Carillion is… providing better prospects for our

Bringing out the best in our people

Our 42,000 people come to work at Carillion to apply their talents in a safe and inclusive work environment. We continue to invest in developing and attracting excellent people to create a vibrant, diverse and flexible workforce.

“ Business has a huge opportunity and responsibility to make the workplace more accessible to talented ex-offenders who simply want to contribute their skills to society.”

CATHERINE SERMON, Employment

Employing ex-offenders

Aboriginal relations

FIRST NATION INITIATIVES IN CANADA ARE VITAL TO LONG-TERM DIVERSITY

Your Life campaign and STEM subjects for girls

SHOWCASING CAREER CHOICES TO YOUNG WOMEN IN EDUCATION

Supporting the armed forces

CREATING OPPORTUNITIES FOR EX-FORCES PERSONNEL AND RESERVISTS

Sustainability in action

PROVIDING BETTER PROSPECTS FOR OUR PEOPLE

Safety performance

Health and wellbeing

Recruiting, retaining and engaging excellent people

Promoting diversity

Performance data

OUR BUSINESS CUSTOMERS & SUPPLIERS

PEOPLE COMMUNITIES LOW-CARBON ECONOMIES

ENVIRONMENT

Making tomorrow a better place

SUSTAINABILITY REPORT 2014

Director, Business in the Community

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28% women on our Board2013: 25%

23% of our people are female2013: 23%

2014: 39% 2020: 70%

49% reduction in All Accident Frequency RateTargets

2014: 15% 2020: 50%

14% of our people use the Carillion special leave policy for community engagementTargets

Target achieved Behind schedule

Our key figures2014 performance highlights

Progress against targets

VIEW OUR FULL PERFORMANCE AGAINST TARGETS

Lost Time Incident Frequency Rate0.24(2013: 0.29)

All Accident Frequency Rate2.31(2013: 2.81)

We are transparent about our health and safety performance, both when things go right and also, crucially, when they do not. We deeply regret that we suffered two fatal accidents in Oman and Qatar in 2014. In the first, a person fell several metres when he stood on an unfixed panel he had just placed into position and it tipped. In the second, a subcontractor’s employee was struck by a vehicle while crossing a highway as part of a maintenance activity.

Safety awardOur excellent safety record in Canada was recognised with a Safest Employer Silver Award at the Canadian Occupational Safety Awards. The national awards programme recognises Canadian companies that are making a difference in protecting the health and safety of their people, through initiatives such

SAFETY PERFORMANCE

MANAGING AND IMPROVING PERFORMANCE

CARIBBEAN, ALAWI AND CANADA SAFETY

LOOKING AHEAD

Our target is zero. Zero accidents, zero incidents. We do everything we can to remove the risk of accidents from our business.

However, when an accident does occur, we investigate the root causes fully and make changes to processes to ensure it does not happen again. We share our findings and take concrete actions to improve and we constantly measure our progress to improve performance and adopt best practice.

In 2014, we launched ONE, a health and safety campaign based around one team with one goal: zero ill health and accidents caused by work. We know that one accident is one too many, so we keep up momentum towards our target.

Our performance dataLOST TIME INCIDENT FREQUENCY RATE

ALL ACCIDENT FREQUENCY RATE

PROVIDING BETTER PROSPECTS FOR OUR PEOPLE

Safety performance

Health and wellbeing

Recruiting, retaining and engaging excellent people

Promoting diversity

Performance data

OUR BUSINESS CUSTOMERS & SUPPLIERS

PEOPLE COMMUNITIES LOW-CARBON ECONOMIES

ENVIRONMENT

Making tomorrow a better place

SUSTAINABILITY REPORT 2014

In addition to these accidents, a vehicle carrying five workers collided with a broken-down vehicle on the M4 in England. Two of the passengers died instantly and a third died later in hospital. A fourth passenger was seriously injured.

Our thoughts remain with the relatives and friends of the people affected by these tragic incidents.

MANAGING AND IMPROVING PERFORMANCE

We are certified to the BS OHSAS 18001 standard for health and safety management systems across our operations in the UK, the Middle East and North Africa. Meanwhile, every contract is assessed for health and safety risks, from design and delivery to final use. Senior managers regularly visit contracts to review health and safety.

We make sure that everyone understands our health and safety policy (PDF 816 KB). This is done through communications campaigns and formal training. In the UK and Canada we have a dedicated phone number for reporting any incident or near–miss.

We have a range of risk evaluation processes from design through delivery and right up to Point of Work Risk Assessments. These address risks to both the health and safety of our people and those working for us through our supply chain.

CEO Health and Safety Best Practice Award to Qatar FM Shell

Caribbean, Alawi and Canada Safety

Carillion Caribbean has been recognised by its client Massy Wood Group for its contribution to reaching two million work hours with no Lost Time Incidents, while in Oman, Carillion Alawi received a Platinum Target Zero Award for four years without a Lost Time Incident.

as our ‘Don’t Walk By’ programme.

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49% reduction in All Accident Frequency Rate(2011 baseline)

BS OHSAS 18001 standard for health and safety management systems for the UK, Middle East and North Africa

Winner Royal Society for the Prevention of Accidents Occupational Health and Safety Award, Carillion Training Services

In Canada, the construction crew at the Toronto Union Station Revitalisation project reached one million hours of work with no Lost Time Incidents and Bouchier Group, part–owned by Carillion, received a Platinum Target Zero Award for reaching over six million hours without a Lost Time Incident.

CEO Safety Excellence Winner: The Bouchier Carillion Group

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Our ARK performance model assessment allows us to evaluate our systems and behaviours against our vision of excellence. It measures performance in three key areas:

PEOPLE, including leadership, engagement, culture, competence, supply chain, health and wellbeing;

PROCESS, including governance, compliance and continuous improvement; and

PERFORMANCE, including health and safety performance against key performance indicators.

We use ARK to benchmark current performance in a particular part of the business and to set targets and plans for improvement.

Mike Francis, winner of our CEO Health and Safety People

Award

LOOKING AHEAD

In 2015, in addition to continuing our focus on our key risks such as work at height, electricity and moving vehicles and plant, we will be focusing on reviewing and improving safety when our people are driving or travelling on the road.

In Canada, for example, we will be working with the Ontario Ministry of Transportation to improve winter lighting on heavy maintenance equipment and testing prototypes to inform a potential new standard.

Health Like Safety at the Thameslink Programme team

In 2014, Carillion joined the Global Corporate Challenge, a corporate health and wellbeing initiative aimed at increasing physical activity and establishing sustainable habits for sedentary workers. Highlights include:

62% reported a weight loss, with an average of more than 9lbs;

65% reported a decrease in stress levels;

38% of our people reported an increase in productivity as a result of the Global Corporate Challenge health initiative

62% weight loss reported by our people in the Global Corporate Challenge

HEALTH AND WELLBEING

Looking after our people and contractors is not just a moral obligation, it makes clear business sense. Our people being well and healthy is vital to our success.

In 2014, we launched our new Occupational Health strategy, Health Like Safety, which aims to raise the status of health as a key component of our overall objectives and strategy. Health Like Safety includes a dedicated health plan and health champion at all locations in order to:

ensure safety-critical workers are fit for work;

prevent work-related cancers and other chronic health conditions caused or made worse by work;

promote wellbeing and healthy lifestyles while recognising that this remains a matter of personal choice; and

optimise our approach to dealing with sudden cardiac arrest in the workplace.

PROVIDING BETTER PROSPECTS FOR OUR PEOPLE

Safety performance

Health and wellbeing

Recruiting, retaining and engaging excellent people

Promoting diversity

Performance data

OUR BUSINESS CUSTOMERS & SUPPLIERS

PEOPLE COMMUNITIES LOW-CARBON ECONOMIES

ENVIRONMENT

Making tomorrow a better place

SUSTAINABILITY REPORT 2014

Employee assistance, offering services such as free education advice, childcare guidance and employee counselling, with a 24-hour telephone support service

Work–life balance policies covering issues such as parental leave, flexible and part-time working, and special leave

Licensed medical clinics in Dubai, Muscat and Cairo supporting more than 20,000 employees

Health Matters, a monthly information service, in partnership with our occupational health provider, aimed at giving good-quality information on personal health issues. Feedback from employees has been extremely positive

38% reported an increase in productivity;

85% reported their health as good, very good or excellent compared with 42% pre-event; and

57% reported that the event had encouraged their friends and family to get out walking more.

In 2015, we are launching a Stress and Mental Health Charter. This will be accompanied by tools and a training module to reduce work-related stress and promote positive mental wellbeing.

Our health and wellbeing programmes include:

Employee assistance

Work–life balance policies

Licensed medical clinics

Health Matters

“ I am proud of the sheer hard work, dedication, innovation and commitment to health and safety by our staff and apprentices. It is they who make a significant difference and allow us to continually improve our occupational health and safety performance.”

RAY WILSON, Director and General Manager

RoSPA Award

Carillion Training Services was a winner at the Royal Society for the Prevention of Accidents (RoSPA) Occupational Health and Safety Awards 2014. The Education & Training Services Sector Award recognises commitment to continuous improvement in accident and ill health prevention at work. Judges consider entrants’ overarching occupational health and safety management systems, including practices such as leadership and workforce involvement.

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Supporting the armed forces

Supporting those connected to the armed forces has been formally recognised by the Ministry of Defence with a Martello Tower Award in 2014.

We currently employ around 400 former service personnel and are provide resettlement opportunities for those leaving the Forces. Last year, 94 personnel took advantage of Carillion’s placements, and we aim to employ 300

“ Supportive employers are essential to ensuring that reservists are able to contribute effectively to the safety and security of the UK. Carillion is an excellent example of that. They understand the benefits that reservists can bring

RECRUITING, RETAINING AND ENGAGING EXCELLENT PEOPLE

SUPPORTING THE ARMED FORCES

RECRUITING TALENT

BAN THE BOX

LEARNING AND DEVELOPMENT

E-LEARNING TAKES OFF

THE GREAT DEBATE

COMMUNICATING SUSTAINABILITY

AN EXEMPLAR EMPLOYER

We occupy a competitive sector when it comes to attracting and keeping talented people. To find the calibre of people we need, we have to think differently.

This means demonstrating that we mean business when we talk about inclusivity, learning, developing, engaging and rewarding.

Within our refreshed strategy, investing in our people and capabilities remains our top priority. Developing and attracting excellent people to create a vibrant, diverse and flexible workforce has the greatest impact on the success of our business.

Our new recruitment website includes a focus on flexible working practices to appeal to a wider talent pool, and we continue leading the way alongside Business in the Community to champion opportunities for young women in engineering, ex–offenders, vulnerable women and reservists.

PROVIDING BETTER PROSPECTS FOR OUR PEOPLE

Safety performance

Health and wellbeing

Recruiting, retaining and engaging excellent people

Promoting diversity

Performance data

OUR BUSINESS CUSTOMERS & SUPPLIERS

PEOPLE COMMUNITIES LOW-CARBON ECONOMIES

ENVIRONMENT

Making tomorrow a better place

SUSTAINABILITY REPORT 2014

It is so important to maintain a steady flow of

reservists by the end of 2016 – offering them two additional weeks’ paid leave during the year.

We have also signed up to an Armed Forces Pathways to Employability programme. This enables young people on job seekers’ allowance to attend a General Army Insight Course and secure a placement with reservist-friendly companies such as Carillion. Carl Smith was the first to complete work experience with us. He has since secured a full-time job with Heyrod – one of our subcontractors.

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RECRUITING TALENT

We aim to recruit from our existing staff where possible and advertise all roles internally for a minimum of two weeks. Our next step is to recruit people locally, supporting local economies, reducing costs and carbon through commuting and strengthening community relationships.

We strive to treat all job applicants fairly and to eliminate any bias or unlawful discrimination. All our managers receive guidance and training on how to tackle unconscious bias and consider each applicant on merit alone.

Ban the box

Carillion is part of a pioneering employers’ group that has banned the criminal conviction ‘tick box’ from job application forms. Banning the box enables ex-offenders to compete fairly for jobs based on an assessment of their skills first, alongside regulated Disclosure and Barring Service checks. Participating employers are able to find people from a wider pool of talent, while also contributing to reducing the estimated £11 billion annual cost of reoffending.

to their organisation, and are prepared to go the extra mile to ensure that their reservists are able to meet their training commitments.”

MAJOR GENERAL JOHN CRACKETT, Assistant Chief of Defence Staff (Reserves and Cadets)

BITC Sieff Award Elena Gonzalez, Carillion Corporate Responsibility Manager, received the Business in the Community West Midlands Sieff Future Business Leaders Award, which recognises the next generation of sustainability leadership.

14% of our people utilise the Carillion special leave policy, which enables them to engage in community and charity activities for up to six days a year on full pay

“ skilled, engaged people into our workforce and promote opportunities within our business to a wider pool of talent. Not having a criminal record tick box is one of the ways we meet this aim.”

JANET DAWSON, Carillion‘s HR Director

“ Business has a huge opportunity and responsibility to make the workplace more accessible to talented ex-offenders who simply want to contribute their skills to society.”

CATHERINE SERMON, Employment Director, Business in the Community

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LEARNING AND DEVELOPMENT

Carillion‘s tailored learning activities are developing and inspiring our people to fulfil their potential. The Carillion Academy continues to offer e–learning and quality assurance of the apprenticeship programmes. We now have apprentice development schemes for both technical and soft skills and have launched a new graduate development programme, with 31 graduates involved in 2014.

E-learning takes off

2014 saw a 70% increase in the number of modules completed using our e-learning system ePOD, which represents over 30% of all training recorded centrally. There are now over 85 modules available, with 12 new titles added during 2014. These included training on finance, sustainability, health and safety and IT skills. Demand for new modules is growing rapidly, with 10 new modules already planned for 2015. We have expanded this to colleagues in Canada and plan to roll it out in the Middle East in 2015 following a systems upgrade in the region.

The new ePOD platform we launched in 2015 will save £200,000 over the next three years and will allow us to make training available to suppliers, partners and clients in the future. It will only become more useful as flexible working increases and we strive to cut our business travel footprint.

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We also have a number of leadership development programmes to identify and develop our future leaders and have seen a strong increase in the number of specific business group leadership, management and supervisory programmes being run. Feedback from our internal engagement survey, the Great Debate, indicated a need for soft skills training for front-line managers and so we launched the Facilities Management Supervisory Development Programme. Over 2,100 people in 72 different contracts have taken part and, as the programme was delivered internally, it has saved £850,000.

THE GREAT DEBATE

Our Group-wide employee survey, the Great Debate, gives participants the opportunity to vote on big issues that will influence the future of the company, and let senior management know what really matters to them, anonymously. The overall feedback is reviewed by the Chief Executive Leadership Team, with each business unit developing action plans for improvement.

This year, we worked with research specialists ORC International, who gave us an ‘employee engagement index’ score, designed to measure employee commitment and understand why they want to stay with the company. Our engagement score was 63% compared to a private sector worldwide benchmark level of 72%. Key issues raised included the visibility of our business leaders, employee recognition and clearer communication of business direction to everyone – all of which we have already started to address.

COMMUNICATING SUSTAINABILITY

We deploy a variety of methods and local languages to convey our sustainability priorities. Formally, business Unit Steering Groups and Working Groups make sure businesses have a plan to implement the 2020 strategy, while informally, a highlight was our Group-wide Sustainability Week. In Oman, Carillion Alawi supported the Environment Society of Oman on their environmental projects and the Speciality Work Division and United Engineering project teams installed 30 environmental awareness boards at Masirah Island to help protect loggerhead turtles and other endangered species found on the island.

An exemplar employer

Carillion has been commended for its commitment to the Armed Forces with a Gold Level Award under the MOD’s new Employer Recognition Scheme.

Described as ‘an exemplar employer’ we were one of the first 50 companies to sign up to the Government’s Corporate Covenant, which pledges to help, support and champion the military, as well as the communities and families of defence workers.

We are a lead employer in support of the MOD and Department for Work and Pensions’ Armed Forces Employability Pathways programme, and are pioneering the provision of work placements for job seekers who commit to joining the Reserves.

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Male77%Female23%

EMPLOYEE PROFILE BY GENDER, ALL EMPLOYEES Equality and

Clear Assured status for the second year running, following the annual European Quality Assurance audit

PROMOTING DIVERSITY

YOUR LIFE CAMPAIGN AND STEM SUBJECTS FOR GIRLS

CAN YOU PROGRAMME A ROBOT?

GENDER PATHWAYS

WOMEN ON OUR LEADERSHIP DEVELOPMENT PROGRAMME

ABORIGINAL RELATIONS

A workplace that is inclusive and reflects the make-up of our communities, is critical to providing the range of perspectives and approaches necessary for our future competitiveness.

We know that by recruiting and nurturing a diverse workforce we are better able to meet the needs of our diverse customer base and the communities in which we operate. We monitor recruitment across Carillion, including applicant diversity and new recruits, through our Group-wide recruitment system and our in-house, experienced professionals.

This enables us to tackle barriers to diversity that may exist within the recruitment process. SkyBlue, our recruitment arm, works closely with our customers and local employment partners to reach marginalised groups. This includes empowering minority ethnic groups and those from socially deprived backgrounds. The team, under the guidance of Inclusion Manager David Massingham, has also achieved the Equality and Clear Assured status for the second year running, following the annual European Quality Assurance audit.

In Canada, we are giving significant programme support for aboriginal communities and businesses, while in the UK we are tackling industry gender stereotypes through schools, apprenticeships and Board-led Gender Pathways programmes. We believe that inspiring more women to pursue careers at Carillion will help us grow our business through a range of programmes.

PROVIDING BETTER PROSPECTS FOR OUR PEOPLE

Safety performance

Health and wellbeing

Recruiting, retaining and engaging excellent people

Promoting diversity

Performance data

OUR BUSINESS CUSTOMERS & SUPPLIERS

PEOPLE COMMUNITIES LOW-CARBON ECONOMIES

ENVIRONMENT

Making tomorrow a better place

SUSTAINABILITY REPORT 2014

“ We welcome this campaign as part of a drive to ensure that young people are equipped with the maths and science skills the country requires to remain competitive on a global level. We also see this as an important part of our long-term strategy to help develop the skills that will enable our business to succeed in 10 years’ time.”

RICHARD HOWSON, Carillion’s Chief Executive

YOUR LIFE CAMPAIGN AND STEM SUBJECTS FOR GIRLS

We are one of eight companies backing the Your Life campaign. This high-profile, three-year campaign is aimed at 14 to 16 year olds and showcases the inspiring career opportunities that can lead on from studying science, technology, engineering and maths (STEM) subjects.

Carillion is the lead corporate partner for the construction and business services sectors and has committed to:

increase female apprentices from 1% to 5% over the next five years;

create an ‘introduction to engineering and technology for girls’ module for local schools; and

improve the retention rate of female engineers in the business by creating a women’s support network.

Watch our video for more information.

Can you programme a robot?

Carillion Telent is making STEM subjects come alive in Cumbria with their support of the STEM programme in the region. We were asked to support an enterprise day for girls from schools in the Barrow in Furness area where we are installing superfast broadband.

Cumbria University Campus hosted 40 year nine girls from five Barrow schools who were taught how to programme Lego robots. By the end of the day they had succeeded in programming their robots to speak and dance.

“ A diverse workplace is not simply about ticking boxes or finding token role models; it is the prime route to better thinking through a powerful mix of skills, attitudes and capabilities in a high-performing, inclusive culture.”

JANET DAWSON, Group HR Director, Carillion

42,000 people of whom 17,000 are female and 25,000 are male

Chicks with BricksAs part of our work in 2014 we sponsored inspiring industry events such as Chicks with Bricks, alongside active membership of other initiatives such as Women on Boards and Business in the Community’s Opportunity Now

Our performance dataEMPLOYEE PROFILE BY GENDER, ALL EMPLOYEES

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GENDER PATHWAYS

We believe that inspiring more women to pursue senior management roles will help us to significantly grow our business. Currently, 12% of our leadership population are female (25% on the Board), and we’re aiming for 30% across our senior management teams. This will reflect the same female representation we have at operational levels. We’re trying to inspire women into senior roles by providing targeted support through groups such as the Women in Leadership Network and the 200–strong Working Mums Network.

Our Leadership Team has set detailed and grade-specific Gender Pathways targets including:

an additional 50 female leadership appointments;

increasing female graduate intake to 50%;

reaching our female alumni population to attract them back; and

developing a female succession forum and targeting the development of 312 female middle managers.

WOMEN ON OUR LEADERSHIP DEVELOPMENT PROGRAMME

The number of women on our Leadership Development programme is monitored and there has been a steady increase over the last four years:

programme.

We also have a team of female Construction Ambassadors who work with the Construction Industry Training Board to inspire female students in the range of opportunities that the industry can offer women.

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Women on our Leadership Development programme

We also held our fifth ‘Women in Leadership’ event to unite women across the business to share their challenges, experiences and successes. We invited coaches and motivational speakers from Women on Boards, BT OpenReach and Lloyds Banking Group to share their experiences and advice on career progression.

Aboriginal relations

Carillion Canada has become a Patron Member of the Canadian Council of Aboriginal Businesses, which is dedicated to promoting Aboriginal communities within the Canadian economy, has signed up to the Progressive Aboriginal Relations programme and is a major sponsor of a First Nations employment training camp. It is part of our strategy to be the partner of choice for Aboriginal communities and businesses across Canada.

Over 300 employees received training in cross-cultural awareness in 2014 (1,000 to date) and sponsorship of Canada’s First Nations Natural Resources Youth Employment programme supports the education and employment of Aboriginal youths. In the 14 years since the programme started, 93% of participants completed it, compared to only 58% of Aboriginal youths who graduate from high school.

A focus remains on inspiring young aboriginal women into education and employment. Petrina Fudge, Executive Director at Bouchier, has been personally involved in the Applauding Aboriginal Women in Business initiative with Nicole Bourque-Bouchier, CEO at Bouchier. Together, in their leadership roles they seek to inspire and support Aboriginal women from across Alberta in entering, and working successfully in, a business environment.

% 2011 2012 2013 2014

Women on our Leadership Development programme

22 23 25 32

CEO Social Sustainability Award: The Bouchier Carillion Group

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PERFORMANCE DATA

TOTAL EMPLOYEES

ETHNICITY PROFILE, ALL EMPLOYEES

ETHNICITY PROFILE, UK EMPLOYEES

ETHNICITY PROFILE, MENA EMPLOYEES

EMPLOYEE PROFILE BY GENDER, ALL EMPLOYEES

GENDER PROFILE OF OUR LEADERSHIP DEVELOPMENT PROGRAMME

EMPLOYEE PROFILE BY AGE, ALL EMPLOYEES

HIRES BY GENDER BY REGION

HIRES BY AGE BY REGION

TURNOVER BY GENDER BY REGION

TURNOVER BY AGE BY REGION

LOST TIME INCIDENT FREQUENCY RATE (LTIFR)

ALL ACCIDENT FREQUENCY RATE (AAFR PER 200,000 HOUR WORKED, EMPLOYEES AND SUB-CONTRACTORS)

ACCIDENTS ON CARILLION CONTRACTS INVOLVING CARILLION AND SUBCONTRACTOR EMPLOYEES

HEALTH AND SAFETY ENFORCEMENT DATA (UK ONLY)

Note: MENA stands for Middle East and North Africa.

Total employees%

PROVIDING BETTER PROSPECTS FOR OUR PEOPLE

Safety performance

Health and wellbeing

Recruiting, retaining and engaging excellent people

Promoting diversity

Performance data

OUR BUSINESS CUSTOMERS & SUPPLIERS

PEOPLE COMMUNITIES LOW-CARBON ECONOMIES

ENVIRONMENT

Making tomorrow a better place

SUSTAINABILITY REPORT 2014

% 2012 2013 2014

UK 50 45 50

MENA 43 48 42

Canada 7 7 8

Total employee numbers (including ethnicity and gender) and numbers from the leadership population are extracted, almost in their totality, from the HR system across Carillion. However, other similar HR systems are used for particular contracts.

Ethnicity profile, all employees%

% 2012 2013 2014

Asian 47 44 46

Black 2 3 5

White 34 41 41

Mixed race or other 1 3 1

Declined to state 16 9 7

This data excludes Canada: data is not currently captured in this region due to legislation requirements.

Ethnicity profile, UK employees%

% 2012 2013 2014

Asian 4 6 7

Black 4 5 6

White 61 71 73

Mixed race or other 1 2 1

Declined to state 30 16 13

Ethnicity profile, MENA employees%

% 2012 2013 2014

Asian 96 94 92

Black 0 0 5

White 3 1 2

Mixed race or other 1 5 1

Declined to state 0 0 0

Employee profile by gender, all employees%

% 2012 2013 2014

Male 81 77 77

Female 19 23 23

Gender profile of our leadership development programme%

% 2012 2013 2014

Male 77 75 68

Female 23 25 32

Employee profile by age, all employees%

% 2012 2013 2014

16–25 11 11 7

26–35 32 29 30

36–45 25 24 25

46–55 20 22 23

56–65 11 13 13

66+ 1 1 2

1. Excludes employees in the UK Joint Ventures and people employed in our healthcare contracts under the Retention of Employment model.

1

Hires by gender by region%

% UK MENA CANADA

Male 35 98 84

Female 65 2 16

Hires by age by region%

% UK MENA CANADA

16–25 16 15 18

26–35 26 17 51

36–45 23 19 23

46–55 24 26 6

56–65 10 18 1

66+ 1 5 1

Turnover by gender by region%

% UK MENA CANADA

Male 62 98 76

Female 38 2 24

Turnover by age by region%

% UK MENA CANADA

16–25 8 7 19

26–35 23 48 17

36–45 23 28 20

46–55 24 12 25

56–65 18 4 15

66+ 4 1 4

Lost Time Incident Frequency Rate (LTIFR per 200,000 hours worked, employees and subcontractors combined)

Rate

Rate2012 2013 2014

0.53 0.29 0.24

This key performance indicator is calculated as the total number of incidents that result in one day or more (not including the day of the accident) off work per 200,000 hours worked for both employees and subcontractors combined. As per OSHA definition, restricted work or light duties do not count as lost time for the purpose of this indicator.

All Accident Frequency Rate (AAFR per 200,000 hour worked, employees and subcontractors)

Rate

Rate2012 2013 2014

3.62 2.81 2.31

This KPI is calculated as the total number of injury incidents that are recorded, regardless of the severity of the injury that results, per 200,000 hours worked for both employees and subcontractors combined. It measures the frequency of incidents lower down the accident triangle, which are a predictor of the likelihood of more serious events.

Accidents on Carillion contracts involving Carillion and subcontractor employees

2012 2013 2014

Fatal accidents 1 1 2

Number of Lost Time Incidents (LTIs) 656 349 297

Hours worked (millions) 247 238 246

Health and safety enforcement data (UK only)

2012 2013 2014

Prohibition notices 2 1 0

Improvement notices 0 1 1

Prosecutions 1 2 0

1. One prosecution related to an accident in 2003.

1