Our 2022 Environmental, Social & Governance Report
CONTENTS 03
17
Letter From Our Founder, Bob Clark, Executive Chairman and Founder
44
Clayco Rising
04
About Clayco
Governance and Innovation
About Clayco Rising
19
Corporate Governance
46
Building a Diverse Team
20
Innovation
48
Bolstering a Diverse Community
22
50
26
06
Appendix
Our Community Clayco in Our Communities
Our ESG Strategy
07
28
31
Our ESG Goals
About This Report
51
Stakeholder Engagement
52
Materiality
53
GRI Content Index
54
Our Environment
08
People and Safety Case Study: National Safety Council Awards (NSA)
10
Clayco Safe
11
Employee Health and Wellness
14
Employee Talent and Recruitment
15
INTRO
PEOPLE AND SAFETY
Case Study: Climate Week
33
Carbon and Energy
34
Waste and Circular Economy
38
Case Study: Clayco Low Carbon Concrete Strategy
39
Water and Ecology
41
Case Study: Tower Grove Park East Stream Restoration Project
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
42
On the cover: The Centene Charlotte campus focused on the health and wellness of the occupants, as shown through achieving WELL’s Precertification. The project had a large emphasis on biophilic design and ample daylight to benefit employees. The design accommodated several outdoor spaces to integrate building users with nature.
GOVERNANCE AND INNOVATION
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Beyond These Walls 2022 | 2
LETTER FROM OUR FOUNDER Clayco has a rich history of doing the right thing when it comes to community, sustainability and innovative thinking that makes me proud. While we are a for-profit company, I’ve always felt the need to be purposeful when it comes to our people, our places and solving our clients’ most complicated problems—to think not only of profit, but of how we can help others and give back.
we began asking ourselves how we could have the future we hoped for without addressing the globe’s most existential threat—climate change.
One of the first areas we tackled was safety on the job. Simply put, in 1984 the construction industry was not safe. People were getting hurt on construction jobs every day; the paradigm was, “that is just the way it is.” There was a lot of litigation, adversarial behavior between all the key parties and a lack of transparency throughout the industry. As a young company, we took that problem on and focused on radically transforming the status quo. Today, Clayco’s leading the way in safety and has an unrivaled track record for being a safe place to work and do business. Clayco has also led when it comes to diversity and inclusion. We have created a win-win situation by building a company that has benefited from having a diversity of people and ideas. We have been strengthened tremendously by having people of color and different cultures adding new perspectives to the industry. Today over 40 different languages are spoken within the company by employees from many of the world’s nationalities and our own country’s many ethnicities. In addition, since the company’s start, the idea of sustainability has been one of our foundational beliefs, always looking to serve future generations. More recently,
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PEOPLE AND SAFETY
Our shareholders, team members and partners are looking for leadership, creativity and commitment in addressing this threat. The entire company is in full innovation mode, working towards new technologies and better understanding and implementation of sciencebased actions we can take right now to do our part. Our clients have never had a more desperate need for companies that can help make the paradigm shift towards a zero-carbon economy. Clayco is seeking every current path known by working with the American Institute of Architects and implementing all best practices in sciencebased targeting, leading the way to a carbon free future.
This very report is a step in the process. Not only does it embody our values, but it can also serve as a guide for conducting business sustainably, inclusively, and respectfully. This is the spirit of what it means to look “Beyond These Walls.”
B OB C LA R K EXECUTIVE CHAIRMAN AND FOUNDER
Since I founded Clayco 38 years ago, our talented team has helped make enormous changes to the construction industry. Perhaps most important have been our wellrecognized efforts toward improving jobsite safety. But keeping jobsites safe is no longer enough as we set our sights on the current giant challenge: steering our industry toward a zero-carbon way of working. To maximize our sustainability efforts, collaboration is key. That means operating in an open-book, transparent way, focusing on reducing our own footprint and finding alternative paths to the currently unacceptable levels of embodied carbon in steel, cement and other energyintensive manufactured products used in the industry.
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
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Beyond These Walls 2022 | 3
ABOUT CLAYCO Clayco is a full-service, turnkey real estate, architecture, engineering, design-build and construction firm that delivers clients across North America the highest quality solutions on time, on budget and above and beyond expectations. Founded in 1984 by Executive Chairman Bob Clark, then 25 years old, Clayco has dramatically set new standards for collaborative design, construction quality and craftsmanship, while completing all projects safely, on-time and under budget. With $5.2 billion in revenue for 2022 and 3,600 employees across the country, we are one of the nation’s largest privately-owned real estate, architecture, engineering, design-build and construction firms. Clayco is the “Art and Science of Building” and we build “Beyond These Walls.”
Our Mantra: Beyond These Walls At Clayco, it’s been our culture from the very beginning to do more than build: to create, to innovate and to do it with a holistic, intelligent balance of art and science that’s unmatched anywhere. In the process of creating and innovating, we tear down obstacles, old methods and outdated thinking, and we replace them with new ideas and transformational solutions. We see our work through the eyes of the people who will use them every day. Through their eyes, we see places of healing, nourishment, progress, technology, science, research, industry and entertainment. The results? Powerful structures with impacts that reach far beyond these walls. Because it’s not about the walls we plan and the buildings we put up—it’s about the people and their purpose within them every day. Without them, our walls have no purpose, and with them, our purpose has no limits. We build for a cure, for a scientific breakthrough, for a family that’s safe and healthy, for a cleaner world and for a better future. That’s the art and science of building. That’s Clayco.
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CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
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Our Integrated Approach Develop. Design. Build. It’s not just the steps in the design-build process that set us apart. It’s how we connect each step to make every project better. We do this through our distinct, yet collaborative businesses.
Develop
Design
Site Selection, Development, Financing, Asset Management
Urban Design & Planning, Architecture, Interior Design, Landscape Architecture and Sustainability
CRG is a real estate development and investment firm with deep expertise in delivering industrial, office, residential and mixed-use projects.
Build
Lamar Johnson Collaborative is a fullservice design and architecture firm committed to enhancing the quality of the human experience and to improving how design and architecture can impact each individual’s emotional being.
A leading edge, full-service, design–build concrete contractor.
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CLAYCO RISING
OUR COMMUNITY
Commercial and Industrial Engineering, Industrial Plant Code Safety Compliance
Design-Build, CM@Risk, Self-Perform, Culture of Safety
The Clayco Design and Engineering team applies engineering expertise to a wide array of industrial segments such as food and beverage, consumer products, manufacturing, and lifescience products, ensuring that clients can deliver their market-moving products in a safe, reliable and efficient manner.
A full-service, turnkey real estate, architecture, engineering, design-build and construction firm that delivers clients across North America the highest quality solutions on time, on budget and above and beyond expectations.
A building enclosure company that designs, supplies and installs high–performing curtainwall façade systems.
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
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OUR ESG STRATEGY
ity mun om C r Ou
Since our founding, we have worked to create buildings and spaces for people to live, work and play in for generations both now and in the future.
We prioritized actions that align with our sustainability philosophy and further our environmental, social and governance goals. Each year we learn more and are striving to coalesce our philosophy, policies, and practices into a cohesive ESG strategy, while challenging ourselves to do more for our company, our employees, our industry and our communities.
Clayc oR (DE ising I)
While this is our first ESG report, sustainability is foundational to our culture and influences how we approach our projects and partnerships.
and nce rna n ve vatio Go Inno
ESG has been integral to Clayco since our founding.
Our En viro nm en t
People and Safety
Our ESG Journey Meeting and exceeding the sustainability needs and expectations of employees, clients and future generations has defined how we do business since our very beginnings. Science &Art
1984
2011
2020
Founding of Clayco
“Beyond These Walls” became a part of the Clayco mission: to understand the needs of the people who will use the buildings we develop, design and construct
Clayco BRG (Black Resource Group) and the Clayco Foundation Juneteenth Fund were established
Beginning of our safety journey Specialized in Integrated Delivery
1999
2016
2021
2023
Hired our first sustainable engineer and started our journey of Green Building
Clayco was recommended to receive the OSHA VPP Star for region 7
Calculated our baseline emissions
First ESG report published
1994
2010
Began Diversity & Inclusion mission
NETWORK OF WOMEN
#1 – Engineering News Record Top Green Builders in the Midwest
2019
2022
Clayco NOW (Network of Women) was established
#5 – Engineering News Record Top 100 Green Building Contractors One of the first U.S. based General Construction companies to commit to setting science-based targets through SBTi
2008 Completion of the first LEED Platinum specifications of the U.S. Green Building Council. Building: Novus International Global Headquarter, Missouri
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CLAYCO RISING
OUR COMMUNITY
2015 Clayco Foundation established
OUR ENVIRONMENT
CARES – LET’S TALK.
GOVERNANCE AND INNOVATION
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Formed Clayco Cares
Beyond These Walls 2022 | 6
OUR ESG GOALS
Social Impact
Our Environment
People and Safety
Energy and Carbon
• Aim for zero safety incidents through our proactive
• Committed to SBTi, setting Scope 1 and 2 goals. Establish
Purposefully meet the needs of today, while empowering future generations to thrive.
• Optimize Clayco employee health and wellness to
Circular Economy
Clayco is committed to meeting the needs of our employees, clients and future generations and acting responsibly as stewards of the environment. As builders and designers of the built environment, we believe it is our duty to protect and preserve the natural and cultural resources of the communities we serve.
• Expand our Orientation, Mentorship and Case Studies
safety culture
In keeping with this belief, it is our policy to conduct our business in an environmentally responsible manner that protects the public, our employees and the earth that we all share in a comprehensive and transparent manner.
Scope 3 targets with an emphasis on embodied carbon
increase productivity, attraction and retention
• Divert 75% of all Construction and Demolition (C&D) waste
• Recruit and retain the best and the brightest while
from landfill by 2025
continuing to increase diversity across the enterprise
• Divert 75% of municipal solid waste (office) from landfill by 2030
programs in 2023
Diversity, Equity and Inclusion (Clayco Rising)
Water and Ecology
• Increase staff participation in Clayco's Culture, Equity and
• Study environmental impacts of construction site grading
Inclusion (CEI) Education Program to 100% by 2028 with all management level staff at CEI Bronze Level or better
• Increase the financial capacity of Minority Owned Business
Enterprise (MBE) subcontractors to 10% of our 3-year average subcontracting demand by 2028 and increase our MBE spend to 10% of our subcontracting spend by 2030
using a science-based approach and determine relevant KPIs for measuring impact in 2023. Identify and implement impact mitigation processes
• Conduct a thorough water usage inventory of our operational activities by 2024, with specific focus on work in water stressed regions
• Increase the financial capacity of Woman Business
Enterprise (WBE) subcontractors to 5% of our 3-year average subcontracting demand by 2028 and increase our WBE spend to 5% of our subcontracting spend by 2030
• Increase the financial capacity of Other Diverse Classified subcontractors aggregately to 5% of our 3-year average subcontracting demand by 2028 and increase our Other Diverse Classified spend to 5% of our subcontracting spend by 2030
Governance and Innovation • Achieve over 90% compliance on employee policies and business code of conduct trainings
• Identify and create the business case for research and development opportunities
Our Community • Expand funding for Illumination and increase transparency to donors on how the funds are used
• Aid the Construction Career Development Initiative (CCDI) Chicago by raising $250,000 in funding to mentor and support young adults
• Increase funding and external participation with Clayco Foundation’s Juneteenth Fund
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CLAYCO RISING
OUR COMMUNITY
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I N T HI S SE CT I ON 10 | Case study: National Safety Council Awards 11 | Clayco Safe 14 | Employee Health and Wellness 15 | Employee Talent and Recruitment
SOCIAL IMPACT
People and Safety INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
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CARE & RESPECT FOR OUR EMPLOYEES
Our Golden Rule, “treat people the way you want to be treated,” runs through all we do in our approach to our people. This includes the more than 3,000 people we are privileged to call our employees, as well as those who work with us as subcontractors. Our Golden Rule informs our approach to safety, employee health and wellness and to talent management, recruitment and retention. Our uncompromised approach to safety, embodied in our zero-incident culture, is backed up by awareness raising and training. Safety extends beyond the physical—we ensure our people are protected from harassment, racism and prejudice, that they feel safe to share knowledge and opinions and that their physical and mental health and wellness is provided for. Our people will continue to be core to growing our business, and hiring and retaining the best and the brightest will allow us to maintain this momentum. As we grow, so do our people and we embrace their passion, creativity and ideas. We know we must support our employees by providing the best work environment and experience possible.
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0.48
EMR achieved— significantly below the industry average of 1.0
Proud member of OSHA VPP
Incorporated Mental Health and Wellness topics into our safety awareness programing
Goals and Commitments
CLAYCO RISING
Safety is our first priority. • Aim for zero safety incidents through our
proactive safety culture
• Optimize Clayco employee health and
wellness to increase productivity, attraction and retention
OUR COMMUNITY
OUR ENVIRONMENT
• Recruit and retain the best and the brightest
while continuing to increase diversity across the enterprise
• Expand our Orientation, Mentorship and
Case Studies programs in 2023
GOVERNANCE AND INNOVATION
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CA S E STUDY
NATIONAL SAFETY COUNCIL AWARDS (NSA) INTRO
PEOPLE AND SAFETY
In recognition of our performance, Clayco received four awards from the National Safety Council in 2022: • The Perfect Record Award, recognizing companies
that have completed a period of at least 12 consecutive months without incurring an occupational injury or illness that resulted in days away from work, or death
• The Occupational Excellence Achievement
Award, recognizing organizations with injury and illness records better than or equal to 50% of the Bureau of Labor Statistics for their NAICS code
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
• The Million Work Hours Award, recognizing
organizations that have completed a period of at least 1 million consecutive work hours without an occupational injury or illness resulting in days away from work
• The Milestone Award, recognizing organizations that
have completed a period of 30 or more consecutive days without an occupational injury or illness resulting in days away from work
GOVERNANCE AND INNOVATION
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CLAYCO SAFE The construction industry is a high hazard working environment by the very nature of the work, machinery, materials and environmental conditions. Safety has been our priority since our founding. Along our journey to ensuring safety at Clayco and improving the safety in our industry, we have raised standards for the insurance industry, our subcontractors, our field team and peers. We take a proactive approach to safety management to provide our clients with projects that are incident free. Our safety program, Clayco Safe, embodies our “Zero Incident Culture” by empowering all our people on any job site to identify and correct hazards and risky behaviors, reinforce safety compliance, and execute the highest standard of safety procedures and practices.
Zero
Clayco Safe—Zero Incident Culture
recordable injuries for Clayco employees at all projects and offices for the second consecutive year.
Core Tenants of Clayco Safe:
79% of projects worked without a recordable injury in 2022, when including Clayco employees and our trade partners.
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PEOPLE AND SAFETY
CLAYCO RISING
Everyone Goes Home Safe Leadership commitment and the involvement and belief that all incidents are preventable
Safety Recognition To recognize field workers’ involvement in safe practices and improve our safety culture
Work Safe. Live Safe. 24/7 Actively demonstrate care and concern to all while at work, beyond work and in our homes
Safety Analytics Predictive analytics approach to identify and create proactive safety initiatives
You See It, You Own It Everyone is empowered to take ownership of any issues to create a better work environment
Accountability and Compliance To follow established work rules and execute the highest standard of safety procedures and practices
OUR COMMUNITY
OUR ENVIRONMENT
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Our Approach
Clayco Safe Every Day, Week, Month and More
At Clayco, safety is not just a priority—it is a core pillar of our work. The responsibility for a safe work culture is owned by every one of us. We place an emphasis on our proactive approach to safety with a structured and regular plan of trainings, awareness-raising activities and continuous improvement in order to mitigate the potential for safety incidents. Meanwhile, our analytical safety approach informs how and where we should improve as we continually strive for zero incidents.
DAILY
We are proud that our safety program has been recognized by the U.S. Occupational Safety and Health Administration (OSHA) and multiple state OSHA entities as part of OSHA’s Voluntary Protection Program (VPP). Clayco was awarded and has maintained STAR Status with VPP, their highest level, since 2016. In OSHA’s Region VII—Missouri, Nebraska, Iowa and Kansas, Clayco has been awarded their “Star Among Stars” award every year for consistently having incident rates below national averages. Read more about how our safety program is aligned with the VPP of OSHA here.
• Pre-task Safety Analysis
• Stretch and Flex*
• Safety Toolbox Talks covering
• Behavior observation report
for all crews*
WEEKLY
topics such as hazard communication and securing materials for work*
• Safety statistics summary
• Safety Inspection audit*
MONTHLY
• Safety training
• Business review meeting includes safety
metrics update
• Compliance training
• Safety statistics dashboard
• Safety webinar
YEARLY
• Creation of an enterprise safety plan
• Pareto analysis of safety statistics
• Safety Summit
SITE SPECIFIC
“Clayco Safe We Live By It”
• First Day – First Hour sessions with
all subcontractors*
• Use of predictive analytics
At Clayco, safety is not only important on the job but off the job as well. The Clayco safety motto of “Clayco Safe We Live By It” is one way we communicate that safety is 24/7.
• Subcontractor prequalification*
• Site specific safety planning* • Safety professional and medical
resources on projects (includes a full-time nurse on some sites)
• Preconstruction meetings for all
subcontractors before starting work
FREQUENTLY AS REQUIRED
• Root Cause Analysis conducted post
incident to prevent repeat incidents
• Near Miss reporting
• Every 6 weeks a ‘World Tour’ • Safety orientation required for everyone
before starting work onsite
* including subcontractors
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PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
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Clayco Recordable Injury Rates since 2015*
Our Progress
2015
2016
2017
2018
2019
2020
2021
2022
952,122
1,127,534
1,358,482
1,607,881
1,874,880
2,786,000
2,571,160
2,403,657
Recordables
6
2
6
4
5
3
0
0
Recordable Rate
1.26
0.35
0.88
0.5
0.53
0.22
0
0
Hours
Our continuous safety improvements over the last 8 years speak to the results of our actions—a safety record that we are immensely proud of. Constant and ongoing vigilance is required as we improve the safety of our offices, sites and the environment for all our people. On the journey to zero incidents, we are proud to share our progress to date.
* Applies to Clayco Employees only
Looking Ahead CLAYCO SAFE IS ALIGNED WITH THE FOUR ELEMENTS OF THE OSHA VPP
We aren’t at zero yet, but we are edging closer and have the culture, systems and a clear goal to get us there. We will continue to focus on safety within existing, proven proactive and reactive programs at Clayco, but we must also lead our industry in identifying new technologies and techniques.
1. Management Commitment and Employee Involvement
OSHA Voluntary Protection Program Star 6-Year Member
2. Hazard Prevention and Control 3. Worksite Analysis 4. Safety Education and Training
Some of the areas we are investigating in order to reach zero include:
ACHIEVEMENTS TO DATE
• Using wearable devices that monitor
potentially hazardous conditions and movements
• OSHA REGION 7 – Mobile Workforce OSHA
OSHA’S VPP PROGRAM
VPP Star (IA, NE, KS, MO)
OSHA’s VPP promotes effective worksite-based safety and health. VPP recognizes the outstanding efforts of employers and employees who have achieved exemplary occupational safety and health. We are currently pursuing OSHA VPP in multiple regions across the U.S.
• Improving ergonomic working conditions
• STAR Status – Since 2016 • “Star Among Stars” Award – Every year
and stations
• Leveraging new AI technology to recognize
since 2017
hazards on the jobsite
Every year since 2017
• Introducing more modular building
• ARIZONA – ADOSH VPP Star Phoenix Office,
in warehouses
Skye on 6th, Mesa Gateway and Palm Tower
• Pre-planning improvements such as
• CAROLINA STAR – North Carolina VPP Star –
3D modeling
Mobile Workforce
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EMPLOYEE HEALTH AND WELLNESS We strive to make Clayco a safe place to work, free from harassment, racism or prejudice—a place where all our people are safe to share their knowledge and opinions. We have a strong policy and culture that does not tolerate any form of harassment, bullying or discrimination, which is key to safeguarding employee health and wellness.
Our Approach The physical and psychological health and wellness of our people is not only a fundamental human right, it also contributes enormously to productivity, talent attraction and retention and is enshrined in our Code of Conduct. Our subcontractors are no exception in this regard, and they are required to abide by our Code of Conduct as part of their contract. Ultimately, it all comes down to the Golden Rule: Treat others how you want to be treated.
team members. We train our field staff and contracting partners to develop psychological safety dialogues and best practices to retain, promote and support our emerging and legacy talent. A culture of psychological safety is interwoven into every part of our enterprise to ensure all employees benefit from an open dialogue.
Our Progress To create psychologically safe work environments and team dynamics, Clayco has formed Clayco Cares. Comprised of internal experts and employees passionate about mental health and wellness, Clayco Cares creates standards, content and recommendations for how the Clayco enterprise engages with mental health and wellness. We have created content on psychological safety for our field operations and project management
5 Ways we
are Prioritizing Mental Health
Looking Ahead Our goal is to become an industry leader in employee health and wellness, and increase project safety and owner satisfaction. We have already identified improvements in on-site food, employee benefits and the work environment as areas we are addressing in the short term. Longer term, strategies and initiatives under consideration will include improvements in corporate benefits and policies as well as training and awarenessdevelopment for managers.
1. Employee Assistance Program (EAP), including free, anonymous counseling services is open to all Clayco employees and subcontractors, and their families 2. Mental health is also addressed as part of our Safety Week and Home For The Holidays initiatives 3. Toolbox Talks and signage on all projects address mental health concerns 4. Clayco supports and promotes National Suicide Prevention Awareness Month 5. Mental health is addressed in our Code of Conduct as part of our Safety and Health Code
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EMPLOYEE TALENT AND RECRUITMENT At Clayco, we employ the best and brightest in our industry and embrace their passion, diversity, creativity and ideas. We support them with the latest technology to help them do their jobs, ensure they have a safe and respectful workplace and provide training and mentoring to help them reach their fullest potential. In this way, we hope to not only deliver innovative building solutions for our customers, but empower and inspire future generations of designers, architects and builders.
Our Approach There are nine key Clayco Traits that are at the heart of our success and they influence our approach to managing and developing talent. By seeking out individuals that embody these traits, we employ the best and the brightest in the industry inspiring an energetic, creative and collaborative culture. We’re a one-of-a-kind place to work and we’re committed to keeping it that way.
LEADERSHIP VALUES 1. Creativity – Generates new ideas, challenges the status quo, takes risks, supports change, encourages innovation and solves problems creatively. 2. Courage – Deals with others in a straightforward and honest manner, is accountable for actions, maintains confidentiality, supports company values, conveys good news and bad. Takes on the difficult challenges with a positive attitude. 3. Mentor – Engages in a mentor relationship in which a more experienced or more knowledgeable person helps to guide a less experienced or less knowledgeable person. The mentor may be older or younger than the person being mentored, but she or he must have a certain area of expertise. 4. Teamwork – Meets all team deadlines and responsibilities, listens to others and values opinions, welcomes newcomers and promotes a team atmosphere by the transmission of knowledge and the psychosocial support as relevant to work, career or professional development.
6. Grit – Puts in the time required to get the job done with “job as the boss” interest as priority and integrity. Is willing to overcome difficult challenges and remain focused on quality results. Leads by example and remains a positive influence for subordinates, peers, subcontractors and owners. 7. Results – Sets challenging and productive goals for team, keeps team accountable for actions, provides leadership and motivation, provides resources and support, uses checkpoints and data to track progress, sets up systems and processes to measure results. Meets or exceeds expectations & forecasted results. 8. Sense of Urgency – Prioritizes well, shows energy, reacts to opportunities, instills urgency in others, meets deadlines. 9. Leadership – Leads through change and adversity, makes the tough call when needed, builds consensus when appropriate, motivates and encourages others.
5. Adaptability – Adapts to change, is open to new ideas, takes on new responsibilities, handles pressure, adjusts plans to meet changing needs.
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CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
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Our Progress While we continue to hire as we grow to meet increasing demand for our innovative building solutions, we are focused on ensuring the Clayco culture remains as strong as ever. Some of the initiatives that enable this include reimagining our orientation program to reach all new employees and be more engaging and impactful; launching our first Case Studies event for new employees to learn about Clayco with a cross-functional group of leaders; and rolling out phase one of our Mentorship Program which helps new hires understand our culture and become acquainted with our teams and working environment.
What it Means to Work at Clayco “Clayco was there to hear the needs of the community. When Clayco came in, they listened—they were quiet—and they came through. They brought jobs. I am one of those people who received a job. I started off thinking, “I’m just going to be in the trailer part-time” and, seven years later, I am here full-time in Mission Control as a Senior Construction Administrator. Clayco is beyond building buildings. They build relationships — community relationships.”
“I’ve been with the company over 24 years. I started in the tilt-up side of our company. I was looking for a place that hopefully gave me the freedom to think like and act like you owned part of the company. It organically happened. We are encouraging limitless thinking. If you dream it, we can do it; we can build it together. It’s amazing how fast the time went. I was just talking to my wife the other day: ‘you blink and it’s like where did it go?’”
S I E R R A SMITH
JER RY WENZ EL
SENIOR CONSTRUCTION ADMINISTRATOR, MISSION CONTROL
SENIOR OPERATIONS MANAGER
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PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
Looking Ahead We will be expanding on the success of our Orientation, Mentorship and Case Studies programs in 2023.
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SOCIAL IMPACT
Clayco Rising
I N T HI S SE CT I ON 19 | About Clayco Rising 20 | Building a Diverse Team 22 | Bolstering a Diverse Community
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CLAYCO RISING
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RISE TOGETHER At Clayco, we coordinate our social impact activities through Clayco Rising, one of the most comprehensive diversity, equity and inclusion (DEI) programs in the industry. It is the culmination of 25 years of creating meaningful opportunities and enduring structural change for our employees, our minority- and women-owned business partners and the communities where we live and work. Since the founding of our company in 1984, the construction industry has come a long way in terms of diversity, equity and inclusion. We are proud of the role that Clayco Rising has played in that transformation. We believe having a diverse organization helps us drive value to our stakeholders—investors, employees, customers and communities. Our actions to date reinforce our desire to be a beneficial force in the areas of equality, diversity, job growth, education and community enhancement.
PEOPLE AND SAFETY
Newest Clayco Rising program connecting employees with mental health resources
$1M+ Average size contract awarded to diverse firms
Goals and Commitments • Increase staff diversity literacy to 100% of
• Increase the financial capacity of Woman
• Increase the financial capacity of Minority
• Increase the financial capacity of Other Diverse
staff participating in the Culture, Equity and Inclusion (CEI) Education Program by 2028 with all management level staff at CEI Bronze Level or better Owned Business Enterprise (MBE) subcontractors to 10% of our 3-year average subcontracting demand by 2028 and increase our MBE spend to 10% of our subcontracting spend by 2030
We are uniquely positioned to champion our values externally by leveraging our vast resources and strong partnerships. With this report, just as with everything we do, we are challenging ourselves and our industry to do more by lifting up others and helping them rise above the barriers of race, income and gender.
INTRO
Clayco Cares
Increased candidates identifying as African American or POC in our College Internship Program
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
Business Enterprise (WBE) subcontractors to 5% of our 3-year average subcontracting demand by 2028 and increase our WBE spend to 5% of our subcontracting spend by 2030 Classified subcontractors aggregately to 5% of our 3-year average subcontracting demand by 2028 and increase our Other Diverse Classified spend to 5% of our subcontracting spend by 2030
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 18
In response to the 2020 protests and civil unrest following the death of George Floyd, Executive Chairman and Founder of Clayco, Bob Clark, along with a team of DEI leaders reorganized over a dozen existing Clayco DEI initiatives under one all-encompassing program: Clayco Rising. THE FOUR CLAYCO RISING PROMISES
OUR AMBITION
Participate in and support industry organizations like CCDI, NSBE, NOMA, Ace Mentor* and civic outreach in our communities, including all areas of North America where we apply our craft Support our Black colleagues and People of Color by creating paths forward into leadership roles and supporting Black Lives Matter Recruit, interview and hire the diverse staff we need to succeed Define and track Clayco’s MBE/WBE/Diverse participation on every project and specifically improve MBE participation in the industry
Through on-the-ground efforts in the development and execution of economic impact programs, Clayco Rising strives to increase diversity in the construction trades and accelerate minority-owned small-business growth.
GOALS OF CLAYCO RISING Clayco Rising focuses Clayco’s DEI efforts to break through barriers of income, race, sexual orientation and gender. It achieves this by partnering with outside organizations on workforce development initiatives; ensuring a fair and inclusive bid solicitation process for all of our partners; hosting minority youth mentorships; charitable contributions from the Clayco Foundation; and community engagement.
Clayco Connects In 2020, our Executive Chairman and Founder, Bob Clark, began hosting Clayco Connects— bi-weekly calls with small, minority-owned and women-owned businesses to help them navigate through the challenges they were facing as a result of COVID-19. Over time, these critical conversations expanded to respond to the barriers firms were identifying as critical to their business. Some of the support identified by Clayco Connects and provided by Clayco have included: • Prequalification assistance • Strategic Planning • Financial and legal advice in applying for
growth or working capital funds
* Acronyms are defined on pages 23-24.
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 19
BUILDING A DIVERSE TEAM Clayco strives to provide equal opportunities to all people: our own employees as well as all qualified small business suppliers and contractors in the communities where we conduct business. Providing opportunities for diverse people and businesses is a standard method of operation across Clayco enterprises. We continue to build a strong culture and implement the “Golden Rule” into everything we do: Treat people the way you want to be treated.
Workforce Data Non-craft Workforce Female
2021
College Internship Program
CLAYCOBRG (BLACK RESOURCE GROUP)
We recruit interns from colleges and areas of study with more diverse student populations. Since implementing this more targeted approach in 2017, we have increased the number and proportion of candidates identifying as women, African American and/or People of Color (POC).
2022
Ethnically Diverse*
Our Employee Resource Groups
Non-craft Workforce Hires Female
The BRG also champions community engagement and support. We continue to grow our community outreach in target schools and neighborhoods with predominantly Black populations. Additionally, we build awareness and provide education about careers in the trades and construction degree programs to predominantly black communities.
Ethnically Diverse*
27%
21%
30%
31%
25%
19%
25%
24%
Total Workforce Female
Ethnically Diverse*
19%
26%
16%
40%
19%
20%
15%
28%
Total Workforce Hires Female
The BRG aims to lead Clayco towards ensuring that African Americans are embraced and feel safe in their workspace, and that they are provided with a workplace that is inclusive, equitable and offers a shared sense of belonging.
Ethnically Diverse*
* The “ethnically diverse” category includes all employees who identify with one or more ethnically diverse groups, including Black or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, Hispanic or Latino, or some other race.
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 20
NETWORK OF WOMEN
CLAYCONOW (NETWORK OF WOMEN)
Looking Ahead
ClaycoNOW aims to increase female leadership in the design, construction and real estate development industry. We connect, enable and engage with women and communities across all areas of the industry to develop, impact and transform the culture from the inside out by investing in women.
We continue to make impactful improvements in the diversity of talent employed by Clayco— an essential pillar of our productive, creative and resilient workplace. Today, with offices across the country, our team of the best and the brightest represent diverse backgrounds, cultures and experiences, all working together to bring the best ideas and solutions to our clients.
CLAYCO CARES Clayco has formed Clayco Cares to create psychologically safe work environments and team dynamics. Comprised of internal experts and employees passionate about mental health and wellness, Clayco Cares makes standards, content, and recommendations for how the Clayco enterprise engages with mental health and wellness. In addition, we train our field staff and contracting partners to develop psychological safety dialogues and best practices to retain, promote and support our emerging and legacy talent. By doing this, we are actively interweaving a culture of psychological safety into every part of our enterprise to ensure all employees benefit from open dialogue.
CEI EDUCATION PROGRAM LEVELS: Gold – Apply Taking action, creating experiences, content and initiatives Contribute, expand and demonstrate
demographic data to increase confidence in reporting
• Increasing staff diversity literacy to 100%
Attending and/or exploring more specific training/
of staff participating in the CEI Education Program by 2028, with all management level staff at CEI Bronze Level or better.
development with focused intent
Basic training integrated into standing trainings
Malik Johnson
Individuals who are diversity literate value difference, recognize the effects of difference on individuals' lives, and understand how to intervene to reduce the impact of structural barriers that stand in the way of inclusion and social equity. At Clayco, we aim to increase the diversity literacy on our team through our CEI Education Program, which provides foundational and practical knowledge that accentuates our differences and unique strengths.
PEOPLE AND SAFETY
• Improving the accuracy of onsite workforce
Silver – Explore Self-started training, development and resources
Bronze – Study Clayco created content
Increasing Diversity Literacy through CEI Education
INTRO
Looking ahead, we have identified two near-term goals in order to drive continuous improvement:
CLAYCO RISING
Malik Johnson always wanted to work with his hands and was introduced to the company when they visited his high school shop class. Thanks to CCDI field trips, Johnson says he learned that construction is about “more than just building houses.” Clayco paid for Johnson’s college education, which, he says, “makes you feel proud about yourself. They see something in me that they are willing to invest in.” Malik started with Clayco as a laborer apprentice and after achieving journeymen status and working in the field for a few years decided to build upon his experience as a laborer and become a plumber/pipefitter.
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 21
Clayco Subcontractor Relations Clayco believes in assembling the best possible team for our clients across the country. That means reaching out to the communities where we work to establish strong and mutually beneficial relationships with local subcontractors and geographically diversified firms.
BOLSTERING A DIVERSE COMMUNITY
Clayco has established long-term mentoring relationships with our diverse suppliers, assisting them in providing services with quality and professionalism. For example, during the preconstruction phase on a project, we host a local pre-bidders conference and subsequently develop a prequalified bidders list for each package. We actively engage small and local businesses to encourage them to bid on projects supporting our diverse suppliers.
At Clayco, we build real, meaningful change from the ground up. We strive to be a beneficial contributor in the communities where we work in the areas of job growth, education and community enhancement. Beyond our Clayco Rising programs and initiatives, we also work with many organizations including, but not limited to: • The Minority Business Council
Another way we support supplier diversity is by providing firms access to our internal employee training system, Clayco | AXIS, where they can view courses specifically designed to assist with prequalification with Clayco and other players in the industry.
• Small Business Administration
$283.1M
• The Department of Veterans Affairs
MBE Spend from 2019-2022
• Women’s Business Center
$201.3M
• National Society of Black Engineers (NSBE)
• National and local Urban League • National Association for the Advancement of Colored
People (NAACP) offices
INTRO
PEOPLE AND SAFETY
We aim to leave a lasting, positive impression on each and every subcontractor that seeks to do business with Clayco. Our Promises: • We will treat our subcontractors with respect. • Our business ethics and moral standards will
be recognized by our subcontractors to be the highest in the business.
• We will provide each subcontractor with
an equal and fair opportunity to be awarded a project.
• Our diligent work in evaluating subcontractors
and their proposals will encourage them to work hard on their proposals.
• Our prompt payment policies will pay us back
with excellent service and the best pricing available in the market.
WBE Spend from 2019-2022
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 22
To date, CCDI’s impact in St. Louis includes:
CONSTRUCTION CAREER DEVELOPMENT INITIATIVE (CCDI) Established in 2015 and serving both the St. Louis and Chicago areas, the mission of CCDI is to bring diversity to the design and construction industry by mentoring and exposing minority, underrepresented and underemployed men and women to career development in construction. The four guiding principles are real work experience, building awareness, job placement, and academic scholarship. CCDI connects business owners with jobseekers by making them a part of the workforce development process. We offer business owners the opportunity to participate in our career fairs to meet with our CCDI participants one-on-one and find jobseekers that are training in their field.
145
52
Program graduates trained and placed into full-time employment since 2015
Higher education “Build our Future” scholarships awarded since 2015
55
1,000+
Students placed in paid summer and college internships since 2015 with partner companies
High school students annually exposed to careers in construction by hosting or attending CCDI career fairs
NATIONAL SOCIETY OF BLACK ENGINEERS (NSBE) By partnering with NSBE chapters in the markets and communities we serve, we aim to support NSBE’s mission to increase the number of culturally responsible Black engineers who excel academically, succeed professionally and positively impact the community. We are proud that, thanks to our partnership over the last five years, a number of NSBE alumni are now working at Clayco.
THE NATIONAL ORGANIZATION OF MINORITY ARCHITECTS (NOMA) Over the last five years, we have grown our investment in NOMA to become a premiere financial and leadership contributor, which includes LJC members in chair positions on the Board. By partnering with NOMA chapters in the markets and communities we serve, we aim to support NOMA’s mission to foster justice and equity in communities of color.
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
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ACE (ARCHITECTURE, CONSTRUCTION, ENGINEERING) MENTOR PROGRAM ACE is an after-school program providing mentorship to high school students interested in architecture, construction and engineering. Mentors from firms in these disciplines meet with 20 to 25 students weekly from late October through April. Students are taught about various parts of the industry through a projectbased curriculum, usually drawing from one of the prompts from the CIRT (Construction Industry Round Table) National Design and Construction Competition. This year, LJC teamed up with Power Construction, Michael Baker International and Jacobs Solutions to mentor approximately 20 students through a project focused on designing a humanitarian and border relief center. By partnering with the ACE Mentor Program of America chapters in the markets and communities we serve, we aim to support ACE’s mission to engage, excite and enlighten high school students to pursue careers in architecture, engineering and construction through mentoring and continued support for their advancement into the industry.
PIVOT
CLAYCO CONNECTS Clayco Connects, our relationship-building initiative, brings together the executive leadership of Clayco, its strategic subcontractors and numerous minority construction firms to engage in long-term knowledge transfer, capacity building and strategic partnerships. Clayco subject matter experts meet regularly with the program’s participants to help minority construction firms expand their business footprint, encourage greater collaboration among Prime Contractors and other MBE/WBE/DBEs, build relationships across the construction industry, broaden the industry’s diverse leadership pipeline, take on larger roles in the community and participate in workforce development. To date Clayco Connects has helped increase the MBE/WBE/DBEs participation in projects generating growth for minority construction firms around the country. Our achievements include increasing the average size of contracts awarded to diverse firms to over $1 million, increasing the percentage of prime contracts versus tiered contracts awarded to diverse firms from approximately 20% to 80% and increasing the approved aggregate contract value of diverse firms.
CONSTRUCTION INCLUSION WEEK
By focusing on the unique needs of the construction industry, PIVOT offers an industry-driven solution to grow MBE revenue and increase the number of MBE firms within the construction industry and create a more accurate tracking method of MBE participation using 100% of the delivery costs in calculation. At Clayco we see the use of PIVOT as key to tracking the number of MBE firms that are awarded contracts with Clayco, and guiding us toward our goal of increasing the capacity of MBE firms to 10% of our 2028 subcontracting demand.
Construction Inclusion week is an industry-wide initiative that aims to build awareness of the need to improve diversity and inclusion in the construction industry. In September 2022, Clayco participated by celebrating and discussing our progress across these five key topics: • Commitment & Accountability • Belonging • Supplier Diversity • Workplace Culture • Community Engagement
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
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Power UP A sister company to the St. Louis-based construction firm of KAI Enterprises, Power UP is part of the Black-owned UP Companies, a design and build collaborative composed of four entities: Power UP, Square UP, Keep UP and Hustle UP. As an MBE specialty trade partner that has been part of our strategic relationshipbuilding initiative since its inception, Power UP has been able to expand its footprint beyond its home base in St. Louis to build its capacity in industrial construction. Most recently, Power UP completed a prime electrical contract on an industrial building Clayco was building in Kansas City, Missouri and, as a result, now has over 70 employees in their Kansas City operation.
FIELD FOCUS
“
Clayco has been a tremendous mentor and partner to all of my companies. There never has been a time where I called Bob and he wasn’t there to give me guidance. I have over 13 years of examples to speak to and many projects. Clayco’s support has now created an UP company office with over 70 people in the field in that region when before we had none.
Clayco’s Field Focus program aims to create a more inclusive job site and workforce development culture that is also psychologically safe by providing coaching, support and resources such as Field Management Training and Toolbox Talks. Key to the initiative is having a workforce on our jobsites that is reflective of the community in which we are building together. From 2021-2022 we increased the representation of women craft workers by 38% from 3.4% to 4.7% and the representation of minority craft workers by 17% from 39.3% to 46%.
Looking Ahead Building on our progress, we will be focusing on:
”
• Increasing the financial capacity of MBE
subcontractors to 10% of our 3-year average subcontracting demand by 2028
MICHAEL B . KENNEDY
• Increasing the financial capacity of WBE
CHIEF EXECUTIVE OFFICER, KAI ENTERPRISES
subcontractors to 5% of our 3-year average subcontracting demand by 2028
• Increasing the financial capacity of
Other Diverse Classified subcontractors aggregately to 5% of our 3-year average subcontracting demand by 2028
• Increasing the identified core competencies
of project execution team members to mentor MBE/WBE/Diverse trade partners awarded subcontracts and minority and female tradespeople working on their projects
• Integrating CEI Education Program into
Project Management, Supervisor, Safety and Subcontractor training
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 25
I N T H IS S E C TI ON 28 | Clayco in Our Communities
SOCIAL IMPACT
Our Community INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 26
CONNECTING WITH OUR NEIGHBORS
The Clayco culture rests on building more than structures. We partner with the communities in which we operate and we’re in it for the long haul. We give our time, energy and resources to projects and non-profit organizations at the heart of our communities. It is, and will always be, an important part of our identity.
$8.6M
We’re working with philanthropies to support education, the arts, medical research, disaster relief, and opportunities for minorities, youth and the underprivileged. Our people volunteer their time and expertise and provide financial support to many of the organizations and programs within this report as well as many more. We encourage and are encouraged by the spirit of our people as they, and Clayco, engage in and with our community.
Goals and Commitments • Raise additional funds for Illumination
and provide more information to donors on how the funds are used
• Aid CCDI Chicago funds • Launch an LJC Fundraiser • Expand Juneteenth funding
INTRO
PEOPLE AND SAFETY
raised for RVCL research since our Illumination event's inception
$300k raised by the Clayco Juneteenth Fund to uplift communities
Provided mentorship and career opportunities to underrepresented communities in Chicago and St. Louis through CCDI
Opera Theatre of St. Louis’ Clayco Future Leaders Fellowship A significant piece of Opera Theatre of St. Louis’s equity initiative, the Clayco Future Leaders Fellowship will support and cultivate future arts leaders and administrators from backgrounds that are historically underrepresented in opera and arts administration, particularly those who identify as BIPOC (Black, Indigenous, Person of Color). The program will provide in-depth experiences that advance the skills, knowledge and capabilities that make these careers possible. Fellows will serve in a full-time position specializing in one area (Advancement, Artistic Administration or Administration) while gaining hands-on experience across various functions, including artistic administration, fundraising, marketing, audience cultivation and business administration. Clayco Opera Theatre Fellowship seeks to introduce a diverse group of young professionals to the issues, challenges and rewards of running an arts organization, thereby developing successful arts administrators who represent the diversity of our communities and who will add to the vibrant future of the opera field.
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 27
CLAYCO IN OUR COMMUNITIES Clayco is committed to the cities where we work and we encourage our people, partners and our industry to join us in our mission to develop community resources and opportunities. On these pages are just some examples of where Clayco and our people are making an impact in our community.
Illumination (RVCL) The Clayco Foundation’s signature event held in Chicago, Illumination, is an exceptional evening of celebration, community and fundraising. Set in a landscape of illuminated interactive installations, the event supports research to find a cure for Retinal Vasculopathy with Cerebral Leukodystrophy (RVCL). RVCL is a rare genetic disease affecting the central nervous system, causing the deterioration of small blood vessels in the brain and eyes of those affected. All funds go to The John Atkinson Research Lab at Washington University.
“I am so incredibly blessed and grateful for the financial support of The Clayco Foundation! With having such an amazing organization supporting this cause, brings me hope that great things are happening! I cannot thank them enough, for everything they have done for me and my family!”
Construction Career Development Initiative The CCDI, a non-profit organization, empowers students to build meaningful careers in dozens of construction industry fields. Clayco is proud to support CCDI by mentoring and exposing underrepresented and underemployed men and women to career opportunities in construction in Chicago and St. Louis.
“The CCDI has been successful in our mission to bring diversity to the construction industry due in large part to the Clayco enterprise and employees who have volunteered their time year after year to expose underrepresented and underserved young people to career opportunities.”
S A R A H PA RSONS
INTRO
PEOPLE AND SAFETY
KIDstruction
CLAYCO RISING
Clayco actively supports KIDstruction Week, an opportunity for the St. Louis regional architecture, engineering and construction industries to join together to support the mission of St. Louis Children's Hospital. Donations and support for KIDstruction Week help fund the development of comprehensive patient programs and lifesaving medical care for children.
“Being able to bring kids out to the jobsite and show them the world was a great experience. It is very important that Clayco supports this foundation/program because we are one of the leaders of our communities and this is a program that touches many lives within that community.”
R ACHEL B OEMER
M AT T HE W A M R HE IN
CCDI PROGRAM DIRECTOR, ST. LOUIS
PROJECT MANAGER
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 28
Kids Dig
Pedal the Cause
The Kids Dig, started in Chicago in 2022, offers young patients and their families the opportunity to check out and operate a variety of heavy machinery in a giant sandbox, under supervision, along with other interactive activities. This unique fundraising event promotes wellness for the children, while also sparking their imagination and an interest in the world of construction.
The Clayco Team rides each year to support Pedal the Cause to help fund the most cutting-edge research into cancer. Pedal the Cause provides critical funding for cancer research at Siteman Cancer Center and Siteman Kids at St. Louis Children’s Hospital through our annual cycling challenge. It is our hope that research funded by Pedal the Cause will ultimately lead to a cure for cancer.
“We are thrilled that our patients had the opportunity to attend this event. From learning about the machinery to being able to operate some of it, we are elated the children were able to have a fun day just being kids. We cherish moments and partnerships like these and look forward to future events with Clayco.”
$68,500 raised by Team Clayco for Pedal the Cause in 2022.
D R . T H O M AS STANL E Y
$597,934
PRESIDENT & CEO OF LURIE CHILDREN’S
total raised, to date, for Pedal the Cause.
“
Finding a cure for cancer is one of those initiatives that everyone can get behind...It's such a family feel of us all coming together to raise funds, participate in fun events and put our love and energy into such a great cause.
”
KELSEY UPCHUR CH ASSOCIATE PRINCIPAL, PEDAL THE CAUSE
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 29
Juneteenth Fund
Chicago Initiatives
LJC’s Pro-bono projects
The Clayco Foundation Juneteenth Fund is proud to support individuals and local and national organizations that further the causes of equality and justice as they specifically pertain to the Black community. We are committed to furthering awareness of injustices and elevating the voices of those that need it the most. The Juneteenth Fund actively seeks non-profits and individuals that align with our mission for recognition and as fund beneficiaries. We look forward to furthering the relationships with our long-term community partners and building new bridges with emerging non-profits and organizations.
Supported by Clayco and the Clayco Foundation
• Urban Initiatives
LJC’s commitment to looking “Beyond These Walls” motivates our involvement in pro bono work to serve our communities. Our leadership is proud to participate on the boards of many cultural and charitable organizations to which our team members contribute their time and labor. In addition to the partnerships described above, LCJ’s pro bono work in Chicago and surrounding areas include contributing to the following organizations, projects and programs:
• Hire360
• The Aspire Center for Workforce Innovation
• Chicago Public Library Foundation
• Cristo Rey High School
• Chicago Public Media
• POP! Projects
• Rebuild Foundation
• BandWith
• Lurie Children’s Hospital
• Rebuilding Together
• Greater Chicago Food Depository
• Habitat for Humanity Women Build Chicago
• DuSable Black History Museum & Education Center
• Teachers Like Me
• After School Matters • Obama Foundation • Urban Alliance
To date, the Clayco Foundation Juneteenth Fund has raised over $300,000 through the generous donations of our employees and construction partners. That money has gone to grants supporting 12 organizations boldly making a difference in uplifting the communities that need the most help. This year, the Juneteenth Fund is focusing on the mentorship and development of children in underserved neighborhoods.
• Sawtelle Japantown Corridor
“Our Juneteenth Foundation gives these organizations the ability to reach more people in need in our surrounding communities, through mental health and wellness, education, diversity awareness, and civil rights. These organizations go unnoticed daily and they’re the ones coming out of their own pockets to fund what they’re trying to accomplish. It’s a privilege and blessing that WE here at Clayco can help the communities that we build in and are surrounded by.” T R I S H M A RC ANO- HE ND E RSON SUBCONTRACTOR INSURANCE MANAGER
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
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Our Environment
I N T HI S SE CT I ON 33 | Case Study: Climate Week 34 | Carbon and Energy 38 | Waste and Circular Economy 39 | Case Study: Clayco Low Carbon Concrete Strategy 41 | Water and Ecology 42 | Case Study: Tower Grove Park East Stream Restoration Project
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
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ACTION NOW FOR OUR SHARED ENVIRONMENT
Clayco is committed to meeting the needs of our employees, clients and future generations in an environmentally responsible manner. We strive to design and construct buildings in a way that generates fewer emissions and improves energy efficiency in order to meet the needs of both our clients and the planet. As one of North America’s largest builders and one of the largest consumers of cement and steel products, Clayco is in a unique position to lead with innovative solutions for reducing the embodied carbon of buildings. We seek to reduce the emissions of our materials and reduce raw material resources in construction while eliminating waste sent to landfill.
100+
PEOPLE AND SAFETY
Material Pledge
LEED-certified projects were completed
Goals and Commitments
We also recognize that we have a responsibility to protect water and biodiversity. We aim to reduce potable water use and stormwater runoff while minimizing harmful impacts on plant and animal species from our operations and projects.
INTRO
AIA 2030
#5
ranking on Engineering News-Record’s (ENR) Green Contractors Top 100 list of 2022
CLAYCO RISING
ENERGY & CARBON
WATER & ECOLOGY
• Committed to SBTi, setting Scope 1 and
• Study environmental impacts of construction
2 goals. Establish Scope 3 targets with an emphasis on embodied carbon
site grading using a science-based approach and determine relevant KPIs for measuring impact in 2023. Identify and implement impact mitigation processes
CIRCULAR ECONOMY • Divert 75% of all Construction and
Demolition (C&D) waste from landfill by 2025
• Divert 75% of municipal solid waste (office)
• Conduct a thorough water usage inventory of
our operational activities by 2024, with specific focus on work in water stressed regions
from landfill by 2030
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
Beyond These Walls 2022 | 32
CA S E STUDY
CLIMATE WEEK Clayco employees, SBTi commitments and sustainable projects Clayco held our inaugural Climate Week in September of 2022, the goal of which was to educate employees on corporate sustainability, our Science Based Targets initiative (SBTi) commitments and sustainable design and energy performance efforts throughout the enterprise. During the week, employees learned how climate change affects their region and were given the opportunity to make a difference in their communities’ environmental health. Clayco also made donations to partnering organizations that help educate communities and address climate change. Kicking off the event was the announcement that Clayco was committing to the SBTi Corporate Net-Zero Standard and what this means for Clayco, our customers and the wider communities where we operate. Throughout the week employees learned about local sustainability efforts and, in our Toolbox Talks, learned about jobsite energy consumption and sustainable operations practices. The week concluded with an environmental clean-up hosted by Clayco’s sustainability team and a partnering organization in each participating city:
St. Louis, Maline Creeks
Chandler Johnson, Sustainability Analyst After graduating from Howard University, Chandler joined Clayco in 2021 to pursue her passion for championing sustainability efforts. Alongside the responsibilities of her wide-ranging position, Chandler was responsible for planning, organizing and developing Clayco’s first Climate Week, celebrated internally in September 2022. Chandler coordinated events for the entire week at Clayco’s office locations and job sites, and her persistence in bringing this event to life demonstrated the “Beyond These Walls” mantra in action.
Chicago
Phoenix
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
APPENDIX
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CARBON AND ENERGY Clayco is aware of the need to improve building and operational efficiency. Our elevated focus on carbon emissions and energy consumption reductions is aligned with our history and culture and our commitment to reducing our carbon emissions. We realize that reducing emissions from Scopes 1 and 2 is important and we have begun to make progress in reducing the emissions we influence directly. Achieving the progress that we have promised, however, will require cross-industry collaboration, investment and ultimately, transformation. This is why we are dedicated to setting science-based emissions reduction targets — we are committed to our vision of low-carbon concrete and we are working across the value chain to discover more innovative solutions.
Clayco’s Journey to Net-Zero We are proud to announce that we have made a commitment to the SBTi Net-Zero Standard. As the world’s first framework for corporate net-zero target setting in line with climate science, the SBTi Net-Zero Standard provides the rigor of science with the transparency of public accountability to guide our journey.
Science Based Targets (SBTs) provide companies with a pathway to track, disclose, reduce and neutralize greenhouse gas (GHG) emissions, limiting global temperature rise to a 1.5 degrees Celsius warming scenario, the level at which climate impacts will become increasingly harmful for people and ecosystems. Clayco is one of the first companies in our industry to make this commitment, and we understand that market transformation is warranted in order to achieve it. We aim to partner with industry peers and academic institutes to help lead our industry toward a zero-carbon economy.
What's Included in Our Greenhouse Gas Inventory?
Indirect Impacts
We have the greatest ability to reduce emissions when our projects utilize our integrated services: CRG-developed, LJC-designed and Clayco-built buildings, with our concrete subsidiary, Concrete Strategies, and our curtain wall subsidiary, Ventana, playing an instrumental role in decreasing our carbon output. We provide many services that leverage data to inform improved design and construction such as energy modeling, daylight analysis, life cycle analysis, embodied carbon studies and modular design.
Emissions from • Purchased building materials (concrete and metal) • Lifetime energy use emissions of our finished buildings • Business travel • Employee commuting • Additional upstream fuel and energy sources
Controlled Emissions
• Upstream transportation and distribution • Waste generated in operations • End-of-life treatment of our finished buildings
Emissions from • Energy use at offices • Energy use at project sites • Company vehicles • Fugitive gases
INTRO
PEOPLE AND SAFETY
CLAYCO RISING
OUR COMMUNITY
OUR ENVIRONMENT
GOVERNANCE AND INNOVATION
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Our Approach
Our Progress
Our strategy involves measuring and reducing Clayco’s overall carbon footprint, identifying sustainable business opportunities for leadership, and overseeing sustainability practices and training for the enterprise.
We view 2021 and 2022 as our baseline years for action on climate. Using 2021 as our official base year, we started our data acquisition process in mid-2022. With data in hand, we spent the second half of 2022 formulating our strategies for reducing emissions and began acting on them in Q4 of that year with our pilot projects. Thus, any increase or decrease reflected in the data collected to date is not a result of either direct action or inaction.
As part of our strategy to reduce our emissions, we completed our first GHG inventory establishing our baseline year and emissions. We completed this work in 2022 and established 2021 as our baseline. The majority of our carbon footprint, 99%, are Scope 3 emissions, which are activities that are not owned or controlled by Clayco, but arise in our value chain and product lifecycle. We look forward to reporting against these metrics each year going forward.
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For example, our North Vegas site reduced diesel consumption, improving both air quality and noise levels. We have also begun to use renewable energy on site, with energy storage and mobile solar (see our case study on the next page).
Launched in 2022, our sustainability pilot site program will help us to better understand carbon and waste reducing actions as well as the sources of our emissions.
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Employee training and awareness play an important role in our progress. Our first annual Climate Week, held in 2022, helped employees understand our ambitions and efforts for emissions reductions and environmental improvements. In 2023, Clayco plans to expand Climate Week beyond our walls to include both customers and suppliers. Our place in the value chain of buildings offers us a unique opportunity to achieve greater reductions and engage customers, suppliers and our community to make collective progress on our goals.
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Materials Pledge Clayco has joined the American Institute of Architects (AIA) Architecture & Design Materials Pledge which was developed to inspire a shift in how we evaluate the products and finishes that we utilize on a daily basis. Participants commit to five overarching statements that will lead to more intentional product specification across their portfolios over time.
CA S E STUDY
SUSTAINABILITY PILOT SITES PROGRAM North Vegas site diesel use reduction The use of diesel contributes to more than half of our controlled operations emissions. Roughly two-thirds of the diesel we use is consumed by our project site generators for electricity and other site energy needs. Diesel is also used in company vehicles, batch plants operated by our Concrete Strategies division and heavy equipment at job sites.
OUR AMBITION
As members, we pledge to:
At Clayco, we set an ambition to reduce emissions from generator diesel by 55% by 2030. Our Pilot Site Program is the testing ground for new technologies and systems for carbon and waste reductions and to better understand the sources of our emissions.
• support human health by preferring
products that eliminate the use of hazardous substances
• support social health and equity
by sourcing from manufacturers that safeguard human rights in their own operations and supply chains
GOALS AND COMMITMENTS • Improve trailer energy efficiency
6.3%
• support ecosystem health by preferring
• Evaluate if solar generators can eliminate or reduce
Project site heavy equipment and vehicles
products that minimize harm to natural ecological cycles through thoughtful supply chain management and restorative company practices
reliance on diesel
8.5%
• Deploy battery energy storage systems (BESS), which
Company vehicles
can reduce generator run times by up to 80% and lower noise and air pollution
products that reduce carbon emissions and ultimately sequester more carbon than emitted
LEARNINGS
Total Gallons of Diesel
716k
85.2% Project site generators
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• support climate health by preferring
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The site procured two solar arrays and a battery to power their triple-wide trailer, resulting in a 50% reduction in diesel consumption while improving air quality and noise levels at the site. We expect to expand the program at further sites capable of receiving solar arrays as the weather permits. At more difficult to access locations, we will continue to rely on BESS while moving towards ending our use of diesel power as soon as possible.
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• support a circular economy by reusing
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building materials and designing for resiliency and reuse, aspiring to a zerowaste goal for global construction activities
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Looking Ahead Clayco is continuing to focus on actions to reduce our emissions including: • Committed to SBTi, setting Scope 1 and 2
goals. Establishing Scope 3 targets with an emphasis on embodied carbon
• Design electric buildings in areas where
renewable energy is readily available
• Reducing energy consumption in offices
and diesel on construction sites
• Extending the use of renewable energy
at both offices and project sites
• Introducing Salesforce Net Zero cloud
service, a sustainability software solution that improves tracking and reporting
To meet these commitments, in the coming years we will investigate solutions at varying stages of development. Heating and cooling systems for electrifying and addressing HVAC have proven effective in climates across the country. As we expand our operations, identifying office spaces that use these technologies will be a factor in our decisionmaking. Transitioning Clayco’s job-site trailers to solar-powered trailers will likely require deploying our own assets in the future. While economically effective, the current process of leasing trailers will not cut emissions down fast enough. Hybrid CSI trucks are still in the early stages of development. As these technologies develop, we will integrate them into daily operations.
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WASTE AND CIRCULAR ECONOMY According to the International Energy Agency (IEA), 6% of global energy-related and process-related CO2 emissions in 2021 resulted from the manufacture of cement, steel and aluminum used for building construction. Moreover, construction waste accounts for approximately 60 million tons of waste in the United States annually. With the demand for building floorspace projected to rise significantly in the coming decades, we recognize that waste management and improving the circularity in our industry is a must. We have identified four targets for improvement:
Our Approach
1. Divert 75% of all Construction and Demolition (C&D) waste from landfill by 2025
As one of North America's largest builders, Clayco consumes large quantities of concrete and steel products. Together, Clacyo, our associated architecture firm LJC, and our full-service design-build concrete contractor, Concrete Strategies, are in a unique position to help lead the change.
3. Reduce intensity of embodied carbon of concrete and steel on all projects
There is rising pressure on existing landfill sites and new sites are increasingly further away from construction areas, resulting in more emissions from transport. Leveraging our learnings from the many LEED-certified projects completed to date, Clayco is already diverting metal and concrete from landfill in most regions while conducting pilot site programs to further inform our approach to minimizing C&D waste sent to landfill. 2. Divert 75% of municipal solid waste (office) from landfill by 2030 Municipal waste management rules vary widely by state and county. We are currently analyzing waste and recycling rules across our sites in order to develop waste reduction programs specific to each location and office. Updated guidelines will be rolled out, supported by Green Teams to raise employee awareness and engagement.
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Our Scope 3 emissions account for 99% of our total emissions and about 39% of this are embodied carbon emissions. To meet our ambitious carbon reduction goals, we must reduce our emissions stemming from embodied carbon. We are committed to working across Clayco businesses and our industry to find new and innovative solutions to meet the challenge, including exploring carbon neutral materials and electrified buildings. 4. Utilize the Embodied Carbon in Construction Calculator (EC3) on 100% of Clayco/LJC projects by 2025 Key to reducing the intensity of embodied carbon is being able to effectively measure it. Clayco is using the EC3 tool to benchmark, assess and achieve our intended reductions in embodied carbon.
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LEARNINGS
CA S E STUDY
CLAYCO LOW CARBON CONCRETE STRATEGY In 2021, concrete made up approximately 22% of our total organizational footprint. We are striving to better understand how concrete is used across our projects, what mix designs we rely on most and how to incorporate sustainability early on in the decision-making process.
By measuring the carbon intensity of our concrete and setting our goal, we can now evaluate the many incremental ways to immediately reduce emissions, such as comparing the emissions of different cement mixes. For example, we found that up to 96% of the carbon footprint in concrete is attributable to cement. By replacing cement with slag or fly ash (carbon neutral additives), we can achieve a nearly one-to-one reduction in the footprint of our concrete. We are broadening our understanding of the trade-offs of using higher quantities of these additives and using best practices from our decades of work in concrete to ensure there is no impact on reliability or quality. In turn, this is directing our focus on future materials and ingredients to help us make a step change in the emissions of concrete. We are also looking at new materials including glass pozzolan, Carbon nanotubes, admixtures, Titanium Dioxide and megaslab.
OUR AMBITION Clayco strives to reduce the intensity of embodied carbon of concrete while maintaining our high standards in both quality and strength, ultimately ensuring the long-term safety of all of our buildings.
GOALS AND COMMITMENTS • Identify low carbon mix designs that are the most
effective and which can be implemented immediately
• Put in place low carbon standards in 2024 to
guide future improvements, such as identifying next generation technologies and piloting the most promising technologies
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Our Progress We are looking at numerous avenues to accelerate the reduction, reuse and avoidance of material use across our operations and buildings, including: • Leveraging sustainability project data to analyze
multiple aspects of our buildings including energy, water and human health
• Education, incentives, innovation and partnering
with industry peers and academic institutes
• Rapidly increasing our use of EC3 for embodied
carbon analysis
Data from Pilot Project
Looking Ahead
GOALS AND COMMITMENTS • Focus on sourcing low carbon concrete
To meet our goals we will need a step change in how the industry designs, plans and constructs. We will establish a baseline decision process, track construction waste on site, further our vision for low-carbon concrete and regularly report our progress publicly.
on projects, eventually creating a low carbon standard
• Understand the premiums for lowering carbon on
projects, such as cost, cure time and availability
• Identify what we can currently achieve with
minimal effort by implementing cement alternatives such as Type 1L cement (Portland limestone), slag, fly ash and CarbonCure.
LEARNINGS By setting goals early, design teams can implement material changes to reduce embodied carbon in our projects without adding premiums.
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WATER AND ECOLOGY Water scarcity and biodiversity loss are increasingly impacting many aspects of life on Earth and are only set to grow in importance as the effects of climate change intensify. We believe that buildings can co-exist with a balanced environment. Key to this is resource efficiency and maintaining natural systems—designing buildings that work with nature, guided by the natural environment and using materials that support our natural world where possible.
Our Approach Clayco is committed to making a positive contribution to improving quality of life, the built environment and the natural environment in all of our projects and operations. We aim to design and construct beautiful, healthy buildings and landscapes efficiently, that positively impact the environment and surrounding communities. To achieve this and leave lasting positive change, we have identified two key focus areas that will shape our sustainability approach and goals: reducing potable water use and mitigating the environmental impacts of construction site grading. Our approach is guided by the data-rich experience of completing hundreds of sustainably designed buildings and sites including nearly 100 LEED-Certified buildings. Leveraging LEED’s Sustainable Sites credit category with our own experience and approach, we aim to integrate buildings with the surrounding natural ecosystems, including, but not limited to evaluating a site’s prior environmental role and seeking to maintain or improve upon it.
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We are also guided in this work by our Sustainability Core Council—one of five councils introduced to stimulate our design and construction practice throughout all disciplines and experience levels. The Council’s mandate is to embed our sustainability approach in all of our projects. We have identified two focus areas for improvement: 1. Mitigate environmental impacts of construction site grading. Projects will assess the impact on local biodiversity, water and ecology in site planning and create a business case for local mitigation. Where site impacts cannot be mitigated locally, Clayco will mitigate at a corporate level. 2. Conduct a thorough water usage inventory of our operational activities by 2024, with specific focus on work in water stressed regions. What happens when a client buys land and asks us to put a building on it? How do we measure the impacts of clearing a “green field”, and what can we do to mitigate or offset that development? These are key questions that we’ll be addressing in 2023, with the target of identifying and implementing these techniques on all projects moving forward.
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CA S E STUDY
TOWER GROVE PARK EAST STREAM RESTORATION PROJECT Located in one of the most beloved parks in the City of St. Louis, the Tower Grove East Streams project, which began as a daylighting project, ultimately developed to include hydrology, existing tree canopy, understory planting design, Nature Play, resilient design and equity and inclusion. Amongst many project goals, mitigating 100% of Tower Grove Park’s stormwater requirements was crucial for future park development. While the original remit was to rethink and improve the stormwater infrastructure of the park, allowing for the daylighting of the existing “East” stream, it was clear that we could accomplish much more. Clayco saw this as an opportunity to also acknowledge the history of the land and celebrate its indigenous inhabitants, the Osage Nation, in the design of the park.
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GOALS AND COMMITMENTS
LEARNINGS
• Restore the historic stream, bridges and path
Working with nature, the existing East Stream became part of a unique and resilient stormwater infrastructure system that would position the park well for future development and climate impacts. The project was further enhanced by bringing together not only experts but the local community, including the Osage Nation people to improve community inclusivity but also to inform the design of the park including, for example, the planting of Willow trees, ideal for absorbing excess water but also the Osage symbol of immortality.
alignments and provide new connections to other structures
• Provide space for recognizing the history of the
original inhabitants of the area
• Provide a nature exploration area • Mitigate 100% of Tower Grover Park’s stormwater
requirements for future park development.
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Our Progress While we are at an early stage of implementation in this area, we have commenced with much of the initial data collection and analysis while leveraging existing best practices within Clayco and LJC. We are working with site leadership and owners to improve the tracking of potable water usage. We are also evaluating numerous solutions throughout this process including using recycled water, installing low-flow fixtures at offices and providing water conservation plans.
Our goals around ecology and mitigating construction site degradation require a deeper understanding of the impacts on our project site as well as the surrounding region. Leveraging the existing projects and expertise of LJC’s landscape team, we are working to define an accurate analysis criterion and calculating a baseline using a sample of existing projects and best practices.
Looking Ahead Our immediate priority is to expand our knowledge and collection of data to support these goals, connecting theory with current practice and expertise to deliver projects that safeguard our ecology. We will prioritize data collection around water use at project sites and work with LJC’s landscape architecture team to better understand construction site impacts on local ecology. While we are focused on laying the foundation for a science-based approach to improving the ecology of our sites and projects, we have already identified a number of measures that we can deploy quickly to help meet our goals. These include site employee Green Teams to track and raise awareness about water use, and leveraging best case examples for raising awareness internally—our Tower Grove East Stream Restoration project is a case in point.
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I N T HI S SE CT I ON 46 | Corporate Governance 48 | Innovation
Governance and Innovation INTRO
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THE FOUNDATION FOR A THRIVING BUSINESS
75%
1st
increase in LEED projects in the industrial market*
Governance and innovation form the foundation for our company’s success. Sound corporate governance provides the structure, while innovation fuels our efforts to find the novel solutions required for reducing our projects' environmental impact. Our governance and innovation practices equip us to manage climate risks and technology challenges, while continuing to conduct our business in an transparent manner.
ESG report published in reference to GRI
1st
Sustainability Leadership Council was formed
Goals and Commitments • Achieve over 90% compliance on employee
policies and business code of conduct trainings
• Identify and create the business case for
• Report progress against our goals in
reference to Global Reporting Initiative (GRI) standards
research and development opportunities
* compared to the last 5 years
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CORPORATE GOVERNANCE Clayco is proud to commit to ensure our business is conducted in a legal, responsible and ethical manner and that our workplace remains a safe, welcoming and respectful place for all employees and partners. To this end, Clayco has adopted the policies listed below which are set forth in our Employee Handbook and are the subject of training both at time of hiring and annually or bi-annually as refresher courses: • Code of Business Ethics and Conduct • Anti-Corruption, Anti-Money Laundering,
Gifting and Government Ethics Policy
• Commitment to Affirmative Action • Harassment Free Workplace Policy • Reporting Code of Business Conduct and
Ethics Violations
• Anti-Retaliation Policy on Discrimination
or Harassment
• Open Door Policy • Reasonable Accommodations
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Our Approach
ESG LEADERSHIP
Our approach to corporate governance and the policies we have adopted are guided by our Golden Rule: treat others as we would want to be treated. This extends beyond the bounds of our business to our partners, communities and the environment. We adhere to all federal, state and local laws and regulations relevant to our industry. With this report, we are beginning to report our progress related to corporate governance, ethics and training on relevant policies in a formal way.
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The Sustainability Leadership Council was established in early 2022. This group of shareholders and executive leaders reviews the direction, integration and progress of sustainability at the organization on a monthly basis. Leadership representatives from Operations, LJC, CRG and business development are present at each meeting.
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Our Progress % of employees trained on codes and policies in 2022
86% Business Code of Conduct
85% Anti-Corruption, Anti-Money Laundering, Gifting and Government Ethics Policy (AAGG)
87% Harassment-Free Workplace Policy
74%
CODE OF BUSINESS ETHICS AND CONDUCT
DATA PRIVACY AND SECURITY
Our Code of Business Ethics and Conduct (Code) sets forth guidelines and principles that outline our corporate values, ethics and responsibilities. It includes information on legal compliance, ethical behavior, workplace culture, relationships with stakeholders and protection of sensitive information. The Code serves as a reference for employees, stakeholders and partners to understand Clayco’s standards and expectations of their behavior within the workplace, community and marketplace.
Clayco employees are entrusted with highly confidential data and information by our clients, suppliers and partners. We treat our own and others’ information with the utmost care. A variety of policies and procedures exist in order to protect Clayco’s assets, including a Privacy Policy, a Data Classification and Protection Policy, an Access Control Policy and an Acceptable Use Policy to convey these requirements to our employees. Confidential data includes all information about Clayco and its business that has not been made public, including information about suppliers, contractors, and customers. The obligation to maintain the confidentiality of this information continues even after employment with Clayco ends. Protecting sensitive data is a core topic within Clayco’s Security Awareness Program which employees complete annually, and our Privacy and Data protection practices maintain awareness and compliance with the growing number of State-level regulations such as CPRA, CDPA, ColoPA, UCPA and CTDPA among others.
Employees, contractors and partners can report suspected violations of the Code to their manager, if internal to Clayco. External parties may report to the Anti-Corruption, Anti-Money Laundering, Gifting and Government Ethics (AAGG) Compliance Officer or Committee, Clayco’s General Counsel, or via our thirdparty anonymous reporting hotline. Clayco does not tolerate retaliation against reporters of violations. We require new employees to be trained on our Code during onboarding, and regular refresher training for existing employees. In 2022, 86% of employees completed training on our Code.
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Harassment-Free Workplace Policy for Managers and Supervisors
Looking Ahead We will continue to ensure that our governance structure and policies build an environment of trust, transparency and accountability. We will do this by aiming for 100% compliance with the training requirements set forth in our approach to governance.
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INNOVATION Given the significant impact that buildings have on global carbon emissions, we must: • Invest in innovation by increasing and prioritizing
research and development spending to replace inefficient and harmful products and use of outdated technology
• Identify, support and inspire the next generation of
designers and engineers
At Clayco, innovation takes many forms. From our Virtual Design and Construction (VDC) team that creates digital models of buildings, to our work with universities in support of the next generation of designers, architects and engineers, we’re not only a real estate developer or a design-and-build company; we’re also a technology company.
Our Approach
Our Progress
Our visionary approach toward the implementation and use of digital technology enables us to infuse advanced virtual design and construction processes with the brilliance of our teams. Our ability to integrate Building Information Modeling (BIM) and Virtual Design Construction (VDC) practices into our processes ensures that we deliver a design-build experience that is second to none.
Working to establish new standards of sustainability means exploring new technologies as well as supporting the training of future workers who’ll continue innovating:
Our approach to technology coupled with our collaborative nature drives us to deliver innovative solutions for our clients, while pushing the envelope with new materials and designs that reduce environmental impact. We partner with universities and other organizations around the country to inform our research and development efforts, and provide fresh insight.
• In 2018, Clayco signed on as a lead donor to expand
the Construction and Materials Laboratory at Missouri University of Science and Technology. The donation was used to complete fundraising efforts for the laboratory, serving as a key opportunity to advance research within the world of construction materials and methods. By expanding faculty positions, testing equipment, and the high bay structure lab (used for heavy-duty testing of large materials like full-scale steel beams), the university will be able to produce further research that changes the way the industry operates.
• Clayco’s scholarship at Penn State University is
helping to develop next generation talent by supporting 10 students each year.
• Clayco’s Endowed Scholarship Fund for Architecture
at Savannah College of Art & Design (SCAD) supported 11 students in 2022-23, including two endowed scholars and nine general scholars, with up to $10,000 each.
• Clayco’s work with national organizations, including
the United States Green Building Council (USGBC) and the International WELL Building Institute (IWBI), as well as regional organizations, including Green Building United, Illinois Green and Missouri Gateway, provides us with three very important benefits: • Staying on top of relevant industry trends
and innovative technologies
• Sharing and showing how we lead in different
facets in order to bring the whole industry up to better practices
• Identifying and working with diverse and leading
talent that will fill our ranks for years to come
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Penn State Scholarship In 2021, the Clayco Diversity Scholarship was established at Penn State, with $500,000 endowed in perpetuity to support the education of diverse students at the school’s Department of Architectural Engineering. The initiative grew out of a 2021 visit to the school by founder and chairman Bob Clark. Intending to thank construction workers at Clayco building sites on campus for their continued efforts during the pandemic, Clark realized we could do more to advance diversity in architecture and construction. The scholarship can support approximately 10 students annually and will be succeeded by Clayco scholarship endowments at other universities. By supporting Penn State’s students, we look “Beyond These Walls” to help under-resourced communities, help Penn State and—most importantly— help attract diverse talent to our workforce.
“Women comprise about 40% of students in architectural engineering, a ratio which has been steady for the past three years. Beyond gender diversity, we have many opportunities to broaden participation in architectural engineering. We are committed to increasing the representation of students from traditionally underrepresented demographic backgrounds.” S EZ ATAMTUR KTUR R US S CHER HARRY AND ARLENE SCHELL PROFESSOR AND HEAD OF ARCHITECTURAL ENGINEERING AT PENN STATE UNIVERSITY
Looking Ahead Clayco will continue to prioritize our collaborative innovation approach with a focus on supporting the work at the Advanced Construction and Materials Laboratory at the Missouri University of Science and Technology to develop new solutions for low-carbon concrete and expanding regional participation with green building organizations, particularly in Phoenix and Los Angeles.
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I N T H IS S E C TI ON 51 | A bout This Report 52 | Stakeholder Engagement 53 | Materiality 54 | GRI Content Index
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ABOUT THIS REPORT Thank you for your interest in the 2022 Clayco Environmental, Social and Governance (ESG) Report. We have published this report to provide an overview of our company’s operations related to ESG topics. This includes both quantitative and qualitative information from 2022, as well as progress toward our ESG goals using baseline data as noted throughout the report. Unless otherwise specifically noted, this report covers activity from January 1, 2022 to December 31, 2022. Unless otherwise noted within the footnotes of specific disclosures, this report is inclusive of the wholly owned U.S.-based operations of CRG, LJC, CSI, Ventana and Clayco.
Clayco strives to continuously improve our ESG management through use of standards and reporting frameworks. Our 2022 reporting process has been guided by the GRI Standards as well as input from executive leadership and subject matter experts, insights from internal and external stakeholders, and reporting trends and best practices. This report has been reviewed by executive leadership and our leadership team.
For the purposes of this report, the concept of materiality used in our ESG disclosures is based on a definition of materiality specific to the assessment of ESG issues and does not correspond to the concept of materiality used in the securities laws and disclosures required by the U.S. Securities and Exchange Commission (SEC). Issues that we identify as “material” from an ESG perspective are not necessarily material to the Company under securities laws, rules and regulations in place at publication. We self-declare that this report has been prepared with reference to the GRI Standards. A GRI Index on page 54 shows our alignment with GRI reporting elements. This is our first ESG report and we intend to report annually.
For additional information regarding this report and its contents, please visit our website or contact info@claycorp.com.
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STAKEHOLDER ENGAGEMENT
We understand that our stakeholders are core to our impact, so we maintain open and regular communication with key stakeholders to inform our sustainability focus and overall business strategy. The following is an overview of our stakeholder engagement in 2022. The list of topics discussed is illustrative, not inclusive.
Source
Types of Engagement
Communities
• Community meetings and events
• Regional priority plans
• Training and skills development
• Corporate and employee giving
• Employee volunteerism
• Disaster relief
• Networking events
• Social media
• Environmental initiatives
• Surveys
• Outreach events
• Safety
• Signature partnerships
• Press releases
• DEI
• Customer meetings
• Website
• Building and design innovation
• Direct email
• Supply chain disruptions
• Speaking engagements
• Diversity and equity accountability
• Conventions
• Environmental practices
• Press releases
• Transparency
Clients
and presentations
• Customer letters and responses to inquiries
• Sales materials • Industry trade groups
Issues
Suppliers
• Social impact
• Safety
• Social media Employees
• Social impact
• Leadership teams
• Anonymous hotline
• Diversity, equity and inclusion
• Psychological safety
• Focus groups
• Social media
• Health and safety
• Social impact
• Employee resource groups
• Intranet
• Recognition
• Workplace site
• Town Hall meetings/State of Clayco events
• Business trends
• Email and text communications
• Leadership videos
• Transparency
• Surveys
• Advertising
• Sustainability
• Digital signage
• Open door policy with leadership
• Community engagement
• Collaborative partnerships
• Surveys
• Product safety and quality
• Cost-savings opportunities
• Responsible sourcing supplier code
• Assessments and audits
• Human rights
• Supply chain risk mitigation
• Sourcing events
• Social media
• Ethical sourcing
• Strategic relationship
• Industry-specific trade shows
• Sustainable packaging
• Website
• Safety
• Press releases
• Ingredient traceability
management program
• Face-to-face meetings • Supplier diversity program
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MATERIALITY
Our priority topics include*:
We are embarking on a journey to develop our ESG strategy. In 2021 we partnered with Burro Haphold to conduct a current state assessment that captured industry trends and peer sustainability priorities and commitments. Building upon the findings from the current state assessment, the sustainability team conducted an internal review of Clayco Enterprise’s existing initiatives, priorities and values related to sustainability. From the assessment outcomes, along with information gathered from peer comparisons, the draft ESG pillars and priority ESG topics were identified. These pillars represent key areas of priority for Clayco Enterprises.
ity mun m o rC u O
• Circular economy • Community and well-being • Energy and carbon • Governance and innovation • Water and ecology
We intend to conduct our first materiality assessment in 2023 to further define Clayco’s material topics and set the agenda for further developing our ESG strategy, programs, policies, and focus areas.
Our En viro nm en t
Clayc oR (DE ising I)
and nce rna n ve vatio Go Inno
People and Safety
* Topics listed in alphabetical order and do not indicate order or priority.
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GRI CONTENT INDEX GRI 1: Foundation Statement of use
Clayco has reported with reference to the GRI Standards for the period of January 1, 2021 to December 31, 2022
GRI 1 used
GRI 1: Foundation 2021
Applicable GRI sector standards
Not applicable
GRI 2: General Disclosures 2-1
Clayco is a full-service, turnkey real estate, architecture, engineering, design-build and construction firm that delivers clients across North America the highest quality solutions on time, on budget and above and beyond expectations. Founded in 1984 by current Chairman, Bob Clark, then just 25 years old, Clayco has dramatically set new standards for collaborative design, construction quality and craftsmanship, efficient project management, cost containment and jobsite safety. With over $4.9+ billion in revenue for 2021 and more than 2,800 employees across the country, we are one of the nation’s largest privately-owned real estate, architecture, engineering, design-build and construction firms.
Organizational details
Headquarters: Chicago, IL Location of offices:
• Overland, MO
• Kansas City, MO
• Phoenix, AZ
• Chicago, IL
• Atlanta, GA
• Culver City, CA
• Greenville, SC
• Philadelphia, PA
2022 ESG Report, About Clayco, p. 4 2-2
Entities included in the organization’s sustainability reporting
Unless otherwise noted within the footnotes of specific disclosures, this report is inclusive of the wholly owned U.S.-based operations of CRG, LJC, CSI, Ventana and Clayco. 2022 ESG Report, About this Report, p. 51
2-3
Reporting period, frequency and contact point
Unless otherwise noted within the footnotes of specific disclosures, this report covers activity from January 1, 2022 through December 31, 2022. This is Clayco's first ESG report and Clayco will be reporting on a yearly basis. Please contact info@Clayco.com for questions.
2-4
Restatements of information
Given that this is our first ESG report, there are no re-statements of data or changes to declare.
2-5
External assurance
We do not currently seek external assurance.
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2-6
Activities, value chain and other business relationships
2022 ESG Report, About Clayco, Our Integrated Approach, p. 5 For additional information, please visit:
2-7
Clayco website
LJC website
CRG website
Ventana website
Employees
Men
Women
651
15
1,089
396
Craft Non-Craft Total
CSI website
2,149
Note: “Craft” employees are those who physically engage with construction materials and put materials in place. “Non-craft” employees monitor and manage craft work and related corporate processes. Some “non-craft” workers work at our field sites.
2-8
Workers who are not employees
Clayco performs most of our projects as a General Contractor and completes work through partnerships with various subcontractors in the construction trades and vendors across the country. As such, our relationship is to guide work according to design and contract specifications—not necessarily controlling means and methods of the work for workers who are not employees. At any given time during the year, across all projects, we may have as many as 8,000 to 10,000 subcontractors actively working on our projects, with the precise number varying throughout the year.
2-9
Governance structure and composition
2022 ESG Report, Governance, ESG Leadership, p. 46
2-10
Nomination and selection of the highest governance body
Clayco does not disclose on the nomination and selection of the highest governing body due to confidentiality constraints.
2-11
Chair of the highest governance body
Clayco's Executive Chairman and Founder serves as the highest governing body.
2-12
Role of the highest governance body in overseeing the management of impacts
2022 ESG Report, Governance and Innovation, ESG Leadership, p. 46
2-13
Delegation of responsibility for managing impacts
2022 ESG Report, Governance and Innovation, ESG Leadership, p. 46
The Sustainability Leadership Council will review and track efforts against ESG targets in addition to oversight by the Chairman and CEO. The Sustainability Leadership Council meets quarterly, and the Head of Sustainability meets monthly with the Chairman and CEO to track progress against goals and targets.
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2-14
Role of the highest governance body in sustainability reporting
This report was reviewed by executive leadership and our legal team.
2-15
Conflicts of interest
Code of Business Ethics and Conduct, pp. 4-5
2-16
Communication of critical concerns
We do not report the total number and nature of critical concerns communicated to the Board due to confidentiality constraints. 2022 ESG Report, Governance and Innovation, Code of Business Ethics and Conduct, p. 47
2-17
Collective knowledge of the highest governance body
2022 ESG Report, Governance and Innovation, ESG Leadership, p. 46
2-18
Evaluation of the performance of the highest governance body
We do not report on the evaluation of the performance of the highest governing body due to confidentiality constraints.
2-19
Remuneration policies
We do not report on remuneration policies due to confidentiality constraints.
2-20
Process to determine remuneration
The process to determine remuneration is confidential and will not be disclosed.
2-21
Annual total compensation ratio
Not applicable; CEO pay ratio disclosure not required for private companies.
2-22
Statement on sustainable development strategy
Letter from our Founder, p. 3
2-23
Policy commitments
Clayco does not have any policy commitments to disclose for this report.
2-24
Embedding policy commitments
2022 ESG Report, Governance and Innovation, Code of Business Ethics and Conduct, p. 47
2-25
Processes to remediate negative impacts
2022 ESG Report, Governance and Innovation, Code of Business Ethics and Conduct, p. 47
2-26
Mechanisms for seeking advice and raising concerns
2022 ESG Report, Governance and Innovation, Code of Business Ethics and Conduct, p. 47
2-27
Compliance with laws and regulations
Clayco follows the laws and regulations we are subject to in our various jurisdictions. We have compliance and regulatory oversight in place to monitor new laws and regulations. We do not report the number of significant instances of non-compliance with laws and regulations due to confidentiality constraints.
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2-28
We participate in a number of membership and industry organizations, including but not limited to:
Membership associations
American Institute of Architects (AIA) ACE (Architecture, Construction, Engineering) Mentor Program Green Business Certification Inc. (GBCI) National Organization of Minority Architects (NOMA) National Society of Black Engineers (NSBE) 2-29
Approach to stakeholder engagement
2022 ESG Report, Appendix, Stakeholder Engagement, p. 52
2-30
Collective bargaining agreements
Clayco does not disclose the number of employees who are covered by collective bargaining agreements for confidentiality reasons. The terms of employment and working conditions of employees not covered by collective bargaining agreements are not determined or influenced by other collective bargaining agreements that may cover other Clayco employees.
GRI 3: Material Topics 3-1
Process to determine material topics
2022 ESG Report, Appendix, Materiality, p. 53
3-2
List of material topics
2022 ESG Report, Appendix, Materiality, p. 53
GRI 205: Anti-corruption 3-3
Management of the Material Topic
2022 ESG Report, Governance and Innovation, Code of Business Ethics and Conduct, p. 47 Anti-Corruption, Anti-Money Laundering, Gifting, and Government Ethics Policy (“AAGG Policy”)
205-2
Communication and training about anticorruption policies and procedures
Employee Training on Codes and Policies FY 2022 Business Code of Conduct: 86% AAGC Compliance Policy: 85% Harassment-Free Workplace Policy for Employees: 87% Harassment-Free Workplace Policy for Managers and Supervisors: 74% 2022 ESG Report, Governance and Innovation, Code of Business Ethics and Conduct, p. 47
GRI 206: Anti-competitive Behavior 3-3
Management of the Material Topic
2022 ESG Report, Governance and Innovation, Corporate Governance, Our Approach, Code of Business Ethics and Conduct, p. 47
206-1
Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
2022 ESG Report, Governance and Innovation, Corporate Governance, Our Approach, Code of Business Ethics and Conduct, p. 47
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Standard Code of Business Conduct
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GRI 302: Energy 3-3
Management of the Material Topic
302-1
Energy consumption within the organization
2022 ESG Report, Our Environment, Carbon and Energy, p. 34
2021
2022
3,111,550
3,506,251
Natural gas use in Clayco offices (therms)
45,777
54,698
Diesel use from Clayco vehicles (gallons)
65,033
60,801
Gasoline use from Clayco vehicles (gallons)
15,642
8,021
Jet fuel use from Clayco planes (gallons)
176,742
225,611
Electricity use in Clayco offices (kWh)
GRI 303: Water and Effluents 3-3
Management of the Material Topic
2022 ESG Report, Our Environment, Water and Ecology, Our Approach, Looking Ahead, p. 43
303-1
Interactions with water as a shared resource
2022 ESG Report, Our Environment, Water and Ecology, Our Approach, Our Goals, Our Progress, p. 43
GRI 306: Waste 3-3
Management of the Material Topic
2022 ESG Report, Our Environment, Waste and Circular Economy, Our Approach, Our Progress, Looking Ahead, p. 40
306-2
Management of significant waste-related impacts
2022 ESG Report, Our Environment, Waste and Circular Economy, Our Progress, Looking Ahead, p. 40
GRI 401: Employment 3-3
Management of the Material Topic
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2022 ESG Report, Our People, Employee Health and Wellness, Our Approach, Looking Ahead, p. 14
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401-1
New employee hires and employee turnover
2022 ESG Report, Our Environment, Water and Ecology, Our Approach, Looking Ahead, p. 43
New Employee Hires and Employee Turnover Employee Hires 2021
Year Category
2022
Non-Craft
Craft
Non-Craft
Craft
435
392
555
540
Total Gender Male
323
74%
381
97%
389
70%
527
98%
Female
112
26%
11
3%
166
30%
13
2%
White
333
77%
266
68%
391
70%
269
50%
Black or African American
39
9%
60
15%
43
8%
48
9%
Hawaiian or Pacific Islander
0
0%
1
0%
1
0%
3
1%
American Indian or Alaska Native
4
1%
1
0%
2
0%
13
2%
Asian
24
6%
2
1%
46
8%
1
0%
Hispanic or Latino
31
7%
58
15%
64
12%
201
37%
Two or More Races
4
1%
4
1%
8
1%
5
1%
<21
0
0%
20
5%
3
1%
54
10%
21-30
164
38%
108
28%
186
34%
190
35%
31-40
99
23%
89
23%
147
26%
135
25%
41-50
77
18%
79
20%
120
22%
82
15%
51-60
74
17%
77
20%
71
13%
61
11%
61-70
17
4%
18
5%
20
4%
17
3%
71<
1
0%
1
0%
4
1%
0
0%
Not Recorded
3
1%
0
0%
4
1%
1
0%
Ethnicity
Age
Total
1167
422
1485
693
Rate = Percent of Total in that Category Note: “Craft” employees are those who physically engage with construction materials and put materials in place. “Non-craft” employees monitor and manage craft work and related corporate processes. Some “non-craft” workers work at our field sites.
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401-1 cont.
New employee hires and employee turnover
Employee Turnover 2021
Year Category
2022
Non-Craft
Craft
Non-Craft
Craft
Gender Male
141
12%
342
81%
178
12%
264
38%
Female
57
5%
9
2%
59
4%
5
1%
White
160
14%
248
59%
165
11%
153
22%
Black or African American
13
1%
48
11%
23
2%
33
5%
Hawaiian or Pacific Islander
0
0%
1
0%
0
0%
1
0%
American Indian or Alaska Native
0
0%
2
0%
2
0%
4
1%
Asian
8
1%
2
0%
19
1%
0
0%
Hispanic or Latino
16
1%
44
10%
24
2%
75
11%
Two or More Races
1
0%
6
1%
4
0%
3
0%
<21
0
0%
12
3%
0
0%
19
3%
21-30
72
6%
84
20%
75
5%
88
13%
31-40
48
4%
89
21%
66
4%
61
9%
41-50
33
3%
76
18%
39
3%
51
7%
51-60
27
2%
72
17%
38
3%
39
6%
61-70
15
1%
18
4%
15
1%
10
1%
71<
0
0%
0
0%
1
0%
1
0%
Not Recorded
3
0%
0
0%
3
0%
0
0%
Ethnicity
Age
Rate = Turnover/Employee Count at end of FY Note: “Craft” employees are those who physically engage with construction materials and put materials in place. “Non-craft” employees monitor and manage craft work and related corporate processes. Some “non-craft” workers work at our field sites.
401-2
Benefits provided to full-time employees that are not provided to temporary or part-time employees
• Health, Prescription, Dental and
• Short and Long-Term
• Paid Time Off for holidays, sick leave,
• Flexible Spending Accounts (FSA)
• 401(k) Retirement plans
• Employee Personal Assistance Services (PAS)
Vision Insurance
Disability
bereavement, and jury duty
• Life Insurance
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GRI 403: Occupational Health and Safety 3-3
Management of the Material Topic
2022 ESG Report, Our People, Clayco Safe, Our Approach, Our Progress, p. 13
403-1
Occupational health and safety management system
2022 ESG Report, Our People, Clayco Safe, Our Approach, Our Progress, Looking Ahead, p. 13
403-5
Worker training on occupational health and safety
2022 ESG Report, Clayco Safe, Our Approach, Our Progress, p. 13
403-8
Workers covered by an occupational health and safety management system
Our on-site safety training covers employees and subcontractors. Our recordable injury rate data and other health and safety data cover Clayco employees only. For more information, please see the Clayco Safe section of our 2022 ESG Report. 2022 ESG Report, Clayco Safe, Our Approach, Our Progress, Looking Ahead, p. 13
403-9
2022 ESG Report, Clayco Safe, Our Approach, Our Progress, p. 13
Work-related injuries
Clayco Recordable Injury Rates since 2015
Hours Recordable
2015
2016
2017
2018
2019
2020
2021
2022
952,122
1,127,534
1,358,482
1,607,881
1,874,880
2,786,000
2,571,160
2,403,657
6
2
6
4
5
3
0
0
GRI 404: Training and Education 3-3
Management of the Material Topic
2022 ESG Report, Our People, Clayco Safe, Our Approach, p. 12 2022 ESG Report, Our People, Employee Health and Wellness, Our Approach, p. 14
404-1
Average hours of training per year per employee
Estimated training hours for Non-Craft Employees 2022: 70,447 hours (47.44 hours per employee) 2021: 50,082 (42.92 hours per employee)
GRI 405: Diversity and Equal Opportunity 3-3
Management of the Material Topic
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2022 ESG Report, Clayco Rising, Building a Diverse Team, p. 20
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405-1
Diversity of governance bodies and employees
Diversity of Employees 2021 Executive or senior level officials and managers
First or mid level officials and managers
Professionals
Administrative Support
Laborers and Helpers
Not Categorized
147
161
781
93
265
113
29
Male
128
138
620
14
261
111
22
Female
19
23
161
79
4
2
7
133
147
611
72
227
62
23
Black or African American
6
2
48
14
20
13
3
Hawaiian or Pacific Islander
0
0
1
0
4
0
0
American Indian or Alaska Native
0
0
4
1
0
0
0
Asian
3
8
46
0
0
0
2
Hispanic or Latino
4
1
59
6
12
37
0
Two or More Races
1
3
12
0
2
1
1
<21
0
0
0
0
3
3
0
21-30
2
2
231
16
50
34
10
31-40
19
56
234
33
63
29
6
41-50
51
48
158
12
80
26
4
51-60
46
41
112
23
53
16
7
61-70
28
11
44
8
15
5
2
71<
1
3
2
1
1
0
0
Total*
Craft Workers
Gender
Ethnicity White
Age
Note: “Total” denotes total as of December 31, 2021.
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405-1 cont.
Diversity of governance bodies and employees
2022 Executive or senior level officials and managers
First or mid level officials and managers
Professionals
Administrative Support
Laborers and Helpers
Not Categorized
162
207
1009
118
344
297
41
Male
136
175
777
18
338
291
33
Female
26
32
232
100
6
6
8
140
188
769
90
288
111
31
Black or African American
8
1
65
17
27
22
1
Hawaiian or Pacific Islander
0
0
1
0
4
2
1
American Indian or Alaska Native
0
0
4
1
3
6
0
Asian
4
9
69
0
0
1
4
Hispanic or Latino
8
6
86
10
18
155
2
Two or More Races
2
3
15
0
4
0
2
<21
0
0
2
1
10
27
0
21-30
2
6
318
29
77
111
13
31-40
22
65
294
39
84
79
11
41-50
64
65
201
17
98
39
7
51-60
48
54
138
23
59
33
7
61-70
24
13
50
8
16
8
3
71<
2
4
4
1
0
0
0
Unknown
0
0
2
0
0
0
0
Total*
Craft Workers
Gender
Ethnicity White
Age
Note: “Total” denotes total as of December 31, 2022.
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405-1 cont.
Diversity of governance bodies and employees
2021 Non-Craft
2022 Craft
Non-Craft
Craft
Gender Male
878
416
1089
679
Female
289
6
396
14
White
950
325
1176
441
Black or African American
72
34
92
49
Hawaiian or Pacific Islander
1
4
2
6
American Indian or Alaska Native
5
0
5
9
Asian
59
0
86
1
Hispanic or Latino
63
56
103
182
Two or More Races
17
3
21
5
<21
0
6
3
37
21-30
255
90
361
195
31-40
342
98
420
174
41-50
254
125
337
154
51-60
221
77
260
102
61-70
89
24
93
29
71<
6
2
10
1
Unknown
-
-
1
1
1167
422
1485
693
Ethnicity
Age
Total
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GRI 413: Local Communities 3-3
Management of the Material Topic
2022 ESG Report, Our Community, Clayco in Our Communities, p. 28
413-1
Operations with local community engagement, impact assessments, and development programs
2022 ESG Report, Our Community, Clayco in Our Communities, p. 28 2022 charitable giving: ~$5.2M
GRI 414: Supplier Social Assessment 3-3
Management of the Material Topic
2022 ESG Report, Clayco Rising, Bolstering a Diverse Community, p. 22
414-1
New suppliers that were screened using social criteria
2022 ESG Report, Clayco Rising, Bolstering a Diverse Community, Construction Career Development Initiative (CCDI), p. 23
MBE spend, 2019-2022: $283.1 million WBE spend, 2019-2022: $201.3 million 403-1
2022 ESG Report, Our People, Clayco Safe, Our Approach, Our Progress, Looking Ahead, p. 13
Occupational health and safety management system
GRI 418: Customer Privacy 3-3
Management of the Material Topic
2022 ESG Report, Governance and Innovation, Data Privacy and Security, p. 47
418-1
Substantiated complaints concerning breaches of customer privacy and losses of customer data
2022 ESG Report, Governance and Innovation, Data Privacy and Security, p. 47
Governance and Innovation 3-3
Management of the Material Topic
2022 ESG Report, Governance and Innovation, p. 44
No applicable GRI standard
2022 ESG Report, Governance and Innovation, Innovation, p. 48
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