1 National Construction Safety Executive Meeting April 22, 2009 New Orleans, LA Presented by: Andy Peters Vice President SH&E

2 OUR STRATEGIES:  Provide responsive, high quality service to our customers  Develop long-term relationships with customers who share our values  Promote best-value solutions to our customers  Pursue higher margin markets; divest businesses and markets inconsistent with our goals  Invest in employee training, redeployment, and leadership development  Provide an ethical, challenging, diverse, rewarding, fun workplace  Invest in processes and technologies that provide a strategic advantage  Secure specialized skills and capabilities through acquisitions  Pursue alternative delivery opportunities, including P3 and design-build  Promote contracts with performance-based compensation to our customers  Focus on larger and joint global business unit projects  Geographically diversify our international presence  Invest in business development and technology resources  Continually enhance our work processes OUR PERFORMANCE MEASURES:  Safety record  Quality audit results  Customer satisfaction  Annual sales, backlog, and earnings growth  Cash flow and working capital  Backlog conversion  Share price  Employee engagement OUR VALUES:  Safety  Quality  Integrity  Diversity  Innovation  Sustainability OUR BUSINESS:  Provide high-value technical and management solutions in our core competencies: oEngineering and construction oSystems and resource integration oProject and program management oEnvironmental service OUR GOALS:  Lead our industry in safety  Continuously enhance the value of Parsons Corporation  Maintain sustainable growth consistent with the demand in each market  Grow consolidated net operating income and sales at least 10% annually  Maintain a strong balance sheet Parsons 2008 – 2012

3 “Our goal is injury-free project execution. To achieve this vision, we need for each and every Parsons employee to become part of a safety culture that we believe in, live, use, and contribute to each and every day.” — Chuck Harrington, CEO

4 Parsons Incident Prevention Model Field RIR Office RIR Field LWCR WC Incurred Cost TNOL Auto Incidents SH&E SHARP – 6 phases 1.Bus. Dev. 2.Startup 3.Admin/Design 4.Const./Field 5.TCO&D 6. Closeout Regulatory compliance Audits/Inspections Observations & Feedback loops: People-based safety program Perception Surveys Metric: Relative Culture Scores Metric: Self Assessments Metric: Audit Scores Metric: Number of Observations vs. Goal Incident or Near Miss Leading MetricsLagging Metrics Metrics Factors for incident prevention (root causes)Outcomes Metrics Categories Trailing Indicators Systems Physical Conditions Behavior (Action) Culture, Perceptions, Beliefs

5 World-Class Safety Requires These Elements Line Management Accountability & Responsibility Line Management Accountability & Responsibility Safety Personnel Safety Personnel Integrated Organization Structure Integrated Organization Structure Motivation & Awareness Motivation & Awareness Effective Communication Effective Communication Training and Development Training and Development Incident Investigation Incident Investigation Audits and Observations Audits and Observations Management Commitment Management Commitment Policies & Principles Policies & Principles Goals, Objectives, & Plans Goals, Objectives, & Plans Procedures & Performance Standards Procedures & Performance Standards Structure Processes & Actions Leadership

6 Core Value SH&E Composite Metric MetricWt.%ScoringPoints LEADINGLEADING RCS points Improvement 5 to 9 points Improvement Self Assessment to 100% 80 to 89% Audits 1090 to 100%10 Observations to 100% 80 to 89% 10 5 LAGGINGLAGGING WC Total Incurred 10Meet Target10 Field RIR 5Meet Target5 Office RIR 5Meet Target5 Field LWCR 5Meet Target5 Near Misses 5Meet Target5 Scoring 95–100 90–94 85–89 80–84 100% 75% 50% 40% 30% 10% 5% 0% 20% 15% Metric Weighting 100% 0% 30% Overall Weighting Leading Metrics Lagging Metrics RCS SHARP Management Self Assessment Field/Office Compliance Observations WC Incurred Field RIR Office RIR Field LWCR Near Misses