Overview Strategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
2018 Annual Report and Form 20-F Overview Strategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
CRH Annual Report and Form 20-F I 2018 CRH Annual Report and Form 20-F I 2018
Contents 2018 How our Performance Overview Business Performance Financial Statements Our Global Business in 2018 ...... 2 Business Overview ...... 26 Independent Auditor’s Reports ...... 112 Why Invest in Us ...... 4 Finance Director’s Review ...... 27 Consolidated Financial Statements ...... 123 Highlights Chairman’s Introduction ...... 5 Segmental Reviews ...... 32 Accounting Policies ...... 128 Notes on Consolidated Strategy Review Governance Financial Statements ...... 139 €26.8bn Chief Executive’s Review ...... 8 Board of Directors ...... 54 global Sales €25.2bn Strategy ...... 10 Corporate Governance Report ...... 58 Supplementary 20-F Disclosures ...... 214 Business Model ...... 12 Directors’ Remuneration Report...... 68 Shareholder Information ...... 238 Measuring Performance ...... 14 Directors’ Report ...... 98 billion Other Information ...... 250 €26.8 Sustainability ...... 16 Principal Risks and Uncertainties ...... 104 Cross Reference to Form 20-F Risk Governance ...... 22 +6% Requirements ...... 261 2017 2018
Index ...... 262 business
€3.4bn EBITDA (as defined)* €3.1bn CRH manufactures and distributes a diverse range of superior building materials and products for the built environment. From foundations, to frame and roofing, to performed €3.4 billion +7% fitting out the interior space and improving the exterior aesthetic, to on-site works 2017 2018 and infrastructural projects including roads and bridges, our materials and products are used extensively in construction projects of all sizes, all across the world. in 2018... Operating Profit €2.1bn €2.2bn €2.2 billion MATERIALS PRODUCTS DISTRIBUTION +4% • Aggregates • Architectural Products • General Builders Merchants 2017 2018 • Lime • Glass and Glazing Systems • Sanitary, Heating and Plumbing • Cement • Infrastructure Products • DIY • Readymixed Concrete • Construction Accessories €2.5bn • Paving & Construction • Shutters & Awnings Profit After Tax • Asphalt • Network Access Products €1.9bn & Perimeter Protection €2.5 billion
+31% 2017 2018
Earnings Per Share 302.4c 226.8c 302.4 cent +33% 2017 2018 This document constitutes the Annual Report and Financial Statements in accordance pages 207 to 212) do not form part of CRH’s Annual Report on Form 20-F as filed with the with Irish and UK requirements and the Annual Report on Form 20-F in accordance with Securities and Exchange Commission (SEC). the US Securities Exchange Act of 1934, for CRH plc for the year ended 31 December 2018. A cross reference to Form 20-F requirements is included on page 261. Forward-Looking Statements This document contains forward-looking statements, which by their nature involve risk Dividend Per Share The Directors’ Statements (comprising the Statement of Directors’ Responsibilities, the and uncertainty. Please see Disclaimer/Forward-Looking Statements on page 99 for 68.0c 72.0c Viability Statement and the Directors’ Compliance Statement on pages 100 to 103), the more information about these statements and certain factors that may cause them to Principal Risks and Uncertainties (on pages 104 to 109), the Independent Auditor’s Report prove inaccurate. (on pages 112 to 120) and the Parent Company financial statements of CRH plc (on cent Ash Grove Cement Company’s Midlothian Plant in Texas produces approximately 861,000 tonnes of clinker per 72.0 year and employs 120 people. +6% 2017 2018 View the Report on our website: * EBITDA is defined as earnings before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax. ii www.crh.com/reports/2018-annual-report-20-f.pdf Details of how non-GAAP measures are calculated are set out on pages 217 to 220. 1 OverviewOverview Strategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
CRH Annual Report and Form 20-F I 2018 CRH Annual Report and Form 20-F I 2018 Our Global Business in 2018
Regional Scale
CRH’s global footprint spans 32 countries and over 3,700 operating locations, serving customers across the entire building materials spectrum, on five continents, worldwide.
Americas
Building Materials Sales
c. 45,100 €13.4 billion employees 2017: €12.3 billion c. 1,820 operating locations Growth +9%
Operations in 46 US states, seven Canadian provinces and Southeast Brazil
Europe
Heavyside Materials Sales
c. 43,400 €13.0 billion employees 2017: €12.5 billion c. 1,870 operating locations Growth +4% Our Balanced Portfolio
Operations in 24 countries Building a balanced portfolio is a core constituent of our strategy and a key determinant of value creation for CRH. Asia Cement Producer Sales By Geography By Division By End-Use New Build vs RMI 2 in Philippines c. 1,300 €0.4 billion 68% 69% 35% 55% employees Americas Materials Residential New Build 2017: €0.4 billion 30% 33% 26% Non- 45% 12 operating locations Products Repair, Decline -1% Europe Residential Maintenance -1% 5% 35% & Improvement Asia Distribution Infrastructure (RMI) Regional leadership positions Percentages based on 2018 Operating Profit Percentages based on 2018 Operating Profit Percentages based on 2018 Group Sales Percentages based on 2018 Group Sales
2 3 OverviewOverview Strategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
CRH Annual Report and Form 20-F I 2018 CRH Annual Report and Form 20-F I 2018 Why Invest in Us Chairman’s Introduction1
Against a backdrop of international economic we have set up a new Safety, Environment uncertainty, 2018 has been another year of & Social Responsibility (SESR) Committee. €26.8bn €24.8bn €25.2bn Scale in attractive markets Industry Leading progress for CRH with EBITDA (as defined)* for Under its terms of reference, this Committee CRH is the largest building materials company in 32 the year of €3.4 billion (2017: €3.1 billion), profit will work with management in areas such as after tax of €2.5 billion (2017: €1.9 billion) and fatality elimination, emission targets, inclusion North America and the largest heavyside materials Countries Globally Value & Returns business in Europe. Net Debt at year end being 2.1x EBITDA (as and diversity, employee engagement and 2
defined)* (2017: 1.8x) after net development sustainability reporting. Revenue activity of €553 million and the completion Since 1970 CRH has Following completion of two terms of three 2016 2017 2018 of €789 million of the €1 billion buyback years on the Board, Don McGovern will retire Balanced portfolio delivered an industry-leading programme announced in April 2018. 35% 30% as a non-executive Director at the conclusion Our businesses are diversified across a range Residential Non-Residential compound Total Shareholder of products, geographies and end-uses. Based on performance in 2018, the of the AGM on 25 April 2019. During his time Return (TSR) of 14.8%. Board is recommending a final dividend of on the Board, Don has held the roles of Senior 35% 52.4c per share, which, if approved at the Active portfolio Infrastructure €100 invested in CRH “ 2019 Annual General Meeting (AGM), will result shares in 1970, with in an increase in the full-year dividend of 6% to management is part Unique acquisition model dividends reinvested, 72.0c per share. of CRH’s strategy We are focused on adding small to mid-sized €3.6bn would now be Active portfolio management is part of CRH’s to deliver improved companies that complement our existing portfolio, Development Spend in 2018 worth €76,000. strategy to deliver improved margins and together with occasional large acquisitions where we returns. During 2018, the Group invested margins and returns. see compelling value. c. €3.6 billion on 46 transactions including the acquisition of Ash Grove Cement Company (Ash Grove) for c. €2.9 billion, which received Long-term growth opportunity regulatory approval in June 2018. We also ” Population and economic growth along with a good +64% completed the divestment of our Americas balance of New Build and RMI demand are long-term Revenue Growth Distribution business in January 2018 for drivers of construction growth in our main markets. since 2013 €2.4 billion and we divested our Benelux DIY business, together with certain related property assets, for a total consideration of c. €0.5 billion. Total business and asset Continuously improving disposal proceeds in 2018 amounted to CRH is relentlessly focused on operational and 409bps €3.0 billion. commercial excellence, coordinated and driven EBITDA (as defined)* Margin Independent Director and Remuneration I am recommending that shareholders vote in from the centre and delivered locally by its Improvement 2013 to 2018 As announced in May 2018, a strategic review businesses around the world. of our Distribution business in Europe is Committee Chairman. I would like to thank him favour of the re-appointment of each Director underway. The review, which will continue in for the energy and commitment that he has going forward for re-election at the 2019 AGM. 2019, is focused on improving our margins displayed in carrying out these roles in such Finally, on behalf of the Board, I would like and returns and identifying opportunities to an exemplary fashion and I wish him every Strong leadership and to thank the CRH management team, led by create further value for shareholders. success in the future. talent management 38% Albert Manifold, for their continued hard work, Also in May 2018, we announced a multi-year I am pleased to report that during the year, we their commitment to our Company and for the Our experienced senior management team is Percentage of Female underpinned by a focus on talent identification, Directors on CRH Board business improvement initiative to deliver appointed three new non-executive Directors record progress achieved in 2018. development, diversity and succession planning. 300bps of EBITDA (as defined)* margin in Richie Boucher, Mary Rhinehart and improvement by 2021. As part of this plan, Siobhán Talbot. The Corporate Governance Nicky Hartery a number of organisational and business section on pages 54 to 67 contains details Chairman improvement initiatives are underway. These of the biographies of all Board members, the 27 February 2019 Sustainable business model include a more simplified organisational competencies of the Board, details of CRH’s To create long-term value, we embed sustainability €7.0bn structure with three Divisions effective Board renewal policy and our approach in the principles in all areas of our strategy and business model. 2018 Revenue from 1 January 2019: Europe Materials, Americas area of inclusion and diversity. Products with Enhanced Materials and Building Products. This will Sustainability Attributes +14.8% I have evaluated the performance of each create a more focused and agile Group. Total Shareholder Return Director and I believe that each of them has Given the importance to the Board of having an important role to play in relation to the Proven track-record a business strategy which is sustainable, Company’s long-term success. Accordingly, Over the past five years we have increased +12% revenue 64%, EBITDA (as defined)* 143% Operating Cash Flow and cash generation 74%. CAGR 5 Years * EBITDA is defined as earnings before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax. 1. See cautionary statement regarding forward-looking statements on page 99. 2. Net Debt/EBITDA (as defined)* is a non-GAAP measure as defined on page 219. The GAAP figures that are most directly comparable to the components of Net Debt/EBITDA (as defined)* include: interest-bearing loans and borrowings (2018: €9,316 million; 2017: €7,976 million) and profit after tax (2018: €2,521 million; 2017: €1,919 million). Details of 4 * EBITDA is defined as earnings before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax. how non-GAAP measures are calculated are set out on pages 217 to 220. 5 Overview StrategyStrategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
CRH Annual Report and Form 20-F I 2018 CRH Annual Report and Form 20-F I 2018
Chief Executive’s Review 8 Strategy 10 Business Model 12 Measuring Performance 14 Sustainability 16 Risk Governance 22 STRATEGY
Halfen, part of CRH’s Europe Lightside Division, provided specialist fixing solutions for the installation of 3,500 protective sunscreens in the ‘La Marseillaise’ tower created by architect Jean Nouvel. The tower forms the largest part of the new maritime façade of the Euroméditerranée redevelopment project in Marseille, France. REVIEW 6 7 Overview StrategyStrategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
CRH Annual Report and Form 20-F I 2018 CRH Annual Report and Form 20-F I 2018 Chief Executive’s Review1
As the leading building materials business in the EBITDA (as defined)* amounted to €3.4 billion Within CRH, the safety of our people is the of our business and focus on driving further world, the success of CRH has been defined by representing a 7% increase on the previous year number one priority at all of our sites, around the performance improvement, ensures that CRH is a relentless focus on value creation, underpinned (2017: €3.1 billion), despite rising input costs and world and we work hard to ensure that our people well positioned for further value creation in 2019. by a consistent emphasis on delivering superior adverse weather conditions in certain markets. Over the past five “ Continuous return home safely to their families at the end of returns and cash for shareholders through years we have each working day. Regrettably however, there Outlook the cycle. Performance were six fatalities involving our operations during Supported by continued favourable market significantly reshaped 2018. Our thoughts and deepest sympathies are Over the past five years we have significantly Improvement dynamics, we expect the United States (US) with their families and we are determined to do all reshaped and redirected our business to and redirected our economy to continue to advance in 2019 at Our commitment to building better we can to achieve our target of zero injuries and capitalise on the growth opportunities we see for a similar pace to recent trends. We expect business... businesses is a key component of our zero fatalities at our operations. CRH. This has included a comprehensive portfolio value creation model and our shareholders continued growth in US housing construction and review and divestment programme which enabled benefit from our philosophy of continuous that non-residential construction will also show us to reallocate capital to higher growth markets, improvement. In 2018 we initiated a new Development gains. Federal funding for infrastructure in 2019 is leading to structurally higher margins, a better ” multi-year business improvement initiative In 2018 we completed 46 deals with a total expected to increase, while state fiscal conditions business mix and improving returns and cash. focused on shareholder value, cash spend of €3.6 billion (2017: €1.9 billion). Disposals continue to improve, with more states introducing in the year delivered proceeds of €3.0 billion additional infrastructure funding measures. In Whether it is a capital expenditure project, or generation and capital allocation. (2017: €0.2 billion). Canada, we anticipate the overall market to be an acquisition or divestment opportunity, or the Key features of this initiative include, ahead in 2019. return of cash to shareholders through dividends simplifying our structure, increasing our In addition to Ash Grove, our largest acquisition or buybacks, every capital allocation decision operating leverage and growing our of the year, the Group completed 45 bolt-on The backdrop in Europe is expected to be made in CRH is rigorously analysed and assessed EBITDA (as defined)* margin by transactions across the Americas and Europe. positive with continued progress in key markets, through the lens of creating maximum value for Bolt-ons are an integral part of CRH’s acquisition albeit with regional variations. While Brexit has Profit after tax which included the profit on 300bps by 2021. our shareholders. €3.4bn model generating above average returns. With created a level of uncertainty, against an overall disposal of our Americas Distribution business €3.0bn €3.1bn timely and efficient integration, these businesses backdrop of increasing demand, particularly in the In 2018 our strong balance sheet and cash increased 31% to €2.5 billion (2017: €1.9 billion) Our Europe Heavyside businesses made good offer good opportunities for synergies and the residential sector, we expect progress in Europe flow generation gave us the opportunity to reflecting yet another year of progress. strides with increased demand and modest potential for adding bolt-ons is a key determining to continue in 2019. In the Philippines, with the deliver further value to shareholders by returning Despite an inflationary cost environment, EBITDA pricing improvements experienced across multiple factor when we consider larger acquisition benefit of continued economic growth we expect €789 million of cash through a share buyback markets, partly offset by increasing input costs. (as defined)* margin was ahead, with measures EBITDA (as defined)* opportunities. progress in the cement market in 2019. programme while completing €3.6 billion of introduced to drive efficiencies and performance Our operations in the Benelux, Denmark, Ireland acquisitions (2017: €1.9 billion) and €3.0 billion The majority of our divestment activity in 2018 CRH remains well positioned to build upon the improvement across our business having a 2016 2017 2018 and Poland performed particularly well. of disposals (2017: €0.2 billion) at the same time related to the sale of our Americas Distribution gains made in 2018. With a relentless focus positive impact. Return on Net Assets (RONA)2 for continuing to invest in our business to execute our Notwithstanding significant weather disruption Our Europe Lightside Division delivered a robust business for c. €2.4 billion in January. In on continuous business improvement, margin the year was 9.6% (2017: 10.6%). strategic growth initiatives. in key markets, our Americas Materials Division performance across most platforms reflecting Europe, we completed the sale of our Benelux expansion, cash generation and returns for Our strong financial discipline and operational delivered a positive performance overall, encouraging levels of demand in the Netherlands, DIY business for c. €0.5 billion in July. Both shareholders, together with continued strong To support the delivery of these initiatives we cash flows resulted in a year-end Net Debt/ generating sales of €9.0 billion, an increase of Poland and Australia. Acquisitions in certain divestments enabled us to reallocate capital to financial discipline and efficient allocation of announced a simplified new structure for the EBITDA (as defined)* of 2.1x (2017: 1.8x) 12% on 2017 (2017: €8.0 billion) with good price platforms also lifted sales. other areas where we see better potential for capital, we believe 2019 will be a year of progress Group, moving from seven divisions to three: despite significant acquisition spend and increases across all products and the benefit of growth and higher returns. and further growth for the Group. Americas Materials, Europe Materials and a new Europe Distribution, which remains the subject share buyback activity. a six month contribution from Ash Grove, our of a strategic review, had a mixed performance global Building Products platform. These changes This value-adding portfolio management Albert Manifold cement and materials acquisition completed in with positive momentum in our General Builders (effective 1 January 2019) provide CRH with a Earnings per share (EPS) increased 33% to activity combined with a strong operational Chief Executive June for €2.9 billion. Merchants business partly offset by our business more focused business, driven from a leaner 302.4c (2017: 226.8c) and the Board has performance in 2018, in addition to the reshaping 27 February 2019 corporate centre, with an improved ability to proposed to increase the dividend to 72.0c per Improved pricing and a continued focus on in Switzerland. leverage our scale and create further value in our share, an increase of 6% on the previous year’s commercial and operational initiatives contributed In Asia, while we saw signs of market stabilisation key markets and core lines of business. level of 68.0c per share. to growth in our Americas Products Division, with in the Philippines and increased sales volumes, AMERICAS CEMENT EXPANSION a notable strong performance by our Oldcastle trading conditions remained challenging, Performance Highlights Operational Highlights Infrastructure business. with rising fuel and energy costs impacting 2018 was a year of record profit delivery for the In the Americas a positive economic environment Overall sales in Europe increased by 4% to on profitability. Group and continued positive performance overall. and solid underlying demand saw sales increase €13.0 billion (2017: €12.5 billion) and setting The momentum in our businesses and the benefit 9% to €13.4 billion (2017: €12.3 billion). Despite aside the ongoing Brexit related uncertainty in Sustainability and Safety of acquisitions delivered a 6% increase in Group labour constraints and cost inflation, particularly the United Kingdom (UK), the Group’s strong At CRH we are acutely aware of our role in revenue to €26.8 billion (2017: €25.2 billion). in energy, our key markets performed well with footprint across Europe means we are well advancing the global sustainability agenda. In This was reinforced by continued favourable good underlying fundamentals and favourable positioned to capitalise on the broad based 2018 CRH became one of the founding members market fundamentals in the Americas and good conditions across residential, non-residential nature of economic and construction growth of the Global Cement and Concrete Association underlying momentum in Europe. and infrastructure. as markets continue to normalise. (GCCA). Sustainable development is at the core of the GCCA’s work programme which also Ash Grove’s deep-water cement terminal in Houston, Texas. In 2018, Ash Grove shipped 7.5m tonnes of cement * EBITDA is defined as earnings before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax. includes safety & health, climate change & energy, from its eight cement plants and network of 25 terminals. Combined with Suwannee American Cement Company and CRH Canada, the acquisition of Ash Grove has made CRH one of the leading cement producers in North 1. See cautionary statement regarding forward-looking statements on page 99. social responsibility, environment & nature and the 2. RONA is a non-GAAP measure as defined on page 218. The GAAP figures that are most directly comparable to the components of RONA include: Group operating profit America, with operations across Florida, Texas, the Midwest and Western US, and Canada. (2018: €2,177 million; 2017: €2,095 million), total assets and total liabilities respectively (2018: €35,173 million and €18,619 million respectively; 2017: €31,633 million and €16,656 million circular economy. respectively). Details of how non-GAAP measures are calculated are set out on pages 217 to 220. In line with the purpose of the metric, as set out on page 220, to “measure management’s ability to generate profits from the net assets required to support that business”, for the 2018 calculation, as the net segment assets classified as held for sale at 31 December 2017 were 8 disposed of on 2 January 2018, these have been excluded from the prior year element. For consistency, the related immaterial operating loss of €5 million is also excluded. * EBITDA is defined as earnings before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax. 9 Overview StrategyStrategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
CRH Annual Report and Form 20-F I 2018 CRH Annual Report and Form 20-F I 2018 Strategy Targeting future growth and delivery
CRH’s strategy is to continue to grow and improve our business and in doing so to Each day, millions of people around the world needs of our customers in local and regional through strong local businesses is a key factor maximise long-term value and deliver superior returns for our shareholders and for society. come into contact with our materials and markets worldwide. We provide a world-class in enabling CRH to deliver its strategy and products. In implementing our strategy we service with the personal touch of a local maximise long-term value and superior returns remain resolutely focused on serving the unique supplier. This focus on delivery for customers for shareholders.
The leading building materials Strategy in Action 2018 business in the world... Continuous Improvement 1 Operational excellence initiatives are one of the and Canada. In 2018 APG installed a production ...creating long-term value and delivering superior returns. ways we drive continuous improvement and value monitoring system at all of its plants to help track creation across our businesses. One example and mitigate downtime, improve throughput and CRH continuously refines and hones its strategy as market environments evolve. is a programme undertaken by our Architectural provide accurate daily reporting. Operational Delivery of the Group’s strategy is centred on four strategic pillars: Products Group (APG), a leading supplier of excellence is a key lever used by CRH to improve concrete masonry, hardscape and related products RONA performance across the Group. In 2018 for residential, commercial and DIY construction CRH Group RONA was 9.6% (2017: 10.6%). markets. APG operates at 194 locations in the US
1 2 3 4 Focused Growth 2 CRH takes a disciplined approach to value good potential for synergies, vertical integration and Continuous Focused Benefits Developing creation through the effective and efficient downstream opportunities, and have generated Improvement Growth of Scale Leaders allocation of capital. The Group spent above average returns for CRH. When considering c. €3.6 billion on acquisitions during 2018 larger acquisitions, the potential for associated including 45 bolt-on transactions. Bolt-ons are bolt-ons is a key part of our disciplined and Drive continuous Maintain a Leverage Group Attract, develop strategically integral to CRH’s ability to maximise focused approach to acquisition-driven growth. improvement and constant focus on capabilities and empower the value for shareholders through its acquisition value realisation financial discipline and scale to next generation activity. Bolt-ons can be quickly integrated, offer through operational, and strong cash build leadership of performance- commercial and generation, which positions in local orientated, financial excellence. in turn supports markets. innovative and our ability to fund entrepreneurial new value-creating leaders. Benefits of Scale acquisitions and generate returns 3 Our global scale enables CRH to benefit from at a global level enabling us to deliver purchasing for shareholders. savings associated with centralising experience, programmes in a more efficient and effective way expertise, knowledge and insight. Global across the Group. Specific areas of improvement procurement is one example of this and a key included increasing our use of technology in the driver of value in our business. CRH procures areas of advanced analytics, e-procurement, and c. €17 billion in products and services annually through supply chain optimisation. This in turn helps in areas including transport, logistics, mobile unlock value and deliver superior returns for our equipment and energy. During 2018 we continued shareholders. to further integrate and centralise procurement
Developing Leaders Acting Responsibly & Sustainably 4 In 2018 we continued to make progress in our including global mobility assignments, coaching, efforts to identify, attract, retain and develop top global action-learning project teams and other talent at CRH. We continued to build upon and development initiatives. These programmes are Managing Our Portfolio evolve our approach which focuses on providing attended by top talent from across our businesses, high-performing and motivated individuals with ensuring there is a diverse, capable and expanding access to critical experiences and exposure to leadership pool of talent across all levels of the Maximising Performance & Returns key people and projects. This is achieved through organisation. our suite of leadership development programmes,
10 11 Overview StrategyStrategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
CRH Annual Report and Form 20-F I 2018 CRH Annual Report and Form 20-F I 2018 Business Model How we create value and growth
CRH delivers on its strategy through the execution of a dynamic business model which is focused on value creation and growth.
Our What Continuous Proven Acquisition Balanced Value Why Resources We Do Improvement Model Portfolio Created It Matters
We aim to optimise Value created Benefits to CRH our return on the in 2018 included: resources we use, Financial strength including: To support further We focus on making our existing We continuously work to identify and We aim to maintain a balanced businesses better and on improving acquire high-potential businesses portfolio by ensuring that our acquisition activity newly acquired businesses to deliver that complement our existing businesses are diversified across growth and create additional value strengths, can be quickly integrated a range of products, geographies, and stronger returns on capital and drive value. and end-uses, thereby mitigating Investment invested. the impact of cyclical changes in To drive continuous Ash Grove Acquisition demand in any one market. €23.0bn Improving RONA In June 2018 we completed the €3.4bn improvement and In Finland our heavyside materials acquisition of Ash Grove for Re-balancing for Growth Capital and Net Debt business Rudus improved its RONA c. €2.9 billion. Ash Grove provides Divesting our Americas Distribution EBITDA (as defined)* maximise returns by 4.5% between 2015 and 2018 us with a leadership position in the business in 2018 enabled CRH to through initiatives which maximised North America cement market along reallocate capital into the higher synergies and drove operational with potential for vertical integration growth regions of Texas and the Lower capital costs excellence. Overall Group RONA with our existing aggregates, Northwest United States through in 2018 was 9.6%. asphalt and readymixed concrete the acquisition of Ash Grove. Supports our ability to 23.3bn tonnes businesses. €2.5bn fund new value-creating Mineral Reserves Profit After Tax acquisitions Shareholder returns Through dividends and Dynamic Capital Disciplined Financial Risk value appreciation €7.7bn EPS Raw Materials Spend Management Management Mitigation 302.4c Benefits to Society
Customer solutions Products that meet the 90,000 RONA1 Employees 9.6% needs of our customers We take a disciplined and focused Our financial strength allows us to CRH uses a dynamic Enterprise Risk Partner to suppliers approach to capital allocation and benefit from a lower cost of capital Management (ERM) framework to reallocation to ensure that capital thereby funding growth at rates below identify, manage and report risk in a Resilient and reliable is recycled at attractive multiples to our sector peers. manner that supports the strategic Intellectual create value. planning processes, allowing us to business partner Dual Tranche US$ Bond conduct our business in a sustainable €663m Property Benelux DIY Divestment CRH raised US$1.5 billion in April manner. In July we completed the divestment 2018 through the issue of a 10-year Taxes Paid Job creation of our Benelux DIY business, US$900 million bond with a coupon Integrating ERM at an Operations Level together with certain related property of 3.95% and a 30-year US$600 In 2018 CRH conducted risk Responsible employer in assets, for a total consideration of million bond with a coupon of 4.5%. workshops with over 300 senior local communities c. €0.5 billion. The Group also successfully issued leaders from our operating businesses in the European Commercial Paper globally, helping to ensure alignment Business market for the first time. CRH is rated on risk mitigation priorities throughout tonnes Taxation contribution Systems BBB+ by S&P, Baa1 by Moody’s and the Group. 1.5m BBB by Fitch. CO Prevented Taxes paid to 2 Governments
* EBITDA is defined as earnings before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax. 12 1. RONA is a non-GAAP measure as defined on page 218. 13 Overview StrategyStrategy Review Business Performance Governance Financial Statements Supplementary 20-F Disclosures Shareholder Information Index
CRH Annual Report and Form 20-F I 2018 CRH Annual Report and Form 20-F I 2018 Measuring Performance Financial Performance As part of our strategic focus on continuous improvement, CRH uses four financial KPIs to measure our progress and foster positive performance behaviour.
CRH uses a number of financial and non-financial Key Performance Indicators (KPIs) to measure 0 4 4 performance across our business. KPIs are a consistent feature of how we operate and fundamental 4 4 0 4Returns 4 to Shareholders What did Focus 22. to how we track progress towards achieving our strategic objectives. 21.8 we do? for 2019 Total Shareholder Return (TSR) 20.2 4 0 4 17. Following the global Delivering a superior 20.2 market uncertainty, which return on invested 17. impacted CRH’s share capital and maintaining 17. price during 2018, the strong cash flows to Sustainability Performance 1.5% Group reported a 3-year support the continued 7.4 annualised TSR of 1.5%. development of the A measure of shareholder returns delivery through Since the formation of the Group and dividend We believe sustainability and corporate social responsibility are fundamental to CRH being the leading building materials the cycle. 7.4 7. 4 Group in 1970, CRH has payment. delivered a compound business in the world. A selection of KPIs on three of our sustainability priority areas are below: TSR represents the total accumulated value delivered 1. annual TSR of 14.8%. to shareholders (via gross dividends reinvested and share appreciation).
10.6 4 4 What did Focus Safety 0 4 4 Value Creation .7 .6 What did Focus 0 we do? for 2019 10.6 % Zero-Accident Locations Return on Net Assets (RONA) 10.6 we do? for 2019 .7 .6 Continued achievement Further enhancement RONA at 9.6% in Improving RONA of a high level of of our strong safety 20.2 .7 10.6 .6 2018 was impacted by through effective zero-accident locations culture with the ultimate 1.4 increased impairment margin management, 17. 1.1 1.1 94% following our ongoing aim of achieving17. charges and the continued focus on embedding zero-accident status at 9.6% non-recurrence of 2017 enhancement of a culture of safety and every location. one-off income. operating efficiencies A measure of health and safety performance in our 1.4 continued investment in 1.1 1.1 and tight working operations. safety improvements. 7.4 A measure of pre-tax returns through excellence in capital management. 1.4 Health and safety is a priority for CRH and we 1.1 1.operational1 performance. constantly strive to improve our performance. A strong safety culture is a key element of our business strategy.
11.0 Environment What did Focus 10. What did Focus we do? for 201910.6 Financial Discipline 1 10.6 .4 10. 11.0 we do? for 2019 Greenhouse Gas Emissions CO emissions increased .7 Ongoing programmes EBITDA (as defined)* 10. 2 .7 .6 Scope 1 and 2 CO Emissions (kg/€ Revenue) .7 .6 1 2 primarily due to recent focused on reducing Net Interest Cover .4 11.0 EBITDA (as defined)* Maintain financial acquisitions in our cement and CO emissions, with 2 10 10. Net Interest Cover discipline to ensure lime activities. a targeted reduction at 11.0x improved in net interest cover commitment in cement. 8 10 .4 For the portfolio of plants 2018 due to improved remains strong. We kg/€ Revenue Lower carbon products 1.4 covered by our CO reduction 8 profitability. remain committed 2 and Group-wide energy 10 11.0 x commitment, a 23% decrease 10 to protecting our A measure of addressing the challenges of climate change. and resource efficiency investment grade credit on 1990 levels was achieved 8 A measure of financial liquidity and capital resources programmes remain ratings. 1.4 and we are on-track for our which underpins investment-grade credit ratings Energy efficiency and carbon reduction are twin 1.1 1.1 1.4 a focus. imperatives of CRH’s environmental management 1.1 1.1 2020 target. and the ability to access finance. strategy.
People What did Focus Cash Generation What did Focus we do? for 2019 11.0 % Females in Senior Management2 10. 11.0 Operating Cash Flow (OCF) 2.3 2.2 we do? for 2019 The percentage of female At CRH, we continue to .4 Management continues Continued focus on senior managers increased in .4 champion inclusion and 2.3 1. 2.2 to focus on strong cash prudent working capital 2018 and as at 27 February diversity, integrating generation and excluding and capital expenditure 2019, 38% of the Directors of them into our business 1. 1. tax paid on the disposal of to generate strong 10% CRH plc were female. In line strategy. We recognise €1.9bn 2.3 Americas Distribution, OCF operating cash flows 10 with our focus on inclusion the real impact of an 2.2 10 1. was ahead of 2017. in 2019. A measure of an inclusive workplace. 8 and diversity, we appointed a inclusive and diverse 8 Chief Inclusion and Diversity workforce and have a A measure of cash flows generated to fund organic Recruitment, selection and promotion decisions Officer and established clear roadmap for 2019 and acquisitive growth and dividend returns to are merit-based and in line with the principles of a Global Inclusion and and beyond. shareholders. reaching a wider talent pool, equal opportunity and Diversity Council. non-discrimination.