In the bustling heart of Sydney, where the skyline shimmered under the May sun of 2025, the headquarters of Worley Limited buzzed with a quiet confidence. The engineering giant, a titan in the energy, chemicals, and resources sectors, was charting a bold course through turbulent global markets. At the helm was CEO Chris Ashton, a pragmatic visionary whose steady hand had guided the company through challenges before. Today, at Worley’s investor day, the air was thick with anticipation as Ashton prepared to unveil the company’s reaffirmed outlook for the 2025 financial year.

The story began months earlier, when whispers of economic uncertainty—geopolitical tensions, inflation, and supply chain snarls—had cast shadows over the industry. Yet, Worley stood firm. The company had secured $9.4 billion in order wins for FY25, a step up from the $9 billion clinched the previous year. These contracts, primarily in the resources sector, were a testament to Worley’s ability to seize opportunities where others faltered. From vast mining operations in Australia to energy transition projects across the globe, Worley’s expertise was in high demand.

Ashton, standing before a room of shareholders, spoke with measured optimism. “While we acknowledge current uncertainty in global markets, we are stronger than ever,” he declared, his voice steady. “Our business continues to show resilience.” The numbers backed his confidence: Worley projected low double-digit earnings growth and an underlying EBITA margin of 8% to 8.5% for FY25. The factored sales pipeline had surged 14% since January, signaling robust demand for their services.

But the story wasn’t just about numbers—it was about transformation. Worley had unveiled a sweeping organizational restructure, a strategic pivot to streamline its operations. The two regional group presidents, once tethered to geographic silos, were reassigned to global roles, tasked with overseeing major projects with precision and agility. This wasn’t just a reshuffle; it was a bold move to harness Worley’s Global Integrated Delivery model, blending digital innovation with decades of engineering prowess to deliver projects faster and smarter.

In the quiet corners of the investor day, analysts whispered about the challenges. The energy transition was slowing under the weight of policy shifts and a global election cycle. Yet, Worley’s focus on sustainability—evidenced by 1,048 project wins in sustainability-related work in the first quarter alone—set it apart. From LNG projects aligned with the U.S.’s transitional fuel policies to cutting-edge digital tools, Worley was positioning itself as a leader in a world grappling with the energy trilemma: security, affordability, and sustainability.
As the sun dipped below the Sydney horizon, Ashton closed his presentation with a nod to the future. “We’re not just building projects; we’re building resilience,” he said. The shareholders nodded, sensing that Worley’s story was one of adaptation and ambition—a company not just weathering the storm, but thriving in it.