2018 Corporate Responsibility Report
Vitality: A Meaningful & Purposeful Existence
We use engineering principles to solve the world’s challenges – starting with yours. From practical tasks to creative asks, we have your solution. We are a team of problem-solvers who understand that collaboration leads to better results. Based on the principles of the triple bottom line, we aspire to be an enduring organization and to create the best possible business value for our clients.
Skyscraper, constructed of five tons of plastic waste gathered from the Pacific Ocean, rises four stories high from the Bruges Canal in Belgium. StudioKCA designed the sculpture in the form of a breaching whale as a reminder of the 150 million tons of plastic that litter Earth’s oceans. Thornton Tomasetti provided structural engineering services.
Front Cover:
Photo: Thornton Tomasetti/Momo Sun
1949
Company Overview
About Thornton Tomasetti
Founded
Applied Science Construction Engineering Façade Engineering Forensics Property Loss Consulting Protective Design & Security Renewal Structural Engineering Sustainability Transportation
Practices
To be the driver of c and innov in our ind
Long-Term Goa
1,5
Emplo
Table of Contents
e global change vation dustry.
al
500
2
Company Overview
3
Executive Message
4
Our Progress
10
Our Services
18
Business Operations
23
Community Engagement
27
A Great Place to Work
33
Financial Sustainability
35
Personnel
50+ Offices
Tom a n to n Thor son/ nriks ia He iktor by V ysis Anal
Aviation Commercial & Residential Critical Facilities Cultural & Community Defense Education Energy Government Healthcare & Research Facilities High-Tech Hospitality & Gaming Life Sciences Manufacturing Mining & Natural Resources Stadiums & Public Assembly Tall & Supertall Buildings Transportation & Infrastructure
setti
oyees (2019)
Market Sectors Thornton Tomasetti 2018 Corporate Responsibility Report
2
Executive Message
Vitality
A MEANINGFUL & PURPOSEFUL EXISTEN
In 2018, as we approached our 70th anniversary, Thornton Tomasetti embarked on a new initiative to ensure the long-term competitiveness of our firm. Under the guidance of Martin Reeves of the Boston Consulting Group (BCG), we established metrics for and began measuring our corporate vitality.
In 2019, to better communicate our broad involvement in pursuing both environmental and social outcomes, we changed the name of our triple-bottom-line approach from “corporate sustainability” to “corporate responsibility.”
Corporate responsibility is about recognizing that we can be a major participant in dealing with some of the biggest social issues we face. It’s about leading and collaborating and actually being in the room. We’re out there, pushing for what needs to be done, rather than just waiting for the call.” – Tom Scarangello, Chairman & CEO
These developments are not unrelated: corporate responsibility and vitality inform every aspect of everything we do, from business ventures and employment policies to charitable activities. BCG defines vitality as “a firm’s capacity for future growth and reinvention.” But there is another, more full-bodied definition that closely aligns with our commitment to corporate responsibility: vitality is “the capacity for the continuation of a meaningful and purposeful existence.”
NCE
Annual Report 2018/2019
NOUN 1: capacity to live and develop // the vitality of a seed 2: energy; vigor History and etymology for vital: Middle English, from Latin vitalis of life, from vita life; akin to Latin vivere to live (Source: Merriam-Webster’s Dictionary)
Corporate responsibility is woven into the 11 factors of vitality, which include an entrepreneurial culture, diversity of thoughts, and thought leadership (click here for details). As we develop new business models and practices, vitality is a beacon that helps illuminate our future. To be truly vital, to be included in the burgeoning global entrepreneurial culture, firms must fully engage in the digital universe. Thornton Tomasetti is increasing our investment in R&D, developing new design and analysis tools, and expanding our technological expertise. We were among the first firms to begin tracking the embodied carbon footprints of our structural engineering projects and building tools for assessing this footprint in early design. Last year, we started a new initiative, Doing Good Business, to deepen our involvement in projects that combine profitability with positive social outcomes. And drawing on our years of experience in property loss consulting, risk and damage assessment, and multihazard design, we recently established a resilience group to assist our clients in preparing for, adapting to, and flourishing in an increasingly disruptive environment.
We continue to diversify our workplace through our inclusion and diversity initiative, Women@TT employee resource group, educational programs, and development of more flexible employment policies. These and other endeavors are heightening our ability to solve the problems that impact our business success while improving the communities and environments where we live and work. True to our core ideology, we believe that corporate responsibility helps build an enduring, and therefore vital, organization. Our objective, though, is not merely to endure, but to thrive, and in doing so, to help preserve and enrich the world around us – to enjoy a truly meaningful and purposeful existence.
ADJECTIVE 1: concerned with or necessary to the continuation of life // The heart and lungs are vital organs. 2: full of life and energy // At 80, he’s still an active and vital man. 3: very important // a vital clue
Vitality – the capacity to explore new opportunities, renew strategies and grow sustainably – is critical to the survival of firms in the AEC industry. Starting with the 11 factors identified by the Boston Consulting Group as essential to corporate vitality, our 2018/2019 annual report examines how firms, and the industry as a whole, can achieve and maintain it while balancing current performance with future health. What does vitality mean to our employees, our businesses and the world around us? Click here to view our 2018/2019 annual report.
Tom Scarangello
Ray Daddazio
Chairman & CEO
President
Thornton Tomasetti 2018 Corporate Responsibility Report
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Our Progress
One-Year Targets for 2018
PROGRESS TOWARD OUR GOALS
In last year’s report, we announced our short-term goals for 2018. These measurable Corporate Responsibility Strategic Plan and helped move us toward achieving our thre
Reduce the growth rate of our air-travel emissions to below 20 percent. Between 2017 and 2018, the growth rate of our air-travel emissions was just 9 percent, compared to 20 percent between 2016 and 2017. Despite this marked decline, our number of employees hasn’t changed significantly since 2016. Among the factors that may have contributed to this reduction are improvements made in 2018 to our remote conferencing capabilities, simplifying the use of technology as a substitute for travel. These included installation of new video and audio systems in conference rooms, as well as renovations of the conference rooms in several offices, where we replaced the existing audio with surround sound. A phone system introduced in selected offices in 2018 – and being rolled out to all locations in 2019 – enables employees to video- and audioconference with up to 100 people through their computers. Carbon offsets, purchased as a counterbalance to the firm’s air travel, effectively brought emissions down to zero.
Increase employee community-service hours by 20 percent. With the kickoff of our TT Gives Back community-service program in 2017, we expected to see an increase of 20 percent or more in the number of paid hours employees devoted to volunteerism in 2018. But with 2,156 hours recorded on time sheets for community service in 2018, compared to 1,588 hours the previous year, we easily surpassed that target, logging a 36 percent increase. The program includes volunteer days (each employee receives up to 16 hours of paid time for service to local communities), international service with Bridges to Prosperity, and involvement with the U.S.-based ACE Mentor Program. Volunteerism by employees outside of work is not recorded.
Increase the number of firms measuring embodied carbon in their projects. Now in our seventh year of measuring the embodied carbon in our structural engineering projects, we are encouraged by the building sector’s growing interest in the impact of materials on global climate change. By amassing data from our projects, we’ve contributed to industry-academic studies on embodied carbon benchmarks. However, a complete picture of embodied carbon in structures requires data from a much wider range of firms and projects. To inspire structural engineers to contribute to reducing the impact of buildings on climate change – and to amass the range of data needed to inform that goal – Thornton Tomasetti has teamed with a subgroup of the Carbon Leadership Forum to co-initiate the Structural Engineers 2050 Challenge. In 2018, the sustainability committee of the Structural Engineering Institute (SEI) funded a study to assess interest in a Structural Engineers 2050 Commitment to annually measuring embodied carbon, and the first convening of stakeholders, funded by the American Society of Civil Engineers (ASCE), is slated to occur in 2019. As a result of SEI’s involvement, 10 firms have so far signed a commitment letter.
targets bolstered our ee-year objectives.
Achieve carbon-neutral business operations
Increase employee volunteerism in our communities
Innovate in structural design by reducing embodied carbon
Thornton Tomasetti 2018 Corporate Responsibility Report
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Our Progress
Three-Year Targets 2016-2019
SUSTAINABLE ENGINEERING & DESIGN
We aspire to be one of the most sustainable firms in the global AEC industry in the w we design our projects. We are making progress toward meeting our three-year targe 2016 through 2019 by contributing to industry-wide efforts to achieve carbon neutral building design in areas where we have expertise, such as structural engineering, an members of diverse design teams – by working with trusted partners who share our
Innovate in structural design by reducing embodied carbon
• We are a sponsor • 2050 Challenge co-initiator • Life Cycle Assessment Practice Guide THREE-YEAR TARGET
HOW WE DID IT • Sponsor of Carbon Leadership Forum since 2014 • Annual embodied carbon count of our projects
• Embodied Carbon Benchmark Study
Improve measurement & make embodied carbon a consideration in design MEASUREMENT STATUS
• Contributed to industry research and developed new tools
COMPLETE
CLF Impact Summary 2016–2019
way that ets for lity in nd – as values.
Realize sustainable engineering in practice
9,496 TONS CO2 saved through Sustainability practice consulting in 2018 THREE-YEAR TARGET
HOW WE DID IT • Adopted Architecture 2030 Challenge and American Institute of Architects (AIA) 2030 Commitment • Educated employees in sustainable design strategies • Developed new tools and grew Sustainability practice
Meet Architecture 2030 Challenge target of reducing fossil-fuel use in operating buildings by 70%
MEASUREMENT By the Numbers, AIA 2030 Commitment 2017 report
STATUS
IN PROGRESS
44% predicted energy use intensity savings relative to 2030 baseline Reported by AIA 2030 members in 2017
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Our Progress
Three-Year Targets 2016-2019
SUSTAINABLE BUSINESS OPERATIONS As a firm that “practices what we preach,” we strive to reduce the carbon footprint and environmental impact of our operations. Toward our big goal of achieving carbon-neutral business operations by 2030, we set short- and medium-term targets for reducing energy use that guide our work in local offices with the assistance of our green champions. We realize that to achieve these targets, we must have high employee engagement in corporate responsibility programs.
Achieve carbonneutral business operations by 2030 MEASUREMENT Biennial carbonfootprint analysis
THREE-YEAR TARGET
HOW WE DID IT • Achieved LEED certification for office fit-outs • Optimized efficiency and purchased green power • Offset all air travel
Reduce average carbon footprint to 4.0 tons CO2 per person by 2018 STATUS
3.09 2012
2018
Reduced CO2 per person with offsets
Total Footprint
COMPLETE 4,817 metric tons
1,047 cars on the road for one year
Increase employee engagement in corporate responsibility
MEASUREMENT Employee surveys
THREE-YEAR TARGET
• Developed initiatives to improve the employee experience • Enhanced green champion program and internal communication • Embedded corporate responsibility in performance reviews and core ideology
STATUS
Aware of our corporate responsibility programs
2016
% Employees
HOW WE DID IT
100% awareness of corporate responsibility programs & more than half of employees reporting a direct benefit
84
% Employees
86
2019
62 46
2016
Feel that they are receiving a benefit from corporate responsibility programs
2019
IN PROGRESS
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Our Progress
Three-Year Targets 2106-2019
SOCIAL EQUITY IN THE WORKPLACE AND IN OUR COMMUNITIES
We can be the global driver of change in our industry by applying our skills toward solving societal challenges. One challenge in our industry is that of equity in the workforce. We’re looking inward first, toward being a model of diversity and inclusion We’re also looking outward, toward applying our know-how to help those in need and close the gap in social equity in our communities.
Increase employee volunteerism in our communities
58% of employees in 2019 agree that there are opportunities
HOW WE DID IT • Launched TT Gives Back community-service program in 2018 • Introduced new international service projects • Offered additional paid time for skills-based volunteering
(up from 52% in 2016)
THREE-YEAR TARGET
Increase the percentage of employees who see opportunities to offer their skills in service to their community to 75% STATUS
Volunteer hours increased from 2016 to 2019 by
37%
IN PROGRESS
MEASUREMENT 2019 survey and human resources data
Foster workforce diversity & inclusion
n.
HOW WE DID IT • Launched Inclusion and Diversity initiative in 2017 • Training for leaders and toolkits for offices • New employee benefits and mentoring programs
Hires of women and employees from nonwhite ethnic and racial backgrounds have more than doubled since 2016
THREE-YEAR TARGET
Celebrate diversity & build strategy for increasing inclusion & diversity
22% of employees have been impacted positively so far
STATUS
MEASUREMENT Employee surveys and human resources data
IN PROGRESS
65%
of employees are familiar with our new inclusion and diversity initiative
Thornton Tomasetti 2018 Corporate Responsibility Report
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Our Progress
Three-Year Targets 2016-2019
BEING A GREAT PLACE TO WORK We have a responsibility to treat our employees fairly and well, and an aspiration to make our company a great place to work. We invest in programs that improve each employee’s daily experience and support our staff as multifaceted people who are caregivers and family members. Over the past three years, we have focused on workplace wellness and improving benefits with greater flexibility and time off for caregiving and health.
Improve the daily experience for all employees
SATISFACTION SINCE 2016... Increase in thermal comfort Increase in noise comfort Increase in lighting comfort
HOW WE DID IT • Corporate responsibility grants for office improvements • Standing desks and ergonomics education • New wellness program and annual challenge
THREE-YEAR TARGET
Improve employee wellness & comfort STATUS
Increase in air quality Increase in ergonomic comfort at work stations
Challenge participation 2× Wellness nearly doubled with the quality of 80% satisfaction work spaces (has not changed)
MEASUREMENT
COMPLETE
Employee surveys and Wellness Challenge scorecards
n
Explore opportunities to support a lifestylefriendly workplace
% Employees
65 MEASUREMENT THREE-YEAR TARGET
Employee surveys
Provide more opportunities that contribute to a lifestylefriendly workplace
• Extended parental leave • Paid-time-off sharing program to assist co-workers in need
COMPLETE
2019
82
% Employees
70
• New flexibility policy
Likely to recommend Thornton Tomasetti as a great place to work
2016
STATUS
HOW WE DID IT
75
Satisfied with the flexibility they are afforded in their role
2016
2019
Thornton Tomasetti 2018 Corporate Responsibility Report
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Our Progress
2019 Targets
CONTINUOUS IMPROVEMENT Looking ahead to the close of 2019, we expect to achieve measurable short-term progress toward our corporate responsibility goals in these areas.
1
2
3
Reduce our use of electricity by 5 percent and increase our purchases of green power to 25 percent of U.S. electricity use. Our employee numbers grew by 16 percent between 2017 and 2018. During the same period, we saw a 5 percent reduction in our total electricity use. We hope to continue this positive trend, achieving another 5 percent reduction in electricity use by the end of 2019. We can accomplish this goal by continuing to conserve energy and by implementing efficiency measures in our offices, with assistance from local green champions. Introduction of new computer technology, changes to our server systems and the resulting reductions in air conditioning will contribute to these energy savings. Where we can’t reduce electricity use, we often purchase green power or Renewable Energy Certificates (RECs). For four years, we have been in good standing as a U.S. Environmental Protection Agency Green Power Partner, having met the green power threshold for a company of our size. The EPA recently raised the threshold from 10 to 25 percent of use, a goal we intend to meet by the agency’s May 2020 deadline.
Move from embodied carbon R&D to implementation; apply embodied carbon services in at least 30 projects. For seven years, Thornton Tomasetti has been a leader in research on embodied carbon benchmarks and has amassed a large database of embodied carbon in our own projects. Over this time, we have witnessed a growing interest in embodied carbon and more requests for embodied carbon assessments. Our end goal has been to apply our knowledge to projects to reduce their embodied carbon footprint. We offer services in embodied carbon calculations and material efficiency assessment for global-warming potential. In 2018, policies and certifications began driving our clients to seek embodied carbon reduction calculations and strategies. In 2019, we expect to see steady growth in this awareness lead to more opportunities for our engineers to contribute to the reduction of greenhouse-gas emissions. Our target is application of our embodied carbon services in at least 30 projects in 2019.
Increase employee awareness of corporate responsibility programs to 90 percent through the rebranding of our department. With employee awareness of our corporate responsibility programs now at 84 percent, we can get close to our goal of 100 percent awareness by improving communication about our goals and initiatives. A rebranding initiative begun in early 2019 will be fully launched by the end of the year. After seven years of “corporate sustainability,” we’ve given our department a new name: “corporate responsibility.” We’ve learned that “corporate sustainability” can be confused with our Sustainability practice – our green building consultants. Also, “sustainability” can sometimes be construed to specifically mean “environmental protection,” while our initiative looks across a wider view – the triple bottom line of people, planet and profit. The new wording should help raise awareness of the full range of topics and programs that make up our corporate responsibility approach, and the rebranding will communicate internally to every office, practice and department what corporate responsibility means at Thornton Tomasetti.
Achieve carbonneutral business operations by 2030 Innovate in structural design by reducing embodied carbon
Increase employee engagement in corporate responsibility
Thornton Tomasetti 2018 Corporate Responsibility Report
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Our Services
Š Daniel Pouzet (www.danielpouzet.com)
Nature Clouds is a series of suspended planter structures designed by architect Daniel Pouzet and produced using a novel robotic 3D-printing process developed by Branch Technology. Thornton Tomasetti provided structural engineering services for the installation, and our CORE studio performed fabrication modeling for its more than 50 unique components. As part of a larger exhibit that includes several dinosaur installations, the planters at Chicago’s Field Museum of Natural History showcase flora from the prehistoric era.
Thornton Tomasetti 2018 Corporate Responsibility Report
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Thornton Tomasetti continues to rank among Engineering News-Record’s top 20 gree than ever (216), and funding for research and development has increased more than t number over the past five years, amplifying our ecological impact on the built environ Our sustainability consultants have directly contributed to the attainment of registrati Outside our Sustainability practice, we measure embodied carbon as an indicator of th embodied carbon count in our structural projects has plateaued at 30-40 kgCO2e per In 2018, our embodied carbon count showed a small increase.
Average Embodied Life-Cycle Carbon in our Structural Projects (kgCO2e per ft2) Note: In 2018, the introduction of new metrics and removal of outliers resulted in small changes to our historic numbers.
40 33
#19
#18
Engineering News-Record New York Design
#17
#18
#16
Carbon Reduction Thornton Tomasetti
44
New Civil Engineer Techfest Best Use of Technology
34
Highly Commended Thornton Tomasetti
Ranking by Engineering News-Record among Top Green Design Firms
35
New Civil Engineer 100 Low Carbon Leader Award
30
Firm of the Year Thornton Tomasetti
Engineering News-Record Best K-12 Education Project Hackley School, Tarrytown, New York Sustainability Practice
#34
Our Services
PROGRESS REPORT & 2018 AWARDS
AIA Maine Design Awards Waynflete Lower School, Portland, Maine Sustainability Practice
2013 2014 2015 2016 2017 2018
2013 2014 2015 2016 2017 2018
en design firms. In 2018, we employed more green-building-accredited professionals tenfold since 2013. Consulting projects in our Sustainability practice have grown in nment. Since 2015, the CO2 emissions of these projects have decreased by 19 percent. ion or certification for 320 projects under LEED and other green-design programs. he carbon footprint of our largest practice, Structural Engineering. The average square foot since 2013, after a dip from 54 kgCO2e per square foot in 2012.
Support for Research & Development
2015 2016 2017 2018
2015 2016 2017 2018
2013 2014 2015 2016 2017 2018
$230K
$220K
$120K
100
122
$906K
217
$1.3M
237
270
$1.9M
320
Green Certified & Registered Projects for Which We Provided Sustainability Consulting (cumulative)
$133,844
$119,587
$114,718
$127,784
Average $ Saved per Project from Sustainability Consulting
9,496
8,997
8,619
7,956
CO2 (tons) Saved through Sustainability Consulting
2013 2014 2015 2016 2017 2018
Thornton Tomasetti 2018 Corporate Responsibility Report
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Our Services
Sustainability Project Showcase
WE’LL DRINK TO THIS! AN ÜBER-GREEN WINERY When you work close to the land, global climate change is not an abstraction but a tangible threat to your livelihood. And if you’re like the Duncan family, owners of Silver Oak Cellars, it might inspire you to take steps to heal and safeguard your imperiled ecosystem. Thornton Tomasetti’s Sustainability practice is working with the Duncans to achieve the highest level of certification available through the Living Building Challenge (LBC) for their 105-acre site in Healdsburg, California. Silver Oak is on track to become the first winery ever to receive this über-green certification. Our relationship with the Duncans dates back to 2015, when we helped their Oakville, California, facility achieve LEED for Existing Buildings Platinum certification. The more stringent LBC standard employs
The exceptional demands of these complex buildings inspired our team to go above and beyond conventional sustainability guidelines. We were challenged to think about how to not just take from, but give back to, the land, making the facility itself a steward of the environment.” – Abena Darden, Associate. Sustainability Practice
a flower metaphor in which each petal represents one of seven performance areas in the LBC framework. The team is targeting Living Building Certification, which means that all seven petals must be completed. But the program allows for certification based on the completion of as few as three petals. Why take on the more difficult challenge of completing the entire flower?
Achieving Regenerative Design “From the very beginning, we set out to push the limits on sustainable building and innovative technologies for the Alexander Valley winery, and the Living Building Challenge aligned perfectly with this goal,” explained Haley Duncan, project manager at Silver Oak Cellars. “The requirements
80%
reduction i of potable
are arguably the green building c achieve them is the design team their approach t invest in some t
The winery’s str already evident and its Napa Gr LBC is motivatin even higher lev beyond reducin achieving net-p regeneration of all water used m and the treatme site to continue water for wine-m wells. Process w the winery’s me goes to the toile the leach field.
The project enta two buildings – houses event sp production and a previously dev areas total more This is a large w energy use. It in materials, each to meet the Red most harmful ch were very spec requirements in because the pro the vineyard, is materials failed
Photos: Silver Oa
to meet the Livi the glass exteri
Diagram: The tea
entering and lea to meet the cer
Images © Damion Hamilton
% 68% 558
in use e water
reduction in site energy use
e most difficult of any certification, but the path to s more flexible. This allowed m to be more creative with to each petal, and led us to truly cutting-edge solutions.”
rong sustainability ethic was t in its organic wine-making reen Winery certification. ng the owners to pursue vels of sustainability, going ng negative impacts to positive results and the f living systems. For example, must come from the site, ent must return it to the e the cycle. In this project, making comes from on-site wastewater is treated in embrane bioreactor, then ets, and eventually into
ailed the construction of the tasting room, which paces and offices, and the administration building – on veloped site. Together, their e than 100,000 square feet. winery, with heavy process ncorporated at least 1,000 of which had to be vetted d List Imperative to ban the hemicals. Material needs ific due to quality-control n wine production and oject area, which includes so large. Hundreds of d to make the cut.
products are Red List free
Lessons Learned While LBC doesn’t always extend into operations, for this project, materials selection was tied to wine production. Vineyard irrigation involves considerable amounts of material, so we were challenged with finding low-toxicity alternatives to polyvinyl chloride. In addition, we had to find materials that wouldn’t corrode, affecting the wine quality. The reluctance of some manufacturers to disclose their products’ contents complicated materials selection. Effective vetting and documentation, as well as early meetings with the contractor, Cello & Maudru, helped us satisfy the materials petal requirements. Each LBC petal comprises two or more imperatives that must be met to complete it. To complete the seven petals required for full certification, we opted for a two-phase audit, addressing the most challenging ones, including the materials petal, first. Petals with the most imperatives tend to be more challenging, but some imperatives are more complex than others. The biophilic design imperative, which requires examples of designing with nature, cannot overlap the beauty imperative. However, many of the biophilic design elements – including a reflective water feature that flows alongside the glass exterior, and a staircase constructed of redwood salvaged from old wine tanks – are undeniably beautiful. In the end, a collection of modern bronze sculptures, distributed throughout the winery gardens, helped fulfill the beauty imperative.
ak Cellars, on 105 acres in Healdsburg, California, is on course ing Building Challenge. At left, a water feature flows alongside or, providing a biophilic design element.
120M
45M
Rainfall
EvapoTranspiration
105 Acres Living Building Challenge Project Boundary
46M Rain Runoff
39M
Stormwater Infiltration
0.5M Storm Sewer
4M
Potable Water Well
36M
Groundwater Infiltration
am evaluated the quantity of water (millions of gallons per year) aving the project boundary, depicted in this water cycle graphic, tification requirement that all water used must come from the site. Thornton Tomasetti 2018 Corporate Responsibility Report
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Our Services
Cross-Practice Project Showcase
PASSIVE HOUSE GRADUATES Aside from housing students, what do Garfield House at Williams College (Williamstown, Massachusetts), a residence hall at Wheaton College (Norton, Massachusetts) and the Park Row Apartments at Bowdoin College (Brunswick, Maine) have in common? Hint: These projects have all achieved close to 50 percent cost savings on energy use across the board. If you’re familiar with the Passive House energy-efficiency standard, you might have guessed it: each of these projects has met the stringent criteria for achieving Passive House certification.
Achieving Passive House Status
50%
savings on energy cost
70%
reduction in energy for heating
50%
reduction in energy for hot-water use
For all three projects, our attention centered on the building envelope, where smart design can substantially improve thermal comfort. But while the envelope insulation factors for these projects are impressive – ranging from R35 to R40 – our methods for attaining them varied. At Williams College, where the residence is wood-framed, we selected foam insulation for the exterior. At Bowdoin College, where the project consists of four wood-framed residence halls, double stud walls with cellulose and fiberglass insulation offered the most cost-effective envelope. And for Wheaton’s much larger (45,000 square feet) steelframed project, the team specified five
One reason we like Pass energy. The standard isn’t always mean much. Instead per person. It pushes performance but doe inches of continuous mineral wool and spray foam in the interior stud cavity. Triple-glazed windows with highperforming frames were used across structure types. When building envelopes are this tight, the largest contributor to energy consumption becomes hot-water use – a pervasive issue on college campuses, where long showers often afford a welcome respite from stressful all-nighters. For these residences, we recommended drain-water recovery from the showers, which, by minimizing the primary energy needed for heating water, reduced energy use by 15 to 20 percent. A fundamental objective of the Passive House standard is to find as many ways as possible to reduce energy loads through design. Our sustainability consultants engaged experts from other fields within our firm to prevent energy leaks in challenging areas. For the projects at Williams and Wheaton Colleges, our Façades practice helped with envelope detailing and the creation of air barriers. Our structural engineers eliminated thermal bridging, which can be one of the biggest challenges in Passive House design, by building structural thermal breaks into the design.
– Micha
“Having a bread team allowed u meet the Passiv is now the large in Massachuset energy-use goa executive vice p administration a
Lessons Learn
Although all thr and Wheaton C by SGA Architec College apartm Brensinger Arch their primary de At Williams and the projects are was the driving College residen cooling was par houses nearly t per square foot occupants a sig These projects layout is an imp designing an en meet Passive H cooling requirem
sive House is its sharp focus on primary t about exceeding code, which doesn’t , it allows for a certain energy budget s the team to achieve a higher level of esn’t necessarily cost the client more.”
ael Pulaski, Vice President. Sustainability Practice
ned
Renderings courtesy SGA
ree projects – the Williams College residences, designed cts, and the Bowdoin ments, designed by Lavallee hitects – are in New England, esign considerations differed. d Bowdoin Colleges, where e upper-class suites, heating factor. At the Wheaton nce, a double-bed dormitory, ramount because the project wice as many people , making body heat from gnificant source of warmth. demonstrate that building portant influence when nergy-efficient space to House’s rigorous heating and ments.
The Garfield House project also enabled us to experiment with phase-change materials (PCMs), which are rolled products composed of high-density polyethylene with salts and clays, to reduce peak loads, eliminating the need for mechanical airconditioning. PCMs are cool – in every sense of the word. They behave like ice, melting when warm, solidifying when cold and slowly releasing heat energy at night through radiation, like thermal mass. These materials can cool the interior of a building by 10 degrees Fahrenheit on a hot day, and provide an effective passive means of keeping the residence at a comfortable temperature. “Passive House design is a smart choice for college residence halls. It allows us to economically take a deep dive into the details of energy performance,” said Amy Johns, director of the Zilkha Center for Environmental Initiatives at Williams College. “In some ways, achieving Passive House certification is similar to academic exploration: it takes creativity, problemsolving ability and a willingness to try new things.”
Energy-Use Breakdown by Design Case
90 80
66%
70
kBTU/ft2/yr.
dth of expertise on our us to close the gaps and ve House criteria on what est student housing project tts to achieve these strict als,” said Brian Douglas, president for finance and at Wheaton College.
energy savings
60 50 40 30 20 10 0
ASHRAE 90.1 2013 – Code
Proposed Design Case
Plug loads
Domestic hot water
Lighting
Cooling
Appliances
Heating
Fans Photos: This Wheaton College residence
hall in Norton, Massachusetts, uses a high-performance triple-glazed curtain wall (U-value .22), triple-glazed windows (U-value .18), optimized exterior shading and other highly energy-efficient envelope systems. Graph: Designed to Passive House
standards, the Wheaton College dormitory achieves 66 percent energy savings from code ASHRAE 90.1 2013. Thornton Tomasetti 2018 Corporate Responsibility Report
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Our Services
Top:
are e of s add
Resilience Project Showcase
KEEPING HOMES & PEOPLE SAFE IN PUERTO RICO The past few years have been turbulent for Puerto Rico. Recovering from the devastation and later repercussions of Hurricanes Irma and Maria is still an enormous challenge for both its people and its economy. The island’s exposure to climate-related risks – including drought, extreme heat and the strong winds, heavy rainfall, and storm surges that accompany hurricanes – is significant, and experts predict that climate change will exacerbate this vulnerability. Sea levels in the Caribbean Sea are rising dramatically, and this poses serious problems for Puerto Rico’s coastal areas, where more than 2.2 million people live.
70,000
Puerto Rican housing units damaged by Hurricane Maria
75,000
houses built in Puerto Rico in 2018 without permits or professional guidance
But climate-related perils are not the only natural hazards that threaten this U.S. commonwealth. Earthquakes and landslides also pose significant threats to people, property and businesses. While it is essential to learn from the past, enhancing the island’s resilience requires that we also take into account multihazard risks and projected future conditions. This approach to resilience capitalizes on hindsight, insight and foresight.
Providing Resilience Hurricane Maria damaged approximately 70,000 housing units. Data from the Puerto Rico Permit Management Office as of March 2018 reveals that, since Maria, about 75,000 informal houses had been constructed without permits or guidance from professionals. This is cause for concern, as studies have shown that even when authorities recommend evacuation, more than 50 percent of people seek shelter in their homes. Keep Safe Puerto Rico is a practical design and construction guide developed by Enterprise Community Partners, the organization that formulated resilience guidelines for New York City after Sandy.
The guide, to which our global resilience team is contributing, is for preparing Puerto Rican homes for future disasters. Enterprise Community Partners is a nonprofit that supports low-income communities. Their resilience team, headed by Laurie Schoeman, is leading this effort, in partnership with organizations that are on the ground in Puerto Rico, including the U.S. Federal Emergency Management Agency (FEMA), Puerto Rico Homebuilders Association, local architects and other resilience experts. Once the guide is complete, a training program will be rolled out as well. Amy Macdonald and Jenifer Mahan, from Thornton Tomasetti’s resilience team, are working with Enterprise and a collaborative group of sponsors, contributing partners and funders to teach Puerto Ricans to build more resilient homes. The aim is to ensure that homes are resilient against relevant site-specific natural hazards while also considering the cascading impacts of disasters, such as power outages.
KEEP SAFE PUERTO RICO COLLABORATORS Project Lead Enterprise Community Partners Sponsors Álvarez-Díaz & Villalón Architecture and Interior Design Asociación de Constructores de Puerto Rico Departamento de la Vivienda de Puerto Rico Universidad de Puerto Rico Contributing Partners MIT Urban Risk Lab Perkins+Will Habitat for Humanity Thornton Tomasetti U.S. Department of Energy National Renewable Energy Laboratory Funders The Miami Foundation The New York Community Trust United for Puerto Rico
ill c
Strategies for Pue
Our team began by natural hazards and affect the island, ex building practices a available local mate informed the strate to the guide, includ building protection, energy generation management and s emergency prepare
Passive habitability important in Puerto of hot nights rises, i for 24-hour cooling positioning a house and prevailing bree optimizing air flow a support passive hab
Lessons Learned
In preparing the gu applied knowledge the impacts of natu structures. Often am on the scene after a our staff have respo floods, earthquakes world. We understa long-term impacts communities, build businesses. While b a starting point, out standards for const thinking further – to people, buildings a
Working through th channels is importa change. The afterm Maria showed the w Puerto Rico’s peopl they can make whe
Ivan Kokoulin/123rf.com
Houses in Puerto Rico xposed to a vast array shocks and stresses, in dition to coastal risks. Bottom: This matrix
lustrates the risks that could impact different types of development in various regions of Puerto Rico.
erto Rico
y looking at all the d risks that could xamining local and assessing erials. This research egies we contributed ding those for safe site, , passive habitability, and backup, water storage, and household edness.
Site Hazard Matrix
y is especially o Rico as the number increasing the need g. In new construction, e relative to the sun ezes or, in any house, and natural light can bitability.
uide, our resilience team e gained from assessing ural disasters on mong the first to arrive a disaster, members of onded to hurricanes, s and fires around the and the immediate and of these events on dings, infrastructure and building codes provide tlining the minimum truction, we take our o the protection of and livelihoods.
he proper local ant to effecting math of Hurricane world the strength of le, and the progress en working together.
RURAL
URBAN/SUBURBAN
MULTIFAMILY
Description: Concrete Single Family Hazards: Examples: Caguas
Description: Wood Single Family Hazards: Examples: Utuado, Villalba
Description: Walk-Up
MOUNTAIN
Hazards:
Description: Wood or Mixed
Description: Wood or Mixed
Hazards:
Hazards:
Examples: Caño Martín Peña
Examples: San Lorenzo, Gurabo Description: Condo or Walk-Up
VALLEY
Hazards: Examples: Isla Verde
Description: Wood or Mixed
Description: Concrete Single Family
Hazards:
Hazards:
Examples: Piñoner La Perla
Examples: Levittown, Mayagüez
COAST
HAZARD LEGEND:
FLOODING
LANDSLIDE
STORM SURGE
HIGH WINDS
EARTHQUAKE
PRECIPITATION
Thornton Tomasetti 2018 Corporate Responsibility Report
EXTREME HEAT
14
Our Services
Engineering Project Showcase
MODELING THE HUMAN HEART
In the heart of Silicon Valley, a team from our Applied Science practice is crossing disciplinary boundaries, applying their engineering expertise to aid in the advancement of medical science. Imagine if scientists and researchers could use computers to model the human heart in the same way we model buildings. Now imagine using such a model With accurate, realistic computer to understand models, health professionals will how weaknesses (corresponding to soon be able to envision the diseases) affect the functioning impacts of their choices before of the heart, and trying them on a patient.” to identify ways of improving its performance. This notion isn’t science fiction; it’s the reality of the Living
Heart Project. The project – an ambitious undertaking aimed at developing a realistic computer model of the human heart – was initiated by Dassault Systèmes and involves more than 150 organizations, including Thornton Tomasetti.
model so that its p be tailored to indiv
“Creating an accur will allow us to dev and treatments for affecting this critic Kailasam, an assoc Applied Science p
Our Role Thornton Tomasetti continually examines the model’s material properties, structural characteristics and pressure-volume variations to determine whether it functions like a real heart. Our team has implemented several technical improvements to the generic model to make the computer simulations more realistic. We are also helping develop methods of adjusting the generic
Engineering the
While Mahesh is n he and the Thornto collaborate with ca apply their engine living systems. Lik working together t many engineering brought together b Pr ac en de of te ex fie sy m
Be in an
properties can vidual patients.
rate model of the heart vise new solutions r medical problems cal organ,� said Mahesh ciate principal in our practice,
Heart
not a heart specialist, on Tomasetti team ardiology experts to eering know-how to ke systems of the body to keep us alive, the g and medical disciplines by the Living Heart roject are helping chieve its goals. For ngineers, gaining a eeper understanding f the heart requires eam members with xpertise in a variety of elds, including electrical ystems, structures, materials and fluids.
eyond their expertise n universal engineering nd applied mechanics
principles, our team offers unique skills in computer simulation and artificial intelligence. We are even working on advanced visualization solutions, including bringing model and simulation results into virtual-reality environments. The models of the heart produced by the Living Heart Project will allow for improved clinical decision-making. Doctors have many treatment options for patients, and making life-changing choices is never easy. But with accurate, realistic computer models, health professionals will soon be able to envision the impacts of their choices before trying them on a patient. Now, on the cusp of being able to use the Living Heart to address practical medical issues, the possibilities are endless. In time, we’ll be able to expand this work to other bodily organs and systems.
In this video, Mahesh Kailasam, associate principal and director of the Life Sciences initiative of the Applied Science practice, describes how we use modeling and simulation to improve the availability of healthcare. He also discusses the firm’s interest and involvement in the multidisciplinary Living Heart Project.
Thornton Tomasetti 2018 Corporate Responsibility Report
15
LOW-CARBON STRUCTURAL DESIGN
7
years as a reporting member of AIA 2030 Commitment
23%
reduction in embodied carbon in our projects from 2011-12 baseline
Thornton Tomasetti’s big goal is to be the global driver of change and innovation in our industry. We pursue this goal, in part, by developing solutions for the next era of sustainable design and by creating early design tools that advance the analysis of sustainability opportunities. We find that innovation flourishes when diverse teams collaborate across disciplinary boundaries. Our featured 2018 sustainability innovations have broadened our understanding and heightened attention in the industry to the significance of embodied carbon’s impact on a building’s carbon footprint, helped to speed up the optimization of sustainable designs, and may eventually produce a sustainable settlement on Mars. More on next page . . .
Now in our seventh year of measuring the embodied carbon in our structural projects, our Embodied Carbon Lab has seen the average embodied carbon count plateau since 2014, with a marginal increase in 2018. Minimal changes in the percentage of recycled steel, and a continued lack of market incentives for new strategies to reduce embodied carbon, may have contributed to this trend. An increase in average embodied carbon in this year’s count has likely resulted from a small sample size and the addition of different project types to our analysis, rather than greater inefficiency in structural engineering.
Average Embodied Carbon per Square Foot
60 55 50 45 40 35 30 25 20 15 10 5 0
60 55 50 45 40 35 30 25 20 15 10 5 0
Commercial
Education
Residential
2011-12
The Embodied Car embodied carbon industry-wide benc for low-carbon bui to industry researc amassed a databas Tomasetti structura for embodied carb level sponsor of th Forum, we have co growing awareness potential of buildin inclusion of life-cy green-building cer We are proud to be burgeoning area of a co-initiator of the 2050 Challenge. Re
Keeping Tabs on Our Embodied Carbon
Average Embodied Carbon by Market Sector
Kg CO2/ft2e
Kg CO2/ft2e
Our Services
Innovations in Sustainability
2012-13
2013-14
2014-15
2015-16
2016-17
2017-18
Thornton Tomasetti 2018 Carbon Leadership Forum study
In 2012, we began the embodied ca engineering projec seven years ag of 54 kgCO2e per sq figure impr 44 kg
courtesy Related-Oxford
rbon Lab, which studies for the development of chmarks and strategies ildings, has contributed ch since 2012 and has se of 469 Thornton al projects analyzed bon. As a Platinumhe Carbon Leadership ontributed to the s of the global-warming ng materials and the ycle analysis in influential rtification programs. e an early leader in this f design, and of being e Structural Engineers ead more and share!
n annually calculating arbon of our structural cts. Our original count, go, showed an average uare foot. In 2018, this roved to an average of gCO2e per square foot. Thornton Tomasetti 2018 Corporate Responsibility Report
16
Our Services
Innovations in Sustainability
CUTTING-EDGE TOOLS & ANALYSIS
Wa
The con buil the ena team offs wat des sum the me
This video demonstrates the capabilities of Asterisk, our new structural optioneering tool for early stage design, and explains how the tool is used for embodied carbon assessments. In 2018, we beta-tested several innovative tools that are helping to advance sustainable solutions in ways that were unimaginable just a few years ago. Our CORE group combines its expertise in computational modeling with the knowledge and experience of our Sustainability practice to develop tools to advance sustainable design. Read more and share!
Asterisk Asterisk is a designer’s application for structural optioneering, focusing on the conceptual stage of design. It can uncover design impacts from a structural point of view in a matter of seconds. Asterisk loads a mass and core model through the Rhino interface, along with bay size, program, façade, and floor heights, and generates a structural design complete with early metrics. It can handle both steel and concrete designs and can be
Thr
used to assess the embodied energy resulting from structural design decisions. Asterisk applies the ongoing research at Thornton Tomasetti to machine learning and its implementation in the AEC field.
Par Assess This tool enables users to simulate tens of thousands of iterations of Passive House energy models in a matter of minutes, using WUFI Passive software, and provides an interface for exploring endless combinations of insulation, windows and HVAC to achieve the energy standard. The WUFI (Wärme Und Feuchte Instationär, or “heat and moisture transiency”) family of products was developed by the Fraunhofer Institute for Building Physics, and Par Assess is a collaborative effort between Thornton Tomasetti and Fraunhofer. It was released for beta testing in late 2018.
Thread introduces a diverse range of data visualization options.
The Tom det high exp dec Thr com insu fan
ater Balance Calculator
e Water Balance Calculator aids in water nservation by quickly demonstrating a lding’s water demands and estimating e availability of on-site supplies. It ables owners, developers and design ms to weigh the benefits and trades of different approaches to the use of ter as an on-site resource in building sign. The tool provides a water-balance mmary, along with recommendations of e most appropriate on-site sources for eting project goals.
read
e next generation of Thornton masetti’s Design Explorer, Thread termines which parameters enable h-efficiency building. It is a dataploration platform tailored to iterative cision-making processes. We have used read to conduct studies for 120,000 mbinations of roof, wall and window ulation values; heat recovery options; power; and solar heat gain coefficients.
Images courtesy AI SpaceFactory and Plomp
46%
increase in R&D since last year
20
R&D projects funded in 2018
$4.6
million for R&D since 2013
Destination Mars Competition In collaboration with AI SpaceFactory, a Thornton Tomasetti team won first prize in NASA’s 3D-Printed Habitat Challenge. This multiyear design competition seeks to foster the development of new technologies for creating sustainable housing in space and on Earth. We provided engineering and analysis for this project, which involved the design of a prototype 3D-printed habitat for deep-space exploration, including a possible mission to Mars. Our team’s MARSHA prototype is a vertical cylinder made up of a 3D-printable mix of basalt fiber extracted from rocks and renewable bioplastic derived from plants that would hypothetically be grown on Mars. The four-story building features a lab and living space, as well as an atrium. Read more and share!
Thornton Tomasetti 2018 Corporate Responsibility Report
17
Business Operations
Bess Adler/Thornton Tomasetti
We aim to accomplish our goal of climate-neutral business operations by 2030 by reducing energy use locally, office by office, and by offsetting emissions that we can’t reduce. Awareness campaigns like Daylight Hour engage employees throughout the firm in reducing energy use right at their desks. Here, some energy-conservation advocates from our New York headquarters show their support for the event by lying on the floor in the shape of the Building Energy Exchange’s Daylight Hour logo – a clock showing the time of the event: noon to 1:00 p.m. This annual campaign has inspired the ongoing use of natural lighting in many of our well-lit offices.
Thornton Tomasetti 2018 Corporate Responsibility Report
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We conducted our first biennial carbon-footprint analysis in 2012, and now, six years Our average carbon footprint per employee has fallen by 42 percent. Our total carbon has not grown significantly along with employee numbers. The data indicates that ou Carbon offsets have contributed as well, with a total decline of more than 5,000 metr will continue to play an integral role in achieving carbon neutrality. For attaining ene declined over the previous year. Since reducing emissions starts with the manufactur through Staples, realized a green purchasing figure of 44 percent of total purchases.
2018
2018
3,894 2016
3.24
3,463
2016
2,633
small rise in total carbon footprint since 2012, despite our growth
3,419
6%
Average C print per with Offse tons CO2/
5.37
Note: Due to calculation updates, numbers may vary slightly from 2017 report.
4,817
Note: Due to calculation updates, numbers may vary slightly from 2017 report.
4,773
Total Carbon Footprint without Offsets (metric tons CO2)
3,493
Total Carbon Footprint with Offsets and RECs (metric tons CO2)
3,264
Business Operations
PROGRESS REPORT
2012 2014
2012 2014
2012 2014
s later, we can see a trend toward greater per capita CO2 emissions reductions. footprint with offsets has plateaued around 3,400 metric tons of CO2 and ur processes and operations are becoming more energy efficient with time. ric tons of CO2 in our carbon footprint due to offsets since 2012. Carbon offsets ergy-use reductions, electricity will be a critical focus, and our use in 2018 re and purchase of products, we maintain a green purchasing policy and,
4
Office Products with “Eco-Features� Purchased
2016
2018
2012 2014
44%
48%
45%
1,959
34%
2,566,935
2,434,598
3.09
3.21
2,259
49%
2,595
57%
2,871
Commuting, Air-Travel and Waste Emissions (metric tons CO2)
3,879,657
Total Electricity Consumption (kWh)
4,070,737
Carbon FootEmployee, ets (metric /person)
2016
2018
2012 2014
2016
2018
2013 2014 2015 2016 2017 2018
Thornton Tomasetti 2018 Corporate Responsibility Report
19
Business Operations
Toward Carbon Neutrality
OUR CARBON FOOTPRINT
6K+
metric tons CO2 reduction as a result of offsets and green power since 2012
3.09
average per-person carbon footprint in metric tons CO2
Five years ago, we established a strategic goal of achieving carbon-neutral business operations by 2030 through a combination of reduced energy use and carbon offsets. As an adopter of the Architecture 2030 Challenge, we also committed to the vision of climate-neutral buildings by 2030. Our internal operations goal was set to align with our external commitment, and our five-year target for progress toward this ambitious goal was to bring our 2012 annual per capita carbon footprint of 5.75 metric tons of CO2 down to 4.0 metric tons by 2018.
of 4.3 metric tons of CO2 for 2018. Our total carbon footprint for 2018 was 4,817 metric tons of CO2, the equivalent of the emissions from 1,047 cars in one year. This is just 38 percent higher than our first recorded carbon footprint in 2012, despite a steep rise of 72 percent in our employee numbers during the same period. By offsetting emissions in areas where reductions aren’t feasible, our firm has managed to grow while keeping our total carbon footprint (with offsets) consistent since the first count in 2012, with only a 6 percent rise.
By 2016, we had reduced our per capita carbon footprint to below 4.0 metric tons of CO2, achieving our 2018 target two years early. Since then, our footprint has remained below 4.0 metric tons; in 2018, our average per capita carbon footprint was 3.09 metric tons of CO2 (with offsets). Taking into account energy-use reductions alone – not counting offsets – we achieved a per-person carbon footprint
To measure and verify progress toward our carbon-footprint goals, every two years we conduct a carbon-footprint analysis of every sizable office with more than eight employees. We use our own carbon-footprint calculator – reviewed by external consultants – to analyze electricity use, office waste, heating fuel, employee commuting and air travel. Our air-travel analysis has historically
accounted for ever by employees, but adopted a new acc estimates air travel This more efficient tested against a co found to be accura
By offsetting all ou purchasing Renew (RECs) or using gre offices, we can rea meet our targets a neutrality by 2030. purchasing carbon through Carbonfun support renewable efficiency projects $55,000 on offsets our CO2 emissions reduction of 5,720 Without carbon off emissions would b carbon footprint. W brought to zero. Re
Greenhouse-Gas Emissions Scopes (metric tons CO2)
SCOPE 1
N/A
Company-owned facilities and vehicles
2012
Scope 1 emissions aren’t applicable to our firm, as we have little ownership or direct control over emissions sources. Our scope 2 emissions show efficiency gains. Because we have offices and projects around the world, our scope 3 emissions are a large contributor to our carbon footprint.
SCOPE 2
2014
Electricity, heating and steam
2016 2018 2012
SCOPE 3
2014
Employee commuting, air travel and waste
2016 2018 0
500
1k
Daniel Seagrave/Thornton Tomasetti
ry flight expensed t in mid-2018 we counting method that l by total cost of flights. t method has been ount of each flight and ate.
Our Los Angeles employees took part in Bike to Work Month, reducing their commuting emissions.
After business travel is removed from the calculations through offsets, our electricity use contributes 42 percent of our total carbon footprint. We purchase RECs and green power as a way of reducing the electricity we must use, while continuing to implement energy-conservation measures and efficiency improvements.
ur air travel and by wable Energy Certificates een power in some alistically expect to and goal of climate . Since we began n offsets in 2014 nd.org (as donations to e-energy and energys), we have spent over s and neutralized all from air travel – a total metric tons of CO2 . fsets, our air-travel be 27 percent of our total With offsets, this figure is ead more and share!
In 2018, five of our offices purchased enough RECs to offset 27 percent of our total U.S. electricity use in 2017. Our 2018 carbon-footprint analysis shows that our total electricity consumption, even without adjusting for green power, has fallen since our last analysis in 2016, despite an increase in our number of employees and offices.
Carbon Footprint by Indicator
6% 31%
27%
Electricity Heating fuel Commuting
9% 27%
Business travel
Waste
7%
42%
38%
Carbon Footprint by Indicator (with offsets) Electricity Heating fuel Commuting
13%
1.5k
2k
2.5k
3k
Waste
Thornton Tomasetti 2018 Corporate Responsibility Report
20
Business Operations
Sustainably Designed Spaces
OUR GREEN OFFICES
To reach our goal of carbon-neutral business operations by 2030, we’re making new offices highly energy efficient through LEED certification and other sustainable-design rating systems. Since 2012, our policy has been to pursue U.S. Green Building Council LEED certification for all new office fit-outs and major office renovations of 4,000 square feet or larger. Seven of our offices have met our target of LEED for Commercial Interiors Gold or higher: Chicago (two projects, including a LEED Platinum expansion); Denver; Philadelphia; Kansas City; Los Angeles; Washington, D.C.; and San Francisco (LEED v4 Platinum). Our Fort Lauderdale office is LEED registered and is anticipating certification in 2019. And soon, we expect to earn our first Living Building Challenge (LBC) materials petal for our Denver office’s ultra-healthy new space at 303 17th Avenue.
Healthy activities like hiking are part of our everyday culture in Colorado, and our staff care about wellness. The focus of the LBC materials petal on healthy materials is a great fit for our staff and an effective demonstration of our sustainability services.” – Jeffrey D’Andrea, Denver Office Director
By obtaining sustainable-design certification for our offices, we’re leading by example and enabling our employees to learn important lessons by applying their knowledge to internal projects. But why seek LBC instead of LEED certification? Increasing numbers of our projects are pursuing this stringent certification, which is relatively new in the field of sustainable design. As we strengthen our expertise in this area, the Denver office move and fit-out presented an ideal opportunity. The LBC materials petal is comprehensive. To earn the certification, every product was evaluated for its environmental and human health impact, and the design team completed detailed market research to find the most sustainable products available. Staff from our Sustainability practice served as the project’s sustainability consultants.
The new Denver of feet and houses ab first step toward pe compile a pallet of List chemicals (che most harmful) with This eventually pro list of products tha the project, with in composition and s for submission to t Futures Institute. In products coming in had to ensure that project met a string requirement of 90 The certification al make a donation to exchange and purc for the CO2 emissio embodied carbon
ffice is 5,500 square bout 30 employees. The etal certification was to f materials free of Red emicals designated as h the architect, Gensler. oduced an extensive at would be used on nformation about the ource of each product, the International Living n addition to evaluating nto the space, we waste leaving the gent waste-diversion percent of all materials. lso required that we o a land trust for habitat chase carbon offsets ons associated with the of the project materials.
Tania Peterson/Thornton Tomasetti
As they walk through the space, visitors to the new Denver office will see evidence of the Living Building Challenge materials, beauty and place petals, which are highlighted by interpretive signage in key locations. These include the use of beetle-kill wood (wood from trees killed by insects) in the wall finish, office plants and artwork that support biophilic design, and healthy lighting in workspaces. Other touches that may be perceived only through a sense of greater well-being include carpets and paints free of Red List chemicals, non-PVC wiring and low smoke zero halogens. The furniture from the previous Denver office location is being reused and meets LEED certification standards for green furniture.
30%
of employees work in green certified or registered offices
10
green certified or registered office projects
Thornton Tomasetti 2018 Corporate Responsibility Report
21
Business Operations
Making Change Happen
OUR GREEN CHAMPIONS
In 2018, 84 employees – in all but our smallest offices – served as local corporate responsibility advocates. Green champions help us meet local energy-conservation and efficiency goals, reduce our waste footprint and achieve other environmental objectives. They also work to improve employee wellness and workplace comfort, organize community-service initiatives, and implement firm-wide corporate responsibility initiatives locally. Our Corporate Responsibility department provides them with resources, targets, guidance, and networking and ensures strategic alignment with corporate goals.
84
green champions in 34 offices over the course of the year
27
corporate responsibility grants awarded in 22 locations
The Corporate Responsibility Grants Program gives green champions and office directors the opportunity to undertake initiatives that fall outside standard office budgets. Since its inception in 2012, the program has awarded $155,000 for local projects. In 2018, it awarded 27 grants, totaling $45,000. Inspired by these grants – and motivated by their passion for creating positive change – last year, green champions initiated a number of improvements in their offices. These include embracing eco-friendly dining by purchasing reusable tableware, dishwashers, and organic and healthy snacks; lighting fixture improvements for greater efficiency; wellness rooms and yoga classes; and even the certification of our Los Angeles office as a Green Business by the City of Los Angeles. Read more and share!
One way our green champions move us toward our goal of 100 percent employee awareness of corporate responsibility programs is by organizing events. In 2018, 29 of our offices participated in Daylight Hour, an international social media campaign organized by the Building Energy Exchange. Our 2018 participation earned Thornton Tomasetti the Globetrotter Award for the company with participation by staff in the “farthest flung” international offices. We saved more than 540 kWh of electricity by turning off the lights and using natural daylight. Read more and share! Every year, green champions organize Earth Week activities in celebration of Earth Day (April 22) and conduct a social media blitz on our social intranet – in 2018, 33 of their articles received 4,339 views. Read more and share! Green champions also facilitated our fourth Wellness Challenge, in which 446 employees in 26 offices competed in a month-long be-healthy-at-work contest. Read more and share!
Photos, top to bottom: Our Portland office celebrated Earth Day 2018
with a no-plastic pledge; in Mumbai, staff switched to reusable tableware; our New York green champions assisted in a battery recycling collection program; and Fort Lauderdale green champions organized a recycling education seminar for co-workers. Click on the video to learn about other green-champion initiatives around the world.
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Community Engagement
In July 2018, a group of passionate do-gooders selected from among employee applicants across the firm journeyed to Boca de Lura, Panama, to lend a hand to an isolated community of 1,170 people. Contributing physical labor and construction know-how, our team worked with local residents to build a 51-meter suspended footbridge over the Rio Lura, which had been too dangerous to cross due to flooding about 180 days per year. Through our TT Gives Back community-service program, we partner with Bridges to Prosperity to provide safe access to healthcare, education and economic opportunity, and to empower communities out of poverty.
Thornton Tomasetti 2018 Corporate Responsibility Report
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In the first full year of our TT Gives Back community-service program, involvement in significantly. In 2018, 20 percent of our employees, in more than 20 offices, took adva improved organization and an increase in the number of paid hours the company mak in the total number of volunteer hours taken. Our charitable giving continues its stead to be directed to legacy programs and STEM education, with a new program in intern
“Volunteer Day” Hours Since Reporting Began
community-service volunteer days since program’s 2014 launch
831
936
1,588
1,308
1,570
940
1,275
2,156
Employee Volunteer Hours on Company Time
869
Community Engagement
PROGRESS REPORT
2014 2015 2016 2017 2018
2016 2017 2018
n our established volunteerism programs and enthusiasm for new programs grew antage of the firm’s paid-volunteer-hours benefit. Since the program’s establishment, kes available for volunteer work have contributed to a 36 percent increase dy rise, with an 8 percent increase in one year. Most of our giving continues national service that includes our sponsorship of Bridges to Prosperity.
ACE Mentor Hours Since Reporting Began
2016 2017 2018
$393,432
$364,100
$322,603
$193,368
$199,317
651
$307,317
739
881
Charitable Contributions
2013 2014 2015 2016 2017 2018
Thornton Tomasetti 2018 Corporate Responsibility Report
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Community Engagement
Local and International Volunteerism
COMMUNITY SERVICE
250+ volunteer days logged in 2018
2018 was an exciting year for community service at Thornton Tomasetti, including, among other things, the full implementation of all parts of our TT Gives Back community-service program. Established in 2017, this three-pronged program aims to build leadership skills, provide new opportunities for teambuilding and business development, and increase our social impact. It has expanded opportunities for employees to engage in volunteerism during the workday, and it included our first annual international service trip with a multioffice team of employees. Read more and share! Building on existing volunteer programs, TT Gives Back opened up new opportunities, including international service to the most disadvantaged communities. In our first year of partnering with Bridges to Prosperity, we aided in the construction of a suspended footbridge that serves 1,170 people in the remote community of Boca de Lura, Panama. This memorable two-week experience, described by one employee as “the best project” of his engineering career, not only linked an isolated community with schools, markets and healthcare, but built strong bonds among the members of the Thornton Tomasetti team from different locations and practices. To increase our impact, in addition to the contribution of staff time and bridge sponsorship, the firm made a year-end donation to support the operations of Bridges to Prosperity. The organization used these funds as a match for individual contributions toward their
2019 goal of building 30 more bridges to serve 88,000 people in need. While one prong of the TT Gives Back program entails serving disadvantaged communities far from home, another involves volunteering in the local communities where we live and work. Employees receive up to two “volunteer days” each year, which they can use to benefit a variety of causes, including homeless shelters, Habitat for Humanity, conservation organizations and more. Read more and share!
148%
increase in volu hours since 201
20+
communities served
The third prong continues our decadeslong legacy of cultivating the next generation of AEC professionals. For 26 years, the firm has supported the U.S.based ACE Mentor Program, established by Founding Principal Charles Thornton, through funding and volunteerism. Thornton Tomasetti has the highest participation rate in the ACE Mentor Program, compared to firms of a similar size. Read more and share! In 2018, more than 250 employees (20 percent) volunteered their time to help local organizations, families and schoolchildren. Our initial goal for TT Gives Back was a 20 percent increase, after one year, in local communityservice hours. These include hours spent mentoring high school students in STEM topics through the ACE Mentor Program and days of community service in employees’ local communities. In 2018, compared to our 2016 benchmark, we saw an increase of more than 19 percent in hours contributed to the ACE Mentor Program and realized a 53 percent increase in employee use of volunteer days.
Clockwise from top: The Thornton Tomasetti team volunteered with Bridges
to Prosperity in Panama; Tampa employees pitched in for ASCE Paint Your Heart Out; Portland staff taught Chebeague Island School children about sustainable design; and New York employees helped out at East River Park. Click on the video to visit our bridge-building project in Panama.
%
unteer 14
Thornton Tomasetti 2018 Corporate Responsibility Report
25
Community Engagement
Financial Contributions
PHILANTHROPY
Our charitable giving continues to grow each year, and has nearly doubled since 2013. In one year, our total contributions rose by 8 percent. During 2018, we donated $393,432 to aid disadvantaged students, families and communities and to help mitigate climate change. We continue to support our legacy areas of philanthropy, including the ACE Mentor Program and the Salvadori Center, which provide STEM education to schoolchildren. About one-third of our monetary donations go to the Thornton Tomasetti Foundation, which sponsors numerous grants, fellowships and scholarships and distributes funds to a variety of AEC-related nonprofits.
Newer areas of philanthropy include direct collaboration with Bridges to Prosperity, through our TT Gives Back initiative, as a corporate partner on a bridge-construction project. Our separate end-of-year donation served as a match, enabling the nonprofit to secure funding from additional sources. We are in our fifth year of donating to Carbonfund.org to offset our air-travel emissions by supporting renewable-energy and energy-efficiency projects. Local offices contributed to 26 percent of our charitable giving, supporting a variety of causes that are meaningful to their staff and community members. For example, this year we gave to the Global Orphan Project and the National Multiple Sclerosis Society, and backed Canstruction competitions to collect food and raise money for local food banks.
11% 5%
28%
$393K
17%
4% 31%
4%
STEM education
Carbon offsets
Scholarships
Thornton Tomasetti Foundation
Bridges to Prosperity
Various other
Disaster relief
A team from our whale out of cans donates cans of f
New York office created a s for Canstruction, which food to local food banks.
Lorenzo Sanjuan/Thornton Tomasetti
Courtesy Engineers in Action
Students from University College London and Duke University with Engineers in Action built the MisiĂłn Mayu footbridge in Bolivia with support from the Thornton Tomasetti Foundation.
Thornton Tomasetti Foundation In its 10th year of service, the Thornton Tomasetti Foundation distributed scholarships, fellowships and grants worth $121,500 – pushing its total past the $1 million mark. To date, the foundation has donated to more than 40 organizations. In 2018, the foundation awarded $50,000 in scholarships and fellowships to five students pursuing degrees and research in engineering, design and technology. The foundation gave to several charitable organizations, including Build Change, Bridges to Prosperity and Engineers Without Borders. Grants to Hofstra University, the Urban Assembly and Columbia University supported student involvement in community-service projects and engineering competitions and funded education for underserved students. The Thornton Tomasetti Foundation is an independent 501(c)(3) organization. For more information, visit ThorntonTomasettiFoundation.org.
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A Great Place to Work
Felicia Knihtila/Thornton Tomasetti
On a calm day in September, members of our Women@TT employee resource group from the Boston, Massachusetts, and Portland, Maine, offices hosted a networking sail across Boston Harbor. Aboard the Liberty Clipper, a modern replica of the fast schooners of the 18th century, our staff were joined by more than 50 clients and colleagues. This event formed memorable connections between our staff and other professional women from the Boston-area AEC industry and provided an opportunity for our rising women stars to connect with established industry leaders.
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Although our inclusion and diversity initiative is in its early stages, we know where w growth and success. Like many engineering-services firms, we employ relatively sma 13 percent of those are in senior leadership positions. Yet this year, we saw welcome stage for moving into leadership – and an increasing percentage of new hires are wo mentorship programs support these outcomes, as do our investments in career develop remained stable, but the number of promotions has increased with our growth in staf a private company with a legacy model of ownership, is undergoing a gradual upward
Employees Who Are Women
30%
31%
31%
13%
30%
53%
50%
50%
49%
49%
Employees Who Are Women or of Nonwhite Ethnicity/Race
50%
A Great Place to Work
PROGRESS REPORT
of our senior leaders (vice president and above)
are women
2013 2014 2015 2016 2017 2018
2015 2016 2017 2018
we need to improve and have established strong foundations for future all numbers of women (about one-third of our workforce), and just signs of change, with more women in associate positions – a pivotal omen, nonwhite or both. New lifestyle-friendly benefits and expanded pment and learning. The percentage of employees receiving promotions ff. The percentage of employees with ownership in the firm, d trend.
14%
14%
13%
11%
11%
11%
23%
23%
24%
23%
Employees with Ownership in the Company
85
92%
147
93%
19%
23%
Employees Receiving Promotions
210
Hires of Women and Persons of Nonwhite Ethnicity/Race
95%
Retention Rate of Employees of Nonwhite Ethnicity/Race
2016 2017 2018
2016 2017 2018
2013 2014 2015 2016 2017 2018
2013 2014 2015 2016 2017 2018
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A Great Place to Work
Workforce Overview
EMPLOYEE DEMOGRAPHICS
At the end of 2018, Thornton Tomasetti employed 1,396 people. Demographic data sh 30 composing the largest group. Adding to that our second-largest group, employees under the age of 40. One-third of our technical staff work in our U.S. Eastern region o and our expansion from that location. Other technical staff are distributed throughout and other global locations. More than one-third of our corporate employees work in o In December 2018, more than half of our employees (65 percent) were white, and mor
3% 4%
12%
1% 0% 3% 1%
0%
1% 34%
U.S. Employees by Age
18%
Race/Eth of U.S Employ
65%
29%
20 and under
51–60
Asian
21–30
61–64
Hispanic or Latino
31–40
65 and over
White
41–50
Black or African American
elenabsl /123rf.com
hows that our workforce is relatively young, with staff aged 21 through aged 31 through 40, we estimate that 65 percent of our employees are offices, reflecting the early establishment of our New York headquarters t the U.S. mid-Atlantic, Midwest and West regions; Europe; Asia; ur Eastern region offices, predominantly at our New York headquarters. re than half of the 35 percent who were nonwhite were Asian.
56 19%
94 120
hnicity S. yees
10%
473
Head Count by Region
156
158
178 161
Two or more races
East
Midwest
Pacific Islander
Mid-Atlantic
West
Not disclosed
Corporate
Global
Native American
Europe
Pacific Rim
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A Great Place to Work
Empowering Our People
INCLUSION & DIVERSITY
62%
of 2018 hires were nonwhite and/or female
30%
of employees are women
Komali Coutinho/Thornton Tomasetti
40%
of our people in the associate position are women
We made our greatest strides in 2018 in improving inclusion for women. According to the 2018 Structural Engineering, Engagement and Equity (SE3) survey published by the Structural Engineers Association of Northern California, a disparity still exists between the advancement of women and men in the engineering industry. Thornton Tomasetti’s second annual pay parity report indicates a promising rise in the number of women moving toward leadership roles in our firm. We have improved our retention of women employees – in part, by offering enhanced benefits like expanded parental leave and a global flexibility policy. And our women’s employee resource group (Women@TT) engaged more than 300 women in local and firm-wide programs to educate, support and elevate them. Read more and share!
Mentorship opportunities for women grew in number, attracting the participation of women at many levels within the organization. Women@TT offered traditional long-term mentoring, as well as shorterterm programs for discussion around specific topics. A women’s mastermind retreat, also hosted by Women@TT, engaged women at the associate level to explore opportunities for growth, with the goal of supporting and retaining talented women at a pivotal stage in their careers. A new Senior Women’s Leadership Development Program helps prepare women at the senior associate level and above for leadership responsibilities and provides a forum for upper management to act as mentors for emerging female leaders. As we go forward, we continue to improve these programs for women and plan to expand best practices for other underrepresented groups.
Does the firm want me to be successful?
4.29
on a scale of 1 to 5 (5 = strongly agree) average participant response at a mastermind retreat for women associates
Left: Employees in our Mumbai office celebrate I
Right: More than 200 women attended a professio
Women@TT in Thornton Tomasetti’s New York, W
Images Lorenzo Sanjuan/Thornton Tomasetti
Read our interview with Gabrielle Bullock, principal and director of global diversity at Perkins+Will.
In our second year of (I+D)2 , we identified areas that were important to increasing inclusion and diversity – such as work-life balance and learning – and developed goals and strategies around them. This exercise, under further development in 2019, will inform the firm’s fiveyear plan. We also used our social intranet to shine a light on diversity, developing a diversity calendar to highlight upcoming events and sharing lessons and perspectives from leading diversity advocates.
Bess Adler/Thornton Tomasetti
[ CLICK HERE ]
Thornton Tomasetti strives to build an inclusive environment in which our people are respected for who they are, and are free to thrive. In pursuit of this vision, in 2017 we launched (I+D)2 (Inclusion and Diversity, Innovation and Design) firm-wide and expanded ongoing programs to promote the advancement of women.
nternational Women’s Day.
onal mixer hosted by Wall Street, office. Thornton Tomasetti 2018 Corporate Responsibility Report
30
A Great Place to Work
Health, Wellness & Balance
A LIFESTYLE-FRIENDLY WORKPLACE
In 2018, new and enhanced benefits supported our goal of providing a lifestylefriendly workplace. We expanded our parental leave benefit for U.S. employees, adding four weeks of paid leave (up to 10 weeks total) for mothers who have recently given birth. All parents who are primary caregivers continue to receive up to six weeks of paid leave. In response to feedback from staff, we initiated a global flexibility policy that defines “core hours” and, with some exceptions, allows employees to work according to a schedule that best suits their needs.
825
viewings of wellness seminars
1/3
of employees participated in the Wellness Challenge
Increased promotion of our expanded health-and-wellness programs contributed to a 24 percent rise in use of our fitness reimbursement benefit for U.S. employees. Our wellness program, offered in collaboration with Cigna, launched a new page on Spark, our social intranet, greatly improving its visibility. The 2018 program included wellness fairs in several of our larger offices – giving 390 employees access to massage therapists, meditation sessions, flu shots and wellness checks. Seminars on topics such as financial wellness, ergonomics and nutrition, along with healthy snacks, were offered in all locations.
The global Wellness Challenge, an annual event, helps catalyze awareness of and interest in our wellness program. This year’s challenge, our fourth, boasted more participants than ever, with 33 percent of employees, across 26 offices, signing up. Participants earned points and won prizes for themselves and their offices by completing wellness activities over a fourweek period. Read more and share! Our corporate responsibility grants program promoted health and wellness at the local level by providing funding for a variety of items, including plants to improve indoor air quality, furniture for “wellness rooms,” ergonomic equipment and yoga classes. Originally supported by this program, and now a standard feature in our offices, standing desks continue to provide better work-station comfort.
329
employees made use of our fitness reimbursement program
Clockwise from top: San Diego employees play
table tennis; Denver employees breathe fresh air and de-stress with yoga on their deck; and stress relief and health are the aims of yoga in our New York office. Background: Kumaraguru Selvakumar earns points
for the Mumbai office’s Wellness Challenge.
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A Great Place to Work
Bolstering Employee Success
CAREER DEVELOPMENT & LEARNING
6,191
courses completed this year
22
communities of practice
17
associates attended retreat for mid-career women
Clockwise from top:
The firm provided project management training in September; community of practice leaders held a summit in March; and employees attended a Women@TT mastermind event in November 2018.
Thornton Tomasetti is committed to the success of our employees, and nurtures their professional development throughout their careers. We offer formal training programs to all our staff, both online and through instructor-led sessions. Last year, our online catalog included 455 courses, most of which offered continuingeducation credits. These were completed 3,760 times. Members of our staff conducted 21 hour-long courses covering best practices and case studies. We tapped into our engineers’ expertise to devise training that supports continuous improvement in our design-analysis approach, and we are adapting our largest custom projectmanagement training initiative for delivery in the United Kingdom in 2019. Through our Quality Assurance initiative, we also launched a program that conveys valuable lessons learned from past projects.
Spark, our social intranet, facilitates grassroots knowledge-sharing. On average, 62 percent of our people made use of Spark each month. Communities of practice (CoPs) – online affinity groups that provide an employee forum for exchanging information and advice on a variety of topics – foster idea generation, communicate best practices and inspire innovation. Our CoPs grew in number from 15 to 22, with a combined total of 525 members. In 2018, we hired our first knowledge manager, who is leading the effort to expand our knowledge-sharing capabilities. In line with our firm’s value of “challenging people to grow,” we promoted 309 employees to more advanced positions, and our intern program helped 149 people get started in their careers. Our commitment to increasing diversity at our highest leadership levels inspired our women’s employee resource group to host a mastermind retreat in support of women’s career development. The retreat focused on women at the associate level, a pivotal stage in which responsibilities change considerably. What we learned will serve as a basis for career development programs during 2019. Read more and share!
Bess Adler/Thornton Tomasetti Thornton Tomasetti 2018 Corporate Responsibility Report
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People
Planet
Profit
Financial Sustainability
Enduring Organization
Thornton Tomasetti’s core ideology is based on the principle that by embracing the values of the triple bottom line (people, planet and profit), we can build an enduring organization. Our big goal of being the global driver of change and innovation in our industry, along with our shared purpose and values, ensures a meaningful and purposeful existence beyond just pursuing revenue. Our history has shown that we can achieve long-term sustainable growth by building relationships with trusted partners who also appreciate the value of the triple bottom line and by recognizing that investments with partners in people and planet drive innovation and contribute to greater long-term value.
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Over the past six years, we’ve seen a trend of strong financial returns, with slower on while our employee numbers have grown by 72 percent. Our retention of employees – strong, at an average of 87 percent over six years. The firm continues its strategic inv size and type. Unique among such firms, we maintain a department with full-time sta our corporate responsibility initiatives to form a department, the firm has expended a Thornton Tomasetti continues to be an enduring business with a strong commitment
$600
Gross Revenue
Retention of Employees
87%
88%
84%
88%
88%
86%
$268M
$265M
$166M
$307
$234M
2018 corporate responsibility budget
$240M
thousand
$145M
Financial Sustainability
PROGRESS REPORT
million
in net project starts in 2018
2013 2014 2015 2016 2017 2018
2013 2014 2015 2016 2017 2018
ne-year returns in 2018. Since 2013, gross revenue has grown by 85 percent, – an important financial indicator that can be correlated with cost savings – remains vestments in corporate responsibility, leading in this area among U.S. firms of its aff dedicated to corporate responsibility. Since 2012, when we first consolidated about $2.5 million to continue its ongoing initiatives and create new programs. to corporate responsibility.
Stock Valuation
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
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Personnel
Governance
BOARD OF DIRECTORS Our board of directors guides the overall direction of the firm in matters such as strategic planning, targeting new practices and regions, and everyday business affairs.
Man Dire
Pra Lea
Thomas Z. Scarangello, Chairman & CEO
Peter DiMaggio, Managing Director
Raymond Daddazio, President
Bruce Gibbons, Managing Principal
Aine M. Brazil, Vice Chairman
W. Steven Hofmeister, Managing Principal
Dennis C. K. Poon, Vice Chairman
Grant McCullagh, GIBSCorp, LLC
Joseph G. Burns, Managing Principal
Gary F. Panariello, Managing Director
naging ectors
actice aders
2018 Corporate Responsibility Steering Committee The steering committee advises on strategic direction for corporate responsibility. Members represent a variety of offices, practices, regions and departments and provide guidance on areas where corporate responsibility decisions have relevance to their areas of expertise and authority.
Board of Directors Chairman & CEO
Vice Chairmen
Thomas Berry, Associate Principal Greg Briggs, Principal
President
Regional Oversight
Raymond Daddazio, President Vanessa Da Rocha, Project Director Faz Ehsan, Managing Principal Gunnar Hubbard, Principal
Corporate Directors
Leonard Joseph, Principal Jim Kent, Chief Marketing & Communications Officer Gary Mancini, Managing Principal
Regional Leaders
Peter Quigley, Principal Lynn Simon, Senior Vice President Michael J. Squarzini, Managing Principal
2018 Sustainability Advisory Group
Tod Rittenhouse, Managing Principal
The advisory group comprises external advisers who are interested in fostering sustainability leadership in the building sector and among triple-bottom-line businesses. Members share their perspectives, guide us in new directions, elevate and validate goals, promote collaboration and help identify opportunities for innovation.
Michael Deane Chief Sustainability Officer (retired)
Michael J. Squarzini, Managing Principal
Turner Construction Chris DeVolder
Sustainable Design Leader for Sports+Recreation+Entertainment
HOK
Brian Dunbar Executive Director
R. Wayne Stocks, Managing Principal
Institute for the Built Environment Jonathan Flaherty
Senior Director – Sustainability & Utilities
Tishman Speyer
William Horgan
Yi Zhu, Managing Principal
Partner
Grimshaw Nadav Malin President
BuildingGreen, Inc. Marsha Maytum Principal
Leddy Maytum Stacy Architects Paula McEvoy Co-Director of Sustainable Design
Perkins+Will
Kate Simonen Founding Director
Carbon Leadership Forum – University of Washington
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Personnel
CORPORATE RESPONSIBILITY TEAM
2018 Green Champions
Amy Seif Hattan Corporate Responsibility Officer
Nado Saab Programs Manager
Duncan Cox Senior Associate
Alexandra Davis Intern
Evdokia Angeli Intern
Cathy Streifel Office Manager
Charles Palmer Editor
Lorenzo Sanjuan-Pertusa Mise-en-page
Penny Tennant, Albuquerque Sepehr Dara, Austin Junjie Jiang, Beijing Wei Sheng, Beijing Nasreen Awal, Boston Kim Carr, Boston Ted Saltz, Boston Kelsey Wittels, Boston Nuria Abad Sanz, Chicago April Bennett, Chicago Rachel Michelin, Chicago Abhiram Tammana, Chicago Jerome Tobolski, Chicago Mary Williams, Chicago David Milner, Cupertino Thomas Davies, Dallas Louisa McCambridge, Dallas Paul Leidig, Denver Tania Peterson, Denver Timothy Griffiths, Edinburgh Kathleen Halford, Edinburgh
Vanessa Da Roch Jacqueline Lope Michelle Olende Anh Nguyen, Ho Jason Dimaria, K Tiffany Thompso Duncan Cox, Lon Daisy Harvey, Lon Debbie Cervera, John Essig, Los A Nicola King, Los Kris La-Borde, Lo Luke Lombardi, L Alana Martinez, L Jackson Pitofsky Claudia Bruder, M Tara Evans, Missi Sanchit Bajaj, Mu Mundlamuri Kum Sandesh Rajput, Kumaraguru Selv
ha, Fort Lauderdale ez, Fort Lauderdale er, Fort Lauderdale Chi Minh City Kansas City on, Kansas City ndon ndon Los Angeles Angeles Angeles os Angeles Los Angeles Los Angeles y, Los Angeles Miami issauga umbai mar, Mumbai Mumbai vakumar, Mumbai
Miles Barber, New York Angela Brysiewicz, New York Lauren Francis, New York Hailey Kim, New York JungWon Kwon, New York Erin Purcell Maillet, New York Christos Mavroudis, New York Shannon McMullan, New York Jacey Pisciotta, New York Alana Seggman, New York Jason Silbiger, New York Elizabeth Uva, New York Natalia Zawisny, New York Alejandra Guerra, Newark Martin Villeneuve, Ottawa Kyle Root, Philadelphia Courtney Wells, Philadelphia Xiaoshu Du, Portland Amanda Lehman Garvey, Portland Emma Reif, Portland Andres Gutierrez, San Diego
Dean Schoenberg, San Diego Katie Hansan, San Francisco Kimberly Kung, San Francisco Anna Lorimer, San Francisco Sri Madhavan, San Francisco Zoe McBride, San Francisco Maggie Smith, San Francisco Shelley Wenzel, San Francisco Walter Hicks, Seattle Christopher Salazar, Seattle Gary Lin, Shanghai Vicki Tong, Shanghai Cathy Zhao, Shanghai Durai Raj Martin, Tampa Rubi Valerova, Toronto Giles Prosser, Warrington Elizabeth Chong, Washington, D.C. Rupa Patel, Washington, D.C. Kate Williamson, Washington, D.C. Abby Christman, Wellington Evan Lapointe, West Hartford
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We are committed to being a sustainable and enduring organization and the global driver of innovation in our industry.
www.ThorntonTomasetti.com
Serving clients from 50+ offices worldwide.