New Employee Information Guide

PCL FAMILY OF COMPANIES NEW EMPLOYEE INFORMATION GUIDE

SHARING YOUR VISION. BUILDING SUCCESS.

NEW EMPLOYEE INFORMATION GUIDE

Introduction........................................................................................................5

About the PCL Family of Companies..................................................................6 Our Founder and Poole’s Rules.........................................................................8 Our Promise: The PCL Brand............................................................................10 Core Values, Guiding Principles and Governance............................................13 Board of Directors............................................................................14 Officers.............................................................................................14 AuditCommittee..............................................................................14 HumanResource,Compensation,andNominatingCommittee.....14 EthicalConductComplianceCommittee.........................................14 InvestmentCommittee....................................................................14 Meet the PCL Family of Companies.................................................................14

Culture & Community.......................................................................................18 Health, Safety & Environment.........................................................................20 SolutionProviders............................................................................................23 PCL Community Investment............................................................................25 Engagement.....................................................................................................25 Company-WideCommunications....................................................................26 CelebrationsandSocialEvents........................................................................26

Performance Management and Professional Development...........................28 Performance Management..............................................................................30 Professional Development................................................................................32 Mentoring.........................................................................................................35 Leadership Training and Support......................................................................35

Employee Guidelines and Policies.....................................................................36 Policies..............................................................................................................40 Ethics Policies....................................................................................................40 HarassmentandDiscrimination.......................................................................40 Ethics Hotline....................................................................................................40 Health, Safety, and Environment Policies.........................................................40 VacationandObservedHolidays......................................................................42 Leave of Absences.............................................................................................42 General..............................................................................................................44 Total Rewards....................................................................................................48

Additional Resources.........................................................................................50

TABLE OFCONTENTS

IntroductionThisinformationguidehasbeenpreparedtoprovideyouwithabroadunderstanding of the PCL culture, environment, and the processes that drive our success.

TheprogramsandpoliciesintroducedtoyouinthisinformationguidemaybemodifiedbyPCLatanytime,atitssolediscretion.

Yourinformationguidehasbeenorganizedbytopictohelpyoufindtheinformationyouneedeasily.WeencourageyoutospeakwithyourmanagerorHumanResourcesrepresentativeshouldyouhaveanyquestionsregardinganyofPCL’spolicies,statements,orpractices.

Detailedversionsofallpoliciesfoundinthisinformationguideareavailable on our company’s intranet, PCL Connects. As PCL operates throughoutNorthAmericaandAustralia,somepolicies,programs,andemploymentpracticesmayvary.Pleasefamiliarizeyourselfwiththeappropriateinformationforyourworklocation.

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ABOUT THE PCL FAMILY OF COMPANIES

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NEW EMPLOYEE INFORMATION GUIDE ABOUT THE PCL FAMILY OF COMPANIES

PCL FAMILY OF COMPANIESABOUT THE PCL FAMILY OF COMPANIESThePCLfamilyofcompaniesbeganoperationsin1906inStoughton,Saskatchewan,whenErnestPoole founded E.E. Poole General Contractor. The company’s growth and development has since resulted in the establishment of numerous companies and branches in Canada, the United States, and Australia.

In1977,thesenioremployeesofthefirmpurchasedPooleConstructionLimitedanditssubsidiariesfromthe Poole family and, as part of the purchase agreement, changed the names of the primary operatingcompanies,replacing“Poole”with“PCL”in 1979. Bob Stollery was the company’s CEO in 1977, and the visionary behind the employee-ownershipmodelatPCL.Hebelievedthat“sharingisgoodbusiness.”Stolleryworkedwithaninitialgroup of 25 employee investors to purchase the company from the Poole family. Since then, the number of PCL’s employee-owners has grown to include thousands of people in all of PCL’s operationsaroundtheworld.Whiletheemployee-ownership program at PCL is voluntary, over 90% of PCL’s4,000-plus,full-timesalariedstaffownsharesin the company. PCL is not publically traded.

Our company was built by our employees, and remains owned by our employees. PCL’s employee-ownershipmodelisuniqueintheconstructionindustry—it is more than an opportunity for reward—it is a cultural mindset that promotes pride, commitment, and excellence.

OUR FOUNDER AND POOLE’S RULESOur founder, Ernie Poole, started out in 1906 as a builder of small projects, such as farmhouses and four-room schoolhouses. A good businessman with alongtermvision,Ernieknewthatthekeytosecuringclientconfidencewastonotonlydelivera

projectontimeandonbudget,butalsotodeliveritaccordingtothetime-honoredprinciplesofhonesty, fair play, and providing good value for one’s constructiondollar.

In 1948, when Ernie sold the company to his sons GeorgeandJohn,hecapturedinwritingalistofprinciplesthathavecometobeknownasPoole’sRules. These were morals and values that he believedpeopleshouldlivebytorunaconstructioncompany,including“befirm,fair,andfriendly,”and“keepyourwordasgoodasyourbond.”Withtheseelevenrulesjotteddownonapieceofpaper,hehanded over the company. Below are Poole’s Rules.

Contractingisaninterestingandriskybusinessandfor success over long term requires strict adherence to sound basic principles.

A few of these are listed below:

• Employ highest grade people obtainable

•Encourageintegrity,loyaltyandefficiencies

• Avoid sidelines

• Do not permit sidelines by employees

• Be fair in all dealings with owners, architects, engineers and subcontractors

• Keep your word as good as your bond

•Giveencouragementandshowappreciation

•Befirm,fairandfriendly

•Avoidjobswheredesignisnotgoodorfinancingisdoubtful.Letyourcompetitorshavethese

•Goodaccountingandcashkeepingareessential

•Donotletfinishingupofjobsorcollectingpayments lag

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OUR PROMISE: THE PCL BRANDBeing a part of PCL means something. As PCLers, we are more than builders. We are constructionpartnerswhoarepassionateaboutwhatwedoandaboutourpartners’success.

Weworkforourclientstounderstandtheirgoals,overcomechallenges,andearntheirtrust. We push ourselves to consistently deliver beyond the expected and provide an outstanding experience for our clients, trades, subcontractors, suppliers, employees, andcommunities.

We are PCL..

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CORE VALUES PCLhasalistoffivecorevaluesthatdefinethestandardsandbehaviorsweencourage in all employees:

HONESTY We are open, candid, and truthful.

INTEGRITY Our word is our bond. We do what we say. We live up to the highest standard of fairness and ethical behavior.

RESPECT Weworkhardtoearnourbusinesspartners’trustandrespectoneveryprojectweundertake. Weareallresponsibleforbuildingandprotectingourreputationasthecontractor of choice.

DYNAMIC CULTURE Weconstantlyseeknewopportunities: to learn to improve to teach to add value

PASSION We love what we do. Wetakethelead,andweleadbyexample.

GUIDING PRINCIPLES PCL’s guiding principles help us determine how we conduct our business operations.

OWNERSHIP The PCL family of companies is 100 percent employee owned. Asowners,wearemotivatedtoexcel. We hold each other accountable. Everyone has the responsibility, the freedom, and the power to act Employeesshareintheprosperitycreatedbytheirhardwork. Weincreaseshareholdervaluethroughcontrolled,profitablegrowth.

TEAMWORK We believe that every employee and business partner has something to contributetoourconstructionteams.Thisbeliefisthekeytoourmutualsuccess. Weworktounderstandeachclient’sbusinessanduniqueneeds.Weaddvaluebyfindingnewandbetterwaystomeetthosechangingneeds. Webuildconsensusandcommitmentasadailypractice,andencouragesuchformalinitiativesaspartnering. Weareproactiveproblemsolvers.

MUTUAL OBLIGATION In return for adding value in our business, our employees can expect to performmeaningfulworkandtohavesatisfyingcareers. Wehire,develop,andretainthebesttalentintheconstructionindustry. We invest in the welfare and wellbeing of our employees through mentoring, training,andeducation. Weprovidethechallengeandrewardthatcomefromworkingatpeakperformance. SAFETY We will not compromise the health and safety of our people. Welookoutforeachother. Ourgoaliszeroincidents.

EFFECTIVE COMMUNICATION Weprovidetheaccurateandtimelyinformationrequiredtosupportgooddecisionmaking. We listen. We encourage people to express their opinions. Weusethelatesttechnologytoenhancecommunicationwithourbusinesspartners.

DIVERSITY We value men and women of diverse ages, religions, color, sex, sexual orientation,physicalormentaldisability,maritalstatus,andethnicbackgrounds. PCLisanequalopportunityemployer,committedtoattractingandretainingadiverseworkforce.

MOBILITY Our geographic diversity is an asset. We go where our business partners need us, drawing on resources from across the PCL family of companies.

SOCIAL RESPONSIBILITY We encourage and support our employees in their desire to enhance the qualityoflifeinourcommunities. Wearegoodcorporatecitizens. We are environmentally conscious. Weareacontributingpartnertothedevelopmentoftheconstructionindustrythroughactiveinvolvementinitsassociations.

CORE VALUES, GUIDING PRINCIPLES, AND GOVERNANCE

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PCL’s corporate governance structure is designed to ensurestakeholders’interestsareaddressedthroughwell-established and communicated policies. To properly manage our corporate policies, the Board hassetupthefollowingcommittees:theAuditCommittee;theHumanResource,Compensation,andNominatingCommittee;theEthicalConductComplianceCommittee;andtheInvestmentCommittee.

BOARD OF DIRECTORS The directors of PCL Employees Holdings Ltd. are electedattheannualmeetingofshareholders.

OFFICERS TheofficersofPCLEmployeesHoldingsLtd.areappointed by the Board of Directors.

AUDIT COMMITTEE TheprimaryfunctionoftheAuditCommitteeistoassisttheBoardofDirectorsinfulfillingtheBoard’soversightresponsibilitiesonmattersrelatingtoPCL’sfinancialreportsandotherfinancialinformation;systemsofinternalcontrolsregardingfinancing,accounting,andlegalcompliance;generalauditing,accounting,andfinancialreportingprocesses;externalauditor’sappointment,remuneration,effectiveness,andindependence;andotherrelatedmatters.TheAuditCommitteealsoapprovestheInternalAuditTeam’sactivities;reviewsandmonitorsmanagement’s reports on insurance coverage, EmployeePensionBenefitPlans,andcalculationofsharevalue;andoverseesPCL’sEthicalConductComplianceCommittee.

HUMAN RESOURCE, COMPENSATION, AND NOMINATING COMMITTEE TheprimaryfunctionofthiscommitteeistoassisttheBoardofDirectorsinfulfillingitsoversightresponsibilitiesonmattersrelatingtosuccessionandcompensationofmanagementandtheBoardmembers.Inaddition,theCommitteerecommendsthediscretionaryperformancebonuspoolandmakesrecommendationstosubsidiariesofthecompany with regard to the payment of a discretionarylong-termcontributionbonustotheiremployees.

ETHICAL CONDUCT COMPLIANCE COMMITTEE TheEthicalConductComplianceCommitteeisresponsible for establishing policies, training programs, and enforcement procedures designed to ensure that all PCL companies and all PCL personnel act ethically and in accordance with all applicable laws.

INVESTMENT COMMITTEE TheInvestmentCommitteerecommendsinvestmentobjectivesandcriteriatotheBoard.TheBoardapprovestheinvestmentobjectivesandcriteriaandthe aggregate amount of funds to be placed in each investmentcategory.Thiscommitteeisresponsibleforobtaininginvestmentadvice,authorizinginvestments, and monitoring performance.

PCL’S EMPLOYEE-OWNED STRUCTURE IS UNIQUE IN OUR INDUSTRY AND OVER THE YEARS HAS BECOME A PILLAR OF OUR STRENGTH AND CENTRAL TO OUR IDENTITY AS AN ORGANIZATION.

CORPORATE GOVERNANCE

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Weareagroupofindependentconstructioncompanies strategically located across Canada, the United States, Australia, and the Caribbean that carryoutdiverseoperationsandprovidesolutionsfor clients in the civil infrastructure, heavy industrial, andbuildingsmarkets.

Wearemorethanbuilders.Weareconstructionpartners who are passionate about what we do and about our partners’ success. For a full list of our operatinglocations,visitPCL.com/Meet-the-PCL-Family.

WE ARE BUILDINGS CONSTRUCTION Ournetworkofconstructionprofessionalsrisestothe challenges associated with a diverse buildings portfolio,bringingaddedvaluetoeverycommercial,institutional,educational,andresidentialproject–nomatteritssizeorscope.Asmasterbuilders,weperpetuateacultureofcreativityandinnovationtodeliver the best value for our clients.

• Sports and Entertainment• Hotels and Resorts• Office• Retail• Airport• Health Care• Education• Residential• RenovationsandFit-outs

WE ARE HEAVY INDUSTRIAL CONSTRUCTION Our industrial companies respond to the unique

industrialconstructionneedsofclientsinthe

petrochemical, oil and gas, mining, pulp and paper, and powerandcogenerationindustries.Inadditiontoofferingconstructionmanagementservices,weofferafullrangeofgeneralcontractingservices,specializinginmechanical,piping,civil,andelectricalconstruction,aswellasplantshutdowns/turnarounds.

• Oil Sands• Petrochemical• Refining• MineConstruction• PowerandCogeneration• Gas Processing and Compression• OffshoreOilandGas• PipeFabrication• ModuleConstruction

WE ARE CIVIL INFRASTRUCTURE The geographical diversity, project complexity, and public natureofcivilworkresultinanexceptionallychallengingindustrythatdemandsahighleveloftechnicalconstructionexpertise.Whetherbuildingonlandoroverwater,inbusycitiesorinremoteareas,ourcivilconstructioncompaniespossesstheingenuityandexperiencerequiredtoundertakeeven the most challenging civil project.

• Complex Bridges• Highways (Interchanges)• Airports• Light Rail• Water Transmission Pipelines• Wastewater/WaterTreatmentPlants• Dams• Powerplants

MEET THE PCL FAMILY OF COMPANIES

Bridgepoint Hospital Redevelopment

Gilmerton Bascule Bridge Replacement

Kearl Initial Development

Lower Baker Unit 4 Powerhouse

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CULTURE & COMMUNITY

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NEW EMPLOYEE INFORMATION GUIDE CULTURE AND COMMUNITY

HEALTH AND WELLNESSVarietiesofhealthandwellnessoptionsareavailabletoPCLemployees, and are driven in each district. A full list of health andwellnessoptionsisregularlypostedonPCLConnects,and employees are encouraged to use the many resources that are available.

AmongsomeofthehealthandwellnessoptionsPCLoffersfollow:

• HealthandWellnesstips,issues,andevents

• Company-paidworksitehealthscreening

• Healtheducation

• Lunch-and-Learn sessions

• PCL’s Employee and Family Assistant Program (EFAP

• Plan Smart Services

• Professional Counseling

• Self-HelpInformation

• e-Learning

Our wellness philosophy incorporates the belief that balancingone’spersonalneedswithhome,work,andcommunity is a healthy approach to life.

SAFETY Creatingasafeandhealthyworkenvironmentisacorepartof the PCL culture. PCL will not compromise the health and safetyofitspeople.Wearecommittedtoprovidingemployeeswithequipment,training,andbestpracticestoachieveasharedgoalofzeroincidents.TheHealth,Safetyand Environment Manual and related documents found on PCL Connects provide employees with a system of policies, procedures,andpracticestohelpensurethepreventionand

HEALTH, SAFETY, & ENVIRONMENT

eliminationofoccupationalinjuryandillness,equipmentandpropertydamage,andnegativeenvironmentalimpacts. Wewillcontinuetodemonstrateourcommitmentthroughproactivemeasures,becauseyourvisionforsafetyisourvisionfor safety.

Bob Tarr Safety Award The Bob Tarr safety award was introduced in 1992 in memory of our former CEO. This award is symbolic of safety and environmental excellence within the PCL family of companies. It ispresentedeachNovembertothePCLoperationsthatachievethe highest combined safety score based on weighted categories ofincidentfrequency,incidentseverity,inspections,audits,andothercriteriaestablishedbytheExecutiveReviewCommittee.

ENVIRONMENT PCL requires the commitment of all employees to implement and maintain a successful environmental program. As part of PCL’sEnvironmentalactionplan,environmentalinspectionsandauditsaremandatedforeachmajorprojectlocation.Thesesiteinspectionsassistemployeesinidentifyingandaddressinganyenvironmentalhazardsorpotentialconcerns.Inaddition,wastemanagement is an important element of PCL’s environment management plan. We have implemented waste diversion initiativesindistrictswiththegoalofdivertingwastefromlandfills.

Our leadership in environmental stewardship has gained us recognitionaswecontinuetoexpandourexpertiseandimplementbestpractices.Wecontinuetohaveastrongpresenceinthesustainableconstructionmarket,andremainatop-rankedGreenContactor.

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PCLhasavalue-addedcultureandalwaysstrivestosatisfycustomerneeds.Forustobeseenassolutionproviders,ourcustomer-driven approach must be consistent, and in order to achieve consistency, focusing on customer needs must be integratedintotheprocessesanddailyworkroutinesofPCLemployees. At PCL, every employee is empowered and accountable totakethetimetounderstandcustomerexpectations,takeownershipofissuesandproblems,andbringforwardsolutionsthatmeetorexceedcustomerexpectations.

Solutionscomefromfirstunderstandingthecustomer’sneeds,fears,andwants,andthenmeetingorexceedingtheirexpectations.Theresultisastrongandlastingcustomerrelationship.TheessenceofbeingsolutionprovidersistoensurePCL’scontractualobligationsareconsistentlymet,andenhancedvalue-addedservicesofferedtoeachindividualcustomerineachuniquesituation. QUEST PCL’squestforqualitymanagementandcontinuousimprovementissustainedbytheprinciplesandpracticesoftheQUESTprogram.ThePCLQUESTlegacybeganwiththepublicationofQUESTBulletinsin1987.TheirpurposewastosharethecreativesolutionsusedbyPCLteamstoovercomechallenges,uniqueandroutine,facedbyourconstructionbusinessinthefieldandintheoffice.TheseconcisepublicationsfocusoninnovativeideasandcanbeinitiatedbyanyoneacrossthePCLfamilyofcompanies.QUESTbulletinsappearthroughoutPCLConnectsinrelevanttopicareasaswellasinacollectiononthe“Knowledge”page.

TheQUESTActionTeamforumisusedinamoreformalsensethroughoutouroperationstotacklestrategywithregardstovalue

management.IndividualsthatsitonQUESTactionteamsareappointedbyseniormanagement.QUESTbulletinsremainaprimarychannelforidentifyingandsharinginnovativeideas.

Onanannualbasis,oneormorePCLemployeesarerecognizedfortheircreativityandinitiativeinfindingbetterandmorecost-effectivewaysofdoingtheirjobs.Inadditiontocompany-widerecognitionandthanksfortheirefforts,theawardrecipient(s)alsoreceivesmall(taxable) monetary awards.

LEAN CONSTRUCTION AsanextensionofPCL’slongstandingcommitmenttoQUESTandcontinuousimprovement,anumberofdistrictsandregions(CanadaandUS)haveadoptedtheprinciplesofleanconstructionandareapplyingthemtobothfieldandofficeoperations.

TheprinciplesbehindLEANConstructionareto

• reduceoverheadinboththefieldandtheoffice,

• facilitate faster schedules,

• improveemployeesatisfaction,

• lookforopportunitiestoeliminatewasteineverythingwedo,

• leveragetechnologyandinnovationtobecomeefficient,

• challenge our processes,

• and eliminate aspects that don’t add value.

Becomingaleanerorganizationwillbecriticaltomaintainingourcompetitiveadvantage.Thisisn’taboutworkingharderbutratherworkingsmarter.

SOLUTION PROVIDERS

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PCLersarededicatedtodonatingtimeandresourcestowardsthebettermentofourcommunities—aprincipleinstilledinPCL’sculturebyourfounder,ErnestE.Poole.In1975,asatestamenttoErnest’scommitment,theErnestE.PooleFoundationdonated90worksofarttotheArtGalleryofAlberta(AGA).ThisgiftremainsthemostsignificantcontributionevermadetotheAGA’scollectionofhistoricalCanadianart.

PCLhasanopportunitytoparticipateinnumerouscommunity-givinginitiativesacrossNorthAmerica.Someareledbyourcorporateoffice,butmanybeginattheindividualanddistrictlevels.AtPCL,charitabledonationsmadebyemployeestotheUnitedWayarematched100%,allowingPCLerstomakeasignificantimpactintheircommunities.PCLwillalsomatchindividualemployeedonationstoeducationalinstitutionsupto$500peryearanddonationstootherorganizationsonacase-by-casebasis.

Everyyear,PCLdonatesmillionsofdollars(notincludingemployeedonations)tovariouscharitableorganizationsandcausesacrossNorthAmerica.PCLhasestablishedrelationshipswiththeUnitedWay,theRedCross,andHabitatforHumanity.Inadditiontothesethreerelationships,PCLdistrictsalsocontributefinancialresourcestocolleges,universities,museums,hospitals,sportsassociations,artsfacilities,municipalities,andcommunityorganizations.

PCL COMMUNITY INVESTMENT

ENGAGEMENTYourfeedbackisanessentialpartofhowweworktoconstantlyimproveourprogramsandpractices.EveryyearallCanadianemployeesareaskedtoparticipateintheAonHewittEmployeeOpinionSurvey,andUSemployeesareaskedforfeedbackthroughtheFortuneBestCompaniestoWorkforsurvey.ParticipationinthesesurveysprovidesuswithopportunitiestomarketPCLasanemployerofchoiceandhelpsusmeasureourselvesagainstemployeeexpectations,aswellasarangeofotherorganizations.Everythreeyears,theentirecompanyisalsoaskedtocompleteanemployeeopinionsurveytoensurethatwe are able to compile data and see trends company-wide. We value your input!

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NEW EMPLOYEE INFORMATION GUIDE CULTURE AND COMMUNITY

COMPANY-WIDE COMMUNICATIONSOurcompany-widecommunicationsareheretokeepouremployees informed about what’s going on across PCL. We knowcommunicatingtoallPCLersisavitalcomponentofoursuccess. Using the three tools listed below, we endeavor to makeasmuchinformationavailableaspossible.

INTRANET (PCL CONNECTS) PCL’s intranet (PCL Connects) provides a comprehensive and collaborativeone-stopdestinationfortimelyandaccurateinformation.BlogsonPCLConnectsareusedtoshareexpertise,keepupwithourleaders,enhancethesupportweprovideforoursystems,andserveasanadditionalcommunicationchannelfortheservicesprovidedacrossourorganization.

FRIDAY DIGEST ThePCLFridayDigestisaweeklye-maildigestthatgivesemployees a summary of the new corporate and district informationonourintranet,PCLConnects,inoneeasy-to-read,

linkedformat.ThedigestispopularamongPCLersbecauseitprovides a brief synopsis at a glance and encourages employees touseConnectstosearchfortheinformationtheyarelookingfor.

HARD HAT HIGHLIGHTS— PCL’S EMPLOYEE MAGAZINE PCL’sinternalmagazine,HardHatHighlights(HHH),isafull-colorglossymagazinedistributedquarterlytoallemployeesthat“highlights”activitiesacrossthePCLfamilyofcompanies.Themagazineisaplatformforsharingstories,successes,andmilestones—PCLerssubmitstorysuggestionsandhelpshapethecontentofupcomingissuesofthemagazine.

In any given issue of HHH, features on community involvement, career milestones, unique personal stories, and district recognitioncanbeseen.

CELEBRATIONS AND SOCIAL EVENTSPCLersareknowntoworkhardandplayhardand,atPCL,thereisnolackofsocialevents.Fromgolftournamentstofamilypicnics,there’salwaysanopportunitytosocializewithPCLersand their families.

Wearealsoverycompetitive,whichcanbeseeninsomeoftheannualsportingeventsPCLhosts.FromtheSchmauchCup(anannualhockeytournament)toCurlorama(anannualcurlingevent), PCLers love the opportunity to compete!

Below are some of our company’s favorite events:

FIRESIDE CHATS APCLtraditionisoursemi-annual“FiresideChat,”inwhicheveryofficeparticipates.ThistraditionbeganwhenErniePoolewouldgatherhiscraftworkersaroundthefireplaceathishometotalkabouttheroadahead.

These informal sessions are a chance to update employees on important corporate and regional news, celebrate personal milestones,honorinducteesintoourQuarterCenturyClub,andtalktodistrictmanagersandotherC-suiteexecutives.Theselateafternooneventsarealsoachanceforasocialbreak,completewith food!

HOLIDAY PARTY EachdistrictwithinthePCLfamilyofcompaniestakespartinaholidaycelebration.PCLersandtheirguestsenjoyanightoffood, fun, and entertainment at no cost.

CHILDREN’S HOLIDAY PARTY Everyyear,eachdistrict’sSocialCommitteehostsachildren’sHolidaypartyforPCLersandtheirfamilies.Thekidsaretreatedtoanafternoonoffunandgames,andofcourse,timewithSanta.

MILESTONES EmployeerecognitionisanimportantpartofthePCLculture,and achieving a milestone is a cherished rite of passage for many PCLers. Employees who have reached a milestone are acknowledgedinavarietyofways,includingcelebratorylunchesandcongratulatoryletterssignedbyourpresidentandCEO.

QUARTER CENTURY CLUB AremarkablestatisticthatPCLpridesitselfonisthenumberofemployees who reach a 25-year milestone with PCL. Today, the QuarterCenturyClubhasmorethan600members,andweevenhave some half-century members!

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NEW EMPLOYEE INFORMATION GUIDE LIGHT YELLOW

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PERFORMANCE MANAGEMENT AND PROFESSIONAL DEVELOPMENT

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NEW EMPLOYEE INFORMATION GUIDE PERFORMANCE MANAGEMENT AND PROFESSIONAL DEVELOPMENT

“Wehire,develop,andretainthebesttalentintheconstructionindustry.”

To support this guiding principle, Performance Management needs to be an ongoing process that helps employeesgainknowledge,improveskills,anddeliverexcellentperformancethroughouttheircareerwithPCL. This requires a commitment from both employee and manager to communicate regularly throughout the year. The primary responsibility for career development lies with the individual employee.

PCL employees are expected to meet with their manager every 6-12 months for a formal competency review. Thismeetingistimesetasidefortheemployeeandhis/hersupervisorto

• Discussaccomplishments;

• Reviewandassesscompetencies;

• Identifygoals(careergoals,developmentgoalsandperformancegoals);

• Identifylearningstrategiestosupporttheaccomplishmentoftheemployee’sgoals.

Managers support their employees’ career development through

• Timelyandrelevantfeedback;

• Timelyandrelevantlearningopportunities;

• Regular,constructiveconversationswiththeemployee;

• Wellpreparedandeffectivelyconductedcompetencyreview/careerdevelopmentdiscussionsevery6-12months.

Employees successfully develop their careers with PCL by

• Beingengagedintheirowndevelopment;

• Identifyingrelevantcareeranddevelopmentgoals;

• Effectivelyimplementingdevelopmentplans;

• Adoptinganattitudethatsupportscontinuouslearning;

• Beingcommittedtohighperformance.

PERFORMANCE MANAGEMENT

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PCL’S COLLEGE OF CONSTRUCTION ThePCLCollegeofConstructionprovidescomprehensivecustom-designed, -developed, and delivered programs that aim to meet the needsofalllocationsandoperationswithinPCL.Thevirtualcollegeisaccessibletoanyemployeeandoffersinstructor-ledande-learningprogramsalongwithfacilitationandconsultingservicesinallareasofprofessionalandorganizationaldevelopment.Examplesincludesupervisory development, general behavioral and technical training, strategic planning, partnering, and team development. A dedicated trainingcoordinatorateachdistrictofficefacilitateslearningopportunities.TheCollegehas,formorethantwentyyears,providedPCL employees with the tools they need to advance their careers and grow both professionally and personally. Resources are available to every PCL employee, at every level of the company, and at every stage of their career. External courses are also available through the College ofConstruction.Seetheprofessionaldevelopmentreimbursementpolicy for details.

RECOMMENDED COURSES FOR NEW EMPLOYEES Certaincoursesprovidedthroughthecollegeofconstructionareencouraged for all employees. Your district HRPD department will enroll you in these courses as a part of your onboarding program. CODEOFCONDUCT Allemployeesarerequiredtocompletespecificmodulesthathavebeendevelopedforathree-year,repeatingcycle.Mostmodulestake35–45 minutes to complete, and all employees are required to complete the annual requirement of two modules. NEW-EMPLOYEELUNCHANDLEARN Allemployeesarerecommendedtoattendthenew-employeelunchand learn. The session will provide new employees with an overview of PCLandprovidemoreinsightintohowtheirspecificdivisionanddistrict operates.

PROFESSIONAL DEVELOPMENT

SOLUTIONPROVIDERS SolutionProvidersTrainingisaneight-hour,face-to-facesessioninyourdistrictwherediscussion,sharedlearning,andpracticalapplicationwillenhance the learning opportunity and reinforce PCL’s customer-focused culture.Thecoursewillexaminerelationshipandreputationmanagement,communication,improvingcustomertouchpoints,RFIcase studies, and accountability. CONNECTSTRAINING PCLConnectsisourcompany’sprimarytoolforcommunication,collaboration,andsharingimportantinformationsuchaspoliciesandbusinessguides,aswellasformsandtemplates,acrosstheentireorganization.AsanemployeeofPCL,youhaveawealthofinformationatyourfingertipsthroughtheorganization’sintranet.Thissystemmakespowerfulfeaturesandcriticalcontentavailabletoyou.Thetraining will help you navigate your way through the system. OFFICESAFETYTRAINING Allemployeesworkinginanofficesettingarerequiredtocompletetheofficesafetytrainingprogram.Theonlinecomponentoftheofficesafetytrainingconcentratesonfiveareascriticaltoofficesafety:personalprotectiveequipment,WHMISsymbols,stretching,handhygiene, and the use of Material Safety Data Sheets. The online component is a prerequisite to the classroom component of this training.Thein-classcomponentoftheofficesafetytrainingprogramemphasizestheimportanceofsafetyintheworkplaceandhowtopersonallyworksafely. FOUNDATIONSFOROPERATIONALEXCELLENCE AllemployeesworkinginanoperationalcapacityarerecommendedtotakeFoundationsforOperationalExcellence(FfOE).FfOEisafour-daycourse designed to follow the path of a project (project lifecycle) and introduceparticipantstoPCL’smethodsandproceduresateachstage,aswellastheirrolesandresponsibilities.

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Mentoringisatime-honouredPCLtradition,andweencourageourstafftobringalongothersbysupportingtheirdevelopment.Mentoringchampionshavebeenidentifiedineachdistrictandareresponsibleforcustomizingthementoringstrategyintheirspecificlocation.Formoreinformationaboutmentoringinyourdistrict,orto obtain a mentor, please contact your district HRPD representative.

MENTORING

LeadershiptrainingandrecognitionisanimportantpartofPCL’sculture.Webelieveinpromotingfromwithin,providingourup-and-coming leaders with the support and tools they need to succeed.

PCL PETER GREENE LEADERSHIP COURSE OneofPCL’shigh-profileinitiativesistheannualPCLLeadershipCourse, designed and delivered by in-house experts. The four-day intensive program has trained more than 600 employees over 23 years.

LEADERSHIP AWARDS PCLrecognizesleadershipthroughthreehighlysought-afterleadership awards. Established in 1999 and 2009, these awards recognizethepromisingtalentandleadershipofourup-and-coming employees: the Robert Stollery Construction Leadership Award, honoring an up-and-coming project management employee;theLes Albert Supervisory Leadership Award, recognizinganup-and-comingfieldsupervisorystaffmemberwhohasworkedasasuperintendentorassistantsuperintendent;finally,the Ross Grieve Leadership Awardrecognizesthevaledictorianofthe Peter Greene Leadership Course.

LEADERSHIP TRAINING AND SUPPORT

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EMPLOYEE GUIDELINES AND POLICIES

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NEW EMPLOYEE INFORMATION GUIDE EMPLOYEE GUIDELINES AND POLICIES

ABSENCE FROM WORK Ifforanyreasonyouareunabletoreportforwork,orwillbelateforwork,youareexpectedtonotifyyour immediate manager as soon as possible.

Ifyouareunabletoimmediatelyreachyoursupervisor,pleaseleavethefollowinginformationwithyoursiteordepartment’sadministrativeassistant:

•Reasonfornotbeingabletocometowork

• Phone number where you can be reached

PERFORMANCE MANAGEMENT PerformanceManagementisacontinuousprocessofcommunicationandclarificationaboutyourresponsibilities,priorities,andexpectationsinyourcareeratPCL.Itisthemeasurementusedtoidentifythevaryingdegreesofperformancethatarethenusedforfinancialreward,employeerecognition,careergrowth, employee engagement, and below-standard performance improvement.

HighperformanceatPCLexistswheneveryoneintheorganizationembracesthePCLVision,ValuesandGuidingPrinciples,andactivelyworkstowardsthegoalsoftheorganization.PCL’sperformancemanagement program:

•Providesaframeworkforevaluatingandimprovingself-performance.

•Providesregular,openandtransparentfeedbacktoencouragepositiveperformanceandquicklycorrectbelow-standard performance issues.

• Threads career development into day-to-day performance.

•Improvesthecompensationprogrambydirectlylinkingpaywithperformance.

•Increasesthemotivationtoperformbyhavingaclearunderstandingofwhatisexpectedandwhatthecorresponding rewards may be.

•Improvesself-confidenceandsecurityinknowingthejobisbeingdonethewayitshouldbedone,asidentifiedthroughfeedback.

Youwillworkwithyourmanagertosetperformancegoals.Performancegoalsaretheresultsofyouractivities.Clearlyalignedgoalswillallowyoutosupportthelargergoalandhelpseehowday-to-dayactivitiescontributetothesuccessoftheorganization.Whengoalsarereached,thereisaclearconnectiontocreatingahigh-performingorganization,ultimatelyimprovingprofitabilityandincreasingemployee engagement.

EMPLOYMENT VERIFICATION AnyemployeedesiringaletterverifyingemploymentwithPCLshouldcontacttheirHumanResourcesdepartment.

EMPLOYEE GUIDELINES

SICK LEAVE PCLdoesnothaveasetnumberofsickdays.However,shouldthenumberofdaysthatyouareabsentfromworkduetoillnessexceedthenumberofdaysoutlinedinyourcountry’sshort-termdisabilitypolicy;your leave will be converted into a short-term disability absence. Your manager may request a doctor’s note prior to your absence being converted to a short-term disability claim.

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EMPLOYEE POLICIESPoliciesconveyimportantmessagesregardingourorganization’svaluesanddirection,outlineapplicablelegalandethicalobligations,andprovidecommongroundandstructuretoourbusinessactivities.Theyalsohelpprotectourshareholdersagainstundueriskandfacilitateoverallcorporateefficiencies.AsPCLoperatesthroughoutNorthAmericaandAustralia,someemploymentpracticesmayvary.Forthefulldetailedversionofallpoliciesassociatedwithyourspecificlocation,pleaseseePCL Connects.

ETHICS POLICIES Ethics is an integral part of the culture of the PCL family of companies. It is also good business. The Code of Conduct and its associatedpoliciesareintendedtohelpensurethattheactionsofallofusreflectwellonourselves,ourcolleagues,andthePCLfamilyofcompanies. HARASSMENT AND DISCRIMINATION Harassment, including sexual harassment, of PCL personnel in respect of their employment or in the course of their employment is prohibited.ThisprohibitionincludesharassmentbyaPCLcompany,by other PCL personnel, or by a third party. DiscriminationagainstPCLpersonnelinrespectoftheiremploymentorinthecourseoftheiremploymentisprohibited.ThisprohibitionincludesdiscriminationbyaPCLcompany,byotherPCLpersonnel,orbyathirdparty.ViolationofthispolicybyPCLpersonnelwillresultindisciplinaryaction,uptoandincludingimmediateterminationofemployment.

ETHICS HOTLINE PCL’s commitment to a high ethical standard can be found in our policies, training, and in how we handle issues. While we trust you can approach your district management or Human Resources departmentwithanypotentialethicalissue,werecognizethatsometimesemployeesmaybeuncomfortabledoingso.Withthisinmind,wehavepartneredwithanexternalthirdparty,“MySafeWorkplace,”whichmanagesPCL’sEthicsHotline.Inallcases,yourcallore-mailishandledinaconfidentialandanonymousmanner;thereisnolinktoanemployeewhousestheservice. Weallhaveadutytoactethicallyandtoreportanymattersthatmay violate our Code of Conduct. Submissions can be made by calling1-800-461-9330orbyvisitingMySafeWorkplace.com.PleaseseePCLConnectsformoreinformationaboutthePCLEthicsHotline.

HEALTH, SAFETY, AND ENVIRONMENT POLICIES PCLiscommittedtoprovidingandmaintainingasafeworkenvironment. As an employee, it is your responsibility to guard your

safetyandthesafetyoffellowpersonnelbyidentifying,controlling,and/oreliminatingknownhazardsthatcanresultinpersonalinjuryor illness, equipment and property damage, or any other form of controllableloss.Allunsafeactsorconditionsmustbepromptlyreportedtoyoursupervisor.Supervisorsareresponsiblefortakingimmediateactiononanyproblemsthatarise. ENVIRONMENT PCLiscommittedtoconductingourbusinessoperationsinamannerthat protects our environment. We must comply with and monitor ourcompliancewithalllegislative,regulatoryandcontractualrequirementsrelatingtotheenvironment.PCLwillalsoensurethatstepsaretakentoprotecttheenvironmentfromadverseaffectsofconstructionoperations. FALL PREVENTION AND PROTECTION PCLiscommittedtoprotectingcompanypersonnelandotheron-siteworkersfromfall-relatedinjurieswhentheyworkatelevatedheights.Wemustcomplywithlegislativejurisdictionalrequirementsand ensure that each site is evaluated and has implemented a site-specificfallpreventionandprotectionplanwhereelevatedworkandfallprotectionarenecessary.

While subcontractors and trade contractors are responsible to compileandimplementtheirownsite-specificfallpreventionandprotectionplanfortheworktheyperform,theirplansmustbeinaccordance with applicable regulatory requirements and PCL’s site-specificfallpreventionandprotectionplan.

Allpersonnelareresponsibletoreportunsafeactsandconditionsand,ifnecessary,takeactiontoseethatcorrectivemeasuresareimplemented. WORKPLACE VIOLENCE PCLbelievesinthepreventionofviolenceandpromotesaviolence-freeworkplace.Anyactofviolencecommittedbyoragainstanyworkerormemberofthepublicisunacceptableconductandwill not be tolerated. Employees have a responsibility to report incidentsofworkplaceviolencetotheirsupervisors.

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VACATION AND OBSERVED HOLIDAYS OBSERVED HOLIDAYS The PCL companies provide paid holidays for salaried employees in accordancewithstatutoryrequirementsandlocalbusinesspracticesforthebenefitofemployeesandtheirfamilies.Alistofspecificholidays provided and the dates on which those holidays will be recognizedisannouncedbeforethestartofeachcalendaryear.

LEAVES OF ABSENCE LEAVE OF ABSENCE IftheanticipateddurationofthePersonalLeaveofAbsenceorBereavementleaveislongerthanfourweeks,CEOapprovalmustbeobtained.

BEREAVEMENTLEAVE PCLiscommittedtoaqualityworkenvironmentthatprovidesforpaid leaves of absence to enable you to deal with the death of immediate family members. In the unfortunate event of death in the immediatefamily,youareeligiblefortimeofftoattendfuneralservices,grieveinprivate,anddealwithfamilyobligations.Whenthisoccurs,PCLwillcontinuetopayyouinaccordancewiththispolicy. YouareentitledtoUnpaidBereavementLeaveinaccordancewithapplicablelegislation.

VACATION POLICY SalariedemployeesareentitledtospecifiedamountsofvacationtimeperyearbasedupontheirsenioritywithPCL.Theseemployeesshallaccruevacationpaybasedupontheirvacationableearnings.Employeesmaytakevacationdaysastheyareearnedandareencouragedtousetheirvacationaccrualsannually.FortheVacationPolicyspecifictoyourlocation,pleaseseePCLConnects.

PERSONAL LEAVE Aleaveofabsencethatisnotmandatedbylegislation(a“PersonalLeaveofAbsence”)maybeprovidedtoyouattheabsolutediscretionofPCL.WhereyouwishtotakeaPersonalLeaveofAbsence, you must obtain the prior consent of your immediate supervisorandtheirdistrictmanager.Shouldtheanticipateddurationofyourpersonalleaveexceedfourweeks,CEOapprovalmustbeobtained.PCLwillconsiderthecontinuationofyourcompensation,vacationaccrual,health,dentalanddisabilitybenefits,andservicecreditonacase-by-casebasis.

STATUTORY LEAVE PCL provides unpaid leaves of absence in accordance with applicable legislation.Forsuchleavesofabsence,youmustprovideadequatenoticetoyoursupervisorpriortothecommencementoftheleave.PCLwillcontinuevacationaccrualsonunpaidleaveandpaymentorprovisionofbenefitsforyouwhererequiredbylaw.

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HOURS OF WORK POLICYThePCLfamilyofcompanies(PCL)iscommittedtocreatinganenvironmentwhereallemployeesarecompensatedequitably,accordingtomarketpracticesandincompliancewithapplicablelegislation.PCLencouragescollaborativeandparticipativeprocessesthatsupportflexibility,innovation,work-lifebalance,andtheenhancementofproductivityandorganizationalsuccess.Thisinvolveseffortstoensurethat,totheextentthatemployeeshavepersonalcommitmentsthatconflictwithregularhoursofwork,andtotheextentthatPCLiscapableofaccommodatingthesecircumstances,employeeshaveopportunitiestosuccessfullyandefficientlymanagetheirprofessional and personal commitments.

PCL salaried employees are expected to be present intheofficeortheirotherassignedworklocationsduringregularworkhoursfortheirpositions.However,PCLrecognizesthatanemployeemayoccasionallyrequireordesirepersonaltimeawayfromtheoffice,orhisorherotherassignedworklocation,duringregularhoursofworktoattendtopersonal commitments or because of the employee’s personal circumstances. Provided such occurrences are infrequent and do not interfere with the employee’s performance of his or her duties,andprovidedtheemployeehasobtainedtheprior consent of his or her supervisor, a PCL employeemaybeabsentfromtheofficeorhisorherassignedworklocationtoattendtothesepersonal commitments. However, the employee mayberequiredtoworkoutsideregularworkhoursintheplaceofthosehourslostduringregularwork

hours.Inaddition,theemployeemustnotifyhisorhersupervisor of any intended absence or lateness as soon as possible.

DEALING WITH DISABLE CLIENT PERSONNELThePCLcompanies(“PCL”)treatallpeoplewithdignityandrespect,includingthosepeoplewithdisabilities. When PCL provides service to owners, subcontractors, suppliers,oranyotherentitywithwhichweconductbusiness,wewilltakestepstoensurethatourpremisesand services are accessible to Disabled Client Personnel asisreasonableintheparticularcircumstancesorasotherwise required by law. BUSINESS ATTIRE At PCL we strive to present a professional image at all times.Thismeansdressingappropriatelyforyourjobandinaccordancewithlocalbusinesspractice.Italsomeansdressing appropriately for special occasions related to yourjob.Meetingswithclientsmayrequireastandardofdressthatvariesfromanormalworkdayintheoffice.Individuals in contact with the public or customers shouldalwaysbedressedinappropriatebusinessattire.Agoodruleofthumbis“whenindoubt—dressup.”

ManydistrictshavedesignatedFridaysas“casualFridays.”Inthiscase,jeansandothermorecasualclothing may be appropriate to wear on those days. Similarly, jeans and more casual clothing may be appropriatetowearforpersonsworkinginthefieldonjobsites or similar assignments involving exposure to dirt and dust.

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PCL’S REPUTATIONReputationinvolveshowweareperceivedbyothers. All PCL personnel are responsible for buildingandprotectingPCL’sreputationwithourkeystakeholders.AlldecisionsmadebyPCLpersonnelmusttakeintoaccounttheimpactsuchdecisionsmighthaveonPCL’sreputationwithourkeystakeholders.

USE OF SOCIAL MEDIAUsers of Social Media must exercise good judgment and abide by applicable PCL policies.

SocialMediauserscommunicatingintheircapacityas PCL personnel must communicate in a manner thatfitswiththeirspecificrolesandresponsibilities.Any employee wishing to establish an online presencethroughaSocialMediaplatformintendedtoformallyrepresentanyentitywithinthePCLfamilyofcompaniesmustfirstobtainapprovalfromtheseniordirectorofcommunicationsandbrandatNAHQ.

InformationtransmittedthroughSocialMediaformspartofapermanentrecord,evenifinformationissubsequentlymodifiedordeleted.ItshouldbeassumedthatSocialMediausers’communicationsmaybesubjecttodiscoverybypartiesinvolvedindisputes with PCL.

TRAVEL POLICYThe annual travel budget for PCL is a major expense. Travelinformationshouldbegiventothetravelagent as early as possible to allow them to search for special fares. Class of travel should be the most economical available. Wherever possible, travelers should stay in hotels that have granted low rates to the travel agents or the PCL companies.

EXPENSE REIMBURSEMENTYou should be reimbursed for expenses you may incur on behalf of the company.

All expense statements within a department are to be approved by the department manager (e.g., chief

estimator,financeandadministrationmanager,constructionmanager).Allexpensestatementsatthe department manager level or above are to be approved by the next immediate supervisor. If an immediate supervisor is not available, then the next most senior person in the line of responsibility may approve the expense statement.

Receipts for all expenses are preferred, but reasonablemiscellaneousexpenses(outofpocketcash expenses, etc.,) with no receipts but with properwrittenexplanationmaybeapprovedbyyour supervisor.

SERVICE RECOGNITION AND AWARDSLongServiceisavaluedattributeandisrecognizedinfive-yearincrements.Attainingtwenty-fiveyearsof service is celebrated by employee membership in theQuarter-Century(QC)Club,andfiftyyearsofserviceintheHalf-CenturyClub.Retirementsarealsocelebrated,andthoseretireeswithfifteenormore years of service will receive corporate commemorativerecognition.

PROFESSIONAL DEVELOPMENT REIMBURSEMENTThePCLCollegeofConstructionwillcontinuetodevelop and provide in-house learning resources to support employees’ core professional development needs;however,PCLalsoencouragesitsemployeestocontinuetheircareerdevelopmentthroughexternal learning and development programs. Where appropriate, PCL will pay for a learning program that is provided outside of the College of Construction(upto$1000peryear),providedithasbeen pre-approved by the employee’s supervisor. External learning programs must be directly related to your development goals as agreed upon with your supervisor.

PCL will reimburse fees for membership in professionalassociationsiftheprofessionalassociationisrelatedtoyourcurrentorfuturejobrole.Paymentofprofessionalassociationfeesmust

be preapproved in accordance with the approval procedures for other external learning programs.

MOTOR VEHICLE POLICYThePCLfamilyofcompaniesiscommittedtosafe,accident-free driving. Every employee who drives a vehicle as a part of their employment is responsible foritssafeoperation,condition,andappearance,and for maintaining proper insurance coverage and obeyingalltrafficlaws.

Driversmustbecourteous,practicedefensivedriving,weartheirseatbelts,andtakeeveryprecautiontoavoidincidents.Theymustensurethat they comply with PCL’s Alcohol and Drug Policy as well as PCL’s Electronic Device Policy. Drivers must ensure that they have the proper driver’s license endorsements for any vehicle the driver will beoperatingonbehalfofPCL.

ELECTRONIC DEVICE POLICYStudies have shown that the use of electronic devicessuchascellphones,Blackberries,iPodsandothersimilardeviceswhiledrivingisadistractiontodriversandmayincreasetheriskoftrafficaccidents.Inresponse,severaljurisdictionshaveenactedlegislationthatspecificallyprohibitsorlimitstheuseofelectronicdeviceswhiledriving.Legislationinotherjurisdictionssimplyprohibitsdrivingwithoutduecareandattention.Thesetypesoflegislationvaryfromjurisdictiontojurisdictionandchangeovertime.

Every employee of a PCL company must obey all applicablelawsrelatingtotheuseofelectronicdeviceswhiledriving.Inadditiontotherequirementto obey all applicable laws, every employee of a PCL company shall refrain from the use of electronic devices while driving in a manner that may distract theemployeeorotherwisecreateasafetyhazard.

Failure to comply with this policy may result in discipline,uptoandincludingterminationofemployment.

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TOTAL REWARDS POLICIESBASE SALARY ItisPCL’sintenttopayallfull-timeemployeesatrates that are equal to or greater than the average ofcompetitivesalariesfortheirspecificjobsineach region in which we operate. We will strive to pay our fully competent employees at rates that reachthetopquartileofcompetitivesalaries.

SALARY REVIEWS Salaries are generally reviewed annually. Changes tosalariesdependonmarketconditionsandconstructionindustryremunerationforcomparablepositions.ApprovedratechangesaregenerallyeffectiveonthefirstMondayinSeptember for employees with at least one year of service. (This may vary slightly according to payroll cycles.) Salary adjustments for changes in responsibilitiesandotherspecialcircumstancestakeplaceasappropriateduringtheyear.

Salariesaretobetreatedasconfidentialinformationbetweenyouandthecompany.

PERFORMANCE BONUS SubjecttooperatingresultsofthePCLfamilyofcompanies,adiscretionaryperformancebonusmay be paid in December to salaried employees withmorethansixmonthsofserviceatfiscalyear-end (October 31). Payments, when available, are determined by

•personaleffortandachievement;

•levelofresponsibility;

•timespentawayfromhomethathasnotalreadybeencompensated;and

•thesafetyrecordforthosewhocaninfluenceorcontrolthesafetyandlosspreventionresultswithin their company.

Aperformancebonusforagivenfiscalyearwillnot be paid to anyone who ceases to be an employee for any reason prior to the end of that fiscalyear(October31).

HEALTH AND WELFARE BENEFITS PCLstrivestoprovidebenefitplansthatmeettheneeds of the majority of its employees in a cost-effectivemanner.Thebenefitplansprovidedare tailored to the countries in which we operate, offerflexibilityforindividualcircumstances,andare provided on a company and employee cost-share basis.

RETIREMENT SAVINGS PLANS InCanada,PCLoffersemployeestheopportunitytojoinadefinedcontributionpensionplanfromthefirstdayofhireoranytimethereafterwhiletheindividual remains an employee of the company.

IntheUS,a401(k)thriftplanisavailabletoemployees with more than three months of service.AnnualcontributionmaximumswillapplyinaccordancewithIRSregulations.Contributionsmaybemadeoneitherapre-taxoranafter-taxbasis.

SHARE OWNERSHIP PCLEmployeesHoldingsLtd.(“PCLEH”)mayprovidetheopportunity for salaried employees of PCL companies to obtain anequitypositionbypurchasingsharesinPCLEH.

Thereisnopressureonemployeestoinvest.Promotionopportunitiesarenotaffectedbyparticipationinthesharepurchase plan.

While employee share ownership is considered an important optioninthetotalcompensationprogramforsalariedemployees,thereareinherentrisksinsuchaninvestment,asthereareinother forms of investment. Returns on investment are variable and cannot be guaranteed.

Theopportunityforsalariedemployeestoparticipateintheshareownership program is a privilege, not a right. The decision as to whetherashareofferingwillbemadetoanemployeeandthenumberofsharesofferedtothatemployeeisatthediscretionofPCLEH.Generally,anofferingwillnotbemadetoanemployeeinagivenyearunlessthatemployeehasbeenengagedinactiveservice for at least 60% of the 12-month period prior to January 31 of that year. The purchase price and number of shares availabletoanemployeewillbedefinedwhenanoffertoparticipateispresented.Thenumberofsharesofferedandthenumber that an employee is allowed to accumulate are dependent upon capital plan requirements and on the employee’sposition,responsibilitylevel,performanceintheirposition,full-timeorpart-timestatus,andcurrentholdings.

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NEW EMPLOYEE INFORMATION GUIDE

ADDITIONALRESOURCES

PCL PROCEDURES NumerousBusinessGuideshavebeencreatedtoshareourlong-standingproceduresandguidelinesfordoingbusiness.Thesedocuments,whichcanbefoundonPCLConnects,arearesourcethatyoushouldusetohelpfamiliarizeyourselfwithPCLproceduresand guidelines for various aspects of our business.

PCL GLOSSARY ThePCLopedialistedonConnectsprovidesemployeeswitheasyaccesstoacompleteandcurrentlistingoftermsandacronymsrelatedtoconstructionandspecificallytoconstructionatPCL.

INFORMATION GUIDES AND MANUALS VariousinformationguidesandmanualscanbefoundonPCLConnectsthatarereferencesrelatedtospecificaspectsofourbusiness.

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New Employee Information Guide

Documents

Transcript of New Employee Information Guide