• STRONG MARKETS.
    LINKED NICHES

    Positioned to respond to demand and make complex easy

    Over 5,000 consultants, designers, planners,
    engineers, and technical specialists
    provide services around the globe.

    A global and complex shift in resource
    supply and consumption is underway,
    calling for the sustainable use and
    protection of natural resources.

    Driving demand for RPS services:

    • Growth in offshore wind and other renewables
    • Increased interest in Carbon Capture and Storage
    • AMP (UK water) cycle moving into peak spending years
    • Flooding, pollution and drainage services

    Organisations are seeking support to
    meet sustainability ambitions from setting
    strategic direction for ESG planning to
    reducing greenhouse gas emissions.

    Driving demand for RPS services:

    • Incorporation of sustainability into design
      and approval processes
    • Net Zero Carbon ambitions
    • Due diligence, transaction support and
      business improvement requirements

    Growing communities create demand for
    sustainable infrastructure, creating the
    need to strike the balance between social,
    environmental and commercial needs.

    Driving demand for RPS services:

    Globally, public sector spend is at historically
    high levels.

    UK – Increasing private sector confidence.
    North America – Infrastructure Bill passed.
    Australia – Brisbane 2032 Summer
    Olympics.

  • Highlights

    1. Alternative Performance Measures are used consistently throughout this announcement: these include fee revenue, adjusted operating profit,
    adjusted profit before tax, adjusted EPS, segment profit, amounts labelled “at constant currency”, EBITDAS, conversion of profit into cash,
    net bank borrowings, leverage and contracted order book. For further details of their purpose, definition and reconciliation to the equivalent
    statutory measures see note 3 to the consolidated financial statements.

  • Investment Case

     

    A clear direction

    • Our purpose – we create shared value by solving problems that matter to a complex, urbanising and resource-scarce world
    • Our client focus – making complex easy in urbanisation, natural resources and sustainability
    • Our market position – a mid-sized global company, big enough to be relevant, small enough to care
    • Our strategic focus – “linked defensible niches”
    • Our financial target – a happiness index of 15% = 5% organic revenue growth + 10% adjusted operating margin

    A simple, robust business model

    • We drive value into projects by solving problems that matter for our clients by using the expertise of our people
    • We target 50% margin on the work we do and through strong project management, careful utilisation and control of overheads, we make good returns
    • Additional revenues are generated through data, training and laboratory testing services

    Well-placed to capitalise on the tailwinds in urbanisation, natural resources and sustainability

    • Strong position in niche areas of the global consultancy market
    • Operating in favourable geographies
    • Good mix of public and private sector clients
    • Significant opportunities in renewables, especially offshore wind
    • Building on our project management expertise
    • Growing order book
     
     

    Strong ESG credentials

    • Science-based targets approved
    • Group Net Zero position set
    • Group stakeholder reviews underway
    • A leader in supporting clients with sustainable investment and carbon reduction

    Underpinned by strong financial discipline

    • Strong financials and improving profitability
    • Excellent cash performance and strong balance sheet
    • Disciplined capital allocation policy
    • Aim to accelerate organic growth with bolt-on acquisitions
    • Sustainable dividend policy

     

    2021 Financial highlights

    • Contracted order book growth 14% at constant currency
    • Fee Revenue growth 5% at constant currency
    • Revenue growth of 4% at constant currency
    • Adjusted operating profit margin improved to 5.9%
    • Adjusted profit before tax growth of 63% at constant currency to £21.5m
    • Low net bank borrowings of £13.5m
    • Low leverage at 0.6x
     
  • OUR PURPOSE IS
    OUR STRATEGY

    Our purpose

    We create shared value by solving problems that matter to a complex, urbanising and resource-scarce world.

    Our promise

    Making complex easy.

    Our behaviours

    Download our strategy
  • MAKING COMPLEX EASY.
    CREATING SHARED VALUE

  • Performance

  • ESG and sustainability

    ESG at RPS

    RPS operates with a strong sense of purpose. Sustainability is core to what we do. It is embodied in our purpose, to create shared value by solving problems that matter to a complex, urbanising and resource-scarce world.

    Work is underway on understanding where RPS is and where it needs to be for the years ahead. From the stakeholders we engage with through to defining future areas of sustainability focus, we are taking a fresh high-level look and re-evaluating our position with a view to creating an even stronger future legacy. First off the blocks was an accelerated climate change action plan for our own operations. Setting ambitious Net Zero position and Science-Based Targets in 2021, marking out our path in delivering towards a low-carbon future.

    Our Sustainability Roadmap

    To ensure that our legacy creates shared value for all our stakeholders, we need to be clear about our direction. Work to set out our sustainability strategy started in late 2021, with stages 1 through to 4 proposed for completion in 2022, and stages 5 to 6 proposed for ongoing action in 2022–25.

    We have already adopted a more formal structure to understand our key material sustainability issues. This approach provides us with the information needed to make sound business decisions and sets a stronger foundation for review in future years.

    Our process, takes account of the impacts that we make as a business, and those that we are directly affected by.

    • Stage 1

      Stakeholder Engagement

      Reconnecting on

      problems that matter

    • Stage 2

      Materiality Assessment

      Considering

      shared value

    • Stage 3

      Strategy Development

      Evaluating &

      agreeing direction

    • Stage 4

      Governance & KPIs

      Structuring

      for success

    • Stage 5

      Implementation

      Delivering action

    • Stage 6

      Communication

      Ensuring transparency