Integral Group | 2017 Corporate Social & Environmental Responsibility Report

2017 CORPORATE SOCIAL & ENVIRONMENTAL RESPONSIBILITY REPORT

CONTENTS 01

OVERVIEW

02

INTEGRAL GROUP: WHO WE ARE

03

LETTERS FROM LEADERSHIP

04

INTRODUCTION: CSER APPROACH

05

GOVERNANCE, METHODOLOGY + SCOPE

06

OUR PERFORMANCE

07

A

ENVIRONMENTAL FOOTPRINT

B

EQUITY + DIVERSITY

C

HEALTH + WELL-BEING

D

EDUCATION + IMPACT

CONCLUSION

APPENDIX

01 OVERVIEW We are pleased to present our first annual Corporate Social and Environmental Responsibility (CSER) Report. This report includes an introduction to our firm, our culture and our values, and shares our CSER performance data for the 2017 calendar year. As a mission-driven company, sustainability is fundamental to our operation. We are committed to continually engaging employees, improving our practices and giving back to our communities.

We track CSER performance across four categories: (a) environmental footprint, (b) equity + diversity, (c) health + wellbeing and (d) education + impact. We developed a set of key performance indicators in each category, and set targets for 2020, 2025 and 2030. Our 2017 performance data comprises a baseline, against which we can measure our performance in coming years.

THE CSER REPORT TEAM This report was authored by Clara Bagenal George, Edward Garrod, Rachel Moscovich, Annie Martin, Megan White and Tiffany Elston with support and contribution from the Global CSER Group and Global Marketing Team.

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02 INTEGRAL GROUP: WHO WE ARE Integral Group is an interactive global network of design professionals collaborating under a single deep green engineering and consulting umbrella. We are a missiondriven company that strives to be transparent, demonstrating leadership and commitment to social and environmental sustainability.

OUR SERVICES MECHANICAL

ELECTRICAL

WATER

ENERGY

MODELING

SUSTAINABILITY

REFRIGERATION

COMMISSIONING

LIGHTING DESIGN

FIRE PROTECTION

TECHNOLOGY

INTEGRATION

We employ 460+ talented and innovative people across Canada, the UK, the United States and Australia who are drawn to Integral Group based on the quality and nature of our work combined with our commitment to this mission.

Our reputation and competitive advantage are built on our ability to distinguish ourselves as experts and industry leaders. In our work we hold ourselves and our clients to a high standard of sustainability, aiming to achieve increasingly higher levels of performance.

ZERO NET

50

ENERGY PROJECTS IN DESIGN

100+

LEED PLATINUM CERTIFIED PROJECTS

09

LIVING BUILDING CHALLENGE PROJECTS

INTEGRAL GROUP 2017 CSER REPORT

02 INTEGRAL GROUP: WHO WE ARE HOW WE HAVE GROWN

5

INTEGRAL GROUP 2017 CSER REPORT

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02 INTEGRAL GROUP: WHO WE ARE OUR VALUES At Integral Group, sustainability is in our DNA. This is reflected in both the work we do and the culture of our organization.

Our values: Trust, Nurture and Inspire are woven into our approach to every project, relationship, and individual.

TRUST

NURTURE

INSPIRE

As a company, we foster trust by disclosing our social and

Our greatest resource is our team of talented and innovative

By sharing knowledge and expertise, we strive to continuously

environmental standards and performance in a way that is

individuals; by nurturing their personal growth, well-being

challenge ourselves and our peers to question the way in which

accurate and transparent.

and professional development we aim to better harness their

we design.

potential.

What does TRUST mean to you?

“Knowing my team always has my back , and I have theirs.” Erica Mak, Victoria, BC

“Reliably delivering on the vision that we promised.” Bill Updike, Washington, DC

What does NURTURE mean to you?

“Creating a supportive environment which cultivates the growth of revolutionary ideas.” Nika Parsa, Los Angeles, CA

What does INSPIRE mean to you?

“Bringing out the best in others: clients or colleagues.” James Tosh, Austin, TX

“Providing necessary support to colleagues

“Living a life that brings forth change in the

to empower their career growth.” Kevin

world.” Bryant Baugh, Atlanta, GA

Leung, Vancouver, BC

“Confidence you willingly have in other

“Feeling part of a team that has your

”Pushing the boundary, doing the best

people.” Alexandra Heim, Toronto, ON

best interest at heart” Colette Connolly,

for our client rather than the ordinary.“

London, UK

Alex Fung, Oakland, CA

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02 INTEGRAL GROUP: WHO WE ARE OUR PILLARS Our pillars illustrate our approach to project strategy, design and delivery.

IMAGINE Imagine is about coming up with new ideas, examining the old and evolving our approach to design. We continually redefine the ways our built environment can make a positive impact. The annual Integral Group design competition showcases and celebrates firm-wide project innovation, demonstrating how we are changing the face of engineering by arguing the case for doing things differently.

PERFORM We deliver high performance buildings that integrate seamlessly within their surroundings. As engineers, consultants, and designers, we apply our expertise to reduce the environmental impacts of every project.

Our focus on sustainable performance spans the project lifecycle from design, construction, commissioning, operation and post occupancy monitoring.

ACCELERATE

LONDON ENERGY TRANSFORMATION INITIATIVE

Accelerating the transformation toward future-proof design is a top priority for Integral Group. We design

Integral Group initiated development of the London

buildings that are better equipped to face the challenges of climate change, resource scarcity and the spiraling

Energy Transformation Initiative (LETI), a network of over

costs of illness and low productivity. We continuously align our business practices with industry and social

150 built environment professionals working together to

initiatives towards a greener and revitalized economy.

put London on the path to a zero carbon future. Integral

SUSTAIN

Group developed LETI as a response to the current energy policy in London, which wasn’t driving design

Optimized building design supports human well-being and a balance with the natural environment. Every

solutions that encouraged long term carbon emissions

project is a new opportunity for innovation and advancement, providing direct benefits to our clients and the

reduction. LETI was established to work collaboratively to

broader communities we serve. Together we can create a greener, healthier world for ourselves, and for future

put together evidence-based recommendations for two

generations.

pieces of policy – the new London Environment Strategy and the rewrite of the London Plan.

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03 LETTERS FROM LEADERSHIP

Kevin Hydes

Conrad Schartau

Tiffany Elston

CEO AND FOUNDER

CHIEF OPERATING OFFICER

HEAD OF PEOPLE

I’m proud to say we celebrate our tenth birthday this year.

At Integral Group we’re focused on making a difference –

Focusing on people first is just as important to engineering

To mark this milestone, we published a book titled IMPACT,

making a better world for future generations. We’re all bound

design teams as it is to us on the People team. We share a

capturing the positive impact of the work we’ve done over the

together by this feeling. We’re like-minded; we’re more of a

responsibility to create a positive, healthy and equitable work

past decade. Looking to the next ten years, as we continue

family than a team. This first ever CSER report is an opportunity

environment for everyone at Integral Group.

to grow, we want to hold onto the clarity of purpose that has

for us to demonstrate our values, to show that sustainability is

come from being a mission-driven company.

not just something we talk about.

Our first annual Corporate Social and Environmental

As the world changes, we have to evolve. Our business processes

striving to go beyond the industry standard in our workplace

Responsibility Report shares our progress and performance

have completely transformed. The expectations of employees

culture and policies: it’s an extension of our commitment to

toward our ultimate goal of making a difference. I hope our

have significantly shifted. We all need to continuously reinvent

excellence in project delivery.

efforts to measure our impact and collectively improve our

ourselves, as individuals and as organizations. I’ve learned over

performance gives all of us a sense of pride, purpose and

time, foremost to listen, and to recognize when values need to

belonging.

be revived.

We will strive to continue delivering great work and building a

Communication, openness and inclusion have been areas of

a sense of purpose and they want to see daily demonstrations

culture that embodies our values: trust, nurture and inspire.

focus for us this past year. We want to create an environment

that we’re walking the talk.

We have assembled a deep bench of incredible individuals,

where all voices can be heard, where no one’s afraid to

but to get where we want to go requires teamwork and

contribute an idea or share an opinion.

strength in numbers: the power of many.

A focus on nurturing our team members is essential to the delivery of high quality projects. That’s one reason we’re

Integral Group was designed around a mission rather than a service. It’s clear to me through my work that our mission is why people want to work here. Today’s employees want to have

This CSER report documents progress toward aligning company policies and practices with our mission. We have

From the perspective of the leadership team, we need to be

achieved and grown a great deal in a short amount of time –

This report tells some of the team’s stories and sheds light

open to hearing from voices across the company, and to be

but the job is never done. Each year we will continue to reflect

on the contributions they make and parts they play in making

open to adapting. At every level, everyone needs to feel there

on the journey and adapt our course by engaging with our

Integral Group a great place to work.

is space for their voice to be heard. Diverse voices fuel our

teams. This progressive mindset enables us to set and achieve

creativity, and ultimately, our success.

challenging goals through all aspects of the Integral family.

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04 INTRODUCTION: CSER APPROACH OUR APPROACH Our CSER Report is a reflection of what is important to our company, and an extension of the company’s mission and vision.

This is the first CSER report, in which we have begun to measure and track our social and environmental performance across the company, as it relates to our internal operations.

We are committed to generating an annual report reflecting the interests and priorities of each of us as individuals, as teams, and as the broader Integral ‘family.’

Our approach to CSER includes annual staff engagement, tracking our performance, introducing or improving upon policies and initiatives, and reporting on our progress.

During 2017, we developed an overarching CSER strategy for all offices within the firm. The CSER report team established a common set of Key Performance Indicators (KPIs) and a shared format for CSER reporting.

INTEGRAL GROUP 2017 CSER REPORT

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04 INTRODUCTION: CSER APPROACH

Annual CSER Report

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04 INTRODUCTION: CSER APPROACH STAFF ENGAGEMENT By taking a collaborative approach to crafting the report, our aim is to build trust and inspire honest communication across all levels of the organization. Our goal is for this report to reflect our values as individuals and as a team, and inspire participation and commitment.

The next year we will continue to roll out sustainability workshops in every office. During our initial workshop series (Vancouver, Toronto, Oxford, London) we engaged employees to contribute ideas about how to improve our performance and make a bigger impact.

The workshops were structured around brainstorming ideas to reduce the footprint of our operations and stimulate positive impact in the broader community. The purpose of these sessions was to:

»» »» »» »»

Raise awareness Engage employees Brainstorm new ideas Commit to taking action

AWARENESS

ENGAGE

BRAINSTORM

COMMIT

Raise awareness regarding

Engage employees around

Generate ideas about possible

Identify specific actions that

sustainable initiatives at

corporate social and

actions to improve environmental

employees are able to take on in

Integral Group

environmental responsibility

and social performance

the short term

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05 GOVERNANCE, METHODOLOGY + SCOPE INTEGRAL GROUP CSER GOVERNANCE UK Offices

Throughout 2017 CSER Groups in each region developed a common approach to strategic issues of environmental footprint, health + wellbeing, equity + diversity, and education + impact.

Alongside shared initiatives, such as JUST® Certification across the company, each office is actively encouraged to shape and drive its own local CSER agenda. This autonomy

Oxford

enables each office to serve its local community, respond to

Vancouver

its unique environmental and social context, and the varied legislative, regulatory and reporting frameworks within which they operate.

London

Calgary

Victoria Seattle

Our 460+ staff and network of 15 offices are organized into five regions: Canada West, US + Canada East, US West, UK (Elementa Consulting) and Australia. Each region is led by a

Toronto

Regional Director who takes responsibility for CSER within their region. They rely upon a network of regional CSER Working Groups to periodically review progress towards

Oakland San Jose

meeting CSER objectives and goals.

Regional Directors report to Integral Group Chief Executive

Washington DC

Los Angeles

Richmond

Officer and Founder, Kevin Hydes, Chief Operating Officer and Executive Vice President, Conrad Schartau, and Chief Financial Officer, Christine Jeffery. On an annual basis the Regional Directors, CEO, COO and CFO review CSER performance and alignment with our vision and values.

Conrad Schartau is the Integral Group Board Member with group wide responsibility for CSER. CLICK HERE to see our Leadership Structure in our 2017 Annual Report.

Integral Group is a member of Dar Group.

Austin

Atlanta

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05 GOVERNANCE, METHODOLOGY + SCOPE METHODOLOGY For this report we used available data to measure our baseline environmental and social performance. To facilitate future tracking and reporting we developed a process for ongoing data collection. Where data was challenging to obtain, we used proxy values based on industry benchmark data.

For reporting on our carbon emissions, we focused on Scope 1 (direct) and Scope 2 (indirect) emissions globally. We collected flight data by way of travel records and expense forms. Going forward a universal tracking tool will be used to consistently track flight emissions.

To measure our Equity and Diversity performance we used data collected through the JUST label process. Health and Wellbeing data was obtained partially by survey, through our Fitwel certifications, and partly through internal tracking mechanisms. Education and Impact data was collected by internal tracking mechanisms.

CORPORATE POLICIES Our team has reviewed this report for accuracy and validity. The final report was approved by the CEO, COO and senior-level Integral Group operates within a framework of

management.

policies, some of which are global and others which are regionally specific. These include:

AUDIENCE

»»

Code of Conduct

»»

Equity and Diversity

to continue to believe in and support our values and pillars. We hope our clients will gain a better understanding of what makes us

»»

Discrimination and Harassment

unique and how we are able to continuously strive for innovation and performance in our projects by taking action on Sustainability.

»»

Recruitment and Selection

»»

Parental Leave

»»

Professional Development and Training

»»

Employee Relations

»»

Health and Safety

»»

Wellness

This report is intended to be viewed by our staff, clients, and others with whom we collaborate. We want this report to inspire staff

SCOPE + STRUCTURE This report contains data from January through December 2017. This is in alignment with our fiscal year and our collection of data for JUST certification. The data in this report pertains to all offices excluding the newly added Sydney office. Our 2018 report will include data tracked from the new Australian regional operation.

This is our first report and our first use of GRI Sustainability Reporting Standards (GRI Standards) as reporting structure. This report contains Standard Disclosures from the GRI G4 Sustainability Reporting Guidelines.

CONTENTS OUR PERFORMANCE

INTEGRAL GROUP 2017 CSER REPORT

06 OUR PERFORMANCE We have defined four areas of focus by which to track and report progress on our broad commitment to sustainability. These themes emerged through conversations and engagement with staff and senior management across Integral Group. They allow us to communicate our vision and values through the lens of CSER. In this section, we report on our performance across a range of environmental and social indicators. Where these have been recorded for the first time, they enable us to create a baseline against which performance can be benchmarked and targets for progress set. Where we have access to a data from previous years, they help us to understand trends over time and to calibrate performance targets for future years.

The performance indicators address a broad sweep of our operations.

These include inward-facing: tracking our policies and grass-roots initiatives that nurture our culture and well-being, to external-facing: focused on fostering a resilient society and nurturing a culture of sustainability.

BY THE NUMBERS Additional data, figures and charts as well as data collection, calculation and estimation methodology can be found in the Appendix.

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06 OUR PERFORMANCE PERFORMANCE CATEGORIES

ENVIRONMENTAL FOOTPRINT

EQUITY AND DIVERSITY

HEALTH AND WELL-BEING

EDUCATION AND IMPACT

Our engineering, design and planning

We are striving towards an inclusive,

When we are happy, healthy, and

Knowledge

services are guided by our ‘deep green’

equitable

work

supported we are able to perform at

has the greatest impact when shared

philosophy. We develop ‘zero net’

environment. We believe our offices

our best. We nurture our well-being as

generously. We are committed to

solutions for our clients that are both

should reflect the diversity of the

individuals through raising awareness,

continual personal and professional

high-performance and cost-effective.

communities in which we live and

activities, and improvements to our

development, supporting educators

We apply the same approach to our

work, and that they are strengthened

physical work environment. This is

and industry through lectures by

own operations and the supply chains

by that commitment.

assisted by a framework of company

sharing our innovations, and giving

that we rely upon to minimize our

policies that promote health and well-

back to our local communities through

environmental footprint.

being.

targeted outreach programs.

and

transparent

is

transformative

and

A. ENVIRONMENTAL FOOTPRINT

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A. ENVIRONMENTAL FOOTPRINT OVERVIEW While we continuously strive for environmental excellence in our project work, this is our first effort to calculate, in aggregate, the environmental impact of our internal operations.

ENVIRONMENTAL COMMITMENT Integral Group is aligning our Global CSER with the following commitments:

To do so we focused on impacts of our everyday operations, which includes occupying office space and the associated resource use (heat, water, electricity, paper, etc.) and our travel footprint (daily commute and flight data).

»»

WorldGBC Net Zero Carbon Commitment

2017 HIGHLIGHTS Each office has its own set of unique challenges but also areas of excellence. The following are examples of where we see early leadership and positive trends:

»»

Our offices that occupy co-working spaces (Seattle, Austin, San Jose) use fewer resources per capita, in part because of energy savings from eliminating office-based servers.

»»

The IT department switched to leased computers rather than purchased equipment this year, reducing electronic waste (e-waste) and financial overhead.

»»

Elementa Consulting in Oxford have gone beyond minimizing the environmental impacts of their projects by asking their suppliers and employees to sign a Personal Environmental Commitment Agreement. If a supplier is not ISO 14001 certified, they are required to sign the Agreement.

»»

The Vancouver office formed a Zero Waste Task Force to develop a prioritized approach to waste management. Vancouver conducted a waste audit to understand the volume and composition of the waste stream, reduce waste generation and improve diversion.

»»

The Oakland office conducted monthly weigh-ins in collaboration with the facilities janitorial team. Tracking showed diversion from landfill ranging from 81-86%.

»»

Paris 2°LUTIONS by ILFI

»»

#WeAreStillIn campaign

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A. ENVIRONMENTAL FOOTPRINT TRACKING OUR PERFORMANCE CALCULATING OUR EMISSIONS

SCOPE

01

Direct Operations Emissions

»» »»

Gas Fleet Vehicles

The Greenhouse Gas (GHG) Protocol outlines three emissions scope categories: direct, indirect and indirect upstream and downstream. For our operations, the elements fall under various scopes, illustrated to the right. We focused our reporting on Scope 1 and 2 emissions, and aligned our targets with the World Green Building Council Zero Emissions commitment by 2020.

Beginning in 2020, we will start to evaluate potential emissions from other areas of the supply chain and investments where applicable.

SCOPE

02

WRI GHG PROTOCOL

strive for full alignment.

Measuring our baseline carbon footprint is fundamental to our ability to measure progress toward future reduction targets. To set our baseline for 2017, we used industry standard benchmarking tools, such as typical energy use intensities of an office building for energy (gas/electricity), drawn from:

»»

ASHRAE (US, Canada)

»»

JLL BBC (UK)

»»

LEED v2009 Water Calculator

»»

EPA Waste Calculators

»»

US EIA CBECS 2012

»» »» »»

Electricity Steam Water

Indirect Upstream/

We measured our GHG (CO2e) emissions following guidance from the GHG Protocol developed by the World Resource Institute (WRI). We recognize our current evaluations may not be in full accordance with the Protocol. As our data quality improves we will

Indirect Operations Emissions

SCOPE

03

Downstream Emissions

»» »» »» »»

Office Supplies Operations Waste Business Travel Employee Commuting

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A. ENVIRONMENTAL FOOTPRINT DATA QUALITY TARGETS We measured our 2017 baseline performance using available data. There were challenges associated with data collection due to inaccessible utility data. Where we were unable to obtain real usage data, we used benchmark data. We have identified a data collection process and a path toward improved data quality. The table below illustrates our approach, which is a stepped process from “good” to “better” to “best.”

2017

2018

2019

2020

2025

2030

GOOD

GOOD

BETTER

BETTER

BEST

BEST

NR

NR

NR

NR

BEST

BEST

GOOD

GOOD

BETTER

BETTER

BEST

BEST

Purchased goods & services

NR

NR

NR

NR

GOOD

BETTER

KEY

Capital goods

NR

NR

NR

NR

GOOD

BETTER

NR

Upstream transportation and distribution

NR

NR

NR

NR

GOOD

BETTER

SCOPES SCOPE 1 - DIRECT Company facilities - gas Fleet vehicles SCOPE 2 - INDIRECT Purchased electricity, steam, heating and cooling SCOPE 3 - INDIRECT UPSTREAM/DOWNSTREAM

Waste generated in operations

GOOD

GOOD

BETTER

BETTER

BEST

BEST

Business travel

GOOD

GOOD

BETTER

BETTER

BEST

BEST

Employee commuting

GOOD

GOOD

BETTER

BETTER

BEST

BEST

Upstream leased assets

NR

NR

NR

NR

GOOD

BETTER

Downstream transportation and distribution

NR

NR

NR

NR

GOOD

BETTER

Downstream leased assets

NR

NR

NR

NR

GOOD

BETTER

Investments

NR

NR

NR

NR

GOOD

BETTER

GOOD BETTER

BEST

NR: Not reported GOOD: Third party benchmark data

BETTER: Data based on actual utility bills for whole buildings, prorated by square footage occupied by our offices.

BEST: Actual energy usage by the company, most likely where offices are sub-metered to collect actual data, or where we lease the whole building.

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A. ENVIRONMENTAL FOOTPRINT TOTAL 2017 GHG EMISSIONS BY OFFICE The below graph represents the baseline emissions per category by office. As noted previously, in 2018 we will solidify the baseline by

4,105

introducing mechanisms for collecting improved data. Understanding total emissions as well as emissions per capita and per office area are all important indicators that provide information to support future decision making related to office operations.

kgCO2e EMISSIONS

TOTAL 2017 GHG EMISSIONS BY OFFICE (kgCO2e)

GHG EMISSIONS (kgCO2e) ANNUAL

450,000

PER EMPLOYEE

241

400,000 350,000

kgCO2e

300,000

EMISSIONS PER M2

250,000 200,000

TOTAL

150,000

EMISSIONS

100,000

(kgCO2e)

1.7M

50,000

ssions by Office 0

Employee Commute Flights Waste Water Electricity Gas

OFFICE LOCATION

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A. ENVIRONMENTAL FOOTPRINT FLIGHT EMISSIONS (kgCO2e) BY REGION

supplemented by the use of expense reports and receipts.

Emissions calculations were based on originating and destination airport locations, length of flight (short, medium, long haul) and airplane cabin or class (economy or business).

To report more accurately and efficiently in future years, we are

TOTAL EMISSIONS (kgCO2e)

We collected flight data from our general ledger data

300,000

2,500

200,000

100,000

introducing a streamlined tracking and reporting process. We will work with a travel agent and centralized scheduling system

0.0

to ensure flight data is tracked consistently across the company.

AVG. FLIGHT EMISSIONS PER EMPLOYEE

kgCO2e PER EMPLOYEE

FLIGHT EMISSIONS

UK

USA

2,000

1,500

1,000

500

0.0

CANADA

UK

USA

CANADA

AVERAGE

We are working to reduce our flight travel footprint by encouraging video conferencing where appropriate and providing the necessary equipment to do so.

COMMUTER EMISSIONS (kgCO2e) BY REGION

1,300

We calculated emissions from the commute to and from work

200,000

establish a baseline likely in 2018, noting that the 2017 data is inconsistent.

Commute data was collected by survey, and for 2017 we saw 100% survey response rate in the UK, and roughly 70% response rate in the USA and Canada. In future years we will collect commute data for 100% of employees.

The average commute emissions per employee is prorated based on those who responded to the survey.

TOTAL EMISSIONS (kgCO2e)

for all offices. In 2017, tracking was done differently in each region. In future years we will streamline our process, and

AVG. COMMUTE EMISSIONS PER EMPLOYEE

kgCO2e PER EMPLOYEE

COMMUTE EMISSIONS

150,000

100,000

50,000

0.0

UK

USA

CANADA

1,200

1,100

1,000

900

800 UK

USA

CANADA

AVERAGE

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A. ENVIRONMENTAL FOOTPRINT TOTAL 2017 WATER CONSUMPTION BY OFFICE (m3) WATER

Below is an illustration of total water consumption by office. Volume of water usage is somewhat consistent with size of office and number of employees. We were able to obtain actual usage for some offices. Other values use proxy values obtained using benchmark data.

CONSUMPTION PER EMPLOYEE (m3)

2.2

TOTAL 2017 WATER CONSUMPTION BY OFFICE (m3)

WATER CONSUMPTION PER SQ FT (m3) m3 PER YEAR

7.1 TOTAL WATER CONSUMPTION (m3)

142K OFFICE LOCATION

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A. ENVIRONMENTAL FOOTPRINT EMISSIONS BASELINE (BENCHMARK) VS. ACTUAL (MEASURED) We collected actual data for the three largest Integral offices: Vancouver, Oakland and London. We were able to obtain measured data for 2017 for Gas, Steam, Electricity, Flights, and Daily Commute. The below graphs show actual measured emissions per performance category in total annual emissions, compared against benchmark data. In future years we will improve the quality of data collection, from good to better to best for all offices. As we move toward the target of carbon neutral operations, it is our intention to offset our actual usage as opposed to estimated usage.

VANCOUVER

2017 - BASELINE VS. ACTUAL FOR OUR THREE LARGEST OFFICES

Daily Commute Flights Electricity

OAKLAND

Gas / Steam

Daily Commute Flights Electricity

LONDON

Gas

Daily Commute Flights Electricity Gas 0

25,000

50,000

75,000

100,000 Actual

125,000 Baseline

(kgCO2e) Annual

150,000

175,000

200,000

225,000

INTEGRAL GROUP 2017 CSER REPORT

A. ENVIRONMENTAL FOOTPRINT LOOKING FORWARD This first attempt to measure our footprint highlighted opportunities for improvement, including:

»»

Conducting waste audits to identify waste composition and opportunities to improve diversion.

»»

Investigating ways to implement building level water metering and sub-metering.

»»

Introducing company purchasing policy.

»»

Reducing per capita emissions and energy consumption.

»»

Reducing air travel by continuing to facilitate teleconferencing, and introduce new programs to encourage a reduction in air travel.

»»

Striving toward “paperless” offices.

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A. ENVIRONMENTAL FOOTPRINT GLOBAL TARGETS

ENVIRONMENTAL FOOTPRINT KEY PERFORMANCE INDICATORS We

identified

key

performance

2020

2025

2030

Total gas kWh

Better DCQ; 100% Offset

25% Reduction

50% Reduction

Total electricity kWh

Best DCQ; 100% Offeset

10% Reduction

20% Reduction

n/a

n/a

n/a

ENVIRONMENTAL FOOTPRINT

Total combined gas and electricity kWh

indicators to track our environmental

Total combined gas and electricity carbon emissions

100% Offset

100% Offset

100% Offset

footprint including: operational energy

Total combined gas and electricity kWh per person

10% Reduction

20% Reduction

30% Reduction

(gas, steam, electricity), water use,

Total combined gas and electricity kWh per floor area

10% Reduction

20% Reduction

30% Reduction

waste, employee commute, and flights.

Water consumption (m3)

Best DCQ; 100% Offset

10% Reduction

20% Reduction

For each performance category we set

Water consumption per person

10% Reduction

20% Reduction

30% Reduction

Daily commute kgCO2 per person

10% Reduction

20% Reduction

30% Reduction

% of staff taking public transport

Set new targets via survey

TBD

TBD

% of staff that cycle/walk

Set new targets via survey

TBD

TBD

carbon neutral operations, the volume

% of staff that drive

Set new targets via survey

TBD

TBD

of offsets purchased will be based to

Flight emissions tonnes CO2

Global travel agency to track

100% Offset Fly Emissions

10% Reduction from 2025

the extent that is possible on actual

Total waste CO2e kg per person

Set Audit Process + Policy

25% Reduction

50% Reduction

usage (versus benchmarked data).

% of recycled waste

Set Baseline - Waste Audits

75.00%

90.00%

100% IT + Office Policy

100% IT + Office Policy

100% IT + Office Policy

Gas + Elec + Water: 100% Offset

+Flights / +Staff Commute

100% + Waste Offset

n/a

n/a

n/a

Policy Released

Establish Targets/Tracking

TBD

Survey Created and Issued

50%

100%

n/a

n/a

n/a

targets for 2020, 2025, and 2030.

In the future as we consider the purchase of offsets and move toward

% of recycled electrical waste Total tonnes CO2e ( waste, energy, water & trash) Total tonnes CO2e (waste, energy, water & trash)/capita Sustainable + Wellness purchasing policy % Suppliers who completed a supplier questionnaire % Supplier respondents with procedures compliant with or equivalent to ISO14001

B. EQUITY + DIVERSITY

INTEGRAL GROUP 2017 CSER REPORT

B. EQUITY + DIVERSITY OVERVIEW We believe a diverse workforce is more innovative and resilient and we are committed to an inclusive and equitable workplace. It’s important that employees feel part of an active and engaged community where they are respected and valued. Currently, the JUST label (more on that below) serves as the primary framework to benchmark our social responsibility.

2017 HIGHLIGHTS DIVERSITY NETWORK This year, staff in the Vancouver office launched a “Diversity Network” series. The aim of the Network is to create space for focused conversations about topics relating to diversity and equity. In addition to the dialogue, the Network generates suggestions and requests for policy changes or company support for internal and external facing diversity initiatives.

This year the Diversity Network organized STEM outreach at all girls primary and secondary schools in Vancouver.

SOCIETY OF WOMEN ENGINEERS We are working hard to encourage women of all ages to explore engineering as a career. This year five female Integral employees presented on career paths in the sustainable building industry at the Society of Women Engineers Annual Conference in Austin, TX. OAKLAND PRIDE In support of their community and as an equal opportunity employer, Integral Oakland supported its LGBTQ + staff, family, friends, and community members by participating in the Oakland Pride Parade and creating rainbow Integral logo shirts.

INTERNATIONAL WOMEN’S DAY For the second year in a row, we celebrated the women in our office on International Women’s day. 90% of offices participated in this event. We are committed to creating career pathways for women in the industry, and have an increasing number of women in leadership roles.

31

INTEGRAL GROUP 2017 CSER REPORT

B. EQUITY + DIVERSITY TRACKING OUR PERFORMANCE JUST LABEL Integral Group was the first engineering firm in the US to pursue the International Living Future Institute (ILFI) JUST Label shortly after it was launched in 2013. The JUST program is a voluntary disclosure tool which serves as a social equity “nutrition label” for organizations.

In 2015, we took our US and Canadian offices through the program individually. Through this process it became evident that we needed to explore social equity from a more integrated firm-wide approach. In 2017 we embarked on a journey to pursue the first ever Global JUST Label inclusive of our Canadian, UK and US offices. ILFI confirmed our submission this year and we are proud to successfully pilot the multi-country label.

The JUST label provides a lens through which to view the social aspects of our business and helps to illuminate our strengths and opportunities for growth. This kind of continual data analysis, reflection and improvement will help make us more resilient as a group by providing a framework for dialogue and engagement with employees and leadership.

32

INTEGRAL GROUP 2017 CSER REPORT

33

B. EQUITY + DIVERSITY GENDER DIVERSITY ILFI’s JUST Label promotes a gender-balanced (50/50) male/ female workforce. Through the labeling exercise, we scored

PAY SCALE RATIO LESS THAN

OVER

a 0 for gender diversity. To achieve one star, JUST requires

90%

that an organization have no more than a 15% deviation for all employees and 20% in management from 50/50.

1:10

FULL-TIME EMPLOYEES

Achieving three stars requires no more than a 5% deviation for all employees and 10% in management. While we do not meet this standard yet, we are doing exceptionally well in

FEMALE STAFF GLOBALLY

24%

the engineering industry which averages just 9% for female representation in technical positions.

We are committed to encouraging women to pursue careers

Full-time employment : Examines

Pay Scale Equity: This area looks

Female

in engineering. Through our Community Outreach in STEM

percentage of our workforce

at the compensation scale ratio

industry average is typically 9%

(expanded on in Education + Outreach) we aim to foster

which is full-time and benefits-

between the highest and lowest

for female representation, while

women’s advancement in the industry as a whole, and are

eligible

paid employee in an effort to

Integral Group averages 24%.

excited to continue supporting an equitable and inclusive

leased employees who are not

address

workplace for everyone at Integral Group.

eligible

company

According to a report released

benefits. Over 90% of our global

by the AFL-CIO, pay of CEO’s

work force is full-time. Full-time

versus

temporary

or

large

discrepancies.

Staff

Globally:

The

»»

30% firm-wide

»»

UK – 28% female

can be as high as 331 times

»»

Canada – 25% female

in this context is defined as 30

that of the average worker. Our

hours.

ratios in all countries are below

»»

US – 38% female

»»

24% firm-wide technical

»» »» »»

to

receive

US – 98% is full-time Canada – 97% is full-time UK – 92% is full-time

1:10, exceeding the JUST 3 star threshold of 1:15.

»»

US Ratio: 1:8

»»

Canada Ratio: 1:9

»»

UK Ratio: 1:9

staff (up from 18% in 2016)

INTEGRAL GROUP 2017 CSER REPORT

34

B. EQUITY + DIVERSITY #WEAREINTEGRAL #WeAreIntegral is a year-long, firm-wide initiative. This diversity focused initiative represents our commitment to creating an inclusive, supportive space in our offices and our communities through engagement with the various facets of diversity. Although we carry this initiative throughout our daily activities and engagement with our communities, we highlight #WeAreIntegral every year for the entire month of April.

During this month, each region chooses a charity to make donations to and each office in that region holds activities including bake sales, potlucks, or other events to gather donations.

Examples of charities that have been chosen in the past are: Canadian Society for Women in Science and Technology (CSWIST), Society for Women Engineers (SWE) and Oxford Homeless Pathways.

INTEGRAL GROUP 2017 CSER REPORT

B. EQUITY + DIVERSITY LOOKING FORWARD Looking forward: We have made progress at raising awareness about the importance of being a diverse, inclusive and equitable workplace since the conversation was initiated at our 2016 leadership summit. Over the next several years, we will be focusing on these key areas:

»»

Establish Diversity Council to create a three-year action plan and further engage employees across the firm

»»

Introduce unconscious bias and communication training

»»

Create policies designed to promote a family-friendly, flexible workplace

35

INTEGRAL GROUP 2017 CSER REPORT

36

B. EQUITY + DIVERSITY GLOBAL TARGETS 2020

2025

2030

% Female staff

40%

45%

50%

% Technical female staff

30%

40%

50%

We measure ongoing performance

% of Female management

10%

20%

30%

for equity and diversity using a

Number of nationalities represented

No Target

No Target

No Target

combination of JUST metrics and

Number of languages spoken

No Target

No Target

No Target

additional survey data.

% of staff ethnicities represented

Evaluate data & set strategy

Re-evaluate data/strategy

Re-evaluate data/strategy

TBD

TBD

TBD

#WeAreIntegral Global

2 per office

3 per office

3% pre-tax profits

3% pre-tax profits

3% pre-tax profits

Report from Impact Fund

TBD

TBD

EQUITY AND DIVERSITY KEY PERFORMANCE INDICATORS

EQUITY AND DIVERSITY

$ Raised for Charity

We have developed a set of targets for 2020, 2025, and 2030.

# of Charitable Campaigns $ Donations/Sponsorships - Non-profits $ Pro bono cost of time

C. HEALTH + WELL-BEING

INTEGRAL GROUP 2017 CSER REPORT

38

C. HEALTH + WELL-BEING OVERVIEW Health + Well-being is a focal point for us when it comes to corporate culture, and increasingly in our approach to the work we do in communities and the built environment. We have a growing number of ambassadors of both WELL and the Fitwel programs, and have begun to certify our offices with Fitwel, demonstrating our commitment to maintenance of healthy indoor environments.

Staff-led wellness committees organize recreational activities in and out of the office, participation in races, and educational seminars to raise awareness about issues related to human health and well-being. Personal wellness helps us feel our best so we can do our best work and make positive change.

2017 HIGHLIGHTS FITWEL We achieved Fitwel certification in 4 of our offices. Our London, UK office was the first Fitwel certified workplace outside of North America. Fitwel is a high-impact building certification standard positioned to optimize building occupant health and productivity through targeted improvements to workplace design and operational policies. Fitwel is based on the idea that all office facilities can be improved through specific, incremental changes, resulting in healthier places to work, regardless of building size, age, or location.

Healthy people and healthy buildings are where the values of Integral thrive.

WELLNESS COMMITTEE Since 2015, the Vancouver office Wellness Committee has been offering bi-monthly activities and events focused on improving the health and happiness of employees. The Committee focuses on three areas: advocacy (e.g. fundraising or awareness campaigns); education (e.g. seminars, speakers, documentaries); and physical activity (e.g. yoga and team sports). Activities include:

»»

Movie Monday Documentaries

»»

Office Team Sports

»»

Yoga Practice

»»

Wellness Wednesday Snack

»»

National Heart Month

»»

Bike to Work Week

INTEGRAL GROUP 2017 CSER REPORT

39

C. HEALTH + WELL-BEING TRACKING OUR PERFORMANCE Inventorying our Health + Well-being activities for the purpose of this report revealed a broad range of ‘grass roots’ initiatives across the company. We will continue to nurture our existing programs and initiatives, while building a universal and holistic approach to employee health and well-being.

This year we developed the list of key performance indicators to track on an ongoing basis. While we do not have consistent data from 2017 to share, below is a list of ongoing initiatives:

»»

Wellness Committees

»»

Social Committees

»»

Indoor Air Quality Monitoring Using “Foobot” Systems

»»

Safety Reporting

»»

Employee Benefits Including Mental Health and a Wellness Stipend

»»

Standing Desks, Personal Fans, Office Plant Rebates, and Other Desk Health Programs

»»

Air Quality Monitoring In Numerous Offices

»»

Improving Access To Clean Water and Encouragement To Choose Healthy Foods

7.9 AVG

SELF-REPORTED HAPPINESS

INTEGRAL GROUP 2017 CSER REPORT

C. HEALTH + WELL-BEING LOOKING FORWARD Cataloguing our ongoing activities to encourage Health + Well-being presents the opportunity to set in motion future programs that can meaningfully improve our lives. By understanding our current conditions, we are better able to plan for the future and improve accordingly.

We are committed to enhancing our Health + Well-being standards across the company.

We are using Foobot technology to track indoor air quality in some offices, and plan to roll this out globally in future years. The monitors track information such as pollution levels and temperature variation. Based on this data we are able to adjust our systems to achieve optimum levels of comfort and air quality.

We will continue to engage staff to understand employee interests and priorities around Health + Wellbeing. Our actions are and will continue to be a reflection of engagement sessions, happiness surveys, and wellness committee requests.

Next year we will initiate or expand upon the following initiatives:

»»

Continue to certify our offices with industry leading occupant health standards

»»

Support and encourage staff to use healthy, active modes of transportation

»»

Introduce food purchasing guidelines emphasizing healthy food choices

»»

Distribute employee happiness survey

»»

Mental health support programs offered in benefits package

»»

Expansion of air quality monitoring to all offices

»»

Ensuring clean drinking water, testing and filtration

»»

Desk fans and other occupant comfort controls

40

INTEGRAL GROUP 2017 CSER REPORT

41

C. HEALTH + WELL-BEING GLOBAL TARGETS

HEALTH AND WELL-BEING KEY PERFORMANCE INDICATORS

2020

2025

2030

# of staff social events

Tracking process established

Quarterly p/ office

Quarterly p/ office

# of accidents reported

0

0

50%

HEALTH AND WELLBEING

Next year we will begin to track

Employee benefits - Comprehensive Medical Coverage

10%

20%

30%

performance across this set of key

% of employees receiving performance reviews

100%

100%

100%

# of people on EH&S Committee

Establish Committee, 1 per office, regular meetings, policies in place

Re-evaluate

Re-evaluate

Culture of workplace satisfaction (Happiness)

Global survey established

Best work places - global

Best work places - global

TBD

TBD

TBD

performance indicator metrics. Going forward we will track progress toward our 2020, 2025, and 2030 targets.

Churn Rate

D. EDUCATION + IMPACT

INTEGRAL GROUP 2017 CSER REPORT

D. EDUCATION + IMPACT OVERVIEW Education + Impact are about our ongoing commitment to professional development, including holding internal and external educational seminars and contributing in other ways to our local communities. While we have a policy relating to professional development, and internal educational series run in many of our offices, there is an opportunity to develop a global commitment and consistent approach to education and impact.

Examples of our approach to education and impact include STEM (Science, Technology, Engineering, and Mathematics) outreach in schools, attending and presenting at conferences, internal professional development (such as PassivHaus training), individual and group volunteering, and contributing to the community through seasonal campaigns.

2017 HIGHLIGHTS THE IMPACT FUND The Impact Fund is an internal research & development program aimed at accelerating innovation by providing funding to employees for successful research proposals related to zero net energy, water or waste, urban systems, building technology, data visualization, and resilience and adaptation. The intent of the Impact Fund is to provide employees with a platform to pursue their research interests while insuring we remain on the cutting edge of building science.

INSPIRATION SERIES The Inspiration Series is a quarterly internal event designed to elevate employee awareness of the various dimensions of sustainability.

Speakers are selected to explain new policy directions relevant to our work, as well as to broaden our understanding of social and environmental concerns and innovative solutions beyond the building scale. Topics of past Inspiration Series presentations include: the BC Climate Action Plan, the potential of tall wood buildings, zero emissions building plans, sustainable neighbourhood design, climate change adaptation and resilience, regenerative design, community solar initiatives, and healthy city strategies.

SHARING OUR WORK This past year, employees presented their work at 50+ conferences, panels, workshops, and public events including the Canadian and Brazilian Green Building Conferences (Vancouver, Sao Paolo), ILFI Living Future Conference (Seattle), and Eco Districts (Atlanta).

Our audience ranged from university students to experts in building science. We published articles in the CIBSE Journal, Modern Building Services and the New London Quarterly.

43

INTEGRAL GROUP 2017 CSER REPORT

D. EDUCATION + IMPACT MENTORSHIP PROGRAM This year Oakland introduced a new Mentor Program to help new employees settle into the workplace. By building these internal relationships, Oakland is able to create valuable connections while fostering collaboration and innovation within their office. This value on relationships strengthens our ability to work together and produce the best work possible.

DESIGN SERIES Integral Group’s Design Series is a bi-monthly internal speaker series designed to empower staff to design better, ensure design infirmity across the company, and address some of the educational gaps between university and professional practice. This internal event offers staff an opportunity to form relationships with peers outside of the company, and ensures that Integral staff are up to date or ahead of industry standards.

OUTREACH IN SCHOOLS AND UNIVERSITIES Outreach activities include hosting work experience students, mentorship, mock interviews and presentations, and ultimately helping to inspire the next generation of engineers.

Last year we invited university students to the London Office for a wellness talk and made presentations at local universities about careers in building services engineering.

44

INTEGRAL GROUP 2017 CSER REPORT

45

D. EDUCATION + IMPACT TRACKING OUR PERFORMANCE We developed a set of targets and performance indicators to track our progress going

OVER

OVER

$120K

4,500+

GIVING

VOLUNTEERING

Charitable Giving: We look at

Volunteering: All employees are

the percentage of before-tax

encouraged to give back to their

forward. We will design our approach to education and impact based on these targets, and based on employee interests.

IN CHARITABLE

LOOKING FORWARD

HOURS OF STAFF

Our Education + Impact staff committees have been developing a set of recommendations for future activities relating to education and community impact. In coming years we will formalize an approach to education and impact throughout the firm, noting our universal commitment to growing, learning and to giving back. We are committed to the following:

»»

Tracking and reporting our corporate donations to charitable organizations

»»

Tracking and increasing frequency of school visits to support STEM engagement

profits that are allocated towards

communities and industries. Our

»»

Introducing a formalized approach to group volunteering

charitable giving. Examples of

teams regularly volunteer their

organizations we’ve supported

time and energy towards a better

are:

environment for all. Some of the

»»

Society for Women Engineers

»»

»»

USGBC, WorldCGBC, CaGBC

Oxford Homeless Pathways

»»

organizations include:

»»

International Living Future Institute

Canadian Women in Science and Technology

»»

Projects In Place

»»

BC Children’s Hospital

»»

Society For Women

»»

Rainbow Refugee

Engineers

INTEGRAL GROUP 2017 CSER REPORT

46

D. EDUCATION + IMPACT GLOBAL TARGETS

EDUCATION AND IMPACT KEY PERFORMANCE INDICATORS We developed an initial set of key performance indicators for education and

impact,

and

corresponding

performance targets for 2020, 2025, and 2030.

2020

2025

2030

# of external industry presentations

Tracking process in place

10% of FTE; review effectiveness

10% of FTE; review effectiveness

# of publications

Tracking process in place

25

50

# of hours of educational outreach

Define program; establish policy and tracking process

1 paid day per employee per year

2 paid days per employee per year

# of externally provided CPD’s offered within offices

Tracking process in place

2 per office per month

2 per office per month

# of internally delivered seminars/workshops

Tracking process in place

1 per office per month

2 per office per month

# of staff-wide open design reviews

Tracking process in place

1 per office per quarter

Every significant project as defined by the PIC (Principal in Charge)

TBD

TBD

TBD

EDUCATION + IMPACT

Volunteer hours

INTEGRAL GROUP 2017 CSER REPORT

47

07 CONCLUSION At Integral we strive to continually raise the standard for both our firm and the industry as a whole. This report demonstrates our progress in development of a shared vision of social and environmental responsibility. The outcome of this inaugural CSER are presented below and will serve as the baseline for our reporting efforts moving forward.

Taking stock of our collective

Raising awareness across the

Establishing clear social and

Setting clear performance targets

Demonstrating that we hold

social and environmental policies,

company, ensuring commitment

environmental performance

that are both ambitious – pushing

ourselves to a similarly high

practices and accomplishments,

and buy-in at all levels, and

baselines so we can start to

us to do our best – and achievable.

standard as we encourage our

and understanding where there

engaging employees to shape

effectively track our efforts

clients to demonstrate through

is room for improvement.

our approach to CSER on an

together as a company.

leadership in sustainability.

ongoing basis.

APPENDIX

APPENDIX

49

OFFICE ENERGY USE: BENCHMARK DATA SOURCES USA

Energy (Electricty/Gas)

Water Employee Commute

CANADA

U.S. EIA CBECS 2012

UK JLL / Better Building Partnership Benchmarks: 2015

USGBC LEED BD+C NC v2009 - WEc3 Indoor Water Use Baseline Calculation CalRecycle Business Group Waste Stream Calculator

Business Travel

2017 Data

Daily Commute

2017 Data

Where data was unavailable for our building energy and water use, we relied upon industry benchmarked data. We used these place holder values in addition to the actual data we were able to collect to estimate our global 2017 consumption. Benchmarked data was gathered from the above set of sources.

APPENDIX

50

OFFICE ENERGY USE: AVERAGE ESTIMATED ENERGY USE INTENSITY BY CLIMATE ZONE, US & CANADA

CLIMATE ZONE

OFFICES

ELECTRICITY ENERGY INTENSITY (EUI)

NATURAL GAS ENERGY INTENSITY

kWh/SF

CUBIC FEET/SF

Very Cold (6A, 6B); Cold (7)

Toronto (6A); Calgary (7)

15.4

33.8

Mixed-Humid (4A)

Washington DC (4A); Richmond, VA (4A)

15.8

23.7

Mixed-Dry (4B); Hot-Dry (2B)

n/a

14.3

14.3

Austin, TX (2A); Atlanta, GA (3A)

19.1

15.9

17.3

24.7

Hot-Humid (2A); Hot-Dry (2B)

San Jose, CA (3C); Los Angeles, CA (3C); Marine Climate (3C, 4C, 5C)

Oakland, CA (3C); Seattle, WA (4C); Victoria, BC (5C); Vancouver, BC (5C);

Where we did not have actual data for electricity and natural gas use consumption, we classified each of our offices by climate zone, and used the estimated EUI (based on CBECS 2012 data) for each respective region as a proxy value to estimate energy usage.

APPENDIX

51

OFFICE ENERGY USE: AVERAGE ESTIMATED ENERGY USE INTENSITY BY CLIMATE ZONE, UK JLL / BETTER BUILDING PARTNERSHIP BENCHMARKS: 2015 "Publicly available operational benchmark on environmental performance for commercial property in the UK." It is based on BBP members property portfolios annual consumption data.

AIR CONDITIONED STANDARD GOOD PRACTICE

NATURALLY VENTILATED OPEN PLAN

STANDARD PRACTICE

GOOD PRACTICE

STANDARD PRACTICE

FOSSIL FUELS

ELECTRICITY

FOSSIL FUELS

ELECTRICITY

FOSSIL FUELS

ELECTRICITY

FOSSIL FUELS

ELECTRICITY

kWh/m2

kWh/m2

kWh/m2

kWh/m2

kWh/m2

kWh/m2

kWh/m2

kWh/m2

NLA

63

179

112

253

84

68

124

139

GIA

60

KEY

LONDON OXFORD

170

106

240

80

65

118

In the UK, where we did not have actual energy usage data for our offices, we used proxy EUI values from JLL's Better Building Partnership 2015.

132

APPENDIX

52

OFFICE WATER USE: CALCULATION METHODOLOGY AND ASSUMPTIONS

Annual Gallons = (FEMALE FTE*1.6*3)+{[(MALE FTE)/3]*1.6}+{[(MALE FTE)/3]*2}+[FTE*3*(0.5/2)+((2.2/4)*FTE)]}*260

Assumptions: -

-

Water Closets WC (toilets) = 1.6 gallons per flush (gpf) / 6 liters per flush (lpf) Urinals U = 1.0 gpf / 3.8 lpf FTE = Full Time Equivalent, Assuming 50/50 Gender Ratio Daily uses Male: 1 WC / 2 U Female: 3 WC Public Lavatory = 0.5 gpm at 60 psi / 1.9 lpm at 415 kPa 30 seconds per use (3 uses/day) Kitchen faucet = 2.2 gpm at 60 psi / 8.3 lpm at 415 kPa 1 use per FTE; 15 second per use 260 days of operation per year No Showers Process water loads not included (dishwashers, laundry, heating/cooling)

SOURCE:

USGBC LEED BD+C NC v2009 - WEc3 Indoor Water Use Baseline Calculation The above methodology and assumptions were used to estimate water use in our offices.

APPENDIX

53

OFFICE WATER USE: PER OFFICE AND EMPLOYEE

m3 per Year

2017 - ANNUAL WATER CONSUMPTION BY OFFICE (m3)

Office

WATER CONSUMPTION (m3) per AREA BY OFFICE

8

0.8

7

0.7

6

0.6

5

0.5

4

0.4

m3 per m2

m3 per Employee

WATER CONSUMPTION (m3) per EMPLOYEE BY OFFICE

3 2

0.3 0.2

1

0.1

0

0

Office

Office

APPENDIX

54

OFFICE WASTE: GENERATION, DISPOSAL, RECYCLING AND COMPOST RATE ESTIMATES State of California (CalRecycle) Business Group Waste Stream Services - Professional, Technical, Financial (Per 100 Employees FTE)

LANDFILL

RECYCLED

COMPOST

TOTAL

Tons

%

Tons

%

Tons

%

Tons

Paper

54

66.67%

27

33.33%

0

0

81

Glass

3

75%

1

25%

0

0

4

Metal

8

100%

0

0

0

0

8

Electronics

4

100%

0

0

0

0

4

Plastic

25

89.29%

3

10.71%

0

0

28

Other Organic

43

84.31%

0

0

8

15.69%

51

Inerts and Other

47

97.92%

1

2.08%

0

0

48

Household Hazardous Waste

0

0

0

0

0

0

0

Special Waste

3

100%

0

0

0

0

3

Mixed Residue

0

0

0

0

0

0

0

Grand Totals

187.0

82.38%

32.00

14.10%

8

3.52%

227.0

Per Employee (FTE 1)

1.87

82.38%

.32

14.10%

.08

3.52%

2.27

Where we did not have actual waste data for our offices, we used the above benchmarked disposal, recycling and composting rates based on CalRecycle data.

APPENDIX

55

TOTAL GREENHOUSE GAS EMISSIONS BY REGION, SOURCE AND SCOPE

kgCO2e Annual

2017 - Integral Group - Total Reported GHG Emissions

by Region

2017 -Integral Group - Total Reported Emissions

by Scope

1,400,000.00

1,400,000.00

1,200,000.00

1,200,000.00

1,000,000.00

1,000,000.00

800,000.00

Canada USA

600,000.00

UK

Flights

800,000.00

Waste

600,000.00

400,000.00

400,000.00

200,000.00

200,000.00

0.00

Water Electricty Gas

0.00 Scope 1

Scope 2

Scope 3

2017 UK Regional GHG Emissions by Scope

kgCO2e Annual

Employee Commute

Scope 1

Scope 2

2017 USA Regional GHG Emissions by Scope

2017 Canada Regional GHG Emissions by Scope

600,000.00

600,000.00

600,000.00

500,000.00

500,000.00

500,000.00

400,000.00

400,000.00

400,000.00

300,000.00

300,000.00

300,000.00

200,000.00

200,000.00

200,000.00

100,000.00

100,000.00

100,000.00

0.00

0.00

Scope 1

Scope 2

Scope 3

Scope 1

Scope 2

Scope 3

Scope 3

0.00 Scope 1

Scope 2

Scope 3

APPENDIX

56

EMPLOYEE REPORTED ETHNICITY DATA

2017 Global Reported Ethnicity

2017 Regional Reported Ethnicity 90 80 70

31%

Staff

60 50 40

Non-White

Non-White

White

White

30 69%

20 10 0 UK

USA

Canada

The white and non-white breakdown was captured by way of JUST survey data. In future years we will attempt to collect more granular data, capturing more than the two categories.

APPENDIX

57

EMPLOYEE REPORTED VOLUNTEER HOURS

EMPLOYEE SELF REPORTED VOLUNTEER HOURS

101+ hours

76-100 hours

51-75 hours

26-50 hours

1-25 hours

0 hours

No Response 0

20

40

60 Total Hours

Self-reported data provided by employees.

80

100

120

140

APPENDIX

58

GENDER DIVERSITY: BY REGION AND JOB CATEGORY

Staff

2017 All Staff Gender Diversity

2017 Technical Staff Gender Diversity

120

120

100

100

80

80

60

Male Female

40 20

60

Male Female

40 20

0 Firm Staff

USW

USE

Canada W

Canada E

0

UK

USE

USW

Canada W

Region

Canada E

UK

Region

Associate / Associate Principal

Principal / Managing Principal

14

25

12

20

Staff

10 15

8 Male

6

Female

Male

10

Female

4 5

2 0 USW

USE

Canada W Region

Canada E

UK

0 Firm Staff

USW

USE

Canada W Region

Canada E

UK

APPENDIX

59

GRI MATRIX GENERAL STANDARD DISCLOSURE

PAGE

G4-1

p.9

G4-3

p. 1

G4-4

p. 4

G4-5 G4-6

ADDITIONAL INFORMATION

Oakland, California p. 15

G4-8

"Geographic Region: United States, Canada, and the UK. Sectors Served: Commercial, Residential, and Institutional Customers: Developers, Architects, and Governments"

G4-9

"450+ Total Employees and 14 Total Offices across 3 Regions (US, UK, and Canada) Gross Fees Earned (2017): $57,501,000 Quantity of Services Provided ( Jobs Won by Region): Canada West: 667 Canada East: 123 US West: 208 US East: 101 UK: 118"

G4-10

Appendix p. 58

See JUST® Label: Diversity, Equity*

G4-11

Not applicable to our firm, however many employees are members of professional organizations.

G4-12

We are not able to estimate the number, value, or impact of our suppliers due to volume.

G4-14

G4-14 is not applicable to our business.

G4-15

p. 21, 32, 38

G4-16

WGBC, ILFI, #WeAreStillIn, JUST, WELL, LEED, fitwel See JUST® Label: Stewardship for additional information*

G4-18

p. 6-8, 15, 16, 18, 19

G4-19

p. 29, 37, 42, 47, Appendix p. 60-62

G4-20

p. 29, 37, 42, 47, Appendix p. 60-62

See Specific Standard Disclosures

G4-21

p. 29, 37, 42, 47, Appendix p. 60-62

See Specific Standard Disclosures

*Additional JUST information can be viewed at http://justorganizations.com/node/289

BOUNDARY

EXTERNALLY ASSURED

APPENDIX

60

GRI MATRIX GENERAL STANDARD DISCLOSURE

PAGE

ADDITIONAL INFORMATION

BOUNDARY

EXTERNALLY ASSURED

Internal

No

See JUST Label: Diversity, Equity*

Internal

No

See JUST Label: Local Benefit*

Internal

No

External

No

G4-22

Not applicable to this report, first annual report

G4-23

Not applicable to this report, first annual report

G4-24

p. 6, 9, 16

G4-25

p. 8, 16

G4-26

p. 7, 8, 16

G4-27

p. 16, 18

Reporting our internal performance.

G4-28

January 2017 - December 2017

G4-29

Not applicable - First annual report

G4-30

Annually

G4-31

Tiffany Elston, Head of People telston@integralgroup.com

G4-33

Not externally assured

G4-34

p. 15

G4-56

Not currently available, publishing in 2018

SPECIFIC STANDARD DISCLOSURE G4-DMA

"p. 3, 6, 7, 8, 14 - 16 Sections A, B, C, D"

ECONOMIC G4-EC5

p. 33, 34

G4-EC6 G4-EC8

p. 4, 5, 21

*Additional JUST information can be viewed at http://justorganizations.com/node/289

APPENDIX

61

GRI MATRIX SPECIFIC STANDARD DISCLOSURE

PAGE

ADDITIONAL INFORMATION

BOUNDARY

EXTERNALLY ASSURED

ENVIRONMENTAL G4-EN3

p. 22 - 27, Appendix p. 50 - 51

Internal

No

G4-EN5

p. 22 - 27, Appendix p. 50

Internal

No

G4-EN8

p. 22 - 27, Appendix p. 52 - 53

Internal

No

G4-EN15

p. 22 - 27, Appendix p. 55

Internal

No

G4-EN16

p. 22 - 27, Appendix p. 55

Internal

No

G4-EN17

p. 22 - 27, Appendix p. 55

Internal

No

G4-EN18

p. 22 - 27, Appendix p. 55

Internal

No

G4-EN23

p. 22 - 27, Appendix p. 54

Internal

No

G4-EN32

Informally collecting for current year. Will formalize for upcoming reports.

Internal

No

G4-EN33

We are not able to estimate the number, value, or impact of our suppliers due to volume.

Internal

No

G4-EN34

There have been no negative grievances formally filed.

Internal

No

*Additional JUST information can be viewed at http://justorganizations.com/node/289

APPENDIX

62

GRI MATRIX SOCIAL

PAGE

ADDITIONAL INFORMATION

BOUNDARY

EXTERNALLY ASSURED

Data unavailable this year. Will formally disclose in following reports.

Internal

No

See JUST Label: Worker Benefit*

Internal

No

G4-LA3

Data unavailable this year. Will formally disclose in following reports.

Internal

No

G4-LA5

Data unavailable this year. Will formally disclose in following reports.

Internal

No

See JUST Label: Safety*

Internal

No

G4-LA9

Informally collecting for current year. Will formalize for upcoming reports.

Internal

No

G4-LA11

Data unavailable this year. Will formally disclose in following reports.

Internal

No

LABOUR PRACTICES AND DECENT WORK G4-LA1 G4-LA2

G4-LA6

p. 40

p. 40

G4-LA12

p. 34

See JUST Label: Diversity*

Internal

No

G4-LA13

p. 34

See JUST Label: Equity, Diversity*

Internal

No

See JUST Label: Diversity*

Internal

No

G4-HR2

Data unavailable this year. Will formally disclose in following reports.

Internal

No

G4-HR3

See JUST Label: Diversity*

Internal

No

See JUST Label: Transparency*

Internal

No

G4-LA16

HUMAN RIGHTS

SOCIETY G4-SO3

*Additional JUST information can be viewed at http://justorganizations.com/node/289

Integral Group London, UK Oxford, UK Oakland, CA San Jose, CA Los Angeles, CA Seattle, WA Richmond, VA Washington, DC Austin, TX Atlanta, GA Vancouver, BC Calgary, AB Toronto, ON Victoria, BC

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