1. Supplier Conference Tuesday 9 th October 2012

2. 2 Domestics  Mobile phones  Fire alarms  Emergency exits  Fire assembly points

3. 3 Agenda (am) 09:40Business update – Greg Lunn, Head of Operations (North & East) 10:00Results of the online survey – Martin White, Head of Operations (West) 10:15Procurement – Tim Gorman, Commercial Director 10:45Zero Harm: Our journey so far – Steve Holmes, SHE Director 11:15 Collaborative working – David Hawkins, Operations Director, Institute of Collaborative Working 11:45Breakout session 1 12:30Breakout session 2

4. 4 Breakout sessions Sustainable Procurement Robin Horsman Collaborative Working David Hawkins Health & Safety Terry Smith Procurement David Swinburne

5. 5 Agenda (pm) 13:15Lunch 14:00Breakout session 3 14:45Breakout session 4 15:30Coffee break 15:45Summary of breakout sessions 16:15 Q&A 16:30Summary and close

6. 6 Questions and answers  Don’t wait until the Q&A session - post questions and comments throughout the day

7. Business Update Greg Lunn – Head of Operations (North & East)

8. 8 Balfour Beatty – the infrastructure business  Balfour Beatty is an international infrastructure business: - UK plc but with around half the business now overseas - Significant operations in the US, Middle East, Far East and Australia  Four business areas: - Professional services - Construction services - Support services - Infrastructure investments  Lifecycle approach: deliver services essential to the development, creation and care of infrastructure assets  50,000 employees worldwide Infrastructure Investments 2010 Revenue £750m – EUR 870m 2010 Revenue £10,541m – EUR 12,227m Employees: 52,000 NB – Revenues including shares of joint ventures and associates / Exchange rate 31 dec 2010 1£=EUR 1,16 Construction services 2010 Revenue £6,743m – EUR 7,821m Professional services 2010 Revenue £1,613m – EUR 1,871m Support services 2010 Revenue £1,434m – EUR 1,663m

9. 9 we always do what is right we are better together we strive to improve and exceed expectations we appreciate others and care about the wider community Our Values

10. 10 WE WILL ACHIEVE:  ZERO HARM  ZERO DEATHS  ZERO INJURIES TO THE PUBLIC  ZERO RUINED LIVES AMONG OUR PEOPLE Ian Tyler Chief Executive Balfour Beatty plc ZERO HARM Initiative

11. 11 Revenues 2011 for Balfour Beatty Rail Balfour Beatty Rail £1,026.2 million* € 1,191 million Balfour Beatty Rail UK £441 million € 512 million Balfour Beatty Rail Germany & Austria £357.6 million € 415 million Balfour Beatty Rail International £227.5 million € 264 million

12. 12 Multi or Single disciplinary High-speedMainlineCommuter MetroLight rail / tram IndustryFreight Balfour Beatty Rail’s scope

13. 13 UK Brazil Chile Australia Singapore New Zealand Switzerland Where we’re operating Balfour Beatty Rail (UK) International Activities

14. 14 Who’s Who - Balfour Beatty Rail (UK) Exec Team

15. 15 Projects Organisation Structure

16. 16 Key Current Projects  Birmingham Gateway (New Street Station) - £16m contract - Platforms 2 to 11 - Extension of the East Concourse - Joint Venture - Birse Rail and Balfour Beatty Regional Civil Engineering  Finsbury Park to Alexandra Palace - £26m multi-disciplinary - Track OLE and signalling - Design and build - Additional capacity on the East Coast Main Line - New platforms and modifications to existing

17. 17 Key Current Projects  North West Electrification Phase 1 - Improve capacity around Liverpool and Manchester - Phase 1: 30km electrification Newton-le-Willows to Castlefield Junction  Cardiff Area Re-signalling (Civils) - £14m contract - Civil Engineering for Cardiff Area Signalling Renewal (CASR) project  West Coast Main Line Power Upgrade - £37m - Electrical Distribution Works West Coast Main Line - Power upgrade design, supply, installation and commissioning - Substations between M25 to Crewe - Joint Venture of Balfour Beatty Rail and Balfour Beatty Engineering Services  Thameslink Key Output 1 – Keith Waller  Thameslink Key Output 2 – Peter Curson

18. 18 Supply Chain Spend - Projects Birse RailUK ProjectsTotal Spend - Projects 2011 (Full year) £41.5m£65.4m£106.9m 2012 (Half year) £29.8m£33m£62.8m

19. 19 Procurement Strategy  To develop a Vision and Strategy for Supply Chain across Balfour Beatty, wholly aligned with the business strategy  To strategically manage our supply chain across the business lifecycle with strong operating model alignment  To manage our supply chain with high performing staff with structured career development  To harmonise and improve our supply chain management processes  To use supply chain management as a differentiator with our clients  To manage all spend within a strategic framework by the end of FY12 with a 1% of revenues value gain

20. 20 Business Update  Maintain our leading position in UK Electrification - Northern Hub (£150m) - EGIP - West Coast Power Upgrade - East Coast and Trans Pennine - Great Western Main Line - Cross Rail: £15Bn – BBR involvement:  South East Spur (£150m), secured  West Outer tenders (£300m+)  C610 (£600m)  HS2 and Midland Mainline  ERTMS: Signalling and SSL

21. 21 Summary  Safety is ALWAYS first  Significant market growth, particularly in electrification  Alliancing and collaboration  Supply chain is really important to Balfour Beatty  We must work together to improve efficiency and effectiveness, reduce cost and increase value

22. Results of online survey Martin White – Head of Operations (West)

23. 23 Introduction  Thank you for taking the time to complete the survey  Response rate of 30%  Common themes: - Early involvement - Feedback - Collaboration - Communication

24. 24 What topics would you like to see covered at the forthcoming Supplier Conference?

25. 25 How would you rate Balfour Beatty Rail's supplier management?

26. 26 How can we improve communication / engagement with our supply chain?

27. 27 How would you rate safety systems and procedures when working on Balfour Beatty Rail sites?

28. 28 What could we do better? Communication More feedback on problems with temporary works designs More involvement/ communication Ensure all suppliers are aware of the basics with regard to safety Visibility of workbank Regular briefings on safety procedure changes All parties to communicate / engage more effectively Communication with suppliers on performance Provide pre-site start up information before works commence Improved briefings during shift changes Monthly contract reviews

29. 29 How could you help us to improve our performance? Early Involvement Lowering lead times for equipment supplies Earlier involvement to bring innovation and remove duplication Having a longer forward view would enable contingent labour supplies to roster consistent personnel Product training for Project Engineers to assist in standardising product selection Input into preparation of WPPs to improve cost and quality Early involvement to discuss labour histograms and review where multi-skilling of workforce is possible

30. 30 How could you help us to improve our performance? Feedback Site specific performance reviews – review both parties performance Feedback about problems with designs Sharing post incident actions and findings openly and honestly Promote better links and encourage Network Rail to involve all participants Honesty and transparency on performance issues – good and bad More regular one-to-one meetings

31. 31 How could you help us to improve our performance? Collaboration Closer working to plan plant requirements Support current resources with technical and supervisory staff with proven track records Greater input, commitment and involvement Work together on new initiatives Collaborative working / greater supplier engagement

32. Procurement Tim Gorman – Commercial Director

33. 33 Procurement organisation chart

34. 34 Key issues for Balfour Beatty Rail  Safety  Efficiency  Innovation  Sustainability

35. 35 How do we do it?  Conference  Regular reviews  Working together at Tender stage  Time to plan  Collaborative working

36. 36

37. 37 BS11000

38. Zero Harm: Our journey so far Steve Holmes – SHE Director

39. 39 Discussion  Background and context  How we selected our improvement areas  What we’ve achieved so far  Opportunities for sharing  Zero Harm beyond 2012

40. 40 Background and Context  The advent of BBRail UK brought about a consolidation and refresh  The aim was standardisation and consistency across the OpCo  We targeted those activities that had the highest risk of serious injury and death  We also looked at ‘softer’ improvements in the areas of Standards, Leadership and Engagement  The current BBRail UK Journey Plan was officially launched in January 2011  All actions will be completed by the end of 2012

41. 41 How we selected our FRWG and SLE focus areas  Informed by high potential events across our business  Industry themes and Regulator focus  Root causes of personal injury  A need to get standardised processes consistently applied  In some cases, back to basics  Filling in the gaps

42. 42 FRWG One | Electrical Risk  Working with or near electrical sources is our biggest risk  We have introduced: - New roles in the business to oversee and govern work with electricity - An electrical design review process to eliminate risk at design and an Isolation Review Group to capture planning/isolation based risks - Enhanced electrical training for all PTS staff, COSS, Appointed Person, including contractors. New competence standards introduced. - Enhanced residual hazard marking. BBRail designed and manufactured. Hardware and accompanying signage / markers  In addition to this, BBRail leads a PSLG industry working group looking at improving and de-risking the isolation and testing process.

43. 43  Accounts for almost 15% of our HiPos and injury events  We have introduced: - A new planning standard and competence assessment process – removing interface issues at the planning stage - Delivery and collection process – all machinery and plant deliveries are met and marshalled by a competent person - Catch and Dispatch – ensuring that only the machine operator is in or around the vehicle as it travels to site – and is met at the other end - A 10 metre exclusion zone around all rail mounted plant - A pilot to examine the effectiveness of proximity alarms - MyZone FRWG Two | People and Plant Interface Risk

44. 44 FRWG Three | Driving Risk Management  Phase 1 looks closely at company car and commercial vehicle drivers  We have introduced: - A system to identify higher risk drivers using Driver Risk Index model - Specialist training for higher risk drivers – over 40,000 miles pa or DRI>75 - Video Conference investment programme - Driving licence checks through DVLA - Green travel plans - Driver fatigue workshops - An e-learning module that all new company car drivers must do and pass - A free scheme to allow our drivers to complete Advanced Driving Licence programmes - Vehicle spot checks  Phase 2 focuses on smart travel planning, dis-incentivisation, grey fleet

45. 45 FRWG Four | Working at Height  The risk of falling from height is very real in our business  We have introduced: - Appointed Person – plans, checks & de-risks - AP procedure to remove risk through planning - WaH risk elimination through application of solutions - BBRail web-based portal  Further work to do to identify common WaH scenarios and work to eliminate

46. 46 FRWG Five | Material Handling  Focuses on our biggest threat – injury through mechanical lifting  An area where our Regulator has taken recent action  We have introduced: - Communication between Operator and Machine Controllers via duplex radio system - New BBR Lift Planner competence standard - All BBR lift plans MUST be developed and approved by a competent Lift Planner - Standard Lift Plan Template introduced - All Sub Contractor Lift Plans to be reviewed by a BBR competent Lift Planner - Changes to lift plans MUST be undertaken by competent Lift Planner - No Competent Lift Planner – No Change to Plan – Lift Cancelled

47. 47 SLE Focus Team 1 | Hazard ID & Risk Assessment  ‘Putting people to work’ is often at root cause of our incidents  We have introduced: - A risk assessment database (from BBES) - A 3-tier training package - A Risk Assessment Tool – with Rail specific risks uploaded – Planning | Task Risk | Point of Work - A consistent way of capturing risks, eliminating (or mitigating) them and saving them for future use - A pilot in Track Partnership and Mainline Renewals

48. 48 SLE Focus Team 2 | Engaging with our People  Closely linked with ‘putting people to work’  Aligned to the failings identified from investigations  Focussed on supervisory staff  We have introduced: - Two pilot courses aimed at improving briefing skills - A Task Risk Identification Card (TRIC) - A ‘menu’ of activities, with supporting processes, providing engagement ideas

49. 49 SLE Focus Team 3 | Engaging Our Supply Chain  Supply chain contribute significantly to our incident statistics  Inconsistencies exist – appointing, setting expectations, monitoring performance  We have implemented: - A matrix showing our top 20 suppliers (based on spend and risk) - SHE Relationship Managers appointed to each supplier - A calendar of engagements – from conferences to one-2-one meetings - Objectives & targets – aligned to their scope and influence - More searching and quantitative pre-qual and tender assessments

50. 50 SLE Focus Team 4 | Observation & Intervention  No system existed for observation and intervention  Key management interface and expectation  We have Introduced: - A pilot - Advanced Safety Audit process - 30 Managers to the process - A calendar of training events to capture all managers - A leading indicator to monitor compliance and numbers - A Close reporting system (Don’t Walk By)

51. 51 SLE Focus Team 5 | Rules and Expectations  Common and easily understood expectations were missing  Our people need some boundaries and an understand of right and wrong  We have introduced: - Safety Essentials – a set of behavioural expectations - Lifesaving Rules – a set of hazard-based rules - A Just Culture model - to provide consistency when rules are broken - Supervisors toolkits to promote ownership and encourage conversations

52. 52 Opportunities for Sharing  Safety Essentials  Life Saving Rules  Just Culture Model  TRIC  Electrical FRWG outputs  People and plant interface – competence standards, common lift plans, etc  Working at height portal and Appointed Persons standard  Close Call (Near Miss) Reporting  SHE Induction

53. 53 What’s next?  Zero Harm by 2012 ends in December - Refreshed branding for 2013+ - Focus shifts towards elimination and leadership - BB Group to be more intrusive and directing  Shake down recent improvements and refine  Further work on design safety  Compliance and consequences  Planning and putting people to work

54. Collaborative Working David Hawkins – ICW Operations Director

55. Formerly PSL Balfour Beatty Rail (Projects) Supplier Conference Collaborative Working David E Hawkins ICW Operations Director

56. or Synchronised Swimming with Sharks Collaborative working

57. Adversarial The worlds first National Standard for Collaborative relationship management © copyright Midas Projects Ltd October 2010 Collaborative Clarity of purpose Joint objectives Complimentary skills Optimised resources Joint management Integrated processes Mutual benefit Lack of clarity Conflicting objectives Differing agendas Internal stress Wasted effort Failed outcomes

58. BS 11000 the worlds first National Standard for Collaborative relationship management

59. Background to ICW  Formed in 1990 by DTI now BIS and the CBI  Assist organisations to develop collaborative relationships for competitiveness  Develop, share, promote best practice Business Relationship Management  Self financing – Not for Profit  22 years of practical relationship management experience  Executive Knowledge Network 77 members - Public sector/Industry / Academia ICW Board Lord David Evans of Watford (Chairman), Lord Tony Berkeley, Les Pyle (CEO), Andy Scott- CBI, David Smith- BIS, Barry Sheerman MP, David Hawkins Knowledge architect & Director of Operations BS 11000 the worlds first National Standard for Collaborative relationship management

60. ICW Executive Partnering Knowledge Network Office of Government Commerce BIS CBI National Audit Office FCO Policy Connect Dept. for Communities & Local Government Dept. for Transport HSE DEFRA Dept. of Works and Pensions UK Trade & Investment Nuclear Decommissioning Agency MoD-DE&S Sport England Royal Navy Royal Air Force University of Bath University of Cranfield University of Strathclyde University of Southampton University of Surrey University of Exeter Manchester Business School Oxford Brookes University NIP NSARE Oracle PERA Probrand Rail Industries Association Raytheon Systems SCC Selex Senate publishing SERCO Siemens UK Siemens enterprise Skanska Toshiba TWI Xchanging AMEC Ansaldo ARUP AWE Babcock International BAE Systems Balfour Beatty Bam Nuttall Bechtel British Standards Institute British Retail Consortium BT Global CAPITA CH2MHill Costain D-Link EADS EMCOR Frequentis Frost and Sullivan Institute for Export J. Murphy &Son Life channel Lockheed Martin Logistics International National Express NATS Network Rail The worlds first National Standard for Collaborative relationship management

61. 61 Collaborative working – a definition Business relationships formed by committed organisations to maximise joint performance for achievement of mutual objectives and creation of additional value BS 11000 the worlds first National Standard for Collaborative relationship management

62. Relationship journey Value Creation Mutual Trust Confrontational Compliant Co-operative Collaborative Co-creating Partnering © copyright Midas Projects Ltd October 2010

63. 63 Example benefits from Collaborative working

64. Overview of BS 11000 – 1:2010 The worlds first National Standard for Collaborative relationship management

65. BS 11000 the worlds first National Standard for Collaborative relationship management BS 11000 Early adopters © copyright Midas Projects Ltd April 2012

66. Benefits of a framework standard Pan industry Efficiency & effectiveness Resource development Public & Private Sector Consistent platform Risk management Process and systems Benefits of BSI Standard Internal Collaborative benchmark Better engagement Underpins effectiveness Stronger processes Improved risk management Neutral starting point Efficiency improvement Skills enhancement Sustainable relationships

67. © copyright Midas Projects Ltd October 2010 Understanding Your objectives Developing the way forward Knowing your strengths & weaknesses Finding the right partner with appropriate strengths Establishing the governance for joint working Creating additional value Maximising joint potential Recognising the changing market place Overview of BS 11000 life cycle eight stages

68. Network Rail- Infrastructure © copyright Midas Projects Ltd April 2012 Annual government funded programmes circa £5 Billion New CEO Network Rail (David Higgins drove collaboration for Olympic Village) Sir Roy McNulty’s VFM Report, Collaboration key to driving down cost by: improving safer construction performance through aligned risk management and integration introducing innovative solutions upstream reduce scope variations by aligning client, constructor and designer earlier in the process reducing duplication in resources deliver £600 million in savings through collaboration Current value of projects working under BS11000 to £3 billion

69. Breakout sessions

70. Sustainable Procurement Robin Horsman Collaborative Working David Hawkins Health & Safety Terry Smith Procurement David Swinburne

71. Breakout sessions Sustainable Procurement Robin Horsman Collaborative Working David Hawkins Health & Safety Terry Smith Procurement David Swinburne

72. Syndicate rooms Escalators Lift Museum entrance Male toilets Female toilets

73. Breakout sessions Sustainable Procurement Syndicate Room 5 Collaborative Working Syndicate Room 4 Health & Safety Syndicate Room 6 Procurement Kestrel Suite

74. Lunch Please return to this room by 2.00pm

75. Coffee break

76. Welcome back

77. Summary of breakout sessions

78. Q&A

79. Summary and close