design firm (2) “We remain g g g
• Around 18,000 staff
• “The Group's financial position remains strong” (1)
confident for the full year despite challenging
• “We are investing in growth markets and continue to benefit from our geographic and sector diversification” (1)
challenging trading conditions in a number of oursector diversification (1)
• “Robust longer-term outlook” (3)
number of our markets.” (1)
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(1) Q3 2010/11 Interim Management Statement 16 February 2011 (2) Engineering News Record 26 July 2010(3) Cazenove research note 16 February 2011
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1. Group overview
2 St t2. Strategy
3. Financial performance
4. Example projects
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What we do
PlanFrom cost and risk
DesignAtkins designs intellectual
EnableOur clients entrust us withFrom cost and risk
planning, feasibility studies and logistics, to impact assessments and stakeholder engagement
ti it l
Atkins designs intellectual capital such as management systems and business processes. We also design physical t t h ffi
Our clients entrust us with the management of projects, people and issues – ensuring that deadlines are met, costs are
t ll d d iactivity, we plan every aspect of our clients’ projects.
structures such as office towers, schools, bridges and highways.
controlled and success is delivered.
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Who we are
Atkins is one of the world’s leading engineering and design consultancies.
We have the depth and breadth f ti t d t thof expertise to respond to the
most technically challenging and time-critical infrastructure projects and the urgent transition to a low-carbon economy.
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Atkins has quality, breadth and depth
Architecture
Airports & Ports
Asset Management
Aerospace
Building Design
Building Surveyingg y g
Climate Change
Communication & Systems
Cost & Project Management
Defence
Development Infrastructure
Environment ServicesEnvironment Services
Energy
Landscape & Heritage
Highways
Intelligent Transport Systems
Management Consultancy
Rail & Metro
Transport Operations & Safety
Transport Planning
Urban Light Transit
Urban Planning
Water
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Atkins at a glance
Revenue by client typePublic Sector: National Government 20%
Public Sector: Local Government 35%
Revenue by geographyUK 54%
Europe 4%
Regulated 13%
Private Sector 32%
Middle East 8%
Asia Pacific 4%
North America 30%
9Note: Approximate percentages are of total Group proforma revenue including a full year’s revenue from PBSJ (acquired 1 October 2010).
The Group’s diversified exposure to end markets provides resilience
4% 1% 1%
Defence/SecurityAerospace
end markets provides resilience
1% 6%
1%
1% 8%
2% 1%
8% 2%
2%
%
2% 1%
2% 2%
pEducation
RoadsRail
Water/EnvironmentEnergy
UK
2%
1%
1%
1% 1%
1% 3%
2%
1%
Facilities managementOther
Defence/SecurityAerospace
2%
1%
7% 2%
5% 2%
2% 1%
2%
2%
RoadsWater/Environment
EnergyCMaROther
North America
Public Sector National GovernmentPublic Sector Local GovernmentRegulated2%
1%
2%
1%
7%
2%
1%
Middle East
Asia Pacific
Europe (ex UK) RegulatedPrivate
2% 1% 1% Europe (ex UK)
Approximate percentages are of total Group proforma revenue including a full year’s revenue from PBSJ (acquired 1 October 2010)CMaR – Construction Management at Risk 10
Segmental performance
UKWe deliver engineering and technically integrated design as well as project and cost management services to a wide range of clients in the public, regulated and private sectors.
Our areas of operation include water environment
H1 2010/11
FY2009/10
Financial metrics
Revenue £454.7m £983.5mOur areas of operation include water, environment, education, aerospace, defence and infrastructure design as well as significant activity in transportation sectors.
In highways, we provide transport planning, advising
Operating profit £30.9m £77.3m
Operating margin 6.8% 7.9%
In highways, we provide transport planning, advising UK Government and highway authorities on transport policy and investment appraisals; the design of road improvements; applying intelligent transport systems to enhance network performance; and delivering integrated road network management and highway maintenance services.
Our rail business provides specialist design services across a range of engineering disciplines, including signalling, civils, electrification and specialist services in strategic planning safety and systems integrationin strategic planning, safety and systems integration principally for heavy rail, rolling stock and metro markets.
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Segmental performance
North AmericaIn the US, we provide infrastructure planning, engineering, construction management, environmental consulting, urban planning, architecture and programme management services to state and local government clients, Federal agencies and private businesses
H1 2010/11
FY2009/10
Financial metrics
Revenue £27.5m £55.0mand private businesses.
In the transportation sector we provide engineering design and programme management services for ground, rail, aviation and marine transportation projects for both private and public sector clients.
Operating profit £1.6m £3.4m
Operating margin 5.8% 6.2%
projects for both private and public sector clients.
Our water and environment business delivers environmental services, including siting, compliance and resource management services together with water and water resources projects.
Important note: The figures for the periods shown are as published and include no contribution from PBSJ (acquired 1 October 2010).
In the buildings sector we provide engineering, planning, architecture, surveying and construction management services to public and private clients.
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Segmental performance
Middle EastIn the Middle East, we provide a full range of design, engineering and project management services for buildings, transportation and other infrastructure programmes from our nine centres across the region.
We deliver services to public sector bodies such as
H1 2010/11
FY2009/10
Financial metrics
Revenue £70.5m £136.6mWe deliver services to public sector bodies such as transport authorities, municipal bodies and planning councils as well as the private sector.
We are continuing to move from established sectors such as residential and commercial high rise building
Operating profit £8.1m £14.0m
Operating margin 11.5% 10.2%
such as residential and commercial high rise building to developing new sectors such as transport (airports and rail), infrastructure (mixed use and water), health, defence and energy.
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Segmental performance
Asia Pacific and EuropeIn our Asia Pacific business we provide engineering, planning, urban design, architectural and rail design services.
In mainland China our focus is on urban planning together with architectural and landscape
H1 2010/11
FY2009/10
Financial metrics
Revenue £73.4m £148.8mtogether with architectural and landscape architectural design.
In Hong Kong we deliver services in urban rail development and highways/bridges design.
Operating profit £4.0m £7.4m
Operating margin 5.4% 5.0%
Our European business comprises operations in Denmark, Sweden, Poland, Portugal and Ireland.
Of these, Scandinavia is a key market in which we provide rail and urban planning services.
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Segmental performance
EnergyWe are engaged in, and actively growing our capability for, all aspects of the developing energy market with the allied issues of climate change, sustainability and energy security.
In electricity generation we are helping both
H1 2010/11
FY2009/10
Financial metrics
Revenue £47.7m £82.0mIn electricity generation we are helping both conventional and nuclear sectors maintain output and extend the life of assets, and we are engaged in planning and enabling the next generation of nuclear power stations as well as providing support in decommissioning.
Operating profit £4.0m £8.4m
Operating margin 8.4% 10.2%
decommissioning.
In the oil and gas industry we provide design and integrity management services with activity at all stages of the value chain.
We are also active in the energy efficiency and renewable markets, providing a comprehensive range of services in all aspects of renewable energy technology, from initial feasibility studies through to detailed engineering.
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1. Group overview
2 St t2. Strategy
3. Financial performance
4. Example projects
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Positioned for Growth
Strategy Clear multi-skill, multi-local strategy
C bilitCapability Continuing focus on quality
Platforms for growthOpportunity
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Our multi-skill, multi-local strategyhas three prioritieshas three priorities
High performing businesses
To have a portfolio of high performing businessesEach business to continue to improve the quality of its skills in its local markets, developing capabilities and driving efficiencies – forging deep client relationships.
Addressing attractive markets
To have the breadth and depth of skills to address increasingly complex projects, increasing revenue in priority sectorsMaintaining or acquiring strong technical skills in robust markets and markets g q g gfocusing resources from across the whole Group on exploiting opportunities in sectors such as mass transit, nuclear and renewables.
Market opportunities
To have several home markets where the business is market leaderOrganic investment and acquisitions to strengthen our market position in our existing geographic markets and elsewhere.
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Progressing to address opportunities
c.18,000People c.18,000People
Group Executive
Strategy Group
DES H&T Rail ME C&E MPS AM
Organisation
UK NA ME AP&E
Organisation
Energy
UK
Revenue
&E
Revenue
UKUK
Europe
Middle East
Asia Pacif ic
North America
UK
Europe
Middle East
Asia Pacif ic
North America
2008 201120
Focused actionsAction Example Group actions
UKRepositioning for ongoing market
challengesRedeployment
+
Carbon tools
North America
Platformfor growth
Geographic
PBSJ acquisition
+
Network chairs
MiddleEast
A i P ifi
Geographic expansion and sector
diversification
Improving quality
Successfully adding skills
Bridge Process
enhancements
+
Asia Pacificand Europe
Improving qualityand margin
I ti f th
gengineering acquisition
Nuclear JV Skill t f
enhancements
+
Energy Investing for growth Nuclear JV with Assystem Skill transfer
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1. Group overview
2 St t2. Strategy
3. Financial performance
4. Example projects
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Flexing resources to reflect ti i t d k t d danticipated market demand
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14
16
18
10
12
14
‘000
4
6
8
Mar 050
2
Sep 05 Mar 06 Sep 06 Mar 07 Sep 07 Mar 08 Sep 08 Mar 09 Sep 09 Mar 10 30 Sep 10
1 Oct 10
People
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People
Being the right size
1,600Full year: Non-UK revenue
1,200
1,400
Full year: Non UK revenue
Full year: UK revenue
First half revenue
800
1,000
£m
400
600
2005 2006 2007 2008 20090
200
Year ended 31 March
2010 2011
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Year ended 31 March
Improving the business our focus on margin– our focus on margin
Full year operating profit
120
8%140
7%Operating margin
First half operating profit
Full year operating profit
80
100
4%
6%
5%£m
40
60
2%
3%
0
20
0%
1%
2005 2006 2007 2008 2009 2010
Year ended 31 March
2011
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Year ended 31 March
1. Group overview
2 St t2. Strategy
3. Financial performance
4. Example projects
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Disclaimer
The information in this presentation pack which does not purport to be comprehensive has beenprovided by Atkins, and has not been independently verified. While this information has beenprepared in good faith, no representation or warranty, express or implied, is or will be made andno responsibility or liability is or will be accepted by Atkins, as to or in relation to the accuracy orcompleteness of this presentation pack or any other written or oral information made available aspart of the presentation and any such liability is expressly disclaimed Further whilst Atkins maypart of the presentation and any such liability is expressly disclaimed. Further, whilst Atkins maysubsequently update the information made available in this presentation, we expressly disclaimany obligation to do so.
The presentation contains indications of likely future developments and other forward-lookingstatements that are subject to risk factors associated with, among other things, the economic andbusiness circumstances occurring from time to time in the countries, sectors and businesssegments in which the Group operates. These and other factors could adversely affect theGroup’s results, strategy and prospects. Forward-looking statements involve risks, uncertainties
d ti Th l t t t d/ d d i t i th f t hi hand assumptions. They relate to events and/or depend on circumstances in the future whichcould cause actual results and outcomes to differ. No obligation is assumed to update anyforward-looking statements, whether as a result of new information, future events or otherwise.
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