PERFORMANCE AND GRI APPENDIX - Sustainability...

SCHOOL

ISSUED APRIL 2016

£

Our sustainability report has been prepared in accordance with the GRI’s G4 guidelines at core level. We have reported against self-selected indicators based on material aspects. The data in this report relates to the reporting period: 1 January 2015–31 December 2015, unless otherwise stated.

Bureau Veritas, an independent professional services and compliance specialist, has assured our performance against specific sustainability targets, factual statements and performance data related to the targets within the content of this report. See the assurance statement in our full report.

Making tomorrow a better place

FULL SUSTAINABILITY REPORT 2015

Sustainability Report 2015

PERFORMANCE AND GRI APPENDIX

CONTENTS

02 Performance data

02 Better society

05 Better environment

08 GRI Index

http://sustainability2015.carillionplc.com/assets/files/carillion-sr2015-full.pdf

http://sustainability2015.carillionplc.com/assets/files/carillion-sr2015-full.pdf

Carillion plc Sustainability Report 2015 – Performance and GRI Appendix02

PERFORMANCE DATA

Please note that all MENA % are combined to include MENA (Middle East and North Africa) and AFC (Al Futtaim Carillion).

BETTER SOCIETY

Providing better prospects for our peopleTotal employees %

2013 2014 2015

UK 45 50 50

MENA 48 42 41

Canada 7 8 9

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 %

2013 2014 2015

Asian 44 46 48

Black 3 5 3

White 41 41 43

Mixed race or other 3 1 1

Declined to state 9 7 5

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

Ethnicity profile, UK employees %

2013 2014 2015

Asian 6 7 7

Black 2 6 6

White 71 73 76

Mixed race or other 2 1 1


Ethnicity profile, MENA employees %

2013 2014 2015

Asian 94 92 98

Black 0 5 >1

White 1 2 2

Mixed race or other 5 1 >1



Employee profile by gender, all employees %

2013 2014 2015

Male 77 77 77

Female 23 23 23

Gender profile of our Leadership Development programme %

2013 2014 2015

Male 75 68 57

Female 25 32 43

Employee profile by age, all employees %

2013 2014 2015

16–25 11 7 7

26–35 29 30 29

36–45 24 25 25

46–55 22 23 23

56–65 13 13 14

65+ 1 2 2

Hires by gender by region %1

UK MENA CANADA

Male 34 98 87

Female 66 2 13

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

Hires by age by region %

UK MENA CANADA

16–25 19 24 10

26–35 27 49 16

36–45 23 20 20

46–55 21 6 27

56–65 9 1 20

65+ 1 >1 7

Turnover by gender by region %

UK MENA CANADA

Male 67 98 85

Female 33 2 15

Turnover by age by region %

UK MENA CANADA

16–25 29 9 14

26–35 17 54 19

36–45 17 25 19

46–55 19 9 25

56–65 13 3 18

65+ 5 >1 5


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

2013 2014 2015

0.29 0.24 0.1881

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 hours worked, employees and subcontractors)

2013 2014 2015

2.81 2.31 2.23

Accidents on Carillion contracts involving Carillion and subcontractor employees

2013 2014 2015

Fatal accidents 1 2 0

Number of LTIs 349 297 265

Hours worked (millions) 238 246 282

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.

Health and safety enforcement data (UK only)

2013 2014 2015

Prohibition notices 1 0 0

Improvement notices 1 1 0

Prosecutions 21 0 0

1. One prosecution related to an accident in 2003.

Supporting sustainable communitiesTotal financial giving to community (cash, time, donations), £m

2013 2014 2015

Group 236,780 290,593 360,422

UK 1,383,031 1,164,039 1,191,873

MENA 82,660 144,507 188,478

Canada 117,577 214,138 112,262

TOTAL 1,820,047 1,813,277 1,853,035

Our total community giving exceeded our target of 1% of our pre-tax profit. The total includes cash donated to communities, financial cost of employee time and total cost of donations in kind.


BETTER ENVIRONMENT

Enabling low-carbon economiesCarbon footprint (actual), tonnes CO2

2011 2012 20131 2014 2015% CHANGE FROM 2011

Total Carillion Group 265,743 211,796 201,206 175,709 166,228 -37

UK 126,465 86,827 63,680 69,260 70,897 -44

MENA 106,858 98,918 92,317 65,661 56,927 -47

Canada1 32,420 26,051 45,209 40,788 38,403 +18

1. The sharp increase in carbon emissions between 2012 and 2013 was due to improved data capturing and reporting processes.

For our carbon footprint (normalised by £m turnover), please see page 52 of our Sustainability Report 2015.

Carbon footprint by scope, tonnes CO2

2012 2013 2014 2015

Scope 1 Combustion of fuel and operation of facilities

170,342 157,459 134,656 130,417

Scope 2 Electricity, heat, steam and cooling purchased for own use

26,804 27,059 25,116 19,875

Scope 3 Travel, paper and others

14,648 16,668 15,936 15,936

TOTAL 211,794 201,206 175,709 166,228

The 2013 CO2e numbers shown on this page are actuals and have been restated from the estimates published in the 2013 report. The non-financial figures reported in these tables have been reviewed by independent external assurance provider Bureau Veritas. For details of the scope of work and opinion on the accuracy of our stated performance, please see the full assurance statement on p52 of the Sustainability Report 2015.

What we include when we report:We report our greenhouse gas emissions (GHG) in tonnes of carbon dioxide equivalent (CO2e) from the sources required under the Companies Act 2006 (Strategic Report and Directors’ Report Regulations 2013). We have used the GHG reporting protocol to calculate our GHG emissions for 2015, based on data gathered to fulfil our requirements under the CRC Energy Efficiency scheme and on emission factors from the UK Government’s GHG Conversion Factors for Company Reporting 2015.

We report on scope 3 emissions from the following sources:• Business travel data is provided by Portman (our travel partner), which is responsible for

booking and tracking all rail, air and hotel base travel. Travel data from Canada is obtained from our travel booking partners.

• Rail travel – emissions calculated using total distance travelled.• Air travel – emissions calculated using data for three separate categories (domestic,

short-haul and long-haul flights) showing distance travelled.• Hotel stays – emissions calculated based upon a standard hotel stay of 48kg CO2 per

person per night.• Paper use – emissions calculated from total kg paper purchased and multiplied by CO2

factors provided by paper supplier.• Water – emissions calculated based on data showing total volume of water used.• Hire cars – emissions calculated based on miles travelled and litres of fuel consumed.• Electricity and gas WTT – emissions calculated based on kWh.• Electricity line losses – emissions calculated based on kWh.


Protecting the environmentWaste produced, tonnes

2012 2013 2014 2015

UK 894,714 1,056,519 2,306,665 515,219

MENA 98,344 77,507 87,878 729,208

Canada 6,652 7,220 16,966 7,380

TOTAL 999,710 1,141,246 2,411,509 1,251,807

Waste diverted from landfill, tonnes (% of waste diverted)

2012 2013 2014 2015

UK 807,770 90% 1,004,196 95% 2,218,038 95% 485,688 94%

MENA 50,155 51% 36,428 47% 47,745 55% 684,186 94%

Canada 5,002 75% 2,568 36% 12,929 75% 4,142 56%

TOTAL 862,927 86% 1,043,192 91% 2,278,712 95% 1,174,016 94%

3% of our waste is hazardous or non-recyclable.

All data is collated on a project basis and reported monthly.

Significant spills

2013 2014 2015

Number of spills 0 10 15

Litres spilled (major) 0 314 681

Number of minor spills1 53 281 65

1. Litres were not recorded because they were insignificant.

This data includes water used on our construction sites as well as on Carillion estate-owned properties where we have direct control and influence over our water use.

Operational water reduction (using 2012 baseline and normalised turnover) was 40% and excludes Carillion Services and Canada. The water reduction on our own estate in the UK and Canada was 24% (using 2012 baseline and normalised by square footage).

Water consumption (includes operational and Carillion offices), m3

2013 2014 2015

UK 187,658 131,447 189,837

MENA 424,421 462,278 511,638

Canada 2,368 2,431 2,355

TOTAL 614,447 596,156 703,830

This data includes water used on our construction sites as well as on Carillion estate-owned properties where we have direct control and influence over our water use.

Operational water reduction (using 2012 baseline and normalised turnover) was 40% and excludes Carillion Services and Canada. The water reduction on our own estate in the UK and Canada was 24% (using 2012 baseline and normalised by square footage).


GRI INDEX

General Standard Disclosures

General Standard Disclosures Page Number (or Link)

STRATEGY AND ANALYSIS

G4-1 Reflections on the year p6–7View from our CSO, Views from our independent advisors p62–65

ORGANIZATIONAL PROFILE

G4-3 Carillion plc

G4-4 We are Carillion p2–3Carillion plc Annual Report and Accounts 2015 inside front cover and p16–17See also our corporate website: About us

G4-5 Wolverhampton, UK

G4-6 We are Carillion p2–3Carillion plc Annual Report and Accounts 2015 inside front cover

G4-7 Carillion plc Annual Report and Accounts 2015 p37, 120–122

G4-8 We are Carillion p2–3Carillion plc Annual Report and Accounts 2015 p12–15

G4-9 We are Carillion p2–3Carillion plc Annual Report and Accounts 2015 inside front cover p1–3, 112, 119, 123

G4-10 Providing better prospects for our people – Towards gender balance p36See also our corporate website: Our sustainability strategy – Providing better prospects for our peoplePerformance and GRI Appendix p2–3Data for supervised workers (Canada and Middle East):• 91% male, 9% female. There are no significant variations in employment numbers to report. In Canada, we employed 1,082 seasonal workers in 2015.Employees by region by gender: • in the UK, 61% male, 39% female; in the Middle East, 98% male, 2% female; and in Canada, 75% male, 25% female. Employees by contract by gender:• 57% of global employees who work part time are female and 43% are male.• 15% of global employees who work full time are female and 85% are male.

G4-11 The percentage of employees covered by collective bargaining agreements varies, depending on where we are operating. 30% of UK employees and 45% of Canada employees are covered by collective bargaining agreements. This data excludes the Middle East and North Africa where collective bargaining data is illegal.

http://www.carillionplc.com/about-us.aspx

http://www.carillionplc.com/sustainability



G4-12 We spend over £3 billion with our global supply chain, with an annual revenue of £4.6 billion. We have self-delivery capability for Fleet, Recruitment, Traffic Management, Utility Services, Professional Services and now have a higher proportion of self-delivery in UK Services including Engineering Services, Cleaning and Security. We encourage our tier 1 suppliers to employ SMEs at tier 2 for delivery, and a proportion of our tier 1 suppliers directly deliver on contracts. A category managed approach controls our spend at tier 1 and 2 and among manufacturers irrespective of with whom and by whom an order is placed.In 2015, Carillion worked with 23,000 suppliers globally, with a mix of spend with preferred suppliers, SMEs and on purchase cards. 2015 supplier profile by region:• UK: 14,977 suppliers• Middle East*: 3,148 suppliers• Canada: 5,113 suppliers*Middle East includes Egypt, Saudi Arabia, UAE, Qatar and OmanTypes of supplier include:• subcontractors;• manufacturers;• distributors;• professional services; and• wholesalers.Our 2015 total spend with suppliers globally was £3.4 billion. This was made up of the following: • £2.4 billion UK • £757 million MENA • £244 million Canada While exact analysis is difficult because of the wide-ranging geographies and nature of the global business, our core construction and services offerings tend to be heavily labour intensive (circa 60–70%), with the balance predominantly capital material cost.

G4-13 This report p73There were no significant changes during the reporting period regarding the organisation’s size, structure, ownership, or its supply chain.

G4-14 Governance and risk p69–72Carillion plc Annual Report and Accounts 2015 p26–27See also our corporate website: Our sustainability strategy – Robust sustainability governance

G4-15 Reflections on the year p6–7Building a successful business p22Leading the way with customers and suppliers – Sustainable procurement p26–27Providing better prospects for our people – Safety, health and wellbeing p32Providing better prospects for our people – An inclusive workplace p34, 36–37Providing better prospects for our people – Helping our people grow with us p38–41Supporting sustainable communities p42–49Enabling low-carbon economies – Sustainable design and innovation p55Protecting the environment – Biodiversity p60–61View from our CSO, Views from our independent advisors p62–65See also our corporate website: Our sustainability strategy – Robust sustainability governance





G4-16 • All Party Parliamentary Climate Change Group and All Party Parliamentary Group on Corporate Social Responsibility, UK• Association for the Conservation of Energy • Barnardo’s and Hospice • Business in the Community, UK• Canadian Council for Aboriginal Business• Canadian Green Building Council, Toronto Chapter• Considerate Constructors’ Scheme• Crash (UK Construction and Property industry charity for the homeless)• Dubai Chamber Centre for Responsible Business Sustainability Network• Emirates Green Building Council, Middle East• Emirates Environmental Group, Middle East• Emirates Marine Environmental Group• Emirates Wildlife Society• Employers’ Advocacy Council, Canada• ENGAGE Dubai• Environment Society of Oman• International Green Energy Council• Oman Chamber of Commerce• Oman Society for Petroleum Services• Forum for the Future, UK• Freshwater Habitats Trust• Friends of the Environment Centre, Qatar• Fuel Poverty Advisory Group• National Citizen Service• Speakers for Schools• Supply Chain Sustainability School• UK Government Department of Energy & Climate Change• UK Green Building Council• Wildlife Trust• WWF Global Forest and Trade Network• YourLife

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES

G4-17 Carillion plc Annual Report and Accounts 2015 p2–3, 119–122We have included some activities undertaken in our Joint Ventures, depending on our level of influence on their operations and the size of our shareholdings in them. In cases where Carillion employees are seconded to a Joint Venture, we include our seconded employees in the data but exclude the Joint Venture’s operations.

G4-18 We are Carillion p3An evolving strategy p5View from our CSO p62–63Materiality p68This report p73



G4-19 An evolving strategy p5Materiality p68

Issues identified through our materiality assessment G4 aspects

BOUNDARY

Impact occurs internal to Carillion

Where impact occurs external to Carillion

People engagement: people want to hear more of the inspiring stories of what we’re doing. Safety, health and wellbeing remained fundamental, and people wanted to understand the impact of our progress with diversity, retention and recruitment.

Social: Labor practices and decent work – EmploymentSocial: Labor practices and decent work – Labor/Management relationSocial: Labor practices and decent work – Occupational health and safetySocial: Labor practices and decent work – Training and educationSocial: Labor practices and decent work – Diversity and equal opportunitySocial: Labor practices and decent work – Equal remuneration for women and menSocial: Labor practices and decent work – Labor practices grievance mechanismsSocial: Product responsibility – Customer health and safety

Yes Our customers (for health and safety)

Building a successful business: a net profit contribution from sustainable behaviours and actions remained a key diffierentiator for us, and external commentators felt this was a highly material factor. A clear link to our strategy and reputation was critical, and our people wanted to better understand the role that they could personally play.

Economic – Economic performanceEconomic – Indirect economic impactsSocial: Product responsibility – Product and service labeling

Yes Our communities (for indirect economic impacts) and our customers (for product and service labelling)

Supply chain: sustainability upskilling through the Supply Chain Sustainability School was seen as important across the full built environment, and our Early Payment Facility remained a key part of supplier relationship management.

Economic – Procurement practicesEnvironment – Supplier Environmental AssessmentSocial: Labor practices and decent work – Supplier Assessment for Labor PracticesSocial: Human rights – Supplier Human Rights AssessmentSocial: Society – Supplier Assessment for Impacts on Society

Yes Our supply chain

Waste: we need to keep making progress on the overall reduction of waste produced to build on our achievements to date with diversion from landfill.

Environmental – MaterialsEnvironmental – Effluents and waste

Yes

Skills and local engagement: people want to see authentic and inspiring engagement with local companies and their communities – with a focus on providing apprenticeships, employment, skills and direct support for schools and young people.

Economic – Indirect economic impactsSocial: Society – Local communities

Yes Our communities and supply chain

Ethical sourcing: we need to keep investing in and demonstrating management processes that deliver responsible labour, welfare and employment practices across our full supply chain. This also extends to wider ethical sourcing of materials and physical resources.

Economic – Procurement practicesEnvironmental – MaterialsSocial: Labor practices and decent work – Labor/Management relationSocial: Labor practices and decent work – Labor practices grievance mechanismsSocial: Labor practices and decent work – EmploymentSocial: Labor practices and decent work – Training and educationSocial: Human rights – InvestmentSocial: Human rights – Non-discriminationSocial: Human rights – Freedom of association and collective bargainingSocial: Human rights – Forced or compulsory laborSocial: Human rights – AssessmentSocial: Human rights – Human rights grievance mechanisms


Governance and management: we need to keep demonstrating how our sustainability strategy is managed across all levels of our international business.

Environmental – ComplianceSocial: Society – Anti-corruptionSocial: Society – Anti-competitive behaviorSocial: Society – ComplianceSocial: Society – Grievance mechanisms for impacts on societySocial: Product responsibility – Compliance


Carbon: the Paris Climate Summit brought a clear focus to ongoing carbon reduction, and an emerging need to manage, measure and reduce embodied carbon.

Environmental – Emissions Yes Our supply chain and our customers

In addition to reporting the above, we have also chosen to report on the following aspects which reflect our impacts and are important to our strategy.

G4 aspects Impact occurs internal to Carillion Where impact occurs external to Carillion

Energy Yes Our supply chain and our customers

Water Yes Our supply chain and our customers

Biodiversity No The environment affected by our activities and operations



G4-20 See table in G4-19

G4-21 See table in G4-19

G4-22 There have been no restatements of data reported in previous years.

G4-23 There have been no significant changes in scope and aspect boundaries.

STAKEHOLDER ENGAGEMENT

G4-24 See also our corporate website: Our sustainability strategy – Engaging with our stakeholders

G4-25 See also our corporate website: Our sustainability strategy – Engaging with our stakeholders

G4-26 We are Carillion p3An evolving strategy p5Providing better prospects for our people – An inclusive workplace p34–35Materiality p68See also our corporate website: Our sustainability strategy – Engaging with our stakeholders

G4-27 Materiality p68Governance and risk p69–72

REPORT PROFILE

G4-28 This report p73There were no significant changes during the reporting period regarding the organisation’s size, structure, ownership, or its supply chain.

G4-29 The Carillion Sustainability Report 2014 was published in April 2015.

G4-30 This report p73This report and our Annual Report are produced on an annual cycle.

G4-31 This report p73

G4-32 Bureau Veritas’ independent verification statement p74–75The scope of Bureau Veritas’ verification includes carbon emissions and reduction target, water consumption and reduction target, waste produced and diverted from landfill, the All Accident Frequency Rate (AAFR) and the percentage of contracts using a Community Needs Plan.Financial information and Annual Report and Accounts have been externally verified by KPMG.

G4-33 This report p73

GOVERNANCE

G4-34 Governance and risk p69–72Carillion plc Annual Report and Accounts 2015 p41–49See also our corporate website: Our sustainability strategy – Robust sustainability governance

ETHICS AND INTEGRITY

G4-56 Governance and risk p69–72Carillion plc Annual Report and Accounts 2015 inside front coverSee also our corporate website: Our sustainability strategy – Robust sustainability governance & Integrity and ethics See also our corporate website: Our values and culture






http://www.carillionplc.com/about-us/our-values-and-culture.aspx


DMA and Indicators Page Number (or Link) Notes and Omissions

CATEGORY: ECONOMIC

MATERIAL ASPECT: ECONOMIC PERFORMANCE

G4-DMA We are Carillion p2–3An evolving strategy p5Better business p18–19 Building a successful business p20–22Enabling low-carbon economies p52–56Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Enabling low-carbon economies Carillion CDP submission

G4-EC1 We are Carillion p2–3 Building a successful business p20Carillion plc Annual Report and Accounts 2015 p80–83Payments to governments (taxes) broken down by country:• Canada: £1.1 million• Oman: £2.2 million • UK: £4.0 million• Qatar: £0.2 million

G4-EC2 Better environment p50–51Enabling low-carbon economies p52–56Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Enabling low-carbon economies Carillion CDP submission We assess climate change risks and opportunities when we set and review our sustainability strategy. Our business is now a major enabler of and gateway to low-carbon products and services. There is growing demand from our customers to create and manage infrastructure that has lower embedded carbon and reduces operational carbon emissions. As well as presenting an operational risk, there is also a growing financial risk associated with our carbon footprint. For example, our use of fuel oil generates emissions and uses non-renewable resources. At the same time, the emissions are subject to taxes such as the UK Government’s Carbon Reduction Commitment: Energy Efficiency Scheme. Consequently, reducing our footprint has both environmental and direct financial benefits. The quantitative impacts of climate change are estimated and described in our submission to the CDP.

G4-EC3 Carillion Annual Report and Accounts 2015 p27–28, 37–39, 87, 93–94, 115–118

Specific Standard Disclosures





MATERIAL ASPECT: INDIRECT ECONOMIC IMPACTS

G4-DMA We are Carillion p2–3An evolving strategy p5Better business p18–19 Building a successful business p20–22Leading the way with customers and suppliers p23–27Supporting sustainable communities p42–49Enabling low-carbon economies p52–56Protecting the environment p57–61Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Leading the way in our sector

G4-EC7 We are Carillion p2–3An evolving strategy p5Sustainability in action p8–11, 16–17 Building a successful business p20–21Leading the way with customers and suppliers – Building customer trust p23Supporting sustainable communities – Connecting businesses and communities p47–49Enabling low-carbon economies p52–56

G4-EC8 We are Carillion p2–3An evolving strategy p5Sustainability in action p8–17 Building a successful business p20–22Leading the way with customers and suppliers p23–27Providing better prospects for our people – Safety, health and wellbeing p32–33Providing better prospects for our people – An inclusive workplace p34Providing better prospects for our people – Helping our people grow with us p39–41Supporting sustainable communities p42–49Enabling low-carbon economies p52–56Protecting the environment p59Performance and GRI Appendix p4

MATERIAL ASPECT: PROCUREMENT PRACTICES

G4-DMA An evolving strategy p5Leading the way with customers and suppliers – Sustainable procurement p25–27Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Leading the way in our sector





G4-EC9 Leading the way with customers and suppliers – Sustainable procurement p25–27Targets and performance p66–67In the UK, 52% of our expenditure was with ‘local’ suppliers. We do not record such expenditure in Canada or Middle East and North Africa as the geography dictates that the supplier infrastructure is much more dispersed. Our definition of a ‘local supplier’ varies on a contract-by-contract basis. We will adopt the definition of local supplier, if this is made by a client. If this definition is open, our Project Lead and Supply Chain Lead for the contract will make a decision based on the contract type and location. For example: • if the project is in a city, local may be defined based on postcodes;• if the project is in a rural area, it may be based on a 50-mile radius; and • if the contract has national scope, local could refer to the whole of the country.

CATEGORY: ENVIRONMENTAL

MATERIAL ASPECT: MATERIALS

G4-DMA

An evolving strategy p5Protecting the environment p57–61Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Protecting the environment

G4-EN1 Carillion’s core businesses are Support Services and Construction Contracting – neither of which involve the production or manufacture of a primary ‘product’. Therefore, we are unable to report the total weight or volume of materials that are used to produce and package our services.

G4-EN2 Carillion’s core businesses are Support Services and Construction Contracting – neither of which involve the production or manufacture of a defined ‘product’. As such, it is extremely difficult to directly identify the volume of raw materials used in the delivery of our services. However, throughout the reporting period we have developed our demand planning tool to record an estimate of the volumes of some core commodities, such as steel, oil and aluminium, based on type of package.

The information is currently unavailable.We are currently investigating data collection possibilities and if satisfactory, strive to report any meaningful data in 2017.

MATERIAL ASPECT: ENERGY

G4-DMA An evolving strategy p5Better environment p50–51Enabling low-carbon economies p52–56Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Enabling low-carbon economies Carillion CDP submission

G4-EN3 Energy consumption:• Fuel: 579,798 MWh• Electricity: 34,671 MWh • Heat: 9,605 MWh • Steam: 0• Cooling: 0• Renewable: 5,125 MWhCarillion CDP submission

Reporting fuel consumption broken down by renewable and non-renewable sources in joules. The information is currently unavailable.We are currently reviewing our data collection processes to ensure data accuracy.





MATERIAL ASPECT: WATER

G4-DMA An evolving strategy p5Protecting the environment – Water p58–59, 61Targets and performance p66–67Governance and risk p69–72

G4-EN8 Performance and GRI Appendix p7 Total water consumption: 703,830 m3

Breakdown by source:• Mains: 372,510m3

• Abstracted: 3,390m3

• Tankered mixed use: 210,694m3

• Tankered: 114,701m3

• Bottled water: 2,486m3

• Other: 50m3

Water is reported monthly from our estate owned buildings and from our construction projects (where meter readings or water bills are available). Services contracts where buildings are client occupied and we are providing a service are not included. Information relates to all Carillion businesses. The scope and KPI for water is as follows: water used on our construction projects normalised by contract turnover and water used directly on the Carillion Estate normalised by square feet and using a 2012 baseline. We have reduced our operational water use by 40% and water use in our UK and Canadian estate-owned properties by 24%. However, total water use from 2014 to 2015 increased by 15%.

We do not report the following:• surface water, including water from wetlands, rivers, lakes and oceans;• ground water;• rainwater collected directly and stored by the organisation; • waste water from another organisation; and• municipal water supplies or other water utilities.The information is currently unavailable.We have reported rainwater storage on some Highways contracts historically, we are assessing which contracts are in place to report more of this information where available in the next two years.

G4-EN10

We recycle and reuse water in our operations where possible, especially in water-scarce areas in the Middle East and Africa. In most of our contracts in those regions, we actively look for ways to reuse water.Historically, we have collected rainwater to damp down and wash tools on infrastructure contracts. In addition, a number of our training centres are using rainwater for construction activities on a daily basis: to wash learner tools and workshop areas and in the making of bricks. The rainwater harvesting has been actively taken on board and for one of our UK centres, we’ve estimated over 5,000 litres of water was saved in five months.There is no formal mechanism in place to measure recycled and reused water quantities, and total estimates would not be meaningful.

We do not report the total volume of water recycled and reused.The information is currently unavailable.We are assessing which contracts are in place to report more of this information where available in the next two years. This includes identifying the methodology and mechanisms we would need in place.

MATERIAL ASPECT: BIODIVERSITY

G4-DMA An evolving strategy p5Protecting the environment – Biodiversity p60–61Targets and performance p66–67Governance and risk p69–72



G4-EN12 Our environmental impact – Biodiversity p60–61The main activities that have a direct impact on biodiversity are our Building, Civil Engineering, Rail and Utilities contracts and projects nationally and internationally. Working with our client and supply chain we take responsibility to ensure we mitigate the impact on wildlife and biodiversity. Where this is a legal or contractual requirement, we would usually develop mitigation plans with wildlife experts. Other parts of our business, such as Facilities Management, generally have an indirect impact on biodiversity. However, our policies and procedures apply across the whole business and we encourage our people to contribute and volunteer (for example, Freshwater Habitats Trust, Wildlife Trust, FROGLIFE) to promote and protect biodiversity. All Carillion sites and projects with potential biodiversity risk complete a Biodiversity Risk Assessment (BRA) and those that are medium–high risk also complete a Biodiversity Action Plan (BAP).Canada Participates in Annual WWF Shoreline Cleanups across Canada. In September 2015, this included members of our supply chain: WoodWyant, Abell, Stericycel, Klenzoid, Hanford Lumber and the Sustainability School. We partnered with FSC and have done an educational Forest Tour with our main lumber provider, as well as a lunch to learn more about Canadian forestry and timber procurement.

MATERIAL ASPECT: EMISSIONS

G4-DMA An evolving strategy p5Better environment p50–51Enabling low-carbon economies p52–56View from our CSO, Views from our independent advisors p62–64Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Enabling low-carbon economiesCarillion CDP submission

G4-EN15 Enabling low-carbon economies – Carbon p52–53Performance and GRI Appendix p5



G4-EN19 Better environment p50–51Enabling low-carbon economies – Carbon p52–53View from our CSO, Views from our independent advisors p62–64See also our corporate website: Our sustainability strategy – Enabling low-carbon economiesThe gases included in the reductions of our initiatives calculated are largely CO2 and are largely scope 1 and 2 emissions.





MATERIAL ASPECT: EFFLUENTS AND WASTE

G4-DMA An evolving strategy p5Protecting the environment – Waste p57–58Targets and performance p66–67Governance and risk p69–72

G4-EN23 Protecting the environment – Waste p57–58Performance and GRI Appendix p6Total waste: 1,251,807 tonnes Total re-used: 123,225 tonnesTotal recycled: 189,730 tonnes Total recycled (by WMF): 105,682 tonnesTotal to exempt site: 50,964 tonnes Total composted: 409 tonnes Total to energy: 12,837 tonnesTotal incinerated: 902 tonnes Total Hydroclave: 266 tonnesTotal to landfill: 79,456 tonnes Total diverted: 1,174,016 tonnesPercentage of waste diverted from landfill: 94%Carillion disposes of waste directly through approved waste management contractors who provide waste disposal information. In addition, our contracts report waste by European Waste Catalogue (EWC) code and disposal methods on a monthly basis. The majority of this reporting is done through our web-based data management system called Capture and Beaver. Our waste is predominantly non-hazardous.

G4-EN24 Performance and GRI Appendix p7 There were 80 spills in total: 3 major, 12 serious and 65 minor (litres were not recorded as they were insignificant amounts). We had 15 significant spills with a combined volume of 681 litres.In line with the Environmental Agency’s environmental incident reporting, an incident that has a major environmental impact, requires specialist involvement to resolve and is likely to lead to legal action from the relevant regulator including the suspension of any work on site. This includes any spillage to the ground over 100 litres and breach of any permit/licence or consents.

MATERIAL ASPECT: COMPLIANCE

G4-DMA An evolving strategy p5Governance and risk p69–72See also our corporate website: Our sustainability strategy – Protecting our environment & Robust Sustainability Governance

G4-EN29 Although we did not receive any significant fines for non-compliance with environmental laws and regulations, we did receive one minor fine. In Canada, we received an $80,000 fine for incorrect storage of oil drums in Hunstville, which have since been disposed of in the appropriate way. The fine was paid in 2016 and will therefore be included in next year’s Annual Report and Accounts.In the UK, we received three Warning Letters and one Prohibition Notice from environment-enforcing agencies during 2015, on a range of construction projects across the UK business including some Joint Ventures, regarding minor environmental management concerns at site-level. All issues were addressed promptly and did not result in fines or further action, and lessons learned were shared and adopted across the business.





MATERIAL ASPECT: SUPPLIER ENVIRONMENTAL ASSESSMENT

G4-DMA An evolving strategy p5Leading the way with customers and suppliers – Sustainable procurement p25–27Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Leading the way in our sector

G4-EN32 Leading the way with customers and suppliers – Sustainable procurement p25–27See also our corporate website: Our sustainability strategy – Leading the way in our sectorWe use MyRegister as a supplier accreditation tool globally. MyRegister assesses suppliers against environmental criteria. Through 2015, 100% of new suppliers, all 1,184 being added to MyRegister, were assessed against these criteria. The question topics include: • environmental management and policies;• training;• waste management;• sustainable procurement; and• ethics questions.

G4-EN34 We have a Group-wide procedure in place for environmental grievances, but this is managed and resolved at a local and contract level. The number of issues raised are not collated or reported at Group level.

We do not report the number of environmental grievances received.The information is currently unavailable.We will be reviewing our data collection process to investigate whether Group-level figures would be meaningful and possible to report.

CATEGORY: SOCIAL

SUB-CATEGORY: LABOR PRACTICES AND DECENT WORK

MATERIAL ASPECT: EMPLOYMENT

G4-DMA An evolving strategy p5Providing better prospects for our people – An inclusive workplace p36Targets and performance p66–67See also our corporate website: Our sustainability strategy – Providing better prospects for our people

G4-LA1 Performance and GRI Appendix p3

MATERIAL ASPECT: LABOR/MANAGEMENT RELATIONS

G4-DMA An evolving strategy p5Providing better prospects for our people – Human rights p33Providing better prospects for our people – Helping our people grow with us p37–38, 41Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our people and Engaging with our stakeholders








G4-LA4 Where it is not possible to redeploy, we meet all legal regulatory requirements and give a minimum of 30 days’ notice in the UK. We have obligations in the UK to discuss changes with our people in a timely manner: this would be a minimum of 30 days and a maximum of 45 days dependent on the number of people impacted by the changes. In addition to this consultation period, we have to take contractual notices into account, which range from one week to 20 months.In Canada and the Caribbean, the minimum notice periods are stipulated in the collective agreements of our various business units and in the Middle East is 14 days. Minimum notice periods in Canada are set out in collective agreements, which stipulate notice periods between two and 20 weeks. In the Middle East and North Africa (MENA), notice periods range between two weeks and three months, depending on the job grades.

MATERIAL ASPECT: OCCUPATIONAL HEALTH AND SAFETY

G4-DMA An evolving strategy p5Providing better prospects for our people – Safety, health and wellbeing p30–33, 41Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our people

G4-LA5 Providing better prospects for our people – Safety, health and wellbeing p30–33, 41See also our corporate website: Our sustainability strategy – Providing better prospects for our peopleApproximately 19% of our 46,000 employees are represented in formal joint management–worker health and safety committees. Carillion Safety Action Groups should be established at each project, contract or site to ensure they can contribute to resolving local health and safety concerns. Typically, they have membership of no more than eight field-based people to help maintain their focus and support rapid decision-making. They are chaired by an appropriate manager, foreman or other such leader, but not the project, site or contract director. In order to ensure that local representation is retained, members should be identified from site-based operatives and employee representatives, including the supply chain and, if appropriate, other stakeholders.

G4-LA6 Providing better prospects for our people – Safety, health and wellbeing p30–33, 41See also our corporate website: Our sustainability strategy – Providing better prospects for our peoplePerformance and GRI Appendix p4AAFR UK = 3.205Canada = 7.286Middle East = 0.964AFC = 1.492LTIUK = 0.369Canada = 0.139Middle East = 0.050AFC = 0.060AbsenteeismUK = 0.01%Canada = 0.71%MENA and AFC * = 0.34% *MENA and AFC data only includes our activities in Qatar and Oman

This data is not broken down by gender. Rates of occupational disease are not reported. For MENA and AFC, all reported data only reflects our activities in Qatar and Oman.The information is currently unavailable.We are investigating our current level of reporting in this area in order to put relevant plans in place where there is business need.






G4-LA7

Providing better prospects for our people – Safety, health and wellbeing p30–33, 41See also our corporate website: Our sustainability strategy – Providing better prospects for our peopleAll contract or project work must develop a method statement before the job commences, identifying the risks involved and the potential risk of specific diseases associated with that person’s occupation. Once the project has started, this is reviewed and investigated to ensure better techniques aren’t available and when there are not, ensure that activities with high incidence of high risk of disease are minimal and monitored.

MATERIAL ASPECT: TRAINING AND EDUCATION

G4-DMA An evolving strategy p5Better society p28–29Providing better prospects for our people – Helping our people grow with us p37–41Targets and performance p66–67Governance and risk p69–72

G4-LA9 Providing better prospects for our people – An inclusive workplace p34–35Providing better prospects for our people – Helping our people grow with us p37–39Average training hours by employee category (UK and Middle East and North Africa (MENA)): A & B: 3.3C: 11.5 D: 13.7E: 15.7F: 10.6G: 7H: 1.5V–Z: 4.9Average training hours per gender:6.8 hours (male) and 2.7 hours (female)

This data does not include Canada. The information is currently unavailable.Training data is not available for the Canada operations.The business is currently assessing training needs and developing business- specific training plans, which will include assessing how to record this information.

MATERIAL ASPECT: DIVERSITY AND EQUAL OPPORTUNITY

G4-DMA An evolving strategy p5Providing better prospects for our people – An inclusive workplace p34–37, 41Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our peopleCarillion Equality and Diversity Policy (available on our corporate website)

G4-LA12 Providing better prospects for our people – An inclusive workplace p34–37, 41Governance and risk p69–72Performance and GRI Appendix p3Carillion plc Annual Report and Accounts 2015 p43, 46

This data is not broken down by employee category.The information is currently unavailable.We aim to report diversity indicators broken down by employee category in 2016/17.






MATERIAL ASPECT: EQUAL REMUNERATION FOR WOMEN AND MEN

G4-DMA An evolving strategy p5Better society p28–29Providing better prospects for our people – An inclusive workplace p34–37Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our peopleCarillion Equality and Diversity Policy (available on our corporate website)

G4-LA13 We have a Remuneration Policy linked to our strategy, designed to reward all employees fairly according to their role, experience and performance, and with due regard to actual and expected market conditions and the financial performance of the Group. This does not include gender considerations.

Ratio of basic salary and remuneration of women to men by employee category, by significant locations of operation is not reported.The Standard Disclosure or part of the Standard Disclosure is not applicable.See disclosure response.

MATERIAL ASPECT: SUPPLIER ASSESSMENT FOR LABOR PRACTICES

G4-DMA An evolving strategy p5Providing better prospects for our people – Human rights p33, 41Governance and risk p69–72Leading the way with customers and suppliers – Sustainable procurement p25–27See also our corporate website: Our sustainability strategy – Leading the way in our sector

G4-LA14 We apply the principles of CIPS policy on Purchasing Ethics. Our Sustainable Supply Chain Charter refers to this and sets out our expectations for our supply chain to comply with the International Labour Organization’s core conventions as well as local labour laws and regulations. Through our accreditation process, all suppliers are required to read and accept the Charter and therefore all of our suppliers have accepted this standard. In addition, our accreditation process mandates three questions on ethical procurement, asking about employment practices in compliance with internationally recognised standards (e.g. UN Global Compact) and responsibly sourced materials. Through 2014, 100% of new suppliers, all 1,184 being added to MyRegister, were assessed against these criteria.

MATERIAL ASPECT: LABOR PRACTICES GRIEVANCE MECHANISMS

G4-DMA Governance and risk p69–72Providing better prospects for our people – Human rights p33, 41See also our corporate website: Our sustainability strategy – Providing better prospects for our people

G4-LA16 We have an independent whistleblowing line, available for employees, suppliers or third parties to report any concerns of dishonest or unethical behaviour. A monthly Whistleblowing and Fraud report is provided to the Board. All allegations are investigated. In 2015, there were approximately 186 grievances raised and seven of these are still pending.







SUB-CATEGORY: HUMAN RIGHTS

MATERIAL ASPECT: INVESTMENT

G4-DMA Governance and risk p69–72Building a successful business p20–22Providing better prospects for our people – Human rights p33, 41See also our corporate website: Our sustainability strategy – Providing better prospects for our people

G4-HR2 Providing better prospects for our people – Human rights p33, 41See also our corporate website: Our sustainability strategy – Providing better prospects for our people2,340 hours of face-to-face training delivered, which includes human rights, to over 860 senior employees, as part of a company-wide training rollout.

MATERIAL ASPECT: NON-DISCRIMINATION

G4-DMA Governance and risk p69–72Providing better prospects for our people – An inclusive workplace p34–37See also our corporate website: Our sustainability strategy – Providing better prospects for our peopleCarillion Equality and Diversity Policy (available on our corporate website)

G4-HR3 Providing better prospects for our people – An inclusive workplace p34–37See also our corporate website: Our sustainability strategy – Providing better prospects for our peopleNine claims of discrimination were made in 2015. Of these:• five claims were settled;• two claims were withdrawn;• one claim was dismissed; and• one claim is ongoing.The two cases that were reported as pending in 2014 were resolved in 2015.Incident review process: we now report monthly to the business the outcome of claims and are implementing case review process to support wider understanding.Remediation plans: we are rolling out diversity and inclusion training throughout the business in 2016. We also have a series of CPD events for HR teams to support wider knowledge sharing.

This data currently only includes the UK operations.The information is currently unavailable.We will be reviewing processes to capture data from our operations globally in the coming years.

MATERIAL ASPECT: FREEDOM OF ASSOCIATION AND COLLECTIVE BARGAINING

G4-DMA Providing better prospects for our people – Human rights p33, 41Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our people

G4-HR4 Providing better prospects for our people – Human rights p33Collecting collective bargaining data is illegal in the Middle East and we do not currently report this data at Group level.

We do not report operations and suppliers in which employee rights to exercise freedom of association or collective bargaining may be violated or at significant risk. The information is currently unavailable.We will review the relevance of this information in the coming years and agree a plan for data collection as required.









MATERIAL ASPECT: FORCED OR COMPULSORY LABOR

G4-DMA Providing better prospects for our people – Human rights p33, 41Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our people

G4-HR6 Providing better prospects for our people – Human rights p33, 41See also our corporate website: Our sustainability strategy – Providing better prospects for our peopleOur core business and tier 1 supply chain are not in sectors considered the highest risk for forced or compulsory labour, although we are aware that working in the Middle East poses a greater risk. We have a direct sourcing capability and, in sourcing products from many different countries, we aim to uphold internationally agreed standards of labour, and we expect our suppliers to treat workers fairly, honestly and with respect for their basic human rights and wellbeing. We are aware that working in the Middle East poses a greater risk to forced and compulsory labour. In 2015, we went through vigorous checks to ensure this was mitigated. We continue to strategically work towards mitigating forced and compulsory labour under the Modern Slavery Act.

MATERIAL ASPECT: ASSESSMENT

G4-DMA Providing better prospects for our people – Human rights p33, 41Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our peopleCarillion Equality and Diversity Policy (available on our corporate website)

G4-HR8 We as Carillion have never violated the rights of indigenous people and have developed engagement strategies and policies to ensure we do not infringe on any rights and in fact support their culture, education, training and leadership.

G4-HR9 Providing better prospects for our people – Human rights p33Our approach to human rights is covered in our Ethics and Business Integrity Policy. As human rights has been raised as a material issue through the review conducted, the business is reviewing the assessment and data that we are collecting.

We do not report the total number and percentage of operations that have been subject to human rights reviews or human rights impact assessments, by country.The information is currently unavailable.See disclosure response.

MATERIAL ASPECT: SUPPLIER HUMAN RIGHTS ASSESSMENT

G4-DMA An evolving strategy p5Leading the way with customers and suppliers – Sustainable procurement p25–27Providing better prospects for our people – Human rights p33, 41Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our people and Leading the way in our sector









G4-HR10 Through our MyRegister accreditation tool, we require our suppliers to read and accept our Sustainable Supply Chain Charter – covering our joint commitment to support the UN Universal Declaration of Human Rights and read and accept our Ethics and Business Integrity Policy, which covers our approach to bribery and corruption. As these are mandatory 100% of our suppliers have agreed to these standards. In addition, our accreditation process mandates three questions on ethical procurement, asking about employment practices in compliance with internationally recognised standards (e.g. UN Global Compact) and responsibly sourced materials. Through 2015, 100% of new suppliers, all 1,184 being added to MyRegister, were assessed against these criteria.

MATERIAL ASPECT: HUMAN RIGHTS GRIEVANCE MECHANISMS

G4-DMA Governance and risk p69–72Providing better prospects for our people – Human rights p33, 41

G4-HR12 We have an independent whistleblowing line, available for employees, suppliers or third parties to report any concerns of dishonest or unethical behaviour. A monthly Whistleblowing and Fraud report is provided to the Board. All allegations are investigated.Through 2015, 21 cases of grievances associated with human rights impact, of which 20 are resolved and one is under investigation. The three cases reported in 2014 as pending were all investigated and concluded in 2015.

SUB-CATEGORY: SOCIETY

MATERIAL ASPECT: LOCAL COMMUNITIES

G4-DMA An evolving strategy p5Better society p28–29Providing better prospects for our people – An inclusive workplace p34–37Providing better prospects for our people – Helping our people grow with us p37–41Supporting sustainable communities p42–49Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Providing better prospects for our people and Engaging with our stakeholders

G4-SO1 Providing better prospects for our people – Helping our people grow with us p39–41Supporting sustainable communities p42–49Protecting the environment – Biodiversity p60–61

MATERIAL ASPECT: ANTI-CORRUPTION

G4-DMA Targets and performance p66–67Governance and risk – Risks and opportunities p69–73See also our corporate website: Our sustainability strategy – Integrity and ethicsSee also our corporate website: Corporate governance

G4-SO5 There were no confirmed incidents of corruption in 2015.




http://www.carillionplc.com/investors/corporate-governance/board-policies.aspx#.VsRmD_mLTIU



ASPECT: ANTI-COMPETITIVE BEHAVIOR

G4-DMA Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Integrity and ethicsSee also our corporate website: Corporate governance

G4-SO7 There were no confirmed incidents of anti-competitive behaviour in 2015.


G4-DMA Targets and performance p66–67Governance and risk p69–72See also our corporate website: Our sustainability strategy – Robust sustainability governance and Integrity and ethics

G4-SO8 There were no significant fines or sanctions for non-compliance with laws and regulations in 2015.

MATERIAL ASPECT: SUPPLIER ASSESSMENT FOR IMPACTS ON SOCIETY

G4-DMA An evolving strategy p5Leading the way with customers and suppliers – Sustainable procurement p25–27Governance and risk p69–72See also our corporate website: Our sustainability strategy – Robust sustainability governance and Integrity and ethics

G4-SO9 Through our MyRegister accreditation tool, we require our suppliers to read and accept our Sustainable Supply Chain Charter and our Ethics and Business Integrity Policy. As these are mandatory 100% of our suppliers have agreed to these standards. In addition, our accreditation process mandates’ questions on ethical procurement, environmental screening and bribery and corruption. Through 2015, 100% of new suppliers, all 1,184 being added to MyRegister, were assessed against these criteria.

MATERIAL ASPECT: GRIEVANCE MECHANISMS FOR IMPACTS ON SOCIETY

G4-DMA Governance and risk p69–72See also our corporate website: Our sustainability strategy – Integrity and ethics

G4-SO11 We have an independent whistleblowing line, available for employees, suppliers or third parties to report any concerns of dishonest or unethical behaviour. See also our corporate website: WhistleblowingA monthly Whistleblowing and Fraud report is provided to the Board. All allegations are investigated. Through 2015, there were 19 cases of grievances that would have had an impact on society, of which five are under investigation and 14 are closed and resolved. The five cases reported as pending in 2014 were all investigated and concluded in 2015.


http://www.carillionplc.com/investors/corporate-governance/board-policies.aspx#.VsRmD_mLTIU






http://www.carillionplc.com/suppliers/whistleblowing.aspx#.Vw-e2pMrJ24



SUB-CATEGORY: PRODUCT RESPONSIBILITY

MATERIAL ASPECT: CUSTOMER HEALTH AND SAFETY

G4-DMA An evolving strategy p5Leading the way with customers and suppliers – Building customer trust p23–25Providing better prospects for our people – Safety, health and wellbeing p30–33Enabling low-carbon economies – Sustainable design and innovation p54–56Governance and risk p69–72Targets and performance p66–67See also our corporate website: Our sustainability strategy – Leading the way in our sector

G4-PR1 100% of our services are covered by and assessed for compliance with such procedures.

MATERIAL ASPECT: PRODUCT AND SERVICE LABELING

G4-DMA An evolving strategy p5Leading the way with customers and suppliers – Building customer trust p24Enabling low-carbon economies – Sustainable design and innovation p54–56Governance and risk p69–72Targets and performance p66–67

G4-PR5 Leading the way with customers and suppliers – Building customer trust p24


G4-DMA Governance and risk p69–72Targets and performance p66–67See also our corporate website: Our sustainability strategy – Robust sustainability governance and Integrity and ethics

G4-PR9 There were no significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.




PERFORMANCE AND GRI APPENDIX - Sustainability...

Documents

Transcript of PERFORMANCE AND GRI APPENDIX - Sustainability...