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Operational Excellence London, 13 December 2007

Delivering performance and value

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Certain statements in this presentation are forward looking statements. By their nature, forward looking statements involve a number of risks, uncertainties or assumptions that could cause actual results or events to differ materially from those expressed or implied by the forward looking statements. These risks, uncertainties or assumptions could adversely affect the outcome and financial effects of the plans and events described herein. Forward looking statements contained in this presentation regarding past trends or activities should not be taken as representation that such trends or activities will continue in the future. You should not place undue reliance on forward looking statements, which apply only as of the date of this presentation. This document does not constitute or form part of any offer or invitation to sell, or any solicitation of any offer to purchase any shares in the Company, nor shall it or any part of it or the fact of its distribution form the basis of, or be relied on in connection with, any contract or commitment or investment decisions relating thereto, nor does it constitute a recommendation regarding the shares of the Company. Past performance cannot be relied upon as a guide to future performance.

Important notice

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Samir Brikho Chief Executive

Delivering performance and value

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Divisional management

Samir Brikho Chief Executive

Neil Bruce Natural Resources

Didier Pfleger Power and Process

Roger Jinks Earth and

Environmental

Stuart Siddall Finance Director

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Highlights of the trading update..…

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2007 trading update Highlights

Pre-tax profit* towards upper end of market expectations** Strong performance across all divisions Divestments programme successfully completed Continued progress on legacy issues; further net exceptional

provision release of at least £5m expected in H2 2007 Expected year-end net cash c.£650m Average weekly net cash 2007 expected to be c.£430m

End markets remain strong

* Profit for continuing operations before intangible amortisation and pre-tax exceptional profits ** Range of estimates for 2007 £111m - £122m

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Outlook 2008

End markets strong

Improved performance expected in all divisions

At least £33m net benefit from STEP Change

Average net cash expected to increase by over £100m

Share buyback programme to continue when accretive

On track to deliver 6% margin target

Well positioned for growth

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One year ago today……

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The value in AMEC

Talented, highly-skilled people

Strong, scaleable market positions

– Opportunity to invest

Relationships with blue-chip clients

– Great brand

Financial capacity

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`

AMEC’s vision

Leading supplier of high value consultancy, engineering and project management services to defined market segments within the world’s energy, power and process industries

Services focused on designing, managing the delivery of, and maintaining strategic and complex assets

Consult Engineer Procure Construct Operate Maintain Decommission

project management

capital expenditure operating expenditure

Yellow shading denotes AMEC capability

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Realising our potential One year on

Control of the

business

Exit from non-

core businesses

STEP Change

Investment and organic growth

Operational Excellence

Creating a fitter, more focused business

Target margin 2010 8%

Target margin 2008 6%

No negative surprises Cash > profit Good progress

on legacy issues

All targets exceeded Net benefits

2007 £7m 2008 £33m

Completed £330m cash £220m gain post-

tax

>>

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What is Operational Excellence?

Sustainable profitable

growth

World class operating systems and procedures

2010 EBITA margin target 8%

Performance based culture The best people

The right customers and suppliers

To create common world class operating systems and procedures, facilitating sustainable, profitable growth

To create a performance based culture managed by a measurement structure that will enable continuous improvement

To create a development programme that provides opportunity for our employees and attracts the people that we need for the future

To become the supplier of choice to our chosen customers and customer of choice for our chosen suppliers

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What is Operational Excellence?

AMEC-wide business improvement programme: Delivering best practice across AMEC

Encompassing improvement initiatives already in progress

Delivering improvement through efficiency and effectiveness

Setting the foundations for continuous improvement

Becoming a way of life thereafter

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More than margin improvement

Integrating sustainability into business activities

Ensuring long-term business continuity

Investing in development of our people

Improving risk management

Achieving health and safety performance beyond zero

Becoming the employer of choice

Changing to a performance-based culture

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12 focus groups encompassing the full business spectrum…..

Making a good business even better

Winning and doing

Supporting

Looking after the future

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Phased approach Phase 1

Phase 1 Define and Engage Engage senior management Completed Nov 2007

Establish focus area teams Completed Nov 2007

Top down targets set

– Divisional/business unit/focus area Completed Nov 2007

Identify focus area scope, objectives and KPIs End December 2007

Headline improvement measures identified End December 2007

Phase 1 substantially complete by 31 December 2007

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Phased approach Phase 2

Phase 2 Detailing and implementation Planning End March 2008

Implementation/training/auditing

- Financial objectives Jan 2008 - end 2009

- Non financial objectives Jan 2008 - end 2010

All financial objectives to be fully embedded by end 2009

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Tracking improvements

Performance improvement EBITA improvement

KPIs for each focus area

regularly measured as leading indicators of improvement

EBITA tracked at business

unit level as a lagging indicator of improvement

Action implementation

Actions monitored using the Operational Excellence tool

2007 2008 2009 2010

Business unit 1

Business unit 2

Business unit 3

90%

KPI 1

75%

KPI 2

100%

KPI n

% of KPI target achieved OpEx ToolOpEx ToolOpEx ToolOpEx Tool

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Divisional approach……

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AMEC – divisional split H1 2007

AMEC EBITA* first half 2007 £65.0 million

Earth and Environmental

Power and Process

14%

Natural Resources

29% 57%

Investments and other activities

* Before corporate costs and pre-tax exceptional items

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E&C contractor in Americas oil and gas, oil

sands and mining markets Combination of E&C contractor and

facilities/operations support contractor in global oil and gas markets

100% services business model – no lump sum

Natural Resources Principal activities

2006 Natural Resources revenues £818m*

Oil and Gas Services

Oil Sands (including infrastructure)

Minerals and Metals Mining

70% 15%

15%

Natural Resources operates in the oil and gas, oil sands and mining market segments

* Excluding lump-sum fabrication, now ceased

7,950 average employees H1 2007: Up 18%

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Natural Resources Financials

2007 expected outturn Revenues*

EBITA margin*

“Capex” activities (asset development)

c.50% c.12%

“Opex” activities (asset support)

c.50% c.6%

* Expected outturn 12 months ending December 2007

Natural Resources Geographical analysis

of revenues 2006

Europe

Americas

Rest of world

48% 39%

13%

Margins have improved

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Operational Excellence Examples – Natural Resources

Engineering - Low-cost engineering centres - Improving distributed capacity - Greater standardisation

Strategic Marketing - Strong industry fundamentals - Growth in geographical capacity - More strategic partnerships

Customer Relationship Management - Focus on added value services

Contribution to margin improvement

10-15%

10-15%

20-25%

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Natural Resources Margin trends

Original 7-8% target range for 2008 set to be exceeded in 2007 2008 target range revised to 9-10%

* Excluding lump-sum fabrication

0

2

4

6

8

10

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FY 2006* 2007 REVISEDTARGET

2008

TARGET2010

Margin (EBITA; per cent)

2010 target 10-11% Original 2008 target of 7-8%

exceeded

Revised target 9-10%

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Power and Process Principal activities

Industrial and Power: engineering services in selected power and process end markets in UK and Americas

Nuclear: reactor services, decommissioning and project management services primarily in Canada and the UK

Mix of contract types; limited lump-sum EPC Wind Energy: portfolio of projects under development

in excess of 1,000mW

Operates in two major market segments, industrial and nuclear and has interests in wind energy

UK Industrial and Power

Americas Industrial and Power

Nuclear

45%

33%

22%

2006 Power and Process revenues £798m

6,150 average employees H1 2007: Up 25%

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Operational Excellence Examples – Power and Process

Project Management and Engineering - Project execution - Risk management - Engineering efficiency Strategic marketing - Minimum gross margin increased to 9% - Leverage customer relationships across AMEC - Tier 1 supplier status targeted in nuclear Supply chain - Fewer, more integrated supplier relationships - Leverage purchasing across AMEC

Contribution to margin improvement

25-30%

15-20%

30-35%

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Power and Process Margin targets

2007 margin well up on 2006 Revised 2008 target range 5-6% 2010 target range 6-7%

0

2

4

6

8

FY 2006 2007 REVISEDTARGET

2008

TARGET2010

2008 target 5-6%

Margin* (EBITA; per cent)

2010 target 6-7%

* Before Wind Energy and, in 2007, one-off costs of STEP Change

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Energy13%

Mining6%Federal

41%

State/Prov6%

Commercial9%

Transportation / Infrastructure

10%

Industrial6%Municipal / Water

9%

Earth and Environmental Principal activities

2006 Earth and Environmental revenues £304m

Specialist consultancy and engineering services Environmental, geotechnical, materials,

project management, infrastructure design and specialty water services

Broad range of public and private sector clients, primarily in North America

Large number of small value contracts

3,175 average employees H1 2007: Up 2%

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Operational Excellence Examples – E&E

Strategic Marketing - Increase multipliers in key client sectors - Acquisitions Business Controls - Improve cash management - Increase workflow automation Project Management - Maintain margins during project delivery - Increase lump-sum project margins - Improve training programmes

Contribution to margin improvement

25-30%

10-15%

35-40%

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Earth and Environmental Margin trends

2007 margin within original 6-8% target range for 2008 Revised 2008 target range 8-9%

0

2

4

6

8

10

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FY 2006 2007 REVISEDTARGET

2008

TARGET2010

Margin (EBITA; per cent)

2010 target 9-10%

2008 target 8-9%

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Divisional margin development summary

EBITA margin (%)

0

2

4

6

8

10

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Natural Resources Power and Process* Earth andEnvironmental

2008 revised up 2008 tightened 2008 revised up

2006

#

2007

2008

2010

2006

2007

2008

2010

2006

2007

2008

2010

# Excluding lump-sum fabrication, now ceased * Before Wind Energy and, in 2007, one-off costs of STEP Change

Chequered areas denote margin target range

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Group margin development to 2010

EBITA margin (%)

0

2

4

6

8

10

2006* 2007** TARGET 2008 TARGET 2010 Operational Excellence is key to delivery of 8% margin in 2010

* Excluding oil and gas lump-sum fabrication, now ceased ** Before £16 million one-off costs of STEP Change

8%

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Investments Delivering against priorities

Grow services related to core activities Enter in-situ oil sands Capacity and geographic expansion

Oil and Gas

International expansion Capacity expansion

Minerals and Metals Mining

Grow services related to core activities Capacity and geographic expansion

(domestically and abroad)

Earth and Environmental

Entry into UK Tier 1 decommissioning market Interest in nuclear defence capability

Nuclear

Increasing focus on investments Operational Excellence will embrace acquisitions

BKKS, Kazakhstan MMC, Malaysia

CADE – IDEPE, Chile

AERC, UK AGRARO, Romania Young Associates, UK Hydrosphere, US

Investments 2007

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Delivering performance and value

Creating a fitter, more focused business

8% margin target 2010

Control of the

business

Exit from non-

core businesses

STEP Change