CRH Sustainability Report 2020 02

Sustainability Report 2020 Section overview Index

Inside this Overview 03 Our global business year's Report Contents 04 A message from our Chief Executive 05 CRH 2020 highlights

06 Focusing on long-term sustainability At CRH, we are a leader in 07 Achieving real growth and lasting value sustainable building materials. We are uniquely placed to integrate 08 Trends shaping our world materials, value-added products 11 Supporting the UN SDGs and building solutions, which play 12 Leveraging expertise to deliver on TCFD an important role in shaping a more 13 Enterprise risk management in action sustainable built environment. In this year's Report, we demonstrate 14 CRH 2030 targets how we are responding to the 16 Materiality assessment global trends shaping the future of construction and collaborating with Our sustainability priorities our stakeholders to expand the 20 Safety horizons of sustainable progress. 26 Environment

40 People

46 Products

Navigation 50 Collaboration

58 Integrity

Click on this icon to read additional information in the Sustainability Our sustainability performance Report on a specific topic 66 Reporting history, scope and basis

Click on this icon to read additional 67 Sustainability policies reports and assessments available 68 Data summary on crh.com 72 SASB index

Click on this icon to find more 73 GRI index information on CRH, our businesses and our sustainability 81 DNV assurance statement performance available on crh.com 83 External recognition and benchmarks

Look for this icon throughout the Sustainability Report to find out Our report has been independently assured every year more information on our 2030 TARGETS since 2005. Click here for the targets and ambitions detailed assurance statement CRH Sustainability Report 2020 03

+ Our global business

CRH at a glance

CRH operates across three integrated platforms of scale comprising Americas Materials, Europe Materials and Building Products.

Three Divisions

Americas Materials Europe Materials Building Products Products and services index Sales Sales Sales Readymixed Aggregates Cement Lime Concrete $11.3 bn $9.1bn $7. 2 bn Infrastructural Paving & Construction Asphalt Concrete Services

Infrastructure Architectural Building Construction 41% 33% 26% Products Products Envelope Accessories Global sales Global sales Global sales

-3% 2019: $11.6 billion -4% 2019: $9.5 billion +3% 2019: $7.0 billion c. 27,400 employees c. 26,800 employees c. 22,900 employees c. 1,475 operating locations c. 1,155 operating locations 21 Countries c. 480 operating locations 19 Countries The inclusion of CRH public limited company in any MSCI Index, and the use of MSCI logos, trademarks, service marks or index names herein, do not constitute a sponsorship, endorsement or promotion of CRH 46 US states, six Canadian Provinces public limited company by MSCI or any of its affiliates. The MSCI Indexes are the exclusive property of MSCI. and Southeast Brazil Products and services MSCI and the MSCI Index names and logos are trademarks or service marks of MSCI or its affiliates.

Copyright ©2021 Sustainalytics. All rights reserved. This Report contains information developed by Products and services Products and services Sustainalytics (www.sustainalytics.com). Such information and data are proprietary of Sustainalytics and/ or its third party suppliers (Third Party Data) and are provided for informational purposes only. They do not constitute an endorsement of any product or project, nor an investment advice and are not warranted to be complete, timely, accurate or suitable for a particular purpose. Their use is subject to conditions available at www.sustainalytics.com/legal-disclaimers CRH Sustainability Report 2020 04

+ OurA message global business from our Chief Executive A message from our

Chief Executive

For 50 years CRH has gone strategic approach and overseeing sustainable future for our from strength to strength to our I&D work programme. business and a positive impact on the world around us. become a global leader in Delivering a more climate- sustainable building materials, resilient world Reinforcing our commitment to adapting our business model to As society embarks on the journey to transparency, in 2020 we became a address the changing needs of net-zero emissions, we are working supporter of the Financial Stability our customers and the growing hard to take advantage of the ability Board’s ‘Task Force on Climate- demand for integrated building of our products to contribute to the related Financial Disclosures’ solutions and more sustainable circular economy and become part (TCFD), as the next step in our forms of construction of the solution to climate change. climate-related disclosures. As a leader in our industry, we realise Outlook Responding to COVID-19 that we simply must do more to Adapting to a post COVID-19 world Over the last twelve months, the reduce the impact of construction has created an opportunity for COVID-19 pandemic has posed on our world. As we focus on our CRH. We are committed to playing enormous challenges around the trajectory towards achieving carbon a leading role in collaborating for world. Through the hard work neutrality along the cement and change and aim to contribute to and endurance of our people, we concrete value chain by 2050, we are society through our sustainable have proven our resilience in the taking action by transitioning to low- building solutions and products. face of adversity and change. carbon energy technologies, reducing At CRH we are looking forward to the the carbon footprint of our products year ahead with a renewed sense of Continued focus on safety and innovating for carbon efficiency. energy and optimism, in the belief that The health and safety of our people we can deliver ongoing sustainable Collaborating for biodiversity remains our top priority. During 2020, value for all our stakeholders. our culture of safety ensured that we Recognising that healthy economies were able to quickly adapt to new are sustained by nature, in 2020, Finally, I would like to take this ways of working to mitigate against CRH signed up to Business for opportunity to thank everyone the risk of COVID-19, allowing us to Nature’s Call to Action, joining our across CRH for their hard work protect our employees and livelihoods peers in advocating that nature and resilience throughout what has and continue to provide essential is indeed everyone’s business. been a very demanding year. I am services to our communities. Through collaboration efforts deeply grateful for their ongoing with stakeholders, such as the commitment to the success of Advancing our inclusive culture Wildlife Habitat Council, we are our sustainability initiatives. With operations in 30 countries actively engaging in measures around the world, it is important to promote biodiversity. Albert Manifold that our businesses reflect the Group Chief Executive, communities we operate in. Driving sustainability March 2021 For that reason, in 2020, I took on performance the role of Chair of our Inclusion & We are on track to meet our 2030 Diversity (I&D) Council, setting our sustainability targets (see page 14), as we aim to ensure a long‑term CRH Sustainability Report 2020 05

+ CRH 2020 highlights 2020 Highlights Collaboration

For the last 50 years, we have continued to evolve, adapting our business model to address the changing needs of our customers and the growing demand for integrated building solutions to $8.3m reduce the impact of construction on our world. We are proud donated to local organisations of the work we have done this year to encourage sustainable and initiatives Integrity growth, strengthen our inclusive and diverse culture, support our communities and act as stewards of the environment. 32,10 0 employees trained in CoBC

Safety Environment 94% $173 m zero accident locations invested in environmental initiatives

$260m 1m Products invested in health and safety tonnes of CO2 over the last 5 years emissions prevented 46% revenue from sustainable products People 36.5m tonnes of alternative materials and alternative 2.1m fuels recycled hours of employee training across our business CRH Sustainability Report 2020 06

+ Focusing on long-term sustainability

Focusing on Our strategic pillars long-term Our values- Put safety driven culture Our business strategy is underpinned by sustainability first our strategic pillars, which drive our ability — Sustainability to generate superior margins, returns and Our sustainability priorities principles are fully cash on a continuous basis. We are focused embedded in our on ensuring every lever we utilise to create Continuously improving the sustainability Today our businesses are at business strategy value for our shareholders is conducted in performance of our business is an ongoing the forefront of a changing and are fundamental a disciplined, responsible and sustainable focus for CRH. Our six priority areas construction market globally to achieving our manner, thereby mitigating potential risks. ensure we are focusing on the areas that where demand for sustainable long-term vision. are most important to our business and Continuously our stakeholders. products and solutions create value Our aim is to grow and continues to grow and evolve. improve our business We continue to use our in a sustainable way, through a relentless Continuous improvement leadership position to ensure focus on performance We are continuously improving our business positive changes in our industry improvement, through a broad range of operational, and embed sustainability focused growth and commercial and financial excellence across our business. We are Do what we value creation for initiatives that allow us to maximise Safety Environment People say and lead our stakeholders. long‑term value and deliver superior returns. proud of the progress we have with integrity made and the actions we are We leverage our global knowledge taking to meet the needs of Developing leaders and scale to meet the An ongoing focus on identifying and Products Collaboration Integrity today and for the future. increasing demand developing the next generation of for more sustainable performance orientated, innovative and building solutions. entrepreneurial leaders is central to the Operate delivery of our strategy. locally, but We establish best act as one practices and company processes to achieve Focused growth the greatest value We optimise the shape of our business for all stakeholders, through a disciplined and focused society and the approach to capital allocation which helps Our actions environment. us to minimise risk while driving maximum long‑term value for our shareholders and Our actions contribute to the delivery of global Build stakeholders. initiatives including the Paris Agreement enduring and the UN Sustainable Development Goals relationships (SDGs). Benefits of scale and integration In developing our business we seek to achieve market leadership positions which Our SDG priorities SDGs allow us to integrate operations and drive value through harnessing the benefits of Click here to for information scale and integration. on our SDGs priorities CRH Sustainability Report 2020 07

+ Achieving real growth and lasting value

Achieving real growth and Our resources Intellectual Business lasting value $25.6bn 22.3bn $5.8bn c.77,10 0 property systems Capital and net debt Tonnes reserves Raw materials spend Employees (FTEs*) Our business model is built for long-term success. Through our sustainable How we create value products, services and building solutions, our businesses seek Dynamic Proven Benefits of Disciplined Central to deliver the greatest value Continuous Balanced capital acquisition scale and financial Risk coordination/ improvement portfolio management model integration management mitigation local delivery to our stakeholders and our company. Underpinned by our commitment to sustainability, we continue to learn, act Value created in 2020 1m tonnes 59% 80% 36.5m tonnes and reflect to ensure we are CO2 emissions Water intake reduced Dust reduction Material recycled prepared for the future. prevented through recycling since 2006 Our vertically integrated business model benefits from the efficient % $ bn $ bn 10.1% $ bn $ bn allocation of capital and continuous 22 4.6 3.9 1.2 0.6 business improvements across CRH. NOx reduction since 2006 EBITDA** Operating cash flow RONA*** Profit after tax Taxes paid Our ambition is to continue to deliver superior returns on invested capital and drive improvement and growth Note: All references to income statement Why it matters data are on a continuing operations. across all areas of sustainability, The value created benefits both CRH and our stakeholders: * Full-time equivalents creating financial and societal value. ** E BITDA is defined as earnings before interest, taxes, depreciation, Benefits to CRH Benefits to society amortisation, asset impairment charges, profit on disposals and the Financial strength Customer solutions Group’s share of equity accounted investments’ profit after tax. To support resilience, flexibility and optionality Sustainable products that meet the needs *** R eturn on Net Assets (RONA) is a key Investment of our customers internal pre-tax and pre-non-cash To drive continuous improvement and impairment measure of operating Partner to suppliers performance throughout the CRH optimise returns Resilient and reliable business partner Group and can be used by Lower capital costs management and investors to measure Job creation the relative use of assets between Supports our ability to fund value-creating Responsible employer in local communities CRH’s business segments and to investments compare to other businesses. RONA is Taxation contribution calculated by expressing total Group Shareholder returns Taxes paid to Governments operating profit excluding non-cash Through dividends, share buybacks and share impairment charges as a percentage of price appreciation average net assets. CRH Sustainability Report 2020 08

+ Trends shaping our world

Trends shaping Our focus

Our focus at CRH is to be actively our world aware and proactive in our response to global trends that impact the lives of our customers, suppliers, employees and communities. We recognise that, as a leader, we have a significant role to play in the development of an environmentally and socially sustainable world, which recognises the importance of a just transition where no one is left behind.

In today’s environment, embracing an ethos of sustainability is fundamental to delivering long-term financial and societal value. The trends we highlight in the following pages address key stakeholder priorities – from protecting health and biodiversity, to social inclusion and sustainable urban spaces for our growing global population.

In this section

We share our perspectives on:

Adjusting to a post COVID-19 world

Committing to climate action

Sustainable solutions for expanding cities

® Oldcastle BuildingEnvelope (OBE), part of our Building Products Division, manufactured and supplied Unlocking the potential of social inclusion the curtain walls and composite doors for the Watershed building in Seattle. OBE worked in close collaboration with the design and installation team to ensure the building envelope united the energy and general sustainability goals for the building. The Watershed building is pursuing Petal Recognition from Combatting biodiversity loss the International Living Future Institute (ILFI) building standards. CRH Sustainability Report 2020 09

+ Trends shaping our world

Adjusting to a post Committing to COVID-19 world climate action

The COVID-19 pandemic necessitated The implications of the climate crisis are a global debate around people and the becoming increasingly tangible. Worldwide, environment we live in. The awareness governments are strengthening policies to of public health, safety and protection ensure carbon neutrality is achieved and issues greatly increased, as did the commitments previously pledged are coming recognition of the connection between under increased scrutiny. It is imperative that the environmental changes and disease. principles of the circular, net-zero economy are At CRH, innovative work practices, embedded within every aspect of our lives and enhanced use of IT systems and location- we each contribute to positive change. specific safety measures were rapidly introduced to meet the triple challenge of protecting livelihoods while safeguarding both physical and mental wellbeing.

As businesses adapt to a post COVID-19 world, there are many lessons that can be learned from the pandemic. In both a local and global context, the landscape of the work environment has been altered. Flexible working conditions have advanced the use of digital communication and increased the growth of e-commerce. In addition, At CRH, we recognise our society’s heightened awareness of health and safety has resulted in a new responsibility to drive change era of workplace ergonomics, driving the market for better performing, durable products and materials that put hygiene and wellbeing at the through strategic partnerships heart of workplace planning. and by supporting the TCFD recommendations. As the recovery gets We are striving for carbon neutrality along the cement and concrete value chain by 2050, continuously innovating for a more resilient underway we look forward built environment and a targeted reduction in

CO2 emissions from our products. We are also to “building back better” continuing to invest in renewable energy and utilise a variety of waste streams as alternative by providing materials and fuels and raw materials both in our production products for a safer and more processes and within the value chain. sustainable built environment.

Roadstone, part of our Europe Materials Division, supplied concrete for the new visual control tower at Dublin Airport, now Ireland's tallest building standing Read more about our actions in this area. Read more about our actions in this area. See page 22 at 87 metres. This project was highly commended in the 2020 Irish Concrete See page 28 Society awards for demonstrating an innovative use of concrete and successfully contributing to the built environment. CRH Sustainability Report 2020 10

+ Trends shaping our world

Sustainable solutions for expanding cities Creating solutions for sustainable urban spaces is imperative for the future of the global population. Strengthening existing Northstone, part of our Europe Materials Division, monitors systems by expanding knowledge will local biodiversity through a comprehensive database, designed to support biodiversity management at its locations. help to reshape the world we live in. Sustainable growth for cities requires transforming Combatting the way we build and biodiversity loss manage our urban spaces. Protecting and enhancing the planet’s critical We are addressing this need with biodiversity is a global imperative, with the focus multiple high-quality sustainable products and building solutions for now shifting from mitigating damage to achieving a variety of urban applications – from energy-efficient buildings to a net positive impact. green infrastructure for renewable energy and public transport. Unlocking the potential of Environmental activism has a broader reach than Concrete is the most sustainable building ever before. Through collaborative initiatives and material in the world, taken over the course social inclusion partnerships, governments and businesses are of its lifetime, being durable, resilient to heat Deep demographic shifts in the workforce – an aging population, a being encouraged to transform the way they take and water, locally produced and with fully new generation of young professionals and dedicated social movements action for the environment. recyclable and recarbonation potential. for equality – are changing how work is done and how new talent can Through consistent work at our Innovation be developed. There is increasing recognition that a more diverse Recognising that healthy Centre for Sustainable Construction (ICSC), workforce is key to unlocking value and delivering better performance. we are enhancing the abilities of concrete economies rely on and are and maximising its potential to contribute 68% At CRH, we acknowledge the role that sustained by nature, in 2020 to a sustainable built environment. of the global population CRH joined Business for will live in urban areas business can play as an agent of by 2050 positive change. Nature’s ‘Call to Action’, to advocate that “nature is We actively engage to create greater inclusion and understanding of diversity within our communities and across our business, and encourage everyone’s business”. underrepresented groups to consider a career in our industry. We seek to achieve wide-ranging positive impact As the global construction market targets net-zero emissions, new skills across biodiversity, community engagement and will be needed to replace outdated processes. We believe that to unlock climate change adaptation by reducing the direct the potential of societal change, we need to empower our communities impacts of our operations and playing our part to and young people with the skills and education they require. Our goal is to restore biodiversity. Our efforts include rehabilitating develop a diverse talent pipeline, encouraging young people to participate industrial spaces and integrating nature directly in STEM (science, technology, engineering and maths) subjects from into the urban environment through green roofs an early age and ensuring they have the skills needed for our industry. and walls.

Dufferin Construction, part of our Americas Materials Division in Canada, was involved in Read more about our actions in this area. completing the Yonge Street Rapidway in Ontario, allowing for bus and rapid transit along the Read more about our actions in this area. See page 42 route, thereby providing a significant economic boost to the region. See page 39 CRH Sustainability Report 2020 11

+ Supporting the UN SDGs

Building a Our focus SDGs common future Our focus Our Commitment Our challenges Our progress Sub-goals What can we do? Overcoming them What is our status?

9.1 Develop quality, reliable, sustainable Embrace multiple The need for early We continue to focus on innovation, The United Nations Sustainable and resilient infrastructure breakthrough technologies involvement of the research and development as we across our activities and building materials progress towards our ambition for 50% Development Goals (SDGs) 9.2 Promote inclusive and sustainable products and increase supplier in sustainable of revenue to come from products with industrialisation are a call for action to promote the use of next generation infrastructure projects, enhanced sustainability attributes by 9.4 Upgrade infrastructure and retrofit Building Information as well as inadequate 2025. See pages 47-49 for more prosperity while protecting the industries to make them sustainable Modelling (BIM) to collaboration between information. planet. We are committed to 9.5 Enhance scientific esearch,r enable and inspire more suppliers and customers being part of this development upgrade the technological sustainable construction in the development capabilities of industrial sectors in and infrastructure. and application of new and ensuring we manage all countries technologies. our potential impacts, while maximising our opportunities 11.1 Ensure access for all to adequate, Provide high quality Lack of collaboration across We are collaborating across our safe and affordable housing and products, services and governments, industries industry in designing products for to better prepare our basic services building solutions to support and society to integrate resilient construction and adapting the overall optimisation of carbon reduction strategies our processes to continue to meet society for the future. 11.2 Provide access to safe, affordable, urban systems and help into the sustainable society's needs as we work towards accessible and sustainable to create sustainable and solutions needed to deliver our 2050 ambition for carbon neutrality transport systems We contribute to all 17 SDGs, as they all resilient cities. a more climate-resilient along the cement and concrete value have some connection to our business. 11.4 Strengthen efforts to protect and world. chain. See pages 10 and 47 for safeguard the world’s cultural and Several topics, such as health and more information. natural heritage wellbeing and human rights are a universal responsibility. However, we have gone a 12.2 Achieve the sustainable Increase the use of Lack of sufficient access We are continuously developing step further to identify where we believe management and efficient use of alternative fuels and to alternative fuels and innovative new technologies to recover our actions have the greatest potential natural resources materials within our materials and a lack of a energy from alternative fuels and activities and products and regulatory framework that increase the volume of co-processing to make a real and lasting difference. 12.4 Achieve environmentally sound ensure that we use natural recognises co-processing materials. Every year we recycle tens management of wastes through resources more efficiently as the optimal waste of millions of tonnes of materials. Having investigated the detailed sub-goals their life-cycles to minimise waste and our management solution for See pages 36 and 49 for more behind each SDG and how they align with 12.5 Substantially reduce waste environmental impact. unrecyclable materials. information. our business strategy and sustainability generation through prevention, approach, we confirmed our four focus reduction, recycling and reuse goals and the targets behind them in 12.6 Encourage companies to adopt sustainable practices and integrate which we can effect the most change. sustainability information into reporting Our industry is resource-intensive and we are aware of the challenges we face 13.1 Strengthen resilience and adaptive Design for resilient Insufficient support for We are focusing on adapting products to ensure we manage our potential capacity to climate-related construction and adapt the whole life-cycle to help improve the resilience of the adverse impacts and maximise our hazards and natural disasters in all our processes to continue performance of concrete built environment to the physical opportunities. We are committed to countries to meet societal needs, products, taking into impacts of climate change. We have as we work towards our account the complete committed to further reducing the CO 13.2 Integrate climate change 2 building and strengthening the wide range 2050 ambition for carbon sustainability assessment intensity of our cement to <520kg measures into policies, strategies of partnerships needed to support these neutrality along the cement of concrete and the overall CO /tonne of cementitious product by and planning 2 goals. We will further align our processes and concrete value chain. sustainability outcome of its 2030. See pages 28-31 for more with the SDGs and encourage all our use in a structure, location information. or purpose. businesses to take up this challenge. CRH Sustainability Report 2020 12

+ Leveraging expertise to deliver on TCFD

Leveraging How we are supporting the TCFD standards The TCFD standards set out recommended disclosures structured under four core elements of how companies operate: governance, strategy, expertise to risk management, as well as metrics and targets. These are supported by recommended disclosures that build on the framework with information intended to help investors and others understand how reporting companies assess climate-related risks and opportunities. The detail below cross- deliver on TCFD references the TCFD recommendations with where that information can be found in the CRH Sustainability Report 2020 (labelled page ).

Recommendations Our actions in summary As the leading building materials Governance Governance business in the world, we Disclose the organisation’s governance around climate-related risks At CRH, the Board has the highest level of responsibility for climate-related are committed to ensuring and opportunities issues. The Board is supported by the Safety, Environment and Social • transparency around climate- Recommended Disclosures Responsibility Committee (SESR), which is responsible for monitoring related risks and opportunities. • Board’s oversight of climate-related risks and opportunities performance in these areas (see page 64 for more information). (see pages 63-64) In 2020, the SESR Committee signed off on CRH's climate targets, as well We support the recommendations as discussed topics including the energy transition, TCFD, engagement • Management’s role (see page 64) on climate and progress towards climate targets. of the Task Force on Climate- • Risk governance structure (see page 27 in the CRH 2020 Annual Report) related Financial Disclosures (TCFD), which represent Strategy Strategy the next step in our climate- Disclose the impacts of climate-related risks and opportunities Climate and the environment have become core considerations in related disclosures. Recommended Disclosures business decision-making. We utilise a range of processes to understand • Risks and opportunities for the short, medium, and long-term our climate-related risks and opportunities, where and when climate risks might occur, as well as their significance and connection to other risks. At CRH, we have a long history (see pages 13 and 60) • Impact on business strategy and financial planning This information assists us in developing our strategic resilience to of disclosing on our sustainability climate-related issues. Further detail on this can be found on pages 13 (see pages 13 and 59) performance and we are recognised and 60. as a leader in sustainability reporting. • Resilient strategy and scenario planning (see page 13) With five other leading companies and in collaboration with the World Business Risk management Risk management Council for Sustainable Development Disclose how the organisation identifies, assesses, and manages We identify climate-related risks and opportunities through a range (WBCSD), we participated in a TCFD climate-related risks of processes coordinated by our Enterprise Risk Management (ERM) Preparer Forum for the Construction Recommended Disclosures team. The identification, assessment and effective management of and Building Materials sector, a report • Climate-related risk identification climate-related risks and opportunities are fully embedded in our risk management process. on which was published during 2020. (see pages 13 and 60) In line with our continuous improvement • Climate-related risk management Our disclosure of climate-related risks (see page 227 in the CRH 2020 Annual Report) distinguishes between transitional and physical risks philosophy, as best practice evolves, (see pages 13 and 60) and associated risks within each category. we will continue to develop our own • Integration into overall risks (see pages 13 and 60) disclosure practices. Metrics and targets Metrics and targets Disclose the metrics and targets used to assess and manage relevant We understand the importance of comparable and accurate metrics and climate-related risks and opportunities targets in providing useful information for investors and others in their Recommended Disclosures decision-making processes. • Climate-related metrics (see pages 69-70) Our Sustainability Report is prepared in accordance with the Global Reporting Initiative (GRI) Reporting Standards and has been independently • Disclose Scope 1, 2 and 3 emissions (see pages 30 and 69) assured every year since 2005. Our 2020 Sustainability Report is aligned • Climate-related targets (see pages 14 and 30) with SASB recommended disclosures (see page 72 for details). CRH Sustainability Report 2020 13

+ Enterprise risk management in action

Case studies Enterprise risk Case Study management Connecting climate-related risks and opportunities in action Strategy Financial Planning

Products and services Revenues Case Study Our Enterprise Risk Management Leveraging innovation and other Lower-carbon products that offer (ERM) framework enables us to sustainability initiatives to produce climate-related adaption and mitigation Monitoring emerging risks lower-carbon products is an ongoing properties are a key element of our proactively respond to stresses focus. At CRH, we prioritise resource product portfolio. Examples of low- and uncertainty, which are often efficiency, the use of recycled materials carbon products are seen across our Workforce shortages and the recyclability of products at operating companies, from lower-carbon complex and interlinked. Here we We operate in a labour-intensive industry end-of-life. This helps us play our part cement to building products with energy where labour shortages can impact the have included examples of how in the move from a linear value chain savings. To that end, we have a target of ability to manufacture, produce, supply and we use our ERM framework to model towards a circular economy as we achieving 50% of revenue from products install our products. Any significant shift in provide our customers with integrated with enhanced sustainability attributes connect our climate-related risks demographics, educational or economic building solutions. by 2025. and opportunities to strategy trends can have a long-term effect of tightening labour pools, adversely impacting and financial planning. We also Supply and value chains Capital expenditures our operations and financial performance. To mitigate potential long-term trends, profile some emerging risks - The potential effects of physical climate We use an internal carbon price in we implement talent management these are potentially significant ERM in change, such as rising sea levels and relevant capital expenditure approval processes focused on attracting a flooding, are going to impact many processes, with the aim of directing threats where the impact can't Action diverse workforce, as well as developing people around the globe. At CRH, we investments towards efficiency, and retaining existing employees. yet be fully understood and assess our locations to counteract optimisation and lower-carbon solutions. so we monitor these carefully. any transport difficulties or supply Our internal carbon price is an important You can read more about our chain interruptions that may arise from part of our financial planning when Adverse weather events the changing weather patterns and assessing different projects, as it ERM processes on page 60. water risks. facilitates the comparison of differing Activity in the construction industry can carbon level impacts. be influenced by the seasonal impacts of weather. Exacerbation of acute weather Operations events can present physical barriers to The building materials industry is, by Acquisitions and divestments on-site work, reduce demands and hinder nature, an environmentally intensive At CRH, we assess sustainability operational and financial performance. sector. At CRH, we are committing to a performance in our ESG due diligence to We mitigate the impacts by playing low-carbon future through our ambition better understand how acquisitions can our part in addressing climate change, for carbon neutrality along the cement support the achievement of our climate protecting water resources, reducing and concrete value chain by 2050. In our and broader sustainability ambitions. waste through process efficiency and operations, we aim to reduce our direct offering innovative and sustainable

and indirect CO2 emissions in line with building solutions, which counteract the our science-based target. effects of adverse weather events. CRH Sustainability Report 2020 14

+ CRH 2030 targets

2030 Ambitions CRH Targets Contributing to Additional sustainability targets a sustainable Safety Our ambition is to have a culture of ZERO We have set additional sustainability targets as a safety and wellness working towards Safety fatalities in any year means to continuously improve our high standards future zero harm TARGETS of performance and management. These additional targets are linked to our six Environment sustainability priority areas and reflect changing Our ambition is to address climate 33% CO2 reduction industry association expectations, as well as At CRH, we have put change as we strive for carbon to <520kg net CO2 / tonne those of various investors and rating agencies. Environment neutrality along the cement and sustainability at the heart cementitious product by 2030 They reflect commitments we have made as part concrete value chain by 2050 of our business strategy. of industry collaborations as well as our strategic Our focus continues to be objective of continuous improvement. People on building a long-term To drive transparency and performance, we will be Our ambition is to be a business where 33% measuring our progress and holding ourselves to sustainable business for our everyone has the same opportunity to female senior leadership account. We have learned from our journey to date employees, customers and People develop and progress by 2030 that collaborating with partners and listening and communities for the decades responding to our stakeholders, ensures CRH plays ahead. We are proud of the Products a leading role in shaping a sustainable future. progress CRH has made and Our ambition is to deliver innovative 50% revenue from products with the actions we are taking to products and solutions to drive Products progress towards a resilient, net-zero enhanced sustainable attributes further progress sustainability, built environment by 2025 100% NOx, SOx, 100% inside and outside of Minor emissions Dust of companies to our organisation. monitoring at Air emissions have Community clinker plants reduction at Engagement Plans CRH status update cement plants by 2030

We believe that CRH can play a The COVID-19 pandemic has leading role in responding to the posed enormous challenges global trends that are shaping our around the world. However, we % 100% 95% future. We have a long history of are determined not to lose sight of 100 of companies to of locations in of relevant employees setting and achieving ambitious our sustainability commitments. have water sensitive areas to to receive CoBC sustainability targets that assist Through continued focus on management plans have a Biodiversity training in a us in delivering long-term value innovation, research and development in place by Management reporting and growth. In our 2019 Annual and communication, we are making 2030 Plan by 2030 year and Sustainability Report we set good progress across our 2030 ourselves a new set of ambitions. ambitions. You can find out more Our 2030 targets are vital to the about our progress on page 15. 95% 100% delivery of our business objectives of companies to of suppliers and have been benchmarked have waste recycling compliant with against leading companies. programmes in Supplier Code of We have considered the ambitions place by 2030 Conduct of governments and global institutions, such as the UN SDGs and the Paris Agreement. CRH Sustainability Report 2020 15

+ CRH 2030 targets

Safety Environment People Products

Why is this Why is this Why is this Why is this important to CRH? important to CRH? important to CRH? important to CRH?

“As the world’s leading building materials “At CRH we are committed to climate “Our ambition is to be an organisation with “Our customers are increasingly working company, we have an opportunity and a action through our processes, products a truly inclusive culture. We know that this to address the challenges associated with responsibility to continue to raise safety and and relationships. Our 2050 ambition to is a prerequisite to allowing real diversity developing net-zero energy buildings, reducing welfare standards and keep people out of achieve carbon neutrality along the cement to flourish. We also know that when our carbon emissions, reducing construction harm’s way across our industry and beyond. and concrete value chain is testament employees feel included, and a sense of waste and developing smart sustainable cities. to our practices and fosters an ethos of belonging, they will contribute to the best The COVID-19 pandemic highlighted the collaboration and innovation across CRH. of their ability. This will accelerate creativity, We acknowledge the challenge and importance of working together to put the learning and new ways of thinking - all of responsibility in delivering sustainable products health and safety of people first. Our culture We acknowledge the inherent responsibility which drive business performance. and solutions that enhance the customer’s of safety ensured that we were able to that we have to deliver products that enhance vision for sustainability and stand up to the quickly adapt to new ways of working to the resilience of urban landscapes and While we have made significant initial strides, evolving standards of modern construction. mitigate against any potential risks. contribute to a net-zero built environment. it takes ongoing commitment to build a fully inclusive and diverse organisation. Through a continued focus on innovation, Looking forward, we will continue to drive By investing in people, innovation and We are committed to ensuring that our people research and development and collaboration our ambition of eliminating serious harm partnerships we are progressing our climate practices support fair and equal access across the construction value chain, our through embedding a culture of safety commitments, making a positive social to opportunities; that Inclusion & Diversity sustainable products and structures are and wellbeing across all operations and impact in the communities where we do is a core leadership value; and that our contributing to greater resource and energy empowering our employees to act.” business and increasing awareness around working environment supports our people efficiency, as well as lower emissions, sustainability across our industry and and future generations of CRH leaders to all of which results in a smaller carbon beyond, to further drive climate action.” feel empowered to deliver our strategy.” footprint both for us and our customers.”

Lee Cole Seamus Lynch Catherine Dolmans Diego Santamaria Razo Vice President, Environmental, Health and Safety, Managing Director, Senior Vice President of Talent and Chief Inclusion Director, Innovation Centre for Americas Materials Group Technical Services & Diversity Officer Sustainable Construction

Progress Progress Progress Progress

Target Target Target Target 2030 2030 2030 2030 Zero fatalities, TARGETS 33% CO2 reduction to TARGETS 33% female TARGETS 50% revenue from TARGETS

in any year <520kg net CO2 / tonne senior leadership products with enhanced cementitious product by 2030 by 2030 sustainability attributes by 2025

Current position Current position Current position Current position

We deeply regret to report that one employee 26% reduction in CO2 emissions, compared 16% females in senior leadership 46% revenue from products with enhanced and two contractor fatalities occurred in 2020 with 1990 levels sustainability attributes

Ongoing 2020 26% 2030 2020 16% 2030 2020 46% 2025 CRH Sustainability Report 2020 16

+ Materiality assessment

Defining the How we defined our material issues Our assessment approach In 2019, we contracted third-party sustainability experts to carry out our formal materiality assessment sustainability An initial list of over This list was We engaged with our 900 sub-topics was consolidated into stakeholders through: process. We identified relevant stakeholders, taking landscape developed based on key topic areas into account our diversified business and geographic a desktop review of and tested with a – Online surveys spread, including executive leadership, senior sources including: range of internal and – Telephone interviews management, employees, customers, suppliers, external stakeholders sustainability specialists, academics, government, – Legislation across relevant 1 – Focus group non-governmental organisations (NGOs), environment, Sustainability is a broad area. – Industry trends geographies and sessions Identification business activities, social and governance (ESG) agencies and Regular formal materiality – Peer review and to understand trade associations. assessments are part of the – Megatrends their perceived engagement We engaged with stakeholders through online surveys, – CRH Risk Register importance range of processes, including telephone interviews and focus groups, testing a annual sustainability reporting range of sustainability topics and asking them to and risk management reviews, rank the relative importance of each topic in relation that we use to identify the to the impact on them, their community and their business. Stakeholders also had the opportunity to sustainability topics that provide unprompted feedback. The insights we gained are most relevant to our The results of the Criteria were Based on the were extremely valuable in helping us to manage desktop research developed to measure findings of the desk future risks and opportunities. The process also business and stakeholders. and stakeholder the importance of research and analysis enabled greater conversation with our stakeholders. These processes help us engagement were each topic, including: of stakeholder monitor risks and opportunities collated and an engagement exercises, issues register – Importance sustainability issues Identifying what matters and articulate what matters was developed to stakeholder were scored against most to society. 2 relationships criteria and plotted The assessment identified 14 material topics (shown in on a matrix Prioritisation – Importance to detail in our materiality matrix on page 17) considered CRH’s ability to During 2020, we reviewed the findings of material most critical to the CRH business and our stakeholders. of our last formal materiality assessment deliver its strategy While the topics were reflected in previous materiality issues process, which was completed in 2019. – Potential assessments, some matters were regrouped to bring We determined that the outcomes of reputational more clarity about how they are connected. The topic impacts that process remain valid. The process of energy and climate change moved among the top included desktop research, internal priorities, as did the topic of employees. While always and external stakeholder engagement of high importance to CRH, these topics increased and data analysis. It highlighted new in importance due to the growing external focus and emerging sustainability topics for The CRH Risk A total of 14 material The outcomes of on climate change and inclusion and diversity. CRH and our stakeholders, allowing Register was topics were identified, this process will be integrated into the validated and reviewed used continuously to In light of some of the prominent issues occurring in us to identify and define the material materiality assessment by senior management improve stakeholder 2020, we have reassessed our material topics through topics that should be elevated in our to ensure our key and are reflected engagement and internal workshops with relevant functions in CRH. business strategy and reporting. sustainability issues in our CRH 2030 inform integration with It was determined that our key material topics remain 3 were aligned with ambitions and targets. global initiatives, such our business risks See pages 14-15 for as the UN SDGs the most significant sustainability topics for CRH, Validation and strategy our 2030 ambitions as they incorporate the more current issues of the and COVID-19 pandemic, social justice issues, climate change, etc. The process has enabled us to reiterate outcomes the UN SDGs to which our own sustainability actions are most closely aligned (see page 11). Our list of material topics also supports the development of our 2030 ambitions and commitments. CRH Sustainability Report 2020 17

+ Materiality assessment

Defining Materiality matrix CRH's key priority areas the sustainability Strategic targets set 5 landscape 1 Safety Environment People Continued 6 14

9 Products Collaboration Integrity Regional and 12 activity boundaries 7 10 Throughout the assessment process, the 13 diversification of CRH in terms of business 4 activities and geographies was addressed, so that a global view could be reflected. 3 11 Certain sustainability topics were shown to be more relevant for the different activities 2 8 and geographies. For example, the topic of alternative fuels and materials was found to

be most relevant for our cement businesses. stakeholders to importance Increasing

The relevance of some sustainability topics Materiality threshold did not vary significantly by either geography or business activity, including the topics of Increasing importance to CRH health and safety, employees, energy and climate change, economic value creation 1 Health and safety 7 Resource efficiency and customers and products. and management 8 Alternative fuels and materials 2 Water 9 Customers and products 3 Biodiversity, ecosystems, land Next steps use and quality Looking to the future, we will monitor 4 Hazardous materials, waste 10 Human rights our progress in these areas and provide and emissions 11 Community and society updates annually in the Sustainability 5 Energy and climate change Report. We will use the outcomes to continuously improve our stakeholder 12 Sustainability governance engagement processes and to inform 6 Employees and advocacy further integration with global initiatives, Read more 13 Business practices as we seek to deliver long-term value creation from sustainability. Click here to read more information 14 Economic value creation on our 2030 ambitions and targets CRH Sustainability Report 2020 18

+ Materiality assessment

Leveraging our global scale to drive sustainability

Americas Materials Europe Materials Building Products Population and economic growth, along with the need to Our Americas Materials Division is the leading Our Europe Materials Division is the leading Our Building Products Division operates building materials business in North America, heavyside player in Europe with a broad across 19 countries globally and is a leading continually build and maintain providing building materials and paving and geographic reach spanning 21 countries. manufacturer and supplier of innovative the built environment, are construction services in 46 US states and six The Division operates primarily across building products and solutions to the global among the fundamentals driving Canadian provinces. As a supplier of materials Western and Eastern Europe as well as in construction market. The Division brings demand for CRH’s materials and including asphalt, aggregates, cement Asia, supplying a broad range of construction together our related products businesses and readymixed concrete, our businesses projects from public infrastructure to in Europe, North America and Asia Pacific. products. While the prioritisation support a broad range of construction commercial and residential homes. These businesses provide solutions that of material sustainability topics projects including major public infrastructure, meet the current needs of our customers and Increasing sustainability in Europe will require can vary across our Divisions, commercial buildings and residential homes. address the long-term opportunities presented far-reaching societal change, engaging by economic development, changing we will continue to leverage Currently over 80% of the US population all sectors of the economy and society. demographics, sustainable development and our global scale to meet the lives in urban areas. The continued growth Businesses are coming under increasing other evolving global construction trends. demands of economic growth, of these urban areas presents concerns for a pressure to align with measures such as shifting demographics and sustainable future, particularly if cities cannot the European Green Deal and deliver CO2 Architects, engineers and customers are adequately address the rise of resource emissions reductions. This is especially true increasingly working to address the challenges sustainable development. consumption, CO2 emissions, social inequality for the industries related to food, energy, associated with developing net-zero energy and environmental degradation. Meeting the mobility and construction. Resource efficiency buildings, reducing carbon emissions, The extensive footprint of businesses demands of a growing population while and the need to move to a more circular reducing construction waste and developing across our Divisions sees us well positioned supporting the development of sustainable economy is increasingly understood to smart, sustainable cities. Increasing consumer to meet the growing demand for more cities requires significant transformation in the be a key enabler of sustainability. demand for more sustainable products, as sustainable forms of construction. way we build and manage our urban spaces. well as new environmental regulations, pushes To meet these challenges, our businesses Wherever we operate, our work is manufacturers to commit to sustainable By developing value-added sustainable in our Europe Materials Division continue underpinned by our values including and circular outcomes in their processes. putting safety first, continuously creating products and implementing sustainable to produce high-quality sustainable value and leading with integrity. initiatives to address material issues, our products that contribute to the low- To address these challenges, our businesses Americas Materials Division is positively carbon, circular economy, as well as in our Building Products Division are contributing to society and helping to address deliver continuous improvements across continually re-thinking the nature of sustainable potentially negative impacts. These include our operations. In addition, we are working construction, ensuring our products deliver reducing emission levels, increasing the with customers across Europe to apply sustainable building solutions, as well as use of alternative materials and focusing innovative digital construction technologies lowering the carbon footprint of our activities. on adapting products to help improve the and carbon management processes to Our businesses continue to develop resilience of the built environment to the reduce the embodied and operational specialised products and solutions to help our physical impacts of climate change. carbon footprint of individual structures. customers across the world deliver buildings with a superior sustainability performance. CRH Sustainability Report 2020 19

"At CRH, we closely monitor trends Sustainability shaping the future of construction - including increasing urbanisation, priorities the growth of cities and the influence of technology and digitisation. We Our sustainability priorities continue to evolve to address the Albert Manifold changing needs of our customers and Safety 20 Group Chief Executive the growing demand for integrated Environment 26 building solutions to reduce the impact People 40 of construction on our world." Products 46 Collaboration 50 Integrity 58

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Look for this icon throughout the Sustainability Report to find out more information on our 2030 targets and TARGETS ambitions We are a global leader in concrete, the world’s most sustainable building material when evaluated on a lifecycle basis. Prefaco, part of our Europe Materials Division, provided a range of precast concrete solutions to the new Hôtel ibis Styles Liège Guillemins in Belgium, including 16,000 m² shuttering slabs, 10,000 m² double walls, 30 m³ beams and 102 stairs. CRH Sustainability Report 2020 20

"The biggest challenge in our sector is to Safety protect people from the potential safety risks that are present every day. As a leader in the building materials industry, In this safety section we have a responsibility to our employees, Leading with our culture of safety 21 contractors, peers and customers to Building on our safety management systems 22 continuously drive our collective safety

Driving our ambition of zero harm 23 performance, protecting the health Brian Colbert Empowering our people to make safe decisions 24 and lives of all our stakeholders." VP, Risk Management CRH in Americas Prioritising health and wellbeing 25

Across CRH, significant changes have been implemented to protect our employees and communities from the risks of COVID-19. Dufferin Construction Company, part of our Americas Materials Division, has adapted to new ways of working to ensure that people are protected. This extended to its annual safety pause event, which was hosted in 2020 in line with new COVID-19 protocols, including social distancing at all times. CRH Sustainability Report 2020 21

Building a world-class Leading with safety culture Safety Management We are committed to conducting our business What are the challenges and our culture in a manner that ensures the health and safety how are we managing them? of our employees, contractors, customers and of safety the general public. Our operations involve high-risk activities In an industry with many Our Health and Safety Policy (see page that could potentially impact health and 67), is applied rigorously across all our safety. We understand that safety is a salient safety risks and hazards, operating companies. It is complemented by human rights issue and a moral imperative. safety is our number one the industry-leading CRH Life Saving Rules, We have built a world-class safety culture priority. We continue to designed to support our focus on eliminating across our business. With effective training, embed a culture of safety fatalities. Our global network of safety officers behavioural-based safety processes and and wellness, working collaborate with regional and internal specialists continued development and integration to support our businesses in implementing of data analytics into safety management towards our ambition of policy and practice, as well as company health systems, we are reducing risks at every COVID-19 has forced us to redefine workplace safety. zero harm. and safety processes, including contractor Heembeton, part of our Europe Materials Division, has opportunity. We collaborate across the value implemented new innovative ways to maintain social management and Employee Assistance chain through our membership of global and distancing and ensure employee safety. Employees on-site Programmes (EAP). regional organisations to improve health and are asked to wear individual Personal Distance Device bracelets equipped with software capable of determining Our leaders are accountable for achieving safety standards throughout the industry. the distance between bracelets. Should individuals move safety excellence at every location, with clear closer than the recommended two metres distancing, they are alerted via the bracelet. lines of responsibility through operational Our stakeholders tell us management up to the Chief Executive, the Safety Council, the Safety, Environment & Social Responsibility (SESR) Board Committee "To help ensure a safer workplace in and ultimately, the CRH Board. The CRH Board an industry with many safety risks, and and SESR Committee receive regular updates going well beyond mere compliance covering policies, plans, and actions required in obligations, CRH is recognised as an relation to serious incidents. industry leader focused on identifying We are well practiced at integrating acquisitions and minimising workplace hazards with into our safety culture and we have robust an emphasis on ensuring employee processes in place to address the often- buy-in to help control those hazards that significant challenges in countries and regions may have significant risk potential.” that traditionally have poorer safety records.

Our culture of safety ensured that we were Howard Marks able to quickly adapt to new ways of working Vice President - EH&S, National Asphalt Staker Parson, part of our Americas Materials Division, to mitigate against the risk of COVID-19. Pavement Association is finding ways to ensure customer and employee safety through the COVID-19 pandemic. QR codes are being By implementing best practice from the outset, used to support social distancing, allowing customers to this allowed us to protect our employees and view the product pricing without physically touching price livelihoods and continue to provide essential sheets to place orders. As such, customers can view pricing and place their orders without physically handling pricing Policies services to the communities we operate in books. Additionally, the team placed markers on the floors (see page 22). to distance customers from the counter and allowed one Click here for our customer in the lobby at a time to keep everyone safe. Health and Safety Statement of Policy CRH Sustainability Report 2020 22

Responding to COVID-19 Effective safety management Collaborating for safety Building on At CRH, we always put the health and safety To continuously improve safety, our businesses We take a leadership role in safety discussions of people first. In response to the COVID-19 implement safety management systems, as with peers and the wider industry. We are a our safety pandemic, we have taken precautionary relevant to their activities and regions and member of the Global Cement and Concrete measures to ensure that people are protected 100% of our operations are covered by a Association (GCCA) and regional industry and to help contain further spread of the safety management system. In 2020, 54% of associations including CEMBUREAU, the management virus. With our strong culture of safety we locations in Europe were certified to OHSAS European Cement Association and the were able to move quickly to implement 18001/ISO 45001, with the remainder using National Asphalt Pavement Association (NAPA) systems best practice measures from the outset, in different systems. In the US, we comply in the US. Through these partnerships and line with recommendations and guidelines with the safety systems set by the relevant others, we continue to have a positive impact We believe a safe and issued by governments and the World Health safety authority. Group construction safety on the increasing global standards of safety secure workplace is a Organisation. These included implementing protocols continue to be integrated into the among suppliers, contractors and industry in fundamental right. Therefore, strict hygiene and social distancing measures at day-to-day operations at relevant operating general. For example, we are working with the we implement appropriate all our locations, wearing appropriate personal companies to address challenges that GCCA to develop transport safety protocols protective equipment (PPE) at all times and can occur during construction projects. with the aim of improving road safety. safety management enabling employees to work from home We carry out a comprehensive annual review systems at every one of our where possible. This allowed our businesses of the health and safety performance of all locations to create a safer to continue to provide essential services operating companies. Review findings are while protecting jobs and livelihoods as we all Safety management 2020 work environment for all. reported to the SESR Committee and are fed came to terms with the changes brought by (% operating companies) back to our operating companies through the pandemic. our network of safety officers. Safety is on Accidents investigated 100% Investing in safety the agenda at every SESR meeting and there are regular safety calls with management and Safety meetings 100% Over the last five years we have invested up to monthly reporting of safety performance to the Near misses recorded 100% $260 million in all aspects of health and safety. Board and management. In 2020, as well as our continued focus on contractor safety, we invested further in mobile To drive continuous improvement, we plant safety, such as machinery guarding, implement a global safety audit programme across our operations. In 2020, 86% of our improvements in platforms and fall protection Employee safety management 2020 3,110 locations were audited for safety by either measures, electrical system upgrades, (% operating companies) pedestrian/mobile plant segregation and noise internal safety managers or external agencies. Breaches of safety procedures are subject to and dust reduction initiatives. We also invested Safety inductions 100% in measures to protect against COVID-19. investigation and potential disciplinary action. Disciplinary measures 100%

We continually invest in road and transport Managing risks Risk assessment 100% safety. To reduce potential risks, we combine We focus on eliminating hazards at source, robust controls and investment in technology, carefully planning our activities, identifying such as telematics and advanced warning potential hazards through risk assessment, systems, with training and monitoring of managing risks and investing in necessary employees and contractors to ensure safe areas for improvement. A hierarchy of control driver behaviours. Due diligence processes are approach is followed, with the preferred control in place for acquisitions, to identify any issues being to eliminate the risk. Where issues are Case studies with health and safety. Mitigation plans are put identified they are mitigated or remediated. Click here to read more in place with the appropriate CAPEX to close $260m information online about our out any issues. invested in health and safety over approach to safety the last five years CRH Sustainability Report 2020 23

Reducing accidents Accidents by cause 2020 Driving our As evidence of our ongoing progress, our 4% accident frequency rate and severity rate 4% have reduced by an average of 8% and 5% 23% ambition of Slips, trips, falls on the same level 23% 6% respectively per annum over the past 9% Falling objects or moving objects 22% zero harm decade. In 2020, 94% of locations recorded Other or multiple causes 13% zero accidents, similar to the previous year. Lifting, overload or overexertion 10% The accident frequency rate in 2020 was 1.4 We continue to drive our 10% Caught in or by fixed machinery 10% lost time accidents per million work-hours. Falls from height 9% ambition of zero harm Caught in or by vehicles, mobile plant The main causes and types of accidents 22% 5% through embedding a Burns by heat or chemicals 4% in 2020 are similar to previous years and 10% culture of safety and highlighted in the graphs on this page. Power tools or electronic equipment 4% 13% wellbeing in our business Targeting zero fatalities and empowering employees Eliminating fatalities is our highest priority, to act. We use our reporting Accidents by injury type 2020 demonstrated by our 2030 target of zero systems to track and identify fatalities in any year. The mandatory CRH 4% 3% potential risks resulting in Life Saving Rules focus on the top causes of 4% clear actions to remedy any fatalities including contractor management, 6% Legs, feet 34% safety issues that may arise. vehicle movements on/off site, being struck by 34% Arms, hands 32% falling objects, failure by individuals to abide by 8% Back 9% established plant isolation (Lock Out/Tag Out) Upper body, shoulder 8% procedures and falls from height. Head, neck 6% 9% Multiple body parts 4% Achieving our target of zero fatalities is an Unspecified or unknown 4% ongoing challenge despite there being zero Eye 3% employee or contractor fatalities in 2019. In 2020, we deeply regret to report that one 32% employee and two contractors lost their lives. We extend our sincere sympathies to their families. We independently investigate all Frequency rate Zero accident locations fatalities to understand the events involved and (Number of lost time accidents (% of locations) identify ways to prevent future occurrences per million work-hours) of such incidents. The findings of these investigations are communicated across our 2020 1.4 2020 94% operating companies and shared with the 2019 1.3 wider industry with the goal of preventing 2019 94% future accidents through lessons learned. 2018 1.7 2018 94% We use other internal KPIs, such as recordable incidents and near miss reporting, to help drive performance. Disclosures

Click here for more information on our 94% Safety KPIs of locations were accident-free in 2020 CRH Sustainability Report 2020 24

Promoting our safety culture Managing contractor safety Meeting customer Empowering Safety is incentivised where appropriate We employ large numbers of contractors expectations through recognition and in bonus structures. to carry out many different tasks, such as Customers trust us to provide them with safe, our people Excellence in safety performance is recognised carrying out specialised work, supplementing high-quality products. All our products are through internal safety award schemes at labour requirements and delivering products. designed and manufactured to be safe for their to make safe business unit and regional levels. The CRH Life However, direct control over contractor intended use. We monitor customer feedback Saving Rules are supported by various region- processes and safety training is an ongoing and work closely with regulators, standard decisions specific communication programmes that challenge. To address this, our businesses setting agencies and academic institutions use a variety of channels to reach employees, have robust safety management systems that to continue to progress the safety standards including video, social media, safety alerts require all contract employees to have the We give our employees of our products and services. In addition, we and toolbox talks to raise awareness of safe relevant training and qualifications to carry out continuously share safety information with our and contractors the tools, working practices. the job safely. Our ‘no-compromise’ approach customers. Our dedication to product safety, specialised training and to contractor safety includes disciplinary In 2020, as operations fluctuated to adhere as well as our strong safety performance, has measures where performance falls below resources needed to ensure to local COVID-19 restrictions, engagement enabled us to win tenders with customers that expected standards. their safety. We actively moved from face-to-face meetings to more integrate high standards of safety into their promote a culture that values online interactions. This resulted in a reduction In 2020, we completed over 158,600 own assessments. safe behaviour in all our in the number of employees involved in formal contractor transport safety checks to joint management/worker safety dialogue ensure that contractor equipment, training actions. Everyone working meetings to 73%. As operations return to and approach complies with our rigorous Safety training at CRH has the authority normal, we expect the frequency of such safety standards. In addition, in 2020, (Number of hours per employee) to stop unsafe work on meetings to increase. Safety remains an 1,416 contractor disciplinary actions were integral part of discussions with trade unions, recorded and addressed, demonstrating our 2020 a no-reprisals basis. covering topics such as safety initiatives, robust approach. 19.2 COVID-19 mitigation plans and ongoing fatality elimination actions. Safety in our supply chain 2019 23.2 Health and safety training When suppliers enter our sites to deliver products, they are expected to comply with 2018 We take a holistic approach to safety training, our safety requirements. However, ensuring 20.3 using customised training techniques including rigorous safety standards within our supply on-the-job training, classroom training and chain is more difficult to influence and we using technology platforms to provide virtual identified this as one of our salient human training. In addition, our frontline leadership and rights issues. To address these challenges, our Contractor site inductions senior management development programmes procurement processes, including monitoring, (% operating companies) include strategic safety modules to ensure risk analysis and third-party auditing, ensure

our commitment to safety is integrated into all that supplier safety is a core part of our 2020 levels of the business. supply chain management (see page 54 for 10 0% more information). In response to COVID-19, we moved the 2019 majority of our classroom training online. Ensuring the training remained effective and 10 0% engaging was a challenge given the short 2018 CRH Hotline timelines and the need to ensure all relevant 10 0% employees had the necessary tools to complete Click here for more the training. Despite these challenges, in 2020, information on our CRH employees completed a total of 1.4m hours of Hotline, available to all stakeholders to report any health and safety training, an average of 19.2 safety concerns hours per employee across all categories. CRH Sustainability Report 2020 25

Ensuring employee wellbeing Mitigating health risks Championing mental wellbeing Prioritising We implement employee health and wellbeing We continue to focus on mitigating At CRH, we know that looking after our mental programmes across our operating companies, occupational-related ill-health across our health is just as important as looking after our health and providing incentives, tools, social support locations. As well as promoting general health physical health. The changes in working and and strategies on physical and mental health. and fitness, we manage specific health risks personal situations as a result of the COVID-19 This includes optimising ergonomics, providing associated with the building materials industry. pandemic has put a greater emphasis on how wellbeing regular health screening, reducing noise These include occupational noise levels, valuable it is to maintain good mental health. impact and reviewing occupational hygiene. airborne dust and the potential for respirable We aim to promote a positive We are committed to fostering an inclusive Employees can access these programmes crystalline silica (RCS), which, if not controlled, working environment that supports our people physical and mental health in different ways, including face-to-face can cause long-term health issues. at all times. We want to help break down the environment in the workplace. consultation with a medical professional, We use the hierarchy of controls to reduce stigma around mental health by encouraging through a confidential helpline, or through an We want to create a place for employee’s exposure to dust and RCS. our employees to have conversations online service. employees and contractors In addition, we work with our employees and about this important topic. To promote the to thrive and to be the best In 2020, 98% of operating companies had contractors to ensure they are aware of the importance of this topic across our businesses, version of themselves. We health and wellbeing programmes in place. potential health risks associated with exposure in 2020, we marked World Mental Health Day, These focused on issues such as smoking to RCS in order to change attitudes and an internationally recognised day for global have an opportunity and a cessation, stress reduction, diet, nutrition, behaviours. We share best practice across the mental health education and awareness. responsibility to raise safety fitness, weight management, vaccinations and industry through our membership of various Many of our operating companies are providing and welfare standards and drug and alcohol awareness. In addition, 91% trade associations to reduce exposure across mental health support services for employees, keep people out of harm’s of operating companies also offer assistance the industry. to help address any issues they or their with employee health insurance. colleagues, friends or family may be having. way across the building Workplace monitoring of noise, dust and RCS is materials industry. ongoing across CRH, in accordance with best For example, Tarmac, part of our Europe practice and local or national requirements. Materials Division in the UK, is a Business A very low incidence of occupational illness Champion of ‘Mates in Mind’, a charity set cases were recorded in 2020. up to encourage the discussion around mental health in the construction industry. Through this partnership, Tarmac has rolled out a training programme for employees and key managers to raise awareness of mental health issues. Tarmac, like many of our operating companies, also provides support through its Employee Assistance Programme (EAP), a free, confidential, independent helpline available to all employees and immediate families, offering advice and support through a personal crisis or stressful situation, be it in their professional life or at home.

98% Prioritising the health and wellbeing of employees is more important now than ever before. EQIOM, part of our Europe Materials Division has successfully implemented a Wellbeing at Work programme, which provides training and support to employees. of operating companies had health Areas of focus include work environment, health and lifestyle, work-life balance and relationships. This is one example of the and wellbeing programmes in 2020 health and wellbeing initiatives that are run across our operating companies, encouraging employees to look after their mental and physical well-being both in work and at home. CRH Sustainability Report 2020 26

"People today recognise the increasing Environment need to take decisive action to address climate change and build the foundations of a sustainable, competitive, low- In this environment section carbon economy. We are committed to Investing in environmental management 27 playing our part in driving the changes Transitioning to a net-zero society 28 needed for the low-carbon era." Collaborating for climate action 29 Chris May Understanding our carbon footprint 30 VP, Safety and Reducing emissions through innovative solutions 31 Environmental Operations, Americas Materials Driving actions for carbon neutrality 32 Innovating for carbon efficiency 33 Optimising energy efficiencies 34 Preserving air quality 35 Delivering solutions for process efficiency 36 Promoting responsible water use 37 Protecting biodiversity and heritage 38 Collaborating for biodiversity benefits 39

Our operations use recycled materials from both our own and other construction and industrial process. For example, Idaho Materials & Construction, part of our Americas Materials Division, used high levels of recycled asphalt pavement (RAP) as part of the recycled materials Centennial Park paving project, thereby reducing the quantity of raw materials used in production, reducing the amount of waste materials generated and supporting the transition to a circular economy. CRH Sustainability Report 2020 27

Further strengthening Managing environmental risks Investing in our environment our performance Investing in The building materials industry is, by nature, an We continuously invest in technology and With our global scope and influence, we aim environmentally intensive sector and we strive efficiency projects across our operating environmental to integrate environmental considerations to comply with all applicable environmental companies to enhance environmental into all our business decisions so that we regulations and permits required to minimise or performance, as well as investing in the management can minimise our environmental footprint eliminate negative impacts on the environment. environmental element of major capital and step up our contributions to solving We require all our operating companies investment projects. In 2020, our total As a leader in our industry, sustainable development challenges, such to establish appropriate environmental environmental expenditure was $173 million management systems (EMS), in line with we are committed to as climate change, air quality, circular in areas such as carbon reduction projects, economy, water, land use and biodiversity. local environmental permit requirements. resource efficiency systems and water better understanding of management. We will continue to seek In 2020, approximately 870 operating environmental management Our Environmental Policy (see page investment opportunities that transform our locations were certified to ISO 14001 67) ensures that we maintain high processes and enable significant improvements and protection, both locally EMS standards and 91% of our subsidiary standards of environmental protection in our environmental performance. and globally. We actively across our organisation and demonstrates clinker plants were ISO 14001 certified. engage with a wide variety our commitment to implementing and We are proud to have achieved our 2020 of stakeholders as part of exceeding best practices concerning target for 90% of relevant businesses to Significant areas of environmental have a permitted or certified EMS. expenditure 2020 (total: $173 million) our processes for managing environmental issues. We apply this policy across all operating companies. environmental risk, driving Ensuring compliance Monitoring licensing and other operational expenses The Board has designated the SESR continuous improvements 28% Committee with responsibility for monitoring We are pleased to report continued in our performance and developments in environmental impacts excellence in environmental compliance Emissions reduction ensuring the consistent and opportunities and for ensuring our in 2020. During the reporting year, fines 26% availability of resources. Environmental Policy is implemented in all totalling $390k were paid to regulatory business lines. Our location managers are authorities. These related to a number Waste management and reduction accountable for the effective day-to-day of minor issues, none of which caused 17% implementation of the Policy across all our significant environmental damage. Restoration and biodiversity operating locations. They are supported by a 12% strong network of experienced Environmental Liaison Officers who engage with each Reduction of water usage and discharges other and regional and internal specialists 10% to share best practices and experience. Other We internally monitor implementation of 3% our Environmental Policy and requirements through our annual Environmental Review Energy reduction and process optimisation data collection process, aiming to link 2% these KPIs to the value we create for Increasing use of alternative materials and fuels our business and wider society. OPTERRA Karsdorf, part of our Europe Materials Division, has 2% achieved gold certification from the Concrete Sustainability Council for sustainable management practices. The plant is now one of eight cement plants in the world to hold the Policies certification and demonstrates the leadership and ability of CRH in championing sustainability. Click here for $173 million our Environmental invested in environmental initiatives $ Statement of in 2020 Policy CRH Sustainability Report 2020 28

Addressing the climate crisis Carbon pricing Energy and climate change Transitioning With its unique global value chain, the buildings Carbon pricing is a mechanism which and construction sector is responsible for puts a price on carbon emissions as a What are the challenges and how to a net-zero approximately 40% of energy-related CO2 means of reducing emissions and driving emissions globally. Across the value chain of investment into lower-carbon alternatives. are we managing them?

cement manufacturing and concrete production, Of our direct CO2 emissions, 44% are society there are many technologies that can support covered by an emissions trading scheme. Climate change and the transition to a As we enter a new decade, significant advances to reduce these emissions. In assessing capital investment projects, low-carbon economy poses both risks and opportunities for business, now and in the now is the most crucial Some of these are well known today and we use an internal carbon price mechanism simply require scaling-up and the right policy which considers the context of the project, future. Achieving our ambition of carbon time to combat the risks environment. Others require further research and including geography and expected lifetime. neutrality across the cement and concrete of climate change and development before they can be implemented value chain by 2050 will be challenging - meet the goals of the Paris across production processes. At CRH, we are Climate risk disclosure however, we are committed to this objective. striving to positively influence the entire cement We recognise the contribution many of our Agreement and UN SDG As global concern around climate change and concrete value chain, as we work towards continues to increase, companies need to products can make to carbon emissions 13: Climate Action. As the our ambition for carbon neutrality by 2050 and take appropriate action and in tandem be reductions from buildings. In addition, we leading building materials drive our ambitious target of a 33% reduction in transparent about their actions. We are a are working hard to take advantage of the specific net CO2 emissions by 2030, compared business in the world, we long-time supporter of CDP, formerly Carbon ability of concrete to become a CO2 solution. with 1990 levels. recognise our responsibility Disclosure Project, and our 2020 CDP Climate Up to 25% of CO2 emitted during cement to act. By investing in people, questionnaire was awarded a score of A-. production can be reabsorbed by concrete Collaborating for action along its life-cycle. innovation and partnerships We are a supporter of the Financial Stability The transition to a net-zero society requires Board’s ‘Task Force on Climate-related Financial with our stakeholders, we can collaboration across governments, industries Disclosures’ (TCFD), demonstrating our Our stakeholders tell us reduce our CO2 emissions and society to develop the solutions needed for commitment to drive transparency and develop and help develop the a more climate-resilient world. For the buildings consistency in climate risk disclosure. For more and construction industry to align with measures "At CDP Ireland, we understand that the technologies and initiatives information around how we are applying the such as the European Green Deal and deliver fight against climate change is vital for a needed across our industry TCFD recommendations see page 12. CO2 emissions reductions, it will require support sustainable economy. Companies today to reduce climate impacts. and funding from governments across a range have a responsibility to raise their ambitions of policy measures. These include investments and push forward systemic global action in low-carbon technologies, robust emissions against climate change and environmental trading systems that protect against carbon destruction. CRH is an active member of leakage, sufficient access to alternative fuels and the CDP Ireland Network, joining the global materials as well as the development of policies to corporate action towards net-zero.” encourage the use of renewable energy. At CRH, we see the risks, the opportunities and the need for policy action. See page 29 for information Brian O'Kennedy on how we continue to collaborate for climate Network Executive, CDP Ireland action across our industry. Responsible corporate lobbying is a key principle underpinning our The CRH Innovation Centre for Sustainable Construction interactions with policy makers directly, and (ICSC) is collaborating with Algaementum on a mineralisation indirectly through industry associations, in relation pilot project to reduce carbon emissions. Using SCHOTT Disclosures glass PhotoBioReactor equipment, Algaementum is to all aspects of CRH’s business, including climate developing technology to capture and effectively utilise CO2 Click here to read change. We will be reviewing our climate lobbying generated in cement production to produce dried micro- more information on practices and related disclosures to ensure there algae biomass, which can be made into pellets or briquettes to be used as alternative fuel. As part of the pilot project, our TCFD disclosures is an alignment between those practices and the CRH is trialling the use of these dried micro-algae pellets as expectations of our stakeholders. alternative fuel in cement and lime kilns. CRH Sustainability Report 2020 29

Collaborating As we look ahead to the next decade, it is clearer than ever that we need to design for resilient construction as society continues along the journey towards net-zero emissions. Achieving this will require a partnership-led approach between CRH, for climate action our customers, suppliers, policy makers and others. We are committed to playing a leading role in this, for society today and for future generations. Here we profile some of the industry associations we work with as we collaborate for climate action.

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The Global Cement and Concrete The Concrete Sustainability The World Business Council for The National Stone, Sand and Gravel EuLA, the European Lime Association, Association (GCCA) is actively working Council (CSC), of which CRH is a founding Sustainable Development (WBCSD), Association (NSSGA) is an advocate for provides sector-based representation for to improve the sustainability performance of member, works collaboratively across the is a global, CEO-led organisation of leading the aggregates industry in the US. NSSGA the lime industry at a European level, supporting the cement and concrete sector. The GCCA industry to promote concrete as a sustainable businesses working together to accelerate the advances public policies that protect its members through speaking with one voice on works with members to develop guidelines building material. To enable informed transition to a sustainable world. Through our and expand the safe and environmentally scientific and technical dossiers and promoting and KPIs across a number of priority decisions in the construction industry, the membership of WBCSD, we have contributed responsible use of aggregates. As a best practice for health and safety. EuLA’s high areas, including safety and biodiversity. CSC has developed a Responsible Sourcing to multiple projects targeted at solutions to member of NSSGA, we participate in priority is to tackle decarbonation to reach As a founding member of the GCCA, CRH Scheme certification standard for concrete scale up business impact, in areas including various committees and initiatives led by the carbon neutrality by 2050. We are cooperating collaborates with industry peers and scientific and its core supply chain. circular economy, TCFD, science-based association to advance the sustainability goals and engaging with the entire lime industry in institutions on research and development targets for buildings and transforming the built of the aggregates industry. research areas such as carbonation and lime projects to lower the CO2 footprint of cement environment. carbon capture. and concrete.

The European Ready Mixed Concrete The Portland Cement Association The Cement Association of Canada CO2 Value Europe is dedicated to the CEMBUREAU, the European Cement

Association (ERMCO) is a voice for the (PCA) is a non-profit organisation that (CAC) advances the industry’s commitment conversion of CO2 into valuable products. Association, is the voice of the cement

ready mixed concrete industry, promoting its promotes the use of cement and concrete to innovation, leadership, transparency Through our membership of CO2 Value industry in Europe, communicating the industry's policies on concrete at national, European in an environmentally responsible way. PCA and collaboration toward solutions to Europe, we are helping to raise awareness of views on issues and policy developments, and international levels and building strong conducts and sponsors research projects sustainability and climate change challenges. Carbon Capture and Utilisation CCU, a crucial including health and safety, environmental, relationships with other associations. We and participates in the setting of industry We work with the CAC to advance effective climate mitigation option for hard-to-abate energy and sustainability. We have partnered actively participate in ERMCO to promote the standards of cement manufacturing. We climate policy in Canada, including carbon sectors. with CEMBUREAU on various projects, such long-term benefits of concrete for the circular are actively involved in various task forces, pricing and technology innovation. as Level(s), a voluntary building assessment economy. including the climate change task force. framework, as well as provided input to various industry responses to legislation and standards proposed for the cement sector.

The Fenestration & Glazing Industry The American Institute of Architects The National Asphalt Pavement The National Ready Mixed Concrete Alliance (FGIA) is dedicated to improving (AIA) works to create more valuable, healthy Association (NAPA) is a trade association Association (NRMCA) is the leading home and building performance through and sustainable buildings, neighbourhoods that works to support, advocate, and advance advocate for the industry in the US, better glass, window, door and skylight and communities, advocating for public the asphalt pavement industry in the US. As supporting its members through leadership, technology and standards. It is an inclusive policies that promote economic vitality and a member of NAPA, we engage in a variety promotion, education and partnering community leading the glass and fenestration public wellbeing. We recently partnered of technical committees, task forces and to ensure ready mixed concrete is the industry through research, consensus-based with AIA on a study on sustainability and initiatives to advance the sustainability goals sustainable building material of choice. As a standards, product certification, advocacy the building products industry, highlighting of the asphalt paving industry, including the member of NRMCA, we participate in various and education and professional development. trends and market opportunities and how the use of RAP and warm-mix asphalt. committees to promote the industry, including We partner with the FGIA through various recent pandemic has affected environmentally education and training courses and research committees focused on sustainability issues. sustainable design. and development programs. CRH Sustainability Report 2020 30

Reducing our emissions 2020 CO2 emissions CO2 emissions by source (Scope 1) 2020 Recognising the need for transformation (total: 32.4m tonnes) Understanding We report on our CO2 emissions in line with the across the building materials value chain, Greenhouse Gas Protocol developed by the our carbon we have developed the ambition to play Decarbonisation World Resources Institute and the WBCSD our part in addressing climate change as 60% we strive for carbon neutrality along the footprint cement and concrete value chain by 2050. Coal 12% Looking to the future, our While our activities span the full spectrum Scope 1 ambition is to play our part in of building products, the main source of Used oil and alternative fuels 8% Direct CO2 emissions addressing climate change our CO2 emissions is our cement and lime processes, as decarbonation accounts for from use of fuels, as we help to deliver a Petcoke 60% of our direct CO2 emissions in 2020. chemical decarbonation more climate-resilient world. 8% from cement and With this in mind, we have committed to a We are working hard to Natural gas and LPG lime production 33% reduction in specific net CO2 emissions to and transport of 8% 32.4m reduce direct emissions from <520kg CO2/t by 2030, compared with 1990 raw materials and tonnes levels (777kg CO2/t). This commitment covers our activities and processes. Diesel and oils finished products in all of the cement plants wholly owned by We recognise the contribution 3% our own vehicles CRH in 2019. Our carbon reduction roadmap we can make to society is independently verified to be a science- Transport as we strive for carbon based target (SBT) at a 2˚ scenario in line 1% neutrality along the cement with the Paris Agreement objectives, further and concrete value chain. solidifying our climate commitments. Our 2030 target, when coupled with a multitude of other strategic climate-related actions, Scope 2 CO2 emissions per unit revenue (Scope 1+2) 2.6m feeds into our overarching 2050 ambition. (Kg/$ revenue) Indirect CO2 tonnes emissions from 2020 purchased electricity 1.3

2019 1.2

2018 1.2 Scope 3

Indirect emissions from all other activities. 10.9m The reported figure tonnes includes purchased

In 2020, Ecorec, part of our Europe Materials Division, goods, fuel and energy opened a new, solid recovered fuel (SRF) production line related activities, at its Pezinok plant in Slovakia. The SRF production line contracted transport, processes industrial waste and municipal waste from all 33% waste generated, regions in Slovakia, converting it to an alternative fuel that can be used in cement production. This has increased Ecorec’s CO2 reduction to <520kg net CO2/ employee commuting alternative fuel production capacity by 50% to 75,000 tonnes 2030 tonne cementitious product by and customer transport of waste annually, diverting waste materials from landfill and TARGETS 2030, compared with 1990 levels contributing to the circular economy. CRH Sustainability Report 2020 31

Delivering our 2030 target Alternative raw materials Alternative fuels and materials Reducing To meet our 2030 carbon reduction target, Waste materials and by-products from other we are reducing direct and indirect emissions sectors serve as valuable raw materials to What are the challenges and how emissions in our production processes through the replace a portion of the finite virgin materials implementation of CO2 reduction levers. or clinker used in our cement manufacturing. are we managing them? These include increasing the use of alternative These co-processing materials currently through fuels and alternative materials across our include fly ash, ground granulated blast- Our main challenges to increasing the use of processes to develop value-added products furnace slag (GGBS) and quarry overburden. alternative fuels and materials in our processes innovative that contribute to the circular economy. are the lack of sufficient access to biomass In 2020, we used a total of 8.5m tonnes of and waste materials, limited policy incentives solutions Alternative fuels alternative raw materials in our subsidiary to encourage the use of waste as by-products cement plants. Our ambition is to further and a lack of a regulatory framework that We continuously strive to replace carbon- reduce the proportion of clinker in each tonne The transition to a lower- recognises co-processing as the optimal intensive fuels with carbon neutral biomass of cement through a variety of levers, such carbon society is driving waste management solution for unrecyclable and non-fossil fuels, such as solid recovered as increasing our use of alternative materials. materials. To overcome these challenges, we emissions regulations as well fuels (SRF), waste tyres, solvents and used oil. For example, Ash Grove, part of our Americas continue to collaborate with our customers and as innovations for sustainable In 2020, our subsidiary cement plants used Materials Division, has developed Duracem® suppliers throughout the value chain to ensure solutions. To ensure we 2.1m tonnes of alternative fuels, providing a cement-fly-ash combination with a carbon 34% of fuel requirements for our cement that, where possible, we are using by-products deliver our 2030 carbon footprint approximately 80% lower than plants, 51% in the European Union alone. traditional cement. We are also researching and waste materials from both our own and reduction target, we are new alternative materials, such as calcined industrial processes, to replace the need for Many of our operating companies are taking action by transitioning clay, as a substitute to clinker (see page virgin materials and fossil fuels. developing new technologies and processes 33 for more information). You can find to low-carbon energy to replace the need for fossil fuels. See page more information on how we are contributing technologies, reducing 33 for examples of how our operating Our stakeholders tell us to the circular economy on page 49. the carbon footprint of our companies are innovating for carbon efficiency. products and innovating "In the search for affordable carbon-neutral for carbon efficiency. fuels and composite materials, the bio- economy has huge potential. At Algaementum, we are collaborating with CRH to repurpose

captured CO2 emissions to efficiently cultivate Alternative fuels used in CRH cement plants Alternative materials used in CRH cement micro-algae biomass. Incorporating this 2020 (total: 2.1m tonnes) plants 2020 (total: 8.5m tonnes) Biological Carbon Capture & Utilisation (BioCCU) technology into our approach SRF, tyres and other non-blomass GGBS supports the circular economy and carbon 62% 49% emissions reduction roadmaps.” Blomass Industrial by-products 35% 23% Andre Retief

Used oil Fly ash MD, Algaementum 3% 16% Disclosures Soils 51% 8% Click here to read of fuel requirements in our cement more information Internal by-products plants in the European Union were on our 2030 target 4% provided by alternative fuel

CRH Sustainability Report 2020 32

Steering innovative solutions Driving transport efficiencies Targeting sustainable Driving actions At CRH, we are a global leader in sustainable Delivering a sustainable transport model transport building materials and a significant contributor across road, rail and water is a key part of our Our operating companies have established for carbon to the circular economy. To keep producing transition to a low-carbon economy. Of our fleet fuel reduction targets and endeavour to high quality products with minimal emissions, transport of products by road, 24% is by our make use of fuel-efficient rail, boat and barge neutrality we need to embrace multiple breakthrough own trucks, with the remainder transported by transportation where possible. In addition, technologies, as well as ongoing continuous contractors or customers. In 2020, we reduced many of our operating companies are Climate change, changing improvements across our operations. our fuel usage in our own company trucks leading the transition to using renewable to 157 million litres (2019: 160 million litres). urban spaces and an The CRH Innovation Centre for Sustainable energy to power their transport fleets. increasing focus on no Construction (ICSC) provides expertise We focus on developing initiatives that For example, in 2020, Tarmac, part of our to identify and analyse global market allow us to reduce total distance driven, Europe Materials Division, became the first net loss of biodiversity are and construction trends and new growth fuel consumption and ensure that we are transforming society and our company in its sector to sign up to EV100 – a opportunities to maximise the value of selecting the most efficient mode of transport. global initiative bringing together businesses stakeholder expectations. sustainable innovation. Together with Overall, 67% of operating companies committed to accelerating the transition We have a responsibility to academia and partners in the cement and (representing 94% of total product delivered) to electric vehicles. Through this initiative, concrete industries, our ICSC is working to have initiatives in place to optimise transport develop innovative solutions Tarmac has committed to transitioning its build sustainability awareness across the use, through GPS route planning, load that can help our industry play fleet of corporate cars and vans to electric construction sector through projects including optimisation, fleet management, engine vehicles by 2030. This pledge is the latest in its part more effectively in the carbon capture and utilisation, nanomaterials, idling alerts and maximising back-loading. a series of steps that Tarmac is implementing artificial intelligence (AI), Building Information drive to zero-carbon by 2050. For example, our Americas Materials Division across its business and supply chain to Modelling (BIM) and renewable energy. has incorporated innovative GPS tracking improve carbon efficiency and achieve a In 2020, the ICSC opened its dedicated technology into product delivery, which feeds more sustainable built environment. laboratory in Amsterdam for advanced information between the hot-mix asphalt In addition, Fels, part of our Europe Materials research on sustainable building materials, plant and the paving train to streamline Division, is using a new hybrid train to transport to help develop building products with deliveries. This technology saves tens of materials that has the capacity to utilise an improved environmental performance millions of dollars each year and reduces electricity from an overhead line, meaning it and reduced carbon footprint. the environmental cost of transport. can run on renewable energy when available.

94% of total product delivered in 2020 was covered by operating The CRH Innovation Centre for Sustainable Construction (ICSC), located in Amsterdam, has recently invested in a state-of-the- companies that have transport art laboratory for the testing of materials and technologies relating to CO2 usage. This specialised R&D laboratory highlights initiatives in place our commitment to developing sustainable solutions for carbon capture and utilisation and our continued drive to tackle the challenges of climate change and protect the environment. CRH Sustainability Report 2020 33

Innovating for carbon efficiency As the leading building materials business in Carbon capture Innovative technology New sources of energy the world, we recognise Carbon capture technologies allow the capture To overcome global challenges, we need to Wider adoption of alternative energy sources develop innovations based on sustainable depends on even more efficient renewable our responsibility to act. of carbon dioxide (CO2) before it is released building solutions. At CRH, we are technologies. At CRH, we understand By investing in people, into the atmosphere. The captured CO2 can be used in industrial processes or transported collaborating across the construction value the need to optimise the technology that innovation and partnerships and permanently stored underground in rock chain and the wider scientific community allows us to recover energy from alternative with our stakeholders, we formations that formerly held oil or natural gas. to promote innovation in technologies fuels and increase the volume of co- can increase awareness We are involved in collaborative initiatives and that provide lower-carbon products and processing materials from other sectors. around sustainability. research projects to progress carbon capture, structures, as well as deliver continuous By expanding our renewable energy utilisation and storage (CCUS) solutions. improvements across our operations. capacity, we can reduce our CO2 emissions As we move into a new and support the circular economy. decade, carbon capture, digital technology and optimisation of alternative fuels and materials will continue as priorities in our At one of our cement plants in Canada, we We are currently partnering with a low-carbon By applying optimised alternative fuels innovation programme. are piloting the use of accelerated carbonation cement technology manufacturer to pilot new technologies, one of our US cement plants technologies to combine by-products, such as technology that would allow a 30-40% reduction has saved approximately 20 kg CO2 / tonne

cement kiln dust (CKD), with CO2. In a process in CO2 emissions during manufacture of our cementitious product, which is approximately

known as mineralisation, where CO2 is permanently cement products. The cement type produced 10,000 tonnes of CO2 per year. The fuel used captured in building materials, CKD reacts with can be used in concrete mixes that can be also contributes iron, an essential element

CO2 and water to form aggregates. On an annual cured using CO2, creating a carbon sink. needed in the manufacture of clinker, allowing basis at one plant, this can absorb up to 2,800 the reduction of the environmental and haulage We are also researching new alternative materials. tonnes of CO2 while producing up to 30,000 impacts of bringing in iron from other sources. One of our plants in the US is trialling calcined clay tonnes of aggregates. We are evaluating this technology, which involves substituting a portion of We are also evaluating new sources of energy technology at several other plants globally. clinker with activated clay during the manufacture such as hydrogen. Tarmac, part of our Europe We are also a participant in LEILAC, Low Emissions of cement. This enables the plant to reduce its Materials Division in the UK, is participating

Intensity Lime and Cement, a European Union clinker factor, leading to reduced CO2 emissions. in a project with a goal of reaching net-zero Horizon 2020 project. This involves developing a emissions, which includes use of hydrogen as It is also important to consider how our products breakthrough calciner that allows the separation a fuel and the capture, transport and storage of are used in the built environment. Working with and capture of 95% of the CO2 released from CO2 emissions. our customers, we have applied innovative digital limestone in the clinker production process. We construction technologies and carbon management are actively engaging with the LEILAC 2 project processes to reduce the embodied and operational to support the development of the technology on carbon footprint of individual structures. both the cement and lime side of our business. CRH Sustainability Report 2020 34

Targeting energy reduction Improving energy efficiencies Energy use by source 2020 Optimising In 2020, energy use across our operating We have a relentless focus on continuous (% of total energy: 54.8 TWh) locations totalled 54.8 TWh (2019: 55.8 TWh). improvement in energy efficiency. Natural gas and LPG energy Almost three-quarters of our businesses In 2020, we spent over $1 billion on energy. 24% (representing 99% of energy use) have set Our performance teams are continuously energy reduction targets and programmes. driving energy efficiency and have developed Used oil and alternative fuels efficiencies As a result of these efforts, we saved roadmaps to improve energy performance 23% Energy efficiency plays a approximately 217 GWh of energy in 2020. across our cement and lime activities, which Coal together account for 79% of our energy use. central role in achieving a Investing in renewable energy 21% In Europe, approximately 800 of our locations low-carbon economy by Petcoke At CRH, we are actively targeting the increase have certified ISO 50001 Energy Management 13% reducing energy demand of renewable electricity across our operations. Systems, with more than 67% of our materials and lowering energy-related In 2020, we purchased 1,834 GWh of ‘green’ operations in Europe having certifications in Electricity electricity from external suppliers. Our overall emissions. In order to place in 2020. This certification is not common 13% decrease our contribution use of renewable electricity has increased in other regions of the world and we apply by 138% in the past 5 years and currently relevant systems as appropriate. Diesel and oils to climate change, we are 25% of our electrical energy is met from 6% investing in optimising energy renewable sources. Our operating companies continuously strive Others and process efficiencies and to identify and implement energy-efficiency We continue to pursue reliable future projects. For example, as part of its energy <1% replacing fossil fuel-based energy resources through our renewable reduction programme, Roadstone, part of energy with renewable energy purchasing team and by partnering our Europe Materials Division, in line with Energy use by activity 2020 with organisations to install renewable its company-wide energy management biomass sources. (% of total energy: 54.8 TWh) energy sources, such as solar and wind. certificate, has installed more energy For example, Structural Concrete Belgium, efficient crushers at its production sites Cement part of our Building Products Division, has to reduce overall energy demand. 72% partnered with a local utilities supplier to Materials install wind turbines at their plant in Genk. In addition to using renewable energy in our 17% processes, our products are essential in Lime constructing the foundations for both solar 7% and wind renewable energy installations. Concrete An increasing number of our operating 3% companies are joining our “CRH 100% Club”, where 100% of the electricity used in their Building products processes comes from renewable sources. 1% A leader in our CRH 100% Club is Tarmac, part of our Europe Materials Division in the UK, using a total of approximately 502 GWh Energy Use of renewable electricity across operations (TWh)

every year. 2020 In 2020, following extensive analysis of energy usage, shift 54.8 patterns, roof specifications and local weather data, a 36kW Solar PV System was installed at Leviat's production site in 2019 Melbourne, Australia part of our Building Products Division. 55.8 The solar installation will cut energy costs on-site by 35%, reduce reliance on the national grid and prevent 52 tonnes of 2018 CO2 annually. 60.3 CRH Sustainability Report 2020 35

Monitoring our air emissions Investing in mitigation Hazardous materials, waste Preserving The main air emissions that arise from our measures activities are dust, nitrogen oxide (NOX) and We invest in modern abatement technologies and emissions air quality sulphur oxides (SOX). Dust emissions may and ensure regular maintenance of equipment arise from point sources, such as cement at our manufacturing operations. Measures to What are the challenges and At CRH, we understand the production stacks and can also appear as control fugitive emissions include building how are we managing them? impact that air quality can fugitive emissions from quarrying, open enclosures for material storage and conveyor storage of materials, transfer of materials We are committed to ensuring that there are have on human health and belts as well as paving plant areas and through uncovered conveyors, and from internal roads. Measures to control stack no adverse impacts to air quality from our the environment. We are loading and unloading operations. NOX is emissions include regular maintenance of operations. To improve our high standards committed to ensuring that formed during the combustion of fuels and SOX existing abatement systems and capital of performance and management, we we meet the strictest air from the oxidation of sulphur in raw materials, expenditure on new baghouse filters. In this continue to invest in air emissions abatement with only a small proportion from sulphur emission limits so that our way we ensure we are compliant with all technologies and improve the efficiency of our present in certain fuels. Other emissions, local and national regulations as well as operations, ensuring we meet our emissions emissions do not adversely including dioxins, furans, volatile organic meet our air emissions reduction targets. reduction objectives. impact on air quality. compounds and heavy metals, are released in We are proud that we have very small or negligible quantities and we are Targeting air emissions committed to ensuring that, where detected, Our stakeholders tell us achieved our 2020 emissions levels are within applicable emissions limits. reductions reduction targets and will We are committed to reducing the impact Overall air emissions decreased in 2020, due to "The aim of the Slovak Republic is to continue to improve our high of our air emissions, not only for the our air emissions reduction programmes and achieve a better quality of environment and sustainability of our business, but for the standards of performance in part as a result of the partial closure of some sustainable circular economy. The new continued protection of our surrounding and management. of our sites due to the COVID-19 pandemic production line for alternative fuels at the environment and communities. restrictions. Total stack emissions to air over CRH Slovakia Ecorec site supports this aim. recent years are shown on pages 69-70. We achieved our 2020 target one year ahead Using non-recyclable waste to manufacture of schedule to reduce our NOX emissions alternative fuels contributes to the circular and dust emissions (both on a per tonne economy and is an important factor for of clinker basis and using a 2006 baseline). solving the waste problem.” Our continuing target is to ensure our specific major air emissions remain at low levels.* Richard Sulík, Deputy Prime Minister and Minister of Economy of the Slovak Republic

2020 Finnsementti, part of our Europe Materials Division in Finland, recently received the 'Environmental Act of the Year' award from the We achieved our 2020 air *starting from 2021, defined as not exceeding city of Parainen for the environmental investments that have taken place at its Parainen plant. In 2020, Finnsementti installed a new emissions reduction targets the average of particulates, NOx and SOx specific baghouse filter at the Parainen plant which has significantly reduced the amount of dust emitted. In addition, recycled materials now one year ahead of schedule emissions (g/t clinker) for relevant plants in the account for 15% of all the raw materials used by Finnsementti, with 250,000 tonnes of waste and by-products from other industries preceding 3 years. used annually, demonstrating Finnsementti’s commitment to the circular economy. CRH Sustainability Report 2020 36

Managing our process waste Maximising use of by-products Process waste by type Delivering We are constantly striving to minimise process We support the principles of the circular (k tonnes) (total: 2.0m tonnes) waste and improve waste management economy, as reflected by our focus on solutions across our value chain. We are dedicated to meeting the goals of UN SDG 12: Responsible Inert complying, as a minimum, with all regulations Consumption and Production. Our activities 1,381 concerning the safe and responsible give rise to a number of residual by-products, Non-hazardous for process management of waste materials. such as baghouse fines and cement kiln dust (CKD), as well as other internally sourced 603 Our waste minimisation practices help to efficiency secondary materials, such as product off-cuts. address growing resource scarcity and reduce Hazardous The global economy is industrial waste and emissions. This includes To reduce the waste generated from our 49 expected to grow significantly reducing the amount of process waste processes, we maximise our reuse of materials generated, especially hazardous these by-products in the production loop, in the coming decades. Process waste recycled materials, and enhancing process efficiency. largely avoiding disposal. For example, (% recycled) (total: 1.6m tonnes) To meet the demands that we use baghouse fines in asphalt mixes, During 2020, 78% of the 2.0m tonnes of will come with this growth, delivering significant cost savings and process waste generated by our operating Inert reducing the quantity of raw materials used we are driving a mindset companies was externally recycled. Where it in production. In addition, we are piloting the 85% towards a circular economy, is not possible to reuse or recycle a waste use of CKD in carbon capture technology Non-hazardous recycling and sustainable stream from our production processes, (see page 33 for more information). 64% design. We continuously we dispose of it responsibly using options including combustion in incineration facilities or In 2020, we diverted 2.6m tonnes of by- Hazardous strive for increased recycling disposal to landfill. A small number of operating products from waste streams. When waste 38% and minimising process companies are permitted to landfill process from our production processes cannot waste, developing solutions waste on-site. These sites are operated strictly be recycled internally it is sent to licensed that use more recycled in line with permit requirements and reviewed facilities for recycling or final treatment. Process waste by activity on an annual basis. Further, all operating (% of total waste) materials and reduce companies take extensive precautions to Looking to the future energy and water usage. prevent unauthorised waste disposal. Developing technologies and processes for Materials the efficient reuse of certain by-products in 56% the most cost-effective way is an ongoing Concrete challenge for our industry. We work closely with partners, such as the WBCSD and 31% ERMCO, to address these global challenges Cement and support the transition to a circular 7% economy. In addition, we have set a 2030 target for 95% of relevant businesses to Building products have waste reduction or recycling targets in 6% place by 2030. See pages 31 and 49 for Lime more information on how we are promoting innovation in technologies that increase <1% our use of alternative fuels and materials We are the largest recycler of building materials in North Case studies America. The roads paved by our operating companies and contribute to the circular economy. contain over 20% recycled materials. For example, Pike 95% Click here to read Industries, part of our Americas Materials Division, supplied of relevant businesses to have more information on over 20,000 tonnes of asphalt containing recycled materials waste reduction or recycling our contribution to the for the Statewide North highway project in Jackson, New 2030 TARGETS targets in place by 2030 circular economy Hampshire. This allows us to reduce our carbon emissions, preserve natural resources, avoid waste and support the circular economy. CRH Sustainability Report 2020 37

Water use Water quality Water Promoting Water is an important resource for our We comply with stringent environmental activities, most significantly in the production regulations to ensure that our activities, in What are the challenges and responsible of aggregates and to suppress dust across particular raw material extraction, do not our extractive activities. In 2020, our operating endanger local surface water or groundwater. how are we managing them? companies recorded an estimated water We ensure the high quality of discharged water use withdrawal of 109.9 million m3, similar to process water by using settling ponds and pH We recognise that an increasing global 3 population and climate change are impacting Fresh water is crucial 2019, 108.7 million m . Of our main water neutralisation systems. Some of our facilities usage, 72% of our total water withdrawal is operate their own wastewater treatment plants. the distribution and availability of water. for sustaining healthy for our materials activities. Water for process At CRH, we are dedicated to further Water discharge can be difficult to quantify communities, business and activities is often abstracted from several developing our water management practices. because of the contribution of storm water sources, not all of which may be metered. In addition, our products contribute to good natural ecosystems. We have and limitations in metering. Our total water We are targeting improvements in water water management, such as our permeable a responsibility to lead our discharge in 2020 was estimated to be 30.6m accounting across relevant activities. paving products that mimic hydrological industry in protecting local m3, with 79% discharged to surface water processes to more effectively manage urban and the remainder to public sewers and other. water resources, promoting Assessing water-related risks stormwater runoff. To avoid potential spills of polluting materials, responsible water use and We have carried out an assessment using we implement best practice in materials helping to ensure access the World Resource Institute (WRI) Aqueduct storage. Our policy is to decommission all Our stakeholders tell us to clean water for all. Risk Atlas Tool to identify and map potential unprotected underground storage tanks. water related risks at our operating locations. The assessment indicated that less than 1% Managing our water use “With flooding occurrences becoming of our active locations are identified as in more frequent, there is a need to redevelop We are committed to managing our water areas under “High Risk” or “Extremely High” deteriorating drainage systems in older parts impacts. An increase in innovations, such as of drought severity. The outcomes of this of many cities. Because of the durability closed-loop systems installed in manufacturing assessment confirm that our activities do not and strength of concrete and the ease of processes and increasing usage of water highly impact on water and that our locations construction of precast products, Oldcastle from settlement ponds, has resulted in generally do not operate in water-stressed Infrastructure’s precast concrete box culvert operating companies reducing the amount areas. The WRI Tool allows for future scenario solutions have been instrumental in helping of water intake from utility sources. In 2020, impacts of our existing operations, which water was recycled at 903 of our locations, to manage the increased stormwater runoff, we continue to include in our management reducing our water intake by 59%. minimising the time of construction disruptions systems for water use going forward. and providing the city of Tampa with much- needed flood relief.”

Jeff DeBosier Design Division Head, Stormwater Engineering Division

Case studies 100% Click here to read of relevant companies to have more information on water management plans in place our sustainable With strict site constraints and design parameters for the expansion of the LAX airport in Los Angeles, California, Oldcastle 2030 products Infrastructure's, part of our Building Products Division, StormCapture® and accompanying products provided the ideal TARGETS by 2030 solution to facilitate stormwater drainage and treatment on-site. CRH Sustainability Report 2020 38

Protecting biodiversity Managing our impacts Biodiversity, ecosystems, Protecting The extraction of natural resources We have a responsibility to ensure that all makes up a significant portion of our associated areas are restored or appropriately land use and quality biodiversity company activities. Therefore, protecting managed at end-of-use. Restoration planning biodiversity is an important factor when processes are carefully coordinated with What are the challenges and we consider new and existing extractive appropriate permitting authorities, taking full how are we managing them? and heritage activities or site restoration planning. account of the needs and concerns of local communities and stakeholders. All relevant Measuring our biodiversity impacts and The UN recently announced At present, 527 Group locations are noted locations have restoration plans in place, dependencies, and monitoring changes in 2021-2030 to be the 'Decade and actively managed for biodiversity. thereby meeting our 2020 target for 100% of the state of biodiversity and surrounding Environmental impact assessments (EIAs) of Ecosystem Restoration', relevant extractive sites to have a restoration ecosystems, is complex. To address these associated with permit applications require plan. While reinstatement and landscaping aiming to prevent, halt and biodiversity management plans (BMPs) challenges, we are focusing our efforts on of quarries and pits is typically carried out reverse the degradation to be incorporated into mitigation plans. our extractive activities where biodiversity close to completion of excavation activities, In 2020, 91% of relevant locations in sensitive and land use issues are most material. To that of ecosystems on every restoration is a continuous process, with the areas for biodiversity had BMPs in place, end, we have set a 2030 target for all relevant continent and in every rate of reinstatement depending on the closure exceeding our 2020 target. We have now locations to have a biodiversity management ocean. As a large-scale of excavation sites. In 2020, 527 hectares set an ambitious target for 100% of relevant plan in place, to reduce any negative of quarry and pit area were reinstated. landholder, we have a locations in sensitive areas for biodiversity impacts and enhance our positive impact responsibility to preserve and to have a BMP in place by 2030. Preserving local heritage on biodiversity. protect biodiversity across Enhancing natural habitats We make it a priority to conserve local our locations, increasing heritage. Prior to opening new extractive Our stakeholders tell us In order to ensure the long-term productivity of the ability of ecosystems areas, our operating companies engage our operations it is important that we protect qualified archaeologists to survey the area. to adapt to daily threats biodiversity and natural capital across our "Businesses are increasingly acting to protect This is to ensure no identified or potential and extreme events. locations. As part of ongoing biodiversity and restore nature. But it is not enough, and archaeological or geological features management, operating companies apply we must scale and speed up action if we're to are at risk. We are currently preserving the principles of the 'Mitigation Hierarchy', to reverse nature loss in this decade. That's why cultural heritage at 73 company locations avoid and minimise potential impacts on water it is important that more than 700 companies, as part of relevant management plans, quality, the disturbance of birds, animals and including CRH, are supporting Business For ranging from iron age structures, medieval plants, and the fragmentation of biodiversity Nature's Call to Action, calling on governments buildings and remnants from World Wars. corridors. We restore or rehabilitate disturbed to enact more ambitious policies for nature.” ecosystems and respect offsetting principles Looking ahead by increasing biodiversity in other areas. Eva Zabey In 2020, we signed up to support Business Executive Director, Business for Nature Extractive activities can create important for Nature’s ‘Call to Action’, calling on habitats for rare species. We enhance these governments to adopt policies to reverse habitats through incorporating specific nature loss in this decade. Looking ahead, we wildlife led design features, such as providing will further develop our biodiversity approach structures suitable for the nesting of bats, through collaborations with internal specialists birds, bees and other species. Other measures and expert organisations (see page 39). include suspending blasting during nesting Case studies periods and excluding specific areas from quarrying to preserve valuable habitats. 100% Click here to read more of relevant locations in sensitive areas information online about how we protect biodiversity 2030 for biodiversity to have a Biodiversity TARGETS Management Plan by 2030 CRH Sustainability Report 2020 39

+ Environment

Case studies At CRH, we are committed to protecting biodiversity. Nature has no Americas Collaborating Through our Americas Materials Division, we have worked with the boundaries, and so we believe that collaboration and partnership is Wildlife Habitat Council (WHC) since 2004. This non-profit group combines conservation and business to develop sites as wildlife essential. We work with international and national organisations to pool habitats. The areas for wildlife habitats may be large depleted quarries, for biodiversity or small buffer zones between an operating plant and a highway. our resources to drive best practices and connect our work to that of We currently have 18 WHC certified locations where wildlife such as benefits others to amplify positive impact. Examples of how we successfully the black swallow tail butterfly caterpillar, are settling and thriving. collaborate for conservation solutions across our company locations Canada Dufferin Aggregates, part of our Americas Material Division, are shown below: is committed to the responsible stewardship of the natural environment. In partnership with external organisations including Birds Canada and Waterloo Stewardship Council, Dufferin runs a progressive and award-winning biodiversity and restoration programme. Dufferin’s Milton Quarry is a designated World Biosphere area. Rehabilitation plans in the area have created new habitats for over 120 bird species, 37 butterfly species and 6 amphibian species, including the northern leopard frog.

United Kingdom Tarmac, part of our Europe Materials Division, works with local organisations across the UK to protect and enhance local biodiversity. For example, Tarmac is a steward of Panshanger Park, a historic park and garden that was previously quarried as is now in the final stages of restoration. In partnership with Herts and Middlesex Wildlife Trust and Herts County Council, Tarmac is working with various stakeholders to implement a Biodiversity Management Plan for the area. This plan will protect and nurture the diverse wildlife and showcase the stunning landscape.

Ireland Roadstone, part of our Europe Materials Division, works closely with a range of governmental, conservation and local organisations to enhance biodiversity. Collaborating with external specialists, Roadstone has developed an Integrated Constructed Wetland (ICW) at its Belgard Quarry location. The ICW treats the water draining from the quarry before discharging into an adjacent stream, transforming the disused land into a highly aesthetic and diverse habitat for local wildlife, such as bees and butterflies.

France EQIOM, part of our Europe Materials Division, has partnered with multiple conservation bodies in France, such as the International Union for Conservation of Nature (IUCN) and the Centre Permanent d'Initiatives pour l'Environnement (CPIE) Aisnes, to promote biodiversity. Working with CPIE Aisnes, EQIOM has developed a biodiversity action plan to preserve the ecology at the Presles et Boves quarry. Birds nesting in the face of the sand quarries are monitored and extraction plans are adapted annually to ensure ample space is available for nesting birds. Currently 350 breeding pairs of bank swallows and 28 breeding pairs of European bee eaters reside in the quarry.

Finland Rudus, part of our Europe Materials Division, is one of WWF Finland’s corporate partnerships, committing to nature and biodiversity conservation. In particular, Rudus supports the work being carried out in WWF Finland’s freshwater projects by donating aggregates to build and restore vital migratory routes for endangered fish and to work aiming to reduce diffuse loading. This partnership complements Rudus’ award-winning LUMO biodiversity and restoration programme.

Switzerland Juracime SA, part of our Europe Materials Division, works Americas Canada UK Ireland France Finland Switzerland with external specialists, such as the Nature and Economy Black swallow Northern Blue dragon fly at Local ducks at Bank swallow Native flora at the Falcon using Foundation to preserve and promote biodiversity. For example, tail caterpillar, leopard frog at Panshanger Park Belgard quarry nesting at Presles Rudus LUMO site at the bird box at a regional wildlife corridor, consisting of multiple ponds, rock Oldcastle Nature Milton Quarry et Boves quarry Ryttlä gravel pit Cornaux quarry features and bird boxes, has been developed at its Cornaux Trail, Atlanta quarry, to support the wildlife present in the area. CRH Sustainability Report 2020 40

"It is important that employers today People understand that diversity efforts will not succeed without inclusion in the workplace. We are on a In this people section journey to develop a more positive, Meeting the needs of our employees 41 inclusive environment that embraces Advancing our inclusive culture 42 diversity, engagement and belonging, ensuring that all our employees Engaging with our global workforce 43 Devon Channer Developing our employees 44 feel respected and supported." VP, Global HR Information Systems Rewarding our workforce 45

EHL, part of our Building Products Division in Germany, was once again named as a top employer among medium-sized companies in 2020. By actively engaging and developing employees, EHL continues to attract, retain and motivate a talented workforce and deliver long-term success. CRH Sustainability Report 2020 41

Implementing our social Working through COVID-19 Employees Meeting the policy Throughout the COVID-19 pandemic, CRH We endeavour to provide an employee management and leadership has regularly communicated with employees across the What are the challenges and needs of our experience that inspires and empowers our how are we managing them? global workforce to deliver our strategy. business on keeping safe, workplace changes, ways to stay emotionally and physically employees Our Social Policy (see page 67) supports supported, as well as governmental updates The success of a company relies on Everything that we achieve the delivery of our Group strategy and and advice. Relevant resources are accessed talented and engaged employees. One of highlights our commitment and approach to the challenges we face is engaging with our is made possible by our through a COVID-19 updates page on our fair employment, meeting high standards employee intranet, to ensure employees thousands of employees across multiple engaged and talented of employee engagement and good business can always find the latest news and quick countries and ensuring their needs are being workforce of c. 77,100 conduct. We aim to support our workforce resource links in one place (see page 43 met. The recent COVID-19 pandemic further employees. We strive to by providing a safe and respectful work for more information). We have encouraged highlighted the need to maintain a strong create a collaborative environment. our employees to share these resources employee engagement programme. We are with their families and friends to help keep continually developing our internal and environment and a culture of Our leaders throughout the world are them safe through these difficult times. external communication platforms to ensure shared ideas, as we focus committed to the principles outlined in our Social Policy and are driven by a sense of our messages are clearly understood and that on developing expertise and long-term responsibility. Managing Directors of employees are actively engaged. This is key advancing careers. CRH operating companies are responsible for to achieving our goals and developing a more implementing employment policies, guidelines inclusive and diverse organisation. and objectives in their areas of responsibility, supported by Human Resources teams and Our stakeholders tell us Group management. Implementation is verified through the Code of Business Conduct (CoBC) certification, the annual Social Review and "It was great to engage with the EMERGE ongoing engagement at every level of the Employee Resource Group (ERG) for Women Group. in CRH Americas Materials West around the benefits of inclusion and diversity and share Matters related to employees are regularly discussed at the highest levels within CRH. Wilbur-Ellis' experience with ERGs. I believe To ensure that the views of employees ERGs support employees by promoting a are taken into consideration in decision- sense of community and providing valuable making processes, the CRH Board has networking opportunities, driving business designated the SESR Committee with success by ensuring different voices responsibility for stakeholder engagement, are heard.” including with the workforce. John Buckley CEO, Wilbur-Ellis

A production team member at work at the Cape Coral Oldcastle Infrastructure Plant, Florida, part of our Building Policies Products Division. All CRH employees are treated with integrity and fairness as part of our culture of acceptance, trust, Click here for our respect and teamwork and our efforts to promote a creative Social Statement of and thriving environment in the workplace. Inclusion and diversity is key to achieving this, by creating a pipeline of Policy strong talent representing a broad range of ethnicities, backgrounds and experiences to build a better CRH. CRH Sustainability Report 2020 42

Driving inclusion and diversity Sustaining an inclusive Employees by age 2020 Advancing The benefits of an inclusive and diverse workforce workforce are clear to our business We focus on equality beyond numbers, Under 19 years our inclusive leaders. This is highlighted by the aiming to ensure that all of our employees <1% establishment of our Global Inclusion feel included and valued for their efforts. 20-24 & Diversity (I&D) Council in 2018. Our operating companies have policies to culture 5% In 2020, our Chief Executive took on the ensure equal opportunities for people of all We believe that our global role of Chair of the I&D Council, setting our ages and those with disabilities where possible, 25-29 workforce should reflect strategic approach and overseeing our work as well as equal pay for men and women. 9% At present, approximately 5% of our workforce the global customers we programme. We continued our workstreams 30-39 in the areas of communication, education, are under 25 and 31% of our workforce are 22% serve and the communities people practices, data and measures. between the ages of 25-39. A total of 1,132 we operate in. While we people with disabilities were employed across 40-49 have made strides towards Striving for gender balance 50% of Group companies during 2020. 25% developing a more diverse Although many roles within our industry We strive to ensure our recruiting practices 50-59 and inclusive organisation, have not traditionally attracted females, embed inclusion into each step of the process, 27% we know that it takes ongoing this is slowly beginning to change. We are from drafting job descriptions to using committed to growing our diversity of talent intentionally diverse interview panels and Over 60 commitment to make and fostering leaders of the future. To drive our candidate selection methodologies. In addition, 12% sustainable progress. So, we commitment, we have set an ambitious target we are working to improve the proportion continue to build awareness for 33% females in senior leadership roles by of under-represented employee groups at all levels of the organisation 2030 (see page 14 for more information). – such as female employees, individuals Gender balance by category 2020 with disabilities and ethnic minorities – both (% female) and focus on behaviours We actively monitor gender diversity on a within our general employee population and processes that build an global basis and 14% of our employees are and advancing to senior management. Operations environment where everyone female. At year-end 2020, 42% of our Board of Directors, 13% of our senior managers and As we develop new norms around inclusion, 7% has an opportunity and the awareness and training are essential. Over the 16% of our senior leadership were female. Clerical/Administration motivation to succeed. While only 7% of operations employees are last two years we have rolled out I&D training 45% female, we have greater female representation to over 1,000 leaders across our business in areas such as in clerical/administration, and are further developing the programme to Management where 45% of employees are female. move beyond awareness of unconscious bias 16% towards skill and capacity building. We are We are a member of the 30% Club, which also piloting a module on inclusive behaviours consists of Chairs and Chief Executives in our frontline leadership programme. committed to creating better gender balance at all levels of their organisation. In addition, Developing new talent many of our operating companies are making strides towards developing a more diverse and Our goal is to become a magnet for top inclusive workplace. For example, Tarmac, talent, attracting, developing and empowering part of our Europe Materials Division, are part future generations of CRH leaders. We have continued to focus on getting Case studies of a UK-wide industry collaboration board that focuses on raising I&D standards. As part young people interested in STEM (science, technology, engineering and mathematics) Click here to read of the collaboration, Tarmac has hosted 33% subjects from an early age, ensuring they more information several events with suppliers to promote I&D females in senior leadership roles about our approach standards throughout the supply chain. have the skills needed in our industry. by 2030 to I&D CRH Sustainability Report 2020 43

Connecting with our Engaging with employees With an average of 25 employees at each Regional Company Global our global location, we benefit from close working level level level relationships between management and workforce their teams. We leverage various avenues at regional, company and global level to We believe that an engaged communicate with our employees about workforce is a powerful strategic and business updates, activities, and news about CRH around the world. determinant of business success. We foster a culture COVID-19 has changed the way we connect Webcasts with our employees. Our strong lines of of open communication which with Divisional Employee Online communication proved more important than Presidents brie ngs newsletters drives understanding of the ever to provide our employees with critical needs of our employees while information surrounding our policies, Video Forums Open dialogue enabling them to acquire the requirements and expectations during the messaging information and skills needed COVID-19 pandemic. Our leaders have played a crucial role in this communication, regularly Seminars Suggestions CEO blog to deliver our strategy as well engaging with employees through videos, town schemes as succeed in their careers. hall meetings and other online tools to help guide employees through the changing situation. Town hall Internal Exit interviews meetings news portal Despite the challenges associated with the COVID-19 pandemic, 87% of employees participated in regular employee briefings and Newsletters informal meetings in 2020, with employees also involved in other informal meetings where open dialogue is encouraged. Monitoring employee engagement We regularly monitor employee engagement to understand what matters most to our employees. In 2020, 48% of employees were surveyed formally for employee engagement and satisfaction, covering both management and staff. Results indicated a high level of employee engagement, with 100% of those scoring in the “engaged” or higher categories. We use the insights gained through surveys and other forms of employee feedback to inform ways of

working, engagement strategies and leadership The spread of COVID-19 has led to a growing number of companies rethinking their ways of working. At CRH, while many of our development approaches. Looking ahead, in production workers are working on-site, in line with best practice measures to help contain further spread of the virus, a majority 2021, we plan on engaging with our employees of the remaining workforce have been encouraged to work remotely. This has led to a transformation across our operating companies building more adaptive teams, where employees feel supported and connected. Cubis Systems, part of our Building through an organisational health survey, to Products Division, continues to ensure that its employees feel connected during these difficult times. In 2020, employees from gather insights on how we can continue to across Cubis Systems came together virtually to support Brew Monday as part of Samaritans Mental Health Awareness Week. build a healthy and high-performing company. CRH Sustainability Report 2020 44

Developing our leadership Training our employees Investing in our workforce Developing We are committed to developing leaders Our aim is to help our employees continuously We invest in talent development across our of the future. We have identified the core develop their skills in areas such as safety businesses, empowering our employees our employees leadership competencies to provide the skills, and environment, as well as other areas across all levels of education and employment abilities and behaviours needed to support relevant to their role, such as frontline to grow their careers through personal and Attracting and retaining the employee performance, growth and success leadership. In addition, employees receive professional development opportunities. best talent is a challenge across our businesses. These are outlined compliance-related training on topics such In 2020, 86% of our operating companies in the ‘CRH Leadership Profile’ and are as our Code of Business Conduct (CoBC). offered career development opportunities faced by many industries integrated within performance management or advice to employees. Career guidance COVID-19 restrictions provided many in today's competitive jobs and leadership development programmes. was received by 59% of managers, 42% challenges for employee development and In addition, we focus on the development of of operational employees and 40% of market. By fostering a culture face-to-face training and engagement. females in leadership roles throughout the clerical/admin employees globally. of continuous development At CRH, we were quick to respond to Group (see page 42 for more information). for our employees, we aim these challenges. We moved most of our We continue to teach new skills to our to ensure that we have To continuously identify high-performing and training programmes online and were able workforce to meet the changing needs of our motivated leaders, we systematically review to make more learning, such as resilience industry. We have placed an emphasis on the talent and capabilities our approach and accurately combine our and inclusion and diversity workshops, providing access to world-class learning and needed to drive performance, employee’s skills and our business needs. available to a broader scope of employees. development resources, along with educational now and in the future. We also emphasise employee opportunities for and performance support systems. We also In 2020, employees across our business international mobility across the businesses, offer reimbursements for job-related degree completed a total of 2.1m hours of virtual particularly for management roles, to programmes, at all levels of education. This is and in-person training, equating to 28.5 help people grow their skills and develop particularly relevant for smaller communities, hours training per employee. Critical training their careers. where our operating companies may be on safety, business conduct, regulatory a large employer in a local context. requirements and key employee development needs were prioritised early in the COVID-19 We also collaborate with local communities crisis. In 2020, 96% of employees received through our apprenticeship schemes, graduate training which satisfied our target for 95% programmes and educational partnerships. of employees to receive training annually. Successful graduates and apprentices are given the opportunity to gain hands-on experience across our operating companies. Training by type 2020 For example, our CRH Technical Cement (Hours per employee) Graduate programme in Eastern Europe, provides opportunities for graduates to grow

Safety their technical capabilities, while learning about our business. 19.2

Quality An important focus across CRH is the training and development of graduates and interns. For example, four 4.0 students recently completed a six-month internship with our Procurement team in our CRH Amsterdam office. The Management and other education internship programme supported the graduates in the 3.8 development of their theses while learning about our business. The topics included logistics visibility, improving sustainability Human rights selection through e-sourcing and increasing supplier participation in expressive bidding. 0.9 2.1 million Environmental hours of employee training across 0.6 our business in 2020 CRH Sustainability Report 2020 45

Attractive working conditions Managing employee turnover Recognising strong Rewarding We strive to create a supportive working Approximately 40% of our employees have performance environment for our employees. Our global been working in our businesses for over Our employees strengthen the reputation our workforce benefits are competitive, inclusive and align 10 years, bringing a balance of knowledge of the company through the relationships with our values. We design equitable pay and experience. However, the seasonal and and networks built up across the different Our success depends on our packages to attract, motivate, and retain talent, cyclical nature of our industry means our businesses. We offer performance- people. Effectively engaging, while offering benefits in line with industry workforce and management are required to based compensation and rewards for and national standards. We embrace and deal with peaks and troughs in demand. our employees, dependent upon their developing, retaining and comply with local wage and working time laws. Our employee turnover rate is 22.8%; this contribution to the success of the business rewarding our employees is Our operating companies offer entry-level includes seasonal employees, many of and demonstration of company values. a priority for us. We strive to wages at or above the minimum wage, with whom return year after year. We work to many companies having policies in place to Our reward systems are transparent and create a work environment limit the impacts of seasonality and provide ensure a living wage. Policies or procedures designed to reward the entire workforce, assistance to employees and managers with which encourages innovation, are in place at our operating companies from the Chief Executive to our frontline retirement planning and downsizing when thrives on collaboration, to prevent excessive working hours. workers. Where relevant, key sustainability rewards contribution and it is necessary. Fair and flexible hiring and metrics are included. While safety may We promote flexible work practices where lay-off practices apply, particularly in seasonal provides every employee with be incentivised at all levels, environment, appropriate to accommodate a healthy businesses. For major operational changes, community and product-related measures are the opportunity to develop. work-life balance for our employees. We offer appropriate notice periods are implemented. typically incentivised at management level. similar benefits to full and part-time employees In some cases, share-based incentives are working within the same business including Freedom of association provided in accordance with regulatory and parental leave, retirement provisions and We respect the rights of our employees industry practices in particular jurisdictions. access to disability or invalidity schemes. to form and join trade unions and take Throughout the COVID-19 pandemic, flexible part in collective bargaining. We also take work practices were extended, where relevant, care that employee representatives do not to accommodate changes in work situations, suffer discrimination and have open access such as the move to remote working, family to members. Approximately 22% of our circumstances and workplace safety. employees were members of trade unions in 2020. A number of our operating companies Labour practices are unable to disclose this information due to regional legal restrictions and we We review workplace practices annually respect this position. Membership varies by across all operating companies. In 2020, country, with union membership exceeding we found no cases of forced or compulsory 70% in certain countries. labour and no employees or contractors under the relevant legal age working at Wage negotiation is carried out depending any location among our businesses. on local industry practice. In 2020, 71% of the wage reviews were carried out on an individual Apprenticeship and internship programmes basis or through unions/groups. Overall, the are delivered in accordance with local level of lost days due to industrial disputes legislation and are typically regulated by was low in 2020, with just 109 work-days governmental educational agencies. lost, equivalent to 0.0006% of all work days. Our employees are leading the way across our industry. Case studies Luiza Barros of TexasBit, part of our Americas Materials Division, was named one of Women of Asphalt’s ’20 to Watch Click here to read in 2020’ list. Women of Asphalt supports women in the asphalt more information industry in North America through mentoring and advocacy, about our approach to while also encouraging more women to pursue careers in human rights asphalt. The ’20 to Watch’ list includes outstanding individuals who have achieved success, effected positive change in the industry and have given back to their community. CRH Sustainability Report 2020 46

"Our industry plays a critical role in the Products development of a more sustainable society. Through a continuous focus on innovation, our businesses are In this products section supporting the transition to a low- Developing innovative solutions for our customers 47 carbon economy. We are reducing our Building trust with our customers 48 environmental footprint while continuing Promoting a circular economy in our value chain 49 to provide innovative solutions for Marie Glenn climate-resilient infrastructure such as Ash Grove Regional VP, hospitals, schools, industrial facilities, Americas Materials community services and essential infrastructure services that form the backbone of modern society."

Our businesses produce high‑performing, climate‑friendly materials and products which play an important role in shaping a more sustainable built environment. Ergon, part of our Europe Materials Division, provided columns, beams, prestressed vaulting and other concrete elements for the Silver Tower project in Noordstation, Sint-Joost-ten-Node, Brussels. The elliptical structure is 136m tall, with 33 floors above ground and was competed in 2020. CRH Sustainability Report 2020 47

Products with sustainable Collaborating to drive Developing attributes innovation Resource efficiency At CRH, we are focused on developing To master global challenges, our society needs and management innovative innovative, value-added products and innovations based on sustainable building solutions that reduce construction times, solutions more than ever before. At CRH, What are the challenges and how solutions for improve the efficiency and safety of buildings we are collaborating across the construction are we managing them? and prolong the life-cycle of structures. value chain and the wider scientific community to promote innovation in technologies that An ongoing challenge is how to deliver our customers We offer multiple products and building provide lower-carbon products and structures sustainable products that enhance the solutions with enhanced sustainability (see page 29 for more information). customer’s vision for sustainability, without Today, the world is changing attributes*. In 2020, these sustainable products In addition, our CRH ICSC is working to steer being compromised by the practicality more rapidly than ever before. accounted for 46% of our product revenue. innovative solutions and build sustainability of construction. To achieve this, we will These include products with high levels of Architects, engineers and awareness across the construction sector continue to focus on innovation, research and recycled content, such as recycled asphalt customers are increasingly (see page 32 for more information). development, across our operating companies pavement (RAP), lime used in desulphurisation and through our CRH ICSC, as we progress working to address the of air emissions, concrete products used In doing so, we are contributing to achieving towards our CRH ambition for 50% of Group challenges associated in water management systems, as well as the UN SDGs. Key outcomes include revenue to come from products with enhanced with developing net-zero products that deliver sustainability benefits greater resource and energy efficiency, as sustainability attributes by 2025. energy buildings, reducing for the built environment. For example, well as lower emissions, which result in a Oldcastle APG, part of our Building reduced carbon footprint both for us and carbon emissions, reducing Products Division, produce Greenline and our customers. This puts us firmly on a path Our stakeholders tell us construction waste and VersaStone masonry products which are towards a resilient, net-zero built environment. developing smart, resilient manufactured using up to 40% recycled It is also important to consider how our "Increasing the use of supplementary cities. At CRH, we take the materials. Concrete is also a key building products are used in the built environment. material for the construction of renewable Working with our customers, we have applied cementitious materials in concrete can lead in rethinking the nature energy infrastructure and public transport. innovative digital construction technologies dramatically reduce CO2 emissions while of sustainable construction. and carbon management processes to boosting the economy towards a circular We recognise the contribution many of our From healthy, energy reduce the embodied and operational carbon approach. Further developing the capability products can make in helping customers footprint of individual structural components of resources to capture and store CO2 is efficient buildings to green achieve higher scores in green building incorporated into the built environment. a challenge currently being addressed by infrastructure, our products rating schemes such as BREEAM®, DGNB, CRH and Politecnico di Torino through and LEED®. This includes the thermal mass make a real difference in our well-established collaboration." addressing the sustainability properties of concrete for improved building energy efficiency and the use of building challenges that increasing envelope solutions, such as high-performance Paola Palmero, global urbanisation brings. glass and glazing products that incorporate Professor in Materials Science and Technology, innovative thermal break technologies for Politecnico di Torino superior thermal performance, while providing essential daylight. Overall, 25% of our relevant product revenue is from products that can be used in certified sustainable building schemes**.

In 2020, CRH construction accessories businesses united Case studies * Products with enhanced sustainability attributes are defined as products that incorporate recycled materials or use alternative under a single company brand, Leviat. As one global energy/fuel sources, products that have sustainability end-uses company, Leviat is more responsive to evolving customer 50% Click here to read more and products that have environmental benefits in production, needs and the demands of construction projects, on any scale, of product revenue to come information about how such as a lower footprint than alternatives. anywhere in the world. Leviat's engineered and innovative from products with enhanced our products contribute ** Products that can be used directly in structures certified to solutions improve the thermal and acoustic performance of sustainability standards are defined as products that can be buildings, as well as on-site safety and construction times. sustainability attributes by 2025 to sustainable cities used in structures certified to BREEAM®, Green Globes®, LEED®, IC-700, etc. CRH Sustainability Report 2020 48

Understanding customer Driving sustainable Building needs construction standards Customers and products Our customers’ satisfaction is the basis for We are an active advocate of increased What are the challenges and how trust with our business success. We understand that product transparency and provide information are we managing them? our customers have their own sustainability on the environmental performance of our customers goals to meet and that the early involvement our products. Several of our products There are challenges associated with of the construction material provider on are supported by Environmental Product meeting evolving customer expectations and individual projects is key to the success of Declarations (EPDs) or certified to Our ambition is to be the devising effective strategies to overcome meeting these sustainability objectives. various certification standards, such as most attractive partner for the technological, operational and cultural the BES 6001 standard for responsible our customers and deliver To better understand our customers’ needs, barriers to meeting these needs. For CRH sourcing of construction products. products that fulfil their we carry out regular perception surveys to meet these challenges, we focus on evolving needs. We strive across our markets. In 2020, out of the We work collaboratively to enhance achieving early engagement in projects 52% of Group companies who carried out sustainability throughout the life-cycle of to ensure that our products and services to build transparent, open formal surveys, customer satisfaction was products. For example, we are a Founding are aligned to the evolving demands of our relationships with our rated at a high level, with 93% of completed Member of the Concrete Sustainability Council customers. We also promote our range of customers across every surveys indicating above average levels of (CSC), which has developed a Responsible products that contribute to a sustainable business activity in which satisfaction with our products and/or services. Sourcing Scheme industry standard for built environment. concrete, to enable informed decisions in we engage. Our ability to Ensuring product the construction industry. We have also continuously combine our responsibility partnered with CEMBUREAU on various Our stakeholders tell us in-depth expertise with our projects, such as Level(s), a voluntary Product responsibility concerns the building assessment framework, as well as wide range of resources "Addressing the major sustainability impact of our products and services on provided input to various industry responses challenges facing the building materials reflects our ambition to be the environment, our stakeholders and to legislation and standards proposed for industry requires leadership. CRH is a pioneer a provider of innovative, customers. We consider health and safety the cement sector. You can find out more aspects from the product concept stage right within its industry. Together, we have built a sustainable building solutions. on page 47 about how we collaborate strong relationship to permanently capture through to product use. Where necessary, for innovation in the built environment. our products are accompanied by Materials and utilise CO2 to produce sustainable Safety Data Sheets containing information construction products using a circular and on use, storage and application. All our low-carbon approach. This requires forward- companies operating within the EU comply thinking managers and a culture of innovation, with the European Regulation on Chemicals combined with a vision for a better future." (REACH) requirements in providing health, safety and environmental information. Dr Paula Carey, All our products are manufactured to the Founder and Technical Director, highest national and regional technical Carbon8 Systems standards and specifications and are independently certified. In addition, many of our businesses operate to ISO 9001 Quality Management Systems, Our concrete business units in Canada, Dufferin Concrete, Ontario Redimix and Demix Béton, part of our Americas further guaranteeing product quality. Materials Division, are leading the industry in leveraging technology and providing paperless solutions to customers. Launched in 2020, the ‘E-ticketing’ solution eliminates the need for paper tickets, ticket scanning and storage, while simultaneously providing social distancing for employees and customers, and improving customer service. We aim to make our customer experience as smooth and time efficient as possible. CRH Sustainability Report 2020 49

Providing end-of-life Other reused material RAP and shingles Promoting solutions for products (million tonnes) (million tonnes) Designing products in a smarter, more 2020 a circular sustainable way offers significant 2020 10.8 environmental and economic benefits. 10.5 economy At CRH, we are rethinking and redesigning 2019 2019 our products and components to improve 11.8 10.8 in our the life-cycle performance of buildings and provide end-of life solutions for our products. 2018 2018 9.9 11.0 value chain Our operations use by-products from both our own and other construction and Increasing consumer industrial processes, such as recycled demand for more sustainable asphalt pavement (RAP) and shingles, products, as well as new construction and demolition (C&D) waste, Internal by-products C&D (million tonnes) (million tonnes) environmental regulations, fly ash and ground granulated blast-furnace slag (GGBS), along with other reused pushes manufacturers materials. The amount of waste from other 2020 2020 to commit to sustainable industries that we consume as alternative 2.6 10.5 and circular outcomes in fuels and raw materials is 81 times greater 2019 2019 than the amount of waste we dispose of. their processes. It is an 2.5 10.2 In 2020, we recycled a total of 36.5m tonnes of opportunity for collaboration 2018 2018 alternative fuels and materials in our processes. across industries to make 2.6 8.5 This includes 34.4m tonnes of alternative raw changes to production and materials, substituting 8% of the virgin materials consumption systems and we would have otherwise used. Depending on design products in a smarter the product, this substitution rate can be Promoting a circular economy way, extending their useful significantly higher. In addition, over the next Promoting the long-term benefits of our lives and ensuring that they decade, we expect to use over 100 million tonnes of RAP in our road surfacing products. products for the circular economy is a can be returned to the circular key focus of our engagement with trade economy at end-of-life. In 2020, 2.6m tonnes of our total alternative associations and other stakeholders. materials were by-products from our own We provide knowledge and input on internal processes, such as baghouse fines various standardisation processes and and off-spec products which were internally best practices through our participation recycled back into processes where possible. in industry association working groups In addition, through co-processing, we (see page 29 for more information). recover waste streams from other areas of industry to be used in the manufacture In addition, our performance teams and of alternative fuels. The replacement of Where possible, our operating companies use alternative our CRH ICSC continously focus on trialing fossil fuels, such as coal and petcoke with materials to provide end-of-life solutions for products. For innovative pilot projects to increase the use of example, MoistureShield composite decking from Oldcastle alternative fuels and materials in our processes, these alternative fuels is key to reducing APG, part of our Building Products Division, is manufactured Case studies the carbon intensity of cement production. using 95% recycled content. which can be rolled out across our operating companies to further drive our sustainability Click here for more You can find out more on page 31. ambitions (see page 33 for more information). information on how we contribute to the circular economy CRH Sustainability Report 2020 50

"COVID-19 brought to light the increasing Collaboration importance of working together to meet the challenges we face as a society. Driving positive change across our value In this collaboration section chain requires ongoing engagement Collaborating with our stakeholders 51 and collaboration with our employees, Managing our human rights impacts 53 customers, suppliers and local communities, leading to stronger partnerships and Aligning our supply chain with our values 54 Ana Diacova enhancing our sustainability agenda." Sustainable procurement strategy 55 Plant Manager, Podilsky Cement, Enhancing social value in our communities 56 Ukraine Creating value for our communities 57

Our products help create structures that embody environmentally-conscious solutions and enhance the overall sustainability performance of buildings. Oldcastle BuildingEnvelope (OBE), part of our Building Products Division, collaborated with an architecture firm in the development of the York University Schulich School of Business in Toronto, Ontario, which has achieved the Leadership in Energy and Environmental Design (LEED®) certification. CRH Sustainability Report 2020 51

Engaging with our Growing our engagement Supporting our stakeholders Collaborating stakeholders Stakeholder input is particularly important in Proactive engagement and communication We take a collaborative and responsive developing, implementing and continuously lead to stronger partnerships and increased with our approach to developing stakeholder improving our sustainability policies and opportunities for all our stakeholders, as well relationships, while empowering our commitments. Building partnerships as continued improvement in our sustainability stakeholders businesses to deliver local engagement with our stakeholders leads to improved performance. By closely collaborating with our in an inclusive and transparent way. engagement and communication, continued stakeholders, we maintain our social license As a diverse and global improvement in our sustainability reporting, to operate and enable shared value creation. Our stakeholders include our employees, as well as increased understanding The COVID-19 pandemic has overshadowed company, we want to make investors, customers, suppliers, governments, of our impacts and opportunities. a positive difference on regulators, trade associations, academia, local much of 2020 and at CRH, we have responded communities, NGOs and other businesses. We use appropriate activities to interact with to this global challenge in multiple ways to a large scale for people, each of our stakeholder groups, depending support, not only employees, customers and society and the environment. We are very much embedded in local on our line of business, location and area suppliers, but also the communities where Through meaningful communities, with the majority of our of interest (see a summary on page 52). we live and work. Some of the ways we have engagement with employees living in the area local to our We use the outcomes from these interactions helped our stakeholders include donating operations. Many of our employees give to identify gaps and opportunities for our PPE, providing necessary products, such stakeholders, we continue their time to our communities in various businesses at a global and local level. as protective glass enclosures, supporting to develop and strengthen ways, including participating in the Boards This analysis feeds into action plans for our more vulnerable neighbours and helping relationships to take of charities and industry associations. relevant areas. to fast-track new hospital building work. action locally, provide Due to the restrictions associated with In addition, internal and external stakeholder We are proud of how we were able to help solutions to challenges, and COVID-19, we were unable to welcome feedback plays a central role in our materiality our communities during what has been a contribute to sustainable visitors onto our sites during 2020, breaking assessment process in evaluating and very challenging time. You can read more with our long tradition of hosting open days economic development. prioritising our key material sustainability issues about the ways in which we are engaging and other events. Our operating companies (see pages 16-17 for detail on our most with local communities and our positive have been working hard to find other ways recent materiality assessment). This feedback contributions on pages 56 - 57. to engage with stakeholders and the local makes it easier to not only define risks, community. In 2020, our operating companies opportunities, and KPIs, but also to report and hosted 810 stakeholder engagement set strategic targets. events, a decrease on the previous year.

Annual report

Read more about our stakeholder engagement Across our Americas Materials Division, businesses and employees have been doing their part to support local communities and online in our 2020 Annual each other in response to COVID-19. For example, Tilcon Connecticut, Texas Materials and Pennsy Supply are among the many Report CRH companies that donated masks and face shields to healthcare providers on the front line, to help meet the increasing demands for suitable PPE. CRH Sustainability Report 2020 52

How we engage with our stakeholders Academic Local Governments and scientific NGOs and Employees communities Investors Customers Suppliers and regulators community Media pressure groups

Key Business Community issues Business Customer relations Quality and delivery Health and safety Environment Business Eco-efficiency performance performance and contracts and climate performance areas of Planning matters Health and safety Environment Environment Health and safety Strategic growth Quality and delivery and climate Product efficiency Health and safety and climate Potential local Contract engagement and innovation Inclusion and impact Capital allocation Health and safety performance Corporate Inclusion and Human rights diversity governance Human rights diversity Sustainability ESG topics Sustainable Local impacts Corporate Corporate products Planning matters Natural capital Environment governance Board and Corporate governance and climate Executive Product innovation governance Natural capital Graduates and Human rights remuneration apprentices Product innovation Collaboration Human rights Product standards Potential local Inclusion and Corporate Environment and impact diversity governance climate

Key Team meetings One-to-one Annual General Negotiations Supplier surveys Briefings and One-to-one Media surveys One-to-one meetings Meeting direct meetings meetings meetings methods of Employee surveys Customer surveys Contractual Interviews Open days One-to-one meetings Multi-stakeholder Seminars and Presentations engagement Employee Formal market Media briefings meetings and calls forums lectures newsletters Site tours and research Tender questions Participation Press releases virtual events Surveys Industry Intern, graduate in events Podcasts Company websites Information associations and apprenticeship Social media Participation Investor and ESG and social media requests Open days Town hall meetings programmes in local events conferences Audits Product information E-tendering CEO blog and roadshows Presentations Employee on packaging platforms Open days Performance engagement Results Round table Customer Assessment and reviews processes presentations discussions relationship due diligence One-to-one development meetings/briefings Exhibitions

Frequency of Ongoing Ongoing Ongoing Ongoing Ongoing As required As required Ongoing As required engagement

2020 Improved Engaging with our Engagement with Engaging with our We engage In 2020, our By engaging with We continued Through our Outcomes engagement with local communities investors helps us customers ensures with suppliers engagement academic and to improve our memberships and employees helps during 2020 understand their we listen to their to develop a with local and scientific institutions engagement with partnerships with to attract, develop, ensured that we expectations of our needs and deliver responsible and national regulators, during 2020, media to ensure NGOs we continue retain and motivate increased our risk management innovative solutions sustainable supply governments we continued that specific to be involved in our workforce, understanding and our financial required to meet chain needed to and industry to support sustainability issues developing industry sustaining our of their needs and ESG their sustainability deliver innovative associations, partnerships and were addressed best practices competitive and priorities, performance. commitments. In and sustainable ensured that collaborations appropriately and across a range advantage and addressed any During 2020, 2020, we focused products. During we contributed on research and effectively. During of established long-term success. concerns and took investor focus on ensuring we 2020, we worked appropriately to development, 2020, engagement sustainability topics In 2020, it also responsibility for included assurance continued to with our suppliers issues relevant championing focused on how and collaborating allowed us to potential impacts. that measures meet customer to ensure that to our activities, innovative we are addressing on sustainable help protect our being taken as a requirements practices such as improved our advances and climate change solutions across employees and result of COVID-19 throughout safety and business sustainable collaborating and the positive the value chain. their families during were protecting COVID-19. conduct were performance on sustainability impacts of our COVID-19. employees, society not impacted by and progressed solutions. industry in facing and the business. COVID-19. projects for societal the challenges of enhancement. COVID-19. CRH Sustainability Report 2020 53

Our human rights approach Our policies and processes Human rights Managing At CRH, we understand the importance Our Social Policy, Code of Business Conduct of human rights and the role of business (CoBC), Supplier Code of Conduct (SCoC) and What are the challenges and our human in the protection and upholding of human other Group-level policies set the framework rights across its operations. We continue for ensuring that we uphold our commitments how are we managing them? to develop and refine our approach to to human rights. In addition, we have an rights impacts human rights due diligence to better independent, multi-lingual "CRH Hotline" Due to the size and scope of our business, we face the challenge of managing potential CRH is a truly global business, understand our potential impacts. facility, accessible 24 hours a day, seven days a week, which allows our employees, impacts to human rights across a complex Our Annual Review provides information on employing c.77,100 people customers, suppliers and stakeholders to global supply chain involving many players the people working across our operations, across multiple countries. Our priority is to across 30 countries. We are raise any issues of concern (see page 62). in particular the employees and contractors continue to strengthen our human rights committed to respecting working on our sites. Through our sustainable As we continue to further develop and approach for further alignment with relevant internationally recognised procurement programme, we carry out key implement our processes, we recognise that and credible international frameworks on human rights and the supplier risk assessments to identify any we need to work with all of our stakeholders, business and human rights, with a focus UN Guiding Principles on potential high-impact supply chains. Where we including employees, contractors, supply on ensuring 100% of our relevant suppliers identify impacts, we work with our suppliers to chain partners, communities, NGOs and Business and Human Rights are compliant with our human rights and develop remediation plans for those affected our peers, to support the enhancement of labour policies. across our operations and and build the capacity of suppliers to then human rights. We will continue to strengthen extended supply chain. ensure these impacts are properly managed and implement a robust human rights Our stakeholders tell us Our annual 'Commitment on an ongoing basis. Our operating companies approach across our operations, with a have developed Community Engagement particular focus on our supply chain. to Human Rights' Modern Plans, where relevant, to help meet the needs "Human rights are a fundamental and Slavery Statement provides and priorities of their local communities. non-negotiable concept. The effort detail on our overarching In addition, we extend elements of our annual required to tackle abuses of human rights commitments, core policies Social Review to joint ventures and associates. around the world is more than any one and the governance organisation can achieve, however large. Collaboration is vital, this is not an issue processes we have in place for competitive advantage or protecting to manage human rights. Our due diligence work has highlighted four salient human rights impact areas intellectual property. I commend CRH's plan to collaborate widely on this issue and look forward to seeing positive outcomes.” Safety of those working on our sites Employment conditions of contractors There are multiple safety hazards associated with working on our sites Shaun McCarthy OBE, our industry. Our Safety section (pages 20-25) Through our Annual Review, we assess Chair, Supply Chain Sustainability School provides details on how we manage safety across the working conditions of our employees our operations, working towards our ambition and contractors. For more information on of zero harm. our labour practices see page 45.

Health of the communities living close Labour rights of those working in our to our materials activities sites extended supply chain All of our potentially high impact materials We source our materials and products from activities have a Community Engagement Plan over 118,000 suppliers worldwide. Through our Statement in place at their sites. For more information on sustainable procurement programme, we work our stakeholder and community engagement with our suppliers and stakeholders to promote Click here to read processes see pages 51 and 56. human rights. For more information on our our Modern Slavery supply chain processes see pages 54-55. Statement CRH Sustainability Report 2020 54

Our supply chain footprint Promoting good practices Understand the risks and Aligning our Together, our operating companies purchase We source goods and services through impacts of COVID-19 around $16 billion of goods and services multiple routes: from centralised procurement, We are acutely aware of the impact of supply chain every year from 118,000 suppliers spread to local buying and to e-sourcing. Our ‘Know COVID-19 on those working in global supply across America (48%), Europe (51%), Asia Your Supplier’ due diligence system provides chains, such as potential challenges of with our values and the rest of the world (1%). We also extract key third-party data points for financial risk, increasing unemployment and pressures on raw materials – such as aggregates, sand sanctions screening and adverse media. environmental management. The vulnerability At CRH, we expect our and gravel, to use in our own processes, as We expect 100% of suppliers to comply of certain groups has been exacerbated by well as to supply to external customers. with our Supplier Code of Conduct. suppliers to share our COVID-19 – in particular migrant workers, women working in the supply chain, and unwavering commitment The CRH Group Procurement Council All of our procurement teams are increasingly oversees all aspects of purchasing strategy, integrating sustainability into our sourcing young workers. to good ethical practices. policy, targets and objectives. Core business processes. Our supplier selection and Our procurement teams work in partnership We work closely with lines each have their own supply chain footprint ongoing assessment processes include with our suppliers to find solutions to potential our suppliers and other with different challenges and opportunities, sustainability criteria. We increasingly issues. In response to COVID-19, we have stakeholders to drive and therefore, our approach to each differs: build on our key supplier relationships to undertaken specific resilience discussions ensure we respond to sustainability issues • Our Materials businesses are vertically with suppliers. Our ‘Know Your Supplier’ improvements in the supply and provide added value in key areas. chain and support suppliers to integrated, often extracting much of their programme is designed to highlight suppliers own raw materials, or using materials We assess risk at a commodity level, in line that are undergoing a change in their financial provide good jobs and manage produced by other operating companies with ISO 20400 best practice. We use 12 health, so we can be more targeted in this their environmental impacts. assessment criteria covering areas such approach. In addition, our procurement teams • Our Building Products businesses source a With the growing expectations as health and safety, human and labour continue to work closely with our operating wide range of products from manufacturers rights, environment, climate change and companies to address the issues that have on transparency and reporting, across the world, accounting for a significant governance, to understand potential risks arisen from the pandemic. our supply chain programme number of suppliers in our total footprint and act strategically across a range of is constantly evolving. We continue to review our supply chain risks profiles which can be improved. We provide through our Enterprise Risk Management responsible procurement training to those (ERM) Framework. Our commodity heatmap staff working directly with our suppliers. assessment is reviewed prior to any significant The training helps equip staff with the procurement project. We also work with understanding and tools to be able to spot our auditing partners to ensure our on-site issues and effectively engage suppliers assessments are fit for purpose. through their Category Strategy Plans. Driving improvement through collaboration Our commitment to our values goes beyond our own activities. We aim to support the transition towards more sustainable supply chains across the entire industry. We engage with suppliers, governments,

Our procurement teams continuously work to find new ways industry bodies, businesses and other Policies to innovate for positive change and support the transition partners and collaborate to find new ways towards more sustainable supply chains. As part of ongoing to innovate for positive change, support 100% sustainable transport development, EQIOM, part of our Europe Click here to read local communities and create social value. of our suppliers to Materials Division in France, is using an Econic truck, designed our Supplier Code to adapt to the needs of drivers, ensure better safety in road comply with our Supplier of Conduct transport and anticipate the safety standards of tomorrow. Code of Conduct CRH Sustainability Report 2020 55

Our customers and stakeholders want assurance that the products we supply are Sustainable LOW MEDIUM HIGH produced in a responsible way. In order to make an impact on issues in our supply procurement chain we have embedded a sustainability approach in our sourcing strategy. strategy

Pathway to impact Supply chain risk Benefits

2 Clear and robust policies

and standards that

Reduced Risk reflect best standards. Our Supplier Code of By integrating Fairness, inclusion inclusion Fairness, respect and emissions Environmental stewardship Resource efficiency Circular economy Water and Legal compliance Economic growth Social Social value Energy and CO Spend % Safety Health CRH Group Labour Practices Conduct (SCoC) is CATEGORY sustainability Policy available on crh.com requirements at the Packaging 2% M L L L L L H M H L L L start of the tender stage we are able to Creating a compelling mitigate risks more argument of how Chemicals 5% M M M L L H M H L L L L effectively than after and why improved sustainability is good the event. for business and how Monitoring IT & Telecom 1% L L L L L M L H H L H L it delivers value for the drivers stakeholders beyond financial benefits. Building Components & 8% H M H L M H M L L L L L Manufacturing Materials Innovation Developing processes Sustainability and that enable our Energy 9% M H L L L H H H L L L L procurement teams, innovation are sourcing specialists and increasingly linked suppliers to meet our and often lead to lower Enablers General Services 8% L M M M H M L L L L L M evolving requirements. total cost of operation solutions. Mobile Equipment 6% M M L L L H L L L L L L

Identifying the risks and prioritising areas for Production Equipment 5% H M M L L H L L L L L L Risk and improvement for specific priority commodities. Raw Materials 18% M M M L M M H M H M M M Collaboration analysis Procurement creates a critical narrative that can Logistics Services 20% H H L L L H M L L L H M demonstrate trust and Integrating safer, fairer, deeper relationships cleaner and better Maintenance & with both customers 14% H H L M M L L L L L H L performance in all of our Production Services and suppliers. Sourcing procurement and buying activities. Facilities Management process 4% M M H H M M M M M M M L & Estates CRH Sustainability Report 2020 56

Strengthening local Assessing our social impacts Community and society Enhancing relationships Like many global companies, assessing With over 95% of our employees living the impacts of our social investments is an ongoing challenge. We focus on measuring the What are the challenges and social value locally to our businesses, we are very much how are we managing them? embedded in the local communities where global impacts of our investments – including financial, non-financial and social benefits – in our we are located. Our operating companies The effects of COVID-19 will continue to be contribute to local communities, for example, so that we can make informed choices and scale up our positive contribution. We use our felt in communities around the world for the communities through employment, educational development foreseeable future. At CRH, we are working and supporting local businesses. Communities Reporting Tool to measure inputs and outputs of our investments and projects. hard to make a real and lasting impact within We aim to use our reach and We strive to promote positive neighbourly our local communities, to help address the influence to maximise our relations to understand the needs and Building resilient communities challenges faced by society. To achieve priorities of local stakeholders. To achieve a consistent approach, our businesses positive impact, working hard Many of our businesses engage in successful a consistent approach, our operating are required to implement a Community to support local livelihoods partnerships with stakeholders, to tackle the companies are developing Community Engagement Plan. housing crises in their own communities. and businesses and to Engagement Plans in all relevant locations, For example, our North American business build strong, proactive and to help us understand any concerns and sponsors a company-wide Habitat for Our stakeholders tell us take responsibility for potential impacts. transparent relationships Humanity project each year to tackle with our local stakeholders. Investing in our local the housing crisis, uniting employees to "Focus Ireland fundamentally believes build a home for a family. In addition to communities that homelessness is wrong. Through our employees’ hands-on participation, we partnership with CRH we are on the way to Community investment is one of the ways donate products including concrete blocks, ensuring no family in Ireland is without a place we contribute to thriving and inclusive pavers and mulch. More impressive than the to call home. Given COVID-19, our Shine a communities. In 2020, we donated material and financial support is the impact Light Night fundraiser became a virtual event $8.3 million to local organisations and that these types of partnerships have on this year, with people sleeping out in their own initiatives, focusing on the most prevalent neighbourhoods, communities and individuals. homes. The CRH team raised an amazing needs in our communities (see page 69 €40,000 and we are truly grateful for this and for a breakdown of donations by area). CRH's ongoing corporate support.” Education is a focus area and, in addition to donations, we had approximately 400 Aisling Nolan educational interactions with 13,200 Major Gifts Manager, Focus Ireland people participating over the last three years. The COVID-19 pandemic resulted in a substantial decrease in the number of educational interactions across our locations in 2020. We have been working hard to help our communities in other ways and we hope to advance our work again in this area, once it is safe to do so.

In 2020, CRH Ukraine's Podilsky Cement Plant, Odessa Plant and Mykolaiv Cement Plant celebrated the plants 50th, 55th and 70th anniversaries, respectively. These plants are $ part of our Europe Materials Division and have had a hugely 100% 35 million positive impact on the local communities in Ukraine through of companies to have a employment and corporate social responsibility initiatives. invested over the past 5 years in local Community Engagement community initiatives The positive relationships that have been established are a testament to the ethos of community engagement ingrained Plan by 2030 within CRH operations worldwide. CRH Sustainability Report 2020 57 Sustainability priorities

Creating We aim to develop more inclusive and resilient communities through a shared global approach that considers the specific needs of each community. Our social values align with our core business strategy to value for our empower communities and provide opportunities for us to create common value across our global footprint. communities Here are some examples of the way our businesses supported their local communities in 2020.

Environment and conservation Health and wellness

Callanan Industries, part of our Americas Materials Tarmac, part of our Europe Materials Division in Division, continues to work with its local communities, the UK, worked with its suppliers to install a new through engagement events, employee volunteering car park and access road for Cheshire based and donations to community initiatives, to ensure children’s charity, The Joshua Tree. Operating that the needs and priorities of local communities are across the North West and North Wales, the addressed. In 2020, Callanan Industries was awarded charity is dedicated to working closely with the NAPA Award for Community Involvement and the families affected by childhood cancers. Tarmac National Association of State Land Reclamationists laid the new car park and access road within two (NASLR) Outreach Award for environmental weeks, and also completed some kerbing and stewardship efforts at East Kingston Quarry, New York. drainage works for the charity.

Community relations Education and employment and development Irish Cement and Roadstone, both part of our Preferred Materials, part of our Americas Materials Europe Materials Division in Ireland, play a big Division, recently hosted its third fundraiser for the part in supporting local Men’s Sheds. These are Salvation Army’s Angel Tree programme in Florida. community-based projects where local men The Angel Tree programme provides new clothes gather to share and learn practical skills such and toys for thousands of children in need in the as carpentry and gardening, while building Tampa area. This year, due to the pandemic, the friendships and support networks. Both Irish company had to alter the schedule somewhat to Cement and Roadstone have helped provide new provide for appropriate social distancing at the premises for Men’s Sheds, including workshops, outdoor event, as well as provide face coverings. meeting rooms and gardens.

Arts and culture Provision of shelter

Central Supply, part of our Americas Materials Division, CRH is a partner of Focus Ireland, a non-profit donated Stone Strong blocks manufactured at their working with individuals and families who are Saltwell precast plant in Bridgeport, West Virginia, homeless or at risk of losing their homes. Since to help create an outdoor dining space in the City of 2017, we have been proud to support the Focus Morgantown. The company teamed up with members Ireland SLÍ initiative, a service helping people of the community in order to create a dining space transition to independent living after leaving that would comply with COVID-19 seating restrictions homeless services, and more recently the and allow local people to dine outdoors while social establishment of a new Family Centre, which distancing. It is hoped that the dining space will help opened in Dublin in January 2020. bring life back to the downtown area post-pandemic. CRH Sustainability Report 2020 58

"As social responsibility becomes Integrity increasingly important and broader stakeholder concerns intensify, our values and culture of ethical behaviour help In this integrity section us to navigate these changes. In these Delivering sustainable long-term value 59 challenging times, it is more important Managing risk and building resilience 60 than ever for CRH to continue to meet the highest standards of business conduct, Operating with integrity 61 Isabel Foley as we uphold our commitment to do Driving our corporate governance strategy 63 Group General what we say and lead with integrity." Counsel Embedding sustainability into our governance structures 64

Tarmac, part of our Europe Materials Division in the UK, recently received Clear Assured Bronze Standard from assessment body The Clear Company for its work with inclusion and diversity. This accreditation was awarded due to the successful changes to policy and processes, as well as a fundamental cultural shift across the company, reflecting the efforts undertaken by all employees and leaders to foster and celebrate a fair and supportive culture that promotes opportunities for all. CRH Sustainability Report 2020 59

Sustainable value creation Creating economic value Economic value creation Delivering Sustainability is a strategic imperative for our Our global operations continue to drive business. As global efforts to address the improvements in product development, What are the challenges and sustainable challenge of climate change increase, we production and sales, strengthening our are evolving our business to take advantage position as a leader in the markets where we how are we managing them? of the many opportunities presented by a compete. Economic value CRH created for long-term rise in demand for more sustainable forms stakeholders in 2020 included: Businesses today are faced with meeting of construction. We believe that meeting evolving stakeholder expectations and • $4.6 billion EBITDA* value these needs in a manner that respects navigating the current challenges and financial sustainability principles and addresses • $1.2 billion profit after tax impacts of the COVID-19 pandemic. To best Our ability to deliver potentially negative impacts will increase our position CRH for the long-term, we continue profitability, cash generation ability to drive profits and create lasting value • $3.9 billion operating cash flow to incorporate sustainability into all aspects and sustainable long-term for all our stakeholders, including investors, • 10.1% RONA** of our business model, including operational value in a rapidly evolving customers, employees, partners, suppliers and efficiency, acquisitions, strategic direction local communities. • $0.6 billion in taxes paid environment demonstrates and market growth, challenging traditional business strategies and positioning CRH for We are ranked among sector leaders by the strength and resilience Transforming our strong long-term sustainable market growth. of our business. Led by our leading Environmental, Social and Governance (ESG) rating agencies. We are a constituent portfolio experienced management member of indices including the FTSE4Good We have a continuous focus on identifying and Our stakeholders tell us team, we continue to Index, the STOXX® Global ESG Leaders Index acquiring strong businesses that complement and the Dow Jones Sustainability Index as well execute our robust business our existing portfolio and ensure the long-term as a long-term participant in CDP (formerly "As the transition accelerates, companies strategy, driving both current sustainability and growth of our business. Carbon Disclosure Project). See page 83 for with a well-articulated long-term strategy, We undertake extensive due diligence for all business performance and more information on our ESG benchmarks. and a clear plan to address the transition to acquisitions, recognising strong performance the transformation needed net-zero, will distinguish themselves with their across environmental, social and governance As well as being beneficial for our business, our stakeholders - with customers, policymakers, to meet future demands sustainability ambitions also have an outward (ESG) issues as a key indicator of a well-run employees and shareholders - by inspiring in an uncertain world. focus. Our actions are intended to contribute to business. In developing markets, we place confidence that they can navigate this global the delivery of key initiatives, such as the Paris particular focus on ensuring strong governance transformation." (Extract from Larry Fink's Agreement and the UN SDGs (see page 11 is in place, including human rights and other for more information). Looking ahead, we plan relevant social and ethical requirements. 2021 letter to CEOs) to further integrate ESG considerations into our Despite the disruption of the COVID-19 treasury management processes. Larry Fink, pandemic, the Group invested $0.4 billion in 17 Chairman and Chief Executive Officer, small and medium sized bolt-on acquisitions BlackRock in 2020. These businesses will be integrated with existing operations to further expand our ability to deliver for customers in key construction markets. In October 2020, CRH reached an agreement to divest its cement

business in Brazil for a total consideration of All references to Income Statement data are on continuing operations. Annual report $0.2 billion. This is in line with our focus on *EBITDA is defined as earnings before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the reallocating capital. Group’s share of equity accounted investments’ profit after tax. Read more about **Return on Net Assets (RONA) is a key internal pre-tax and our economic value pre-non-cash impairment measure of operating performance creation in our throughout the CRH Group and can be used by management and investors to measure the relative use of assets between CRH’s 2020 Annual report business segments and to compare to other businesses. RONA is calculated by expressing total Group operating profit excluding non-cash impairment charges as a percentage of average net assets. CRH Sustainability Report 2020 60

Our ERM Framework Sustainability risks and Emerging risks Managing risk Our ERM framework, a core part of our risk opportunities We identify and assess emerging risks management culture, is integrated across our With our global presence and industry with various time horizons to understand and building businesses and utilised in strategic decision- leadership positions, we are very aware of their potential impacts. Where appropriate, making processes. Sustainability risks relating our role in maintaining sustainability principles mitigating actions are implemented enabling resilience to areas such as health and safety, emissions, while we fulfil the needs of each communities’ us to deliver our strong commitment to energy efficiency, climate change, human rights stakeholders. We assess the threats and performing sustainably and responsibly within Enterprise Risk Management and local communities are covered through opportunities facing CRH to ensure that our the communities in which we operate and our ERM processes and assessed on an contribute to CRH’s objectives (see page 13 (ERM) plays a critical role in processes around managing sustainability risks ongoing basis. are robust. Embedding ERM into our business for more information). how we respond to a world processes, at all levels, creates an environment of increasing uncertainty. Proactively managing risks where leaders take a disciplined and focused Collective risk intelligence Integrated and effective risk We recognise that strong risk management view on risks. The Group-level Risk Register is informed by practices can provide a competitive advantage our bottom, middle and top line perspectives management facilitates better Our ERM process also allows our businesses and an opportunity for value creation. This is and contains risks which may impede the decision-making and builds to focus on the upside of risk and assess viable evidenced by having best-in-class health realisation of core strategic objectives. value creation activities. An example is our resilience into our business, and safety, sustainability and environmental Our principal risks and uncertainties are listed success in addressing the risk of changing thereby driving performance, practices, which makes us an attractive partner on pages 106-111 of the 2020 Annual Report customer preferences by becoming a leader of choice. and Form 20-F. They constitute the register creating growth opportunities in the manufacture and supply of sustainable which forms the basis of Board and Audit and generating sustainable To harness the collective capabilities of building products. We will continue to identify Committee communications and discussions. shareholder value for CRH. the Group and to support the consistent and manage risks and look for ways to turn application of our ERM framework, formal them into opportunities to strengthen both our risk workshops are held throughout our business and our reputation. businesses and functions. These discussion- based workshops facilitate comprehensive risk analysis to ensure appropriate execution CRH risk management framework. Our three lines of defence. of our strategic objectives. Our ERM process optimises the allocation of resources and Operating First line of defence prioritises mitigating risks, which could prevent 01 companies/ Operating company/business leaders are responsible for risk the achievement of strategic objectives. business identification, management and ensuring that the control environment is robust. Risks are continually identified and assessed Risk owners as the relevant economic, social, political CRH Divisions Executive Management and regulatory landscape evolves, along with changes to our business and the markets Group Second line of defence in which we operate. At Group-level, formal 02 oversight CRH has various oversight functions which are responsible materiality assessment processes regularly functions for providing subject matter expertise, defining standards and inform risk prioritisation. ensuring adherence. Review and challenge

Executive Management/Risk Committee Annual report Group Third line of defence Read more about 03 Internal Group Internal Audit provides independent assurance over the our ERM processes Audit control environment on a continuous basis. in our 2020 Annual Independent assurance report CRH Board/Audit Committee/SESR Committee CRH Sustainability Report 2020 61

Upholding good business Managing compliance risk Employees trained in Operating conduct At CRH, our sound business principles and CoBC 2020 (Total: 32,100) Our culture as a company is built on our practices drive our commitment to ethical with integrity commitment to upholding CRH values, in behaviour, accountability and transparency. particular doing what we say and leading with Risk workshops are attended by a selection At CRH, our values unite us integrity. This means we do the right things in of senior business and cross functional senior in the way we work, every the right way, comply with the law and work management throughout the year. They are responsibly. To ensure that we are continuously led by Group Risk and facilitate meaningful Europe/ Americas day, all over the world. AsiaPacific meeting these values, everyone who works for discussions around management’s view They are the foundation of CRH has a duty to read, understand, and abide of risks, contributing to the collective risk our culture — they show what by our Code of Business Conduct (CoBC). of the Group and enabling a coordinated is important to us beyond approach with Group Risk and Legal and Our CoBC, which was refreshed in 2020 and Compliance. Mitigation against compliance financial performance. As we will be relaunched in 2021, establishes clear risk is achieved through regular training, continue to navigate increasing expectations for employee compliance with awareness, policies and guidance, supported Americas 16,650 social responsibilities and policies related to ethical business conduct. by the Legal and Compliance function. Europe/AsiaPacific 15,450 stakeholder demands, Our CoBC can be found on crh.com, with related training materials available to one thing that will never employees via the CRH training portal. change is our commitment We support and encourage ethical to operating with integrity. leadership, as outlined by our Group This commitment is vital to Chief Executive in the introduction to the our success as a company. CoBC. The Audit Committee of the CRH Board provides executive-level oversight of CRH’s Legal and Compliance programme, to ensure our continued commitment to legal and ethical business practices. Employee training All new employees are required to complete our CoBC training and relevant employees undertake CoBC training and Advanced Compliance Training (ACT) on a regular basis. Of the 9,000 employees that received ACT in 2020, 44% were Managerial, 36% were Clerical/ Administrative and 20% were Operational. Our CoBC training programme, which includes an e-Learning component, has at its core the aim of ensuring that everyone in CRH understands that there is never a good business reason to do the wrong thing. Legal and Compliance ensures training and communications materials and methods for delivery remain relevant to the risks our employees face in their roles. Additional training modules are developed for more focused Policies topics and audiences where necessary. 95% The CoBC and training programmes of relevant employees received Click here to read are available in 21 languages. We have CoBC training, exceeding our our CoBC exceeded our 2020 target for 95% of relevant 2020 target employees to have received CoBC training. CRH Sustainability Report 2020 62

Reporting concerns Investigations and Business conduct Operating At CRH we provide formal, confidential ways proceedings to report concerns through a “Hotline” facility, At CRH, we have robust internal controls to an independent, multi-lingual reporting service What are the challenges and with integrity help in the fight against all forms of corruption how are we managing them? that is accessible 24 hours a day, seven days and illegal practice. Risks of corruption and Continued a week. The CRH Hotline allows employees, fraud are monitored by management and Businesses are increasingly expected to customers, suppliers and other external Legal and Compliance teams. In addition, define their purpose and engage in business stakeholders to raise any good faith concerns our CRH Internal Audit function works conduct that exhibits responsible ethical they may have relevant to CoBC, inappropriate side-by-side with Legal and Compliance in behaviour, with everyone having a part to play. or illegal behaviour or violations of any CRH monitoring compliance with the CoBC and To meet this ongoing priority, we updated our policies or local laws. All concerns are handled supporting policies, and in providing an CoBC in 2020, for relaunch in 2021. The CoBC discreetly and are professionally investigated integrated approach to assurance. In 2020, with appropriate actions taken based on there were no investigations from external is a practical guide to upholding our values investigation findings. In 2020, a total of 309 parties into allegations of corruption against the and acting ethically in our workplace, in our concerns were raised globally. CRH Group. business practices and in our communities. With support from executive management, We regard any suspected violation of law, Some of our operating companies are party we continue to educate relevant stakeholders policy or the CoBC as a serious matter. to legal proceedings, including some in which Retaliation or reprisals are not tolerated at to ensure compliance with our policies, claims for damages have been asserted demonstrating our commitment to true CRH. In 2020, 21 proven incidents resulted in against them. Having taken appropriate advice, ethical behaviour. disciplinary action. Employees are made aware we believe that the aggregate outcome of that disciplinary procedures can be invoked in such proceedings will not have a material the event of a proven breach of CRH policies or effect on the CRH Group’s financial condition, Our stakeholders tell us any rule of law. operational performance, or liquidity. "Thomas Jefferson is credited with saying Concerns reported Concerns reported by type 2020 that, ‘honesty is the first chapter in the book (% of total concerns) (Number of concerns) of wisdom.’ We agree. In today’s complex world, a corporate culture of ethical behaviour 2020 309 Labour and Employment is critical to helping ensure success. We share 2019 427 53% CRH’s commitment to meet the highest standards of business conduct and empower 2018 328 Health, Safety, and Environment employees to perform with purpose 30% and integrity.” Fraud and Theft 7% Dave Bauer

Conflicts of Interest President & CEO, American Road & Transportation Builders Association (ARTBA) 6%

Bribery, Antitrust/Competition 2%

IT Security/Data Privacy 9,000 1% 32,10 0 CRH employees received Advanced Product Quality CRH employees were Compliance Training in 2020 trained in our CoBC in 2020 <1% CRH Sustainability Report 2020 63

The Board Board renewal and evaluation Sustainability governance Driving our The CRH Board is responsible for the Renewal of the CRH Board is an ongoing and leadership, oversight, control, developments dynamic process. The focus is on ensuring and advocacy corporate and long-term success of the Group. The Board that the Board includes a diverse group of works with management to consider specific individuals, based on a broad set of factors, What are the challenges and issues relevant to the overall conduct of and that renewal is aligned with CRH's how are we managing them? governance our businesses – including strategy, safety, strategy and the needs of the business. geopolitics, sustainability, budgets and All newly appointed Directors receive extensive Today organisations are dealing with complex strategy acquisitions and disposals. briefing materials and the Chairman agrees pressures from stakeholders to incorporate an individually-tailored and comprehensive As of 31 December 2020, there are two increasing social, environmental, market Strong governance is induction programme. Individual Director executive and 10 independent non-executive and technological trends into business fundamental to building performance is reviewed annually by Directors on the CRH Board, 42% of which are strategies. We continue to embed all a resilient and successful the Chairman. female. The independence of non-executive aspects of sustainability into our business organisation in which Directors is considered annually. The spread A review of Board effectiveness is carried strategy. This better positions CRH to align sustainability is embedded of nationalities of the Directors reflects the out by the Senior Independent Director on and drive both our financial and societal at all levels. We are widely geographical reach of the Group and we an annual basis. This review considers the performance, as well as ensure accountability recognised as a leader in ensure the Board has the appropriate blend of operation and performance of the Board and build legitimacy with stakeholders. skills, knowledge and experience, from a wide and its Committees, and the effectiveness of corporate governance and range of industries, regions and backgrounds, Board communications. This annual process Our stakeholders tell us we continuously review necessary to lead the Group. In 2020, there is supplemented with an external evaluation by our governance structures were six full meetings of the Board. an external provider every three years. and arrangements to “Today’s architects are strongly committed Board Committees Compliance to sustainable, equitable design that ensure that these are of The Board delegates specific areas of We have clear procedures to ensure addresses the climate crisis and promotes the highest standards. responsibility to a number of Committees to compliance with our obligations under the racial justice. We are pleased to partner with assist in the execution of its responsibilities. applicable rules and regulations, including companies like CRH who are focused on The current Committees are the Acquisitions, those issued by the Securities & Exchange sustainability, innovation, and enhancing the Divestments and Finance Committee, Commission. We continue to implement relationship between architects and building Audit Committee, Nomination & Corporate the 2018 UK Corporate Governance Code. product manufacturers.” Governance Committee, Remuneration Full details of our governance policies and Committee and Safety, Environment & Social structures can be found on pages 54-73 of the Robert Ivy, FAIA Responsibility Committee (SESR). 2020 Annual Report and Form 20-F and in the EVP/Chief Executive Officer, Governance Appendix available on crh.com. The role of these Committees is to provide American Institute of Architects (AIA) strategic direction, oversight and assurance on specific objectives. The Chairman of each Committee reports to the Board on its deliberations and minutes of all Committee meetings are circulated to all Directors. Committee Chairs also attend the Annual Leadership General Meeting to answer questions from shareholders. Current membership and the Click here for more terms of reference of each Committee are information on the Board, available on crh.com. 42% including its membership As at 31 December 2020, 42% of our and the terms of reference of Board of Directors are female each Board Committee CRH Sustainability Report 2020 64

Sustainability governance Employee engagement SESR Committee topics Embedding Overseen by the Board, the Group Chief The Board has delegated responsibility to the Executive has overall responsibility for CRH’s SESR Committee for managing stakeholder sustainability sustainability performance and for ensuring engagement, including with employees, to the effectiveness of our approach to managing ensure that the views of all stakeholders are Safety all aspects of sustainability. The Board has an understood and are taken into consideration in • Regular safety updates covering Group into our established permanent committee to deal with its decision-making process. Current initiatives safety performance, policies, action safety, environment and social responsibility in this area include increasing Board members' plans, and the background, impact and governance matters. The SESR Committee receives engagement with employees and the required remediation actions in relation regular updates in each of these areas and is establishment of a workforce engagement to any serious incidents structures responsible for monitoring Group sustainability project team, comprised of a cross section of policies, practices, commitments and actions. employees from across our global business. As a global leader, we are The Board also receives regular updates on committed to operate as a sustainability matters including environment, Corporate purpose health, safety and social performance. sustainable business with In addition to monitoring CRH performance Social responsibility policies and procedures that across sustainability matters, the SESR Health and safety • Inclusion & Diversity benefit our environment, Committee initiated a project and is working During 2020, the Board and the SESR with management to more fully articulate CRH's establish a culture of • Stakeholder engagement roadmap, Committee monitored developments in the purpose in a way that captures our aspirations including workforce engagement and integrity and shape our area of safety, including the background beyond financial returns, communicates the supporting the health and well-being long-term response to global to, and learnings from, serious accidents. unique nature of CRH, inspires our people and of employees challenges. These values are They also monitored the implementation of guides our day-to-day operations, our culture recommendations from an external advisory and our strategy. This work on corporate • Corporate purpose embedded in our business panel, the implementation of policies in relation purpose, together with the CRH approach to strategy, sustainability to contractor management and energy isolation I&D and employee engagement, will continue practices and goals. and the ongoing work to reinforce roles, to support the Board's assessment of the responsibilities and expectations in the area of alignment of CRH's purpose, values and Reporting safety. In responding to COVID-19, our strong strategy with our culture. culture of safety ensured that we were able to • Annual and Sustainability Reports quickly react to the challenges and implement Monitoring our policies • Task Force on Climate-Related Financial best practices from the outset to protect the Policy implementation and monitoring is Disclosures (TCFD) health and wellbeing of employees (see page a management responsibility across all • Updates in relation to stakeholder 22 for more information). businesses supported by safety officers, regulatory expectations Inclusion and diversity environmental liaison officers, country compliance coordinators and human resource The SESR Committee is responsible for managers. Sustainability risks are integrated monitoring progress in relation to I&D below into ERM processes to ensure effective Board level. The approach to I&D is based monitoring and management. on four initial workstreams (Communication; Sustainability/Environment The Group Sustainability team facilitates Education & Awareness; People & Practices; all Group sustainability reporting and • Group 2030 sustainability targets Annual report and Data & Measures) and includes the external assurance. This involves supporting development of programmes and toolkits • CRH energy usage and initiatives Read more about our businesses to better identify and address to supplement recruitment guidelines, best in place to reduce Group CO2 corporate governance relevant sustainability-related topics, as well structures in our 2020 practices and KPIs. The Committee receives emissions as reporting our sustainability performance, Annual Report regular reports on progress towards each including financial and non-financial KPIs, priority objective on the I&D roadmap. in both our Annual Report and our annual Sustainability Report. CRH Sustainability Report 2020 65

"We understand that to achieve Sustainability long-term success, sustainability needs to be integrated into all our performance business activities. To continually drive change, we monitor progress In this section across our activities, outcomes

Reporting history, scope and basis 66 Naomi Cooper and impacts, ensuring that we are Head of Sustainability transparent in our sustainability Our sustainability policies 67 CRH Data summary 68 performance and capture the value SASB index 72 we generate for our stakeholders." GRI index 73 DNV assurance statement 81 External recognition and benchmarks 83

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Lime is an essential product that can contribute to climate, environmental and circular economy solutions. Fels, part of our Europe Materials Division, manufactures lime products which are used in treating drinking water, sewage treatment, flue gas cleaning and sustainable agriculture applications such as fertilisation. To transport its lime products, Fels has managed to increase the rail to truck ratio in favour of utilising a more environmentally friendly rail. CRH Sustainability Report 2020 66

+ Reporting history, scope and basis

In common with other large companies, Calculation methodologies For reporting of water, we used the GCCA Reporting history, we also hold shares in joint ventures and Sustainability Guidelines for the monitoring and associates; a list of principal joint ventures For reporting CO2 emissions we use the GCCA reporting of water in cement manufacturing. scope and basis and associates is provided on page 254 of the 'Sustainability Guidelines for the monitoring and For reporting of safety indicators, we use CRH Annual Report and Form 20-F 2020. reporting of CO2 from cement manufacturing' the GCCA 'Sustainability guidelines for the and the accompanying Excel spreadsheet, monitoring and reporting of safety in cement'. Data has been collated from over 3,110 locations ‘Cement CO2 and Energy Protocol, Version spread across 30 countries. We have a robust 3.1, CO2 Emissions and Energy Inventory’. History data collection and management process in Intended audiences In this methodology, CO2 from biomass fuels is place, as assured by DNV for specific KPIs. The key audiences for this report are our We published our first report on our considered climate neutral. We calculate CO2 stakeholders including employees, neighbours sustainability performance in October Our basis for reporting follows the emissions from other activities using appropriate and local communities, current and potential 2004. This Sustainability Report, published GCCA definitions, GRI definitions and emission factors and in line with the World investors, sustainability rating agencies, in March 2021, covers our activities SASB definitions; these are publicly Resources Institute Greenhouse Gas Protocol customers and suppliers, government and during 2020 and KPIs cover the period available at www.gccassociation.org, (Revised Edition). We calculate Scope 2 emissions regulatory bodies, academia and the scientific January 2020 to December 2020. It is www.globalreporting.org and www.sasb.org from electricity in line with the location-based community, media, Non-Governmental CRH’s 18th annual report on sustainability respectively. Metric units are used throughout, method of the World Resources Institute Organisations (NGOs) and pressure groups. and our 16th Sustainability Report. unless stated otherwise. Greenhouse Gas Protocol Scope 2 Guidance (2015), using 'International Energy Agency We believe that this report provides a This Sustainability Report was reviewed and (2020) Emissions Factors' (published in 2020) Independent assurance reasonable and balanced representation approved by the Safety, Environment and and eGRID2018 'Summary Table' for emissions of the Group’s material sustainability areas Our report has been independently assured Social Responsibility (SESR) Committee factors (published in 2020). We calculate Scope of impact and opportunity. It is designed to every year since 2005. You can find a detailed of the CRH Board prior to publication. 3 emissions in line with the GHG Protocol's enable stakeholders to assess the Group’s assurance statement on pages 81-82. Scope 3 Standard and the GHG Protocol's We believe that the scope of this report performance across these areas. Scope 3 Standard for cement companies, using Reporting standards addresses the full range of environmental, social and governance (ESG) aspects of our the UK Government 'GHG conversion factors Reporting challenges This report has been prepared in accordance organisation. We have considered the GRI’s for company reporting 2020'. CO2 reduction with the GRI Reporting Standards Reporting Principles for Defining Report targets have a base year of 1990 in line with the Our reports are written for our stakeholders, Comprehensive Option. The GRI content index Content. A formal materiality assessment Kyoto Protocol and standard industry practice. but with global and local stakeholders in For reporting energy, we convert quantities of 30 countries, expectations and needs vary is provided from page 73. In addition, the carried out with the assistance of an Report is in accordance with the Sustainability independent third party ensured we identified energy used to multiples of kWh using appropriate significantly. In addition, our diversified Accounting Standards Board (SASB) and reported on the most material topics calorific values where necessary. Data on business means that the internal and reduction of energy consumption is consolidated external context for sustainability is complex. reporting standards, detailed on page 72. related to our business (see pages 16-17). from data reported by our businesses. To meet these challenges, we focus on In 2020, we became a supporter of the The boundary for all material aspects was stakeholder inclusiveness, which, together For reporting air emissions, we use the Financial Stability Board’s ‘Task Force on considered to be within the organisation. with our materiality and risk management GCCA 'Sustainability Guidelines for the Climate-related Financial Disclosures’ (TCFD). We have considered the principles of stakeholder processes, helps to ensure we cover monitoring and reporting of emissions from Further information mapping our disclosures to inclusiveness, sustainability context, materiality, key areas in a complete and balanced cement manufacturing'. The greater portion the TCFD standards is included on page 12. completeness, balance, comparability, accuracy, way in our sustainability reporting. timeliness, clarity and reliability and believe of air emissions are based on measurements Reporting scope and that this report meets these principles. – refer to page 70 for details of the Sustainability reporting is evolving with basis for reporting portion of emissions from cement plants revisions to reporting standards and changing In general, administration buildings are covered by continuous monitoring systems. best practices. During 2020, we participated This report is based on data from 100% not included in environmental data, as Air emissions from certain facilities in the US in consultation processes in relation to of our subsidiaries covering the calendar these are not material contributors - they are calculated using US EPA AP-42 factors. transparency and reporting on sustainability. year 2020. Our principal subsidiaries would contribute to less than 0.01% of Our 2020 air emissions reduction targets Looking to the future, we aim to continuously are listed on pages 250-253 of the CRH emissions, waste and resource use. have a base year of 2006, as the targets improve our reporting and communications Annual Report and Form 20-F 2020. were agreed in 2007 and 2006 was the on sustainability so that all stakeholders latest full year for which data was available. are aware of our value adding approach. CRH Sustainability Report 2020 67

+ Sustainability policies

Health and Safety

All working in CRH must: Our • Comply, at a minimum, with all applicable health and safety legislation by developing a culture of health and safety excellence, continuously striving to meet sustainability or exceed industry best practice standards • Ensur e that our companies provide a healthy and safe workplace for all employees and policies contractors and take due care of stakeholders such as customers, visitors and communities at all our locations, monitoring and reporting performance to ensure Policy compliance • Maintain open communications and require all employees and contractors to work in a safe manner as mandated With our global presence and • Ensure that appropriate resources, training and supervision are provided industry leadership positions, • Ensur e that everyone working at CRH has the authority and responsibility to stop unsafe work on a no-reprisals basis

we are committed to ensuring Statement Policy of that sustainability principles are embedded in all areas Social of our business strategy. The CRH Social Policy, applied across all operating companies, is to: We are committed to maintaining the • Comply at a minimum, with all applicable legislation and continuously improve our social highest quality in all things we do, from stewardship, aiming all the time to meet or exceed industry best practice standards the products we produce and our culture • Support freedom of association and recognise the right to collective bargaining of safety, to engaging with stakeholders. • Apply the principle of equal opportunity, valuing diversity regardless of age, gender, disability, Our high standards are underpinned creed, ethnic origin or sexual orientation, while insisting that merit is the ultimate basis for by our unwavering values, including recruitment and selection decisions putting safety first, continuously creating Commitment • Manage our businesses in a fair and equitable manner, meeting all our social responsibilities value and leading with integrity. to sustainability including working conditions, as both a direct and indirect employer We set policies in key sustainability in our business • Ensur e that we deal responsibly with our suppliers and customers in accordance with our Code areas at Group level, covering Health strategy of Business Conduct, Supplier Code of Conduct and proper business practice and Safety, Social and Environment. • Prohibit forced, compulsory and child labour in all forms including modern slavery

Our management team works closely Statement Policy of with our businesses in implementing these policies, reinforcing our guiding Environmental principles and ensuring that our vision, mission and values are shared The CRH Environmental Policy, applied across operating companies, is to: across the globe. The ‘Statement • Addr ess proactively the challenges of climate change, reduce emissions and waste as well as of Policy’ for each of these key optimise our use of energy, water, land and other resources sustainability areas can be seen here. • Promote sustainable product and process innovation and new business opportunities • Support and enhance biodiversity, ensuring responsible land use and biodiversity management • Comply with or exceed all applicable environmental legislation and continually implement and improve our environmental management systems, always striving to meet or exceed industry best practice standards, monitoring and reporting performance • Maintain open communications and ensure that our employees and contractors are aware of and adhere to their environmental responsibilities • Maintain positive relationships with stakeholders through engagement and consultation, always striving to be good neighbours in every community in which we operate Statement Policy of CRH Sustainability Report 2020 68

+ Data summary

Data summary Social ! Please Note: Data refers to subsidiaries on a 100% basis unless otherwise stated. SAFETY 2020 2019 2018 COMMENT GCCA KPIs refer to cement plants only. Refer to www.gccassociation.org Number of fatalities (directly employed) 0 0 0 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2. for definitions of these KPIs. Fatality rate per 10000 (directly employed) 0 0 0 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2.

Number of fatalities (indirectly employed) 2 0 1 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2.

1. K PIs for Climate Change, Alternative Fuels Number of fatalities (involving 3rd parties) 0 0 0 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2. & Materials, Emissions, Minor Emissions Number of lost time injuries (directly employed) 36 35 34 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2. and Water (with an exception) include subsidiaries on a 100% basis. Number of lost days (directly employed) 1,021 859 1,357 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2.

2. KPIs for Health & Safety, Emissions LTI rate per 1m work-hours (directly employed) 2.09 1.87 1.95 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2. Monitoring and Local Impacts include only Severity rate per 1m work-hours (directly employed) 59 46 79 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2. cement subsidiary companies. Severity rate per 1m work-hours (directly and indirectly 3. K PI for % of sites with a water recycling 39 34 39 employed for all Group subsidiary companies) system including subsidiaries on a 100% basis together. Number of lost time injuries (indirectly employed) 25 29 19 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2. 4. “Accident”, in the context of safety Lost time injuries per 1m work-hours (indirectly employed) 1.18 1.00 0.69 GCCA KPI for Health/Safety. Refers to cement plants only. See note 2. statistics, refers to a non-fatal work-related injury to a company’s, contractor’s or sub- contractor’s employee working at a CRH location (office, production, distribution, EMPLOYMENT 2020 2019 2018 EMPLOYEES BY COUNTRY 2020 2019 2018 etc.) or contract location, or in work-related transit from or between those locations, New employment per region United States 50% 50% 44% leading to an absence of one or more days America 78% 74% 64% Other 18% 18% 25% (or shifts) from work (not counting the day Europe 21% 25% 35% United Kingdom 12% 12% 9% of the accident). Asia 1% 1% 1% Canada 7% 7% 8% 5. “Fatality” refers to the work-related death of a company’s, contractor’s or New employment by gender France 4% 4% 4% sub-contractor’s employee at a CRH Male 87% 86% 85% Germany 3% 3% 4% location (office, production, distribution, Female 13% 14% 15% Ireland 3% 3% 3% etc.) or contract location. Exemptions to reporting are in accordance with the GCCA Employee turnover by gender Poland 3% 3% 3% Guidelines and in summary include death Male 87% 87% 86% due to natural causes, death due to criminal Female 13% 13% 14% or illegal acts or death while in transport to and from work. Length of service 6. “Recordable incidents” refers to all injuries < 1 year 11% 15% 15% TRAINING AND EDUCTION 2020 2019 2018 (both on-site and off-site) including 1-4 years 31% 29% 29% fatalities, accidents and all injuries requiring Employee training by category 5-9 years 18% 16% 15% medical treatment (but not first aid) to a (%of total training hours) company’s, contractor’s or sub-contractor’s 10-14 years 11% 12% 14% Operations 75% 76% 71% employee working at a CRH location (office, 15-19 years 10% 10% 10% Clerical / Admin 13% 13% 16% production, distribution etc.) or contract location, or in work-related transit from or 20-24 years 8% 7% 7% Management 12% 11% 13% between those locations. > 25 years 11% 11% 10% % of employees receiving career Employee by category development reviews Operations 70% 70% 69% Operations 42% 28% 28% Clerical / Admin 17% 18% 20% Clerical / Admin 40% 29% 25% Managerial 13% 12% 11% Managerial 59% 54% 51% Data summary CRH Sustainability Report 2020 69

+ Data summary

Data summary LOCAL COMMUNITIES 2020 2019 2018 COMMENT Continued Donations ($m) $8.3m $7.4m $5.6m Civic & Community 28% 51% 42% Other 43% 21% 20% Community Development & Environment 8% 13% 17% Education & Research 17% 11% 17% Arts & Culture 1% 3% 4% Job Creation 3% 1% 0% % of sites with community engagement plans 88% 88% 86% GCCA KPI for Local Impacts. Refers to cement plants only. See note 2. in place

Environment

ENERGY 2020 2019 2018 COMMENT

Energy efficiency (kcal per kg of clinker) 901 890 899 GCCA KPI for Alternative Fuels & Materials. Refers to cement plants only. See note 1. % fuel substitution for virgin fuels 34.3% 31.1% 30.3% GCCA KPI for Alternative Fuels & Materials. Refers to cement plants only. See note 1. % biomass in kiln fuel 11.3% 9.2% 9.7% GCCA KPI for Alternative Fuels & Materials. Refers to cement plants only. See note 1. Renewable electricity purchased by CRH (GWh) 1,834 1,849 1,101

EMISSIONS 2020 2019 2018 COMMENT

Total gross CO2 emissions (million tonnes) 26.5 29.9 30.4 GCCA KPI for Climate Change. Refers to cement plant only. See note 1.

Total net CO2 emissions (million tonnes) 24.2 27.5 28.1 GCCA KPI for Climate Change. Refers to cement plant only. See note 1. Specific gross CO emissions 2 627 641 644 GCCA KPI for Climate Change. Refers to cement plant only. See note 1. (kg per tonne of cementitious product) Specific net CO emissions 2 573 590 595 GCCA KPI for Climate Change. Refers to cement plant only. See note 1. (kg per tonne of cementitious product) Total air emissions (tonnes)

Total NOx 42.6k 44.6k 40.7k

Total SOx 15.9k 15.9k 14.6k Total Particulates (dust) 4.7k 5.5k 5.4k

NOx by Activity (%) Cement 94% 93% 92% Materials 4% 4% 4% Lime 2% 2% 3% Concrete <1% <1% 1% Building products <1% <1% <1%

SOx by Activity (%) Cement 93% 93% 91% Materials 4% 4% 4% Lime 3% 3% 3% Concrete <1% <1% 2% Building products <1% <1% <1% Data summary CRH Sustainability Report 2020 70

+ Data summary

Data summary EMISSIONS (CONTINUED) 2020 2019 2018 COMMENT Continued % particulates (dust) by activity Cement 48% 57% 54% Materials 37% 32% 35% Lime 5% 6% 6% Concrete 10% 5% 5% Building products <1% <1% <1% % clinker produced with monitoring of major and 83.9% 66.1% 75.4% GCCA KPI for Alternative Fuels & Materials. Refers to cement plants only. See note 2. minor emissions % clinker produced using continuous monitoring of 98.8% 98.8% 94.3% GCCA KPI for Alternative Fuels & Materials. Refers to cement plants only. See note 2. major emissions Particulates (dust) GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Specific (g per tonne of clinker) 31 51 48 GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Total (tonnes per year) 981 1,797 1,715 GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Coverage rate 98.8% 95.0% 94.7% GCCA KPI for Major Emissions. Refers to cement plants only. See note 1.

NOx GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Specific (g per tonne of clinker) 1,221 1,189 1,072 GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Total (tonnes per year) 39,027 42,180 38,630 GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Coverage rate 98.8% 95.0% 94.7% GCCA KPI for Major Emissions. Refers to cement plants only. See note 1.

SOx GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Specific (g per tonne of clinker) 429 381 388 GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Total (tonnes per year) 13,722 13,533 13,981 GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Coverage rate 98.8% 95.0% 94.7% GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. VOC/THC (total hydrocarbons including methane and GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. ethane expressed as carbon) Specific (g per tonne of clinker) 46 168 80 GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. Total (tonnes per year) 1,367 5,021 2,371 GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. % of clinker produced with monitoring 93.9% 84.3% 82.3% GCCA KPI for Major Emissions. Refers to cement plants only. See note 1. PCDD/F (sum of 17 congeners of NATO scheme GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. expressed as I-TEQ) Specific (mg per tonne of clinker) 25 29 27 GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. Total (mg per year) 763 880 807 GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. % of clinker produced with monitoring 94.9% 85.0% 83.8% GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. Hg (mercury and its compounds expressed GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. as mercury) Specific (mg per tonne of clinker) 21 24 20 GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. Total (kg per year) 657 738 617 GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. % of clinker produced with monitoring 100.0% 88.3% 85.6% GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. HM1 (sum of cadmium and thailium and their GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. compounds expressed as cadmium and thailium) Specific (mg per tonne of clinker) 12 24 90 GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. Total (kg per year) 342 625 2,009 GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. % of clinker produced with monitoring 92.1% 73.3% 62.0% GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. HM2 (sum of antimony, arsenic, lead, chromium, cobalt, copper, manganese, nickel and vanadium and their compounds expressed as antimony, arsenic, GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. lead, chromium, cobalt, copper, manganese, nickel and vanadium) Specific (mg per tonne of clinker) 223 785 359 GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. Total (kg per year) 5,654 19,341 7,826 GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. % of clinker produced with monitoring 79.4% 69.5% 60.4% GCCA KPI for Minor Emissions. Refers to cement plants only. See note 1. Data summary CRH Sustainability Report 2020 71

+ Data summary

Data summary WATER 2020 2019 2018 COMMENT Continued Water withdrawal (total) (million m3) 109.9m m3 108.7m m3 119.6m m3 Water withdrawal by source (%) Quarry Water 21% 22% 22% Surface water 24% 25% 28% Groundwater (well) 33% 31% 32% Utility (mains) 9% 9% 8% Rainwater 13% 13% 10% Water withdrawal by activity (%) Materials 72% 75% 81% Cement 22% 21% 15% Concrete 5% 2% 2% Lime 1% 2% 2% Building Products <1% <1% <1% Water withdrawal by source (total) (million m3) 23.4m m3 23.8m m3 19.6m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Surface 6.7m m3 7.7m m3 8.7m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Groundwater 8.4m m3 8.7m m3 6.5m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Quarry 1.9m m3 2.6m m3 2.8m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Utility 0.7m m3 0.7m m3 1.0m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Rain 5.7m m3 4.1m m3 0.6m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Total water consumption (GWT for cement sector) 9.8m m3 11.5m m3 9.3m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. % of sites with a water recycling system 58% 58% 51% GCCA KPI for Water. Refers to cement plants only. See note 3.

MATERIALS 2020 2019 2018 COMMENT

Materials used by weight or volume (total) (tonnes) 424m 438m 436m Virgin raw materials 371m 383m 385m Associated process materials 7m 7m 7m Semi-manufactured components 46m 47m 44m Includes alternative materials. Packaging materials 374k 342k 234k % of alternative materials (clinker and cement) 13.0% 14.7% 13.8% GCCA KPI for Alternative Fuels & Materials. Refers to cement plants only. See note 1. Clinker : cement ratio 77.5 77.3 78.3 GCCA KPI for Alternative Fuels & Materials. Refers to cement plants only. See note 1.

EFFLUENTS AND WASTE 2020 2019 2018 COMMENT

Water discharge by quality and destination (total) 30.6m m3 33.1m m3 44.5m m3 % Discharged to surface water 79% 86% 96% % Discharge to public sewer and other 21% 14% 4% Water discharge by destination (total) (million m3) 13.6m m3 12.4m m3 10.3m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Surface water 13.3m m3 12.2m m3 10.2m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Public sewer 0.1m m3 0.1m m3 0.1m m3 GCCA KPI for Water. Refers to cement plants only. See note 1. Other 0.2m m 0.1m m3 <0.1m m3 Waste by type and disposal method (total) (tonnes) 2.0m 2.4m 2.3m Inert waste 1,381k 1,531k 1,416k Non-hazardous waste 603k 784k 791k Hazardous waste 49k 62k 63k

LOCAL IMPACTS 2020 2019 2018 COMMENT

% of active sites with quarry rehabilitation plans 93% 90% 90% GCCA KPI for Local Impacts. Refers to cement plants only. See note 2. Number of active quarries within, containing or adjacent to areas designated for their high 32 33 30 GCCA KPI for Local Impacts. Refers to cement plants only. See note 2. biodiversity value % of sites with high biodiversity value Data summary where biodiversity management plans are 84% 82% 73% GCCA KPI for Local Impacts. Refers to cement plants only. See note 2. actively implemented SASB Sustainability Report2020(labelledpg. sustainability informationthatmeetsinvestorneeds.Thetablebelowcross-references theSASBaccountingmetricswithwhere thatinformationcanbefoundintheCRH SASB isanindependent,privatesectorstandards-setting organisationdedicatedtoenhancingtheefficiency ofthecapitalmarketsbyfosteringhigh-qualitydisclosure ofmaterial Sustainability AccountingStandards Board and transparency Pricing integrity Product innovation safety Workforce healthand Biodiversity impacts Waste management Water management Energy management Air quality Gas emissions Greenhouse TOPIC CRH Sustainability Report 2020 Sustainability Report 2.Nearmissfrequency rate(NMFR)for(b)contractemployees 2.Nearmissfrequency rate(NMFR)for(a)fulltimeemployees 7.Heavymetals 6.Polycyclicaromatic hydrocarbons (PAHs) 4.Dioxins/furans 3.Particulatematter(PM10) 2.SO 5.Volatile organic compounds(VOCs) 2.Percentage recycled otal amountof monetarylossesasaresult oflegalproceedings associatedwith centage ofproducts thatqualifyforcredits insustainablebuildingdesignand 1.Total recordable incidentrate(TRIR) Descriptionofenvironmental managementpoliciesandpracticesforactivesites 1.Total fresh waterwithdrawn 1.NO Gross globalScope1emissions Percentage covered underemissions-limitingregulations

3.Percentage inregions with"High" or"Extremely High"baselinewaterstress ACCOUNTING METRIC Number ofreported casesofsilicosis 4. Percentage renewable 3. Percentage alternative usage and/orproduction Share ofmarketfor products thatreduce energy, water, and/ormaterialimpactsduring impacts duringusageand/orproduction Total addressable marketforproducts thatreduce energy, water, and/or material emissions reduction targets, andananalysisofperformanceagainstthosetargets Discussion oflong-termandshort-termstrategyorplantomanageScope1emissions, Amount ofwastegenerated 1. Total energy consumed    Percentage ofimpactedarea restored Terrestrial acreage disturbed Percentage recycled Percentage hazardous 2. Percentage gridelectricity construction certifications T Per cartel activities,price fixing, andanti-trustactivities x x (excludingN 2 O)

). ).

Number Rate Rate Percentage (%) Percentage (%) Metric tonnes(t) Metric tonnes(t) Metric tonnes(t) Metric tonnes(t) Metric tonnes(t) Percentage (%) Percentage (%) Reporting currency n/a Rate n/a Metric tonnes(t) Thousand cubicmetres (m³) Gigajoules (GJ) Metric tonnes(t)CO Percentage (%) Percentage (%) Acres (ac) Percentage (%) Percentage (%) Percentage (%) Percentage (%) Metric tonnes(t) Metric tonnes(t) UNIT OF sales revenue Percentage (%)by annual Reporting currency 2 72 -e Number Rate Rate EM-CM-130a.1 EM-CM-130a.1 EM-CM-120a.1 EM-CM-120a.1 EM-CM-120a.1 EM-CM-120a.1 EM-CM-120a.1 EM-CM-140a.1 EM-CM-410a.2 EM-CM-410a.2 EM-CM-110a.2 Rate EM-CM-160a.1 EM-CM-150a.1 EM-CM-140a.1 EM-CM-130a.1 EM-CM-110a.1 EM-CM-160a.2 EM-CM-160a.2 EM-CM-150a.1 EM-CM-150a.1 EM-CM-130a.1 EM-CM-140a.1 EM-CM-120a.1 EM-CM-120a.1 EM-CM-110a.1 EM-CM-410a.1 SASB CODE EM-CM-520a.1 Information onthemanagementofoccupational healthcanbefoundonpg. Sustainability Report, Sustainability Report, Sustainability Report, Sustainability Report, Sustainability Report,pg. Sustainability Report,pg. Sustainability Report,pg. Sustainability Report,pg. Sustainability Report,pg. reduced canbefoundonpg. Information onthenumberofsitesthatrecycle waterandpercentage ofwaterintake Sustainability Report,pg. Sustainability Report,pg. Sustainability Report, Sustainability Report, Sustainability Report,pg. Sustainability Report, Sustainability Report, Sustainability Report, Sustainability Report,pg. Information onrestoration planningprocesses andrelevant targets canbefoundonpg. Information onrestoration planningprocesses andrelevant targets canbefoundonpg. Sustainability Report, Sustainability Report, Sustainability Report, generally donotoperateinwater-stressed areas. Seepg. areas ofwaterstress, andthatGroup activitiesdonothighlyimpactonwaterandlocations Atlas Tool anddeterminedthat<1%ofactivelocationsare inhighorextremely high-risk We haveconductedwaterstress assessmentsinaccordance withWRI'sAqueductRisk Sustainability Report,pg. Sustainability Report,pg. Sustainability Report,pg. Sustainability Report,pg. these activities,perSASB’s guidance. In 2020,CRHhadzero monetarylossesasa result oflegalproceedings associated with REFERENCE

pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg.

31, 31, 36. 36and 36and 14-15andpg.

70.Cementistheonlymaterialactivityreporting Dioxins/furans. 68. 68. 68. 34 and 34. 34. 34 and 47. 37 and 27 andpg. 70. Cementistheonlymaterialactivityreporting HgandHM1. 70. 70. We discloseVOCsinlinewithGCCArequirements. 69-70. 69-70. 69-70. 28 and 30, pg.

pg. pg. We discloseoursafetyKPIsinlinewithGCCA requirements. We discloseoursafetyKPIsinlinewithGCCA requirements. We discloseoursafetyKPIsinlinewithGCCA requirements.

37 pg. pg. pg. pg. pg.

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69. 75.

66. 71. 71, allwaterwithdrawalisfrom freshwater sources 67.

pg. pg. 28-31. pg. + SASB index + SASB

36and 36andpg. 68.CO

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istheonlymaterialGHG. 37

for more information. 47-49. 47-49.

25.

38. 38. GRI index GRI index Appendix. GRIcoversallGroupassuranceconductedby DNV pleaseseepage subsidiarycompanies,ona100%basis.Fordetailsexternal Sustainability Reportare labelled [“pg. Where relevant, GRIStandards reference indicatorcodesare shownwitheithertherelevant figure orthepagenumberwhere theinformationmaybefound.Pageswithin 102 -39 102 -38 102 -37 102 -36 102 -35 102 -32 102 -31 102 -30 102 -7 102 -9 102 -8 102 -6 102 -5 102 -4 102 -2 102 -1 GRI CODE 102 -29 102 -28 102 -27 102 -26 102 -25 102 -24 102 -23 102 -22 102 -20 102 -19 102 -18 102 -16 102 -14 102 -12 102 -11 102 -10 102 -34 102 -33 102 -21 102 -17 102 -15 102 -13 102 -3 CRH Sustainability Report 2020 Sustainability Report Percentage increase inannualtotalcompensationratio Annual totalcompensationratio Stakeholder's involvementinremuneration Process fordetermining remuneration Remuneration policies Nature andtotalnumber ofcriticalconcerns Communicating criticalconcerns body'sroleHighest governance insustainabilityreporting Review ofeconomic,environmental andsocialtopics Effectiveness ofriskmanagementprocesses Identifying andmanagingeconomic,environmental, andsocialimpacts body'sperformance Evaluating thehighestgovernance body Collective knowledgeofhighestgovernance bodyinsettingpurpose,valuesandstrategy Role ofhighestgovernance Conflicts ofinterest body Nominating andselectingthehighestgovernance body Chair ofthehighestgovernance bodyanditscommittees Composition ofthehighestgovernance Consulting stakeholdersoneconomic,environmental andsocialtopics Executive-level responsibility foreconomic,environmental andsocialtopics Delegating authority structureGovernance Governance aboutethics Mechanisms foradviceandconcerns Values, principles,standards, andnormsofbehaviour Ethics andintegrity Key impacts,risksandopportunities Statement from mostseniordecision-maker Strategy Membership ofassociations initiatives External Precautionary approach orprinciple Significant changestotheorganisation anditssupplychain Supply chain Information onemployeesandotherworkers Scale oforganisation Markets served Ownership andlegalform Location ofoperations Location ofheadquarters Activities, brands,products andservices Name oftheorganisation Organisational profile DESCRIPTION

”] while“AR.”refers tothepagenumber withintheCRH2020AnnualReportandForm20-F“GA.”refers totheCRH2020Governance pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. See comment See comment See comment REFERENCE See comment

73; 54-55 3, 3, 73 73 73 62 66 14, 60, 64; AR pg. AR pg. AR pg. 63, 63-64; 63-64; 63-64; 63; 63; 63; 43, 64 63-64; 63; 62 61-62 1 4 9-10, 6 16-17, 24, 3; 3, 3; 73. 3, 73. 73. , 6-17, ARpg.250-254,258-259 18, 11-12, AR pg. 73. 18,

ARpg.28-29,71-73 ARpg. 41-43, 15; 64; AR pg. See comment See comment 73; 51, AR pg. AR pg. GA pg. See comment 43, 22, See comment See comment 47, ARpg.

AR pg. 60 60, AR pg. AR pg.58-59,64-66;GA 52; AR pg.20,70-73 AR pg. AR pg. 74-99 74-99 74-99 18, 22,25, 59; 25, 48 250-254, 258-259 68, 73. AR pg. 58-59, 64-65 54, 58 54-57, 64-65 54-57 2-3

AR pg.2-3,41-52,258-259 29, 73 See comment 54-57 54-57, 64-67 27-28, 58-59,66-67 . 26-29 54-57, 66;GApg. See comment 32, 58-59, 69 28-30, 39 32-33,

1-2. 36 2 No significant changes. No significantchanges. CRH takessustainabilityconsiderationsatoperationallevelwhendevelopingandintroducing products. Dublin, Ireland. CRH plc. CRH isapubliclimitedcompany, incorporatedinIreland. For furtherdetailsoftheBoard Effectiveness Review, Appendix,available on refer totheGovernance Confidentiality concerns: CRHdoesnotdisclosetheminutes ofBoardConfidentiality concerns: meetingsasthismayincludecommercially-sensitive information. COMMENT practicable infuture willgather andreport on this topic. countries (required formedianpayfigure). CRH reviews annuallythescopeof datacollectionandwhere appropriate and Currently unavailable.CRHdoesnotcentrally collectdataonthelevelofpaytoeach ofitsemployeesinalloperating gather andreport onthistopic. for medianpayfigure). CRH reviews annuallythescopeofdatacollection andwhere appropriate andpracticable infuture will Currently unavailable. CRHdoesnotcentrallycollectdataonthelevelofpaytoeachitsemployeesin allcountries(required chart on page 42 and the tables on page 68 includes both permanent and temporary employees. chart onpage42andthetables68includesbothpermanenttemporaryemployees. time. Itisestimatedthat40%ofpart-timestaff are female,while14%offull-timestaff are female. Notethatthedatain breakdown -14%femaleappliestobothpermanentandtemporarystaff. Overall,approximately 2%ofemployeesare part- contracts and46%onanotherbasis.Asonly<1%ofstaff are ontemporarycontracts,itisestimatedthatthestandard gender Note that53%ofemployeesare employedonpermanentcontracts,2%fixedterm<1%temporary 73

81-82. 81-82. + GRI index + GRI crh.com GRI index GRI 200EconomicTopics 103-2 103-1 GRI 203 202-2 202-1 103-3 103-2 103-1 GRI 202 201 -4 201 -3 201 -2 201 -1 103 -3 103 -2 103 -1 GRI 201 GRI CODE 102 -56 102 -55 102 -53 102 -51 102 -48 102 -47 102 -54 102 -50 102 -49 102 -46 102 -45 102 -40 GRI CODE 102 -52 102 -44 102 -43 102 -42 102 -41 CRH Sustainability Report 2020 Sustainability Report The managementapproach anditscomponents Explanation ofthematerial topicanditsBoundary Proportion ofsenior managementhired from thelocal community minimum wage Ratios ofstandard entrylevelwage bygendercompared tolocal Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary Financial assistancereceived from government Defined benefitplanobligationsandother retirement plans climate change Financial implicationsandotherrisksopportunitiesdueto Direct economicvaluegeneratedanddistributed Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary DESCRIPTION Indirect economicimpacts Market presence Economic performance External assurance External GRI Contentindex Claims ofreporting inaccordance withtheGRIStandards Contact pointforquestionsregarding thereport Reporting cycle Date ofmostrecent report Reporting period Scope oraspectboundarychanges Restatements ofinformation List ofmaterialtopics Defining report contentandtopicBoundaries Entities includedintheconsolidatedfinancialstatements Reporting practice raised Key topicsandconcerns Approach tostakeholderengagement Identifying andselectingstakeholders Collective bargaining agreements List ofstakeholdergroups Stakeholder engagement DESCRIPTION 18, 22,28,111,230 See comment AR pg.1-5.Seecomment AR pg. AR pg.54-57 See comment pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. $27.6 billionsales.pg. pg. pg. pg. REFERENCE See comment See comment See comment See comment REFERENCE pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg.

3,43, 3 3, 16-17, 16-17, 45 51-52 66 74. 7-10, 43, 74 3, 3, 74. 74; 27-28, 3, 7-10, 16-17, 81-82 73-80 66, 81 74. 66 66 74. 16-17 16-17, 66; 54-57 , 43, 43, 4, 6-7, 6-7,

See comment AR pg.138,191-196. 74; See comment See comment AR pg. See comment 6-7, 74. 74. 74; 74; 74; 18, 18, 30-32, 50-57 66 50-54, 51-52 AR pg. 17; See comment See comment AR pg. AR pg. AR pg. 59, 59, 250-254 AR pg. 47; 56-57 63-64, 63-64, 2-5.

2-5. 2-5. 2-5. 2-5. AR pg.

74; 74; 1-3, 8 66; 66;

COMMENT No significantscopeorboundarychange. Back cover.

No restatements. No significantassistance. COMMENT this indicator. Not material.Thepage references coverthetopicingeneral termsratherthanmeettheprecise requirements oftheGRIfor Reporting StandardsforExtractive ActivitiesReport,availableoncrh.com (IFRS).CRHalsopublishesaPaymentstoGovernments Financial CRH disclosesfinancialinformationintheAnnualReportandForm 20-F inlinewithInternational this indicator. Not material.Thepage references coverthetopicingeneral termsratherthanmeettheprecise requirements oftheGRIfor currently reporting developing itsinternal inthisarea. Not available.CRHdoesnotcentrallycollect informationtoreport onthisindicatorinthebreakdowns required by GRI.CRHis through theSocialReview, andtheresults oftheSocialRevieware reviewed bytheCRHBoard. Note thatthetopicscovered bytheindicatorswithinthisaspectare managedthrough theSocialPolicy, evaluatedandmonitored currently reporting developing itsinternal inthisarea. Not available.CRHdoesnotcentrallycollect informationtoreport onthisindicatorinthebreakdowns required by GRI.CRHis through theSocial Review, andtheresults oftheSocialRevieware reviewed bytheCRHBoard. Note thatthetopicscovered bytheindicatorswithinthisaspectare managedthrough theSocialPolicy, evaluatedandmonitored through theSocialReview, andtheresults oftheSocialRevieware reviewed bytheCRHBoard. Note thatthetopicscovered bytheindicatorswithinthisaspectare managedthrough theSocialPolicy, evaluatedandmonitored currently reporting developingitsinternal inthisarea. Information isnotavailableonthelevelofparticipationinretirement plansasCRHdoesnotcollectthisdatacentrally. CRHis 74 + GRI index + GRI GRI Indexindex GRI 300Environmental Topics 302-1 103-3 103-2 301-1 103 -2 302-5 302-4 302-3 302-2 103-1 GRI 302 301-2 103 -1 GRI 301 GRI CODE 301-3 103 -3 103-3 103-2 204-1 103-3 103-1 GRI 206 205-3 205-2 205-1 103-3 103-2 103-1 GRI 205 103-1 GRI 204 203-2 203-1 103-3 GRI 203 GRI CODE 206-1 103-2 CRH Sustainability Report 2020 Sustainability Report Reductions inenergy requirements of products andservices Reduction ofenergy consumption Energy intensity Energy consumptionoutsideoftheorganisation Energy consumptionwithintheorganisation Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary Reclaimed products andtheirpackagingmaterials Recycled inputmaterialsused Materials usedbyweightorvolume Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary DESCRIPTION Energy Materials monopoly practices Legal actionsforanti-competitivebehaviour, anti-trust,and Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary Confirmed incidentsofcorruptionandactionstaken Communication andtrainingonanti-corruptionpoliciesprocedures Operations assessedforrisksrelated tocorruption Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary Proportion ofspendingonlocalsuppliers Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary Significant indirect economicimpacts Infrastructure investmentsandservicessupported Evaluation ofthemanagementapproach DESCRIPTION Anti-competitive behaviour Anti-corruption Procurement practices Indirect economicimpacts(continued) pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. REFERENCE pg. See comment See comment REFERENCE pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. See comment

69, 49 31, 34

7-11,25, 8-10,25, 61-62 61-62, 61-63, 54, 53-55 31, 31, 75. 31, 31, 16-17, 31, 31, 17, 75. 66, 7-10, 61-62, 75. 61-62 61-62 61-62, 61-62; 61-62; 61-62; 53-55 53-55 . 34,49

See comment 49, 34, 34, 47, 47, 31, 75. 47, See comment 75. See comment 55, 75. 75. ARpg. 28, AR pg. AR pg. 75; 75. 75; 75. 66, 49 49, 49 47, See comment 49 197.2 PJ See comment 34, 75.

31, See comment AR pg. See comment AR pg. See comment 75. 71, 49 See comment See comment 36, 34, 68-69, 100,229 68-69, 100,229 68-69, 100,229 See comment 75. (54.8 TWh, (54.8 TWh, 47, 49, 68-69, 68-69, See comment 49, 66 75 75

100. 100. 100. 100.

COMMENT currently reporting developing itsinternal inthisarea. Not available.CRHdoesnotcentrallycollect informationtoreport onthisindicatorinthebreakdowns required by GRI.CRHis mainly frompowergenerationandsteelproduction external toreplace virgin materialsincement,concrete andconcrete products. cementitious properties, suchasflyashandgroundslag(GGBS),whichare granulatedblast-furnace by-product materialssourced are recycled asphaltpavement(RAP) andrecycled asphaltshingles(RAS),constructionanddemolition(C&D) wasteandmaterialswith rawmaterialsare thosethatreplaceAlternative traditionalrawmaterials.ForCRH,themore rawmaterialsused significantalternative Not material.Thepagereferences coverthetopicingeneraltermsratherthanmeetprecise requirements oftheGRIforthisindicator. Certain breakdowns required byGRIcannotbedisclosedforconfidentiality reasons. year onreductions. Reduction ofenergy are across allenergy sources (solid,liquid,gaseousandelectrical). Energy savingsare consolidatedbasedon businesses in2020.Nocontractswithbusinesspartnerswere terminatedornotrenewed duetoviolationsrelated tocorruption. Note thatthere were noinvestigationsorlegalcasesfrom partiesintoallegationsofcorruptionagainst CRHoranyofitsgroup external COMMENT currently reporting developingitsinternal inthisarea. Not available.CRHdoesnotcentrallycollectinformationtoreport onthisindicatorinthebreakdowns required byGRI.CRHis 100% ofoperationsare assessedforrisksrelated tocorruption.Furtherdetailsonrisksare disclosedinthe2020AnnualReportonForm20-F. Energy intensityforcement is901kcal/kgclinker. energy). Referstokiln fuels(internal currently reporting developingitsinternal inthisarea. Not available. CRHdoesnotcentrally collectinformation toreport onthis indicatorinthebreakdowns required by GRI.CRHis Not material.Thepagereferences coverthetopicingeneraltermsratherthanmeetprecise requirements oftheGRIforthisindicator. Not material.Thepagereferences coverthetopicingeneraltermsratherthanmeetprecise requirements oftheGRIforthisindicator. CRH isnotanenergy producer andsaleofenergy isnotafocusoftheGroup. In 2020,totalenergy consumptionwasreported as197.2Pj;electricity 26.2Pj,heating171.0coolingn/a,steamn/a.Notethat Not applicableforCRHasmostproduct (byweight)isdelivered inbulk,withoutpackaging. Some breakdowns requested byGRIare currently unavailable,including businesspartners. 75 + GRI index + GRI GRI Indexindex 303-3 303-2 303-1 103-3 103-2 103-1 GRI 306 305-7 305-5 305-4 305-3 103-1 GRI 305 304-4 304-2 103-1 GRI 304 303-5 303-4 103-1 GRI 303 GRI CODE 304-3 103-3 305-6 305-2 305-1 103-3 103-2 304-1 103-2 CRH Sustainability Report 2020 Sustainability Report Explanation ofthematerialtopicanditsBoundary Nitrogen oxides(NO Emissions ofozone-depletingsubstances(ODS) Reduction ofGHGemissions GHG emissionsintensity Other indirect (Scope3)GHGemissions Energy indirect (Scope2)GHGemissions Direct (Scope1)GHGemissions Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary habitats inareas affected byoperations IUCN RedListspeciesandnationalconservationlistwith Habitats protected orrestored Significant impactsofactivities,products, andservicesonbiodiversity areas andareas ofhighbiodiversityvalueoutsideprotected areas Operational sitesowned,leased,managedin,oradjacentto,protected Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary Water consumption Water discharge Water withdrawal Management ofwaterdischarge-related impacts Interactions withwaterasashared resource Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary air emissions DESCRIPTION Effluents andwaste Emissions Biodiversity Water andeffluents x ), sulfuroxides(SO x ), and other significant ), andothersignificant

pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. REFERENCE pg.

76. 38-39,71, 38-39 38, 16-17, 17, 17, 37 37 16-17, 16-17, 17, 37, 37, 37 14, 76. 14, 30, 30, 30, 30, 28, 28, 14, 16-17, 37, 36, 37 37 71, 71, See comment See comment 35, 15, 76. 66, 66, 66, 30, 30, 17, 71, 38-39 71, 27, 27, 27, 27, 37 76. 76. See comment 66, 30, 76. 69, 69 35 35 28, 76. 76. 37 37 37 76. 38-39 38-39 See comment See comment See comment See comment See comment 69-70 66 76. 30,

See comment See comment 35 supplier specificfactors,andhenceamarket-basedcalculationofScope2emissions cannot beprovided. apart from foroperationsintheUSwhere subregion-specific factorsfrom eGRIDare used.CRHdoesnotcentrallycollectdataon Scope 2emissionsare Energy calculatedusingthelocation-basedmethodcountry-specificInternational AgencyFactors; water withdrawalinareas ofwaterstress wasreported as1.8mm m <0.1m m the scopeoffactorsused. include contracttransport,employeecommuting,purchased goodsandwastegenerated.Biogenicemissionsare notincludedin Greenhouse GasProtocol Corporate Value Chain(Scope3)andCRHScope3emissions reported for2017havebeenexpandedto An assessmentofScope3GHGemissionswascarriedoutduring2016,inlinewiththe World Resources/WBCSD Institute currently reporting developingitsinternal inthisarea. Not available.CRHdoesnotcentrallycollectinformationtoreport onthisindicatorinthebreakdowns required byGRI.CRHis In 2020,totalwaterconsumptioninareas ofwaterstress wasreported as Sales intensityin2020was1.3kg/$revenue. In 2020,totalwaterdischarge wasreported as30.6mm None identifiedassignificantly affected. 1.8mm in areas ofwaterstress wasreported as0.1mm currently reporting developingitsinternal inthisarea. Not available.CRHdoesnotcentrallycollectinformationtoreport onthisindicatorinthebreakdowns required byGRI.CRHis m No significantemissions. currently reporting developingitsinternal inthisarea. Not available.CRHdoesnotcentrallycollectinformationtoreport onthisindicatorinthebreakdowns required byGRI.CRHis COMMENT 3 3 . In2020,totalwaterdischarge wasreported as30.6mm ; fresh water1.8mm 76 3 , rainwater<0.1mm 3 andothern/a. 3 , utilitywater<0.1mm 3 3 ; fresh water0.1m ofwaterwasabstractedfrom areas designatedforwater-stress. In2020,total 3 . In2020,totalwaterwithdrawalinareas ofwaterstress wasreported as1.8m 3 ; freshwater/surface water24.2mm 3 ; freshwater 24.2mm 3 ; surfacewater0.8mm 3 andothern/a. 1.7m m 3 3 andother6.4mm . Water storageisnotmaterial. + GRI index + GRI 3 , groundwater 1.0mm 3 , sewerwater2.7mm 3 . In2020,totalwaterdischarge 3 , quarry water , quarrywater 3 and other 3.7m andother3.7m GRI Indexindex GRI 400SocialTopics 103-2 103-1 GRI 403 103-2 103-1 GRI 402 401-3 401-2 103 -1 GRI 401 GRI CODE 401-1 103 -3 103 -2 402-1 103-3 307-1 103-3 103-2 306-1 103-3 103-1 GRI 308 103-1 GRI 307 306-5 306-4 306-3 306-2 103-2 GRI 306 GRI CODE 308-2 308-1 103-2 103-3 CRH Sustainability Report 2020 Sustainability Report The management approach and itscomponents Explanation ofthematerialtopic and itsBoundary Minimum noticeperiods regarding operationalchanges Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary Parental leave temporary orpart-timeemployees Benefits provided tofull-timeemployeesthatare notprovided to New employeehires andemployeeturnover Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary DESCRIPTION Occupational health andsafety Labour/Management relations Employment Negative environmental impactsinthesupplychainandactionstaken New suppliersthatwere screened usingenvironmental criteria Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary sanctions fornon-compliancewithenvironmental lawsandregulations Monetary valueofsignificantfinesandtotalnumbernon-monetary Evaluation ofthemanagementapproach The managementapproach anditscomponents Explanation ofthematerialtopicanditsBoundary Water bodiesaffected bywaterdischarges and/orrunoff Transport ofhazardous waste Significant spills Waste bytypeanddisposalmethod Water discharge byqualityanddestination Evaluation ofthemanagementapproach The managementapproach anditscomponents DESCRIPTION Supplier environmental assessment Environmental compliance Effluents andwaste(continued)

pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. REFERENCE See comment See comment REFERENCE pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg. pg.

45, 45, 45, 77. 45, 42,45, 40-45,53 40-45, 40-45 17,20-25

53-55,77. 53-55,77. 53-55 53-55 77.

20-25 20-25 45, 37, 16-17, 16-17, 27, 77. 27 27 27 36, 77. 53-55 36, 77. 53 53 53, 77. See comment See comment 71, 77. See comment 71, 53 36-37 36-37 36-37 See comment See comment 77. 68, See comment See comment 77 77 77 77

See comment See comment See comment 77. See comment There were nomaterialnon-monetarysanctionsorcasesbrought through disputeresolution mechanisms. information toreport onthisindicatorinthebreakdowns required reporting byGRI. CRHiscurrently developingitsinternal inthisarea. However,Totaltonnes. datainthebreakdown requested byGRIisnotavailable.CRHdoescentrallycollect 49k hazardous wastewas COMMENT gather andreport onthistopic. to supplierassessment.CRHreviews annuallythescopeofdatacollectionandwhere appropriate andpracticableinfuture will Not available.CRHdoesnotgatherdatainthecategoriesrequired byGRI,refer tothepagesreferenced fordetailsonourapproach No significantspills. our employeeswere newlyrecruited (2019:21%). Overall,53%ofmanagerialpositionswere(2019:43%). filledinternally 37%, "30-49years"is45%,and"over50"18%.In2020,theVoluntary Turnover atCRHwas12%(2019:13%).In 2020,18%of 27%, inthecategory"30-49years"is43%and"over5030%. New hire ageprofile; "under30years"is Turnover intheregion "Americas"is74%andintheregion "Europe andAsia" is26%.Turnover inthecategory"under30years"is this indicator. Not material.Thepagereferences coverthetopicingeneraltermsratherthan meettheprecise requirements oftheGRIfor appropriate andpracticableinfuture willgatherandreport onthistopic. pages referenced fordetailsonourapproach tosupplierassessment.CRHreviews annuallythescopeofdatacollectionandwhere screened usingenvironmental criteriaisnotavailable.CRHdoesgatherdatainthecategoriesrequired byGRI,refer tothe society andotherpeoplecommunitycriteria;screening andauditsreflect allthesecriteria.Thepercentage ofnewsuppliers Note thatCRH’s SupplierCodeofConduct,availableoncrh.com,includessafety, environmental, labourpractice,human rights, COMMENT water abstractedfrom areas designatedas'high'or'extremely high'riskforwater-stress. breakdowns required byGRI.CRHiscurrently reporting developingitsinternal inthisarea. Data onlifeinsuranceandhealthcare isnotavailable.CRHdoescentrallycollectinformationtoreport onthisindicatorinthe Water wasdischarged to:surfacewater(24.2mm methods ofwastetreatment: recycling (1.58mtonnes)anddisposal(0.45mtonnes). Breakdown ofwasteby:inert(1.38mtonnes),hazardous (0.60mtonnes)andnon-hazardous (0.05mtonnes)andthere were two CRH iscurrently reporting developing itsinternal inthisarea. Not available.CRHdoesnotcentrallycollect informationtoreport onthisindicatorinthebreakdowns required by GRI. this indicator. Not material.Thepage references coverthetopicingeneral termsratherthanmeettheprecise requirements oftheGRIfor None identifiedassignificantly affected. 77 3 ), sewerwater(2.7mm 3 ), andother(3.7mm + GRI index + GRI 3 ). Inclusiveofthiswas0.1mm

3 of of

CRH Sustainability Report 2020 78

+ GRI index

GRI CODE DESCRIPTION REFERENCE COMMENT

GRI 403 Occupational health and safety (continued) 103-3 Evaluation of the management approach pg. 17, 20-25 403-1 Occupational health and safety management system pg. 22, 67 403-2 Hazard identification, risk assessment, and incident investigation pg. 21-24, 67, 78. See comment Absenteeism was 2.4% in total. It was 79% in the category "medically certified", in the category "medically uncertified" was 14%, in the category "other" was 5% and in the category "accidental injury" was 2%. The occupational illness rate was 0.15 cases per million work-hours. Accidents to females account for just 3% of all accidents and 5% of all work days lost in 2020. Accident data cannot be disclosed by region due to confidentiality concerns. 403-3 Occupational health services pg. 25 403-4 Work participation, consultation, and communication on occupational pg. 24-25 health and safety 403-5 Worker training on occupational health and safety pg. 24-25 403-6 Promotion of worker health pg. 25 403-7 Prevention and mitigation of occupational health and safety impacts pg. 25 directly linked by business relationships 403-8 Workers covered by an occupational health and safety pg. 20, 24-25, 67, 68 management system 403-9 Work-related injuries pg. 23, 78. See comment In 2020, 'employee only' frequency rate (FR) was 1.4 403-10 Work-related ill health pg. 25, 78. See comment Note that one breakdown required by GRI for this indicator is not available. CRH reviews annually the scope of data collection and where appropriate and practicable in future will gather and report on this indicator. GRI 404 Training and education 103-1 Explanation of the material topic and its Boundary pg. 44, 61-62 103-2 The management approach and its components pg. 44, 61-62 103-3 Evaluation of the management approach pg. 44, 61-62 404-1 Average hours of training per year per employee pg. 44, 68, 78. See comment Note that relevant training is provided regardless of gender. In 2020, on average $900 per employee was spent on training 404-2 Programmes for upgrading employee skills and transition pg. 44-45 assistance programs 404-3 Percentage of employees receiving regular performance and career pg. 44, 78. See comment Note that performance reviews are provided regardless of gender. development reviews GRI 405 Diversity and equal opportunity 103-1 Explanation of the material topic and its Boundary pg. 10, 15, 42, 63; AR pg. 65-66 103-2 The management approach and its components pg. 10, 15, 42, 63; AR pg. 65-66 103-3 Evaluation of the management approach pg. 10, 15, 42, 63; AR pg. 65-66 405-1 Diversity of governance bodies and employees pg. 10, 15, 42, 63, 68, 78; AR pg. In the United States, 87% of the employees are white, 9% black and 4% Other. In 2020, there were 17% Latino/Hispanics in 54-57, 64, 65-66. See comment the workforce. Where diversity differences exist compared to the communities we operate in, there are mitigation plans in place. In Europe, 85% of employees were reported as being “National.”

405-2 Ratio of basic salary and remuneration of women to men pg. 78. See comment Currently unavailable. CRH does not centrally collect data on pay to each of its employees in all operating countries by gender. CRH reviews annually the scope of data collection and where appropriate and practicable in future will gather and report on this topic. In 2020, 11% of our managerial employees in revenue generating roles were female. This feeds into our overall I&D target of 33% of females in senior management roles. In 2020, 30% of graduates recruited into STEM-related positions were female.

GRI 406 Non-discrimination 103-1 Explanation of the material topic and its Boundary pg. 42, 53 103-2 The management approach and its components pg. 42, 53, 61 103-3 Evaluation of the management approach pg. 42, 53, 61 406-1 Incidents of discrimination and corrective actions taken pg. 78. See comment There were a total of 8 alleged instances of discrimination in 2020, reported through our Social Review. All were investigated fully with policies and training reinforced wherever necessary and disciplinary action taken as appropriate. GRI 407 Freedom of association and collective bargaining 103-1 Explanation of the material topic and its Boundary pg. 53-55 103-2 The management approach and its components pg. 53-55 103-3 Evaluation of the management approach pg. 53-55 407-1 Operations and suppliers identified in which the right to exercise freedom pg. 53-55, 78. See comment Not available. CRH does not centrally collect information to report on this indicator in the breakdowns required by GRI. CRH is of association and collective bargaining may be at risk currently developing its internal reporting in this area. GRI index CRH Sustainability Report 2020 79

+ GRI index

GRI CODE DESCRIPTION REFERENCE COMMENT GRI 408 Child labour 103-1 Explanation of the material topic and its Boundary pg. 45, 53-55, 67 103-2 The management approach and its components pg. 45, 53-55, 67 103-3 Evaluation of the management approach pg. 45, 53-55, 67 408-1 Operations and suppliers at significant risk for incidents of child labour pg. 79. See comment Not available. CRH does not centrally collect information to report on this indicator in the breakdowns required by GRI. CRH is currently developing its internal reporting in this area. GRI 409 Forced or compulsory labour 103-1 Explanation of the material topic and its Boundary pg. 53-55 103-2 The management approach and its components pg. 53-55 103-3 Evaluation of the management approach pg. 53-55 409-1 Operations and suppliers at significant risk for incidents of forced or pg. 53-55, 79. See comment Not available. CRH does not centrally collect information to report on this indicator in the breakdowns required by GRI. CRH is compulsory labour currently developing its internal reporting in this area. GRI 410 Security practices 103-1 Explanation of the material topic and its Boundary pg. 53, 61, 67, 79. See comment Group companies operate in accordance with the Social Policy and CoBC. 103-2 The management approach and its components pg. 53, 61, 67, 79. See comment Group companies operate in accordance with the Social Policy and CoBC. 103-3 Evaluation of the management approach pg. 53, 61, 67, 79. See comment Group companies operate in accordance with the Social Policy and CoBC. 410-1 Security personnel trained in human rights policies or procedures pg. 79. See comment Note that in 2020, 33% of Group companies had security personnel on-site and 98% of companies provided human rights training to security personnel. Training is generally equally provided to security personnel that are the employees of third parties. GRI 411 Rights of indigenous peoples 103-1 Explanation of the material topic and its Boundary pg. 79. See comment Not applicable. CRH does not have a presence in countries of concern. 103-2 The management approach and its components pg. 79. See comment Not applicable. CRH does not have a presence in countries of concern. 103-3 Evaluation of the management approach pg. 79. See comment Not applicable. CRH does not have a presence in countries of concern. 411-1 Incidents of violations involving rights of indigenous peoples pg. 79. See comment Not applicable. CRH does not have a presence in countries of concern. GRI 412 Human rights assessment 103-1 Explanation of the material topic and its Boundary pg. 17, 53 103-2 The management approach and its components pg. 17, 44, 53 103-3 Evaluation of the management approach pg. 16-17, 44, 53 412-1 Operations that have been subject to human rights reviews or pg. 53, 79. See comment Note that 68% of companies carried out human rights assessments, similar to the past 3 years (Europe: 58%, Americas: 79%, Asia: impact assessments 78%). The challenge of gender diversity was the only topic reported to have been identified. 412-2 Employee training on human rights policies or procedures pg. 44, 79. See comment Note that in 2020 there were c.67,000 hours of training in human rights and 95% of relevant employees received training in human rights policies or procedures concerning aspects of human rights that are relevant to operations. 412-3 Significant investment agreements and contracts that include human pg. 53, 79. See comment 100% of significant investment agreements and contracts were screened in line with the supplier code of conduct which includes rights clauses or that underwent human rights screening specific human rights clauses. Significant suppliers in this case are those who we deem to have a higher potential CSR risk because of the value of their contract with CRH, the location of the source of supply or some other risk factor. GRI 413 Local communities 103-1 Explanation of the material topic and its Boundary pg. 17, 56-57 103-2 The management approach and its components pg. 17, 56-57 103-3 Evaluation of the management approach pg. 16-17, 56-57 413-1 Operations with local community engagement, impact assessments, pg. 56-57, 79. See comment Not available. CRH does not centrally collect information to report on this indicator in the breakdowns required by GRI. CRH is and development programs currently developing its internal reporting in this area. 413-2 Operations with significant actual and potential negative impacts on pg. 51, 56-57, 79; AR pg. 221. Note that potential negative impacts from dust, noise, blasting and traffic are mitigated against and associated mainly with local communities See comment extractive locations, the physical location and numbers of these are listed in the Annual Report. No significant impacts on local communities in 2020. GRI 414 Supplier assessment for labour practices 103-1 Explanation of the material topic and its Boundary pg. 54-55 103-2 The management approach and its components pg. 54-55 103-3 Evaluation of the management approach pg. 54-55 414-1 New suppliers that were screened using social criteria pg. 54-55, 79. See comment 100% of new suppliers were screened in line with the CRH Supply Code of Conduct. Where social risks were identified, additional screening was completed. 414-2 Negative social impacts in the supply chain and actions taken pg. 54-55, 79. See comment Not available. CRH does not centrally collect information to report on this indicator in the breakdowns required by GRI. GRI index CRH Sustainability Report 2020 80

+ GRI index

GRI CODE DESCRIPTION REFERENCE COMMENT GRI 415 Public policy 103-1 Explanation of the material topic and its Boundary pg. 80. See comment Not applicable. No significant contributions. 103-2 The management approach and its components pg. 80. See comment Not applicable. No significant contributions. 103-3 Evaluation of the management approach pg. 80. See comment Not applicable. No significant contributions. 415-1 Political contributions pg. 80. See comment Not applicable. No significant contributions. GRI 416 Customer health and safety 103-1 Explanation of the material topic and its Boundary pg. 48 103-2 The management approach and its components pg. 48 103-3 Evaluation of the management approach pg. 48 416-1 Assessment of the health and safety impacts of product and pg. 24, 48 service categories 416-2 Incidents of non-compliance concerning the health and safety impacts pg. 80. See comment None known. of products and services GRI 417 Marketing and labelling 103-1 Explanation of the material topic and its Boundary pg. 48, 80. See comment Not material. The page references cover the topic in general terms rather than meet the precise requirements of the GRI for this indicator. 103-2 The management approach and its components pg. 48, 80. See comment Not material. The page references cover the topic in general terms rather than meet the precise requirements of the GRI for this indicator. 103-3 Evaluation of the management approach pg. 48, 80. See comment Not material. The page references cover the topic in general terms rather than meet the precise requirements of the GRI for this indicator. 417-1 Requirements for product and service information and labelling pg. 48 417-2 Incidents of non-compliance concerning product and service information pg. 80. See comment None known. and labelling 417-3 Incidents of non-compliance concerning marketing communications pg. 48, 80. See comment The organisation has not identified any non-compliance with regulations and/or voluntary codes. GRI 418 Customer privacy 103-1 Explanation of the material topic and its Boundary pg. 80. See comment Not material. The page references cover the topic in general terms rather than meet the precise requirements of the GRI for this indicator. 103-2 The management approach and its components pg. 80. See comment Not material. The page references cover the topic in general terms rather than meet the precise requirements of the GRI for this indicator. 103-3 Evaluation of the management approach pg. 80. See comment Not material. The page references cover the topic in general terms rather than meet the precise requirements of the GRI for this indicator. 418-1 Substantiated complaints concerning breaches of customer privacy pg. 80. See comment In 2020, there were no substantiated complaints concerning breaches of customer privacy and losses of customer data. and losses of customer data GRI 419 Socioeconomic compliance 103-1 Explanation of the material topic and its Boundary pg. 61-62 103-2 The management approach and its components pg. 61-62 103-3 Evaluation of the management approach pg. 61-62 419-1 Non-compliance with laws and regulations in the social and pg. 61-62, 80. See comment No significant fines. economic area GRI index DNV assurance statement • • • • • • indicators Global CementandConcrete Association(GCCA) Report (the“SelectedInformation”),listedbelow: The performanceindicatorsincludedwithinthe 1. ISAE3000SelectedInformation Matter”): to thefollowingareas (collectivelythe“Subject The scopeandboundaryofourworkisrestricted Subject matter December 2020. (the “Report”)forthereporting yearended 31st presented inCRH’s SustainabilityReport2020 to CRHplc(“CRH”)overtheSubjectMatter Group ServicesLimitedtoprovide limitedassurance (“DNV”, “us”or“we”)were commissioned by CRH DNV GLBusinessAssuranceServicesUKLimited Scope ofengagement CRH

specific (kgpertonneofcementitiousproduct); tonnes); Total CO (metric tonnes);Total CO of cementitiousproduct) and Total CO total waterdischarge(millionm HM2 emissionscoveragerate(%); clinker); andVOC/THC,PCDD/F, Hg,HM1and total (kgperyear);HM2,specific(mg/tonne of year); HM1,specific(mg/tonneofclinker);HM2, specific (mg/tonneofclinker);HM1,total(kgper (ng/tonne ofclinker);Hg,total(kgperyear); PCDD/F, total(mgperyear);PCDD/F, specific year); VOC/THC,specific(g/tonneofclinker); Minor Emissions:VOC/THC,total(tonnesper clinker); Particulates,total(tonnesperyear);NO Emissions: Particulates,specific(g/tonneof emissions; and%CO produced usingcontinuous monitoringofmajor with monitoringofmajoremissions;%Clinker Emissions Monitoring:%Clinkerproduced Climate Change:Total CO and indirectly employed); Lost Time Incident and indirectly employed); LostTime third parties);Number oflosttimeinjuries (directly (directly employed);Numberoffatalities(involving and indirectly employed);Fatalityrateper10,000 Health andSafety:Number offatalities(directly m Water: Total waterwithdrawalbysource (million specific (g/tonneofclinker);NO Particulates emissionscoveragerate(%); per year);andSO SO Sustainability Report 2020 Sustainability Report 3 ); totalwaterconsumption(millionm X , total(tonnesperyear);NO 2 X (Gross) specific(kgpertonne , specific(g/tonneofclinker); 2 emissionscovered; 2 emissions(Net)(metric 2 emissions(Gross) 3 X ); X , total(tonnes , SO X and 2 3 (Net) );and X , 4. SASBIndicators standards 2018”). (the “ConsolidatedsetofGRISustainabilityreporting have usedthepubliclyavailableGRIStandards 2018 Report inaccordance withtheGRIStandards we GRI Standards. To assessthepreparation ofthe Preparation oftheReportinaccordance withthe • • • 3. GRIStandards “Principles Criteria”). AccountAbility Principles(AA1000AP)2018(the we haveusedthepubliclyavailableAA1000 Principles”). To assesstheAA1000Principles materiality, responsiveness andimpact(the“AA1000 the AA1000AccountAbilityprinciplesofinclusivity, The nature andextentofadherence oftheReportto 2. AA1000Principles • • which canbefoundonpage history, scopeandbasissection(the“DataCriteria”), in theReport,wehaveusedCRH’s Reporting an assessmentoftheriskmaterialmisstatement To assesstheSelectedInformation,whichincludes Group levelindicators

water withdrawal(millionm emissions (dust)(thousandtonnes);andTotal emissions (thousandtonnes);Total Particulates ------pollutants: EM-CM-120a.1: Airemissionsofthefollowing emissions-limiting regulations emissions, percentage covered under EM-CM-110a.1: Gross globalScope1 Social: Total numberofemployees(headcount). Group frequency rate;andGroup severityrate. indirectly employed);Group losttimeinjuries; Health andSafety:Group fatalities(directly and NO emissions (Scopes1,2&3)(milliontonnes);Total Environment: Total greenhouse gas(GHG) hours (directly employed). employed); andSeverityrateper1millionman indirectly employed);Numberoflostdays(directly (LTI) rateper1millionmanhours(directly and

X Heavy metals Volatile organiccompounds(VOCs) Dioxins/furans Particulate matter(PM10) SO NO emissions(thousandtonnes);Total SO X X (excludingN 2 O) 3 66oftheReport. ); and X

• by the International Auditing andAssurance by theInternational Historical FinancialInformation’ (revised), issued Engagements other thanAuditsandReviewsof Engagements (ISAE) 3000revised –‘Assurance Standardwith theInternational onAssurance Limited Assuranceengagementinaccordance For theSelectedInformation,weperformed a Standards andlevelofassurance (SASB). by theSustainabilityAccountingStandards Board Sustainability AccountingStandard 2018,prepared with theIndustrystandard ConstructionMaterials been prepared inallmaterialrespects inaccordance Selected Indicatorsare notfairlystated,andhas to ourattentionthatcausesusbelievethe Based ontheworkundertaken,nothinghascome 4. SASBStandards: selected indicators Standards 2018”). “Consolidated setofGRISustainabilityReporting requirements oftheGRIStandards 2018(the that thereport isinlinewith“Comprehensive” Based ontheworkwehaveundertaken,believe 3. GRIStandards individually below. We commentonthenature andextentofeach Principles asdescribedintheCriteria. that theReportisnotinadherence withthe AA1000 has cometoourattentionthatleadsusconclude Based ontheworkwehaveundertaken,nothing 2. AA1000Principles inherent limitationsexplainedbelow. Independent AssuranceReport,inparticularthe Information andistoberead inthecontext ofthis This conclusionrelates onlytotheSelected accordance withtheDataCriteria. has notbeenprepared, inallmaterialrespects, in the SelectedInformationisnotfairlystatedand to ourattentionthatcausesusbelieve the evidencewehaveobtained,nothinghascome Based ontheprocedures wehaveperformedand 1. SelectedInformation Our conclusions reporting periodorforprevious periods. in theReportoronCRH’s websiteforthecurrent outside oftheSubjectMatterthatmaybepublished express anyconclusions,onotherinformation We havenotperformedanywork,anddo

81 EM-CM-140a.1: Total fresh waterwithdrawn • • • was notrestricted to: of theSelectedInformation.Ourworkincluded,but order toconsidertheriskofmaterialmisstatement We are required toplanandperformourworkin 1. SelectedInformation Basis ofourconclusion error isreduced butnotreduced completely. opinion, sothattheriskofthisconclusionbeingin considered sufficient toprovide abasis forour performed ourworktoobtaintheevidencewe engagement beenperformed.We planned and have beenobtainedhadareasonable assurance is substantiallylowerthantheassurancethatwould engagement; andthelevelofassuranceobtained are lessinextentthanfor, areasonable assurance engagement varyinnature andtimingfrom, and The procedures performedinaLimitedAssurance legal andregulatory requirements. requirements, professional standards andapplicable and procedures regarding compliancewithethical of qualitycontrol includingdocumentedpolicies and accordingly maintainsacomprehensive system audit andcertificationofmanagementsystems, Assessment Requirements forbodiesproviding accordance withISO/IEC17021:2015-Conformity and compliancepoliciesforqualitycontrol, in DNV appliesitsownmanagementstandards "Limited Assurance". Assurance Reportwealsorefer tothisscope as Standard (A1000AS)2008.Forconsistency, inthis of assuranceasdefinedbyAA1000Assurance meet therequirements ofaType 1“moderatelevel” engagement wasalsoplannedandperformedto For theAA1000Principles,ourassurance Limited Assurance. perform theassuranceengagementtoobtain comply withethicalrequirements andplan Standards Board. Thisstandard requires thatwe

Information; generate, aggregate andreport the Selected processes, systemsand controls inplaceto to obtainanunderstanding ofthekey Conducting interviews withCRH’s management the DataCriteria; Group levels,andassessingtheiralignmentwith specified performanceinformationatsite, and measurement, analysisandreporting of guidance fordatacollection,aggregation, Reviewing Group procedures, policiesand Criteria fortheSelectedInformation; Assessing theappropriateness oftheData + DNV assurance statement assurance + DNV DNV assurance statement • • • • included, butwasnotrestricted to: the AA1000PrinciplesofReport.Ourwork order toformanopinionovertheadherence of We are required toplanandperformourworkin 2. AA1000Principles • • • • CRH

stakeholders; could affect CRHandwouldbeofinterest to Reviewing thecurrent sustainabilityissuesthat regards totheDataCriteria. the SelectedInformationinReportwith Reading theReportandnarrativeaccompanying the DataCriteria;and Selected Informationwasprepared inlinewith and theirscopeprovided tousbyCRHforthe Reviewing thattheevidence,measurements checking itsconsolidation; and consolidatingtheSelectedInformation Ireland, toreview theprocesses forgathering visittoCRH’sVirtual headquartersinDublin, CO cement plantsvisitedtooverallcement-related acquisition. Thepercentage contributionof whether thesitewasalegacyplantorrecent material produced, geographicallocation, and sample, basedonthetypeandtonnageof sites were chosentoprovide arepresentative collated andreported atsitelevel.These had beenappropriately measured, recorded, of theSelectedInformationtocheckthatdata limited substantivetestingonaselectivebasis consolidation atGroup level.Also,performing the SelectedInformationatsitelevelfor review processes andsystemsforpreparing Infrastructure Inc.,(Mansfieldplant),USA - to (Midlothian cementplant),USA;Oldcastle plant), USA;AshGrove CementCompany, Ash Grove CementCompany, (Foreman cement Finland; OpterraGmbH,(Wössingen), Germany; UK; FinnsementtiOy(Parainencementplant), and LimeLimited(Tunstead cementplant), (Turna cementplant),Slovakia;Tarmac Cement Tal), Germany;SlovakiaCRH(Slovensko)a.s. with CRH,including:Fels-Werke GmbH,(Kaltes visitstositesselectedinconjunction Virtual Interviewing seniormanagement, selected relating totheAA1000 Principles;and on itsreporting andmanagement processes Reviewing informationprovided tousbyCRH stakeholders; engagement andinterviewswithfourexternal Reviewing CRH’s approach tostakeholder Sustainability Report 2020 Sustainability Report 2 gross emissionswas13.6%; • The managementof CRHhassoleresponsibility for: CRH andDNV Responsibilities ofthemanagement of and sustainabilityassuranceexperience. of professionals withacombinationofenvironmental professionals. Ourmulti-disciplinaryteamconsisted independent teamofsustainabilityassurance This engagementworkwascarriedoutbyan where required byrelevant ethicalrequirements. other entitiesofDNV)andmaintainindependence independence requirements (includingpersonnelof and, where applicable,othersare subjectto designed toensure thatDNV, itspersonnel DNV establishedpoliciesandprocedures are quality control Our competence,independenceand Limited AssuranceReport. or anentitymaymakebasedonthisIndependent liability orco-responsibility foranydecisionaperson provided ingoodfaith.DNVexpressly disclaimsany and informationprovided tousbyCRHhave been Our assurancerelies onthepremise thatthedata different quantificationsbetweendifferent entities. acceptable, measurement techniquesmay result in determining suchdata.Theselectionofdifferent, but and methodsusedforcalculating,estimating uncertainty thanfinancialdata,giventhenature financial datamaybesubjecttogreater inherent detect errors, fraudorotherirregularities. Non- limitations asselectivetesting(sampling)maynot All assuranceengagementsare subjectto inherent Inherent limitations Sustainability AccountingStandards Board (SASB). Accounting Standard 2018prepared bythe standard 'ConstructionMaterials'Sustainability selected indicatorsinaccordance withthe Industry in order toformanopinionoverthereporting of We are required toplanandperformourwork 4. SASBStandards preparation againsttheGRIStandards. We reviewed theReporttoformanopinionoverits 3. GRIStandards

issues discussed. reviewing selectedevidencetosupportthe for managementofsustainabilityissuesand in conjunctionwithCRH,responsibility Information inaccordance withtheDataCriteria; Preparing andpresenting the Selected • • • • 1. SelectedInformation above. observations donotaffect ourconclusionssetout Selected observationsare provided below. These raised inaseparatereport toCRH’s management. Our observationsandareas forimprovement were Observations • • • • the Report. We havenotbeenresponsible forthepreparation of obtain limitedassuranceabout: Our responsibility istoplanandperformour workto

82 particular insightonthird partytransport; improve dataqualityandaccuracywitha CRH continuestofocusonthisissue further since thelastreporting cycle,werecommend recognise thatthere havebeenimprovements building materialssectorgenerally. Whilstwe continues tobechallenginginlinewith the Accurate reporting ofcontractorworkinghours level; to beathorough review ofperformanceatBoard sustainability performance,andthere continued We notedseniormanagementcommitmentto misstatements; Selected Informationthatisfree from material and data,resulting inthepreparation ofthe effective controls internal overtheinformation Designing, implementingandmaintaining AA1000 Principles; Preparing theReportinadherence tothe of eachindividually. Criteria, andcommentonthenature andextent AA1000 Principlesasdescribedinthe Whether theReportisinadherence tothe obtained; and based ontheworkperformedandevidence independent limitedassuranceconclusion, and toreport toCRHintheformofan prepared inaccordance withtheDataCriteria Whether theSelectedInformationhasbeen the ReportandDataCriteria. The contentsandstatementscontainedwithin Criteria; and Information basedontheirestablishedData Measuring andreporting theSelected www.dnv.com/assurance/ Building, 30Stamford St,LondonSE19LQ performance. Registered Office: 4thFloor,Vivo helping customerstobuildsustainable business verification, assessmentandtrainingservices, Group, andaglobalprovider ofcertification, subsidiary ofDNVGLBusinessAssurance Assurance ServicesUKLimited,awhollyowned “DNV” isatradingnameofDNVGLBusiness 26th ofMarch 2021 London, UK Limited DNV GLBusinessAssuranceServicesUK • • • • 2. AA1000Principles • •

direct andindirect impactswithintheirreport. consider enhancingthedisclosures ofthese stakeholders. Movingforward, CRHcould (either direct orindirect) thattheyhaveontheir Impact: CRHhasidentifiedthemajorimpacts stakeholder feedback;and demonstrated ahighlevelofresponsiveness to the Stakeholderinterviewsweconducted Responsiveness: Informationreceived from the lateststakeholderfeedback. some materialissuesbeingadjustedbasedon again in2020.Thisresulted intheimportance of materiality process in2019,andreviewed this Materiality: CRHundertookanupdated largely positive; Feedback from stakeholdersinterviewedwas of stakeholders,atsiteaswellGroup level. Inclusiveness: CRHengageswithawiderange in consolidateddatapresented intheReport. provided inallcasesandincorporatedcorrectly submitted from sitesvisited.Updateddata was corrections toSelectedInformationdata We notedasmallnumberofimmaterial quality; and with afocusoncontinuousimprovement of data variances andoutliervaluesare investigated Health andSafetySocialdatawhere control process isinplaceforEnvironmental, We observedthatathorough androbust quality + DNV assurance statement assurance + DNV CRH Sustainability Report 2020 83

+ Benchmarks

These forward-looking statements may Note on generally, but not always, be identified by forward-looking the use of words such as “will”, “anticipates”, “should”, “could”, “would”, “targets”, “aims”, External recognition “may”, “continues”, “expects”, “is expected statements to”, “estimates”, “believes”, “intends” or similar expressions. These forward-looking statements and benchmarks include all matters that are not historical facts or matters of fact at the time of this document. In order to utilise the “Safe Harbor” provisions of the By their nature, forward-looking statements involve risk and uncertainty because they United States Private Securities relate to events and depend on circumstances Litigation Reform Act of 1995, that may or may not occur in the future and CRH plc (the ‘Company’), and reflect the Company’s current expectations its subsidiaries (collectively, and assumptions as to such future events and circumstances that may not prove accurate. ‘CRH’ or the ‘Group’) is A number of material factors could cause actual providing the following results and developments to differ materially cautionary statement. from those expressed or implied by these forward-looking statements, certain of which are beyond our control and which include, among other things: economic and financial conditions generally in various countries and regions where we operate; the pace of recovery in the overall construction and building materials sector; demand for infrastructure, residential and non-residential construction in our geographic markets; increased competition and its impact on prices; increases in energy and/or raw materials costs; adverse changes to laws and regulations; approval or allocation of funding for infrastructure programmes; adverse political developments in various countries and regions; failure to complete or successfully integrate acquisitions.

(The inclusion of CRH public limited company in any MSCI Index, and the use of MSCI logos, trademarks, service marks or index names herein, do not constitute a sponsorship, endorsement or promotion of CRH public limited company by MSCI or any of its affiliates. The MSCI Indexes are the exclusive property of MSCI. MSCI and the MSCI Index names and logos are trademarks or service marks of MSCI or its affiliates.)

Copyright ©2021 Sustainalytics. All rights reserved. This Report contains information developed by Sustainalytics (www.sustainalytics.com). Such information and data are proprietary of Sustainalytics and/or its third party suppliers (Third Party Data) and are provided for informational purposes only. They do not constitute an endorsement of any product or project, nor an investment advice and are not warranted to be complete, timely, accurate or suitable for a particular purpose. Their use is subject to conditions available at www.sustainalytics.com/legal-disclaimers Designed by Numo Brand Partners. Partners. Brand Numo by Designed CRH plc

Stonemason's Way Rathfarnham Dublin 16 D16 KH51 Ireland Frank Heisterkamp Director of Capital Markets & ESG Telephone: +353 1 404 1000 Naomi Cooper E-mail: [email protected] Head of Sustainability

Website: www.crh.com We welcome feedback and comments from stakeholders on our sustainability reporting.

Registered Office Cover image: Our sustainable products are 42 Fitzwilliam Square essential to deliver the solutions needed in the Dublin 2 transition to renewable energy. For example, D02 R279 CRH Serbia, part of our Europe Materials 3 Ireland Division, supplied 34,000m of specialised concrete for the construction of 38 wind turbine foundations as part of the Kovacica Telephone: +353 1 634 4340 windfarm project. The Kovacica windfarm is the Fax: +353 1 676 5013 third largest windfarm in Serbia, representing E-mail: [email protected] one-fifth of the planned national wind energy capacities for Serbia. Once operational, the ® CRH is a registered trade mark windfarm will reduce CO2 emissions in Serbia of CRH plc. by up to 247,000 tonnes a year.