BGC Sustainability Report 2023

SUSTAINABILITY REPORT

LAND Acknowledgment

We begin this report by acknowledging the traditional custodians of the lands on which we operate. In North America, we recognize the Indigenous peoples who have stewarded these territories for millennia. In Latin America and Australia, we honour the Aboriginal and Torres Strait Islander peoples, as well as the diverse Indigenous communities who continue to care for these lands.

We honour their deep cultural, spiritual, and environmental ties to these regions, and pay tribute to their elders, past, present, and emerging. We commit to listening, learning, and working in genuine partnership with Indigenous communities to uphold their rights, protect their sacred lands, and advance sustainability in a manner that respects and values their wisdom and heritage.

As we strive for a more sustainable future, we do so with a deep reverence for the Indigenous knowledge that enriches our collective journey toward a harmonious coexistence with the Earth.

MESSAGE

from the CEO

It is with great pride that I introduce our inaugural Sustainability Report—a testament to BGC’s commitment to sustainable practices and responsible corporate citizenship.

For over three decades, we have helped our clients solve some of the world’s most critical and complex applied earth science challenges. Working together, we have contributed to positive, sustainable outcomes across the sectors we work in, advancing environmental, social, and economic stability.

Reflecting on the past decade, we have made notable progress in advancing environmental, social, and governance (ESG) initiatives. Yet, we had never put pen to paper to share our goals and achievements in these areas. This, our first-ever sustainability report, is both a place to start and a celebration of how far we’ve come.

Helping our clients navigate a rapidly changing climate is a growing component of our work on applied earth science challenges. In practice this looks like:

• Helping our mining clients design and build robust waste, open pit, and water management plans throughout a mine’s life cycle in the face of a changing climate.

• Delivering future-focused designs for our pipeline clients that consider past events and climate change predictions to reduce pipeline failure rates.

• Supporting our transportation and community clients with building resiliency into infrastructure that accounts for natural hazards in economical, regionally consistent, and practical ways.

• Providing our energy clients with innovative, risk-based solutions to support the global energy transition.

Other key ESG initiatives include establishing our annual greenhouse gas accounting in 2017, beginning to purchase carbon emissions offsets in 2019, and introducing climate change assessments for our clients in 2020. With respect to safety, we are proud to report that in 2022 and 2023, our team reported zero highconsequence work-related injuries or fatalities. And advancing our equity, diversity, and inclusion strategy remains vital to our success: last year’s review of our 2022 compensation data confirmed that our team members receive equal pay for equal work, regardless of gender.

A continuous source of inspiration is the generosity of our employees, who consistently demonstrate their compassion and support for those in need.

Through our community investment program BGC Squared, in 2023 we gave back over $1 million in pro bono services and donations to communities and initiatives across the globe.

Finally, in the face of climate change challenges, we resolutely support our clients as they prioritize sustainability in their projects, especially regarding extreme weather events. We are witnessing first-hand a prioritization of sustainable and climate-resilient design, underlining the positive shift in our industry. Aligned with this, we know it is imperative that at BGC we continue to reduce our own carbon footprint.

We aspire to be a sustainable business, providing practical solutions and environmental stewardship in resource, transportation, and land development projects across the full spectrum of geophysical environments the world has to offer. This report is a testament to our shared commitment to sustainability, safety, and community engagement. Together, we will continue to lead by example and shape a brighter, more sustainable future.

STEVE HEDBERG, M.SC. P.ENG., P.GEO., FEIC PRESIDENT & CEO, PRINCIPAL GEOLOGICAL ENGINEER

REPORT About this

We are pleased to present our first-ever sustainability report, which outlines our commitment to environmental, social, and governance (ESG) issues.

This report includes highlights and work from 2021 through 2023 and is an important step in our journey towards becoming a more sustainable company.

At the time of publishing this report, we have not yet selected an ESG reporting framework. However, we are committed to sharing the good work we are doing in the areas of ESG to help establish a foundation from which we can grow.

In this report, you will find information about BGC’s operations and the impact they have on the environment and society. We highlight some of the key initiatives we have undertaken to reduce our environmental impact and promote sustainable practices. We also discuss our efforts to improve social outcomes and governance practices.

Our goal is to provide readers with a clear understanding of BGC’s commitment to sustainability and the progress we have made so far. If you have any questions or comments about this report, please do not hesitate to contact us.

BGC About

BGC Engineering is an international consulting firm that provides professional services in applied earth sciences.

Our firm was established in 1990, based on a specialized appreciation of the impacts of geology on engineered structures. Today, we work to address a broad range of engineering and environmental issues related to challenging terrain and ground conditions.

Our team of over 800 professionals, including engineers, geoscientists, technicians, software developers, and functional staff, provides a full range of investigation, design, software, and construction services in applied earth sciences. We operate from more than 17 offices across North and South America, Australia, and the Caribbean.

Our projects range from pre-feasibility-level studies and routing evaluations to detailed design, construction inspection, and independent third-party reviews. We also provide services supporting and coordinating environmental impact studies, permitting, and financial agency review. As a complement to our consulting services, BGC operates a state-of-the-art soil- and rock-testing laboratory, offering a range of advanced geotechnical testing services to our clients.

BGC is a private, employee-owned company where engineers, geoscientists, technicians, and functional staff work together as a unified team. Our One Team approach gives our clients access to BGC’s resources across our network, allowing us to assemble the best team for every project regardless of the location.

WORK

Our SECTORS WE SERVE

Mining

Pipelines Transportation

Communities

Energy

OUR TECHNICAL EXPERTISE

• Engineering Geology

• Geochemistry

• Geohazard Assessment & Management

• Geophysics

• Groundwater

• Laboratory Testing

• Rock Mechanics

• Soil Mechanics

• Surface Water

• Climate Change

• Cold Region Engineering

• Data Science & Machine Learning

• CAD

• GIS

• 3D Data Visualization

• Instrumentation

• Remote Sensing

• Software Development

Our

PURPOSE & VALUES

OUR PURPOSE

Pioneering responsible solutions to complex earth science challenges.

OUR VALUES

One Team

We are One Team, One Company. Connection is our strength.

Common Sense

We are guided by practical wisdom. We find workable solutions to complex problems.

Clarity

We seek first to understand, and then communicate with clarity. We honour our word.

Excellence

We are technical leaders driven by high-quality work and exceptional service. We work in partnership with our clients.

Curiosity

We are adventurous innovators who thrive in the challenge of our work. We are always learning.

Our 2025

BIG GOAL

In 2015, we set an ambitious objective:

By 2025, BGC is recognized globally for our leadership in solving the world’s most critical applied earth science challenges.

As we progress towards our target date, our team is considering the many ways we will meet our goal—this report is one way to share our achievements so far.

TO ESG Our approach

At BGC, we are committed to promoting environmental, social, and governance (ESG) best practices throughout our operations. Our approach to ESG is based on the following principles:

Environmental stewardship: We recognize the importance of protecting the environment and minimizing our negative impacts on the natural world. We strive to understand our carbon footprint and promote sustainable practices in our business operations. Working with our clients, we provide expertise that aims to advance the state of practice for climate change integration in applied earth science practice.

Social responsibility: We are committed to improving social outcomes and promoting equity, diversity, and inclusion. We believe that our success is tied to the well-being of our team and the communities in which we operate.

Good governance: We follow good governance practices, such as transparency, accountability, and ethical behaviour. We believe that these practices are essential to building trust with our clients and to the overall resilience of our organization.

Innovation: We are exploring new ways to promote sustainability, more efficiently serve our clients, and reduce our environmental impact. We believe that investments in innovation, research, and development are critical to sustainability.

ENVIRONMENT

At BGC, we are committed to minimizing our environmental footprint as an organization and in the work we do for our clients.

Through innovative technologies and responsible practices, we strive to help our clients adapt to a changing climate, protect biodiversity, and balance the use of natural resources for people and ecosystems. Our partnerships with our local communities, advocacy for sustainable practices, and our sector teams’ goals reflect our dedication to a greener future. Together, we’re forging a path towards a more resilient and thriving planet.

BGC Sustainability Committee

Our team members care deeply about protecting the planet for future generations. The formation of our Sustainability Committee in 2022 serves to champion and facilitate environmental sustainability at BGC.

SUSTAINABILITY COMMITTEE GOALS:

1. Understand and voice expectations of employees, clients, and interested parties for environmental sustainability.

2. Maintain an inventory to track and report on BGC’s greenhouse gas (GHG) accounting and advise on carbon offsetting.

3. Align office and company-wide sustainability initiatives with BGC’s business goals and share office-level sustainability initiatives.

SUSTAINABILITY COMMITTEE INITIATIVES:

Carbon Footprints Week

Our Catering for the Climate initiative offered locallysourced vegetarian and vegan in-office catering and snacks.

In September 2023, the Sustainability Committee shared results of BGC’s GHG accounting. Employees were encouraged to consider their own carbon footprint and participate in office-driven initiatives including Bike to Work days and local composting activities.

Catering for the Climate

During the month of September 2022, we focused on reducing the environmental impact of the food provided in our offices. In-office catering and snacks were locally sourced when possible and centered on vegan and vegetarian options. Food packaging was minimized and compostable where possible.

GHG Accounting

Tracking BGC’s internal greenhouse gas (GHG) emissions is an important step in reducing our carbon emissions. Understanding and quantifying them enables us to monitor, manage, and identify opportunities for future reductions.

Our GHG accounting is in the early stages, and work completed to date has been focused on establishing our baseline emissions so we can effectively monitor our progress.

EMISSIONS SOURCES

From 2017 to 2022*, we inventoried our estimated GHG emissions. The two largest sources of GHG emissions for BGC are air travel and office electricity and heating. Other sources of emissions that were tracked are kilometres driven, daily commuting, hardware, deliveries and shipping, paper usage, and accommodations.

*Full-year GHG emissions data are collected in March of the following year.

CARBON OFFSETTING

BGC has purchased carbon offsets to help offset the impacts of select company events. We use our GHG accounting to estimate the tonnes (t) of carbon dioxide (CO2) equivalent (e) or tCO2e of an event and buy carbon credits for projects that reduce or remove an equivalent amount of greenhouse gases from the atmosphere.

For our 2018 annual general meeting (AGM), we purchased carbon offsets from the Cheakamus Community Forest Offset Project totaling 177 tCO2e.

In 2019, we recognized the September climate strikes —a series of international strikes and protests to demand climate action—by encouraging BGC staff to make environmentally conscious commuting decisions, and by purchasing $10,000 in carbon offsets. The purchase was split equally amongst:

• Fund a Forest – funding reforestation projects across the globe.

• Ancient Forest Alliance – protecting the province of British Columbia’s old growth forests.

• Gold Standard – offering a variety of project portfolios around the world, from clean cooking solutions to renewable energy.

• Offsetters – Canada’s leading provider of sustainability and carbon-management solutions.

For our AGM meetings between 2019 and 2022, we purchased carbon offsets split amongst eight Gold Standard projects to remove a total of 860 tCO2e from the atmosphere.

Sustainability Across our Sectors

WORKING WITH OUR CLIENTS

Focusing on environmental protection and sustainability is not only a strategic business decision but also the right thing to do. For our clients, prioritizing sustainability can lead to cost savings and improved reputation and community relationships, and long-term resilience in a rapidly changing global landscape. It helps them adapt to evolving conditions and maintain operations in the face of unpredictable events such as climate change and its impacts on geohazards, water resources, and changing geotechnical conditions.

At BGC, we use our multidisciplinary expertise, cuttingedge research, and digital technologies to increase resource efficiency and lower costs for our clients,

helping them to create more resilient infrastructure and safer operations. Pursuing sustainable practices encourages innovation, leading to the development of technologies, products, and services that reduce environmental impacts for our clients.

OUR SECTORS

Working in collaboration with our clients, we aim to implement responsible solutions that benefit all parties involved. The work we do across our sectors of Mining, Pipelines, Transportation, Communities, and Energy is underpinned by our passion for balancing the use of natural resources for people and ecosystems.

BGC’s work in our sectors aligns with several United Nations Sustainable Development Goals (SDGs).

THESE SDGs INCLUDE:

1 8 6 7

9

11

13

MINING

Modern society needs mining to provide the raw materials, minerals, and metals that are essential for various aspects of everyday life, our health, our technology, and for the energy transition.

Responsible and sustainable mining is vital and beneficial for industry and society. Recent tailings dam failures such as those at Mt. Polley, B.C., Canada (2014), Fundão, Brazil (2015), Cadia, Australia (2018), and Feijão, Brazil (2019) are tragic reminders of the risks posed by mining and by tailings dams.

BGC is committed to “mining done right”, which means delivering mining projects that benefit our clients and their stakeholders financially, socially, and environmentally. In collaboration with our clients, we aim to develop unique and innovative solutions to often complex problems. Our mining sector work is aligned with the UN Sustainable Development Goals of no poverty (1), affordable and clean energy (7), decent work and economic growth (8), and industry, innovation, and infrastructure (9).

We serve the global mining industry from exploration to closure, with leading multidisciplinary expertise that offers a particular focus on the safe and resilient design, construction, and operation of mine tailings facilities and open pits. The collection, management, and integration of data is vital to efficiently conducting this work and supporting our clients in monitoring their operations, and planning investigations to address gaps in our shared knowledge base.

BGC’s global experts are named Engineer of Record (EOR) for several tailings storage facilities on mine sites around the world. This work is done with the Global Industry Standard on Tailings Management (GISTM), risk-informed decision making, and closure objectives top of mind. Through this work, we support our clients in managing their risks by designing controls, helping to select the best value controls, and then assisting with their implementation.

Our mining sector work strives to be multi-disciplinary, integrating the closure vision and objectives into all stages of design, from pre-production, to mine operations, to mine closure.

PROJECT HIGHLIGHT

Pueblo Viejo Gold Mine, Dominican Republic

BGC has supported the Pueblo Viejo (PV) Gold Mine for over two decades. In that time, we have conducted site investigations, feasibility studies, final design, conceptual closure studies, construction monitoring, construction quality assurance (QA), operational and permitting support, and Engineer of Record services for a tailings impoundment that contains conventionally slurried tailings. Recently, BGC has begun site investigation for a new Tailings Impoundment to provide required storage for expanded reserves. Our Santo Domingo office was established to support this work in 2020, and currently employs 13 local staff who primarily support the PV project.

Tailings are stored within an 890-hectare impoundment, with containment provided by a main dam with an ultimate design height of approximately 150 metres and a

series of ridgeline saddle dams. The tailings dam is constructed in a downstream manner with shells of limestone rockfill, with a saprolite-clay core and sand filters. Dam design is heavily influenced by high precipitation and extreme seismic events. Geological challenges include karstic limestone, tropical residual soils, and weak rocks. The project uses a performancebased design approach, based on a network of porewater pressure and deformation instruments.

BGC’s scope has also included feasibility and detailed design for the retrofit/closure of the legacy mining facilities, design of acid rock drainage containment dams, longrange mine development planning for waste storage and water management, and training mine site personnel in construction quality assurance for tailings dam construction.

PROJECT HIGHLIGHT

Red Chris Mine, British Columbia, Canada

The Red Chris project is an open pit mining operation that produces copper and gold concentrate, and has a capacity of 30,000 tonnes per day. BGC is the Engineer of Record for the tailings impoundment. Our design work includes tasks required to raise the dams on an annual basis such as annual dam safety inspections, preparation of issued for construction drawings, dam sizing and deposition planning, construction monitoring, and quality assurance of the annual raises. Some of our other work includes water balance support, design of spillways and diversion ditches, review of groundwater monitoring data, and terrain mapping and groundwater modeling.

The Red Chris project site has been subject to several glaciations, resulting in complex foundation

conditions for the tailings facility. Compiling the results of historical data, and from site investigation and laboratory testing programs, has helped us develop an engineering geology model that is the basis for the stability modeling and dam design that supports the conceptual hydrogeologic model for the project. The tailings impoundment overlies thick overburden materials including glacial sediments, colluvium, alluvium, and bedrock.

The North Dam will be constructed to a height of 115 metres using cyclone sand and a compacted till core, whereas the South Dam will be constructed to a height of 85 metres using sand and gravel and is partially lined. Tailings are deposited conventionally into the 500-hectare impoundment.

PIPELINES

Our pipeline team provides practical solutions to the most critical earth science challenges facing the global pipeline industry.

The consequences of pipeline failures and incidents are significant. We help our clients with the safe and efficient transport of resources such as oil, gas, water, and minerals by reducing the global risk of pipeline incidents and failures caused by geohazards such as landslides, earthquakes, and floods

Our services in the pipeline sector align with the UN Sustainable Development Goals of no poverty (1), clean water and sanitation (6), affordable and clean energy (7), decent work and economic growth (8), and industry, innovation, and infrastructure (9). Our sector goal (set in 2015) is to achieve a more than 10% reduction in publicly reported pipeline ruptures by 2025.

Our progress towards this goal has been accelerated through the employment of standardized field and desktop assessment methods, incorporating inertial measurement unit (IMU) data analysis and innovative technologies such as lidar change detection, and Interferometric Synthetic Aperture Radar (InSAR) and remote sensing with centralized data management through our Cambio Earth Systems geohazard management software platform.

In 2023, we engaged in geohazard risk management programs for over 460,000 km of pipelines across the globe. No known geohazard-related ruptures were experienced within this network in 2023, and the team supported our clients with 10 to 20 critical interventions to prevent ruptures, indicating that we are on the right path to achieving our 2025 goal.

Over the past three years, programs supported by BGC recorded a failure rate 10 times lower than the average North American industry failure rate in 2015. In addition to our work on operating pipelines, we supported the design and construction of approximately 1200 km of new transmission pipeline in Alberta and British Columbia in 2023.

PROJECT HIGHLIGHT

Pathways Alliance CO₂ Pipeline, Alberta, Canada

BGC is Owner’s Engineer for construction of the Canadian Natural Resources Ltd. (CNRL) Pathways CO2 pipeline project. In 2023, the project entered the front-end engineering design (FEED) stage—BGC’s support at this stage is to identify the route with the least exposure to geohazards and the greatest feasibility. The Pathways CO2 pipeline will transport CO2 captured from CNRL’s Alberta Oil Sands operations and sequester it within deep geological formations elsewhere in Alberta. The goal of the project is to reduce emissions by 22 million tonnes annually.

pathwaysalliance.ca

PROJECT HIGHLIGHT

Trans Mountain Pipeline Expansion, Alberta and B.C., Canada

BGC has been involved in detailed engineering support for the Trans Mountain Expansion Project (TMEP) since 2011, assisting the Trans Mountain team with terrain mapping and field verification of their 1100 km of pipeline. The pipeline transports crude oil and refined petroleum products from Edmonton, Alberta to refineries and terminals in British Columbia (B.C.) and Washington State. As with any oil- or gas-carrying pipeline, releases can cause environmental damage, impact wildlife, or contaminate drinking water supplies.

Our goal for this project is to help minimize or eliminate geohazard risks and includes route-wide geohazard assessments including landslides, rockfall and debris flow potential; provision of a routewide quantitative geohazard failure frequency assessment; acid rock drainage/metal leaching route assessment; and shallow water characterization for buoyancy control. We have also performed detailed assessments of liquefaction and seismically induced ground displacement along the route at sites screened as the highest hazard.

Since 2019, we have been Geotechnical Engineers of Record for our designs and Owner’s Engineer, providing oversight on geotechnical and hydrotechnical challenges encountered during construction. Over the 1100 km of construction, our team has provided continual field presence across the project including at rivers for hydrotechnical site support, at road and rail crossings for support for monitoring for unplanned settlement, and at steep slopes or within high-risk geohazard areas with on-site geotechnical observations and mitigation support for unforeseen conditions, or where rapid field-based adjustments and decisions are required.

As the construction reaches completion in 2024, BGC’s role will transition to proactively managing TMEP’s geohazard management program in Cambio ™.

TRANSPORTATION

Transportation networks enable the movement of people, goods, and services across the world, supporting the economy, creating jobs, delivering essential goods and services, and improving quality of life and health.

Our work in the transportation sector contributes to the achievement of the UN Sustainable Development Goals of no poverty (1), industry, innovation, and infrastructure (9), and sustainable cities and communities (11). We aim to support the safe and free flow of people and goods through transportation corridors, which are essential for modern life.

Our team provides geoscience and engineering services to support the development and maintenance of road and rail corridors across variable geophysical environments. We help our clients solve complex problems and achieve their objectives across the infrastructure lifecycle. We also help our clients reduce the risk and impact of geohazards and poor geo-asset performance by offering training, risk management, design and construction solutions, and capacity building.

In 2023, our transportation sector team contributed to geohazard risk management for tens-ofthousands of kilometres of highway and railway in North America and Australia, and contributed to site-specific geohazard mitigation designs for many landslides and hydrotechnical projects across Western Canada and the United States.

PROJECT HIGHLIGHT

Ten Mile Slide, Lillooet, B.C., Canada

Ten Mile Slide is a 1 million-cubic-metre landslide in soil within Xaxli’p’s Fountain Indian Reserve near Lillooet, British Columbia (B.C.). For over 25 years, ongoing slide activity has resulted in recurring lane closures and maintenance of Highway 99, and frequent repairs to the adjacent CN railway line, subsequently limiting the movement of people and goods along these vital transportation corridors.

BGC was engaged by the B.C. Ministry of Transportation and Infrastructure to investigate and interpret the slide mechanism—why it was happening—and to complete detailed design, tendering and construction engineering review of stabilization measures. As the lead engineering consultant, we completed geological modeling,

geotechnical site investigations, instrumentation installations, and interpretation of slide movement.

Our work on Ten Mile Slide supported the eventual slide stabilization and highway realignment, which incorporates concrete anchor blocks, soil anchors above the highway, and a tied-back concrete tangent pile wall, retaining wall, and guard rail along the outer edge of the highway.

This significant slide stabilization project, completed in October 2021, resulted in the return of a properly graded and paved highway with a 60 km/h speed limit through the slide area, and restores a safe and reliable transportation route for the people of Lillooet and the Xaxli’p First Nation.

COMMUNITIES

We work with decision makers at all community levels (First Nations, municipal, regional, provincial, and federal) to understand geohazard risks and to make informed decisions in the face of a changing landscape and climate.

Our work in the communities sector aligns with the UN Sustainable Development Goal of sustainable cities and communities (11), and leverages the multi-disciplinary skills of our geoscientists and engineers with knowledge of the natural processes that affect communities. We also benefit from the knowledge and skill of our data scientists and software developers, who are uniquely qualified to analyze remote sensing data and large datasets to derive insights across vast areas.

In 2023, we worked with communities across Canada, the Western United States, and Nepal to understand and manage geohazard risks. Our work extended even further through BGC’s philanthropic program, BGC Squared, helping communities in Kenya find sustainable sources of clean groundwater.

An urgent priority expressed by many communities has been to increase their resiliency to geohazard impacts in a changing climate. In British Columbia (B.C.), Canada, BGC is part of a multidisciplinary team completing a Disaster and Climate Risk and Resilience Assessment (DCRRA) for floods, wildfires, earthquakes, extreme heat, and drought. Over three years, the DCRRA will inform the Government of B.C.’s implementation of a new Emergency and Disaster Management Act, which shifts from a previous focus on emergency response to the four pillars of emergency management: mitigation, preparation, response, and recovery.

PROJECT HIGHLIGHT

Tunnel intake design, Kathmandu, Nepal

In 2021, a glacial lake outburst flood destroyed the intake structure of a newly operational water supply tunnel to Kathmandu, the capital city of Nepal. The 26 kilometre long tunnel carries water from the Melamchi River northeast of Kathmandu to address water scarcity in the Kathmandu Valley.

The Asian Development Bank retained BGC to prepare conceptual geohazards mitigation and tunnel intake designs to inform detailed design and construction, led by the Government of Nepal, to restore water to this valley of nearly three million people. After completion of the new tunnel intake, up to 170 million liters of water per day will be available to residents of the Kathmandu Valley.

ENERGY

We aim to improve the resilience, reliability, and safety of the energy system, to build structures that can withstand geohazards and climate change impacts, and to aid projects that promote electrification and clean energy.

In practice, this involves helping our clients with engineering and applied earth sciences solutions for generating and distributing electricity, in support of the global energy transition.

Our work in the energy sector aligns with the UN Sustainable Development Goals of affordable and clean energy (7), sustainable cities and communities (11), and climate action (13).

In 2023, our energy sector work focused on supporting the construction and operation of British Columbia’s Site C reservoir, and on understanding the geohazard and geotechnical risks for other forms of infrastructure, including spillways, reservoirs, transmission lines, and geothermal development.

PROJECT HIGHLIGHT

Site C, Peace River, B.C., Canada

BGC was approached by BC Hydro in the late 2000s to support the assessment of potential hazards that may result from the creation of the Site C reservoir, including landslides, landslide-generated waves, and wind- and wave-generated shoreline erosion. The Site C project will be the third dam on the Peace River in northeast British Columbia (B.C.), resulting in a reservoir approximately 83 kilometres long and two-to-three times the width of the current river. Site C will be a source of clean and renewable energy for over 100 years, producing enough electricity to power approximately 450,000 homes per year (source).

Beginning in 2015, we have supported the development of a reservoir slope and shoreline monitoring program. The program includes remote sensing tools, geotechnical drilling and installation of new instrumentation, retrofit and monitoring of historical instruments, and development of a framework for visual inspections, all supported through our software program, Cambio ™.

In 2021, we installed a 166-metre-long shape accel array (SAA)—a vertical instrument that measures ground movement in real-time—at Site C, the longest that had ever been manufactured at that time. The SAA is one of over 250 instruments that our team will closely monitor during the reservoir filling, planned for 2024, supported by the tools in Cambio.

Our work on Site C supports our goals to promote the global energy transition through improved asset management, and design and construction of geohazard mitigation to support critical energy infrastructure.

Cambio Earth Systems, engineered by BGC*, launched in February 2024. Cambio Earth Systems turns data into insights delivered through a world-class enterprise-grade cloud solution.

The premier offering of Cambio Earth Systems is BGC’s state-of-the-art platform, Cambio™. Cambio empowers organizations to make better, proactive, and riskinformed decisions for their critical infrastructure. It serves as a key tool in the execution of best-practice geohazard risk mitigation programs for BGC clients and owners and operators of critical infrastructure.

Cambio presents data in a visual way through maps, dashboards, and reports, making it easier to see information essential to decision-making. The inclusion of real-time flood, precipitation, and earthquake monitoring helps focus inspection work and reduce impacts when events occur. Cambio can issue alerts when site-specific thresholds for streamflow, precipitation, or ground movement are exceeded and provide the tools to report on these.

Pipeline operators are some of the primary users of Cambio to help prevent pipeline failures and reduce failure consequences. Pipelines that have gone through our full geohazard risk management lifecycle have seen a five- to tenfold reduction in geohazard failures compared to the average North American failure rate.

BGC and Cambio users are constantly working together to innovate and improve, and new features are regularly developed based on customer feedback. The products and services of Cambio Earth Systems elevate infrastructure management decisions, making them cost-effective, defensible, better documented, transparent, and easily communicated.

*Cambio Earth Systems™ is a wholly-owned subsidiary of BGC Technologies Inc.

Cambio empowers organizations to make better, proactive, and risk-informed decisions for their critical infrastructure.

SOCIAL

The well-being and prosperity of communities are intrinsically linked to the health of our planet.

The Social section of our sustainability report outlines our efforts to foster positive impacts on society, both locally and globally. From our equity, diversity, and inclusion strategy, to our community engagement initiatives, to our safe work practices, we aim to prioritize people’s welfare while advancing our purpose. We seek to create a more equitable and inclusive world, where the benefits of our work are shared by all.

Our People

At BGC, our people are at the heart of everything we do. Without the knowledge, expertise, compassion, and enthusiasm of our people—our BGCers—we would be unable provide value to our clients and our communities. From on-boarding to retirement, our policies, programs, and practices are designed so our employees feel valued, supported, and empowered to contribute their best. We promote a culture of respect, growth, and inclusivity, fostering a positive and fulfilling work environment.

We promote a culture of respect, growth, and inclusivity, fostering a positive and fulfilling work environment.

Who We Are

3% Under 30 = 41% 31 - 40 = 36% 41 - 50 = 15% 51+ = 8% Middle Eastern/West African/North African First Nations/ Métis/Indigenous Southeast Asian South Asian Hispanic or Latino East Asian Black 1% 1% 1% 4% 5% 9% 4%

WOMEN

MEN

27% MENTAL HEALTH

10% PHYSICAL OR MEDICAL

EMPLOYEE SATISFACTION – PULSE SURVEYS

BGC has conducted regular employee Pulse Surveys since 2016. Every quarter, a random sample of employees are selected to answer a series of short, focused questions. Anonymous feedback from these surveys helps our Human Resources team acquire insights on employees’ experiences, sentiment, and satisfaction. This data allows us to identify any trends or concerns that would not be apparent otherwise, helping us to make informed decisions and timely adjustments to policies, practices, and specific aspects of our work environments. Survey results are regularly shared with our team members, promoting open communication and transparency.

Our Pulse Survey takes the “temperature” of how staff feel about their work through four questions:

1. I am highly interested, challenged, and fulfilled by the work that I do.

2. I am working on tasks that I am good at.

3. I feel like my opinion counts and that I have an influence.

4. I enjoy the work environment at BGC.

We ask a fifth topical question that changes per quarter, to learn what staff think about certain topics throughout the year. The intention is to gauge employee engagement, satisfaction, and overall experience at BGC. Pulse surveys include all job types including students.

2023 Pulse Survey results: agreement rates October 2022 - September 2023

82%

“ I enjoy the work environment at BGC.”

76% “ I am highly interested, challenged, and fulfilled by the work that I do.”

79%

“I am working on tasks that I am good at.”

77% “I feel like my opinion counts and that I have an influence.”

Health and Safety

BGC is committed to the health and safety of our employees, subcontractors, and those who may interact with our business operations. Our goal is to protect and maintain the physical, psychological, and social wellbeing of our employees. To achieve this goal, we have developed a Health and Safety Management System (HSMS) for our employees and subcontractors to adhere to, which meets or exceeds applicable occupational health and safety acts, regulations, and codes.

CONTINUOUS IMPROVEMENT

Upholding safety in our work requires a commitment to continuous improvement and learning from our experiences. To achieve this, BGC encourages all types of reporting, including proactive reporting of potentially unsafe acts or conditions, as well as positive recognition of safe behaviours. These learnings are shared in monthly health and safety meetings and there is an opportunity for discussion and feedback from all staff. Senior leaders and project team members regularly undertake workplace inspections to confirm safe practices and identify opportunities for improvement. We also undergo annual audits to confirm we are meeting industry standards and participate in industry groups to share and learn from other organizations.

HAZARD ASSESSMENT AND CONTROL

BGC team members are trained to identify potential workplace hazards and implement appropriate controls to mitigate these hazards. We develop a detailed sitespecific health and safety plan for each project we work on, which includes identification of potential hazards and controls such as training, personal protective equipment, safe work practices, and emergency response procedures. Hazards and controls are reviewed and discussed at Kickoff Safety Meetings and Daily Toolbox (or tailgate) Safety Meetings. Field Level Risk Assessments are completed daily when work begins and as tasks, hazards, or personnel change.

Fatigue can make people more susceptible to workplace hazards, especially when working in the field. To combat this, BGCers complete a daily self-assessment of their fatigue level as part of their Field Level Risk Assessment and discuss their fatigue levels with other team members in the context of the day’s work. Reports of higher fatigue levels are escalated to the Project Manager and Health and Safety Team (as required), so they can work together with the field team to monitor fatigue and alertness levels, and implement fatigue countermeasures.

SAFETY TRAINING

Employee on-boarding and training play a vital role in creating a safe and healthy workplace. For this reason, BGC has implemented an extensive Learning Management System (LMS) to ensure that every employee has access to the safety training required for their work.

In addition to the initial on-boarding, all new field employees receive project- and hazard-specific training to ensure readiness for field work and awareness of potential hazards. Formal training is supplemented by coaching and mentorship from their supervisors and senior-level colleagues, and through observations of their work activities to assess competence and identify opportunities for improvement.

NEW WORKER PROGRAM

In 2022, we developed and implemented a dedicated training and mentorship program to provide new BGC employees with the guidance and support they need to work safely. Industry-wide, new workers are three times more likely to be injured during their first month on the job and are at elevated risk of injury for the first 12 months on the job. BGC’s New Worker Program provides valuable support to staff with the highest risk of injury, and has been instrumental in reducing incidents among new workers.

BGC Injuries 2019 -2023

COR AUDIT

Each year, BGC participates in the Certificate of Recognition (COR) program in Alberta and Nova Scotia. The COR audit compares our Health and Safety Management System against industry standards and supports continuous improvement of our safety practices. In 2023, we achieved scores of 95% in Alberta and 94% in Nova Scotia.

SAFETY REPORTING

Embedding safety reporting into our day-to-day activities may help to prevent injury, equipment damage, or an environmental release. In 2023, we set an ambitious goal of recording 500 proactive safety reports to encourage staff to proactively identify hazards and recognize safe work behaviours. The team successfully achieved this goal, submitting 520 proactive safety reports in 2023. These reports help us learn from each other’s experiences to improve our safety programs.

LOST TIME INJURY RATE

Lost Time Injury Rate (LTIR) measures the frequency of workplace injuries that result in an employee being unable to work (lost time) beyond the day of the injury. LTIR is expressed as a rate per 100,000 hours worked.

We monitor LTIR, as it provides insight into the effectiveness of our safety programs and initiatives. A lower LTIR indicates a safer work environment, while a higher LTIR suggests that there may be areas for improvement in safety practices.

TOTAL RECORDABLE INCIDENT RATE

Total Recordable Incident Rate (TRIR) allows us to measure the overall safety performance of our workplace and identify areas for improvement in our safety programs and practices, ultimately leading to a safer work environment for our employees. TRIR considers all recordable incidents, which include cases of work-related injuries, illnesses, and near misses that result in medical treatment, restricted work, or days away from work.

TRIR is expressed as a rate per 200,000 hours worked.

Equity, Diversity, and Inclusion

BGC is committed to building a diverse organization with equitable systems and an inclusive culture. Equity, diversity, and inclusion (EDI) work is much more than checking boxes or following current trends; it is about building diverse teams that are more inclusive and resilient, and creating spaces that are psychologically and physically safe and fair. By understanding the unique needs of our clients and communities, we are better able to support them. We know that EDI is critical to building BGC for the future.

WORKING WITH CANADIAN EQUITY CONSULTING

In 2020, awareness of societal inequalities was heightened through the Black Lives Matter movement, the discovery of mass graves at former Indigenous residential school sites across Canada, and the rise in anti-Asian racism. In response, BGCers committed to action and formed a Black Lives Matter Committee, which has since evolved into our EDI Committee. To support this committee, and in recognition of our employees’ desire for a more formalized approach to EDI, we commissioned Canadian Equity Consulting (CEC) to help us advance an EDI strategy at BGC.

EDI EMPLOYEE SURVEY

To better understand BGC’s organizational strengths, and the perspectives and experiences of all BGCers regarding EDI, CEC facilitated an anonymous EDI employee survey in the spring of 2021. Over 450 employees participated for a response rate of over 80%. Following the survey, CEC conducted employee consultations (interviews and focus groups) to provide additional insights and understand the nuances in the survey’s quantitative data. Consultations included 63 voluntary interviews and 10 focus groups for a total participation of 122 employees or 21% of the employee population.

Our inaugural employee EDI survey saw an

82% response rate

We know equity, diversity, and inclusion are critical to building BGC for the future.

EDI STRATEGY

The employee survey helped identify strengths, and initial gaps and opportunities. Employee feedback was grouped under four themes:

1. Diversity (representation)

2. Inclusion (culture)

3. Equity (systems)

4. Harassment and Discrimination

Based on the findings of a working group and the CEC report, BGC developed a three-year EDI strategy. The strategy identifies 10 areas of concern and sets goals and actions for each one, totaling 28 goals overall.

At a high level, the goals of our EDI strategy include:

• Attracting and sustaining a diverse workforce, by looking to hire the best and brightest in our fields, and individuals who reflect the communities we support and serve.

• Breaking down systemic barriers to equity and inclusion to enable all employees to innovate and contribute to their full potential by ensuring our processes are transparent and applied equitably across all teams for all individuals.

• Fostering a supportive, safe, and respectful culture so all employees can bring their best and show up every day as their full authentic selves, resulting in the BGC team producing our highest quality work together.

• Becoming an industry connection point for conversations around EDI to support innovation and high-quality work.

By the end of 2023, we had completed half of the 28 goals set forth in our EDI strategy, with the remaining goals underway.

We expect that by 2025, EDI will be even further embedded in many of our management processes and practices, and that all employees will feel empowered to contribute to their full potential and produce highquality work. Ambitiously, we also hope to become a connection point for EDI conversations in our field.

Noteworthy EDI activities:

• Shareholder Survey on Board of Directors (BOD) composition (Nov. 2022).

• Anonymous bullying and harassment reporting software tool selected (Jan. 2023), implementation in progress.

• By 2026, expand board to six directors to increase representation (BOD recommendation, June 2023).

• Employee learning opportunities in 2023 on Black History Month, work-life balance, Pride month, and exploring indigeneity.

• Participation in a paper for the GeoSaskatoon Conference (Oct. 2023): Bridging the Data Gap for a more Equitable, Diverse and Inclusive Future in Geotechnical Engineering: Survey Design and Ethical Considerations (May 2023).

ENVIRONMENT

BGC EDI COMMITTEE

In April 2022, BGC established an employee EDI Committee. Committee members represent a range of geographies, demographics, job classes, lived experiences, and identities. Supported by two Management Team sponsors, the key role of the EDI Committee is to promote equity, diversity, and inclusion in collaboration with the Management Team EDI Working Group and other internal teams across BGC.

Other Committee duties include:

• Promote allyship through micro-learnings provided by CEC on topics such as gender diversity, exploring indigeneity, and neurodiversity to name a few.

• Provide input into BGC’s EDI strategic priorities through a consultative approach.

• Support in the implementation of the priorities in the EDI strategic plan.

• Support the measurement and evaluation of the effectiveness of implemented EDI initiatives.

• Communicate transparently with employees about the efforts BGC is making towards achieving organizational EDI goals and objectives outlined in the strategic plan.

• Assist with ongoing activities and actions in support of EDI.

GENDER PAY EQUITY

At BGC, we aim to attract and retain the best talent, and build upon our reputation as a fair and equitable employer. Our annual pay equity assessment is a key element in this regard.

To date, our pay equity assessments have focused on gender demographics, comparing the compensation of the men and women that work at our organization to confirm that there are no biases in our compensation practices. While we present gender as a binary in this report, referring to men and women, we recognize that this does not fully reflect the diversity of our team and look forward to updating our analysis to include additional gender identities as future data allow.

In 2023 we reviewed compensation data from 2022, taking a holistic view of compensation that considered not only base salaries, but hours worked and bonus payments.. Our analysis encompassed more than 85% of BGC’s employees, across engineering and geosciences job classes, software and geomatics job classes, and our administrative and accounting teams. Our pay equity assessment process aligns with BGC’s operations cycle and informs routine compensation planning.

For all groups considered, we confirmed that at BGC, men and women have equal pay for equal work.

For all groups considered, we confirmed that at BGC, men and women have equal pay for equal work.

Learning and Development

BGC is committed to supporting employee development and growth. Our philosophy is that the primary and most effective way to achieve this is through the active practice of on-the-job training and mentoring through our project work. In addition to on-the-job training, BGC supports employee participation in numerous internal and external training courses and conference opportunities. Full-time employees are eligible for up to 80 hours of training and conference attendance time per year.

BGC offers a wide range of internal training courses to support the technical and professional development of our employees. These courses are either developed by BGC employees who are subject matter experts, or by third-party vendors that deliver content that’s tailored to our project and employee needs. Internal training courses are managed through a Learning Management System (LMS), allowing for easy reporting of continuing education hours to the professional regulatory bodies applicable to our employees. There are approximately 50 technical training courses and 30 other professional development training offerings catalogued in our LMS.

Training Course Examples

TECHNICAL TRAINING

• Cambio 101 and 201

• Construction Monitoring

• Dams 101

• Drilling 101 and 201

• Geostudio

• Global Mapper Foundations

• Muck3D

• Pipeline Inspector

47 hours / employee

Avg. annual investment in learning and development

In 2023, BGC invested $4.4 million in training and conferences, including 36,100 employee hours.

PROFESSIONAL DEVELOPMENT TRAINING

• Consulting 101

• Leadership Foundations

• Project Management Fundamentals

• Technical Writing

Conferences

Training courses

BGC Training

On the job training/ mentorship

Personal professional development

Mentorship

Our mentoring culture is deeply embedded in our project teams at BGC and is woven into the fabric of our work. We view mentoring as a combination of teaching, managing, advising, coaching, and listening, and believe that everyone has the right to access mentorship, and the responsibility to seek it out and take ownership of it.

Mentoring at BGC is predominantly through on-the-job project work. On-the-job mentoring allows for a variety of mentorship activities, including:

• Teaching new skills and providing resources.

• Modeling behaviours, for example, in presenting work content, in meetings, and in interactions with internal teams, clients, and others.

• Providing feedback on work, advising on judgement, and sharing perspectives or past experiences that challenged an individual’s thinking.

• Supporting opportunities for new professional challenges and guiding overall growth.

During our annual performance cycle reviews, our team members connect with mentors and mentees to discuss career and professional development plans, and identify mentorship opportunities that exist internally and externally.

In 2023, to further our commitment to mentoring, an additional paid-time allotment was dedicated to structured activities that support mentorship.

PROJECT HIGHLIGHT

BGC Compass Team

Our Compass Team is a peer mentoring network whose purpose is to welcome, support and connect BGCers. Over 50 ambassadors comprise our Compass Team, located in offices across our organization. These employees are partnered with new BGCers to help guide them during their on-boarding and beyond, directing them to people and resources to solidify their career at BGC.

Innovation

Innovation has always been a central part of BGC’s culture. Innovation is embedded in our core values and is reflected in the technical services that make us sought-after by clients and partners. It is central to our ability to provide practical solutions and environmental stewardship in resource, transportation, and land development projects across the full spectrum of geophysical environments.

Our commitment to innovation is driven by our desire to solve the world’s most critical applied earth science challenges, push the boundaries of our current knowledge, and improve the practice of applied earth science—all to create a safer, more resilient future in the industries we serve.

In 2023, BGC invested over $5.2 million in innovation through 82 projects.

These projects supported BGC employees, graduate students, post-doctoral researchers, and multi-disciplinary, industryacademic partnerships.

INVESTING IN INNOVATION

Our investment in innovation broadly fits into three categories, each with a dedicated purpose.

Horizon 1 (~60% of projects):

Projects designed to refine or improve an existing approach. These projects expand our capabilities and quality of work. They are often immediately integrated into the client projects we are actively supporting.

Horizon 2 (~25% of projects):

Projects that test innovative technologies, methods, or algorithms in real world conditions. These projects build on existing knowledge and expand our capabilities. They are commonly executed in collaboration with academic partners.

Horizon 3 (~15% of projects):

Projects where innovative ideas, methods, or hypotheses are developed. If successful, these projects can lead to step changes in their respective fields. Horizon 3 projects provide opportunities to experiment and take greater risks.

In 2023, BGC supported 82 projects, including 20 initiatives connected to 12 universities in North America, Australia, and Europe. BGC employees published 24 papers in peer-reviewed journals, 75 conference papers and presentations, and authored one book chapter.

Recent results of our investments in innovation span every one of our business sectors and technical disciplines. They include patents on lidar change detection processing, development of climate changeimpacted flood frequency modeling, nature-based solutions for riverbed stabilization, and advanced methods for lab testing and modeling of static liquefaction. Ideas are generated and projects are led by BGCers across all our offices.

PROJECT HIGHLIGHT

Horizon 3 Investment in Carbon Sequestration: Biocementation

Recent tailings dam failures such as those at Mt. Polley, B.C. (2014), Fundão, Brazil (2015), Cadia, Australia (2018), and Feijão, Brazil (2019) are tragic reminders of the risks posed by tailings dams. These and other failures have resulted in severe ecological damage, significant and long-term economic and social impacts, and loss of life, and have identified the need for the development of technologies to further stabilize tailings deposits.

Since 2018, with support from clients and academic partners, we have been investing in the development of biocementation technology to stabilize tailings deposits. This technology allows us to work with nature for site-specific engineering. Using native bacteria isolated from within tailings facilities, we can produce calcium carbonate which precipitates and cements together tailings grains. Recent work on tailings sampled from a mine in northern Canada has identified the presence of native bacteria in all samples that can produce cement using the ureolytic or carbonic anhydrase metabolic pathways.

The carbonic anhydrase pathway is particularly exciting as it potentially allows for the capture and storage of carbon dioxide. We will continue to work with our partners to explore this pathway and the potential for carbon capture and storage through 2024, including opportunities to incentivize the deployment of this carbon capture technology through carbon credits and the private carbon market.

Indigenous Engagement

BGC is on a journey of understanding, growth, decolonization, and reconciliation when it comes to engaging with Indigenous Peoples and communities. While we are in the process of creating a formal Indigenous Engagement commitment, we recognize the paramount importance of acknowledging and respecting the rights, histories, and cultures of Indigenous Peoples. The Traditional Knowledge of Indigenous Peoples is vast, extending through time immemorial and passed on through rich storytelling. Our commitment lies in building genuine, lasting relationships that honour the multitude of unique Indigenous perspectives. The observed records of our centuries-long modern science benefits greatly from the integration of Indigenous Traditional Knowledge. Working in collaboration, we are creating solutions that support the well-being of all parties.

Our current Indigenous engagement work and ongoing strategic planning aligns with the United Nations Declaration on the Rights of Indigenous Peoples.

The observed records of our centuries-long modern science benefits greatly from the integration of Indigenous Traditional Knowledge.

CONTINUOUS LEARNING AND EDUCATION

We have embarked on a learning journey to deepen our understanding of Indigenous histories, cultures, and contemporary issues – including greater acknowledgment of how a history of colonization has impacted many generations of Indigenous Peoples, and the changes that are needed to uplift and support them going forward. Avenues of education made available to BGC employees include more general Indigenousled workshops and seminars, as well as projectspecific partnerships with Indigenous educators and organizations.

CULTURAL SENSITIVITY IN OPERATIONS

We are investigating how to implement measures that ensure our work aligns with Indigenous cultural values. Ideally, this includes project-specific collaboration with local First Nations to integrate Traditional Knowledge into decision-making processes, identify key values and sacred sites and factor them into project planning, and to foster an environment of inclusivity and knowledgesharing. For projects where considerable engagement is required, we are developing partnerships with Indigenous facilitators who can help structure and facilitate workshops using culturally safe and traumainformed approaches.

COLLABORATIVE PROJECTS AND INITIATIVES

We are actively exploring and involved in collaborative projects and initiatives with Indigenous communities. These efforts challenge us to listen and adapt our work to incorporate values, protocols, and ways of knowing that are Indigenous-led and specific to each distinct community. Collaboration can look different depending on the project and the First Nation partner.

For example, for a geohazard assessment for the Shackan Indian Band in Nicola River Valley, B.C., collaboration involves the integration and consideration of Traditional Knowledge into the final assessment results, while for a floodplain mapping project with the Fraser Basin Council, it involves the training of Lower Nicola Indian Band members in data collection to be used in the analysis.

In all cases, the level and method of collaboration is to be led by the First Nation partner; consideration of the resources, interests, values, and capacity of the community must be made when planning and implementing engagement.

In 2023, we undertook several initiatives to begin improving our relationships with the Indigenous community:

• Partnered with Canadian Equity Consulting (CEC) to deliver training to BGCers on “Exploring Indigeneity.”

• Offered “Working Effectively with Indigenous Peoples” training to employees.

• Celebrated National Indigenous History Month (Canada), National Day for Truth and Reconciliation (Canada), Indigenous Peoples’ Day (United States), and International Day of the World’s Indigenous Peoples.

• Worked with First Nations communities in British Columbia to successfully apply for grants for disaster risk reduction and habitat restoration projects.

• Developed a comprehensive list of learning resources for employees to further their own self-learning journey.

PROJECT HIGHLIGHT

Post Flood Geohazard Assessments for FNESS, B.C., Canada

A November 2021 atmospheric river event in British Columbia (B.C.) caused devastating flooding and landslides that undermined roads, railways, bridges, and pipelines, and cut off access to communities across B.C. First Nation communities disproportionately felt the devastating effects of the atmospheric river and its impact on their local infrastructure. For example, in the Nicola River Valley—one of the most severely impacted areas—BGC’s work on floodplain mapping in a changing climate is informing recovery decisions where the likelihood of extreme floods is projected to double in the next 50 to 80 years.

The First Nations’ Emergency Services Society (FNESS) partnered with BGC following the atmospheric river event to help FNESS assess the extent and damage caused by flooding, post-wildfire debris flows, and landslides. FNESS is a registered charitable non-profit organization dedicated to assisting First Nations in developing and sustaining safer and healthier communities through emergency preparedness, education, and response (source).

BGC coordinated data sharing between FNESS and the B.C. Ministry of Transportation and Infrastructure (MoTI) within Stó:lō Traditional Territory. Data sharing has been a critical component in this collaboration, and the intention is for FNESS and First Nations to use the data acquired and processed by BGC to inform decisions to rebuild or relocate for resource allocation. This work also informed BGC’s support of nearby communities’ decision-making as they worked to better understand their risks and make critical decisions around recovery and land use planning. These communities included the Shackan Indian Band, Cook’s Ferry Indian Band, and Nooaitch Indian Band.

Photo credit: Bob Mills (FNESS)

Community Investment

BGC SQUARED

Giving back to communities has always been a part of BGC’s culture, and in 2014, this commitment was made official with the creation of our philanthropic program, BGC Squared. In our backyard and across the globe, we support not-for-profit organizations and community-driven initiatives.

Our projects rely on BGC employees’ dedicated time, expertise, and passion, and are driven by our partner organizations and communities’ goals, needs, and commitments. BGC Squared is dedicated to addressing critical applied earth science challenges, creating and promoting science education, and supporting employeechampioned fundraisers for charities and organizations. Our community investment target is 1 percent of net income before taxes in support of charitable and non-profit initiatives.

A BGC SQUARED PROJECT IS ONE THAT:

Empowers

individuals through a transfer of knowledge and skills to build on local technical capacity.

Creates

sustainable, long-term community development.

Promotes

environmental stewardship.

Inspires & motivates

BGC employees to give back to their communities.

Annual Investments 2023

68

PARTNER ORGANIZATIONS

23

+4,770

EMPLOYEE HOURS DONATED IN-KIND

+1,660

EMPLOYEE VOLUNTEER HOURS

APPLIED EARTH SCIENCE AND EDUCATION AND OUTREACH PROJECTS

25%

BGC STAFF ENGAGED IN PROJECTS

$209,000

CAD DONATED BY BGC

PROJECT HIGHLIGHT

Applied Earth Science: Water Supply in Kenya, Africa

In 2023, BGC carried out a subsurface geophysical water exploration program in partnership with non-governmental humanitarian aid organizations IsraAID and UMCOR. The program was in support of Turkana people in the northwest corner of Kenya near the Kakuma Refugee Camp. Turkana County is in the Horn of Africa, which continues to face crippling drought and famine. Turkana pastoralists walk, on average, 12.1 km each way to gather water, and survive on approximately seven liters of water per person per day.

The program’s goal was to site at least one high-production water well for the Turkana host community, while also growing the capabilities of Turkana County government officials and local villagers by having them assist with survey planning, preparation, and geophysical data collection. This program highlighted the benefit of using updated equipment and exploration techniques when working in complex geological environments like the African rift valley.

BGC team members used various geophysical techniques to image the complex subsurface geology in various areas for potential water source zones. Two of the three wells drilled were successful. Both wells were tested for water quality and passed World Health Organization guidelines. This program was part of a larger drought response in Turkana County that included rehabilitating and establishing new boreholes, and training water management committee members and local workers.

Photo credit: Lameck Ododo

PROJECT HIGHLIGHT

Education and Outreach: Girls and STEAM, Vancouver, B.C., Canada

Hosted by Science World Vancouver, the annual Girls and STEAM (Science, Technology, Engineering, Arts & Design, and Math) event provides opportunities for female-identifying teens aged 12 to 14 across B.C. to explore a variety of scientific topics and careers in STEAM. BGC has been a proud supporter of the Girls and STEAM event since 2018.

The event follows a science fair model where participants host a booth to showcase information and interactive displays. In 2023, our all-femaleidentifying team used a 3D geology model to demonstrate how drill hole data helps engineers and geoscientists interpret different geological units below the earth’s surface. The team also encouraged visitors to try HoloLens 3D mixed reality devices to experience a life-sized drill rig. A post-event survey of Girls and STEAM participants indicated 92% learned something new, and 70% reported an increased interest in STEAM.

PROJECT HIGHLIGHT

Employee-driven Fundraising: Food banks, Calgary and Edmonton, Alberta, Canada

In 2020, BGC’s Calgary office members challenged our Edmonton office members to see who could raise the most money for their respective food banks during the holiday season. It was a recordbreaking year for both offices, with a festive competitive spirit Both offices continued their friendly fundraising competition in 2021 and 2022. In 2023, BGCers at both offices joined together to raise nearly $15,000 to share between the Edmonton and Calgary food banks.

Our BGCers in Calgary continue their support of the Calgary Food Bank throughout the year by volunteering at the food bank’s collection warehouse. Team members help sort through donated fruits and vegetables, ensuring their suitability for delivery to food bank clients.

GOVERNANCE

Governance is the cornerstone of our corporate principles.

Guided by a steadfast dedication to transparency, accountability, and ethical decision-making, we recognize the integral role that effective governance plays in shaping BGC’s long-term success and resilience. This section details the mechanisms and structures that underpin our governance framework, illustrating our commitment to fostering a culture of integrity, diversity, and prudent risk management. As we navigate the dynamic landscape of responsible business, governance excellence is our catalyst for value creation and positive societal impact.

ENVIRONMENT | SOCIAL

GOVERNANCE

ONE TEAM

We are proud of our flat operating structure and ubiquitous leadership which underpins our One Team philosophy. At BGC, we place high value on connection, common sense, and trust. Roles, responsibilities, and relationships between our technical staff and functional teams are intentionally not strictly divided into business units, fostering connection and greater resiliency.

The connection of our One Team is vital to our business model and the growth of our team internationally. We continue to invest in opportunities to connect through our company-wide annual general meeting, inter-office travel, off-site meetings/workshops, and virtual tools that facilitate effective collaboration between offices and across time zones.

GOVERNANCE

The governance structures of BGC are formed by two key groups:

Board of Directors

Management Team

These groups set the overall strategic direction of our organization, develop our functional structures, and make corporate decisions. Working alongside all BGC employees, these groups enhance our shared commitment to operating ethically and transparently, and in alignment with our goals, values, and the interests of our shareholders.

BOARD OF DIRECTORS

The primary function of the Board is to review the management and project delivery models developed by the Management Team such that these systems act in the best interests of BGC, protect our shareholders’ interests and are recognized by our clients, professional colleagues, and associations for being effective, innovative, sustainable, and worthy of emulating.

Board members report to our shareholders. Their responsibilities extend to advising on long-term strategic direction, distributing shareholdings of the company, mentoring the CEO and Management Team, and financial decision-making. The Board communicates regularly and transparently with shareholders, ensuring accountability while evaluating progress against our strategic goals. Their oversight, decision-making, and guidance contributes significantly to BGC’s long-term prosperity and stakeholder trust.

Our Board of Directors represent the areas of professional interest of our employees and clients. They are 80% male, 20% female. This is not fully representative of BGC’s overall gender demographics where 37% of our employees are female. As our company grows, we aim for a Board composition that more closely reflects the identities of our people.

Currently, BGC Board members are also employee shareholders, annually elected or re-elected by shareholders to a one-year term.

BGC Board of Directors

Board Director

PETE BARLOW, M.SC.

P.ENG.

PRINCIPAL GEOTECHNICAL ENGINEER

Board Chair

STEVE HEDBERG, M.SC.

P.ENG., P.GEO., FEIC PRESIDENT & CEO, PRINCIPAL GEOLOGICAL ENGINEER

Board Director

ANGELA KÜPPER, PH.D.

P.ENG., FEIC

PRINCIPAL GEOTECHNICAL ENGINEER

Board Director

DEREK KINAKIN, M.SC.

P.GEO., P.L.ENG., C.P.G.

PRINCIPAL ENGINEERING GEOLOGIST

Board Director

MICHAEL PORTER, M.ENG.

P.ENG., LEG. PRINCIPAL GEOLOGICAL ENGINEER

MANAGEMENT TEAM

Our Management Team creates the conditions for our business sector, discipline, and functional teams to deliver high-quality client service. The team is organized under eight focus areas with overlapping responsibilities:

1. Health and Safety

2. Finance and Legal

3. People

4. Operations

5. Human Resources

6. Strategy

7. Quality

8. Innovation

Our CEO coaches the Management Team while oversight and review of the CEO and Management Team is provided by our Board of Directors.

Our Management Team is highly representative of our overall company demographics, and we are proud that in 2023, 36% of our Management Team leaders are female*. Through execution of our equity, diversity, and inclusion strategy, we remain committed to developing greater gender and race diversity across our organization.

*In 2020, women constituted nearly 12% of all registered engineers (P.Eng.) in Canada. (source)

EMPLOYEE SHAREHOLDERS

Shareholders

Board of Directors

Management Team

BGC is fully employee-owned, and our annual profits are either reinvested in BGC or returned to our employees and shareholders. At the end of December 2023, 45% of our employees owned shares in BGC.

Shareholder committees convene as needed to support the Board of Directors in advancing various initiatives, and shareholders meet with the Board biannually to review and discuss financial performance, strategy, operations, quality, governance, and other topical issues.

Our Management Team is representative of our overall demographics, with 36% female leaders.

Corporate Risk Management

Corporate risk at BGC involves identifying, assessing, and managing potential threats that could affect our operations, objectives, or stakeholders. These risks can stem from various sources, including financial uncertainty, market volatility, regulatory changes, cybersecurity, natural disasters, and more. By regularly assessing and understanding these potential risks, evaluating their possible impact on our organization, implementing strategies to mitigate or transfer risks, and regularly monitoring and reassessing risk exposure, we are better prepared to navigate uncertainties and protect our assets, reputation, and long-term sustainability.

BGC has historically maintained a low employee turnover rate* and to the extent possible we work to solve internal issues through constructive discussions and support from external resources where needed. Our third-party whistleblower service provides an additional option to resolve concerns quickly and professionally.

We work in close partnership with our clients to monitor and identify project risks. We conduct project reviews early and often, ensuring we answer the right questions related to the risks our clients are managing. This is one of our most successful project and clientrelated corporate risk management practices, helping us anticipate and address issues that could generate concerns or weaken trust. We also train and regularly refresh our company leaders on the industry standard Incident Command Structure (ICS) and conduct in-depth training with external advisors and/or insurers for the most significant threat scenarios.

*BGC’s voluntary turnover rate (6-11%) has been consistently low when compared to industry reporting from the Association of Professional Engineers and Geoscientists of Alberta (10-17%) and the Engineering Human Resources Association (9-13%) for the past six years (2017-2022).

TECHNICAL RISK

BGC is frequently engaged on complex and technically challenging projects as we seek to work on the world’s most critical applied earth science challenges. We manage our technical risk through a variety of means with the most critical aspect being our “review early and review often” philosophy. Other key elements of our technical risk management efforts include:

• A Technical Council of Principal-level BGC staff, led by BGC’s Chief Technical Officer, to review and address technical challenges on a regular and as-needed basis.

• A Technical Guidelines and Standards Team, led by BGC’s Technical Quality Manager, to develop guidance and assist staff with:

• Tools and resources to comply with the legislative and regulatory obligations of their professional practice as well as BGC’s overall practice.

• Maintaining registrations with the professional associations or regulatory authorities governing their work, within the relevant jurisdictions of that work.

• Complying with laws, statutes, regulations, bylaws, standards, and policies of the government, professional associations, and regulatory authorities that apply to their professional practice.

• Supporting staff in maintaining their expertise throughout their careers by way of our continued Learning and Development program.

CYBERSECURITY AND CYBER RISK

BGC is the steward of critical data and information on behalf of a broad range of international clients and their assets. A key part of this stewardship is taking commercially reasonable measures to protect our clients’ data from potential exposure or corruption due to a cyber breach. BGC’s Cybersecurity Program is a cornerstone of this protection. The BGC Cybersecurity Program is designed to work as a broad set of controls to stop intruders or “threat actors” from accessing BGC’s data systems.

Our Cybersecurity Program is based on the ISO/IEC 27001 standard for information security. We measure our cybersecurity program annually against the standard via a third-party audit.

The BGC Cybersecurity Program includes the following key elements:

• Identification of critical assets and data, and corresponding risks

• Detailed policies outlining BGC’s cybersecurity governance

• Threat intelligence provided by multiple cyber vendors

• Integration of cyber with human resources policies and procedures, e.g., security background checks, mandatory cyber training, departure procedures, etc.

• Asset management

• Access control

• Cyber operations

• Secure software development

• Incident response (IR)

BGC’s approach to cybersecurity is to regularly improve security controls across our systems based on annual risk assessments.

Whistleblowing

At BGC, we foster a culture of integrity and accountability and uphold the highest standards of ethical, moral, and legal business conduct. Our commitment to whistleblowing protections and transparent procedures underscores our dedication to sustainability and ethical business practices. We value the trust our stakeholders place in us, and we will continue to uphold these principles in everything we do.

As part of our commitment to transparency and open communication, we have established a policy on whistleblowing. This framework empowers our employees to bring to light any concerns related to unlawful activities or ethical standards within our professional associations.

SAFEGUARDS

• Harassment: We unequivocally prohibit any form of harassment or victimization against individuals reporting concerns under this policy.

• Confidentiality: We pledge to treat the identity of the complainant with the utmost confidentiality.

• Anonymous Allegations: While we encourage employees to attach their names to allegations, we understand that anonymity may be necessary; however, a thorough investigation may be hindered in such cases.

• Bad Faith Allegations: Allegations made in bad faith may result in appropriate disciplinary action.

PROCESS FOR RAISING A CONCERN

Employees can report serious and sensitive concerns directly to any member of our Board or Management Team, our general counsel, our President & CEO, or anonymously through our third-party reporting platform.

If appropriate to the circumstance, upon receiving a report of concern, BGC’s Board of Directors are informed. The level of interaction between the complainant and the investigating parties is determined by the nature of the concern.