Earnings call transcript: Atkinsrealis Q2 2025 sees strong growth, slight stock dip

Atkinsrealis Group Inc. reported robust financial performance in its Q2 2025 earnings call, with a 15% increase in total revenues year-over-year, reaching $2.7 billion. The company’s stock, currently trading near its 52-week high of $72.89, has delivered an impressive 78.91% return over the past year. According to InvestingPro analysis, the stock appears to be trading above its Fair Value, with a P/E ratio of 54.71x suggesting rich valuation levels. The company’s backlog hit a record high of $20.9 billion, reflecting strong future demand, while recourse debt decreased significantly.

Key Takeaways

• Total revenues rose by 15% year-over-year to $2.7 billion.
• Record high backlog of $20.9 billion, up 32% from the previous period.
• Stock price dipped slightly by 0.19% following the earnings announcement.
• Net cash used for operating activities amounted to $102 million.
• Restructuring costs in Q2 totaled $34 million.

Company Performance

Atkinsrealis demonstrated strong financial growth in Q2 2025, with significant increases in revenue and adjusted EBIT. The company’s strategic initiatives, including expanding nuclear services and acquiring a stake in David Evans, contributed to this performance. The record high backlog suggests continued demand for its services, particularly in the nuclear sector.

Financial Highlights

• Revenue: $2.7 billion, up 15% year-over-year.
• Adjusted EBIT: $246 million, an 18% increase.
• Adjusted EPS: $0.78 per diluted share, a 59% increase.
• Backlog: $20.9 billion, a 32% increase from the previous period.
• Cash on hand: $953 million.

Outlook & Guidance

Atkinsrealis raised its nuclear revenue outlook to $2.0-2.1 billion for 2025, reflecting confidence in its strategic positioning. The company anticipates mid-single-digit organic growth in its engineering services regions and plans to invest $1-1.5 billion in bolt-on acquisitions. A leverage ratio target of 1-2x is set for the next 18 months, indicating a focus on maintaining financial health.

Executive Commentary

CEO Ian Edwards highlighted the company’s strong performance and strategic positioning: "We had a strong quarter in the first half of the year, marked by increased demand for our engineering services and nuclear capabilities." He also emphasized the significance of their nuclear backlog: "Our greater than $5,000,000,000 nuclear backlog achievement is just the start."

Risks and Challenges

• The company faces challenges in its US and EMEA segments, which could impact future performance.
• Restructuring and transformation costs could affect profitability.
• Net cash used for operating activities was $102 million, which may concern investors about cash flow management.

Q&A

During the Q&A session, analysts focused on the challenges in the US and EMEA segments, seeking clarity on how the company plans to address these issues. There was also interest in the potential for nuclear technology licensing in the US, highlighting the company’s strategic focus on expanding its nuclear capabilities.

Full transcript - Atkinsrealis Group Inc (ATRL) Q2 2025:

Conference Operator: Thank you for standing by, and welcome to the Atkins Realis Second Quarter twenty twenty five Conference Call. At this time, all participants are in a listen only mode. After the speakers’ presentation, there will be a question and answer session. If your question has been answered and you’d like to remove yourself from the queue, simply press 11 again. As a reminder, today’s program is being recorded.

And now, like to introduce your host for today’s program, Dennis Jasmin, Vice President Investor Relations. Please go ahead, sir.

Dennis Jasmin, Vice President Investor Relations, Atkins Realis: Thank you, Jonathan. Good morning, and thank you for joining us today. For those dialing in, we invite you to view the slide presentation that we have posted in the Investors section of our website, which we will refer to during this call. Today’s call is also webcast. With me today are Ian Edwards, Chief Executive Officer and Jeff Bell, Chief Financial Officer.

Before we begin, I would like to ask everyone to limit themselves to one or two questions to ensure that all NNAFs have an opportunity to participate. You are welcome to return to the queue for any follow-up questions. I would like to draw your attention to slide two. Comments made on today’s call may contain forward looking information. This information by its nature is subject to assumptions, risks and uncertainties, and as such, actual results may differ materially from the views expressed today.

For further information on these assumptions, risks and uncertainties, please consult the company’s relevant filing with CINAHL Plus. These documents are also available on our website. Also during the call, we may refer to certain non IFRS financial measures. Reconciliation of these amounts to the corresponding IFRS financial measures are reflected in our earnings release and MD and A, which can be found on SEDAR plus and our website. And now I’ll pass the call over to Ian Edwards.

Ian?

Ian Edwards, Chief Executive Officer, Atkins Realis: Thank you, Denise. Good morning, everyone, and thanks for joining us today. I’m going to begin today’s call by providing an overview of our performance in the second quarter, our record backlog and the current success and opportunities we’re seeing across our engineering services regions and our nuclear businesses. I’ll then pass it to Jeff to provide more detail on our financial results, our 2025 outlook and our capital allocation activities we executed in Q2, and then we will open it up for Q and A. So let’s get started on slide three.

We had another strong quarter with solid revenue growth. Atkins Rialis services revenue grew 15% to $2,600,000,000 with strong increases in the engineering services regions, nuclear and Linksaw. Engineering services regions revenue organically declined 1% to $1,900,000,000 while nuclear revenue organically grew 56% to a quarterly record high of $567,000,000 Linxon revenue organically grew 11%. We also had a strong increase in adjusted EPS from PS and PM and adjusted EBITDA from PS and PM with Atkins Realis Services segment adjusted EBIT increasing 21% to $246,000,000 Our total backlog reached a record high of $21,000,000,000 this quarter, as our expertise across engineering services and nuclear continues to be in demand. Continued growth and record high backlog in our nuclear business is leading us to increase our revenue outlook for 2025.

On the other hand, due to lower year to date revenue growth in the USLA and EMEA segments, we are decreasing our twenty twenty five Engineering Services regions revenue organic growth outlook. We expect the full year impact on profitability of all these changes to be neutral. Jeff will provide more details on this later in the call. During the quarter, we closed on the acquisition of a majority stake in David Evans and completed the sale of our interest in Highway four zero seven. This resulted in total proceeds of approximately $2,600,000,000 We also paid down our debt by $900,000,000 and repurchased 9,000,000 shares.

These moves have further strengthened our balance sheet and put us temporarily in the rare position of being net cash positive. We are now distinctly positioned to act on opportunities that arise, including further growth through organic and inorganic investments. At our Investor Day in June, we outlined a disciplined capital allocation framework, which consisted of maintaining a strong balance sheet, investing in the business and returning capital to shareholders. Since that time, we have taken considered actions across each of these priorities in line with what we said. We now have an industry leading balance sheet following the repayment of a significant part of our debt.

That priority is completed. We also bought back a significant number of shares year to date, returning approximately $800,000,000 to shareholders. While our NCIB program remains active going forward, we would expect our share repurchases to be much smaller. The remaining capital allocation priority under our delivering excellence and driving growth strategy is investing in the business, will be our focus going forward. As we have said previously, we will look to invest to build out the white space of the company in our chosen geographies and end markets organically and inorganically.

Organically, we will continue to invest in our engineering services regions and our nuclear development as we see very strong future for our nuclear services across the globe. Inorganically, our David Evans transaction is a great example of our disciplined approach to executing our land and expand strategy in The US, and we have a strong pipeline of opportunities to continue to do so. In addition, we see opportunities to purchase businesses in our other engineering services regions to address gaps in strategic high growth end markets like transport, water, defense, buildings and power and improve our geographic density. M and A is an area that consumes a meaningful amount of my personal leadership effort. On slide five, you can see the continued progression of our backlog growth across Atkins Realis services.

The 33% increase over the prior year was driven primarily by the demand in our nuclear expertise. In Canada, we were awarded a $450,000,000 contract extension for the first of four planned small modular reactor units in Darlington. We also have been selected as the technical and project management delivery partner for phase one of the Calgary Green Line. In UK, our prior successes at London Heathrow Airport has led to additional awards this quarter in support of preventative systems maintenance at their main tunnel. And in The US, we are building a leading position supporting transportation development in Florida.

This quarter, we were awarded a design and development contract for Florida’s 500 mile tunnel network. And in Asia, we secured a contract to redesign the design of the Hong Kong section of the Hong Kong Shenzhen Western Rail Link, further expanding our foothold in the growing Asia market. Turning to slide six, revenue in our engineering services regions business increased by 6% year over year. Excluding revenues from David Evans and the impact of FX, revenue organically declined slightly. This decrease was expected as we faced difficult year over year comparisons following a strong performance in Q2 twenty twenty four.

And as we have discussed, we have also experienced delays or termination of a handful of major projects, which impacted the first half of the year. These projects should roll off in the second half of the year And excluding these projects, the underlying organic revenue growth in the first half was actually in line with our target of 7% to 9%. Due to the impact of these projects and lower expected revenue growth in The US, LA and EMEA segments, we now expect that revenues for engineering services regions should organically grow in 2025 over 2024 by mid single digit percentage. Segment adjusted EBITDA over net revenue margin was nearly 16% for the second quarter, up 50 basis points versus the prior year period. And notably, we continue to increase our backlog, which now stands at $13,000,000,000 representing a 6% increase versus our backlog as of 06/30/2024.

Beginning on slide seven, we provide an overview of each of our four regions and their performance this quarter. In Canada, revenue organically declined 1%, but segment adjusted EBITDA grew to $33,000,000 with a 15% margin, as our operating margin improvement efforts delivered a four thirty basis point year on year increase. Backlog increased five percent year over year and now stands at just below $8,000,000,000 A major project in Q2 twenty twenty four leading to difficult year over year revenue comparison. That said, our relative flat revenue performance coupled with our increased backlog highlights the continued growing demand for our unique end to end capabilities across the power of renewables and transportation markets. We remain very bullish on our engineering service prospects in Canada as the Building Canada Act is leading to increased opportunities across many markets where we work.

We’re also committed to enhancing margins and the results this quarter highlighted the success of the work in this business. We have successfully implemented initiatives to improve pricing, productivity and overhead, as well as serving our clients more effectively through our global technology center. In UK and Ireland, revenue grew 11% and organically grew 5% year over year, primarily by strong demand in water and infrastructure markets and new investment programs in aviation and rail signaling, as well as in the defense market. Segment adjusted EBITDA grew $92,000,000 in the quarter, representing a 17% EBITDA margin, 40 basis points better than last year, as the business continues to focus on efficient project delivery. Backlog grew 13% year on year to approximately $1,900,000,000 driven by wins in water, aviation and infrastructure.

In the UK government, recently announced plans to increase defense spending to 2.5% of GDP by 2027. Additionally, the government’s ten year infrastructure strategy commits to over $1,300,000,000,000 in infrastructure investment over the next decade, spanning our key sectors of water, energy, aviation, and rail. Turning to slide nine, our US land and expand strategy continues to make strides. We closed on the acquisition of a majority stake of David Evans, achieved a record backlog in Q2, and our prospects pipeline remained strong. During the second quarter, revenue increased by 18%, but excluding David Evans acquisition and FX revenues organically declined 3% year over year.

Strong growth in our US engineering services and transportation infrastructure and industrial markets was offset by a decrease in our global minerals and mining sector. Segment adjusted EBITDA was $54,000,000 and a 13.7% operating margin, an improvement of 60 basis points over the previous year. The backlog increased 17 year over year to nearly $1,800,000,000 as we continue to prioritize client engagement and leverage our unique end to end capabilities. We continue to build our backlog in The US, winning work with the Department of Transportation and Infrastructure Solutions. Early collaboration with David Evans’ team is progressing as planned and has already resulted in winning work together in The US Northwestern.

As we continue our land and expand strategy, we look to strengthen our foothold in growing end markets and regions across the country. And while uncertainties around tariff negotiations continue, it’s important to emphasize that we’ve not been directly affected by these measures. That said, we are closely monitoring potential effects on the broader US economy, and we’ve seen some delays in infrastructure project wins converting to revenue. Regardless of the near term market uncertainty, our conviction in the long term growth of our end markets remains strong. We are strategically positioned to capitalize on many opportunities, leveraging our robust balance sheet and increasing cash flow to demand our footprint, expand our footprint and drive sustained value creation.

In EMEA, revenue declined 89% on an organic basis. Segment adjusted EBITDA declined to $31,000,000 representing a 16% margin over net revenue, down just over 3% from a year ago to the business mix of projects. Total backlog in EMEA was approximately $1,300,000,000 down 4% versus the second quarter for 2024. And declines in revenue and backlog is mainly due to lower volume on buildings and places projects and the completion of a large project in The Middle East at the end of last year. Specifically in Saudi Arabia, budget reprioritizations on large scale programs are taking place, leading to some award delays and completion of major projects.

However, the long term outlook remains strong. And while we are pleased with the current size of our Middle East business, we expect to continue to grow the EMEA region through a disciplined revenue growth strategy in Asia and Australia. In Asia, backlog has continued to grow as we are seeing sustained investments in infrastructure and transportation. In Australia, we are focused on expanding our presence through opportunities that leverages our global expertise such as defense, power, and infrastructure. We are confident in the sizable opportunity that Asia and Australia markets represent over the long term.

I’d now like to move to slide 11 and the results of our Nuclear business. We continue to demonstrate significant growth, achieving an organic revenue increase of 56% compared to the 2024. Our nuclear backlog is now 5,600,000,000 223% higher than our backlog as of 06/30/2024, which continues to primarily grow through life extension bookings in the CANDU fleet in Canada, Europe and Asia. Segment adjusted EBIT grew 47% to $64,000,000 in the second quarter and segment adjusted EBIT margin was approximately 11%. Segment adjusted EBITDA grew 42% year over year and the margin now stands at 25%.

On slide 12, we highlight the achievements across our nuclear CANDU and services portfolios. In our CANDU business, Canadians for CANDU continues to gain support and we’re actively engaging in bidding discussions for several large new nuclear projects in Canada and abroad. In Europe, we entered into an agreement with EDF, one of the world’s leading electricity production and distribution companies. This is an important agreement for our nuclear business, bringing opportunities to share capability and expertise in support of both our organizations, taking advantage of the renewed global interest in nuclear power. In our services business, as I noted earlier, we’re awarded the contract for the first of four SMRs in Ontario.

We also are continuing new build support at Hinkley Point C and Siswell C, as well as decommissioning services at Sellafield in The UK. Additionally, we continue to expand our nuclear capabilities in The US, as the Department of Energy provided our joint venture the notice to proceed for the operation and maintenance of the Portsmouth and Paducah gaseous diffusion plants. And lastly, Atkins Ryalis is part of a new pioneering partnership with the Nuclear Decommissioning Authority in The UK, which will see innovative technology deployed for the first time on a nuclear site to remotely and autonomously sort and segregate radioactive waste. This is an important step to operate more safely and more efficiently on-site. Our year to date nuclear performance and backlog record high levels provide a strong foundation for 2025.

As such, we are raising once again this quarter our full year revenue outlook to a range of $2,000,000,000 to $2,100,000,000 Turning to slide 13, a reminder that we are capturing near term and long term Candu revenue opportunities within our nuclear business. The potential contracts you see on this slide showcase a massive opportunity for Atkins to realize and could deliver significant growth for the foreseeable future. These represent profitable contracts and highlight our real backlog and our growing teams who deliver real projects every day. Our greater than $5,000,000,000 nuclear backlog achievement is just the start as our customers are continuing to recognize our nuclear expertise. We’ve been working hard to bolster our backlog with high quality wins.

Total backlog does not include follow on stages for our recent wins and a very small amount of CANDU Nu. We cannot overstate the significant opportunity in front of Atkins Realis in the nuclear sector. Now moving to slide 14 and our links on LSTK projects and capital businesses. In our LinksOn segment, revenue organically grew 11% year over year. LinksOn realized a three sixty basis point of EBIT margin expansion in the second quarter as operational improvements continue to positively flow through the business.

Backlog increased 28% to 2,100,000,000 at the end of the quarter. We are seeing backlog improvement across The Americas, Europe and The Middle East. On LSD project segment adjusted EBIT was in line with expectations. Commissioning and testing on the Ontario Eglinton project is progressing well and the backlog decreased 40 year over year at the end of the second quarter as work continues to progress on the Remnant project. On capital, we completed the sale of our interest in IRAD four zero seven and received our last dividend of $13,500,000 in April.

Other assets continue to perform well. I’ll now turn it over to Jeff to discuss our financial results and 2025 outlook.

Jeff Bell, Chief Financial Officer, Atkins Realis: Thank you, Yin, and good morning, everyone. Turning to slide 16, Total IFRS revenues increased 15% year over year, totaling $2,700,000,000 which included revenue increases of 6% in engineering services, 59% in nuclear, and 60% in Limsong. Total segment adjusted EBIT for the quarter increased 18% to $246,000,000 mainly due to Atkins Realis Services, as Capital’s $19,000,000 adjusted EBIT was offset by LSTK Project’s negative EBIT of a similar amount. Corporate SG and A expenses from PS and PM totaled $30,000,000 in the quarter, below Q2024 as expected. We continue to anticipate that these expenses should be between 120,000,000 and $130,000,000 for the full year.

Restructuring and transformation costs were $34,000,000 in the quarter, mainly due to a one time adjustment related to the disposal of a business in a prior year. We expect these costs to be lower in Q3 and Q4 and now expect them to be approximately $90,000,000 for the full year. The IFRS net income this quarter was significantly higher than in Q2 twenty twenty four, mainly due to a $2,600,000,000 gain (2.2 billion dollars after tax) on the disposal of the company’s remaining 6.76% interest in the Highway 407 ETR. The income tax expense was higher in the quarter due to the gain on the Highway 407 sale. The tax rate for adjusted PS and PM net income was approximately 13% in the quarter and 19% after six months, and therefore we now expect the tax rate for the full year on our adjusted PS and PM net income to be in the mid-twenty percents.

Adjusted EPS from PS and PM for the quarter increased by 59% to $0.78 per diluted share, compared to $0.49 in the second quarter last year. And as Ian mentioned, our backlog ended the quarter at a record high of $20,900,000,000 32% higher than at the June, with new record high levels in engineering services regions and nuclear. Now let’s move on to slide 17 and free cash flow. Net cash used for operating activities totaled $102,000,000 for the quarter. This was mainly driven by a stronger Atkins Realis services EBITDA delivery and lower LSTK projects cash usage, offset by the timing of higher working capital usage.

We continue to expect operating cash flow to be in excess of $300,000,000 for the full year 2025. Similar to 2024, cash generation is expected to be heavily weighted to the second half of the year. After CapEx of $37,000,000 which included $19,000,000 for the development of Monarch, and the payment of lease liabilities of $24,000,000 our free cash flow stood at negative $163,000,000 for the quarter. I’d like now to move to slide 18 and build further on our capital allocation status. Earlier, Ian highlighted our progress in delivering on our capital allocation priorities in the quarter.

As you can see on the slide, during the second quarter we strengthened our balance sheet, invested in the business and returned capital to shareholders. Driven by the proceeds from the sale of our remaining interest in Highway 407, our cash on hand increased to $953,000,000 our recourse debt decreased from $1,100,000,000 to $695,000,000 compared to 12/31/2024, and as a result our leverage ratio is negative 0.3 times. We have also repurchased approximately $9,000,000 of our shares year to date, returning nearly $800,000,000 to our shareholders. As discussed earlier, our focus going forward will be primarily through investing in the business, particularly with acquisition opportunities that fit our strategic, financial and cultural criteria. We would expect to continue to execute on our bolt on acquisition strategy that over the next eighteen months would result in a return to a net recourse debt to adjusted EBITDA ratio in our targeted range of one to two times.

I’d like to now turn to my final slide, slide 19. As you have also heard Ian say on nuclear, this end market continues to be very strong, the demand for our services continues to grow, and our backlog is at a new record high. Therefore, we are again increasing our nuclear revenue outlook to between 2,000,000,000 and $2,100,000,000 for the full year 2025, from the previous range of 1,900,000,000.0 to $2,000,000,000 that we outlined last quarter. On the other hand, we are decreasing the engineering services region’s 2025 organic revenue growth outlook over 2024 to mid single digit percentage, from the previous range of 7% to 9%, reflecting lower than expected revenue growth in the USLA and EMEA segments. Note that we expect David Evans revenues, which is excluded from this organic revenue growth, to be around $300,000,000 for 2025.

We remain confident in our medium term target of 8% plus revenue growth for engineering services, as outlined in our ’Delivering Excellence Driving Growth’ strategy, and see the lower growth rate in 2025 as temporary in nature. All other financial outlook metrics for the full year 2025 are maintained. And with that, I’ll now hand the presentation back to Ian.

Ian Edwards, Chief Executive Officer, Atkins Realis: Thank you, Jeff. We had a strong quarter in the first half of the year, marked by increased demand for our engineering services and nuclear capabilities alongside strategic internal actions to strengthen our capital structure. As I stated early, our strong balance sheet and our appetite for growth puts us in a distinctive position to capitalize on opportunities that may arise in the current macroeconomic landscape. Energy transition and infrastructure development needs are fueling growth in our markets where we have either built a strong foundation or are continuing to land and expand. We are doing this under the guide of our delivering excellence and driving growth strategy, which focuses on optimizing the business, accelerating our footprint in growing end markets and regions and exploring untapped opportunities.

We have accomplished a lot in our first six months under this strategy, but we are just getting started. I want to thank our 40,000 employees for their hard work and dedication. Quarter over quarter, we continue to incrementally build great things at Atkins Realis, and we would not be able to do so without the dedication and expertise of my colleagues around the world. So with all of that, let’s open it up for questions.

Conference Operator: Certainly. And our first question for today comes from the line of Sabahat Khan from RBC Capital Markets. Your question, please.

Sabahat Khan, Analyst, RBC Capital Markets: Great. Thanks and good morning. Maybe if you could just dig a little bit deeper into sort of the engineering side and maybe just maybe provide a bit of color in your preamble, but hoping to get a bit more understanding of how the Q2 evolved relative to expectations. If you can get into some of the specifics around the regions that were supported, what you’re seeing in The US and what you have baked in for H2 now in the engineering business relative to when we last spoke? Thank you.

Ian Edwards, Chief Executive Officer, Atkins Realis: Yeah, for sure. So I think the first thing I’d say is what we’ve seen is broadly in line with what we signaled earlier in the year, Q1. A couple of things perhaps have moved further away from us than we expected. And the underlying growth of the business in all regions is good. And so we have confidence in the ability to deliver on the rest of the year and going forward beyond that.

Now, there are really three specific things that gave us some headwinds. And the first, we have signaled this before, is we had this large battery factory in Canada, which was not moved forward to phase two, it was canceled. And there were very strong revenues in H1 all the way through actually Q4 ’twenty three, all the way through to H1 ’twenty four. So that’s behind us and we’ll see better year over year Canada growth. Canada is actually performing really well.

Happy to kind of go into a bit more detail later. EMEA, I think EMEA is interesting. There’s some reprioritization there. We are not able to secure yet the phase two of a very large contract that’s been delayed. And from where we see it right now, it’s going to be delayed significantly.

We were expecting that in Q1, it’s probably, I don’t even know if it’s Q3 or Q4 now. But underlying again, the business is at a level we’re pretty happy with in EMEA and pretty strong. We’re not about to go around chasing low margin work to try and build those revenues. EMEA growth is really gonna come from Asia and Australia where we’ve got very, very small businesses. And The US, our US business also has minerals and metals in there.

There was a year over year issue, but also in The US we’ve seen some of the projects get delayed state by state. I mean, we’re not federally exposed, so we’re not really exposed to any federal adjustments that have been seen in the industry, but we have seen state by state. Now actually we’re seeing those coming back, and as we develop our pipeline going forward, looks pretty good and the growth looks pretty good. And in actual fact, you know, H1 when you take out the mining contract, the underlying growth is still reasonably strong. So for all those reasons, we’ve obviously developed our pipeline and done some analysis on the second half and felt that we should lower our outlook.

But if you look at the backlog, which is a real forward looking indicator, it’s actually very strong and remains strong at 6% for the engineering services regions. So I think in good shape for the future, but as I said, some specific headwinds.

Sabahat Khan, Analyst, RBC Capital Markets: Got it, thanks. And then just for my follow-up, maybe if you just dig a little bit into your balance sheet position, talk a little bit about the pipeline of M and A opportunities. Obviously, the first larger transaction is now closed. You did a large buyback. Maybe just if you can walk us through plans for the rest of the balance sheet capacity, pipeline on M and A, and just a little bit more color there.

Thanks very much.

Ian Edwards, Chief Executive Officer, Atkins Realis: So clearly, are very pleased that we have been able to deliver against all of our Investor Day capital allocation priorities. As I said in the presentation and in the narrative, those three things to strengthen the balance sheet return funds to shareholders and invest in the business are all kind of well progressed or in play. I’m going to let Geoff talk to the kind of strengths of the balance sheet and the position going forward on the returns to shareholders, but our key priority now is inorganic growth. It’s investing in the business for growth, and our strategy for M and A remains the same. As I’ve said before, we’re not about to do, you know, a major transformational acquisition.

We’re stay in our lane for the short term, businesses the size of David Evans, looking at white space geographically around markets, looking at primarily platforms to grow organically revenue synergies. And we’re very excited about that because clearly we’ve got the appetite, the markets there and we’ve got the balance sheet to do it. So Jeff, maybe just a bit on the buyback and the balance sheet.

Jeff Bell, Chief Financial Officer, Atkins Realis: Yeah, I mean, I think to build on that point, Ian, you know, we see a great pipeline of opportunity, both in our priority market for M and A in The US, but you know, also elsewhere. Combined that as Ian has said, that being our primary focus, we have bought back a significant number of shares year to date, and you know we would expect that you know therefore to be fairly small in the remainder of the year, we’ll be a bit opportunistic about that. But as Ian said, the real focus will be continuing to deploy capital in bolt on and tuck in acquisitions in those white spaces.

Sabahat Khan, Analyst, RBC Capital Markets: Great, thanks so much.

Ian Edwards, Chief Executive Officer, Atkins Realis: Thank you.

Conference Operator: Thank you. And our next question comes from the line of Chris Murray from ATB Capital Markets. Your question please.

Chris Murray, Analyst, ATB Capital Markets: Yes. Thank you folks. Good morning. Maybe turning to the nuclear business, certainly some good growth and things that we’re seeing there. But I was going to ask you, can we talk a little bit about maybe outside of the can do opportunities, which seem like fairly well understood and pretty massive.

Can you talk a little bit about other pieces of the nuclear business where you’re seeing growth and how that’s evolving? There’s been lots of discussion about the various forms of SMRs that are happening down in The U. S. So anything you can add to what you’re seeing there and how you think that that could drive into the nuclear business on a go forward basis would be helpful.

Ian Edwards, Chief Executive Officer, Atkins Realis: Yeah, yeah, for sure. And as you know, we kind of think of our business now in our nuclear sector in two halves. We think about it as can do where we have the technology and we deploy that technology, but we’ve also got a very, very comprehensive services business, full services nuclear business that operates globally. And there’s quite a few interesting things in the services businesses rightly point out in the question that are happening. I mean, let’s start with the SMRs.

I we do not have an SMR, we chose not to in our CANDU fleet. We decided to be agnostic to technology and we decided to support

Sabahat Khan, Analyst, RBC Capital Markets: the

Ian Edwards, Chief Executive Officer, Atkins Realis: first, I would say definitely North America, probably the first SMR in the global North, the developed world at the Darlington South with GE Itachi, and we are playing a role called architects engineering. You’ll see the award for a $450,000,000 contract to play that role in the development of that first SMR. So for Atkins Realis, I think being involved in the very first SMR is a game changer for our brand as a nuclear business. Other SMRs around the planet are trailing. I would say the closest to it in terms of being deployed would be, this is an opinion, it’s not a fact, be Rolls Royce because they’ve been selected by the UK government to deploy their SMR across The UK.

We are a partner of Rolls Royce also, and we’ve been working with them through the development of that SMR. We are not currently partnered with any of The US SMRs, but having said that, we’re not aware of any kind of commencement of construction. There’s a lot of MOUs in place, but I’m not aware of anything that’s actually physically being deployed right now. But we keep an eye on that space because clearly The US is an exciting place for nuclear, not least of which would be through the hyperscalers as they look to find solutions for their electricity, for their data centers. So we’ve got a very keen eye on that, Obviously nothing to really talk to of any substance right now, but we’re following the story closely.

And then dealing with waste and remediation of nuclear waste. We’ve just won some contracts at Sellafield in The UK, which is great. And as you know, we have a strong business in The US, which works for the DOE on their contracts. And we own technologies as well, with IP connected to them for decommissioning and waste management. And then of course this partnership we have with EDF is pretty significant in that we are supporting them on non nuclear engineering at Hinkley and doing the same now at Seiswell as Seiswell has got the go ahead by the UK government.

And at peak in Hinkley, we would have had 800 engineers and we would expect the same at Seiswell. So very significant contracts, but we’re also helping EDF in France. So our French speaking contingent of engineers in the nuclear sector are working in France supporting EDF. So there’s a lot going on outside of CANDU and I appreciate the question because most of what we’ve talked about in the past is all Candu. I love that answer.

Sabahat Khan, Analyst, RBC Capital Markets: It was

Chris Murray, Analyst, ATB Capital Markets: a good one, thank you. And then I’m not sure if he wants to take this one, but I guess more conceptually now, and I know we talked a little about this at the Investor Day, but on a go forward basis now that you sold the four zero seven, it looks like Limsaun’s continuing to be growing or maybe stable or we’ll leave it at that LSTK is running off, but you still got the capital business. How do we think about now that you’ve got the financial flexibility, don’t really need the additional funding, how do we think about what the business looks like in a year with all these other little bits and pieces kicking around?

Jeff Bell, Chief Financial Officer, Atkins Realis: Yeah, Chris, it’s Jeff. Maybe I’ll take a shot at that. I think where we’re rapidly guessing to, and I think you’re right, as we get into 2026, what we really have primarily is the world class engineering services and nuclear business that we’ve always said, you know, that’s what we’re building. And, you know, that’s the long term future of the organization, you know, in terms of the sort of, you know, big elements. You know, therefore, I think what you’ll see is LSTK will become very little by next year.

There’ll be a bit maybe a bit of overhead related to just kind of finishing off any punch list items and collecting claims. Know, links on really pleased with sort of where it is, but you know, ultimately it’s a fairly small part of the business. Know, and capital will now be the same. Know, there’s really just a, you know, a handful of smaller investments left. So you could almost think of it as, you know, the engineering services regions and nuclear, you know, and then, you know, and then other, you know, kind of a small other element picking up the other pieces.

But, it’ll really be, you know, a pretty simple business in terms of, you know how how you would think about, you know strategically and performance wise driving it forward.

Chris Murray, Analyst, ATB Capital Markets: Okay, yeah, I mean the plan I’m assuming is still to divest links on at some particular point or there’s no thought to keep it around?

Krista Friesen, Analyst, CIBC: Yeah, mean it’s, know, as

Jeff Bell, Chief Financial Officer, Atkins Realis: I said, as we’ve always said, know, we think it’s a good business in a good market. We’ve invested a lot in terms of improving its operational capability and its performance. We’re seeing that coming through. At this point we haven’t seen anyone, our efforts, giving us what we think is kind of a reasonable value for the business. And so we’ll continue to explore our options, including ultimately we end up holding it for a longer period of time.

Devin Dodge, Analyst, BMO Capital Markets: Okay. We’ll leave it there. Thanks, folks.

Yuri Lynk, Analyst, Canaccord Genuity: Thank you.

Conference Operator: Thank you. And our next question comes from the line of Yuri Lynk from Canaccord Genuity. Your question, please.

Yuri Lynk, Analyst, Canaccord Genuity: Hey, good morning.

Ian Edwards, Chief Executive Officer, Atkins Realis: Good morning.

Yuri Lynk, Analyst, Canaccord Genuity: A follow-up on David Evans. I think Jeff mentioned $300,000,000 of revenue for 2025. Can you just confirm that that’s US dollars? And is that, for the for the entire year or or just for the period that will be consolidated in your financials?

Jeff Bell, Chief Financial Officer, Atkins Realis: Yeah. Happy to do it. It’s actually three hundred million Canadian, we see for this year. And obviously, the, you know, the quarter we had in q two was short a couple of weeks. We didn’t kinda close it till mid mid April.

So slightly higher on a quarterly run rate, in, you know, in q three and q four.

Yuri Lynk, Analyst, Canaccord Genuity: Okay. So so that’s not their full year revenue in in CAD?

Jeff Bell, Chief Financial Officer, Atkins Realis: No. No. That’s that’s what we will pick up in our financial statements having owned it from, you know, April 11 till the 2025, we expect.

Yuri Lynk, Analyst, Canaccord Genuity: Yep. That makes sense. Okay. Can you can you kind of give us more detail or break out the the impact of the mining business on the USLA organic growth contraction and maybe talk about how some of the other end markets in The US did on the engineering side?

Ian Edwards, Chief Executive Officer, Atkins Realis: Yeah, yeah, for sure. I mean, I think, so if we think about The US first, I mean, I said in the kind of brief overview of The US, there’s a couple of things. So the mining business is in there, we got some year over year kind of issues in there with one big contract that again, we would expect to see diminish in the second half. The underlying growth in The US business, certainly going forward from here in the pipeline development, is actually closer to our original range, frankly. We have seen in the first half of the year in the pure US engineering business, a bit of slowdown state by state in a couple of states, Texas, of Department of Transport work.

Now we’ve seen those coming through. So it wasn’t really cancellation or lack of funds. It was, you know, with all the volatility that we’ve seen across The US, it was kind of holding back a bit, but we’re seeing those coming out. So in simple terms, positive growth first half in US purely, and almost back to where we’d expect it to be second half, but obviously we’ve had an impact. So that’s one of the contributors to, changing the outlook for the full year.

And I think the other one that contributed to, changing the outlook for the full year was the EMEA region. And as I said, you know, there’s been some reprioritization of projects. We haven’t suffered too much actually in that because our strategy in The Middle East, particularly Saudi Arabia, was always to follow big programs that we believe are profitable programs that are at the backing of the government. Now NEOM did pull back a bit, not too much effect, but one of these other big projects in Riyadh has got pretty seriously delayed. I mean, we were expecting a Q1 kind of move forward and as I said, I’m not even sure it’s gonna be Q3 now.

So that’s obviously had an effect, but we are really comfortable with our business in The Middle East. You know, we’ve grown there a lot, we’ve got good profitable work, and we’re not gonna chase unprofitable work to fill the gap, so to speak. And that’s why we’ve kind of pulled down the outlook for the rest of the year. Now, as I see EMEA going forward, I see enough opportunity in The Middle East to keep it growing at a reasonable rate, status quo sort of thing, but our real growth for EMEA will come out of Asia and Australia. We have a new president looking after the EMEA region.

We’re doing a lot of work right now and we have virtually no business in Australia and Asia. So we’re gonna be seeing the EMEA region grow in line with our other good regions. And then when you look at what’s happening in Canada and The UK, The UK is doing really well for us. We have a fully diverse business across The UK, our backlog is up 13%, and we’ve organic growth of 5% in The UK. And now with the $1,300,000,000,000 infrastructure strategy being announced across the country, the things that we are good at, it’s a pretty positive outlook for infrastructure.

And you’ll see in the quarter, we won work in water on the AMPAPE program, we won national highways work and we’re winning work back at Heathrow now that they’ve announced the third runway. So really pleased on The UK and Canada is doing well. And when you think that the EBITDA is up 30 basis points, four thirty basis points, the backlog is up 5%, got some good wins from East Harbour, Metrolinx, GTA, the airport authority in Toronto, the Alto program. And now with the Bill C5, I really feel confident about Canada having a very strong commitment to infrastructure. You know, I’ve personally been involved in some roundtables and I’m feeling really positive about it.

So all in all, I think our engineering services business, if you think about a long term guidance, a long term outlook, it’s gonna be there, but we’ve just had to pull it back a little bit this year.

Yuri Lynk, Analyst, Canaccord Genuity: Okay, thanks for the color guys.

Conference Operator: Thank you. And our next question comes from the line of Krista Friesen from CIBC. Your question, please.

Krista Friesen, Analyst, CIBC: Hi, thanks for taking my question. Just on the David Evans acquisition, first one in a while. Can you just provide some color on how the integration is going there and maybe any surprises that you’ve encountered positively or negatively?

Ian Edwards, Chief Executive Officer, Atkins Realis: Yeah, for sure. And obviously we’re, you’re right, you know, it’s first acquisition for a while and we spend time to find something which was of quality. We will always follow that strategy going forward. It is a great company with great culture and a great track record and representation. Obviously it’s early days, but we work with them a lot through the due diligence period and we’ve hit the ground running.

And they are eleven weeks in, we are focused on revenue synergies, we’re focused on doing what we said we would do with this business, which is use it as a platform, use their connectivity and track record in the West, specifically Oregon and California, Washington, and add Atkins realities to it. And we’ve identified a very significant pipeline of bids that they would not have had the scale to bid. And we have won our first work together and we’re winning some work together. So, so far so good. We see the teams there as in the main, very happy with the relationship and I’ve got some good leaders that are working with them day to day that are very, should I say, you know, keen to make sure this works.

Krista Friesen, Analyst, CIBC: Okay, great. And then maybe if I can just follow-up on the nuclear conversation. So you announced the partnership with EDF about a month or two ago, and then just a few weeks ago, EDF kind of came out and said that they’re looking at pulling back a bit from some of the overseas work. Does this impact you or does it create maybe some opportunities for Atkins?

Ian Edwards, Chief Executive Officer, Atkins Realis: Yeah, no, see that as opportunities. I mean, so we’ve had a relationship with EDF for many years at Hinkley. We started very, very small at Hinkley. Hinkley in The UK is an EDF technology. And we started on a very small contract there, and we ended up with this very significant kind of engineering contract to integrate everything that was non nuclear and the design.

And I think we ended up working really well with them, and you know, I along with my president personally met their CEO a number of times. We work well with their senior leaders. And we’re trying to make sure that as this nuclear renaissance really takes hold globally, the capacity, human capacity particularly, and expertise, doesn’t hold us back on the can do deployment. And we are like minded with EDF in that they’ve got a big deployment of their technology in France now, and we believe that there can’t be a one plus one equals three in terms of building capacity and relationships and deploying expertise. So that’s kind of the genesis of this in the long term.

And, you know, I would go on to say that we have a very differentiated privileged position in Candu and that we already have six and a half thousand professionals working in the business on life extension work, That is not a situation that other nuclear technologies across the planet, apart from EDF and the Chinese, would have because there just hasn’t been a big build out recently. So I think having partnerships like that to help us build capacity, to help us get ready for the really big waves that we expect is a very good and advantageous thing. That’s the genesis of it.

Krista Friesen, Analyst, CIBC: Thanks. Thanks for the color. I’ll pass the line.

Ian Edwards, Chief Executive Officer, Atkins Realis: Sure.

Conference Operator: Thank you. And our next question comes from the line of Devin Dodge from BMO Capital Markets. Your question, please.

Devin Dodge, Analyst, BMO Capital Markets: Yeah, thanks. Good morning. I wanted to come back to one of Saba’s questions, more specifically, Slide 18 and the chart showing your financial leverage, which has it coming down over the next eighteen or coming up over the next eighteen months. Look, we’re assuming free cash flow will be positive. So it seems like it’s driven by capital deployment.

I just wanted to clarify if this is intended to be more illustrative of what is possible, or is it more of an indicator for what you see as the probable pace of capital deployment? And then just based on your comments, it

Sabahat Khan, Analyst, RBC Capital Markets: just seems that most of that spending will

Devin Dodge, Analyst, BMO Capital Markets: be directed towards M and A. Just wanted to confirm that.

Jeff Bell, Chief Financial Officer, Atkins Realis: Yes, it’s Jeff. Why don’t I take that? So I think our view is is that that is directionally correct. And as I said in my script, over the next eighteen months, we would expect expect to deploy capital primarily from a bolt on M and A acquisition perspective that would see us moving our way back to at least being at the low end of that one to two times range By the 2020. Okay.

Devin Dodge, Analyst, BMO Capital Markets: And then maybe just, Jeff, can you remind us of the timing for Atkins to acquire the remaining interest of David Evans?

Jeff Bell, Chief Financial Officer, Atkins Realis: Yeah. We have a route to get there. It’s dependent on a couple of different elements. So, we would expect over the next few years that we’d ultimately end up with 100%. But it could vary around.

Devin Dodge, Analyst, BMO Capital Markets: Okay. So, second question. Look, I think we all recognize it’s difficult to get specific on the timing of potential new build projects and nuclear but, you know, based on the ongoing discussions that you have with clients in Canada, China and elsewhere, just, is there a framework for when you expect to see these contracts come forward? And where we stand right now, is there more near term optimism for these emerging in Canada? Or could some international opportunities come forward first?

Ian Edwards, Chief Executive Officer, Atkins Realis: So, yeah, thanks for the question. I mean, our priority is Canada. I mean, we’re a Canadian company and the origin of the technology is Canada. So our priority is Canada. We’re doing an extensive amount of work trying to position Atkins Rialis as the chosen, technology.

There’s no given here, right, for the two announced large nuclear plants, at Westleighville and Bruce. So they’re announced at sites that are allocated for that. We are working hard to ensure that we’re selected. And I can’t, you know, it’s not my decision, but I think that’s not years, that’s months, right? Would be my read.

But again, that’s my view, right? It’s not a fact. Going across, there are other active provinces other than Ontario that are, I would say thinking about Can do, New Brunswick and Alberta. And again, those are public, and obviously we’re working hard to make sure we are the right solution to win those contracts too. So that’s a very, very significant amount of work.

Beyond that, we have two geographical areas that we believe new builds, of Candu is possible. And we are actively in discussion, me personally, as well. Eastern Europe, I think because Romania already has a nuclear capability and a CANDU, set of reactors and we’re building there, I believe adjacent countries to Romania and Eastern Europe would see and do see CANDU as a solution. I wouldn’t expect to see anything there this year in terms of MOU or announcements, but we could see something next year. In Asia, there are a number of countries that we are engaged in discussions.

Because they’re countries that don’t have a nuclear technology of any kind now and a nuclear capability, this is going to take a bit longer. And the way this would probably play out is by ourselves getting some paid mandates to help them establish a regulatory framework, help them establish a capability in country. And those are the kind of conversations that we’ve got now, and we’re even doing some work in one country. This is a bit of a longer play, but very real, and we’re talking of three to four Asian countries. So you can see there’s a lot going on.

I mean, I’m being very cautious not to kind of over promise here, but I think over the next year or so, of this will come the initial phases of MOUs and the initial engineering phases.

Devin Dodge, Analyst, BMO Capital Markets: Okay, that was great commentary. Just one quick follow-up. How I think there’s been some media attention on applying for a license in The US. Wondering if you have a framework for how long you think that could take.

Ian Edwards, Chief Executive Officer, Atkins Realis: Yeah, so we’re very much exploring The US. I mean, as I said about the SMRs, which is true also for CANDU technology, that’s a very significant market for nuclear. I mean, the executive order signed by President Trump to deploy 300 gigawatts of nuclear electricity is three times what was built in the sixties, seventies, eighties and nineties. Now there’s only one US technology right now in large nuclear. Last time they build out, they had four.

So there’s clearly an opportunity. We are looking at what it would take to get it through the licensing process, which we don’t think is too difficult because they think about things very similar than Canada. That would probably be a process that would take us to a place towards the end of this decade that we could execute. But that’s not different from many other technologies. I mean, even if their indigenous technology was to get an order today, it would have to go through a licensing process for a project specific.

So it will obviously take us longer, and that’s facts, we’re looking at it very, very seriously to position.

Devin Dodge, Analyst, BMO Capital Markets: Okay, excellent. That’s great color. Appreciate it. I’ll turn it over.

Ian Edwards, Chief Executive Officer, Atkins Realis: Thank you.

Conference Operator: Thank you. And our final question for today comes from the line of Benoit Poirier from Desjardins. Your question, please.

Benoit Poirier, Analyst, Desjardins: Yeah. Hi, Jeff. Good morning, Ian. Just to come back on the nuclear discussion, what is the main pushback or the key points that is holding back the Canadian government with respect? Are they waiting to see further advance on the Monarch development?

Is it more a matter of financing? What is kind of holding back the discussion? And maybe also, obviously nuclear is growing a lot this year, but what would you like to achieve on a sustainable rate in terms of revenue growth beyond 2025?

Ian Edwards, Chief Executive Officer, Atkins Realis: Yeah, so there’s no, I don’t think there’s pushback. I think that Canada is a leader in the world. I mean, the fact that there’s commitment to nuclear going forward that’s been announced by the government, The fact that two of the Ontario generating companies have allocated a site, I think that’s really positive. I mean, and making a selection is a big process, it’s a long process and we’re just working through that. I mean, the clients are working through it.

They’ve got to be sure that whoever Selecti can deliver and it’s the right cost base for the taxpayer and the electricity payer. So I think this is moving fast actually. My view, when I look at the rest of the world, I think this is going fast. I don’t think this is going slow. So I’m really optimistic, really, and hopefully you’ll see something, and hopefully that’s us as well.

But you know, as I said, there’s no guarantees in this world and let’s monitor the space. What can we be in the nuclear sector? As I said, very significant. We are uniquely positioned with a full service global nuclear business, and there is a very significant renaissance in the nuclear business. Our revenues have grown, as you can see, exponentially, our backlog is up 228%.

It’s not going to do that every quarter and every year, of course, but if you look at the graph, the bar chart, those revenues on that bar chart and those orders that we have, they’re almost secure for our outlook for this year. And you can see that many of those projects are only first phase of projects to come without new build. And if we add new build and layer that in, then you can see growth through the rest of this decade. I can’t get drawn on what that would be in terms, because it’s binary, know, we win a job, it’s significant, you don’t win, you know? So I can just say that we’re confident this is going to continue to grow and be a really significant part of Atkins Realis.

Benoit Poirier, Analyst, Desjardins: Okay, that’s very good color, Yan. And maybe for Jeff, in terms of capital allocation, you mentioned that the intent to come back in the optimize leverage over the next twelve to eighteen months, largely driven by bolt on acquisition. So could you maybe provide more color about the number of bolt on that could be added? Or are you more talking about one or maybe a few, Jeff? Thanks.

Jeff Bell, Chief Financial Officer, Atkins Realis: Yeah. I mean, think I think we’ll end up, you know, with with multiple, acquisitions, you know, ranging as Ian said up to something, you know, like David Evans. Could be, you know, we do a couple that are smaller than that. But just, you know, in order to get back to that leverage ratio, you know, by definition, we’ll have to deploy a billion to a billion and a half dollars. So, you know, that’s another three David Abbott acquisitions, or it’s another, you know, five if they’re slightly smaller, or six or you know.

So I think, you know, with the pipeline we see of those kind of tuck in and bolt on, you know, type acquisitions,

Ian Edwards, Chief Executive Officer, Atkins Realis: you know, we’d expect to

Jeff Bell, Chief Financial Officer, Atkins Realis: be doing a handful of those, you know, over the next twelve to eighteen months. And, you know, therefore that will, you know, get us back to that to that level. At the same time, you know, we see a lot of value creation opportunity from deploying capital that way. So we, you know, we think that’s going to be a really good use of shareholders money at the same time.

Benoit Poirier, Analyst, Desjardins: Okay. And maybe just the last one very quick for Ian. Given the the valuation for nuclear, the the growth profile, do do you see a case for monetizing nuclear or spinning that up in the long term, Ian?

Ian Edwards, Chief Executive Officer, Atkins Realis: Well, we’re certainly not there in our thinking now. We do see quite a lot of adjacencies between the two businesses in terms of complementary engineering and scale. So we’re not in that place right now. Know, obviously we will keep reviewing every strategy, right? But in the medium term, no, no.

Benoit Poirier, Analyst, Desjardins: Thanks for the time.

Ian Edwards, Chief Executive Officer, Atkins Realis: Thank you.

Conference Operator: Thank you. This does conclude the question and answer session of today’s program. I’d like to hand the program back to Dennis Jasmin for any further remarks.

Dennis Jasmin, Vice President Investor Relations, Atkins Realis: Thank you very much everyone. If you ever have any further questions please contact me directly. Thank you very much and have a good end of the week.

Sabahat Khan, Analyst, RBC Capital Markets: Thank you.

Conference Operator: Thank you, ladies and gentlemen, for your participation in today’s conference. This does conclude the program. You may now disconnect. Good day.

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