Empowering people

By working in partnership with our clients, and collaborating within our industry, we have been leading innovation and driving solutions to emerging social and environmental challenges.

We are working towards a sustainable future, empowering our diverse talent to lead this agenda.

Looking after our people

Our people provide the foundations for our continued success. In the last 12 months we grew significantly: Turner & Townsend now employs more than 6,100 people, and as we expand, we are offering more opportunities around the world.

We continue to diversify our teams, recognising this is not only the right thing to do but it also provides us with a range of perspectives to help our business to thrive. We are promoting a wide range of people at every level and have set a target to reach a 40:60 split of women and men across our workforce by 2025.

We have also made great progress in localising our talent. By training local teams and leaders, we are reflecting the customs and practices of the communities in which we work, ensuring we offer the same quality service across the world.

The wellbeing of our people continues to be a key focus. We are training mental health first aiders to identify issues early and help colleagues navigate challenging situations.

  • 6,105 People
  • 17% People growth

Investing in the next generation

We continue to invest in our apprentice and graduate programmes. Our programme for recent university leavers has grown in all our regions and we are increasingly attracting people from non-construction backgrounds, including school leavers. We recognise that a range of experiences and perspectives are vital when encouraging innovation and strengthening teams.

We are committed to social mobility, removing barriers and raising aspirations among groups who are most removed from opportunity.

This year, we launched our #TT5000futures initiative, seeking to improve the lives of 5,000 children and young people across the globe through our education and employment initiatives. Through this, we hope to inspire the next generation to join our industry, addressing our growing skills gap.

In the USA, we increased our involvement in Year Up – a year-long paid position for underrepresented groups. In Asia, we launched a partnership with Habitat for Humanity, adopting a rural school in Indonesia, while in Europe our involvement with JINC, the youth employability charity in the Netherlands, continues to grow.

Our UK business raised £150,000 for Action for Children for the second year in a row and we have reached 1,000 children since our partnership with the National Literacy Trust launched last year.

These initiatives are only made possible by the generosity of our people; nearly a third of whom have collectively given 8,000 hours of their time, while many more have donated funds to a range of charities, enabling us to reach more than 6,000 children and young people across the globe.

  • 6,170 Children and young people reached
  • 9,356 Community volunteer hours

We recognise that the root causes of inequality differ across the globe. As a result, we tailor our responses to local need. We commenced our reconciliation journey in Australia this year to acknowledge the traditional owners of the land, and our approach to Broad-Based Black Economic Empowerment (BBBEE) in South Africa continues to mature.

Sustainability, innovation and leadership

Working on innovative projects like Virgin Hyperloop One, we are proud to be a part of forward-thinking programmes that are tackling society’s biggest issues.

In addition, we are increasingly supporting clients with sustainable solutions. Our lean construction advisory services continue to grow, as does our work in renewable energy worldwide. We are also unlocking the sustainability benefits of Building Information Modelling while collaborating across supply chains to achieve the highest sustainability standards.

  • 20% reduction in CO2 emissions per employee since 2014/15
  • 59 environmental champions worldwide
  • 8.4 average client care score

Our various industry memberships, including the RICS and Constructing Excellence among others, enable us to lead the latest industry thinking and our people have been involved in discussions at the very highest level. Vincent Clancy continues to lead the export and trade working group for the Construction Leadership Council. The industry must have the ear of government in order to work well with the public sector, which is why Patricia Moore’s work on the department for Business Energy and Industrial Strategy (BEIS) advisory panel has been so vital.

In order to help our society to overcome its biggest challenges, we are building a platform for growth by empowering our people, partnering with our clients and leading industry debate. We know that tackling the world’s biggest challenges cannot be done in silos nor incrementally. As a result, we will continue to build a culture where all our people feel empowered to lead and collaborate at an industry level to drive real change.

Annual review 2018-2019