CRH PUBLIC LTD CO [CRHCF] Filings

20-F 1 crh-20221231.htm 20-F crh-20221231

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

(Mark One) WASHINGTON, D.C. 20549

FORM 20-F

☐ REGISTRATION STATEMENT PURSUANT TO SECTION 12(b) OR (g) OF THE SECURITIES EXCHANGE ACT OF 1934

X ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended: December 31, 2022

☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

For the transition period from to

☐ SHELL COMPANY REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934

Date of event requiring this shell company report

Commission file number: 001-32846

CRH public limited company

(Exact name of Registrant as specified in its charter)

Republic of Ireland

(Jurisdiction of incorporation or organisation)

Stonemason’s Way, Rathfarnham, Dublin 16, Ireland

(Address of principal executive offices)

Jim Mintern

Tel: +353 1 404 1000

mail@crh.com

Stonemason’s Way, Rathfarnham, Dublin 16, Ireland

(Name, Telephone, Email and/or Facsimile number and Address of Company Contact Person)

Securities registered or to be registered pursuant to Section 12(b) of the Act.


Title of each class
CRH plc
Ordinary Shares of €0.32 each
American Depositary Shares, each representing the right to receive one Ordinary Share


Trading symbol(s)
CRH


Name of each exchange on which registered

New York Stock Exchange*
New York Stock Exchange*

*Not for trading but only in connection with the registration of American Depositary Shares, pursuant to the requirements of the Securities and Exchange Commission.

Securities registered or to be registered pursuant to Section 12(g) of the Act. None

Securities for which there is a reporting obligation pursuant to Section 15(d) of the Act. None

Indicate the number of outstanding shares of each of the issuer’s classes of capital or common stock as of the close of the period covered by the annual report.


Ordinary Shares of €0.32 each			752,140,338
5% Cumulative Preference Shares of €1.27 each			50,000
7% ‘A’ Cumulative Preference Shares of €1.27 each			872,000

–

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes X No ☐

If this report is an annual or transition report, indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934.

Yes ☐ No X

Note – Checking the box above will not relieve any registrant required to file reports pursuant to Section 13 or 15(d) of the Securities Exchange Act of 1934 from their obligations under those Sections.

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes X No ☐

Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files). Yes X No ☐

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, or an emerging growth company. See definition of “large accelerated filer”, “accelerated filer”, and “emerging growth company” in Rule 12b-2 of the Exchange Act.

Large accelerated filer X Accelerated filer ☐ Non-accelerated filer ☐ Emerging Growth Company ☐

If an emerging growth company that prepares its financial statements in accordance with U.S. GAAP, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards† provided pursuant to Section 13(a) of the Exchange Act ☐

†The term “new or revised financial accounting standard” refers to any update issued by the Financial Accounting Standards Board to its Accounting Standards Codification after April 5, 2012.

Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. X

If securities are registered pursuant to Section 12(b) of the Act, indicate by check mark whether the financial statements of the registrant included in the filing reflect the correction of an error to previously issued financial statements. ☐

Indicate by check mark whether any of those error corrections are restatements that required a recovery analysis of incentive-based compensation received by any of the registrant’s executive officers during the relevant recovery period pursuant to §240.10D-1(b). ☐

Indicate by check mark which basis of accounting the registrant has used to prepare the financial statements included in this filing:

U.S. GAAP ☐ International Financial Reporting Standards as issued by the Other ☐

International Accounting Standards Board X

If “Other” has been checked in response to the previous question, indicate by check mark which financial statement item the registrant has elected to follow. Item 17 ☐ Item 18 ☐

If this is an annual report, indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act). Yes ☐ No X

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2022 Annual Report and Form 20-F

We stand together to reinvent the way our world is built www.crh.com/investors/annual-reports/ Overview CRH at a Glance 2 Why Invest in CRH 4 Our Purpose 6 Chairman's Introduction 8 Strategy Report Our Strategic Framework 12 Chief Executive's Review 14 Market Backdrop 16 Business Model 20 Strategy in Action 22 Solutions for a Sustainable Future 24 - Decarbonisation 26 - Waste 32 - Water 34 - Natural World 36 - People & Communities 38 - Responsible Business 46 Risk Management 50 TCFD Executive Summary 56 Business Performance and Segmental Reviews Chief Financial Officer's Review 62 Americas Materials 68 Building Products 72 Europe Materials 76 Governance Board of Directors 82 Global Leadership Team 86 Governance Framework 87 Corporate Governance Report 88 Audit Committee Report 92 Nomination & Corporate Governance Committee Report 98 Safety, Environment & Social Responsibility Committee Report 104 Directors' Remuneration Report 108 Directors' Report 134 Principal Risks and Uncertainties (Risk Factors) 139 150 172 176 181 191 255 277 289 297 Focus on Climate Risks and Opportunities Financial Statements Independent Auditors' Reports Consolidated Financial Statements Accounting Policies Notes on Consolidated Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information Other Information Cross Reference to Form 20-F Index 298 This document constitutes the Annual Report and Financial Statements in accordance with Irish and UK requirements and the Annual Report on Form 20-F in accordance with the US Securities Exchange Act of 1934, for CRH plc for the year ended 31 December 2022. A cross reference to Form 20-F requirements is included on page 297. The Directors’ Statements (comprising the Statement of Directors’ Responsibilities, the Viability Statement and the Directors’ Compliance Statement on pages 136 to 138), certain sections of the Principal Risks and Uncertainties (on pages 139 to 148), certain sections of the Climate Risks and Opportunities (on pages 151 to 153), the Independent Auditors’ Reports (on pages 160 to 171), the Parent Company financial statements of CRH plc (on pages 248 to 252) and EU Taxonomy (on pages 270 to 273) do not form part of CRH’s Annual Report disclosures on Form 20-F as filed with the Securities and Exchange Commission (SEC). Forward-Looking Statements This document contains forward-looking statements, which by their nature involve risk and uncertainty. Please see Disclaimer/Forward-Looking Statements on page 135 for more information about these statements and certain factors that may cause them to prove inaccurate.

During 2022 the Oldcastle Building Envelope business was classified as discontinued operations under IFRS 5 Non-Current Assets Held for Sale and Discontinued Operations (refer to note 3 to the Consolidated Financial Statements for further information). Accordingly, all references to income statement data are on a continuing operations basis throughout the Overview, Strategy Report and Business Performance and Segmental Reviews sections (pages 2 to 79), unless otherwise stated. 1. Group profit for the financial year as per the Consolidated Income Statement on page 176. 2. Details of how non-GAAP measures are calculated are set out on pages 257 to 260.   *EBITDA is defined as earnings from continuing operations before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax. 2022 2022 Performance Highlights Positive financial and non-financial performance improvements Sales  $32.7bn +12%  $29.2bn 2021 2022 $32.7bn EBITDA (as defined)*2 $5.6bn  +13%  $5.0bn 2021 $5.6bn 2022 Operating profit $3.9bn  +17%  $3.3bn 2021 $3.9bn 2022 Profit After Tax1  $3.9bn  +48%  $2.6bn 2021 $3.9bn 2022 Earnings per share $3.50   $3.06 2021 $3.50 2022 +14%  Dividend per share  $1.27  +5% $1.21  2021 $1.27 2022 Inclusion and Diversity 15% +1% women in senior management 14% 15% 2021 2022 Circular Economy 42.4 +8% million tonnes of alternative fuels and raw materials recycled 39.5mt 42.4mt 2021 2022 Sustainable products  $12.6 billion revenue from products with enhanced sustainability attributes2+10% 2021 $11.4bn $12.6bn

2022 Annual Report and Form 20-F2 CRH at a Glance The leading building materials business in the world CRH is the leading provider of building materials solutions that build, connect and improve our world. We help to make constructing the built environment easier, safer and more sustainable. We are the essential partner for transport and critical utility infrastructure projects, commercial real estate development and home construction. By combining our materials, products and services, including recycled end-of-life materials, into integrated solutions which can be delivered more efficiently and sustainably, CRH is uniquely positioned to meet the changing needs of its customers, address the evolving trends in global construction markets and contribute to a more sustainable built environment. What we do Build Sustainable and resilient communities through structures that provide protection, shelter, warmth and safety as well as enabling transport and commerce. Materials, products and services We manufacture and supply a range of materials, products and services that are used extensively in a wide range of construction applications. Integrated building solutions We combine and connect materials, products and services to provide customers with complete end-to-end building solutions. Connect People and locations through infrastructure that moves people, property, information, energy and water. Improve A built environment that is stronger, more durable, more efficient, more economical and more effective. • Aggregates • Cement & Lime • Asphalt • Paving & Construction • Architectural Products • Infrastructure Products • Construction Accessories • Road and Transport Infrastructure Solutions • Water Infrastructure Solutions • Urban Construction Solutions • Renewable Energy Infrastructure • Utilities and Communications Infrastructure

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information 44% 24% 32% 45% 55% 35% 25% 40% What we do Build Sustainable and resilient communities through structures that provide protection, shelter, warmth and safety as well as enabling transport and commerce. Materials, products and services We manufacture and supply a range of materials, products and services that are used extensively in a wide range of construction applications. Integrated building solutions We combine and connect materials, products and services to provide customers with complete end-to-end building solutions. Improve A built environment that is stronger, more durable, more efficient, more economical and more effective. • Aggregates • Cement & Lime • Asphalt • Paving & Construction • Architectural Products • Infrastructure Products • Construction Accessories • Road and Transport Infrastructure Solutions • Water Infrastructure Solutions • Urban Construction Solutions • Renewable Energy Infrastructure • Utilities and Communications Infrastructure 29 Countries c. 3,160 Locations c. 75,800 People #1 North America #1 Europe Sales by Division Americas Materials Building Products Europe Materials Sales by End-Use New Build Repair, Maintenance & Improvement (RMI) Sales by Sector Infrastructure Residential Non-residential Sustainable products and solutions The solutions we provide help to shape a more sustainable built environment. Innovation We are constantly innovating to improve existing and develop new technologies that will empower more sustainable forms of construction in the future. Collaboration and partnership We understand the importance of collaboration and the need to work in partnership with others in order to realise our ambition in areas such as sustainability. • Low-carbon materials e.g. concrete • Recycled asphalt and low-carbon mixes • Recycled masonry products • Recycled composite decking products • Sustainable stormwater solutions • Modular and off-site manufacturing solutions • CRH Ventures – Launched in 2022 • Innovation Fund – Established in 2022 • Innovation Centre for Sustainable Construction (ICSC) – over 100 research and innovation projects underway • Global Cement and Concrete Association (GCCA) – Net-zero Concrete Roadmap • National Asphalt Paving Association (NAPA) – Net-zero Asphalt Pavements Roadmap • Shell – Memorandum of Understanding (MOU) to develop decarbonisation solutions and technologies

2022 Annual Report and Form 20-F4 #1 Why Invest in CRH? Consistent long-term value creation CRH has a strong track record of delivering for its shareholders and is well positioned for future growth. Strong Fundamentals PROVEN STRATEGY Our integrated solutions strategy enables us to provide value- added materials, products and services across the construction project lifecycle, better serving our customers’ needs and delivering superior value for our shareholders. LEADING POSITIONS IN ATTRACTIVE MARKETS We have developed leading market positions in North America and Europe, providing us with an attractive mix of high growth markets complemented by more mature and highly cash generative regions. in North America and Europe RESILIENCE THROUGH THE CYCLE We have repositioned towards more resilient sectors of the construction market, reducing the cyclicality of our business by increasing our exposure to publicly funded construction and repair, maintenance and improvement activity. Resilience Cyclicality EXPERIENCED AND TALENTED LEADERSHIP TEAM CRH has a world class leadership team with a proven track record of performance through multiple economic cycles. We also have a strong pipeline of talent in place to develop the next generation of CRH leaders and a clear commitment to Inclusion and Diversity with specific targets in place to 2030. Sustainability at the Core SUSTAINABLE BUSINESS MODEL Sustainability is deeply embedded in all aspects of our business. We continue to enhance our offering of integrated sustainable solutions to address the changing needs of our customers while innovating to create a higher-performing and more sustainable built environment. Revenue from products with enhanced sustainability attributes in 2022 $12.6bn (2021: $11.4bn) DECARBONISATION We have an industry-leading target to deliver a 30% reduction in absolute carbon emissions by 2030 (from a 2021 base year) which is aligned with our ambition to be a net-zero business by 2050. The Science Based Targets initiative (SBTi) has validated our near- term science-based carbon emissions reduction targets1 in line with a 1.5°C pathway. Reduction in absolute emissions by 20301 30% CIRCULARITY We are continuing to advance our contribution to the circular economy, preserving scarce natural resources and using more recycled materials in construction. 1 in 4 miles of road built with recycled materials in North America INNOVATION We are accelerating investment in innovation to develop a higher-performing and more sustainable built environment. Through our $250 million venturing and innovation fund we are supporting the development of new technologies and innovative solutions to meet the increasingly complex needs of customers and evolving trends in construction. $250m Venturing & Innovation Fund 1. Refer to page 27 for further detail on our decarbonisation targets.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information Superior Performance CONTINUOUS BUSINESS IMPROVEMENT CRH is relentlessly focused on building better businesses through operational and commercial excellence programmes, coordinated and driven from the centre and delivered locally by our businesses around the world. Improved Returns 13.3% Return on Net Assets (RONA)1 +340bps since 2018 (2021: 12.3%) Return on net segment assets 13.7% (GAAP equivalent measure) +540bps since 2018 (2021: 12.1%) STRONG CASH GENERATION Our financial discipline combined with strong cash generation enables us to continue to invest in our business for further growth and increase cash returns to our shareholders. Operating Cash Flow2 $18bn 2018 - 2022 EFFICIENT & DISCIPLINED CAPITAL ALLOCATION We have a disciplined approach to capital allocation which is focused on maximising value for our shareholders. In the last five years we have allocated ~60% of our capital to value-accretive acquisitions and internal growth investments while ~40% was returned to shareholders in the form of dividends and share buybacks. Our strong and flexible balance sheet provides us with significant opportunities for future value creation. Capital Allocation 2018 - 2022 Shareholder Value STRONG LONG-TERM EARNINGS GROWTH CRH has a strong track record of delivering for its shareholders. Backed by its experienced management team, continued execution of strategy and disciplined capital allocation, earnings per share from continuing operations has more than doubled since 2018. EPS growth since 2018 2x CONSISTENT DIVIDEND DELIVERY The group has a consistent record of uninterrupted dividend delivery, with the dividend growing or stable each year since 1983. Dividend per share INDUSTRY LEADING RETURNS Since formation in 1970 CRH has delivered an industry- leading compound annual Total Shareholder Return (TSR)3 of 14.8% (2021: 15.5%). In the last decade CRH's total shareholder return has exceeded the primary equity indices in which the company is included. Total Shareholder Return (last ten years) 40% 60%40% 60% Cash Returns Growth Investments FTSE 100 Eurofirst 300 +69% +103% 2018 2020 20222019 2021 $0.82 $1.15 $0.92 $1.21 $1.27 CRH +219% 1 RONA is a non-GAAP measure as defined on page 260. The GAAP figures that are most directly comparable to the components of RONA include: Group operating profit (2022: $3,894 million 2021: $3,331 million) and segment assets and segment liabilities (2022: $38,396 million and $9,517 million respectively, 2021: $37,935 million and $9,971 million respectively). 2 Operating cash flow refers to net cash inflow from operating activities as reported in the Consolidated Statement of Cash Flows on page 180. 3 TSR represents the total accumulated value delivered to shareholders (via gross dividends reinvested and share appreciation). Details of how non-GAAP measures are calculated are set out on pages 257 to 260. 40% 60%

2022 Annual Report and Form 20-F6 We’ve always had a culture of reinvention and continuous improvement. Individually our businesses enable the world to be built around us. Together, CRH can reinvent the way it’s done and have a larger, collective impact on the world, contributing to a more sustainable and climate-resilient built environment for the future. Our Purpose, 'We Stand Together to Reinvent the Way Our World is Built' is why we exist; our Vision is where we are going; our Pillars are the actions we will take to win; and our Values guide our behaviours every day. VISION GRAPHIC Our Purpose In 2022 we concluded an extensive project to unearth, articulate and communicate CRH’s purpose. In response to ever-increasing complexity in the world, where societal interests and the demands of stakeholders continue to evolve, being a Purpose-driven organisation provides CRH with a clear strategic focus, enabling us to adapt and thrive while also contributing towards a brighter future. In 2022 we completed a project to unearth and articulate our Purpose. We began by talking to our employees, to explore and fully understand what CRH is at its very best. We continued by looking out into the world to better understand the needs in the world that CRH can fulfil. With insight from experts from a wide range of fields, we developed a broad view of the impact that CRH has, beyond what we make and sell - how we contribute to a better built world. At CRH what we make is essential to life and living, because our materials, products and solutions define how our world is built. We help make homes, buildings and infrastructure that stand the test of time. We have a relentless drive and a capability that can be applied to solving some of the major challenges of our time. Introducing a unifying purpose for CRH

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information Our unifying framework

2022 Annual Report and Form 20-F8 Chairman's Introduction Introduction I am pleased to introduce CRH’s Annual Report for 2022. The last 12 months have represented another challenging year for the world and for the building materials sector. The Chief Executive and Chief Financial Officer reviews on page 14 and 62 respectively outline the key operational highlights and drivers of CRH’s performance in what has been another record year for the Group despite these challenges. Purpose During 2022, we launched our Purpose. We also took the opportunity to review and revise the wording of our values to strengthen and align with our Purpose. The Purpose statement and the revised values are set out on page 6. The process to articulate our Purpose included input from our employees through focus groups and test panels across all geographies, divisions and organisational levels. We also took on board valuable insights from global experts in a range of fields. I was present at the launch of our Purpose last year and was struck by the extent to which the newly articulated Purpose resonated with those present, by encapsulating what has driven the success of CRH to date and underpinning how we will build the CRH of the future. The feedback we received on our Purpose during our engagement with employees during the year, details of which are included in the Corporate Governance Report on page 88, was similarly positive. Our Purpose is currently being shared with our whole organisation and is being embedded in our operational and strategic processes, demonstrating our commitment to guiding and nurturing the culture of the organisation. Purpose sets the path for future evolution and success "Our Purpose is currently being shared with all of our employees and is being embedded in our operational and strategic processes, demonstrating our commitment to guiding and nurturing the culture of the organisation."

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information Chairman's Introduction Sustainability The Group is working towards delivery of its ambition to become a net-zero business by 2050, with an industry-leading target of a 30% reduction in absolute carbon emissions by 2030 and continued investment in ground- breaking technologies. Further information on these and other initiatives in areas such as circularity, climate resilience, our $250 million venturing and innovation fund to support the development of pioneering sustainable building solutions and our strategic alliances are set out in the Solutions for a Sustainable Future section on page 24. Conclusion  On behalf of the Board, I would like to express our appreciation to all of our employees for their commitment and efforts during this challenging year and to the management team led by our Chief Executive, Albert Manifold. I am confident that our clearly defined Purpose, which is directly aligned with our clear strategy, focus on operational performance and development of our employees whilst providing commercial solutions for our customers’ needs, provides a valuable underpin for the Company’s evolution and future success of the Group. Richie Boucher Chairman 1 March 2023 Ukraine Amidst the turbulence impacting global economies, your Board’s primary focus has been on the safety and well-being of our colleagues in Ukraine. I am pleased to report that our employees and their families are physically safe and have received our help and support, including evacuation from risk areas, accommodation and financial assistance. I am also immensely proud of the response of our people across the Group in their support for the humanitarian effort in Ukraine, as is further outlined in the Chief Executive’s review on page 14. Safety Very regrettably, there were five reportable fatalities in 2022 involving one employee and four contractors. As outlined in the Safety, Environment and Social Responsibility (SESR) Committee report on page 104, following detailed reports to the Board on the background circumstances of these incidents, the SESR Committee received follow-up reports on the investigations into the root causes in each case. Your Board remains steadfast in its determination to work towards zero harm and CRH continues to invest in safety initiatives and technologies to support this. Further information on our work in the area of safety is set out in the People & Communities section on page 38.

2022 Annual Report and Form 20-F10 Chief Executive’s Review In 2022 CRH delivered a resilient performance supported by our solutions strategy. Read our Chief Executive’s Review on page 14 Market Backdrop The factors driving demand in the marketplace for our materials, products and value-added solutions. Read our market backdrop on page 16

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information Strategy Report Our Strategic Framework 12 Chief Executive’s Review 14 Market Backdrop 16 Business Model 20 Strategy in Action 22 Solutions for a Sustainable Future 24 – Decarbonisation 26 – Waste 32 – Water 34 – Natural World 36 – People and Communities 38 – Responsible Business 46 Risk Management 50 TCFD Executive Summary 56 Lorem Ipsum Lorem Lorem Ipsum Lorem Lorem Ipsum Lorem Ipsum Lorem Ipsum Lorem Ipsum Lorem Ipsum Lorem Ipsum Solutions for a sustainable future Creating value by reinventing the way the world is built Read more on page 24 Our Strategic Framework 12 Chief Executive’s Review 14 Market Backdrop 16 Business Model 20 Strategy in Action 22 Solutions for a Sustainable Future 24 – Decarbonisation 26 – Waste 32 – Water 34 – Natural World 36 – People & Communities 38 – Responsible Business 46 Risk Management 50 TCFD Executive Summary 56 Strategy Report Risk management driving bett r decision making Effective management of risks and opportunities is funda ental to the realisation of our strategic objectives Read about our approach to risk management on page 50

2022 Annual Report and Form 20-F12 Our Strategic Framework A strategy anchored in purpose CRH is the leading provider of building materials solutions that build, connect and improve our world. Our unifying strategic framework guides and frames our strategy and decision-making to realise the potential and opportunities available to our business, while also providing clarity and focus as we live our purpose and work to achieve our vision. V A L U E S W H A T G U I D E S U S People are our priority We build enduring relationships and we care for each other’s safety and well-being Character is our strength We do what we say, we live by our word and we collaborate to deliver as one team Performance is our commitment We achieve impact globally through local delivery, entrepreneurial drive and environmental stewardship Innovation is our way forward We strive to shape the next generation of sustainable building materials and solutions P U R P O S E W H Y W E E X I S T V I S I O N W H E R E W E A R E G O I N G To d e v e l o p s u s t a i n a b l e s o l u t i o n s t h a t b u i l d , c o n n e c t a n d i m p r o v e o u r W o r l d

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information     In 2022 we completed work on the development of a new Sustainability Framework for CRH. This framework sets out our key priorities that will guide how we execute on our targets and how we focus on opportunities to create value for both CRH and for stakeholders throughout society. Further information on our Sustainability Framework is included on page 24. P I L L A R S H O W W E W I L L W I N Empowered Talent Investing in our people and growing our skills to drive our business Customer Connected Creating preferred solutions with our materials, products and services, that exceed our customers’ expectations Focused Growth Expanding and building our strength through scale, shape and making businesses better Sustainability Leadership Actively improving the built environment by integrating sustainability into everything we do Our framework for a Sustainable future We will create value for all by developing sustainable solutions that build, connect and improve our world and help to solve three global challenges for society and the built environment. Further information on our Sustainability Framework is included on page 24. DECARBONISATION W AS TE W ATER Innovating for a low-carbon future World Communities Business Natural People & Responsible

2022 Annual Report and Form 20-F14 Chief Executive’s Review1 Resilient performance supported by our solutions strategy CRH reported further growth in sales, EBITDA (as defined)* and margin amid a challenging and volatile cost environment, reflecting the resilience of our business and the benefits of our integrated and sustainable solutions strategy. 4 Introduction At CRH our vision is to develop sustainable solutions that build, connect and improve our world. In recent years we have reshaped and repositioned our business to help realise that vision and to deliver superior growth and performance. We have a clear strategy in place which has sharpened our competitive advantage, strengthened our resilience and enabled CRH to deliver a strong performance during 2022, despite an increasingly challenging and volatile cost environment globally. Solutions Strategy Integrating our materials and products with value-added services that can be delivered as solutions in multiple markets uniquely positions CRH to capture additional value across the entire construction value chain. By deepening our relationships with customers, removing reasons to switch and improving our pricing power we can capture more business from each individual customer, deliver greater production and logistical efficiencies and achieve higher utilisation rates on our asset base. In 2022 we continued to develop our solutions proposition with a strong focus on enhancing the ability of our businesses to solve problems and address new and emerging challenges that customers are facing. This included the acquisition of businesses that complement and enhance our existing offerings and enable us to deliver more complete solutions for customers. CRH spent a total of $3.3 billion on acquisitions and investments in 2022 (2021: $1.5 billion). The most significant of which was our $1.9 billion acquisition of Barrette Outdoor Living (Barrette), North America’s leading provider of fencing and railing systems for the outdoor living space. Integrating Barrette with our existing outdoor living businesses enables us to provide a complete suite of sustainable outdoor living solutions for our customers. We are also seeing increasing demand for integrated solutions in major infrastructure and commercial projects in key markets across each of our Divisions. In 2022 this included areas such as drainage and waste- water systems, energy and telecoms infrastructure, manufacturing facilities and data centres. CRH is uniquely positioned to meet this demand through our extensive operational footprint and ability to combine multiple materials, products and services at a level of scale required to deliver these projects on-time and on-budget. This helped CRH to deliver a strong financial performance during 2022 which saw sales 12% and EBITDA (as defined)* 13% ahead of the prior year, while EBITDA (as defined)* margin increased despite the significant inflationary cost environment. Sustainability Leadership We continued to make progress in decarbonising our business and, in 2022 announced an industry-leading absolute carbon emissions reduction target. In early 2023, the SBTi validated our revised targets2 in line with the updated 1.5°C science-based framework which now 4 *EBITDA is defined as earnings from continuing operations before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax. 1. See cautionary statement regarding forward-looking statements on page 135. 2. Refer to page 27 for further detail on our decarbonisation targets.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information equate to a 30% reduction in absolute carbon emissions by 2030 (from a 2021 base year). This is aligned with our ambition to be a net-zero business by 2050. We are innovating to improve circularity and climate resilience in the built environment. This includes the development of new low-impact products and solutions that are less carbon intensive and help to mitigate and adapt to climate change while reducing its environmental and social effects. This is an area where we see increasing opportunities as public policy changes begin to drive an increase in demand for products such as low- carbon concretes and asphalt. In 2022 assisted by our Innovation Centre for Sustainable Construction (ICSC), our businesses continued to introduce new low-carbon concretes. Customer Connected There are currently over 100 projects being undertaken by the ICSC as part of our innovation agenda. In 2022 we further increased our investment in innovation, launching a new venture capital unit, CRH Ventures, and establishing a $250 million venturing and innovation fund. CRH Ventures will partner with construction technology and climate technology companies, across the construction value chain, investing in the development of new technologies and innovative solutions to meet the increasingly complex needs of customers and evolving trends in construction. CRH is particularly well positioned with the technical capabilities, knowledge and expertise of a global industry leader, to pilot and scale new technologies and innovations that will enable safer, smarter and more sustainable construction. We also have the benefit of deep market insights and strong customer relationships which provide CRH with a unique understanding of the evolving needs of the industry and the changing nature of construction. Maintaining our ability to solve our customers’ complex construction challenges is critical to our continued commercial and operational success and we are investing to strengthen our market leadership. Empowered Talent At CRH people are our priority. We pride ourselves on the enduring relationships that we build and the care we take for each other’s safety and wellbeing. We took early and decisive action to protect our colleagues in Ukraine and their families in February 2022 and I remain deeply moved by the efforts of our people. We also stood together as a company to support the humanitarian effort in Ukraine including raising and donating over $1.7 million to UNICEF. We continue to put safety first and to drive our culture of safety and wellness towards ensuring zero harm. Regrettably, despite our best efforts, we fell short in delivering on our safety target in 2022 with five fatalities recorded during the year. This is unacceptable and has further strengthened our resolve to achieve our ambition of zero harm and target of zero fatalities. Our thoughts are with the families of the deceased. In 2022 we continued to deliver our Inclusion & Diversity (I&D) strategy by appointing a new executive committee sponsor for I&D strategy setting and a new Chief Culture and People Officer (CCPO) at executive committee level, to elevate the strategic focus on culture and people at CRH. Our people are essential to unlocking the full potential of CRH’s solutions- focused business model. Through our global talent strategy and development programmes we are investing in our people to grow their skills and drive our business forward. This helps us to identify and attract talent and empower the next generation of leaders to reinvent the way our world is built. Focused Growth Our integrated solutions strategy is the engine which will drive future growth in CRH and will allow our business to reach its full potential, fuelling our innovation, creativity and entrepreneurship, while delivering significantly higher margins, returns and industry-leading cash generation. To deliver this strategy and fully capitalise on the opportunities in the market requires an enhanced organisational structure capable of better serving our customers through increased cross-company collaboration and innovation. This will also help to unlock additional improvements in productivity, growth and financial performance. For this reason, effective 1 January 2023 we have reorganised CRH into two distinct Divisions, CRH Americas and CRH Europe. CRH Americas will bring together our existing Americas Materials businesses with our Architectural Products and Infrastructure Products businesses in North America. CRH Europe will bring together our existing Europe Materials businesses with our Architectural Products and Infrastructure Products businesses in Europe, as well as our global Leviat business. Bringing these businesses together in the Americas and Europe will establish two strong growth platforms that position CRH to lead the way in integrated, sustainable construction solutions that are scalable and replicable across multiple markets. This is another important step in achieving our vision to build, connect and improve our world. Outlook Overall, we expect resilient demand and increased pricing in 2023 despite macroeconomic uncertainties and ongoing cost inflation. Our operations in North America will benefit from strong pricing and robust infrastructure demand being underpinned by significant increases in funding at both federal and state level. The non-residential sector is supported by government funding initiatives in clean energy and the onshoring of critical manufacturing, while the residential new-build sector will experience short-term weakness as a result of rising interest rates. In Europe we expect positive pricing momentum to offset lower volumes. Construction activity in Central and Eastern Europe will continue to be supported by EU infrastructure funds, while our businesses in Western Europe remain underpinned by resilient repair, maintenance and improvement (RMI) activity and stable infrastructure demand. Notwithstanding a number of macroeconomic risks and uncertainties, CRH remains well positioned for another year of progress in 2023 due to our uniquely integrated, value- added solutions strategy together with a strong and flexible balance sheet. Albert Manifold Chief Executive 1 March 2023

2022 Annual Report and Form 20-F16 Market Backdrop Positioned to meet the changing needs of construction There are a number of factors which are driving demand in the marketplace for our materials, products and value-added solutions. Over several decades CRH has developed a strong core business focused on building materials, value-added products and services. This business is underpinned by a portfolio of well-located assets in attractive construction markets in North America, Europe and Asia-Pacific. Our business addresses the needs of customers with both new build and RMI requirements in infrastructure, residential, non-residential and construction markets. Demand for our materials, products and services is driven by a number of important market fundamentals, while sector specific trends are creating challenges and opportunities that will shape the way in which we meet that demand now and in the future. Through its broad base of high-quality businesses and leadership positions in local construction markets, CRH is well positioned to capitalise on future growth potential, both organic and inorganic. Our business is also positioned to align with the major demand fundamentals in key global markets which enables CRH to take advantage of the opportunities presented by the changing nature of construction. This has involved moving our business away from being solely a supplier of base materials and has helped CRH deliver superior performance. Demand Fundamentals Construction demand continues to be driven by a number of factors including significant infrastructure needs, long-term residential under-build and a resurgence in non-residential demand. In the US we have orientated our operating footprint to benefit from resilient RMI activity in the North East and Midwest along with new-build expansion driven by migration and population growth in the South and West. In Europe we have seen resilient RMI demand and advancements in sustainable construction in the more stable and developed markets of Western Europe. This is in addition to significant new-build infrastructure and residential needs coupled with a supportive regulatory environment for sustainable solutions in the higher growth markets in the East. In both geographies we have seen significant government support for infrastructure, through state and federal funding in the US and EU funding in Eastern Europe.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information Key macro trends, challenges and opportunities Population growth and the rise of cities The global population is projected to grow by approximately 2 billion by 2050, when it is estimated that approximately 70% of people will live in urban environments, driving increased demand for construction. Economic Development The global economy is forecast to more than double in size by 2050 with economic development continuing to drive investment in infrastructure, residential and commercial projects. Sustainability Sustainability, environmental and planning regulations along with resource scarcity are among a range of factors driving the transition to a more sustainable built environment. Recurring RMI needs There is an ongoing and continuous need to repair, maintain and upgrade the ever-growing built environment as existing buildings and infrastructure age and wear. Providing solutions to complex and demanding commercial projects Population growth and economic development are two trends driving an increase in demand for essential technologies like 5G, artificial intelligence (AI) and high-performance computing (HPC), which depend on the global semiconductor industry. Among the large commercial projects which CRH has been helping to deliver in this area is a new $17 billion manufacturing facility for Samsung near Austin, Texas. The project involved CRH providing a bespoke solution to ensure the supply of approximately 920,000 m3 of concrete to the site within a highly demanding six month timeline. CASE STUDY

2022 Annual Report and Form 20-F18 Market Backdrop continued Positioning CRH to seize the opportunities CRH sees opportunity in many of the challenges our industry is facing, including: accelerating demand growth, resource scarcity, sustainability considerations, political and economic volatility, energy availability and costs, along with the changing role of technology. Our customers are demanding more in terms of solutions that are holistic and can reduce cost and complexity, save time and improve environmental performance. CRH is uniquely positioned to deliver solutions which meet these and other demands. Our ability to combine materials, products and services provides CRH with a competitive advantage and an opportunity to strengthen and scale our position in key construction markets. We can sustain that competitive advantage by building on our core strengths with renewed focus on the customer, sustainability, and innovation. Solutions for a Sustainable Future Our integrated approach is allowing us to take great strides in providing the solutions needed by our customers and communities. 1. Decarbonisation: Including designing-out embodied and operational carbon, reuse of carbon we cannot avoid, providing support infrastructure for energy transition and developing energy efficiency solutions. 2. Waste: This includes the recycling and reuse of construction and other waste, enabling resilient, resource-efficient buildings and infrastructure, building more circular supply chains. 3. Water: Conserving water across the value chain and advancing solutions that enhance resilience to flooding, upgrading water infrastructure and ground water recharging. While these themes are highly complex, we recognise that they are of growing importance for society and for communities around the world. This is why, at CRH, we are actively addressing them and embracing the value creation opportunities they present. For further information on how we are addressing these themes please see pages 26 to 35.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information CASE STUDY How regulatory certification is helping to develop the market for sustainable cements in France Our Europe Materials business Eqiom, received NF certification (which indicates compliance with French, European and International standards) for its new reduced CO2 cement range in 2022 following the launch of a new standard designation by France’s Scientific and Technical Center for Building (CSTB). The new certification will allow the cement’s use in structural concrete for the first time. This change represents a significant opportunity for Eqiom as it expands the market opportunity for low CO2 cement solutions. CASE STUDY How the US Infrastructure Investment and Jobs Act is driving demand for our solutions The US Government’s $1.2 trillion Infrastructure Investment and Jobs Act is the single largest long-term investment in infrastructure and economy in the history of the US and provides $550 billion in funding between 2022 through 2026 for infrastructure, including roads, bridges, mass transit, water infrastructure, climate resilience, and broadband. In 2022 CRH’s operating companies across the US helped to deliver multiple infrastructure projects receiving funding under the Act. State level funding for infrastructure projects is also an important driver of CRH’s business in the US where CRH is the largest road paver and undertakes significant road construction and repair and maintenance work on behalf of local and state governments. Industry specific trends Challenges and opportunities In addition to important macro trends, there are a number of construction industry specific trends that are shaping how CRH evolves to meet the needs of its customers and which are having an impact at all levels of the value chain. 1. Climate Change  The changing climate will require a more resilient built environment. This will drive demand for the rebuilding of critical infrastructure and the retrofitting of homes and other buildings. In addition the need for regulatory changes aimed at decarbonising our industry will stimulate demand for circularity and sustainable materials and products. 2. Changing customer preferences  Customers' needs are evolving and there is increasing demand for more holistic solutions and services. In addition increasing reporting requirements on product attributes and increased digitalisation in distribution and retail is driving go-to-market innovation. 3. Supply side shifts A range of factors including labour shortages, automation, migration, retraining, and wage inflation is driving supply side change that is shaping our industry, while increasing investment in technology and digital solutions is creating significant value.

2022 Annual Report and Form 20-F20 Business Model How we create value We have continued to evolve our business model to address the future needs of construction and to help deliver a more resilient built environment. What We Do We provide building materials solutions that build, connect and improve our world. Our Value Chain Reserves & Raw Materials  We add value by turning our mineral reserves and raw materials into products for market, leveraging our customer insights, engineering and architectural experience and know-how to do so. Design and Specification We put our customers’ needs at the heart of everything we do, looking to understand, anticipate and solve their challenges and to deliver for them. In this way, we become more deeply connected with our customers and increase the barriers to switching. Processing and Production Our vertically integrated business model enables us to create and capture value throughout the supply chain. Materials produced by our aggregates and cement businesses for example can be supplied to our downstream businesses for use in products such as asphalt, readymixed concrete and concrete products. Our Inputs & Resources Capital and Net Debt1 $26.8bn Tonnes of Reserves 22.8bn Raw Materials1 $7.4bn Employees c. 75,800 Intellectual Property Business Systems 1. Capital and Net Debt of $26.8 billion (2021: $26.5 billion) and raw materials spend of $7.4 billion (2021: $6.3 billion) as outlined in notes 22 and 4 to the Consolidated Financial Statements, respectively on pages 225 and 196. Net Debt is a non-GAAP measure as defined on page 260. * EBITDA is defined as earnings from continuing operations before interest, taxes, depreciation, amortisation, asset impairment charges, profit on disposals and the Group’s share of equity accounted investments’ profit after tax

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information We help make constructing the built environment easier, safer and more sustainable. Circularity and Innovation We work with customers across the entire project lifecycle from design, manufacture, installation and maintenance through to end-of-life, innovating to provide better materials, products, services and processes while incorporating circularity through recycling and re-use of materials. Value-added Solutions Through integration we can provide customers with more complete end-to- end solutions which combine different materials, value- added products and services. This provides customers with a value enhancing one-stop-shop, reducing complexity, improving efficiency and helping CRH to deepen customer relationships and increase the spend from each customer. Construction and Maintenance We provide materials solutions that build, connect and improve the world. We help make constructing the built environment easier, safer and more sustainable. Value Created Profit After Tax $3.9bn 2021: $2.6bn EBITDA (as defined)*  $5.6bn 2021: $5.0bn Operating Cash Flow $4.0bn 2021: $4.2bn Benefits to Stakeholders For Investors: Growth and Returns For Customers: Materials and Solutions  For Governments: Infrastructure and Taxes For People: Careers and Professional Development For Society: A Better Built Environment

2022 Annual Report and Form 20-F22 Strategy in Action Delivering on our vision OUR STRATEGIC PILLARS WHY IS IT IMPORTANT TO US? WHAT ARE WE DOING? Strategic pillar #1 Empowered talent Investing in our people and growing our skills Our people are what drives our business. We are therefore committed to nurturing and empowering talent at all levels of the organisation, to ensure our continued success into the future. CRH provides a range of training and development supports and resources across our business which help us to identify and develop talent at various levels. Strategic pillar #2 Customer connected Creating preferred solutions using our materials, products and services, that exceed our customers’ expectations The construction industry is evolving and customers' needs are changing rapidly. Our integrated business model enables us to partner with our customers to create and deliver preferred solutions. We are constantly listening to our customers and gaining new insights while adapting our business to improve our ability to deliver sustainable products and solutions that address the real underlying needs of customers. Strategic pillar #3 Focused growth Expanding and building our strength through scale, shape and making our businesses better Our customers have an increasing need for more holistic solutions, CRH can maximise its overall growth potential by focusing on its ability to deliver solutions that meet this growing need. We are focused on delivering our integrated solutions strategy and to do so we are working to better connect our people, capabilities, assets and customers across businesses, markets and geographies. Strategic pillar #4 Sustainability leadership Actively improving the built environment by integrating sustainability into everything we do We recognise the impact of construction on our world and CRH's unique ability to create value through action on sustainability and integrating our materials, products and services into solutions that contribute to a more sustainable built environment. In 2022 we developed a new sustainability framework which prioritises three rapidly emerging and hard to solve global challenges for the built environment and society - decarbonisation, waste and water. CRH is well placed to help address these challenges. Through our sustainability framework we will drive actions to continuously improve our sustainability performance, further develop our integrated portfolio of products, services and solutions and invest in innovation to create significant value for our business and for society.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information Strategic pillar #1 Empowered talent Investing in our people and growing our skills Our people are what drives our business. We are therefore committed to nurturing and empowering talent at all levels of the organisation, to ensure our continued success into the future. CRH provides a range of training and development supports and resources across our business which help us to identify and develop talent at various levels. Delivering on our vision, living our values CRH has shaped, reshaped and continues to evolve its business to improve performance, deliver for our stakeholders and respond to the ever-changing needs of our customers. Our solutions strategy will enable us to realise our vision of providing the world with sustainable solutions that build, connect and improve the built environment. In line with this, during 2022 we refined and refreshed the four strategic pillars that guide our approach: 1. Empowered Talent 2. Customer Connected 3. Focused Growth 4. Sustainability Leadership These retain some of the core concepts of our previous pillars around empowering talent and focused growth. They also include an enhanced focus on sustainability leadership and customer connectedness. Solutions strategy CRH has a unique set of capabilities in the markets in which we operate along with decades of experience and deep customer relationships and understanding. We leverage our scale and best practice across the Group to provide value-added materials, products and services as end-to-end solutions that solve complex problems for our customers. These solutions allow us to embed more deeply with our customers which drives significant commercial and operational benefits. We can leverage production and logistics efficiencies to drive increased profitability and asset utilisation. We can reduce waste and advance the sustainability of construction. It also makes our business less capital intensive and drives a higher rate of return delivering superior long-term value and structurally higher growth. WHAT DID WE ACHIEVE IN 2022? HOW DO WE MEASURE? LINK TO RISK MITIGATION In 2022 more than 4,100 leaders from the frontline of our operations to senior executives around the globe participated in a variety of leadership development activities. Approximately 2,789 leaders from our frontline successfully completed leadership training. 16 new formal mentoring partnerships were formed and over 1,300 leaders and employees participated in leadership development programmes and/ or soft-skill capabilities training, including 250 senior leaders who took part in an inclusive leadership development programme. • Number of employees attending training • Total numbers of training hours By investing in our people and growing their skills we can reduce the potential impacts on the Group of both our People Management (see page 139) and Health and Safety Performance (see page 143) risks.  We are engaged in a range of initiatives to deliver better for our customers. This includes measures to ensure we have the people and talent needed to deliver, including talent acquisition initiatives, skills training and development as well as the development of digital solutions for commercial and logistics applications. • Share of revenue from solutions business • Customer relationship dynamics • Level of investment in R&D projects • Customer service training undertaken • Customer perception surveys • Percentage of products with enhanced sustainability attributes Placing a strong focus on customer connectivity ensures differentiation from competitors and helps us manage our Commodity Products and Substitution (see page 140) risk.  Through our disciplined and growth focused approach to capital allocation CRH invested $3.3 billion on 29 acquisitions and investments while recycling capital from divestments into platforms with higher growth opportunities. The acquisition of Barrette which was completed in 2022 by our Architectural Products business strategically enhanced our offering of sustainable outdoor living solutions in North America. This is an area where we see potential to create further value for our customers, our business and our shareholders. • Share of revenue in target growth markets • Level of CapEx including development CapEx • Internal Rate of Return (IRR) on acquisitions • Increase in RONA across base and acquired businesses • Portfolio optimisation and capital allocation Constantly working to improve the scale, shape and quality of our business, as well as ensuring our activities are orientated towards markets with the best longer-term opportunities, helps us to better manage our Industrial Cyclicality and Economic Conditions (see page 139) risk. CRH was once again included in the Dow Jones Sustainability Indices (DJSI), based on the Corporate Sustainability Assessment issued by S&P Global, ranking us among the top large companies in the world when it comes to sustainability. In particular, we continue to be the only member of our industry to be included on the DJSI European Index. This recognition highlights our ongoing commitment to delivering a sustainable built environment. • Ranking by leading ESG rating agencies • Benchmarking against peers • Progress on our 2030 targets (see page 24) • Alignment with UN Sustainable Development Goals (SDGs) By integrating sustainability into everything we do, we can ensure that we are better positioned to effectively monitor and respond to our Climate Change and Policy (see page 142), Health and Safety Performance (see page 143) and Sustainability and Corporate Social Responsibility (see page 144) risks.

2022 Annual Report and Form 20-F24 Solutions for a Sustainable Future Creating value by reinventing the way our world is built For over 50 years, CRH has continually transformed, adapted and reinvented, while delivering sustainable value and creating integrated solutions that contribute to a better built environment. The products we make and the services we provide are essential to life and living, contributing to safer, cleaner and more sustainable homes, cities and critical infrastructure. However, the world that we see emerging today is more complex than ever. The global population is currently 8 billion and is expected to increase by 2 billion people in the next 30 years, with much of this growth predicted in urban areas. With cities already at capacity, there are significant demands on the built environment and the infrastructure needed to support these expanding populations. To meet these demands, society must move quickly to plan for growth and provide the efficient and resilient buildings, infrastructure and utilities, such as clean water, affordable energy, transport and telecommunications, that are essential for modern life. In addition to developing this essential infrastructure, we must also address the increasing demands being put on our world’s resources. To ensure that we protect vital global resources, both public and private sector leaders need to take bold action to support and invest in sustainable and resilient urban infrastructure. At CRH, we recognise the need to change what is built and how we build it, as well as addressing the challenges facing our own business and industry. We are continuously focused on advancing the performance of our business, which positions sustainability matters front and centre, as we accelerate the delivery of integrated solutions that our customers need now, and in the future. As the provider of the materials, products and services that are constructing the world of tomorrow, we see significant opportunities for our business to lead the way in construction solutions to help tackle the sustainability challenges faced by the built environment and position CRH for future growth and improved performance. We are embracing our responsibility to society and evolving as a business to successfully address the macro trends that are redefining our industry. Our new sustainability framework identifies three rapidly emerging and hard to address global challenges for the built environment and society - decarbonisation, waste and water. CRH is well placed to help solve these challenges by taking action within our own operations and beyond, and thereby helping to improve the quality of the world we live in. We are creating value-added solutions for each of these global challenges to ensure that we can continue to drive growth and value for our business and design our products and solutions based on the needs of our customers and society. By positioning sustainability at the core of modern construction, CRH is helping to create and maintain healthy, low-carbon and more circular buildings, infrastructure and communities, while also supporting the United Nations Sustainable Development Goals (SDGs).

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information Our Framework for a Sustainable Future We will create value for all by developing sustainable solutions that build, connect and improve our world and help to solve three global challenges for society and the built environment. DECARBONISATION W AS TE W ATER Innovating for a low-carbon future SUPPORTED BY OUR STRONG SUSTAINABILITY FOUNDATIONS Reimagining how materials are used to drive circularity Environmental Action Biodiversity Governance & Ethics Responsible Sourcing Safety & Wellbeing Inclusion & Diversity Empowered Employees Community & Social Impact Advancing solutions to solve global water challenges Natural World People & Communities Responsible Business

2022 Annual Report and Form 20-F26 DECARBONISATION W AS TE W ATER Innovating for a low-carbon future World Communities Business Natural People & Responsible DECARBONISATION Decarbonisation Innovating for a low-carbon future To combat climate change and protect the lives of people and wildlife, the world needs to deliver absolute carbon emissions reductions and the construction sector has a central role to play. The built environment, including the homes, buildings and infrastructure on which we rely, accounts for approximately 40% of global carbon emissions. The major contributor is the energy that is used to heat, cool and operate buildings year-round, followed by emissions from the manufacturing of the materials used in construction. There is a significant opportunity to design, construct and renovate the urban landscape to provide the efficient, resilient, net-zero buildings, infrastructure and utilities our communities need to minimise the impacts of and adapt to the risks posed by climate change. Reinventing the Way we Build Extreme weather events and their impact on populations, infrastructure and economic output of affected regions are increasing in frequency and magnitude. In addition, the built environment requires a significant transition to address the challenges of increased urbanisation whilst providing affordable, resilient and energy efficient homes and infrastructure. At CRH, we believe we have a responsibility to reduce carbon emissions from our business, manage our own exposure to the impacts of climate change and also provide the sustainable integrated solutions our customers and society need. The transition to a low-carbon economy provides the opportunity to help solve the challenges of decarbonisation and create value through the delivery of high-performance buildings and infrastructure, including solutions to improve the energy efficiency of buildings and provision of clean energy infrastructure. To accomplish this, the construction sector must use materials efficiently at every point in supply chains, improve energy efficiency and tackle carbon emissions throughout the entire life-cycle of construction projects and the buildings and infrastructure they create. At CRH, we continuously strive to build strong connections with our customers and suppliers across every business activity, recognising the role we play in responding to the demands of our customers and communities to develop the innovative solutions needed to transform the way we build. As a global leader in the supply of sustainable materials and solutions, all aspects of our business strive for low-carbon and low-impact production, products and services to mitigate and adapt to climate change and combat its environmental and societal effects.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information One of the key features of the decarbonisation of society is the energy transition. With society moving away from fossil fuels, we are proud to be laying the foundations for the clean energy transition through our provision of sustainable integrated solutions for the infrastructure that is needed, for example, to support solar and wind energy installations and electric vehicle charging stations. Whether harnessing power from inland or coastal waters, or switching to wind-derived renewable electricity generation, all forms of low and zero- carbon energy require one or more of the CRH product range. In addition, we recognise the contribution that many of our products make to ensuring better quality, sustainable buildings, helping customers achieve higher scores in green building rating schemes, such as BREEAM®, DGNB and LEED®. This includes thermal mass properties of concrete for improved building energy efficiency. Committing to Climate Action As an industry, we must take a whole-life approach to carbon and take responsibility for reducing our direct and indirect emissions as we help prepare society for a changing environment. At CRH, we are working to ensure that our businesses, products and the assets built from them are part of the solution to climate change. We are committed to further reducing carbon from our operations and supply chain and ensuring that the vital products we provide help us to deliver on our ambition to be net-zero by 2050. CRH has a long and proud history of setting ambitious carbon reduction targets and achieving them ahead of schedule. In 2021, we accelerated our target to decrease the carbon intensity of our cement production, bringing forward our cement specific net3 CO2 emissions per tonne of cementitious product target of 520kg from 2030 to 2025. Recognising the ongoing need for absolute emissions reductions across our activities, in 2022 we announced an industry-leading ambition to reduce our absolute carbon emissions by 25% by 2030 (from a 2020 base year). In early 2023, the SBTi validated our revised targets4 in line with the updated 1.5°C science-based framework which now equate to a 30% reduction in absolute carbon emissions by 20305 (from a 2021 base year). This target applies to our group-wide gross carbon emissions and covers our total footprint across Scope 1, 2 and 3. It is also inclusive of organic business growth. We also joined the Business Ambition for 1.5°C initiative in 2021, which aims to achieve net-zero global emissions by no later than 2050 in order to limit global warming to 1.5°C. See page 31 for more information on our progress against our carbon reduction targets. 1. External revenue from products that can be used for credits in sustainable construction certifications – such as BREEAM®, Green Globes®, LEED®, IC-700, etc. Products may qualify for points as a result of certifications such as ISO14001, BES6001, local sourcing, recycle content and other characteristics. This excludes contracting, distribution, and other services, plus products not used directly in structures (e.g., intermediary products, such as cement and lime). 2. Covers total footprint across Scope 1, 2 and 3. 3. Total direct CO2 emissions net: gross CO2 emissions minus CO2 emissions from alternative fossil fuels. 4. SBTi validated target wording: CRH commits to reduce gross Scope 1 and Scope 2 Greenhouse Gas (GHG) emissions 33.5% per tonne of cementitious product by 2030 from a 2021 base year*. CRH also commits to reduce absolute gross Scope 1 and Scope 2 GHG emissions from other activities 42.0% by 2030 from a 2021 base year*. CRH further commits to reduce gross Scope 3 GHG emissions 23.5% from purchased clinker and cement per tonne purchased over the same timeframe. *The target boundary includes land-related emissions and removals from bioenergy feedstocks. 5. CRH is not relying on carbon offsetting to achieve its 2030 emission reduction target and is committed to decarbonising our operations and value chain. We are involved in a number of initiatives with a goal of removing carbon emissions from the atmosphere. In the longer-term, carbon offsets may become more relevant for residual emissions. 31% (2021: 27%) Revenue from products used in certified building standards in 20221 CASE STUDY Creating a more sustainable, decarbonised built environment As a large materials provider, we can play a significant role in creating a more sustainable, decarbonised built environment. Eqiom, part of our Europe Materials Division, is supporting the construction of the first carbon-free district in Paris, France – the “Triangle Evangile” district. The multi- product real estate project covers approximately 34,000 m² and consists of up to 80% low-carbon concrete, supplied by Eqiom, resulting in CO2 savings of approximately 40% overall. The complex will house offices, a hotel, housing, shops and a sports centre. Decarbonisation projects such as this one help to create a more sustainable urban landscape and align with Eqiom’s ‘Eqiom R’ programme, which focuses on concrete actions to reduce the impact of construction on the environment with solutions for builders. Decarbonisation 30% Absolute reduction in group- wide carbon emissions by 2030 (on a 2021 baseline)2

2022 Annual Report and Form 20-F28 Decarbonisation continued Advancing Low-carbon Technologies We have developed a decarbonisation roadmap to 2030, an important milestone of our strategy towards achieving our ambition to be net-zero by 2050. A significant portion of the actions required to deliver on the 2030 roadmap are based on known technologies, well-established operational excellence programmes and activities in which CRH has a proven track record of delivering. Our decarbonisation roadmap is business-led and executed through locally managed plans. There is central oversight and co-ordination that builds on our significant experience in carbon reduction across different geographies, functions and business types, where for many years our dedicated team of experts have been active. For example, technical experts within our Group Technical Services team are key enablers in delivering our decarbonisation roadmap across our cement activities, which represent the largest share of Group Scope 1 and Scope 2 emissions. Our 2025 cement specific net CO2 emissions per tonne of cementitious product reduction target is a component of the 2030 roadmap and the actions and costs to achieve this target have been fully reflected in the roadmap. Accelerating decarbonisation efforts to meet our 2050 net-zero ambition will require collaboration across governments, industries and society to develop the technologies, supporting infrastructure and the right policy environment needed to achieve global carbon reductions. Some of these technologies are well known but require further scaling-up and deployment. Others require further research and development before they can be implemented across production processes. Our Decarbonisation Roadmap Levers KEY ACTIONS Low-carbon products Designing and formulating low-carbon products Low-carbon fuels Maximising the use of lower-carbon fuels, including waste biomass, as alternative sources of heat Recycled materials Increasing the use of recovered and recycled material inputs for our processes, products and solutions Clean electricity Switching to clean electrical energy, improving our demand management and increasing our generation capability Transport and mobile equipment Decarbonising our ‘on-road’ and ‘off-road’ vehicles and mobile equipment Responsible sourcing Reducing emissions in the goods and services we consume by acquiring, purchasing and sourcing responsibly Business optimisation Implementing the best available techniques in our manufacturing operations and optimising the emissions footprint of the activities in our network Next generation technologies Focusing investment on new, low-carbon technologies, and solutions across the group operations

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information EXAMPLES OF PROGRESS DURING 2022 We continue to drive carbon emission reduction in our cement and concrete products through the replacement of high CO2 clinker with traditional supplementary materials such as limestone, slag and fly ash. In addition, new materials such as natural pozzolans and calcined clay were introduced into our wider product mix, a result of our Group-led research over previous years. We are an industry leader in the use of low-carbon and alternative fuels. Our in-house technical experts continue to develop knowledge and guide our businesses in using alternative and waste biomass fuels to reduce carbon emissions. For example, Jura Cement, part of our Europe Materials Division, is using 80% waste-derived alternative fuels. In addition, in 2022 numerous trials were undertaken with external partners in North America and Europe to replace fossil fuels, such as diesel, with Hydrotreated Vegetable Oil (HVO) in our operations and on-site mobile equipment and develop new innovative solutions to reduce CO2 emissions. We are an industry-leading recycler of asphalt and the largest recycler of building materials in North America. Approximately 25% of every mile of road we build is from recycled materials. In addition, our MoistureShield decking product from Oldcastle APG, part of our Building Products Division, is made with 95% recycled content. In Finland, Rudus, part of our Europe Materials Division, offers recycled alternatives to virgin concretes and aggregates. Up to 30% of natural aggregates in our Uuma-concrete products can be replaced with recycled aggregates, hence substantially contributing to CO2 reduction and saving of scarce natural resources. We actively continue to target an increase of renewable energy across our operations. We are increasingly focused on procuring power from renewable sources, such as on-site solar installations at Leviat’s production site in Melbourne, Australia, part of our Building Products Division, which will cut energy costs on-site by 35%. We are also supporting the global transition to clean electricity. For example, Staker Parson, part of our Americas Materials Division, collaborated to install a wind farm at its Gomex Pit location in Utah, reducing pressures on the national power infrastructure. Delivering an increasingly sustainable transport model across road, rail and water is a key part of our transition to a low-carbon economy. This includes the electrification of vehicles and mobile equipment. For example, Tarmac, part of our Europe Materials Division, has committed to transitioning its fleet of corporate cars and vans to electric vehicles by 2030. In 2022 Tarmac acquired the first electric battery concrete mixer truck in the United Kingdom (UK) at its Washwood Heath site in Birmingham, marking a significant milestone for both the business and wider UK construction industry as part of a continued drive towards net-zero. We are increasing our efforts to reduce the CO2 emissions throughout our entire value chain, with specific focus on emissions from purchased goods and materials, transportation, and fuels and energy. We actively participate in cross-industrial cooperation to drive decarbonisation across all levers. In 2022 CRH and Shell created a strategic alliance to explore decarbonisation opportunities across transport, operations, and materials. The solutions include, but are not limited to, vehicle electrification and charging infrastructure to reduce transport emissions; deploying low-carbon fuels for off-road equipment and renewable electricity to power facilities. We continue to invest in and guide our plants in achieving best-in-class production efficiency and operational excellence and pride ourselves on continuously measuring and improving our operations. For example, within our cement businesses, we work to improve kiln energy efficiency and specific power consumption across our locations. Further efficiency is achieved through the internal integration of our operations and resources. For example, at Tarmac’s Tunstead site, part of our Europe Materials Division, there is one established quarry servicing co-located aggregates, cement and lime production, resulting in optimised materials efficiency. CRH continues to place itself at the forefront of innovative solutions. In 2022 we introduced a Group-wide $250 million venturing and innovation fund to support our decarbonisation journey. With the support of this fund we have expanded both the number and range of research initiatives across our entire Group, including hydrogen use, CO2 mineralisation projects, novel cements, AI technology and Carbon Capture Utilisation and Storage (CCUS). CRH has been actively involved in the development of the GCCA 'Roadmap for Net Zero Concrete', CEMBUREAU, the European Cement Association, '2050 Carbon Neutrality Roadmap', the National Asphalt Pavement Association (NAPA) roadmap 'Towards Net Zero Carbon Emissions', as well as the Portland Cement Association (PCA) 'Roadmap for Carbon Neutrality'. We are also involved in the GCCA's innovation programme, 'Innovandi', which supports research and development on emerging technologies to help the industry decarbonise and produce net-zero concrete by 2050. Our decarbonisation roadmap levers, highlighted below, focus on the key technological and operational areas to drive net-zero aligned decarbonisation.

2022 Annual Report and Form 20-F30 Decarbonisation continued Investing in Innovative Technologies To accelerate progress on decarbonisation, CRH is placing itself at the forefront of innovative solutions. As well as identifying new sources of alternative fuels and materials, our ICSC continues to develop novel, ground-breaking decarbonisation technologies to help realise our ambition of becoming net-zero by 2050. Developing carbon capture, utilisation and storage solutions, piloting new technologies to reduce carbon emissions during manufacturing, utilising concrete’s ability to absorb CO2, as well as developing new solutions for the built environment, such as electric vehicle charging infrastructure, continue to be priorities in our innovation programme. By decarbonising our business, we are not only accelerating our own actions to reduce carbon emissions, but we are also contributing to the decarbonisation efforts and net-zero ambitions across our industry and society. To further drive actions in this area, we have established a $250 million venturing and innovation fund, to help our operating companies and functions develop new ideas and bring value creating solutions to the market. Through CRH Ventures, our new venture capital unit, we are investing in, and partnering with, construction technology and climate technology companies to pilot and scale new technologies and innovations that will enable safer, smarter, and more sustainable construction. Our venturing and innovation fund supports our decarbonisation journey and demonstrates our continued commitment to investing in new technologies that will shape the built environment of tomorrow. This follows a strong record of innovation investment of approximately $1 billion every 10 years and builds on the numerous ongoing innovation projects that are being carried out across our operations. Climate-related Financial Planning Addressing climate change is central to the Group’s strategy. Our financial planning is targeted at solving the challenges that the built environment and society face now and in the future. We aim to play a pivotal role in providing a lower impact and climate-resilient built environment through the creation of long-term financial and societal value. CRH’s strategy and financial planning process is designed to identify, evaluate, and manage significant risks and threats that could inhibit the Group from operating in a stable and sustainable manner. For more information on climate-related risk and opportunities, including impacts, time periods and influence on strategy, see pages 150 to 156. The Sustainability, Risk and Finance teams work closely to ensure that climate- related considerations are integrated into the financial planning process to ensure that adequate capital expenditure, investments and operational capital is directed to achieving the organisation's financial and environmental objectives. Where opportunities arise in our businesses and markets, we are uniquely positioned to maximise the environmental and business benefit. We are creating value-added solutions to address the impacts of climate change to ensure that we can continue to drive growth and value for our business and support our customers and society in the transition to net- zero. Our 2030 decarbonisation roadmap will require an incremental capital expenditure of approximately $150 million per annum to implement and execute. Further investment will be required beyond 2030 to deliver our net-zero ambition. In regions and countries where carbon trading schemes are in operation, facilities that fall within the scope of this legislation comply with CO 2 “cap and trade” and carbon tax schemes, including the European Union (EU) Emissions Trading Scheme and other regional schemes. With a disciplined approach, alongside strict internal investment criteria, the net business benefit is expected to increase revenue and profitability, whilst safeguarding against future CO2 costs and simultaneously creating superior customer and societal value. For further detail on our strategy for managing climate-related risks and opportunities see our TCFD Executive Summary on pages 56 to 59. As part of our Enterprise Risk Management (ERM) programme, we assess the climate-related risks and opportunities on a timeline relevant to the Group’s science-based decarbonisation ambition. Our climate risk assessment and decarbonisation roadmap ensure the business is prepared and ready to manage and adapt to the challenges ahead. For further detail on our risk management processes for managing climate-related risks and opportunities see page 53. Measuring our Performance We continue to develop our disclosure practices to better measure and improve our performance across the value chain. CRH uses a variety of reliable, verifiable and objective metrics and targets to measure and manage our climate-related risks and opportunities. Internally, these inform the Group’s risk governance, strategy, and management processes and help identify best practices and key improvement areas. We are also a long-term participant in CDP and were awarded an A- for our 2022 climate disclosures. As part of our reporting, we have included targets and performance against our targets for each climate-related risk and opportunity to illustrate our progress. This includes our non-financial KPI on Greenhouse Gas Emissions1 Scope 1 and 2 absolute carbon emissions which has decreased by 7% in 2022. Our carbon emissions have reduced in the year as we execute against the levers in our decarbonisation roadmap, and lower clinker production (partially related to the temporary closing of our operations in Ukraine). We also saw an improvement in our cement specific net CO2 emissions per tonne of cementitious product which reduced to 566kg (from 586kg in 2021). EU Taxonomy In Europe, operations are subject to national environmental laws and regulations, most of which now emanate from EU Directives and Regulations. The EU Taxonomy regulation is part of the EU’s overall efforts to implement the European Green Deal. It is intended to serve as a standardised and mandatory classification system to determine which economic activities are considered as “environmentally sustainable” by the EU. For CRH, only cement manufacturing is eligible under the taxonomy. NON-FINANCIAL KPI 1.0 kg/$ Revenue (2021: 1.2 kg/$) Greenhouse Gas Emissions Scope 1 and Scope 2 CO2e Emissions (kg/$ Revenue) NON-FINANCIAL KPI 1 CO2 emissions subject the final verification under the European Union Emissions Trading Scheme (EU ETS). For further detail on our CO2 metrics and targets, as well as calculation methodology, see page 31.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information tonnes of indirect CO2e emissions from other activities Tonnes of indirect CO2e emissions from purchased electricity tonnes of direct CO2e emissions from use of fuels, chemical decarbonisation from cement and lime production and transport of raw materials and finished products in our own vehicles 0.5m Tonnes of indirect CO2e emissions from customer transport Scope 3 Downstream 12.4m Tonnes of indirect CO2e emissions from sources including: • purchased goods • fuel and energy related activities • contracted transport • waste generated • employee commuting Scope 3 Upstream Scope 1 2022 31.2m 2021 33.4m 2020 32.4m Scope 2 2022 2.4m 2021 2.6m 2020 2.6m Scope 3 2022 12.9m 2021 12.0m 2020 10.9m Our carbon footprint Alternative fuels 2.2 million tonnes of carbon neutral biomass and non-fossil fuels used in our cement plants (2021: 2.1 million tonnes), providing 36% of fuel requirements for cement at a Group level, 53% in the EU alone. Recycled materials 8.4 million tonnes of waste materials and by- products used to replace virgin materials and clinker in our cement manufacturing (2021: 8.0 million tonnes). Physical climate risk <1% of our active locations are identified as being in areas under “High” risk of drought severity.   Research and innovation  >100 research projects ongoing across the Group in partnership with the industry and academic institutions to develop new and innovative technologies. Climate-related targets 30% reduction in absolute group-wide carbon emissions by 2030 (from a 2021 baseline of 48.0 million tonnes). 520kg net CO 2 emissions per tonne cementitious product is our target for our cement plants (from a 1990 baseline of 777kg CO2 per tonne), accelerated from 2030 and expected to be achieved by 2025. 50% product revenue from products with enhanced sustainability attributes by 2025 (from a 2018 baseline of 42%). For reporting Scope 1 CO2 cement emissions we use the GCCA 'Sustainability Guidelines for the monitoring and reporting of CO2 from cement manufacturing' and the accompanying Excel spreadsheet, ‘Cement CO2 and Energy Protocol, Version 3.1, CO2 Emissions and Energy Inventory’. For reporting Scope 1 CO2 lime emissions we use the Directive 2003/87/EC of the European Parliament and of the Council and amending Commission Regulation (EU) No 601/2012 and 2006 IPCC Guidelines for National Greenhouse Gas Inventories. We calculate Scope 1 CO2e emissions from other activities using appropriate emission factors and in line with the World Resources Institute Greenhouse Gas Protocol (Revised Edition). These methodologies consider CO2e emissions from biomass fuels as climate neutral. We calculate Scope 2 CO2e emissions from electricity in line with the method of the World Resources Institute Greenhouse Gas Protocol Scope 2 Guidance (2015), using 'International Energy Agency (2022) Emissions Factors' (published in 2022) and eGRID2020 'Summary Table' for emissions factors (published in 2022). Following a materiality analysis on sources of Scope 3 CO2e emissions, CRH has reaffirmed that the six categories listed above are the most relevant for our business. We calculate Scope 3 CO2e emissions estimations in line with the GHG Protocol's Scope 3 Standard and the GHG Protocol's Scope 3 Standard for cement companies, using the UK Government 'GHG conversion factors for company reporting 2022'. Reported Scope 3 CO2e emissions include the most relevant emissions categories for CRH operating company activities. CRH defines its organisational boundary on a financial control approach (entity driver based), and our Scope 1 and 2 CO2e emissions are reported on this basis. All 2020 and 2021 numbers above are presented on a 'As Reported' basis consistent with CRH Sustainability Reports. In 2022 in order to better reflect our decisions on where we source power, we adopted market based Scope 2 carbon emissions approach (location-based equivalent is 2.3 million tonnes). Note the 2021 and 2020 Scope 2 emissions have not been restated from location- based. For the purposes of this report, all references to carbon emissions (CO2) relate to CO2 equivalent (CO2e), which include the six Greenhouse gases listed in the Kyoto Protocol: carbon dioxide (CO2); methane (CH4); nitrous oxide (N2O); hydrofluorocarbons (HFCs); perfluorocarbons (PFCs); and sulphur hexafluoride (SF6). The only exception relates to our cement specific net CO2 emissions per tonne of cementitious product metric, which is specifically CO2 only in line with the GCCA guidelines referenced above.

2022 Annual Report and Form 20-F32 Waste Reimagining how materials are used to drive circularity Rapid economic growth, urbanisation and a growing population are leading to unsustainable global resource consumption and contributing to the waste management challenges that communities are facing worldwide. To help address these challenges, we must pursue innovative opportunities that embrace the circular economy. Minimising the Impact of Construction The building materials industry is playing an important role in moving towards a more sustainable circular economy model. At CRH, we take an end-to-end approach to sustainable construction, working with our customers and across our industry to consider how our products are used in the built environment. Our dedicated workforce has the experience, entrepreneurial spirit, creativity and connections to lead the way in providing the innovation that meets the needs of our customers. Our collaborative approach starts with how we design our products and processes to eliminate waste, maximise resource efficiency and enhance longevity. This includes developing products, services and solutions that reduce waste from the construction process and avoid unnecessary use of resources. Our core products of aggregates, cement, concrete and asphalt are recyclable and offer longevity by design, as well as end-of-life opportunities for reuse, repurposing and recycling, ensuring that key resources are kept in valuable use for as long as possible. By rethinking and redesigning our products and components, we can improve the life-cycle performance of buildings and infrastructure, extending their life through enhanced durability and providing end-of-life solutions for our products. DECARBONISATION W AS TE W ATER World Communities Business Natural People & Responsible W AS TE

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information We also see an opportunity to lead by example and promote a circular approach in the wider industry and society. This includes developing more circular designs through our modular and off-site manufacturing solutions, allowing for less complex product replacement and enhancement due to the design of the modular structures. In addition, off-site solutions also offer many other benefits, including improved time and cost predictability, reduced noise and traffic disruption during construction, and improved health and safety rates. Enhancing Value Through Increased Circularity Minimising waste, using materials efficiently and using recycled waste, by-products and renewable resources are key components of CRH's sustainability framework and contribute to improving circularity in the built environment. We are a leader in the recycling and use of waste and by- products from other industries as raw materials and fuels in our processes and products. We have an opportunity to increase further the use of renewable and recyclable materials to enable the resilient, resource efficient infrastructure and buildings needed to enhance modern living. Our operations use waste and by-products from both our own and other construction and industrial processes, such as recycled asphalt pavement (RAP) and recycled asphalt shingles (RAS), construction and demolition (C&D) waste, fly ash, ground granulated blast-furnace slag (GGBS), as well as using various wastes as fuel. For example, approximately 25% of every mile of road we build in North America is made from recycled materials. In addition, we work closely with partners, such as the World Building Council for Sustainable Development (WBCSD) and the GCCA, to help develop the innovative technologies and processes needed for the efficient reuse of by- products in the most cost-effective way. 1. Alternative raw materials and fuels are selected wastes and by-products which can be used to replace natural substances and fossil fuels. This metric demonstrates to investors our focus on the circular economy. We monitor this KPI in order to evaluate our performance in contributing to the circular economy which, as noted above, represents a growth opportunity for CRH. CASE STUDY Contributing to a more circular economy At CRH, our ambition is to deliver innovative products and solutions to drive progress towards a circular, net-zero built environment. Michigan Paving & Materials, part of our CRH Americas Materials Division, is leading the Interstate 69 Design Build project, consisting of 23 miles of divided interstate reconstruction in Southern Michigan. This involves the removal of approximately 1.5 million tonnes of concrete and converting it into recycled road base aggregates. The recycled aggregates are then reincorporated into the construction of the interstate. In addition, approximately 141,000 tonnes of Hot Mix Asphalt (HMA) will be removed from the existing interstate and recycled to produce the new HMA pavement required for the reconstruction. By taking a circular approach, we can reduce the use of primary resources in construction projects, leading to less intensive and more cost-effective development practices. 42.4 million tonnes (2021: 39.5 million tonnes) alternative fuels and raw materials recycled in 20221 c. 25% (2021: c. 25%) Raw materials requirements for our US asphalt business are met by recycled asphalt pavement (RAP) and shingles

2022 Annual Report and Form 20-F34 Water Advancing solutions to solve global water challenges Population growth, urbanisation and climate change are accelerating the pressure on water resources and increasing the need for flood resilience and resistance in the built environment. Extreme weather patterns associated with climate change, including droughts, floods and freezing events, are putting increasing pressure on our built environment and the water systems that support our cities, towns and communities. As a result, access to water resources, water scarcity and water management, including flood management, are among the most significant risks facing society today. Delivering Solutions for Water Management At CRH, we are committed to playing our part to overcome the global challenges associated with water management by conserving water at our own operations, as well as providing solutions to upgrade water infrastructure and enhance resilience to flooding. In many regions vital water management infrastructure is old and designed for a climate that no longer exists. There is also the increasing demand for new water infrastructure to support growing communities. Continuing to deliver safe drinking water to millions of homes and businesses will require investment in the construction, maintenance and upgrading of water infrastructure to enhance the resilience of communities. At CRH, we are committed to helping to solve the global challenges associated with water management and distribution. We have a significant role to play through our solutions to capture, treat, manage and distribute water resources efficiently. We continue to invest in the development of innovative new products and solutions to enhance further our end-to-end solutions offerings to our customers. For example, our acquisition in 2021 of NPP, Inc., a water, energy and infrastructure solutions business in the US, has increased our offering of safer, sustainable and effective solutions for water transmission and distribution, as well as sewer and wastewater infrastructure. Enhancing Resilience to Extreme Weather Events In addition to solving the challenges faced by water transmission and distribution, society is looking for enhanced sustainable solutions that help strengthen the resilience of cities and the wider built environment against coastal erosion and storm surges. CRH has a significant role to play in protecting communities through our products and solutions that enable effective management of water. This includes products used in flood defences, stormwater management systems and permeable paving products to manage urban stormwater run-off more effectively. We also work to protect and rebuild our communities in the wake of extreme weather events. Concrete is inherently resilient, and the products and solutions offered by CRH are effective in protecting against flooding and helping to improve the storage capacities of flood water temporarily in stormwater systems during flood events. By replacing essential infrastructure, such as that needed to protect against coastal erosion, and designing products for resilient construction, we can help protect vulnerable coastlines and reduce the potential damage to properties, economic activities and infrastructure from flooding. In addition to flood management, our products and solutions help to address challenges in drought-sensitive areas, through water capture, treatment and distribution, as well as through engineering measures to increase groundwater recharge, alleviating problems related to the extraction of groundwater. Promoting Responsible Water Use We practice and promote responsible water management across our operations, continuously aiming to reduce, reuse and recycle water and ensure that our activities do not endanger local surface water or groundwater. We continue to invest in new technologies and innovative processes to reduce water intake from utility sources and protect valuable local water resources. In addition, we were awarded an A- by CDP for our 2022 water security disclosures. 1 As reported number in 2021 46% and restated in 2022 to reflect impact of discontinued operations. 2 Products with enhanced sustainability attributes are defined as those products that incorporate any, or a combination of; recycled materials; are produced using alternative energy and fuel sources; have a lower-carbon footprint as compared to those produced using traditional manufacturing processes; and/or are designed to specifically benefit the environment (i.e. water treatment and management systems, products with strong thermal mass/U-values). .

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information DECARBONISATION W AS TE W ATER World Communities Business Natural People & Responsible W ATER CASE STUDY 47% (2021: 47%)1  Product revenue derived from products with enhanced sustainability attributes2 Sustainable Products 50%  Product revenue from products with enhanced sustainability attributes by 2025 Providing solutions to upgrade water infrastructure in our communities Access to safe and clean drinking water is an absolute necessity and is key to ensuring good public health. At CRH, we support the development and improvement of water infrastructure to enhance the quality of life in our communities. NPP, Inc., part of our Building Products Division, are using their PVC pipes to solve water challenges for communities across North America. For example, NPP enhanced access to drinking water for the rural communities by supplying pipe infrastructure in the Town of Arcadia and Wayne County, New York, a projected funded by the US Department of Agriculture (USDA) Rural Development Water and Waste Disposal Loan and Grants programme. As part of this project, NPP products were installed in over 24,000 feet of new water line, enabling critical infrastructural advancements to be made that support the local communities.

2022 Annual Report and Form 20-F36 Natural World Positively impacting the natural world DECARBONISATION W AS TE W ATER World Communities Business Natural People & Responsible With our global scope and influence, we have a responsibility to lead our industry in protecting the environment and helping to solve challenges for the natural world, such as air quality, land use and biodiversity. By investing in nature-based solutions, we reduce our potential negative impacts on nature and help develop the technology, innovation and resources needed to reverse nature loss. Environmental Action For decades we have worked with stakeholders to manage environmental risks, drive improvements in performance and promote emissions reduction and resource efficiency. It is our goal to protect the environment in which we operate. We practice and promote responsible management and use of resources such as water, energy and land. Additionally, we monitor and control our emissions to air, water and land in order to protect further the health of our environment and of society. For further detail on how we monitor our Environmental Policy see page 47. With regard to possible environmental liabilities associated with CRH’s activities, at 17 February 2023, there were no pending legal proceedings relating to site remediation which are anticipated to have a material adverse effect on the financial position or results of operations or liquidity of the Group, nor have internal reviews revealed any situations of likely material environmental liability to the Group. Biodiversity As a large-scale landholder, we have a responsibility to continue to preserve and protect biodiversity. By restoring and managing lands and wetlands at quarries and other locations, we strive to enhance and rehabilitate natural habitats and help reverse nature loss. We actively manage biodiversity at over 550 locations, and we ensure that restoration plans are in place at all relevant extractive locations. In addition, we have signed up to support Business for Nature’s ‘Call to Action’, calling on governments to adopt policies to reverse nature loss in this decade. We continue to collaborate with internal specialists and expert organisations to drive best practices and support the acceleration towards a nature- positive economy.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information c. 100% (2021: c. 100%) of our relevant locations have restoration plans in place CASE STUDY Protecting and enhancing biodiversity  At CRH, we are committed to protecting and enhancing biodiversity across our locations. Since 2004, our Americas Materials Division has partnered with the Wildlife Habitat Council (WHC), a non-profit group that collaborates with corporations to advance biodiversity and sustainability. In 2022 two of our businesses in North America were recognised by the WHC for their excellence in corporate conservation. Dufferin Aggregates’ Acton Quarry in Halton Hills, Ontario received the Reptiles & Amphibians Project Award for creating the first known man-made wetland in Ontario, Canada, in which the endangered Jefferson salamander has successfully bred. In addition, APAC Central’s Gravette Quarry in Arkansas received the Invasive Species Project Award for efforts to remove invasive plant species from the site to facilitate natural regeneration of native trees. These are two of the many projects demonstrating our ongoing commitment to preserve and protect biodiversity across our locations.

2022 Annual Report and Form 20-F38 People and Communities The success of CRH relies on our c. 75,800 employees across 29 countries. People are our priority and we are committed to building a safe, inclusive work environment that empowers and inspires our global workforce to live our Purpose and deliver our strategy. Safety and Wellbeing The safety of those working for CRH continues to be our number one priority, driven by our ambition of zero harm and target of zero fatalities, in any year. We strive to address risks and eliminate accidents to ensure that the wellbeing of those who interact with our operations is protected. Our Health and Safety Policy and Life Saving Rules are key to achieving a culture of safety excellence at CRH. Our global networks of safety officers work closely with our businesses in implementing policy and practice. For further detail on how we monitor our Health and Safety Policy see page 47. To further support our employees, our health and wellbeing programmes provide tools, social support and strategies for physical and mental health. Achieving our ambition of zero harm is an ongoing challenge. In 2022 we continued to achieve a high level (94%) of zero accident locations and continued to implement best-in-class safety measures into our existing safe systems of work. However, we deeply regret to report that one employee was fatally injured as a result of a road traffic accident in 2022. In addition, four contractors were fatally injured carrying out work for CRH in 2022. We extend our sincere sympathies to their families. We thoroughly investigate all fatalities and share the lessons learned as we focus on our zero fatality target. We continue to invest in safety initiatives and technologies, with the overall aim of realising a culture of safety and wellbeing while working towards zero harm. DECARBONISATION W AS TE W ATER World Communities Business Natural People & Responsible Building a culture of safety and inclusion around our people 1. Accident frequency rate is the number of accidents per million work-hours.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information CASE STUDY NON-FINANCIAL KPI 94% (2021: 94%) Locations with zero accidents in 2022 CASE STUDY Improving safety performance across our businesses We are constantly striving to achieve our ambition of zero harm and seeking out the most advanced technology to assist us in improving our safety performance. For example, businesses across our Europe Materials Division have been using AI software to assist in managing critical hazards in high-risk activities where there is no permanent supervision. The technology automatically identifies at risk behaviours and breaches in safety rules in real- time, allowing preventative actions to be taken to mitigate risks. The AI generated outputs are used for the coaching of employees to raise their awareness. In that way it helps to deliver a positive behavioural change and a better understanding of risks to reduce the number of incidents.   Safety & Wellbeing Ongoing target Zero fatalities, in any year 7% (2021: 8%) average annual reduction in accident frequency rate over the last decade1

2022 Annual Report and Form 20-F40 People and Communities continued Inclusion and Diversity We aspire to develop a more inclusive and diverse work environment and to build awareness at all levels of the organisation. CRH’s Inclusion & Diversity (I&D) strategy is built on a firm commitment to nurture inclusion as a core capability, fostering a workplace and culture that is inclusive, and ensuring our workforce and leadership reflect the communities in which we operate. Our Global I&D Council, chaired by our Chief Executive, is responsible for driving the strategy and accountability for I&D across CRH. In addition, our I&D strategy is sponsored at executive level through the Group General Counsel and the newly appointed CCPO. We have many initiatives underway to continue to build inclusion and address structural barriers in the workplace, such as gender equality. We have established I&D Committees across our Divisions and corporate offices to lead and embed change throughout CRH. In addition, many of our operating companies now have their own I&D plans in place at a local level. In addition, Employee Resource Groups (ERGs) have been established in some of our businesses to further embed our inclusive culture. We closely monitor participation of women in our workforce as a whole and are committed to increasing the representation of women across the organisation. The percentage of women in senior management was 15% in 2022. In addition, we continued to focus on executing our I&D strategy across the Group. This is supported, for example, by our target of 33% women in senior leadership by 2030. As of 31 December 2022, 33% of the Directors of CRH plc and 19% of senior leadership were women. The Board and management are committed to building an inclusive and diverse organisation, in which talented people of all backgrounds can work in an environment which enables them to perform at their best. Further details on how the Board is prioritising I&D are set out on page 104.

Overview Strategy Report Business Performance & Segmental Reviews Governance Financial Statements Supplemental 20-F and Other Disclosures Shareholder Information NON-FINANCIAL KPI CASE STUDY 15% (2021: 14%) of senior management were women 16% (2021: 15%)  of total employees were women 47% (2021: 46%) of clerical and administrative staff were women 7% (2021: 7%)  of operational staff were women Inclusion & Diversity 33% women in senior leadership by 2030 Strengthening our inclusive workforce At CRH, we are committed to building an inclusive workplace where our employees feel safe and encouraged to bring their full selves to work. Pride month is celebrated annually throughout CRH and acts as an important platform for us to support our LGBTQ+ colleagues and friends. In 2022 we provided Pride toolkits to operating companies and educational workshops were delivered across the month. In addition, across our organisation operating companies have implemented their own policies, including transgender policies, to support the LGBTQ+ community, demonstrating the value in cultivating an inclusive working environment. By empowering all of our employees equally, we can create a strong and unified workforce.

2022 Annual Report and Form 20-F42 People & Communitiesand Co munities continued Empowered Employees We understand that people are at the heart of what we do at CRH. The skills and expertise of our employees drive performance and growth and help us deliver on the key agendas of decarbonisation, building a circular economy and providing sustainable solutions for society. We invest in talent development across our businesses, supporting our employees across all levels of education and employment to grow their careers through personal and professional development opportunities. We have an ongoing focus on training to enable employees to acquire the attributes and skills needed in our dynamic industry to support performance and growth and help us deliver our decarbonisation roadmap while continuing to provide sustainable solutions for society. We respect the rights of our employees to form and join trade unions and take part in collective bargaining. We also take care that employee representatives do not suffer discrimination. The SESR Committee has been delegated responsibility for management of stakeholder engagement, including with employees, to ensure that the views of all stakeholders are understood and taken into consideration in its decision-making process. Further details on the Board's engagement with employees are set out on pages 88 to 89. Focused engagement with employees helps us to understand our employees' needs. We regularly monit

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