SUSTAINABILITY REPORT 2025
Content INTRODUCTION
4
Messages from Our Leadership
5
About DP Architects
6
Highlights at a Glance
PRACTICE
8
Our Sustainability Roadmap
9
Our Sustainability Governance and Framework
12
Advancing Sustainability in Our Operations
16
Our Sustainability Services
PROJECTS
19
Central Manpower Base
21
Singapore Pavilion: The Dream Sphere
23
House of Tan Yeok Nee
25
Shenzhen Eastern International Tourism Destination Master Plan
27
LEGO Manufacturing Vietnam
29
Punggol Sport Centre
31
Plantation Village
33
RMZ Nexity
Innovation and Collaboration 35 36
NimbleFaçade: Accelerating Façade Decarbonisation Technology for Transition: Tools for Embodied Carbon Calculation
36 Shaping Inclusive Spaces through Research-driven Innovations PEOPLE
38
Academy: Learning and Development
40
Life: Wellbeing, Identity and Community DP Architects, Singapore
IN THIS SECTION
Messages from Our Leadership About DP Architects Highlights at a Glance
INTRODUCTION
INTRODUCTION
PRACTICE
PROJECTS
PEOPLE
Messages from Our Leadership The past year has reinforced both the urgency and the complexity of the global sustainability transition. In 2024, global temperatures reached record levels, underscoring the scale of the challenge ahead. At the same time, expectations of businesses continue to rise, with regulators and communities calling for greater accountability and clearer evidence of progress. In Southeast Asia, these challenges are particularly acute. With regional floor area projected to double by 2060 and cooling demand expected to rise significantly, the built environment sits at the centre of the climate transition. Accounting for close to 40% of global energy-related emissions, our sector has both a responsibility and an opportunity to shape more resilient and sustainable outcomes. Encouragingly, momentum is building. National and regional initiatives, including the Singapore Green Building Master plan and the ASEAN Guidelines on Urban Resilience, are increasingly aligning policy, investment, and design ambition towards low-carbon, naturepositive development. These frameworks are raising expectations across the industry and setting clearer benchmarks for performance and accountability. Against this backdrop, DP continues to strengthen how sustainability is governed and embedded across the practice. The firm’s expanding approach to emissions measurement across its operations, alongside refreshed design frameworks, reflects a commitment to broader responsibility and more rigorous decision-making. The progress made over the past year gives confidence in the direction we are taking. Sustaining this momentum will require perspective, discipline, and collaboration across the practice and with our partners. This balance will remain central to how DP fulfils its responsibilities to our people, our clients, and the communities we serve. Ar. Angelene Chan Executive Chairman, DP Architects
At DP, the past year has been defined by learning, action and intent. As expectations around sustainability continue to intensify, our focus has been on putting in place the systems and capabilities needed to understand, measure, and manage our impacts more consistently and credibly. In 2023, we began measuring our operational footprint and published our first findings. In 2024, we broadened this work by strengthening emissions tracking across our global offices and enhancing our ability to monitor Scope 1, 2, and 3 emissions. While this work may not always be visible, it is essential to accountability and to building confidence in our data, reporting, and decision-making. We have also strengthened how sustainability is integrated into our work. The refresh of our Attributes of Purposeful Design framework, APD 4.0, reinforces how sustainability informs decisions across our practice and is applied through our projects. Through this framework, we are actively exploring regenerative design principles, seeking to move beyond minimising harm towards approaches that contribute positively to natural capital. Nature-based solutions, circular thinking, and energy-positive strategies form part of this ongoing exploration as we continue to evolve our design approach. This work is enabled by our people and partners. Our progress is supported by continued investment in professional development and active engagement in wider industry dialogue on climate, regulation, and inclusive design, ensuring that capability and collaboration continue to grow across the practice. As we look ahead, our focus is on how technology and innovation can continue to shape practice, and on how we apply these tools and ideas to support outcomes that are adaptable, inclusive, and regenerative by default. While this journey is ongoing, we are clear about the direction we are heading and committed to working with our clients and partners to translate intent into action. This Sustainability Report brings together our performance data, projects, and progress from 2024, and we hope it inspires you to join us in building a better than sustainable future. Ar. Seah Chee Huang CEO, DP Architects 4
INTRODUCTION
PRACTICE
PROJECTS
PEOPLE
About DP Architects
Shenzhen
London
Dubai
Mumbai
Bangkok
Since our founding in 1967, DP Architects has been guided by a belief in the role of design to create environments that enrich the lives of people and contribute to sustainable development. We work across disciplines to address the social and environmental challenges of urban growth, drawing on the collective expertise of our One Global Studio network. With this collaborative approach, we strive to always deliver design solutions that balance human wellbeing, ecological responsibility, and a better-than-sustainable urban future.
58
8
950
16
Number of years in operation
Number of team members
Shanghai
Hanoi
Hyderabad
Number of specialists firms
Singapore
Number of offices worldwide
Yangon Bengaluru
77
Number of countries reached globally
20
Number of nationalities
Kuala Lumpur Johor Bahru
Jakarta
Guangzhou Ho Chi Minh City
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PROJECTS
PEOPLE
PRACTICE
3.18
tCO₂e per employee — carbon emission intensity (inclusive of Scopes 1, 2, and 3) * Based on employee and emissions data from 2024 ** Scope 1, 2, and 3 emissions definitions are based on the GHG Protocol
25%
Increase in the number of training hours provided to our team members
588
Number of hours contributed to CSR projects
HIGHLIGHTS AT A G L A N C E 2025
PROJECTS
67%
Of completed projects in Singapore achieved Green Mark Platinum, LEAF Platinum or better * 2024-2025 completed projects in Singapore
3
Number of APD domains with projects achieving BetterThan-Sustainable outcomes: Carbon, Ecology, and Social * 2024-2025 completed projects in Singapore
35%
Of completed projects in Singapore achieved Best Practice outcomes for Energy * 2024-2025 completed projects in Singapore
PEOPLE
APD 4.0 Launched
100% Completed projects in 2024 underwent APD benchmarking
1:20
Team members with sustainability credentials 6
IN THIS SECTION
Our Sustainability Roadmap Our Sustainability Governance and Framework Advancing Sustainability in Our Operations Our Sustainability Services
PRACTICE
INTRODUCTION
PRACTICE
PROJECTS
PEOPLE
Our Sustainability Roadmap Near-term activities 2023
2024
2025
Commenced Greenhouse Gas Inventory We have put in place systems to monitor and track our operational emissions.
Published Sustainability Plan This document establishes our vision and committment to achieving net zero goal.
Published Inaugural Sustainability Report 2024
Committed We committed to the industry decarbonisation roadmap for our operational emissions.
Expanded GHG Inventory We expanded our reporting boundary to include GHG emissions from our global offices.
Launched Green Movement 2.0 We launched an office-wide campaign to encourage greater environmental consciousness amongst our staff and to foster a ground-up approach to sustainability issues. Launched APD 4.0 We refreshed our sustainability framework for project benchmarking.
Commenced We commenced tracking sustainability performance for our Singapore projects.
2026
2030
2045
2050
Interim Actions Data Harmonisation We are aligning our data collection practices across our global offices to support consistent, comparable, and unified performance reporting.
Mid-term Goal Practice 50% reduction in carbon emissions from business operations.
Long-term Goal Practice Net zero carbon emissions for business operations.
Alignment Practice SG Green Plan new zero carbon target.
Projects Net zero whole life carbon for all projects.
Projects IPCC target year to achieve net zero emissions to avoid exceeding 1.5 degrees climate threshold.
Unpacking our Emissions Hotspots We are targeting our key emissions hotspots, particularly focusing on key supplier engagement across our value chain.
APD 4.0 We are rolling out APD 4.0 progressively across our global offices.
Projects Net zero operational carbon roadmap for all projects.
Where we have been
2007 Launched Green Movement Raised environmental awareness from the ground up, laying the foundation for lasting change across the practice.
2010
2013
Launched Environmentally Sustainable Design Unit Established a dedicated unit of architects, environmental engineers, and analysts to analyse and enhance the performance of our projects.
Launched DP Sustainable Design Expanded into a full specialist consultancy delivering holistic, innovative, and climateresponsive design solutions shaped by site, context and user needs.
2015 Launched Attributes of Purposeful Design Introduced a structured framework to guide and prioritise environmental and social outcomes across our projects.
2021 Launched Green–Well–Tech Adopted a strategic, wholeof-practice approach rooted in core values to integrate sustainability, wellbeing and technology and drive betterthan-sustainable outcomes.
2022 Launched Smart Sustainability Unit Established to develop technology-enabled products, solutions, and services for the built environment industry. 8
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Our Sustainability Governance and Framework
Green–Well–Tech
Governance Structure
Green–Well–Tech (GWT) is DP’s strategic thrust to unify resources and capabilities through an integrated, end-to-end approach. Building on the APD framework and guided by a purpose-led mindset, GWT centres sustainability and wellbeing within DP’s work and embeds these principles across the firm’s practices. It defines DP’s response to current challenges by translating intent into business operations and driving growth through excellence across the three pillars of SG Core, Internationalisation, and Multidisciplinary.
At DP, sustainability governance is structured to provide clear oversight, accountability, and alignment with the firm’s strategic objectives. Direction and oversight are provided by the Boardappointed Leadership team, ensuring sustainability considerations are embedded at the highest level of decision-making. The sustainability agenda is coordinated by the Management Team and Operations Team, who work collaboratively to translate strategic priorities into operational actions. This includes responding to emerging environmental, social, and governance risks and opportunities, and integrating sustainability commitments into business planning, performance monitoring, and risk management. Together, this governance structure supports a culture of environmental responsibility, encouraging sustainable practices across our operation and projects that will drive meaningful progress toward long-term value creation. GWT Task Force This leadership commitment is reinforced through the GWT Task Force, which plays a pivotal role in developing frameworks and strategies across the practice. The Task Force brings together subject matter experts within the firm across disciplines, enabling a holistic approach to sustainability challenges while ensuring alignment with business objectives. For further details on our Leadership Structure, please see our Sustainability Report 2024.
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Attributes of Purposeful Design Sustainability is embedded into practice through our proprietary Attributes of Purposeful Design (APD) framework. The APD translates strategic intent into a clear, systems-based approach that guides how we design, deliver, and operate across the practice. Structured around the APD wheel, the framework comprises 8 focus areas that address environmental, social, and economic considerations. These domains provide a common language and reference point for project teams, enabling sustainability priorities to be identified early, integrated holistically, and reviewed throughout the project lifecycle, from design through delivery. The domains have also been adapted to inform our day-to-day operations across our practice. For our projects, the APD is used as a guiding framework from concept through to delivery, supporting the setting of sustainability goals, the development of targeted strategies and the evaluation of outcomes. For our practice, the same principles are applied to inform operational activities, including procurement, resource management and workplace practices, and to support a broader focus on wellbeing and environmental stewardship. For further details on our APD Framework, please see our Sustainability Report 2024.
Evolution Rooted in Global and Local Priorities The foundations of the APD framework were first conceived in 2011, emerging from early sustainability benchmarking and a growing recognition of the need for a more structured approach to integrating environmental, social, and economic considerations into our practice. These initial ideas informed the development of a more formalised framework in subsequent years. In 2015, the APD framework was formally established, drawing on the United Nations Sustainable Development Goals (UN SDGs) as a key global reference. The SDGs provided a robust and internationally recognised structure that helped anchor our principles within a global sustainability context. Since then, it has continued to evolve in response to emerging best practices and policy developments. It has been progressively aligned with local priorities, including the Singapore Green Plan 2030, ensuring that our approach remains globally relevant while being responsive to national goals and regulatory contexts. Oversight and Continuous Improvement The APD framework is reviewed annually against evolving best practices, regulatory changes, and stakeholder expectations to ensure its continual relevance. The APD is currently in its fourth iteration: APD 4.0.
Inclusive, Livable, Loveable Cities Emphasis on the social and community-building aspects of the built asset in its urban setting, including inclusiveness and liveability.
Positive Energy Optimisation of passive and active design strategies, smart energy management and renewable energy integration to achieve net zero energy buildings.
Healthy Places for Healthy People Enhancement of the built asset’s positive impact on the health and wellbeing of its occupants.
Circularity Reduction of carbon emissions across the built asset’s life cycle, aligned with RICS whole life carbon standards.
Productive Economy Improvement of maintainability and safety of built assets, and increased productivity through the adoption of integrated digital delivery.
Water Balance Reduction of water consumption and increased use of alternative sources to meet non-potable water demands.
Resiliency Recommendations addressing rising urban temperatures, flooding, food security and economic sustainability.
Life Centred Minimisation and mitigation of the built asset’s undesirable impacts on natural ecology.
Attributes of Purposeful Design APD4.0 10
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Positive Energy Optimisation of passive and active design strategies, smart energy management and renewable energy integration to achieve net zero energy buildings.
Energy Performance Metrics Building design that meets the criteria for Green Mark* Platinum Zero Energy and Positive Energy Building design that meets the criteria for Green Mark Platinum and above
Building design that meets the criteria for Green Mark GOLDPlus
*Green Mark is Singapore’s national green building rating system, an internationally recognised framework used to evaluate and certify a building’s environmental impact and performance across tropical and sub-tropical climates.
The inner ring represents the focused
The outer ring translates the principles
areas that guide our initiatives for both
into specific performance benchmarks
Practice and Projects.
used to measure and track our projects.
Three Bands of Achievement We continue to evolve the APD framework to incorporate a measurable performance spectrum across the 8 sustainability focus areas. Each focus area is assessed using tailored metrics and pathways, which are subsequently normalised and weighted to produce an overall score out of 100. Performance scores are organised into three distinct bands of sustainability achievement. These bands, separated by intermediate scores, are intended to guide continuous improvement in project delivery:
Enabling Technology: APD Toolkit To facilitate easy adoption, we have developed the APD Toolkit, a web-based platform that maps, measures, and simplifies complex sustainable design decisions. The toolkit enables project teams to directly input design data, which is then automatically assessed against our performance metrics. It guides our architects through implementation challenges by leveraging both industry benchmarks and our repository of successful projects. Data from completed projects is consolidated into a central database, allowing us to track our collective project footprint and measure progress towards our net-zero targets.
• Sustainable Represents the baseline performance level beginning with full regulatory compliance. It serves as a diagnostic tool for identifying projects that may require additional sustainability support to reach DP’s sustainability goals.
Looking Ahead
• Best Practice Encompasses performance that reflects meaningful sustainability improvement through incremental progress, and recognises projects that demonstrate performance exceeding industry benchmarks, sustaining momentum for continuous improvements.
We are working towards full adoption of the APD framework across all ongoing projects and offices. As we continue to collect and analyse project data, we aim to hold ourselves accountable, drive continuous improvement, and celebrate projects that demonstrate meaningful sustainability leadership.
• Better-than-Sustainable Recognises the exceptional performance characterised by regenerative approaches that provide net-positive environmental and social benefits, pushing beyond current best practices toward a regenerative future.
100% APD Toolkit adoption for projects completed in Singapore in 2024
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Advancing Sustainability in Our Operations Energy & Emissions Our Approach
Our Initiative
Our Performance
Since publishing our first sustainability report, we have continued to work toward strengthening the accuracy and completeness of our data. Our commitment remains focused on refining our data collection processes and methodology to ensure that the Scopes 1, 2, and 3 emissions data presented is in alignment with the Greenhouse Gas (GHG) Protocol, accurate, transparent, and reflective of our carbon impact and overall operational footprint.
Monitoring and Tracking Our Scope 3 Emissions Since 2023, we have refined the measurement of Scope 3 emissions across several categories relevant to our operations. Over the past year, operational departments were mobilised to implement streamlined protocols for collecting activity- and spend-based data, enabling a clearer understanding of our broader carbon footprint and identifying key levers for emissions reduction.
Overall - Scope 1, 2, and 3 Based on the data collected, our total greenhouse gas emissions for 2024 were approximately 3,141 tCO₂e. Emissions sources include Scope 1 and Scope 2 emissions across all offices at 16 locations globally, as well as selected Scope 3 categories. These comprise Scope 3 Categories 1 and 2 for our Singapore office, and Categories 3, 5, 6, 7, 8, and 15 across all 16 locations worldwide.
Total Emissions (tCO2e) 3,500
estimated
3,141
3,000
tCO2e
2,500
We use the GHG Protocol’s definitions of Scope 1, 2, and 3 emissions.
In 2024, this work was further consolidated through a comprehensive review of all Scope 3 categories, resulting in the identification of those most material to our operations: purchased goods and services, capital goods, waste, business travel, employee commuting, and leased assets. Additional categories were identified as potentially applicable in specific regions of operation. Expanding Emissions Tracking Beyond our Singapore HQ To ensure completeness of our greenhouse gas inventory, emissions monitoring was extended to all offices. Standardised data collection protocols were also established to ensure methodologies are consistent and that information gathered across regions is streamlined, comparable and aligned with global best practices.
A year-on-year comparison of our greenhouse gas emissions indicates an overall increase. This increase is largely attributable to the expansion of our reporting boundary to include overseas offices, and to a lesser extent, improvements in data accuracy. Scope 1 emissions remained stable and continued to represent a very small proportion of our overall emissions footprint. Scope 2 emissions increased by approximately 130%, rising from 265 tCO₂e in 2023 to 610 tCO₂e in 2024. This increase was primarily driven by the inclusion of emissions from our global offices following the expansion of the reporting boundary. In contrast, Scope 2 emissions from our Singapore office decreased by 2.34% year-on-year. Scope 3 emissions increased by approximately 11%, from 2,285 tCO₂e in 2023 to 2,525 tCO₂e in 2024. This increase reflects expanded coverage across global operations as well as higher levels of data accuracy and activity in several categories.
estimated
2,430 tCO2e
2,000
1,500
1,000
500
0 SG Office
SG Office Global Offices (incl. SG)
2023
2024
Scope 1
Scope 2
Scope 3
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Our Performance Scope 3 - Other Indirect Emissions Focusing on Scope 3 emissions, we have identified the following categories as key emissions hotspots: • Category 1: Purchased Goods and Services • Category 6: Business Travel • Category 2: Capital Goods Together, these three categories account for approximately 66% of our total greenhouse gas emissions.
Looking Ahead Toward a Complete Scope 3 Inventory We recognise that a comprehensive greenhouse gas inventory is essential to establishing a robust baseline and informing effective decarbonisation strategies. Building on our current progress, we are expanding our Scope 3 accounting to include emissions from Categories 1 and 2 across all global offices. Increase Data Accuracy We are working to improve data accuracy by prioritising the use of activity-based data where feasible. In areas where this is not yet possible, we are identifying pathways to enhance data availability and quality over time.
Total Emissions in 2024 by Source Standardising our Emissions Tracking Across our Offices We are aligning the way we track and report emissions across all offices to make data collection more consistent and efficient. Regular sharing sessions and training with representatives from our global offices help ensure that all team members involved in data collection applies the same methods and standards. These efforts make our reporting process faster, more accurate, and better prepared for future reporting cycles. Engaging our Suppliers Recognising that a significant proportion of our Scope 3 emissions arises from purchased goods and services, we have initiated a pilot supplier engagement programme. Over the last year, we began engaging key suppliers through a sustainability questionnaire to better understand their environmental performance, energy use and emissions management practices. This represents an initial step towards improving visibility across our value chain. Information gathered will be reviewed to explore potential areas for further engagement and to inform future considerations in relation to procurement and decarbonisation planning.
Scope 3.15 Investments <4%
Scope 1
Scope 3.8
Direct Emissions <1%
Leased Assets <1%
Scope 3.7
Scope 2
Employee Commuting 5%
Scope 3.6 Business Travel 14%
Scope 3.5 Waste Generated in Operations <1%
estimated
3,141 tCO2e
Indirect Emissions from Purchased Energy <20%
Scope 3* Other Indirect Emissions from across our Value Chain 80%
Scope 3.3 Fuel and Energy Related <5%
Scope 3.2 Capital Goods 8%
Scope 3.1 Purchased Goods & Services 43%
*Scope 3 emissions represent estimated values calculated using spend-based and activitybased methodologies with reference to the GHG Protocol. Data gaps, methodological assumptions, and variability in emissions factors may materially affect results. Actual emissions may differ as data quality improves over time.
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Waste Our Approach While operational waste generated across our offices is not significant in absolute terms, we recognise that effective waste management remains an important component of our broader environmental responsibility. Our approach therefore focuses on reducing overall consumption, improving waste diversion, and strengthening the tracking of both waste quantities and diversion rates across all our global offices. This applies to general waste, e-waste, and paper waste streams. We are also committed to raising awareness of effective waste management practices among our staff, recognising that individual behaviours play a role in supporting responsible waste management and continuous improvement across the practice.
Our Initiatives Our key initiatives over the past year include: • ISO 14001:2015 Environmental Management Systems Our Malaysia office has adopted specific waste reduction and paper consumption targets as part of its ISO 14001 environmental management certification. • Waste Campaign in our Singapore Office We refreshed our office-wide waste campaign to reinforce good waste management habits and raise awareness of responsible consumption across the practice.
• Spring Cleaning Day Dedicated time set aside for team members to participate in both virtual and physical Spring Cleaning Day activities. • Data Collection We improved the process of tracking waste data across our global offices, standardising data collection methods to support more consistent reporting of waste quantities and diversion rates.
Our Performance Over the past year, we achieved a 40% reduction in estimated paper consumption and an approximate 20% decrease in overall general waste generation at our Singapore office. We also successfully engaged 55 team members in focused learning sessions on e-waste and plastic waste management, supporting greater awareness on responsible waste handling.
Looking Ahead We will continue to track and monitor our waste stream. Building on the success of the Green Movement 2.0 campaign, we are committed to sustaining momentum through continued education and awarenessbuilding initiatives, and expanding the campaign to all global offices.
Initiative Spotlight | Launch of Green Movement 2.0 - An office-wide campaign to cultivate environmental consciousness and to foster a ground-up approach to sustainability.
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Designing with Purpose. Shaping Decarbonisation. Spotlight: DP Sustainable Design DP Sustainable Design (DPSD) is the Environmental Sustainability Design (ESD) specialist firm under DP Architects Group of Companies. DPSD brings together a multidisciplinary team dedicated to advancing a greener and more resilient built environment. Working collaboratively across all DP projects, as well as with external clients, DPSD delivers innovative, data-driven solutions that balance environmental performance with design excellence. Our team includes architects, engineers, energy modellers, and green building specialists who work closely with architects, planners and designers to embed performance-led strategies throughout the design and delivery process. Through this integrated approach, DPSD helps clients define, pursue and achieve their sustainability goals. Recognised for its positive impact on the built environment, DPSD received the SGBC-BCA Business Leadership in Sustainability Awards 2024. Interested to find out more? Get in touch
>100 Number of active projects under DPSD in Singapore and beyond
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Our Sustainability Services
We are continually seeking new opportunities to expand our service offerings and strengthen our capabilities, enabling us to better support our clients’ evolving sustainability ambitions. Guided by a deep understanding of context and global best practices, DPSD champions the mission to create innovative, responsible, and future-ready design solutions that contribute to a more sustainable built environment.
Designing a regenerative and carbonpositive building is paramount for good sustainable design to actively restoring climate, ecosystems and supporting communities through circular materials, renewable energy and adaptive systems shaping a healthier future for people and planet together. Yong Siew Onn Director, DP Sustainable Design
Green & Smart Building Certifications
Strategic Sustainability
Master planning & Building Simulation
Whole Building Energy Modelling
Strategic guidance and management of green and smart building certifications across local and international standards, including Green Mark, LEED, WELL, Living Building Challenge, EDGE, WiredScore, and SmartScore. Services cover certification strategy, gap analysis, compliance support, and renewal of existing certifications.
Development of forward-looking organisational and project-level sustainability strategies that align with business goals and project objectives. Establishes measurable targets and integrates sustainability into decision-marking from project inception.
Advanced building and master planning simulations to evaluate massing, site integration, and environmental conditions, including solar exposure, daylight, glare, airflow, wind-driven rain, and indoor/outdoor thermal comfort. Supports optimised design, improved occupant comfort, energy efficiency, and long-term sustainability outcomes.
Comprehensive building energy simulations across all design phases to optimise efficiency, reduce operational costs, and support sustainability objectives. Assess design alternatives and deliver actionable insights to achieve energy, carbon, and occupant comfort targets.
Carbon Accounting
Smart Building Design
Existing Asset Assessment
Climate Risk Assessment
End-to-end carbon accounting services that help organisations measure, understand, and actively reduce their environmental impact in line with the GHG Protocol. Our expertise in Whole Life Carbon assessment captures both operational and embodied emissions across a building’s entire lifecycle. This approach empowers clients to make informed decisions that drive meaningful carbon reduction.
Benchmark and certify buildings for digital connectivity and smart technology readiness. This includes conducting gap analyses, recommending infrastructure improvements, and managing the full certification process—ensuring buildings meet global standards for digital and smart performance while driving value and futureproofing assets.
Evaluate the current performance, condition, and sustainability of built assets, including detailed inspections, energy and resource audits, and identification of operational inefficiencies. The goal is to provide actionable insights for optimising asset performance, extending lifespan, and aligning with organisational sustainability objectives.
Analyse assets’ vulnerability to climate-related risks, including extreme weather, rising temperatures, and regulatory changes. This service provides a strategic understanding of potential impacts on operations, safety, and asset value, enabling proactive adaptation and resilience planning.
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IN THIS SECTION
Central Manpower Base Singapore Pavilion: The Dream Sphere House of Tan Yeok Nee Shenzhen Eastern International Tourism Destination Master Plan LEGO Manufacturing Vietnam Punggol Sport Centre Plantation Village RMZ Nexity Innovation and Collaboration NimbleFaçade: Accelerating Façade Decarbonisation Technology for Transition: Tools for Embodied Carbon Calculation Shaping Inclusive Spaces through Research-driven Innovations
PROJECTS
INTRODUCTION
PRACTICE
PROJECTS
PEOPLE
2024 - 2025
Designing for People and Planet in Mind Our recent and ongoing projects reflect our continued focus on designing for both people and planet. The 8 project case studies highlight our efforts to integrate environmental performance, cultural context, and user needs within the built environment. Each project was reviewed through our Attributes of Purposeful Design (APD) framework, which helps us evaluate outcomes across dimensions such as livability, resilience, productivity, circularity and climate responsiveness.
Central Manpower Base
Where Civic Purpose Meets Climate Intelligence
Singapore Pavilion: The Dream Sphere A Pavilion with Purpose
House of Tan Yeok Nee
Honouring Craft, Housing New Possibilities
Shenzhen Eastern International Tourism Destination Master Plan Planning for Environment, Community, and Coastal Resilience
LEGO Manufacturing Vietnam
Futures for Industry, Planet, and People
Punggol Sport Centre
Greener Arenas, Stronger Communities
Plantation Village
Living with Nature, Living in Nature
RMZ Nexity
Wellbeing at the Heart of the New Workplace 18
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CASE STUDY
Central Manpower Base LO C AT I O N
Singapore CLIENT
MINDEF / DSTA S TAT U S
Completed TYPOLOGY
Institutional / Civic & Public
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CASE STUDY | CENTRAL MANPOWER BASE
Where Civic Purpose Meets Climate Intelligence APD Focus Areas
Certifications Green Mark Platinum-SLE (Health & Wellbeing, Intelligence, and Maintainability Badges)
10.13% Embodied carbon reduction through the use of recycled reinforcement steel
47.6% Reduction in building energy consumption, supported by 1,158MWh of on-site renewable energy harvested yearly
The new Central Manpower Base (CMPB) at Hillview Link reimagines one of Singapore’s most symbolic civic institutions as a human-centred and transparent architecture of service. As the nation’s first touchpoint for every citizen entering National Service, CMPB holds profound emotional significance — a place where individual journeys intersect with collective identity. The development represents the evolution of civic infrastructure towards a low-carbon and people-centred future.
Designing for the Tropics CMPB’s architecture responds directly to Singapore’s tropical climate and is guided by environmental analysis. Building massing, orientation, and façade design were refined to maximise natural lighting while limiting unwanted solar heat gain. The aerodynamic vertical façade fins are a distinctive feature, modulating daylight, reducing glare, softening wind loads, which allows interior spaces to benefit from diffuse natural light while reducing reliance on active cooling and artificial lighting. Across the development, deep overhangs, shaded walkways, and naturally ventilated circulation routes create comfortable microclimates, collectively enhancing occupant wellbeing and reducing overall energy demand. In addition, green roofs, together with extensive landscaping on site, reduce overall heat gain from roofs and contribute to urban heat island mitigation of over 50%, reinforcing the building’s passive response to the tropical climate. Reducing Environmental Impact with Measurable Outcomes CMPB adopts a whole-life carbon approach, beginning with construction and extending through long-term operation. The specification of recycled reinforcement steel resulted in an approximate 10% reduction in embodied carbon emissions, while the use of precast components enhanced resource efficiency and reduced construction waste. In operation, passive design measures are supplemented with highefficiency building systems to minimise operational carbon emissions.
An energy-efficient air distribution system, including EC fans for AHUs and PAUs, and the use of passive displacement ventilation (PDV) in selected spaces, reduce building energy demand and improve thermal comfort. As a fan-less air distribution system, PDV introduces cool air into a low-level zone at low velocity, resulting in less distraught and saves fan energy. On-site renewable energy generation is provided through a combination of rooftop solar photovoltaic (PV) and buildingintegrated photovoltaic (BIPV) systems, supplying clean electricity directly to the facility. These initiatives resulted in a 47.6% decrease in building energy consumption compared to reference values and an estimated 447tCO2 avoided annually through solar generation.
A carefully articulated façade enhances environmental performance while defining a strong architectural identity.
Building for Long-term Resilience As a strategic public institution, CMPB is designed to operate reliably well into the future. The development is EV-ready, supporting Singapore’s transition towards cleaner modes of transport. This longterm resilience is also reinforced through the adoption of a digital twin and smart monitoring platform that enables real-time tracking of energy consumption, equipment performance, and user experience. This datadriven approach supports proactive facilities management, automated fault detection, and timely decision-making, creating opportunities for continuous optimisation and ensuring long-term operational resilience in response to future demands.
Integrated Roofscapes: Green roofs and on-site PV support biodiversity, reduce UHI effects, and avoid approximately 440 tCO₂.
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CASE STUDY
Singapore Pavilion: The Dream Sphere LO C AT I O N
Osaka, Japan CLIENT
Singapore Tourism Board S TAT U S
Completed TYPOLOGY
Exhibitions / Advocacy
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PROJECTS
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C A S E S T U DY | S I N G A P O R E PAV I L I O N : T H E D R E A M S P H E R E
A Pavilion with Purpose APD Focus Areas
>2mil Visitors for the entire duration of the Osaka Expo 2025
70% Post-consumer recycled content for 17,000 aluminium façade discs
Renew
The Dream Sphere was conceived as a physical expression of the “little red dot”, a term that has grown from informal nickname to symbol of national confidence and ambition. Its design reflects Singapore’s ongoing focus on innovation, resilience and environmental responsibility, aligning closely with national frameworks, such as the Singapore Green Plan 2030. The pavilion serves as both an exhibition and an invitation, encouraging visitors to reflect on how societies can be designed to be regenerative, equitable and collaborative.
Circularity Embedded in Design Circularity sits at the core of the pavilion’s architectural and operational strategy. Designed around the principles of Renew, Reduce, Reuse and Recycle, the pavilion demonstrates how circular thinking can be embedded from concept to construction and beyond. The structure incorporates modular components intended for disassembly and repurposing after the Expo, while the façade is formed from 17,000 aluminium discs made with 70% post-consumer recycled content. This approach reduces embodied carbon and achieves emissions savings equivalent to planting approximately 2,500 trees each year. Efficient Systems for Low-Impact Operations The pavilion incorporates climate-responsive systems that minimise operational impact while supporting visitor comfort. Building-integrated photovoltaic panels generate approximately 12.5% of the pavilion’s energy requirements during the Expo, demonstrating how renewable energy can be integrated into temporary structures to support lowimpact operation. Water use is also reduced through an automated drip irrigation system, lowering demand for landscape maintenance by around 60% compared with conventional irrigation methods. A Space for Collaboration, Participation and Exchange Beyond its physical design and form, the pavilion acts as a space for cultural exchange and collective imagination. Universal design principles ensure accessibility for visitors of all ages and abilities, while
15,400kWh (12.5%) of energy renewed via rooftop BIPV, throughout the duration of the Expo (6 months). This can power up to 77 electric vehicles for 1,000km each, or approximately twice the distance from Osaka to Tokyo.
Reduce Use of drip irrigation, a more efficient and responsible system, reduces 60% of water used for irrigation of landscape. This is equivalent to approximately 2,800 of 500ml water bottles saved daily.
Reuse Modular and standardised components Designed for assembly & disassembly. Embracing circular design principles, the architecture and interior components are purposefully designed with opportunities for reuse post-Expo.
Recycle Façade is enveloped by 17,000 aluminium discs with 70% postconsumer recycled content. This results in savings of 70 tCO₂e, an equivalent to the carbon sequestered by 2,500 trees each year.
curated food offerings sourced primarily from local suppliers explore sustainability through cuisine. A circular design philosophy guided by the 4Rs - Renew, Reduce, Reuse, Recycle
The idea of connection and collaboration is also central to the pavilion’s story. Creative partnerships with artists, community organisations and environmental groups contribute to the layered narrative, ensuring that the pavilion reflects the many diverse voices of the city-state. The planting palette includes species from both Singapore and Japan, symbolising ecological exchange and shared stewardship. Interactive installations and multisensory storytelling encourage visitors to participate and reflect, reinforcing the message that sustainable futures are shaped through collective effort. The Dream Sphere therefore acts not just as an exhibit, but as a catalyst for dialogue and action that extends beyond the Expo.
The “Dream Repository” where visitors are invited to participate.
Modular “Dream Discs”.
The “Dream Forest” offers a space of respite and contemplation.
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CASE STUDY
House of Tan Yeok Nee LO C AT I O N
Singapore CLIENT
Karim Family Foundation S TAT U S
Completed TYPOLOGY
Conservation & Heritage / AEI
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C A S E S T U DY | H O U S E O F TA N Y E O K N E E
Honouring Craft, Housing New Possibilities APD Focus Areas
The House of Tan Yeok Nee is Singapore’s last remaining traditional Teochew courtyard mansion and a testament to the craftsmanship and immigrant histories that shaped the nation. Its restoration and adaptive reuse demonstrate that sustainability extends beyond efficiency toward the continuity of memory, culture and identity. By retaining original structures, reinstating traditional techniques and adapting the building for contemporary use, the project safeguards the National Monument while ensuring it continues to serve the community as a living place rather than a relic of the past.
Extending Value through Adaptive Reuse The adaptive reuse strategy reinvigorates the landmark and secures its relevance in a rapidly modernising city. Carefully balancing authenticity with functionality, the project extends the lifespan of the building while ensuring it remains usable, operational and economically viable. This approach respects both the tangible fabric of the site and the meaning attached to it, allowing the house to remain part of Singapore’s active cultural landscape.
12% Reduction in overall air-rconditioned area
100% Building area with new use
A Sustainable Approach to Renewal The project demonstrates sustainability through stewardship rather than replacement. By retaining the original structure, the project avoided the additional embodied carbon associated with demolition and reconstruction. Material reuse, such as salvaged granite applied in flooring and screens, further reduced environmental impact. Passive strategies inherent in the traditional courtyard typology, such as natural ventilation and daylighting, were enhanced rather than replaced with mechanical systems, helping moderate indoor comfort conditions and reduce operational energy use. Craftsmanship as a Living Heritage The restoration relied on specialised traditional knowledge passed down through generations. Craftsmen from the Chaoshan region repaired timber joinery, ornamental plasterwork, clay roof tiles and ceramic shard applique using original methods rather than modern substitutes. This approach preserves the physical authenticity of the
building while supporting the continuation of traditional craftsmanship and the cultural knowledge connected to it. In doing so, the project becomes not only an act of restoration but also one of transmission, safeguarding intangible heritage alongside its physical fabric.
Main courtyard with glass enclosure removed for natural ventilation and reinstated timber screens.
A Platform for Culture, Community and Knowledge Today, the restored house serves as a cultural and social destination. A new programming strategy introduces a heritage gallery, dining spaces and curated cultural events, transforming the house into a living environment that can evolve, host community life, and support new forms of meaning. Central to this approach is collaboration. Partnerships with heritage organisations, universities, cultural groups and artists support research, education and public programming, extending the house’s role from preservation to participation. Heritage walks, workshops and community engagement initiatives create opportunities for the wider public to connect with the site’s layered history and cultural significance.
Master craftsmen from Chaoshan on the plaster and secco reinstatement works at the front elevation of the Entrance Hall.
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CASE STUDY
Shenzhen Eastern International Tourism Destination Master Plan LO C AT I O N
Shenzhen, China CLIENT
Development and Finance Bureau of Shenzhen Dapeng New District S TAT U S
Master Plan Proposal Completed TYPOLOGY
Urban Planning
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C A S E S T U DY | S H E N Z H E N E A S T E R N I N T E R N AT I O N A L TO U R I S M D E S T I N AT I O N M A S T E R P L A N
Planning for Environment, Community, and Coastal Resilience APD Focus Areas
Eastern International Tourism Destination is located on Dapeng Peninsula along Shenzhen’s eastern coastline. The master plan covers approximately 60km2 of mountains, coastline, beaches, forests, wetlands, and marine ecosystems. Identified as a priority zone for tourism-led development, the master plan requires a long-term framework that balances ecological protection, community access, and regional economic growth.
Certifications Cittaslow International Dark Sky Community
Land-Sea Integration for Environmental Resilience A central component of the master plan is the Environmental Resilience Framework, which considers terrestrial and marine environments as a single ecological system. Marine areas support low-impact uses, such as coral restoration, sustainable aquaculture, and eco-tourism. On land, nature-based coastal defence strategies replace hard shoreline infrastructure, including mangrove belts, artificial reefs, permeable coastal parks, and floodable public spaces designed to accommodate storm surge and sea-level rise. The framework is anchored by a public waterfront promenade and a parallel Green Ridge Corridor, creating a continuous ecological and public access spine that links habitats, landscapes and communities. Collectively, these investments in climate resilience and ecosystem services secure critical infrastructure, de-risk future development, and enhance the regional economy’s long-term competitive advantage.
80,000 New jobs supporting longterm economic activity
39km
2
Protected marine area planned for sustainable tourism and reef restoration
Nature-Based Design for Ecological Connectivity Central to the planning approach is the Mountain–Sea Resilience System, which establishes the primary ecological structure creating corridors that link mountain forests, wetlands and the marine environment to support species movement and habitat continuity. Guided by diagnostic ecological studies, redline boundaries define areas for protection and establish conservation thresholds for both land and marine environments. A network of nature-based systems, including living shorelines, permeable surfaces, and eco drainage, supports
hydrological performance and reduces surface run-off. Restoration efforts prioritise native planting and coral recovery to foster biodiversity and improve coastal climate resilience. Safeguarding Public Access and Fostering Inclusive Community Ensuring equitable access to nature, cultural landscapes, and shared space is also a guiding objective of the master plan. Connecting the public realm through a linked 18km Green Ridge Corridor and revitalised 18km Active Bayfront Promenade. The historic Dapeng Fortress is preserved and sensitively adapted to support community use, cultural activities and small local enterprises, allowing heritage and contemporary life to coexist meaningfully. The planning process included engagement with local residents, ensuring that cultural identity, community aspirations and long-term stewardship responsibilities are reflected in the final framework. Implementation and Ongoing Framework The master plan is implemented through a phased strategy that aligns statutory planning requirements, ecological redlines, development timing and investment decisions with defined environmental thresholds. This structure embeds environmental objectives directly into planning and delivery processes. A streamlined four-stage workflow provides a clear pathway from strategic visioning through urban planning and design, statutory integration and a phased action plan, ensuring the concept is translated into coordinated, practical implementation over time.
Multi-level shoreline protection.
Multi habitat system from mountains to sea.
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CASE STUDY
LEGO Manufacturing Vietnam LO C AT I O N
Binh Duong, Vietnam CLIENT
LEGO Group S TAT U S
Completed TYPOLOGY
Industrial
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CASE STUDY | LEGO MANUFACTURING VIETNAM
Futures for Industry, Planet and People APD Focus Areas
Located in Binh Duong Province, LEGO Manufacturing Vietnam is a 44-hectare production facility designed with a focus on long-term environmental performance. The development integrates on-site renewable energy generation, responsible material specification and high building performance criteria, contributing to LEED certifications and supporting carbonneutral operation. As LEGO’s first facility to operate with net zero carbon emissions, it demonstrates how industrial development can embed resource efficiency, environmental stewardship an occupant wellbeing.
Certifications LEED Platinum for the administrative building LEED Gold for the moulding, packing, and warehouse buildings
A Comprehensive Approach to Sustainability The sustainability strategy considers the full life cycle of the project and addresses carbon, energy, water, materials, biodiversity and user wellbeing as interconnected priorities. Each initiative contributes to the broader ambition to minimise environmental impact while supporting operational efficiency and long-term resilience.
>50 Products with Environmental Product Disclosures (EPDs) were used
12,473 Number of rooftop solar panels installed, providing 7.34MWp of generation capacity
During construction, more than 90% of waste was diverted from landfill through on-site sorting and material recovery. Low-carbon materials and products with Environmental Product Declarations (EPDs) were prioritised to support reductions in embodied carbon. In operation, high-efficiency systems are integrated with a water-conscious approach. Water demand is reduced through low-flow fixtures, condensate recovery and a climate-suitable landscape palette. Carbon Neutral in Operations The facility achieves carbon-neutral operations through a combined renewable energy and building performance strategy. Rooftop photovoltaic arrays generate 7.34 MWp of on-site renewable electricity, supplemented by a long-term renewable energy purchase agreement. Energy modelling, a high-performance building envelope, efficient HVAC systems and heat recovery reduce operational energy demand, while continuous metering and optimisation maintain ongoing performance and alignment with carbon-neutral objectives.
Biodiversity and Nature Landscape design prioritises native and climate-resilient vegetation suited to the tropical context. Drought-tolerant, pest-resistant species and planting for bioswales and rain gardens support stormwater retention and natural filtration across more than half the site. Seasonal variation enhances ecological diversity, while the Miyawaki reforestation method along the site boundary accelerates canopy growth and species richness. Beyond the site, 50,000 native trees were planted across 30 hectares in surrounding communities, contributing to regional habitat restoration.
A blueprint for industry, people and planet.
Framework for Future Phases The project establishes a long-term blueprint for sustainable industrial development across future phases of the site. Material transparency, low-carbon construction principles, and renewable-energy integration are embedded as repeatable standards. This structured approach supports scalable, emissions-aware growth as production capacity increases over time.
Parking
Road
Reforestration
Utility Line Area
Bioswale
Flowering cycles and seasonal planting strategies support biodiversity while creating an evolving, resilient landscape.
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CASE STUDY
Punggol Sport Centre LO C AT I O N
Singapore CLIENT
Sport Singapore S TAT U S
Completed TYPOLOGY
Community / Sports & Recreation
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CASE STUDY | PUNGGOL SPORT CENTRE
Greener Arenas, Stronger Communities APD Focus Areas
Punggol Sport Centre (PSC) is a public sports and recreation facility designed to support active lifestyles and long-term community wellbeing within a growing residential district. Climate-responsive strategies, such as natural ventilation, deep overhangs and optimised building orientation, reduce reliance on mechanical cooling while enhancing comfort across indoor, outdoor, and semi-open spaces. A wide range of sporting and recreational uses are supported by shaded circulation routes and open-air community spaces, encouraging everyday participation and social interaction.
Certifications Green Mark Platinum-SLE ABC Waters Certified Universal Design Award
Enhancing Connectivity, Strengthening Bonds Conceived as a civic anchor, PSC is embedded within public transport, pedestrian and cycling networks, improving accessibility while reducing car dependency. Clear spatial organisation and visual connections into key activity zones create a welcoming environment. Links to wider green and blue infrastructure extend recreational routes beyond the site, reinforcing PSC as a shared resource that supports intergenerational participation and strengthens social cohesion through everyday movement, recreation and shared moments.
89% Higher total provision of accessible washrooms and changing rooms compared with prevailing code requirements
40.1% Reduction in Energy Use Intensity (EUI) when compared to baseline reference
pollutant uptake and biological treatment. These systems contribute to improved water quality, reduced peak discharge and enhanced flood resilience, while also delivering microclimate cooling benefits. Further to that, visual and physical permeability extend the landscape experience beyond the site boundary, with open sightlines to the adjacent waterway and park reinforcing continuity with ecological networks and strengthening the centre’s relationship with its natural context.
Putting the Focus on Inclusivity Inclusivity is embedded at multiple scales through the emphasis on universal design principles that ensure barrier-free access across all public spaces. Age- and ability-inclusive programming, together with flexible multi-purpose facilities, allows the centre to adapt to evolving community needs. By prioritising this as part of its social sustainability vision, PSC advances the goal of positioning sport as a platform for belonging, resilience and shared identity.
A New Sustainability Benchmark for Future Sporting Facilities PSC demonstrates how large-scale public sports facilities can integrate passive design, energy-efficient systems and on-site renewable generation within a holistic performance strategy. The centre achieves a 40.1% reduction in energy use intensity through passive design and efficient building systems, with an additional 5.66% of demand supplied by on-site solar generation.
Engaging with the Green and Blue The landscape strategy applies Water Sensitive Urban Design (WSUD) principles to support sustainable stormwater management while enhancing ecological performance and overall user experience. Rainfall from an estimated 1,700 m² roof catchment is channelled through a visible vertical conveyance system into bioretention areas and planted filtration zones, where semi-aquatic species enable
Approximately 5,700 m² of roof space is dedicated to photovoltaic panels, delivering an installed capacity of 800 kWp and an estimated annual yield of 880,000 kWh. While this does not fully offset operational demand, it establishes a benchmark for future public sports developments, illustrating how renewable energy infrastructure can be integrated to reduce operational carbon while delivering long-term community benefit.
Age- and ability-inclusive facilities, supported by shaded circulation and open spaces, encourage everyday participation.
Open sightlines and permeable edges connect the sport centre to surrounding green and blue networks.
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CASE STUDY
Plantation Village LO C AT I O N
Singapore CLIENT
Housing Development Board S TAT U S
Completed TYPOLOGY
Landscape / Residential
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C A S E S T U DY | P L A N TAT I O N V I L L AG E
Living with Nature, Living in Nature APD Focus Areas
Plantation Village and Farmway is part of a public housing neighbourhood strategy in Singapore that integrates naturebased design, community gardens and biodiversity-supportive planting into shared outdoor spaces. The project is designed to provide accessible green corridors and communal landscape areas that support walkability, social interaction and routine contact with nature within a high-density residential setting.
Certifications Active, Beautiful, Clean (ABC) Waters Certifiable
Habitat Design and Biodiversity Planning The overall landscape design strategy prioritises ecological function and long-term resilience. A total of 105 plant species were introduced and 54 per cent are native to Southeast Asia. Species were selected to support pollinators, strengthen microclimate performance and maintain ecological connectivity across the site. A layered planting approach provides food sources, habitat refuge and movement corridors for wildlife throughout the residential estate. Planting zones are organised into forest, sensory, and fruit and spice categories to support seasonal variation, ecological value and a distinct landscape character. As the landscape matures, it is intended to operate as an active habitat network that contributes to biodiversity and enhances the sensory experience for residents.
105 Number of plant species introduced with 54% being native to Southeast Asia
100% Catchment area of Plantation Farmway and 50% of total catchment area of Plantation Village (residential) are filtered through a series of ABC Waters Design features
Productive Landscape and Community Stewardship A 1,140 m² dedicated urban farming area is set aside to support community gardening, shared food production and environmental education. Flexible gathering spaces accommodate varied programming and intergenerational participation, while lawns, play areas and Community Quadrangles provide settings for recreation, events and daily social engagement. By pairing productive landscapes with communal amenities, the project encourages shared stewardship and supports a culture of participation and care among residents.
Water-Sensitive Design Stormwater management is embedded as part of the landscape system. Following Active, Beautiful, Clean (ABC) Waters principles, the full landscape catchment is treated through bioswales, stepped rain gardens and vegetated filtration systems before entering the public drainage network. These features improve water quality, reduce peak discharge and contribute to flood resilience, while also providing shade, habitat and visual interest. The visibility of water movement and treatment processes enables residents to understand and engage with water-sensitive design as part of everyday life.
Places to gather, play, and connect—nature-integrated social amenities that support community wellbeing.
Ecology as Urban Infrastructure Plantation Farmway demonstrates how ecological systems can be meaningfully integrated into high-density housing environments. Circulation routes, play spaces and communal gardens are designed to link outdoor spaces and support passive cooling, comfort and wellbeing. Beyond ecological function, the landscape enables social connection, strengthens community identity and contributes to the overall liveability of the neighbourhood, positioning nature as essential urban infrastructure within public housing.
ABC Waters Features: The Cliff Plateau and Stepped Garden, terraced rain gardens, designed to showcase runoff filtration.
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CASE STUDY
RMZ Nexity LO C AT I O N
Hyderabad, India CLIENT
RMZ Corp S TAT U S
Completed TYPOLOGY
Commercial & Office / Mixed-use
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CASE STUDY | RMZ NEXITY
Wellbeing at the Heart of the New Workplace APD Focus Areas
RMZ Nexity applies sustainability principles within a contemporary workplace development in Hyderabad’s HITEC City. Conceived as a high-performance workplace campus, the project integrates landscaped public spaces, generous daylight access, passive design strategies and resource-efficient building systems to enhance environmental performance and occupant comfort. These measures are embedded across planning, design and operations to reduce resource consumption, improve indoor environmental quality and support long-term operational efficiency within a rapidly evolving business district.
Certifications LEED Gold WELL Certified
Catalyst for Urban Regeneration The campus contributes to the wider transformation of HITEC City by improving public realm quality and establishing new pedestrian connections within the district. Landscaped open spaces and publicly accessible plazas encourage outdoor use and create a more permeable and walkable environment.
100% Stormwater runoff is collected and reused within the premises
>75% Construction waste diverted from landfill toward recycling
The integration of mixed-use programming, including retail, workplace amenities and social gathering areas, supports activity throughout the day and contributes to a more liveable and connected urban environment. These strategies position the development as an anchor within the district’s continued shift toward sustainable and human-centred urban growth. Putting the People at the Heart Workplace wellbeing is prioritised through access to natural light, thermal comfort, acoustic performance and monitored indoor air quality. Floorplate configuration enables views to landscaped courtyards and outdoor spaces, supporting visual connection to nature throughout the working environment. Amenities, such as shaded seating, breakout terraces and pedestrian-scale route, encourage movement and provide opportunities for rest and informal interaction. Together, these measures support diverse working styles and cultivate a more comfortable, adaptive and people-centred workplace.
Embracing Biophilic Design Principles Biophilic design principles inform both the architecture and public realm. Shaded planting zones, native vegetation and tree-lined pedestrian corridors enhance comfort in a hot and dry climate while supporting microclimate performance. Courtyards and green buffers allow nature to become part of the everyday user experience. These measures improve environmental comfort and reinforce a sense of place within an otherwise high-density business district.
RMZ Nexity transforms a previously graded site into a contemporary workplace with shared social amenities that support wellbeing.
Integrated Water and Resource Management Supporting these spatial and environmental strategies, water and resource management are addressed through closed-loop systems and responsible construction practices. All stormwater runoff is captured and managed on site, reducing pressure on municipal infrastructure while supporting landscape irrigation. In addition, 100% of wastewater generated on site is treated and reused for non-potable applications, including flushing and landscaping, significantly lowering potable water demand. During construction, more than 75% of waste was diverted from landfill through recycling and material recovery, reflecting a commitment to resource efficiency across the project lifecycle.
The Central Plaza functions as a performative green linkage, connecting social spaces and landscape systems across the site at grade.
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I N N O VAT I O N A N D C O L L A B O R AT I O N
NimbleFaçade: Accelerating Façade Decarbonisation Façade performance plays a critical role in shaping both building comfort and energy demand, yet early-stage façade optimisation is often constrained by manual Envelope Thermal Transfer Value (ETTV) workflows. Developed by Smart Sustainability Unit (SSU) in collaboration with DP Facade (DPF), NimbleFaçade automates façade performance calculations, enabling designers to iterate, compare and optimise façade strategies efficiently at the early design stage, supporting better-performing façade design.
NimbleFaçade In Singapore’s tropical climate, building façades can account for up to 50% of a building’s thermal load, driving nearly 60% of electricity consumption for cooling. Given this influence on both comfort and operational carbon, façade design presents a significant opportunity for performance optimisation. However, façade optimisation is often underprioritised due to process constraints. Conventional workflows rely heavily on manual ETTV calculations, involving repetitive data extraction, reference checks and simplified assumptions that often exclude critical heat transfer elements such as frames and glass edges. As a result, ETTV analysis is typically undertaken only once at a fixed design stage, limiting opportunities for meaningful iteration and optimisation.
Future Plans Looking ahead, the next phase of development will integrate façade material databases containing embodied carbon data. This will enable NimbleFaçade to evaluate embodied and operational carbon alongside ETTV, allowing designers to assess trade-offs more holistically and support façade design decisions aligned with longterm, whole-life carbon reduction goals. Interested to find out more? Get In Touch
Integrated ETTV Analytics and 3D Building Facade Components for Evaluation.
Drawing from extensive experience in façade optimisation, DPF and the SSU developed NimbleFaçade to streamline and accelerate these workflows. The tool translates complex BIM models into actionable performance data, automating ETTV calculations with automatic report generation within days. Designers can select material specifications from an integrated façade material database to run rapid ETTV assessments, supported by a transparent audit trail for validation. This enables faster comparison of design options and clearer visibility of performance implications early in the design process. This shift allows façade optimisation to become an iterative, design-led process rather than a one-off, compliance-driven exercise. Designers are better equipped to test alternatives, balance performance and constructability, and make informed decisions that improve façade performance while reducing cooling demand and operational carbon.
Performance-based façade design is essential for sustainable buildings. NimbleFaçade automates the iterative design workflow, making it possible to explore more design options by rapidly generating performance-based assessments. Mathieu Meur Director, DP Façade
Automatic Facade Data Extraction from IFC Model
Automatic SC2 & ETTV Calculation
Automatic Report Generation
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I N N O VAT I O N A N D C O L L A B O R AT I O N
Technology for Transition: Tools for Embodied Carbon Calculations
Shaping Inclusive Spaces through Research-driven Innovation
Mass materials assignment with interactive 3D model viewer.
Accessibility Simulation and Analysis: A Case Study for the Capstone Programme.
The cradle-to-practical-completion stages account for a significant share of a building’s embodied carbon. In response, DP is front-loading its climate responsibility by enabling early-stage influence over the most carbon-intensive phases of design.
EzCarbon Developed through a research collaboration between DP Sustainable Design (DPSD) and Master’s students from the Singapore University of Technology and Design (SUTD) as part of the Capstone Programme, EzCarbon is an intuitive prototype tool that integrates embodied carbon assessment directly into the design workflow. EzCarbon features a 3D model reader that allows designers to visualise structural systems and assign materials directly to individual building components, enabling rapid assessments and immediate, data-driven feedback on the embodied carbon implications of design decisions drawn directly from the building model. The prototype also provides intelligent material suggestions and comparative insights to support the identification of lower-carbon alternatives. By visualising material impacts in real time within a 3D environment, EzCarbon supports more informed, design-led decision-making at early project stages, when opportunities to reduce embodied carbon are greatest. This streamlined workflow enables faster iteration and helps align projects with DP’s ambition to measure, manage, and reduce whole life carbon.
Rooted in the philosophy of Universal Design, our Smart Sustainable Unit (SSU) collaborated with Master’s students from the Singapore University of Technology and Design (SUTD) through the Capstone Programme to explore social sustainability beyond compliance, framing inclusivity as a proactive design opportunity.
AccessAble Building on this research, AccessAble is a prototype developed with a focus on TransitOriented Development (TOD), supporting architects in evaluating and improving accessibility and user experience in dense urban environments through early-stage design decision-making. AccessAble integrates both quantitative and qualitative insights beyond standard Universal Design compliance, helping designers understand how spatial configurations and circulation strategies affect diverse user groups. By treating accessibility as a proactive design consideration rather than a compliance-driven obligation, the tool encourages more meaningful engagement with inclusivity throughout the design process. Through real-time accessibility analysis, policy-aware guidance, and empathetic spatial simulations, AccessAble enables more informed decisions during early design stages, when spatial strategies and user experience can be most effectively shaped. In doing so, it supports the delivery of safer, more inclusive, and human-centred transport environments.
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IN THIS SECTION
Academy: Learning and Development Life: Wellbeing, Identity, and Community
PEOPLE
INTRODUCTION
PRACTICE
PROJECTS
PEOPLE
ACADEMY
Learning and Development Our Approach
Our Initiatives
DP Academy serves as the structured learning platform, reinforcing our corporate philosophy of “Every DPian matters”. Anchored in one of our core values — Self-Renewal — the Academy provides inclusive learning opportunities that empower professional growth and nurture a lifelong learning culture across the organisation. Built upon three core pillars, Professional Development, Personal Development, and Organisational Culture, the Academy ensures our people are equipped to meet present-day challenges while shaping a resilient and sustainable future of the built environment.
Over the past year, we have focused on expanding the breadth and diversity of learning opportunities available to team members across all offices. This included the introduction of new learning pathways in areas such as sustainability and technology, delivered through a hybrid learning model to ensure equitable access to training regardless of location. To encourage participation and ensure relevance, several initiatives were introduced to better align learning programmes with the needs and interests of our people. • Learning Credit System Designed to encourage active participation in training programmes, this system rewards the top 10 learners each year, recognising their commitment to continuous learning.
At DP Academy, we believe that every DPian matters and that continuous learning empowers our people to grow both professionally and personally, while equipping them to design a more sustainable future. Jacqueline Pong Director, DP Academy
• Training Needs Survey An office-wide survey conducted to identify training preferences and skill gaps, guiding targeted programmes that best support the professional growth and development of our people. • Online Learning Management System A pilot programme was implemented to provide nominated team members across the office with access to a broad range of digital learning modules via an online Learning Management System (LMS). The initiative supports self-paced upskilling, continuous learning, and the development of future-ready digital capabilities. Feedback has been gathered and is being reviewed to evaluate the impact of the pilot and will inform recommendations for a potential office-wide rollout.
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Key Learning Programmes Our learning programmes are organised into key categories that collectively support technical proficiency, sustainability capability, and holistic professional growth across the practice.
• Material Trade Talk Supplier-led sessions introducing innovative products, technologies, and applications shaping the built environment industry.
• DesignSHARE A platform for design-led knowledge sharing sessions, featuring in-house experts and guest speakers. Topics include from project insights, emerging trends in building typologies, and best practices.
• Continuous Professional Development Sessions led by in-house subject matter experts from core departments, such as Codes Compliance, Contracts, DetailSPEC, and Digital Practice, to deepen professional expertise.
• DigitalSkills Conducted in partnership with technology providers, these sessions enhance staff proficiency in essential digital tools and workflows.
• Personal Development Soft skills training in areas such as negotiation, conflict resolution, professional public speaking, leadership and networking, supporting holistic growth.
• Green-Well-Tech (GWT) Courses dedicated to sustainability, wellness design, and technology, including emerging tools and their applications. • SiteWALK Guided on-site learning journeys that follow the construction lifecycle of projects.
Looking Ahead
DesignSHARE: Generative AI Workshop for Designers.
Material Trade Talk.
SiteWALK: Team members attending a construction site walk at Lentoria, Singapore.
SiteWALK: Team members attending a site walk of a completed project in Singapore.
In the year ahead, we will continue to champion continuous learning, strengthen critical capabilities, and drive digital readiness across the firm. Key focus areas include: • Continuous Identification of Learning Pathways We will continue to strengthen the identification of critical skills gaps and progressively align learning pathways to business needs. Efforts will focus on improving visibility of priority skills and encouraging participation in targeted development programmes.
127
70%
Number of courses provided through DP Academy
Courses are developed and organised by DP Academy
• Equip Team Members with Digital Skills Building on insights from the pilot programmes, we will review feedback to assess the effectiveness and feasibility of a broader rollout of digital learning modules. The focus will be on driving adoption, monitoring engagement, and refining the approach to support scalable digital upskilling across our global offices.
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INTRODUCTION
PRACTICE
PROJECTS
PEOPLE
LIFE
Wellbeing, Identity and Community Identity Our Approach
Our Initiatives
At DP, we believe that the wellbeing of our team is central to our culture and long-term sustainability. Guided by three core ethos of DP Life, Identity, Health & Wellbeing, and Community & Giving, we are committed to creating a workplace that supports holistic wellbeing, celebrates cultures, and nurtures a strong sense of belonging.
Beyond celebrating our achievements each year, DP Life plans events that aim to create meaningful moments of shared experience that deepen interpersonal connections and strengthen our collective identity and spirit.
Through this framework, DP Life brings together initiatives that enhance physical and mental wellbeing, reinforce a shared identity across the practice, and foster a culture of care and contribution.
• DP58 in Osaka We celebrated our 58th anniversary by subsidising an officewide trip to celebrate the successful completion of one of our projects, The Dream Sphere, at the Expo 2025 in Osaka, Japan. Team members were encouraged to travel with their teammates, strengthening collaboration and connection beyond the workplace. • Festive Celebrations We continued to honour our cultural diversity through festive celebrations, including Chinese New Year, Hari Raya, and Deepavali. • Annual Family Day x Christmas Party Our annual DP Family Day took place in December, bringing team members together for a day of fun and appreciation.
~50% Of employees participated in DP58 in Osaka as part of our 58th anniversary celebration
Celebrating DP58 in Osaka.
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Health & Wellness Our Initiatives
Looking Ahead
We encourage all team members to prioritise both their mental and physical wellbeing through a range of initiatives that support a healthy, balanced lifestyle.
In the coming year, we will continue to celebrate our cultural diversity by hosting celebrations for all four major religious festivals as shared office events, fostering inclusivity and a sense of belonging across our teams. We also plan to organise collaboration events with our specialist companies and departments, encouraging cross-disciplinary engagement.
Office Policies • Blue-Sky Fridays In 2025, we increased Blue-sky Fridays from once to twice a month providing team members with dedicated time and space to focus on personal growth and spend meaningful time with loved ones. • Other Policies We remained committed to providing supportive infrastructure through established policies, such as annual physical health checks, regular fruit days, and expanded medical benefits that now include traditional medicine.
Beyond cultural initiatives, we aim to promote new hobbies and sports by offering ad hoc classes and activities that support employee wellbeing and camaraderie. In addition, we will maintain our funding and logistical support for existing social and sports interest groups, ensuring that these communities continue to thrive as part of our vibrant workplace culture.
Badminton Interest Group.
Social and Sports Interest Groups Our employee-led social and sports interest groups facilitate community building and active lifestyles through a variety of activities, such as weekly running, badminton, tennis, yoga, and boxing sessions.
91 Hours of fitness activities planned in the year 2024, 112% year-on-year increase
Yoga classes.
Boxing classes.
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Community & Giving Our Initiatives At DP, we recognise the important role we play within our wider community, be it locally or regionally. We are committed to continue contributing meaningfully to community groups, academia, professional bodies, and other causes, through both partnerships and direct involvement.
Academia Partnerships • University Engagements Over the last year, our office hosted students and faculty from 15 academic institutions in our office. These engagements typically comprise a topical sharing, project site walks, and open dialogue. • Internship Programme Since our founding, we have always sought to promote a culture of learning and mentorship within the firm. Our internship programme provides aspiring architects, engineers, and designers with exposure to industry projects and practice across our offices and specialist groups, fostering the next generation of design talent through meaningful involvement and guidance.
Nanyang Polytechnic x DPA MoU On 16 September, Nanyang Polytechnic and DP Architects marked a new chapter in their partnership with the signing of a Memorandum of Understanding (MoU). Through this collaboration, both parties will deepen their engagement in co-creating and co-delivering curriculum, providing internships and industry attachments, developing Continuing Education and Training (CET) courses for upskilling, and advancing innovation and sustainability projects.
DPA x SUTD Capstone Collaboration DPA partnered with 2 teams of final-year students from the Singapore University of Technology and Design (SUTD) for their Capstone programme. Team members from DP Architects and DP Sustainable Design served as industry mentors, guiding students through real-world architectural challenges and professional practice considerations. The semester-long project culminated in 2 prototypes, AccessAble and EZCarbon, which were presented at the university’s capstone showcase held in April 2025.
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BCA Academy This year, key members of DP Sustainable Design shared their expertise in solar modelling and passive design strategies with built environment professionals through BCA Academy Certification Course on Solar Modelling.
15 Academic institutions engaged locally and regionally
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Community Partnerships Montfort Care x DPA MoU On 25 September, Montfort Care and DP Architects marked 10 years of partnership and collaboration with the signing of a MoU. Over the last decade, Montfort Care and DPA have been co-creating re-imagined community spaces that empower seniors, foster intergenerational connections, and inspire belonging. Through this MoU, DP also formalised a twice-a-week voluntary programme at GoodLife Makan. To date, including the pilot, 61 voluntary sessions have been completed. Learn more Singapore Design Week 2025 In 2025, our firm participated in Singapore Design Week, an annual platform celebrating design excellence from Singapore and across the region. For the event, our team produced a five-minute film titled “Regenerative City”, which envisions Singapore’s City District in a state of ‘Post–City in Nature’. The film takes the audience on a journey through an imagined future where the built environment and nature exist in true symbiosis; presenting a vision of a city transformed into living systems of environmental cohabitation.
Montfort Care and DP Architects celebrating 10 years of partnership.
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588 Hours of voluntary work carried out across 61 sessions from July to December 2025
Voluntary sessions at Goodlife Makan - a seniors-centred activity centre.
DP’s participating entry for Singapore Design Week 2025, titled Regnerative City: Post-City in Nature.
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Industry Partnerships and Knowledge Sharing At DP, we recognise the value of collaboration and continuous learning in advancing the practice of architecture. We actively engage with industry partners and professional bodies to exchange insights and promote dialogue on emerging trends and sustainable design approaches. Over the past year, our leaders participated in a range of platforms to share knowledge and expertise, strengthening connections across disciplines and regions. • Conferences Our leaders contributed to local and international conferences, sharing perspectives on urban design, sustainability, and technological innovation in architecture. Conferences where our leaders have given keynote addresses include the Union Internationale des Architectes (UIA) International Forum, the Third Urban Design National Conference (NATCON 2025), and the International Built Environment Week (IBEW), among others. These engagements reflect our ongoing commitment to thought leadership and professional exchange.
DPA Senior Associate, Mr Shawn Teo, presenting a paper on the intersection of heritage and land rights at the 20th IPHS Conference.
• Workshop DP’s leaders also participated in workshops focused on skill development, design innovation, and sustainability practices, such as the ASEAN-Korea Standards Cooperation Network (AKSCN) Workshop. These sessions provided opportunities for open learning and collaboration within the architecture community.
DPU Director, Mr Djoko Prihanto, gave a keynote address at the Third NATCON in Kolkota, India, discussing key strategies to address urban growth and resiliency.
DPSD Director, Mr Yong Siew Onn, shared his expert knowledge on Net Zero Energy Design and Green Construction at AKSCN.
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Commissioned Work
Sponsorships
At DP, we believe that leveraging our skills as designers is a way to give back to the community. Our commissioned work reflects this by addressing real-world social challenges and respond to community needs through thoughtful and context-sensitive design solutions.
We continue to sponsor programmes that support the architecture community, particularly those focused on education and talent development. Over the past year, our sponsorships have also extended to initiatives in health and social welfare causes that we believe are essential to fostering inclusive and resilient communities.
• Goodlife Studio (Bedok), Tea Studio We transformed an underutilised void deck into a “social living tea room,” challenged the typical inward-looking typology of active ageing centres in Singapore, creating instead a warm, welcoming space with full-height glazing that establishes a new social nucleus within the public housing estate. Using tea as a vehicle for wellness, the design fosters mental stimulation, social connection, and the opportunity to forge new skills and friendships.
Looking Ahead We will continue to engage with universities through lectures, talks, workshops, and internship programmes. We will also continue looking for meaningful opportunities to engage with the communities that we operate in.
• Goodlife Studio (Bedok), Good Health Lab Designed as a “pause” centre, the space reimagines what an active ageing centre can be. Wellness drives the design, with pilates studios, nutrition classes, and a flexible multi-use area supporting varied, simultaneous programmes. Senior residents engage in a calm, restorative setting that encourages social interaction, demonstrating how thoughtful design empowers people to age gracefully and healthily within their homes and communities.
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95%
Average daily users at both Goodlife Studios
Users of the space are above the age of 60
Commissioned Work Spotlight | Goodlfe Studio (Bedok), Tea Studio
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Together, we aspire to create more value and do better by placing sustainability and wellbeing at the core of what we do.
Credits Content: Chan Hui Min, Lee Yee Lin, Frederick Low Graphics: Fu TingTing Special thanks to all team members for their contributions to this report.