2017 CORPORATE SOCIAL & ENVIRONMENTAL RESPONSIBILITY REPORT
CONTENTS 01 OVERVIEW 02 INTEGRAL GROUP: WHO WE ARE 03 LETTERS FROM LEADERSHIP 04 INTRODUCTION: CSER APPROACH 05 GOVERNANCE, METHODOLOGY + SCOPE 06 OUR PERFORMANCE A
ENVIRONMENTAL FOOTPRINT
B
EQUITY + DIVERSITY
C
HEALTH + WELL-BEING
D
EDUCATION + IMPACT
07 CONCLUSION APPENDIX
01 OVERVIEW We are pleased to present our first annual Corporate Social and Environmental Responsibility (CSER) Report. This report includes an introduction to our firm, our culture and our values, and shares our CSER performance data for the 2017 calendar year. As a mission-driven company, sustainability is fundamental to our operation. We are committed to continually engaging employees, improving our practices and giving back to our communities. We track CSER performance across four categories: (a) environmental footprint, (b) equity + diversity, (c) health + wellbeing and (d) education + impact. We developed a set of key performance indicators in each category, and set targets for 2020, 2025 and 2030. Our 2017 performance data comprises a baseline, against which we can measure our performance in coming years.
THE CSER REPORT TEAM This report was authored by Clara Bagenal George, Edward Garrod, Rachel Moscovich, Annie Martin, Megan White and Tiffany Elston with support and contribution from the Global CSER Group and Global Marketing Team.
INTEGRAL GROUP 2017 CSER REPORT
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02 INTEGRAL GROUP: WHO WE ARE Integral Group is an interactive global network of design professionals collaborating under a single deep green engineering and consulting umbrella. We are a missiondriven company that strives to be transparent, demonstrating leadership and commitment to social and environmental sustainability.
OUR SERVICES MECHANICAL
ELECTRICAL
WATER
ENERGY
MODELING
SUSTAINABILITY
REFRIGERATION
COMMISSIONING
LIGHTING DESIGN
FIRE PROTECTION
TECHNOLOGY
INTEGRATION
We employ 460+ talented and innovative people across Canada, the UK, the United States and Australia who are drawn to Integral Group based on the quality and nature of our work combined with our commitment to this mission. Our reputation and competitive advantage are built on our ability to distinguish ourselves as experts and industry leaders. In our work we hold ourselves and our clients to a high standard of sustainability, aiming to achieve increasingly higher levels of performance.
ZERO NET
50
ENERGY PROJECTS IN DESIGN
100+
LEED PLATINUM CERTIFIED PROJECTS
09
LIVING BUILDING CHALLENGE PROJECTS
INTEGRAL GROUP 2017 CSER REPORT
02 INTEGRAL GROUP: WHO WE ARE HOW WE HAVE GROWN
5
INTEGRAL GROUP 2017 CSER REPORT
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02 INTEGRAL GROUP: WHO WE ARE OUR VALUES At Integral Group, sustainability is in our DNA. This is reflected in both the work we do and the culture of our organization. Our values: Trust, Nurture and Inspire are woven into our approach to every project, relationship, and individual.
TRUST
NURTURE
INSPIRE
As a company, we foster trust by disclosing our social and
Our greatest resource is our team of talented and innovative
By sharing knowledge and expertise, we strive to continuously
environmental standards and performance in a way that is
individuals; by nurturing their personal growth, well-being
challenge ourselves and our peers to question the way in which
accurate and transparent.
and professional development we aim to better harness their
we design.
potential. What does TRUST mean to you?
“Knowing my team always has my back , and I have theirs.” Erica Mak, Victoria, BC
“Reliably delivering on the vision that we promised.” Bill Updike, Washington, DC
What does NURTURE mean to you? “Creating a supportive environment which cultivates the growth of revolutionary ideas.” Nika Parsa, Los Angeles, CA
What does INSPIRE mean to you?
“Bringing out the best in others: clients or colleagues.” James Tosh, Austin, TX
“Providing necessary support to colleagues
“Living a life that brings forth change in the
to empower their career growth.” Kevin
world.” Bryant Baugh, Atlanta, GA
Leung, Vancouver, BC
“Confidence you willingly have in other
“Feeling part of a team that has your
”Pushing the boundary, doing the best
people.” Alexandra Heim, Toronto, ON
best interest at heart” Colette Connolly,
for our client rather than the ordinary.“
London, UK
Alex Fung, Oakland, CA
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02 INTEGRAL GROUP: WHO WE ARE OUR PILLARS Our pillars illustrate our approach to project strategy, design and delivery. IMAGINE Imagine is about coming up with new ideas, examining the old and evolving our approach to design. We continually redefine the ways our built environment can make a positive impact. The annual Integral Group design competition showcases and celebrates firm-wide project innovation, demonstrating how we are changing the face of engineering by arguing the case for doing things differently.
PERFORM We deliver high performance buildings that integrate seamlessly within their surroundings. As engineers, consultants, and designers, we apply our expertise to reduce the environmental impacts of every project. Our focus on sustainable performance spans the project lifecycle from design, construction, commissioning, operation and post occupancy monitoring.
ACCELERATE
LONDON ENERGY TRANSFORMATION INITIATIVE
Accelerating the transformation toward future-proof design is a top priority for Integral Group. We design
Integral Group initiated development of the London
buildings that are better equipped to face the challenges of climate change, resource scarcity and the spiraling
Energy Transformation Initiative (LETI), a network of over
costs of illness and low productivity. We continuously align our business practices with industry and social
150 built environment professionals working together to
initiatives towards a greener and revitalized economy.
put London on the path to a zero carbon future. Integral
SUSTAIN
Group developed LETI as a response to the current energy policy in London, which wasn’t driving design
Optimized building design supports human well-being and a balance with the natural environment. Every
solutions that encouraged long term carbon emissions
project is a new opportunity for innovation and advancement, providing direct benefits to our clients and the
reduction. LETI was established to work collaboratively to
broader communities we serve. Together we can create a greener, healthier world for ourselves, and for future
put together evidence-based recommendations for two
generations.
pieces of policy – the new London Environment Strategy and the rewrite of the London Plan.
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03 LETTERS FROM LEADERSHIP
Kevin Hydes
Conrad Schartau
Tiffany Elston
CEO AND FOUNDER
CHIEF OPERATING OFFICER
HEAD OF PEOPLE
I’m proud to say we celebrate our tenth birthday this year.
At Integral Group we’re focused on making a difference –
Focusing on people first is just as important to engineering
To mark this milestone, we published a book titled IMPACT,
making a better world for future generations. We’re all bound
design teams as it is to us on the People team. We share a
capturing the positive impact of the work we’ve done over the
together by this feeling. We’re like-minded; we’re more of a
responsibility to create a positive, healthy and equitable work
past decade. Looking to the next ten years, as we continue
family than a team. This first ever CSER report is an opportunity
environment for everyone at Integral Group.
to grow, we want to hold onto the clarity of purpose that has
for us to demonstrate our values, to show that sustainability is
come from being a mission-driven company.
not just something we talk about.
Our first annual Corporate Social and Environmental
As the world changes, we have to evolve. Our business processes
striving to go beyond the industry standard in our workplace
Responsibility Report shares our progress and performance
have completely transformed. The expectations of employees
culture and policies: it’s an extension of our commitment to
toward our ultimate goal of making a difference. I hope our
have significantly shifted. We all need to continuously reinvent
excellence in project delivery.
efforts to measure our impact and collectively improve our
ourselves, as individuals and as organizations. I’ve learned over
performance gives all of us a sense of pride, purpose and
time, foremost to listen, and to recognize when values need to
belonging.
be revived.
We will strive to continue delivering great work and building a
Communication, openness and inclusion have been areas of
a sense of purpose and they want to see daily demonstrations
culture that embodies our values: trust, nurture and inspire.
focus for us this past year. We want to create an environment
that we’re walking the talk.
We have assembled a deep bench of incredible individuals,
where all voices can be heard, where no one’s afraid to
but to get where we want to go requires teamwork and
contribute an idea or share an opinion.
strength in numbers: the power of many.
A focus on nurturing our team members is essential to the delivery of high quality projects. That’s one reason we’re
Integral Group was designed around a mission rather than a service. It’s clear to me through my work that our mission is why people want to work here. Today’s employees want to have
This CSER report documents progress toward aligning company policies and practices with our mission. We have
From the perspective of the leadership team, we need to be
achieved and grown a great deal in a short amount of time –
This report tells some of the team’s stories and sheds light
open to hearing from voices across the company, and to be
but the job is never done. Each year we will continue to reflect
on the contributions they make and parts they play in making
open to adapting. At every level, everyone needs to feel there
on the journey and adapt our course by engaging with our
Integral Group a great place to work.
is space for their voice to be heard. Diverse voices fuel our
teams. This progressive mindset enables us to set and achieve
creativity, and ultimately, our success.
challenging goals through all aspects of the Integral family.
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04 INTRODUCTION: CSER APPROACH OUR APPROACH Our CSER Report is a reflection of what is important to our company, and an extension of the company’s mission and vision. This is the first CSER report, in which we have begun to measure and track our social and environmental performance across the company, as it relates to our internal operations. We are committed to generating an annual report reflecting the interests and priorities of each of us as individuals, as teams, and as the broader Integral ‘family.’ Our approach to CSER includes annual staff engagement, tracking our performance, introducing or improving upon policies and initiatives, and reporting on our progress. During 2017, we developed an overarching CSER strategy for all offices within the firm. The CSER report team established a common set of Key Performance Indicators (KPIs) and a shared format for CSER reporting.
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04 INTRODUCTION: CSER APPROACH
Annual CSER Report
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04 INTRODUCTION: CSER APPROACH STAFF ENGAGEMENT By taking a collaborative approach to crafting the report, our aim is to build trust and inspire honest communication across all levels of the organization. Our goal is for this report to reflect our values as individuals and as a team, and inspire participation and commitment. The next year we will continue to roll out sustainability workshops in every office. During our initial workshop series (Vancouver, Toronto, Oxford, London) we engaged employees to contribute ideas about how to improve our performance and make a bigger impact. The workshops were structured around brainstorming ideas to reduce the footprint of our operations and stimulate positive impact in the broader community. The purpose of these sessions was to:
»» »» »» »»
Raise awareness Engage employees Brainstorm new ideas Commit to taking action
AWARENESS
ENGAGE
BRAINSTORM
COMMIT
Raise awareness regarding
Engage employees around
Generate ideas about possible
Identify specific actions that
sustainable initiatives at
corporate social and
actions to improve environmental
employees are able to take on in
Integral Group
environmental responsibility
and social performance
the short term
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05 GOVERNANCE, METHODOLOGY + SCOPE INTEGRAL GROUP CSER GOVERNANCE UK Offices
Throughout 2017 CSER Groups in each region developed a common approach to strategic issues of environmental footprint, health + wellbeing, equity + diversity, and education + impact. Alongside shared initiatives, such as JUSTÂŽ Certification across the company, each office is actively encouraged to shape and drive its own local CSER agenda. This autonomy
Oxford
enables each office to serve its local community, respond to
Vancouver
its unique environmental and social context, and the varied legislative, regulatory and reporting frameworks within which they operate.
London
Calgary
Victoria Seattle
Our 460+ staff and network of 15 offices are organized into five regions: Canada West, US + Canada East, US West, UK (Elementa Consulting) and Australia. Each region is led by a
Toronto
Regional Director who takes responsibility for CSER within their region. They rely upon a network of regional CSER Working Groups to periodically review progress towards
Oakland San Jose
meeting CSER objectives and goals. Regional Directors report to Integral Group Chief Executive
Washington DC
Los Angeles
Richmond
Officer and Founder, Kevin Hydes, Chief Operating Officer and Executive Vice President, Conrad Schartau, and Chief Financial Officer, Christine Jeffery. On an annual basis the Regional Directors, CEO, COO and CFO review CSER performance and alignment with our vision and values. Conrad Schartau is the Integral Group Board Member with group wide responsibility for CSER. CLICK HERE to see our Leadership Structure in our 2017 Annual Report. Integral Group is a member of Dar Group.
Austin
Atlanta
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05 GOVERNANCE, METHODOLOGY + SCOPE METHODOLOGY For this report we used available data to measure our baseline environmental and social performance. To facilitate future tracking and reporting we developed a process for ongoing data collection. Where data was challenging to obtain, we used proxy values based on industry benchmark data. For reporting on our carbon emissions, we focused on Scope 1 (direct) and Scope 2 (indirect) emissions globally. We collected flight data by way of travel records and expense forms. Going forward a universal tracking tool will be used to consistently track flight emissions. To measure our Equity and Diversity performance we used data collected through the JUST label process. Health and Wellbeing data was obtained partially by survey, through our Fitwel certifications, and partly through internal tracking mechanisms. Education and Impact data was collected by internal tracking mechanisms. CORPORATE POLICIES Our team has reviewed this report for accuracy and validity. The final report was approved by the CEO, COO and senior-level Integral Group operates within a framework of
management.
policies, some of which are global and others which are regionally specific. These include:
AUDIENCE
»»
Code of Conduct
»»
Equity and Diversity
to continue to believe in and support our values and pillars. We hope our clients will gain a better understanding of what makes us
»»
Discrimination and Harassment
unique and how we are able to continuously strive for innovation and performance in our projects by taking action on Sustainability.
»»
Recruitment and Selection
»»
Parental Leave
»»
Professional Development and Training
»»
Employee Relations
»»
Health and Safety
»»
Wellness
This report is intended to be viewed by our staff, clients, and others with whom we collaborate. We want this report to inspire staff
SCOPE + STRUCTURE This report contains data from January through December 2017. This is in alignment with our fiscal year and our collection of data for JUST certification. The data in this report pertains to all offices excluding the newly added Sydney office. Our 2018 report will include data tracked from the new Australian regional operation. This is our first report and our first use of GRI Sustainability Reporting Standards (GRI Standards) as reporting structure. This report contains Standard Disclosures from the GRI G4 Sustainability Reporting Guidelines.
CONTENTS OUR PERFORMANCE
INTEGRAL GROUP 2017 CSER REPORT
06 OUR PERFORMANCE We have defined four areas of focus by which to track and report progress on our broad commitment to sustainability. These themes emerged through conversations and engagement with staff and senior management across Integral Group. They allow us to communicate our vision and values through the lens of CSER. In this section, we report on our performance across a range of environmental and social indicators. Where these have been recorded for the first time, they enable us to create a baseline against which performance can be benchmarked and targets for progress set. Where we have access to a data from previous years, they help us to understand trends over time and to calibrate performance targets for future years. The performance indicators address a broad sweep of our operations. These include inward-facing: tracking our policies and grass-roots initiatives that nurture our culture and well-being, to external-facing: focused on fostering a resilient society and nurturing a culture of sustainability.
BY THE NUMBERS Additional data, figures and charts as well as data collection, calculation and estimation methodology can be found in the Appendix.
18
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06 OUR PERFORMANCE PERFORMANCE CATEGORIES
ENVIRONMENTAL FOOTPRINT
EQUITY AND DIVERSITY
HEALTH AND WELL-BEING
EDUCATION AND IMPACT
Our engineering, design and planning
We are striving towards an inclusive,
When we are happy, healthy, and
Knowledge
services are guided by our ‘deep green’
equitable
work
supported we are able to perform at
has the greatest impact when shared
philosophy. We develop ‘zero net’
environment. We believe our offices
our best. We nurture our well-being as
generously. We are committed to
solutions for our clients that are both
should reflect the diversity of the
individuals through raising awareness,
continual personal and professional
high-performance and cost-effective.
communities in which we live and
activities, and improvements to our
development, supporting educators
We apply the same approach to our
work, and that they are strengthened
physical work environment. This is
and industry through lectures by
own operations and the supply chains
by that commitment.
assisted by a framework of company
sharing our innovations, and giving
that we rely upon to minimize our
policies that promote health and well-
back to our local communities through
environmental footprint.
being.
targeted outreach programs.
and
transparent
is
transformative
and
A. ENVIRONMENTAL FOOTPRINT
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A. ENVIRONMENTAL FOOTPRINT OVERVIEW While we continuously strive for environmental excellence in our project work, this is our first effort to calculate, in aggregate, the environmental impact of our internal operations.
ENVIRONMENTAL COMMITMENT Integral Group is aligning our Global CSER with the following commitments:
To do so we focused on impacts of our everyday operations, which includes occupying office space and the associated resource use (heat, water, electricity, paper, etc.) and our travel footprint (daily commute and flight data).
»»
WorldGBC Net Zero Carbon Commitment
2017 HIGHLIGHTS Each office has its own set of unique challenges but also areas of excellence. The following are examples of where we see early leadership and positive trends:
»»
Our offices that occupy co-working spaces (Seattle, Austin, San Jose) use fewer resources per capita, in part because of energy savings from eliminating office-based servers.
»»
The IT department switched to leased computers rather than purchased equipment this year, reducing electronic waste (e-waste) and financial overhead.
»»
Elementa Consulting in Oxford have gone beyond minimizing the environmental impacts of their projects by asking their suppliers and employees to sign a Personal Environmental Commitment Agreement. If a supplier is not ISO 14001 certified, they are required to sign the Agreement.
»»
The Vancouver office formed a Zero Waste Task Force to develop a prioritized approach to waste management. Vancouver conducted a waste audit to understand the volume and composition of the waste stream, reduce waste generation and improve diversion.
»»
The Oakland office conducted monthly weigh-ins in collaboration with the facilities janitorial team. Tracking showed diversion from landfill ranging from 81-86%.
»»
Paris 2°LUTIONS by ILFI
»»
#WeAreStillIn campaign
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A. ENVIRONMENTAL FOOTPRINT TRACKING OUR PERFORMANCE CALCULATING OUR EMISSIONS
SCOPE
01
Direct Operations Emissions
»» »»
Gas Fleet Vehicles
The Greenhouse Gas (GHG) Protocol outlines three emissions scope categories: direct, indirect and indirect upstream and downstream. For our operations, the elements fall under various scopes, illustrated to the right. We focused our reporting on Scope 1 and 2 emissions, and aligned our targets with the World Green Building Council Zero Emissions commitment by 2020. Beginning in 2020, we will start to evaluate potential emissions from other areas of the supply chain and investments where applicable.
SCOPE
02
WRI GHG PROTOCOL
strive for full alignment. Measuring our baseline carbon footprint is fundamental to our ability to measure progress toward future reduction targets. To set our baseline for 2017, we used industry standard benchmarking tools, such as typical energy use intensities of an office building for energy (gas/electricity), drawn from:
»»
ASHRAE (US, Canada)
»»
JLL BBC (UK)
»»
LEED v2009 Water Calculator
»»
EPA Waste Calculators
»»
US EIA CBECS 2012
»» »» »»
Electricity Steam Water
Indirect Upstream/
We measured our GHG (CO2e) emissions following guidance from the GHG Protocol developed by the World Resource Institute (WRI). We recognize our current evaluations may not be in full accordance with the Protocol. As our data quality improves we will
Indirect Operations Emissions
SCOPE
03
Downstream Emissions
»» »» »» »»
Office Supplies Operations Waste Business Travel Employee Commuting
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A. ENVIRONMENTAL FOOTPRINT DATA QUALITY TARGETS We measured our 2017 baseline performance using available data. There were challenges associated with data collection due to inaccessible utility data. Where we were unable to obtain real usage data, we used benchmark data. We have identified a data collection process and a path toward improved data quality. The table below illustrates our approach, which is a stepped process from “good” to “better” to “best.”
2017
2018
2019
2020
2025
2030
GOOD
GOOD
BETTER
BETTER
BEST
BEST
NR
NR
NR
NR
BEST
BEST
GOOD
GOOD
BETTER
BETTER
BEST
BEST
Purchased goods & services
NR
NR
NR
NR
GOOD
BETTER
Capital goods
NR
NR
NR
NR
GOOD
BETTER
Upstream transportation and distribution
NR
NR
NR
NR
GOOD
BETTER
SCOPES SCOPE 1 - DIRECT Company facilities - gas Fleet vehicles SCOPE 2 - INDIRECT Purchased electricity, steam, heating and cooling SCOPE 3 - INDIRECT UPSTREAM/DOWNSTREAM
Waste generated in operations
GOOD
GOOD
BETTER
BETTER
BEST
BEST
Business travel
GOOD
GOOD
BETTER
BETTER
BEST
BEST
Employee commuting
GOOD
GOOD
BETTER
BETTER
BEST
BEST
Upstream leased assets
NR
NR
NR
NR
GOOD
BETTER
Downstream transportation and distribution
NR
NR
NR
NR
GOOD
BETTER
Downstream leased assets
NR
NR
NR
NR
GOOD
BETTER
Investments
NR
NR
NR
NR
GOOD
BETTER
KEY NR
GOOD BETTER
BEST
NR: Not reported GOOD: Third party benchmark data
BETTER: Data based on actual utility bills for whole buildings, prorated by square footage occupied by our offices. BEST: Actual energy usage by the company, most likely where offices are sub-metered to collect actual data, or where we lease the whole building.
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A. ENVIRONMENTAL FOOTPRINT TOTAL 2017 GHG EMISSIONS BY OFFICE The below graph represents the baseline emissions per category by office. As noted previously, in 2018 we will solidify the baseline by
4,105
introducing mechanisms for collecting improved data. Understanding total emissions as well as emissions per capita and per office area are all important indicators that provide information to support future decision making related to office operations.
kgCO2e EMISSIONS
TOTAL 2017 GHG EMISSIONS BY OFFICE (kgCO2e)
GHG EMISSIONS (kgCO2e) ANNUAL
450,000
PER EMPLOYEE
241
400,000 350,000
kgCO2e
300,000
EMISSIONS PER M2
250,000 200,000
TOTAL
150,000
EMISSIONS
100,000
(kgCO2e)
1.7M
50,000
ssions by Office 0
Employee Commute Flights Waste Water Electricity Gas
OFFICE LOCATION
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A. ENVIRONMENTAL FOOTPRINT FLIGHT EMISSIONS (kgCO2e) BY REGION
supplemented by the use of expense reports and receipts. Emissions calculations were based on originating and destination airport locations, length of flight (short, medium, long haul) and airplane cabin or class (economy or business). To report more accurately and efficiently in future years, we are
TOTAL EMISSIONS (kgCO2e)
We collected flight data from our general ledger data
300,000
2,500
200,000
100,000
introducing a streamlined tracking and reporting process. We will work with a travel agent and centralized scheduling system
0.0
to ensure flight data is tracked consistently across the company.
AVG. FLIGHT EMISSIONS PER EMPLOYEE
kgCO2e PER EMPLOYEE
FLIGHT EMISSIONS
UK
USA
2,000
1,500
1,000
500
0.0
CANADA
UK
USA
CANADA
AVERAGE
We are working to reduce our flight travel footprint by encouraging video conferencing where appropriate and providing the necessary equipment to do so.
COMMUTER EMISSIONS (kgCO2e) BY REGION
1,300
We calculated emissions from the commute to and from work
200,000
establish a baseline likely in 2018, noting that the 2017 data is inconsistent. Commute data was collected by survey, and for 2017 we saw 100% survey response rate in the UK, and roughly 70% response rate in the USA and Canada. In future years we will collect commute data for 100% of employees. The average commute emissions per employee is prorated based on those who responded to the survey.
TOTAL EMISSIONS (kgCO2e)
for all offices. In 2017, tracking was done differently in each region. In future years we will streamline our process, and
AVG. COMMUTE EMISSIONS PER EMPLOYEE
kgCO2e PER EMPLOYEE
COMMUTE EMISSIONS
150,000
100,000
50,000
0.0
UK
USA
CANADA
1,200
1,100
1,000
900
800 UK
USA
CANADA
AVERAGE
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A. ENVIRONMENTAL FOOTPRINT TOTAL 2017 WATER CONSUMPTION BY OFFICE (m3) WATER
Below is an illustration of total water consumption by office. Volume of water usage is somewhat consistent with size of office and number of employees. We were able to obtain actual usage for some offices. Other values use proxy values obtained using benchmark data.
CONSUMPTION PER EMPLOYEE (m3)
2.2
TOTAL 2017 WATER CONSUMPTION BY OFFICE (m3)
WATER CONSUMPTION PER SQ FT (m3) m3 PER YEAR
7.1 TOTAL WATER CONSUMPTION (m3)
142K OFFICE LOCATION
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A. ENVIRONMENTAL FOOTPRINT EMISSIONS BASELINE (BENCHMARK) VS. ACTUAL (MEASURED) We collected actual data for the three largest Integral offices: Vancouver, Oakland and London. We were able to obtain measured data for 2017 for Gas, Steam, Electricity, Flights, and Daily Commute. The below graphs show actual measured emissions per performance category in total annual emissions, compared against benchmark data. In future years we will improve the quality of data collection, from good to better to best for all offices. As we move toward the target of carbon neutral operations, it is our intention to offset our actual usage as opposed to estimated usage.
VANCOUVER
2017 - BASELINE VS. ACTUAL FOR OUR THREE LARGEST OFFICES
Daily Commute Flights Electricity
OAKLAND
Gas / Steam
Daily Commute Flights Electricity
LONDON
Gas
Daily Commute Flights Electricity Gas 0
25,000
50,000
75,000
100,000 Actual
125,000 Baseline
(kgCO2e) Annual
150,000
175,000
200,000
225,000
INTEGRAL GROUP 2017 CSER REPORT
A. ENVIRONMENTAL FOOTPRINT LOOKING FORWARD This first attempt to measure our footprint highlighted opportunities for improvement, including:
»»
Conducting waste audits to identify waste composition and opportunities to improve diversion.
»»
Investigating ways to implement building level water metering and sub-metering.
»»
Introducing company purchasing policy.
»»
Reducing per capita emissions and energy consumption.
»»
Reducing air travel by continuing to facilitate teleconferencing, and introduce new programs to encourage a reduction in air travel.
»»
Striving toward “paperless” offices.
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A. ENVIRONMENTAL FOOTPRINT GLOBAL TARGETS
ENVIRONMENTAL FOOTPRINT KEY PERFORMANCE INDICATORS We
identified
key
performance
2020
2025
2030
Total gas kWh
Better DCQ; 100% Offset
25% Reduction
50% Reduction
Total electricity kWh
Best DCQ; 100% Offeset
10% Reduction
20% Reduction
n/a
n/a
n/a
100% Offset
100% Offset
100% Offset
ENVIRONMENTAL FOOTPRINT
Total combined gas and electricity kWh
indicators to track our environmental
Total combined gas and electricity carbon emissions
footprint including: operational energy
Total combined gas and electricity kWh per person
10% Reduction
20% Reduction
30% Reduction
(gas, steam, electricity), water use,
Total combined gas and electricity kWh per floor area
10% Reduction
20% Reduction
30% Reduction
waste, employee commute, and flights.
Water consumption (m3)
Best DCQ; 100% Offset
10% Reduction
20% Reduction
For each performance category we set
Water consumption per person
10% Reduction
20% Reduction
30% Reduction
Daily commute kgCO2 per person
10% Reduction
20% Reduction
30% Reduction
% of staff taking public transport
Set new targets via survey
TBD
TBD
% of staff that cycle/walk
Set new targets via survey
TBD
TBD
carbon neutral operations, the volume
% of staff that drive
Set new targets via survey
TBD
TBD
of offsets purchased will be based to
Flight emissions tonnes CO2
Global travel agency to track
100% Offset Fly Emissions
10% Reduction from 2025
the extent that is possible on actual
Total waste CO2e kg per person
Set Audit Process + Policy
25% Reduction
50% Reduction
usage (versus benchmarked data).
% of recycled waste
Set Baseline - Waste Audits
75.00%
90.00%
100% IT + Office Policy
100% IT + Office Policy
100% IT + Office Policy
Gas + Elec + Water: 100% Offset
+Flights / +Staff Commute
100% + Waste Offset
n/a
n/a
n/a
Policy Released
Establish Targets/Tracking
TBD
Survey Created and Issued
50%
100%
n/a
n/a
n/a
targets for 2020, 2025, and 2030. In the future as we consider the purchase of offsets and move toward
% of recycled electrical waste Total tonnes CO2e ( waste, energy, water & trash) Total tonnes CO2e (waste, energy, water & trash)/capita Sustainable + Wellness purchasing policy % Suppliers who completed a supplier questionnaire % Supplier respondents with procedures compliant with or equivalent to ISO14001
B. EQUITY + DIVERSITY
INTEGRAL GROUP 2017 CSER REPORT
B. EQUITY + DIVERSITY OVERVIEW We believe a diverse workforce is more innovative and resilient and we are committed to an inclusive and equitable workplace. It’s important that employees feel part of an active and engaged community where they are respected and valued. Currently, the JUST label (more on that below) serves as the primary framework to benchmark our social responsibility.
2017 HIGHLIGHTS DIVERSITY NETWORK This year, staff in the Vancouver office launched a “Diversity Network” series. The aim of the Network is to create space for focused conversations about topics relating to diversity and equity. In addition to the dialogue, the Network generates suggestions and requests for policy changes or company support for internal and external facing diversity initiatives. This year the Diversity Network organized STEM outreach at all girls primary and secondary schools in Vancouver. SOCIETY OF WOMEN ENGINEERS We are working hard to encourage women of all ages to explore engineering as a career. This year five female Integral employees presented on career paths in the sustainable building industry at the Society of Women Engineers Annual Conference in Austin, TX. OAKLAND PRIDE In support of their community and as an equal opportunity employer, Integral Oakland supported its LGBTQ + staff, family, friends, and community members by participating in the Oakland Pride Parade and creating rainbow Integral logo shirts. INTERNATIONAL WOMEN’S DAY For the second year in a row, we celebrated the women in our office on International Women’s day. 90% of offices participated in this event. We are committed to creating career pathways for women in the industry, and have an increasing number of women in leadership roles.
31
INTEGRAL GROUP 2017 CSER REPORT
B. EQUITY + DIVERSITY TRACKING OUR PERFORMANCE JUST LABEL Integral Group was the first engineering firm in the US to pursue the International Living Future Institute (ILFI) JUST Label shortly after it was launched in 2013. The JUST program is a voluntary disclosure tool which serves as a social equity “nutrition label� for organizations. In 2015, we took our US and Canadian offices through the program individually. Through this process it became evident that we needed to explore social equity from a more integrated firm-wide approach. In 2017 we embarked on a journey to pursue the first ever Global JUST Label inclusive of our Canadian, UK and US offices. ILFI confirmed our submission this year and we are proud to successfully pilot the multi-country label. The JUST label provides a lens through which to view the social aspects of our business and helps to illuminate our strengths and opportunities for growth. This kind of continual data analysis, reflection and improvement will help make us more resilient as a group by providing a framework for dialogue and engagement with employees and leadership.
32
INTEGRAL GROUP 2017 CSER REPORT
33
B. EQUITY + DIVERSITY GENDER DIVERSITY ILFI’s JUST Label promotes a gender-balanced (50/50) male/ female workforce. Through the labeling exercise, we scored
PAY SCALE RATIO LESS THAN
OVER
a 0 for gender diversity. To achieve one star, JUST requires
90%
that an organization have no more than a 15% deviation for all employees and 20% in management from 50/50.
1:10
FULL-TIME EMPLOYEES
Achieving three stars requires no more than a 5% deviation for all employees and 10% in management. While we do not meet this standard yet, we are doing exceptionally well in
FEMALE STAFF GLOBALLY
24%
the engineering industry which averages just 9% for female representation in technical positions. We are committed to encouraging women to pursue careers
Full-time employment : Examines
Pay Scale Equity: This area looks
Female
in engineering. Through our Community Outreach in STEM
percentage of our workforce
at the compensation scale ratio
industry average is typically 9%
(expanded on in Education + Outreach) we aim to foster
which is full-time and benefits-
between the highest and lowest
for female representation, while
women’s advancement in the industry as a whole, and are
eligible
paid employee in an effort to
Integral Group averages 24%.
excited to continue supporting an equitable and inclusive
leased employees who are not
address
workplace for everyone at Integral Group.
eligible
company
According to a report released
benefits. Over 90% of our global
by the AFL-CIO, pay of CEO’s
work force is full-time. Full-time
versus
temporary
or
large
discrepancies.
Staff
Globally:
The
»»
30% firm-wide
»»
UK – 28% female
can be as high as 331 times
»»
Canada – 25% female
in this context is defined as 30
that of the average worker. Our
hours.
ratios in all countries are below
»»
US – 38% female
»»
24% firm-wide technical
»» »» »»
to
receive
US – 98% is full-time Canada – 97% is full-time UK – 92% is full-time
1:10, exceeding the JUST 3 star threshold of 1:15.
»»
US Ratio: 1:8
»»
Canada Ratio: 1:9
»»
UK Ratio: 1:9
staff (up from 18% in 2016)
INTEGRAL GROUP 2017 CSER REPORT
34
B. EQUITY + DIVERSITY #WEAREINTEGRAL #WeAreIntegral is a year-long, firm-wide initiative. This diversity focused initiative represents our commitment to creating an inclusive, supportive space in our offices and our communities through engagement with the various facets of diversity. Although we carry this initiative throughout our daily activities and engagement with our communities, we highlight #WeAreIntegral every year for the entire month of April. During this month, each region chooses a charity to make donations to and each office in that region holds activities including bake sales, potlucks, or other events to gather donations. Examples of charities that have been chosen in the past are: Canadian Society for Women in Science and Technology (CSWIST), Society for Women Engineers (SWE) and Oxford Homeless Pathways.
INTEGRAL GROUP 2017 CSER REPORT
B. EQUITY + DIVERSITY LOOKING FORWARD Looking forward: We have made progress at raising awareness about the importance of being a diverse, inclusive and equitable workplace since the conversation was initiated at our 2016 leadership summit. Over the next several years, we will be focusing on these key areas:
»»
Establish Diversity Council to create a three-year action plan and further engage employees across the firm
»»
Introduce unconscious bias and communication training
»»
Create policies designed to promote a family-friendly, flexible workplace
35
INTEGRAL GROUP 2017 CSER REPORT
36
B. EQUITY + DIVERSITY GLOBAL TARGETS 2020
2025
2030
% Female staff
40%
45%
50%
% Technical female staff
30%
40%
50%
We measure ongoing performance
% of Female management
10%
20%
30%
for equity and diversity using a
Number of nationalities represented
No Target
No Target
No Target
combination of JUST metrics and
Number of languages spoken
No Target
No Target
No Target
additional survey data.
% of staff ethnicities represented
Evaluate data & set strategy
Re-evaluate data/strategy
Re-evaluate data/strategy
TBD
TBD
TBD
#WeAreIntegral Global
2 per office
3 per office
3% pre-tax profits
3% pre-tax profits
3% pre-tax profits
Report from Impact Fund
TBD
TBD
EQUITY AND DIVERSITY KEY PERFORMANCE INDICATORS
EQUITY AND DIVERSITY
$ Raised for Charity
We have developed a set of targets for 2020, 2025, and 2030.
# of Charitable Campaigns $ Donations/Sponsorships - Non-profits $ Pro bono cost of time
C. HEALTH + WELL-BEING
INTEGRAL GROUP 2017 CSER REPORT
38
C. HEALTH + WELL-BEING OVERVIEW Health + Well-being is a focal point for us when it comes to corporate culture, and increasingly in our approach to the work we do in communities and the built environment. We have a growing number of ambassadors of both WELL and the Fitwel programs, and have begun to certify our offices with Fitwel, demonstrating our commitment to maintenance of healthy indoor environments. Staff-led wellness committees organize recreational activities in and out of the office, participation in races, and educational seminars to raise awareness about issues related to human health and well-being. Personal wellness helps us feel our best so we can do our best work and make positive change.
2017 HIGHLIGHTS FITWEL We achieved Fitwel certification in 4 of our offices. Our London, UK office was the first Fitwel certified workplace outside of North America. Fitwel is a high-impact building certification standard positioned to optimize building occupant health and productivity through targeted improvements to workplace design and operational policies. Fitwel is based on the idea that all office facilities can be improved through specific, incremental changes, resulting in healthier places to work, regardless of building size, age, or location. Healthy people and healthy buildings are where the values of Integral thrive. WELLNESS COMMITTEE Since 2015, the Vancouver office Wellness Committee has been offering bi-monthly activities and events focused on improving the health and happiness of employees. The Committee focuses on three areas: advocacy (e.g. fundraising or awareness campaigns); education (e.g. seminars, speakers, documentaries); and physical activity (e.g. yoga and team sports). Activities include:
»»
Movie Monday Documentaries
»»
Office Team Sports
»»
Yoga Practice
»»
Wellness Wednesday Snack
»»
National Heart Month
»»
Bike to Work Week
INTEGRAL GROUP 2017 CSER REPORT
39
C. HEALTH + WELL-BEING TRACKING OUR PERFORMANCE Inventorying our Health + Well-being activities for the purpose of this report revealed a broad range of ‘grass roots’ initiatives across the company. We will continue to nurture our existing programs and initiatives, while building a universal and holistic approach to employee health and well-being. This year we developed the list of key performance indicators to track on an ongoing basis. While we do not have consistent data from 2017 to share, below is a list of ongoing initiatives:
»»
Wellness Committees
»»
Social Committees
»»
Indoor Air Quality Monitoring Using “Foobot” Systems
»»
Safety Reporting
»»
Employee Benefits Including Mental Health and a Wellness Stipend
»»
Standing Desks, Personal Fans, Office Plant Rebates, and Other Desk Health Programs
»»
Air Quality Monitoring In Numerous Offices
»»
Improving Access To Clean Water and Encouragement To Choose Healthy Foods
7.9 AVG
SELF-REPORTED HAPPINESS
INTEGRAL GROUP 2017 CSER REPORT
C. HEALTH + WELL-BEING LOOKING FORWARD Cataloguing our ongoing activities to encourage Health + Well-being presents the opportunity to set in motion future programs that can meaningfully improve our lives. By understanding our current conditions, we are better able to plan for the future and improve accordingly. We are committed to enhancing our Health + Well-being standards across the company. We are using Foobot technology to track indoor air quality in some offices, and plan to roll this out globally in future years. The monitors track information such as pollution levels and temperature variation. Based on this data we are able to adjust our systems to achieve optimum levels of comfort and air quality. We will continue to engage staff to understand employee interests and priorities around Health + Wellbeing. Our actions are and will continue to be a reflection of engagement sessions, happiness surveys, and wellness committee requests. Next year we will initiate or expand upon the following initiatives:
»»
Continue to certify our offices with industry leading occupant health standards
»»
Support and encourage staff to use healthy, active modes of transportation
»»
Introduce food purchasing guidelines emphasizing healthy food choices
»»
Distribute employee happiness survey
»»
Mental health support programs offered in benefits package
»»
Expansion of air quality monitoring to all offices
»»
Ensuring clean drinking water, testing and filtration
»»
Desk fans and other occupant comfort controls
40
INTEGRAL GROUP 2017 CSER REPORT
41
C. HEALTH + WELL-BEING GLOBAL TARGETS
HEALTH AND WELL-BEING KEY PERFORMANCE INDICATORS
2020
2025
2030
# of staff social events
Tracking process established
Quarterly p/ office
Quarterly p/ office
# of accidents reported
0
0
50%
10%
20%
30%
100%
100%
100%
# of people on EH&S Committee
Establish Committee, 1 per office, regular meetings, policies in place
Re-evaluate
Re-evaluate
Culture of workplace satisfaction (Happiness)
Global survey established
Best work places - global
Best work places - global
TBD
TBD
TBD
HEALTH AND WELLBEING
Next year we will begin to track
Employee benefits - Comprehensive Medical Coverage
performance across this set of key
% of employees receiving performance reviews
performance indicator metrics. Going forward we will track progress toward our 2020, 2025, and 2030 targets.
Churn Rate
D. EDUCATION + IMPACT
INTEGRAL GROUP 2017 CSER REPORT
D. EDUCATION + IMPACT OVERVIEW Education + Impact are about our ongoing commitment to professional development, including holding internal and external educational seminars and contributing in other ways to our local communities. While we have a policy relating to professional development, and internal educational series run in many of our offices, there is an opportunity to develop a global commitment and consistent approach to education and impact. Examples of our approach to education and impact include STEM (Science, Technology, Engineering, and Mathematics) outreach in schools, attending and presenting at conferences, internal professional development (such as PassivHaus training), individual and group volunteering, and contributing to the community through seasonal campaigns.
2017 HIGHLIGHTS THE IMPACT FUND The Impact Fund is an internal research & development program aimed at accelerating innovation by providing funding to employees for successful research proposals related to zero net energy, water or waste, urban systems, building technology, data visualization, and resilience and adaptation. The intent of the Impact Fund is to provide employees with a platform to pursue their research interests while insuring we remain on the cutting edge of building science. INSPIRATION SERIES The Inspiration Series is a quarterly internal event designed to elevate employee awareness of the various dimensions of sustainability. Speakers are selected to explain new policy directions relevant to our work, as well as to broaden our understanding of social and environmental concerns and innovative solutions beyond the building scale. Topics of past Inspiration Series presentations include: the BC Climate Action Plan, the potential of tall wood buildings, zero emissions building plans, sustainable neighbourhood design, climate change adaptation and resilience, regenerative design, community solar initiatives, and healthy city strategies. SHARING OUR WORK This past year, employees presented their work at 50+ conferences, panels, workshops, and public events including the Canadian and Brazilian Green Building Conferences (Vancouver, Sao Paolo), ILFI Living Future Conference (Seattle), and Eco Districts (Atlanta). Our audience ranged from university students to experts in building science. We published articles in the CIBSE Journal, Modern Building Services and the New London Quarterly.
43
INTEGRAL GROUP 2017 CSER REPORT
D. EDUCATION + IMPACT MENTORSHIP PROGRAM This year Oakland introduced a new Mentor Program to help new employees settle into the workplace. By building these internal relationships, Oakland is able to create valuable connections while fostering collaboration and innovation within their office. This value on relationships strengthens our ability to work together and produce the best work possible. DESIGN SERIES Integral Group’s Design Series is a bi-monthly internal speaker series designed to empower staff to design better, ensure design infirmity across the company, and address some of the educational gaps between university and professional practice. This internal event offers staff an opportunity to form relationships with peers outside of the company, and ensures that Integral staff are up to date or ahead of industry standards. OUTREACH IN SCHOOLS AND UNIVERSITIES Outreach activities include hosting work experience students, mentorship, mock interviews and presentations, and ultimately helping to inspire the next generation of engineers. Last year we invited university students to the London Office for a wellness talk and made presentations at local universities about careers in building services engineering.
44
INTEGRAL GROUP 2017 CSER REPORT
45
D. EDUCATION + IMPACT TRACKING OUR PERFORMANCE We developed a set of targets and performance indicators to track our progress going
OVER
OVER
$120K
4,500+
GIVING
VOLUNTEERING
Charitable Giving: We look at
Volunteering: All employees are
the percentage of before-tax
encouraged to give back to their
forward. We will design our approach to education and impact based on these targets, and based on employee interests.
IN CHARITABLE
LOOKING FORWARD
HOURS OF STAFF
Our Education + Impact staff committees have been developing a set of recommendations for future activities relating to education and community impact. In coming years we will formalize an approach to education and impact throughout the firm, noting our universal commitment to growing, learning and to giving back. We are committed to the following:
»»
Tracking and reporting our corporate donations to charitable organizations
»»
Tracking and increasing frequency of school visits to support STEM engagement
profits that are allocated towards
communities and industries. Our
»»
Introducing a formalized approach to group volunteering
charitable giving. Examples of
teams regularly volunteer their
organizations we’ve supported
time and energy towards a better
are:
environment for all. Some of the
»»
Society for Women Engineers
»»
»»
USGBC, WorldCGBC, CaGBC
Oxford Homeless Pathways
»»
organizations include:
»»
International Living Future Institute
Canadian Women in Science and Technology
»»
Projects In Place
»»
BC Children’s Hospital
»»
Society For Women
»»
Rainbow Refugee
Engineers
INTEGRAL GROUP 2017 CSER REPORT
46
D. EDUCATION + IMPACT GLOBAL TARGETS
EDUCATION AND IMPACT KEY PERFORMANCE INDICATORS We developed an initial set of key performance indicators for education and
impact,
and
corresponding
performance targets for 2020, 2025, and 2030.
2020
2025
2030
# of external industry presentations
Tracking process in place
10% of FTE; review effectiveness
10% of FTE; review effectiveness
# of publications
Tracking process in place
25
50
Define program; establish policy and tracking process
1 paid day per employee per year
2 paid days per employee per year
# of externally provided CPD’s offered within offices
Tracking process in place
2 per office per month
2 per office per month
# of internally delivered seminars/workshops
Tracking process in place
1 per office per month
2 per office per month
# of staff-wide open design reviews
Tracking process in place
1 per office per quarter
Every significant project as defined by the PIC (Principal in Charge)
TBD
TBD
TBD
EDUCATION + IMPACT
# of hours of educational outreach
Volunteer hours
INTEGRAL GROUP 2017 CSER REPORT
47
07 CONCLUSION At Integral we strive to continually raise the standard for both our firm and the industry as a whole. This report demonstrates our progress in development of a shared vision of social and environmental responsibility. The outcome of this inaugural CSER are presented below and will serve as the baseline for our reporting efforts moving forward.
Taking stock of our collective
Raising awareness across the
Establishing clear social and
Setting clear performance targets
Demonstrating that we hold
social and environmental policies,
company, ensuring commitment
environmental performance
that are both ambitious – pushing
ourselves to a similarly high
practices and accomplishments,
and buy-in at all levels, and
baselines so we can start to
us to do our best – and achievable.
standard as we encourage our
and understanding where there
engaging employees to shape
effectively track our efforts
clients to demonstrate through
is room for improvement.
our approach to CSER on an
together as a company.
leadership in sustainability.
ongoing basis.
APPENDIX
APPENDIX
49
OFFICE ENERGY USE: BENCHMARK DATA SOURCES USA
Energy (Electricty/Gas)
Water Employee Commute
CANADA
U.S. EIA CBECS 2012
UK JLL / Better Building Partnership Benchmarks: 2015
USGBC LEED BD+C NC v2009 - WEc3 Indoor Water Use Baseline Calculation CalRecycle Business Group Waste Stream Calculator
Business Travel
2017 Data
Daily Commute
2017 Data
Where data was unavailable for our building energy and water use, we relied upon industry benchmarked data. We used these place holder values in addition to the actual data we were able to collect to estimate our global 2017 consumption. Benchmarked data was gathered from the above set of sources.
APPENDIX
50
OFFICE ENERGY USE: AVERAGE ESTIMATED ENERGY USE INTENSITY BY CLIMATE ZONE, US & CANADA
CLIMATE ZONE
OFFICES
ELECTRICITY ENERGY INTENSITY (EUI)
NATURAL GAS ENERGY INTENSITY
kWh/SF
CUBIC FEET/SF
Very Cold (6A, 6B); Cold (7)
Toronto (6A); Calgary (7)
15.4
33.8
Mixed-Humid (4A)
Washington DC (4A); Richmond, VA (4A)
15.8
23.7
n/a
14.3
14.3
Austin, TX (2A); Atlanta, GA (3A)
19.1
15.9
17.3
24.7
Mixed-Dry (4B); Hot-Dry (2B) Hot-Humid (2A); Hot-Dry (2B)
San Jose, CA (3C); Los Angeles, CA (3C); Marine Climate (3C, 4C, 5C)
Oakland, CA (3C); Seattle, WA (4C); Victoria, BC (5C); Vancouver, BC (5C);
Where we did not have actual data for electricity and natural gas use consumption, we classified each of our offices by climate zone, and used the estimated EUI (based on CBECS 2012 data) for each respective region as a proxy value to estimate energy usage.
APPENDIX
51
OFFICE ENERGY USE: AVERAGE ESTIMATED ENERGY USE INTENSITY BY CLIMATE ZONE, UK JLL / BETTER BUILDING PARTNERSHIP BENCHMARKS: 2015 "Publicly available operational benchmark on environmental performance for commercial property in the UK." It is based on BBP members property portfolios annual consumption data.
AIR CONDITIONED STANDARD GOOD PRACTICE
NATURALLY VENTILATED OPEN PLAN
STANDARD PRACTICE
GOOD PRACTICE
STANDARD PRACTICE
FOSSIL FUELS
ELECTRICITY
FOSSIL FUELS
ELECTRICITY
FOSSIL FUELS
ELECTRICITY
FOSSIL FUELS
ELECTRICITY
kWh/m2
kWh/m2
kWh/m2
kWh/m2
kWh/m2
kWh/m2
kWh/m2
kWh/m2
NLA
63
179
112
253
84
68
124
139
GIA
60
KEY
LONDON OXFORD
170
106
240
80
65
118
In the UK, where we did not have actual energy usage data for our offices, we used proxy EUI values from JLL's Better Building Partnership 2015.
132
APPENDIX
52
OFFICE WATER USE: CALCULATION METHODOLOGY AND ASSUMPTIONS
Annual Gallons = (FEMALE FTE*1.6*3)+{[(MALE FTE)/3]*1.6}+{[(MALE FTE)/3]*2}+[FTE*3*(0.5/2)+((2.2/4)*FTE)]}*260
Assumptions: -
-
Water Closets WC (toilets) = 1.6 gallons per flush (gpf) / 6 liters per flush (lpf) Urinals U = 1.0 gpf / 3.8 lpf FTE = Full Time Equivalent, Assuming 50/50 Gender Ratio Daily uses Male: 1 WC / 2 U Female: 3 WC Public Lavatory = 0.5 gpm at 60 psi / 1.9 lpm at 415 kPa 30 seconds per use (3 uses/day) Kitchen faucet = 2.2 gpm at 60 psi / 8.3 lpm at 415 kPa 1 use per FTE; 15 second per use 260 days of operation per year No Showers Process water loads not included (dishwashers, laundry, heating/cooling)
SOURCE:
USGBC LEED BD+C NC v2009 - WEc3 Indoor Water Use Baseline Calculation The above methodology and assumptions were used to estimate water use in our offices.
APPENDIX
53
OFFICE WATER USE: PER OFFICE AND EMPLOYEE
m3 per Year
2017 - ANNUAL WATER CONSUMPTION BY OFFICE (m3)
Office
WATER CONSUMPTION (m3) per AREA BY OFFICE
8
0.8
7
0.7
6
0.6
5
0.5
4
0.4
m3 per m2
m3 per Employee
WATER CONSUMPTION (m3) per EMPLOYEE BY OFFICE
3 2
0.3 0.2
1
0.1
0
0
Office
Office
APPENDIX
54
OFFICE WASTE: GENERATION, DISPOSAL, RECYCLING AND COMPOST RATE ESTIMATES State of California (CalRecycle) Business Group Waste Stream Services - Professional, Technical, Financial (Per 100 Employees FTE)
LANDFILL
RECYCLED
COMPOST
TOTAL
Tons
%
Tons
%
Tons
%
Tons
Paper
54
66.67%
27
33.33%
0
0
81
Glass
3
75%
1
25%
0
0
4
Metal
8
100%
0
0
0
0
8
Electronics
4
100%
0
0
0
0
4
Plastic
25
89.29%
3
10.71%
0
0
28
Other Organic
43
84.31%
0
0
8
15.69%
51
Inerts and Other
47
97.92%
1
2.08%
0
0
48
Household Hazardous Waste
0
0
0
0
0
0
0
Special Waste
3
100%
0
0
0
0
3
Mixed Residue
0
0
0
0
0
0
0
Grand Totals
187.0
82.38%
32.00
14.10%
8
3.52%
227.0
Per Employee (FTE 1)
1.87
82.38%
.32
14.10%
.08
3.52%
2.27
Where we did not have actual waste data for our offices, we used the above benchmarked disposal, recycling and composting rates based on CalRecycle data.
APPENDIX
55
TOTAL GREENHOUSE GAS EMISSIONS BY REGION, SOURCE AND SCOPE
kgCO2e Annual
2017 - Integral Group - Total Reported GHG Emissions by Region
2017 -Integral Group - Total Reported Emissions by Scope
1,400,000.00
1,400,000.00
1,200,000.00
1,200,000.00
1,000,000.00
1,000,000.00
800,000.00
Canada USA
600,000.00
UK
Flights
800,000.00
Waste
600,000.00
400,000.00
400,000.00
200,000.00
200,000.00
0.00
Water Electricty Gas
0.00 Scope 1
Scope 2
Scope 3
2017 UK Regional GHG Emissions by Scope
kgCO2e Annual
Employee Commute
Scope 1
Scope 2
2017 USA Regional GHG Emissions by Scope
2017 Canada Regional GHG Emissions by Scope
600,000.00
600,000.00
600,000.00
500,000.00
500,000.00
500,000.00
400,000.00
400,000.00
400,000.00
300,000.00
300,000.00
300,000.00
200,000.00
200,000.00
200,000.00
100,000.00
100,000.00
100,000.00
0.00
0.00
Scope 1
Scope 2
Scope 3
Scope 1
Scope 2
Scope 3
Scope 3
0.00 Scope 1
Scope 2
Scope 3
APPENDIX
56
EMPLOYEE REPORTED ETHNICITY DATA
2017 Global Reported Ethnicity
2017 Regional Reported Ethnicity 90 80 70
31%
Staff
60 50 40
Non-White
Non-White
White
White
30 69%
20 10 0 UK
USA
Canada
The white and non-white breakdown was captured by way of JUST survey data. In future years we will attempt to collect more granular data, capturing more than the two categories.
APPENDIX
57
EMPLOYEE REPORTED VOLUNTEER HOURS
EMPLOYEE SELF REPORTED VOLUNTEER HOURS
101+ hours
76-100 hours
51-75 hours
26-50 hours
1-25 hours
0 hours
No Response 0
20
40
60 Total Hours
Self-reported data provided by employees.
80
100
120
140
APPENDIX
58
GENDER DIVERSITY: BY REGION AND JOB CATEGORY
Staff
2017 All Staff Gender Diversity
2017 Technical Staff Gender Diversity
120
120
100
100
80
80
60
Male Female
40 20
60
Male Female
40 20
0 Firm Staff
USW
USE
Canada W
Canada E
0
UK
USE
USW
Canada W
Region
Canada E
UK
Region
Associate / Associate Principal
Principal / Managing Principal
14
25
12
20
Staff
10 15
8 Male
6
Female
Male
10
Female
4 5
2 0 USW
USE
Canada W Region
Canada E
UK
0 Firm Staff
USW
USE
Canada W Region
Canada E
UK
APPENDIX
59
GRI MATRIX GENERAL STANDARD DISCLOSURE
PAGE
G4-1
p.9
G4-3
p. 1
G4-4
p. 4
G4-5 G4-6
ADDITIONAL INFORMATION
Oakland, California p. 15
G4-8
"Geographic Region: United States, Canada, and the UK. Sectors Served: Commercial, Residential, and Institutional Customers: Developers, Architects, and Governments"
G4-9
"450+ Total Employees and 14 Total Offices across 3 Regions (US, UK, and Canada) Gross Fees Earned (2017): $57,501,000 Quantity of Services Provided ( Jobs Won by Region): Canada West: 667 Canada East: 123 US West: 208 US East: 101 UK: 118"
G4-10
Appendix p. 58
See JUST® Label: Diversity, Equity*
G4-11
Not applicable to our firm, however many employees are members of professional organizations.
G4-12
We are not able to estimate the number, value, or impact of our suppliers due to volume.
G4-14
G4-14 is not applicable to our business.
G4-15
p. 21, 32, 38
G4-16
WGBC, ILFI, #WeAreStillIn, JUST, WELL, LEED, fitwel See JUST® Label: Stewardship for additional information*
G4-18
p. 6-8, 15, 16, 18, 19
G4-19
p. 29, 37, 42, 47, Appendix p. 60-62
G4-20
p. 29, 37, 42, 47, Appendix p. 60-62
See Specific Standard Disclosures
G4-21
p. 29, 37, 42, 47, Appendix p. 60-62
See Specific Standard Disclosures
*Additional JUST information can be viewed at http://justorganizations.com/node/289
BOUNDARY
EXTERNALLY ASSURED
APPENDIX
60
GRI MATRIX GENERAL STANDARD DISCLOSURE
PAGE
ADDITIONAL INFORMATION
BOUNDARY
EXTERNALLY ASSURED
Internal
No
See JUST Label: Diversity, Equity*
Internal
No
See JUST Label: Local Benefit*
Internal
No
External
No
G4-22
Not applicable to this report, first annual report
G4-23
Not applicable to this report, first annual report
G4-24
p. 6, 9, 16
G4-25
p. 8, 16
G4-26
p. 7, 8, 16
G4-27
p. 16, 18
Reporting our internal performance.
G4-28
January 2017 - December 2017
G4-29
Not applicable - First annual report
G4-30
Annually
G4-31
Tiffany Elston, Head of People telston@integralgroup.com
G4-33
Not externally assured
G4-34
p. 15
G4-56
Not currently available, publishing in 2018
SPECIFIC STANDARD DISCLOSURE G4-DMA
"p. 3, 6, 7, 8, 14 - 16 Sections A, B, C, D"
ECONOMIC G4-EC5
p. 33, 34
G4-EC6 G4-EC8
p. 4, 5, 21
*Additional JUST information can be viewed at http://justorganizations.com/node/289
APPENDIX
61
GRI MATRIX SPECIFIC STANDARD DISCLOSURE
PAGE
ADDITIONAL INFORMATION
BOUNDARY
EXTERNALLY ASSURED
ENVIRONMENTAL G4-EN3
p. 22 - 27, Appendix p. 50 - 51
Internal
No
G4-EN5
p. 22 - 27, Appendix p. 50
Internal
No
G4-EN8
p. 22 - 27, Appendix p. 52 - 53
Internal
No
G4-EN15
p. 22 - 27, Appendix p. 55
Internal
No
G4-EN16
p. 22 - 27, Appendix p. 55
Internal
No
G4-EN17
p. 22 - 27, Appendix p. 55
Internal
No
G4-EN18
p. 22 - 27, Appendix p. 55
Internal
No
G4-EN23
p. 22 - 27, Appendix p. 54
Internal
No
G4-EN32
Informally collecting for current year. Will formalize for upcoming reports.
Internal
No
G4-EN33
We are not able to estimate the number, value, or impact of our suppliers due to volume.
Internal
No
G4-EN34
There have been no negative grievances formally filed.
Internal
No
*Additional JUST information can be viewed at http://justorganizations.com/node/289
APPENDIX
62
GRI MATRIX SOCIAL
PAGE
ADDITIONAL INFORMATION
BOUNDARY
EXTERNALLY ASSURED
Data unavailable this year. Will formally disclose in following reports.
Internal
No
See JUST Label: Worker Benefit*
Internal
No
G4-LA3
Data unavailable this year. Will formally disclose in following reports.
Internal
No
G4-LA5
Data unavailable this year. Will formally disclose in following reports.
Internal
No
See JUST Label: Safety*
Internal
No
G4-LA9
Informally collecting for current year. Will formalize for upcoming reports.
Internal
No
G4-LA11
Data unavailable this year. Will formally disclose in following reports.
Internal
No
LABOUR PRACTICES AND DECENT WORK G4-LA1 G4-LA2
G4-LA6
p. 40
p. 40
G4-LA12
p. 34
See JUST Label: Diversity*
Internal
No
G4-LA13
p. 34
See JUST Label: Equity, Diversity*
Internal
No
See JUST Label: Diversity*
Internal
No
G4-HR2
Data unavailable this year. Will formally disclose in following reports.
Internal
No
G4-HR3
See JUST Label: Diversity*
Internal
No
See JUST Label: Transparency*
Internal
No
G4-LA16
HUMAN RIGHTS
SOCIETY G4-SO3
*Additional JUST information can be viewed at http://justorganizations.com/node/289
Integral Group London, UK Oxford, UK Oakland, CA San Jose, CA Los Angeles, CA Seattle, WA Richmond, VA Washington, DC Austin, TX Atlanta, GA Vancouver, BC Calgary, AB Toronto, ON Victoria, BC
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