2025 ESG Report

BUILDING TODAY TO TRANSFORM TOMORROW TM

2025 ESG REPORT

TABLE OF CONTENTS INTRODUCTION

3

One Turner

4

Our Strategy

6

7

SUSTAIN OUR PLANET Our Projects

8

Our Operations

14

PROTECT AND ACTIVELY CARE FOR OUR PEOPLE Our Employees

24

Our Business Partners

34

Our Communities

42

PURPOSEFULLY TRANSFORM OUR INDUSTRY

54

Our World

55

Our Business

59

68

CONCLUSION

Turner’s Charlotte Office

23

Acknowledgements

69

ESG Data

70

Building Today to Transform TomorrowTM

2

LETTER FROM LEADERSHIP We have turned our commitments into action and are making progress across the business. We are tracking embodied carbon, waste, and water use more rigorously, making data the basis for decisions on every project, and holding ourselves accountable for results.

We are also working to build a more respectful and inclusive industry: expanding access, reinforcing a culture where everyone is treated with dignity, and creating conditions where people contribute and grow.

None of this happens in isolation. It takes collaboration across our business and with our partners, bringing together expertise, innovation, and shared responsibility to deliver stronger outcomes for our clients, our communities, and the built environment.

That is what we mean by Building Today to Transform Tomorrow™.

Peter J. Davoren

Thomas V. Reilly

Abrar Sheriff

Chairman & CEO

President, Turner

President, Turner and President & CEO, Turner International

Christa Andresky

Michael J. Kuntz

Executive Vice President, Chief Financial Officer

Executive Vice President

Peabody Union - credit: Alan Karchmer

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Building Today to Transform TomorrowTM

3

TOGETHER ONE TURNER Turner is a global construction services company delivering complex building projects across North America representing over $29 billion in more than 30 countries. The company brings together the strength of its people, technical expertise, and

Leading builder delivering complex projects across the globe with a focus on safety, quality, and collaboration.

integrated services to support clients across diverse

Turner’s subsidiaries and enterprise services extend these capabilities areas including engineering, supply chain management, equipment and site services, and offsite construction, working alongside project teams to

Leading Canadian general contractor providing construction management, design-build, and integrated project delivery services.

Turner Engineering Group

markets and projects. across the business. These companies provide specialized expertise in

Mechanical, electrical, and instrumentation contractor delivering advanced technical solutions across Europe.

Project management partner delivering advisory, planning, and execution support to meet client and project goals.

Turner Engineering Group (TEG) delivers engineering leadership and technical design support across complex building systems and structures.

Established general contractor with deep roots in Northwest Ohio, delivering projects of all sizes with a focus on quality, innovation, and community impact.

improve coordination and support efficient delivery. While regional teams bring deep knowledge of local markets, including client priorities, supply chains, and regulatory requirements, collaboration across the company expands that insight, enabling teams to share knowledge, apply lessons learned, and deliver consistent results across projects.

Together, these capabilities are connected across a broad platform of

Supply chain and procurement company, delivering strategic sourcing, purchasing, and logistics solutions that enhance certainty and create value for projects.

xPL Offsite advances construction through integrated offsite manufacturing and modular delivery strategies.

FEC provides centralized equipment rental, site services, and asset management solutions in support of Turner projects and trade partners.

expertise and resources, strengthening project delivery and supporting high-quality outcomes across regions and markets.

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Building Today to Transform TomorrowTM

4

AN INTEGRATED GLOBAL NETWORK ACS GROUP Turner is a subsidiary of HOCHTIEF and

North America

part of the ACS Group, a global leader

Europe

in infrastructure development and delivery. Through this connection, Turner is part of a network of engineering, construction, and infrastructure companies operating across the full project lifecycle.

India

This global network expands access to technical expertise, resources, and innovation, strengthening Turner’s ability to deliver complex projects across diverse markets. With approximately 167,800 employees worldwide and annual revenue of €49.8 billion, it combines the scale and financial strength of a global organization with the relationships, responsiveness, and local knowledge that define Turner’s approach to project delivery.

South America

Asia & Pacific

ACS Group has a 50% stake in Abertis, which is accounted for using the equity method.

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Building Today to Transform TomorrowTM

5

BUILDING TODAY TO TRANSFORM TOMORROW Turner’s Environmental, Social, and Governance (ESG) strategy builds on over a century of leadership in safety, workforce development, environmental stewardship, and community engagement. Today, these efforts are unified under a comprehensive framework that guides how the company builds, supports its people, and operates responsibly across its business.

Grounded in Turner’s culture and values, the ESG strategy focuses on three core areas: sustaining our planet,

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

Status: Achieved

We will divert 80% construction and demolition waste by 2025 and 95% by 2035.

Status: On Track

100%

84%

protecting and actively caring for people, and purposefully transforming our industry through transparent and accountable practices. This structure connects long-standing commitments, such as protecting worker well-being, fostering inclusive workplaces, reducing environmental impact, and supporting communities,

PROTECT & ACTIVELY CARE FOR PEOPLE

into a cohesive approach that drives consistent progress across projects and operations.

Status: Achieved

228 events

As part of HOCHTIEF and the ACS Group, Turner’s ESG approach aligns with broader global commitments.

This connection improves data transparency, supports consistent reporting practices, and enables collaboration across a global network working toward shared environmental, social, and governance goals.

Status: Progressing 91%

The following section highlights progress against commitments scheduled for completion by or before 2025, offering a clear view of how priorities are advancing across the business. It captures measurable results achieved to date while reinforcing a commitment to transparency and accountability.

As the ESG program continues to develop, this perspective reflects both progress achieved and areas of continued focus, supporting consistent performance across projects and operations. As the company grows, the program evolves alongside it: expanding capabilities, strengthening partnerships, and embedding responsible practices into everyday decisions to deliver long-term value for clients, communities, and future generations.

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

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

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.

PURPOSEFULLY TRANSFORM OUR INDUSTRY We will increase awareness of industry Human Rights risks by training all employees by end of 2025.

Status: Achieved

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

Status: Achieved

99.6%

Building Today to Transform TomorrowTM

96%

6

Our Projects

Our Operations

Support A Sustainable and Resilient Built Environment

Reduce our Operational Environmental Footprint

SUSTAIN

OUR PLANET

Aspen Art Museum, Aspen, CO SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Building Today to Transform TomorrowTM

7

OUR PROJECTS 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.

Confidential Financial Services Firm, New York

SUSTAIN OUR PLANET

Our Projects

Our Operations

Building Today to Transform TomorrowTM

8

PARTNERING FOR PERFORMANCE DRIVING SUSTAINABLE PROJECT GOALS Integrated Sustainable Renovation

Advancing Resilience Through Collaboration

Early engagement through a progressive design-build approach created

At the Battery Park City resiliency project, Turner, in a joint venture with

how teams plan and review work with clients,

an opportunity to rethink what was possible on the State of California,

SPC, engages alongside design partners through a progressive design-

design partners, and trade partners, and in

Department of General Services (DGS) Resources Building Renovation.

build approach, guiding design decisions while optimizing structural

The Turner team and our design partners worked closely with the owner

systems through iterative analysis to balance resiliency requirements with

from the outset to identify practical, high-value strategies that elevated

embodied carbon outcomes. Turner Engineering Group (TEG) developed

overall performance without increasing cost. By continuously reviewing

a lifecycle analysis for the project and advocated for the use of global

Sustainability on Turner projects is shaped by how teams build every day. It is reflected in

the decisions made from design throughout execution. From coordination to practical actions that manage materials, reduce waste, improve operational efficiency, and use resources more effectively, sustainability is

LEED credits, refining

warming potential limits directly into specifications, establishing clear,

energy and water strategies,

measurable performance targets.

and making informed,

embedded in how projects are delivered.

performance-driven material selections, the team

This work often begins with preconstruction and sustainability

uncovered opportunities

teams partnering with clients and design partners to align priorities

that might otherwise

and build strategies directly into the project approach. As projects

have gone unrealized.

move into construction, teams carry that focus into the field;

This highly collaborative,

working with trade partners to put plans into action, respond to

building focused process

actual field conditions, and identify additional opportunities as

The Turner SPC team also develops a project-specific salvage strategy with the urban and landscape design partners, identifying where reuse is feasible and aligned with design intent, including integrating existing stone into new site features, while supporting resilient landscape strategies such as native and salt-tolerant plantings designed for future climate conditions. Together, these efforts position the project to manage complexity, reduce risk, and deliver a coordinated resiliency solution.

ultimately positioned the

work progresses.

project to go from the original goal of LEED Silver

The following projects show how these approaches comes to life.

to Platinum, demonstrating

Certified projects reflect these efforts, representing the outcomes of

how early alignment and

consistent coordination, informed decision-making, and disciplined

integrated delivery can drive

execution across the full lifecycle of a project.

sustainability outcomes while maintaining budget Resources Building - credit: James Ewing Photography

SUSTAIN OUR PLANET

Our Projects

Our Operations

discipline.

Battery Park City Resiliency Project - credit: Battery Park City Authority

Building Today to Transform TomorrowTM

9

Mechanical and Electrical Expertise Dornan brings deep technical expertise to complex projects. At 2 Finsbury Avenue in London, Dornan delivers the mechanical, electrical and plumbing shell and core scope across two high-rise towers, installing coordinated, high-performance building systems. Dornan supports informed procurement decisions through embodied carbon and material reporting using tools such as EPDs, TM65, and One 2 Finsbury Avenue - credit: X3N Architects

Click LCA. These efforts are in support

of the targeted BREEAM Excellent for the project. The project also integrated Design for Manufacturing and Assembly (DfMA) which supported improved efficiency, quality, and safety by shifting work into controlled manufacturing environments.

UNITED STATES & CANADA

2025 CERTIFIED GREEN PROJECTS

Solar by Design Turner Engineering Group (TEG) works closely with clients and design partners to evaluate on-site energy strategies,

PG&E Napa Regional Service Center

LEED BD+C: New Construction Gold

Confidential Project

including solar, as part of early design decision-making.

LEED BD+C: Data Centers Gold

These studies assess system configurations based on

Seattle Aquarium Ocean Pavilion

panel orientation, shading conditions, and hourly energy generation across a full-year profile. TEG analyzes this generation against building load and grid conditions to quantify both averted energy costs and associated carbon reduction over time. By integrating energy demand, local utility rate structures, and lifecycle cost, TEG helps clients compare options and understand tradeoffs across performance, cost, and carbon. On projects such as a large pharmaceutical facility in Ohio, this collaboration has helped guide decisions that lead to the integration of on-site solar, aligning system performance with project goals and long-term operational outcomes.

LEED BD+C: New Construction Gold

Rollins Animal Health Center

LEED BD+C: New Construction Gold

CSU Chico Butte Hall Replacement

LEED BD+C: New Construction Gold

Our Projects

Our Operations

Genmab Office & Laboratory Renovation

Confidential Project

Green Globes 2019 Two Green Globe

USC Viterbi Computer Science Building

LEED BD+C: Data Centers Gold

LEED BD+C: New Construction Gold

Eskenazi Health Thomas and Arlene Grande Campus

LEED BD+C: New Construction Silver

Project Bus

Chase Bank - Gretna

Chase Bank - Papillion

Red Deer Justice Center

LEED BD+C: Core and Shell Silver

Arlington Regional Transit Facility

Confidential Project

Lelem Community Centre

One Broadgate

Delta Lounge

LEED BD+C: Retail Gold

LEED BD+C: Retail Silver

LEED BD+C: New Construction Platinum

LEED ID+C: Commercial Interiors Certified

LEED BD+C: Data Centers Gold

J.P Morgan Bank - Wellesley

LEED ID+C: Commercial Interiors Gold, Fitwel 2.1 One Star

Confidential Project

Josiah Quincy Upper School LEED BD+C: Schools Platinum

SUSTAIN OUR PLANET

UNITED KINGDOM & IRELAND

LEED BD+C: New ConstructionPlatinum

SoCal Gas Operations Control Center

LEED BD+C: New Construction Platinum

BREEAM Outstanding LEED BD+C: Retail Certified LEED BD+C: New Construction Gold

Confidential Project

LEED BD+C: Data Centers Gold

FDA Cincinnati Forensic Chemistry Center

Yale University Chemical Safety Building LEED BD+C: New Construction Gold

IQHQ Phase 1 Parking and 3A Structure

LEED BD+C: New Construction Gold

Maine Medical Center Phase II LEED BD+C: Healthcare Gold

Confidential Project

LEED BD+C: New Construction Gold

Ball State Cooper Sciences

LEED BD+C: New Construction Silver

Universal Electric Bus Terminal LEED BD+C: New Construction Gold

Broad Institute Tenant Improvement

LEED ID+C: Commercial Interiors Gold

LEED ID+C: Commercial Interiors Silver

D.E. Shaw Fit Out

Okotoks Arts Learning Campus

One Leadenhall

LEED BD+C: New Construction Gold

LEED ID+C: Commercial Interiors Gold BREEAM Outstanding

Building Today to Transform TomorrowTM

10

PEOPLE DRIVEN GROWING OUR SUSTAINABILITY EXPERTISE Across Turner, a growing sustainability network connects people, projects, and ideas. Sustainability leaders are embedded within regional teams, bringing a local understanding of market conditions, supply chains, client priorities, and evolving regulatory requirements. At the same time, coordinated enterprise-wide collaboration expands capability by advancing training, developing talent, and expanding expertise across teams.

The network is powered by professionals at every stage of their careers, supported by strong leadership. Julia Gisewite, Turner’s Chief Sustainability Officer, was named one of the Top 100 Chief Sustainability Officers, reflecting the strength of the company’s sustainability strategy and the network advancing it. Sustainability practitioners come from a wide range of backgrounds, united by a shared commitment to advancing better building practices. Many are deeply engaged in both the construction industry and broader sustainability communities, bringing an informed perspective on emerging trends and opportunities.

Turner Team @ GreenBuild 2025

This dual lens enhances Turner’s ability to anticipate change, refine approaches, and introduce new solutions across projects. As Brett Stuckey, Regional Sustainability Manager in Northern California, explains, “It’s about taking complex sustainability knowledge and distilling it into a message that people can understand and act on.”

Their work is visible in the day-to-day execution of projects: implementing carbon reduction strategies, optimizing waste management to increase diversion rates, coordinating manufacturer take-back programs, evaluating opportunities for material reuse, and tracking key environmental metrics such as energy, water, and fuel use. Teams also support the adoption of innovative materials and equipment, including low-embodiedcarbon concrete and steel, electric excavators and generators, and alternative fuels such as renewable diesel.

Dedicated sustainability professionals provide the consistency and expertise needed to guide performance and support project teams. Together, this network supports project delivery by integrating sustainability into daily decision making and advancing consistent, measurable outcomes across our portfolio.

SUSTAIN OUR PLANET

Our Projects

Our Operations

Turner’s Annual Sustainability Summit 2025

2025 NY Climate Week Circularity in Practice - credit: Alex Kapla

Building Today to Transform TomorrowTM

11

SUSTAINABILITY CONNECTIONS ACROSS THE GLOBE Sustainability at Turner grows through a network of employees who bring environmental knowledge and commitment to projects

868

NUMBER OF ACCREDITED GREEN PROFESSIONALS

UNITED STATES & CANADA

Steffi Acevedo Barradas Denver, CO

Imani Hamilton Denver, CO

Emi LaFountain Portland, OR

Vivekananth Nadarajan Malaysia

Colin Schless Boston, MA

Ertugrul Aksoy Türkiye

Bill Hassel Advanced Technology Group

Lindsey Landwehr-Fasules Chicago, IL

Tuan Nguyen Vietnam

Rebecca Schmidt New York, NY

EJ Atkins Richland Parish, LA

Priscilla Hathaway Columbus, OH

Lydia Liang Seattle, WA

Lucile O’Callaghan New York, NY

Rohit Sharma India

Mike Bahr Des Moines, IA

Emma Haynes New York, NY

Joshua Lloyd Columbus, OH

Rowan Parris Charlotte, NC

Kay Springall Cork, Ireland

Yasamine Heidary Nashville, TN

Bobby Lundy Atlanta, GA

Bobby Pierce Washington, DC

Divya Srinivasan Milpitas, CA

Adrienne Lynn Edmonton, Canada

Aaron Rabski Edmonton, Canada

Brett Stuckey Milpitas, CA

Carmen Rasnick Orlando, FL

Angela Sunday Edmonton, Canada

IRELAND

across the company.

TÜRKIYE

Those listed here

INDIA

represent employees whose roles are fully or significantly focused on sustainability.

Leah Berg Chicago, IL

They are part of a

Jada Chambers Frederick, MD

broader network of

Perin Wasnik India

VIETNAM

David Cooan Memphis, TN

local champions and

Aaron DeRosse Toronto, Canada

Rachel Howlin Cork, Ireland

who bring local insight

Blake Doepker Seattle, WA

Stephanie Isilebo Vancouver, Canada

Vinay Mandaloju India

and technical expertise

Kit Elsworth Philadelphia, PA

Marcus Jones Detroit, MI

Mersy Maradiaga Los Angeles, CA

Carolyn Rivera San Antonio, TX

Rebekah Wynn Indianapolis, IN

Dominick Fortuna New York, NY

K. Kishore India

Ali Moussawi New York, NY

Abigail Roberts Boston, MA

Alexandra Yanity Houston, TX

Ben Galuza Boston, MA

Dan Koenig Shelton, CT

Dylan Munt San Francisco, CA

Nelson Russom Philadelphia, PA

Julia Gisewite Washington, DC

Andy Koffke Philadelphia, PA

Caroline Murray Boston, MA

Lisa SanFilippo Orlando, FL

subject matter experts

to support project teams and advance Turner’s environmental commitments.

SUSTAIN OUR PLANET

Our Projects

Our Operations

TM TM Building Building Today Today to Transform to Transform Tomorrow Tomorrow

12

ADVANCING SUSTAINABILITY VOICES ACROSS TURNER As the sustainability network continues to strengthen, employees are working to collaborate across the network, build their expertise, develop our young professionals, and strengthen our teams. Below highlights some of our employees who represent different parts of our network.

AARON RABSKI

YASAMINE HEIDARY

Alternative Energy & Sustainable Solutions Manager

Engineer

With an engineering

background and a passion

developed through field experience and early career roles.

Q: What motivates you to push sustainability forward in your role?

A: It’s personal for me. After losing my home to a wildfire,

Clark Builders with technical

expertise and a focus on energy efficiency and lower-carbon solutions.

Q: What trends are shaping sustainability

With nearly two decades

science expertise and

lower-carbon material strategies across projects.

Q: How do you approach sustainability when it is not a client requirement?

A: In Western and Northern Canada, momentum is clearly

client’s definition of best (more durable material, a space

A: Clients are placing greater emphasis on measurable

that is more productive, supporting localized supply

This focus is helping teams target high-impact areas like

sustainability.

reducing diesel use through renewable alternatives.

Q: How do you embed sustainability into every

We are also seeing stronger availability and improving cost

address them?

regions.

Q: Where do you see the biggest opportunity to

sustainability goals, particularly when decisions are driven

Q: Why is this work important to you?

A: The procurement process in construction is a

by immediate performance without fully considering

A: This work matters to me because the health of our

opportunity to support companies by engaging and

competitiveness for renewable diesel in a number of our

environment directly affects the health, resilience, and future of our communities.

identify practical alternatives and keeps sustainability priorities integrated throughout the project.

Our Operations

sustainability data, including carbon footprint analysis.

chains/businesses, etc) even if the initial focus was not

Q: What challenges do you encounter

Our Projects

across projects and operations.

across Turner’s projects?

carbon, energy efficiency, and on-site renewable energy.

SUSTAIN OUR PLANET

perspective to advancing sustainable practices

vary. A lot of times, a more sustainable product meets a

LEED certification, while interest is increasing in embodied

coordination with both designers and trade partners helps

sustainability, Lindsey brings a well-rounded

Q: What trends are shaping sustainability

environmental performance.

long-term environmental and human health impacts. Early

management, and

A: Clients want what is best for their building, but that can

I see how material choices affect long-term safety, not just

A: Material specifications don’t always align with project

engineering, cost

to advance healthier,

across Clark Builders’ regions?

growing. Clients continue to pursue net-zero goals and

advancing sustainability, and how do you

of experience across

cross-industry experience

technology, supporting

delivering well-coordinated

Director of Sustainability

Joel applies materials

in alternative energy

supports project teams in

LINDSEY LANDWEHRFASULES

Senior Material Design Specialist

Aaron brings a background

for building, Yasamine

outcomes, applying technical knowledge

JOEL AHEARNE-RAY

improve?

project?

A: Teams focus on practical strategies such as LED lighting,

challenging hurdle for new suppliers. We have an

no-idling policies, and reducing generator use. More

complex solutions, like lower-carbon materials, require

promoting early adoption/buy-in from the various stakeholders have an opportunity to make inroads into

early coordination with project partners.

projects much more quickly than is typical.

Building Today to Transform TomorrowTM

13

OUR OPERATIONS We recognize the power of our operations to drive meaningful environmental impact. Turner brings a long history of leadership in tracking and reducing jobsite fuel, electricity, water use, and waste.

Today, we’re scaling that impact by piloting reduction strategies, advancing responsible material choices, and expanding efforts to conserve water and protect biodiversity across diverse project environments.

California State University - Chico Behavioral & Social Science Building, Chico, CA - credit: Bruce Damonte

SUSTAIN OUR PLANET

Our Projects

Our Operations

Building Today to Transform TomorrowTM

14

REDUCING EMISSIONS ACROSS OPERATIONS Reducing emissions across construction sites requires coordinated action across fleet, jobsites, and

Turner Vehicle and Equipment Fleet Electric and hybrid vehicles are expanding across operations, with

operational facilities. Turner advances a practical,

more than 100 now deployed across the fleet. This effort is supported

scalable approach by expanding electrification where

by expanded jobsite charging infrastructure, including 120V and

feasible while deploying lower-carbon fuel alternatives

across at least two of our largest projects. First Equipment Company

This balanced strategy targets key emissions sources, including fuel use,

improving consistency, supporting data visibility, and enabling

temporary power, and operational energy, while maintaining performance

scalable adoption of lower-emission solutions across regions.

are most effective and available today, Turner reduces emissions while building the foundation for long-term decarbonization.

DIRECT EMISSIONS FROM TURNER OPERATIONS Scope 1

240V outlets and Level 2 charging setups, enabling broader adoption

where advanced electrification constraints remain.

across diverse project environments. By aligning solutions to where they

2025 EMISSIONS

is leading the development of vehicle fleet and charging strategies,

118,000 t CO2e

At the same time, renewable diesel provides an immediate, scalable solution for construction equipment and temporary heating systems where electrification is not yet viable. As a drop-in replacement for regular diesel, it allows teams to transition quickly across active projects without requiring engine modifications or changes to operations. By the end of 2025, renewable diesel has been implemented across 26 projects.

INDIRECT EMISSIONS FROM TURNER OPERATIONS Scope 2

By working closely with clients and suppliers, Turner helps advance regional fuel availability and integrates lower-carbon fuel strategies.

This approach supports consistent adoption across projects while maintaining reliability in varied climates and operating conditions. Together, fleet electrification and low-carbon fuels can reduce emissions today while supporting the continued transition toward increased electrification and efficiency across vehicles and

31,597 t CO2e

equipment over time.

HVO Diesel at Project Fuel Station

SUSTAIN OUR PLANET

Our Projects

Our Operations

Building Today to Transform TomorrowTM

15

Jobsite Offices

Offices & Warehouses

On jobsites, teams focus on reducing emissions through targeted

At Dornan’s headquarters in Cork, Ireland, an 87 kW rooftop solar

solutions that improve both energy efficiency and working conditions.

photovoltaic system generates renewable electricity to support daily

Columbus Self-Perform Operations (SPO) advances this effort with

operations. The system enables real-time tracking of energy generation,

Turner’s first owned off-grid, solar-powered jobsite trailer. Designed

on-site consumption, and electricity exported back to the grid through

to eliminate the need to trench power over long distances, the system

a dedicated monitoring platform. The electricity generation and usage

combines solar photovoltaic panels with battery storage to generate and

management provides clear insight into how on-site renewable systems

store energy directly on-site.

operate over time.

This approach reduces reliance on diesel generators and temporary

In 2025, the installation generated more than 73,000 kWh of electricity,

power infrastructure- addressing a key source of emissions within

with approximately a third of the generated power being sold back into

contractor control. Its mobile, off-grid design enables flexible deployment

the utility grid, contributing to emissions reductions and operational

across projects while simplifying site logistics and reducing setup time.

cost savings. The alignment of generation with daytime office demand maximizes system efficiency and demonstrates the value of integrating

In parallel, teams in California are deploying a fixed, rented off-grid trailer supported by a solar array. Both approaches reflect a shared focus on reducing reliance on traditional temporary power and advancing lower-

renewable energy directly into operational facilities.

Dornan Headquarters Solar Panels in Cork, Ireland

emission jobsite operations.

At the Vancouver warehouses, the team supports lower-emission operations through the purchase of renewable natural gas (RNG), sourced from organic waste streams and delivered through existing utility

These systems also provide a data-driven view into performance. Energy

infrastructure. This approach reduces reliance on conventional fossil fuels

generation, consumption, battery capacity, and the effects of weather

while maintaining consistent building performance, offering a practical

variability can be tracked in real time, creating a clearer understanding

pathway to lower operational emissions in existing facilities.

of how distributed energy systems perform in real jobsite conditions.

These insights help refine future applications and support more informed

Together, these efforts reflect a broader shift toward integrating practical,

decision-making as similar solutions scale.

scalable solutions across fleets, jobsites, and operations. By combining lower-carbon fuels, on-site renewable energy, and electrification

In addition to lowering emissions, these trailers improve the day-to-

strategies, Turner continues to reduce emissions today while building the

day experience on site by reducing noise, improving air quality, and

foundation for long-term decarbonization.

creating a more comfortable environment for project teams. This model demonstrates how practical, deployable solutions can reduce emissions while enhancing overall jobsite performance.

Clark Builders Hybrid Fleet Vehicles - credit: Clark Builders

SUSTAIN OUR PLANET

Our Projects

Our Operations

Building Today to Transform TomorrowTM

16

WALK THE WALK DRIVING SUSTAINABILITY Turner’s Self-Perform Operations (SPO) teams are made up of in-house trade professionals who help execute critical scopes of work in the field. That direct field capability expands Turner’s ability to advance sustainability by shaping construction methods, materials, sequencing, and installation practices. With greater control over how work is performed, SPO teams can identify practical opportunities that improve environmental performance while maintaining cost and schedule.

Building Craft Capability in Mass Timber SPO teams are expanding Turner’s leadership in mass

At Great Wolf Lodge, teams expanded their

timber by translating technical knowledge into field

understanding of how mass timber systems come

execution. At Great Wolf Lodge in Mashantucket, CT,

together through repeatable connection—steel

Turner partnered with a fabricator while taking an

saddles, bolted assemblies, and prefabricated

active role in installation, reinforcing the company’s

components, which support efficient installation

ability to deliver these systems with confidence.

when sequencing and rigging are well planned.

A key constraint in the market remains the availability of experienced installation teams. SPO addresses

Execution depends on coordination and crew capability.

this directly by training carpenters in rigging and

SPO is using this expertise on future projects and

lifting operations, building a skilled workforce

expanding to manage both material and installation.

capable of delivering mass timber systems safely

Taking on the install and material scopes allows teams

and efficiently. That expertise carries forward

to apply lessons more directly in the field with greater

across projects, allowing crews to apply lessons

control, consistency and safety and reinforces a more

learned, refine installation practices, and approach

integrated, repeatable approach to delivery.

new opportunities with a clear understanding of constructibility.

SUSTAIN OUR PLANET

Our Projects

Our Operations

Great Wolf Lodge Mass Timber Install

These efforts establish a foundation for scaling mass timber across regions. By continuing to build field experience and standardize installation practices, SPO

We want to be the leading edge,

teams are helping make mass timber a more practical

pushing the work forward and enabling

and reliable option for a wider range of projects. That experience is already informing new opportunities in regions such as the Midwest and Pacific Northwest, where teams are applying lessons learned to support

it on all projects.

- Caroline Murray,

Self Perform Sustainability Manager

future work.

Building Today to Transform TomorrowTM

17

Turning Reuse into a Model for the Future

Highlight

SPO applies the same level of coordination and rigor to deconstruction

POWERING OUR PROJECTS

and material reuse. In the relocation and fitout of Turner’s Detroit office, the team prioritized reuse by evaluating existing conditions and designing around materials already in place. Rather than defaulting to demolition, Turner and the design team identified components suitable for reuse and integrated them into the new layout.

Equipment plays a critical role in how construction projects perform, from early planning through execution. Aligning equipment selection

The SPO team conducted early-stage material assessments and

and availability with project needs improves efficiency, supports

coordinated closely with design partners and trade contractors to align on

reliable delivery, and enables lower-emission solutions.

reuse opportunities before construction began. This proactive planning enabled informed decision-making, reduced rework, and established a

First Equipment Company (FEC), a Turner Construction Company

repeatable framework that can be applied across similar interior fit-out

subsidiary established in 2025, advances a more coordinated

projects. That strategy engaged trade partners and guided decisions

approach to equipment strategy and fleet management. FEC aligns

throughout the project. Carpet tiles were repositioned to replace worn

equipment procurement and rentals with project needs across

areas instead of being discarded. Ceiling systems were reconfigured and reinstalled. Doors, wood trim, and glass were removed, refinished, and

Detroit Office Renovation Reuse Materials

returned to service. Lighting and equipment were relocated within the

all phases of work. By centralizing purchasing and building direct manufacturer relationships, FEC improves equipment access, consistency, cost efficiency, and availability while supporting

space, with remaining materials donated or recycled during move-out.

the transition to lower-emission equipment across projects. In Canada, Clark Builders’ subsidiary NorthStar Equipment Rentals

The results reflect a high level of material retention. Ceiling systems

provides reliable, flexible equipment solutions tailored to regional

were reused at approximately 96 percent, while lighting and flooring

needs. NorthStar’s growing fleet includes hybrid vehicles and fuel-

were fully reused with minimal modification. The project generated only

efficient equipment that help reduce emissions while maintaining

a single dumpster of waste, with most materials redirected away from

performance across jobsites.

landfill. These decisions also streamlined delivery. By reducing material procurement and coordinating work directly, the team simplified execution

Together, FEC and NorthStar provide a connected and forward-

and minimized logistical complexity. The fit-out was completed in 60 days,

looking approach to fleet management, supporting efficient

despite early delays, and finished approximately 30 percent under budget.

operations and advancing lower-emission construction practices across North America.

By applying these strategies internally, Turner demonstrates how deconstruction and reuse perform under real project conditions. The project serves as a proof point for integrating circular practices into renovation and fit-out work, providing a clear and repeatable model for future office moves and interior projects.

Renovated Detroit Office

SUSTAIN OUR PLANET

Our Projects

Our Operations

Building Today to Transform TomorrowTM

18

MATERIALS WITH PURPOSE FROM WASTE TO RESOURCE Across Turner, teams reduce waste by rethinking how materials are sourced, used, and recovered.

From material reuse and salvage to donation and manufacturer take-back programs, these efforts extend material life, minimize landfill impacts, and create value for both projects and the communities where we build.

WASTE METRICS CONSTRUCTION & DEMOLITION WASTE DIVERSION

84

%

15

MANUFACTURER TAKE-BACK PROJECTS

32

SALVAGE FOR REUSE PROJECTS

These projects diverted over 18,000 tons from landfill through take-back and salvage efforts.

SUSTAIN OUR PLANET

Our Projects

Our Operations

Austin Convention Center Truss Deconstruction

Turner BMS Project Team

Second Life On Site

Team Driven Recovery

At the Austin Convention Center, the project team is prioritizing high-value

At a Bristol-Myers Squibb project in Tampa, FL, the project team created

material reuse during demolition, evaluating a wide range of materials,

opportunities to reduce waste and improve jobsite practices, going beyond

notably salvaging more than 80 structural steel trusses for potential direct

project requirements at the request of the client. The team diverted

reuse. A dedicated on-site yard supports sorting, staging, and inspection to

100% of conduit from landfill by reusing existing materials, with 85%

prepare materials for their next use.

repurposed and much of it incorporated into new rough-in work, avoiding

In addition, the Turner team implemented a carpet manufacturer take-back program after demolition was already underway, diverting 73 tons of waste from landfills. The effort required additional coordination and cost but expanded recovery beyond what was originally planned. It also provided lessons for future projects, reinforcing the value of early planning and testing materials to improve efficiency and outcomes.

five dumpsters. Additional efforts included recycling 600+ light fixtures, responsibly disposing of 1,000 lamps, and returning 11.94 tons of carpet for manufacturer take-back. The team also worked to eliminate single-use plastics on site, asking trade partners to make healthier choices and create a more sustainable site. These outcomes highlight a project team focused on finding better ways to build through active caring and innovation.

Building Today to Transform TomorrowTM

19

Project Waste Sorting

Conduit to be Sent for Reuse

Palletizing Carpet for Take Back

Shards to Supply

Circularity Sets Sail

Closing the Loop

During the demolition of two high-rise towers in New York, a Turner-led

Turner teams continue to find creative ways to keep materials in use, even

At a major renovation for a large financial institution, the project team

joint venture team identified an opportunity to rethink how materials could

when traditional recycling options fall short. On an Iowa project, the team

applies a Lean approach to waste management, focusing on safe

be recovered and reused. Working closely with demolition, hauling, and

needed to remove more than 17,000 linear feet of fiberglass conduit from

operations, cost efficiency, and better use of materials. Building on

recycling partners, the team separated and processed more than 52,000

the jobsite. Local recycling outlets could not process the material at that

strategies developed with the same client and trade partners, the team

pounds of architectural window glass—material that is typically sent to

scale, so the team looked for another path.

carries forward a proven process that promotes consistency across projects.

landfill—transforming it into fiberglass insulation, while also salvaging

Working with Repurposed Materials, the team spent weeks evaluating reuse

approximately 2,000 square feet of brick for reuse on the new healthcare

options, walking the site, and confirming material types, quantities, and

facility.

what could be removed. Turner’s Self-Perform team helped make the effort

Through careful coordination and planning, the project demonstrates

possible by organizing, banding, and loading the conduit for transport.

Materials are diverted through structured reuse and return efforts, with brick reuse exceeding the client’s target and more than 60 tons of carpet and ceiling tiles redirected through manufacturer take-back programs.

Reuse is embedded from early planning with trade partners leading

how demolition can serve as a source of value for future construction and

Much of the pipe has since been rehomed, with many buyers using it as

coordinated recovery efforts, including having the flooring contractor

highlights a scalable approach to advancing circular material strategies on

conduit as originally intended. The first pieces reused, however, found

include pickup for the old carpet. Dedicated on-site staging, including

complex urban projects.

a more unexpected second life as a mast and other components for a

use of parking lot space, supports organized storage of carpet and tile for

brigantine under construction in Maine. The effort shows how persistence,

reuse. This efficient approach reduces disposal, lowers costs, and delivers

coordination, and creative thinking can turn a jobsite challenge into a

measurable environmental value for the client.

circular solution.

SUSTAIN OUR PLANET

Our Projects

Our Operations

Building Today to Transform TomorrowTM

20

JOBSITE GARDENS LOCAL IMPACTS

Portland Office

Across Turner, Earth Month 2025 showcased sustainability in action on project sites through native plantings, pollinator habitats, and food gardens that support local ecosystems.

North City Garden

An Earth Month Garden Contest brought this work

combined edible plantings with pollinator-friendly

together, with 23 teams from projects and offices

species while advancing water stewardship. In San

nationwide. Each entry applied site-specific strategies

Francisco, the garden relies on reclaimed water for

shaped by local conditions, with evaluation criteria

irrigation and incorporates compost made from

including collaboration, material reuse, native

locally sourced coffee grounds to enrich soil health.

planting, maintenance planning, water access,

A controlled nozzle system reduces overwatering

education, and innovation. Winning teams directed

and improves efficiency. At the project in Iowa, the

donations to local charities, extending the reach of

team implemented a rain catchment system paired

these efforts beyond the jobsite.

with a water tower to support consistent, low-impact irrigation throughout the growing season.

The Portland Main Office earned top honors in

Confidential Project, Iowa

the Pollinator Garden category with a sixth-floor

Teams prioritized native species, reused existing

habitat built entirely from reclaimed materials. The

materials, and applied climate-responsive water

design integrated salvaged wood, recycled soil,

strategies tailored to their regions. These approaches

and custom-built insect habitats to support native

not only support biodiversity but also reduce resource

pollinators in an urban setting. Drought-conscious

demand and improve long-term performance.

watering strategies further enhance the garden’s resilience, demonstrating how material reuse and water efficiency can be embedded into small-scale interventions.

The Earth Month Garden Contest highlights how biodiversity and water stewardship can be integrated into everyday spaces, offering practical, replicable models that contribute to healthier ecosystems across

In the Vegetable Garden category, winning teams

offices and jobsites.

at SFO T3 West and a Confidential Project in Iowa SUSTAIN OUR PLANET

San Antonio Warehouse

Our Projects

Our Operations

Confidential Project, Kansas City

Building Today to Transform TomorrowTM

Confidential Project, North Carolina

21

LESS WASTE, MORE IMPACT REDUCING WATER

Highlight

PROTECTING WHAT’S THERE In the heart of Cambridge’s Kendall Square, Danny Lewin Park serves as both

Water use on construction sites is often driven by essential activities

result is a solution that supports compliance, protects surrounding

a memorial and a model of thoughtful urban stewardship. Named for Danny

like dust control and vehicle cleaning. On a life sciences project in

infrastructure, and conserves resources through everyday

Lewin, a pioneering internet engineer and the first victim of the September 11

New York, a sitework contractor introduced a closed-loop wheel

operations. The sitework contractor showed how rethinking work

attacks, the park carries a legacy of building things meant to endure. Delivered

wash system to improve how vehicle cleaning is managed on site.

around sustainability can be a part of being a better builder. As

as part of a larger tower and garage development, the pocket park transforms

The team sourced and installed a system that captures, filters, and

teams look to scale similar strategies, this example shows how

a high-traffic corridor into a shaded, restorative green space that honors the

recirculates water, reducing reliance on continuous freshwater

decisions made in the field can shape more efficient and responsible

legacy of Danny Lewin while connecting to the Cambridge community.

supply and manual labor while supporting effective truck cleaning

approaches to water use across projects.

A defining feature of the project is the preservation of four mature trees,

and sediment control.

protected in place through air spading. Because transplanted mature trees The system operates through a contained wash platform paired with

have significantly lower survival rates, the team prioritizes in-place protection.

a recirculation tank, allowing water to be reused across multiple

High-pressure air loosens compacted soil to improve aeration and moisture

cycles. This approach offsets thousands of gallons of potable water

retention while enabling arborists to assess root systems. Primary roots are

each month and reduces runoff leaving the site.

carefully protected, and selective pruning of smaller fibers supports long-term growth and resilience.

This effort reflects how trade partners contribute directly to stronger jobsite performance. The sitework contractor identified

Beyond tree preservation, the landscape design enhances ecological

an opportunity to improve their standard practice and acted on it,

performance across the site. Native and pollinator-friendly plantings support

aligning field execution with broader sustainability expectations. The

local biodiversity, while permeable pavers and a layered drainage strategy, New York State Life Sciences Public Health Laboratory

combining an aggregate sub-base, slotted trench drains, and geotextile filtration, manage stormwater effectively. Subsurface systems capture

WATER STRESS & BIODIVERSITY SUSTAIN OUR PLANET

Our Projects

Our Operations

63 SITE AREA OF PROJECTS WITH 183 BIODIVERSITY MANAGEMENT PLANS PROJECTS WITH WATER MANAGEMENT PLANS

ha

and slowly release runoff, improving soil conditions and reducing flood risk. Together, these strategies demonstrate how targeted interventions on even compact urban sites can protect existing ecosystems and deliver lasting environmental value.

Building Today to Transform TomorrowTM

22

Our Employees

Our Business Partners

Our Communities

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

Create a Safe and Healthy Work Environment

Grow Purposeful Community Impact

PROTECT & ACTIVELY CARE FOR PEOPLE SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Building Today to Transform TomorrowTM

23

OUR EMPLOYEES Our people are at the heart of everything we do. We are sustaining the right environment where people can be at their best, be authentic, and are treated with respect and dignity. We are committed to providing the support, resources, and benefits that enable employees to feel a true sense of belonging, and thrive in their careers.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

Building Today to Transform TomorrowTM

24

OUR PEOPLE ACROSS TURNER Turner continues to strengthen how its people connect, collaborate, and grow across the company and ACS Group. Teams operate as part of a unified workforce, aligning with Turner’s broader mission while continuing to contribute local expertise and relationships. The addition of Dornan Engineering brings new capabilities, perspectives, and talent into a more connected organization.

Turner has made a deliberate effort to enable

allow teams to work consistently across regions.

employees to engage more fluidly across projects,

Knowledge, resources, and best practices move

roles, and geographies. With Dornan’s integration,

more easily between teams, supporting stronger

teams gain access to specialized expertise in

coordination and more informed decision-making.

mechanical and electrical delivery, strengthening collaboration on complex projects and expanding opportunities for shared learning. At the same time, Turner Technical Services (TTS) supports this model by providing scalable, centralized capabilities that

By making connections across its workforce and expanding its capabilities, Turner continues to build a more aligned, agile, and capable organization, positioned to deliver strong results together.

2025 PEOPLE DATA 15,867

1,276

Total Employees

8,671

1,129

US Professional Staff

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Dornan Professional Staff

338

International & Real PM Clark CA Professional Staff Professional Staff

Our Employees

Our Business Partners

291

Canada Professional Staff

4,162

Trade Workforce

Our Communities

Building Today to Transform TomorrowTM

25

EXPANDING OPPORTUNITY Opportunity at Turner is defined by access to projects, markets, and career paths that evolve alongside the company’s continued growth. As demand expands across sectors and regions, Turner takes a coordinated approach to recruiting and workforce planning, ensuring talent aligns with business needs

Project Team at Ground Breaking - Confidential Data Center, Texas

while supporting consistent delivery across projects.

That growth is reshaping how Turner recruits and

it is needed most. That coordination also creates

This model also supports how Turner plans and

projects, Culture Managers provide an additional

deploys its workforce. In recent years, the company

meaningful opportunities for employees, connecting

deploys its workforce. Resource Officers, dedicated

layer of support by helping teams build relationships,

has scaled hiring significantly, bringing on more

them to assignments where they can contribute

leaders who help coordinate staffing needs and

reinforce Turner’s values, and create a strong sense

than 3,200 hires and interns in 2025, with targets

immediately, gain exposure, and continue building

employee assignments, work closely across regions

of belonging from the start. This role builds on the

continuing to increase to meet demand. As work

capability over time. This approach creates a balance

to identify where talent is needed most, creating

culture project teams create every day and provides

expands across new markets, segments, and service

between near-term delivery and long-term workforce

pathways for both new hires and existing employees

added support on projects where larger, blended,

lines, teams actively identify and place talent where

development.

to step into critical roles. They assess employee

or remote teams benefit from more intentional

experience, career goals, and availability, aligning

connection.

Opportunity is a key part of that strategy. Employees regularly take on assignments in new locations and project types, often stepping into unfamiliar conditions that accelerate learning and broaden experience. These experiences build technical knowledge while developing problem-solving and leadership skills. Early exposure to complex processes, project-specific requirements, and different delivery

College Recruiting - Clark Builders

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

individuals to opportunities that support both career progression and project needs. This level of coordination ensures projects remain fully supported while opening new opportunities for growth. As Jeremiah Hudson, Resource Officer, explains, the focus is on “making sure that we have the talent that

As employees move between projects, regions, and

understanding of how projects operate, positioning

locations, Turner builds project culture through

them to support teams more effectively over time and

connection, shared expectations, and consistent

take on greater responsibility earlier in their careers.

ways of working. On select large, complex, or remote

Our Communities

workforce coordination, and culture, Turner continues to build a workforce that is connected, adaptable, and prepared to support an expanding and evolving business.

we need to do the work that we continue to win.”

approaches allows employees to develop a deeper

Our Business Partners

Through a deliberate focus on growth, exposure,

Building Today to Transform TomorrowTM

26

OPENING DOORS BUILDING FUTURES

Highlight

A VOICE FOR SUPPORT

Turner’s employee Advocates play a key role in strengthening connection,

Turner expands recruiting efforts by engaging directly with students through industry conferences, academic partnerships, and professional organizations. These early connections introduce career pathways and create access to opportunities across the company while strengthening long-term talent pipelines.

ISABELA GUILARTE LAU

JUSTIN WILLIAMS

Isabela connected with Turner at the Society

Justin first met Turner at the National Society of

of Women Engineers Conference during her

Black Engineers conference, where a conversation

senior year, drawn by the company’s culture

introduced him to construction management. A

and range of opportunities. After joining Turner

subsequent jobsite visit shapes his decision to

as a field engineer, she actively seeks broader

pursue the field, influenced by the teamwork and

exposure, working with project leadership to transition into an assistant superintendent role. This shift allows her to engage more directly with trade partners and field operations, expanding her understanding of how projects come together.

trust, and accountability across the organization. Acting as a bridge between leadership, employees, and Human Resources, the employee Advocates help advance Turner’s 2030 Vision by promoting fair, consistent, and thoughtful workplace practices.

As trusted advisors, the employee Advocates model strong leadership behaviors and foster open, respectful dialogue. They create space for employees to share feedback and perspectives, helping ensure voices are heard and considered in decision-making. Their work supports fair and transparent outcomes in talent processes and contributes to initiatives like the Business Center Talent Insight Report (TIR), aligning efforts with

collaboration he experiences.

broader business strategies.

He joined Turner as an intern for two consecutive summers, returning to

The employee Advocates also partner closely with Employee Resource

the same project before transitioning into a full-time assistant engineer role. This continuity allows him to build strong relationships and deepen

She credits mentorship and open communication with creating space

his understanding of project operations early. Over time, he gained

to explore different paths, reinforcing the flexibility of a career that can

experience in cost engineering and change management, and later

evolve over time. She emphasizes that the ability to move across roles

returns to the NSBE conference as a recruiter, sharing his experience and

and continue building skills within the company supports a long-term

helping others explore similar paths.

future at Turner.

Groups (ERGs), connecting regularly with ERG leaders to better understand employee experiences and share insights with leadership.

In addition, they support engagement efforts such as onboarding and ongoing check-ins, helping employees feel connected from day one.

Through these efforts, the employee Advocates help strengthen communication, build trust, and support a workplace culture where employees can do their best work.

Together, Isabela and Justin experiences demonstrate how early engagement and sustained connection translate into long-term career growth. Through building relationships through conferences, internships, and continued involvement, Turner is developing a workforce that stays connected, engaged, and ready to grow with the business.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

Building Today to Transform TomorrowTM

27

Highlight

CONNECTING ACROSS TURNER Employee Resource Groups (ERGs) at Turner play an important role in creating connection, engagement,

HONORING SERVICE BUILDING FUTURES Turner’s Veterans Network is dedicated to honoring,

and professional development across the company.

supporting, and connecting military members,

With more than 350 leaders and a growing company presence, ERGs create opportunities for employees

Scan to check to connect through shared interests and experiences, out the 2025 ERG Report while encouraging and welcoming participation from

veterans, and their families. Rooted in a mission to create a sense of community, the network provides a space where members can leverage their skills and experiences to support their careers and the

all.

Turner’s seven Identity Networks, Abilities, Pride, Women’s, Veterans,

company.

Mosaic, Parents, and Young Professionals, serve as spaces for connection

At the national level, the Veterans Board continues to expand, bringing

and engagement that promote awareness, respect, and collaboration

together leaders from across Business Centers to guide strategy, expand

across our offices and jobsites. These groups help create an environment

impact, and ensure consistent engagement across the organization.

where employees feel valued and empowered to contribute fully.

This structure enables stronger collaboration, more coordinated

ERGs also support business priorities by enhancing recruiting and culture, building internal and external partnerships, and creating opportunities

programming, and greater opportunities for connection, mentorship, and professional development.

for networking and leadership engagement. Through events, mentorship,

The network also plays an important role in recruiting and onboarding

and development programs, they provide accessible resources to support

veteran talent. In partnership with Talent Acquisition, HR, and operations

employees professionally.

teams, Turner is building a scalable approach to attract and support

By amplifying employee voices and encouraging meaningful connection, ERGs continue to build Turner’s culture and sense of community.

Carry the Load - Veterans Network Event

veterans. By leveraging transition programs, strategic partnerships, and internal referrals, the company connects with top military talent while providing tools to translate military experience into Turner roles.

Through ongoing support, training, and engagement, the Veterans Network helps ensure veterans are not only welcomed into the organization but positioned for long-term success. Together, these efforts strengthen Turner’s workforce while honoring the contributions and leadership of those who have served.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

Denver Adaptive Adventure Event -Veterans Network

Building Today to Transform TomorrowTM

28

FIVE YEARS OF DRIVING MEANINGFUL CHANGE Five years ago, Turner established the Inclusion Action Committee (IAC) at a pivotal moment both for the company and the industry. What began as a commitment to listen, learn, and take action has evolved into a sustained effort that continues to shape how Turner works, leads, and grows. The IAC has helped move inclusion from conversation into practice by creating space for reflection, elevating employee perspectives, and identifying ways to strengthen culture across offices, jobsites, and teams.

The IAC serves as a conscience and catalyst, bringing

The IAC has played a central role in advancing

internal performance processes has helped promote

structure, accountability, and forward-looking ideas to

key initiatives that support employees at every

consistency in how employees are evaluated and

the employee experience and workplace culture. From

stage of their careers. Programs like the Inclusive

supported.

the beginning, the focus was clear: move beyond

Leadership Academy have helped develop stronger,

statements and create meaningful, lasting change.

more intentional leaders, while the employee

The IAC reflects that commitment by embedding

Advocate network has created new pathways for

thoughtful practices into everyday operations

employee feedback and engagement. The Turner

and reinforcing Turner’s core values of teamwork,

Tuition Assistance Program (TTAP) has expanded

integrity, and commitment.

access to career opportunities, and the redesign of

The impact of the IAC also extends beyond Turner.

Through leadership in Construction Inclusion Week, the company helps advance broader industry conversations, bringing together partners, clients, and trade professionals to address shared workforce challenges and reinforce the role of respect, opportunity, and collaboration in shaping the future of construction.

GENERATIONS DATA

At its core, the success of the IAC is rooted in the

BABY BOOMER

GENERATION X

MILLENNIALS

GENERATION Z

6%

26%

45%

23%

1946-1964

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

1965-1980

Our Employees

1981-1996

Our Business Partners

Celebrating 5 Years of IAC!

Learn how the IAC was founded and how its work continues to ensure every individual can be their best authentic self.

1997-2012

Our Communities

impact of its people. Leaders and employees across

As Turner looks ahead, the work of the IAC continues.

the organization have contributed to its progress

With a focus on accountability, development, and

by embracing new ways of thinking, engaging in

opportunity, the next chapter will build on this strong

honest dialogue, and taking action in their daily work.

foundation, ensuring that progress continues and that

Inclusion is an ongoing commitment that shows up

every employee has the ability to grow, contribute,

in how teams collaborate, communicate, and support

and succeed.

one another.

Building Today to Transform TomorrowTM

29

EXPANDING SUPPORT

Highlight

BUILDING PATHWAYS THROUGH CONNECTION

Turner expands its mental health resources through Lyra, providing employees and their families with fast, confidential access to professional support and care. Integrated into the company’s broader well-being strategy, Lyra increases access while removing common barriers that often prevent individuals from seeking help.

The Women at Dornan ERG gains strong momentum in 2025

barriers in the field. Training programs, including anti-bias

following its relaunch, driven by clear employee demand and

and allyship sessions, reinforce a more inclusive culture,

structured input gathered through workshops and engagement

complemented by collaboration with the Irish Centre for

sessions. The group establishes a formal committee to guide

Diversity, where Dornan achieves Bronze certification.

its direction, creating defined roles and focus areas that enable coordinated progress across diversity, training, and engagement efforts.

The group also takes a data-driven approach to future growth by embedding ERG-related questions into the company’s annual health and well-being survey. This effort identifies

Throughout the year, the ERG advances a range of initiatives

strong interest in an Early Careers network, which is now

Employees can access services independently and confidentially, ensuring privacy

that helps create a more inclusive environment on project sites

progressing. Looking ahead, the ERG focuses on mentorship,

while connecting with licensed professionals and evidence-based resources. This

and across the business. Ally walks encourage visible support

and sponsorship, with a long-term goal of strengthening

structure builds trust and encourages engagement across a diverse workforce. And

and engagement, while efforts to expand access to female-

representation and creating clearer pathways for women across

access extends beyond office-based staff. Non-union trade employees have full access

specific personal protective equipment address practical

the organization.

to Lyra, and additional pathways exist to ensure support is available to all workers on Turner jobsites when needed.

Speed and accessibility are important to the experience. Employees typically connect with a provider in less than 24 hours, significantly reducing traditional wait times for mental health services. In urgent situations, individuals can immediately access support and guide them to the appropriate level of care.

The platform offers a range of services, including counseling sessions, on-demand resources, and specialized support for neurodiversity, family needs, and life challenges.

It also equips employees and leaders with tools to better recognize signs of distress and respond appropriately, reinforcing a culture of care across teams.

By prioritizing fast, confidential, and equitable access to mental health care, Turner reinforces its Active Caring culture and ensures employees have the support they need

Women@Dornan Launch

to navigate challenges and sustain long-term well-being.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

Building Today to Transform TomorrowTM

30

ACS UNIVERSITY EXPANDING SHARED LEARNING As part of the broader ACS Group, Turner continues to strengthen alignment across its global network through shared learning and development. ACS University plays a central role in advancing that effort.

ACS University serves as both a strategic framework and a global learning management system. It brings together learning and development, innovation, research, technology, and knowledge management into clearly defined focus areas. Through structured learning tracks and curated coursework, the platform provides employees across the ACS family with access to consistent, high-quality professional development resources.

Turner professionals play an active role in shaping and advancing ACS University. By contributing subject matter expertise, supporting content development, and helping define priority focus areas, Turner reinforces alignment across operating companies. This collaboration ensures teams can access training, share knowledge, and build skills with greater consistency, regardless of geography. Turner employees have access to learning materials developed across the global network, along with the opportunity to draw on a broader base of expertise. At the same time, it strengthens local expertise and preserves the distinct identity of each operating company.

Participation in ACS University expands access to cross-company insights and enterprise best practices.

Employees engage with content that complements Turner’s internal programs, broadening technical capabilities, leadership capacity, and industry perspective. The platform also enhances visibility across

Learn Once.

Grow Everywhere.

subsidiaries, creating stronger ties within the ACS network.

ACS University reflects the spirit of One Group, One Team. Through coordinated leadership and shared learning, Turner helps cultivate a more connected, capable workforce prepared to deliver excellence across markets and communities.

Introducing our Learning 2025–26 ACS University Executive Leadership Cohort

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

What is ACS University?

Building Today to Transform TomorrowTM

31

ACS University is the ACS Group’s global learning pla

BUILT FOR EXCELLENCE IN THE FIELD Turner invests its Self-Perform Operations (SPO), the teams that perform key scopes of work directly with Turner’s own skilled trade workforce, by investing in the people closest to the work. Through structured programs such as the SPO Academy and Tool Training Program, teams build technical skill, field awareness, and consistent practices that support safer, more reliable execution.

Highlight

SUPPORTING OUR EMPLOYEES

Engineers play a central role in keeping projects ready for execution.

They manage the flow of information between trade partners, owners, architects, and design teams; coordinate submittals, RFIs, change orders, contracts, logistics, cost forecasting, and scheduling needs; and help ensure teams have the information required to move work forward.

The Turner Engineering Network (TEN) creates a structure for that

The SPO Academy develops superintendents, project managers,

work to be shared more consistently across the company. Made up of

and field leaders who support concrete and drywall operations. The

engineering representatives from Turner offices globally, TEN connects

program combines classroom learning with jobsite-based “go and see”

local experience with broader companywide priorities. The group shares

experiences, giving participants direct exposure to how self-perform

engineering knowledge, provides feedback on evolving standards, and

work is planned, sequenced, and delivered in the field. This approach

helps offices apply practices that improve consistency across projects.

helps employees understand the decisions, coordination, and leadership required to manage work effectively.

One way TEN brings this network to life is through the Engineering

The Tool Training Program focuses on trade professionals and hands-on

to discuss technical challenges, review updates, share lessons learned,

Roundtable. The roundtable gives offices a recurring forum for engineers

craft skills . Participants learn safe, consistent tool use through practical

and exchange practical tools that make day-to-day work more efficient.

SPO concrete Academy, Central 2025

instruction that supports quality, productivity, and confidence on the

Sessions are designed to be useful spaces for engineers to build

jobsite. By creating a stronger baseline across teams, the program helps

knowledge beyond early-career training and understand how their work

reinforce shared expectations for field performance and gives employees

connects to the broader project team. The roundtable also strengthens

more opportunities to build capability through direct practice.

coordination by bringing together perspectives from other Turner departments and Enterprise Groups, improving alignment and ensuring

Together, these programs help employees build the technical skill, field

evolving practices reflect full project team needs.

awareness, and confidence needed to advance Turner’s self-perform workforce. That experience also provides an important foundation for

TEN also supports clearer communication across Turner. Through the

Turner’s Master Builder program, because direct knowledge of sequencing

roundtables, quarterly newsletters, shared resources, and archived

and field execution is central to becoming a well-rounded builder. These

presentations, information moves directly to engineering teams, making

efforts reflect Turner’s continued investment in its people, supporting

knowledge easier to access, apply, and carry into project delivery.

development to lead work in the field.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

SPO Tool Training Indiana

Our Business Partners

Our Communities

Building Today to Transform TomorrowTM

32

RECOGNITION & AWARDS Company Recognition

America’s Greatest Workplaces, Newsweek Leading Large Employer Recognition America’s Greatest Workplaces for Inclusion & Diversity, Newsweek

33 WORK PLACE AWARDS

America’s Greatest Workplaces for Mental Well-being, Newsweek

Company Culture Excellence

Recognized as a leading Early Career Employer

America’s Best Workplaces for Gen Z, Newsweek Workplace of Choice Recognition

Culture, Inclusion, Safety & Workplace Excellence

IN 2025

Best Employer for Women, Forbes

Commitment to Inclusion Award, Council on Tall Buildings and Urban Habitat Gender Equality Model Certificate, Women Entrepreneurs Association of Türkiye

Excellence in Culture Award, AGC San Antonio

Compliance Team of the Year, PICCASO Awards Europe

Excellence in Safety Award, Philadelphia, General Building Contractors Association

Outstanding Safety Performance, Vancouver Regional Construction Association

Companies That Care, San Diego Business Journal

Community & Social Impact Corporate Citizen Award, New York, Westchester Community College

Chairman’s Award, Memphis Minority Business Council Continuum

Mercy Star Corporate Award, Mercy Hospital Foundation

Construction Excellence Award for Commitment to Community, GBCA

Friend of Education Award, New York, Salamanca City School District

Local Corporation of the Year, Houston Minority Supplier Development Council

Regional Workplace Recognition Best Place to Work recognitions across Denver, Toledo, Memphis, Cleveland, Cincinnati, Pittsburgh, San Antonio, and Kansas City

We are a Great Place to Work certification Türkiye Ireland’s Best Workplaces – Large Organisations Dornan Best and Brightest Companies to Work For, Chicago, National Association for Business Resources

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

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OUR BUSINESS PARTNERS We prioritize the safety and well-being of everyone on our jobsites by building care into how we plan and operate each day. Through thoughtful coordination with trade partners and teams, we ensure individuals have the tools, training, and support they need to work safely and return home without harm. And because true care goes beyond physical safety, we also provide wellness resources that support every worker’s mental, emotional, and overall health. We are sustaining the right environment where the safety of the worker is more important than the productivity of the work, where people can be at their best, be authentic, and treated with dignity and respect, and where we are working to eliminate hate and bias from our industry every day.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

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ONE APPROACH TO SAFETY BUILT TOGETHER At Turner, safety is fundamental to how work is planned and performed every day. Jobsites and teams are committed to creating an environment where the safety of the worker comes before productivity. They also foster a culture where people can be at their best, be authentic, and are treated with dignity and respect. Through pre-task planning, daily huddles, and leadership engagement, safety remains a shared responsibility across all projects, reinforced by consistent training, clear expectations, and accountability at every level of the organization.

Safety is embedded in how operations are planned and executed. From early coordination through field operations, teams focus on identifying risks, reinforcing safe work practices, and maintaining consistency across jobsites. This alignment between planning and execution supports reliable

OPERATIONAL SAFETY METRICS TOTAL RECORDABLE INCIDENT RATE

0.34

TOTAL RECORDABLE INCIDENT RATE

0.69

LOST TIME INCIDENT RATE

0.07

TURNER

performance and helps teams respond effectively to changing conditions.

Project teams work closely with trade partners to support communication, coordination, and accountability at every level. Ongoing engagement and field-driven insights help strengthen safety practices and reinforce expectations across the jobsite.

TURNER + TRADE PARTNERS

These efforts reflect Turner’s culture of active caring and its commitment to creating a safe and healthy work environment where every worker can perform at their best and return home safely each day.

Turner continues to strengthen its safety culture through active leadership involvement and company wide alignment. Experienced operational leaders

TURNER

and safety professionals work closely with project teams to reinforce expectations, share best practices, and support continuous improvement across jobsites. This ongoing engagement helps ensure that safety remains visible, actionable, and integrated into daily decision-making, supporting both strong team performance and reliable project delivery.

LOST TIME INCIDENT RATE

TURNER + TRADE PARTNERS

0.08

For safety metrics, Turner includes Turner Construction Company, Dornan Engineering, Clark Builders, and Turner International.

Confidential Project, Texas

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Our Employees

Our Business Partners

Our Communities

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First Hour Focus

Leadership Across the Field

The first hour of every shift establishes the

As part of its engagement within the ACS Group, Turner supports its safety culture through cross-company Safety

foundation for safe, high-performing jobsites.

Focused visits that bring together operational and safety leaders from across the enterprise. Representatives

Turner’s First Hour commitment creates a structured

from Turner, Dornan, Dragados, and HOCHTIEF come together to observe active projects and exchange practical

approach that prioritizes field presence and early

insights on how safety is embedded in daily work.

alignment. Project teams connect with crews and

These site walks provide a direct view into how different teams approach risk identification, planning, and field

confirm that plans match field conditions before

execution. By experiencing safety practices in real time, participants deepen their understanding of how strong

tasks progress. This focus at the start of the day

safety performance is achieved across diverse geographies and project types. Teams examine how planning,

helps identify risks sooner, reinforce expectations,

communication, and field leadership reinforce safe behaviors, while also identifying opportunities to apply

and improves coordination across trades.

Confidential Project, Central

The day begins with teams coming together through pre-shift routines that include project announcements, a daily Stretch & Flex, and Pre-Task Plan reviews, creating a shared understanding of the day’s work, hazards, and expectations before crews mobilize. This consistent cadence strengthens safety performance while reinforcing quality in execution. By standardizing how the day begins, Turner fosters stronger planning, clearer communication, and a more predictable, well-coordinated jobsite environment.

proven approaches more consistently across projects.

The sessions also create space for open dialogue. Leaders share challenges, compare approaches, and align on practical strategies that expand coordination across companies. This exchange of knowledge supports more consistent standards while allowing each team to build on established strengths.

Following the visits, leaders participate in a focused strategy session to review lessons learned, align on priorities, and identify opportunities to strengthen project delivery. The session reflects the One ACS approach, bringing together expertise from across the group to support complex work with a shared commitment to safety, quality,

Safety Week 2025 Turner Construction Company launched its 21st and largest Safety Week, engaging more than

and teamwork. By applying insights from across the ACS network, Turner continues to advance a proactive, people-centered safety culture across its projects.

100,000 people across projects worldwide, with a company-wide Safety Stand-Down underscoring a steadfast commitment to safety and wellness.

Across projects and offices, teams paused work to focus on open dialogue, hazard awareness, and shared accountability. Leaders and crews came together to discuss real-world safety challenges, encouraging individuals to speak up and take MD Anderson Project Safety Week

action when risks were identified. By aligning with industry partners and national initiatives, the

company promotes a culture where every voice was heard and valued. The stand-down set the tone for the week and reinforced that consistent engagement, communication, and care are essential to maintaining safe, highperforming jobsites.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

ACS Group Safety Walks

Our Employees

Our Business Partners

Our Communities

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BUILDING A SAFER FUTURE SAFET COACH SafeT Coach is Turner’s AI-powered safety assistant, designed to help teams identify hazards, access just-in-time safety guidance, and support safer decisions in the field.

SafeT Coach helps bring Turner’s EH&S knowledge closer to where decisions are made. Designed for pre-task planning, field coaching, and active work discussions, it allows users to ask plain-language safety questions, evaluate potential hazards, and receive timely guidance aligned with Turner’s safety Scan to access SafeT Coach

expectations. The tool grew out of Turner’s effort to apply AI to high-impact operational challenges, with safety emerging as a clear priority through the 2023 Innovation Summit and the 2024 AI Innovation Challenge, where

Turner Innovation helped move the concept from opportunity framing into design sprinting and early development.

Built for practical use in the field, SafeT Coach supports teams during morning huddles, planning discussions, and changing site conditions. It serves as a resource for both experienced professionals and less-experienced team members, helping support awareness, coaching, and confidence in the moment. Following pilot phases with safety professionals and construction teams, the tool remained in active use, with more than 12,000 messages logged between June 2025 and January 2026, signaling strong engagement and clear demand for just-in-time safety support.

Today, SafeT Coach reflects how Turner Innovation is turning emerging technology into practical field solutions that can scale. By making the tool available not only to Turner employees but also to the broader construction industry, Turner is extending access to trusted safety guidance beyond its own jobsites. That broader availability reflects a larger commitment to proactive safety leadership and to helping workers get home safely, whether they are on a Turner project or not.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

See SafeT Coach in Action!

Discover how Turner’s AI-powered safety assistant helps teams identify hazards, access just-in-time guidance, and make safer decisions in the field.

Building Today to Transform TomorrowTM

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WELLNESS JOBSITE PROGRAM Supporting a healthy, resilient workforce requires more than traditional benefits. Turner continues to evolve its approach by broadening how wellness is defined and delivered across the company. Recognizing that well-being extends beyond physical health, the company embraces a holistic framework that includes mental, emotional, financial, and family support, ensuring access to resources that reflect realities of daily life.

Highlight

PROJECT WELL-BEING AT EVERY STAGE At Dornan Engineering, wellness and well-being are

early and support one another. Annual health and well-being

approached as both individual support and a broader

surveys further inform priorities, with recent efforts focusing

organizational system shaped by leadership, project planning,

on sleep and recovery.

and daily operations. Wellness focuses on supporting individuals through accessible resources, including a network of more than 100 trained Mental Health First Aiders. These individuals provide a confidential, supportive space for conversation and help connect employees to additional resources such as Employee Assistance Programs,

On jobsites, this approach centers on creating an environment where all workers have access

management, or health and safety teams.

to support, resources, and a culture that prioritizes well-being alongside safety. Teams

Well-being is embedded more deeply into how work is

integrate wellness into daily operations through toolbox talks, visible signage, and open

structured and led. Through a “well-being during project

conversations that reduce stigma and encourage people to speak up. Resources such as crisis

lifecycle” program, Dornan identifies potential stressors

hotlines, peer support initiatives, and supervisor engagement ensure support is accessible in

at each phase of a project—from preconstruction through

real time. Some jobsites also have health & wellness professionals and additional programs

commissioning—and equips leaders with tools to respond.

that incorporate strategies such as ergonomics assessments and blood pressure monitoring.

This approach reflects research conducted across the

Turner’s benefit programs further support this foundation. A flexible wellness allotment through Forma allows employees to prioritize what matters most to them, while Maven and Wellthy provide support during critical life moments. Mental health resources through Lyra

and physical activity through initiatives such as its Hobbies and Fitness Strava Club, which engages hundreds of employees globally. Together, these programs reflect a coordinated approach that integrates support, awareness, and practical action—helping create a more resilient, connected workforce.

business, incorporating employee feedback and aligning with team development models to better understand how individuals experience different stages of project delivery.

offer confidential, 24/7 access to care, connecting individuals with coaches and licensed

Leadership engagement plays a critical role in reinforcing

professionals when they need it most. These programs are designed for employees and

this approach. By building awareness and creating a shared

support jobsite efforts by reinforcing a culture where seeking help is expected.

language around topics such as stress, recovery, and mental

Mental health is treated as a core component of jobsite safety, with teams equipped to

Complementing these efforts, Dornan promotes connection

health, teams are better equipped to recognize challenges

recognize warning signs, start conversations, and connect individuals to support through both practical tools and peer-driven initiatives.

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Our Employees

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CREATING THE WORKPLACE WE ALL DESERVE Creating the workplace people deserve is fundamental to Turner’s culture and to the expectations the company sets on every jobsite and in every office. Grounded in Active Caring and Turner’s zero tolerance for hate and bias, this commitment reinforces a clear standard: every person must feel respected, valued, and safe. It also reflects a shared responsibility across teams, leaders, employees, and trade partners to uphold that standard through everyday actions, conversations, and decisions.

To reinforce this expectation consistently across projects, Turner has

project. These touchpoints create space for clear communication, shared

defined practical touchpoints for teams and trade partners to discuss

accountability, and practical conversations about how people show up for

culture before work begins and throughout project delivery. This effort

one another every day.

was developed in collaboration with Operations, EH&S, SourceBlue, and Procurement, to help teams align early with trade partners on the behaviors, leadership practices, and shared responsibilities that support a respectful and accountable workplace.

By integrating these practices into standard project routines, Turner reinforces the culture it expects across the company. The work reflects Turner’s values of Active Caring, Teamwork, Integrity, and Commitment, and reinforces the role every employee plays in building workplaces

Through Scope Reviews, Pre-Award Leadership Meetings, and Trade

defined by respect and dignity.

Creating the Workplace We All Deserve!

Discover how Turner reinforces a culture rooted in respect, dignity, and belonging, empowering teams to lead and create workplaces where people come first.

Partner Principals Meetings, teams address culture alongside safety, scope, and execution before work begins and throughout the life of the

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

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Our Communities

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SMARTER SOURCING DECISIONS INTEGRATING ESG INTO PROCUREMENT SourceBlue empowers our teams to make smarter, future-focused material decisions by navigating market volatility and supply constraints while embedding environmental and social insight into every procurement choice.

The approach begins with direct supplier engagement. SourceBlue

At the manufacturer level, teams assess overall program maturity and

before materials reach the jobsite. This early influence supports more

works closely with manufacturers and strategic partners to understand

transparency. At the product level, SourceBlue highlights actionable

efficient material flows, reduces disposal challenges, and contributes to

existing policies, disclosures, and performance across key ESG topics.

attributes such as environmental product declarations, life cycle data,

broader efforts to improve waste diversion across projects.

By prioritizing available data and requesting additional information

certifications, refrigerants, and packaging considerations. This structure

only when it serves a clear purpose, the team fosters more productive

allows project teams to evaluate options with greater clarity while

dialogue while creating a consistent experience across the supply chain.

also supporting embodied carbon tracking and reduction strategies.

These relationships provide a clearer view of supplier maturity, helping

By aligning product-level data with tools and workflows used in

teams anticipate risks, validate claims, and make more confident sourcing

preconstruction, teams can make more informed material selections and

decisions earlier in the project lifecycle.

better understand the carbon implications of those decisions.

SourceBlue translates this insight into practical, decision-ready guidance.

SourceBlue also brings an upstream perspective to waste and circularity.

ESG considerations are structured at both the manufacturer and product

By engaging suppliers on packaging reduction, take-back programs,

level, enabling more precise comparisons during procurement.

recyclability, and end-of-life pathways, the team helps reduce waste

OWNERS & PROJECT TEAMS • Decision Support • Material Comparisons • Carbon Tracking • Informed Selections

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

WASTE & CIRCULARITY

• Packaging Reduction • Take-back Programs • Recyclability • End-of-life Pathways

Our Employees

Our Business Partners

PRODUCTS

• EPDs, LCA Data • Certifications • Packaging

Our Communities

Together, these efforts position SourceBlue as a critical link between supply chain engagement and project delivery. By embedding ESG into procurement workflows and translating complex information into clear, usable guidance, SourceBlue enables teams to make better decisions earlier, reduce risk and uncertainty, and deliver projects that align cost, schedule, and sustainability priorities.

OU T COM E S

SUPPLIERS

• Direct Engagement • Policies & Disclosures • ESG Performance • Data & Insights

Lower Carbon

Less Waste

Strategic Decisions

Building Today to Transform TomorrowTM

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40

TRACKING TRENDS GUIDING STRATEGY

Highlight

SUPPLY CHAIN SPOTLIGHT AMY IGNATOSKY SourceBlue Chief Revenue Officer

Turner supports project delivery by aligning estimating, procurement, and

With deep Turner and SourceBlue experience across project

SourceBlue to actively manage supply chain risk and volatility from the earliest

delivery, operations, and enterprise business leadership, Amy aligns commercial growth, supply chain strategy, and client

stages of planning. In a market shaped by tariff pressures, material cost escalation,

priorities to help teams improve predictability, manage risk earlier,

and shifting global logistics, teams focus on building clarity and stability into each project approach.

Scan to access the latest Turner Cost Index

Q: What is your focus as Chief Revenue

Q: How do you help teams manage risk

A: As Chief Revenue Officer, I focus on driving

A: We work closely with clients and project

enterprise-wide revenue growth by aligning

teams to provide clear, decision-ready insights

commercial strategy, supply chain capabilities,

on suppliers, materials, pricing, and lead times

and project delivery with our clients’ goals.

early in the process. By validating data and

My priorities include improving predictability,

identifying potential risks upfront, teams can

strengthening commercial performance, and

make proactive choices that reduce disruptions,

Across projects, teams apply consistent practices to

leveraging data, technology, and supplier

improve planning, and maintain schedule and

reduce uncertainty, including validating lead times

partnerships to deliver better outcomes.

budget certainty.

Q: How does early supply chain

conditions. Close coordination with trade partners

engagement make a difference?

Q: Where is the biggest opportunity to

ensures materials are tracked, orders are placed

A: When SourceBlue engages early, we align

A: Integrating supply chain strategy earlier into

on time, and systems are delivered and installed as

procurement strategies with design before

project delivery through better use of data,

planned.

decisions are finalized, helping identify long-

technology, and strategic supplier partnerships.

lead items and validate pricing. This proactive

By shifting from a reactive approach to a more

Together, these efforts help Turner navigate market

approach reduces redesign, minimizes delays,

predictive and collaborative model, we can help

conditions while maintaining cost and schedule

and improves overall cost and schedule

create more reliable outcomes and greater long-

reliability, delivering greater predictability for clients.

certainty.

term value.

Work begins in preconstruction,

that drive project delivery. Leveraging established

where estimating and procurement

relationships and purchasing scale, SourceBlue provides

teams evaluate critical materials,

insight into pricing, production capacity, and availability

lead times, and sourcing risks

for key equipment such as switchgear, chillers, and

alongside design partners and

air handling units. This connection enables earlier

clients. This early coordination

procurement decisions, more strategic sourcing, and

informs how Turner plans and

improved coordination for long-lead components.

delivers key building systems,

including structural steel, concrete, and mechanical and electrical equipment. By identifying constraints early, teams can assess risks to critical components, explore alternative materials or suppliers, and align product selections with both performance goals and market conditions. Real-time market intelligence, including insights from Turner’s Cost Index and supply chain reporting, supports more accurate forecasting and more reliable budgets and schedules.

SourceBlue extends this approach through direct engagement with manufacturers and suppliers,

and deliver stronger outcomes.

Officer?

earlier?

during buyout, planning for long-lead equipment, and aligning procurement strategies with evolving market

move the industry forward?

improving visibility into the materials and systems PROTECT & ACTIVELY CARE FOR OUR PEOPLE

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OUR COMMUNITIES We strive to foster thriving communities by promoting economic growth, creating jobs, and supporting local organizations. By intentionally engaging and investing in the communities connected to our work, we build lasting trust that strengthens today’s projects and carries Turner’s presence forward long after the work is complete.

Pet Valu Walk for Dog Guides, Toronto, ON Canada PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

Our Communities

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BUILDING OPPORTUNITY AT SCALE The Obama Presidential Center rises on Chicago’s South Side as a transformative civic investment, designed to serve as a cultural anchor and community resource for generations to come. Beyond its physical presence, the project reflects a broader vision that connects construction to economic opportunity, workforce access, and community engagement.

credit: Lakeside Alliance

From the outset, the Obama Presidential Center aligns planning and delivery with community priorities, ensuring that progress extends beyond the site itself. The project creates pathways for local participation while deepening relationships with the surrounding Woodlawn neighborhood, positioning the work as both a construction effort and a catalyst for long-term growth.

Lakeside Alliance

Community Focused Building

The Obama Presidential Center is delivered through Lakeside Alliance,

Lakeside Alliance advances a set of core strategies that connect project

a joint venture formed by five firms with a shared commitment to

delivery with community outcomes. Community engagement efforts

advancing a more inclusive construction model. In 2015, four construction

centered on the Lakeside Alliance Resource Center, a dedicated space just

firms, Brown & Momen, Powers & Sons Construction, Safeway

blocks from the project site to meet with representatives from Lakeside

Construction and UJAMAA Construction, came together to select Turner

Alliance and the Obama Foundation and provided residents with access

Construction as the prime contractor for their Obama Presidential Center

to job opportunities, training programs, and contractor pathways tied

bid, together forming Lakeside Alliance. Lakeside Alliance reflects a

directly to the project. The consistent presence helped remove barriers to

deliberate effort to expand leadership representation and build capacity

entry and created clear, accessible connections to the work.

within the industry. With more than 250 years of combined experience, the partnership brings both technical expertise and a deep understanding of the communities it serves .

credit: Lakeside Alliance

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Our Employees

Our Business Partners

Local future building programming on the project extends this approach by engaging students through site visits, workshops, and hands-on learning experiences, including Learning with Lakeside Alliance, a series

Turner plays a important role within this structure, supporting

Lakeside ran to expose young people to careers in the industry. These

execution while reinforcing a model rooted in collaboration and shared

initiatives introduce young people to construction careers while building

accountability. The partnership together shapes how decisions are

a long-term pipeline of talent. At the same time, the introduction of a

made—from procurement strategies to workforce development—ensuring

dedicated Culture Manager role supports the jobsite environment by

that opportunity is embedded across every phase of the project. Flexible

ensuring worker concerns are addressed, communication remains open,

bid packaging, targeted outreach, and direct engagement enable local

and accountability is reinforced across teams. Together, these strategies

businesses to participate meaningfully, building capacity beyond this

align community connection, workforce development, and jobsite

single project.

experience into a cohesive model.

Our Communities

Building Today to Transform TomorrowTM

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completed through volunteer time contributed by Lakeside Alliance and its trade partners. While the scope reflects a straightforward renovation, the intent carries deeper significance. The effort creates a clear connection between the work underway at the Obama Presidential Center and lasting improvements in a nearby community space.

This initiative reflects a broader commitment to community engagement, where major development supports the people and places closest to the work. The transformation of the auditorium creates a space where students gather, families connect, and community events take place, See Community Investment in Action!

Watch Lakeside Alliance partners upgrade Parkside’s auditorium with new seating, creating a more comfortable, engaging space for students.

Transformative Commitments & Parkside Community Academy Lakeside Alliance recognizes that success is not only measured in metrics, but in the stories created and the communities strengthened along

linking the work on site to everyday life in the neighborhood.

Strengthening Jobsite Culture The same principles that guide community engagement also shape the experience on site. Lakeside Alliance prioritizes a jobsite culture grounded in respect, connection, and shared responsibility. The Culture Manager role provides a consistent presence, ensuring workers feel heard while reinforcing accountability and open communication across teams.

These efforts create a more inclusive and collaborative environment, where individuals take pride in both their work and their role in the project. By linking community investment with worker experience, the Obama Presidential Center demonstrates how people-centered

The construction community plays a critical role in bringing this effort to

approaches strengthen performance and relationships. The project

life. Through donated materials, volunteer time, and hands-on support,

ultimately sets a new standard- showing how construction can deliver

Lakeside Alliance, trade partners, and project teams demonstrate the

lasting value not only through what is built, but through how it is built and

Transformative Commitments in action. Their collaboration supports

who it benefits.

local spaces, builds community connection, and reinforces a simple idea: construction can create value beyond the project boundary.

the way. This perspective leads to the development of Transformative Commitments, an approach that invites trade partners to think beyond traditional scopes and contribute to meaningful, visible change.

One of the most compelling examples takes shape through a partnership with the Obama Foundation, Lakeside Alliance, and Parkside Community Academy, located approximately one mile south of the Obama Presidential Center site. The school serves as a critical hub where students and families access not only education, but also broader support and resources. This proximity reinforces the importance of ensuring that the community surrounding the project experiences direct benefits from the work taking place.

The work focuses on the school’s auditorium. Decades old wooden seating was removed, the flooring was refinished, and new, plush seating was installed to create a more welcoming and functional environment.

The new seating and related materials were donated, and the work was

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

credit: Lakeside Alliance

Our Communities

Building Today to Transform TomorrowTM

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BUILDING OPPORTUNITY OPENING DOORS Through Turner’s Economic Impact strategy, the company supports its building approach by investing in the long-term success of its business partners. The focus is on expanding partner capacity, supporting local economies, and building a more resilient trade partner market: improving schedule reliability, reducing risk, and enhancing

By creating consistent access points for engagement, connecting partners with internal teams, and integrating them into procurement pathways, Turner helps firms move from local providers to strategic partners. This

By doing business with The WILL Group, we’re helping

approach embodies the work of C&C across the company—identifying

create opportunity in the community—they’re hiring

capable firms, validating their capacity, and creating opportunities that

locally, training people, and building something that

allow them to scale over time. As partners grow, they strengthen Turner’s ability to deliver, bringing increased flexibility, reliability, and workforce

Turner also plays an active role in expanding access to opportunity.

Nothing demonstrates this strategy in practice more than Turner’s

By introducing partners like The Will Group across its network and

growing relationship with The Will Group. A nationally recognized,

connecting them with project teams, leadership, and outreach

Chicago-based firm, The Will Group provides logistics, warehousing,

opportunities, Turner helps strong, community-rooted firms build

lighting distribution, and project management services, supported by

relationships that can lead to future work. This relationship-driven

a workforce model rooted in local hiring and training. Their operations

approach supports individual partners while creating more consistent

create access to skilled, well-paying jobs while delivering the technical

pathways for opportunity across regions.

- Zola Stewart

C&C Director, Chicago

availability to projects.

Turner’s ability to staff projects across regions.

capabilities required to support complex construction projects.

extends beyond our projects.

The result is a relationship that extends beyond a single project or service.

Today, the relationship plays a direct role in project execution. Through

It improves supply chain performance, expands workforce capacity,

SourceBlue, The Will Group manages warehousing and logistics,

and supports economic opportunity within the communities where

coordinating just-in-time delivery and inventory management to help

Turner builds. More broadly, it reflects how intentional engagement with

maintain schedule certainty and mitigate risks associated with long-lead

business partners creates shared value, advancing both project outcomes

materials. They also support lighting procurement and assembly through

and long-term economic resilience.

on-site fabrication, delivering scalable solutions across projects. While the partnership is deeply established in Chicago, it continues to expand

BuildIT Contractor Mixer, Bay Area

nationally, supporting data center and healthcare work in multiple regions and bringing consistent performance to projects.

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

Our Employees

Our Business Partners

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BUILDING RELATIONSHIPS INDIGENOUS PARTNERSHIPS Clark Builders approaches Indigenous relations as a long-term responsibility grounded in trust, continuity, and relationship building. Across Canada, the company works alongside First Nations, Métis, and Inuit communities to build relationships that extend beyond individual projects and support long-term outcomes identified by communities themselves.

This approach begins early and continues throughout the project

Clark Builders aligns its Indigenous relations commitments with the Truth

lifecycle, informing planning, design, procurement, and delivery. By

and Reconciliation Commission of Canada’s Calls to Action, with a focus

engaging early, Clark Builders works to ensure community priorities are

on cultural awareness, workforce participation, inclusive procurement,

reflected in project decisions while creating meaningful opportunities in

and community relationships. The company also participates in the

employment, business participation, and skills development.

Canadian Council for Indigenous Business’ Partnership Accreditation in Indigenous Relations (PAIR) program and is currently certified at the Bronze level.

Internally, this work is supported by a dedicated Indigenous Relations function within Clark Builders’ Brand & Engagement team. This team helps set direction, establish priorities, and support project teams and internal departments in advancing Indigenous engagement, procurement, employment, and related initiatives across the business.

It is reinforced by employee-led and cross-functional structures,

Workforce development remains central to this work. Clark Builders

including the Reconciliation in Action Committee, which helps advance

partners with employment organizations, educational institutions, and

implementation across departments, and the Indigenous Employee

community leaders to support career awareness, recruitment, and skills

Resource Group (IERG), which supports connection, shared learning, and

development, helping reduce barriers to entry and expand access to

cultural awareness among Indigenous employees and allies. Over time,

construction careers. Local hiring strategies and procurement practices

these efforts support more consistent outcomes across the business

also support participation by Indigenous workers, trade partners, and

and reinforce a shared understanding of how Indigenous relations are

suppliers across project delivery.

integrated into day-to-day decision-making.

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A long-term partnership with Fort McKay First Nation illustrates this approach in practice. Since 2016, Clark Builders has worked alongside the Nation to deliver a portfolio of community-driven facilities valued at more than $74 million CAD, including education, housing, emergency services, and cultural learning facilities. These projects reflect sustained collaboration rooted in community priorities and long-term well-being.

The impact of this work is visible across the built environment in Fort McKay, with the Elsie Fabian School providing a modern K–9 learning environment that supports both academic and cultural learning. The Fort McKay Elders Residence supports aging community members with spaces designed around accessibility, comfort, and connection to place.

The Land-Based Learning Centre creates space for youth to engage in traditional teachings and supports cultural continuity across generations.

These projects also demonstrate how delivery approach matters. Facilities such as the Fort McKay Fire Hall have been developed through close Elsie Fabian School - Fort McKay, Alberta

Fire Hall - Fort McKay, Alberta

collaboration with the community, ensuring design and execution reflect local priorities while addressing the realities of remote construction.

Across this portfolio, Clark Builders has prioritized opportunities for local business participation, workforce involvement, and skills development, helping create benefits that extend beyond individual projects. The partnership also reflects a two-way exchange of knowledge. Project teams gain a deeper understanding of community priorities and cultural context, while the Nation gains greater visibility into how projects are planned and delivered. Over time, this shared understanding builds trust, and creates a stronger foundation for future work.

By applying consistent practices such as early engagement, inclusive procurement, workforce development, and internal accountability, Clark Builders continues to embed Indigenous relations into how work is delivered. The focus remains on building long-term partnerships that support resilient communities, sustained economic participation, and shared value.

Land Based Learning Centre - Fort McKay, Alberta

Yellowknife Site Fencing

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OPENING PATHWAYS BUILDING THE WORKFORCE Good Sam CIW Stand Down

Pittsburgh CIW Appreciation Celebration

The 2025 Construction Inclusion Week theme, workforce development, reflects a commitment among Turner and others across the construction industry to build, support, and sustain the people who make the work possible. Construction Inclusion Week serves to reinforce the culture expected across jobsites, offices, and communities—one where pathways are clearly defined, development is actively supported, and inclusion is reflected in how work gets done every day.

Throughout the week, teams hold jobsite stand-downs that create

approach reflects Turner’s expectation that mentorship, teaching, and

space for meaningful dialogue. Superintendents, engineers, and trade

support are essential parts of leadership at every level.

partners come together in active work environments to talk through real situations—how to support one another, when to speak up, and how to maintain shared standards of respect and accountability.

These conversations are grounded in lived experience and reinforce expectations that guide day-to-day interactions across Turner’s projects.

UCM Cancer Center CIW Stand Down

Examples across Turner’s operations bring this approach into focus.

On the Cyberdyne Project, the Huntsville office hosted a “Bridging the Generation Gap” session, helping teams better understand generational perspectives and promotes collaboration across the workforce. In Memphis, Turner volunteers led a panel discussion at The Academies of

Across regions, Turner partners with schools, workforce organizations,

West Memphis High School, offering firsthand insights into construction

and community groups to expand access to construction careers. Career

careers and expanding access for future builders. Similar efforts across

days, classroom sessions, and hands-on workshops connect students and

offices create clearer entry points into the industry while reinforcing that

new entrants to the industry through firsthand exposure and practical

opportunity is both intentional and achievable.

insight. These efforts not only introduce the industry to new audiences but also help build a stronger, more prepared workforce over time.

CDU Appreciation Lunch CIW event

Henrietta Lacks CIW Appreciation Lunch

Construction Inclusion Week highlights these priorities, while Turner sustains them through consistent action throughout the year. By aligning

Development continues on the jobsite, where learning is embedded

jobsite engagement, community outreach, and hands-on learning, Turner

in daily work. Apprentices and newer team members build skills

continues to build a workforce grounded in inclusion, accountability, and

alongside experienced craft professionals, gaining direct experience as

continuous development—demonstrating how its culture is shaped and

projects progress. Field leaders walk through tasks step by step, sharing

carried forward every day.

knowledge on sequencing, coordination, and decision-making. This Herndon Center Career Panel for CIW Week

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BUILDING FUTURE BUILDERS ACE MENTOR PROGRAM Turner’s long standing partnership with the ACE Mentor Program introduces high school students to careers in architecture, engineering, and construction through sustained, hands on engagement. Students gain exposure to the industry by working alongside professionals, exploring different disciplines, and understanding how projects are developed from concept through construction. The program is designed to move beyond awareness, giving students a clearer sense of how their interests and skills can translate into future careers.

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HANDS ON LEARNING Construction becomes real when

students build something they can point to and say they were part of it. At East Orange High School, the CTE program partners with Turner to move beyond the classroom and into hands-on work, creating something students can return to and recognize as their own.

At Turner, the engagement is structured across three

The third connection point focuses on continuity. As students

connected experiences that build on one another. During

move into college or trade pathways, Turner maintains

The program already provides foundational training, but the goal is to take it further and

the school year, Turner professionals across different cities

relationships through ongoing mentorship, helping guide next

connect learning to real-world practice. Through jobsite visits, trade exploration events,

and regions mentor students weekly, bringing a range of

steps and keeping students engaged over time.

and ongoing engagement, students gain exposure to the pace and coordination of active

perspectives and local industry experience into each program.

They guide students through collaborative project work that reflects real coordination between designers, engineers, and builders. Students work in teams, navigate coordination and collaboration, and present their ideas, building both technical

Together, these efforts create a more connected pathway from introduction to long-term opportunity—supporting students

East Orange High School CTE Bench Build

projects, seeing how different roles come together to deliver a result and where they can contribute.

as they move toward internships, careers, and roles across the

That effort culminates in a bench build led by Self-Perform Operations professionals.

industry.

The experience mirrors a real jobsite, beginning with stretch and flex, a job hazard analysis, and task planning. Students then work in coordinated teams, taking on roles

knowledge and practical skills.

such as measuring, cutting, and assembling, learning how planning, communication, and In the summer, the externship program builds on that

execution come together in the field. Working side by side, they experience how no one

foundation. Students participate in a structured job shadowing

person builds alone and how progress depends on the group moving together.

experience, spending time on jobsites and in offices, connecting with different teams, and gaining a clearer view of how projects

Teams approach the build in different ways, showing there is more than one path to

are delivered day to day. This experience helps translate early

success. By the end, students leave with more than a finished bench. They leave knowing

interest into a more informed understanding of the industry.

they built something that lasts and how their skills connect to real opportunities in

This year Turner hosted more than 100 ACE externs nationwide,

construction.

reflecting continued alignment across offices.

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ACE Mentor After School Session, Connecticut

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FROM PROGRAM TO CAREER FUTURE BUILDERS IN ACTION Turner’s commitment to developing future builders starts well before careers formally begin. Through

EMILY DONOVAN

ARANZA SIERRA

Emily Donovan’s connection to Turner began in

Aranza Sierra’s introduction to construction began

programs like ACE and structured internship

high school through the ACE Mentor Program,

in high school through the ACE Mentor Program,

pathways, the company introduces students

where she was first introduced to construction

where she first explored the industry. She

careers. Jennifer Lin, a Turner mentor she met

continued to build on that foundation as a Turner

during the program, became a lasting influence,

intern, working first in estimating, then in the

eventually reconnecting with Emily years later as

field as a superintendent intern, gaining firsthand

to construction early—connecting them with professionals, project environments, and tangible career possibilities. These efforts not only expand

her manager, creating a throughline that continues to shape her career.

insight into how projects come together.

diverse and prepared talent pipeline.

Over more than a decade with Turner, Emily has built experience

Working on site, Aranza was drawn to the pace of construction and the

across field operations, cost management, and SourceBlue, developing

problem-solving required to keep projects moving. She found value in the

Future Builders highlights how early engagement evolves into long-

a comprehensive understanding of project delivery. Alongside her

balance between field execution and coordination, recognizing how each

term career pathways. Through mentorship, project-based learning,

professional growth, she has remained deeply involved with ACE, serving

contributes to successful delivery. That hands-on experience reinforced

and time in the field, students gain both practical insight and a clearer

as a long-time mentor and member of the Connecticut Board.

her decision to pursue a career in construction.

confidence, helping transform initial curiosity into sustained careers in

As a former ACE student, Emily approaches mentorship with a

Now serving as an ACE mentor, Aranza focuses on helping students

construction.

strong focus on connection and consistency. She prioritizes building

engage meaningfully with the industry. She encourages them to ask

relationships with students, helping them feel supported, and creating

questions, participate actively, and take advantage of opportunities to

pathways into internships and full-time roles. Her work reflects a broader

learn. “I hope they walk away with a better understanding of what a

impact seen across her region, where multiple ACE participants have

career in construction actually looks like day-to-day, and feel encouraged

transitioned into careers at Turner.

to ask questions and get involved,” she shared.

For Emily, representation played a defining role early on. Seeing someone

By sharing her perspective and experience, Aranza helps students build

with a similar background in the industry helped her envision her own

confidence and better understand the range of paths available within

path forward. Today, she carries that forward, demonstrating how

construction.

access to the industry, but also help build a more

sense of where they fit within the industry. This early foundation builds

For some, that journey comes full circle. Emily Donovan and Aranza Sierra both began as students exploring construction through the ACE Mentor Program and now play an active role in supporting the next generation.

Their experiences demonstrate how early access, paired with consistent mentorship, can shape individual careers while strengthening the industry as a whole.

mentorship can open doors and support long-term career growth.

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ENGAGING OUR COMMUNITIES BUILDING LASTING CONNECTIONS Community engagement at Turner is structured, consistent, and embedded into project delivery across regions. Teams develop localized plans early,

Empowering Youth Through Community Engagement in Türkiye

Building Pathways Through Partnership Turner’s New Jersey team partners with The BLOC Foundation to

In 2025, Turner volunteers across Türkiye partnered with local

expand access to careers in construction while strengthening economic

organizations to expand access to education and opportunity for

opportunity in Newark. Through a Professional Development Night,

underserved youth. Across five cities, 79 volunteers delivered 10

Turner engages approximately 60 emerging professionals and community

initiatives reaching more than 500 children and students. Activities ranged

members, providing mentorship, career guidance, and insights into

from museum visits and creative workshops to technology-focused

traditional and non-traditional pathways in the industry. The session

learning and school improvements, creating spaces where young people

brings together employees across functions to share personal career

can explore, learn, and grow. Collaborations with nonprofits, universities,

journeys, helping participants see clear, attainable pathways into

Volunteerism serves as a core driver of Community and Citizenship’s

and public schools drive these efforts, combining hands-on engagement

construction. By focusing on representation, skill-building, and direct

work. Employees engage directly with local organizations through

with long-term support. Through these initiatives, Turner helps create

engagement, the collaboration helps reduce barriers to entry and build

hands-on service, education initiatives, and targeted outreach programs.

meaningful learning experiences while building stronger connections with

confidence among participants, while laying groundwork for continued

These efforts are supported by centralized resources, including giving

the communities where it works.

partnerships, including jobsite visits and future workforce opportunities.

aligning outreach with community priorities and project goals. This approach connects business units, project teams, and partners to deliver coordinated efforts that extend beyond individual sites and deepen local relationships.

platforms, matching programs, and tools that help teams identify and evaluate community partners. By combining structured programs with local flexibility, Turner enables teams to respond to real needs while maintaining alignment with company priorities.

Across the company, this model translates into measurable activity and sustained engagement. Thousands of employees participate annually, contributing time and expertise to initiatives that support communities and expand access to opportunity. The following highlights demonstrate how these efforts take shape at the local level, showcasing the range of partnerships, programs, and outcomes driven by Turner teams.

Educational nature workshops & games at Nezahat Gökyiğit Botanical Garden

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The BLOC Foundation Turner Presentation

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Thinking Big About Future Builders Turner partners with Think Big for Kids to expand early exposure to construction careers through hands-on, community-based engagement.

Connecting Resources, Expanding Opportunity with Free2Teach

Mobilizing Support, Delivering Relief In San Antonio, Turner teams respond to a local flash flood that claims 13

The Huntsville Turner office

lives by organizing a BBQ fundraiser to support affected families. Within

Throughout the Southeast, teams work with local Boys & Girls Clubs to

partners with Free2Teach to

weeks, the fundraiser raises more than $9,000, and in partnership with

lead interactive sessions where students explore real-world project roles,

expand access to education

local nonprofit Eagle’s Flight, funds are distributed directly to families,

learn about Turner’s work in their communities, and participate in team-

and build early pathways to

ensuring timely support. The effort begins with Tim Greco, a project

based building challenges that emphasize planning, safety, and design.

careers in construction. The

executive who steps forward to lead, reflecting a commitment to the

Students are assigned roles such as project manager and safety director,

organization supports more

community at every level of the organization. Teams and trade partners

then work in teams to build and test structures under time constraints,

than 6,000 teachers and 75,000

quickly mobilize across active jobsites, contributing donations and

reinforcing collaboration and problem-solving. Turner professionals from

students across North Alabama

participating in the effort. This response reflects company culture, where

active jobsites share their career paths and connect the experience to

by providing free classroom

teams share a clear understanding that supporting their community is

projects students see in their own communities.

resources.

simply part of how Turner operates.

Since launching the initiative, Turner has engaged nearly 100 students,

Since 2023, Turner employees

with plans to scale participation across local offices. The program

have supported Free2Teach

continues to develop

through hands-on volunteer

long-term community relationships while building a pipeline that connects early interest to future education and career opportunities, with continued engagement through repeat programming and sustained relationships with local clubs, supporting a longer-

efforts, including assembling Free2Teach Lesson Kit Teacher Pickup

construction-based STEM

lessons that reach up to 3,000 students and introduce real-world engineering concepts. Teams have also sorted warehouse inventory, rebuilt a critical access ramp, and assembled 1,000 feminine hygiene kits to help keep girls in the classroom. Turner’s First Equipment Company expands the organization’s local reach by coordinating deliveries of donated supplies, using existing logistics routes to efficiently connect regional partners. Together, these efforts align workforce engagement, operational expertise, and community partnerships to provide consistent

San Antonio BBQ Fundraiser

support for local schools and future builders.

term pipeline from early exposure to future career Think Big for Kids in Atlanta

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Supporting Community Recovery Through Reuse after the LA Wildfires Following the devastating wildfires across the Los Angeles area, the One Beverly Hills project team mobilized quickly to support nearby communities through a focused material donation effort. In partnership with the client and local nonprofit ANEW, the team coordinated the salvage and distribution of furniture from the existing hotel, redirecting 58.89 tons of items to families affected by the fires as well as to local shelters and housing organizations. The effort required rapid site assessments, logistics planning, and coordination to ensure materials were carefully removed, stored, and distributed where they were needed most.

Supporting Our Communities Through Targeted Giving Real PM supports local communities through a targeted food drive benefiting the Euston

VOLUNTEERING METRICS

Foodbank. Working in coordination with the Trussell Trust team, the initiative focuses on collecting high-need

TOTAL VOLUNTEER HOURS

28,684

NUMBER OF TURNER VOLUNTEERS

8,108

NUMBER OF TURNER EVENTS

1,182

food and essential non-

The initiative extended beyond the main salvage operation. As the project transitioned spaces, the team partnered with Habitat for Humanity ReStore to donate additional office furniture, supporting affordable housing efforts while avoiding landfill disposal. Together, these actions highlight how the project team responded in real time, using available

food items, ensuring donations align with the organization’s most urgent priorities during the festive season.

Real PM Euston Food Drive

resources and local partnerships to deliver tangible support to the surrounding community during a period of urgent need.

Employee participation drives the success of the effort, with teams contributing generously to help support critical local resources. The initiative not only provides timely support to individuals and families but also reinforces Real PM’s ongoing commitment to community engagement. Building on this momentum, the team looks to expand its support for the food bank and its volunteers in the year ahead.

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IN 2025

IN 2025

FUTURE BUILDER PROGRAM / EVENTS

BIODIVERSITY EVENTS

One Beverly Hills Material Donations

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Our World

Our Business

Drive Sustainable Market Transformation

Accountable and Transparent Business Practices

PURPOSEFULLY TRANSFORM OUR INDUSTRY DFW Airport - Dallas SUSTAIN OUR PLANET

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OUR WORLD Turner drives innovation by equipping employees with tools and structure to turn ideas into action. Through our Innovation Challenge program, employees pursue purposeful improvements, whether through new technologies or process refinements, that enhance efficiency and performance in the field, while advancing Turner’s business goals and broader vision. This focus on practical innovation is embedded across our operations, helping us scale practical solutions with real world impact.

MCO, South Airport, Intermodal Terminal Facility, Orlando, FL

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AI ACROSS TURNER DRIVING PROGRESS, INNOVATION, & VALUE AI has become a key part of how Turner delivers projects. We have deployed enterprise level AI tools across our workforce and are executing a structured strategy built around the three pillars of Empower, Improve, and Transform.

Across Turner, AI is becoming a way to extend the deep

is building the data centers that power the AI economy

expertise employees bring to the work each day, from

while also applying AI to how it designs, plans, and

evaluating change orders and identifying field risks

constructs. That dual perspective, as both builder and

to assessing bids and sharing lessons across projects

practitioner, gives Turner a distinctive view into where

Turner takes a platform agnostic approach to AI,

custom AI solutions on Turner specific data. Beyond

and teams. Turner’s AI Frontier Lab operates at this

this technology is headed and how it can create long-

working across major providers rather than relying

generative AI, construction technology platforms

edge, testing emerging capabilities, building proof-of-

term value.

on a single solution in a landscape that is still rapidly

used for project management, scheduling, and VDC

concept workflows, and translating what is next into

evolving. OpenAI’s ChatGPT Enterprise and Microsoft’s

workflows are increasingly embedding AI-powered

practical business applications. Turner also occupies a

Copilot are available to all staff as core enterprise

features, from predictive scheduling analytics to

unique position in this transformation. The company

platforms. We also use Anthropic’s Claude and

digital progress tracking. Turner continues to evaluate

Google’s Gemini across a range of applications and

and integrate these capabilities as they mature.

use cases, and we use platforms such as Databricks and Microsoft Azure to build, train, and refine

AI is helping teams across Turner work more efficiently and creatively, supporting contract reviews, submittal generation, and drawing analysis, as

AI ADOPTION AND OUTCOMES

well as document review, reporting, and schedule support. Turner employees have also built hundreds of custom AI tools and agents tailored to construction challenges, reflecting a core belief that the people closest to the work are often best positioned to identify solutions. Employees are increasingly creating practical tools through plain language tool building, accelerating multi-step workflows across RFIs, submittals, cost, scheduling, and information flow. These capabilities reduce manual effort and free teams to focus more on judgment, coordination, and 2025 Innovation Summit AI Workshop

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92

96

100

Report having increased job satisfaction.

Report AI has increased their productivity.

Report delivering higher-quality work products.

%

%

%

Source: Turner internal AI user survey, August 2025. Percentages reflect respondents who reported increased job satisfaction, increased productivity, or higher-quality work products after using AI tools.

project delivery across our operations.

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CELEBRATING A CULTURE OF INNOVATION Now in its tenth year, the Innovation Summit brings teams together to share ideas and explore new technologies, with this year’s theme centered on 10X thinking to accelerate progress. The three day event shows how innovation moves into everyday practice across the business.

10X Empower: Personal Transformation

10X Lead: Organizational Transformation

10X Transform: Societal Transformation

The summit focused on giving attendees practical tools to work

The summit also emphasized on how innovation scales across teams

The summit broadened the focus from internal improvement to industry-

differently. Through AI-focused sessions, live examples, and hands-on

and organizations. Through leadership perspectives, applied examples,

wide change. Keynotes connected leadership, strategy, and technology

experimentation, the day showed how emerging technology can help

and peer-led demonstrations, the day highlighted what it takes to move

to larger shifts shaping construction, including workforce needs,

individuals solve problems faster, think more creatively, and work with

innovation beyond individual effort and into everyday operations. The

productivity, evolving client expectations, and the need to turn new

greater confidence. Rather than introducing innovation as a distant

sessions reinforced that organizational transformation happens when

ideas into disciplined practice. Sessions emphasized that transformation

concept, Day One made it personal by showing how each attendee could

new ideas are shared, adopted, and embedded into the way teams work.

depends on clear priorities, strong leadership habits, and shared systems

begin applying it in their own role.

The Innovation Circuit showcased practical innovation already happening

The Agent Build Lab was one of the summit’s most hands-on sessions.

across Turner. It featured tools and workflows in AI, safety, reporting,

In real time, roughly 300 attendees built more than 100 usable agents

dashboards, drones, and operations, highlighting how teams are applying

and workflows around real pain points, turning ideas into practical tools

innovation to real project and business challenges. More than a big-

teams could apply right away. Guided by Turner facilitators and OpenAI,

picture discussion, it showed that innovation at Turner is hands-on, cross-

the session showed how quickly AI could move from concept to action.

functional, and built into everyday work.

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that help teams move from experimentation to repeatable results. Project showcases grounded the discussion in active work across sports, aviation, data centers, and healthcare. Teams shared examples of digital planning, modular delivery, reality capture, prefabrication, and accelerated execution on some of Turner’s most complex projects. These examples showed how innovation moves from idea to project delivery when teams align early, use data well, and apply lessons quickly in the field.

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GLOBAL INNOVATION CONNECTING IDEAS & SCALING IMPACT Turner is helping advance a more connected model of innovation across ACS Group. At the 2025 Innovation Summit, Jim Barrett, Turner’s Chief Innovation Officer, introduced a new ACS global innovation strategy designed to link operating companies through a formal innovation management system aligned with business priorities. Turner’s role supports a broader effort to bring together capabilities, experience, and practical ideas across the ACS Group so teams can share what works, scale promising solutions, and apply innovation more consistently across the enterprise.

A key part of this evolution is the new “hub-and-spokes”

More broadly, Turner is contributing to the future direction of

structure, intended to connect innovation teams across ACS

innovation across ACS through work in offsite construction,

while keeping innovation grounded in projects, operations, and

venture investing, business intelligence, digital tools, and

business needs. Turner’s role in that model reflects the systems

innovation networks that can be adapted and scaled across

and platforms it has developed over time, including innovation

companies. Taken together, these efforts reflect a shared

programming, enterprise enablement, venture engagement,

commitment within the ACS Group to connect expertise,

and cross-functional networks. Turner’s Innovation Summit,

strengthen collaboration, and advance innovation in ways that

global webinars, and broader collaboration with other ACS

create long-term value across the enterprise.

Operating Companies also create opportunities for shared learning and for ideas, practices, and solutions to move more easily across the organization.

Beyond individual tools or pilots, the emphasis is on creating practical ways for operating companies to learn from one another, adapt proven approaches, and accelerate adoption where it adds value. In that way, innovation becomes less about isolated success and more about building collective capability across the group.

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Innovation Summit 2025 ACS Global Innovation Panel

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OUR BUSINESS We bring our values to life through transparent and accountable business practices. Our strategy reflects our culture and focuses on where we can make the greatest impact. We regularly assess our progress, share openly with stakeholders, and challenge ourselves to lead with integrity across all aspects of our work.

Middle Tennessee State University Science Building, Nashville, TN

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STRENGTHENING OUR SYSTEMS Ethics and compliance are core to the culture at Turner. These principles have guided our company for over a century. From day one, employees anchor around our values of teamwork, integrity, and commitment, which shape how we work with one another, our clients, and our communities. As our company grows, we remain committed to strengthening our ethics and compliance program to meet the evolving demands of our industry and the expectations of our stakeholders.

All employees are required to complete an annual ethics and

our policies, engaging cross functional stakeholders across

compliance course, developed and updated each year to

legal, HR, and senior leadership to ensure the policies are

reflect real-life scenarios our employees might encounter in the

comprehensive, current, and reflective of our values. Key

field and in the office, providing practical guidance on how to

policies reviewed and refreshed include our Turner Code of

uphold the high standards we expect of everyone at Turner.

Conduct, which sets the standard for how we conduct business; a global employer and contractor; and our Code of Conduct for Business Partners, which extends our ethical expectations across our supply chain. It also includes our Environmental Policy which establishes our commitment to embedding environmental stewardship throughout our operations and value chain, and our Sustainable Procurement Policy which sets out the fundamental principles and expected behaviors that guide how we source goods and services.

ETHICS & COMPLIANCE HELPLINE

Turner maintains a confidential ethics and compliance helpline that reinforces its commitment to accountability, transparency, and responsible business practices.

Available 24 hours a day, seven days a week, the helpline provides employees, business partners, and external stakeholders with a secure channel to report concerns, ask questions, or raise potential violations of company policy, law, or ethical standards.

Country-specific reporting numbers and compliance resources are available across Turner’s global operations, including a dedicated number supporting Clark Builders in Canada, helping ensure individuals can easily access support and guidance in their

In 2025, we conducted a thorough review and update of

our Human Rights Policy, which reflects our responsibility as

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Our compliance team plays a hands-on role in bringing our program to life. Our ethics and compliance program is ISO 37001 and ISO 37301 certified to promote a culture of integrity, transparency, and accountability. They address every concern raised through our confidential ethics hotline, offer direct guidance to employees navigating complex situations, and deliver in-person training that complements our web-based course. Looking ahead, we will continue to invest in our ethics and compliance program as a foundation for sustainable, responsible growth.

respective region.

The helpline is administered by an independent third party and allows for anonymous reporting, helping ensure individuals feel supported in speaking up. Reports are directed to Turner’s Compliance Department for review and follow-up, with a structured process to investigate concerns and address issues appropriately. Turner maintains a strict nonretaliation policy, reinforcing that those who report concerns in good faith are protected.

This reporting mechanism is embedded across Turner’s governance framework, including the Code of Conduct, Code of Conduct for Business Partners, and Human Rights Policy, all of which are publicly available on the company’s website. By integrating accessible reporting channels into these policies and maintaining clear compliance resources across jobsites and offices globally, Turner strengthens oversight across its operations and supply chain while reinforcing a culture where ethical conduct is

Scan for Turner’s Anonymous Ethics & Compliance Helpline

expected and upheld.

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RAISING THE STANDARD ACROSS OUR PROJECTS As project values increase, procurement risk expands across financial exposure, supply chain reliability, and trade partner capacity. Turner addresses this through a structured approach that adds oversight at key thresholds while maintaining flexibility for project teams.

Once awards reach defined thresholds, projects move through a series

Risk management continues through execution. Turner verifies that

of reviews that provide additional scrutiny and support. These reviews

subcontractors maintain appropriate insurance coverage, with payment

evaluate subcontractor financial capacity, analyze bid coverage to identify

contingent on compliance, and supplements this protection with

scope gaps, and confirm that risk mitigation strategies are in place before

Subcontractor Default Insurance (SDI) and external carriers when needed.

final award. This process connects local decision-making with enterprise-

At the same time, programs like Turner Accelerated Payment Program™

wide visibility, giving teams a clearer understanding of risk exposure

provide trade partners with greater payment reliability, helping smaller

before work begins. Turner also tracks large awards across the company,

firms maintain cash flow and perform consistently. This balanced

creating a comprehensive view of our trade partners capacity across all

approach supports both risk reduction and supply chain stability.

active projects.

freight and dedicated trucking to reduce lead times and maintain the overall schedule. On a project in Türkiye, evolving schedule demands with the supplier, Turner aligned production priorities and delivery

and distributed. Tools like Turner’s Contract Items List provide a

sequencing to meet installation needs, demonstrating how established

standardized view of critical materials across projects, enabling teams

supplier relationships support rapid, coordinated responses when

to assess exposure to disruptions, such as natural disasters, and pivot

conditions change.

quickly when conditions change. Dedicated resources work directly with manufacturers to accelerate production, adjust logistics, and resolve constraints that could affect schedule.

Our Business

to improve production timelines and adjust delivery methods, using air

lead materials early and tracking where products are manufactured

purchasing; it focuses on building partnerships that help teams respond

Our World

international suppliers. Turner worked directly with the manufacturer

required escalator delivery to be advanced. Through close coordination

is the strength of its supplier relationships. Procurement goes beyond

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of specialty sliding doors created schedule pressure across multiple

Procurement teams also actively manage supply risk by identifying long

sourcing strategies when needed. What differentiates Turner’s approach

Titans Stadium

North City Block F

This approach reflects a broader strategy: combining data, structured oversight, and trusted relationships to manage risk proactively. As projects grow more complex and supply chains more dynamic, Turner continues to strengthen its procurement capabilities, expanding visibility into labor and material constraints, deepening supplier collaboration, and refining tools that allow teams to anticipate challenges earlier. Positioning

That approach shows up most clearly when projects face compressed

Turner to navigate uncertainty, support its trade partners, and deliver

timelines or shifting delivery needs. On one project, a late release

consistent results across increasingly complex global construction.

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MANAGING RISK ACROSS OUR BUSINESS

STRENGTHENING SECURITY

As a global provider of construction services, Turner’s Enterprise Risk Management (ERM)

winning leader in data privacy and compliance,

Committee serves as a cross-functional leadership group responsible for monitoring, assessing, and supporting planning for enterprise-level risks across a broad range of business areas. These include company strategy, operations, human resources, information security, business continuity, and natural disasters. The committee helps ensure that emerging risks are identified early and addressed through coordinated planning and governance processes.

Highlight

Turner’s 2025 acquisition of Dornan, an awardstrengthens the company’s ability to advance data protection across its operations. Dornan’s recognized expertise in GDPR and data

governance brings proven systems and practices that build on Turner’s existing foundation.

Since the acquisition, teams collaborate to align and enhance approaches across

At the project level, Turner’s natural disaster subgroup actively

risks and opportunities — spanning policy and regulatory

monitors climate-related risks that may affect project delivery

changes, shifting market demands, and the physical impacts of

and operational resilience. These risks include the impact

extreme weather — are assessed against financial thresholds

of extreme heat on jobsite productivity and worker safety,

and reported through defined channels up to the Executive

the increasing frequency and severity of weather events that

Board, where they inform mitigation planning and strategic

This collaboration is particularly impactful in the development of Data Protection Impact

can disrupt schedules, and supply chain volatility caused

decision-making, ensuring material risks are visible at the

Assessments (DPIAs) for software that processes personally identifiable information. By

by climate-driven material shortages and transportation

highest levels of the organization.

leveraging Dornan’s templates and review processes, Turner strengthens how privacy

interruptions. These considerations are incorporated into

Beyond risk mitigation, Turner also recognizes that the global

Turner’s risk control matrix and inform project planning,

the business. Dornan’s established framework, including policies, implementation strategies, and practical tools, helps inform and refineTurner’s evolving program, supporting a more consistent and scalable approach to data protection.

risks are evaluated and managed across systems.

energy transition and increasing demand for sustainable

Dornan’s industry recognition, including the PICASSO Award for Compliance Team

and resilient infrastructure present significant opportunities

of the Year, reflects the strength of its program. By integrating this expertise, Turner

for growth and innovation. Rising client investment in

continues to advance its data governance capabilities: supporting regulatory alignment,

HOCHTIEF’s 2025 Task Force on Climate-Related Financial

renewable energy facilities, green-certified buildings, resilient

strengthening risk management, and reinforcing trust across its operations.

Disclosures (TCFD) Report reflects the Group’s structured

infrastructure systems, and decarbonization initiatives

approach to identifying and managing climate-related risks

aligns closely with Turner’s core construction and program

across its global operations. Turner is integrated into this

management capabilities. The ERM Committee therefore

enterprise-wide risk management framework, which employs

evaluates not only the risks associated with climate change,

both top-down strategic and bottom-up project-level analysis

but also the strategic business opportunities emerging from

to assess transition and physical climate risks. Climate-related

evolving market demands and sustainability priorities.

mitigation strategies, and client discussions related to scheduling, budgeting, and contingency planning.

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Our World

Our Business

Building Today to Transform TomorrowTM

62

AN INTEGRATED APPROACH SHARED RESOURCES Turner Technical Services (TTS) provides embedded expertise that expands capacity and supports project teams across the enterprise. As Turner continues to grow across markets and project types, TTS supports the company’s ability to scale technical work.

Today, more than 300 full-time TTS professionals are integrated across

quality and consistency. Early engagement—often beginning in pursuit

more than 75 projects, contributing across a wide range of functions

or preconstruction—furthers alignment, ensuring teams establish clear

including Preconstruction, Engineering, Scheduling, Virtual Design and

expectations, workflows, and communication from the outset.

Construction (VDC), Procurement, Sustainability, Data Management while supporting projects across the full lifecycle, from estimating through closeout. Working as embedded members of project teams, TTS professionals support high-volume production while remaining closely aligned with field and office leadership.

Standardization is another key advantage, shaped by both TTS and local project teams. As TTS expands across projects, it requires alignment in how work is structured, tracked, and delivered. While teams across Turner are strengthening consistency in their own processes—adopting shared tools, templates, and workflows that allow TTS to integrate seamlessly

This model reflects a deliberate shift in how work is structured. By aligning

regardless of project or location. This mutual alignment enables faster

tasks with specialized skill sets, Turner creates opportunities for teams to

onboarding, clearer communication, and more reliable outcomes,

operate more effectively. TTS professionals focus on production-intensive

while still allowing flexibility to meet project-specific needs. Integration

efforts—such as modeling, estimating, document control, and data

managers support this effort by working closely with business units

tracking—while project teams have greater flexibility to focus on client

to align expectations, coordinate resources, and reinforce consistent

engagement, problem-solving, and project leadership. This approach

practices across the enterprise.

enhances how teams collaborate, without limiting how individuals contribute.

Through Turner Technical Services, the company continues to improve its ability to deliver integrated, high-performing teams, ensuring projects are

The value of this model becomes especially clear as project demands

supported with the expertise, flexibility, and coordination needed to meet

increase. Teams are often managing large volumes of technical work

growing demand.

alongside complex coordination and client needs. TTS helps balance that workload by providing additional capacity and specialized expertise, allowing projects to scale thoughtfully while maintaining

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Our World

Our Business

Building Today to Transform TomorrowTM

63

A CENTURY OF HEALTHCARE POWERED BY PARTNERSHIP Since Turner’s first healthcare project at Georgia Baptist Hospital in 1925, the company has worked with healthcare clients to plan, build, and renovate facilities that support healing, innovation, and excellence in care. This work is shaped by long-term partnerships with healthcare systems that operate complex campuses, serve evolving patient needs, and plan for future models of care. Turner brings disciplined planning, careful coordination, technical expertise, and deep healthcare experience to help clients deliver uninterrupted, high-quality care.

Georgia Baptist Hospital, Turner’s First Healthcare Project

Turner’s healthcare work spans academic medical centers, acute care

is currently building some of the nation’s largest hospital projects,

facilities, ambulatory and outpatient centers, behavioral health facilities,

including 10 projects over $1 billion. Turner supports those clients by

cancer centers, cardiac hospitals, children’s hospitals, and emergency

engaging early, aligning teams around goals, and applying lessons

departments, as well as medical office buildings, research facilities, and

learned from similar environments across the country. This is where

women’s health spaces. Across this portfolio, Turner brings national

Turner’s role extends beyond builder to a trusted advisor: helping clients

resources together with local teams who understand each client, campus,

make informed decisions early, anticipate operational impacts, and

and community. With more than 180 million square feet of healthcare

carry complex healthcare projects from strategy through activation.

experience and $4.3 billion in annual healthcare construction volume,

Being a trusted partner leads to long-term relationships and a deeper

Turner supports healthcare systems at a significant scale. The company

understanding of each client’s goals over time.

has partnered with over 80% of the nation’s top healthcare systems and has been ranked #1 in Modern Healthcare rakings for 25 of the last 29 years and #1 Healthcare Builder in the U.S. by Engineering News-Record every year since 2010.

Cleveland Clinic Neurological Institute, rendering - credit: Cleveland Clinic

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Our World

Our Business

Turner’s 55-year partnership with Cleveland Clinic, encompassing 168 projects totaling more than 6 million square feet, demonstrates the value of a relationship-based approach. Over time, that experience builds institutional knowledge that benefits each new effort. Turner teams

That scale reflects client relationships that grow project by project, built

understand client standards, campus logistics, operational constraints,

through consistent delivery, shared problem-solving, and a focus on

and the importance of maintaining continuity of care. This familiarity

the specific goals for each facility and the people who rely on it every

supports informed planning, smoother execution, and stronger alignment

day. Healthcare clients often operate across large portfolios with active

between the client’s long-term vision and the work taking place on the

campuses, evolving care models, and multi-year capital plans. Turner

ground.

Building Today to Transform TomorrowTM

64

Turner brings that same level of commitment to healthcare clients across its portfolio by supporting projects from conceptual estimate through move-in, often a key coordinator in moving equipment, personnel, and operational teams into place. Turner partners with clients through a continuum of services that can begin with initial master plan estimating and robust conceptual estimating, then continue through preconstruction, in-house medical equipment planning, Turner Engineering Group support, SourceBlue procurement, construction management, activation, and move-in support through Turner’s transition services team. This integrated approach helps clients evaluate options early, plan systems and phasing, coordinate long-lead medical, laboratory, and MEP equipment, align with manufacturers and vendors, and manage critical equipment from purchasing through startup, closeout, and warranty.

In active healthcare environments, this full-project view is essential.

Turner’s project teams plan with patient safety, infection control,

The Ohio State University Wexner Medical Center University Hospital

CHOP Buerger Center & The Hub for Clinical Collaboration - credit: Perkins + Will

NYU Langone Health, The Helen L. & Martin S. Kimmel Pavilion

Northwestern Medicine Lake Forest Hospital Campus Revitalization - credit: Jeff Goldberg / Esto

interim life safety measures, staff workflows, material movement, noise, vibration, and access in mind, incorporating the added complexity of working in active healthcare environments into every phase of the work.

The work can take place next to or within occupied clinical spaces, where construction activity sequences around the people providing and receiving care. As projects near completion, coordination continues through transition planning, activation, and move-in so facilities are ready to support care from day one.

As healthcare systems grow and adapt, Turner’s role remains centered on trust, discipline, and care. Long-standing relationships with leading healthcare clients reflect an approach Turner has carried forward for more than 100 years: understand the mission, coordinate the details, and deliver facilities that support patients, providers, and communities. As Turner looks to the next 100 years, continued investment in innovation, technology, data, and emerging tools such as AI will help teams plan smarter, coordinate more effectively, and support healthcare clients as they shape the future of care.

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Our World

Our Business

Building Today to Transform TomorrowTM

65

HYPER IMPACT DRIVING INDUSTRY CHANGE Data centers are essential infrastructure for the digital systems that businesses, communities, and individuals rely on every day. The rapid growth of data center construction is reshaping how complex projects are delivered.

For Turner, these projects serve as a proving ground for new approaches in safety, sustainability, workforce development, and community engagement that are influencing construction more broadly.

Data center construction moves quickly, involves highly coordinated systems, and requires constant alignment across owners, design partners, trade partners, suppliers, and local stakeholders. Turner teams must plan early, track progress closely, communicate clearly, and make decisions with long-term outcomes in mind. As a result, data center delivery requires an increasingly coordinated, accountable, and responsible way of working, where safety, sustainability, and community engagement are built into project planning from the start.

Community Impact at the Local Level

Turning Sustainability into Results

Data centers support global digital systems, with construction impacts

Data center construction is also changing how sustainability is embedded

that are deeply local. With many projects built in rural or emerging

into our projects. Turner collaborates to manage sustainability as part

markets, large-scale construction can significantly affect workforce needs,

of everyday operations. They track fuel, water, waste, materials, and

small businesses, and community expectations.

emissions-related data while coordinating closely with trade partners

Turner’s Community and Citizenship teams help connect project delivery with local priorities by working with community colleges, school community members, and trade partners. Across data center projects,

Teams evaluate fuel strategies, water use, waste diversion, concrete

these partnerships support workforce pathways that reflect local needs,

mixes, steel requirements, material documentation, and site logistics long

from training cohorts and student engagement to coordination around

before the projects breaks ground making them standard requirements.

longer-term craft labor demand beyond the project itself.

As projects move forward, Turner teams continue to capture lessons

workers on site, demand often extends to food service, transportation, supplies, and other day-to-day support services, creating openings for restaurants, caterers, food truck operators, and other small businesses

Our World

Our Business

ambitious sustainability goals.

This means sustainability decisions are optimized during preconstruction.

businesses beyond traditional construction trades. With thousands of

PURPOSEFULLY TRANSFORM OUR INDUSTRY

and suppliers. This data helps monitor progress and performance against

districts, chambers of commerce, workforce organizations, local officials,

Large data center projects can also create opportunities for local

Community Engagement Build and Refresh Event

Hybrid Generators for Jobsite Trailer Electric

learned, so successful approaches can be applied to future work. On some projects, expectations such as low-carbon concrete, renewable diesel, electric or hybrid equipment, and detailed material reporting are becoming part of the project requirements rather than optional enhancements.

to grow alongside the work. Together, these efforts help major projects

This work also requires market transformation. Turner help trade partners

support the surrounding community.

and manufacturers understand new requirements, solve practical

Building Today to Transform TomorrowTM

66

challenges, and expanding market availability. For instance, the project team provides technical support to a cable manufacturer in developing

Highlight

their first ever Environmental Product Declaration (EPD), strengthening

OPTIMIZING CONSTRUCTION

that supplier’s ability to meet future market expectations.

Safety as a Daily Operating System On data center projects, safety is driven through how the work is planned,

xPL Offsite represents Turner’s approach to shifting critical work

sequenced, and executed each day. The scale and pace require tight coordination of logistics, deliveries, access, workforce movement, and

from the jobsite into a controlled manufacturing environment. By

trade activity. With thousands of workers across large sites, maintaining a

integrating prefabrication, modularization, and coordinated supply

safe environment depends on disciplined planning, clear communication,

Data Center Staging and Construction Facility

chain strategies, xPL Offsite brings greater control, consistency,

and active oversight to ensure each operation is aligned and controlled

Data center projects also expand the focus beyond hazard control to

and predictability to project delivery. This model enhances quality

within the broader project.

the conditions that impact worker performance. A safe site is one where

through precision and repeatability, with standardized components

workers are able to stay alert, physically capable, and focused throughout

assembled offsite to reduce defects and minimize rework.

This requires ongoing vigilance. Conditions evolve, schedules shift, and new risks can emerge in real time. Turner, our clients, and trade partners share a common responsibility to anticipate these changes, verify controls, and address issues as they arise. We work collaboratively to strengthen processes and drive continuous improvement, extending this approach beyond individual projects through data center safety networks and large campuses where lessons learned and data-driven insights are shared across the industry.

the day. On some sites, this includes access to resources such as mental health support, physical therapy, nurse practitioner services, fitness spaces, and healthy food options. These measures help reduce fatigue, improve readiness, and support consistent execution in a high-demand environment. These resources support job performance while reinforcing Turner’s responsibility to the people doing the work: helping protect their health and well-being as a part of how the company operates.

Safety and efficiency are improved through this approach. Moving high-risk and labor-intensive activities away from the field reduces trade stacking, limits work at height and creates more controlled working conditions. At the same time, offsite fabrication enables more precise material use, reducing waste, and improving resource efficiency. Streamlined logistics and shorter onsite durations further support faster, more coordinated project execution.

A Better Model for Building Industry

At its core, xPL Offsite applies Design for Manufacturing and

Data center projects show how high expectations can accelerate

Assembly (DfMA), enabling a shift from one-off construction to a

construction practices. The scale requires strong planning, pace demands

scalable, systems-based model. By standardizing components

accountability, visibility pushes teams to carefully track performance.

and processes, teams improve repeatability across projects while

Together, these conditions are influencing how Turner and its partners

maintaining flexibility for client and project needs. Through xPL

approach complex work, creating lessons that can carry across project

Offsite, Turner is bringing greater predictability, efficiency, and

types. Sustainability becomes part of field execution. Safety expands to

quality to the delivery of complex facilities.

include worker well-being. Community engagement begins earlier and reaches deeper. The result is a model of construction that is carefully planned, collaborative, and connected to the people and communities where we work.

Tool Training on Project Site

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Building Today to Transform TomorrowTM

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LETTER FROM OUR ESG TEAM Across Turner, our commitments shape how work is delivered, informing decisions, aligning teams, and improving project execution. Greater alignment across teams continues to improve consistency in project execution. Efforts to expand electric equipment and renewable fuels, implement water-saving strategies, and advance embodied carbon tracking are increasingly integrated into how projects are planned and delivered. These approaches provide clearer visibility into performance and reinforce accountability across the business.

Turner cultivates a workplace where people are supported, respected, and connected. Through workforce development, training, and partnerships with suppliers and community organizations, teams are expanding access to opportunity and strengthening engagement in the communities where work takes place.

Innovation is applied on projects and in day-to-day operations. From advancing lower-carbon materials to supporting clients with decarbonization planning and procurement strategies, teams are translating ideas into practical solutions that enhance project delivery.

These efforts reflect a shared commitment of our people. By working in alignment, sharing knowledge, and building on proven approaches, the company advances how it builds while supporting the people and communities connected to that work.

Together, we are Building Today to Transform Tomorrow™.

Sincerely, The ESG Team

Christa Andresky

Lisa Ballantyne

Jennifer Downey

Executive Vice President, Chief Financial Officer

Chief Administrative Officer

Vice President of ESG

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Building Today to Transform TomorrowTM

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ACKNOWLEDGEMENTS ESG MANAGEMENT TEAM Lisa Ballantyne – Chief Administrative Officer Mike Bruskin – Chief Procurement Officer Vesna Conroy – Vice President and Operations Manager

PROGRAM REPRESENTATIVES

REPORT TEAM

COMMUNITY & CITIZENSHIP LEADS

OPERATIONS SAFETY EXECUTIVES

Robert Barbera

Emma Haynes

Patrick Blake

Carren Ku

Janice Haughton

Dean Bitter

Emily Bravenboer

Monica Wentz

Brittney Parkinson

Karl Kinsella

Herbert Brown

Saori Yamashita

Theresa Schroeder

Douglas LaPlante

Tamaka Thornton

Andrew Leone

Arnold Austria

Jennifer Downey

Halima Cherif

Fuquan Collins – Chief Diversity Officer

Jerry Crawford

Jennifer Downey – Vice President, ESG

Maryann DeRusso

REPORT CONTRIBUTORS Michael Akers

Stephanie Conner

Robert Baird

Laura Prendegast

HUMAN RESOURCES LEADS

Ian Smith

PRECONSTRUCTION LEADS

Leah Dobbins

Jess Allen

Mary Edrehi

Sharon Backiel

Lynzie Bruce

Pamyla Fountain Brown

Will Bartow

Hollie Burtt

Kristine Harrison

Emily Belote

Jeff Dolan

Timothy Blood

Jason Jones – Senior Vice President

Todd Hatley

Natasha Camarillo

Colleen McCandless

Mark Ogden

Greg Smith – Senior Vice President and

Kathleen Igoe

Jada Chambers

Leone Jackson

Erin Eads

Martha Katalevsky

Liv Eisenhardt

Elizabeth King

Julia Gisewite – Vice President, Sustainability Shannon Hines – Senior Vice President

Director of Preconstruction Erica Rosenberger – Vice President, Compliance and Employment Counsel

Michael Brook

Saverio Battaglia

Kevin Rawson

MARKETING LEADS

Kurt Smith

Sarah Fulwider

Dana Chianelli

PROCUREMENT LEADS

Bernice Bako

Lindsey Landwehr-Fasules

Allison Girardi

Alicia Cornford

Paul Parmentola – Vice President,

Claribel Mateo

Bill Hassel

David Deita

Travis Fults

Resource Officer

Jessica Mayo

Craig Jenkins

Mimi Flatley

Chris Parker

Steve Spaulding – Chief Environment,

Barbara Molloy

Anna Johnson

Will Gelatko

Jamie Posey

Health, and Safety Officer

Lisa Moving

Marcus Jones

Angela Lona

Dwayne Reid

Maria Pantelaros

Sakshi Kalollu

Alex Masters

Attilio Rivetti

Lydia Liang

Lauren Quinlan

Abigail Roberts

Faith Loehr

Brittany Self

Nelson Russom

Josh Lloyd

Gorguin Shaikoli

Emi LaFountain

David Sheidlower

Katelyn McIntyre

Susan Stephenson

Josh Lloyd

Alison Stanton

Kathlyn Molyneux

Kayla Wiggins

Caroline Murray

Kristen Smitherman-Voltaire

Mollie Resnick

Joseph Vidal

Easton Roth

Nelly Vasquez

Lisa SanFilippo

Kristofer Wahl

Purvesh Shah – SourceBlue Chief Supply Chain Officer Jodi Rennie – Senior Vice President

ESG COORDINATION LEADS Mike Bahr

Emi LaFountain Rowan Parris Rebecca Schmidt Kristen Smitherman-Voltaire Kayla Reddington Phil Yama

SUSTAIN OUR PLANET

Alex Cucchiarella

SUSTAINABILITY LEADS Mike Bahr

Rowan Parris

OPERATIONS LEADS

Kayla Reddington

Vesna Conroy

Rebecca Schmidt

Allie Sigmon

Paul Denehy

Brett Stuckey

Ken Winfield

Tamaka Thorton

Carlo DiSilvestro

Paul Wypasek

Juan E. Valadez

Charles Kostrab

Lisa Zyndorff

Kelley Whitley

Phil Restivo

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Building Today to Transform TomorrowTM

69 69

ESG DATA & GRI INDEX As part of both HOCHTIEF and ACS Group, Turner’s ESG data is submitted and included in ACS and HOCHTIEF annual reporting. To ensure alignment, our data follows HOCHTIEF’s methodologies and reporting standards while also incorporating Turner-specific metrics that reflect our local operations and priorities. Turner ESG data is externally assured with Limited Assurance under the HOCHTIEF Group, see HOCHTIEF’s Group Report 2025 for the assurance statement, p.415-418.

Statement of Use

Turner has reported the information cited in this GRI content index for the period of January 1,

GRI STANDARD DISCLOSURE GRI 2: GENERAL 2-1 Organizational details DISCLOSURES 2021 2-2 Entities included in the organization's sustainability reporting

2025-December 31, 2025 (fiscal year 2025) with reference to the GRI Standards.

GRI 1 USED

GRI 1: FOUNDATION 2021

GRI 3: MATERIAL TOPICS 2021

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

LOCATION/RESPONSE Hochtief Group Report 2025, p. 79-81 Turner Corporation and its subsidiaries as of December 31, 2025

2-3

Reporting period, frequency, and contact point

Reporting period: January 1-December 31, 2025. Annual reporting. Contact point for questions: ESG@tcco.com.

2-4 2-5 2-6 2-7 2-8 2-9 2-13 2-15 2-16 2-17 2-18 2-22

Restatements of information External Assurance Activities, value chain, and other business relationships Employees Workers who are not employees Governance structure and composition Delegation of responsibility for managing impacts Conflicts of interest Communication of critical concerns Collective knowledge of the highest governance body Evaluation of the performance of the highest governance body Statement on sustainable development strategy

n/a Hochtief Group Report 2025, p. 415-418 Hochtief Group Report 2025, p. 79-81 Social data, p.71-72 Social data, p.71-72 Hochtief Group Report 2025, p. 102 456-459 Letter from ESG Team / Acknowledgements, p. 67-68 Turner Ethics and Compliance - Code of Conduct HOCHTIEF Group Report 2025, p. 11-14, 35-36 HOCHTIEF Declaration on Corporate Governance HOCHTIEF Supervisory Board HOCHTIEF Group Report 2025, p. 48-49, HOCHTIEF Sustainability Plan 2025

2-23 Policy commitments

Turner Ethics and Compliance

2-24 Embedding policy commitment

Turner Ethics and Compliance

2-26 Mechanisms for seeking advice and raising concerns

Turner Ethics and Compliance

2-27 2-28 2-29 3-1 3-2

Turner Ethics and Compliance Hochtief Group Report 2025, p. 7 HOCHTIEF Group Report 2025, p. 123 HOCHTIEF Group Report 2025, p. 115-121 HOCHTIEF Group Report 2025, p. 115-121

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Compliance with laws and regulations Membership associations Approach to stakeholder engagement Process to determine material topics List of material topics

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ESG DATA & GRI INDEX As part of both HOCHTIEF and ACS Group, Turner’s ESG data is submitted and included in ACS and HOCHTIEF annual reporting. To ensure alignment, our data follows HOCHTIEF’s methodologies and reporting standards while also incorporating Turner-specific metrics that reflect our local operations and priorities. Turner ESG data is externally assured with Limited Assurance under the HOCHTIEF Group. See HOCHTIEF’s Group Report 2025 for the assurance statement, p.415-418.

CATEGORY

DATA POINT

ENVIRONMENTAL General General

VALUE

GRI STANDARD & DISCLOSURE

LOCATION

General Emissions

Green building revenue ($ million USD) Green building certifications (projects that received certifications in 2025) Green building accredited professionals Scope 1 GHG emissions (tCO2e)

868 118,000

GRI 305

Direct (Scope 1) GHG emissions

Emissions

Scope 2 location-basedGHG emissions (tCO2e)

31,597

GRI 305

Energy indirect (Scope 2) GHG emissions

Emissions

Renewable/Bio Fuels Used (gallons)

279,953

GRI 305

Direct (Scope 1) GHG emissions

2025 ESG Report, p. 12 2025 ESG Report, p. 15; HOCHTIEF Group Report 2025 p.1 56 2025 ESG Report, p. 15; HOCHTIEF Group Report 2025 p. 156 HOCHTIEF Group Report 2025 p. 155

Emissions

Renewable Energy Generated (kWh)

73,039

GRI 305

Energy indirect (Scope 2) GHG emissions

HOCHTIEF Group Report 2025 p. 155

Emissions Biodiversity

Thereof Generated Renewable Energy Consumed (kWh) Projects in environmentally sensitive areas (count)

48,899 10

GRI 305 GRI 304

Biodiversity

Projects with biodiversity management plans (count)

10

GRI 304

Energy indirect (Scope 2) GHG emissions HOCHTIEF Group Report 2025 p. 155 Operational sites owned, leased, managed in, or HOCHTIEF Group Report 2025 p. 194 adjacent to, protected areas and areas of high biodiversity value Habitats protected or restored HOCHTIEF Group Report 2025 p. 194

Biodiversity Biodiversity

Coverage (%) Total area in sensitive areas (hectares)

100% 183

GRI 304 GRI 304

Waste Waste Waste Waste Waste

Total waste generated (st) Hazardous waste (st) - Construction waste Hazardous waste (st) - Waste from earthworks Hazardous waste (st) - Demolition waste Hazardous waste (st) - Other waste (self generated universal waste)

3,346,312 0 0 0 35

GRI 306 GRI 306 GRI 306 GRI 306 GRI 306

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15,373 35

2025 ESG Report, p. 10

Habitats protected or restored Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value Waste generated Waste generated Waste generated Waste generated Waste generated

HOCHTIEF Group Report 2025 p. 194 2025 ESG Report, p.22; HOCHTIEF Group Report 2025 p. 194 HOCHTIEF Group Report 2025 p. 211 HOCHTIEF Group Report 2025 p. 211 HOCHTIEF Group Report 2025 p. 211 HOCHTIEF Group Report 2025 p. 211 HOCHTIEF Group Report 2025 p. 211

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ESG DATA & GRI INDEX As part of both HOCHTIEF and ACS Group, Turner’s ESG data is submitted and included in ACS and HOCHTIEF annual reporting. To ensure alignment, our data follows HOCHTIEF’s methodologies and reporting standards while also incorporating Turner-specific metrics that reflect our local operations and priorities. Turner ESG data is externally assured with Limited Assurance under the HOCHTIEF Group. See HOCHTIEF’s Group Report 2025 for the assurance statement, p.415-418.

CATEGORY

DATA POINT

GRI STANDARD & DISCLOSURE

LOCATION

Waste Waste Waste Waste Waste

Non-hazardous waste (st) - Construction waste Non-hazardous waste (st) - Waste from earthworks Non-hazardous waste (st) - Demolition waste Non-hazardous waste (st) - Other waste Percent C&D waste diverted

295,144 2,513,289 340,720 197,159 84%

GRI 306 GRI 306 GRI 306 GRI 306 GRI 306

Waste generated Waste generated Waste generated Waste generated Waste diverted from landfill

95% 15

GRI 306 GRI 306

Waste diverted from landfill Waste diverted from landfill

Waste Water Water

Percent C&D and earthwork waste diverted Number of Projects with Manufacture Take Back Programs Number of Projects with Salvage for Reuse Efforts Projects in water risk areas (count) Projects with water protection action plans (count)

HOCHTIEF Group Report 2025 p. 211 HOCHTIEF Group Report 2025 p. 211 HOCHTIEF Group Report 2025 p. 211 HOCHTIEF Group Report 2025 p. 211 2025 ESG Report, p. 19; HOCHTIEF Group Report 2025 p. 210 HOCHTIEF Group Report 2025 p. 210 2025 ESG Report, p. 19

Waste Waste

32 63 63

GRI 306 GRI 303 GRI 303

Waste diverted from landfill Interactions with water as a shared resource Interactions with water as a shared resource

Water

Water management coverage (%)

100%

GRI 303

Interactions with water as a shared resource

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VALUE

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2025 ESG Report, p. 19 HOCHTIEF Group Report 2025 p. 181 2025 ESG Report, p. 22; HOCHTIEF Group Report 2025 p. 181 HOCHTIEF Group Report 2025 p. 181

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ESG DATA & GRI INDEX As part of both HOCHTIEF and ACS Group, Turner’s ESG data is submitted and included in ACS and HOCHTIEF annual reporting. To ensure alignment, our data follows HOCHTIEF’s methodologies and reporting standards while also incorporating Turner-specific metrics that reflect our local operations and priorities. Turner ESG data is externally assured with Limited Assurance under the HOCHTIEF Group. See HOCHTIEF’s Group Report 2025 for the assurance statement, p.415-418.

CATEGORY

DATA POINT

SOCIAL Demographics

Total employees (headcount) US professional staff Canada professional staff International & RealPM professional staff Clark Builders professional staff Dornan professional staff US Trade workforce (includes both union and non-union trades) Canada Trade workforce (includes both union and nonunion trades) International & RealPM Trade workforce (includes both union and non-union trades) Clark Builders Trade workforce (includes both union and non-union trades) Dornan Trade workforce (includes both union and nonunion trades) Employees by age interval - Under 30 years Employees by age interval - 30-50 years Employees by age interval - Over 50 years Employees by generation - Gen Z (%) Employees by generation - Millennials (%) Employees by generation - Gen X (%) Employees by generation - Baby Boomer (%) Total hires and Interns (not including Trade Workforce) Average training hours per employee

Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Demographics Training

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VALUE

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GRI STANDARD & DISCLOSURE

LOCATION

15,867

GRI 2-7

Employees

8,671 291 1,129 338 1,276 3,774

GRI 2-7 GRI 2-7 GRI 2-7 GRI 2-7 GRI 2-7 GRI 2-7

Employees Employees Employees Employees Employees Employees

2025 ESG Report, p. 25; HOCHTIEF Group Report 2025 p. 239-242 2025 ESG Report, p. 25 2025 ESG Report, p. 25 2025 ESG Report, p. 25 2025 ESG Report, p. 25 2025 ESG Report, p. 25 2025 ESG Report, p. 25

28

GRI 2-7

Employees

2025 ESG Report, p. 25

0

GRI 2-7

Employees

2025 ESG Report, p. 25

294

GRI 2-7

Employees

2025 ESG Report, p. 25

66

GRI 2-7

Employees

2025 ESG Report, p. 25

4,142 8,470 3,255 23% 45% 26% 4% 3,263 23.43

GRI 405 GRI 405 GRI 405 GRI 405 GRI 405 GRI 405 GRI 405 GRI 404 GRI 404

Diversity of employees Diversity of employees Diversity of employees Diversity of employees Diversity of employees Diversity of employees Diversity of employees New employee hires and employee turnover Average hours of training per year per employee

HOCHTIEF Group Report 2025 p. 241 HOCHTIEF Group Report 2025 p. 241 HOCHTIEF Group Report 2025 p. 241 2025 ESG Report, p. 29 2025 ESG Report, p. 29 2025 ESG Report, p. 29 2025 ESG Report, p. 29 2025 ESG Report, p. 26 HOCHTIEF Group Report 2025 p. 242

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ESG DATA & GRI INDEX As part of both HOCHTIEF and ACS Group, Turner’s ESG data is submitted and included in ACS and HOCHTIEF annual reporting. To ensure alignment, our data follows HOCHTIEF’s methodologies and reporting standards while also incorporating Turner-specific metrics that reflect our local operations and priorities. Turner ESG data is externally assured with Limited Assurance under the HOCHTIEF Group. See HOCHTIEF’s Group Report 2025 for the assurance statement, p.415-418.

CATEGORY

DATA POINT

GRI STANDARD & DISCLOSURE

LOCATION

Training Training Safety

Employees trained in broader sustainability topics (%) Employees trained in broader sustainability topics (count) TRIR (All)

91% 10,272

GRI 404 GRI 404

2025 ESG Report, p. 6

0.69

GRI 403

Work-related injuries

Safety

TRIR (Turner)

0.34

GRI 403

Work-related injuries

Safety

LTIR (All)

0.08

GRI 403

Work-related injuries

Safety

LTIR (Turner)

0.07

GRI 403

Work-related injuries

Safety Supply Chain

EMR (Turner Construction Company) Suppliers (tier-1) ESG prequalification (%)

0.67 87%

GRI 308

Supply Chain

Suppliers (tier-1) trained on Code of Conduct (%)

94%

GRI 308

Community Engagement Community Engagement Community Engagement Community Engagement Community Engagement

Total volunteering hours Total volunteers (count) Total volunteering events (count) Future Builder Volunteer Program/Events Biodiversity Events

28,684 8,108 1,182 228 118

GRI 413 GRI 413 GRI 413 GRI 413 GRI 413

New suppliers screened using environmental criteria New suppliers screened using environmental criteria Operations with local community engagement Operations with local community engagement Operations with local community engagement Operations with local community engagement Operations with local community engagement

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

VALUE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

2025 ESG Report, p. 35; HOCHTIEF Group Report 2025 p. 243 2025 ESG Report, p. 35; HOCHTIEF Group Report 2025 p. 243 2025 ESG Report, p. 35; HOCHTIEF Group Report 2025 p. 243 2025 ESG Report, p. 35; HOCHTIEF Group Report 2025 p. 243 2025 ESG Report, p. 35 HOCHTIEF Group Report 2025 p. 435

2025 ESG Report, p. 53 2025 ESG Report, p. 53 2025 ESG Report, p. 53 2025 ESG Report, p. 53 2025 ESG Report, p. 53

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ESG DATA & GRI INDEX As part of both HOCHTIEF and ACS Group, Turner’s ESG data is submitted and included in ACS and HOCHTIEF annual reporting. To ensure alignment, our data follows HOCHTIEF’s methodologies and reporting standards while also incorporating Turner-specific metrics that reflect our local operations and priorities. Turner ESG data is externally assured with Limited Assurance under the HOCHTIEF Group. See HOCHTIEF’s Group Report 2025 for the assurance statement, p.415-418.

CATEGORY

DATA POINT

GRI STANDARD & DISCLOSURE

LOCATION

GOVERNANCE Ethics & Compliance

Employees trained in ethics and compliance (%)

99.6%

GRI 205

2025 ESG Report, p. 6

Ethics & Compliance

Employees trained in human rights (%)

99.6%

GRI 412

Ethics & Compliance

Employees trained in any compliance (count)

11,261

GRI 205

Human Rights

Employees trained in human rights (count)

11,261

GRI 205

ISO Certifications

Own workforce covered by ISO 45001 or equivalent (%)

100%

GRI 403

ISO Certifications

Own workforce covered by ISO 14001 (%)

96%

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

VALUE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Communication and training about anticorruption policies Employee training on human rights policies or procedures Communication and training about anticorruption policies Communication and training about anticorruption policies Occupational health and safety management system

2025 ESG Report, p. 6

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SDG INDEX End poverty in all its forms everywhere: • Construction of social infrastructure and community facilities • Collaboration with local subcontractors and SMEs • Corporate citizenship through donations, sponsorships, and community engagement initiatives End hunger, achieve food security and improved nutrition and promote sustainable agriculture: • Support for community projects that improve food security • Development of vegetable gardens on jobsites

Turner’s Contributions to the 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 to track our impact.

We also use the SDG framework as a strategic lens to map our actions and initiatives across the goals. This process helps us identify where we are driving the most meaningful impact, and more importantly, where we may need to increase focus, resources, or innovation. By tracking our alignment with specific SDG targets, we can uncover opportunities to strengthen our sustainability strategy, close critical gaps, and engage more effectively with stakeholders who prioritize shared global outcomes.

Ensure healthy lives and promote well-being for all at all ages: • Robust occupational health and safety programs on job sites • Initiatives to reduce job site emissions and improve air quality • Community wellness and health promotion programs • Expansion of mental health resources and wellness initiatives for employees • Provision of healthy food options on select jobsites to support worker well-being Ensure inclusive and equitable quality education and promote lifelong learning opportunities for all: • Investment in workforce training and continuing education through internships, apprenticeships, professional accreditations programs • Partnerships with academic institutions and technical schools • Support for initiatives like the Turner School of Construction Management • Engagement with K–12 students to promote awareness of careers in construction and the built environment Achieve gender equality and empower all women and girls: • Initiatives such as the Women Superintendent Network and targeted mentorship programs • Promotion of STEM education and training opportunities for women in construction • Programs to raise awareness and address unconscious bias in the workplace • Commitment to pay equity through regular evaluation of compensation practices and advancement of equal pay for equal work Ensure availability and sustainable management of water and sanitation for all: • Implementation of innovative water management strategies on jobsites • Use of closed-loop water recycling systems and low- and no-flow fixtures to reduce potable water demand • Construction of sediment erosion control and stormwater management

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

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SDG INDEX Ensure access to affordable, reliable, sustainable, and modern energy for all: • Expansion of Turner’s electric fleet and scaling of renewable diesel usage • Development and operation of renewable energy projects • Integration of decarbonization solutions into construction projects Promote sustained, inclusive, and sustainable economic growth, full and production employment, and decent work for all: • Investment in workforce development and skills training programs • Commitment to safe, equitable, and sustainable working conditions • Conducting livable wage assessments to better understand and support fair compensation practices • Deployment of digital tools and AI-enabled solutions to enhance proactive safety management Build resilient infrastructure, promote inclusive and sustainable industrialization, and foster innovation: • Investment and adoption of smart building technologies, and innovative construction methods • Delivery of critical infrastructure projects designed for sustainability, safety, and long-term community resilience • Investment through Turner Ventures in companies advancing innovation in construction methods and technologies • Establishing specialized tech groups focused on advanced preconstruction and prefabrication Reduce Inequality within and among countries: • Programs to support underrepresented communities and reduce workforce disparities • Targeted recruitment and development initiatives for diverse talent • Commitment to inclusive practices across all business operations • Recruitment and workforce development initiatives aimed at building teams reflective of the communities where Turner builds Make cities and human settlements inclusive, safe, resilient, and sustainable: • Development of resilient and sustainable buildings • Implementation of green building practices in community and public projects • Delivery of projects that enhance climate resilience and help protect communities from future climate risks and extreme weather events

SUSTAIN OUR PLANET

PROTECT & ACTIVELY CARE FOR OUR PEOPLE

PURPOSEFULLY TRANSFORM OUR INDUSTRY

Ensure sustainable consumption and production patterns: • Circularity initiatives, including equipment recycling and material reuse programs • Adoption of sustainable procurement practices and life cycle management • Engagement with supply chain partners to reduce waste and environmental impact • Expansion of deconstruction practices to enable material reuse and reduce construction waste Take urgent action to combat climate change and its impacts: • Decarbonization strategies, including fleet electrification and renewable fuel usage • Initiatives to track and reduce embodied carbon in construction projects • Implement measures to lower project-level emissions and improve energy efficiency • Reduction of operational emissions through increased use of renewable energy across offices and jobsites, including deployment of off-grid solar-powered jobsite trailers • Engagement with supply chain partners to reduce emissions and overall environmental impact Conserve and sustainably use the oceans, seas, and marine resources: • Construction techniques, prevention measures, and stormwater management systems that minimize negative impacts on water quality • Sustainable water management practices that safeguard ecosystems Protect, restore, and promote sustainable use of terrestrial ecosystems: • Management of impacts on projects in environmentally sensitive areas, including efforts such as biodiversity gardens, monarch butterfly habitats, and local vegetation strategies.

• Employee engagement in biodiversity-focused volunteering and habitat restoration initiatives Promote peaceful and inclusive societies for sustainable development: • Robust corporate governance and ethical business practices • Transparent compliance and risk management initiatives • Community engagement projects Strengthen the means of implementation and revitalize the global partnership for sustainable development: • Strategic partnerships with industry associations, suppliers, and academic institutions • Collaboration with local communities and government agencies to advance sustainability • Expansion of global operations with a locally driven approach, including growth in the UK and European markets

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Turner Construction Company | 66 Hudson Boulevard East | New York, NY 10001 | 212-229-6000 turnerconstruction.com

@turnerconstructioncompany

@turnerconstructioncompany

@TurnerConstructionCo

Published: June 2026 | For information regarding this report, please contact our ESG Department at esg@tcco.com | © 2026 Turner Construction Company. All Rights Reserved.