Building Momentum: ESG Leadership in Architecture and Design

Building Momentum

ESG Leadership in Architecture and Design

Franklin Antonio Hall, San Diego, California

A Message from Our CEO

Dear Reader,

Now more than ever, our clients and communities demand transparency in environmental and social leadership. Performance outweighs promise. Metrics matter.

At Perkins&Will, we take seriously our role as leaders in sustainability, health, and well-being. Over the years, our journey has been full of learning moments. While we’ve made great strides—appointing the industry’s first Director of Global Diversity; implementing a firmwide Green Operations Plan; and earning accolades for being the world’s most sustainable firm, to name a few—we’ve only just begun formalizing our reporting process. We’re becoming more sophisticated in the way we track and measure our efforts, and more diligent about disclosing our results.

Our inaugural ESG report pulls back the curtain on our performance in calendar year 2022—the first year for which we underwent a rigorous data collection process adhering to the standards of the Global Reporting Initiative. Applying what we learned from that process, we’re creating efficiencies and holding ourselves more accountable. Our next report will include robust data from 2023 and 2024, aligning us with typical ESG disclosure schedules and, of course, providing valuable insight into where else we have room for improvement on this journey.

We’re issuing this report today because we believe in doing the right thing and leading by example. Whether it’s diversifying design teams through co-creation; ensuring safe and welcoming workplaces for everyone, including our LGBTQ+ staff; decarbonizing our firmwide operations; or helping our clients and communities do the same; our work is positive and purposeful. May it inspire others to be their own agents of change, too.

Phil Harrison CEO, Perkins&Will

We aspire to create places where humanity thrives in harmony with nature.

Who We Are

Since 1935, we’ve been on a mission to create beautiful places that inspire, respect and restore our environment and instill a sense of belonging. As the world grapples with cascading ecological and societal challenges, it’s imperative that we operate our business from these foundational principles, too.

Making a Positive Impact

Over the years, our independent and collaborative research with industry organizations—from our groundbreaking work on material health to embodied carbon benchmarking and reduction—has helped advance sustainability as a key area of focus for the design profession. And our commitment to diversifying the industry shines bright through CoCreate, our firmwide ethos of inclusion that forges enduring partnerships with minority-owned consultants, as well as our growing catalog of scholarships and fellowships.

Honoring Global Commitments

We're proud signatories to, sponsors of, and participants in various pledges, programs, and organizations that promote health, sustainability, and diversity. Here are just a few:

✓ Architecture 2030 Challenge

✓ Black in Design Mentorship Program at the Harvard Graduate School of Design (GSD)

✓ C40 Clean Construction Declaration

✓ Human Rights Campaign (HRC) Corporate Equality Index

✓ National Organization of Minority Architects (NOMA)

✓ World Green Building Council’s Net Zero Carbon Buildings Commitment

ESG: Our Point of View

We know the use of planetary resources like energy, water, and materials is essential to run our firm effectively. We also know our daily business operations influence the health, well-being, and livelihoods of our teams and the communities we design for.

To be a trusted and transparent business partner in every corner of the world, we believe in modeling best practices in leadership and accountability.

Above and Beyond Our Business

ESG doesn’t start and end with our studio operations; it permeates the projects we design and deliver to our clients around the world. We apply what we learn on our own ESG journey to our projects, and what we learn on our projects to our business. In this way, we scale up our environmental, social, and governance impacts well beyond our organization.

ENVIRONMENT

Planet

With you—our clients, communities, partners, and peers—we aim to create a more beautiful, sustainable, equitable world. Together, we design for life.

SOCIAL People

Empathy and compassion nourish our culture of justice, equity, diversity, and inclusion. We live by these values every day, both in our studios and in the communities we serve.

GOVERNANCE

Accountability

We strive to make a positive difference every day. To do the right thing. To seek out ways to be even better.

Girl Scout Camp Lakota, Frazier Park, California

Process & Framework

Methodology

In collaboration with our partners at Sidara—a global network of designers, engineers, planners, and consultants—we underwent a materiality assessment, engaged relevant stakeholders, and participated in ESG target-setting workshops in early 2021. Our materiality assessment identified several reputational, operational, and commercial impacts.

Following a period of stakeholder engagement and workshops, we identified the Global Reporting Initiative (GRI) as a framework for our ESG disclosure, and established 10 key performance indicators we could report on.

External Assurance

PwC reviewed our 2022 data for the 10 GRI Indicators and validated our methodology, data collection quality, and governance process. In addition, BMO Climate Smart verified our process of compiling greenhouse gas (GHG) emissions inventory to ensure compliance with the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard, Revised Edition; this resulted in our being named a Climate Smart Certified organization.

GRI is internationally recognized and enables us to capture our performance across multiple geographic areas, nations, and cultures. It is also compatible with other frameworks, such as the World Green Building Council’s (WGBC) Net Zero Carbon Buildings Commitment.

Looking ahead, over time we expect to increase the number of GRI indicators we report on. We'll also adjust our reporting as necessary to meet changing regulations and market demands.

Even though we've been at the forefront of sustainability for decades, we're still at the very beginning of our ESG journey. This foundational report serves to communicate our commitments, outcomes to date, and future improvements.

Learn more about Sidara ⇒

Report Highlights

As you navigate your way through this report, you’ll find there’s lots of information to read and an abundance of data to digest. The following highlights represent what we believe are the most critical topics:

Click “Read More” under any of these highlights to get where you want to go, faster.

Decarbonization Policy

In late 2022, we introduced a firmwide policy to transition our operations off fossil fuels, conserve more energy, conduct embodied carbon assessments, integrate renewable energy technologies in the design of our new studios, and procure high-quality carbon offsets.

We revamped our original 2005 Green Operations Plan to include the most current best practices for water, energy, carbon, and waste minimization. Additionally, we’ve called upon each of our studios to formally acknowledge the history and ecology of their locations.

Long embedded in our ethos, our commitment to partnering with racially and ethnically diverse subconsultants at the earliest stages of design became an official part of our work process in 2022. We call it “CoCreate.”

As part of our Social Purpose program, in 2022, our teams around the world collectively donated more than 7,800 hours of professional design services and/or hands-on labor to nonprofit organizations that make a positive difference in their communities.

In 2022, the combined makeup of our Board of Directors, Executive Committee, studio leadership, and advisory boards was 31% women and 18% racially/ethnically diverse.

Energy & Emissions

GOALS & TARGETS

PERFORMANCE

Decarbonization

Eliminate direct fossil fuel use in all our studios’ operations by 2025.

Energy Conservation

Improve our studios’ energy efficiency, using less than 35 kbtu/sf annually starting in 2025.

Green Power

Help decarbonize our utility grid by integrating on-site renewable energy sources that generate 50% of office energy annually, starting in 2025.

Carbon Offset

Address any remaining carbon emissions through the purchase of responsible carbon offsets.

We’ve tracked our total energy use consumption and emissions since 2011, and we’ve been offsetting our emissions each yeara ever since.

BMO Climate Smart audits our energy and emissions profile annually.

In response to dynamic markets and evolving business needs, our annual operational emissions between 2011 and 2019 varied. Then in 2020, amid the COVID-19 pandemic and a global transition to working from home, we opted not to track our emissions. Data from 2021 and 2022 reflect a post-COVID operating model that supports hybrid, flexible work.

In Q4 2022, we introduced a Decarbonization Policy to help our studios transition off fossil fuel energy sources for their business operations. We also prepared an update to our Green Operations Plan, which we had adopted in 2005 to provide clear guidance for improving the environmental performance of our studios worldwide.

OPPORTUNITIES FOR INNOVATION

Benchmarking

One of the challenges we faced in tracking energy consumption data and emissions is that the majority of our studios are leased spaces with variable lease terms. To help quantify our emissions data in cases where it was limited, we developed and deployed a unique benchmarking approach, which was reviewed by PwC and BMO Climate Smart.

Tracking Scope 3 Emissions d

We're exploring different ways to track our Scope 3 emissions associated with staff working from home—including their commutes to and from our studios—and other relevant categories, such as goods and services.

LOOKING AHEAD

Lead by Example

With every lease renewal, we’re committed to designing energy-efficient, low-embodied-carbon work environments for our teams around the world. By “walking our talk,” we demonstrate what’s possible and can inspire others in our industry to do the same. We’ve made this pledge public, too, by signing the World Green Building Council’s Net Zero Carbon Buildings Commitment.

CASE STUDY

Our Washington, D.C. Studio

Our studio in the U.S. capital, located in a repurposed U.S. Secret Service garage, provides a healthy, vibrant, sustainable loft space for creative collaboration. We handled all the planning, decision-making, and strategy-setting on our own, using the same best practices we employ when working with our clients.

Certifications: LEED Gold® registered with the certification goal of WELL Platinum, registered with the certification goal of Living Building Challenge Petal Certification (Materials, Equity, Beauty)

100% of our emissions were offset in 2022 (4,848.32 tCO2e)

52% ↓ 60%

reduction in embodied carbon through building repurposing, material reduction, and takeback programs of the material and furniture were re-used

Water

GOALS & TARGETS

Baseline Use

Establish a total water use baseline for our business operations firmwide by 2024, with 100% studio participation by 2025.

Conservation

Install low-flow toilets, waterless urinals, and Energy Star certified fixtures and appliances (e.g. dishwashers) in every non-leased studio, every studio whose lease is being renewed, and every studio that's undergoing tenant improvements.

Filtration

In studios with 50 or more employees, we’ll provide filtered drinking water via a water bottle filling station or pantry sink, starting in 2025. Additionally, we’ll eliminate single-use water bottles.

“We actively look for solutions to enhance the vitality of both human-made and natural systems. In other words, we design in service to all of life. We understand that environmental issues and social justice issues are two sides of the same coin. Solutions that are good for nature are also good for people.”

Jason F. McLennan Chief Sustainability Officer, Living Building Challenge Founder

PERFORMANCE

We’ve collected data on our water consumption since 2011, albeit with varying degrees of consistency from studio to studio. In general, our studios achieve a 40-45% reduction in indoor water usage.

OPPORTUNITIES FOR INNOVATION

Benchmarking

Similar to the challenges we faced reporting our energy use and emissions data, the vast majority of our offices are leased assets; this limits our access to our studios’ water utility bills and submeters. In the absence of consistent data, we’re developing a methodology to benchmark water consumption across our global portfolio. Our initial data collection efforts have yielded promising insights.

LOOKING AHEAD

New Opportunities, Goals, & Technologies

We’re committed to identifying new opportunities to reduce water consumption across our portfolio of real estate assets, and will establish clear water use reduction goals. With every lease renewal, we’ll also install technologies that allow for more consistent data collection and Water Use Intensity (WUI) reporting.

CASE STUDY

Our London Studio

We designed 150 Holborn, our London studio, to be a highly sustainable workplace that supports environmental health and employee well-being at every level. This includes the responsible management of our water supply. In addition to collecting and treating greywater, we take advantage of seasonal weather patterns to harvest rainwater, which we then store and reuse for non-potable purposes all year long.

Certifications: Registered with the certification goal of BREEAM Outstanding, Registered with the certification goal of LEED Platinum®

357,051 68% ↓

collected per year of non-potable supply (rainwater plus greywater)

Materials

GOALS & TARGETS

Comprehensive Reporting

Promote a culture of waste minimization by identifying major waste streams and adopting composting, reuse, and recycling best practices firmwide by 2024.

Waste Diversion

Divert 95% of solid waste streams from each studio and require all studios to report their diversion rates by 2025.

Responsible Procurement

Establish firmwide guidelines for the procurement of responsibly sourced, healthy materials that help eliminate waste and toxins in the workplace by 2024.

“It’s so important that we use and choose our materials carefully to ensure the most minimal impact on our health and the environment. From certified nontoxic, low-emitting products to upcycled and repurposed materials that contribute to a circular economy, we lead by example with the design of our own workspaces—and then take that knowledge and experience directly to our clients.”

Mary Dickinson Regional Director of Regenerative Design

PERFORMANCE

Our approach to waste management starts with a desire to reduce waste generation. This includes phasing out single-use plastics, procuring FSC-certified paper, and requiring that vendors adhere to stricter waste reduction standards in all our studios worldwide. For projects that we design for our clients, we include waste management best practices in our specifications and in the owner’s project requirements.

OPPORTUNITIES FOR INNOVATION

Establishing a Baseline

While individual studios have made efforts to recycle paper, electronics, and other office consumables, we currently don’t have consistent data quantifying our efforts and impact firmwide. To facilitate future tracking and reporting, we’re working to establish a global waste generation and diversion baseline.

LOOKING AHEAD

Improved Tracking

We recognize that a reliable waste management tracking system is critical to ensuring optimal environmental performance. We’re committed to creating and implementing a framework for measuring waste minimization, collection, and diversion firmwide.

CASE STUDY

Our Dallas Studio

Our Dallas studio, located in the historic Dallas High School building, is a best-in-class example of sustainable transformation through adaptive reuse. We designed the space to celebrate the character of the original building while minimizing demolition and on-site waste. Recycling and composting are integral daily practices here, too.

Certifications: LEED Platinum®, WELL Gold, registered with the goal of Fitwel 2 Star Rating

99% 99%

of existing non-structural elements re-used of construction waste diverted from landfill during construction

Biodiversity

Small Steps, Big Goals

We’re still learning how to align our business operations with efforts to increase biodiversity and improve ecosystem health. One path we’re considering is adopting recommendations from the Taskforce for Nature-Related Financial Disclosures (TNFD). These recommendations aim to help businesses evaluate and report on their operations’ risks to, and impacts on, nature, while also helping them make better decisions in the future.

We recognize that the projects we design and deliver to our clients can also have an impact on biodiversity. Our teams are developing new skills and expertise in ecological health, environmental consulting, and nature-based design solutions to guide their work. This includes habitat preservation strategies and bird-friendly building materials.

Our Dallas Studio

Our Dallas studio features an outdoor garden of edible and pollinator plant beds that promote biodiversity awareness, health and wellness, and sustainability.

Design has the power to touch lives, make memories, and build community. We unleash this power when our teams and clients are happy, healthy, and fulfilled.

CASE STUDY

Destination Crenshaw, Los Angeles, California

Destination Crenshaw is a one-of-a-kind reparative infrastructure project that celebrates the cultural contributions of Los Angeles’ Black community. Expressed through a unique marriage of art, urban design, and landscape design, this 1.3-mile outdoor experience is an exemplar of inclusive, community-led design and diverse teaming.

Justice, Equity, Diversity, & Inclusion (J.E.D.I.)

GOALS & TARGETS

Boost Percentage of Women Employees by Region

Maintain a gender balance of at least 50% women in each geographic region in which we operate.

Increase Percentage of Women in Leadership Positions

Achieve a global gender balance of at least 50% women leaders firmwide.

J.E.D.I. has been a core value and strategic mission of our firm for a decade. Our Director of Global Diversity, appointed in 2013, establishes qualitative and quantitative metrics to assess our performance, chairs our firmwide Diversity Council, and oversees our J.E.D.I. policies and programs. Today, we’re proudly recognized as an industry leader in diversifying our profession and creating a culture that welcomes, includes, and engages everyone.

In 2018 and 2022, respectively, we developed a “Social Equity Toolkit” and a “Neurodiversity Toolkit” to support inclusive, equitable design. We’ve been designated a “Best Place to Work for LGBTQ+ Equality” by the Human Rights Campaign for five consecutive years starting in 2019. In 2021 we established best practices for creating diversity programs in U.S. architecture

firms and released guidelines in collaboration with the American Institute of Architects. And in 2022, our approach to diversifying the design process, known as CoCreate, resulted in partnerships with nearly 700 minority-owned and disadvantaged businesses in the U.S., providing fresh opportunities for racially/ethnically diverse design professionals and boosting the local economies where we work.

Additionally, our Canadian staff participate in cultural sensitivity training in support of the Truth and Reconciliation Commission of Canada: Calls to Action report . We also aim to increase representation of Indigenous Peoples in architecture through undergraduate and graduate scholarships at Laurentian University in Ontario.

Taking steps to diversify the

talent pipeline

The Phil Freelon Fellowship

The Phil Freelon Fellowship provides expanded academic opportunities to students of color at the Harvard Graduate School of Design (GSD).

a Data reviewed by PwC

Data not peer-reviewed

U.S. data only

PERFORMANCE

% women by region a

The Black in Design Mentorship Program

The Black in Design Mentorship Program with the GSD aims to promote greater representation of Black talent in the design industry by fostering meaningful and lasting relationships as early as high school.

National Organization of Minority Architects (NOMA)

Our participation in the middle school summer camp introduces architecture to youth of color. And, we’re a proud Diamond sponsor of NOMA’s annual conference.

% women by employee category b

Scholarships for Indigenous Architects

For Indigenous students enrolled at Laurentian University’s McEwen School of Architecture, our two annual scholarships support our commitment to reconciliation in Canada.

We also encourage self-organized “affinity groups” to help foster a sense of community and connection across different demographics. To date, these include groups for women, minority architects, Black and Brown talent, and LGBTQIA+.

“Our philosophy is to be the change we wish to see in our profession and the world. We can elevate the industry by challenging the status quo and reimagining the future through the J.E.D.I. lens. We know change takes time, and there’s more work ahead. But we’ve made great progress so far, and have no intention of slowing down.”

Gabrielle Bullock Chief Diversity Officer, 2020 AIA Whitney Young Jr. Award Winner and 2022 AIA Los Angeles Gold Medal Winner

JUSTICE, EQUITY, DIVERSITY, & INCLUSION (J.E.D.I.)

CASE STUDY

Dawes Road Library, Toronto, Canada

Dawes Road Library in Toronto reflects a commitment to reconciliation through the authentic celebration of Indigenous culture. In collaboration with our Indigenous partners at Smoke Architecture, we designed a metaphorical star blanket—a traditional gift among many indigenous peoples that honors contributions to the community—for the building’s façade. It signifies the interweaving of culture, language, and learning that happens inside the library. The building is also an exemplar of sustainability and certified to meet the Canada Green Building Council's (CaGBC) Zero Carbon Building Design standard.

OPPORTUNITIES FOR INNOVATION

Inspiring Tomorrow’s Talent

In the U.S., limited access to architecture and design education for Black, Indigenous, and other students of color poses a direct challenge to diversifying the design industry’s talent pool. We regularly visit elementary, middle, and high schools, as well as colleges and universities, to inspire students to explore a career in architecture. And, we encourage others in our field to do the same. For example, from 2014 to 2022, our Director of Global Diversity addressed audiences at:

✓ 16 universities

✓ 91 organizations/firms in architecture, engineering, and construction

✓ 4 diversity/equity/inclusion conferences

LOOKING AHEAD

Lead by Example

We’re committed to increasing representation across gender, race, culture, ethnicity, and neurodivergence—because we know that a diverse talent pool reflects the diverse communities we serve. Part of that means better aligning our J.E.D.I. efforts with the needs of our studios operating outside of North America, which have more restrictive government regulations around the legal collection of identity data.

Recruitment and Retention

While inherent bias is a naturally occurring human phenomenon, bias in recruitment and retention practices perpetuates homogeneity in the workforce. This can happen even when hiring managers believe themselves to be objective in their assessment of candidates. In 2017, we mandated bias awareness training for every employee. Since then, we have been providing resources to team leaders and managers that help them identify and counter their own biases during year-end reviews; this leads to fairer and more balanced assessments of their team members' work.

Local J.E.D.I. committees around the firm organize studio-based initiatives and support firmwide campaigns, including Black History Month, Women’s History Month, Asian American and Pacific Islanders Month, Pride Month, Hispanic Heritage Month, and more.

Artwork: Emily Preece, Chicago

Talent

GOALS & TARGETS

Competitive Medical Plans

Provide competitive medical plan offerings each year, whenever possible striving to either maintain or reduce existing premiums, beginning in 2023.

Enhanced Parental Leave

Expand paid parental leave from 4 to 6 weeks and remove the 1-year waiting period for new employees by 2024.

Adoption & Surrogacy Benefits

Grant employees up to $10,000 per child for costs related to adoption or surrogacy by 2024.

Supplemental Medical Plans

Enhance medical protection for our employees and their families when needed most by adding supplemental plans for accidents, illness, and hospital stays by 2024.

Pay Equity

Implement firmwide tools to support pay equity philosophy for 100% of our studios by 2026.

Retirement Savings

By 2023, provide full-time employees in the U.S. and Canada with enhanced opportunities to save for retirement.

“We believe fair treatment, access, and opportunity create a workplace where our unique differences help build ingenious solutions. We strive to create a safe, inclusive environment that fosters a strong sense of belonging and a culture in which everyone loves to work.“

PERFORMANCE

We work hard to maintain a firmwide culture of empathy, trust, and inclusion. This is supported by a comprehensive benefits package, pay equity policies, and learning and development programs to grow our talent. Through standardized annual reviews and yearlong performance conversations (known as “Thrive”), as well as an innovative tool that assesses individual performance and potential (known as “Calibrate”), we're developing a deep and diverse bench of leaders who will carry our firm into the future. Our efforts have led to strong employee retention, with an average turnover of 16.8%a across North America, Latin America, Europe, and Asia Pacific. And in response to popular demand from our employees post-COVID, we maintain a highly flexible hybrid in-office/remote work environment across most of our studios, supporting employee choice and well-being.

Amber Hamilton Chief Talent Officer

a

average turnover across North America, Latin America, Europe, and Asia Pacific

Our Minneapolis Studio

OPPORTUNITIES FOR INNOVATION

Balancing Remote and In-Person Work

As we institutionalize a hybrid workplace, we also recognize the heightened need for coaching and mentoring—essential components of professional development that, we believe, provide the greatest value when they happen in-person. Our efforts to encourage teams to be physically present in their studio resulted in an average workplace occupancy of 41% in 2022, and that continues on an upward trend.

Ensuring Pay Equity

We’ve been conducting pay equity audits annually since 2015, ensuring when we hire or promote talent that we’re giving equal attention to gender, race, and ethnicity. This supports our commitment to diversifying our talent pool. Additionally, we undergo regular reviews to make sure we’re providing equal pay for equal work when pay-related factors are the same (i.e., experience, performance, level of responsibility, education, licensure/certification, and geographic location). If a review reveals a pay gap when other pay-related factors* are equal, we correct it. Our pay equity practices currently include:

✓ Abstaining from asking for current salary or compensation history from applicants

✓ Providing pay equity training to studio leadership

✓ Reviewing comparable salaries of internal peers prior to making job offers

✓ Conducting annual merit increase reviews for employees, including racially/ ethnically diverse groups, to ensure compensation decisions are fair, valid, and unbiased

LOOKING AHEAD

Pay Transparency

We’re committed to implementing universal solutions to pay equity and pay transparency despite vastly differing local, regional, and national legislation. This entails simplifying our organizational structure, streamlining our job descriptions, reducing redundant job titles across our North American studios, and creating clearly defined paths for our most common positions. Additionally, we are beginning to incorporate pay bands into our compensation modeling, which will allow for greater pay transparency in North America and, eventually, Latin America, Europe, and Asia.

Benefits Boost

Based on employee engagement survey results, industry benchmarks, and the expertise of our benefits brokers, we’re constantly assessing where we can make our benefits offerings even more competitive. We aim to lead the industry and be the firm of choice for top talent worldwide.

Our Washington, D.C. Studio

Experience,

Learning & Development

GOALS & TARGETS

Tools & Resources

Revamp and reintroduce our firmwide Learning and Development (L&D) program and ensure 100% of talent have access to relevant tools and resources by 2025.

Performance Reviews

By 2025, ensure 100% of talent engage in meaningful conversations about career growth and performance throughout the year.

“Our global learning and development efforts are focused on our organization’s strategy and our communities’ aspirations. We deliver best-in-class solutions to get us from where we are to where we aspire to be. At the heart of everything we do is a belief that everyone can learn, and through this continuous practice, we demonstrate what it is to be deliberately developmental.”

Heather Currier Hunt Chief Learning Officer

Key Programs & Platformsc

Digital Practice Core eXchange

A series of technical design and technology-focused live training sessions and quarterly programming.

Employee orientation

A comprehensive onboarding program to position new hires for a successful start at the firm.

PERFORMANCE

Employees have access to tools and programming that supports licensure, professional credentialing, and leadership development.

engage

Hands-on learning and mentorship to sharpen business development and client engagement skills.

Leadership Institute

An advanced leadership development program for rising and senior-level staff.

Licensing & credentialing support

Training, time, and coverage of fees to support professional licensure and credential attainment/maintenance.

9.5 hours a average time, per employee, spent on continued education/skills development in 2022

74% b of employees received a year-end review in 2022

Indigo

A leadership development program for high-potential mid-career designers aspiring to become design principals or design directors.

Perkins&Will University (PWU)

Internal knowledge-sharing on a broad range of topics through live and recorded trainings.

Preventing workplace harassment

A multimedia course that reviews the basics of workplace harassment and how to prevent it, and complies with local harassment training laws.

a Data reviewed by PwC

b Data not peer-reviewed

c For a complete list of programs and platforms, see Appendix

OPPORTUNITIES FOR INNOVATION

Data Management

Without a firmwide learning management system, our data is limited. We're currently investigating platforms that would allow us to be more data-informed in our learning and development interventions, and to ensure growth opportunities are distributed equitably and matched to individual, studio, and firm needs.

LOOKING AHEAD

Program Enhancements

We recognize the strategic need to stay competitive by providing world-class learning and development programs. We’re committed to revamping our programming to target specific skills development and training—homing in on the areas we’re sure will bring our firm, and our people, continued success.

We invest in hands-on, collaborative workshops and other learning modules, such as presentation training, to help our talent further develop and refine their skills.

Health, Safety, & Well-Being

GOALS & TARGETS

Occupational Health & Safety

Reduce to zero the total number of on-site and in-studio occupational health and safety reports per employee by 2025, and maintain exemplary performance from year to year.

Training

Provide greater and more regular access to occupational health and safety training for staff, supporting our vision for 0% reports by 2025.

Employee Satisfaction

By 2026, increase our staff “net promoter score” to a minimum of 50/100 points on our annual PLUS Survey, which seeks to understand overall employee engagement and satisfaction.

Cybersecurity

Achieve 100% certification to ISO 27001 across all studios, globally, by the end of 2025. ISO 27001 is the leading standard for information security management systems.

a Data reviewed by PwC

b Data not peer-reviewed

“Teams that feel their personal and professional data are safe and protected are happier, and we know happier teams produce higher quality work. We can’t have one without the other. So we always put our people first.”

Selvaraj

PERFORMANCE

Our Project Delivery Manual—which we make available to our employees—outlines best health and safety practices for on-site conduct. In 2022, there were 0.058a occupational health and safety reports per employee, representing a nearly perfect safety record.

Also in 2022, we achieved an employee “net promoter” score of 45/100a on our annual PLUS Survey. This means that nearly half of our staff are so satisfied with their jobs and our firm culture that they actively promote Perkins&Will to their friends, family, and professional networks. And 79%a of respondents (with a 67% response rate) ranked the firm an 8 or higher on a 10-point scale.

We also take the security of our employees’ and clients’ data very seriously. In addition to anti-virus protection, we deploy a suite of advanced Microsoft security solutions to keep our data safe, including multi-factor authentication, identity protection, and secure web browsing. Our Cybersecurity Council, led by our Chief Information Officer, leads these efforts.

OPPORTUNITIES FOR INNOVATION

Listening First

Our 2022 PLUS Survey indicated a high satisfaction level among staff, but there were clear areas for improvement—namely with respect to benefits. Based on this feedback, we took immediate action to enhance our benefit offerings. This included not increasing and/or reducing insurance premiums; expanding paid parental leave from four to six weeks; adding adoption and surrogacy benefits for parents; offering supplemental medical plans; and increasing our 401(k) company match. In total, these changes reflect an investment of $2.75MM to respond to the needs of our talent.

Real-time Cyber Security Skills

With data breaches becoming increasingly common, and phishing attempts growing ever more sophisticated, we realized we needed to augment session-based security awareness training without disrupting our staff’s work day. A monthly randomized “phishing” campaign, sent to staff’s inboxes, tests individuals’ cybersecurity savvy in real time by allowing them to flag and report suspicious email. In 2022, our passing rate was 92%b

LOOKING AHEAD

Assessment and Optimization

We're committed to continuously surveying our staff firmwide to give them an opportunity to express their level of satisfaction on the job, and to respond to those surveys with actionable solutions whenever possible. We're also committed to optimizing our digital security in every location where we practice.

79% a of employees that responded to our annual PLUS Survey ranked the firm an 8 or higher on a 10-point scale

0.058 a number of occupational health and safety reports per employee in 2022

Murali

Chief Information Officer

Our Toronto Studio

Community

GOALS & TARGETS

Giving Back

Increase our annual time toward volunteering, charitable giving, and pro bono professional services for nonprofits to 20,000 hours—the equivalent of $2.5MM in net service revenue—by 2025.

Universal Participation

Achieve a 100% rate of engagement in local community volunteering, charitable giving, and pro bono professional services from all studios by 2025.

Community Partnerships

Improve our process of tracking annual investments in partnerships with ethnically diverse, minority-owned, women-owned, and LGBTQIA+-owned subcontractors and vendors.

PERFORMANCE

As a design firm with expertise in everything from education and health to affordable housing and urban planning, we know our skills and knowledge have the power to uplift the lives of the underserved and underrepresented. In 2022, we donated over 7,800 hoursb of professional design services to local community organizations in the U.S., Canada, Brazil, China, and the U.K., achieving 100% participation from our U.S. and Canadian studios. Many of those studios have cultivated long-term relationships with local nonprofits over the years and, as a result, have demonstrated a lasting impact. Additionally, we have a long legacy of volunteering around the U.S. with the ACE Mentor Program, which inspires high school students to pursue careers in the architecture, construction, and engineering industries.

Beyond our pro bono activities, our commissioned work also builds and strengthens communities—both through stakeholder engagement and community members’ use of the environments we design. In 2022, we completed 86 hospitals, 20 college or university campus buildings, 18 K-12 schools, 10 athletic facilities, 8 libraries, 8 cultural and civic destinations, and 5 public parksb, among many other community projects.

Finally, as previously mentioned in the Justice, Equity, Diversity, & Inclusion (J.E.D.I.) section, in 2022 we partnered with close to 700 minority-owned and disadvantaged businesses in the U.S.b—a reflection of our commitment to a “CoCreate” philosophy. This opened up fresh business opportunities for racially/ethnically diverse design professionals and boosted the local economies where we worked.

OPPORTUNITIES FOR INNOVATION

Building Relationships

It can often take considerable time to earn the trust of a community, particularly if that community has been marginalized, unseen, unheard, and underserved. We have found that by building authentic relationships, establishing a level of comfort through the familiarity of a consistent team, and listening with compassion and empathy, we can forge enduring bonds that uplift the communities we serve.

LOOKING AHEAD

Maximizing Our Reach

We aim to expand our pro bono footprint worldwide, responding and adapting to rapidly changing cultural and community needs. We’re committed to establishing new relationships with nonprofits around the world that share our values—so we can help them advance their grassroots work.

7,800+b

hours of service to local community organizations in the U.S., Canada, and U.K.

CASE STUDY

A Space to Soar, Atlanta, Georgia

A Space to Soar, a two-story dance academy for underserved youth in Atlanta, Georgia operated by nonprofit Moving in the Spirit, provides a safe and nurturing environment for personal, emotional, and social growth and physical skills development. Our team's design and delivery of the academy was both pro bono and commissioned, albeit at a reduced rate.

Read more stories about how we give back through community partnership in Together, We Design

250 100% 2,030 students aged 3 to 18 served annually high school graduation rate pro bono hours for programming, design, and construction administration

2022 Accomplishments

• Completed Elementary Media Center Renovation! (x Charlotte Hornets)

• Initiated new partnership with International House (Charlotte)

• Continued work on Pauli Murray Center (Durham)

“Enhancing communities—the places we live, learn, work, play, and heal—this is at the heart of our jobs as architects and designers. Whether it’s expressed through the work we’re commissioned to do for our clients or through our pro bono services, our commitment to community runs deep and wide.”

Mark Jolicoeur Managing Principal

2022 Challenges and Key Takeaways

• Challenge: balancing Purpose Projects with regular studio work

2023 Goals

Complete International House Upfit (June) Complete Design Services for Pauli Murray Center

Identify (and work with) 2 new 'Incubator' partners Quarterly Service+ Projects

We believe transparency into our firm’s structure, risks, and performance is key to achieving our goals—and to holding ourselves to account.

CASE STUDY

Green

The use of natural materials, soft curves, and biophilic elements, paired with an emphasis on carbon reduction, creates a healthy space for USGBC’s staff that supports their holistic well-being and the natural environment. The office is an exemplar of resource circularity thanks to material reuse and repurposing. The space also teaches visitors and staff about the importance of sustainable design.

↓ water usage reduction from low-flow fixtures

↓

Governance Frameworka,b

We’re a privately held Delaware-based corporation that operates globally. We opened our founding studio in Chicago in 1935, and in 2022 we operated in nine countries: the U.S., Canada, Mexico, U.K., Ireland, Denmark, France, Brazil, and China. Our portfolio of affiliates and subsidiaries includes Nelson\Nygaard, Schmidt Hammer Lassen Architects, Pierre-Yves Rochon, McLennan Design, and Portland Design. We’re also a member of the Sidara Collaborative—known in 2022 as Dar Group—a global network of leading designers, engineers, planners, and consultants committed to advancing ecological health and well-being.

2022

LEADERSHIP Shareholders

Our principals collectively own 38% of Perkins&Will shares; the remaining 62% are owned by Sidara. Our successful partnership with Sidara began in 1985.

Executive Committee

The Board of Directors, C-Suite, Regional Directors, and Firmwide Practice Leaders—along with a small group of rotating members—comprise our Executive Committee. The committee meets in a forum three times a year to discuss the current and future state of the markets we serve, and the continuous improvement of our practice. In 2022, the committee was comprised of 27% women and 22% racially/ethnically diverse members.

Studio Leadership

Each of our studios is led by a Managing Director, Operations Director, and Design Director. This structure balances excellence in client engagement and service, planning and design, environmental stewardship, talent development, and financial performance. On average, in 2022 studio leadership was 23% women and 6% racially/ethnically diverse.

“A diverse bench of talent from a broad array of disciplines is what makes our firm’s leadership extraordinary. We welcome, encourage, and include voices from all corners of our firm to help enhance our business practices. This keeps us smart, nimble, and competitive.”

Lindsey Peckinpaugh President

Sidara

Perkins&Will Principals

Board of Directors

The Board of Directors, chaired by Chief Executive Officer Phil Harrison, guides the firm’s priorities and overall business strategy. The Board rotates periodically to include diverse perspectives. In 2022, the Board was made up of 40% women and 22% racially/ethnically diverse members.

Women 40% 22%

Racially/Ethnically Diverse

Women

Racially/Ethnically Diverse

Advisory Boards

Our advisory boards, which include Design, Marketing, Project Delivery, Research, Living Design, and Technology, focus on advancing our industry leadership in each area. Collectively, the advisory boards’ membership in 2022 was 44% women and 20% racially/ethnically diverse.

Women 44% 20%

Racially/Ethnically Diverse

Women 23% Racially/Ethnically Diverse 6%

LOOKING AHEAD

Gender Parity

We aim to achieve gender parity and greater representation of racially and ethnically diverse groups on our Board of Directors, Executive Committee, and across studio leadership by 2030.

Risks, Ethics, & Compliance

POLICY AND STANDARDS

Our Risk Management Policy identifies events or activities affecting our operations that may pose legal, financial, or reputational risk to the firm, as well as corresponding risk management procedures. The policy addresses operational and ethical risks, and addresses anti-bribery, corruption, and other compliance matters through established protocols.

In particular, the policy helps us assess matters arising out of professional services marketing and contracting (which make up most of our business activity). Our Risk Management Committee, which in 2022 included our Chief Executive Officer, Chief Financial Officer, Chief Practice Officer, and General Counsel, reviews and approves all mitigation plans before proceeding.

Risk Management Committee

Chief Executive Officer Chief Financial Officer Chief Operating Officer Chief Practice Officer General Counsel

Additionally, we maintain high standards of conduct and personal integrity, and expect our employees to refrain from engaging in illegal, dishonest, or unethical activities. We advise our staff to report any witnessed dishonest, unethical, or illegal behaviors to our Chief Talent Officer. And our anonymous online Equity portal, launched in 2017 in the wake of #MeToo, allows staff to confidentially report any workplace harassment issues directly to our Chief Talent Officer.

LOOKING AHEAD

Aligning Values

We aim to evaluate every future project opportunity against our environmental stewardship and J.E.D.I. criteria. This will ensure we’re aligned with like-minded clients and consultant teams, strengthening the positive impacts of our environmentally and socially responsible work.

“As a values-driven organization, we owe it to our teams to ensure the work we undertake is both legally and ethically sound, and that any financial or reputational risks to the firm or to our people are understood and carefully considered. We aim to run a profitable business that supports our staff’s livelihoods while meeting or exceeding the needs of our clients and communities.”

Joelle Jefcoat Deputy General Counsel

Nemesis Coffee at Great Northern Way, Vancouver, British Columbia

2024 Governance Structures

Our firmwide strategy is developed and managed by a diverse group of leaders from around the firm who report to our board of directors and executive leadership.

BOARD OF DIRECTORS

Gina Berndt

Yanel de Angel

David Dymecki

Andrew Frontini

Chris Hardie

Phil Harrison

Chair

Zena Howard

Kay Kornovich

Richard Marshall

Jason F. McLennan

Lindsey Peckinpaugh

Tom Reisenbichler

Talal Shair

Brodie Stephens

Secretary

FIRMWIDE LEADERSHIP

Chief Executive Officer

Phil Harrison

President

Lindsey Peckinpaugh

Chief Design Officer

Casey Jones

Chief Diversity Officer

Gabrielle Bullock

Chief Financial Officer

Todd Gilles

Chief Information Officer

Murali Selvaraj

Chief Learning Officer

Heather Currier Hunt

Chief Marketing Officer

Gina Berndt

Chief Operating Officer

Susan Gushe

Chief Practice Officer

Tyson Curcio

Chief Sustainability Officer

Jason F. McLennan

Chief Talent Officer

Amber Hamilton

General Counsel

Brodie Stephens

FIRMWIDE PRACTICE LEADERS

Advisory Services

Leigh Stringer

Aviation

Julie Wienberg

Branded Environments

Keith Curtis

Corporate and Commercial

Tom Kasznia

Cultural and Civic

Zena Howard

Federal

Amy Blonder

Health

Marie Henson

Higher Education

David Damon

K-12 Education

Aimee Eckmann

Landscape Architecture

Zan Stewart

Science and Technology

Ed Cordes

Sports, Recreation, and Entertainment

Don Dethlefs

Transportation

James McGrath

Urban Design

Cassie Branum

Workplace

Kim Rousseau

Economic Performance

GOALS & TARGETS

PERFORMANCE

Growth

Drive moderate growth of our core areas of practice while accelerating growth of our emerging practices, including aviation, transportation, advisory services, urban design, landscape architecture, and branded environments.

Geographic Expansion

Expand service offerings into more countries and emergent markets around the world, with a particular emphasis on Europe, the Middle East, and Asia.

Research

Invest annually in applied research to fuel continued innovation in each of our practice areas.

LOOKING AHEAD

Practice Leadership

We know that to stay competitive in an ever-changing economy, we have to be nimble and agile. We also have to provide strategic leadership opportunities for our talent. That means periodically rotating our practice leadership to ensure the right talent is at the helm of the right practice at the right time. As we continue to grow our business into new markets, we’re committed to identifying those leaders through a J.E.D.I. lens.

Digital Advancement

To keep our business running smoothly, our dedicated team of IT experts and UX designers develops cuttingedge bespoke tools—such as real time dashboards to monitor accounts and project performance—that streamline our project management and delivery. These technological advancements result in saved time and expense for our firm and our clients, and we’re committed to continuing to innovate.

Commitments & Certifications

GOALS & TARGETS

Industry Partnerships

Maintain 100% of our current partnerships with industry peers, with an eye toward future expansion.

Walking Our Talk

Annually report our progress toward fulfilling various commitments and pledges we’ve signed onto over the years to hold ourselves publicly accountable.

“Our commitment to environmental and social leadership has long been part of our mission. However, it’s through our internal policies, global commitments, and diverse partnerships that we’re able to influence the change we want to see in our industry. We know this change must come first within our own organization—and this report tells that story.”

Kathy Wardle

Regional Director of Regenerative Design

PERFORMANCE

We’re proud to commit to goals established by internationally recognized organizations on climate action and social justice. These commitments hold us to a high standard that reflect our core values.

Environmental Leadership

In 2021, we became a signatory to the World Green Building Council’s (WGBC) Net Zero Carbon Buildings Commitment, joining other leading businesses, organizations, cities, and government organizations in taking action toward decarbonizing the built environment. The Commitment entails tracking, reporting, and reducing greenhouse gas emissions associated with business operations; undertaking life-cycle assessments of any new construction or retrofits; and becoming a net-zero carbon organization by 2030. Per the Commitment’s requirements, we reported our 2022 data emissions to the WGBC and will continue to do so annually. The Commitment is also aligned with GRI disclosure metrics 302 and 305.

Social Leadership

We take pride in offering a safe, inclusive, and welcoming workplace for our entire staff, and we’re regularly recognized as a top employer in the regions where we operate. As mentioned in the Justice, Equity, Diversity, & Inclusion (J.E.D.I.) section, we’ve been designated a “Best Place to Work for LGBTQ+ Equality” by the Human Rights Campaign every year since 2019. We’ve also adopted the UN Global Compact’s Women Empowerment Principles, which advocate for empowering women and creating gender equality in the workplace; these principles fully align with our core values.

LOOKING AHEAD

Climate Action

We’ll continue to implement best practices as outlined in our Decarbonization Policy and Green Operations Plan. These include measures to drive down energy use demand and emissions; decarbonize our studios; and invest wisely in carbon offsets. We're also exploring other climate action commitments, such as the Science Based Targets initiative (SBTi) and the Taskforce for Nature-Related Financial Disclosures (TNFD)

Equity and Inclusion

We’re committed to championing a workplace environment that reflects our J.E.D.I. values and supports the health and well-being of our talent.

Billerica Memorial High School, Billerica, Massachusetts

Our Atlanta Studio

Shortly after its opening in 2010, our Atlanta studio—a highly sustainable retrofit of a 1980s office building—earned LEED Platinum® certification and scored the most LEED points of any project in the Northern Hemisphere at that time. It also has a FItwel 2 Star Rating.

Our Toronto Studio

Completed in 2018, our Toronto studio achieved a LEED Gold® certification and a Fitwel 2 Star Rating for sustainability excellence.

Leadership by Design

We like to lead by example, showing our clients what’s possible with the power of great design. Our commitment to environmental health and well-being springs to life in the design of our workplaces around the world. Here are just a few examples of the ways our studios support our ESG goals.

Our Chicago Studio

Located in one of Chicago’s most iconic architectural landmarks—the Wrigley Building—our LEED CI Platinum® studio offers staff a bright, airy, cheerful environment with spectacular views over the Chicago River and downtown urban landscape.

Our Monterrey Studio

Our first studio in Mexico, which we opened in 2020, was the largest LEED Platinum® project of its kind in Latin America at the time.

Our San Francisco Studio

In the City by the Bay, our staff work out of an open, lightfilled, LEED Platinum® studio overlooking the beautiful Bay Bridge. The workplace also achieved a Fitwel 1 Star Rating.

Wenzhou Kean University Student Learning Activity Center, Wenzhou, China

Reporting Methodology

Data Collection

Data from individual operating studios and central corporate sources was collected at various intervals over the course of 2022 and calculated to reflect performance over a full calendar year. PwC reviewed our 2022 data for the 10 GRI Indicators and validated our methodology, data collection quality, and governance process. This outcomes-based approach allows us to stay accountable to our goals while identifying gaps and areas of opportunity for future years. The 2022 data will serve as a baseline for future data collection.

Environmental Data

Our 2022 environmental data focused on energy and associated greenhouse gas (GHG) emissions from Scope 1, 2, and 3 sources. Energy consumption, as well as office square footage, was reported by all studios, allowing for energy use intensity (EUI) and greenhouse gas emissions data for each location.

Using data from the U.S. Department of Energy’s Energy Information Administration (EIA) and data from the Alternative Fuels Data Center (AFDC), we calculated the GHG emissions associated with the energy and fuel consumption reported by all studios. The use of the AFDC’s data was necessary, as Scope 1 energy consumption was reported in energy units (e.g., kWh) from the grid as well as diesel and/or natural gas consumption. Additionally, we engaged with BMO Climate Smart to audit the data for Scope 1, 2, and 3 for our whole portfolio.

In some instances, studios did not have energy consumption data available. For these cases, we used a benchmarking methodology. This included a model that accounted for office size, location, and pre-determined

combinations of baseline building parameters (locations, program types, envelope constructions, usage profiles, conditioning systems, etc.) to calculate projected building energy consumption.

Social Data

Our 2022 social data includes a large body of confidential and legally restricted information. For this reason, all data related to Justice, Equity, Diversity, and Inclusion performance was provided by our Chief Talent Officer and Director of Global Diversity.

Educational training data and leadership demographics data were collected through internal tracking mechanisms and confidentially provided to the ESG team preparing this report.

All other social data, namely remuneration and turnover data, were also provided only to the ESG team.

For the purposes of this report, all corporate employees, regional employees, and remote employees are considered part of the studio that’s geographically closest to their physical location.

Governance Data

Our governance data includes diversity metrics specific to governing bodies within Perkins&Will and Perkins&Will's affiliates and subsidiaries, only. The data also includes information on policies, commitments, economic risks, and leadership structures. For the year 2022, not all data was readily available; thus, we have limited performance data to report. ESG data collection policies and methodologies are currently under development to ensure a more comprehensive and streamlined process in the future.

Defining Emissions

We use BMO Climate Smart's definitions of Scope 1, 2, and 3 emissions:

Scope 1

Direct emissions from activities or other sources that are owned or controlled by your organization, including any policies and operational decisions associated with the activity.

Scope 2

Indirect emissions from purchased electricity or steam heating. This is energy that’s generated offsite, but the consumption is controlled by your organization.

Scope 3

Indirect emissions from upstream or downstream sources within your value chain and operations.

Scope 3 is a broad category that likely includes most of your organization’s emission sources.

ESG Roadmaps

The data presented in this report is based on 10 GRI indicators. The table below highlights our 2022 performance relative to those indicators, as well as some of our 2025 firmwide goals. In future reports, we will likely include data based on additional GRI indicators, as well.

kBtu/sqft/yra

North America: 83 kBtu/sqfta

LATAM: TBD

Europe: 82 kBtu/sqfta

APAC: 83 kBtu/sqfta

· Starting in 2023, all new office locations will meet 2030 Challenge Benchmarks as a requirement of lease.

· Starting in 2025, all offices will install sub-meters that measure all energy within the office and show a year-to-year annual energy use less than 35 kbtu/sf/yr.

· Starting in 2025 all offices will have Energy Star certified fixtures for all office equipment.

· Develop an energy conservation action and implementation plan based on feedback from monitoring-based commissioning or ongoing commissioning.

· Conduct annual energy audits.

· Starting in 2023, all offices will investigate whether on-site renewables are possible and propose a plan to integrate as much as feasible by 2025.

· Starting in 2025, all new and renewing offices will include on-site renewable energy, accounting for at least 50% of office energy use annually.

60% energy reduction from 2022 baseline

(continued

Our Austin Studio

Energy & Emissions (continued) GRI

305 WGBC NZCB

Scope 1 GHG Emissions

Scope 1 GHG Emissions per Capita

Scope 1 GHG Emissions per Area

Scope 2 GHG Emissions

Scope 2 GHG Emissions per Capita

Scope 2 GHG Emissions per Area

tCO2eb

tCO2e/personb

tCO2e/sfb

tCO2eb 1.48 tCObe/personb 0.0059 tCO2e/sfb

· Starting in 2023, all new office spaces will be 100% electric for all uses—either directly within the building or via services from a central plant. Only backup power systems are excluded. All new leases must comply.

· Starting in 2023. all offices will investigate whether on-site renewables are possible for their office and propose a plan to integrate as much as feasible by 2025.

· Starting in 2023, all new studios and studio refurbishments will undertake a whole-life carbon assessment to measure their operational and embodied carbon profiles. Life-cycle assessments must be completed for all new construction and interior fit outs.

· Starting 2023, all studios are to procure 100% clean energy from utility providers for remaining electricity consumption. Where clean energy is not available, studios will be required to purchase green power renewable energy certificates (RECs) for remaining electricity use, meeting minimum of Green-E Standards.

· Starting in 2024. all renewing leased spaces will have transitioned off fossil fuels or the office must re-locate to a new, fully electric space.

· Starting in 2025, all new and renewing offices will include on site renewable energy accounting for at least 50% of office energy use on an annual basis. In some cases off-site will be allowed for renewing spaces.

· All Perkins&Will-owned buildings will have transitioned off of fossil fuel by 2025.

· Eliminate Scope 1 emissions.

· Reduce Scope 2 emissions by 30% compared to 2022 baseline. GRI 305 WGBC NZCB

Scope 3 GHG Emissions

Scope 3 GHG Emissions per Capita

Scope 3 GHG Emissions per Area

1,165 tCO2eb

0.5676 tCO2e/personb

0.0022 tCO2e/sfb Establish methodology and approach for tracking employee commute and remote work emissions.

Scope 1, 2, & 3 Emissions Continue to track Scope 1,2, & 3 emissions. Continue to offset 100% of residual Scope 1, 2, & 3 emissions with the highest performing offsets (4 or 5 rankings) as identified by the Carbon Credit Quality Initiative (CCQI).

GRI 305 GHG Emissions Reduced as a Direct Result of Reduction Initiatives Established Decarbonization Policy and key strategies to reduce carbon emissions and transition off fossil fuels.

TBDc

Track studios' performance to comply with 2022 Decarbonization Policy and Green Operations Policy.

GRI 305 Base Year for the Calculation with Rationale Reestablished 2022 as baseline year because it was a full year post-COVID. TBDc TBDc

GRI 305 WGBC NZCB Consumption of Ozone Depleting Substances (ODS)

GHG Emissions of Refrigerant Consumption

Data collection methodologies under development Set baseline, propose reduction strategies and targets. Achieve net-zero Scope 1 emissions for building refrigerants.

GRI 305 GHG Emissions from Business Travel (Scope 3) Data collection currently inconsistent; methodology to be refined to improve accuracy Set baseline, propose reduction strategies and targets. Reduce by 20% compared to baseline.

(continued on next)

DIMENSION

Emissions from Employee Commute (Scope 3)

· Data collection methodologies under development

· Studios are now required to collect personal vehicles data and provide public transport subsidy to employee. Set baseline, propose reduction strategies and targets.

from the Supply Chain—Purchased Goods and Services (Scope 3)

collection methodologies under development Set baseline, propose reduction strategies and targets.

Areas

by the Operations of the

collection methodologies under development · Set baseline.

· Install low-flow toilets and waterless urinals.

· All new studios larger than 50 people to provide filtered drinking water through a water bottle filling station or pantry sink.

· Single-use plastic water containers are prohibited.

· Starting in 2025 all offices will have low-flow toilets, waterless urinals, and efficient fixtures.

collection methodologies under development · Complete pilot audits.

· Identify major waste stream(s).

· Target functionally zero waste (95% diversion).

· Provide Waste Management Policy covering trash, recycling, and composting.

· No single-use plastics should be used, provided or available for purchase.

· Internal and vendor catering should not contain plastic utensils.

Reduce by 10% compared to baseline.

collection methodologies under development Understand what a biodiversity target means for our business operations and establish a target for protecting biodiversity. TBDc

Leadership Program (P/AP/SA/A)

White, 42% Racially/Ethnically Diverse (16% Asian, 9% Not Specified, 9% Hispanic, 5% African American, 3% Two or More)

of Remuneration of Women to Men by Region, by Employee Category Data collection methodologies under development Publish formal job descriptions for all U.S. and Canadian positions; simplify our organizational structure; ensure all jobs are offered at market price; establish pay ranges for all U.S. and Canadian jobs.

of Employee Turnover by Gender, by Region, by Age Group

Number of Employees Entitled to Parental Leave by Gender

available by region: 17.8% North America, 15.5% LATAM, 19.8% Europe, 14.1% APACa

full-time employees with over 1 year of service

100% of talent engage in meaningful conversations about career growth and performance throughout the year.

pay ranges to all studios outside of the U.S.

How Perkins&Will Manages Occupational Health and Safety

of Operations with Implemented Local Community Engagement, Impact Assessments, and/or Development Program

of Profit Contributing Back to the Communities In Which we Work via Pro Bono, Volunteering, Fundraising, Charitable Giving

GRI 413 Operations with Potential Impact on Local Communities

comply with the requirements set forth by the local Architect’s norms. In addition, we have requirements for our staff outlined in our Project Delivery Manual that addresses on-site conduct.

Over 7,800 hours provided to local community social service organization.

Year over year our intent is to grow our footprint assisting local communities. We respond and adapt to changing community needs. We are targeting 20,000 hours.

year over year by approximately three percent.

collection methodologies under development TBDc

Subcontracted to 671 small and/or diverse subconsultants and vendors, totaling $59.5MM or 20% of our total consultant and vendor spend.

Improve our process of tracking annual investments in partnerships with ethnically diverse, minority-owned, women-owned, and LGBTQIA+-owned subcontractors and vendors.

DIMENSION REPORTING FRAMEWORK METRIC

Governance Framework GRI 405 Percentage of Individuals within the Organization’s Governance Bodies (by Gender and Age)

GRI 2 General Disclosures Policy Commitments for Responsible Business Conduct

· Shareholders: 62% Sidara, 38% Perkins&Will Principals

· Board of Directors: 40% Women, 22% Racially/Ethnically Diverse

· Executive Committee: 27% Women, 22% Racially/Ethnically Diverse

· Advisory Board: 44% Women, 20% Racially/Ethnically Diverse

· Studio Leadership: 23% Women, 6% Racially/Ethnically Diverse

Our Risk Management Policy helps us assess matters arising out of professional services marketing and contracting (which make up most of our business activity). Our Risk Management Committee, which in 2022 included our Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, Chief Practice Officer, and General Counsel, reviews and approves all mitigation plans before proceeding.

Regularly review and update our Risk Management Policy to ensure currency. Establish schedule to regularly reassess our Risk Management Policy.

GRI 2 General Disclosures Mechanism for Seeking Advise and Raising Concerns

Risks, Ethics, & Compliance

GRI 205 Training Hours/ Employee on Anti-Corruption Policies and Procedures

Confirmed Incidents of Corruption/Actions Taken

We maintain high standards of conduct and personal integrity, and expect our employees to refrain from engaging in illegal, dishonest, or unethical activities. We advise our staff to report any witnessed dishonest, unethical, or illegal behaviors to our Chief Talent Officer.

Data collection methodologies under development TBDc

TBDc Economic Performance GRI 201 Direct Economic Value Generated and Distributed Financial Implications and Other Risks and Opportunities Due to Climate Change

Economic Value Distributed: Operating Costs, Employee Wages and Benefits, Payments to Providers, Investments, etc.

Defined Benefit Plan Obligations and Other Retirement Plans

Financial Assistance Received from Government

Data collection methodologies under development · Drive moderate growth of our core areas of practice while accelerating growth of our emerging practices, including aviation, transit, advisory services, urban design, landscape architecture, and branded environments.

· Expand service offerings into more countries and emergent markets around the world, with a particular emphasis on Europe, the Middle East, and Asia.

· Invest annually in applied research to fuel continued innovation in each of our practice areas.

TBDc

a Data reviewed by PwC

b Data reviewed by BMO Climate Smart

c Denotes areas where more data and stakeholder engagement are necessary to set meaningful targets

to 3 days off for loss of a immediate family member including grandparents, grandchildren, and miscarriage

to 3 days off for loss of a immediate family member including grandparents, grandchildren, and miscarriage

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Parental Leave 4 weeks paid leave for birth, adoption, or foster care of a child

and company contribution

insurance for pets

Retirement (401(k)) Retirement account pretax/employer contribution account

Canada

30 hours per week; Canada 20 hours per week; both 1 year of service

hours per week

500 hours for 2 years or 1000 hours for 1 year Retirement (RRSP)

account pretax/employer contribution account

Short-Term Disability (STD) Short-Term Disability

Sick Pay Paid time off for part-time employees earn 1 hour per 30 hours work

Supplemental Medical Non-U.S. countries add-on to statutory medical and limited dental benefits

Vision insurance

Canada, Mexico

Ireland, U.K., China, Mexico

hours per week

30 hours per week; Canada 20 hours per week; Mexico 40 hours per week; other countries have statutory coverage

U.S. less than 30 hours per week; other countries have statutory requirements

Canada 20 hours per week; Mexico 40 hours per week; other countries have statutory coverage

hours per week Wellness Resources to learn to care for whole being: fitness, financial, social, mental health

Learning & Development Programs

PROGRAM DESCRIPTION

New Employee Orientation

New-hire orientation is a formal event to introduce the new employee to the organization's structure, vision, mission and values. Over the course of one week, the studio Talent Manager and local leaders guide new employees through company policies and help them get setup to be successful in their new role.

engage engage offers a unique opportunity to participate in a group mentoring experience to develop client engagement and business development skills. Over 10 weeks, participants explore the nine outcomes achieved by our firm’s most successful client engagement leaders.

Leadership Institute

Leadership Institute is an advanced leadership development program. Participants from studios worldwide gather for five in-person sessions to develop critical leadership skills and learn the business of design. Participants also complete an action learning project culminating in a presentation to the Board of Directors at the end of the program.

Indigo Indigo is a leadership development program for high-potential mid-career designers aspiring to become design principals or design directors. A cohort of 24 designers across the firm focus on design leadership skill development through a series of five virtual sessions. The series culminates with each participant presenting an original design investigation developed with the guidance of a senior design mentor.

LinkedIn Learning

Architectural Registration Exam Study Support

NCIDQ Exam Study Support

Perkins&Will University (PWU)

An online learning catalog with a broad range of topics spanning technical and business skill development.

Free access to online skill development and continuing education on all topics related to sustainability and LEED/WELL professional accreditation.

Online study content to help employees prepare for and pass their Architectural Registration Exam. Employees have access to practice tests, video lectures, and study guides from Black Spectacles, Kaplan/PPI and Amber Book.

Local studio study groups support employees in obtaining their NCIDQ Certification.

Internal knowledge-sharing and training on a variety of topics, including design, technical design, practice management, and project delivery. Sessions are approximately 45 to 60 minutes and occur weekly throughout the calendar year. In 2022, we offered 168 sessions (an average of 14 topics per month).

PROGRAM DESCRIPTION

Calibrate Studio leadership meets once a year during the year-end review season to discuss individual employee growth and development opportunities.

Leadership Promotional Annual Review

Design Excellence Annual Review (DEAR)

Managing, Operations, and Design Directors Reviews

Studio leadership meets once a year after the Calibrate session to discuss employee promotions and compensation.

DEAR evaluates the design achievements of each studio, resulting in what amounts to a “design report card.”

The CEO meets with each studio MOD (Managing Director, Operations Director, Design Director) once a year to evaluate their decisions and outcomes, including pursuits, promotions, growth strategies, recruitment, financials, and overall studio health.

PLUS Survey Developed internally by our research experts and issued to clients and staff, the PLUS survey helps us uncover issues that may arise in a client relationship over the course of a project. It also allows us to ensure our employees and project teams are working effectively and feel fulfilled in their jobs.

Biennale Our bi-annual review of the firm’s portfolio, juried by an independent group of industry experts.

The Phil Freelon Design Competition

An annual voluntary internal design competition for Senior Associates/ Associates and junior staff focused on imagining solutions to complex social and environmental issues in the built environment. Named after our late colleague Phil Freelon.

Design Leadership Conference Annual gathering of firmwide design principals and associate principals.

Inhabit A podcast about the power of design to improve lives, produced by an in-house team of researchers and storytellers.

Research Journals Published twice a year since 2009, these peer-reviewed publications present practice-related research impacting the built environment.

Innovation Incubator A twice-yearly program that supports design-focused research by providing micro-grants of money and time. Open to everyone at the firm since 2010, the program provides grant recipients 40 hours of company time to be spent over six months, as well as a project stipend.

Harassment Prevention

Thrive Performance Management

An interactive online course that fulfills state and firm requirements for maintaining respect in the workplace.

Each employee meets with their supervisor three to four times a year to discuss performance, feedback, and career goals. Thrive culminates in December with an annual year-end review, which includes 360-degree feedback from teammates and collaborators.

Research & Advocacy

Our research spans a multitude of types and topics, and ranges from formal investigations with renowned academic partners to independent research sparked by individual curiosity. Our advocacy efforts are similar, including firmwide endeavors and studio-led activities.

Research

✓ perkinswill.com/research

✓ research.perkinswill.com

✓ arearesearch.org

✓ innovation.perkinswill.com

Advocacy

✓ resilientsee-pr.com

✓ perkinswill.com/social-purpose

✓ perkinswill.com/together-we-design-vol-01

The Nest, Los Angeles, California

Our Network

Our 2022 Locations

Perkins&Will, Affiliates, & Subsidiaries

UNITED STATES

Atlanta, Georgia

Austin, Texas

Bainbridge Island, Washington

Boston, Massachusetts

Charlotte, North Carolina

Chicago, Illinois

Dallas, Texas

Denver, Colorado

Durham, North Carolina

Houston, Texas

Los Angeles, California

Miami, Florida

Minneapolis, Minnesota

New York, New York

Oakland, California

Orlando, Florida

Portland, Oregon

San Diego, California

San Francisco, California

CANADA

Calgary, Alberta

Ottawa, Ontario

Toronto, Ontario

Vancouver, British Columbia

LATIN AMERICA

Monterrey, Mexico

São Paulo, Brazil

EUROPE

London, England

Dublin, Ireland

Aarhus, Denmark

Copenhagen, Denmark

Paris, France

ASIA

Shanghai, China

Our Affiliates & Subsidiaries

SCHMIDT HAMMER LASSEN

Schmidt Hammer Lassen (SHL) is one of Scandinavia’s most recognized and awardwinning architectural practices. Founded in Denmark in 1986 and operating out of Copenhagen, Aarhus, and Shanghai, SHL has a distinguished international track record for designing high-profile, culturally significant places across scales and typologies. SHL joined Perkins&Will in January 2018.

shl.dk

PORTLAND DESIGN

Portland Design transforms brands into immersive and multisensory environmental experiences. Part of Perkins&Will’s London studio, the firm creates stories and experiences that inspire people to connect with brands and places. It joined Perkins&Will in November 2015.

PIERRE-YVES ROCHON

Pierre-Yves Rochon (PYR) was founded in Paris in 1979 and has led interior architecture and design projects for some of the most luxurious hotels, restaurants, and residences across the world. PYR creates refined, comfortable atmospheres that celebrate elegance while providing a timeless backdrop for an ever-changing modern culture. The firm joined Perkins&Will in 2007.

NELSON\NYGAARD

An industry leader in holistic transportation planning, Nelson\ Nygaard is committed to accessibility and sustainability for all. The firm helps its clients achieve broader community goals of mobility, equity, economic development, and healthy living. It joined Perkins&Will in May 2016.

MCLENNAN DESIGN

McLennan Design is a regenerative architecture, planning, design, and product design practice focused on deep green sustainability. The firm was founded in 2013 by global sustainability leader Jason F. McLennan to design socially just, culturally rich, and ecologically restorative solutions to today’s most vexing design challenges. It joined Perkins&Will in July 2022.

portland-design.com

mclennan-design.com pyr-design.com

nelsonnygaard.com

Our Legacy of ESG Leadership

#4 World’s Most Innovative Company in Architecture (Fast Company) Bias awareness training

Board of Directors: 25% women, 25% ethnically/racially diverse

Living Design Council formed Embodied Carbon Working Group formed Piloted EC3 (Embodied Carbon Calculator)

“Best Place to Work for LGBTQ+ Equality”

J.E.D.I. “best practices” released

Fast Company “Brands That Matter” list

“Best Place to Work for LGBTQ+ Equality”

Net-zero carbon interiors pledge by D.C. and London studios

Board of Directors: 25% women, 25% ethnically/racially diverse

Director of Global

#5 World’s Most Innovative Company in Architecture (Fast Company)

Risk Management Committee formed

Cornell Future Architect Award created

Phil Freelon Fellowship created

Nagle-Johnson Family Fellowship created

Social Equity Toolkit developed

#2 World’s Most Innovative Company in Architecture (Fast Company)

Carbon Impact statements issued

Net-zero carbon interiors pledge by D.C. and London studios

“Best Place to Work for LGBTQ+ Equality”

Board of Directors: 40% women, 22% ethnically/racially diverse

Chief Sustainability Officer appointed

Decarbonization Policy introduced

Green Operations Plan revamped

Firm of the Year (Metropolis)

“Best Place to Work for LGBTQ+ Equality”

“CoCreate” approach formalized

Neurodiversity Toolkit developed

program launched

Places where humanity thrives in harmony with nature.