Worley Limited

Worley identifies four CRROs that could reasonably be expected to affect its prospects (p. 41), each assessed under a 1.5°C and a >3°C scenario (pp. 42–45).

Time horizons (p. 41). Defined to align with the risk management framework: short term is 1 to 2 years, focused on the immediate financial planning period; medium term is 2 to 5 years, focused on the strategic business plan in line with the Ambition; long term is 5 to 10 years, focused on global trends.

Judgment (p. 57). Worley says it considered a broader range of CRROs and concluded that separate disclosure of other matters would not provide material information to users.

Business model (p. 41). Worley says CRROs influence demand for its services, the way it delivers projects and the resilience of its strategy. It provides consulting, engineering, procurement and construction across a diversified portfolio of sectors, geographies and delivery models.

Effects by CRRO (pp. 42–45).

• CRRO 1: continued revenue growth in market segments that support the energy transition, in geographies with favorable policies such as Australia, Europe, Latin America, Asia and Africa.
• CRRO 2: policy uncertainty in North America is slowing revenue growth in lower carbon hydrogen, carbon removal and renewable fuels; portfolio diversity has turned the risk into an opportunity in the short and medium term.
• CRRO 3: extreme weather could disrupt operations, damage fabrication yards (in Canada, Norway, the United Kingdom and the United States) and interrupt supply of materials and equipment; on-site construction is delivered globally.
• CRRO 4: sustained temperature and rainfall changes may affect people and project execution, more in construction services than fabrication yards, and disrupt suppliers and infrastructure such as power and water.

Where concentrated (pp. 42–45). Revenue aligned with CRRO 1: $8,316m (69%). Revenue vulnerable to CRRO 2: $4,657m (39%); to CRRO 3: $5,422m (45%), in prioritized locations in the United States, Canada, Australia or India; to CRRO 4: $4,926m (41%), in the United States and Morocco.

Climate transition plan (pp. 46–47). Two focus areas: supporting customers to decarbonize, and reducing Scope 1 and 2 emissions to net zero by FY2030. Sustainability-related work rose from about 30% of the portfolio in FY2020 to 69% in FY2026 (aspiration: 75% of revenue by the end of FY2026). Scope 1 reductions came from consolidating offices and worksites, efficiency measures and fleet changes; Scope 2 reductions mostly from renewable electricity and Renewable Energy Certificates. Carbon credits are expected from FY2029 for residual emissions. The roadmap chart (p. 47) prints no values.

Assumptions and dependencies (pp. 46–47, 53). The roadmap reflects current intentions and assumptions about future business activity and decarbonization opportunities. Most remaining Scope 1 emissions are difficult or disproportionately expensive to abate, and some residual Scope 2 is expected where renewable energy access is limited. Targets are subject to the external operating environment and market conditions.

Responses and resourcing (pp. 42–45). Direct and indirect efforts are set out for each CRRO, for example business continuity and emergency response through R3 and HSE (CRRO 3). Resourcing is named per CRRO (Sustainability, Growth, R3 and HSE functions). No capital was directly deployed against any CRRO in FY2026; over five years the strategy included $100m invested over three years to organically grow capabilities (p. 42).

Approach (p. 41). Current effects are those recognized in the FY2026 consolidated financial statements. The report says CRROs are not expected to result in a material adjustment to the carrying amounts of assets and liabilities within the next annual reporting period. Anticipated effects are assessed against the internal business plan (base case), with sensitivities under the 1.5°C and >3°C scenarios given for each CRRO, and are expressed as ranges, mainly as changes in aggregated revenue. EBITA, cash flow and net assets are expected to change in proportion to revenue. The report says quantitative disclosures focus on the short to medium term, with longer-term impacts described qualitatively only. Impact ratings: Insignificant below $10m; Minor $10m to $100m; Moderate $100m to $500m; Major $500m to $2b; Critical $2b to $5b.

How the analysis was done (pp. 48–49). Scenario analysis was performed in FY2026 as a standalone assessment, applied across the business model and value chain over the defined time horizons and focused on the most strategically and financially significant parts of the portfolio.

Each scenario sets out pace of transition, physical impacts, energy mix, technology and sector outputs.

Resilience (p. 50). Worley says its diversified portfolio underpins resilience: under 1.5°C declining oil and gas revenues are offset by growth in hydrogen, power and energy transition materials; under >3°C oil and gas revenue remains a strong contributor. Capacity to adapt rests on diversification, flexible delivery models, resource reallocation, an annual strategy process, capital discipline, redeployable skills and targeted investment in climate solutions.

Caveats (pp. 48, 58). The outcomes were not formally integrated into strategy development in FY2026, although the report says strategy is informed by climate-related issues. Scenario outputs are directional and are not commitments.