ACMNYSEServices-Engineering ServicesUS GAAP · USD

AECOM

AECOM is a global infrastructure professional services firm that earns most of its revenue from fee-based planning, advisory, consulting, architectural and engineering design, and program/construction management work. The company organizes its continuing operations into two client-facing service regions—Americas and International—plus AECOM Capital (ACAP), which invests in and develops real estate projects. Its operating model is labor- and expertise-driven: revenue is largely generated by billing employee time on client projects and managing project delivery costs, including subcontractor pass-through activity. AECOM has reshaped its risk profile by exiting substantially all self-perform at-risk construction activities, concentrating on professional services and program management.

Revenue16.1bn USD
+0.2 %y/y
Operating profit (EBIT)1,027m USD
+24.1 %y/y
EBIT margin6.4%
+1.2 ppy/y
Net income562m USD
+39.7 %y/y
Free cash flow685m USD
−3.2 %y/y

Fiscal year 2025 · change from previous year

Development 2020–2025

05101520bn USD2020: 13.2 bn USD2020: EBIT 0.38 bn USD20202021: 13.3 bn USD2021: EBIT 0.63 bn USD20212022: 13.1 bn USD2022: EBIT 0.65 bn USD20222023: 14.4 bn USD2023: EBIT 0.32 bn USD20232024: 16.1 bn USD2024: EBIT 0.83 bn USD20242025: 16.1 bn USD2025: EBIT 1.0 bn USD202516.11.0
RevenueOperating profit (EBIT)

Business

Share of revenue
Americas professional services70 %

Planning, consulting, design, and program/construction management for clients in the Americas across transportation, water, facilities, government, environmental, and energy.

International professional services29 %

Planning, consulting, design, site supervision and program management for clients across EMEA, India, Africa and Asia-Pacific end markets.

AECOM Capital (ACAP)1 %

Real estate investment and development activities, including development sales and management fees.

Customers

AECOM sells primarily to public-sector owners and regulated or asset-intensive private-sector operators that need external technical expertise to plan, design, and manage complex infrastructure programs. Key end markets include transportation, water, facilities, government-related programs, environmental remediation/compliance, and energy-related infrastructure. Engagements are typically project-based or program-based, with revenue driven by billable labor hours and reimbursable/pass-through subcontractor costs on certain contracts. Customer buying decisions tend to be competitive and qualification-driven, emphasizing technical capability, past performance, price, and the ability to staff and deliver safely across geographies.

Public sector infrastructure owners

Buy planning, design, and program/construction management for transportation, water, government and facilities projects; value compliance, delivery certainty, and procurement qualifications.

Private sector infrastructure & facilities owners

Buy engineering/design and program management for facilities, environmental and energy-related capital programs; value speed to execute and access to specialized technical experts.

Environmental and regulated-industry clients

Buy environmental consulting/engineering/science services to meet regulatory requirements, manage remediation, and reduce project approval risk.

Real estate development stakeholders (ACAP)

Participate in real estate investments and developments where ACAP earns development sales and management fees; returns depend on project execution and market conditions.

Strategy

AECOM’s strategy emphasizes scaling fee-based, knowledge-driven professional services while maintaining a reduced risk profile versus self-perform construction. Management highlights margin improvement actions such as restructuring, continuous improvement initiatives, expanding enterprise capability centers, and exiting lower-margin countries. The company also prioritizes winning and renewing contracts by allocating talent to higher-growth and more profitable markets and end markets, supported by investment in digital capabilities to improve delivery. Capital allocation is described as returns-driven, with available cash intended to be deployed toward dividends and stock repurchases alongside ongoing portfolio evaluation.

Maintain reduced risk profile by limiting at-risk constructionMedium term

Shifts the business toward fee-based services with lower execution and balance-sheet risk.

Improve margins through restructuring, delivery efficiency and mixMedium term

Professional services profitability depends on utilization, cost control and project execution quality.

Invest in technology and innovation to strengthen deliveryLong term

Digital tools can improve productivity, quality, and competitiveness in bids for complex programs.

Returns-driven capital allocationShort term

Supports shareholder returns while balancing investment needs in a people-driven services model.

Geography

Q1/2026

AECOM manages its continuing professional services business through two geographic operating segments: Americas (United States, Canada, and Latin America) and International (Europe, the Middle East, India, Africa, and Asia-Australia-Pacific). This footprint lets the firm pursue multi-year infrastructure programs where client needs and procurement practices differ materially by region. International operations introduce added exposure to currency movements and to operating conditions in higher-security-risk locations cited in the company’s risk disclosures. The company also faces region-specific regulatory regimes, including the UK Building Safety Act, which can affect liability, compliance costs, and litigation risk on certain projects.

Americas77 %
Europe, Middle East and Africa14 %
Asia Pacific9.0 %

Share of the revenue the company reports by geography.

Risks

AECOM’s revenue is sensitive to macro conditions and to government and private-sector capital spending cycles; clients can delay, curtail, or cancel projects during downturns, directly reducing utilization and profitability in a time-and-materials labor model. Competitive intensity is high and barriers to entry can be limited in parts of the professional services market, creating bid pressure and potential margin compression. Operationally, project sites can be hazardous, and safety failures can lead to injuries, environmental incidents, litigation, reputational damage, and loss of work. International operations add exposure to currency volatility, geopolitical/security risks in certain regions, and evolving regulatory regimes such as the UK Building Safety Act that can expand liability and compliance costs; cybersecurity and data privacy incidents can also disrupt delivery and create regulatory penalties.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →High competition in fragmented engineering services markets1Exposure to economic downturns and reductions in client spending2Safety incidents on inherently dangerous project sites3Cybersecurity threats, IT outages, and data privacy incidents4Regulatory and liability changes under the UK Building Safety Act5Security and geopolitical risks in certain international locations6
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. High competition in fragmented engineering services marketsImpact: HighLikelihood: Medium

    Clients award work based on qualifications and price; competitors range from specialized boutiques to large firms, pressuring win rates and margins.

  2. Exposure to economic downturns and reductions in client spendingImpact: HighLikelihood: Medium

    Demand can fall when governments or private clients delay, curtail or cancel infrastructure programs, reducing utilization in a billable-hours model.

  3. Safety incidents on inherently dangerous project sitesImpact: HighLikelihood: Medium

    Work near heavy equipment and regulated materials can lead to injuries or environmental events, causing litigation, reputational harm, and project loss.

  4. Cybersecurity threats, IT outages, and data privacy incidentsImpact: HighLikelihood: Medium

    System disruptions can impair project delivery and trigger regulatory fines under regimes such as GDPR and CCPA.

  5. Regulatory and liability changes under the UK Building Safety ActImpact: MediumLikelihood: Medium

    Extends liability periods and reallocates design/construction risk, increasing litigation, regulatory and cost challenges for UK and potentially broader operations.

    Exposure: United Kingdom / Europe

  6. Security and geopolitical risks in certain international locationsImpact: MediumLikelihood: Medium

    Operations in regions with political instability or conflict can require costly security measures and may lead to evacuations, contract cancellations, or asset loss.

    ExposureMiddle EastAfricaSoutheast Asia

Accounting

Judgemental items
Revenue recognition on long-term service contracts

Requires estimates and judgments that affect timing of revenue and profit recognition across periods.

Impact: Can change reported revenue, gross profit and working capital as project estimates update.

Pass-through revenues and subcontractor/direct cost presentation

Changes in subcontracted work performed on behalf of clients can move revenue without equivalent gross profit impact.

Impact: Affects reported revenue growth rates and gross margin percentages.

Restructuring and acquisition costs / business exits

Classification and measurement of personnel and real estate exit costs require judgment and can be non-recurring.

Impact: Impacts operating expense trends and period-to-period comparability.

Discontinued operations classification

Prior divestitures and exits (e.g., former Management Services and at-risk construction) require separation of continuing vs discontinued results.

Impact: Affects comparability of historical revenue and profitability trends.

Publicly listed companies with a comparable business focus.

Last updated: 24/09/2026

AECOM (ACM) Revenue, Earnings & Financials 2025 – Clarifo