2023 ESG Report

BUILDING TODAY TO TRANSFORM TOMORROW

2023 Environmental, Social, and Governance Report

A MESSAGE FROM OUR LEADERSHIP

We are excited to share our progress in promoting a healthy and more equitable future for our people, our business, and our planet through our Environmental, Social and Governance strategy. Our strategy called “Building Today to Transform Tomorrow,” guides us to sustain our planet, protect and actively care for people, and to lead and purposely transform our industry.

Our framework marks an important step as we expand our efforts to measure, manage, and report on sustainability metrics across our business activities. By tracking performance data on priorities like embodied carbon, waste reduction, and water use at the project level, we strengthen accountability and drive improvement.

Our equity journey continues as we strive to create an industry where all people can be at their best, be authentic, and are treated with dignity and respect. This includes working to create equitable opportunity and eliminating hate and bias from the industry every day.

There is always more we can achieve, and we welcome cooperation to amplify our effect. Working together through compassion and innovation, we can build a future where all people and our planet prosper. Our efforts today establish a foundation for generations to come. At Turner, we are Building Today to Transform Tomorrow.™

BUILDING TODAY TO TRANSFORM TOMORROW

At Turner, we developed a strategy focused on our company's enduring impact to support future generations. Building Today to Transform Tomorrow unites diverse initiatives to champion a broader definition of sustainability for our company, the planet, and its people. Our culture, rooted in innovation and inclusivity, fosters a safe, respectful environment for our employees, business partners, and communities. Throughout our history, landmark programs in safety, community engagement, and sustainability set industry standards. Through dialogue and collaboration, we fortify our purpose: to take bold actions to make a purposeful difference in the lives of people, customers, communities, and the environment, supporting our vision to be the highest value provider of global construction services and technical expertise.

Our strategy extends beyond internal operations, encompassing our supply chain and environmental practices, driving innovation and progress. With a collective commitment to evolve and lead, Turner's strategy embodies our essence: ensuring a sustainable legacy for generations to come.

OUR JOURNEY

For over 120 years Turner has transformed skylines, strengthened communities, and driven industry change. Through our culture of caring and staying true to our core values of commitment, integrity and teamwork we make meaningful change in our communities and within our industry.

We have made tremendous strides with increasing equity and inclusion at Turner and on our jobsites, of improving safety and wellbeing, and reducing our impact on the environment.

The challenges that we’re facing globally inspire us to do more. More for the environment, for society, and for the partners we work with every day. Our history is full of key "firsts", which set the foundation for the launch and implementation of our ESG Strategy.

2004 1st Company-wide Safety Stand Down (50,000 workers)

2014 Turner hosts 1st Annual Innovation summit

2018 Established Turner Innovation Challenge

2022 First published Equity Audit Report

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1968

Start of Community and Citizenship Department

Founded in 1902

1969 Launch of Turner School of Construction Management

1997 Founding member of U.S. Green Building Council

2018 First Community and Citizenship Impact Report

2019 Announced our 2030 Jobsite Reduction Commitment & Resilience Program

2023 ESG Strategy Launch

OUR STRATEGY

PROTECT & ACTIVELY CARE FOR PEOPLE SUSTAIN OUR PLANET

Our Projects Our Operations

Support a Sustainable and Resilient Built Environment

Work with our business partners and clients to influence decisions about the sourcing, resiliency, and sustainability of building materials and systems.

Reduce our Operational Environmental Footprint

Protect the environment by reducing energy, water and waste, while committing to mitigating impact on biodiversity and ecosystems.

Our Employees Our Business Partners PURPOSEFULLY

Develop a Healthy, Thriving, Best-in-Class Workforce

Support the continuous development of people in a healthy, safe, diverse, and inclusive environment.

Create a Safe and Healthy Work Environment

Promote the physical and mental wellbeing of people and build a more sustainable supply chain.

Grow Purposeful Community Impact

Drive Sustainable Market Transformation

Our Communities Our World Our Business Accountable and Transparent Business Practices

Grow healthy and sustainable community partnerships and strengthen diverse and local businesses.

Introduce innovative products and services that make us better builders, improve the industry, and positively impact the world.

Uphold the highest standards of business conduct and be transparent and clear with our commitments.

Support Deliberate & Sustainable Design

Develop & Disperse Specialized Expertise

Emission Reductions & Renewable Energy Implementation Waste Avoidance & Diversion

Water Management & Conservation

Protect & Restore Biodiversity

Equitable Representation

Advanced, Skill-Based Learning

Create the Right Environment

Promote Worker Behavioral Health Success

Build a Sustainable Supply Chain

Engage Actively in the Communities We Build

Support Economic Development in the Communities We Build

Grow Sustainable Business Opportunities

Prioritize Business Values

Standardized, Secure, and Transparent Processes

Ensure Client Satisfaction

Executive Commitment & Accountability

SUSTAIN OUR PLANET

Our Projects Support A Sustainable and Resilient Built Environment

Our Operations Reduce our Operational Environmental Footprint

Turner has long led the industry in constructing green buildings. As the top ENR contractor for green buildings for the last 16 years, and with over 800 green building accredited professionals, our role has an immediate and lasting impact.

Our strategy is focused on protecting and sustaining the planet through our buildings and our operations.

We promote the use of sustainable materials and of energy efficient building systems in the buildings we build. We recognize that buildings significantly contribute to global CO2 emissions, accounting for nearly 40% of the total. Therefore, we strive to influence the materials and systems specified in the buildings we construct to reduce their carbon footprint.

We also address the environmental impacts of our own activities, including energy, waste, and water usage during the construction phase and in the daily operation of our business.

We aim to reduce our own environmental footprint and lead the industry in sustainable building practices.

Phipps Conservatory and Botanical Gardens, Center for Sustainable Landscapes

OUR PROJECTS

SUPPORT A SUSTAINABLE AND RESILIENT BUILT ENVIRONMENT

Our commitment to a sustainable and resilient built environment begins in the preconstruction phase. We focus on sharing our expertise to collaborate with clients and design partners on resilience planning, energy-efficient design, waste avoidance, recycling, the use of circular materials, calculating and reducing embodied carbon, and incorporating health and human rights considerations in material evaluations. We also promote strategies for decarbonization.

We play a crucial role in providing clients and design partners with the information they need to make informed decisions during project planning and design.

We strive to continually grow our knowledge and experience to support the evolving ESG needs of our clients.

SUPPORT DELIBERATE & SUSTAINABLE DESIGN

We will prioritize sustainability in our preconstruction process on all new projects. This includes promoting resilience planning, supporting energy efficient design, avoiding waste, increasing recycling and the use of circular materials, calculating and reducing embodied carbon, and incorporating human rights and health impacts during material evaluations in the design process.

We will promote the use of existing building energy retrofit as a strategy for decarbonization.

DEVELOP & DISPERSE SPECIALIZED EXPERTISE

We will advance professional service offerings with best-in-class sustainability subject matter expertise.

We will increase overall employee awareness on sustainability topics relating to the building’s design and construction through trainings and resource materials.

Southwest Library, Washington, DC

PRIORITIZE SUSTAINABILITY IN PRECONSTRUCTION

Across Turner, our teams engage with clients and design teams to support and promote sustainable interests.

Our extensive experience with certified green buildings, Net Zero projects, and mass timber installations equips us with valuable skills and knowledge. We are committed to bringing thought leadership to the design table to promote greener, more resilient buildings.

DRIVING SUSTAINABILITY

Through Expertise

Turner continuously grows our expertise in sustainability. Through education, research, experience, and strategic hiring, we cultivate a strong network of sustainability experts, enhance our proficiency in Virtual Design & Construction, and expand our in-house engineering resource, Turner Engineering Group (TEG). We provide the necessary tools to bring our clients’ sustainable visions to life.

University of British Columbia Smart Energy District credit: UBC’s Renewable Energy Hub/MéridaLabs

Smart Energy at the University of British Columbia

The University of British Columbia (UBC) is transforming its campus with a solar and hydrogen-driven Smart Energy District. In phase two of this initiative, UBC partnered with Turner to manage the construction of a hydrogen generating and fueling station. As the first project of its kind, UBC leveraged Turner’s expertise, including Turner Engineering Group, to bring the project to life. This ensured the success of key features, such as continuous piping for liquid hydrogen with no splices or directional changes. We overcame numerous design and safety challenges, including resolving constructability issues for the primary architectural feature—a mass timber canopy with a rainwater recapture system.

Reducing Carbon Footprint at Princeton University

In New Jersey, we collaborated with Princeton University and the design team on the Hobson College Geo-Exchange project. Through preconstruction efforts, the team considered sustainable features like mass timber, bird-safe glass, and Passive House designs. While not all proposals were implemented, those that were had a significant impact. We explored low embodied carbon production goals and collaborated with trades to exceed these goals, reducing the project's carbon footprint.

Philadelphia Pier Resiliency Study

Facing flood risks and future sea-level rise, we used our BIM expertise to visualize the impact of flooding in early design studies for a project in Philadelphia. Our approach projected current and future flood risks, embedding resilience into the design. By integrating sea-level projections into VDC efforts, we helped develop a design prioritizing risk reduction, regulatory compliance, and client satisfaction. This project exemplifies Turner's foresight in merging BIM technologies with environmental resilience strategies.

Embodied Carbon Reduction Through Planning

Our sustainability initiatives are most effective when engaged early in preconstruction, but can be effective at any stage with intentional efforts. On a data center project in Iowa, we created an embodied carbon baseline, identified low-carbon materials, and obtained alternate pricing from trade partners during construction. This process reduced embodied carbon by over 30% at no additional cost to the owner. This demonstrates that strategic planning and collaboration can achieve substantial environmental impacts without sacrificing financial viability.

University of British Columbia Hydrogen Fuel Station credit: Dialog

OUR SUSTAINABILITY NETWORK

Central to our strategy is cultivating a robust network of experts dedicated to advancing sustainable practices throughout the organization.

Turner teams influence clients and partners on sustainable building practices by leveraging a fully-resourced headquarters team, dedicated regional and business unit sustainability managers, an expansive volunteer network, and over 800 green accredited builders.

Project Spotlight

550 Washington Street

This 12-story, commercial headquarters office building, spanning 3 city blocks in New York, was awarded LEED Platinum in 2023.

The historical St. John Railways Terminal was reimagined into a 1.3 million-square-foot cutting-edge commercial office space, part of Google’s planned Hudson Square campus. It is estimated that the project saved over 78,000 metric tons of CO2e by avoiding the creation of a new structural foundation. Once the exterior was complete, Turner in a joint venture with Structure Tone completed the interiors for Google.

GROWING AND SHARING

Our Expertise

Turner strengthens its position by consistently improving sustainable expertise. By fostering diverse and specialized employees, Turner upholds its commitment to constructing environmentally sustainable buildings, placing us at the forefront of green construction practices. Our dedication to sustainability makes Turner the premier choice for sustainable construction projects, setting a benchmark for excellence in the industry. We continually grow our network through knowledge transfer and new talent acquisition.

In 2023 Turner hired Colin Schless, Director of Client Decarbonization Strategy, to educate and collaborate with Turner teams, clients, and partners to reduce operational emissions. Based in Boston, Colin spreads his knowledge nationally through regular knowledge-transfer activities and works with the Turner Engineering Group to optimize design outcomes.

Steve Whitcraft, Preconstruction Executive in our Austin office, is a mass timber expert. With extensive experience, Steve shares best practices and lessons learned with our preconstruction and business development teams, conducting internal training sessions and contributing to external organizations like WoodWorks, the Climate Smart Wood Group, and the Sustainable Design Leaders group hosted by BuildingGreen.

Specializing in waste and circularity, Mersy Maradiaga, Sustainability Engineer, coordinates with projects and trade partners to implement new initiatives and ensure accurate data tracking. Mersy and the project team collaborated with the drywall trade partner to replace single-use 5-gallon joint compound containers with reusable 30-gallon containers, eliminating 1,560 5-gallon containers and reducing 2.34 tons of plastic waste.

Lisa San Filippo, Design Specialist in Architecture and Sustainability, was honored in 2023 with the prestigious LEED Fellow designation.

Lisa’s nearly two decades of dedication to sustainable design and construction at Turner were recognized when she was named a 2023 LEED Fellow by Green Business Certification Inc. (GBCI) and the U.S. Green Building Council (USGBC).

This prestigious fellowship validates Lisa’s technical expertise and highlights her leadership in championing sustainability and green building practices. Lisa was one of only 21 professionals awarded in 2023, representing exceptional practitioners who have mastered the LEED rating system. Her recognition as a LEED Fellow showcases her significant contributions at Turner, driving sustainable solutions and inspiring colleagues to adopt greener practices.

“Professionally, nothing is more rewarding than being able to see and witness the ripple effects of my efforts, while personally, knowing that the impacts of my work will lead to a better environment for my children and their future families keeps me focused, steadfast, and motivated.”

Lisa San Filippo, AIA, LEED Fellow, LEED AP BD&C, LFA, WELL AP, SITES AP, Assoc. DBIA Design Specialist in Architecture and Sustainability

OUR OPERATIONS

REDUCE OUR OPERATIONAL ENVIRONMENTAL FOOTPRINT

Construction companies have the opportunity to make a significant impact through their activities. Turner has a long history of engaging in these efforts. We were early adopters of waste tracking, starting in 2005, and we have one of the most robust tracking processes for jobsite fuel and electricity use. In 2019, we committed to energy and water reduction targets by 2030 and will expand these programs to support our commitments.

Our approach includes testing and piloting reduction strategies for fuel, electricity, water, and waste on our projects. We focus on equipment, vehicles, and offices we own and rent, identifying opportunities to convert fuel-powered elements to electric or battery power. We also aim to shift our electricity sources from fossil fuels to renewable energy and work with trade partners on our sites to do the same.

Historically, carbon emissions have been the primary focus in construction for environmental impact. We proactively measure base emissions and implement reductions. Additionally, the industry is increasingly aware of the importance of water use reductions, recycling, and biodiversity. Turner operates across diverse ecosystems and water-stressed conditions in the United States, Canada, and internationally. We are committed to learning and growing opportunities in this space to support sustainable operations that conserve water and protect nature.

EMISSION REDUCTIONS & RENEWABLE ENERGY IMPLEMENTATION

We will achieve Net Zero Emissions in our own operations (Scope 1 and 2) by 2030 and achieve Net Zero Emissions across our supply chain (Scopes 1, 2 and 3) by 2040. We will continuously assess our carbon targets to align with limiting temperature rise to 1.50 as set in the 2015 Paris Agreement.

WASTE AVOIDANCE & DIVERSION

We will divert 80% construction and demolition waste by 2025 and 95% by 2035. We aim to continuously reduce the total waste footprint of our projects through deliberate material selection and construction means and methods.

WATER MANAGEMENT & CONSERVATION

We will decrease our potable water consumption by 10% by 2030, compared to base year 2019.

We will assess water stress conditions in the locations where we build and implement water management plans for all new projects in water stressed areas.

PROTECT & RESTORE BIODIVERSITY

We will study our impact on biodiversity and ecosystems and commit to implement mitigation and restoration efforts.

OUR EMISSIONS

Turner has set ambitious goals to reduce emissions from our operations and supply chain. By 2040, we are committed to reaching net zero emissions across all reporting scopes. Turner's emissions are categorized into three scopes. Scope 1 includes direct emissions from our use of fossil fuels in equipment like fleet vehicles and generators. Scope 2 includes emissions from the electricity we consume. Both Scope 1 and 2 pertain solely to our operations and exclude emissions from trade partners or the supply chain. Scope 3 covers all other emissions, including those from subcontractors' fuels, employee commuting, and construction materials. We are committed to reducing our carbon footprint over the next 16 years.

Direct Emissions from Turner Operations

Indirect Emissions from Turner Operations

Indirect & Supply Chain Emissions

SCOPE 1

TURNER FLEET

Owned or leased vehicles in Turner’s fleet

TURNER EQUIPMENT

Fuel-based equipment owned or rented by Turner (including SPO)

SITE HEATING/CONDITIONING

Fuel based temperature and humidity controls owned or rented by Turner

JOBSITE OFFICES

Fuels used to heat or power jobsite offices

LEASED SPACES

Natural gas used to heat BU main offices and warehouses

SCOPE 2

TURNER FLEET

Owned or leased electric vehicles in Turner's fleet

TURNER EQUIPMENT

Electric equipment owned or rented by Turner (including SPO)

SITE HEATING/CONDITIONING

Electric temperature and humidity controls owned or rented by Turner

JOBSITE OFFICES

Electricity used in jobsite offices

LEASED SPACES

Electricity used in BU main offices and warehouses

SCOPE 3

MATERIALS

Emissions from the extraction, production and manufacturing of materials (e.g. concrete)

SUBCONTRACTORS

Subcontractor equipment and operations on the jobsite

DELIVERIES

Transportation of materials to the jobsite

CONSTRUCTION & DEMOLITION

(C&D) WASTE

Processing of C&D waste, whether recycled, reused or disposed

BUSINESS TRAVEL Air, rail and vehicle travel

COMMUTING

Employee commuting to jobsites and offices

BUILDING USE

Operation of the building or space over its lifecycle

END OF LIFE

Processing of waste associated with the future demo or

deconstruction of the building

INVESTMENTS

Turner’s share of JV’s when we are not the Managing Partner

JOURNEY TO BUILDING OUR FOUNDATION

1990s - 2009

1997: Founding member USGBC

2000: First Turner LEED project certified (Joe Serna, Jr. Cal EPA Headquarters Building)

2004: Set first formal sustainability practices

2005: Established 50% waste diversion standard

2005: Established the Green Champions network

2007: First year named ENR's #1 Green Builder

2008: Partnered with the Climate Leaders and committed to reducing emissions from BU offices by 5%

2009: Created a campaign for company-wide green credentials

2023 - 2025

GREENBUILDERS

2010s - 2022

2010: First year with over 50% of our work in place as green

2015: National Sustainability Committee founded to evaluate and position ourselves for the next decade

2019: Announced 2030 Commitment and Resilience program supported by dedicated program managers

2019: Announced LED temporary light standard

2020: Began to implement reductions company-wide

2021: Established Knowledge Teams to support our sustainability programs and managers

2021: Positioned ourselves with external climate alliances and commitments

2022: Published first embodied carbon benchmark study

FORMALIZING OURCOMMIT

2023: Introduced "Building Today to Transform Tomorrow" strategy

2023: Decarbonization Program launched: hired director of client decarbonization

2023: Started tracking water stress and implementing Water Management Action Plans

2024: All projects over $20 million began to track waste, water, fuel, and electricity

2025 - 2040

2025: Divert 80% construction and demolition waste

2035: Divert 95% construction and demolition waste

2030: Net Zero Scope 1 and 2, and decrease potable water consumption

2040: Net Zero Scope 3

DRIVING CHANGE

How Electric Fleets and Renewable Diesel are Reshaping Industry Standards

In an era where environmental stewardship is more crucial than ever, two transformative initiatives are setting new standards in sustainability within the construction industry. Spearheaded by passionate leaders in their respective fields, these programs not only aim to reduce emissions but also to reshape industry practices for a cleaner and greener future.

Abby Roberts, Jobsite Emissions and Water Program Manager at Turner, is at the forefront of an electrifying campaign to transition the company’s fleet to electric vehicles (EVs). With over 18 electric and 6 hybrids on the road, the potential impact of this shift is significant. “One of the ways we’re looking to cut jobsite emissions is through transitioning company cars and trucks to electric vehicles,” Abby explains. This ambitious plan includes a directive to overhaul the entire fleet to EVs within five years.

Despite the challenges of vehicle availability and public apprehension towards EVs, Abby remains cautiously optimistic. “We are doing well! But the only way to get all the way there is if people stop buying the internal combustion engine,” she emphasizes.

Abby’s dedication is not just about meeting emission targets but also about leading by example in the adoption of sustainable technologies.

Simultaneously, Mike Bahr, Sustainability Manager in Des Moines, is pioneering the use of renewable diesel. This alternative fuel, refined from agricultural byproducts and recycled cooking oil, is being tested in construction trucks and equipment.

“Together with our client, we’re piloting a program where we roll it out as an alternative to traditional diesel for on-site construction trucks and equipment,” Mike shares.

The renewable diesel initiative promises a reduction of up to 50% in carbon emissions. Despite the early stage of the program and the absence of

Our fleet electrification is a small, early step to signal our commitment to industry transformation. We have our sights set on full jobsite electrification.”

Julia Gisewite Vice President, Chief Sustainability Officer

comprehensive operational data, the optimism is palpable. Mike points out the unique logistical setup that supports this initiative: “Yes, our jobsite is set up a little differently because it’s so massive— we have our own tank farm here that our trade partners use to fill up.”

Both leaders face challenges. Abby dealt with production delays. “We ordered 30 Silverado’s last year and got 13,” she states, highlighting the unpredictability of stock availability. On the other hand, Mike contends with establishing a reliable supply chain for renewable diesel in Iowa and educating stakeholders on the benefits of this new fuel compared to bio-diesel.

Despite these hurdles, both initiatives are bound by a common thread of sustainability and innovation. Abby and Mike not only aim to implement these changes within their spheres but also

inspire wider adoption across industries.

“It’s an exciting moment,” Abby enthuses, reflecting on the numerous incentives driving the shift to electric vehicles. Mike, equally driven by the potential local economic benefits and environmental impact, remarks, “It’s a really strong story for us in Iowa.”

Together, these stories of Abby and Mike reflect a broader narrative of transformation and hope. By driving change one electric vehicle and one gallon of renewable diesel at a time, they underscore the feasibility and the imperative of adopting sustainable practices in today’s world. Their efforts highlight not just the technological possibilities but also the human spirit of innovation and the power of dedicated leadership in the face of environmental challenges.

MEASURING SUSTAINABLE IMPACT Our GreenBoard Platform

To support Turner’s goal of reducing greenhouse gas emissions and water consumption to achieve Net Zero Emissions by 2040, we are developing an internal platform to track emissions and reductions across our jobsites.

By leveraging advanced data analytics and real-time monitoring, GreenBoard enables Turner to identify key areas for improvement, implement sustainable practices, and ensure compliance with environmental standards. This proactive approach contributes to the company's Net Zero Emissions target and sets a benchmark for the construction industry.

"GreenBoard gives us the unique ability to measure our environmental impact, spot trends, and make changes to reduce our footprint," says Lindsey LandwehrFasules, Director of Sustainability and development lead for GreenBoard.

Reducing Our Embodied Carbon Footprint

With a focus on reducing our environmental footprint, Turner recognizes the pivotal role of embodied carbon in our Scope 3 emissionspurchased goods and services.

Central to our approach are proactive conversations with stakeholders during preconstruction. We focus on local ready mix supplier outreach and refining embodied carbon estimates. Through targeted engagement, we've reduced embodied carbon in concrete by up to 30% without altering project specifications or significant cost or schedule premiums. We collaborate with partners like Sublime, Pozzotive, and Carbon Cure to pilot new technologies and promote sustainability. By engaging owners and design partners early, we influence material selection with embodied carbon considerations from the onset.

We are also intensifying our efforts in preconstruction and shifting our reporting

metrics from material quantities to actual embodied carbon impacts. This shift enables projects to take credit for their reduction efforts in preconstruction and underscores our commitment to transparency and data-driven decision-making, ensuring that sustainability remains a core consideration in all our projects.

Part of this transparency includes publishing an annual Embodied Carbon Benchmark Report, building on our baseline report first published in 2022. Our 2023 report analyzes the emissions associated with a sample of Turner projects’ materials footprint. The report also provides our Turner-specific Embodied Carbon Coefficient –a multiplier which is calculated by analyzing a sample of projects representing more than $11 billion of revenue and 17.4 million square feet. By

comparing the coefficient year over year to the baseline established in 2022, Turner will be able to estimate overarching change in the average embodied carbon footprint of our work.

Our 2023 Benchmark showed an average decrease of 6.67% for concrete and steel materials in our projects from the 2022 report. While small, this reduction shows the results of targeted efforts and market shits in the availability of lower carbon materials.

As we look towards the future, Turner is investing in material research and pilots to pave the way for groundbreaking advancements in sustainable construction practices. By staying at the forefront of green innovation and prioritizing sustainable solutions, we are shaping the future of the industry, today!

OUR WASTE PROGRAM

We recognize the impact of waste on society, the environment and supply chains. Since the early 2000s, Turner has pursued waste reduction efforts, aiming for a minimum 50% diversion. By implementing waste management practices on our jobsites and collaborating with suppliers, we promotes circularity and continuous waste reduction improvements.

To achieve waste diversion and reduction goals, Turner will actively involve projects in enhancing standard practices. A roadmap for waste reduction strategies is being crafted, with reporting systems being integrated. Sustainability Managers will support project teams in implementing new waste reduction strategies.

BUILDING CIRCULARITY in

Construction

In an industry where progress often hinges on innovation and adaptation, the concept of circularity has gained significant traction in construction waste management. Nelson Russom, Turner's Waste and Circularity Program Manager, is at the forefront of this movement.

Circular construction involves a holistic approach that considers the entire lifecycle of materials and resources, aiming to disrupt the traditional linear model of "take, make, waste."

"At its core, circularity challenges us to rethink how we build and renovate," Nelson explains. "It's about moving beyond landfill diversion to explore opportunities for reusing and recycling construction materials, from carpet tiles to fullyfabricated elements like doors."

Although still in its infancy, circularity resonates with the growing awareness of resource limitations and the need for sustainable practices. It requires a paradigm shift in the design phase of construction projects. By integrating circular principles early, designers can optimize material specifications and installation methods to facilitate future reuse and recycling.

Illustrating circularity in action, Nelson highlights manufacturer take-back programs. These programs, which involve returning materials to manufacturers for recycling or repurposing, exemplify the shift towards a more circular approach. From carpet tiles to drywall, Turner actively explores ways to minimize waste and maximize resource efficiency.

"One of our key principles is to utilize materials in their current state for as long as possible," Nelson emphasizes. "Whether it's salvaging doors for reuse on-site or repurposing drywall cutoffs, circularity invites us to extract maximum value from existing resources."

However, the transition to circularity isn't without its challenges. Nelson underscores the need for infrastructure to support circular practices, including developing marketplaces for salvaged

materials and databases to streamline resource allocation.

Central to Turner's circularity initiative is the Circularity Site, a dedicated platform on Turner Knowledge Network (TKN) that showcases innovative projects and provides resources for implementing circular strategies. Through knowledge-sharing and collaboration, we aim to empower teams to embrace circularity at a local level.

Reflecting on the trajectory of circularity, Nelson remains optimistic about the future. "We've made significant strides in the past few years, challenging conventional notions and paving the way for a more sustainable construction industry," he states. "With continued innovation and collective effort, I'm confident that circularity will gain the traction it deserves."

OUR SELF PERFORM OPERATIONS

Transforming Demo into Deconstruction

Circularity aims to maximize the lifespan of materials and keep them within the supply chain for as long as possible through reuse and recycling. By focusing on long-lasting design, maintenance, repair, and recycling, a circular economy can help reduce the demand for raw materials and decrease carbon emissions associated with production processes.

A Turner Self Perform Operations (SPO) project in Philadelphia piloted a deconstruction and salvage program on a 13,000 square foot medical office renovation. By strategically planning the removal of materials, implementing source separation techniques, and prioritizing reuse and recycling options, the project achieved significant success in terms of both efficiency and cost-effectiveness. The team’s efforts resulted in a 15% savings of workhours for drywall and ceiling tile removal and about a 20% savings in dumpster costs.

SPO Trades Manager Shawn McPeake summed up the experience, “The work was organized, efficient, safe. I want to do this again. It just makes sense.”

By incorporating similar practices into construction projects, our teams and projects can not only contribute to environmental conservation, but also realize economic and social advantages.

Turner's Self Perform Operations Employees salvaging materials to be reused at a project in Seattle.

The work was organized, efficient, safe. I want to do this again. It just makes sense.”

Shawn McPeake SPO Trades Manager

Project Spotlight

The Gateway

The new academic building under construction at UC Berkeley achieved pre-certification under the TRUE for Construction pilot, signifying its commitment to sustainable waste management practices. Turner worked closely with the university to meet stringent requirements, emphasizing waste reduction measures such as source separation of materials and subcontractor directives to avoid single-use plastics. This approach aims to maximize waste diversion and promote circular construction.

WATER MANAGEMENT & CONSERVATION

Clean and available water is essential for human health and a sustainable world. Yet water faces threats due to unsustainable management and climate change.

This is important to Turner because our construction sites consume a considerable amount of water daily at every stage of a project’s lifecycle.

Preparing for a future with limited water availability is essential to building successfully and positively impacting our communities.

We evaluate water stress on new projects, requiring water management plans in areas of high water stress. Water management requirements are factored into project planning, with strategies including on-site tracking, clarifying utilities, and categorizing water sources.

Water Risk Atlas

source: Aqueduct, World Resources Institute

UNITING SUSTAINABILITY EFFORTS

Water Tracking & Reduction

Within our construction operations, two professionals from different backgrounds and locations are pushing our industry towards practical and innovative water conservation techniques. Their efforts highlight individual commitment and showcase the industry’s shift towards greener practices.

Dan Koenig Sustainability Engineer in Connecticut, emphasizes the importance of baselines for resource consumption and their impact. His focus on practical implementation at the Great Wolf Lodge project shows the steps necessary for effective environmental stewardship. "Recently, I installed a water meter to measure and track jobsite water consumption," Dan explained. "This is the first step towards setting baselines and evaluating conservation strategies."

Dan’s hands-on approach allows him to make a direct impact on jobsites. "Before I worked at Turner, I was on the design side. Now, on the construction side, I can visit the site, install a water meter. It’s not hypothetical," he reflected. This involvement signifies a tangible commitment to implementing and monitoring sustainable practices firsthand.

In downtown Manhattan, Matt Testani, Senior Cost Analyst dedicated to sustainability, spearheaded the adoption of WASHBOX, a mobile tool wash station that recycles its own water. During a pilot project at 550 Washington Street,

Testani oversaw WASHBOX’s implementation, saving over 18,000 gallons of water in nine months. "WASHBOX is mobile and brings significant environmental benefits," Testani highlighted. "The site saved more than 1,000 gallons of water per month per station."

As both professionals look to the future, their stories converge on a shared vision of sustainability. Dan’s practical efforts with water meters establish a framework for effective conservation strategies, while Matt’s successful integration of WASHBOX demonstrates the practical application of innovative technologies in urban settings.

This reflects a broader industry shift towards environmentally responsible practices, driven by practical benefits.

Their narratives underscore the importance of committed efforts towards environmental stewardship in the construction industry and frame the path to a more sustainable future. Through practical actions and shared insights, the construction sector is increasingly embracing a greener, more efficient future

OUR COMMITM ENT TO BIODIVERSITY

At Turner, we are committed to understanding our impact on biodiversity and ecosystems and to implementing mitigation and restoration efforts. Our teams are studying current projects to understand and enhance biodiversity through these efforts.

Turner’s volunteer initiatives contribute to biodiversity conservation through programs like river clean-ups and habitat restoration. By participating in these initiatives, our employees help preserve natural ecosystems, ensure the health of waterways, and enhance urban green spaces. We will continue to support these efforts.

EAGLE ENCOUNTERS

Strengthen Our Commitment to Habitat Preservation

A unique opportunity to preserve biodiversity presented itself on one of our projects when we discovered a nest with two majestic eagles. Located within the project’s limits, we treated the eagles with the same respect and care we extend to our people, partners, and customers. This meant preserving their home and providing safe living conditions.

In coordination with the U.S. Fish and Wildlife Service, we obtained a permit to proceed with construction while establishing guidelines to protect the eagles. Our client and trade partners supported these efforts, even with impacts to the schedule. The project team felt connected to the eagles, and the permit required daily monitoring of the birds. Sightings were shared, and close encounters cherished, fostering organic bonds with the eagles. These impressive creatures left a lasting impression on everyone involved, sparking a new appreciation for preserving wildlife.

The Turner Team was committed to protecting the eagles, who provided great entertainment on the jobsite. It was fascinating to observe their daily routine, as they frequented the same few spots each day."

Dan Schulte Superintendent

OHIO RIVER WATER TESTING & VOLUNTEER CLEAN UP

Teaming up with Groundwork Ohio River Valley, our Cincinnati office volunteered to protect local ecosystems. We conducted water quality testing at Lick Run Mill and participated in tree replanting efforts. These activities allowed us to contribute to preserving our local environment while learning ways to keep it clean. Engaging in these efforts benefited the environment and fostered a sense of community and shared responsibility.

PROTECT AND ACTIVELY CARE FOR PEOPLE

Our Employees

Develop a Healthy, Thriving, Best-inClass Workforce

Our Business Partners

Create a Safe and Healthy Work Environment

Our Communities

Grow Purposeful Community Impact

We sustain an environment where people can be at their best, be authentic, and are treated with dignity and respect. We have made significant strides in increasing equity and inclusion, improving safety and wellbeing, and reducing our environmental impact.

Active Caring is core to Turner’s culture, extending both within and beyond our sites into our communities and the industry. We support our employees by providing the resources, training, tools, and opportunities they need to grow their careers.

We also commit to the impact on our business partners, including trade partners, supply chain, design partners, and clients. We strive to create a safe and inclusive environment on our project sites and engage our partners on broader sustainability topics, recognizing our supply chain’s integral role in our environmental and societal impact.

We demonstrate our commitment to communities through engagement, volunteering, and philanthropic support. When Turner enters a community, we do more than construct buildings; we work to create a lasting positive impact through active caring and building relationships.

OUR EMPLOYEES

DEVELOP A HEALTHY, THRIVING BEST-IN-CLASS WORKFORCE

Our employees are at the core of what we do. Our commitments focus on providing the support, structure, and benefits our employees need to be authentic, feel included, and have opportunities to grow.

We commit to creating an environment of equitable representation. This commitment extends beyond current employees as we enhance our talent pool through strategic engagements at both collegiate and K-12 levels. We strive to inspire today's youth to pursue careers in architecture, engineering, and construction, to see people who look like them throughout our organization.

We provide best-in-class benefits programs, understanding our employees' varying needs. Our goal is to support their health and well-being based on direct feedback.

We offer learning opportunities to expand our employees' knowledge of emerging topics such as environmental sustainability, including energy efficiency, resiliency, and decarbonization.

We will embed inclusive practices in all asects of employee development and overall company strategy and continue to enhance the employee experience to ensure that everyone feels valued and respected.

We will grow our team, by continuing to exceed US demographics for diversity of college recruit hires.

We will grow the construction industry pipeline through multiple engagement events per year with K-12 students in every office by 2024.

We will support both salaried and hourly employees’ learning and growth through role-based just-in-time training curricula.

We will integrate knowledge of a broader sustainability strategy into the next generation of employees, increasing knowledge on topics related to sustainability such as biodiversity, circularity, human rights, etc.

We will continually evaluate our performance review process to provide an equitable and actionable performance management experience for our employees and support their professional growth.

CREATE THE RIGHT ENVIRONMENT

We will proactively support employee engagement and inclusion by creating a workplace environment where all people can be at their best, be authentic, and are treated with dignity and respect.

We will work every day to eliminate hate and bias from our industry.

We will offer innovative and best-in-class benefit programs for our employees.

We will continue to enhance benefits and work experience for Turner trade labor by 2025.

EQUITABLE REPRESENTATION

REFLECTING

OUR COMMUNITIES

In 2020, we established a 10-year vision to reflect the communities in which we build and to achieve equitable representation at all levels of the company.

This vision continues to guide our efforts to build a more inclusive and equitable company. Our Diversity, Equity, and Inclusion (DE&I) efforts are guided holistically and intentionally by this vision.

Turner’s Inclusion Action Committee, established in 2020 and comprised of leaders from across the country, actively advises and informs the DE&I strategy.

OUR PEOPLE Data

We are growing intentionally, attracting top talent to build a company focused on equity and inclusion. In 2023, Turner hired 926 new employees. We continue to grow a diverse staff through our recruiting and retention efforts, highlighted on the following pages. Initiatives like strategic recruiting and our Diversity Action Planning process bring structure and focus to these efforts.

Each year, we increase transparency with the data we share. New this year is a look at the generational representation across Turner employees. Age is an important aspect of identity, and we now have five generations working side-by-side. Turner is exploring the implications of different styles and how to effectively motivate and manage within this generational diversity.

7,412

BUILDING A CULTURE OF INCLUSION through Diversity Advocates

Turner’s Diversity Advocate Network was established in 2021 based on a recommendation from the Inclusion Action Committee (IAC) to support our 2030 vision of diversity and equitable representation at all levels. The IAC created this network to mitigate and eliminate unconscious bias in talent management processes, including recruiting, performance reviews, training and development, and succession planning.

Diversity Advocates serve as trusted advisors, advocates for inclusive principles, and voices to challenge unconscious bias. They spearhead Diversity Action Plans and participate in talent management processes to promote equitable outcomes for all staff members.

In Omaha, Quinn Texmo, Community and Citizenship Manager and Diversity Advocate, sees her role as going beyond policies and

procedures. “The role of the Diversity Advocate is to ensure unconscious bias doesn’t affect recruiting, hiring, and talent development,” Quinn explains. “We are in the room to ask questions, advocate, and ensure all employees are treated equitably.” She adds, “I get the privilege of sitting with leadership and reminding them to keep the 2030 vision top-of-mind. It’s rewarding to see the direct effect of these efforts.”

When you take care of the person and make sure they feel valued, success follows.”

Quinn Texmo Diversity Advocate Community and Citizenship Manager, Omaha

“I am not only doing the work of today, I am doing the work of tomorrow.”

Krystale Kirkland Diversity Advocate Human Resources Manager, New Jersey

In New Jersey, Krystale Kirkland, HR Manager and Diversity Advocate, echoes Quinn’s sentiments. She has been instrumental in promoting equity, inclusion, and active caring. “As Diversity Advocates, we challenge unconscious bias, sponsor underrepresented groups, and champion change,” Krystale says. “This work is important to me because I am shaping a tomorrow where my daughters will have limitless opportunities, regardless of their skin color.”

Both Quinn and Krystale emphasize the importance of empathy and understanding in this work. “Leading with empathy means putting the person first, not the task. When you take care of the person and make them feel valued, success follows,” Quinn explains.

Together, Quinn and Krystale represent the driving force behind Turner’s commitment to diversity, equity, and inclusion. Through their leadership, empathy, and dedication, they shape a future where everyone has a seat at the table and a chance to thrive, regardless of their background.

Krystale concludes, “One of the best things we can do is continue to learn about and embrace our differences. When we acknowledge the lived experiences of others, we create a safe space where diverse perspectives are respected and valued.”

EQUITABLE PATHWAYS Representation Matters

Our conversations focus on creating equitable opportunities for all employees to have fulfilling careers. We are making progress towards our 2030 vision through intentional action, but progress is a longterm endeavor.

Turner leaders understand that promotion readiness combines potential, acumen, experience, training, and exposure to different projects. It requires a strong support structure to ensure each individual's success. In construction, some experience can only come with time.

Turner addresses the time gap by increasing training, introducing intentionality in project assignments, and strengthening mentorship relationships. These efforts are working. Compared to our baseline year of 2019, we see significant progress.

While increasing diversity within our senior leadership and mid-career ranks remains a challenge, we see growth compared to 2019. The diversity of our early career employees continues to grow, and we are also seeing improvements in diverse representation at the officer level, now at 11% compared to 5% in 2019.

DIVERSITY BY LEVEL AT TURNER CONSTRUCTION COMPANY 2023 FIGURE 5

BUILDING INCLUSIVE Leaders

When Turner established its 2030 Vision to achieve equitable representation at all levels of the company, the data spotlighted the challenge. Diversity decreases at higher organizational levels, starting and widening at the mid-career level.

Turner employs a multi-prong approach to address this, focusing on strategic recruiting and the growth and development of current employees through mentorship, sponsorship, and support. One effort, recommended by Turner’s Inclusion Action Committee (IAC), is a program designed to grow diverse mid-career talent.

The IAC partnered with CoachDiversity Institute, a Black Woman-owned executive coaching firm based in Washington, DC, to create the Inclusive Leadership Academy (ILA). This 10-month custom program includes learning labs, coaching, mentorship, and workshops.

In its pilot year, Turner sponsored 26 participants who learned to identify and articulate values and personal vision and develop others through a “coach approach to leadership.” A unique feature of this program is the involvement of each participant’s manager and development partner, who also participate in coaching and learning labs. This ensures participants are well-supported and spreads inclusive leadership skills deeper into the organization.

The ILA is one of many leadership development programs Turner provides. In 2024, the second cohort of ILA participants will begin their leadership development journey.

A LEARNING APPROACH to Compensation Equity

Our compensation approach ensures fair and competitive compensation for all of our employees. We achieve this through our robust processes and educational efforts so that every compensation decision is made with equity top-of-mind. We are proud to report that we have 1:1 pay equity across our company.

This year the compensation team launched an education campaign to add clarity around compensation philosophy. The campaign targeted both decision-makers and first- and secondyear employees, with the ultimate goal of educating the entire organization. By increasing transparency, the team aims to clarify Turner’s compensation methodology and reassure employees that fairness and equity are fundamental to all compensation decisions.

INCLUSION MOMENT What’s Your Legacy?

Asking leaders to consider their legacy as they advance through their careers reminds them of their great power as an individual and as a collective to impact the company’s future.

Asking leaders to consider their legacy as they advance through their careers reminds them of their power to impact the company’s future.

From late spring through early fall, leadership and HR partners around the country spend many hours discussing the career trajectories of every Turner employee. These conversations, which include evaluating potential, identifying development opportunities, and assessing position readiness, culminate in the Senior Leadership Review Meeting. Here, leaders discuss succession planning and the pipeline for key leadership positions, looking up to 10 years ahead.

Turner begins these discussions with an inclusion moment to focus on equitable outcomes and mitigate unconscious bias. A DE&I team member delivers the inclusion moment and supports the conversation. For the past three years, Lisa Moving, Vice President of DE&I, has attended the Senior Leadership Review meetings across the country.

“I am consistently amazed at the attention, care, and intentionality our leadership invests in these conversations. You can see the commitment our leaders have to growing our company’s talent,” Lisa says.

We want everyone to consider the legacy they want to leave and take the right actions to build a more equitable and inclusive future.”

Lisa Moving Vice President of DE&I

Impact in Action

An Inclusive Welcome for New Hires

As part of Diversity Action Planning, our local teams have implemented initiatives such as mentorship programs, team-building activities, comprehensive onboarding support, and access to career development and well-being resources to enhance belonging and connectivity among experienced new hires.

In one example, the team revamped their experienced hire onboarding process, extending it from three days to two weeks. This allows department heads, subject matter experts, and employee resource group leaders to meet oneon-one with new hires and provide valuable insights into their roles and the company. New hires also have the opportunity to complete site visits, meet field teams, and see the work in progress.

This enhanced process has significantly helped new experienced hires develop valuable relationships with Turner staff within their first few weeks and has provided a more cohesive start to their journeys at Turner.

Turner supports employee growth through the iCAP (Individual Career Advancement Plan) and with development partners. Development partners work with employees on career planning and development. In 2023, Lisa’s inclusion moment centered on legacy, mentorship, and affinity bias. She asked leaders, “What legacy are you trying to build?” and shared anonymized gender and ethnicity data of employees under each leader’s mentorship. Leaders were encouraged to consider if affinity bias was influencing their selection of development partners.

This conversation was just the starting point for a vulnerable and honest discussion. In DE&I conversations, we always assume good intent. This is a learning journey for all of us and an opportunity to be more intentional in things we sometimes take for granted,” Lisa says. “Growing and expanding the pipeline of diverse leadership in support of our 2030 vision requires intentionality in how we support and nurture employees. We need everyone to consider their legacy and take the right actions to build a more equitable and inclusive future,” she concludes.

RECRUITING TO

Reflect the Community

In support of Turner’s 2030 vision, our diverse recruiting efforts address the entire hiring landscape - from interns to college recruits to experienced hires. These efforts include strengthening Turner’s relationships by growing our presence at targeted Historically Black Colleges and Universities (HBCU), HispanicServing Institutions (HSI), and universities with strong Minority Engineering, Construction Sciences and Architecture programs. Turner is also to strengthening our partnerships with professional organizations such as the National Society for Black Engineers (NSBE), Society of Women Engineers (SWE), Society of Hispanic Professional Engineers (SHPE), Society of Asian Scientists & Engineers (SASE), and Out for Undergrad (O4U) with positive results.

To create potential interest among younger generations, we reach out to high school students to broaden their awareness of opportunities within the construction industry and at Turner. Additionally, through our partnership with the ACE Mentor Program, seventy-five students expanded their knowledge of the construction industry by shadowing Turner employees in the summer externship program.

Diverse recruiting plays a critical role in Turner’s goals around diversity, equity, and inclusiveness - particularly our efforts to hire people who reflect the places where we work and exemplify Turner’s values. As we forge new relationships and strengthen existing ones, our recruiting efforts make a difference in the lives of individuals, communities we serve, and the future of our company. This invaluable work that will have positive effects for generations to come.

Recruiting Diversity 2023

Recruits

TURNER SCHOLARS

Making a Real Impact in Recruiting

Turner is delivering on its commitment to support a diverse pipeline of next generation talent through its Turner Scholars Program. We are deepening relationships with 16 universities that have a strong, demonstrated commitment to diversity, including 10 HBCUs, 2 HSIs and 4 PWIs. We provide tuition assistance is provided to rising sophomores, juniors, and seniors who demonstrate academic excellence, strong commitment, and a passion for engineering or construction. Additionally, we have launched a freshman engagement program to foster interest and provide foundational support.

Impact In Action Enhancing Diverse Recruiting

16 Universities Participating

THE JOURNEY of a Turner Scholar

Janasia Cuney Field Engineer in Houston, was named a Turner Scholar when she was a senior at Prairie View A&M University. A dual-degree student in Architecture and Construction Science, Janasia always had a strong passion for designing and building. Her childhood goal was to one day design and build a dream house for her mother.

Upon graduation, Janasia took a position with the company she had interned with for the previous two years. When she needed to move closer to family, she immediately thought of Turner.

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Turner Scholars Awarded

As part of Turner’s broader efforts to recruit diverse talent, Turner hosted its first “Turner Day on the Yard” at Grambling State University, a new opportunity as part of our ongoing efforts to engage with diverse students and showcase the exciting career opportunities we offer.

The event highlighted a panel discussion featuring distinguished Turner professionals: Charles Stewart, Jacquelyn Jones, Brittany Cormick, Trevon Heath, Andrew Reno, Cerone Collins, and Kevin Thompson. In addition to the panel, Turner conducted mock interviews, resume reviews, and offered professional headshots to the students. These activities were designed to prepare the students for future career opportunities and provide them with invaluable industry insights. The students’ enthusiasm, active engagement, and eagerness to network with the Turner team were incredibly rewarding to witness.

As a result of these efforts, Turner was able to hire two outstanding students from Grambling State University, an Intern for Northern California and a full time hire for Ohio . The success of Turner Day on the Yard is just the beginning of what promises to be a series of impactful initiatives. We look forward to further expanding our presence and engagement on campus.

“I had stayed in touch with former classmates and mentors who loved their experience at Turner and encouraged me to join the team. I wanted the same excitement, support, and opportunity to grow in my career. I was grateful Turner provided me the opportunity,” says Janasia.

Janasia appreciates Turner’s inviting culture and explains that she never felt like an outsider. “Everyone was welcoming and willing to share knowledge. Turner creates opportunities for extreme growth by allowing hands-on experience in different departments, letting me explore multiple aspects of the industry.”

When asked if her work with Turner helps her get closer to her dream goal, Janasia answers, “Absolutely! I am learning how my initial experience in architecture correlates to bringing a digital design to life. My experience highlights the delicate components of what may seem like a simple design on paper and the complex requirements and expertise needed for success. I keep my design skills fresh as a personal hobby, and learning the engineering and constructability helps me put it all together. I am learning so much and am happy to say I made the perfect decision to join this amazing company!”

EMPOWERING OUR PEOPLE

At Turner, our learning program is designed to support our employees’ growth in a variety of approaches through role-based, just-in-time training curricula.

We’re committed to enhancing professional service offerings with top-tier expertise, utilizing various training avenues such as National Instructor Led Training, webbased courses through Turner University, and Business Unit Instructor Led Training. Employees also have the opportunity to participate in third-party trainings to maintain credentials or licenses. Our learning program is focused on providing targeted learning opportunities to meet the evolving needs of our workforce, ensuring we stay equipped with the latest skills and knowledge in their respective roles.

“The conference highlighted that Turner not only cares about diversity but is actively building a company that reflects the community it serves. The connections and experiences I made with my peers were genuine and meaningful. It went a long way and made me feel like we are all truly one Turner team.”

A.G. Superintendent, Seattle

8 NUMBER OF NEW HIRE PROGRAMS/SESSIONS IN 2023

800 NUMBER OF NEW HIRE ATTENDEES

13,600 NUMBER OF LEARNING HOURS FOR ATTENDEES

We empower our people to achieve continued success by equipping them with the knowledge and skills necessary for personal and professional growth, contributing to their satisfaction and our organization’s success. This is accomplished through role-based, just-in-time training curricula on evolving topics, including sustainable practices, creating informed individuals poised for success.

Our in-house education supports confident, high-performing individuals for maximum impact. We leverage internal expertise for in-person instructor-led training sessions and provide ondemand content on soft and technical skills through our webbased training program, Turner University. We also implement required training courses on diversity, equity, and inclusion, safety, ethics, compliance, and security. These tools enable us to adapt to a constantly evolving industry.

Sustainable practices are pivotal to the industry today. Our educational tools integrate knowledge of broader sustainability strategies into our workforce, increasing education on topics such as biodiversity, circularity, and human rights.

THE RIGHT ENVIRONMENT

We call it the right environment - a workplace culture where people can be at their best, be authentic, and are treated with dignity and respect. Our culture prioritizes the safety and well-being of all of our employees.

We offer innovative and best-inclass benefit programs to foster employee engagement and inclusion. Employees are informed about available benefits and receive assistance as needed.

Over the years, we’ve enhanced benefits, introducing paid family leave extensions and LGBTQ+ support. Wellness programs prioritize mental health support. Regular pulse surveys gather feedback, with plans to provide additional support for employees on leave.

ENHANCING BENEFITS to Empower and Support our People

In 2023, Turner rolled out enhancements to our benefits program for both our salaried and non-union trade employees, solidifying our commitment to an inclusive culture. The enhancements included updating our Paid Parental Leave policy to our Paid Family Leave policy, modernizing our offerings for our LGBTQ+ employees, and providing supplemental benefits for our non-trade employees.

In addition to employees enjoying the benefit of four weeks of paid leave per year for new parent bonding, with our improved Paid Family Leave policy, employees can now use the time to care for family members with serious health conditions.

Through the advocacy of our Employee Resource Groups (ERGs), we have made additional benefits enhancements. Employees are now provided inclusive fertility benefits and there is no longer a lifetime cap on gender dysphoria services. Turner also now offers Included Health’s LGBTQ+ care concierge services to ensure our employees

receive culturally competent care, guiding them in finding affirming providers and supporting parents of LGBTQ+ youth.

Our non-union trade employees were provided a new 401k benefit as well as access to life insurance coverage, including company-paid basic life and further voluntary options. In addition, our nonunion trade employees now enjoy the comfort of voluntary disability coverage, with short-term and long-term options. Access to our 401k program grants employees the option to positively position themselves for retirement.

Our benefits program is dedicated to the continuous improvement of our offerings to actively care for all employees by prioritizing employee well-being. Turner’s active caring mission aims to fosters a workplace where all people feel valued and safe. In support of this mission, our benefits are designed to be highly flexible, so you can select what you want to manage your health, mental wellbeing, finances, legal/ identity security, and more. By relieving potential stressors, our people can dedicate their full energies on their personal and professional growth.

Impact in Action A Life Changing Benefit

In 2023, Turner expanded “Pathways to Parenting” benefits, developed with Employee Resource Groups and our benefits team. These include up to $10,000 for adoption/ surrogacy, four weeks of paid family leave, 100% maternity pay for up to eight weeks, virtual health visits via Doctor on Demand, and a confidential Employee Assistance Program (EAP).

For one employee, Emily, a business development manager, these benefits had a significant impact. Faced with the financial challenge of fertility treatment, she received much-needed help from Turner. The human resources team provided guidance and education, including healthcare plan changes which eased their financial burden significantly.

This assistance brought hope and enabled them to pursue their dream of growing their family, demonstrating the profound impact an employer can have on an individual’s life.

“I’ll never forget how Turner, these people, this job, this company opened up so many options for us and led us to a place where we could confidently move forward. I am incredibly proud my employer was such a big part of our story. This place has quite literally changed my life,” Emily shared on LinkedIn.

WORKPLACE Awards & Accolades

People are Turner’s greatest asset, making it a great place to work. Every person contributes to a workplace culture that celebrates unique contributions and honors the common values that unite us. Turner is honored to have received these external acknowledgments in 2023.

Superior Safety Gold Award

Vancouver Regional Construction Association

Excellence in Innovation Award

AGC of Washington

Business of the Year

Sarpy County Chamber of Commerce

New Natural Resources Headquarters

Project of the Year

DBIA National, 2023

Beyond the Check

SF Business Times, 2023

Contractor of the Year

Regional Hispanic Contractors Association

Supplier

Best Construction Company

West Des Moines Chamber of Commerce

Best Large Employer West Des Moines Chamber of Commerce Local / Project

Best Place to Work Cincinnati Business Courier

Collaborative Award Ohio Dr. Martin Luther King, Jr. Holiday Commission

Nashville Black Chamber of Commerce

Best Place to Work Glassdoor

Best Employer for New Graduates Forbes

Affiliate Builder of the Year

ACE Mentoring

Best Employer for Diversity

Newsweek

Most Attractive Employers

Universum

Best Employer for Veterans Forbes

Inclusion Champion Award

Airports Council

International, North America

Equity, Diversity and Inclusion Award

Council on Tall Buildings and Urban Habitat

Construction Industry Safety Excellence Award

Construction Users Roundtable

Greatest Workplace for Parents and Families

Newsweek

OUR BUSINESS PARTNERS

CREATE A SAFE AND HEALTHY WORK ENVIRONMENT

We actively care for the over 100,000 people who work on our construction sites. We work with them to plan the work and ensure they are provided the tools they need to go home safely to their families. We recognize that worker health extends beyond physical safety, addressing the needs of the whole person with a focus on wellness programs.

We strive to make our workplaces environments where trade partners feel safe and respected, free from hate and bias. We have a zero-tolerance policy for bias-motivated events. Our Inclusive and Respectful Workplaces Playbook advises job sites to include hot water for hand washing, clean and graffiti-free toilets, and dedicated break areas.

We engage our trade partners and vendors on ESG topics through active industry engagements. We study the social impact and labor conditions at the point of material extraction. We work to lead the industry in raising awareness to reduce forced labor, child labor, and human trafficking in our building materials supply chains.

PROMOTE WORKER

BEHAVIORAL HEALTH SUCCESS

We strive to create the safest workplace possible to create a culture where our projects experience zero incidents.

We will continue to support both the physical and also mental wellness on all projects though access to health and wellness professionals and proactive wellness programs beginning in 2024.

We will work every day to eliminate hate and bias from our industry.

We will incorporate physical protection from severe weather events and other climate impacts into our project planning and risk mitigation processes for projects, by 2024.

We will monitor the temperature, air quality, and water quality of business unit and jobsite offices, to ensure a healthy work environment, starting in 2023.

We will increase business partner knowledge and awareness of sustainability.

We will actively engage our SourceBlue and Self Perform Operations teams to take a leadership role in learning and integrating sustainability in supply chain management.

We will engage with industry organizations that support learning and growth associated with sustainability.

BUILD A SUSTAINABLE SUPPLY CHAIN

OUR SAFETY PROGRAM AND COMMITMENTS

Our workplace is “Our House.” In our house, we foster a caring environment, where every person has a sense of belonging and knows that they are contributing to something extraordinary. Our core values of integrity, teamwork and commitment guide our activities and we expect our trade partners to share our commitments.

Our safety culture is reflected in the principle of Building L.I.F.E.® (Living Injury Free Every Day) with an expectation that all projects provide the safest workplace possible for our employees, trade partners, clients, and members of the communities in which we work. We are creating and sustaining a culture which promotes an incident-free environment and provides the safest workplace possible.

Turner is committed to the health and wellness of all team members through an active caring model that promotes physical, mental, emotional, and spiritual well-being. Each of our projects and offices has a Health and Wellness program. We firmly believe a wellness-oriented environment encourages workers to adopt habits and behaviors that promote better health, a safe work site, and improved quality of life.

and All Trade Partners

Only

and All Trade Partners

2023 Safety Week

On Monday, May 1, 2023, Turner Construction Company hit pause on 1,500 projects worldwide for our 19th annual company-wide Safety Stand-Down. During this pause, we came together to prioritize personal well-being and to be deliberate on our safety across our operations.

The theme for 2023 was “Strong Voices, Safe Choices” to build strong teams who work safely, we need everyone to have strong voices to make safe choices. It takes every person, everywhere, every day to keep everyone safe and cared for.

The Stand-Down initiates a series of events during Industry Safety Week, including participation in OSHA’s Fall Protection Campaign. Crew leaders lead discussions to recognize safety hazards, promote mental wellness, and foster teamwork focused on safety. We emphasize the importance of proactive measures taken by each individual to uphold the health and safety standards of our workplace.

JOBSITE SAFETY & Wellness Initiatives

At Turner, the mental and physical safety of our people is our top priority. We make conscious and active choices to promote worker behavioral health success through our wellness initiatives.

We provide our workers with resources and programs to raise awareness and accessibility. We have implemented LGBTQ+ benefits, enhanced our Cancer Programs, expanded our Diabetes Management programs, added a Digital Physical Therapy Program, improved trade labor offerings, and promoted behavioral health by enhancing counseling sessions and introducing a wellbeing coaching model. We are committed to expanding this support in 2024 and beyond.

“

We are committed to the safety and wellbeing of everyone who enters our workplace. We want every person who steps onto a Turner site to truly believe that they are contributing to, and have a sense of belonging to, something extraordinary.”

Steve Spaulding Chief Environmental Health and Safety Officer

BUILDING A Better Workplace

Turner is committed to making the construction industry more inclusive by creating an environment where everyone can be themselves, be authentic, and are treated with dignity and respect.

Our efforts to create a more inclusive industry start within. Every Turner employee takes annual required training on topics such as anti-discrimination, unconscious bias, empathy, and allyship. All employees, including new hires, also complete a Respectful Workplaces training that outlines the standard for our active caring culture.

Over 100,000 people come to Turner jobsites annually, and we recognize our responsibility to maintain a physically and psychologically safe environment. Bias and discrimination have no place on the jobsite or in the office. Turner reinforces an inclusive culture through policies and guidance.

Understanding that we cannot change the industry alone, Turner partners with other general contractors and business partners through initiatives such as Build a Better Workplace. We provide training materials, posters, policies, protocols, contract language, and other resources freely to other companies and unions.

Turner is a founding member of the Time for Change Consortium and an active contributor to the annual Construction Inclusion Week. In 2023, Turner also became a founding member of AEC Unites, an initiative seeking to inspire, promote, and spur equity and inclusion in the AEC industry for Black talent and Black-owned businesses.

RESPECTFUL AND INCLUSIVE Workplaces Playbook

Turner is committed to elevating the Worker Experience on every project by creating an environment where everyone is safe, valued, and respected.

We recognize that actively caring for others requires attention to the tangible aspects of our projects. We want craftworkers to feel cared for, appreciated, and respected. In this desired environment, craftworkers will prefer to work on Turner sites because of the improved worker experience.

In 2023, Turner introduced the Inclusive and Respectful Workplace Playbook to clearly define and communicate these standards for each project. The playbook includes Turner’s Zero Tolerance policy for discrimination, bias, and hate, as well as zero tolerance for graffiti.

The playbook addresses the physical environment, such as providing comfortable, dedicated break areas with hydration and heating/cooling stations, and supports building a positive jobsite culture. For example, the playbook identifies the training that crew leaders must receive to help them build, model, and maintain the expected culture.

ENHANCING THE SAFETY of our People through Connectivity

To ensure the safety and connectivity of our employees, Turner has implemented a system of real-time alerts via text, email, and voice messages. This system protects our personnel and business by swiftly identifying threats and communicating during emergencies. Our crisis management teams can manage risk and responses through a unified solution, effectively delivering critical information.

We can notify employees company-wide based on their live zip code locations or group affiliations, such as business units, project sites, or job families. A live map feed allows us to alert individuals in or near impacted areas. Our Threat Intelligence radar monitors severe weather, natural disasters, outages, violence, and crime. Additionally, we receive status updates from employees after incidents to promptly inform leadership of their condition, enabling a targeted and immediate response to support their safety and well-being.

Building a Safety Culture

LaToya Johnson

To LaToya Johnson, Environmental Health and Safety Director for Indianapolis, building a safety culture starts with mutual respect and communication. She believes that starting a project with a strong safety culture helps all other aspects of project management run smoothly.

“Being a safety director is about protecting our resources and our people. Our people are our most valuable resource. It’s why I take it so seriously – it’s about protecting the people who do the work. Without that, you have nothing.”

CLIMATE RESILIENCE IN ACTION Crafting a Safer Future for the Construction Industry

Turner is committed to incorporating climate resiliency into construction to ensure the health and sustainability of the industry.

Our initiatives include resiliency planning, stormwater management, erosion and sediment controls, environmental operational programs, and severe weather planning to adapt to new environmental realities.

Turner also proactively provides heat illness prevention plans at each jobsite. These protections include adjusted work schedules, cooling stations, air-conditioned spaces for lunch and breaks, and slushies and hydration packets to keep workers cool and hydrated.

Additionally, a pilot study in Kansas City was launched to understand the effects of heat on construction workers. The study monitored workers' core body temperature, hydration, heart rate, and experiences, revealing important insights into their conditions upon arrival and throughout the day. This emphasizes the need for industrywide heat illness prevention and hydration education, both in regularly hot locations and where extreme heat is increasing.

Turner’s efforts aim to safeguard construction workers’ well-being and adapt the industry to climate change, demonstrating our commitment to practical, on-the-ground solutions.

OUR JOURNEY TOWARDS ETHICAL SOURCING

As part of our commitment to a broader definition of sustainability, we aim to enhance the awareness and understanding of sustainable practices among our business partners, including subcontractors and manufacturers. Turner employees collaborate and engage manufacturers in assessing our supply chain and fostering alignment around ethical and sustainable topics.

Over the last two years, Turner has co-hosted two major supply chain events with key stakeholders; the ESG Informed Sustainability Summit and an Ethical Supply Chain Workshop. While our Embodied Carbon in Materials Committee lead dialogues with manufacturers on sustainable solutions.

Our Self Perform and SourceBlue teams continuously engage with suppliers, offering extensive supply chain management and construction services. By leveraging longstanding relationships with manufacturers, our Self Perform and SourceBlue teams create enhanced opportunities for collaboration, innovation, and the adoption of green practices. This proactive engagement not only strengthens our supply chain but also reinforces our commitment to sustainability, driving the industry towards more responsible and environmentally conscious practices.

Turner and Hilti Team Up to Talk Carbon

Changing the industry cannot happen in a silo. Turner engages its partners up and down the supply chain to support sustainable practices. This includes sharing knowledge and challenging manufacturers, suppliers, and designers to reduce embodied carbon.

Mike Bruskin, Chief Procurement Officer, recently appeared on Hilti North America’s Sustainability Series Podcast to discuss reducing carbon emissions in the construction industry. “The real opportunity is in the materials,” he stated. “From manufacturing to supplying to designing, materials offer the greatest potential for positive impact.”

Central to Turner’s commitments is establishing standards for the products we purchase, and through our own procurement, enforcing sustainable requirements.

Mike adds, “What I’m most proud of is Turner’s commitment to be willing to go into uncomfortable places.”

Click to Listen on Sound Cloud

PURSUING Supply Chain Transparency

Through our partnership with Grace Farms, we implemented the first Design for Freedom pilot project on a building in the U.S. with our New Canaan Library project in Connecticut. By collaborating with our trade partners, we discovered that most products we researched required at least two tiers to reach the manufacturer. The exact number of additional tiers involved in the supply chain to reach the source of raw materials remains unknown.

To further our commitment, we teamed up with Grace Farms and the U.S. State Department Bureau of Overseas Buildings Operations to host a Design for Freedom Ethical Supply Chain Workshop. This workshop aimed to promote and address human rights issues in the construction industry. It brought together industry experts from both public and private sectors to enhance supply chain transparency, address the environmental impact of building material choices, and discuss the financial aspects of building and maintaining responsible supply chains.

The New Canaan Library project and the Design for Freedom Ethical Supply Chain Workshop are part of our continuous effort to understand the complexities and obstacles related to supply chain transparency, including privacy, security, lack of documentation, and misunderstandings.

New Canaan Library credit: Centerbrook Architects

Design for Freedom Ethical Supply Chain Workship credit: Grace Farms

OUR COMMUNITIES

GROW PURPOSEFUL COMMUNITY IMPACT

We are deeply invested in creating prosperous communities through economic development, job creation, volunteering, and charitable giving to support community organizations. We aim to make a positive, sustainable impact with every project we build.

Our community engagement efforts are integrated into our construction plans before breaking ground. Each community plan is tailored to the specific needs of the surrounding area and includes our four pillars: Economic Development, Future Builders, Workforce Development, and Outreach & Service.

We support economic development by supporting and partnering with Underrepresented Business Enterprises (UBEs), awarding work on our projects and engaging in UBE joint venture partnerships to profit-share and nurture these businesses.

Our workforce development programs address the growing skilled labor gap by providing targeted opportunities for individuals to learn a craft and find lasting success in the industry.

Volunteering is core to Turner. Each May, during Founders Month, we unite across our business units to positively impact our communities. In 2023, we focused on the unhoused, donating time and services to food pantries, shelters, and partner organizations to ensure everyone has a meal and a place to sleep.

ENGAGE ACTIVELY IN THE COMMUNITIES WE BUILD

We will increase impact of charitable contributions and volunteer hours annually.

We will grow consistent impact of identified community needs supported by increased employee participation and volunteer opportunities across all business units.

When impacted by natural disasters, we will supply resources to provide relief to our communities and maintain an employee and company sponsored federal disaster relief fund to support our employees.

We will establish and implement long-term programs and/or partnerships to proactively preserve ecosystems and increase biodiversity within our communities.

SUPPORT ECONOMIC DEVELOPMENT IN THE COMMUNITIES WE BUILD

We will develop and implement a standard project specific community engagement process by end of 2024.

We will increase labor participation rate for local residents with a focus on diversity to reflect local communities.

We will increase participation with local and underrepresented business suppliers to 20% of Turner’s subcontracted revenue by 2028.

OUR COMMITMENT TO COMMUNITY ENGAGEMENT

Community engagement is crucial for fostering positive relationships, addressing concerns, and contributing to sustainable development around our project sites. Turner works to become part of the rich fabric of the communities it serves.

Our approach is guided by our four strategic pillars:

• Economic Development

• Workforce Development

• Future Builders

• Community Engagement

Through initiatives such as building intentional relationships to grow underrepresented businesses, creating life-changing opportunities in our industry, inspiring future generations through engagement, and serving communities with passion and care, we are committed to making a meaningful difference in the communities we serve.

TURNER CONSTRUCTION COMPANY FOUNDATION Amplifying the Power of Turner’s Charitable Giving

Turner’s charitable spirit is deeply embedded in our company culture. Through corporate giving, individual employee generosity, and the Turner Construction Company Foundation's charitable investments, we support some of the most pressing issues facing our communities and the construction industry.

Recognizing the need to grow the impact of the Turner Construction Company Foundation (TCCF)’s charitable giving program, this year the Foundation refined its purpose, developed unified branding, established giving pillars, provided employee resources, and formed a steering committee.

Aligned with Turner’s Core Purpose, TCCF supports charitable organizations that positively impact people and communities and sustain the future of the construction workforce. The

Foundation established four giving pillars: Active Caring, Workforce Readiness, Inclusion, and Business Initiatives, which support the philanthropic missions of our clients.

The Foundation also established a Steering Committee comprised of senior leaders from across the country to guide philanthropic giving for the company and TCCF, including aligning with Turner’s “Building Today to Transform Tomorrow” strategy.

VOLUNTEERING AT THE Heart of Our Culture

Founded on principles of integrity, teamwork, and commitment to community, community service is an integral part of Turner’s corporate culture.

At Turner, volunteering isn’t about ticking boxes or meeting quotas; it’s about making a tangible difference in people’s lives. Employees are encouraged to choose causes they are passionate about, ensuring their service is both meaningful and fulfilling. From remodeling houses to running food drives for local shelters, Turner employees actively engage in a wide range of charitable activities.

One important aspect of Turner’s community service initiative is its inclusivity. Volunteering activities include employees from all levels of

the organization, from executives to interns. This fosters a sense of camaraderie and demonstrates that giving back is a value that transcends job titles.

Each May, Turner celebrates its founding month by focusing on community service. This initiative is a deeply ingrained value that resonates throughout the organization. It’s a time when employees across all business units come together to give back to the communities that have supported them.

MAKING A DIFFERENCE for the Planet

We actively partner with our communities, engaging in initiatives that benefit where we live and work.

In Pittsburgh, we joined Tree Pittsburgh in planting 500 trees around the city. Tree Pittsburgh is a non-profit dedicated to enhancing community vitality by restoring and protecting Pittsburgh’s urban forest. Their efforts will create a greener city with many environmental benefits, such as absorbing carbon emissions, reducing stormwater runoff, and providing habitats for wildlife.

We are committed to growing these opportunities to benefit both our communities and our planet.

37 of our volunteering activities, which accounted for 1,224 hours and 401 volunteers, center around sustainability with a focus on biodiversity.

ACE EXTERNSHIP PROGRAM

Understanding

the Impact

of Our Participation

As part of our commitment to the ACE Mentor Program, Turner has hosted the ACE Externship Summer Program for the past three years to give students the opportunity to see what working with Turner is all about.

This past year, 97% of the 96 students who participated in the program expressed a desire to return to the extern program at Turner, 60% felt more interested in construction management after their externship, and 96% wanted to stay connected to Turner for future internships or full-time opportunities

SHEBuilds Inspiring the Next Generation of Builders

The future of construction is in the hands of our students. Turner is committed to supporting and helping in the advancement of our future builders and industry professionals.

Turner’s team in Houston was proud to have been a part of Construction Career Collaborative’s SHEBuilds Houston 2023 event, a hands-on construction career exploration event designed to introduce young women to the many opportunities the construction industry offers.

A team of 25 volunteers spent the day teaching the girls about construction safety, site planning, and Building Information Modeling (BIM). Turner’s discussion leaders provided peer to peer insights into the industry and roles. Volunteers took on the role as event leaders to help keep students organized and engaged as they moved around to the different learning zones.

Future Builders (K-12) and ACE Engagement

4,297

ECONOMIC DEVELOPMENT

IN OUR COMMUNITIES

We are committed to supporting economic development in our communities. Our projects aim to build physical structures and enhance local economies by creating jobs, supporting local businesses, and investing in our communities. By engaging with local stakeholders, Turner ensures our construction initiatives contribute to long-term community growth and prosperity.

Our diverse spending program plays a crucial role by supporting businesses from various backgrounds and promoting inclusivity and diversity within the construction industry. These efforts help support a diverse and inclusive economy, fostering entrepreneurship and economic growth.

Additionally, through our workforce development programs, we aim to equip local residents with the skills necessary to thrive in the construction industry. Through targeted training, apprenticeships, and mentorship, we ensure growth and benefit the communities we serve.

DIVERSE Supplier Engagement

Turner recognizes the importance of providing opportunities to business enterprises that have traditionally faced barriers in the construction industry. We formed a supplier diversity department in 1969 and have awarded over $36 billion in contracted value since we began tracking in 1979. Our programs promote economic growth and contribute to broader social equity. By prioritizing supplier diversity, we aim to build a resilient, inclusive supply chain that reflects and supports the diverse communities in which we build.

$1.66B IN COMMITTED DIVERSE SPEND CONTRACTS AWARDED TO DIVERSE BUSINESSES

4,739

JOINT VENTURES Foster Diversity and Opportunity through Intentionality

One way Turner supports local and underrepresented business enterprises is through joint venture partnerships. These partnerships promote economic development by building capacity, lowering historical barriers to entry, and creating opportunities for co-learning and innovation. Turner is engaged in several joint venture projects where it holds a minority position (49% or less), including the landmark Obama Presidential Center in Chicago, Illinois.

In 2015, four Black-owned construction firms –Brown & Momen, Powers & Sons Construction, Safeway Construction and UJAMAA Construction – came together to select Turner as the prime contractor for their Presidential Center bid. This joint venture, with a combined 250 years of experience, was named Lakeside Alliance.

Equipped with a deep understanding of the challenges facing underrepresented communities in the construction industry and a dedication to inspiring change, Lakeside Alliance made a commitment to use this historic opportunity to transform the paradigm in Chicago’s construction industry with a focus on transparency,

sustainability and intentionality.

These types of joint venture partnerships are crucial for advancing economic parity within the communities where Turner builds. When we partners with underrepresented business entities, both entities gain access to projects and markets that might not have been secured independently. This access translates into increased revenue, job creation, and overall economic empowerment for underrepresented communities.

Joint ventures offer fertile ground for co-learning, the whole being greater than the sum of its parts. Both partners benefit from each other’s

Change doesn’t happen without intentionality, so Lakeside Alliance set out to open windows of opportunity at every stage of the project.”

Click or Scan to Learn More on Lakeside Alliance's 2023 Community Impact Report

unique strengths and perspectives. Turner learns innovative approaches and community engagement strategies from UBEs, which often have closer ties to local communities. Conversely, UBEs build capacity by learning best practices and leveraging resources to enhance their operational capabilities and improve project delivery.

Collaborative innovation also develops through joint ventures. Both parties work together to create new solutions, improve processes, and enhance overall project outcomes. This collaborative spirit strengthens the partnership and drives industry-wide progress.

The Lakeside Alliance is a model of how intentionality can truly transform a community, working to level the playing field and create a model of intentional hiring and community investment through the Center’s opening and beyond. In its 2023 Community Impact Report, the Lakeside Alliances shares their intentional approach to building the local workforce and expanding access and opportunity for small businesses;

“Change doesn’t happen without intentionality, so Lakeside Alliance set out to open windows of opportunity at every stage of the project. We

offered flexible bid packages so that diverse, small and local businesses could successfully compete for contracts and build capacity. We found ways to create opportunity in all aspects of the work, including bringing diverse food truck vendors to the site to provide meals to our crews. We opened the Lakeside Alliance Resource Center just a few blocks from the site in Jackson Park to provide the community with an accessible space to get connected to career opportunities in the trades, participate in workshops and learn more about the project. We created Learning with Lakeside Alliance, a series of programming designed to expose local young people to the industry and connect them with expert union tradespeople. And we’ve continued to partner with the We Can Build It Consortium — a workforce initiative created by the Obama Foundation to develop a pipeline of talent from the community surrounding the Center — to help Chicagoans establish a successful career in construction.”

Ultimately, the goal of a successful joint venture is to open doors to more opportunities and partnerships in the future. By embracing these partnerships, the industry can move towards a more inclusive and prosperous future.

GROWING A Diverse Workforce

The construction industry is aging and shrinking, with many tradespeople planning to retire or leave in the coming years. Ensuring a diverse workforce is essential for the success of our industry, company, and communities. Turner’s strategy involves creating pathways for community members to enter the construction industry. We partner with local organizations and educational institutions to provide job training that leads to industry employment. Collaborating with clients and trade partners, we implement a skillsbased curriculum to introduce candidates to the construction field.

Our efforts include piloting Career Awareness Programs and engaging with national partners like YouthForce and the National Skills Coalition to develop a pipeline of qualified entry-level workers.

Supported by our supplier diversity spending programs, we reach and support individuals from various backgrounds, promoting inclusivity within the construction workforce. In 2023, programs were held in Iowa, Kansas City, Ohio, Omaha, and Texas, graduating 112 participants.

Another key initiative is the Turner School of Construction Management, established in 1969. This program provides small and diverse business enterprises with opportunities to form longterm relationships, create networks, and learn how to position their companies for success. It is now offered annually in more than 30 Turner offices, encouraging small and diverse-certified construction services firms to connect with their local Turner Business Unit for application information.

Using Mentorship to Grow Economic Prosperity

Our Pittsburgh Business Unit challenged themselves and their trade partners to increase opportunities for underrepresented businesses and individuals, driving culture change in their local communities. Through intentional outreach and targeted efforts, they expanded mentorship among local trade partners, helping them create their own mentor-mentee relationships.

At a local networking event, Community and Citizenship Director Patriece Thompson met a local IBEW electrician looking to start his own electrical contracting business, JSJ Contracting.

112

Workforce Development program graduates in 2023

525

Turner School of Construction

Management Graduates in 2023

33,054

Meanwhile, Ferry Electric, a major local electrical trade partner, sought to share their market experience and knowledge to make real changes in the DE&I space. They approached Pittsburgh’s procurement manager, Abby Krehl, for guidance and solutions. As a result, Turner facilitated the relationship between Ferry Electric and JSJ Contracting.

Turner School of Construction

Management Graduates since inception

Now, Ferry Electric, with JSJ Contracting as their subcontractor,

is partnering on two large projects, including a successful bid with Turner. JSJ Contracting is gaining on-site experience from an established and respected electrical contractor, which will hopefully lead to opportunities as a first-tier contractor.

Turner’s commitment extends beyond immediate job training to emphasize mentorship and continuous development. By fostering relationships between established businesses and emerging talent, we ensure knowledge and expertise are passed down, promoting sustainable growth within the industry. Our efforts provide immediate employment opportunities and create long-term career paths for underrepresented individuals, contributing to a more inclusive and diverse workforce.

THE INTUIT DOME: A Model of Community Engagement and Economic Impact

The Intuit Dome, a sprawling 28-acre sports and entertainment destination in Inglewood, California, is more than just a world-class arena; it represents the power of public-private partnerships in fostering economic development, supporting local communities, and creating meaningful opportunities for residents. As construction nears completion and anticipation builds for its opening in Summer 2024, the Intuit Dome stands as a shining example of how a major project can positively impact its surroundings.

Economic Impact

One of the standout achievements of the Intuit Dome project is its commitment to minority and disadvantaged businesses. Through a strategic project labor agreement, the City of Inglewood set a target of 18% of construction contracts to be issued to Minority and/or Disadvantaged Business Enterprises (MDBEs). However, the project’s owner, Steve Ballmer, raised the bar with a challenge to achieve 30% MDBE engagement. Remarkably, the project team surpassed expectations by issuing 35% of contracts to MDBE firms, with an impressive 20% going to local Inglewood businesses. This not only stimulates economic growth within the community but also fosters a culture of inclusion and diversity in the project’s development.

Empowering the Local Workforce

The impact of the Intuit Dome extends beyond business contracts to the workforce itself. A staggering 30% of construction hours were worked by local Inglewood residents, amounting to over 1 million hours worked and over $81 million in wages with benefits. Notably, the project prioritized diversity and inclusion, with over 100 females and 100 veterans contributing their skills and expertise to the construction efforts. This provides valuable employment opportunities, strengthens the local economy, and promotes social equity.

Investing in Youth and Education

Recognizing the importance of education and skill development, the Intuit Dome project team has been actively engaged with the Inglewood Unified School District. This commitment is exemplified through support for the ACE Mentor Program teams at Morningside High School and City Honors High School, providing invaluable mentorship and exposure to careers in the construction, architecture and engineering fields. Additionally, the project has participated in career fairs and in-class experiences, inspiring the next generation of leaders and professionals.

Community Outreach

Beyond economic and educational contributions, the Intuit Dome project has made significant strides in community outreach and collaboration. Partnering with local organizations such as the Inglewood Chamber of Commerce, the project team has volunteered to support initiatives like feeding local senior citizens, enhancing the visual appeal of schools through murals created by local artists and students, and participating in drives hosted by local officials to support local the local community. These efforts strengthen ties within the community and demonstrate a genuine commitment to improving the quality of life for Inglewood residents.

The Intuit Dome stands as a beacon of progress, innovation, and community engagement. Through its dedication to economic impact, workforce development, youth engagement, and community outreach, the project has set a high standard for responsible development and meaningful impact. As the Intuit Dome prepares to open its doors to the public, it not only promises world-class entertainment but also symbolizes a transformative force for positive change in Inglewood and beyond.

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Our World Drive Sustainable Markets Transformation Our Business Accountable and Transparent Business Practices

Our ambitious goals will not be achieved alone - we rely on the ingenuity of our Turner employees and from others outside of our company.

We introduce innovative products and services to become better builders, improve the industry, and positively impact the world.

We will implement process improvements and standardization to increase consistency and efficiency in our activities. Leveraging thirdparty certifications, such as ISO, will validate our management systems and support the reporting and disclosure requirements of the locations and clients we serve. This formalized governance, along with systemic process improvement and innovation, will provide the framework for Turner to advance our company and the industry.

OUR WORLD

DRIVE SUSTAINABLE MARKET TRANSFORMATION

Turner fosters a culture of innovation and continuous improvement, encouraging employees to identify opportunities for efficiency through process improvements and technology. Our innovation challenge program provides a structured framework for employees to engage in purposeful innovation for targeted improvements.

We partner with industry startups and venture capital organizations to tackle major challenges in our industry and beyond. We take a portfolio view of innovation at Turner, focusing on both short-term, immediately implementable innovations and emerging, potentially disruptive ones. With the dynamic nature of construction tech and climate tech, we are poised to drive change that impacts people and the planet across our projects and potentially worldwide.

Turner has built a reputation for ethics and compliance, and we are expanding that in our ESG commitments to include human rights in the building materials supply chain. We collaborate with industry thought leaders across the AEC industry to tackle this challenge, drawing inspiration from other industries.

We will investigate, test, and implement new solutions to make our core business more sustainable.

We will engage internal and external parties to identify, develop, and implement business opportunities to support future marketplace needs.

GROW SUSTAINABLE BUSINESS OPPORTUNITIES PRIORITIZE

We will enable employees to make informed decisions by continuing to annually train all employees on ethics and compliance.

We will increase awareness of Human Rights industry risks by training all employees by 2025.

We will actively engage business partners on the topic of Human Rights, to increase education, awareness, and disclosure.

Innovation starts with an audacious vision and a willingness to explore beyond what is, into what could be. That is exactly what Henry C. Turner

did when he pioneered the use of reinforced concrete to create safer and more resilient buildings at the turn of the 20th century – an innovation that forever transformed our industry. Building upon this legacy, Turner’s vision is to lead innovation in the built environment; pioneering transformative advancements that shape the future of the industry, reinvent how we work, and improve people’s lives. Our mission within the innovation department is to spark and channel the collective ingenuity of our people and partners to make purposeful, transformational breakthroughs that deliver new value to our clients, generate a profitable competitive advantage, and create opportunities for our people.

EMPOWERING FUTURE LEADERS Through Innovation

Turner hosted an Innovation Skills Unlock Workshop, aimed at teaching a group of young professionals a framework for innovation they could apply to help their local Young Professionals Networks enhance their missions to: foster strong relationships and engagement in continuous learning; to promote career advancement, and create the right environment by encouraging mentorship and transparency to build the future of our organization.

This initiative, a collaboration between Turner’s Knowledge and Learning Group, Innovation team, and a diverse group of young professionals from across Turner, provided a fun and hands-on way for participants to learn proven innovation methodologies like design thinking and leanstartup. The focus was both skill development as well as building a network of ‘everyday innovators’ who can drive meaningful change.

Inspired by the workshop, a team of young professionals took on the challenge of reinvigorating Turner FUEL, a Young Professionals network in Cincinnati, Ohio. The team, comprising Alyssa Serafin, Aaron Terry, Ashley Prince, and Kevin Wanner, embraced a human-centric approach by first conducting interviews to uncover the true needs of young professionals and understand how mentorship influences their career development, and then brainstorming solutions that reflect our young professionals needs.

The final solution was a proposal to restructure Turner FUEL into three pillars: Community, Connection, and Professional Development. This new structure not only promotes inclusivity and shared responsibility, but also empowers young professionals to take on leadership roles.

Continued: Empowering Future Leaders Through Innovation

Ultimately the new organization empowers FUEL to provide more impactful activities to young professionals that support growth, professional development, and engagement in their local communities. This innovative approach not only enhances engagement and opportunity within Cincinnati’s Young Professionals Network but also serves as a potential model for other groups within Turner.

The workshop and subsequent efforts exemplify our dedication to creating environments where young professionals can thrive, develop, and lead. It aligns with our broader ESG commitments by fostering an inclusive and engaging workplace, encouraging professional growth, and building a community of forward-thinking leaders

HARNESSING AI AS A CATALYST for Positive Change

At the heart of Turner’s approach to innovation lies a commitment to enhancing human capabilities and driving positive change through technology.

Our 8th Annual Innovation Summit, themed “From Artificial Intelligence (AI) to Intelligence Augmentation (IA),” showcased our dedication to augmenting human intellect with AI, emphasizing a partnership that pairs human intellect with artificial insight to enable exceptional outcomes.

The summit inspired attendees, like Sustainability Manager Mike Bahr, to seek out AI-powered solutions that contribute to Turner’s sustainability goals.

His efforts, from streamlining monthly operations to envisioning a LEED chatbot, embody Turner’s innovative spirit and commitment to environmental stewardship.

His forward-looking approach is marked by enthusiasm for AI’s potential role in advancing sustainability initiatives. Bahr envisions being able to utilize AI to accurately predict fuel and water resource needs at the start of each project. “This approach would allow for precise resource allocation, minimizing waste and reducing the environmental footprint of our projects.”

“Of the summit, Bahr said,

“One of the key insights for me was leadership’s forwardthinking perspective on AI. It was clear that they see AI as a tool to not just expand our business, but to help each of us boost our efforts in areas like sustainability, aligning with our ambitious organizational goals.”

Mike Bahr Sustainability Manager

Guiding Sustainable Tech Acceleration

Our Innovation team is supporting our Net Zero Commitment by leveraging relationships with start-up accelerators to find new technologies that can dramatically reduce the environmental impact of construction.

One such partner is The Clean Fight, a not-for-profit accelerator that identifies and scales growth-stage climate tech companies in New York to meet future energy and efficiency needs. For their inaugural cohort Turner served as mentors to help evaluate over 150 companies and select nine startups who are building scale-ready technology solutions to decarbonize New York’s building stock.

Today we are participating in their third cohort which is focused on high-growth, scalable solutions creating abundant storage, enabling grid stability and a resilient, electrified future. We are helping them to evaluate energy storage & battery innovations that help de-carbonize New York’s grid, ensure a more resilient and adaptive future, and enable the electrification of everything.

Importantly, we intend to leverage our extensive resources and expertise to accelerate the development of sustainable solutions by identifying projects on which to pilot energy storage & battery innovations. Recognizing the importance of real-world applications, we will leverage our vast network of projects to provide the proving grounds for rapid testing and refinement of cutting-edge solutions.

By mentoring and helping growth stage climate tech companies, Turner is actively involved in driving technological advancements that address environmental challenges in the construction sector.

STRENGTHENING OUR VALUES

At Turner, we have an unwavering commitment to doing what is right, earning us a reputation as one of the most reliable names in construction. We have developed processes, policies, and systems to address and fight corruption and bribery within our company and industry.

Our Compliance Department fosters and maintains a culture of compliance by establishing clear standards and expectations, providing the tools and resources employees need to understand and follow our policies, and requiring trade partners to sign our Code of Conduct for Business Partners. Compliance is reinforced through required training and internal communication.

Through Compliance

We prioritize our values through a compliance system that aligns our operations with laws, regulations, and standards. Our approach has evolved to be more integrated and preventive, enabling Turner employees to deliver projects responsibly and exceed client expectations. By fostering a culture of compliance, we establish a foundation of integrity with clear standards, necessary resources, risk-based training, and multiple communication channels for reporting risks.

Our comprehensive Code of Conduct, supported by ethics policies, includes mandatory web-based and instructor-led training for all salaried employees. Adhering to our culture of continuous improvement, we constantly adjust our compliance system. We have heightened our focus on communication both internally and externally. In 2023, our public-facing website added a compliance section, allowing us to communicate our efforts to a larger audience. Additionally, we updated our Code of Conduct for Business Partners and added dedicated staff to support our people, further elevating our ethics and compliance program.

Leading by example, Turner actively engages with the Construction Industry Ethics and Compliance Initiative (CIECI) to improve ethical standards across the industry.

100% of employees are trained in ethics and compliance

100% of employees receive anti-trust policy training

Through Human Rights

In recent years, Turner has cemented its dedication to human rights by prioritizing responsible material sourcing through dedicated processes. Our Code of Conduct for Business Partners and Form 36 contract set stringent standards for environmental responsibility and ethical conduct. In 2023, Turner introduced its Human Rights Policy, guiding our commitment to upholding human rights and underscoring our values and commitment to ethical practices.

Turner has multiple channels for raising concerns, including a Hotline that allows any stakeholder—vendors, subcontractors, government officials, employees, and even the public—to report a concern. Central to our efforts are our Chief Human Rights Officer and Human Rights Coordinator, key members of our Human Rights Management Committee. This committee oversees our due diligence process, ensuring every aspect of our operations aligns with our commitment.

At Turner, we recognize that true progress is rooted in principles of fairness and respect, reflected in our efforts to promote human rights and ethical conduct across all aspects of our operations.

OUR BUSINESS

ACCOUNTABLE AND TRANSPARENT BUSINESS PRACTICES

Turner’s core values of teamwork, integrity, and commitment lie at the heart of every project.

Accountability is key to our approach. Our governance commitments ensure accountability within our ESG strategy. We will be transparent with our employees and stakeholders about our commitments, progress, challenges, and successes. We will continually evaluate our commitments for relevancy and challenge ourselves. These structures enable Turner to measure our impact on people and the planet across our organization.

The structure of our strategy began with our materiality assessment. It was critical that our strategy be a true extension of our culture, leveraging this methodology to focus on the most significant items and our ability to influence them. For many commitments, we lean into our ability to influence topics, even where we don't have direct operational control.

STANDARDIZED, SECURE, AND TRANSPARENT PROCESSES

We will support reporting and disclosure requirements of the places in which we and our group companies work.

We will continuously evaluate and maintain sustainability criteria as key elements of our Enterprise Risk Management process.

To increase process accountability and standardization, we have implemented ISO 45001 in 2023 and will implement ISO 14001 by 2024.

We will continue our risk assessment for top five risks related to cyber security for Turner employees, business partners and clients in 2023, and will develop and implement mitigation measures by 2024.

ENSURE CLIENT SATISFACTION

We will actively engage with clients on the topic of sustainability and the support of their goals. We will develop and implement a method for timely measurement and corrective response to client satisfaction.

EXECUTIVE COMMITMENT & ACCOUNTABILITY

We will integrate sustainability targets in compensation of the CEO and Executive Vice Presidents by 2025.

OPERATIONS & PROCESSES

Ensuring standardized, secure, and transparent processes is paramount to Turner’s commitment to excellence and responsibility.

ISO certifications establish internationally recognized standards for quality, safety, efficiency, and environmental responsibility, providing Turner with a framework to demonstrate our commitment to meeting these benchmarks in various business processes. Turner undergoes regular audits by independent third parties to ensure the efficiency and effectiveness of our Safety Management System and business processes, aligning with ISO standards. ISO certifications are vital

for organizations to demonstrated their commitment to standardized processes, in turn fostering trust among stakeholders. Additionally, we complete risk assessments to identify top risks and implement mitigation measures to safeguard Turner employees, business partners, and clients across our company and work. Through these commitments, we strive to uphold the highest standards of integrity, security, and transparency in all aspects of our operations.

RISK MANAGEMENT Process

Turner has a dedicated Enterprise Risk Management Team (ERMT) that includes leaders of cross functional areas of the company to ensure full view of all potential risks (i.e Supply Chain, Safety, Operations, Cyber Security, Natural Disasters) with risks are identified and ranked yearly.

Turner's Enterprise Risk Management Team (ERMT) includes leaders from crossfunctional areas to ensure a comprehensive view of all potential risks, such as supply chain, safety, operations, cybersecurity, and natural disasters. Risks are identified and ranked yearly.

In 2023, Turner’s top risk focus is 'Severe Climate Related Events,' which includes immediate climate risks to our project sites and long-term transitional risks requiring an evolution in our business practices. In response, the ERMT created an internal resource to help project teams prepare for and respond to severe weather events.

Turner has consolidated company policies and risk management plans into one platform. To address our risks, each Turner region has developed regional Crisis Plans, enabling timely planning, response, and recovery. Additionally, every Turner office and project site customizes a Crisis Management Plan to better plan for specific risks their jobsites may face.

Process in Action

Cyber Security Measures

Turner periodically conducts simulations to address specific high-impact risks with our project teams. We performed cybersecurity simulations to assess how our Operations team would respond to a complete shutdown of our Turner systems, including laptops. This simulation enabled our teams to create mitigation plans to continue business activities without using Turner servers or devices.

ACCOUNTABILITY

At Turner, our commitments extend beyond words; they are actionable promises that drive our operations and relationships.

We prioritize active engagement with our clients to align with their goals, fostering collaboration and mutual progress.

By integrating sustainability targets into the compensation structures of our CEO and Executive Vice Presidents by 2025, we demonstrate our unwavering commitment to driving a broad definition of sustainability across all levels of our organization and incentivizing leadership towards our commitment to Building Today to Transform Tomorrow ™.

REPORTING and Materiality

To support the development and prioritization of our ESG strategy, we conducted a materiality assessment.This tool identifies and prioritizes sustainability issues critical to our organization.

Stakeholder engagement is a key part of this process. We recognize the importance of understanding and addressing the concerns and priorities of our clients, investors, employees,

communities, and other stakeholders. During our assessment, we hosted working groups and sent out surveys to gather insights and perspectives.

The results of the materiality assessment represent Turner’s ability to impact the topic on the x-axis and the importance to stakeholders on the y-axis.

The upper right-hand corner represents the topics highest in both importance and impact, closely

aligning with the topics on Turner’s Strategy Card. The second concentration of results, shown in the mid-color blue, are of emerging importance, providing an opportunity to influence change around impact or importance.

Materiality assessments represent stakeholder values at a point in time and are typically updated regularly to reflect changing priorities.

SUSTAIN OUR PLANET

Our Sustainable Development Goals

The United Nations Sustainable Development Goals (UNSDGs) are a comprehensive set of global goals to end poverty, protect our planet, and improve living conditions of the global population. At Turner, we use the United Nations Sustainable Development Goals (UNSDGs) to track our impact. By integrating the UNSDGs into our framework, we align our efforts with those of many governments, companies, and organizations to assess and enhance our contribution to these vital objectives.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

LETTER FROM Our ESG Team

As we conclude this year's ESG report, we extend our heartfelt gratitude to everyone involved in its creation and the ongoing implementation of our ESG strategy. Your dedication, hard work, and unwavering commitment to sustainability have been instrumental in driving forward our collective mission. Every effort, from the meticulous data collection to the innovative initiatives described in this report, reflects our shared commitment to building a better, more sustainable future for all.

The progress we've made together underscores the strength of our community and the power of collaboration. Your contributions have not only advanced our ESG goals but have also set a new standard for excellence within our industry. We are incredibly proud of the strides we have made and are confident that, with your continued support, we will achieve even greater milestones in the years to come.

Thank you once again for your invaluable contributions and for being an integral part of our journey toward sustainability. Together, we are making a meaningful difference and paving the way for a brighter, more responsible future.

Best,

Christa, Pete, Jennifer

Christa Andresky

Executive Vice President, Chief Financial Officer

Pete Hamill Senior Vice President

Jennifer Downey Director of ESG

ACKNOWLEDGMENTS

ESG Leadership Team

Christa Andresky - CFO

Pete Hamill – SVP

Jennifer Downey – Director of ESG

Jodi Rennie - SVP

Paul Parmentola - VP

Jason Jones – SVP

Working Group Leaders

Jim Barrett – Innovation

Suzanne Bennett – SourceBlue

Mike Bruskin - Procurement

Fuquan Collins - DEI, C&C

Shannon Hines - Self Perform Operations

Julia Gisewite – Sustainability

Chris McFadden – Communications

Lisa Moving - DEI

Erica Rosenberger - Human Resources

Greg Smith – Preconstruction

Steve Spaulding - EH&S

Ken Winfield – Compliance

Paul Wypasek – Learning

Headquarters

Leads

Robert Barbera

Edward Barry

Emily Belote

Patrick Blake

Mike Bruskin

Halima Cherif

Maryann DeRusso

Leah Dobbins

Mary Edrehi

Jamie Evans

Dominick Fortuna

Xavier Hairston-Khan

Kristine Harrison

Todd Hatley

Shannon Hines

Kathleen Igoe

Martha Katalevsky

Steve Kates

Karl Kinsella

Lindsey Landwehr-Fasules

Douglas LaPlante

Andrew Leone

Cheryl Leweke

Claribel Mateo

Barbara Molloy

Lisa Moving

Maria Pantelaros

Rowan Parris

Nadeen Qaru

Thomas Reilly

Abigail Roberts

Erica Rosenberger

Nelson Russom

Lisa SanFilippo

Colin Schless

Monika Serrano

David Sheidlower

Kristofer Wahl

Monica Wentz

Emily White

Paul Wypasek

ESG Report

Team

Eva Brandt

Evan Brophy

Halima Cherif

Chloe Davis

Ashley Dichirico

Jennifer Downey

Angela Lona

Kathlyn Molyneux

Rebecca Schneider

Monica Wentz

Artwork By: Kriss Wittmann

Original

Our Regional ESG Leadership Teams

With the launch of our Building Today to Transform Tomorrow Strategy in 2023, we formed functional and regional teams to ensure consistent, local implementation at the regional, business unit, and project levels.

Each region selected representatives for cross-functional local collaboration and participation in functional verticals. This matrix approach fosters collaboration across regions and roles, creating a network of learning and support.

Atlanta

Carolinas

Dwayne Reid

Jackie Aguilar

Kristin Lanier Tanner

Kurt Smith

Scott Edwards

Shawn Simms

Steffi Acevedo Barradas

Theresa Schroeder

Thomas Donnelly

Canada

Aaron DeRosse

Alistair Mcintyre

Chris Rasmussen

Garrett Morin

Jake Hanevelt

Jeffery Logan

Kelly DeGurse

Lillian Ching

Lisa Czech

Mylene Garcia

Osama Nasir

Patrick Tobin

Stephanie Isilebo

Vivek Hariharan

Yasir Ali

Chicago

Angela Westerhaus

Ashlee Essex

Brad Carter

Brintel Johnson

Bryan Chester

Edgar Salazar

Matthew Sullivan

Michael Blackburn

Pamyla Fountain Brown

Timothy Sabo

Clark Builders

Alicia Cornford

Adrienne Lynn

Chris Vienneau

Ejike Ohuegbe

Jay Harding

Paul Corbett

Randy Kyrzyk

Sean Crockett

Steven Childs

Trish Campbell

Florida

Alexander Rey

Dwayne Reid

Jackie Aguilar

Kenneth Faas

Kevin McCormick

Margaret Simone

Michelle Jaure

Mimi Flatley

Sarah Lippai

Timothy Dare

International

Cheryl Leweke

Ertugrul Aksoy

Olcay Aciksoz

Rohit Sharma

Tuan Nguyen

Vivekananth Nadarajan

MidAtlantic

Abdon Friend

Kate Beysselance

Kripa Keswani

Kyra Tyson

Michael Newman

Thomas Sawyer

Yeny Eggener

MidNorth

Dean Bitter

Jen Blue

Joe Dziengelewski

Joshua Lloyd

Kirsten Deenik

Kristen Smitherman-Voltaire

Kyle Hansen

Mark Ogden

Nicholas Kuelske

Mid South

Brad Simmons

Chase Hochstetler

Donald Hellen

Herbert Brown

Jackie Aguilar

Jamie Posey

Joe Botto

Lynzie Skjervheim

Tyler White

New England

Adam Saltmarsh

Alison Stanton

Andre Winston

Caroline Murray

Daniel Forseter

Doris Montgomery

Douglas LaPlante

Katie Wilkinson

Peter Johnson

Theodore Duros

Thomas Dutchyshyn

Thomas Zelem

Tom McCarthy

Valerie Donahue

New York

Anthony Singh

Brouck Amerga

Janice Haughton

Jennifer D'Erasmo

John Griffin

Louis Martinelli

Regina Vigilante

Salvatore Gambino

NorCal

Andrew Leone

Bianca Johnson

Brett Stuckey

Brian Sauer

Chris Parker

Christian Kalmar

Emi LaFountain

Kaj Osterback

Katrina Merritt

Michael Mielcarek

Timothy Blood

North Central

Geoff Moore

Ian Smith

Jeff Dolan

Kevin Rawson

Mike Bahr

Navaz Porbandarwala

Pamyla Fountain Brown

Peter Fox

Stefanie Eversgerd

Northwest

Brian Sabom

Christina Mach

David Rollyson

Jeremy Taylor

Logan Liddle

Lydia Liang

Nicolas Levesque

Patrick Coughlin

Phil Yama

Tamaka Thornton

PANJ

Carlos Torres

Christopher Pepey

Colleen McCandless

Craig Buxbaum

David Kaminski

Dexter Hendricks

Gabriella Frizlen

Kayla Reddington

James Folgia

Kevin Cooke

Michael Scott

Ralph Desiderio

Vince Rossi

South

Central

Carolyn Rivera

Edgar Salazar

Ian Smith

Jackie Jones

Lee Crump

Navaz Porbandarwala

Pamyla Fountain Brown

Phil Restivo

Steve Whitcraft

Southwest

Aaron Donahue

Andres Orozco

Breanne Metropolis

Brittney Parkinson

Christina Alvarado

Emi LaFountain

Gavin Banks

Hollie Burtt

Marc Turcot

Mauricio Romero

Mersy Maradiaga

Michael Mielcarek

Ryan Nordin

Thomas Daus

Vesna Conroy

Viry Martino

This vibrant, handsketched graphic represents a broadened view of our sustainability.

The graphic visually breaks down key areas of focus: "Sustain Our Planet," "Protect & Actively Care for People," and "Purposefully Transform Our Industry." Each section emphasizes different initiatives, such as supporting a resilient environment, reducing operational environmental impact, developing a thriving workforce, fostering community impact, and driving sustainable market transformation.

@turnerconstructioncompany @turner_talk

@turnerconstructioncompany

turnerconstruction.com

Behind the Cover Photo

When Turner introduced our environmental, social, and governance (ESG) strategy, “Building Today to Transform Tomorrow” we featured a photo taken during the construction our headquarters – “The Spiral” in New York City.

Michael Morrissey, who was a superintendent on the project, took the picture one morning while he was walking the space and coordinating work with trade contractors. On this day, Michael and the team were literally above the clouds. As the sun emerged on the horizon, Michael paused to appreciate the moment, and snapped this photo with his phone.

This image came to represent a new day at Turner as we launched a transformative ESG strategy.

Thank you, Michael, for taking a moment to appreciate the beauty of our everyday world around us in our lives and on our jobsites, and for sharing that with us.