VINCIPLC CSRReport2007 PDF

VINCI PLC
Corporate Social Responsibility Report 2007
The Group
VINCI is the worlds leading integrated concessions and construction group. It has
a turnover of 30.4 billion and 150,000 employees in 75 countries around the world.
VINCI PLC forms part of VINCI.
A number of specialist subsidiaries operating throughout the UK enable VINCI PLC
to offer a comprehensive construction package from inception, through ground
investigation and remediation, to completion of the project and beyond to the
maintenance of the facility.
Norwest Holst Limited

Building
Civil Engineering
Engineering Services
Environmental
Soil Engineering
Crispin & Borst Limited
Building & Facilities
Rosser & Russell Maintenance
Support Services
Construction
Building Contractors
Gordon Durham & Co Limited
Stradform Limited
Weaver PLC
Interior Fit Out
PEL Interiors Limited
Excavation and Earthworks
John Jones (Excavation) Limited
Piling
Simplex Foundations Limited
Soil Testing
ECS Environmental Limited
PFI/PPP Development
VINCI Investments Limited
Surfacing Solutions
Conren Limited
Sustainable Waste Treatment Technology
VINCI Environment UK Limited
Telecommunications
Graniou UK
VINCI PLC Highlights 2007

2007 Turnover:
774M
2007 Profit Before Tax:
Employees:
40.5M
3,200
Our People
The Environment
The broader range of employee benefit and

development opportunities available to our
workforce has contributed towards an
employee satisfaction index of 92%.
In our offices, factories and depots we use some

4.1 GWH of electricity each year. Approximately
one half of our electricity consumption, 1.9GWH,
is now from renewable sources.
VINCI PLC Employee Satisfaction Survey Results
Electricity Consumption
n Totally satisfied
n Very satisfied
n Quite satisfied
n Unsatisfied
n Very unsatisfied
13%
36%
42%
7%
2%
4.1
Total Electricity
From Renewable Sources
0
1.9
2
Electricity (GWH)
Customers and Suppliers
Health and Safety
71% of our customers surveyed believe we are

better than our competitors.
Reportable Accident Incidence and Frequency

Rates overall, have continued to fall over the
last five years across VINCI PLC.
Comparisons with Our Competitors
IR and FR Rates
14
0.7
n Incidence Rate (IR) Left Axis

Frequency Rate (FR) Right Axis
12
0.6
10
0.5
0.4
0.3
0.2
0.1
n Far Better
n Significantly Better
n Better
n Equal
n Worse
n Significantly Worse
n Far Worse
7%
19%
45%
19%
10%
0%
0%
0
2003 2004 2005 2006 2007
Contents
Businesses which exist purely to make money
are an anachronism in todays society. VINCI PLC
recognises that people, societies and organisations
are interdependent entities and that accountability
in the context of CSR is vital to the continuing
success of the Company.
John Stanion, Chairman & Chief Executive
Corporate Social Responsibility

Our Approach to CSR
Our People
Health and Safety
The Environment
Civic Involvement
Corporate Governance
Measurement Methodology
Performance Data Tables
2008 Objectives - Comprehensive Table
2
6
13
21
29
37
45
53
58
60
64
1. John Stanion, VINCI PLC Graduate Development Workshop (Page 3)

2. Gloucester South West Bypass (Page 49)
3. Gloucester South West Bypass site visit (Page 49)
4. Bishop Justus C. E. Secondary School, Bromley, Kent (Page 10)
5. Petchey Academy, London (Page 46)
6. Student Accommodation, University of Birmingham (Page 43)
7. Eco Cabins, Lancaster University (Page 33)
8. Priory Park, Reigate (Page 32)
9. Sound Level Testing, Upper Gungate Bridge, Tamworth (Page 33)
VINCI PLC Corporate Social Responsibility Report 2007
Corporate Social Responsibility

Chief Executives Statement
Corporate Social Responsibility (CSR) makes good business sense, especially
in an industry which for a long time has suffered unfairly from poor image
and reputation. At a time when companies and organisations are quite rightly
being held increasingly accountable for the effect their operations have on the
environment and their stakeholders, VINCI PLC sees CSR as fundamental to the
continuing success of the Company.
Commitment and Accountability

Corporate Social Responsibility is more than just a marketing issue.
Rather, it is a natural consequence of the VINCI PLC approach which,
to a large extent, accounts for the fact that the Company has already
been in existence for nearly a century. This in itself is testament to the
responsible and sustainable nature in which we run our business and
the successful relationships we have nurtured with our stakeholders
over the years.
CSR does not therefore call for us to redefine our activities. Rather, it
is an opportunity to review our operations in the context of the way in
which they affect our relationship with society at large. It invites us to
develop a strategic approach to how we undertake our activities in the
present and the future.
This strategy, I believe, will reflect the expectations of our
stakeholders by:
Increasing opportunities to tender and therefore secure additional
work
Increasing levels of repeat business and partnering
Improving our reputation as an employer
Raising employee morale which will in turn lead to increased
productivity and retention of staff
Engaging with the community in order to generate goodwill and
understanding
Reducing energy usage and wastage cost, therefore reducing our
impact on the environment
Encouraging every member of VINCI PLC to take responsibility for
the successful implementation of the Companys CSR strategy
The VINCI Approach
VINCI, the ultimate parent company of VINCI PLC, has built its
development programme by integrating CSR values into its business
model. The programme is built around five main themes: human
resources, corporate governance, civic involvement, customer and
supplier relations and the environment.
In line with most of its functions, VINCI has decentralised responsibility
for CSR to its operating entities, whose responsibility it is to ensure
that the ethos and framework within which CSR takes place becomes
fully integrated into the business. VINCI has formed a Sustainable
Development Committee that reports to the Executive Board and to
which all the subsidiary companies report on this important aspect of
the business.
2
VINCI is one of the shares monitored by Vigeo Group, a European CSR

rating agency for socially responsible investment (investor solicited
rating). VINCI is also listed in Advanced Sustainable Performance
Indices (ASPI) Euro zone index, which includes the top 120 most highly
rated companies in the Euro zone. Since 2005, VINCI has been included
in the Dow Jones Sustainability Index (DJSI World) which selects those
companies that have achieved the best standards of sustainability
performance from among the 2,000 largest market capitalisations
based on an analysis carried out by Sustainable Asset Management
(SAM) Group.
In 2003, VINCI signed the Global Compact. Participation in this United
Nations initiative has led to concrete actions being taken in line with
its ten fundamental principles pertaining to human rights, labour
standards, environmental protection and anti-corruption.
The VINCI PLC Approach
VINCI PLC is in the process of adopting the parent companys CSR
model. As part of this strategic approach to CSR, VINCI PLC formed a
Working Group in 2007 with the aim of implementing a CSR framework
to develop and deploy these areas:
Clear aims and objectives
A managed systematic approach to achieving the aims and objectives
A measurement and reporting mechanism to monitor and review
progress
The main areas that have been identified to provide the focus for VINCI
PLCs CSR strategy mirror those of its parent company, VINCI:

Our People
Health and Safety
The Environment
Civic Involvement
We made great strides during 2007 in demonstrating our commitment

to social and environmental responsibility through a considerable
number of achievements in the following CSR focus areas:
Opposite: John Stanion, Chairman & Chief Executive, VINCI PLC
Our People
Workforce stability remained good at 80%.
The broader range of employee benefit and development opportunities
available to our workforce have contributed towards an employee
satisfaction index of 92%*.
A number of initiatives were implemented and expanded upon to help
improve the image of the industry, raise awareness of the diversity of
opportunities available and to improve on recruitment. These included
signing up with Local Education Authorities to offer short duration
placements to students and partnering with our supply chain to offer
site experience and training.
The Company increased the opportunities offered to individuals
on construction-related courses and developed relationships
with a number of universities. We currently sponsor students at
Loughborough, Southampton and Nottingham Universities. During
2007, the total number of placements sponsored by VINCI PLC
increased to 36.
One of the main initiatives in 2007 was the launch, in partnership
with the University of Derby, of a bespoke course designed to train
non-cognate graduates or individuals to become Assistant Quantity
Surveyors.
Health and Safety

There were no fatalities in 2007. The accident statistics for 2007 are a
third better than five years ago. Our Health, Safety and Environmental
Protection Advisors (H, S and EP) held 820 H, S & E training days and
carried out over 1,250 site visits and 71 formal audits. The challenge
for the year ahead is to improve near-miss reporting to reduce the risk
of subsequent accidents and also roll out a Behavioural Change course
across VINCI PLC.
Seventy-nine percent of our organisation is now certified to BS OHSAS
(British Standard - Occupational Health and Safety Assessment
Standards) 18001. The objective over the next few years will be for this
to become 100%.
The Environment
A newly-appointed Environmental Manager has developed a
comprehensive set of environmental reporting criteria to monitor the
environmental impact of the Companys operations.
In our offices, factories and depots we use some 4.1 MWH of electricity
each year. Approximately one half of our electricity consumption,
1.9MWH, is now from renewable sources.
Through the charity Computer Aid, we have sent 278 pieces of IT
hardware to developing countries in Africa.
The course was developed in response to the shortage of trained

manpower, allowing individuals to gain an Advanced Diploma in VINCI
PLC Quantity Surveying with subsequent employment within the
Group.
A number of simple actions are being implemented to make staff aware

of the personal contribution they can make to reduce the Companys
carbon footprint. These include measures to minimise energy and fuel
use and increase our recycling of waste.
The Investors in People (IiP) standard is a business improvement tool

designed to advance an organisations performance through its people.
The IiP standard now covers 78% of our business, based on turnover.
The VINCI companies in the UK met regularly throughout 2007 to

discuss health, safety and environmental protection matters. Topics
discussed included legislative changes such as the forthcoming legal
requirement in the UK for all construction sites to implement Site
Waste Management Plans; the possibility of co-operation between
VINCI UK companies to re-use or recycle materials; the monitoring and
reporting of environmental data. The meeting is chaired by VINCI PLCs
Director of Health, Safety and Environmental Protection.
VINCI PLC continued to monitor its Equal Opportunities Policy using a

number of Key Performance Indicator (KPI) reports covering ethnicity,
age and gender. Management and directors continued to be provided
with training to encourage the maintenance of this policy.
* Data based on internal employee satisfaction survey run during 2007.

Civic Involvement
We strengthened our support of regional, national and international
charitable causes in 2007, which led to a 74% increase in contributions
compared to the previous year. Three projects to further help the
disadvantaged into employment and strengthen the social fabric of
local communities were selected toreceive funding of 15,000 each
from the VINCI Foundation. We worked hard to positively engage with
the community, with 92 community events being organised, which
equated to around 944 hours of community service.
We have worked very closely with our customers during 2007
to develop a business ethos based on best value, partnering and
sustained improvement. As a result of these relationships, significant
improvements were made in education and health facilities across the
UK through the commencement or completion of over 29 education
and seven health sector contracts, with prestigious awards won in
design, service provision and innovation.
A Purchasing Club was founded by VINCI UK companies to help identify
and develop synergies by working closely together to reduce costs and
improve processes across the supply chain.
Procurement policies have been consolidated and where necessary
expanded to cover areas such as procuring timber from sustainable
sources; increasing the recycled content of materials purchased; energy
efficiency of plant and equipment; waste reduction; ensuring that both
materials and suppliers are both legal and ethical.
Main Challenges for 2008

In the area of CSR, construction organisations are currently faced with
a series of challenging issues, the importance and significance of
which are only set to grow. The increasing likelihood of an economic
slow-down over the next year or two will require us to work even
harder to balance our social and environmental responsibilities with
the need to manage our sustained economic growth. In addition to
these challenges, the industry is still faced with a shortage of skilled
labour, supervisors and managers. To enable us to successfully rise to
these environmental, social and economic challenges it is up to us all
within VINCI PLC to work closely with all our stakeholders to manage
and deliver upon their expectations through dedication and sustained
commitment to excellence in all aspects of CSR.
In conclusion, I would like to emphasise that businesses which exist
purely to make money are an anachronism in todays society. VINCI PLC
recognises that people, societies and organisations are interdependent
entities and that accountability in the context of CSR is vital to the
continuing success of the Company.
This is the first CSR report produced by VINCI PLC and we regard
our approach to CSR as a work in progress with further development
and refinement in the years ahead. It is, however, the intention of the
Board of VINCI PLC to ensure that CSR becomes an integral part of the
business strategy of the Group with immediate effect.
John Stanion
Chairman & Chief Executive
VINCI PLC
11th March 2008
Our Approach to CSR

Our Role in Society
No major company or business, which seeks to exist in harmony with the society
it strives to serve, can pursue its corporate objectives without constant awareness
and concern for the impact of those objectives upon peoples lives and the
quality of their environment.
As an employer, contractor and business partner in the development and
improvement of the infrastructure and built environment, VINCI PLC is
committed to achieving its corporate objectives in a wholly responsible
and accountable manner.
CSR Framework
As a responsible company, we have established a robust and systematic
approach to addressing the social and environmental implications of
our activities so they become an integral part of our operations.
This has led to the development of a CSR strategy which has been
deployed across the whole organisation through a six-stage iterative
process (Fig 1).
The first step of the development process was to form a Working Group
consisting of representatives from within VINCI PLC, as illustrated
in Table 1. The selection of these representatives was based on their
understanding of the needs and requirements of the key stakeholders
of the Company.
Table 1. CSR Working Group and Assigned Responsibilities

Chairman
Chief Executive Officer
Co-ordinator
Business Excellence Manager
Our People
HR Director
Health and Safety
H, S and EP Director
The Environment
Environmental Manager
Office Services Managers
Fleet Controller
Civic Involvement
PR Manager
Marketing Director
Building Division MD
Procurement Manager
Proposals Manager
Pre-construction Director
Financial Director
The approach of our parent company, VINCI, to CSR provided us with the inspiration
from which our own framework was developed. This has led to an ongoing
exchange of information and data to the benefit of the Group as a whole.
The VINCI PLC CSR Framework is structured around six key focus areas:
Our
People
Health
and Safety
Fig 1. VINCI PLC CSR Strategy Model
The
Environment
Civic
Involvement
Customers
and Suppliers
Corporate
Governance
Strategic Foresight
CSR Working Group
CSR Working Group formed within
the organisation and tasked with the
development and deployment of a
robust CSR framework.
Assessment and Review
Engagement with Stakeholders
Continual Improvement
Stakeholder-Focused Strategy
Performance monitoring information

reviewed and assessed to determine
the capability of the CSR framework
to deliver upon our commitments.
Based upon key stakeholder issues

and requirements identified during
the engagement process.
Performance Monitoring
Planning and Commitments
Key Performance Measures
Focus Areas
Established to monitor the

effectiveness of CSR initiatives and
the achievement of objectives.
Our People
Health and Safety
The Environment
Civic Involvement
Management and Control
Policies, Procedures & Guidelines
Either established or reinforced
to clearly identify authority and
responsibility for all aspects of CSR.
Understanding our Stakeholders

Our stakeholders are individuals or groups which depend on the
Company to fulfil their goals, and on whom, in turn, we depend. Our
aim is to exceed the expectations of our stakeholders, the achievement
of which relies upon developing clear strategies that focus upon
understanding their aspirations and responding to them in a practical
and supporting manner.
Accordingly, the CSR Working Group, under the chairmanship of the
Chief Executive Officer, developed a stakeholder-focused strategy
based on the requirements and issues identified in Table 2.
Engaging with our Stakeholders A Progressive Process
Clear lines of engagement are established with our stakeholders to
build a comprehensive understanding of their expectations. Being
equipped with this knowledge and understanding enables us to focus
not only on satisfying these requirements but also exceeding them
wherever possible.
Table 2. Engagement with our Stakeholders

Stakeholder
Customers
Financial Stakeholders
Our People
Supply Chain
This is a progressive process, split across two distinct levels - corporate

level and individual/local level.
Corporate Level
The focus of our attention in the early development of the CSR strategy
was at the corporate level, which greatly assisted in the shaping
of the strategy and the development of supporting policies and
guidelines. It was achieved through the CSR Working Group, with each
representative charged with the responsibility of refining the key issues
of their respective stakeholders. Examples of this engagement process
range from customer and employee satisfaction surveys to meetings
with customers, business partners and government enforcement
bodies.
Individual/Local Level
The next level of engagement, the individual/local level, shall be one of
the priorities for action during 2008. It will require us to communicate
directly with all key stakeholders across the various regions and sectors
of the business. One example of a method of engagement we shall
be employing is the promotion of CSR as a key theme at our annual
Employee Career Development Day. Feedback will contribute towards
the development of our future CSR strategy.
Non-Governmental Organisations (NGOs) and the Public at Large
Government Enforcement/Control Bodies
Local Authorities
Business Partners and Competitors
Communities
CSR Focus Areas
Requirements and Issues

Continually providing our customers with the highest-quality products and services consistent with their
requirements and expectations. Behaving at all times with corporate values of professionalism, respect,
openness, fairness, innovation, teamwork and safety.
Managing our assets effectively in order to provide financial stakeholders with a fair and competitive return.
To disclose relevant information and to respect their suggestions and opinions.
We recognise that our success is reliant upon the skills, expertise, commitment and efficiency of our people.
Continuous improvement, developing skills, knowledge sharing, broadening experiences and accommodating
diversity in employment is critical to the achievement of business objectives.
Develop mutually beneficial relationships with the supply chain which enhances our ability to create
value for our customers.
Working with NGOs to demonstrate an openness and willingness to listen to the opinion of the broader
community within which we operate. NGOs can often provide fresh insights or perspectives of our other
stakeholders. Co-operating with NGOs also builds trust between us and the community and enhances our
standing.
Full compliance with statutory requirements enforced by government bodies is crucial to the success of VINCI
PLC. Also co-operating with these bodies in campaigns for social responsibility and sustainability is a way of
furthering community involvement and enhancing our reputation.
Local authorities essentially play a dual role as stakeholders of VINCI PLC. They are in some cases customers,
contracting us to invest and develop the built environment, and, in other cases, they are affected by the work we
carry out on behalf of other customers.
Healthy competition is a key component of the business environment and is an effective way of spreading best
practice. By linking with like-minded companies, particularly through representative organisations, weplay a key
role in raising awareness and promoting good practice. Clear examples of this can be seen with our role in the
Major Contractors Group, where we actively contribute towards determining the future strategic direction of the
construction and associated services industry.
Construction organisations play a vital role in the development of local communities through investment and
development in the built environment. We recognise the importance of our responsibilities in this role, and we
continue to contribute positively by offering a firm, tangible commitment to social responsibility and ethical
corporate citizenship within the community.
Planning and Commitments

Having identified the key stakeholder requirements, as described
in Table 2, the next stage of the process was to prioritise and set
objectives in the six key focus areas. To do this, each Working Group
representative developed and deployed a series of programmes and
initiatives. The individual sections of this report, which relate to the
six key focus areas of the CSR strategy, contain specific details of the
programmes and initiatives deployed, including related objectives.
Management and Control
CSR related programmes and initiatives were supplemented, where
necessary, with policy, guidelines and control procedures, which
were either established or reinforced to clearly identify authority and
responsibility for the various areas of the CSR strategy (Table 3).
Our CSR performance is monitored and assessed through a set of
measures and Key Performance Indicators (KPIs). These measures and
KPIs are used to assess the Companys compliance with its CSR Policy,
guidelines and control procedures. They also determine the degree to
which the CSR objectives have been achieved.
Assessment and Review
The data and information generated by the measures are reviewed by
the CSR Working Group, which then determines the actions necessary
to ensure the continuing improvement of CSR performance and
objectives throughout the Group, as part of the cycle illustrated in the
VINCI PLC CSR Strategy Model (Fig 1).
The reviews also include assessing the validity of the CSR measures
themselves, and their continuing value to the Company.
Above: Bishop Justus C. E. Secondary School, Bromley, Kent

A key feature of this schools design is the planted green
roofs, which have a number of positive effects on the
environment, including retention of rainwater, reduced
load on drainage and improved thermal performance.
10
Table 3. CSR Related Policies and Control

CSR Elements
Policies and Control
Themes
Our People
Human rights policy

Equal opportunities and diversity
Training and development policy and procedures
Equal rights and opportunities

Diversity
Career development
Labour relations
Remuneration systems
Work/life balance
Health and Safety
Health and safety policy document (including

comprehensive risk assessment process)
Legal and operational guidance (blue memos)
Occupational health and welfare guidelines
Health and safety conditions

Safe systems of work and safe work areas
Accident prevention
Occupational health
The Environment
Waste minimisation
Energy usage
Fuel use
Resource use
Pollution prevention
Protection of the environment
Civic Involvement
Considerate construction in the community policy

Working with education
Charity policy
Considerate construction
Promoting the industry
Contributing to the community
Managing the impact of operations on the community
Sustainable relations
Equitable payment and settlement practices
Integration of socially responsible policies and practices
Directors statutory duties and responsibilities

Directors authority levels and roles
Fraud, corruption and theft policy
Environmental management policy

Legal and operational guidance (blue memos)
Waste management policy
Procurement policy
Quality policy and procedures

Procurement policy
Supply chain charters
Supply chain assessment and performance
monitoring
Accountancy internal and external audit controls

Shareholder rights
Code of ethics
Fraud prevention including prevention of corruption
and anti-competitiveness
11
12
Our People
development opportunities available to our
workforce has contributed towards an
employee satisfaction index of 92%.
13
Our People
The success of every VINCI PLC project, regardless of size, cost or complexity, is driven
by a highly-skilled and self-motivating team of committed professionals.
It is a commitment borne, we believe, of a corporate culture that endeavours in every
area of business to meet the hopes and deliver the expectations of every employee,
irrespective of his or her status, and towards whom courtesy and respect is a given.
A VINCI PLC employee satisfaction survey carried out in 2007 stated that:
81% of employees feel they are part of a team, especially within their group
89% of employees believe they have equal opportunities in relation to employment
and training within the Company.
A Sustainable Resource
We aim to provide a sustainable resource for the business through:
Promotion from within
The recruitment of new entrants to the industry
Educational initiatives which are industry leading
Training and development opportunities
Raising the construction industry profile through our network of
partnerships with schools and universities
Delivering high levels of employee satisfaction
A benefits package which reflects the advantages of being part of a
leading international construction organisation
Equal Opportunities
The policy of the Group is that all applicants, internal and external,
shall be given equal opportunities in all areas of employment.
VINCI PLC recognises the valuable resources provided by ethnic
minorities, the long-term unemployed and through world-wide
recruitment. The Company shall continue to avail itself of these
resources in all parts of the national and trans-national communities.
At the end of 2007 VINCI PLC had a workforce of 3,101 employees,
comprising 1,820 professional, technical and support staff, 87
management personnel and 1,194 operatives(Fig 2).
Further details of our equal opportunities facts and figures can be
found later in this section.
Recruiting and Attracting Talent

During 2007, VINCI PLC recruited 2,035 people, of which 1,482 were
operatives, with the remainder comprising management and staff.
Voluntary staff turnover for the year was 16% and as low as 14% in
the core business units (Fig 3). Workforce stability is reflected by
the number of employees with more than one years service. At 80%
stability, this suggests that we offer an attractive brand, a strong
commitment to our workforce, and rewards and benefits packages that
acknowledge the considerable efforts and skills of our employees.
Recruitment Challenges
During 2007, VINCI PLC has experienced certain challenges within
recruitment, mainly in the following areas:
The availability of Civil Engineering candidates within the UK market
has decreased, particularly in the disciplines of Quantity Surveyors,
Estimators, Planning Engineers and Engineers. With our overseas
relocation incentive, the Civil Engineering division has successfully
relocated 15 new members of staff from various countries, including
India and Malaysia. It is our aim to continue an Overseas Recruitment
Policy during 2008.
We continue to favour direct recruitment rather than agency usage,
as this has proved to have a more positive impact on workforce
stability.During 2007, the first full year in which the internal
recruitment team recruited on behalf of the Group, there was a
decrease from 18 to 10.2 weeks in the time required to fill a vacancy.
VINCI PLC directly engaged 115 candidates.
By having a preferred-recruitment supplier list in place it encourages
a loyalty commitment, which, based on agreed parameters, helps to
develop more efficient relationships and, consequently, a more costeffective recruitment service. This is illustrated by the fact that the
average placement fee has been reduced from 4,995.36 to 3,184.15
during 2007.
Fig 2. Workforce Breakdown

n Professional, technical and support staff 1,820
n Operatives
1,194
n Management
87
Fig 3. Voluntary Turnover

16.0%
2007
16.7%
2006
16.2%
2005
0
10
12
14
Percentage of Total Employed

14
16
18
20
2007 Achievements
VINCI PLC Employee Satisfaction Survey

An internal employee satisfaction survey was carried out in 2007, which
provided valuable information on employee perceptions in the areas
detailed below. It also enabled us to assess the effectiveness of the
systems and working practices we employ to establish whether or not
they are having a positive impact on employee morale(Fig 4).

Professional Life
Leadership and Planning
Communication
Development and Training
Motivation, Recognition and Benefits
Teamwork and Co-operation
Equal Opportunities
Work/Life Balance
Benefits Package
During 2007, the Group continued to review the benefits package on
offer to employees and plans to introduce further schemes which will
further improve the personal financial position of individuals as well
as enhancing their benefits package. These include the introduction of
Income Protection policies, together with Flexphone and Cycle to Work
initiatives.
Staff turnover for the year was 16% and in

its core business units was as low as 14%
development opportunities available to
our workforce has contributed towards an
employee satisfaction index of 92%
The Advanced Diploma in VINCI PLC
Quantity Surveying was launched in
partnership with the University of Derby.
The first group of 14 students began the
course in July 2007
VINCI PLC supported six school events
reaching around 600 pupils and four
employment careers fairs. 14 Students were
also given 1 to 2 weeks work experience
78% of our business is now covered by the
Investors in People (IiP) standard (based on
turnover)
We have 384 employees registered on
vocational training courses, ranging from
NVQs to graduate development
Fig 4. VINCI PLC Employee Satisfaction Survey Results

n Totally satisfied
n Very satisfied
n Quite satisfied
n Unsatisfied
n Very unsatisfied
We have reduced the number of days

absence from work from 7.01 days
per person in 2006 to 4.3 in 2007, as a
result of the effective deployment of our
occupational health strategy
13%
36%
42%
7%
2%
15
1. VINCI PLC Development Workshop

2. Advanced Diploma in VINCI PLC Quantity Surveying
3. Barking College Training Partnership
Stronger Relationships with Schools, Universities,

Employment Organisations and Charities
We are extremely keen that our employees should have every
opportunity to benefit from personal involvement with schools,
universities, employment organisations and charities. It encourages,
we believe, a greater sense of social responsibility and a deeper
understanding of the demands of life outside the corporate world
of VINCI PLC.
It demonstrates the seriousness of our commitment to a corporate
social responsibility ethos that exists to constantly better our
relationships with the public in general and the individual in particular.
Evidence of this ethos in practice is the number of initiatives VINCI PLC
has implemented to improve the image of the construction industry,
at the same time working with certain authorities and organisations to
improve recruitment standards and potential.
Work Experience Placements
VINCI PLC has signed up with a number of local education authorities
to offer short-duration placements to students. We have also piloted
two schemes in Kent to offer practical site experience for students
enrolled on full-time NVQ-status courses.
We constantly re-evaluate the content of placements and consult with
both students and teachers to improve the opportunities available, and,
in doing so, assist the development of key skills, in addition to giving
students greater insight into the various roles and disciplines within
the Group.
16
Full-Time Trade Student Placements

Supply Chain Trade Placements
Many sub-contractors struggle to offer apprenticeships due to a
relatively small number of employees. To assist, we partnered them
to create site experience and training for eight placements during 2007.
Land Drilling Apprenticeship Scheme
We are working in partnership with the British Land Drilling Association
and have e nrolled two employees on the pilot two-year Apprenticeship
Scheme. It is designed to take a company employee, who is beginning
a drilling career, through to the award of the National Vocational
Qualification (NVQ) in Land Drilling, level 2, as a Lead Driller.
The scheme is fully endorsed by CITB Construction Skills and forms
part of its apprenticeship programme for specialist trades.
Sponsorship
Throughout the Group, we have increased the opportunities offered to
individuals on construction-related courses. We have also developed
relationships with key universities that share our vision, which is to
improve the academic/intellectual skills and abilities of students in
support of the Companys long-term goal of improving its all-round
performance, and contribute to the successful expansion of the
construction industry.
A relationship that began with the sponsorship of students at
Loughborough University, Leicestershire, led to similar arrangements
with Southampton and Nottingham Universities. The courses are as
follows:
Loughborough University
BSc Hons Construction Engineering Management
BSc Hons Commercial Management and Quantity Surveying
MEng Civil Engineering
Southampton University
Nottingham University
Along with formal consortium memberships, we also offer sponsorships
to students on an ad-hoc basis at other leading UK universities.
The total number of sponsored placements increased during 2007
to 36, and it is our intention that this number should be increased
further in future years.
Advanced Diploma in VINCI PLC Quantity Surveying
One of the main initiatives in 2007 was to launch, in partnership with
the University of Derby, a bespoke course designed to provide VINCI
PLC with appropriately trained Assistant Quantity Surveyors to help
ease a shortage in the UK of these skills.
A group of 14 students began the course in July 2007, and all 14
achieved the required Diploma in February 2008. Due to its success,
further courses are being planned for 2008.
Barking College Partnership

Crispin & Borst has signed a formal agreement with Barking
College, Essex to offer support, resources and advice to students on
construction-related courses, which will allow the Company access to
the colleges most able students.
Chartered Institute of Building (CIOB) Partnership
In the summer of 2007, VINCI PLC signed a partnership agreement with
the CIOB in order to develop the qualifications and skills of VINCI PLCs
workforce. It was agreed to:
Devise a system to assess training and development needs
Arrange jointly with the CIOB for the appropriate training content
and delivery to be given to CIOB members
Encourage building staff to join the CIOB and facilitate progression
of staff through the CIOB membership structure
Hold a number of workshops across the Group to explain the
partnership agreement
Building Awareness and Promoting VINCI PLC
VINCI PLC actively promotes the industry by partnering with local
schools and colleges to provide opportunities for site visits, school
events, talks and presentations to students and work-experience
placements. The Company also takes part in annual National
Construction Week, working with Construction Skills.
Supporting Education Events 2007
VINCI PLC provided six school-activity events during a six-day period
involving 15 members of staff and attended by 600 students, a 100%
increase on 2005 (Fig 5).
We also took part in four Employment Careers Fairs, and 14 students
received between one and two weeks work experience within the
Group.
Fig 5. School Activity Events

600
2007
400
2006
300
2005
0
100
200
300
400
500
600
700
Pupils Attending
17
Fig 7. Apprenticeship Satisfaction Survey Results

Overall, how would you rate your current professional situation?
n Totally satisfied
n Very satisfied
n Quite satisfied
n Unsatisfied
n Very unsatisfied
n Not answered
Fig 8. Number of Employees Registered on Courses/Programmes

n NVQ
n Apprenticeship
n Sponsorship
n Current Formal Development
n Graduate
n University of Derby
Total Vocational Training
23%
42%
16%
3%
10%
6%
Learning & Development

Developing Skills
As a supporter of Investors in People (IiP), an organisation formed
to improve company performance through its employees, we are
determined to meet our ambitious targets of rolling out IiP across the
Group and to deliver Performance Appraisal Schemes to the entire
workforce. To do so will require the best efforts of all involved. To help
us achieve these targets, IiP has given us a framework upon which to
build. During 2007, accreditation and re-assessment was obtained by
Norwest Holst Limited and Crispin & Borst Limited. The chart (Fig 6)
details the coverage we now have across VINCI PLC of IiP based on our
turnover. (The figures dipped in 2006 as a result of acquiring companies
not accredited to IiP.)
The Group operates wide-ranging activities to assist in the
development of employees and to achieve the aims and objectives of
the business. These include:
166
37
36
116
15
14
384
Learning & Development Objectives 2008

Progressive roll out of National Vocational Qualifications (NVQs)
across all sectors
As a member of the MCG, remain committed tothe Fully Competent
Workforce Initiative (eg. CSCS, Engineering SkillCard, CISRS, JIB
PMES, JIB ECS, CPCS)
Supervisory Development, Introduction to Management,
Management Development and Executive Development programmes
Encourage membership of professional institutes
Undergraduate sponsorships, technician trainee schemes,
apprenticeship schemes and graduate programmes
Links with our Partnered Schools leading to post A-level students
being invited to participate in sponsored degree courses or
technician trainee places
Increase work-experience placements for students and teachers
Performance appraisal throughout the business at all levels to
include individual assessment on Corporate Social Responsibility
issues
Continue formulating training plans and their implementation in line
with the designated business plan
Implementation of competency-based appraisal by Investors in
People
Apprenticeships
Over the past two years, the number of trade apprenticeship
opportunities in electrical, bricklaying, carpentry and joinery, plumbing
and maintenance has increased across the Group to the current
number of 37.
A recent survey of apprentices showed that 81% were satisfied with
their current professional situation and that 75% were satisfied with
their future prospects (Fig 7).
Fig 6. Coverage of Investors in People across VINCI PLC
74%
2006
10
20
30
40
50
60
Percentage of Turnover
70
80
1,478
Qualifications
79.8%
2005
18
Fig 9. Qualifications and Professional Memberships
78.3%
2007
90
Memberships
100
250
309
500
750
1,000
Qualifications/Professional Memberships
1,250
1,500
Fig 11. Formal Off-the-Job Training Hours
National Vocational Qualifications (NVQs)

VINCI PLC has partnered a number of providers to offer their
employees the opportunity to undertake a range of NVQs. In particular
we have partnered with Thames Valley University to assist it in
gaining accreditation for NVQ programmes in Site Supervision and
Management.
There are 166 employees currently registered on NVQ schemes. We are
pleased to state that 79 employees completed their NVQ qualification
in 2007.
Management Programmes
VINCI PLCs management programmes have been devised to help
employees develop the correct strategies in dealing with decisionmaking and people-management challenges that are likely to await
them in management roles.Thirty-four employees have successfully
completed the existing programme.
n Clerical
n Facilitator
n HSE
n Induction/Toolbox
n IT
n Legal
n Personal Development
n Plant/Trade
n Quality
n Supervisory/Management
n Technical
60
42
11,834
1,296
2,550
990
1,341
2,253
1,239
132
1,584
Total hours
23,321
Occupational Health
As part of our commitment to the health and well-being of our
employees, VINCI PLC has continued to extend its occupational
health service and health-related benefits. During 2007, a further
Occupational Health Advisor was engaged by the Group to further
best practice, provide occupational related advice and manage
absence from work.
The Group also maintains a stress helpline for Employees which
is manned by persons from an independent organisation to ensure
confidentiality. This is in addition to the provision of a Health Care
Manager facility which mirrors the service provided by NHS Direct.
Again, this is supported by an external service provider. The emphasis
is on proactive support for persons who are absent, for any reason.
This reduces absence through an appropriate level of intervention and
rehabilitation.
Additionally, the continued roll-out of private health cover now sees
virtually all our employees covered by a policy of one type or another. In
addition, the roll-out of the Intranet-based Personal Health Manager, as
well as our renewed commitment to providing an Employee Assistance
Programme, underlines the importance with which occupational health
is viewed.
Facts and Figures

Vocational Training
See Fig 8.
Qualification, Professional Membership & CCS Figures

See Fig 9 and Fig 10.
Summary
See Fig 11.
Our efforts to reduce work absence figures saw a further fall in

the number of average days lost per person (excluding long term
sickness) from 7.01 days per person in 2006 to 4.3 in 2007 (Fig 12).
The figure for employees suffering from long-term absence (defined
as more than four weeks) also fell, to an average of less than one half
of a percent of the workforce at any one time during 2007.
Fig 10. Fully Qualified Workforce Initiative
Fig 12. Average Number of Days Absence from Work Per Person
1,478
Employees with CSCS or equivalent licence

1,070
Completed H&S Test

0
250
500
750
Employees
1,000
1,250
4.30
2007
7.01
2006
1,500
Days of Absence
19
2008 Key Objectives
Fig 13. Age Pyramid

1.79%
65+
18.78%
55-64
21.56%
45-54
24.10%
35-44
21.89%
25-34
11.88%
<24
0
10
15
20
25
30
Percentage of Employees
Equal Opportunities
VINCI PLC is committed to equal opportunities in all areas of
employment. No one individual, whether he/she be an applicant,
existing employee, client or sub-contractor shall be treated any
differently based on their gender, sexual orientation, age, marital
status, social class, colour, race, ethnic origin, creed, religious beliefs or
disability.
Management and directors are responsible for ensuring that VINCI PLC
engages and retains the very best workforce irrelevant of the factors
stated. Information and training has been provided to enable strong
leadership and advice in all areas of equal opportunities.
Table 4. Employees Ethnic Origin
African
0.59%
Bangladeshi
0.15%
Black British
0.15%
Black Caribbean
0.15%
British
78.36%
Caribbean
0.52%
Chinese
0.18%
European
1.88%
Indian
1.58%
Irish
0.49%
Mixed - W & B African
0.04%
Mixed - W & B Caribbean
0.21%
Other
1.94%
Pakistani
Undisclosed
0.34%
13.42%
VINCI PLC monitors its equal opportunities through a number of KPI

reports on ethnicity (Table 4), age (Fig 13) and gender. Current figures
for gender are:
Total number of employees3101
Male/Female ratio5:1
20
Reduce staff turnover further by improving

workforce stability. In turn, reducing cost,
disruption and loss of knowledge as a result
of staff turnover
Continue to review the benefits on offer
to our workforce and introduce, early in
2008, further schemes which enhance the
experience of working with VINCI PLC
Build on current partnerships,
geographically and in terms of business
stream, and continually assess and evaluate
opportunities to develop new sources of
recruitment
Continue the roll-out of Investors in People
to cover the entire Group and deliver
Performance Appraisal Schemes to entire
workforce
Comprehensive learning and development
objectives established for 2008 to facilitate
the development of staff and to achieve the
overall aims and objectives of the business
Continuing development of occupational
health strategy to reduce absence from
work
Health and Safety

Reportable Accident Incidence and Frequency
Rates overall, have continued to fall over the
last five years across VINCI PLC.
21
Health and Safety

VINCI PLC has long recognised the importance of its responsibilities in providing
a safe and healthy working environment for its employees and not endangering
other persons who would be affected by its operations. This is part of a total and
continuous commitment and drive towards excellence in this area.
Approach
For this reason, the measures incorporated in our Health, Safety and
Environmental Protection (H, S and EP) strategy play a central role in
the day-to-day management of every area of our business activities.
It is a strategy that is being continuously refined and, combined
with its rigorous training programme and the involvement of senior
management, works to strengthen, we believe, the professionalism of
VINCI PLCs ethical work culture.
H, S and EP is, in fact, so fundamental to the structure of the Companys
working practices that it comes under the direct responsibility of
the senior management team, and not members of the H, S and EP
Department alone.
The high standards of our H, S and EP measures were recognised by the
British Standards Institution (BSI) in 2001, when, following extensive
independent audits, Norwest Holst Limited was awarded certification
to the international standards OHSAS 18001 (Health and Safety) and BS
EN ISO 14001 (The Environment). We are delighted to say that Norwest
Holst Limited was one of the first major construction companies
throughout the industry to receive this certification.
We are also pleased to state that Norwest Holst Limited - 79% of
whose business, based on turnover, is covered by the OHSAS 18001
and BS EN ISO 14001 certification - has continued, year after year, to
maintain its certificated status.
One of our principal objectives for 2008 is to give every assistance
to VINCI PLC subsidiaries, Simplex Foundations Limited and Conren
Limited (surface coatings and finishes for floors, walls and roofs), so
that they, too, might be awarded the OHSAS 18001 and BS EN ISO
14001 certification.
Internal auditing is undertaken by the H S and EP advisors, who are
all BSI trained Lead Auditors. Our internal auditing programme is a
demanding process structured upon a policy document and devices
or tools to ensure proper planning, implementation/operation, and
checking or monitoring of the system, all of which is subsequently
reviewed. As a result, we can be confident that a continuous process
of improvement exists to meet the demanding standards of the
auditors, both internal and external.
Training
H, S and EP training is seen as being fundamental to a shared
experience, knowledge and level of expectation/performance. It is
a mandatory Group requirement that all directors and managers
attend the internal two-day Management of Health, Safety and
the Protection of the Environment course. The Chief Executive and
Directors have attended this course, along with other members of the
senior management team. H, S and EP Advisors also complete in-house
training courses. The total number of training days in 2007 was 820
which are broken down in Fig 15.
The latter part of 2007 saw the development of a residential
Behavioural Change course, with the first course taking place in
January 2008. The training has been targeted initially at front line
supervisors because they interface directly with our workforce and are
the most influential in bringing about change. This course, seen as a
key objective and which appears to have substantial impact, is being
continued throughout 2008.
VINCI PLC employs a team of full-time, professionally-qualified
H, S and EP Advisors. The Advisors are led by a Senior Advisor and an
Environmental Manager, both of whom report to the Group Director
for H, S and EP.
The role of the Advisors is to offer technical and other support to
the businesses that make up the Group. They also carry out internal
audits and inspections which are subsequently documented as a
part of a comprehensive monitoring system, a novel feature of which
is the scoring of seven key areas. Both low and high scores lead to
correspondence with the Group Director for H, S and EP as part of a
rigorous follow-up system. Directors of the individual business units
monitor the scores, as they frequently form part of their objectives for
the business in addition to revealing poor performance and trends.
Fig 14. OSHAS 18001 and BS EN ISO 14001 Certification Coverage
NOTE: Acquisitions during the year were excluded for the year of purchase,

but then included in the following year.
79%
2007
60%
2006
68%
2005
0
10
20
30
40
50
60
22
70
80
90
100
2007 Achievements
Site Visits & Audits
The Groups H, S and EP Advisors visited 842 sites during 2007.
Completed sites accounted for approximately a further 400 visits.
Total site visits for the year totalled approximately 1,250. Main
construction sites are visited, on average, once every three weeks,
although this can vary depending on the complexity of the job,
including the risks involved and the stage in the programme of works.
Visits are entered on a Strike Rate Chart, which enables managers to
see which sites are being visited and when.
The sites are scored by H, S and EP Advisors across seven areas, with a
score range of 1 to 10. Scores of five and below are deemed to be low
scores. In these instances, a formal memo is sent to a senior manager
responsible for the region/operation (to which a detailed response must
be given). High scores also prompt a formal memo, but this time of a
commendatory nature. The high and low score reports from over 1,250
site visits can be seen in the chart (Fig 16).
Reportable accident incidence and

frequency rates across VINCI PLC have,
overall, continued to fall during the last five
years
820 H, S & EP training days were held and
the development of a Behavioural Change
course completed
John Jones (Excavation) Limited and Crispin
& Borst Limited achieved certification to
14001 and 18001 (79% of VINCI PLC now
certified to these two standards)
Over 1,250 site visits and 71 formal audits
were carried out by VINCI PLC H, S & EP
Advisors
After 11 years of consecutive Gold Awards,
Rosser and Russell Maintenance received
the RoSPA Presidents Award again for
outstanding performance in health and
safety
Norwest Holsts Civil Engineering Division
received a RoSPA Gold Award
Fig 15. H, S & E Training Days

n Two day, H, S and E Protection Course for Managers 582
n One day, H, S and E Protection Course for Operatives 140
n Half day, Management Systems Training Course
32
n Half day, Site Waste Management Plans
57
n Half day, Manual Handling Training
9
Fig 16. High & Low Score Reports

86
Low
81
High
0
10
20
30
40
50
60
70
80
90
100
Reports
23
1. Project MoDEL, RAF Northolt

2. Gloucester South West Bypass
3. Hademore Level Crossing, Lichfield
Low Score Reports

The chart (Fig 17) offers an analysis of the scores arising from the H, S
and EP Advisors site visit reports. Because they are areas that produce
the highest number of deaths in the industry, working at height and
scaffolding are inevitably going to result in the highest level of scrutiny.
For this reason, the results should not cause surprise. At the same
time, management teams plan and monitor operations to ensure that
working at any height is undertaken in the safest possible manner.
Defects in documentation now form part of other areas and this was
not moved across from site presentation until half-way through the
year. This will have the effect next year of pushing up the other areas
category. Not using the most up-to-date documents is a common
complaint.
It is acknowledged that both high and low score mechanisms are rather
blunt tools, as there is no weighting to acknowledge the complexity or
size of the larger sites. This is an improvement objective for 2008.
Formal Audits
H, S and EP Advisors have been trained to the Lead Auditor standard
of the BSI. They completed 71 formal internal audits, with Corrective
Action Requests raised where necessary.
The final checking/monitoring role is undertaken by the Groups Chief
Executive who, with the Group Director for H, S and EP, regularly visits
managing and regional directors, and the operations under their control,
to encourage and assess their personal commitment and actions in
respect of health, safety and environmental protection measures.
Fig 17. Breakdown of Low Score Reports
While we believe regular assessment reviews at this level lead to

continual improvement, it was decided that we should go a step
further by holding Directors Best Practice Meetings to ensure that the
directors themselves can exhibit the highest standards of leadership
in H, S and EP. These meetings began in June 2003, and continue to
prove to be an important contributor in the sharing of knowledge and
all-round improvement of standards.
This initiative is run in parallel with the Major Contractors Group
(MCG), which was formed in 2001 following a challenge by the
Government to improve health and safety standards in the construction
industry. The common purpose between the two bodies has proved
to be very successful, leading to a common approach on all sites to a
number of important health and safety areas. These areas include:
Group (MCG) 2007 Focus Areas
Induction training
Exchange of best practice
Competence through Construction Skills Certification Scheme (CSCS)
Mandatory wearing of Personal Protective Equipment (PPE)
Assessment of sub-contractors
Promotion of arrangements to better manage occupational health
Worker consultation
29
Scaffolding / work from height
VINCI PLC has played a very active role in both defining the MCG
Strategy and in driving the initiative forward in ways best suited to
the needs of the industry. A representative from the business sits on
a working group which advises the CEOs of the MCG companies, in
addition to chairing the occupational health sub-committee.
17
Other areas
13
Site presentation
12
Access and tidiness

8
Welfare facilities
6
PPE
1
Environment
0
10
15
Reports
24
Reviews
These are carried out on a regular basis, and range from directors
formal comments on the scores given in advisors reports to the
production of annual operational objectives, which are specific to each
company. These objectives are used by the directors of each division
to target key issues, such as, for example, the safety of employees
working at height. H, S and EP are also included in the Annual Executive
Conference, where the CEO or Group Director for H, S and EP either
provides a paper or contributes significant input.
20
25
30
Health and Safety Statistics January 2003 - December 2007

Group companies accident and manpower statistics are published on a
rolling basis to ensure that managers always have the most up-to-date
information on which to take management action when it is required.
They are also advised by e-mail of accidents, which leads to prompt
investigation and remedial action.
Table 5 shows the reportable accident incidence and frequency
rates achieved by the Group companies in 2007. The incidence rates
are based on the number of persons employed and the number of
reportable accidents multiplied by 1,000. Frequency rates are based
on a similar calculation, but they relate to the number of hours worked
and are multiplied by 100,000. Because they are based on the hours
worked, the frequency rates give a much more accurate indicator of
performance.
The chart (Fig 18) shows the reportable accident performance of the
Group over the last five years. It is evident that both the reportable
accident incidence and frequency rates have continued to fall over the
period covered.
As can be seen from this chart, 2005 was an exceptional year, which
was always going to be difficult to better. But it is very much in line
with the Groups objectives of achieving zero accident performance.
Overall, the graph shows continuing downward trend over time in the
pursuit of this objective.
Table 5. Reportable IR and FR - VINCI PLC Companies Breakdown

2006 IR
Conren
Crispin & Borst
ECS
John Jones
2007 IR
2007 FR
9.2
0.5
1.7
0.1
10.1
0.5
McGill
5.8
0.3
14.2
0.5
NH Building Division
5.3
0.2
6.7
0.3
NH Civil Engineering
1.5
0.1
4.6
0.2
NH Engineering Services
5.2
0.3
7.2
0.4
NH Plant Division
NH Soil Engineering
2006 FR
6.8
0.3
14.7
0.6
PEL Interiors
4.5
0.3
Simplex - Composite
19.7
1.1
Weaver
Fig 18. IR and FR Rates
14
0.7
n Incidence Rate (IR) Left Axis

Frequency Rate (FR) Right Axis
12
0.6
10
0.5
0.4
0.3
0.2
0.1
0
0
2003 2004 2005 2006 2007
25
Non-RIDDOR accidents
These are accidents which result in more than three days absence but
are not reportable to the Health and Safety Executive (HSE).
Therefore, 20 accidents have not been included in the accident

statistics, although they are recorded here to ensure completeness and
transparency of the records.
The RIDDOR regulations do not demand that all accidents that result
in more than three days absence must be reported to the HSE. The
wording below which comes from the RIDDOR regulations, defines the
circumstances in which a report has to be made.
Examples of the causes of this type of accident are:
Regulations 2(2) (c) of RIDDOR states that an accident or a dangerous

occurrence which arises out of or in connection with work shall include
the reference to an accident or dangerous occurrence attributable to
the manner of conducting an undertaking, the plant or substances used
for the purpose of an undertaking and the condition of the premises so
used or any part of them.
The official guidance on the regulations is vague on this point but the
reader is left with the impression that there needs to be some defect
in the conduct of the undertaking (the Companys activities), the plant,
the use of substances and the condition of the premises that causes
the accident, before it becomes reportable.
An engineer working directly for the Company stepped down from

a pavement onto a roadway and fractured his ankle; there were no
defects in either the pavement or roadway. This person was absent
from work for 35 days.
A sub-contractors employee was absent from work for four days, but
not due to an accident at work.
These accidents illustrate the need for a thorough investigation, not
only by the H, S and EP Department, but also by the site management
team, which must carefully assess and challenge the circumstances at
the time of the event.
Above: Site Health and Safety Poster developed internally by the H, S and EP Department to address priority issues
26
2007 Brief Overview

January
A serious accident occurred at a Crispinteriors contract when an
employee of a sub-contractor fell through a floor opening which was
being used to raise sections of steel framework. He suffered serious
injuries to his lower back.
February
John Jones (Excavation) Limited achieved certification BS EN ISO
14001:2004 and OHSAS 18001:1999.
A serious accident occurred at a Simplex Foundations Limited contract
in Boston, Lincolnshire, when the Site Foreman was trapped between
a piling rig and a pile clamp. He sustained very serious leg injuries,
which led to the amputation of a leg below the knee joint. He has since
returned to work.
May
Commendatory memos, signed by the Group Director for H, S and EP,
were introduced in recognition of consistently high scores in seven
areas of health, safety and environmental protection practices.
October
Crispin & Borst Limited achieved certification in BS EN ISO 14001:2004
and OHSAS 18001:1999.
November
The H, S and EP policy document of the Building and Civil Engineering
Divisions of Norwest Holst Limited was rewritten to include
Construction (Design and Management) Regulations 2007 and the
HSC/IOD Guidance on senior management leadership.
The final stages of the development of an in-house Behavioural Change
course entitled Step Up was completed.
December
The prosecution of Norwest Holst Limited and Costain, working
together on a joint venture project at Hungerford Bridge in London,
took place at Croydon Crown Court, Surrey. It followed the death of a
welder in 2002 who left a safe working platform to climb over guard
rails and cut welds without authorisation. The structure he was working
on collapsed, causing him to be fatally injured. Both companies were
acquitted after a short hearing. However, following an appeal by the
Health and Safety Executive, the case will be heard in the Court of
Appeal in 2008.
Rosser and Russell Maintenance received the RoSPA Presidents

Award for an outstanding performance in health and safety at work
over a period of eleven years. The Presidents Award is given to
businesses which have received the RoSPA Gold Award over a period
of at least ten years.
Norwest Holst Limited Civil Engineering Division received a RoSPA Gold
Award.
27
2008 Key Objectives
Near-Miss Reporting
Group companies reported 132 near-miss accidents in 2007.
However, this figure suggests inadequate reporting when compared
with the ratios from the Bird/Heinrich pyramid*1. This is a difficult
area to address however, management teams are persisting in their
attempts to bring about an improvement in this area. This is because
action in the near miss zone reduces the chance of accidents and
events further up the pyramid. An objective for 2008 is to improve
the reporting of near-misses, which should come about through
the Behavioural Change course mentioned earlier. In the meantime,
management teams are persevering in their attempts to bring about
the required improvements in this area.
Improve the reporting of near-misses. This

could be a by-product of the Behavioural
Change course
Health and Safety Executive Visits

The chart (Fig 19) details 33 visits to the Groups site operations by the
enforcing authorities, primarily the Health and Safety Executive. The
majority of visits required no action, or a written response confirming
that a minor defect had been satisfactorily corrected by the site team.
The visits in the main were routine and unannounced. However, some
related to current Health and Safety Executive campaigns, while others
related to specific events, such as accidents or complaints.
Introduce a more sophisticated high

and low score reporting mechanism to
acknowledge complexity and size of
contracts
All action points were satisfactorily resolved.

Fig 19. H, S & EP Visits
n No action
n Write back
n Report back
n Minor action
n Interview
n Stand down rig
n Improvement notice
n Prohibition notice
16
8
2
2
2
1
2
1
*1 - Heinrich and Bird compiled research on cost and predictors of accidents. The research
carried out by Frank E Bird, who investigated 2,000,000 accidents, showed that for
every event leading to major injury there can be as many as 10 causing minor injury,
30 causing property damage and hundreds that resulted in neither injury or damage.
This is usually illustrated by Birds triangle. In principle, Birds triangle can be extended
downwards to encompass lesser events and occurrences in ever larger numbers, so
if the numbers of near misses can be reduced, thus the frequency of the incidents
towards the top of the triangle should be smaller.
28
Roll-out of the Behavioural Change course

across VINCI PLC
Work closely with Simplex Foundations
Limited and Conren Limited to add them to
the 14001 and 18001 certification
Bring all H, S & EP documents up to date,

starting with each companys policy
document
The Environment
In our offices, factories and depots we use some
4.1 GWH of electricity each year. Approximately
one half of our electricity consumption,
1.9GWH, is now from renewable sources.
29
The Environment
Concerns are continuing to increase over the adverse impact that society and
industry at large is having upon the environment. It is an issue that in recent years
has, in fact, been of significant importance to VINCI PLC, during which time we
have been constantly monitoring our activities, both in terms of environmental
management and performance.
However, we had not, until recently, collated this information and put it to effective
and practical use. In order to do so, we recruited in 2007 a Group Environmental
Manager with the brief to introduce significant improvements to many aspects
of our operations.
In this first CSR report, we are marking what we believe to be an

important starting point regarding the reporting of environmental
performance.
The environmental reporting statistics presented here indicate how
we are striving to minimise the negative environmental impacts of our
operations, as well as introducing continuing improvements in our
environmental and business performances.
With the support and commitment of all our staff and clients,
we intend to lead our competitors in demonstrating innovative
improvements at every level of environmental performance. We shall
report annually on our progress.
Environmental Management System - ISO 14001
Group companies all work to a fully-integrated health, safety and
environmental management system. Of the 12 Group companies and
operating divisions, five have been independently certified to BS EN ISO
14001 and OHSAS BS EN 18001 by the British Standards Institute (BSI).
The seven smaller companies and operating divisions operate internal
environmental management systems that are compatible with the
ISO standards. Crispin & Borst Limited and John Jones (Excavation)
Limited joined the list of those companies certified to the international
standards during 2007. It is intended that during the next two years,
Conren Limited, Simplex Foundations Limited and PEL Interiors Limited
shall be the next companies to become independently certified. The
five companies certified at present represent approximately 80% of
Group turnover (Fig 20).
At the start of 2008, we further developed our Environmental
Procurement Policy to improve the environmental performance of not
only our material suppliers, but also of our sub-contractors. During
2008, we also aim to implement an Environmental Travel Policy to
encourage employees to reduce their travel carbon footprint.
Fig 20. 14001 and 18001 Certification Coverage
79%
2007
60%
2006
68%
2005
0
10
20
30
40
50
60
30
70
80
90
100
Office Environmental Management

Everything we do has an impact on the environment, whether it is
travelling to work, a complex refurbishment contract, physical or
chemical testing of soil samples, a major civil engineering project, or
simply making a cup of coffee.
We have 28 permanent office, depot and factory locations throughout
the UK. Of these locations, 14 operate independently-certified,
environmental management systems, and a further five operate noncertified environmental management systems. Seventeen locations
employ some form of recycling; some office locations are small, with
only a few permanent staff.
Of our 28 permanent office, depot and factory locations, we have
collated energy, fuel and water use at 12 offices and eight depots/
factories. Based on an initial assessment undertaken at the end of
2007, energy and water use at these locations is shown in the table
below.
Table 6. Average Usage
Usage
Average electricity use in offices
156kwh/m2/yr
Average electricity use in depots and factories
168kwh/m2/yr
Average gas use in offices
119kwh/m2/yr
Average gas use in depots and factories
63kwh/m2/yr
Average water use in offices
9.7m3/pn/yr
Average water use in depots and factories
1.2m3/m2/yr
Average gas use in depots and factories is lower overall than in offices,
as three of the larger facilities are heated by gas oil. The floor areas
are also larger in these facilities, reducing the average use per square
metre of floor area.
Average water use in depots and factories is being measured against
floor area, rather than per person, as it is processes that use the
majority of mains water supply. Last year our total use of electricity,
fuel and water in permanent office locations equated to some
4,197,500kwh of electricity, 1,593,900kwh of gas, 18,685m3 of water
and 71,500 litres of gas oil.
In 2008, all permanent offices, depots and factories will record
electricity, gas, water and heating oil use in order that the
environmental performance of these facilities can be efficiently
monitored.
2007 Achievements
Towards the end of 2007, we developed and implemented our

Environmental Easy Wins strategy, which sets objectives intended to
improve the environmental performances of all permanent offices.
Key successes include:
Changing electricity supplies to green energy in the four main
offices
Changing all general office paper, including letterhead, copy paper
and publications to recycled paper
Expenditure on green office stationery and materials during 2006
was 12.3%. This increased to in excess of 16% at the end of 2007
Setting all printers to double-sided, black and white as default
(we estimate that this should reduce our use of paper by some 40%)
In our offices, factories and depots we use some 4.1 GWH of
electricity each year. Approximately one half of our electricity
consumption. 1.9GWH is now from renewable sources.
Computer Aid
According to the European Environmental Agency, electronic rubbish
is growing three times faster than other waste due to the speed of
progress in the IT sector. Rather than send all our IT equipment to the
recycling plant, VINCI PLC sends its unwanted hardware to developing
countries in Africa through the charity Computer Aid. To date, we have
sent the following equipment to Computer Aid:
Table 7. Equipment Sent to Computer Aid
No.
PCs
110
Monitors
96
Laptops
35
Printers
31
Servers
Total
In our offices, factories and depots we use

some 4.1 GWH of electricity each year.
Approximately one half of our electricity
consumption, 1.9GWH, is now from
renewable sources
Published environmental reporting data
which indicates how we are striving to
minimise the environmental impacts of
our operations
Through the charity Computer Aid, we
have sent 278 pieces of IT hardware to
developing countries in Africa
The Hademore Level Crossing project has
achieved a rating of Very Good (74.1%)
under the Civil Engineering Environmental
Quality Assessment and Award Scheme
(CEEQUAL)
6
278
31
1. Tree Transplanting, Priory Park, Reigate

2. EcoCabins, Lancaster University
3. Sound Level Testing, Upper Gungate Bridge, Tamworth
We have established national contracts with service providers for

environmentally friendly office materials, green electricity, low
energy IT equipment and recycling services. For implementation in
2008, we are currently looking at providing Fair Trade tea, coffee and
sugar, establishing recycling in all offices (including sites) and providing
energy-efficient hot water machines to replace wall-mounted boilers
and kettles.
As a Group, we support, and are members of, the following Wildlife
Trusts:

Cheshire Wildlife Trust

Derbyshire Wildlife Trust
Herts & Middlesex Wildlife Trust
North Wales Wildlife Trust
Supply Chain
We are working closely with key suppliers to improve environmental
performance on all our projects. This includes the further development
of a Procurement Policy that supports clients requirements for
sustainable construction, focusing on procurement of timber from
Programme for the Endorsement of Forest Certification (PEFC) approved
sources, energy efficiency, use of recycled materials and waste
minimisation.
All sub-contractors are subject to a stringent assessment process. This
includes working with them to ensure that they are capable of meeting
our requirements for exemplary health, safety and environmental
performance. We are refining our lists of approved sub-contractors and
suppliers to ensure that we can confidently provide our clients with the
level of service that we would expect to provide ourselves if we were
carrying out the work directly.
As part of the Major Contractors Group Strategy, we are actively
supporting the development of an industry-wide sub-contractor
assessment, focusing on competence, training and performance
monitoring of key services.
32
Group Services
VINCI PLC provides central administration support for many of its
Group companies. These services include: property management and
insurance, office servicing (energy and water), fleet services (Company
cars and vehicles) and recycling services.
Vehicle Fleet
VINCI PLC provides 820 Company cars to employees and a further 550
vans and commercial vehicles. Around 350 of our employees use their
own vehicles when on Company business. Fuel use is monitored for all
vehicles used on Company business.
Table 8. Fuel Usage
Diesel
Unleaded
Four star
LPG
3,250,000 litres
339,500 litres
700 litres
2,163 litres
Fuel use is one of our most significant environmental aspects and is

a target area for improvement in future years. During 2008 we plan to
continue to monitor fuel use in all vehicles, with a view to establishing
a benchmark against which to measure improvement against turnover.
John Jones (Excavation) Limited
John Jones closely monitors fuel used by its earthmoving plant on a
project by project basis. During 2007, John Jones plant used 4,830,000
litres of diesel, around 50% more than the entire VINCI PLC vehicle
fleet (including employee-owned cars). This does not indicate poor
performance but is a reflection of the large earthmoving contracts
carried out by John Jones. The Company operates a fleet of modern,
well-maintained plant, which assists in keeping fuel use at as low a
level as can be realistically expected from this type of operation.
During 2008, John Jones (Excavation) Limited plans to continue to
look into means of reducing fuel use and benchmark fuel use on
earthmoving contracts.
Construction Industry Performance

The Construction Industry is often cited as being a significant polluter
of the environment. Site activities clearly have the greatest potential in
this respect. Regrettably, despite recent improvements in performance,
incidents involving hazardous waste, fly tipping and polluting of water
courses are still common in the industry.
VINCI PLC Incidents
VINCI PLC always endeavours to carry out its activities with a primary
aim of reducing to a minimum the potential for pollution of, or harm to,
the environment. The success of the Groups strategy in this respect is
reflected in the small number of events reported. However, there were
two significant environmental incidents during 2007.
On 24th May, Norwest Holst Limited Building Division, was prosecuted
by Highbury Corner Magistrates Court for nine offences in connection
with noise nuisance, under the Control of Pollution Act 1974. The
Division pleaded guilty to the offences and was fined 3,650 plus
3,488.17 costs.
The source of the noise offences was 7 Dials project, in Covent Garden,
which involved the repair and redevelopment of a fire-damaged
warehouse. The nature of works and the location of potentiallysensitive noise receptors, immediately adjacent to the building site,
meant that some disturbance from the demolition and construction
works was inevitable.
Despite the best endeavours of the project team to minimise
noise nuisance, management of deliveries to the building site and
management of the activities of sub-contractors proved to be
extremely difficult, which resulted in a small number of events being
undertaken outside of the agreed working hours. An example involved
a scaffolding contractor erecting a scaffold at the weekend, because
of concerns about traffic, without Norwest Holst site management
knowledge, therefore jeopardising the safety of his workforce. Another
concerned noise associated with the sweeping of water during and
after heavy rainfall.
However rational and logical these events may appear to the persons
concerned, this undesirable impact on the local residents was
regretted.
Since the incident, we have extended the Group requirement for
registering with the Considerate Constructors Scheme (CCS). Whether
or not registration to the CCS is required by the client, we shall register
the projects if they fall within set qualifying criteria. (Details of these
registration criteria can be found within the Civic Involvement section.)
During early November 2007, an unusual set of occurrences led to a
leak of some 1,500 litres of diesel into a small brook from an indoor oil
tank fuelling Conrens central heating system at its Wrexham factory.
Prompt action by the Environment Agencys emergency response
teams and Conrens staff helped prevent the majority of the oil leaving
the site boundary. The clean-up costs approached 20,000.
Staff at Conren deeply regretted the incident and emphasised to the
Environment Agency their commitment to the environment and the
importance it has to the manufacturing business. Because of the
professional response from the Company, no legal action resulted from
this event.
VINCI PLC subsequently issued an advice note to all Group companies,
suggesting that they further review their heating systems to ensure
that a similar incident should not occur in the future.
Potteric Carr Nature Reserve
Norwest Holst worked closely with the Yorkshire Wildlife Trust
during the refurbishment of the bridge at Potteric Carr to the mutual
benefit of the Company and the trust:
May I thank you for the close liaison which you have undertaken
with us throughout the contract and just as you have been able to
help us on various matters, I hope you feel the involvement of the
trust in the process has been of assistance to you also.
Roger Mitchell, Project Manager, Potteric Carr Nature Reserve.
33
Environmental Reporting
Commencing early in 2008, VINCI PLC locations and sites intend to
monitor and record the following environment-performance data.
Electricity, fuel and water use
Waste re-used, recycled and disposed
Expenditure on purchase of Programme for the Endorsement
of Forest Certification (PEFC) certified timber
Use of F-gases (gases used mainly in refrigeration whose
use is monitored following the Kyoto Protocol)
Impacts (or improvements) to biodiversity
Overall environmental performance
This is the first year that VINCI PLC has published its environmental
reporting data. We have undertaken targeted measurement initiatives
in the past, an example of this being, undertaking Carbon Foot Printing
exercise of our Group operations. We plan to be in a position next
year to report on the environmental performance of the entire range
of our activities, from site investigation and chemical testing, through
manufacturing, construction, refurbishment and facilities management.
In reviewing our businesses reported data for 2007, clear objectives
for 2008 consequently emerged, the progress of which we intend to
carefully monitor throughout the year and highlight in our 2008 CSR
report.
34
Complying with and Influencing Legislation

In 2008, Site Waste Management Plans are due to become a
legal requirement for construction projects in England and Wales.
Throughout the VINCI Group, we have developed and implemented
our own Site Waste Management Plans, which were first introduced
in January 2007. This initiative has not only prepared the Group
companies for the forthcoming legal requirement, but it is also
improving our overall management, re-use and recycling of waste. We
hope to be able to report on significant reductions in waste generated
during construction in future years.
During 2007, VINCI PLC Group companies representatives were invited
to participate in various consultations for forthcoming environmental
legislation, including the Environmental Permitting Regulations, the
requirements for Site Waste Management Plans and the Environment
Agencys proposed revisions to the Waste Management Licensing
regime. We also provided a response to the Governments draft UK
Strategy for Sustainable Construction.
Some Group companies are members of industry working groups and
these have been actively examining ways to improve environmental
performance and sustainability. These organisations include the Major
Contractors Group, the Civil Engineering Contractors Association and
the Department of Healths ProCure21 team, which has been tasked
with improving sustainable construction for new healthcare facilities
developed in the ProCure21 programme.
Hademore Achieves Very Good CEEQUAL Rating

The environmental standards to which Group companies aspire
are exemplified by Norwest Holst Civil Engineering Division in the
Hademore Level Crossing project, Lichfield.
In addition to identifying the strength of environmental performance at

project level, the scheme, which assesses 12 key environmental areas,
also assists in highlighting areas where environmental performance can
be improved.
The 8m project, which included the construction of two replacement

bridges across the West Coast Mainline, as well as new and
replacement roads either side of the bridges, was in close proximity to
neighbouring properties, a watercourse and listed structures.
Table 9. CEEQUAL Percentage Scores for Hademore Level Crossing
Landscape Issues
75.0%
Even though there was no specific requirement for enhanced

environmental protection measures as part of the contract, those
adopted by Norwest Holst Civil Engineering Division were of a
standard that was judged to be Very Good by the Civil Engineering
Environmental Quality Assessment and Award Scheme (CEEQUAL),
which was introduced in 2000 to measure environmental performance
and reward projects for exceeding legislative compliance.
Ecology and Biodiversity
50.0%
The areas in which Hademore Level Crossing scored well included

Project Environmental Management, Protection of Water Resources,
Minimising Nuisance to Neighbours and Good Community Relations.
Project Environmental Management

Land Use
89.5%
100.0%
Archaeology and Cultural Heritage
100.0%
Water Issues
83.3%
Energy
34.2%
Material Use
81.9%
Waste Management
50.0%
Transport
62.1%
Nuisance to Neighbours
97.4%
Community Relations and Joy in Use
89.5%
Total
74.1%
35
2008 Key Objectives
Below: Wood Green High School
BREEAM
Zero environmental incidents
British Research Establishment Environmental Assessment Method.
Publish more comprehensive environmental

reporting data on the entire range of our
activities
BREEAM is the set of guidelines and requirements produced by the

Building Research Establishment to assess the environmental and
social impact of a project, in terms of its conception, its design, its
construction and its final use. Actions executed before, during and after
the project achieve points or credits to produce a BREEAM rating.
There are currently four levels of rating, pass, good, very good and
excellent; with a new level, Outstanding, to be introduced shortly.
Norwest Holst Building achieved a Very Good rating for the
construction of the Wood Green High School during the year. Three
other projects were subject to assessment during 2007, with a
further 16 currently registered for assessment in 2008.
The Governments forthcoming Strategy for Sustainable Construction
will state that from 2010, all new governmental buildings will achieve
BREEAM Excellent and all refurbishment projects will achieve Very
Good. Our experience puts the group in a strong position to advise
clients and developers on how to achieve high BREEAM ratings at the
outset.
36
Develop an Environmental Travel Policy to

encourage employees to do more to reduce
their travel carbon footprint
All sites regardless of size or value will produce
and operate to Site Waste Management Plans
Conren Limited to achieve the environmental
management standard ISO 14001
Civic Involvement
Strengthening our support of regional,
national and international charitable causes
led to a 74% increase in the amount
contributed from the previous year.
37
Civic Involvement
A measure of the success of a company can be gauged by the degree to which it is
involved with charities and good causes unrelated to its day-to-day business-based
activities. Through our relationships with such organisations, whether it be through
direct financial aid or employee participation, we are able to share the fruits of
our success to improve the lives of the disadvantaged and disaffected, in the
UK and overseas.
Charity Support
Action was taken during 2007 to improve the efficiency of VINCI PLCs
support of regional, national and international charities through the
formation of a Charity Committee and the introduction of a Charity
Policy.
The committee, with membership made up of key representatives
from VINCI PLC, was created following a review process by a senior
management team, which recognised that a more consistent and
centrally co-ordinated approach was required in the allocation of funds.
Its first remit was to improve the efficiency of this process through
establishing certain principles, which have been embodied in the
Charity Policy, to assist in the identification and selection of the most
appropriate charities and causes.
Donations
VINCI PLC is pleased to state that in 2007, a total of 52,774 was
contributed in donations to charities and similar organisations, an
increase of 74% on the previous year. The total amount raised, which
included contributions from employees charity fund-raising efforts,
was 63,119 (Fig 21 & Fig 22).
World Medical Fund

Following a presentation by the World Medical Fund (WMF), the
Charity Committee agreed to donate 5,000 to support WMF in
delivering medical care to children in Malawi.
The WMF Childrens mobile clinic, which works to reduce the number
of child deaths and illnesses by providing free medical care, treats over
30,000 sick children every year in a country where one in five will die
before reaching their fifth birthday.
The Companys donation will fund the supply of Anti-retroviral (ARV)
drugs for the treatment of children suffering from full-blown AIDS.
The WMF is currently treating 18 children in Malawi, all of whom are
reported to be in excellent health, compared to the 25% mortality rate
in the first three months for those relying for treatment on district and
mission hospitals.Our donation means that the WMF will be able to
treat a further 20 children, aged between two and 13.
The Story of Christmas Appeal
VINCI PLC has supported The Story of Christmas appeal for many years.
The annual Christmas celebration takes place at St Georges Church,
Hanover Square in London and since the first appeal in 1978, The Story
of Christmas has raised more than 3.8 million for charities helping the
homeless, disadvantaged children and young people.
The Lighthouse Club
This registered charity, supported by Norwest Holst Limited for many
years,is dedicated to giving aid and assistance to construction workers
and their families who suffer accident or ill health.
Water Aid and Liverpool Alder Hey Childrens Hospital
The Norwest Holst Civil Engineering Division was one of the supporters
of this years United Utilities Family Day. The event raised a total of
6,250 in support of Water Aid and Liverpool Alder Hey Childrens
Hospital.
Fig 21. VINCI PLC Charity Contributions
Fig 22. VINCI PLC Charity Involvement

49,885
2007
2006
30,382
2006
2005
30,605
2005
10,000
20,000
30,000
40,000
Contribution ()
38
50,000
61
2007
60,000
41
71
0
10
20
30
40
50
Number of Charities
60
70
80
2007 Achievements
Employees Fund-Raising
Many of our employees regularly take part in raising money for a
variety of worthwhile causes. In recognition of their fund-raising
efforts, VINCI PLC encourages those taking part to apply for a
contribution from the Company.
Strengthening our support of regional, national

and international charitable causes led to
a 74% increase in the amount contributed
compared to the previous year
Race for Life

Six employees from the Norwest Holst Building Division took part in
the 2007 Race for Life, raising 4,617 for Cancer Research.
London Marathon
A number of employees once again took part in the London
Marathon, raising 2,500 for charities, including BLISS, the
premature baby charity and LAM Action, a small charity supporting
patients with a rare lung condition.
Great Ormond Street Childrens Hospital

The London region of Crispin & Borst donated proceeds from a
number of fund-raising events totalling 750 to Great Ormond Street
Childrens Hospital.
Breast Cancer Campaign Charity Darts Night

Following a successful Race Night earlier in the year, Crispin & Borsts
Building and Facilities Division hosted a follow-up event in the form
of a Charity Darts Night. The two events raised a total of nearly
1,800.
Three projects to further help the

disadvantaged into employment and
strengthen the social fabric of local
communities were selected toreceive grants
of 15,000 each from the VINCI Foundation
We worked hard to positively engage with
the community - 92 community events were
organised, which equates to 944 hours or 94
working days of community service
In the Considerate Constructors Scheme
a number of our sites scored well in excess
of the industry average, with four awards
being received from the Scheme. Our overall
average was 33, which exceeds the industry
average of 30
Encouraging Employee Involvement

One of the objectives for 2008 is to encourage greater employee
participation in fund-raising events and community relations initiatives.
This encouragement will take several different forms, ranging from
providing time off to allow employees to plan and participate in events
to evaluating the extent of employees participation in charity events
through the Companys individual performance appraisal system.
39
1. ASCEND Job Club

2. Milton Keynes Hospital Multistorey Car Park opening
3. St John Fisher Primary School, Perivale, Middlesex
VINCI Foundation for the City

The VINCI Foundation for the City was set up by our parent company,
VINCI, to encourage Group employees to become involved in initiatives
to help the disadvantaged into employment and strengthen the social
fabric of local communities.
Three projects proposed by VINCI PLC in 2007 have been selected
toreceive funding of 15,000 each.
ASCEND
ASCEND is an organisation local to our head office in Watford, Herts,
which aims to reduce social deprivation by improving basic skill levels
to all adult age groups.
ASCEND was proposed for VINCI Foundation fundingin order to
supportcandidates during a period of work experience at our head
office.
Funding by the VINCI Foundation has enabled ASCEND to provide a
Guidance and Client Support Worker who willprepare the candidates
for work experience and provide supportduring the placement itself.
In addition to representing VINCI PLC on the VINCI Foundation, Director

of Human Resources, Colin Jellicoe, has been attending the weekly
ASCEND job club to help with CV preparation and careers advice.
40
Community Links
For 15 years, VINCI PLC has supported Community Links, a communitybased organisation in Canning Town, east London, formed to help
children, teenagers and adults in deprived neighbourhoods.During this
time, the Company has given financial support for the employment of
an Education Co-ordinator and taken part in the annual fund-raising
Go-Karting event. Most recently, our employees donated unused and
good-as-new toys to the Community Links Christmas Appeal.
The VINCI Foundation has agreed to contribute 15,000 towards
the Community LinksEmpowermentProgramme,which provides
training, supervision and support for members of the local community
to become Community Links volunteers and occasionally employed
workers.
A member of our Human Resources department is due to help pilot the
scheme, in addition to running a quarterly one-day workshop to help
with CV preparation and advice on interview experience. In addition,
Crispin & Borst has agreed to provide work experiencein areas such
asdecorating, bricklaying and carpentry.
NACRO
The VINCI Foundation has awarded the Bedford branch of National
Association for the Care and Resettlement of Offenders (NACRO),
the countrys leading national crime reduction organisation, a grant
of 15,000 insupport of its Score Project, which uses sport as a way
of engaging disaffected and socially-excluded young people aged
13-19.To maintain an ongoing link with NACRO, VINCI PLC has offered
to provide the teenagers involved in the Project with careers advice, as
well as help with CV preparation and interview techniques.
Community Relations
VINCI PLC strives hard to engage with the communities within
which it works as a statement of its commitment to their social and
environmental welfare, over and above that defined by law or expected
by our shareholders.
Summary Community Action

92 Community events
944 Hours of community service
94 Working days of community service
The data in Table 10 is based on an internal log, which records and

monitors all community events throughout VINCI PLC. The table
demonstrates the breadth and scope of the community activities we
engage in, from site visits for local school children to liaising with local
street artists and involvement in site-safety colouring competitions.
Table 10. Extract from Log Kept to Record Community Involvement
Contract/Site
Location
Number of Site
Staff involved
Total Hours
Community Activity
Spent on Activity
Sacred Heart School
Ruislip, Middlesex
16
Escorted visits for over 22 children on 3

separate occasions around new classrooms
and site of next phase.
House of Fraser
Belfast
Lord Mayor visited for site tour.
Leicester Grammar School
Great Glen,
Leicestershire
10
50
Provided prizes and involvement with local

school in organising Site Safety colouring
competition.
Widnes Waterfront
Widnes, Cheshire
16
3 tours of site by students from St Helens

College, Merseyside.
Mortimer Estate
Camden, London
12
Green open day at Mortimer Estate.

Gift voucher donated as 1st prize for
childrens fancy dress party.
41
1 & 2. Street Art, Shannons Mill, Walsall

3. Priory Park Reigate, Surrey
4. Student Accommodation, University of Birmingham
5. Pupils from Adlington School, Kent, meet Ivor Goodsite at STOP 24
Park Restoration, Priory Park Reigate, Surrey

Crispin & Borst completed a 5m contract to restore the 18th and
19th-century style landscape of Priory Park in Reigate, Surrey. This
contract involved relocating 11 mature lime trees using a 38-tonne
tree spade, dredging the park lake and then re-filling it, ultimately
making it more attractive to wildlife. The lake is home to a variety
of wildfowl including swans, geese, ducks and moorhens. The project
management team, along with the client and local schools, organised
a visit to the lake for 450 children so that they could view the
redevelopment activities and gain a better understanding of the flora
and fauna of the lake and its surroundings.
3
42
Street Art, Shannons Mill, Walsall

During the construction of this 18m mixed-use development at
Shannons Mill in Walsall, Norwest Holst staff liaised with local
street artists to paint and decorate the hoardings on site. Street
Art is a diverse, constantly evolving art form that moves across the
derelict buildings, bus shelters and hoardings of cities across the
world. Typically, the term Street Art is used to distinguish contemporary
public-space artwork from territorial graffiti and it can be a powerful
platform for reaching out to the local community with positive
messages.
Community Engagement, University of Birmingham

Mason Hall is being constructed for the University of Birmingham
in the middle of its existing student accommodation at The Vale in
Edgbaston, Warwickshire. The Vale has a number of residences set in
a conservation area with a central lake and large grassed areas. This
makes the area a central point for university activities.
The location has therefore given Norwest Holst the opportunity to
provide practical assistance in support of a number of events held on
the campus. These include:
Construction of additional footpaths and fencing off wet areas of the
university grounds during excessive rainfall last summer
Provision of temporary fencing for the post examination summer
festival
Making good potholes on university paths and the provision of
temporary barriers for a university fun-run
Erection of temporary fencing, closure of footpaths and provision of
fire wardens during the universitys bonfire night firework display
Provision of stewards for university open days
Sponsorship of the universitys staff awards night
In addition, the site has accommodated a number of visits from the
University of Birminghams Department of Civil Engineering. This has
included groups of undergraduates and also post graduate research
students.
Considerate Construction in the Community
During the course of 2008, we plan to provide site teams with more
comprehensive information on our Considerate Construction in the
Community policy. This information will be provided through our
Intranet which will deal with all community relations issues, including
the deployment of the policy in supporting management controls and
methods of monitoring performance.
Fig 23. Sites Registered with the CCS

31
2007
A number of the following sites scored well in excess of the industry

average. Four awards were received, ranging from a Bronze Award for
Petchey Academy, London, to a Gold Award for Merrill School, Derby.

Bristol Broadmead MSCP

The Petchey Academy
Priory Park
Project MoDEL
34.5 & 35.5 M&S Maidenhead 35.5

35.5 & 35.5 Bridge Academy
33.5
34 & 35
Queen Anne Street 33.5
34 & 36
Fig 24. Average Considerate Constructors Category Scores

4.2
Considerate
4.1
Environment
4.0
Cleanliness
Neighbour
4.1
Respectful
4.1
4.2
4.1
Responsible
14
2005
All registered sites are measured against the CCS Code of Considerate
Practice. With a possible top score of 40 points, the code consists of
eight categories, with each one awarding between 0-5 points. Three
points in any of the categories indicates that a site has complied
with the code and is therefore operating beyond standard industry
requirements. The average score of all sites registered with the scheme
is 30. The chart (Fig 24) details the average scores achieved across
VINCI PLC in the eight categories. The overall Group average was 33.
Safe
18
2006
Considerate Constructors Scheme

To measure and control the impact of our construction operations
on the community, VINCI PLC registers appropriate sites with the
Considerate Constructors Scheme (CCS), which independently audits
our performance. Over 31 of our projects were registered with the
CCS during 2007 (Fig 23), an increase of more than 50% over the
previous year.
4.0
Cleanliness
Industry Average
10
15
20
Sites Registered
25
30
35
Score
43
2008 Objectives
1. Merrill Community College, Derby

2. Considerate Constructors Scheme Gold Award for Merrill Community College
Derby Schools PFI

SEAM Class A
Merrill Community College CCS Gold Award
Da Vinci Community College CCS Bronze Award

During 2007, the criteria used by businesses across VINCI PLC to
determine which sites should register was evaluated. As a result, a
more formal registration criterion was established in the autumn of
2007, which, we hope, will provide clearer guidance on which sites
should register. Encouraging more sites to register with the Considerate
Constructors Scheme is part of an overall objective for 2008 to improve
community relations throughout the life-cycle of the project.
Actively encourage more employees across

VINCI PLC to become involved in charity and
fund-raising events
Through the VINCI Foundation we will identify
future projects and initiatives to further
help the disadvantaged into employment
and strengthen the social fabric of local
communities
Develop the current individual performance
appraisal system to incorporate aspects of
social responsibility, such as participating in
community events
Increase the number of sites we register with
the Considerate Constructors Scheme and
provide guidance to ensure a consistent and
professional approach in the management of
construction operations within the community
2
44

71% of our customers surveyed believe
we are better than our competitors.
45

As a successful business, VINCI PLC continues to actively develop mutually
beneficial relations with its customers and suppliers. We recognise that we
have a responsibility to regularly review our business processes with a view to
improving quality and productivity, thereby enhancing our ability to create value
in a sustainable manner.In order to do this, we prefer to work with suppliers
and organisations that share our values and aspire to the standards we have
set out in this report.
The Petchey Academy, Hackney, Greater London

I am thrilled to be able to announce the opening of The Petchey
Academy in its state of the art, purpose designed new building on
Shacklewell Lane. The building is truly outstanding and is going to
offer both students and educators a marvellous facility to promote
learning and success.
David T. Daniels, Principal, The Petchey Academy
Customers
VINCI PLC depends on the continued good-will and support of its
customers. We therefore continually strive to better understand their
needs and expectations, enabling us to adapt to their requirements by
offering alternative and innovative solutions.
During 2007, we worked closely with our customers to continue to
develop a business ethos based on best value, partnering and all-round
performance improvement.
Jack Petchey Achievement Award

The Project Manager on the contract was awarded the Jack Petchey
Achievement Award for his work on Petchey Academy, which was a
27m project to design and construct a striking, three-storey Academy
in Hackney, Greater London. The academy provides an additional 1200
secondary education places for the children of Hackney.
It was a year in which we saw the continuation of key business

relationships with the following highly-regarded organisations:

Severn Trent Water

Network Rail
NHS
Prison Service
Royal Mail
Marks & Spencer

Thames Water
House of Fraser
Ministry of Defence Estates
British Nuclear Group
Education
The building businesses within VINCI PLC either commenced or
completed over 29 contracts during 2007 for the following customers
in the education sector:

Doncaster School Solutions Ltd

Birmingham University
Westminster Roman Catholic Archdiocese
Brunel University
The Diocese of Arundel & Brighton
University of Warwick
Derby City Council
The Petchey Academy Trust
London Borough of Brent
University of Liverpool
UPP Limited
Sandwell Metropolitan Borough Council
Land Securities Trillium (LGS) Ltd
University of Derby
Gloucestershire County Council
Derby Schools Solutions Ltd
Kent County Council
University College London
1. Petchey Academy, London

2. Guys and St Thomas Hospital, London
46
2007 Achievements
Wood Green High School College of Sport

Norwest Holst and the school worked very closely together from
the outset to ensure that the school and the construction company
were able to carry out their duties with minimal disruption to each
other.
Nicky Walters, Deputy Headteacher, Wood Green High School
Health
Guys and St Thomas Hospital
This 2.3m project was announced as one of the winners in the
Building Better Healthcare Awards 2007.
Pathology Laboratories for The Pennine Acute Hospital NHS Trust
In recognition of Norwest Holsts performance, the client on this
14m contract gave customer satisfaction scores of 89% and 90%.
Significant improvements have been made in

education and health facilities across the UK
through the commencement or completion
of over 29 education and seven health sector
contracts, with prestigious awards won in
design, service provision and innovation
Commitment to the development of effective
and efficient management systems across
VINCI PLC with 97% of the organisation subject
to third-party quality assessment
Customer satisfaction scores in the range of 7
to 8.6 out of 10 achieved in the performance
areas of product, service and defects, which
reflect our continued commitment to customer
service throughout VINCI PLC
Founding of a Purchasing Club by VINCI
UK companies to help identify and develop
synergies by working closely together to
reduce costs and improve processes across
the supply chain
2
47
1. Royal Mail First Class Supplier Award

2. House of Fraser
3. Gloucester South West Bypass
4. Decent Homes Initiative
Royal Mail
Crispin & Borst received a Gold Award in recognition of consistent
innovation and performance as part of Royal Mails First Class Supplier
initiative.
Retail
House of Fraser
PEL Interiors Limited continued its longstanding relationship with
House of Fraser through work on contracts in Londons Oxford Street,
a 10.2m contract for the fit-out of a new store in Bristol and a 12.3m
contract in Belfast.Projects were also carried out for BP, Marks &
Spencer and BAA.
2
48
Roads
Gloucester South West Bypass, Netheridge canal diversion and swing
bridge section was completed for Gloucestershire County Council. The
18m project included a new 40-metre long, two-span swing bridge,
a major canal diversion and 1.4km of single carriageway. This project
also featured the largest section of canal to be built in the UK since the
major canal building programme of the 1800s.
Gloucester South West Bypass
I have found Norwest Holst to be amongst the most responsible and
professionally managed contractors I have ever worked with. The
level of communication on the multi-million pound bypass works
has been excellent and their Health and Safety Management is also
excellent. They take a very responsible and measured approach to
their work and employ the best solution for all stakeholders rather
than the most convenient for themselves.
Paul Coupe, Project Manager (Special Projects), British Waterways
Water
Innovation
Severn Trent Water Ltd

Further contracts were secured as part of Severn Trent Waters fiveyear Asset Management Programme, AMP4. To date the division has
secured contracts to the value of 43m, of which 17m were awarded
in 2007.
VINCI Innovation Awards

The VINCI Innovation Awards is a competition organised by our parent
company to highlight the potential and capabilities within the VINCI
Group, and rewards employees who devise, develop and implement
original solutions.
NHL were nominated as the H & S Contractor of the year for

2005/06. They are involved in the construction and M & E design of
waste treatment processes from 150K to 20m. They are delivering
to acceptable levels of time, cost and quality demonstrated through
good KPI performance.
Dave Nally, Engineering Manager, Severn Trent Water Limited
VINCI PLC Innovation Awards

In recognition of the innovations submitted by employees of
VINCI PLC to the VINCI Innovation Awards, the Company held its
own awards competition. Employees were invited to present their
innovations to a judging panel which then decided on a winner,
plus second and third places. Awards were given for a Customer
Satisfaction Improvement Plan, construction of a Platform Safety
Barrier and development of an Electronic Health and Safety Manual.
Residential
Decent Homes Initiative
As part of the Decent Homes Initiative, Crispin & Borst went a stage
further than their contractual obligations by launching a Home Starter
Pack, which provides a number of cleaning items and a care manual for
newly-fitted kitchens.
Project MoDEL
There was external recognition of VINCI PLC innovation for its work on
Project MoDEL, which won the Best Public Sector Project Team Award
for Innovation. Project MoDEL is a 106m contract which involved
redevelopment of RAF Northolt, West Middlesex, funded by the sale of
land from other MoD sites.
Security
Swindon Police Station Open Day
The Support Services division of Crispin & Borst held an open day at
the towns new divisional police station to provide the public with a
better understanding of the services provided.
Car Parking
The Shires Development, Nine-Storey Car Park, Leicester
A very professional approach is being adopted with a high level
of awareness of the need to consider the residential and business
interests around the site.
Trevor Fish, RIBA, Considerate Constructors
49
VINCI PLC Business Management System - Business Excellence

As part of its continuous drive towards business excellence, VINCI PLC
has published a Company mission statement and vision to define the
values embodied in our corporate culture, which we continue to strive
to improve in order to maintain our status as part of a world-leading
organisation.
The first step in developing our mission, vision and supporting values,
which demonstrates our commitment to continuous performance
improvement, was the implementation of a Business Management
System (BMS) to provide a framework through which business
excellence can be pursued throughout VINCI PLC.
Customer Satisfaction
VINCI PLC regularly conducts customer surveys to help us to review
and assess our methods in an industry where the demands and
expectations of our customers are constantly evolving.
Its compliance across VINCI is monitored by third party certification

to BS EN ISO 9001:2000 standard. The British Standards Institute
(BSI) is responsible for carrying out assessment and surveillance visits
to ensure we comply with the stringent requirements we have set
ourselves.
The product, service and defects scores chart (Fig 26) demonstrates
that across VINCI PLC we are scoring in the range of 7 8.6 in the areas
of product, service and defects, which is a good result. Over the last
three years, scores have remained at a relatively high level with little
fluctuation, which indicates that we are maintaining a high level of
customer satisfaction.
The chart (Fig 25) which denotes the current coverage of our
certification to BS EN ISO 9001:2000 standard across VINCI PLC, shows
our commitment to BSI certification, with 97% of the Companys
workforce being subject to third-party assessment in 2007. The
objective over the next 18 months is to achieve full coverage across
VINCI PLC.
The format of the questionnaires, which is based on a uniform approach

throughout VINCI PLC in the collection of data and information, allows
us to extract and report on customer opinions on the final quality of
the build, the support service we provide and also our management
of snags and defects. An overall figure on customer satisfaction is
obtained from each survey, along with customer views on how we
compare to our competitors.
The overall results demonstrate improving trends between 2005 to

2007. Our target for 2008 for product, service and defects is to work
towards scores of 8 across VINCI PLC with a target of 80% for our
overall satisfaction. 71% of our customers surveyed believe we are
better than our competitors (Fig 28).
Fig 26. Product, Services and Defects Scores

7.5%
Product
7.7%
Service
2007
7.5%
Defects
Fig 25. Percentage of ISO 9001:2000 Certification Based on Turnover
NOTE: Acquisitions during the year were excluded for the year of purchase,

but then included in the following year.
2006
97%
2007
2006
94%
2005
95%
0
10
20
30
40
50
60
50
70
80
8.6%
Product
90
100
Service
8.2%
Defects
8.2%
Product
7.6%
7.1%
Service
2005
7.5%
Defects
0
Performance Score
10
Suppliers
VINCI PLC is actively striving to become a more socially and
environmentally aware organisation through the development and
deployment of its CSR framework. In order for the commitments and
targets within this framework to be realised, we need to identify key
organisations and supply chain partners who share our values and can
work to the standards we are setting in areas of social responsibility
and environmental sustainability.
A considerable amount of time and effort was spent in 2007 on a
thorough evaluation of our methods in all areas of procuring products
and services. The principal conclusion to emerge, and this was
recognised across the Company, was that supply chain relationships
needed to be better structured in order to maximise value.
It led to the drafting of a Procurement Policy, one of whose objectives
in 2008 will be aimed at developing and deploying management
controls to support the increased emphasis on social responsibility
and environmental sustainability. Although the Procurement Policy has
yet to be fully deployed, a number of initiatives linked to sustainability
commenced during 2007.For example: revising our management
system documentation to better assess the environmental capability
of subcontractors; developing a framework agreement with national
waste management contractors to further improve our management
of waste; and working with Dulux/ICI to minimise wastage during
painting works.
VINCI UK Purchasing Club

A Purchasing Club has been formed by VINCI UK companies to identify
and eliminate cost duplication whenever practicable across the supply
chain. The member companies are:

VINCI PLC
Norwest Holst Limited
Ringway Group
VINCI Park Services Limited
VINCI Park UK Limited
VINCI Construction Grands Projets
VINCI Energies Limited
Bachy Soletanche
NUKEM
Freyssinet
Club members, who meet quarterly, recently completed work on the

development of a framework document, which includes a clause
inviting suppliers to observe the Global Compact. The Global Compact
is a framework for businesses that are committed to aligning their
operations and strategies with ten universally accepted principles in
the areas ofhuman rights, labour, the environment and anti-corruption.
It is intended to be used during 2008 as a basis for contracts which are
expected to lead to significant savings in time, in negotiations and cost
savings through better leverage.
Significant cost savings and improvements have already been
achieved through the Clubs involvement in the purchasing
of stationery, personal protective equipment, site tools and
consumables.
An example of an environmental benefit is demonstrated by an
agreement reached with a large paint supplier, who agreed that wash
stations would be used to prevent paint from brushes and spray
equipment entering water courses when being cleaned.
Fig 27. Customer Satisfaction Index
Fig 28. Comparisons with Our Competitors

78%
2007
82%
2006
73%
2005
0
10
20
30
40
50
60
70
80
90
100
n Far Better
n Significantly Better
n Better
n Equal
n Worse
n Significantly Worse
n Far Worse
7%
19%
45%
19%
10%
0%
0%
Percentage Score
51
2008 Key Objectives
Supply Chain Assessment

A company wishing to supply products or services to VINCI PLC is
required to show that its Sustainability Policy is in accord with that
owned by the Company. In respect of materials from suppliers, the
practice of reduced packaging, fuel use and recycled materials will be
considered.
Our 2008 objective is to introduce management controls to enforce
VINCI PLCs Procurement Policy as published above. Although the
environmental and safety credentials of sub-contractors have always
been assessed as part of our selection process, we will be developing
further management controls to assess their ability to meet our
more stringent social responsibility and environmental sustainability
commitments.
We manage a number of supply chain databases across the majority
of VINCI PLC through which we are able to record performance
assessments of our preferred supply chain partners. Key Performance
Indicators, covering quality, environmental sustainability and safety,
are in place to monitor the performance of our supply chain partners.
In this way, we can be sure that only supply chain partners who have
a proven track record of reliability and service will be held on our
database. The intention during 2008 is to ensure that the performance
of all supply chain members across VINCI PLC is monitored in this
fashion.
Supply Chain Initiatives
The use of recycled aggregate is encouraged when it can be sourced
locally and meet design requirements. This might involve the re-use of
demolition materials such as crushed concrete or importing pulverised
fuel ash as an alternative to clay.
We are developing closer links with our waste management suppliers
and are currently working with a small number of companies that
assist us in areas of segregation and reporting. This should result in
a minimisation of waste to landfill and an increase in the amount of
waste that can be recycled.
52
Work more closely with our customers to

better understand their requirements and
continue to develop relationships based on
best value and partnering
Communicate and deploy the Procurement
Policy, with corresponding management
controls to ensure we have a coherent and
unified approach to supply chain management
across VINCI PLC
Further develop relationships with key
supply chain partners to identify and
use environmentally friendlier materials
or methods of working with reduced
environmental impact
Utilise the new framework document to
formalise agreements with key supply
chain partners. This will ensure continuous
improvement within long-term relationships
Adherence to strict financial, corporate governance
and business risk controls ensured a continued
increase in pre-tax profits from 31.9 million
to 40.5 million, with turnover rising through
organic growth and acquisition to 774 million.
53
Strict financial corporate governance and vigorous business risk controls resulted in an
increase in pre-tax profits from 31.9m to 40.5m in 2007, with turnover rising through
organic growth and acquisitions to 774m.
The continuing success of VINCI PLC is dependent upon the rigorous application of
these procedures in a controlled and systematic manner, which provides a platform
that should enable its divisions to continue to achieve sustainable profit margins and
benefits from the stability of positive cashflow. These make possible the substantial
investment of time, capital and management resources throughout the Company to
successfully implement the social and environmental protection issues incorporated in
our Corporate Social Responsibility (CSR) strategy.
Board of Management
The Board of Management, chaired by the Chief Executive Officer, is the
ultimate decision making body for all strategic matters. Responsibility
for the day-to-day management of VINCI PLC is delegated to the
Chief Operating Officer, who is supported by management directors
appointed for the divisions of the Group. The Board is responsible for:
Providing unity of purpose and direction for VINCI PLC
Developing and deploying financial governance and control
procedures and the monitoring of their application
Ensuring that policies and controls exist within the business to
consider all aspects of CSR
Creating and maintaining an internal environment in which
employees are encouraged to actively participate in the achievement
of the Groups social, environmental and economic objectives
Business Risks - Financial

VINCI PLCs ultimate parent company, VINCI, sets the framework
within which financial risk is managed. The perceived risks and their
control are:
VINCIs worldwide integrity and reputation
Senior executives of VINCI PLC follow a code of ethics prescribed
by VINCI to minimise the risk of financial loss to the Group through
failure to uphold the integrity of its reputation. In particular, the
code stresses respect for regulations concerning health and safety,
environmental protection, competition and fairness in our dealings
with both private and public sectors.
VINCI PLCs risk management framework
Those senior executives within the Group, who have the authority to
contractually bind the Company, must adhere to a manual of policies
and procedures, which state their respective levels of authority in
responding to issues of financial risk.
Tender risk
The Groups operating companies bid selectively for a large number
of contracts each year. Tenders are developed in accordance with a
multi-structured system of processes for estimating and identifying
areas of risk which is continuously refined to reflect operational
experience. Tenders are subject to approval at a level appropriate
for the financial risk involved. The level of approval ranges from the
division of the operating company concerned for small contracts up
to the Risk Committee of VINCI for approval to the largest contracts.
The Risk Committee is generally chaired by the Chief Executive
Officer of VINCI and attended by the Groups CFO and will receive
formal submissions on pricing and risks.
Contract risk
The Groups contract financial control is the Cost Value
Reconciliation (CVR). A CVR will be prepared monthly for virtually all
contracts, and will include a rigorous and regular review of forecast
revenue and costs to complete contract. Each operating company
is required to produce monthly management accounts and review
financial progress in detail with central management in May, August
and October of each year.
54
2007 Achievements
Acquisition risk
Acquisitions are pursued when deemed to be in accord with the
Groups business development strategy, and then in compliance with
procedures set by VINCI. In the event of the Group being selected as
the preferred bidder, a suitably-qualified team of employees, which
reports directly to the Board of VINCI PLC, is appointed to oversee full
due diligence. In property and tax risk, the Group employs external
professional firms to investigate these areas of due diligence. Final
approval, once due diligence has been satisfactorily completed, must
be given by the Board of VINCI PLC and the Investment Committee
of VINCI. Depending on the size of the proposed acquisition,
VINCIs approval might be withheld until it has been given a formal
presentation.
Property development risk
VINCI PLCs procedures preclude it from taking development risks.
Investment risk
Investment in PFI projects is governed by procedures set by VINCI
and all proposals are subject to formal review and approval by the
Risk Committee. The Groups tenders are targeted at sectors where
we have construction experience and at investment rates of return
commensurate with the risk.
Continued increase in pre-tax profits from

31.9m to 40.5m, with turnover rising to
774m
100% statutory compliance, with no incidents
of financial breaches or irregularities occurring
during 2007
80% attendance at Company communication
reviews and a quarterly CSR newsletter
produced (Socit) with a circulation of over
3,000 copies
Management Programmes Framework for
executives developed within the Group
First comprehensive report produced by VINCI
PLC to cover all key aspects of CSR
Pension scheme risk

The Group has financial risks related to interest rate and investment
return fluctuations. It seeks to manage this by making appropriate
levels of contributions to the scheme and following investment
policies which seek to match the investment portfolio with the
liability portfolio. Regular financial projections of the scheme are
made by external actuaries and financial plans adjusted as required.
In the long term, pension financial risk will be mitigated by the
move to provision of pension benefits through defined contribution
schemes.
55
Communication
We continually strive to involve and gain the commitment of our
employees through effective and comprehensive channels of
communication. Corporate communication reviews have been used
over the last four years to provide an opportunity for employees to
engage with senior management and executives of the Company.
Business performance from the previous operating period is reported
during the communication reviews. Key social, environmental and
economic objectives and initiatives for the year ahead are also
communicated.
Table 11 details the attendance at these communication reviews for
the three largest divisions of VINCI PLC, and also the review held by the
Group itself for all senior divisional management. The figures, which
show an average attendance of 79.5%, demonstrate a willingness by
employees to participate in business reviews across the Group. The
objective of future reviews is to provide participants with more detailed
CSR performance data and information.
Table 11. Attendance at Communication Reviews
Invited
Attended
Percentage
58
54
93%
Building Division
348
271
78%
Crispin & Borst
301
216
72%
Civil Engineering
180
135
75%
Totals
887
676
79.5%
Group Review
To enable the effective deployment of the communication strategy, the

Group adopts wide and systematic channels of communication. These
range from the communication reviews to comprehensive use of our
Intranet and circulation of corporate newsletters.
During 2007, a newsletter called Socit was produced to report on
the CSR activities of the Group, with stories and examples of best
practice in all aspects of CSR. Two issues of Socit were distributed
throughout the Group during 2007 with a circulation of over 3,000
copies. The objective for 2008 is to continue the quarterly publication
of Socit, in addition to more comprehensive reporting of CSR
performance through the use of a detailed CSR section on our Intranet.
56
Monitoring of Compliance
As a consequence of our ability to govern the fiscal operations of the
business in a controlled, systematic and fully compliant manner, we
have yet again achieved 100% statutory compliance, with no incidents
of financial or taxation breaches or irregularities occurring during 2007.
Executive Development
The Human Resources - Learning and Development Team has
developed further the Management Programmes Framework.
This is centred on the following four modules, which in turn are
underpinned by executive coaching:
Behavioural Leadership
To create Behavioural Change and develop effective leadership.
Legal Responsibilities
Regular updates on employment law and related matters. Briefings
on current, relevant issues such as insurance claims, stress and
absence management, drugs and alcohol awareness.
Management of Change
Understanding the range of issues and complexities involved in
change management.
Senior Executive Workshop
Used to identify corporate and individual strengths and future
challenges.
The objective for 2008 is to assist the business units and individuals
to fully deploy the programme of Executive Development across the
Group.
2008 Key Objectives
CSR Approach, Assessment and Validation

It is our intention during 2008 to verify the relevance, consistency
and effectiveness of our approach to CSR through the use of a
third-party validation body, which will provide an independent and
objective measurement of our approach. It will also provide assurance
to stakeholders of our commitment to social, environmental and
economic responsibility and reporting.
We also plan during 2008 to align a number of our CSR indicators with
the Global Reporting Indicators (GRI). The GRI Reporting framework is
a widely-accepted method of measuring an organisations economic,
environmental and social performance. The GRI contains general
and sector-specific content, which has been agreed by a wide range
of global stakeholders to be effective in reporting the level of an
organisations sustainability performance.
Castor
The Castor savings plan enables employees to invest in our parent
company which is listed on the Paris stock exchange. Through Castor,
VINCI is committed to encouraging a staff shareholding of at least 10%
as a means, not only of creating incentives linking employees with the
performance of the Group, but also of stabilising the share structure.
To encourage more employees to participate, VINCI PLC has introduced
a 500 incentive scheme to buy shares which is repayable over a 12
month period.
Continue to work hard at managing sustained

economic growth while continuing to
discharge our social and environmental
responsibilities
Continue our strict adherence to corporate
governance and business risk controls
Report more detailed CSR performance data
and information during communication
reviews
Deploy the Management Programmes
Framework for executives and monitor the
number of hours assigned during 2008 to
these activities
Verify the relevance, consistency and
effectiveness of our approach to CSR through
the use of an independent validation body
57
Measurement Methodology
This CSR report, produced by VINCI PLC,
encompasses all VINCI PLC Group companies and
embraces key social, environmental and economic
aspects associated with the construction and
associated services industry.
The report provides a clear and balanced analysis
of our CSR achievements, areas for improvement
and objectives for the future.
Reporting Frequency
A CSR report will be published along with the VINCI PLC report and
accounts on an annual basis.
The data and information contained within the report will be
consolidated from monthly reports produced by the operating divisions
of the Group. Where necessary, this regular flow of information will be
supplemented by targeted reports to gather perception data from key
stakeholders such as employees and customers.
Planning and Engagement
A Working Group was established within the Company to develop and
deploy the CSR strategy. Information and data contained within this
report has been defined and collected by members of the Working
Group. The Working Group members were selected based upon their
knowledge and understanding of key stakeholder requirements. This
understanding is reflected in the aspects of social, environmental and
economic sustainability covered within the report.
Calculations
The data and information illustrated in graphs is supported by an
explanation of their relevance. Details of any assumptions and
limitations have been communicated to enable the reader to make
informed decisions. In order to provide clarity, the data has also been
segmented into years and, where relevant, operating divisions. Data
contained within this report will not cover Weaver PLC who were
acquired during 2007.
Additional Information
Additional information on the issues addressed within the report can
be found on our website.
General information on VINCI PLC and its operating divisions
http://www.vinci.plc.uk
CSR information and a download of the report
http://www.vinci.plc.uk/csr
If you require further information or clarification of the data and
information presented, please send your request to the following
e-mail address: info@vinci.plc.uk
Opposite: Student Accommodation, University of Birmingham

This project provided the ideal opportunity to demonstrate a number
of aspects of civic involvement. See page 43 for further details.
58
59

2005
2006
2007
Status
2006-2007% Change
Our People
Employment Statistics
Management *1
Professional, Technical and Support Staff
109
138
87
(37.0%)
1,556
1,693
1,820
7.5%
Operatives
1,020
1,100
1,194
8.5%
Total
2,685
2,931
3,101
5.8%
5:1
5:1
5:1
dc
0%
Equal Opportunities & Diversity

Male/Female ratio
Age Profile
<24
5.18%
7.17%
11.88%
4.7%
25 to 34
21.64%
21.18%
21.89%
0.7%
35 to 44
25.60%
24.60%
24.10%
(0.5%)
45 to 54
23.93%
24.03%
21.56%
(2.5%)
55 to 64
20.69%
20.58%
18.78%
(1.8%)
65+
2.97%
2.44%
1.79%
(0.7%)
African
0.61%
0.72%
0.59%
(0.13%)
Bangladeshi
0.05%
0.09%
0.15%
0.06%
Black British
0.05%
0.13%
0.15%
0.02%
Black Caribbean
0.05%
0.09%
0.15%
0.06%
British
73.46%
75.07%
78.36%
3.29%
Caribbean
0.56%
0.54%
0.52%
(0.02%)
Chinese
0.05%
0.13%
0.18%
0.05%
European
1.51%
1.58%
1.88%
0.30%
Indian
1.62%
1.49%
1.58%
0.09%
Irish
0.33%
0.49%
0.49%
0.00%
Ethnicity Breakdown
0%
0%
0.04%
0.04%
Mixed - W&B Caribbean
0.05%
0.04%
0.21%
0.17%
Other
1.51%
1.56%
1.94%
0.38%
Mixed - W&B African
Pakistani
0.33%
0.27%
0.34%
0.07%
Undisclosed
19.82%
17.80%
13.42%
(4.38%)
92%
Employee Satisfaction
Overall Employee Satisfaction
Response Rate
Staff Voluntary Turnover
30%
28%
(2.20%)
16.2%
16.7%
16%
(0.70%)
4.3
(38.7%)
300
400
600
50.0%
14
Occupational Health
Sickness Absence (Average Days Per Person)
School and Employment Organisations
Pupil No. Attendance at Education Events
Work Experience
Learning and Development
Vocational Training (No. of Employees Involved)
NVQ
107
166
55.1%
Apprenticeships
35
37
5.7%
Sponsorship
32
36
12.5%
Current Formal Development
176
116
(34.1%)
Graduate
12
15
25.0%
University of Derby
14
Total
362
384
6.1%
*1 The significant variation in employment statistics for Management is as a result of re-classification of data rather than an actual decrease in the number of management employed.
60
2005
2006
2007
Status
2006-2007% Change
Learning and Development

Qualifications and Professional Memberships
Qualifications
1,478
Professional Memberships
309
1,282
1,307
1,478
13.1%
977
1,020
1,070
4.9%
391
188
60
(68.1%)
Fully Qualified Workforce Initiative

Employees with CSCS or Equivalent Licence
Completed H & S Test
Formal off-the-Job Training Hours
Clerical
Facilitator
42
HSE
1,042
7,914
11,834
49.5%
Induction/Toolbox
1,022
1,083
1,296
19.7%
IT
261
6,168
2,550
(58.7%)
Legal
860
1,408
990
(29.7%)
Personal Development
261
3,546
1,341
(62.2%
1,800
2,046
2,253
10.1%
651
564
1,239
119.7%
4,039
1,416
132
(90.7%)
Plant/Trade
Quality
Supervisory/Management
Technical
6,383
1,440
1,584
10.0%
Total
16,710
25,773
23,321
(9.5%)
79.8%
74%
78.30%
4.3%
Investors In People
IiP Coverage (based on turnover)
Health and Safety
Accident & Incident Statistics (RIDDOR Reportable Accident Statistics)
VINCI PLC Incidence Rate
4.2
6.3
(20.6%)
VINCI PLC Frequency Rate
0.3
0.3
0.3
dc
0.0%
dc
0.0%
No. of Visits
28
33
17.9%
No. of Improvement Notices
No. of Prohibition Notices
dc
0.0%
VINCI H, S & E Advisor Visits
1,391
1,250
(10.1%)
VINCI H, S & E Advisor Visits - Low Score Report
78
86
10.3%
VINCI H, S & E Advisor Visits - High Score Report
81
VINCI H, S & E Advisor Formal Audits
70
71
1.4%
68%
60%
79%
19.0%
2 day, H, S and E Course for Managers
160
582
263.8%
1 day, H, S & E Course for Operatives
140
day, Management Systems Training Course
32
day, Site Waste Management Plans
57
day, Manual Handling Training
Total
820
Fatalities
HSE Visits
Site Visits & Assessment
Health and Safety Standards

18001 Coverage (based on turnover)
Health and Safety Training Days
61

2005
2006
2007
Status
2006-2007% Change
28
Average Electricity Use in Offices
156kwh/m2/yr
Average Electricity Use in Depots and Factories
168kwh/m /yr
Average Gas Use in Offices
119kwh/m2/yr
Average Gas Use in Depots and Factories
63kwh/m /yr
Average Water Use in Offices
9.7m3/pn/yr
Average Water Use in Depots and Factories
1.2m /m /yr
Total Electricity
4,197,500kwh
Electricity from Renewable Sources
1,900,000kwh
The Environment *
Energy & Water Usage

Number of Permanent Offices
Average Utility Usage
Total Utility Usage
Gas
1,593,900kwh
Water
18,685 m3
Gas Oil
71,500 litres
Diesel Use
3,250,000 litres
Unleaded
339,500 litres
Four star
700 litres
LPG
2,163 litres
John Jones (Excavation) Ltd Plant Usage - Diesel
4,830,000 litres
PCs
110
Monitors
96
Laptops
35
Printers
31
Servers
Total
278
12.30%
16%
3.7%
68%
60%
79%
19.0%
Vehicle Fleet
Re-use
Re-used Computer Equipment
Purchasing
Green Office Stationery *2
Environmental Incidents
No. of Environmental Incidents
Environment Management Standard
14001 Coverage (based on turnover)
*1 The data presented for 2007 represent our first attempt at collating environmental reporting data from across the VINCI PLC group of companies. Some energy and water data have been
obtained from interpolating meter readings at office locations and therefore may not be accurate for the calendar year. The table does not include environmental reporting data from
McGill Services Limited (this company was sold during 2007), nor data from Stradform Limited and Gordon Durham & Co. Limited (these companies were acquired during early 2008).
*2 This includes stationery purchased from some of the other VINCI companies in the UK.
62
2005
2006
2007
Status
2006-2007% Change
Civic Involvement
Charity Support
71
41
61
48.8%
30,605
30,382
52,774
73.7%
Total Charity Contribution
63,119
VINCI Foundation
45,000
Community Events
92
Hours of Community Service
944
Working Days of Community Service
94
No. of Sites Registered
14
18
31
72.2%
CCS Assessment Score Average
33
No. CCS Awards
95%
94%
97%
3.0%
Product (out of 10)
7.6
8.6
7.5
(12.8%)
Service (out of 10)
7.1
8.2
7.7
(6.1%)
No. of Charities Supported

VINCI PLC Charity Contributions
Community Action
Considerate Constructors Scheme (CCS)

Quality Awards
No. of Awards for Quality, Service or Innovation
Quality Management Standard
ISO 9001:2000 Coverage (based on turnover)
Customer Satisfaction
Defects (out of 10)
7.5
8.2
7.5
(8.5%)
Overall Customer Satisfaction
73%
82%
78%
(4.0%)
71%
Comparison with our competitors

Turnover
639m
632m
774m
22.6%
Profit (before tax)
19.6m
31.9m
40.5m
27.0%
No. of Statutory Breaches
dc
0.0%
Attendance at Senior Reviews
80%
63
2008 Objectives - Comprehensive Table

2008 Objectives
2008 Objectives
Our People
Civic Involvement
Reduce staff turnover further by improving workforce stability. In turn, reducing cost,
disruption and loss of knowledge as a result of staff turnover.
Actively encourage more employees across VINCI PLC to become involved in charity and
fund-raising events.
Continue to review the benefits on offer to our workforce and introduce, early in 2008,
further schemes which enhance the experience of working with VINCI PLC.
Through the VINCI Foundation we will identify future projects and initiatives to further
help the disadvantaged into employment and strengthen the social fabric of local
communities.
Build on current partnerships, geographically and in terms of business stream, and

continually assess and evaluate opportunities to develop new sources of recruitment.
Develop the current individual performance appraisal system to incorporate aspects of

social responsibility, such as participating in community events.
Continue the roll-out of Investors in People to cover the entire Group and deliver
Performance Appraisal Schemes to entire workforce.
Increase the number of sites we register with the Considerate Constructors Scheme and
provide guidance to ensure a consistent and professional approach in the management
of construction operations within the community.
Comprehensive learning and development objectives established for 2008 to facilitate

the development of staff and to achieve the overall aims and objectives of the business.

Work more closely with our customers to better understand their requirements and
continue to develop relationships based on best value and partnering.
Continued development of occupational health strategy to reduce absence from work.
Health and Safety
Communicate and deploy the Procurement Policy, with corresponding management

controls to ensure we have a coherent and unified approach to supply chain
management across VINCI PLC.
Improve the reporting of near-misses. This could be a by-product of the Behavioural

Change course.
Further develop relationships with key supply chain partners to identify and use
environmentally friendlier materials or methods of working with reduced environmental
impact.
Roll-out of the Behavioural Change course across VINCI PLC.
Utilise the new framework document to formalise agreements with key supply chain
partners. This will ensure continuous improvement within long-term relationships.
Work closely with Simplex Foundations Limited and Conren Limited to add them to the
14001 and 18001 certification.
Introduce a more sophisticated high and low score reporting mechanism to acknowledge
complexity and size of contracts.
Bring all H, S & EP documents up to date, starting with each companys policy document.
The Environment
Zero environmental incidents.
Publish more comprehensive environmental reporting data on the entire range of our
activities.
Develop an Environmental Travel Policy to encourage employees to do more to reduce

their travel carbon footprint.
All sites regardless of size or value will produce and operate to Site Waste Management
Plans.
Conren Ltd to achieve the environmental management standard ISO 14001.
64
Continue to work hard at managing sustained economic growth while continuing to

discharge our social and environmental responsibilities.
Continue our strict adherence to corporate governance and business risk controls.
Report more detailed CSR performance data and information during communication
reviews.
Deploy the Management Programmes Framework for executives and monitor the
number of hours assigned during 2008 to these activities.
Verify the relevance, consistency and effectiveness of our approach to CSR through the
use of an independent validation body.
Header Title
VINCI PLC
Astral House
Imperial Way
Watford
Hertfordshire
WD24 4WW
T: 01923 233433
F: 01923 256481
VINCI PLC is part of VINCI, the worlds leading integrated

concessions and construction group.
www.vinci.plc.uk

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VINCI PLC

Corporate Social Responsibility Report 2007

Norwest Holst Limited

VINCI PLC Highlights 2007

2007 Profit Before Tax:

The broader range of employee benefit and

In our offices, factories and depots we use some

VINCI PLC Employee Satisfaction Survey Results

Customers and Suppliers

Health and Safety

71% of our customers surveyed believe we are

Reportable Accident Incidence and Frequency

Comparisons with Our Competitors

n Incidence Rate (IR) Left Axis

Corporate Social Responsibility

1. John Stanion, VINCI PLC Graduate Development Workshop (Page 3)

Corporate Social Responsibility

Commitment and Accountability

VINCI PLC Corporate Social Responsibility Report 2007

VINCI is one of the shares monitored by Vigeo Group, a European CSR

We made great strides during 2007 in demonstrating our commitment

Opposite: John Stanion, Chairman & Chief Executive, VINCI PLC

Health and Safety

The course was developed in response to the shortage of trained

A number of simple actions are being implemented to make staff aware

The Investors in People (IiP) standard is a business improvement tool

The VINCI companies in the UK met regularly throughout 2007 to

VINCI PLC continued to monitor its Equal Opportunities Policy using a

* Data based on internal employee satisfaction survey run during 2007.

VINCI PLC Corporate Social Responsibility Report 2007

Main Challenges for 2008

VINCI PLC Corporate Social Responsibility Report 2007

Our Approach to CSR

VINCI PLC Corporate Social Responsibility Report 2007

Table 1. CSR Working Group and Assigned Responsibilities

Chief Executive Officer

Business Excellence Manager

Health and Safety

Customers and Suppliers

Fig 1. VINCI PLC CSR Strategy Model

Assessment and Review

Engagement with Stakeholders

Performance monitoring information

Based upon key stakeholder issues

Planning and Commitments

Key Performance Measures

Established to monitor the

VINCI PLC Corporate Social Responsibility Report 2007

Understanding our Stakeholders

Table 2. Engagement with our Stakeholders

This is a progressive process, split across two distinct levels - corporate

VINCI PLC Corporate Social Responsibility Report 2007

Non-Governmental Organisations (NGOs) and the Public at Large

Government Enforcement/Control Bodies

Business Partners and Competitors

CSR Focus Areas

Requirements and Issues

Planning and Commitments

Above: Bishop Justus C. E. Secondary School, Bromley, Kent

VINCI PLC Corporate Social Responsibility Report 2007

Table 3. CSR Related Policies and Control

Policies and Control