Supporting thePatient Experience

CONTENTS

Introduction 3

Portfolio 4-5

Carillion in Healthcare 6-7

Enhancing the Patient Experience 8-9

Built Environment Integrated Whole Life Capability 10-11

Design and Build 12 - 13

Service Solutions 14 - 17

Delivering Together 18 - 19

Making Tomorrow a Better Place 20 - 23

Making tomorrow a better placeMaking tomorrow a better place IntroductionContents Supporting the Patient ExperienceSupporting the Patient Experience

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IntroductionCarillion Health has a portfolio of customers that we are proud of. We are associated with some of the most prestigious healthcare organisations in the UK, Canada and Middle East/North Africa (MENA) region. These organisations trust us with their brand, their reputation and their assets – assets that are critical for the safe care of over three million patients a year.

Mike HobbsManaging Director, Carillion Health

We make a positive contribution to transforming the patient experience through providing modern safe environments in which our customers deliver clinical services. We understand that the facilities that we construct and our services touch patients throughout their hospital experience. We are in a privileged position to have a positive influence on the experience of millions of patients. In a world of increasingly complex clinical interventions; of increasing public expectations and of increasing financial pressures, it is easy to lose sight of some of the basics that influence how patients rate their experience. Carillion is focused on doing these basics very well and playing a part in delivering an excellent patient experience.

At the centre of everything we do is a passion for the safety of our people, our customers’ staff and patients and the general public. Our expertise is in constructing and managing critical environments and assets – healthcare facilities demand that we use all of our expertise all of the time. Demonstrable compliance is an essential, not a nice to have.

As a major employer we have a responsibility to make a positive contribution to communities in which we work. Our sustainability credentials are market leading and we believe that it makes good business sense to enhance the employment prospects for the disadvantaged and hard to reach as well as reducing waste and carbon emissions.

We manage costs through a combination of a well established system for managing hospital construction costs, implementing technology enabled ways of working and changing the culture of workforces. We have tried and tested systems and processes for managing both cost and risk. Risk and cost go hand-in-hand and we take responsibility for both.

We have a unique breadth of experience that gives us a deep understanding of construction through to lifecycle management, the science of managing risk, and the delivery of large complex new hospital projects and operations. Our technical teams have a range of soft skills supporting people and change. We achieve better outcomes by changing the way people behave and our success in this area is our single most valuable contribution in helping our customers achieve their goals.

MENA & TurkeyAldara Hospital & Medical CentreAl Jalila Children’s Specialty HospitalKing Faisal Specialist Hospital and Research CentreMediclinic Al AinMediclinic Al QusaisMediclinic Al SoufohMediclinic Arabian RanchesMediclinic Dubai MallMediclinic Ibn BatuttaMediclinic Jumeirah (JBR)Mediclinic MeadowsMediclinic MirdifMediclinic WTC Abu DhabiThe Burami Hospital (Burami) The Royal Hospital (Muscat)

Portfolio

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UKAddenbrooke’s HospitalBirmingham & Solihull LIFTBristol Infracare LIFTClacton & District HospitalDarent Valley HospitalDerby LIFTHarpland’s HospitalJohnson Community Hospital Kingsway HospitalLeicester LIFTMile End HospitalNewham University HospitalNottingham City HospitalNottingham LIFTQueen Alexandra HospitalQueen’s Medical CentreRampton HospitalRopewalk House Roseberry ParkRoyal Berkshire NHS FT, New Centre BlockSeacroft Hospital, LeedsSouthern General Hospital (Langlands)Southmead HospitalSt Bartholomew’s HospitalThe Agnes Unit, LeicesterThe Great Western HospitalThe James Cook University HospitalThe John Radcliffe HospitalThe London Chest HospitalThe Royal Liverpool University HospitalThe Royal London HospitalUniversity Hospital LewishamWhipps Cross University Hospital

Established

Developing

Construction

Construction & Finance

Integrated

Services

Canada81 Resources Road, Ministry of HealthBrampton Civic HospitalBrockville Mental Health Centre - ServicesCAMH - Centre for Addiction and Mental HealthEtobicoke General Hospital - ServicesKemptville District Hospital RedevelopmentMount Sinai Hospital New Oakville HospitalPeace Arch Hospital ExpansionPrince George Hospital, Maternal Child ProjectQueensway Carleton HospitalRoyal Columbian HospitalRoyal Inland HospitalRoyal Ottawa Mental Health CentreRoyal Victoria Hospital - Phase 1A ExpansionSault Area Hospital Southlake Regional Cancer CentreSquamish General HospitalSt. Joseph’s Hospital Our Lady of Mercy Wing Phase 2Sunnybrook Health Sciences Centre IRCSunnybrook Health Sciences Centre, M WingVancouver General Hospital, Centennial PavillionVancouver General Hospital, Energy Centre

Carillion inHealthcare

Carillion is a leading integrated support services company, with extensive construction capabilities, a substantial portfolio of Public Private Partnership projects and a sector-leading capability in delivering sustainable solutions. We employ over 40,000 people worldwide, with established businesses in the UK, Canada, Middle East and North Africa, and annual revenue of more than £4 billion.

Over the past 15 years, we have developed a significant presence in the health market supporting thousands of patients and healthcare professionals on a daily basis through the hospitals that we have built and through providing maintenance and facilities management services. We have the experience and capabilities to provide a comprehensive range of the services needed to create and manage healthcare built infrastructure, from design and construction to lifetime maintenance, facilities management and energy efficiency and where required bring the ability to raise funding for projects. Our approach is tailored to take into account the differing requirements of community units, mental health units and acute hospitals.

In the UK we are a leading provider to the National Health Service and we are associated with some of the country’s largest and most prestigious NHS Trusts who rely on us to deliver services that are critical for the safe care of over three million patients each year. In Canada we provide maintenance and facilities management services for acute and mental health facilities and are involved in six major hospital redevelopments. In the MENA Region we are constructing hospital facilities in Saudi Arabia and UAE and also in UAE provide services for a portfolio of polyclinics.

Our experience in managing hospital facilities has allowed us to contribute to providing a better experience for patients, staff and visitors alike. Our proven track record has seen us drive sustainability and continuous improvement across our portfolio, optimising operational and financial performance for our customers, whilst improving the patient environment and experience.

We support the modernisation of healthcare by providing a comprehensive and flexible resource that health professionals can rely on from understanding clinical delivery right through to a full range of whole life asset services.

To find out more about our work in the health sector please visit http://www.carillionplc.com/markets/health

We supportthe modernisationof healthcare

Over 8,000 of our people support the care of patients

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Enhancing the Patient Experience

We are privileged to be in a position to make a positive contribution to the lives of millions of people through the services they receive and the quality of their living and working environments. At the core of our approach is an understanding of the impact our services have on patients and the patient environment. We recognise that construction standards can impact on infection risks in new hospitals and that the quality of facilities management services are used by patients to judge the quality of their hospital stay, including influencing their view of their clinical care.

We manage healthcare design process to ensure that the primary objective is clinical functionality and a positive patient experience. This includes a tried and tested approach to healthcare planning and allocation of space through to designs that separate flows around buildings to ensure patient privacy and dignity and to reduce infection risks. Many aspects of the design process have a dramatic effect on the patient experience, including: design statements to enhance the visibility of entrances; car parking; way finding within the hospital; and even the design of ceilings to avoid glare and create interest for patients lying in beds or being moved around on trolleys.

Our services touch patients throughout their hospital experience and we are in a position to have a positive impact on patients from the start of their experience to the end. From when a response call is made to our reception, through our transport services or even finding a space in our car park, to the initial impression we give outside the hospital doors, we can positively impact the patient experience.

Inside the hospital, the patient is likely to encounter a Carillion receptionist, our security team and our porter before even meeting a medical professional and we take the responsibility of making a good first impression seriously. Our teams ensure a safe and welcoming customer experience at all times, from ensuring parking pay machines are functional to keeping corridors free of clutter to ensuring the staff we employ have the right skills and personality for the job. At ward level we ensure that their environment is clean and tidy, dignity is preserved, that there is a good choice of nourishing food and that hydration is available 24/7.

In a world of increasingly complex clinical interventions; of increasing public expectations and of increasing financial pressure it is easy to lose sight of some of the basics that influence how patients rate their hospital experience.

CASE STUDY:DEMENTIA CARE PROGRAMME AT JAMES COOKUNIVERSITY HOSPITAL

Carillion has worked closely with the James Cook University Hospitals NHS Trust Dementia Care team in the UK. The team has developed a range of interventions which both individually and collectively have a significant positive impact on the experience of patients suffering from dementia.

• Awareness training for staff, including support staff in facilities management who have numerous daily contacts with patients and their relatives enabling them to contribute to the patient experience, learning how best to communicate and interact with dementia sufferers.

• Nutrition and hydration, Carillion introduced coloured crockery at the hospital allowing dementia patients to differentiate and recognise food resulting in better nutrition for patients and less food wastage (30%). Coloured beakers and half size jugs were introduced which are more readily managed by the infirm allowing patients to confidently pour drinks for themselves improving hydration.

• Visual impact – Brightly coloured signage with bold typescript can make way finding more prominent particularly to those who may be confused and have other cognitive impairment. New signage was introduced at the hospital as well as boldly coloured, linens, laundry and toilet seats allowing patients to easily differentiate between them and ease orientation around the hospital.

• Sensory stimulation – Sensory blankets developed by a Carillion sewing room team provide a unique visual and tactile experience for adults with Alzheimer’s Dementia and individuals with visual impairment needing sensory stimulation.

This programme is now available to all Carillion Health customers with the core elements being deployed to meet the local needs of each hospital. More details can be found on our website.

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Built Environment IntegratedWhole Life Capability

When we think about new hospitals we more often than not think about the complexity of the construction, the opportunity for a landmark architectural design and the complexity of project managing all of the disciplines that are required for a new hospital to be ready to accept its first patients. This is the tip of an iceberg. Invariably there have been years of planning before construction can commence and without doubt there will be many more years of operation. Whatever the source of funding, the aim surely must be to have facilities that maximise the number of patients that safely receive care while achieving the best whole life value.

Carillion has the capabilities and experience to work with all of the interested parties to achieve the best whole life cost for a safe and available patient care environment. At an early stage in the development of a new hospital this brings together the competing requirements of a wide range of stakeholders: from hospital operators to architects, from patients to contractors, from funders to facilities managers, to name but a few. Success is aligning the objectives of each of these stakeholders and capturing these in “the deal”, which are defined in a long term contractual arrangement. Many claim to have the programme and project management skills to achieve this. The reality is that there are a wide range of experts that make valuable contributions but very few that have the experience and capabilities to successfully bring a value for money new hospital into operation. Carillion is one of the few organisations that can do this as an integrated offering with the same organisation taking whole life, design & construction and maintenance & facilities management responsibility.

Central to a successful new hospital is a robust long term business plan. From an infrastructure perspective the business plan manifests itself in a long term infrastructure financial model. Testing of this model by lenders and investors brings an additional rigour. A key aspect of this approach is gaining an understanding of key financial drivers of long term value.

This includes balancing initial capital costs with replacement cycles; balancing maintenance costs with extending asset replacement cycles; recognising that managing the total area to be constructed and managed has an order of magnitude benefit over striving to reduce construction rates by a few percentage points; recognising that faster construction programmes not only allow the hospital to open sooner but also has significant financial benefits. At Carillion we have the expertise to manage and assess these complex financial models many of which are also associated with Public Private Partnership (PPP) projects.

Carillion has been a leader in PPP since the inception of the UK’s Private Finance Initiative in the early 1990s and the Canadian Alternative Financing & Procurement programme in the early 2000s. Our integrated approach sets us apart from consortia that are integrators. Our customers have a single point of contact and accountability for the breadth of skills and specialisms that we deliver directly and through our regional supply chain partners. We have the in-house capabilities to manage the process of putting in place financing for major infrastructure investments and creating off-balance sheet structures. Once the financing is in place we have a team that specialises in providing management services for equity investors to enhance the value of the investment and to ensure that funding obligations are met.

CASE STUDY:BRAMPTON CIVIC HOSPITAL

One of the first P3/AFP hospitals delivered in Ontario, this pioneering project has presented a number of opportunities for Carillion’s FM team to improve the efficiency and effectiveness of facility operations. We provide non-clinical hard and soft facilities management services in one of the largest services contracts in Ontario, the Brampton Civic Hospital.

Brampton Civic Hospital was one of the first hospitals in Ontario to have a fully integrated Call Centre, something that is now a standard in all Carillion service contracts. Our 24/7 dedicated Call Centre staff receive and assign on average 21,000 calls per month for services. Security, which due to the urgency of those calls has its own Call Centre, handles another 5,000 calls per month.

Carillion introduced wireless PDA task management system, improving service delivery time by allowing immediate task assignment regardless of where staff may be located in the hospital. Using iPad technology, requests for food, housekeeping and ordering are transferred to the appropriate staff as soon as the task is assigned. This allows supervisors and staff to be mobile while remaining fully accessible anywhere in the 125,000 sq m facility.

Our lifecycle management program at BCH was the first of its kind and is completely worry-free for the hospital. Carillion is fully responsible for all aspects of lifecycle management throughout the 25-year period of the services contract, including financial. The hospital therefore does not have to concern itself with allocating funds for maintenance or replacement, allowing staff to concentrate on caring for patients without distraction.

The Brampton Civic Hospital facility is monitored 24/7 by more than 500 security cameras, ensuring staff, patient and visitor security and well being. In 2010, the security team became the first department in Canada ever to win an IAHSS (International Association for Healthcare Security & Safety) Department of Distinction award, which is based on assessment of the competencies of the Healthcare Security & Safety Officers as well as the Director.

We manage inventory using a just-in-time methodology. By following this process which requires real-time, precise inventory tracking, we are able to reduce warehouse space required, along with its associated costs. Approximately 38 carts of material are delivered each day, and Carillion maintains a 99% fill rate.

For asset tracking purposes we tag high demand items critical to patient care to ensure effective asset management and that patient care is never compromised. For example, the hospital has six bariatric beds in the facility. They are assigned to users by clinical staff, but the asset tagging allows us to establish their exact location. A single call to the security Call Centre instantly locates the item for immediate retrieval.

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Design and Build

It goes without saying that the impact of the built environment has a significant impact on the patient experience. Yet all too often the reality is that this is not the case. The design of a new hospital needs to consider: how the construction is achieved in a manner that is safe for the workforce both during construction and for the teams that will maintain the facility; control of infection needs to be considered from separation of flows of patients and visitors through to construction methods that protect from the introduction of infection hazards; the delivery of hotel services needs careful consideration as it is these services that have a significant impact on patients’ perception of their hospital experience; the impact on clinical staff efficiency of adjacencies of clinical departments; the flexibility to accommodate fast evolving clinical equipment and technologies; recognising the impact that routine fixtures and fittings can have on different patient groups. Each element of a new hospital has experts who can provide advice and best practice. Success is when all of these work in harmony. To achieve this requires complex programme management skills which are a core Carillion capability.

• Acute HospitalsWe have completed construction of 15 major acute hospitals including green field developments and projects on constrained operational sites. As well as new build we also have experience of undertaking large complex refurbishments of retained estate that integrate into new buildings. Our projects include Darent Valley Hospital in Dartford which was the first acute hospital to be opened under the UK Government’s Private Finance Initiative and has been operational since 2000. In Canada William Osler hospital was the first to be completed under the Ontario PPP programme.

• Mental Health FacilitiesWe understand the differing requirements of highly secure units such as the Rampton Hospital Women’s unit in the UK through to facilities to support the elderly mentally ill. In all of these facilities patient and staff safety are essential design considerations to minimise the potential for self harm and inflicting harm. We have experience of working behind the wire of high secure mental health units.

• Rehabilitation, Community and Primary Care FacilitiesWe have a portfolio of rehabilitation facilities, community hospitals and primary care clinics both as individual developments and also for whole health economies.

• Clinical OccupationThe building, commissioning and clinical occupation of a new facility is a critical phase and we have experience of working with customers to successfully achieve this. At Portsmouth we successfully planned and project managed the clinical occupation of the new 925 bedded hospital.

Our focus is on creating safe and efficient patient environments

CASE STUDY:ALDARA HOSPITAL AND MEDICAL CENTRE

Carillion is working with the Aldara Medical Corporation to deliver Phase II of the Aldara Hospital and Medical Centre in Riyadh, Saudi Arabia. This new facility will be a state of the art hospital in the Kingdom of Saudi Arabia and will provide some of the most advanced medical services in the world.

The Aldara Hospital and Medical Centre is being built to address growing demand for high-quality health care in Riyadh, the Kingdom of Saudi Arabia and in the wider MENA region. It will employ world-class medical staff, have an advanced IT platform, adopt the latest medical innovations and have leading-edge facilities for training and education.

It is also expected to stimulate employment in the health care sector, offering opportunities for Saudi professionals to work in a leading, innovative facility.

The 100-bed facility will be Riyadh’s most technically advanced centre. The project scope includes the construction of a 100,000 sq m hospital building on a 27,500 sq m prime site.

The horizontal development comprises a low rise building with an eastern wing of ground floor plus six floors, a western wing of ground floor plus four floors, and a two-storey basement car park spread over 48,000 sq m of built area.

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Service Solutions

Facilities management and maintenance services have a significant impact on influencing how patients rate their hospital experience. In the absence of everyday benchmarks of the quality of clinical interventions people’s rating of their experience is influenced by factors with which they are familiar. These include: how helpful was the receptionist; could I find my way around the hospital; was it clean; how was the food. Many of these factors are the responsibility of the provider of facilities management services. This is a responsibility that Carillion recognises and takes very seriously. In effect our customers are trusting us to protect and support their brand.

• Soft Services (hotel services)We provide a wide range of soft services to ensure the smooth running of healthcare facilities for the people who use them. This includes, cleaning services including window cleaning, laundry services, waste management and specialist healthcare cleaning services, as well as patient dining and retail catering. We also provide front of house and back office support as well as security services. Our understanding and experience of the needs and complexities of a hospital environment help us to deliver value added services for our customers and drive continuous improvement.

Our service portfolio

Soft (hotel) servicesCar Park ManagementCleaningHelpdeskHousekeepingLaundryLinenPatient DiningPorteringReceipt and DistributionReceptionRetail Catering SecuritySwitchboardWaste Management

Hard servicesLifecycle Management &ReplacementPlanned MaintenanceReactive MaintenanceSmall Works and Projects

We provide a widerange of soft servicesto ensure thesmooth running ofhealthcare facilitiesfor the people whouse them.

CASE STUDY:BARTS HEALTH

Carillion is privileged to be working with Barts Health to provide facilities management services to five out of the six hospitals managed by the Trust. At three of the hospitals: Royal London; St Bartholomew’s and London Chest, the facilities management services are provided as a subcontract under a wider Private Finance Initiative agreement that included the UK’s largest new hospital development. A comprehensive range of hotel services are provided by over 1,000 staff, reflecting the diverse ethnic mix of east London. Service delivery has been designed around clinical zones and neighbourhoods ensuring a swift response and efficient service delivery throughout the hospital – and for less money than it cost in the old hospitals. This service design has been possible through working closely with design teams from the very early stages of the new hospitals.

For those requiring facilities management support a single helpdesk number provides a single point of contact to all of the hotel services. This helpdesk is the nerve centre of the operation and is enabled by a modern Computerised Aided Facilities Management system (CAFM) linked to a number of other systems that allow the efficient delivery of specific service lines.

The CAFM keeps track of every task, planned or reactive, and allows services to be managed against Key Performance Indicators (KPIs). These are calibrated to allow the contract to be managed using a performance management system (PMS) based on delivering the outputs required to support patient care. Failure to perform results in financial penalties and service failure points.

Throughout the construction of the new hospitals, which in total spans 10 years, the existing hospitals have been fully operational and Carillion staff have played an important role in supporting the delivery of clinical care during the construction phase, which commenced in July 2006.

At the centre of the approach that we have taken is a passion for the safety of patients, our customers’ staff and our own people. Acute hospitals demand that we use all of our experience of working in critical environments. It is this focus that enables us to play our part in maintaining and enhancing the brand and reputation of Barts Health.

• Engineering and MaintenanceWe provide our customers with peace of mind by ensuring critical systems are safe and operational. Hospitals are complex buildings packed full of critical environment plant and equipment that demands specialist maintenance systems and processes. We provide the people, systems, processes and experience to ensure hospitals meet statutory and mandatory compliance standards.

The maintenance regime dictates that healthcare facilities remain available for safe occupation and use. It also has a direct impact on management of the whole life costs of the facility. Key to this is an asset database that enables the proactive planning and execution of planned preventative maintenance programmes and the creation of forward maintenance plans that identify lifecycle replacement requirements over the coming years.

• LifecycleThe skill in managing lifecycle performance lies in balancing: cost performance, operating performance and risk. This balancing act is guided by a clear understanding of a client’s operational priorities. We develop a forward maintenance plan for each asset which delivers a performance level across the three variables which is consistent with our customers’ priorities.

During the design phase the whole life cost model is developed based on the construction cost model to achieve the optimal balance between initial and long term cost for the customer. The lifecycle model can then be used to predict future financial commitments and to manage the necessary financial reserves to undertake life cycle replacement works. Carillion’s central lifecycle planning team combine a strong mix of expertise across technical, financial and operational disciplines.

• Project WorksWe know that healthcare is constantly evolving and that facilities need to keep pace with these changes. Our projects capability focuses on the project management and delivery skills to successfully achieve reconfigurations through to lifecycle replacement. In planning and delivering projects we work with customers to link these to the overall property strategy and wherever possible combine projects with lifecycle replacements and energy performance enhancement schemes.

• Energy ManagementThrough innovative products, consultancy and design we provide a comprehensive range of energy management solutions to our clients to provide energy efficient buildings that cut costs and reduce carbon. These include low carbon design through to behavioural programmes to reduce energy usage.

Our solutions include a total energy management solution, to products such as the awarding winning EcoPod heating system for community health facilities. Low carbon technologies that we routinely include in our solutions include: photovoltaic, ground source heat pumps and biomass boilers as well as insulation measures. Maintenance and lifecycle regimes also have a direct impact on energy consumption.

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Service Solutions

We adopt a unique approach to the way we design and deliver services, getting to know our customers’ businesses inside out and working to create true partnerships that deliver exceptional results. By focusing on the needs of the people they serve, we help our customers to deliver better outcomes. We aim to be a partner of choice in working with health delivery organisations to improve the experience for patients and staff. Together with our customers, we’re designing and building new facilities, delivering safe clinical environments and providing the support services that health professionals rely on to do their job effectively.

Many of our customers trust us with the responsibility of protecting their brand. We know that this is important for hospitals where maintaining public confidence is so important. It is a responsibility we take seriously. Our partnership is founded on the culture of Carillion and the behaviours of our people and our approach is based on openness and transparency.

Our peopleAs a service to construction business, our success depends on the quality of our people. In order to attract, develop and retain excellent people by becoming an employer of choice, we have a wide range of policies and programmes in place, the success of which rests on how well we communicate with all our people, including listening to what they tell us and acting upon it. Our high quality staff are working in all aspects of healthcare, from primary care to secure mental health units; from community services to acute hospitals. Wherever we are involved our staff draw upon our specialist expertise in managing risks, working safely through people and project management. Service excellence for our customers is achieved by consistently developing the skills of our people to deliver new levels of excellence, today and tomorrow.

Delivering Together

Health and SafetyWe are passionate about targeting zero accidents. Our systematic approach helps control risk, reduce costs and improve performance, with fewer insurance claims and fewer days lost to injury. We target zero accidents and were the first in our industry to introduce a specific campaign ‘don’t walk by’. The aim of the campaign is to create an environment of openness and awareness, in which all of our people feel able to identify and raise concerns about unsafe working practices and conditions.

Continuous ImprovementWe are fully committed to delivering cost-effective and innovative solutions and have a proven track record in supporting the patient experience, driving sustainability and continuous improvement to optimise operational and financial performance for our customers. We have an unrivalled bank of internal benchmark data across sectors and service lines and use the data to analyse relative performance across each Carillion contract.

Measuring SuccessWithin Carillion, Net Promoter Scores are used to measure how our customers rate us and this forms one part of our continuous customer feedback and review process. The Net Promoter Score is derived from the Informed Client Survey aspect of our award winning ServExcel Customer Experience Model. ServExcel is an approach consisting of 4 surveys that can be used in combination to identify and measure the ‘customer experience’; this enables us to identify the good and bad, helping us celebrate the former and eliminate the latter.

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Making Tomorrowa Better Place

At Carillion we provide solutions to problems and we bring new ways of thinking to the way things have always been done. It has enabled us to build a track record for business and service transformation, and major project delivery. At the heart of this is our focus on developing long-term, trusted partnerships that bring lasting benefits to our customers and the communities in which we live and work.

As a major employer we have the responsibility to make a positive contribution to the communities in which we work. We are proud of our market leading sustainability credentials and we believe it makes good business sense to enhance employment prospects for the disadvantaged and hard to reach.

Sustainable practice is not a nice to have, it is a necessity. We believe that becoming a more sustainable business goes hand in hand with becoming a more successful business. We have a strong track record of sustainable outcomes on all of our health sector contracts, yet we know that working with our customers we can do more. We are committed to making this further improvement. We are proud of the work that we do in the UK to support the NHS Sustainability Day, which extends far beyond a single day.

We believe thatbecoming amore sustainablebusiness goeshand in handwith becoming amore successfulbusiness

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CASE STUDY:BUSINESS IN THE COMMUNITY –OFFENDER PLACEMENTS

In 2010 Carillion first offered an offender work placement at HMP Send in Ripley, Surrey which operates as a closed Female Prison. Carillion provided a seven month work placement to provide experience of the working environment and an opportunity to learn new skills and renew confidence in the workplace with the ambition of obtaining long term employment.

As a result of the success of the first placement, six additional placements have commenced and three of the placements have secured full time paid positions with the Carillion team at Barts Health. All of the other individuals were highly employable and found employment elsewhere.

During 2013, our Barts Health team extended the HMP programme to include two additional prisons, HMP The Mount and HMP Ford; this includes another six placements of which two are 10 months in duration. Part of the programme involves one to one mentoring and travel and lunch expenses are covered. The placements are engaged in a variety of activities with one about to commence at the Royal London Restaurant as a Barista.

Four of our services managers have also attended and presented at a NACRO / BITC event at HMP The Mount to support the ‘employment rights of offenders’. These offender placements at Barts Health have been so successful that other locations are now reaching out to nearby prisons to assist supporting disadvantaged members of their local community.

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To find out more about our services in the health sector or to discuss how we can support your organisation please contact:

Nuala Gilmartin, Business DevelopmentE: Nuala.gilmartin@carillionplc.com T: +44(0) 1902 422 431

Carillion plcwww.carillionplc.com

@Carillionplc

linkedin.com/company/carillion

facebook.com/CarillionUpdates

youtube.com/user/CarillionplcLatest

flickr.com/photos/Carillionplc

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