Jacobs Engineering (J) PRE 14APreliminary proxy

Jacobs New horizons Notice of 2025 Annual Meeting of Shareholders & Proxy Statement

Jacobs Notice of 2025 Annual Meeting of Shareholders & Proxy Statement New horizons

New horizons Ranked 1 on Engineering News- Record (ENR)’s 2024 list of Top 500 Design Firms for the seventh consecutive year, and 1 on ENR’s 2024 Top 50 Program Management Firms for the fourth consecutive year. Placed on Dow Jones Sustainability World Index 2023 for the second consecutive year. Named on Forbes’ World’s Best Management Consulting Firms list for 2024. Named on Forbes’ World’s Top Companies for Women 2024. Awarded five Business Achievement Awards in 2023 by Environmental Business International. National Safety Council’s 2024 CEOs Who “Get It” list. Fellow shareholders, 2024 was a year marked by unprecedented opportunities. We faced a rapidly shifting landscape from climate imperatives to digital evolution, urbanization and infrastructure modernization. All throughout, we have remained unwavering in our purpose: to make the world smarter, more connected and more sustainable. Our teams have driven innovation by advancing pioneering technologies, strengthening our commitment to sustainability, and fostering diverse, collaborative partnerships that allow us to scale our impact and deliver extraordinary solutions for the cities and industries of tomorrow. This year, we intensified our focus on harnessing the power of data, artificial intelligence and clean energy to empower communities and industries to thrive in a rapidly evolving world. By focusing on our people, embracing digital transformation and upholding the highest standards of integrity and social responsibility, we continue to build a foundation that drives growth, adaptability and resilience. Accelerating growth During fiscal 2024, we delivered dynamic client solutions that build resilience and drive positive impacts. We advanced new collaborations and made significant strides in our portfolio optimization. We maintained a strong margin profile, repurchased $402.7 million in shares allowing us to re-invest in the business while returning capital to shareholders and demonstrated robust bookings and backlog, reflecting client trust. We also took another step in our transformation journey by successfully completing the separation of our Critical Mission Solutions and Cyber & Intelligence government services businesses, which have combined with Amentum, creating a new, publicly traded player in the government services sector. This strategic move, completed in September 2024, positions both entities for longterm growth and advances Jacobs with a more streamlined, focused and higher margin portfolio aligned to critical infrastructure, advanced manufacturing and sustainability. Driving value for our clients We partner with our clients to tackle their biggest challenges, delivering sustainable and equitable outcomes for society and the environment. Building on nearly eight decades of remarkable progress, we’re focused on distinct strategies across critical infrastructure, water and environmental, and life sciences and advanced manufacturing, where growth opportunities are fueled by the pressing need to address the world’s most complex problems. Growing demand for resilient critical infrastructure continues, reflected by our work with clients such as National Grid, Amtrak, Los Angeles World Airports, Western Australia’s Water Corporation, and government agencies responsible for environmental protection and national security infrastructure. We’re seeing strong demand for our cross-market capabilities and digital solutions with our transportation and cities & places clients as they address population growth, infrastructure decarbonization, and digital and physical asset upgrades. Energy opportunities are driven by significant energy transition targets, industrial decarbonization, increased energy storage demand, and renewable generation investment. Water and environmental services remain foundational elements of our portfolio, highlighted by major programs worldwide that reinforce our leadership. Our OneWater approach takes a holistic view of the entire water cycle, developing integrated, sustainable and equitable solutions with clients and communities. Our expansive environmental solutions cross every phase of the project lifecycle. Regulatory developments with emerging contaminants such as perand polyfluoroalkyl substances (PFAS) in the U.S., Europe and elsewhere are increasing demand for our technical consulting and remediation capabilities. Global market leader CHAIR & CEO’S MESSAGE ii Jacob| 2025 Proxy Statement

2025 Proxy Statement | iii We’re also deploying our sciencebased consulting and advisory services across life sciences and advanced manufacturing, integrating our project lifecycle, digital and modular design capabilities to grow our pipeline year-over-year. We continue to leverage the collective strengths of Jacobs and our strategic partnership with PA Consulting to create significant opportunities for our clients. Together, we support major projects like the Frederick Douglass Tunnel, one of the U.S.’s largest national transportation infrastructure investments, Louisiana’s offshore wind roadmap to promote energy security, and the U.K.’s Carbon Capture, Usage and Storage program. Engage, inspire, nurture We’re committed to creating a workplace where our people can make a difference and build their careers. By bringing together the best minds in the industry, we unlock career opportunities, nurture a supportive workplace and foster innovation to deliver the best outcomes for our stakeholders. In alignment with our employee value proposition A world where you can we believe in providing an environment that supports employees so they are empowered to do great things for the world and for our clients. We signed DisabilityIN’s CEO Letter on Disability Inclusion, strengthening our commitment to building more inclusive workplaces that are accessible and equitable for differently abled people. We developed courses to help our people embody Jacobs’ values daily, enhance sustainability and digital skills, and collaborate to innovate. It was an honor to be included in the National Safety Council’s 2024 CEOs Who “Get It” list in Safety+Health Magazine. This recognition reflects our commitment to our BeyondZero® culture of caring. I appreciate the drive and determination of our people to come together to foster a culture of caring that goes beyond compliance and metrics. Focused leadership Following the successful closure of the CMS transaction, General Vincent K. Brooks (U.S. Army, Retired), General Ralph E. Eberhart (U.S. Air Force, Retired), Barbara L. Loughran and Chris Thompson joined the Amentum Board of Directors. I would like to thank each of them for their highly valued contributions to Jacobs’ Board of Directors over the years. Additionally, Steve Demetriou, who served as Chair since 2016, joined Amentum as their new Executive Chair. On behalf of the entire Jacobs team, I want to express our deepest gratitude to Steve for his exceptional leadership. I am deeply honored to succeed him as Chair and look forward to continuing to work with our Board of Directors. We recently welcomed retired Vice Admiral Mary Jackson and Michael Collins to our Board of Directors, who bring further experience in strategic business growth and operational efficiency, and global management consulting, respectively. Louis Pinkham was elected to serve as Jacobs’ new Lead Independent Director, and I am excited about the opportunities our future collaboration will bring. In June, we welcomed Venk Nathamuni as our new Chief Financial Officer. During a 30+ year career, which includes 15 years in executive-level finance and strategic leadership roles, Venk brings a wealth of knowledge and expertise to Jacobs and is committed to our objective of driving even greater value to our investors and stakeholders. Looking ahead We look forward to sharing our new long-term company strategy at our Investor Day in February. Our three growth accelerators climate response, data solutions, and consulting & advisory services will continue to evolve as we support client needs to operate in better, safer, more resilient ways, while navigating changing laws and regulations, digital transformation, resource security, net zero and beyond. Supporting our strategic growth and our sustainability commitments, in fiscal 2025, we’re sharing our updated PlanBeyond® priorities and deploying our Evolve tool which generates recommendations to embed sustainability in all Jacobs’ projects to enhance their positive impact and resilience. The future is the brightest it’s ever been for Jacobs as we seize opportunities to accelerate organic growth aligned with our purpose, deliver lasting impact and continue to lead our industry with purpose. Our focus is on our future as a science-based consulting and advisory company delivering resilient, digitally enabled, infrastructure solutions. As we look ahead, I am optimistic about the role Jacobs will play in addressing the world’s most pressing challenges. We are committed to delivering the next generation of solutions that not only meet the demands of today but inspire progress for generations to come. Thank you for your continued trust in Jacobs. Sincerely, Bob Pragada Chair and CEO

Driving value for our clients At Jacobs, we’re at the forefront of the world’s most complex critical infrastructure, advanced manufacturing and sustainability challenges providing our clients with strategic end-to-end advisory and digitally enabled services to deliver impact and drive a better future for people, communities and the planet. We help governments, cities, communities and private sector clients rethink how they advance sustainability and resiliency, cut carbon and environmental impacts, and deliver a better life for future generations. Our growth accelerators Climate Response, Data Solutions and Consulting & Advisory services enable us to deliver significant value for our clients, creating impactful solutions that advance sustainability and positive social outcomes in our communities. Cities & Places A top infrastructure priority for the port and the city, the Port of San Francisco Waterfront Resilience Program allows for the strengthening and adaptation of more than seven miles of waterfront. As program manager, we’re supporting the Port’s program to protect critical infrastructure, utilities and over $100 billion in other assets and annual economic activity. Together with LatStudios and Bark Architects, we’re designing key parts of the Victoria Park / Barrambin project for Brisbane City Council. This project aims to make the park more accessible and enjoyable, turning it into a natural retreat and urban park for adventure, discovery and reconnection in the heart of Brisbane, Australia. We’re supporting the U.S. Department of Homeland Security’s Federal Emergency Management Agency’s (FEMA) mission with hazard mitigation strategies to re-build communities and critical infrastructure following disasters in the West Zone Regions of the U.S. We also advise FEMA on use of sustainable, resilient practices that protect facilities from future disasters. Energy In collaboration with PA Consulting, we’re helping the Louisiana Department of Energy and Natural Resources in the U.S. to develop a comprehensive offshore wind roadmap that aims to promote the state’s energy independence, diversification and security while developing its workforce and local economy. 45K TALENT FORCE 40 COUNTRIES ~$12BN ANNUAL REVENUE iv | 2025 Proxy Statement Jacob

As Program Manager for the Alliance for Renewable Clean Hydrogen Energy Systems (ARCHES), a public private partnership establishing a statewide clean hydrogen hub in California, U.S. we’re supporting their energy transition efforts. One of seven national hubs granted funding by the U.S. Department of Energy Office of Clean Energy Demonstration, the ARCHES program will accelerate the state and national clean hydrogen economy. We’re using advanced digital construction management tools and drone technology to support a solar and battery energy storage system project for Terra Solar, a wholly owned subsidiary of SP New Energy Corporation (SPNEC). When complete, the renewable energy project is expected to supply around 12% of the Philippines’ total energy demand and bolster progress towards a more sustainable, secure and resilient energy system. Collaborating closely with National Grid, we drive efficient project solutions, design and consulting to support the U.K.’s net-zero and decarbonization goals. Services encompass securing funding, feasibility studies, detail design, project management, environmental services for substations, overhead lines and other critical network components. Environmental We’re working with wide-ranging clients across environmental, water, wastewater, solid waste, aviation and infrastructure domains to shape perand polyfluoroalkyl substances’ (PFAS) solutions utilizing our thorough understanding of PFAS chemical behavior, regulatory requirements and innovative treatment and remediation approaches. On the Jack Garland Airport PFAS Remediation Project in Canada, we’re supporting the City of North Bay with PFAS contamination at the airport. As an architect-engineer, we’re providing environmental engineering, restoration and compliance services for the National Aeronautics and Space Administration (NASA) to support safe, sustainable operations for multiple NASA centers, component facilities and other critical infrastructure assets. Under a five-year contract, we’re assisting the U.S. Environmental Protection Agency’s efforts to clean up and restore 22 of the 25 remaining Great Lakes Areas of Concern by 2030. This work streamlines and accelerates both Superfund and Great Lakes Legacy Act (GLLA) environmental cleanups and remediation oversight for the lakes and surrounding infrastructure. Our purpose: To create a more connected, sustainable world. In our series of interviews with inspirational industry leaders and leading subject matter experts, we unpack some of the hottest topics and trends. For more information visit: www.jacobs.com/podcasts/if-when The ARCHES hub in California is forecast to have a hydrogen generation capacity of 190,000 metric tons per year, thus avoiding 2.5 million metric tons of greenhouse gas emissions annually. 2025 Proxy Statement | v Jacob

The King Salman International Airport in Riyadh, Saudi Arabia, will include six parallel runways, new terminals and real estate development. Image credit: King Salman International Airport Development Company Leveraging our experience in delivering critical infrastructure programs end-to-end, we’ve been the program manager for the Thames Tideway Tunnel since 2008. Now operational, the new super sewer will dramatically reduce sewage pollution, creating a cleaner, healthier River Thames and a positive legacy for London, U.K. Image credit: Tideway Transportation µ Leveraging our global aviation and sustainability capabilities, we’re delivering masterplan and runway design for the King Salman International Airport in Riyadh, Saudi Arabia on behalf of King Salman International Airport Development Company. The project will prioritize low-carbon design, use of renewable energy and technological innovation to deliver more sustainable operations and an improved travel experience. µ As part of a joint venture, we’re Amtrak’s Delivery Partner for the Frederick Douglass Tunnel program, one of the largest national transportation infrastructure investments in the U.S. The program will transform a ten-mile section of the Northeast Corridor, improving service, safety and travel times for users and driving economic growth and community development. µ We’re delivering detailed design of the $15.4 billion River Torrens to Darlington project, the missing motorway link that will complete the 78km North-South Corridor in South Australia. µ In Ireland, we’re providing multi-disciplinary capability to support the National Transport Authority’s BusConnects Cork Sustainable Transport Corridors program, planned to deliver a substantial upgrade to walking, cycling and bus infrastructure in the Cork region, while addressing climate change. Water µ Supporting PUB, Singapore’s National Water Agency, we’re providing professional engineering services for the development of the New Kranji Water Reclamation Plant (WRP). The project strengthens Singapore’s water resilience and used water management system. µ We’re working with LA Sanitation and Environment and the Los Angeles Department of Water and Power as the progressive design-build contractor for the Donald C. Tillman Advanced Water Purification Facility and associated equalization basins. Representing one of the largest potable reuse projects in the U.S., together, the projects are a key part of the City of Los Angeles’ long-term water management objective to fully reuse its water supplies. µ We’re working with Water Corporation, the largest water utility in Western Australia, to design, build, operate and maintain the Alkimos Seawater Desalination Plant in Perth, Australia. The plant will secure a climate-independent, sustainable water supply to more than 2.5 million Western Australians. vi | 2025 Proxy Statement

Leveraging digital solutions like Intelligent O&M, we’re helping Miami-Dade County, U.S. to optimize operations and deliver a smarter, more reliable wastewater treatment system for the future. Image credit: Miami-Dade Water and Sewer Department Advanced Manufacturing µ Working with CG Semi Private Limited, we’re delivering engineering design, procurement and construction services for a new Outsourced Semiconductor Assembly and Test facility at Sanand, Gujrat in India. Planned to be built on more than 28 acres, the facility will manufacture a variety of advanced and legacy packages for industries such as automotive, consumer, industrial and 5G. µ As demand for data centers grows, we’re helping clients like Stream Data Centers in the U.S. with sustainability planning and reporting, as they integrate expanded sustainability practices and resilience into their operations. µ In Portugal, we provided campus planning and design for the Sines DC owned by Start Campus, which with 1.2 GW capacity is one of the largest and most sustainable data center projects in Europe. The campus is intended to be a technology and energy powerhouse in a legacy industrial zone; with a Power Usage Effectiveness (PUE) of 1.1 and Water Usage Effectiveness (WUE) of 0.0 thanks to novel sea-water cooling techniques, it is slated to be net zero by 2030. Life Sciences µ Leveraging digital innovation and modular design, we’re supporting FUJIFILM Diosynth Biotechnologies’ $1.2B expansion of an end-to-end, large-scale cell culture contract manufacturing site in Holly Springs, North Carolina, U.S., which will significantly increase manufacturing capacity for biologic therapeutics and medicines for patients globally. µ We completed delivery on MSD Biotech’s Dublin Drug Substance Facility to ramp up production capacity for one of their key oncology treatments. The design team’s innovative approach deploying 3D modeling to deliver each aspect of the program was celebrated by the 2024 Irish Construction Excellence Awards for Fit Out or Refurbishment Over €10m Category. µ Leveraging our new Innovation and Resource Hub in Copenhagen and our broader European Life Sciences capability, we’re delivering design and construction support for large-scale biologics drug substance manufacturing capability to confidential clients in Denmark. Our design team uses digital replication to bring speed and efficiency to these rapid deployment projects. • Engineering News Record Rankings No1 On ENR’s list of Top 500 Design Firms for the seventh consecutive year No1 On ENR’s Top 50 Program Management Firms for the fourth consecutive year No1 On ENR’s Top 20 Firms in Combined Design and CM-PM Professional Service Revenue for the second consecutive year MSD Biotech Dublin to double capacity to deliver transformative treatments. Image credit: MSD Biotech On September 27, 2024, Jacobs Solutions Inc. spun-off certain entities and assets (the “Separated Business”). The assessment periods for rankings listed include historical data related to the Separated Business that is now part of Amentum. Further 2024 rankings and awards are expected to be released in 2025. 2025 Proxy Statement | vii

Creating a more connected, sustainable world 18K+ EMPLOYEE VOLUNTEER HOURS TRACKED 9K STEAM VOLUNTEER HOURS TRACKED $3.2M+ JACOBS’ CHARITABLE DONATIONS IN FY24 2.6K+ CHARITIES SUPPORTED The above data represents Jacobs’ Continuing and Discontinued Operations (excluding PA Consulting). Employee volunteer hours tracked include STEAM volunteer hours tracked. viii | 2025 Proxy Statement At Jacobs, we’re invested in creating a more equitable society and a positive impact on the planet and our communities. As sustainability regulations develop and global accountability increases, our clients are increasingly focused on making a positive impact and building resilience. Anchored in the United Nations’ (UN) Sustainable Development Goals (SDGs), PlanBeyond® integrates sustainability into our operations and client work — planning beyond today for a more sustainable future. Driving positive impact Through our client portfolio and our own operations, we focus on creating positive social and economic impacts while protecting the environment and improving resilience. One key ambition includes achieving net zero across our value chain by 2040. We report our Environmental, Social and Governance (ESG) performance annually, following the Sustainability Accounting Standards Board framework and informed by Global Reporting Initiative standards. In FY24, we had no significant fines or non-monetary sanctions for non-compliance with environmental laws or regulations. Our Climate Action Plan outlines our climate mitigation and adaptation commitments. Our net-zero target is approved by the Science Based Targets initiative, and our carbon neutrality status is in line with the international standard PAS 2060. As part of our Carbon Neutrality Commitment, we achieved 100% low-carbon electricity, and we became carbon neutral for our operations and business travel in 2020. By 2025, we aim for 65% of our purchased goods and services supplier spending to go to those with science-based targets. Our Climate Action Plan will be updated to a Climate Transition Plan in 2025. In recent years, we’ve invested in technology to enhance virtual collaboration and help mitigate business travel and employee commuting carbon emissions. We’ve invested in tools and partnerships to help our people consider which business travel is essential and make more sustainable choices when it is necessary. Our Sustainability-Linked Bonds (SLBs) further reflect how we are incorporating sustainability into the Company’s financing strategy, with the SLBs’ interest rate underpinned by two Key Performance Indicators – one linked to Gender Equality and Reduced Inequalities (UN SDG 5 and UN SDG 10) and the other to Climate Action (UN SDG 13). In FY23, we also saw a 50% reduction in total value chain greenhouse gas (GHG) emissions (Scope 1, Scope 2 market-based and Scope 3) to 167,380 tCOâ,,e, from a proforma FY19 baseline that reflects our acquisitions. Our net GHG emissions for Scopes 1 and 2 and Scope 3 business travel after the application of energy attribute certificates (Scope 2 market-based) and jacobs

carbon offsets for FY23 is zero. Third party verified data for FY24 will be issued in FY251. Integrated approach to complex delivery We deliver some of the most intricate, demanding and renowned critical infrastructure and transformative projects of today. Tools like Climate Risk Manager, Carbon First and Kaleidoscope help with critical project sustainability decisions by assessing climate risks, carbon impacts and system vulnerabilities. Our BeyondExcellenceâ„ approach guides us to continuously improve our operations and deliver high-quality, integrated solutions. We use our best practices and innovation to enhance future projects, help clients manage their own sustainability considerations and boost performance. In FY25, we’ll share our updated PlanBeyond priorities and deploy our Evolve tool which will generate recommendations to embed sustainability into all Jacobs’ projects. Powering change Through Collectivelyâ„ , our global giving and volunteering program, employees are empowered to engage with charities and community organizations aligned with our values and strategic causes. We provide employee benefits for donation matching, grant nominations, paid volunteer time and volunteer rewards. By example, in FY24, we supported communities devastated by events including natural and climate-related disasters, water security and scarcity, and the impacts of conflicts around the world. Our annual Water for People campaign raised more than $200,000 in corporate and employee funds to create local water and sanitation utilities around the globe. In June 2024, a team of 10 Jacobs employees built a bridge across the Mutumba River in Rwanda alongside non-profit Bridges to Prosperity, Jacobs’ 16th bridge build. The Mutumba trail bridge will have a lasting impact2 on the surrounding communities, enabling an expected 30% increase in annual income and approximately 2,600 more children with safe access to school. Our employees drive further impact through our science, technology, engineering, arts and mathematics (STEAM) education and engagement programs enabling sustainability learning among young people. For example, our work with U.K. charity Become offers educational support to young people seeking STEAM careers and qualifications. Signing the U.K. Care Leaver Covenant in FY24, we’re committed to creating access to meaningful development opportunities and an inclusive workplace for young people leaving the care system. For the fourth consecutive year, Jacobs sponsored the environmental engineering category (with 81 finalist projects3) in the Society for Science annual International Science and Engineering Fair, the world’s largest global science competition for high school students, enabling Jacobs to support the next generation of STEAM innovators. Industry leading recognition µ Placed on Dow Jones Sustainability World Index 2023 for the second consecutive year. µ Maintained our ISS ESG Corporate Rating Prime status. µ Achieved an AA Leader rating in the MSCI ESG Ratings. µ Received an A- from CDP in 2023. µ Awarded Silver medal in the EcoVadis Sustainability Ratings 2023. µ Awarded five Business Achievement Awards in 2023 by Environmental Business International for environmental industry legacy, nature-based solutions and per- and polyfluoroalkyl substances (PFAS) data-driven engineering. µ Awarded three Sustainability Delivery Awards and commendations by Environment Analyst, highlighting our work enabling resilient and sustainable communities, sustainable transportation and transforming industry partnerships. ¹ All other Scope 3 emissions, including PA Consulting which is included in Scope 3 as an investment based on Jacobs’ 65% ownership, are reported in our ESG Disclosures Reports. ² The Bridges to Prosperity 2024 Mutumba Suspension Trail Bridge Build Report. ³ The 2024 International Science and Engineering Fair Impact Report 2025 Proxy Statement | ix jacobs

Our people and culture 0.17 TOTAL RECORDABLE INCIDENT RATE 1.9K+ POSITIVE MENTAL HEALTH CHAMPIONS 32K+ TRAINING PROGRAMS IN E3 “A sense of belonging is one of the greatest things an organization can provide its people and clients. I wear the ‘J’ because it’s a demonstration of that belonging at Jacobs.” — Kate Kenny, FICE Senior Vice President x | 2025 Proxy Statement jacobs Our culture and our people driving it are what truly defines Jacobs. Through authentic leadership, and by applying our core values to everything we do, we create trust and respect across our business. This empowers our people to foster innovation, create positive impact and deliver the best outcomes for all our stakeholders. Together, we deliver extraordinary solutions for a better tomorrow and live by our employee value statement: “Jacobs. A world where you can.” Our strategy further connects our people to our purpose and helps us continue to evolve our culture to enable our talent to thrive. In FY24, through the spin-off of our Critical Mission Solutions and Cyber & Intelligence government services businesses, we transitioned approximately a third of our employees to Amentum. This was undoubtedly challenging, yet we did so while reducing our natural attrition rate – truly a testament to our strong culture and the commitment of our people. We continue to see strong levels of employee engagement throughout our business. Empowered to change the world Our employee programs, global learning resources and technology help our people collaborate, grow and develop careers in a supportive, high-performing workplace. Our people can pursue different careers and lifelong professional opportunities at Jacobs. We promote agile careers and continuous development for our employees, supporting a variety of different career paths. Our global graduate development program and local apprenticeships equip our next generation of professionals with the skills, networks and knowledge for a successful career at Jacobs. In FY24, we welcomed close to 1,500 graduates, interns and apprentices to our global team. Our e3 Learning platform makes learning and development opportunities easily accessible for our people and we expanded micro learnings directly into the employee inbox based on their development needs. Our new Living our Values series is a self-paced, mandatory learning experience on the platform tailored to help our people embody Jacobs’ values daily. The modules encompass caring for colleagues, clients and communities, emphasizing our collective responsibility to shape, impact and transform our culture. As we advance our digital and data solutions to help clients work better and safer, we’re empowering our people to improve digital skills and leverage resources. We’re developing our proprietary AI tool, Jacobs AI, to make our authoritative knowledge more discoverable and usable for our people to enhance and support daily work. We also launched a new training series on sustainability and resilience – with modules tailored to different business areas, offering practical insights and guidance.

Wellbeing at Jacobs We continue to grow and nurture our TogetherBeyondâ„ culture, our approach to living inclusion every day and enabling diversity and equity globally. Our focus has always been on “inclusion” first, with one of our four values being “We live inclusion.” By creating a culture of inclusion, diversity follows. It supports a workplace where we embrace different perspectives – our people are more creative and innovative as a result, which benefits our clients. Whether connecting through our eight Jacobs Employee Networks, one of our 220+ Communities of Practice, or in other ways, our people collaborate on pivotal initiatives that create an inclusive workplace for our globally diverse employee population. Integrating physical, emotional, financial and social wellbeing, we continue to enhance our global wellbeing programs, tools and benefits for our people and their families, giving them resources and support to be at their best. Origin, our global financial counseling benefit, is designed to help our employees manage their finances confidently and be financially resilient, both in the present and the future. Additionally, our partnership with Carrot brings free fertility healthcare and family-forming benefits for all paths to parenthood and provides support for menopause, low testosterone and more. We’ve partnered with RethinkCare to provide our people with a free parental success solution and neurodiversity training benefit. We also expanded our flexible working arrangements to ensure our people have the time they need to balance commitments. Furthering our commitment to fostering an inclusive and supportive workplace, we extended the reach of our Disabilities and Reasonable Adjustment policies to better support differently abled individuals to participate fully in their employment. Resilient future Our BeyondZero® program continues to drive a safer, more secure, healthier and more resilient future for our people, our communities and the environment. We’re proud to have demonstrated safety excellence with another year of zero employee fatalities at work and a total recordable incident rate1 of 0.17, compared to the North American Industry Classification System’s most recently reported2 aggregate rate of 0.6. Jacobs’ One Million Lives (OML) app continues to provide a free, publicly available, mental health check-in tool and resources enabling users to check their mental health and access proactive strategies for personal mental health development. More than 47,000 OML check-ins have been completed since its launch in December 2020 to fiscal year end 2024. • “I wear the ‘J’ because it symbolizes the core values my Jacobs colleagues and I share, as we work in partnership with our clients across markets to solve their most complex challenges.” — Jeffery G. Dingle, P.E. Vice President Global market leader µ Achieved maximum score of 100 on the Human Rights Campaign Foundation’s 2023-2024 Corporate Equality Index. µ Ranked on Disability:IN 2024 Best Places to Work for Disability Inclusion. µ Recognized on the Global Diversity List 2023. µ One of The Times Top 50 Employers for Gender Equality 2024 (U.K.) for the fourth consecutive year. µ Ranked on the 2024 Social Mobility Foundation Employer Index of the top 75 employers. µ Honored as a 2024 VETS Indexes 3 Star Employer, for our commitment to recruiting, hiring, retaining, developing and supporting veterans and the military-connected community. µ Employees honored in the Champions for Change and Future Leader awards from Consult Australia. µ Received the 2024 “Prevention through Design” Organizational Award by the National Institute for Occupational Safety and Health in partnership with the American Industrial Hygiene Association, the American Society of Safety Professionals and the National Safety Council. µ Committed to Hiring Our Heroes, designed to help veterans, transitioning service members and military spouses find meaningful employment opportunities. 1 As of October 30, 2024 and recorded in accordance with OSHA record keeping requirements, but subject to change thereafter due to possible injury/illness classification changes. The TRIR calculation uses the US OSHA formula of ‘Number of Incidents x 200,000 / total number of hours worked in a year’. The 200,000 is the benchmark established by OSHA because it represents the total number of hours 100 employees would log in 50 weeks based on a 40-hour work week. 2 Cited on September 27th, 2024 via U.S. Bureau of Labor Statistics—Incidence rates of non-fatal occupational injuries and illnesses by industry and case types, 2023 for NAICS code 54133 2025 Proxy Statement | xi

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PRELIMINARY PROXY STATEMENT – SUBJECT TO COMPLETION

NOTICE OF 2025

ANNUAL MEETING OF SHAREHOLDERS

When: Wednesday, January 29, 2025, at 12:30 p.m., Central Standard Time

Location: 1999 Bryan Street, First Floor, Dallas, Texas 75201 and online at www.virtualshareholdermeeting.com/J2025.

We are pleased to invite you to join our Board of Directors and senior leadership at the Jacobs Solutions Inc. (the “Company”) 2025 Annual Meeting of Shareholders (the “Annual Meeting”). This year, you may attend the Annual Meeting in person in Dallas, Texas or via the internet at www.virtualshareholdermeeting.com/J2025. To attend the meeting via the internet, simply enter the 16-digit control number included in the Notice of Internet Availability of Proxy Materials, on your proxy card, or in the instructions that accompanied your proxy materials.

How to Cast your Vote Your vote is important. All shareholders who owned common stock of the Company at the close of business on the Record Date of December 2, 2024, may vote. You may vote in one of the following ways:
		Vote by Internet www.proxyvote.com
		Vote by Telephone 1 (800) 690-6903 Or the telephone number on your proxy card
		Vote by Mail Sign, date, and return your proxy or voting instruction card
		Vote in Person Attend the meeting on January 29, 2025, either in person in Dallas, Texas or virtually during the live webcast
If your shares are held in a stock brokerage account or by a bank or other record holder, please refer to the instructions from your bank, brokerage account or other record holder.

By order of the Board of Directors

Justin C. Johnson

Senior Vice President, General Counsel and Corporate Secretary

2025 Proxy Statement |   xiii

PROXY STATEMENT

We are providing these proxy materials in connection with the 2025 Annual Meeting of Shareholders (the “Annual Meeting”) of Jacobs Solutions Inc. (the “Company” or “Jacobs”). This Proxy Statement and the Company’s 2024 Annual Report on Form 10-K were first made available to shareholders and the Notice of Internet Availability of Proxy Materials, proxy card or voting instruction card were first sent to shareholders on or about December [●], 2024. This Proxy Statement contains important information for you to consider when deciding how to vote on the matters to be brought before the Annual Meeting. Please read it carefully.

GENERAL

The Annual Meeting will be held on Wednesday, January 29, 2025, at 12:30 p.m. CST. This year’s Annual Meeting will be a “hybrid” meeting of shareholders, meaning that shareholders may attend the Annual Meeting in person in the building where the Company’s principal offices are located, 1999 Bryan Street, First Floor, Dallas, Texas 75201, or via live webcast by visiting www.virtualshareholdermeeting.com/J2025.

Shareholders joining the Annual Meeting via the live webcast will be able to vote their shares electronically and submit questions during the meeting. Simply enter the 16-digit control number included in the Notice of Internet Availability of Proxy Materials, on your proxy card or in the instructions that accompanied your proxy materials. You should ensure that you have a strong Wi-Fi connection wherever you intend to participate in the meeting. You should also give yourself enough time to log in and ensure that you can hear streaming audio prior to the start of the meeting. We encourage you to access the virtual meeting platform before the Annual Meeting begins. Online check-in will start at 12:15 p.m. CST on January 29, 2025, 15 minutes before the meeting begins. A support line for technical assistance will also be provided on the virtual meeting website at www.virtualshareholdermeeting.com/J2025.

ABOUT THE ANNUAL MEETING

Who is soliciting my vote?

The Board of Directors of the Company (the “Board of Directors” or “Board”) is soliciting your vote in connection with the Annual Meeting.

What is the purpose of the Annual Meeting?

The Annual Meeting will be the Company’s regular annual meeting of shareholders. You will be voting on the following matters at the Annual Meeting:

						2025 Proxy Statement |			1

How many votes can be cast by shareholders?

Each share of common stock is entitled to one vote. There is no cumulative voting. There were 124,017,105 shares of common stock outstanding and entitled to vote on December 2, 2024 (the “Record Date”).

How many votes must be present to hold the Annual Meeting?

A majority of the outstanding shares of common stock as of the Record Date must be present at the Annual Meeting in person, via the virtual meeting platform or by proxy in order to hold the Annual Meeting and conduct business. This is called a “quorum.” Your shares are counted as present at the Annual Meeting if you attend the Annual Meeting in person or virtually and vote during the meeting, a proxy card or voting instruction card has been properly submitted by you or on your behalf, or you have voted electronically via the Internet or by telephone. Both abstentions and broker non-votes are counted as present for the purpose of determining the presence of a quorum. A “broker non-vote” is a share of common stock that is beneficially owned by a person or entity and held by a broker or other nominee but for which the broker or other nominee (1) lacks the discretionary authority to vote on an applicable matter and (2) has not received voting instructions from the beneficial owner in respect of such matter.

How many votes are required to elect directors and approve the other proposals?

Proposal No. 1 (Election of directors): Each director is elected by a majority of the votes cast with respect to such director in uncontested elections, which means the number of shares voted “for” a director nominee must exceed the number of shares voted “against” that nominee. Abstentions and broker non-votes are not counted for purposes of the election of directors and, therefore, will have no effect on the outcome of such election.

Proposal No. 2 (Advisory vote to approve executive compensation): The approval of the advisory resolution on the Company’s executive compensation requires the affirmative vote of a majority of the shares of common stock present, in person, via the virtual meeting platform or by proxy, at the Annual Meeting and entitled to vote. Abstentions will have the same effect as a vote against this advisory resolution. Broker non-votes will have no effect on the outcome of this advisory votes. The results of advisory votes are not binding on the Board of Directors.

Proposal No. 3 (Charter amendment to remove the supermajority voting requirements for changes to the authorized number of shares of preferred stock): The affirmative vote of at least 75% of the Company’s outstanding shares entitled to vote is necessary to approve the proposed amendment of the Charter to remove the supermajority voting requirement for changes to the authorized number of shares of preferred stock of the Company. Abstentions and broker non-votes will have the same effect as a vote against this proposal.

Proposal No. 4 (Charter amendment to remove the supermajority voting requirement for bylaw amendments): The affirmative vote of at least 75% of the Company’s outstanding shares entitled to vote is necessary to approve the proposed amendment of the Charter to remove the supermajority voting requirement for bylaw amendments. Abstentions and broker non-votes will have the same effect as a vote against this proposal.

Proposal No. 5 (Charter amendment to remove the supermajority voting requirement for certain significant transactions): The affirmative vote of at least two-thirds of the Company’s outstanding shares entitled to vote is necessary to approve the proposed amendment to the Charter to remove the supermajority voting requirement for certain significant transactions. Abstentions and broker non-votes will have the same effect as a vote against this proposal.

Proposal No. 6 (Charter amendment to remove the super majority voting requirements for certain Charter amendments): The affirmative vote of at least two-thirds of the Company’s outstanding shares entitled to vote is necessary to approve the proposed amendment to the Charter to remove the supermajority voting requirement for certain Charter amendments. Abstentions and broker non-votes will have the same effect as a vote against this proposal.

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Proposal No. 7 (Charter amendment to remove the voluntary reorganization provision): The affirmative vote of at least a majority of the Company’s outstanding shares entitled to vote is necessary to approve the proposed amendment to the Charter to remove the voluntary reorganization provision. Abstentions and broker non-votes will have the same effect as a vote against this proposal.

Proposal No. 8 (Ratification of the appointment of Ernst & Young LLP as independent auditors): The ratification of the appointment of Ernst & Young LLP as the Company’s independent auditor for fiscal year 2025 requires the affirmative vote of a majority of the shares of common stock present, in person, via the virtual meeting platform or by proxy, at the Annual Meeting and entitled to vote. Abstentions will have the same effect as a vote against this proposal. This Proposal is considered a routine matter with respect to which a broker or other nominee can generally vote in their discretion. Therefore, no broker non-votes are expected in connection with this Proposal.

How do I vote by proxy?

You can vote your shares by completing and returning the proxy card or voting instruction card that was sent to you or by voting your shares electronically via the Internet or by telephone. Your Internet or telephone vote authorizes the named proxies to vote your shares in the same manner as if you marked, signed, and returned your proxy card or voting instruction card. Voting instructions are printed on your proxy card, voting instruction card or Notice of Internet Availability of Proxy Materials. You are encouraged to vote by proxy as soon as possible, even if you plan to attend the Annual Meeting in person or via the virtual meeting platform.

What if I don’t vote on some of the proposals?

If you return your signed proxy card or voting instruction card in the envelope provided to you but do not mark selections, your shares will be voted in accordance with the recommendations of the Board of Directors with respect to such selections. Similarly, when you vote electronically on the Internet and do not vote on all matters, your shares will be voted in accordance with the recommendations of the Board of Directors with respect to the matters on which you did not vote. In connection therewith, the Board of Directors has designated Robert V. Pragada, Venk Nathamuni and Justin C. Johnson as proxies. Shareholders that vote by telephone must vote on each matter. If you indicate a choice with respect to any matter to be acted upon on your proxy card or voting instruction card, or by Internet or telephone, your shares will be voted in accordance with your instructions.

What if I hold my shares in a brokerage account or through a bank or other nominee?

If you are a beneficial owner and hold your shares in street name through a broker, bank or other nominee and do not return the voting instruction card, the broker, bank or other nominee will vote your shares on each matter at the Annual Meeting for which it has the requisite discretionary authority. Under applicable rules, brokers have the discretion to vote on routine matters, such as the ratification of the selection of independent registered public accounting firms, but do not have discretion to vote on the election of directors, any advisory vote regarding the Company’s executive compensation, any advisory vote on the frequency of shareholder advisory votes on executive compensation, on most charter amendments or on amendments to stock equity plans. You may receive multiple sets of proxy materials if you hold your shares of Company common stock in multiple ways, such as directly as a holder of record or indirectly through a broker, bank or other nominee or through the Jacobs 401(k) Plans (as defined below). You are encouraged to vote all proxy cards and voting instruction cards you receive as soon as possible.

What if I hold my shares in the Jacobs 401(k) Plans?

If your shares of Company common stock are held in any of the Jacobs 401(k) Plus Savings Plan, the Jacobs Union 401(k) Plus Savings Plan or the Jacobs Technology Inc. Employees’ Savings Plan (collectively referred to as the “Jacobs 401(k) Plans”), you will receive a voting instruction card allowing you to instruct the trustee of the Jacobs 401(k) Plans how to vote such shares. The trustee will vote the shares credited to your account in accordance with your instructions, provided the trustee determines it can do so in accordance with the Employee Retirement Income Security Act of 1974 (“ERISA”). Pursuant to ERISA, the trustee would only be prevented from

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voting the shares credited to your account in accordance with your instructions if the independent fiduciary of the Jacobs 401(k) Plans, State Street Global Advisors (“SSGA”), deems that following the instructions would be a violation of the trustee’s fiduciary duties. To allow sufficient time for voting by the trustee of the Jacobs 401(k) Plans, your voting instructions must be received by January 24, 2025, at 11:59 p.m. EST. If you do not send instructions regarding the voting of shares in your Jacobs 401(k) Plan account(s), or if your instructions are not received in a timely manner, SSGA will direct the trustee, in SSGA’s discretion, how to vote your shares. Please follow the instructions on your voting instruction card, which may be different from those provided to other shareholders. For the avoidance of doubt, if you are a participant in a Jacobs 401(k) Plan, you may not vote during the Annual Meeting, either in person or via the virtual meeting platform. You may receive multiple sets of proxy materials if you hold your shares of Company common stock in multiple ways, such as directly as a holder of record or indirectly through a broker, bank or other nominee or through the Jacobs 401(k) Plans. You are encouraged to vote all proxy cards and voting instruction cards you receive as soon as possible.

Who pays for the proxy solicitation and how will the Company solicit votes?

The Company bears the expense of printing and mailing proxy materials and soliciting proxies. In addition to this solicitation of proxies by mail, the Company’s directors, officers and other employees may solicit proxies by personal interview, telephone, facsimile or electronic communication. These individuals will not be paid any additional compensation above their regular salaries and wages for any such solicitation. The Company will request brokers and other nominees who hold shares of common stock in their names to furnish proxy materials to the beneficial owners of such shares. The Company will reimburse such brokers and other nominees for their reasonable expenses incurred in forwarding solicitation materials to such beneficial owners. In addition, we have retained MacKenzie Partners, Inc. to assist in the solicitation of proxies for a total fee of up to $35,000 plus reimbursement of expenses. MacKenzie Partners, Inc. may solicit proxies in person, by telephone or electronic communication.

Can I change or revoke my vote?

Yes. Even if you sign and return the proxy card or voting instruction card in the form provided to you, vote by telephone, or vote electronically via the Internet, you retain the power to revoke your proxy or change your vote at any time before it is exercised at the Annual Meeting. You can revoke your proxy or change your vote at any time prior to the Annual Meeting by giving written notice to the Secretary of the Company, specifying such revocation. You may also change your vote at the Annual Meeting by timely delivering a valid, later-dated proxy or voting instruction card or by submitting a later-dated vote by telephone or electronically on the Internet or by voting in person or via the virtual meeting platform. However, please note that if you would like to vote at the Annual Meeting and you are not the shareholder of record, you must request, complete and deliver a proxy from your broker, bank or other nominee.

Whom can I contact if I have questions or need assistance in voting my shares?

Please contact MacKenzie Partners, Inc., the firm assisting us in the solicitation of proxies, at:

MacKenzie Partners, Inc.

1407 Broadway, 27^th Floor

New York, New York 10018

proxy@mackenziepartners.com

Call Toll-Free: (800) 322-2885

or

Collect/International: +1 (212) 929-5500

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PROPOSAL NO. 1 — ELECTION OF DIRECTORS

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Members of the Board of Directors

* Reflects Committee membership as of the Record Date.

The following sections summarize the specific experience, qualifications and background information of each director nominee that led the Board of Directors to conclude that each such person should serve on the Board of Directors.

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Director Experience Matrix

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CORPORATE GOVERNANCE

Highlights

Jacobs has a strong track record of integrity and corporate governance practices that promote thoughtful leadership by its officers and Board of Directors to facilitate profitable growth while strategically balancing risk to maximize long-term shareholder value. Below is a summary of certain information about our Board and the governance best practices employed by the Company for fiscal 2024.

Our Board of Directors

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Our Corporate Governance Practices

The Board’s Role in Enterprise Risk Management Oversight

The Board of Directors oversees the Company’s approach to enterprise risk management (“ERM”), coherent with our purpose, values and strategy, which is designed to support the achievement of strategic objectives, improve organizational performance and enhance long-term shareholder value. In conjunction with management, the Board assesses the specific risks faced by the Company and reviews the steps taken by the Company’s leadership to manage those risks. The Board also provides guidance to, and oversight of, management throughout the year with respect to setting the Company’s corporate strategy, which facilitates these assessments and reviews. The Board also encourages management to promote a corporate culture that integrates risk management into the Company’s corporate strategy and day-to-day business operations in a way that is consistent with the Company’s targeted risk profile.

By way of this ERM framework, risk is assessed throughout the enterprise, focusing on risks arising out of various aspects of the Company’s strategy and the implementation of that strategy, including financial, legal/compliance, operational, market, strategic, health and safety, IT security & cyber, economic and geopolitical, talent/human capital, sustainability, technology and compensation risks. The Board also considers risk when evaluating proposed transactions and other matters presented to the Board and its committees, including acquisitions and strategic investments, divestitures, capital allocation and other financial matters. In addition, the independent directors discuss risk management during executive sessions without the Company’s leadership present.

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The ESG and Risk Committee was formed as a standing committee of the Board in fiscal 2021 to further enhance the structure of the Board’s oversight for ESG and ERM. The ESG and Risk Committee assists the Board in overall oversight of ESG and ERM matters, with certain specified areas being allocated to the Board’s other standing committees as noted below. To ensure coordination and collaboration among the Board’s committees, the membership of the ESG and Risk Committee includes the Chairs of each of the Board’s committees. Each of the Committees is responsible for providing oversight in setting the strategy and approach for material ESG matters, disclosures and targets in their respective delegated areas. The specific risk areas of focus for the Board and each of its Committees are summarized below.

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Pursuant to the Board’s instruction, the Company’s leadership regularly reports on applicable risks to the relevant Committee or the Board, as appropriate, including regular reports on significant Company projects, with additional review or reporting on risks being conducted as needed or as requested by the Board and its Committees. The Company’s Executive Vice President, Chief Legal and Administrative Officer, Senior Vice President, Office of Global Climate Response & ESG and Enterprise Risk Management, and Director, Enterprise Risk Program Management, also work closely with the management team to develop effective risk management strategies and practices.

Cybersecurity Governance Highlights

Cybersecurity is an important and integrated part of our enterprise risk management program that identifies, monitors and mitigates business, operational and legal risks. Our cybersecurity risk management process is integrated into our overall risk management process, and shares common methodologies, reporting channels and governance processes that apply across the risk management process to other legal, compliance, strategic, operational and financial risk areas. We recognize the importance of maintaining the trust and confidence of our customers, contractors, partners, and employees. As a result, we maintain a cybersecurity program, designed to proactively identify, assess, manage, mitigate, and respond to cybersecurity threats. Our Cybersecurity Organization develops, implements, and maintains this program, which is documented in our global cybersecurity policy. The underlying controls of the cybersecurity program are based on recognized best practices and standards for cybersecurity and information technology and is aligned to the National Institute of Standards and Technology (“NIST”) Cybersecurity Framework (“CSF”) and the International Organization Standardization (“ISO”) 27001 Information Security Management System Requirements.

We regularly assess the threat landscape and take a holistic view of cybersecurity risks, with a layered cybersecurity strategy based on prevention, detection and mitigation. Our cybersecurity program maintains assessment protocols for proactively evaluating potential cybersecurity impacts and risks, supported by incident response procedures. We employ systematic processes to manage cybersecurity risks, including through cybersecurity audits, interconnectivity with business networks, system access controls and monitoring, and data back-up and recovery. Our cloud environments undergo continuous assessment, with firewall and backup systems designed to support operational resilience. We employ a Zero Trust Security framework that requires identity

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verification for network access, complemented by regular system assessments and monitoring. Our security controls include identity management programs, data loss prevention protocols, and threat detection capabilities. Our controls undergo regular review and updates based on threat intelligence, ensuring adaptability to merging threats. Similarly, our incident response program is regularly tested and updated to address emerging threat landscapes. To ensure organization-wide security awareness, cybersecurity training is mandatory and issued to all employees annually. Cybersecurity awareness is also included across other training programs, including our annual Code of Conduct and privacy training programs.

Third-party risk management is a critical component of our security strategy. We maintain oversight of service providers through a proactive monitoring approach, leveraging a cybersecurity questionnaire and security and privacy addendums to our contracts where applicable. We evaluate third party providers for maintenance of effective security management programs, compliance with information handling and asset management protocols, and require prompt notification of known or suspected cyber incidents.

To validate our security posture, we engage independent external parties to conduct regular penetration testing and security audits, and to provide cybersecurity consulting services. We maintain ISO 27001 certification for our global enterprise. Additionally, our IT General Controls (ITGC) undergo annual testing through Sarbanes-Oxley audits, which examine security controls relating to system changes, access management, system configurations, and data backup processes.

Our Board of Directors has ultimate oversight of cybersecurity and information security risk, which it manages as part of our enterprise risk management program. Specifically, the Board is assisted by the Audit Committee and the ESG and Risk Committee, which oversees our cybersecurity risk exposures and the steps taken by management to monitor and mitigate cybersecurity risks, and reports to the Board. Throughout the year, our senior executives, including our Chief Information Security Officer (“CISO”), provide regular briefings to the full Board, the Audit Committee and the ESG and Risk Committee. These presentations cover technology trends, regulatory developments, disclosure requirements, legal issues, policies and practices, threat environment assessments, and ongoing security measures to prevent, detect, and respond to critical threats. The Board, the Audit Committee and the ESG and Risk Committee regularly discuss cybersecurity and information security risks with our senior executives. As part of our cybersecurity governance, we also utilize a Cybersecurity Steering Committee comprised of executive management, operational leaders, and cross-functional teams. Generally, this committee meets quarterly, or more frequently as appropriate, to review, assess and direct decisions related to cybersecurity and information systems matters.

Our cybersecurity program is led by our CISO, who reports to our Chief Information Officer (CIO). Our CISO is informed about and monitors prevention, detection, mitigation, and remediation efforts through regular communication and reporting from professionals in the information security team, many of whom have decades of experience and hold certifications such as a Certified Information Systems Security Professional or Certified Information Security Manager, and through the use of technological tools and software and engagement with external consultants. Our CISO has extensive experience assessing and managing cybersecurity programs and cybersecurity risk and holds the following certifications: Certified Information Systems Security Professional (CISSP), a Certified Ethical Hacker (CEH), am FINRA Licensed (with a Series 99), and an Oracle Cloud Certified Professional (OCP). Our CISO and CIO regularly report directly to the Board, the Audit Committee and the ESG and Risk Committee on our cybersecurity program and efforts to prevent, detect, mitigate, and remediate incidents. In addition, in the event of an incident, we intend to follow our incident response procedures that include notification processes to inform senior management and the Board of Directors as appropriate. In fiscal 2024, senior executives provided two briefings on cyber and information security to the full Board, in addition to periodic briefings on specific cyber incidents.

Board Leadership Structure

The Board’s current leadership is comprised of:

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In a process led by the Lead Independent Director and the Chair of the Nominating and Corporate Governance Committee, the Board evaluates the appointment and role of the Chair on an annual basis. The Board does not have a policy on whether the positions of Chief Executive Officer and Chair of the Board should be combined.

During fiscal 2024, the roles of Chief Executive Officer and Chair were separate, with Mr. Demetriou serving as Executive Chair of the Board and Mr. Pragada serving as Chief Executive Officer. On September 27, 2024, the Company completed the spin-off of its Critical Mission Solutions and Cyber & Intelligence government services businesses and subsequent merger of those businesses with Amentum Parent Holdings LLC, forming an independent, publicly traded company called Amentum Holdings, Inc. (hereinafter the “CMS Separation Transaction”). Upon the closing of the CMS Separation Transaction, Mr. Demetriou resigned as a director and Executive Chair to join Amentum Holdings, Inc. (“Amentum”) as a director and Executive Chair, and Mr. Pragada was appointed as Chair of the Board.

The Board has determined that having Mr. Pragada serve as Chair provides significant advantages to the Board and the Company, as it allows the Board to benefit from his knowledge of the Company’s business and market opportunities and risks and facilitates communications and relations with other members of senior leadership. The Board also believes that having Mr. Pragada serve as Chair is advantageous to the Company when working with clients in certain areas of the world in which the title of Chair is significant.

Our Corporate Governance Guidelines provide that the Board will have a Lead Independent Director, to be designated by the Board from among the non-management directors, for as long as the positions of Chair and Chief Executive Officer are held by the same individual, or to the extent they are separate, and the Chair is not an independent director. Further, the Board believes that strong independent leadership is a critical aspect of effective corporate governance. Accordingly, during fiscal 2024, Mr. Christopher M.T. Thompson served as Lead Independent Director. Upon the closing of the CMS Separation Transaction, Mr. Thompson resigned from the Board to join Amentum as a director and Mr. Pinkham was appointed as Lead Independent Director.

The Board believes that a Lead Independent Director provides independent leadership, oversight and benefits for the Company and the Board that would be provided by an independent Chair, including by working with the Human Resource and Compensation Committee and the Chair of the Nominating and Corporate Governance Committee to evaluate the performance and compensation of the Chair and Chief Executive Officer.

The specific responsibilities of the Lead Independent Director include the following:

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The Nominating and Corporate Governance Committee leads the process of the Board’s evaluation of the selection, role and term of the Lead Independent Director.

Board Composition

The Nominating and Corporate Governance Committee is responsible for the annual review, with the Board, of the appropriate skills and characteristics required of members in the context of the current make-up of the Board. This process enables the Nominating and Corporate Governance Committee to update the skills and experience it seeks in the Board as a whole, and in individual directors, as the Company’s needs evolve. This assessment takes into consideration all factors deemed relevant by the Nominating and Corporate Governance Committee, including the following factors:

The Board of Directors and the Nominating and Corporate Governance Committee consider the qualifications and attributes of directors and director candidates individually, as well as in the broader context of the Board’s overall composition and the Company’s current and future needs, to ensure that the Board as a whole possesses the requisite combination of skills, professional experience and diversity of backgrounds and perspectives.

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Independence of Directors

The Board of Directors has adopted the Board of Directors Guidelines for Determining the Independence of its Members, which are accessible by following the link to “Investors—Corporate Governance—Corporate Governance & ESG” on the Company’s website at www.jacobs.com. The Board of Directors has affirmatively determined that, other than Messrs. Demetriou and Pragada, each person who served as a member of the Board of Directors during fiscal 2024 and each director nominee is independent under Section 303A.02 of the New York Stock Exchange (the “NYSE”)) listed company manual and the Company’s independence guidelines. Each member of each Committee of the Board is also independent (as defined by the applicable NYSE rules).

In addition, as further required by the NYSE’s listed company manual and the Company’s Independence Guidelines, the Board of Directors has made an affirmative determination that no material relationship exists between any independent director and the Company (either directly or as a partner, shareholder or officer of an organization that has a relationship with the Company). In making this determination, the Board considered all relevant relationships, whether immaterial or material, between any director and the Company, as further described below.

Ms. Sloat previously served as the President, Chief Executive Officer and Chairman of the Board of American Electric Power Company Inc. (“AEP”). Select regulated electric utility subsidiaries of AEP have obtained transmission-related services from the Company. The payments made to the Company for these services in each of the past three fiscal years was substantially less than the greater of 2% of the consolidated gross revenues of AEP and $1 million.

After a review of the facts, using its business judgment, the Board of Directors determined that this relationship did not compromise the independence of Ms. Sloat.

Director Nominations

The Nominating and Corporate Governance Committee is responsible for recommending the selection of director nominees to the Board. Once potential candidates are identified, including those candidates nominated by shareholders and/or identified by outside advisors or search firms, the Chair of the Nominating and Corporate Governance Committee, the Lead Independent Director and the Chair and CEO review the backgrounds of those candidates with the Nominating and Corporate Governance Committee. Final candidates are then chosen and interviewed by other independent directors. Based on the interviews, the Nominating and Corporate Governance Committee then makes its recommendation to the Board of Directors. If the Board of Directors approves the recommendation, the candidate is nominated for election.

The Company’s Bylaws also provide for shareholder nominations of directors and a proxy access right for shareholders. Please see the requirements described below under “Shareholders’ Proposals” for additional information about these procedures. The Nominating and Corporate Governance Committee considers director candidates recommended by shareholders in accordance with these procedures in the same manner as it considers other candidates.

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Committees of the Board of Directors

The Board of Directors’ four standing committees are: the Audit Committee, the ESG and Risk Committee, the Human Resource and Compensation Committee (the “Compensation Committee”) and the Nominating and Corporate Governance Committee. From time to time the Board forms special committees to provide oversight and approve specific matters.

Committee Charter: The Audit Committee’s current charter is available by following the links to “Investors — Corporate Governance — Committee Composition” on the Company’s website at www.jacobs.com or upon written request, as described below under “Corporate Governance — Availability of Documents.”

Committee Charter: The ESG and Risk Committee’s current charter is available by following the links to “Investors — Corporate Governance — Committee Composition” on the Company’s website at www.jacobs.com or upon written request, as described below under “Corporate Governance — Availability of Documents.”

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Committee Charter: The Compensation Committee’s current charter is available by following the links to “Investors — Corporate Governance — Committee Composition” on the Company’s website at www.jacobs.com or upon written request, as described below under “Corporate Governance — Availability of Documents.”

Compensation Committee Interlocks and Insider Participation: During the last completed fiscal year, no member of the Compensation Committee was an officer or employee of the Company, was a former officer of the Company, nor had a relationship with the Company requiring disclosure as a related party transaction under Item 404 of Regulation S-K. None of the Company’s executive officers served on the compensation committee or board of directors of another entity whose executive officer(s) served as a member of the Company’s Board of Directors or on the Compensation Committee.

Committee Charter: The Nominating and Corporate Governance Committee’s current charter is available by following the links to “Investors — Corporate Governance — Committee Composition” on the Company’s website at www.jacobs.com or upon written request, as described below under “Corporate Governance — Availability of Documents.”

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Corporate Governance Guidelines

The Company monitors developments in the area of corporate governance and routinely reviews its processes and procedures in light of such developments. The Company believes that it has procedures and practices in place which are designed to enhance and protect the interests of its shareholders.

The Board of Directors has approved Corporate Governance Guidelines for the Company, which are reviewed and updated on an annual basis. The Board also utilizes outside legal counsel to provide training and advice on governance matters. The Corporate Governance Guidelines are available by following the links to “Investors — Corporate Governance — Corporate Governance & ESG” on the Company’s website at www.jacobs.com or upon written request, as described below under “Corporate Governance — Availability of Documents.” The Corporate Governance Guidelines address the following matters:

Director Education

The Board recognizes the importance of director continuing education and is committed to provide such education to enhance both Board and Committee performance. Accordingly, as noted in the Company’s Corporate Governance Guidelines, the Company regularly provides the Board with education programs, presentations and briefings on topics relevant to the Company, its business and risk profile, including periodic educational sessions in connection with regular Board meetings. All directors are members of the National Association of Corporate Directors. In addition, each year the Board engages a third-party expert to host an educational program for members of the Board on matters relevant to the Company or relating to duties and responsibilities of directors.

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Directors are also encouraged to attend at least one outside educational program each year on any subjects pertaining to the directors’ responsibilities such as “directors’ colleges.” Additionally, newly elected directors must participate in the Company’s orientation program for new directors.

Management Succession Planning and Development

The Board is committed to positioning Jacobs for further growth through ongoing talent management, succession planning and the deepening of our leadership bench strength. The Board has assigned to the Compensation Committee, as set forth in its charter, the responsibility to oversee the succession plans relating to the executive officers of the Company, including the CEO, and to recommend to the Board, with respect to succession planning, the selection of individuals for executive officer positions. Additionally, the Company’s Corporate Governance Guidelines require that the CEO report at least annually to the Compensation Committee and the Board on succession planning for the executive officers, other than CEO, and to make available, on a continuing basis, his or her recommendations concerning who is qualified to assume the role of CEO in the event the CEO becomes unable to perform his or her duties. Our emergency succession planning is intended to enable the Company to respond to unexpected position vacancies, including those resulting from a major catastrophe, natural disaster or other impactful event by continuing the Company’s safe and sound operation and minimizing potential disruption or loss of continuity to the Company’s business and operations.

Annual Board and Committee Evaluations

The Nominating and Corporate Governance Committee, together with the Lead Independent Director, coordinates regular Board performance evaluations. These evaluations are conducted through a combination of formal and informal processes, including the following, among others:

Attendance at Meetings of the Board and its Committees and the Shareholder Meeting

Overall director attendance at meetings of the Board and its Committees was 99% during fiscal 2024. Each individual director attended at least 75% of all meetings of the Board and all Committees on which they served during fiscal 2024. Board members are expected to attend annual meetings of shareholders. All of the members of our Board attended the 2024 Annual Meeting of Shareholders in person.

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Code of Ethics

In addition to the Corporate Governance Guidelines, the Board of Directors has adopted the following other codes, guidelines and policies:

These documents, along with the Corporate Governance Guidelines, serve as the foundation for the Company’s system of corporate governance. They provide guidance for maintaining ethical behavior, require that directors and employees comply with applicable laws and regulations, prohibit conflicts of interest and provide mechanisms for reporting violations of the Company’s policies and procedures.

In the event the Company makes any amendment to, or grants any waiver from, a provision of the code of ethics that applies to the principal executive officer, principal financial officer, or principal accounting officer that requires disclosure under applicable Securities and Exchange Commission (“SEC”) rules, the Company will disclose such amendment or waiver and the reasons therefore on its website at www.jacobs.com.

Stock Ownership Guidelines

In an effort to more closely align the Company’s independent directors’ financial interests with those of our shareholders, the Board of Directors has established stock ownership guidelines for independent directors. Under these guidelines, the Company’s independent directors are expected to hold equity in the Company (taking into account the value of common stock owned, and outstanding restricted stock and restricted stock unit (“RSU”) awards held by the individual) valued at a minimum of five times their annual cash retainer within a reasonable time after initial appointment or election to the Board. Independent directors are restricted from selling any shares of common stock during any period in which they have not met these ownership guidelines. As of the end of fiscal 2024, all independent directors who have served on the Board for at least 5 years exceeded these guidelines.

Similarly, the Company has established stock ownership guidelines for senior leadership. Under these guidelines, the Company’s senior leadership is expected to hold equity in the Company (taking into account the value of common stock owned, and outstanding RSU awards held by the individual, but excluding unvested performance share units or unexercised options) valued as follows:

* Or equivalent if job titles change.

Members of senior leadership are not required to purchase shares of common stock to reach the applicable threshold but are restricted from selling any shares of common stock during any period in which they have not met these ownership guidelines. This restriction does not apply to the withholding of shares to satisfy tax withholding requirements. As of the Record Date, all named executive officers (“NEOs”) exceeded their respective guidelines, other than Mr. Nathamuni who joined the Company as Chief Financial Officer in June 2024. Any sales by directors and executives are subject to the Company’s insider trading policy, which requires sales during open trading windows to be precleared by the Company’s General Counsel and Chief Financial Officer.

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Insider Trading Policy

We are committed to promoting high standards of ethical business conduct and compliance with applicable laws, rules and regulations. As part of this commitment, we have adopted an Insider Trading Policy to govern the purchase, sale, and/or other dispositions of our securities by our directors, officers, employees, and all personnel identified as contract employees, independent contractors, agency workers, or anyone else with whom the Company or any subsidiary is in an employer-employee or principal-agent relationship, including any relative of a person to whom the policy applies and/or any entities influenced or controlled by such person, as well as by the Company itself, that we believe is reasonably designed to promote compliance with insider trading laws, rules and regulations, and the exchange listing standards applicable to us. A copy of our Insider Trading Policy was filed as Exhibit 19 to our Annual Report on Form 10-K for the fiscal year ended September 27, 2024.

Shareholder Engagement

Why We Engage

Understanding the issues that are important to our shareholders is critical to ensure that we address their interests in a meaningful and effective manner. It is also the foundation of good corporate governance. In that light, we engage with our shareholders on a regular basis throughout the year to discuss a range of topics, including our performance, strategy, risk management, executive compensation, corporate governance and ESG and sustainability.

We recognize the value of taking our shareholders’ views into account. Dialogue and engagement with our shareholders help set goals and expectations for our performance and facilitate identification of emerging issues that may affect our strategies, corporate governance, compensation practices, and other aspects of our operations.

When We Engage

How We Engage

Our shareholder and investor outreach and engagement takes many forms. We participate in numerous investor conferences and analyst meetings, hold our own investor events, host quarterly earnings calls, and meet

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with one or more of our shareholders in a variety of contexts and forums. As part of our shareholder engagement program, members of our Board, including our Lead Independent Director, also participate in many of these meetings to discuss a range of ESG matters, including executive compensation, corporate governance, and sustainability.

In addition, our Chair and Chief Executive Officer, Chief Financial Officer, Senior Vice President of Investor Relations and other senior management engage with our shareholders on a frequent basis, year-round, to discuss our strategy and our financial and business performance and to provide updates on key developments.

Topics of shareholder engagement in fiscal 2024 included corporate governance, capital deployment, executive compensation, ESG matters, business performance, strategic priorities and goals, firm culture, risk management, succession planning, climate risk and matters related to the CMS Separation Transaction completed at the end of fiscal 2024.

Shareholder Engagement in Fiscal 2024

Our Response to Shareholder Feedback

Shareholder feedback is delivered regularly to our Board and thoughtfully considered. Such feedback has led to modifications in our executive compensation programs, our corporate governance practices and our disclosures.

In connection with the Company’s 2024 annual meeting of shareholders (the “2024 Annual Meeting”), the Company received a shareholder proposal requesting that the Company amend its governing documents to eliminate any voting requirements that call for a greater than simple majority vote and replace them with a majority of votes cast standard. Although this shareholder proposal was not properly presented at the meeting and therefore did not go to a vote, the Board and the Nominating and Corporate Governance Committee nonetheless remained committed to undertaking a comprehensive review of the Company’s supermajority voting requirements and to recommend any appropriate changes at the next annual meeting of shareholders, as outlined in the

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Company’s response to the shareholder proposal. In accordance with such commitment, over the last year, the Board and the Nominating and Corporate Governance Committee, with the assistance of outside corporate governance experts, carefully evaluated the advantages and disadvantages of each of the supermajority requirements contained in the Company’s governing documents, as well as other relevant considerations, including shareholder support for the shareholder proposal. As a result of this evaluation, the Board is recommending that shareholders approve certain amendments to the Charter to remove the supermajority voting requirements contained therein, as described in Proposals 3-7.

Contacting the Board of Directors

Generally — All communications required by law or regulation to be relayed to the Board of Directors are relayed promptly after receipt by the Company. Any communications received by the Company from shareholders that have not also been sent directly to the Board of Directors will be processed as follows: (1) if the shareholder specifically requests the communication be sent to the Board, the communication will then be promptly relayed to the Board and (2) if the shareholder does not request that the communication be sent to the Board of Directors, then the Company’s leadership will promptly relay to the Board all communications that the management of the Company, using its best business judgment, determines should be relayed to the Board.

Contacting the Board of Directors — Any shareholder, employee or interested party who desires to communicate with the Board may do so by writing to The Board of Directors, c/o Corporate Secretary, Jacobs Solutions Inc., 1999 Bryan Street, Suite 3500, Dallas, Texas 75201, in an envelope marked confidential.

Contacting Independent Directors — Any shareholder, employee or interested party who desires to communicate with the Company’s independent directors may do so as follows:

Contacting the Audit Committee — Any shareholder, employee or interested party may submit at any time a good faith complaint regarding any questionable accounting, internal accounting controls, or auditing matters concerning the Company without fear of dismissal or retaliation of any kind. Employees are encouraged to report their concerns and complaints to the Company’s senior leadership or to the Audit Committee of the Board of Directors. Confidential, anonymous reports may be made as follows:

Availability of Documents

The full text of the Corporate Governance Guidelines, the Code of Business Conduct and Ethics for Members of the Board of Directors, the Code of Ethics for the Chief Executive Officer and Senior Financial Officers, the Code of Conduct, the Committee Charters, the Board of Directors Guidelines for Determining the Independence of its Members, and the other corporate governance materials described in this Proxy Statement are accessible by following the link to “Investors — Corporate Governance — Corporate Governance & ESG” on the Company’s website at www.jacobs.com.

The Company will furnish without charge a copy of any of the foregoing documents to any person making such a request in writing and stating that he or she is a beneficial owner of common stock of the Company. Requests should be addressed to: Jacobs Solutions, Inc., 1999 Bryan Street, Suite 3500, Dallas Texas 75201, Attention: Corporate Secretary.

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Compensation of Directors

Compensation Philosophy

Determination of Non-Employee Director Compensation

Each year, the Board determines non-employee director compensation based upon the recommendation of the Nominating and Corporate Governance Committee. In making a recommendation, the Nominating and Corporate Governance Committee considers market data for the Company’s peer group, which is the same peer group used for the Company’s executive compensation benchmarking, as well as data for a broader market of similarly-sized companies, and input regarding market practices for director compensation from Farient Advisors, which is the same independent consultant that is retained by the Compensation Committee.

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Components of Non-Employee Director Compensation

Equity

For 2024, the Board set the annual equity value to be awarded to non-employee directors at approximately $190,000, and, accordingly, granted each non-employee director an award of 1,401 RSUs on January 25, 2024 (other than Mr. Pinkham and Ms. Sloat who each received 1,519 RSUs to account for the pro rata portion of 2023 that they each served on the Board, and Mr. Collins and Vice Admiral Jackson, who did not receive an equity award in fiscal 2024). Such grants were made pursuant to the Company’s 1999 Outside Director Stock Plan, as amended and restated (the 1999 Outside Director Plan). Each RSU grant vests upon the earlier of (1) the next annual shareholder meeting or (2) the 1-year anniversary of the grant date.

If the Company pays a cash dividend on its outstanding common stock, RSUs will be credited with cash dividend equivalent rights (Dividend Equivalents) paid to the applicable director upon the vesting of the RSUs and distribution of the underlying shares of common stock as described below in the section entitled “Executive Compensation — Narrative Disclosure to Summary Compensation Table” and “Grants of Plan Based Awards Table — Payment of Dividends and Dividend Equivalent Rights.” Each director also receives cash dividends with respect to each outstanding restricted stock award (RSA), if any, as and when paid to shareholders of common stock.

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Additional Director Compensation for Periods of Unusually High Board or Committee Activity

The Board has adopted a policy under which non-employee directors may receive additional compensation for periods of unusually high Board or committee activity. The intention of this policy is to adequately compensate directors for additional services rendered during periods of unusually high activity and will not be paid for ordinary course of business responsibilities. The Corporate Governance Guidelines provide that there will be four to five regularly scheduled Board meetings per year, and the policy provides that, for each Board or committee meeting in excess of eight meetings for the Board or applicable standing committee during a rolling twelve-month period, the Company will pay an additional $2,000 special fee for each meeting to the non-employee directors in attendance. In the event the Board forms a special committee, the Company will pay the additional $2,000 special fee for each special committee meeting beginning in excess of two special committee meetings in a twelve-month period.

Special fees in the aggregate amount of $312,500 were earned by non-executive directors for additional meetings of the Board in fiscal 2024 pursuant to the policy described above. The Board and the Audit Committee participated in a significant number of meetings in fiscal 2024 in connection with the CMS Separation Transaction. For meetings in the first half of fiscal 2024, the Board voluntarily reduced the special meeting fee from $2,000 per meeting to $1,500 per meeting, resulting in aggregate savings of $39,500 in special meeting fees.

Director Deferral Plan

Additionally, non-employee directors are eligible to participate in the Jacobs Director Deferral Plan, pursuant to which each director may defer all or a portion of such director’s cash retainer and/or RSUs.

Non-Employee Director Compensation During Fiscal 2024

The table below sets forth the compensation earned by each of the Company’s non-employee directors during fiscal 2024. Neither Mr. Pragada nor Mr. Demetriou received compensation for their service as directors during fiscal 2024. The compensation paid to Mr. Pragada and Mr. Demetriou as employees of the Company during fiscal 2024 is set forth in the “Summary Compensation Table” below.

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Forward-Looking Statements

This Proxy Statement contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Forward-looking statements are statements that do not directly relate to any historical or current fact. When used herein, words such as “estimates,” “intends,” and “will” and similar words are intended to identify forward-looking statements. You should not place undue reliance on these forward-looking statements. Although such statements are based on management’s current estimates and expectations and/or currently available data, forward-looking statements are inherently uncertain and involve risks and uncertainties that could cause our actual results to differ materially from what may be inferred from the forward-looking statements. Factors that could cause or contribute to such differences include, but are not limited to, those listed in Item 1A — Risk Factors in the Company’s 2024 Annual Report on Form 10-K. The Company does not undertake any obligation to release publicly any revisions or updates to any forward-looking statements.

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PROPOSAL NO. 2 — ADVISORY VOTE TO APPROVE EXECUTIVE COMPENSATION

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COMPENSATION COMMITTEE REPORT

The Human Resource and Compensation Committee of the Board of Directors reviewed and discussed the Compensation Discussion and Analysis required by Item 402(b) of Regulation S-K with the Company’s management. Based on such review and discussion, the Compensation Committee recommended to the Board of Directors that the Compensation Discussion and Analysis be included in the Proxy Statement. The Board has approved that recommendation.

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COMPENSATION DISCUSSION AND ANALYSIS (CD&A)

Executive Summary

We operate with a pay-for-performance executive compensation philosophy in a challenging, highly competitive and rapidly evolving global environment. Our pay-for-performance philosophy is designed to attract and retain the world’s best talent throughout the company, including at our executive level. Our named executive officers (“NEOs”) serving as of the last day of the fiscal year ended September 27, 2024 were as follows:

Robert V. Pragada Chief Executive Officer		Venk Nathamuni Executive Vice President and Chief Financial Officer		Steven J. Demetriou Fiscal 2024 Executive Chair		Joanne E. Caruso Executive Vice President, Chief Legal and Administrative Officer		Patrick X. Hill Executive Vice President, and President, Global Operations

Additionally, included as part of our NEOs for fiscal 2024 are Mr. Kevin C. Berryman, our former Chief Financial Officer who served as the Company’s interim Chief Financial Officer from March 29, 2024 through June 2, 2024 and currently serves Special Advisor to the Chief Executive Officer, and Ms. Claudia Jaramillo, our former Chief Financial Officer, who separated from the Company effective April 15, 2024. At the end of the fiscal year, Jacobs completed the CMS Separation Transaction, and Mr. Demetriou resigned as Executive Chair to join Amentum.

CMS Separation Transaction

On September 27, 2024, we completed the previously announced spin-off of our Critical Mission Solutions and Cyber & Intelligence government services businesses (which we refer to herein as “iCMS”), which was subsequently merged (the “CMS Separation Transaction”) with Amentum Parent Holdings LLC, forming an independent, publicly traded company called Amentum Holdings, Inc. (NYSE: AMTM) (“Amentum”). We recognized the need for certain of our compensation programs to be appropriately modified to take the CMS Separation Transaction into account (which was completed on the last day of our fiscal 2024 year), and also took certain actions previously agreed with Amentum Parent Holdings LLC pursuant to the Employee Matters Agreement, dated as of November 20, 2023 (the “Employee Matters Agreement”), entered into with Amentum. The Employee Matters Agreement provided that a portion of the unvested Jacobs restricted stock units (“RSUs”) held by iCMS employees would accelerate and vest and be settled in Jacobs common stock shortly prior to September 23, 2024 (the record date for the CMS Separation Transaction) and certain other equity awards held by such employees to be converted into equity awards of Amentum following the closing of the CMS Separation Transaction. In addition, the Compensation Committee determined to equitably adjust the equity awards held by employees who remained with Jacobs following the closing of the CMS Separation Transaction to reflect the separation and closing.

Our Executive Compensation Philosophy

Our vision is to provide superior client value based on long-term relationships and favorable returns to our shareholders through profitable growth. The Compensation Committee adheres to a compensation program that drives this vision by attracting and retaining highly qualified employees and motivating them to deliver value to our customers and shareholders. Accordingly, our executive compensation program:

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Guide to CD&A

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Our Executive Compensation Program and Practices

The Compensation Committee believes that our executive compensation program is appropriately designed to advance the interests of our shareholders and other stakeholders. The key components and associated purposes of our compensation program are as follows:

* See pages 45-46 for definitions of iJacobs and iCMS DSO, iJacobs 4-Qtr. Average of GP RPO Growth %, iCMS 4 Qtr. Average of GP Backlog Growth % and Adjusted EBITDA Margin %.

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