HDR 2014 Sustainability Corporate Responsibility Report

2014

Sustainability + Corporate Responsibility

Letter from the CEO We are committed to advancing sustainability efforts within our organization, and as part of the services we provide our clients, because it is a way to maximize the value we provide to clients, employees and communities where we operate.

I am proud of our significant achievements.

A few highlights include: •• Delivering high-performance buildings and infrastructure to our clients •• Making progress toward our goal of reducing operational GHG emissions 20% below our 2011 baseline by 2020, adjusted for growth •• Providing guidance to our clients on how to calculate and reduce GHG emissions •• Reducing waste •• Saving money spent on energy •• Saving purchasing dollars •• Supporting our office Green Teams as they implement new sustainable practices •• Requiring a minimum threshold of sustainability for every architectural design we produce

We continually monitor industry trends and external drivers that influence our services and our internal operations, including: •• Client requests for comprehensive GHG reporting and sustainability planning •• EPA regulations under the Clean Air Act to monitor GHG emissions •• Zero net energy, waste and water initiatives from the federal government •• Sustainable rating system tools like LEED® for buildings and Envision™ for infrastructure •• The convergence of sustainability topics such as resiliency, risk and disaster management planning •• The need to quantify and communicate a wide range of sustainability benefits

Our executive leadership works hand-in-hand with our Sustainability Director to ensure we have the right resources and systems in place to implement sustainability strategies across our organization. Once we begin taking action, we rely on our employeeowners around the world to implement our internal initiatives.

This report provides detailed examples, and highlights additional internal and external practices.

We believe our work matters to our clients and our communities. Our sustainable practices are essential to the work we do, and guide our delivery of work to our clients.

Sustainability shapes the way we approach business daily.

•• The increased importance of our own sustainability efforts to our clients and our staff George A. Little, PE, ENV SP Chairman and CEO

•• Supporting an Office of Sustainability that manages our practice and oversees the sustainability services we provide our clients •• Implementing ISI’s Envision™ sustainable infrastructure program through project certification, staff and client education and significant involvement on committees

02

GRI Indicators

G4-1

Sustainability at HDR In my 21-year career at HDR, I have frequently been impressed by colleagues who work collaboratively—reaching out to our vast network of experts—to plan and design complex, technically challenging projects that consider the full environmental, economic and social impacts. The results are innovative, interesting and inspiring. In 2013, we pushed boundaries by: •• Being the first firm to register and certify an Envision™ Sustainable Infrastructure project: The William Jack Hernandez Sport Fish Hatchery.

•• Being the first firm to train and credential 100 employees as Envision™ Sustainability Professionals.

•• Working to target specific HighPerformance Standards for implementation on all our projects; these are currently being rolled out across HDR. •• Signing the Health Product Declaration to ensure there are no negative indoor air quality impacts from the products we specify.

•• Continuing to reduce our operational GHG emissions—three percent since 2011, which puts us ahead of our GHG emission reduction target.

We also continue to look carefully at our own day-to-day business practices to hold ourselves accountable, by: •• Hiring a full-time coordinator to reinvigorate our office Green Teams and focus even more on reducing our carbon footprint.

•• Updating the mechanical systems at our Omaha headquarters campus, which resulted in significant energy savings.

•• Becoming an official EPEAT Purchasing Partner—EPEAT is a comprehensive global environmental rating system that helps purchasers identify greener computers and other electronics.

As we look ahead, our diverse sustainability team considers what will impact and transform our industry. We are listening to our clients and analyzing ways to provide smarter solutions: Envision™. This green rating system guides, evaluates and gives recognition to infrastructure projects that use transformational, collaborative approaches to assess the sustainability indicators over the course of the project’s life cycle. We are confident Envision™ will transform the design, construction and operation of civil infrastructure of all types, similar to how LEED transformed the building

industry. We are using Envision™ on bridge and roadway, community development, wetlands restoration, water supply and utility projects. Interest in, and use of, Envision™ is growing very quickly and we are excited to be a part of it.

Resiliency. Today’s design standards are being challenged by a changing climate, coastal development, aging infrastructure and more frequent and intense weather events.

Our clients are asking consultants to address resiliency as a key factor in project design, construction and operation.

Resource Scarcity. Access to, and quality of, our most precious resources is at risk. We will be faced with bigger and more complex challenges related to water, energy and clean air for the foreseeable future.

We are committed to improving the way we do business, and we enjoy communicating and celebrating our accomplishments with our clients and our communities.

We are excited to be one of the first firms in our industry to follow GRI’s new G4 Guidelines and conducted a materiality assessment to inform our content.

Enjoy reading our 2013 Sustainability + Responsibility Report.

Michaella Wittmann, LEED Fellow, ENV SP, GGP Director, Sustainability HDR

03

GRI Indicators

G4-1

Overview

IMPROVE LIVES

BUILD VIBRANT COMMUNITIES

FULFILL A GLOBAL VISION

•• Investing in work that matters

•• At work in our communities

•• Global issues, impacts & opportunities

•• Investing in our employees

•• HDR Foundation

•• Calculating our annual carbon footprint

MAXIMIZING PRODUCTIVITY OF OUR NATURAL RESOURCES •• Our commitment as a company •• Our sustainable business practices •• Sustainable solutions in the work we deliver

04

CREATE VALUE

ABOUT THIS REPORT

•• Who we are

•• GRI Content

•• How we work

•• GRI Index

Table of Contents MATERIALITY: WHAT’S IMPORTANT TO US? Materiality Assessment Process Process to Develop the 2017 Strategic Plan Stakeholder Engagement Rebranding Process: What’s Important to Us Material Aspects and Boundaries Management Approach

WE BELIEVE IN THE POWER OF INSPIRED IDEAS THAT IMPROVE LIVES Investing in Work that Matters

07 07 07 07 08 08 08

09 10

Investing in Our Employees 11 Employee Recognition 11 Fair Wages 11 Competitive Benefits 11 Leadership Development 12 Reimbursements 12 Performance Appraisals 12 Harassment and Discrimination 12 Training and Education 13 Occupational Health and Safety 13 HDR Receives Two Awards from the National Safety Council 13 Cultivating the Next Generation 14 Corporate Wellness Initiative Walk for Wellness Goes Worldwide

05 | Table of Contents

15 15

WE CHAMPION MEANINGFUL SOLUTIONS THAT BUILD VIBRANT COMMUNITIES

17

At Work in Our Communities Community Engagement

18 18

Giving Back to Our Communities Charitable Contributions and Activities HDR Supports Wounded Warriors Green Teams Get it Done Good Green Work Conserving and Commuting from Coast to Coast A Foundation in the Community

19 19 21 22 22 23 24

Phoenix Awards Recognize Innovative Solutions

26

HDR Project Earns Gold from SWANA Excellence Awards

28

WE ADVANCE TRANSFORMATIVE CONCEPTS THAT FULFILL A GLOBAL VISION FOR THE FUTURE

29

Global Issues, Impacts & Opportunities 30 Corporate Responsibility on the Rise 30 Urbanization 30 Increased Demand for Natural Resources 31 Building Activity Increases Energy and Materials Demand 31 Making a Stand for Product Transparency Can Furniture Influence Health?

32 32

Calculating Our Annual Carbon Footprint 2013 GHG Inventory Results Our Greenhouse Gas Emissions Reduction Target Lessons Learned and Baseline Readjustment Climate Change: Legislation and Initiatives Lead To Assessment Of Risks and Opportunities Executive Order: Preparing the United States for the Impacts Impacts of Climate Change

33 34 35 35 36

Exploring Sustainable Tourism for a Self-sufficient Economy

37

Serving Students in Central America

38

Rice Daubney Joins HDR

39

36

Table of Contents WE ADVOCATE OR NEW WAYS OF MAXIMIZING PRODUCTIVITY OF OUR NATURAL RESOURCES

40

Our Commitment as a Company Our Environmental Policy Key Priorities

41 41 41

Corporate Sustainability Initiative Timeline

42

Our Sustainable Business Practices Implementing Strategies with Multiple Sustainability Benefits Smart Solutions Green Teams Alternative Commuting Recycling and Waste Reduction Energy Efficiency Video Conferencing

43 43 43 43 44 44 44 44

Supply Chain Sustainability Training Sustainable Solutions in the Work We Deliver Sustainability Services High-performance Standards Trends and External Drivers Our Services

44 45 46 46 46 47 47

William Jack Hernandez Sport Fish Hatchery—Spawning Sustainability 48 Highlights 50

WE STRIVE TO CREATE VALUE

52

Who We Are Code of Ethics Integrity in Action Stable Leadership Diverse, Global Workforce HDR Organizational Chart HDR’s Board of Directors Robust Employee Ownership Diversity and Equal Opportunity

53 54 54 54 55 56 56 57 57

Project Locations

58

How We Work 59 HDR Values 59 Growth and Stability 59 Internal Communication 59 Stakeholder Engagement 59 Hiring Locally 60 Compliance 60 Conflicts of Interest 61 Risk Assessment and Management 61 Assessing Sustainability Performance 62 Professional Marketing Standards 62 Public Policy 62 WTS International Names HDR Employer of the Year

63

ABOUT THIS REPORT

64

GRI Content 65 G4 Core 65 “Materiality Matters” Check 65 GRI Content Index 65 GRI Indicators 65 GRI 65 Feedback and Comments

65

GRI INDEX

66

APPENDIX 71

06 |

Materiality: What’s Important to Us? As part of our planning process, we looked at a number of aspects that could influence our business success, including the following trends and drivers: Infrastructure quandary Dynamic competitive landscape Economic instability Political uncertainty Globalization effects Urbanization Natural resources challenges Modern workforce Connectivity Technology vices and virtues Responsible business Black swans

07 | Materiality: What's Important to Us

Materiality Assessment Process

To determine and prioritize the topics and indicators to report, we referred to the G4 Guidelines of the Global Reporting Initiative. We conducted our materiality assessment in parallel with development of our 2017 Strategic Plan and through our rebranding process. Both efforts engaged numerous stakeholders. These assessments allowed us to qualitatively rank sustainability and corporate responsibility issues, as well as key drivers that build our business. Through the process, material aspects were identified that have a direct or indirect impact on our organization’s ability to create technically credible and positive environmental, economic and social benefits for the communities where clients and employee-owners live, work and play.

Process to Develop the 2017 Strategic Plan

Strategic Planning lays out a framework to identify our material aspects, guide our stakeholder participation and ultimately create the content of our Annual Report and our Sustainability + Corporate Responsibility Report. Our Strategic Planning process occurs in five-year cycles. The 2017 Strategic Plan team addressed the goal of consistently integrating sustainability in the projects and services we provide to our clients.

We constantly examine and challenge ourselves to ensure that the company is at the forefront of sustainability, both in our projects and our business practices.

Four objectives were identified to form the framework of our 2017 Strategic Plan and a set of strategies was defined to help us meet our goals and targets.

•• Culture of Connection: The company’s foundation is our 8,500+ dedicated and talented employees.

•• Meaningful Experiences: Clients are at the heart of what we do, and the relationships we maintain with them are vital to our future.

global growth, social innovation and employee ownership.

•• A blog allowed employees to comment on topics for the steering committee to explore.

•• Young Professionals conducted research focused on three major topics: social media, new revenue streams and the ideal workplace.

•• Best-All Around: We serve as our clients’ trusted advisors in more ways than we have in the past.

•• Surveys conducted during the planning process included a culture survey that was evaluated based on the cultural aspects of the individual country where respondents live.

•• Global Perspectives: By 2017, we aspire to grow a competitive and sustainable global practice.

•• A sensitivity analysis surveyed how employees outside the United States felt we were doing on an international level.

For each objective, key strategies were defined to guide staff toward meeting our goals and objectives, which together form the foundation of What’s Important to Us.

•• Marketing Managers and Client Development Leads engaged key clients on specific topics—such as climate change, infrastructure resiliency and the impacts of the Affordable Care Act.

Stakeholder Engagement

•• Four employee focus groups provided feedback on what matters most to them.

Our 2017 Strategic Planning process consisted of numerous employee and stakeholder engagement activities: •• A steering committee made up of employees led the 2017 Plan development.

•• External experts provided perspective to the steering team on a number of issues, including responsible and sustainable GRI Indicators

•• Online polling helped determine the direction of the 2017 Strategic Plan.

To keep the discussion going, a website dedicated to the 2017 plan was developed that includes a discussion board. To support implementation, we cascaded the 2017 Plan through business units and geographies.

G4-18

G4-19

G4-26

Ultimately, our annual local plans help our employees better understand how their daily work fits into the corporate strategy.

Some of the corporate initiatives that came out of our 2017 Strategic Plan include: •• Branding: Our brand is an expression of who we are, and brings a unified sense of purpose and direction to everything we do. A key action associated with this is to continuously deliver our brand promise everywhere by living our values.

•• HDR Foundation: The mission of the HDR Foundation is to support activities that align with our values and areas of expertise to benefit the communities where we live and work.

•• Information Life-cycle Governance (ILG): This program is vital to our ability to control costs, manage risks, streamline processes and promote efficiency.

•• Wellness: The Wellness Initiative focuses on creating a culture that supports and promotes healthy lifestyles, providing results-based programming to target our needs, while assessing and measuring program outcomes.

These four initiatives have engaged staff and stakeholders and helped guide us toward meeting our business objectives.

The following section details our branding process.

08 | Materiality: What's Important to Us

Rebranding Process: What’s Important to Us

In 2013, we launched a branding effort that resulted in a comprehensive evaluation of ‘What’s Important to Us’. Siegel+Gale (S+G), a global, strategic branding firm led the rebranding effort. S+G conducted extensive research to determine ‘what makes us tick.’

S+G’s research provided clarity on our competitive strengths from an external point of view by interviewing and surveying clients, potential clients and teaming partners. The surveys allowed clients to comment on the attributes they look for in a partner, and showed where HDR stands against significant competitors on these key attributes.

Internally, S+G conducted focus groups, site visits and one-on-one interviews with staff representing a complete cross-section of employee demographics. They also reviewed our recent culture survey, as well as 10 years of Annual Reports and strategic plan documents that included focus groups and internal surveys.

Young professionals were included in both the focus groups and the stakeholder interviews. In addition to range of industry tenure, diversity in other factors was also sought, including ethnicity, gender and geographic location. All of HDR’s operating companies were represented.

GRI Indicators

G4-18

G4-19

G4-20

As part of our internal and external outreach, we identified a broad and diverse group of stakeholders that represent the various dimensions of our company to guide the rebranding effort and ultimately the content of our new brand strategy.

Material Aspects and Boundaries

The primary result of our materiality assessment was the identification of a set of sustainability material aspects that are highlighted throughout this report. We have made no significant changes from previous reporting periods in the relevant scope and aspect boundaries.

Management Approach

Our management approach is based on the four objectives that form the foundation of our business and culture and have been determined through the materiality assessment process: 1. Culture of Connection 2. Meaningful Experiences 3. Best-All Around 4. Global Perspectives In addition, five guiding principles were defined to drive our business and allow us to continually reevaluate our progress toward meeting our objectives: 1. Grow HDR 2. Strengthen Technical Excellence 3. Enhance Professional Community 4. Improve Communications 5. Competitiveness

G4-21

G4-22

G4-23

We believe

In the power of Inspired Ideas that Improve Lives

09 | We Believe in the Power of Inspired Ideas that Improve Lives

We are committed to delivering inspired solutions— improving the quality of life for both our employees and the people who are ultimately impacted by the professional services we provide.

Investing in Work that Matters RANKED IN ENGINEERING NEWS RECORD’S TOP 100 GREEN FIRMS No. 35–Top 100 Green Design Firms No. 19–Top 200 Environmental Firms • No. 4 - Top 10 in Environmental Science • No. 8 - Top 10 in Engineering/ Design Work • No. 14 - Top 20 in Water Treatment & Supply No. 17–Top 50 in Power • No. 4 - Top 10 in Hydro Plants • No. 10 - Top 10 in Solar Power Top Design Firms in Environment • No. 3 - Top 10 in Solid Waste • No. 4 - Top 15 in Dams/Reservoirs • No. 6 - Top 20 in (Water) Transmission Lines & Aqueducts • No. 6 - Top 50 in Water Supply • No. 6 - Top 50 in Sewerage & Solid Waste • No. 7 - Top 20 in Water Treatment & Desalination Plants • No. 9 - Top 25 in Wastewater Treatment Plants • No. 12 - Top 25 in Sanitary & Storm Sewers • No. 12 - Top 15 in Site Assessment and Compliance • No. 30 - Top 50 in Hazardous Waste

RANKED IN BUILDING DESIGN+CONSTRUCTION’S GIANTS 300 No. 22 - Top Green Architecture Firms

Every day we come to work knowing that what we do matters. We design safe roads and bridges that take people past the facilities we’ve designed—facilities that deliver clean water and reliable energy. We design academic institutions to accommodate a growing diversity of programs, people and pedagogies. We clean up beaches and shorelines and help restore ecosystems. Our professionals design the facilities where scientists may someday discover a cure for cancer; the healthcare spaces that help heal mind, body and spirit; and the civic, social and cultural architecture that makes a community’s citizens proud of who they are and what they value.

Architecture

Our architects and engineers are worldrenowned for award-winning designs for urban environments, campuses and buildings. We continually set the standards for design excellence, and are committed to the practice of designing intelligent and inspiring architecture that expresses our clients’ missions and values.

•• Academic •• Civic •• Healthcare •• Justice •• Science + Technology •• Workplace

View Current Rankings

10 | We Believe in the Power of Inspired Ideas that Improve Lives

Transportation

Water

Resources

Integrated delivery

Our clients’ goals are to keep people and freight moving safely and efficiently, whether by land, sea or air. Our goal is to develop customized and comprehensive mobility programs that improve overall performance.

•• Aviation •• Freight Rail •• Highways and Local Roads •• Maritime •• Transit

When clients need resilient resource management solutions that address the interdependent social-ecological elements driving our world today, we offer proven experience. Our risk-based approach to project implementation helps keep budgets in check and tight schedules on track.

•• Power •• Oil and Gas •• Mining •• Industrial •• Waste

We combine the latest technical innovations with practical solutions. Our water consulting services are comprehensive and range from source water development, system master planning and regulatory compliance services to infrastructure design, management and sustainable operation.

•• Water •• Wastewater •• Water Resource Management

•• •• •• ••

Construction Management Design-Build Program Management Public-Private Partnerships

Specialized Services •• •• •• •• •• ••

•• •• •• •• ••

Environmental Sciences and Planning Economics Real Estate Geotechnical Sustainability ASMEC (Architectural, Structural, Mechanical, Electrical, Civil Design Centers) Geospatial Solutions Public Involvement Construction Services Survey Value Engineering

Visit hdrinc.com for more information about our markets and services.

GRI Indicators

G4-4

G4-8

G4-9

Investing in Our Employees We are dedicated to creating a workforce that’s engaged and productive. That is why we work hard to develop programs and benefits that allow our employees to flourish.

Employee Recognition

It is important to recognize and celebrate employee contributions toward the achievement of business objectives. Our recognition programs focus on outstanding individual and team performance, technical areas of expertise and contributions to the communities we serve. For example, our Pathfinders Awards of Excellence program recognizes employees whose dedication to quality, innovation and productivity goes far beyond the norm. Our employees drive this award program and are recognized at both the local and company-wide levels. The Pathfinders Committee uses an electronic format for much of the process to reduce the environmental footprint of the program.

Three professional titles (principal professional associate, senior professional associate and professional associate) have been established to recognize personal and professional technical achievement in all disciplines. Within HDR these titles are equivalent in status and benefits to senior vice president, vice president and associate vice president, respectively.

11 | We Believe in the Power of Inspired Ideas that Improve Lives

We express our appreciation for continued service and effort through our Service Award Program. On the second, fifth and every fifth anniversary thereafter, fulltime and part-time (working 30 hours or more per week) regular employees receive recognition and a personalized gift.

Additionally, each year, current officers nominate employees for consideration by the executive management team for recognition and promotion to the positions of associate, associate vice president or vice president. Current vice presidents may be nominated by senior vice presidents for consideration for the position of senior vice president. Employees who demonstrate outstanding leadership skills, have consistently exceeded expectations, are excellent communicators, and who uphold HDR’s values may be candidates for nomination.

Fair Wages

We are committed to fair and equitable compensation practices and strive to maintain pay rates that are comparable to other companies in the industry and geographic area.

Competitive Benefits

Career is a big part of our employee’s lives, but it’s not their whole life. That’s why we offer a complete benefits package and support suggestions to enhance the work/ life balance of our teams, understanding that flexibility and balance are different for each person.

Our benefits support a health and wellness focus and help with financial planning and retirement. Employees can continue their education with internal training opportunities, as well as tuition assistance.

We also offer programs to support personal and professional development.

HEALTH BENEFITS •• Dental insurance •• Medical insurance •• Vision insurance •• Flexible spending accounts •• Health savings accounts WORK/LIFE BALANCE •• Adoption assistance •• Bereavement leave •• Counseling •• Day care •• Equipment to support working away from home •• Family leave •• Flexible schedules •• Leaves of absence •• Modified dress code policy

GRI Indicators

G4-LA2

•• •• •• ••

Paid holidays Paid time off program (PTO) Tuition assistance Wellness and Employee Assistance programs (EAP)

FINANCIAL PROTECTION •• Accidental death and dismemberment insurance •• Business travel and accident insurance •• Disability insurance •• Life insurance •• Travel assistance program RETIREMENT BENEFITS •• 401(k) and employee stock ownership plans •• Retiree medical, dental and vision insurance Benefits are provided to employees who are regularly scheduled to work 30 hours per week or more. Part-time employees who work 20 hours per week are encouraged to participate in the BEST 401(k) program with corporate match, and also qualify for business travel and accident insurance, as well as FrontierMEDEX assistance.

Temporary employees are also eligible to participate in the BEST 401(k) program with corporate match.

Leadership Development

HDR offers programs to support the growth and development of its future leaders.

Engineering offers a two-tiered Career Skills program designed to equip professionals with the tools necessary to advance their

12 | We Believe in the Power of Inspired Ideas that Improve Lives

careers and develop leadership skills. The 13-month Career Skills I program includes a focus on building fundamentals for success through the Dale Carnegie program, as well as building business skills through interaction with regional management teams and business group representatives.

Career Skills II advances mid- and seniorlevel professionals’ core leadership competencies, increases understanding of our business practices and of the roles and responsibilities of HDR matrix leaders.

Our performance management policy has a three-step process: •• Performance planning: Clear, challenging, yet attainable goals are identified for each employee, which are jointly developed by managers and their direct reports.

•• Performance coaching: Periodic discussions are held between managers and their direct reports regarding progress made in achieving the goals defined in the performance planning stage. Performance should be supported throughout the performance period and shouldn’t be considered a one-time event.

Architecture offers the BOOST leadership training program that focuses specifically on strengthening leadership abilities and competencies. It is intended to recognize, develop and retain employees who demonstrate the potential for future leadership within the company. It is open to all Architecture full-time employees from all disciplines.

REIMBURSEMENTS We encourage all employees to continue educational and developmental activities outside of work and provide reimbursement for tuition and professional registrations.

Bonuses are paid to employees attaining an accredited technical registration/ certification.

Performance Appraisals

Our policy calls for each employee to receive a formal performance appraisal at least once during each 12-month period coinciding with the employee’s anniversary date of employment or calendar year.

•• Performance appraisal: An employee’s performance is appraised or measured against agreed-upon standards. This continuous cycle results in employee growth and productivity that supports overall corporate objectives.

Harassment and Discrimination We are committed to providing a comfortable work environment, free from intimidation for all employees, and will not tolerate any form of harassment or discrimination. This includes sexual harassment, retaliation against individuals bringing forward or participating in an investigation of discrimination or harassment, or discrimination or harassment of individuals placed through affirmative action.

GRI Indicators

G4-LA2

G4-LA11

Training and Education

Employee development is important, as evidenced by the extensive career development programs found throughout the company. In 2013, 8,791 employees participated in 487 different courses. More than 64,237 facilitator-led classroom hours were delivered and more than 26,545 eLearning hours were logged. This translates to an average of 10.3 hours of training per employee.

Our Learning & Organizational Development (L&OD) Group offers in-house training opportunities through HDR University. Led by firm principals, HDR University seeks to boost staff proficiency in technical competency, project team management, marketing and client services, leadership and effective communications. The program is considered one of the most comprehensive in the AEC industry and includes both instructor-led and eLearning courses, as well as recorded brown bag sessions. A variety of self-study tools are provided to allow employees to enhance their skills at times that fit their schedule.

The “OD” in L&OD stands for services designed to improve organizational performance. OD professionals use an action-oriented, systematic process to solve problems and/or improve performance through methods other than traditional classroom training. OD services include change management, team building, conflict resolution and partnering.

L&OD recognizes the value of Continuing Education Units (CEUs) to our licensed professional staff and is authorized to issue CEUs by the International Association for Continuing Education and Training. The group is also certified as a Registered Provider in the American Institute of Architects (AIA)/Continuing Education System.

13 | We Believe in the Power of Inspired Ideas that Improve Lives

Occupational Health and Safety

Our projects take us around the globe and into various environmental conditions from deserts to arctic tundra, high seas to wetlands. No matter where we are or what services we are providing, we recognize that the safe way is the only way and provide the resources needed to make this happen.

The strength of our program comes from the simple fact that we care about meeting client expectations and regulatory requirements, and believe we have an obligation to each other to ensure each member of our team returns home safely. Our health and safety procedures and project-specific plans guide us in what to do, extensive trainings prepare us for how to do it, and continual observation and feedback, at all levels of the company, reinforce why it matters.

Safety is not just a priority at HDR—it is a core value.

We have been recognized at the national and local levels for having a highly robust and comprehensive safety and health program. Our corporate health and safety staff oversee program implementation and ensure that our program meets or exceeds national, state and local regulatory standards, as well as those of our clients.

Each office has an Office Safety Coordinator that is responsible for managing our safety program at the local level. The Coordinator works closely with our Corporate Safety Department, as well as local project and section managers to promote safety in every aspect of our work.

Our Health and Safety Program continues to evolve, expand, refine and improve program operations so the needs of our employees are met, and significant workplace hazards are recognized and either eliminated or controlled.

GRI Indicators

HDR Receives Two Awards from the National Safety Council We were the proud recipients of two awards from the National Safety Council in 2013. The first was the Bronze Hazard Recognition Award and recognizes companies that have an established operational hazard recognition program that includes: •• Employee education to recognize current and potential hazards •• A system for employees to easily report hazards and a process to correct identified hazards •• A process to further employee participation and engagement in our Hazard Recognition Program We were rewarded for expanding our Behavior-Based Safety (BBS) Program that was started in 2012.

Our second was the Significant Improvement Award from the National Safety Council. This award honors companies that achieve a minimum 20 percent reduction in serious injuries and illnesses and uses days away from work (lost time) as the criteria. In 2011 we suffered 16 lost time injuries; however, we reduced that number to 11 in 2012, which was a 31 percent improvement.

“While recognition is nice, the real cause for celebration is that our safety mission—to create a safety culture embedded throughout HDR—is being realized.”

JIM WOOLCOTT, DIRECTOR OF HEALTH & SAFETY

G4-LA5

G4-LA9

G4-LA10

Cultivating the Next Generation

In an effort to make mentoring available to all employees, approximately 20 young professionals representing 15 offices and many disciplines—including architecture, engineering, environmental science, and economics—embarked on an initiative to evaluate our mentoring programs.

Employees researched local mentoring programs; programs offered by our competitors, clients or professional organizations; and other affinity groups that offer mentoring. After analyzing all of this information, the YPG outlined a suite of best practices to consider for mentoring program structure.

YOUNG PROFESSIONALS GROUPS Many HDR offices have Young Professionals Groups (YPGs) where employees can build relationships, develop professionally, have a forum for sharing ideas and just have fun. The YPGs publish a quarterly newsletter called FUSE, host yearly regional summits and organize local and firm-wide events.

Mentoring programs lead to empowered, connected employees who can deliver their best to our clients.

Staff members born between 1960 and 1980 represent the company’s largest employee age group—about half of all employees. Younger professionals—born after 1980—currently comprise nearly 30 percent of professional staff. Because these individuals represent our future, we provide numerous development opportunities and activities geared toward professional development to create networking opportunities and foster the next generation of HDR leaders.

Younger professionals— born after 1980— currently comprise nearly 30% of our professional staff.

14 | We Believe in the Power of Inspired Ideas that Improve Lives

MENTORING PROGRAMS With our 2017 Strategic Plan calling for a Culture of Connection, the Young Professionals made it a goal to ensure there is a mentoring program that aligns with the strategies in our plan—to empower employees to drive a positive workplace and to connect people in the company to build relationships.

Mentoring also promotes total service capabilities by pairing experienced project managers or technical experts with employees eager to improve.

NEXTGEN GROUPS Younger staff members in several disciplines formed groups to grow professionally by enhancing their technical and corporate knowledge. This knowledge is broadened by networking with peer groups throughout HDR to learn what the company is doing as a whole, rather than just locally.

GRI Indicators

G4-LA10

CORPORATE

Wellness Initiative In 2013 we launched a wellness program throughout the company. Our goals for this program are to improve the quality of life for all employees and their families through programs that promote healthy lifestyles and to provide multidimensional health and wellness initiatives to improve employee health. In turn, these activities will impact safety, productivity, efficiency and employee engagement throughout HDR. We’re focused on creating a culture that supports and promotes healthy lifestyles, providing results-based programming and assessing and measuring program outcomes. This approach seems to be working because after just one year, more than 66 percent of our employees had registered in the program.

Our wellness program manager works with wellness coordinators in all locations, as well as executive leadership to help implement our program. We selected Vitality to be our wellness program administrator.

Vitality members benefit from: •• Free annual blood screenings •• Free annual health risk appraisals •• Confidential access to personal medical screening data •• Educational tools to assist our employees with a healthy lifestyle •• Customized personal goals and discounts to fitness facilities •• Many other benefits

Walk for Wellness Goes Worldwide In April, our employees from around the world walked for wellness. From Honolulu to London, Richmond Hill to Dubai, employees turned out in droves to participate in National Walk at Lunch Day. More than 800 employees from 70+ offices walked as part of Blue Cross Blue Shield’s 7th-annual walk at lunch event.

We invited all employees to participate, encouraging exercise and healthy habits. Our employees were encouraged to map a 30-minute walk (roughly one and three-quarter miles) near their office. Once completed, participants’ names were entered into a random prize drawing for one of 10 fitness bags (donated by Blue Cross Blue Shield). Each bag included a yoga mat, digital jump rope, lunch tote, StayFit Pedometer kit with FM scan radio and ear buds,a towel and water bottle.

Blue Cross Blue Shield provided posters for the event and one office even made a lanyard based on the poster design. “Even though Walk at Lunch Day is a U.S.-based event, we had multiple international offices participate,” said Senior Corporate Wellness Administrator, Tori Pallas. Some of our locations rescheduled their walks for later in the week due to inclement weather. At our corporate campus, we had more than 80 participants.

“It’s heartening to see that kind of enthusiasm and we’re pleased to see employees make this an enjoyable exercise.”

15 | We Believe in the Power of Inspired Ideas that Improve Lives

GRI Indicators

G4-15

WE BELIEVE IN THE POWER OF INSPIRED IDEAS THAT

Improve Lives Our actions as a company and the projects we work on all strive to improve the lives of those around us. Learn more about them on our website, hdrinc.com. Here are a few stories from 2013: April 1, 2013 HDR Launches the HDR Foundation

October 30, 2013 HDR Joins USGBC-NCC To Launch Building Health Initiative

May 27, 2013 Focal Point’s “Community Minded” Approach Featured in Healthcare Design Magazine •• Learn more about Focal Point Community Campus

November 7, 2013 Architect Magazine Celebrates National AIA Award for Focal Point •• “A New Design Approach to Healthcare” in Architect •• Learn more about Focal Point Community Campus

June 19, 2013 HDR Foundation Awards First Grants July 8, 2013 HDR Reinforces Commitment to Health Product Declaration Open Standard August 29, 2013 Campaign for Materials Transparency Featured in Interiors & Sources

16 | We Believe in the Power of Inspired Ideas that Improve Lives

December 23, 2013 HDR Supports Wounded Warriors at SAME Small Business Conference

We Champion

Meaningful Solutions that Build Vibrant Communities

17 | We Champion Meaningful Solutions that Build Vibrant Communities

Communities are among the most complex and important systems ever created. We believe that strong, vibrant and safe communities are the foundation upon which great nations grow and flourish.

We play a leading role in creating both landmark projects and thousands of smaller projects that are not as instantly recognizable, yet just as meaningful.

We champion a collaborative process that engages diverse stakeholders, providing solutions that address complex community needs and services, from energy to community culture, from mobility and climate to economics, water, land use, architecture and waste management. All reflect the strength, stability and values of the communities in which we work.

HDR employees are big proponents of the principle, “Doing well by doing good.” Many believe volunteering is an essential part of the equation that leads to a satisfying personal life and professional career.

18 | We Champion Meaningful Solutions that Build Vibrant Communities

At Work in Our Communities Community engagement improves a person’s sense of well-being, lowers stress levels, increases self confidence, improves career skills, provides career experience, and helps everyone make new friends and expand spheres of influence. It also makes people happier by adding meaning and enrichment to their lives.

Our employees are big proponents of the principle, “doing well by doing good.” They will tell you volunteering is an essential part of the equation that leads to a satisfying personal life and professional career.

Community Engagement

All employees are encouraged to become active members of societies and organizations relating to our business and to participate in various civic and community activities. Getting involved not only assists in professional development, but in personal development as well. Table 3 lists some of the organizations in which HDR actively participates.

View Table 2: Community and Stakeholder Engagement Programs

GRI Indicators

G4-SO1

Giving Back to Our Communities

We live the principle that “it’s our community too.”

19 | We Champion Meaningful Solutions that Build Vibrant Communities

Community involvement is a way of life for us. Our employee-owners take to heart their responsibility to improve communities not only in design solutions for clients, but in community participation. As a firm that specializes in building, shaping and serving communities, we take special pride in volunteering for community programs, leading community organizations, helping protect the environment and even educating our children. It’s simply part of our culture and ongoing commitment to the communities in which we all live, work and play.

It’s important to have employees engaged in their communities by giving back where they live—through professional organizations, charitable contributions, in kind donations or numerous additional activities. This includes listening and working with civic leaders in organizations where we reside and conduct business. We work with clients to engage the public on projects that will occur in their communities. We work with our vendors to make sure we are doing all we can to reduce waste and create a positive experience for all parties involved. Decades ago, in 1930, our founder, H.H. Henningson produced a calendar that stated, “There is always time enough for Kindness.” This is a motto we still embrace and live today!

GRI Indicators

G4-15

Charitable Contributions and Activities

Through donations and sponsorships targeted to a variety of community causes, we provide much-needed support for organizations and events that improve the quality of life. We strongly believe that giving back to the community is not only our civic duty, but a privilege— and we are honored and thankful to be in the position to make a difference.

In 2013, HDR contributed more than $1.5 million to charitable organizations across a diverse spectrum. We donated more than $800,000 of that total as a corporation; the remainder was donated by individual offices throughout the company.

Generally, we assist organizations that: support community improvement (builda-thons, beautification campaigns), assist with community enhancement initiatives (arts, community groups) or provide education and development for youth and related professional organizations (youth groups, science, math and A/E projects). We also support United Way/ CHAD agencies through an annual employee giving campaign and an umbrella corporate contribution. In 2013, HDR employees pledged $485,571 to the United Way/CHAD.

G4-EC1

G4-SO1

ANN ARBOR, MI | We participated in the 2013 Warrior Dash Michigan on July 27th.

The Warrior Dash consisted of 3.25 miles of trails and 12 obstacles, including mud pits, walls, cargo nets and fire jumping.

Along with our participation in the mud run, we collected $861 in donations for St. Jude Children’s Research Hospital.

AUSTIN, TX | Thirteen volunteers helped sort, clean and pack 4,620 pounds of food—equal to 3,850 meals—for distribution to the Capital Area Food Bank of Texas. The food bank is the largest non-profit charity in central Texas, providing food for families in crisis, and providing emergency hunger relief, social service outreach and nutrition education to meet the basic needs of the most vulnerable.

BISMARCK, ND | Fourteen of our employees volunteered for the United Way Day of Caring, which was established to promote the spirit and value of volunteerism, increase the awareness of local human service agencies and demonstrate how people working together for the good of the community can accomplish great things.

Our team worked at Missouri Valley Montessori School, where they painted, cleaned, worked on lights and assisted wherever they were needed within the school.

20 | We Champion Meaningful Solutions that Build Vibrant Communities

BOSTON, MA | Demonstrating the Boston community’s resiliency— overcoming the bombing at the Boston Marathon—our Boston employees raised well over $1,000 for the One Fund, which was established by Gov. Deval Patrick and Mayor Thomas Menino to raise money for the families most impacted by the incident. To date, the One Fund has raised more than $60 million in donations. In addition to fundraising efforts, we participated in a 2.62-mile walk/run in honor of the 26.2-mile marathon, running from the office to Copley Square and past the marathon finish line on Boylston Street.

BRISBANE, AUSTRALIA | Team members competed in the Rio Tinto Ride to Conquer Cancer® in Brisbane, Australia. The team raised $27,500 AU, with the overall event raising $4.2 million AU. Proceeds benefit the Queensland Institute of Medical Research, one of Australia’s largest and most successful medical research institutes.

CHICAGO, IL | Ten of our employees and three guests volunteered for Habitat for Humanity at a newly constructed home on Chicago’s south side. Work included fence demolition, concrete demolition, fence post installation and interior painting. As part of the volunteer effort, we donated $500 to Windy City Habitat for Humanity.

GRI Indicators

G4-15

COLORADO SPRINGS, CO | The Waldo Canyon Fire was the most destructive fire in Colorado history, burning 18,247 acres and destroying 346 homes within Colorado Springs. Members of our local office and their families volunteered their time to work at Blodgett Peak Open Space to build log erosion barriers along hillsides to stabilize the slopes from further erosion damage. The group constructed a total of 32 log erosion barriers and everyone agreed that this project was the most rewarding, enjoyable and dirty Colorado Springs Community project yet.

FLORIDA | We assisted the Florida Fish and Wildlife Conservation Commission and the Wildlife Foundation of Florida in developing conceptual plans for the next generation of fish hatcheries. The Marine Enhancement Centers will not only raise fish, but will also provide research, education and public outreach opportunities. We helped promote the Florida Marine Enhancement Initiative by creating display boards that enhanced the foundation’s booth at the Rock the Ocean outdoor concert event. The event, which attracted thousands of people, raised funds to support marine conservation in Florida.

G4-EC1

G4-SO1

GILLETTE, WY | We adopted a street planter as a part of the City of Gillette’s Adopt-a-Planter program. Our volunteers spent a Sunday afternoon removing some of the existing plants, weeding and getting the soil ready for the new plants. We then planted 20 flats of flowers that were donated as part of the program.

LAFAYETTE, LA | Our Young Professionals Group hosted a blood drive. Donors came from other suites in the building, as well as neighboring office complexes.

Building management was so pleased with the event that we were encouraged to host blood drives on a regular basis.

HONOLULU, HI | We raised more than $10,000 for a variety of community causes in the past year.

Our employees participated in the American Cancer Society Relay for Life at Magic Island, raising more than $5,000. Employees also participated in AIA’s 7th Annual CANstruction Competition for the first time, donating over 2,000 cans of food for the structure that benefitted the Hawaii Food Bank. We capped off the year with our third-annual Penny Wars Competition—raising $5,100 (well over the $3,000 goal)—with all proceeds going to Aloha United Way.

RAPID CITY, SD | We participated in the annual Free Throw Challenge for the Club for Boys. As one of 58 participating teams, this year’s challenge brought in more than $10,000 to benefit programming at the Club for Boys. This is the third consecutive year we have fielded a team.

INDIA | We are supporting the Society for Indian Children’s Welfare (SICW), whose tireless effort has placed more than 3,000 children in loving homes across the world. Our employees have raised funds and dedicated their time over the years—producing care packages filled with necessities, food provisions and basic health requirements, as well as assisting two girls with their school tuition and sponsorship. Recent initiatives focus on assisting the now college-going girls in career counseling and job interviews. We’ve also visited some of the orphaned children and distributed personalized goodie bags containing blankets, t-shirts, toys and toiletries.

SAN DIEGO, CA | Our employees are helping to improve their surrounding community at the San Elijo Lagoon Ecological Reserve. Every third Saturday, the “Lagoon Platoon,” made up of volunteers and park staff, meets to complete an ongoing project of habitat, restoring 1,000 acres of the reserve. The reserve contains seven miles of hiking trails and is home to hundreds of plant and animal species. We have planted native plants and shrubs and built a post fence to block off the next area to be revegetated.

SEATTLE, WA | We were well represented at the 6th Annual Seattle Brain Cancer Walk. Our teams raised over $9,000 to support brain cancer research and patient care in the Pacific Northwest.

RICHMOND HILL, TORONTO, CANADA | Engineers, economists and architects from our Richmond Hill and Toronto offices united with 13,000 other riders in the annual charity Ride for Heart cycling event. As Canada’s largest cycling event, it raised over $5.5 million for heart and stroke research. Our team raised a total of $2,700 toward the cause.

21 | We Champion Meaningful Solutions that Build Vibrant Communities

HDR Supports Wounded Warriors at SAME Small Business Conference We were a proud sponsor of the 2013 Society of Military Engineers National Small Business Conference held in Kansas City. In support of the Wounded Warrior Initiative, we also hosted a soldier from nearby Fort Riley. In total, 13 wounded soldiers were hosted—all interested in sharpening their networking and job search skills.

“It is HDR’s culture that we are honored to support our soldiers, giving back for all that they have sacrificed for our freedom. This was a great venue to introduce them to our A&E community and show that they have an industry of advocates to support their continued education, professional development and job search, while building relationships,” said Jackie Hacker, director of HDR’s Small Business Program.

In 2011, the SAME Board of Direction established the Wounded Warrior Initiative to develop a strategy to support wounded warriors and families of fallen warriors. The program focuses on efforts to help wounded warriors through rehabilitation and their transition to the civilian workforce: mentoring, job transition and education assistance, rehabilitation and support programs.

GRI Indicators

G4-15

G4-EC1

G4-SO1

Green Teams Get it Done

Green Teams are volunteer committees established by motivated professionals in our offices. They provide a grassroots effort toward meeting our sustainability goals.

Green Teams work with our Office of Sustainability, local management and building owners to communicate, implement and integrate sustainable practices and awareness every day. Some of the activities led by Green Teams in 2013 include: ANN ARBOR, MI | Employees participated in two activities to support protection and preservation of the environment. One office served as the collection point for much of the e-waste collected and recycled through the Business Park e-waste charity drive. The fundraiser helped contribute $1,200 to The Fifth Corner | Saline’s Student-Driven Youth Center, which recognizes the value and benefits of offering a safe place for teens to socialize, grow and learn while having fun.

BELLEVUE, WA | Bellevue employee Laura Emmons was selected as a Diamond Award winner for ETC Leadership by King County Metro Transit. Laura was recognized for her efforts to build a commuter intranet site for employees and to increase survey response rates. In addition, our commute program achieved a 12.4 percent reduction in an already low drive alone rate—an amazing accomplishment.

BELLEVUE, WA | King County’s Solid Waste Division again recognized HDR in their Best Workplaces for Recycling & Waste Reduction—one of 89 organizations to make the list. Thanks to staff for stepping up recycling and helping with sustainability efforts, this is the seventh year receiving this recognition from King County and the third year on their Best Workplaces Honor Roll.

BOISE, ID | The Green Team reinvigorated a comprehensive recycling and composting program, including aluminum cans and tabs, paper, glass, food scraps and batteries. Waste reduction efforts include pink plastic cups at desks that are emptied by the cleaning crew instead of the larger trash cans, which helps to save trash bags.

JACKSONVILLE, FL | Ongoing green initiatives include recycling compact fluorescent light bulbs; using Fair Trade Organic Coffee and bulk products to reduce waste at our coffee station; ordering family style catering from local restaurants; recycling paper, metal, batteries and plastics; and using green cleaning products and recycled paper towels.

OMAHA, NE | During recent renovations, a café space providing healthy meal and snack options was constructed. Folks can get away from their desks and eat in the café or take their food with them using compostable containers and utensils. The Green Team and food vendor worked together to find workable options to minimize the impact of disposables.

SAN ANTONIO, TX | Building maintenance improvements have included getting stairwell doors unlocked so employees can use the stairs during business hours without keycard access, installing bike racks and energy-saving measures. The team also sends out monthly “Resourceful Thinking” emails to office staff with sustainable tips.

Good Green Work Our Green Teams serve as the local champions and promoters of our Sustainable Business Practices by working with local management and employees to communicate, implement and integrate sustainable practices. This awareness provides the best possible economic, social and environmental value to our clients and communities for generations to come.

WHAT WE DO:

•• Assist with implementation of office-level sustainable solutions identified as a part of the “Smart Solutions” program •• Assist in meeting the business practice requirements of the Architecture 2030 challenge •• Identify and implement strategies in our offices to help reduce our carbon footprint •• Encourage employees to participate in our sustainable business practice initiatives •• Share resources and success stories with other offices •• Seek community-level awards and recognition for our office’s sustainability efforts

VIENNA, VA | An Adopt-a-Plant Day Event in March invited employees to bring their own pots and find a plant that fit their needs to take home. Tools, gloves and soil were provided to start the new plant owner off on the right foot.

22 | We Champion Meaningful Solutions that Build Vibrant Communities

GRI Indicators

G4-15

G4-EC1

G4-SO1

Conserving and Commuting FROM COAST TO COAST

Three thousand miles may separate them, but our Portland, Oregon, and Orlando, Florida, offices share a common value that bridges the miles: a commitment to protecting the environment.

A “Sustainability at Work” gold certification from the Portland Bureau of Planning and Sustainability is evidence of the office’s 45+ action items throughout the year, covering topics such as education and outreach, materials and waste, energy, transportation and water.

Some of the many accomplishments began during Earth Week, such as an improved recycling and composting program that was unveiled with great success. Lunchand-learns were hosted with presentations from our own and local experts on topics such as native plant gardening, Sustainable Return on Investment (SROI), and current green-engineering research topics at Portland State University. We also helped clean up a three-mile stretch of road, collecting more than 200 pounds of trash.

And while Portland was happily basking in its award, our Orlando office took its own spot in the limelight when it received the “Best Workplaces for Commuters” seal. HDR is one of only three employers in the city to earn the designation, awarded through the Florida Department of Transportation’s “reThink” Regional Commuter Assistance Program.

The Orlando office adopted several initiatives, including an option for employees to receive free transit passes (paid for by HDR); bicycle commuter facilities, including two bicycle lockers, access to a covered and locked bicycle cage with additional bike racks, and a locker room/shower in the office; option for employees to take a cycling safety course; carpool ride-matching available through reThink; and access to an Emergency Ride Home Program, also available through reThink.

An employee education program is helping to make people aware of each program’s details so they can decide what might fit their needs.

A plastic bag and bottle cap recycling program was launched, along with a conference room composting trial. Finally, an “eco-orientation” packet was included in new employees’ orientation binders to encourage them to join the local Green Team or participate in activities.

23 | We Champion Meaningful Solutions that Build Vibrant Communities

Above: Steve Meicke helped clean up trash along a local roadway, one of a number of activities that helped the Portland office earn “Sustainability at Work” gold certification.

GRI Indicators

G4-SO1

A Foundation in the Community Overview

In 2013 we established the HDR Foundation, to support activities that align with our values and areas of expertise to benefit our communities. We believe giving back is a privilege and are honored to be able to do so.

Our Areas of Focus

Our focus areas mirror our knowledge and expertise.

We provide grants for projects that demonstrate a direct impact on their communities, as well as projects that can be replicated or scaled. Specific areas of focus include: EDUCATION Our company, clients and communities benefit from a well-educated, skilled and informed population.

Examples of projects we may fund include: •• K-12 education projects that support architecture, engineering, design, environmental science, consulting and planning HEALTHCARE AND HEALTHY COMMUNITIES With a healthcare design practice that is consistently ranked No. 1, we value the importance of healthcare and healthy communities. Examples of projects we may fund include: •• •• •• ••

Active lifestyles Wellness education Preventative healthcare Alternative healthcare delivery methods

HEALTHY ENVIRONMENT We recognize the value of environmentally responsible practices to our clients, employee-owners and communities. Examples of projects we may fund include: •• Projects that promote use and development of active transportation modes, such as walking or biking •• Water, energy and waste reduction projects •• Innovative, small-scale renewable energy and water reuse projects •• Community-led environmental restoration efforts that improve water quality, habitat and community green spaces OTHER, EMPLOYEE DIRECTED On occasion, the HDR Foundation may provide targeted grants in other areas based on our areas of expertise.

These may take the form of annual employee-supported campaigns that target preselected, strategic initiatives.

WHERE WE GIVE The HDR Foundation provides grants to 501(c)(3) nonprofit organizations, federally recognized tribal governments, and political subdivisions such as school districts or libraries. Grants are given to the communities where our employees live and work, focusing on organizations that support global initiatives.

“Our work focuses on projects that enhance our communities, and the HDR Foundation is an extension of that work. It’s my hope that the Foundation will allow us to focus our giving in a manner that connects our expertise to the recipient organizations and in turn the communities we serve.”

George Little, Chairman and CEO HDR, Inc.

24 | We Champion Meaningful Solutions that Build Vibrant Communities

GRI Indicators

G4-EC1

G4-SO1

A Foundation in the Community (cont.)

Employee Involvement

Grants enhance our tradition of assisting charitable organizations by matching the interests and financial contributions of our employees to support organizations that share our values.

EMPLOYEE-SPONSORED GRANTS The HDR Foundation takes employee involvement in our communities to a new level. The grant application process includes employees who act as “champions” for agencies and organizations eligible for financial support. Preference is given to organizations where employees volunteer and to projects that affect work at the community level, encourage local partnerships and leverage additional sources of funding.

Large grants (generally more than $15,000) are considered annually, while smaller grants are reviewed two times a year. A Grant Giving Committee reviews grant proposals and provides funding recommendations to the HDR Foundation Board for discussion and approval. More information about the grant process is available on hdrinc.com under Foundation.

By promoting close employee involvement with a qualifying community organization, the grant process in essence helps symbolize the foundation’s mission.

“The HDR Foundation is about making a difference by engaging employees and working together to leverage our expertise for the benefit of the communities where we live and work,” said Eric Keen, President, Engineering and a member of the HDR Foundation Board. The board also includes Doug Wignall, President, Architecture; and Judy Webster, Senior Vice President and Director of Human Resources; and Rex Fisher, Director Corporate Relations.

The grant process is coordinated and led by a Grant Giving Committee that reviews grant proposals and provides funding recommendations to the board for discussion and approval. Committee recommendations are based on the merits of applications received and the participatory support of HDR employees. The Committee is also charged with evaluating progress of recipient organizations at the conclusion of the grant periods and monitoring progress toward stated program objectives.

GIVING BACK The HDR Foundation provides a direct pathway for employees to give to the community: financial contributions. In 2013, HDR matched up to $300,000 of employee contributions. This was in addition to the other corporate donations made throughout the year.

“Giving to the Foundation is certainly an excellent way to make a meaningful, long-term contribution to the community,” said Keen, noting the HDR Foundation ultimately could be a vehicle for funding endowments that could include scholarships. “It’s also something to consider for those who are nearing retirement and looking for an effective method of making a significant tax-deductible contribution.”

CREATING COMMUNITY Whether it’s championing a grant proposal or making a contribution, employee involvement in the HDR Foundation can be viewed as an extension of HDR’s work and values. “One of the most exciting aspects about the work we do at HDR is that everything we do makes a difference,” Little said. “Every day we come to work knowing that our work matters; each of us feeling a sense of accountability not only to our clients but to our communities as well. Through the HDR Foundation, we have the ability to make the world a better place.”

HDR Foundation Mission The mission of the Foundation is to support activities that align with our values and areas of expertise to benefit the communities where we live and work.

Foundation Values Our values are at the core of everything we do. They drive performance, guide business practices and direct interactions with our employees, clients and communities. Requests for HDR Foundation support should demonstrate how the proposed project reflects our values.

Philosophy of Giving Corporate responsibility means being accountable to our employees, clients, communities and the environment in our personal as well as our professional lives. We believe that giving back is not only a civic duty, but a privilege.

Our Foundation’s annual report can be found on hdrinc.com under Foundation.

25 | We Champion Meaningful Solutions that Build Vibrant Communities

GRI Indicators

G4-EC1

G4-SO1

Phoenix Awards Recognize Innovative Solutions THAT TRANSFORM BLIGHTED SITES INTO SIGNIFICANT NEW ASSETS When you work on environmental projects, winning a Phoenix award is tantamount to winning an Oscar.

The award recognizes the men and women working on revitalization projects, who use innovative solutions to transform blighted sites into significant new assets.

The Phoenix Awards have become a badge of honor among companies involved with environmental work, most notably where restoration and revitalization is involved, so it’s noteworthy that HDR stands at the pinnacle of award winners with seven Phoenix awards to date. No other firm in the nation has earned more.

Rising to the top of the environmental services arena speaks well for an organization whose core business areas are architectural and engineering services, such as bridges, hospitals, wastewater and so forth. However, what we do in our environmental program is required by law. That may sound daunting, but this work is important to us and we’ve built a robust environmental practice.

Our team has the expertise to help, from NEPA (National Environmental Policy Act) compliance to brownfield restoration, and from archaeology to UXO (unexploded ordnance), we do it all in house. Our program separates us from our competitors and the Phoenix Awards are just one testimonial of our success.

Excellence in Remediation

Our remediation capabilities are the capstone of our environmental program and our environmental remediation professionals are transforming contaminated lands into economic engines for local communities.

MEMPHIS DEPOT Recognition is not exclusive to the Phoenix Awards, In addition to receiving a Phoenix award in 2011, the project at the former Memphis Depot in Memphis, Tennessee, also received the Secretary of Defense Environmental Award in 2009, for outstanding work for an installation environmental restoration. We were responsible for program management and remediation construction and the multi-year operation was cited by the DOD for “protecting human health and the environment in a timely, cost-efficient and responsive manner.”

The 642-acre site had been closed in 1997 and although the Memphis community was committed to conversion of the former depot to reuse, progress was slow because the complex environmental restoration work had to be completed before the site could be considered safe for reuse. In 2006, we were brought on board and charged with the goal of streamlining remediation activities to expedite the project cleanup.

The most challenging remediation area was Dunn Field, a 64-acre section of the depot that had served as a general disposal site for items ranging from chemical warfare material to off-spec products. The contaminants were primarily solvents and were detected in the groundwater at very high concentrations. The upper soil—down to about 30 feet—was loess-silt and clay, and removing solvents from the fine grained material was difficult and costly. Below the loess—as deep as 80 feet—were sands, gravel and groundwater.

26 | We Champion Meaningful Solutions that Build Vibrant Communities

Phoenix Awards Recognize Innovative Solutions That Transform blighted sites Into Significant New Assets (cont.)

Also of importance is that the city of Memphis gets most of its drinking water from the deeper Memphis Sand aquifer at 300 feet below the surface. There was potential for the shallower contaminated groundwater at Dunn Field to reach this deeper aquifer.

Under the guidance of the new team, site owner DLA (Defense Logistics Agency) launched a multiphase, multi-approach clean up with remedial actions performed concurrently. This included installation of a soil vapor extraction (SVE) system and removal of contaminated waste and soil. Between 2007 and 2009, the system removed more than 16,000 pounds of contamination more rapidly and effectively than anticipated, with a savings of more than $3 million in clean-up costs.

Redevelopment of the former depot site not only helped the Memphis community absorb the impact of the closure of a long-standing area employer, but it generated economic growth and improved the quality of life through compatible site redevelopment, business recruitment and new job creation.

HUNTS POINT Another leadership example is our work at the Hunts Point peninsula in New York City’s South Bronx.

In addition to a 2013 Phoenix award, it was a 2010 American Council of Engineering Companies national finalist and 2010 American Council of Engineering Companies of New York Diamond Award winner.

This project helped transform a 12-acre blighted and contaminated waterfront area into an economic engine and environmental success. The site was home to one of the largest manufactured gas plants (MGP) in New York City, but had been abandoned for 50 years.

Our scientists and engineers addressed multiple and overlapping issues, from remediation of a contaminated site to protection of the coastline from a 100-year flood event and a design that allows commercial and open public space to co-exist in close proximity. Planning and implementation of green remediation principles minimized the environmental footprint of the cleanup and material reuse alone saved more than $6.5 million to dispose of removed bulkhead material by keeping the materials on site as new fill to build up the shoreline.

We avoided nearly $500,000 in costs by not having to import new fill material.

Nearly 600 tons of heavily contaminated waste and thousands of gallons of contaminated water was removed for off-site treatment and disposal. The contaminated waste included coal tars, historic fill with PAHs, coal ash, cinders and byproducts of MGP activities. All of the coal tar waste was incinerated prior to final disposal, and more than 12,000 cubic yards of concrete was removed from the bulkhead, crushed and reused as roadway and parking subgrade material.

More than 21,000 cubic yards of historic fill was placed and compacted beneath the building footprint. A total of more than 40,000 cubic yards of material was beneficially reused and an engineering cap was used across the entire site. The open space greenway required a protective barrier and cover in topsoil over residual historic fill to maintain the protective cap.

The successful remediation and site preparation allowed Anheuser-Busch to retain 322 jobs in the New York City area and created 10 new permanent jobs to support expanded operations. New York Mayor Michael Bloomberg characterized this remediation project as an “enormous contribution to the Hunts Point Peninsula and to the economic revitalization that is rapidly transforming the South Bronx.”

27 | We Champion Meaningful Solutions that Build Vibrant Communities

Bethlehem Commerce Center One of our earliest Phoenix Awards resulted from our role in the Bethlehem Commerce Center Project, an innovative community effort to transform the site of Bethlehem Steel, once the economic heart of Bethlehem, Pennsylvania, back into a flourishing home for businesses.

WE CHAMPION MEANINGFUL SOLUTIONS THAT

Build Vibrant Communities We are always working on projects that build vibrant communities. To learn more, visit our website hdrinc.com.

Here are a few stories from 2013: February 8, 2013 HDR-designed NIST Precision Measurement Laboratory (PML) Achieves LEED Gold March 11, 2013 Brookhaven’s National Synchrotron Light Source Building (NSLS-II) Ringed with Gold •• Learn more about NSLS-II April 25, 2013 Agricultural Sciences Building at Utah State University Earns LEED Gold Certification May 22, 2013 HDR Receives Phoenix Award for Revitalizing Hunts Point Project •• Learn more about the Waterfront Remediation and Redevelopment August 30, 2013 Historic Fourth Ward Park Featured in National Geographic Traveler Magazine •• Learn more about Historic Fourth Ward Park

September 17, 2013 HDR Project Earns Gold from SWANA Excellence Awards •• Learn more about Tacoma Solid Waste Management Recovery and Transfer Center October 15, 2013 Joint School of Nanoscience and Nanoengineering (JSNN) Earns LEED Gold Certification •• Learn more about JSNN October 24, 2013 USU Agricultural Sciences Building (AGRS) Selected as Interiors & Sources Top Ten LEED Project December 6, 2013 Architectural Record Article on Environmental Goals Features Lewis Integrated Science Building December 11, 2013 University of Oregon’s Lewis Integrative Science Building Becomes First LEED Platinum Higher Education Laboratory Building in Oregon •• Learn more about Lewis Integrated Science Building

September 5, 2013 VA San Juan Administration Building Earns LEED Gold Certification •• Learn more about San Juan Seismic Corrections Building 1, Administrative and Clinical Expansion and Renovation

28 | We Champion Meaningful Solutions that Build Vibrant Communities

HDR Project Earns Gold from SWANA Excellence Awards The Tacoma Solid Waste Management Recovery and Transfer Center was named a winner of the 2013 SWANA Gold Excellence Award in the Transfer Station category.

The new $26 million, 83,590-square-foot facility handles 165,000 tons of garbage per year and is designed for peak loads of 1,400 tons. The center increases operational efficiency, minimizes operating and maintenance costs, improves safety, reflects state-of-the-art design, provides flexibility to meet future needs, and increases capacity to meet future waste and traffic patterns. This facility consolidates the functions of multiple transfer sites into a single building, eliminating multiple handling of materials.

The facility was awarded LEED Gold certification by the USGBC. Sustainable features include natural ventilation, daylighting and lighting controls, solar panels, harvested rainwater for non-potable use and water-efficient landscaping.

SWANA’s Technical Division Excellence Awards Program recognizes outstanding solid waste programs and facilities that are using effective technologies and processes in system design and operations, advancing worker and community health and safety, and implementing successful public education and outreach programs. Programs also must demonstrate that they are fiscally and environmentally responsible through their compliance with all applicable federal, state and local regulations.

We Advance

Transformative Concepts that Fulfill a Global Vision for the Future 29 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

As the challenges placed in front of us continue to evolve, our work impacts the world in ways we couldn’t have imagined even a decade ago. Having worked in more than 65 countries, we understand the importance of context. We work with governments on many levels to drive the innovations that help fulfill their visions for economic, environmental and social development.

Global Issues, Impacts & Opportunities Corporate Responsibility on the Rise

Every day we are reminded of our world’s finite resources. Businesses are consistently being held to higher ethical standards.

Society expects it and transparency is fast becoming a necessity. Today, businesses are expected to deliver much more than financial results; they have a responsibility to society at large. Being a sustainable company is the new normal.

We serve as mindful stewards of people, the environment and economic vitality.

Our employees and clients require us to serve as a thoughtful steward of both people and the environment.

We promote and practice responsible stewardship of our communities and resources through a series of strategies that create shared value.

It is important to have a thoughtful and comprehensive plan that makes us walk the talk and fully participate in our communities around the world by focusing on primary causes related to our core businesses and market sectors. Our plan: •• Provides offices the autonomy to identify opportunities within their communities to advance these causes •• Uses activities as leadership training and employee engagement opportunities •• Marries initiatives with our existing sustainability efforts to upgrade our Global Reporting Initiative response •• Furthers our internal sustainability efforts and expands the work of office Green Teams •• Establishes processes to measure our carbon footprint

Urbanization

By 2050, the United Nations predicts that population living in urban areas will grow from 50 percent to 70 percent. This means that not just the largest cities in the world are driving global growth. McKinsey Global Institute believes that half of worldwide gross domestic product (GDP) will come from cities with populations from 150,000 to 10 million. The result is an increasingly mobile population with a marked rise in capacity needs, including transportation, water and healthcare. Risks of unchecked development could include poor water and air quality, pathogens in our food supply, and urban sprawl and congestion. We have identified multiple opportunities to assist our clients in dealing with the rise in urbanization, including: •• Planning wisely for urban growth •• Offering specialized expertise in the areas of sustainable transit, freight rail, energy and healthcare •• Planning a sustainable energy future •• Providing regional solutions to regional challenges

30 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

Increased Demand for Natural Resources

Economic and population growth throughout the world will notably increase the demand for natural resources. The result will be increased pressure on energy, food and water resources. Water availability, sourcing and security will become a global issue due to climate dynamics and weather volatility. Conservation movements will mean increasing priority and pressure for introducing sustainability into more and more projects.

To deal with the increased pressure on energy, food and water resources, we have identified the following opportunities:

Resource constraints will mean increasing priority and pressure for introducing sustainability best practices into an increasing number of projects.

•• Actively participate in wise planning for sustainable water supply, transmission, treatment, distribution and protection •• Offer scientific approaches to address climate change in engineering and architecture projects •• Integrate sustainable solutions into all projects •• Safeguard resources by minimizing our own impact

Building Activity Increases Energy and Materials Demand

Over the next 10 years, the global building stock will continue to grow. The most dramatic impact on this is the worldwide trend of urbanization. In addition, construction markets continue to add new commercial and residential floor space to the global building stock. Further economic growth, particularly in developing countries,

31 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

will bolster the demand for more building space to support a rising middle class. All regions will see considerable growth in building stock over the next decade; however, Asia Pacific will account for the majority of new additions. According to Navigant Research, global building stock will grow from 138.2 billion m2 in 2013 to 171.3 billion m2 in 2023. What this really means is that by 2023, approximately 75 percent of the built environment will be either new or renovated.

Buildings are the major source of global demand for energy and materials that produce by-product GHG. This presents an opportunity for the architecture and building community to mitigate dangerous climate change. In recognition of this, HDR endorses the Architecture 2030 Challenge and has adopted the following targets: •• All new buildings, developments and major renovations will be designed to meet a fossil fuel, GHG-emitting energy consumption performance standard of 60 percent below the regional (or country) average for that building type.

•• At a minimum, an equal amount of existing building area will be renovated annually to meet a fossil fuel, GHGemitting energy consumption performance standard of 60 percent of the regional (or country) average for that building type.

•• The fossil fuel reduction standard for all new buildings and major renovations will be increased to: 70 percent in 2015, 80 percent in 2020, 90 percent in 2025, and carbon-neutral in 2030 (using no fossil fuel GHG-emitting energy to operate).

These targets may be accomplished by implementing innovative sustainable design strategies, generating on-site renewable power and/or purchasing renewable energy.

Additionally, we have implemented high-performance standards for all of our building projects, and work with a number of global assessment systems to rate the environmental impact and performance of buildings, including: •• BREEAM (BRE Environmental Assessment Method) •• ENERGY STAR •• Estidama (Emirates Green Building Council) •• Green Building Label (Taiwan) •• Green Globes •• Green Star •• International Green Construction Code™ •• Labs21® •• Living Building Challenge •• LEED We have completed more than 50 LEEDcertified projects and have more than 110 LEED-registered projects totaling over 36 million square feet.

We are one of the founding endorsers of the Health Product Declaration Open Standard and architecture sponsors for Practice Greenhealth’s Greening the OR Initiative, a sweeping and prescriptive path to reduce the environmental footprint of operating suites in hospitals across the country, which can produce between 20 and 30 percent of a hospital’s total waste.

MAKING A STAND FOR

Product Transparency Continuing our 20-year commitment to sustainable design and building practices, we have endorsed the Health Product Declaration Open Standard (HPD), which systematizes reporting language to enable transparent disclosure of information regarding building product content and associated health information. We champion the standard’s ability to increase availability and accuracy of reported product content and associated health information by providing a common language.

And, as we work toward our goal of designing healthier and safer environments, we have reinforced our endorsement by formally asking manufacturers to document and disclose building product content.

“The information we are asking manufacturers to provide will allow our staff and clients to make more informed decisions,” said Jean Hansen, our sustainable interiors manager and HPD pilot project committee member. “This decision also reinforces our long-standing commitment to raise awareness of optimized chemical profiles, greener chemistry, as well as to support companies committed to continuous improvement in these areas.”

We are asking manufacturers to provide product information using one of the following tools: Healthy Building Network’s Pharos Project, the Health Product Declaration, the Cradle to Cradle Certified (C2C) product registry, or the Environmental Product Declaration (EPD) protocol.

“Our goal is to integrate the comprehensive health and environmental product information provided by complete HPDs and EPDs into our daily practice,” Hansen noted. “We believe that we can work together with manufacturers to build a world that will provide opportunities of beauty and wellness for everyone in the built environment.”

HDR’s letter to manufacturers requesting content disclosure is available at hdrinc.com/about-hdr/ sustainability/hdr-champions-healthy-materials

Can Furniture Influence Health?

For almost 40 years, toxic flame retardant (FR) chemicals have been added to commercial and residential furniture to meet an outdated and ineffective furniture flammability standard known as TB117. The standard has not improved fire safety and, in some cases, may actually make fires less survivable because flame retardants can emit toxic gases that can kill. These chemicals also leach out of furniture into air and dust for us to breathe in and ingest, with the potential to cause cancer and other serious health problems. Thanks to a new standard— TB117-2013—options now exist for safer and healthier products that meet new furniture flammability standards without the use of flame retardant chemicals.

Championing this new standard is the Center for Environmental Health (CEH) in Oakland, California, which received a grant from the HDR Foundation to fund its work with larger purchasers who, through their buying power, can incentivize manufacturers to remove flame retardant chemicals from their products. CEH is developing easy-touse tools that designers and clients can use to learn about product specifications and determine the availability of purchasing options. We believe that if we inform suppliers that we want FR-free products, we can pivot the market away from the use of FRs. We are also partnering with CEH to give live and webbased presentations that will help designers and endusers identify and select environmentally preferable furniture that will make environments healthier. Providing safe and healthy material choices is a priority for us, so we are happy to sponsor these seminars to expose opportunities that deliver beauty and wellness for everyone in the built environment.

32 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

Calculating Our Annual Carbon Footprint

SCOPE 3

34,475 MTCO2e

EMPLOYEE COMMUTE

SCOPE 2

23,467 MTCO2e

A carbon footprint is the measure of human activity quantified in GHG emissions, and converted to a standard unit of measure expressed in carbon dioxide equivalent (CO2e). It is becoming the industry standard to establish an initial GHG baseline, and then to calculate an annual GHG inventory as a means to measure progress toward meeting internal sustainability goals.

There are multiple benefits to developing an annual GHG inventory—it allows us to identify the greatest sources of GHG emissions within our organization, establish a basis for developing sustainability strategies, set goals and targets for future reductions, and track progress in reducing emissions and toward meeting other sustainability goals, such as energy and cost savings.

The GHG Protocol—the most widely used GHG accounting tool in the world—classifies GHGs into three categories or scopes. A GHG inventory includes a wide array of direct and indirect emissions sources that are categorized as Scope 1, 2 and 3.

•• Scope 1: Direct GHG emissions from sources that are owned or controlled by the entity.

•• Scope 2: Indirect emissions associated with consumption of purchased electricity.

•• Scope 3: All other indirect emissions not included in Scope 2. Scope 3 emissions are a consequence of the entity’s activities but are released from sources outside its organizational boundary.

SCOPE 1

9,697 MTCO2e

CO 2

NATURAL GAS

COMPANY VEHICLE FLEET

BUSINESS TRAVEL

PURCHASED ELECTRICITY

FUGITIVE EMISSIONS

MATERIALS/ PRODUCTS

We calculate our annual GHG emissions for 17 categories of emissions sources to track progress toward meeting our target of reducing emissions 20 percent by 2020 from our 2011 baseline, adjusted for growth. Our 2013 Emissions Sources include: •• Office electricity consumption

•• Purchased products and materials, including paper and electronics •• Company vehicle fleet gasoline purchases •• Fugitive emissions from refrigerants and HVAC on our headquarters campus

•• Natural gas consumption •• Business travel, including air travel, rail travel, hotel nights, rental cars, personal vehicle use for business, employee commute, leased and owned vehicles, and the headquarter parking shuttle

33 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

GRI Indicators

G4-EN3

G4-EN4

G4-EN5

For the past three years, we have been using carbon accounting software developed by our partners at Mosaic Sustainability to automate much of our data collection and overall calculation. The software, developed by Mosaic, has a user-friendly interface, automated calculations and a helpful decision-making dashboard. It performs all of the conversions and calculations necessary to turn our raw data into a GHG inventory that is compliant with international protocols. Mosaic Sustainability works with innovative organizations to understand and reduce corporate environmental impact. Using technology, data and subject-matter expertise, Mosaic develops customized products and services that deliver efficient, effective solutions for the challenges facing organizations today.

The accuracy of our GHG inventory is built into the methodology and the emissions factors used by Mosaic. We have been able to obtain high-quality data—covering everything from exact electricity and natural gas usage to paper consumption and purchased materials—which allows us to report within a very small margin of error.

For our Omaha headquarters, we used utility bills to calculate the GHG emissions associated with electricity and natural gas consumption. In our other locations, which all reside in leased office space, we estimated electricity and natural gas consumption based on square footage and calculated GHG emissions using appropriate emissions factors from the EPA eGRID and Climate Registry databases.

HDR conducted a company-wide employee commute survey for our 2013 GHG inventory. Over 4,000 HDR staff participated in the survey—nearly a 50 percent response rate—which allowed us to more accurately calculate our commute-generated GHG emissions than in previous years. The data from the non-responders was extrapolated based on percentage of each vehicle type taken to work and average distances.

SUMMARY OF HDR’S 2013 GHG INVENTORY

Scope 1 14%

Scope 3

2013 GHG Inventory Results

51%

There were notable reductions in Scope 1 and Scope 2 emissions from 2012 to 2013, and a minor increase in Scope 3 emissions. This is good news since Scope 1 emissions are in our direct control and are most often the primary focus of emissions reduction strategies.

Investments in strategic energy efficiency retrofits on the Omaha campus resulted in a decrease in Scope 2 GHG emissions from 2012 to 2013. There was also a decrease in square footage from 2012 to 2013 across all of our facilities.

There were some increases in Scope 3 emissions, such as business air travel and employee commute, primarily due to the fact there was an eight percent increase in full-time employees (FTE). However we did see reductions in car rentals and paper consumption, which may be attributed to employees using alternative transportation during business travel, and proactively consuming less paper.

35%

Largest emissions sources: •• Purchased Electricity •• Business Travel •• Employee Commute

HDR IS A MOSAIC ALLIANCE PARTNER

Below is a summary of our GHG emissions over the past three years: 2011

2012

2013

Scope 1

10,161

10,119

9,697

Scope 2

25,069

24,296

23,467

Scope 3

34,690

34,065

34,475

Total

69,920

68,480

67,639

34 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

GRI Indicator

G4-EN6

G4-EN7

G4-EN15

Scope 2

G4-EN16

G4-EN17

G4-EN18

G4-EN19

Our Greenhouse Gas Emissions Reduction Target

Our Target: Reduce GHG emissions levels 20% by 2020 from our 2011 baseline, adjusted for growth.

Our goal is to reduce GHG emissions levels 20 percent by 2020 from our 2011 baseline, adjusted for growth. This goal was developed based on assessing the goals and targets of similar firms in our industry, as well as assessing national and international emissions reduction targets. We will achieve this reduction through targeted investments in our company operations, improved sustainable business practices and educational initiatives. Since 2011, we have reduced our actual emissions by 3.3 percent. We are ahead of our reduction target. Our business-as-usual projections show we would be at 75,917 MTCO2e* in 2013 without any reductions and anticipated increase in growth, whereas our actual emissions for 2013 were 67,639 MTCO2e.

Lessons Learned and Baseline Readjustment

After three years of calculating our GHG inventory, several challenges became evident. Significant changes in square footage by individual offices from year to year have made it difficult to update the inventory in an older version of the Mosaic Sustainability software. Many offices have either increased or decreased in square footage, or have been added or

35 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

decommissioned. In addition there has not been a consistent format of receiving facility data year to year, and there has not been any type of associating ID to link different datasets (vehicle fleet, facilities, travel data, paper consumption, etc). Data entry into the carbon accounting software was becoming time consuming because of the various formats in which data was received and the lack of ID to associate datasets to one another.

To address these challenges, we worked with Mosaic Sustainability to develop a plan to better automate the data collection process, and to more easily upload raw data to the software. One of the most significant changes is that they created a new version of the software to address the issue of significant changes in data year-to-year. A comprehensive effort was undertaken to develop one spreadsheet that shows three years of facility square footage data and the associated changes: changes in square footage, year opened or closed and if it is a subleased office. In addition, given that each facility has an individual HDR Facility ID, efforts were made to link the Facility ID to other datasets, such as the vehicle fleet. All three years of data were transferred to the new version of the software, as well as the addition of the Facility ID.

Through the process of reassessing total annual square footage, there were some slight modifications to the previous year’s total GHG emissions. As a result, the 2011 baseline has been adjusted from the initial 70,069 MTCO2e to 69,920 MTCO2e, a difference of only 149 MTCO2e. We are confident that these new numbers reflect the most accurate data and conversion to GHG equivalent.

In addition, we have done some comparisons to the inventories of similar firms and are proud of the fact that we track and report more emissions sources than most. Some firms only report partial Scope 1, 2 and 3 emissions, whereas we track and report on all emissions sources from which we have reliable data.

* MTCO2e – Metric Tons Carbon Dioxide Equivalent is the unit of measure used to compare emissions from various greenhouse gases based upon their global warming potential (GWP).

GRI Indicators

G4-22

G4-EN19

Climate Change: Legislation and Initiatives Lead To Assessment Of Risks and Opportunities

Climate change has been described as one of the greatest environmental challenges facing the world today. As a result, communities, government agencies and businesses have increased efforts to quantify, reduce and monitor GHG emissions. As awareness grows of the potential impacts and challenges of climate change, efforts have also increased to link the associated benefits of GHG management and sustainability efforts. Emerging legislation, executive orders, federal mandates and voluntary initiatives further drive the demand from public and private sector entities to identify, design and implement mitigation and adaptation strategies that are effective and cost-conscious, and that bring results across the triple bottom line of environmental, economic and social benefits.

As we continue to grow on a global scale, we know it is critical to monitor emerging regulatory requirements and initiatives related to climate change. This is not only to ensure we minimize our own risks in this area, but also to provide a service to our public and private sector clients to help them prepare for regulatory compliance and/or take action to meet voluntary targets. As an example, we voluntarily calculate our annual carbon footprint and we are implementing strategies that contribute to meeting our emissions reduction target. Clients, projects, and laws are creating business opportunities for our GHG Accounting and Management Services Team. For example, GHG emissions trading schemes are either in place or proposed in countries where we live and work, including the European Union Emissions Trading Scheme, the United States Regional Greenhouse Gas Initiative, the California GHG Cap and Trade Program in the United States, the Tokyo Cap and Trade Program and proposed national emissions trading schemes in several countries. A carbon tax is in place in many countries where we work and numerous clients throughout the world have set voluntary GHG emission reduction targets.

In the United States, Executive Order 13514 (2009) requires every federal agency to develop a comprehensive GHG baseline and annual GHG inventory, set a GHG emissions reduction goal and identify strategies to meet the goal. These regulations, as well as the voluntary initiatives established by public and private entities, are creating opportunities for us to assist in tracking, reducing and reporting emissions through the development of a GHG inventory, a GHG management plan or a comprehensive sustainability plan. In addition, the topic of climate adaptation is increasingly presenting opportunities for our meteorologists in the areas of climate change quantification, impact analysis, and policy guidance for public agencies and utilities. Clients are starting to request services in evaluating the effects of climate change in coastal and riverine communities, and to apply climate change adaptation planning with smart growth and green infrastructure planning.

Our highly-skilled multidisciplinary teams are often asked to evaluate the risk of sea level rise and severe storm events using recognized modeling techniques.

Examples of our GHG accounting, climate mitigation and climate adaptation projects include: •• Resiliency Studies for Superstorm Sandy Recovery and Restoration •• Ellis Island Seawall Rehabilitation and Stabilization Program •• Rockefeller Refuge Gulf Shoreline Stabilization and Marsh Restoration •• Daily Flood Threat Bulletin and Statewide Precipitation Analysis for the Colorado Water Conservation Board •• Monterey Bay Aquarium GHG Inventory and Climate Action Plan •• Packard Foundation GHG Inventory •• Fort Hood GHG Management Plan •• Grand Prairie Army Reserve GHG Inventory and Sustainability Plan •• USDOT FY2012 and FY2013 GHG Inventory (in compliance with Executive Order 13514)

36 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

Executive Order: Preparing the United States for the Impacts of Climate Change On November 1, 2013, President Obama signed Executive Order (EO) 13653 on preparing the United States for impacts of climate change. The EO directs U.S. federal agencies to take steps that will make it easier for American communities to strengthen their resilience to extreme weather and to prepare for other impacts of climate change.

We are prepared to help clients through the process of identifying opportunities and solutions to meet the goals of the new EO. The EO includes nine sections and directs federal agencies to: •• Modernize federal programs to support climate-resilient investments •• Manage lands and waters for climate preparedness and resilience •• Provide information, data and tools for climate change preparedness and resilience •• Plan for climate change related risk To learn more about the EO, visit: www.whitehouse.gov/the-press-office/2013/11/01/ executive-order-preparing-united-states-impactsclimate-change

GRI Indicators

G4-15

G4-EC2

EXPLORING SUSTAINABLE TOURISM FOR

A Self-sufficient Economy The Federated States of Micronesia (FSM) is a young island nation located in the vast eastern Pacific Ocean.

FSM remains largely untouched by modern development and tourism—its coastline, for example, is home to pristine coral reefs. The mountainous terrain and thick vegetation on the island hold a vibrant historical past, dating back to the 12th century.

Seeking to develop a self-sufficient economy that is compatible with the cultural values, practices and beliefs of its native populations and the capacities of its local environmental systems, the FSM government teamed with KnowledgeWell, a not-for-profit organization with experience in sustainable tourism. KnowledgeWell, in turn, contacted HDR looking for assistance in the FSM state of Kosrae. Christopher Moreno, our Ethnography Program Manager, who holds graduate degrees in cultural anthropology and cultural geography, welcomed the opportunity to volunteer his knowledge and services.

By interfacing with community representatives and stakeholders of Kosrae, the team gained invaluable insights into how they culturally use, perceive and value different facets of their environment that would potentially be subjected to tourism development. Chris said, “Given this project’s dual focus on documenting a

range of cultural sites and ruins on Kosrae for a United Nations Educational, Scientific and Cultural Organization (UNESCO) application and in developing a sustainable tourism plan, the input we received was imperative to the overall intent and success of the project.”

During his stay, Chris spent time with and interviewed different island residents, including a traditional canoe maker and his family as well as other families with ties to the Meinke ruins. Chris also provided informal ethnographic training to historic preservation staff on approaches to conducting ethnographic and oral history interviews, digitizing audio and video data, and facilitating other ethnohistoric and ethnographic data collection and strategies to overcome cultural resource management challenges.

“There was a tremendous amount of appreciation and interest in furthering the scope and reach of Kosrae’s historic preservation initiatives into sustainable cultural heritage tourism development,” Chris explained.

“Through our efforts, we hope to provide the groundwork for a sustainable tourism program that is both viable over the long-term and inclusive of the concerns and needs of the native Kosraen community.”

A traditional canoe maker in Kosrae demonstrated his techniques and discussed his family’s challenges to keep the tradition going.

37 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

GRI Indicators

G4-SO1

Serving Students IN CENTRAL AMERICA

When the nonprofit organization Education for San Pablo (E4SP) contacted us for help, we responded in a big way. High school students in a small city in Central America needed laptops to help with their school work.

The nonprofit group asked if we could send three or four laptops and by the time our IT group finished, we had refurbished and donated 12 unused laptops. With our donation, E4SP was able to send 21 laptops to the school for use by the students. Once the laptops arrived, they were installed in the Internet Café in a small building near the school. The Café houses all of the laptops that are used to help students gain free access to the Internet.

According to a representative of the organization, while they were in the process of setting up the Internet Café, the high school principal stopped to ask if he could teach a class there. Of the 12,000 residents in the town, there are only 50 students that attend high school. This café will make education that much more appealing to the kids.

Each laptop received a thorough examination before it was given a clean bill of health. First, HDR staff did an initial diagnostic to determine the current state of the laptop, including verifying all computer components to make sure all were intact and functional. Next they formatted the hard drive to securely remove the operating system and any other data, reinstalled the operating system and then installed Windows Updates and hardware drivers to bring the laptops to a “refreshed level-set” condition. They tested the operating system and Internet connectivity of each laptop. Finally, they physically cleaned the exterior of each laptop, packaged

and shipped them. Thanks to their efforts there are some very appreciative kids in San Pablo. In addition to the laptops, we sent a box of tee shirts and thumb drives.

The Internet Café is now up and running.

BACKGROUND ON EDUCATION FOR SAN PABLO E4SP is a nonprofit group that provides scholarships to poverty-stricken families throughout San Pablo. The currently chairman of the E4SP Board, D.J. Gribben, took a six-month sabbatical to Guatemala and established this non-profit, tax-exempt corporation to serve the needs of impoverished Guatemalans. His daughter, Abby, is a founding member and president. In 2005, Gribben moved with his family two hours east of San Pablo. Four months after settling there, Hurricane Stan swept across Guatemala and El Salvador, wiping out cities and leaving impoverished villages in an even worse state. San Pablo was hit hard. With an immediate need for food and little transportation for rations available, the Gribbens focused their attention on delivering supplies to San Pablo from surrounding locales, and soon became involved in reconstruction efforts and other charitable work in the area. Their work continues through the organization that their daughter helps run from her home in the United States.

38 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

GRI Indicators

G4-15

G4-EC1

G4-SO1

WE ADVANCE TRANSFORMATIVE CONCEPTS THAT

Fulfill a Global Vision for the Future Our forward-thinking professionals push the envelope, developing new processes that make a difference around the world. Learn more about them on our website, hdrinc.com. Here are a few stories from 2013: February 1, 2013 HDR Makes Important Credential Commitment to ISI Envision™ Rating System

March 5, 2013 Renewable Choice and HDR Partner for Ongoing Strategic Sustainability Alliance

June 25, 2013 HDR Reaches 100 Envision™-Credentialed Professionals Milestone

April 2, 2013 HDR Acquires Salva Resources

July 24, 2013 First ISI Envision™ Sustainable Infrastructure Project Awarded to HDR-Designed Sport Fish Hatchery •• Learn more about the William Jack Hernandez Sport Fish Hatchery February 4, 2013 HDR’s Carbon Neutral Energy Solutions Laboratory Reaches the Pinnacle with LEED Platinum •• Learn more about the Carbon-Neutral Energy Solutions Laboratory

June 4, 2013 HDR Names Bekka Managing Director, Gulf Arab States November 21, 2013 HDR Helps U.S. Navy with Environmental Stewardship Outreach November 27, 2013 HDR’s Mohammed Ayoub Discusses Sustainable Design of Cleveland Clinic Abu Dhabi at Big 5 Conference in Dubai

March 1, 2013 Germany-based TMK Architekten Joins HDR Architecture, Strengthening the World’s No. 1 Healthcare and Science + Technology Design Firm

39 | We Advance Transformative Concepts that Fulfill a Global Vision for the Future

Rice Daubney, One of Australia’s Leading Architectural Practices, Joins HDR In 2013, we acquired Sydney-based Rice Daubney, one of Australia’s leading architectural practices. Rice Daubney joined the HDR family with 120 employees located in its Sydney design studio. With architecture, planning and design experience spanning more than 36 years, the firm was a design leader in the healthcare, research, defense, commercial and retail markets.

HDR|Rice Daubney is the hub for our architectural design practice in Australia and the Asia Pacific region, and a key resource for high-rise, commercial and retail projects around the world.

With the addition, approximately 25 percent of HDR’s architecture employees are located outside of the United States.

“We are excited about how our two firms complement each other, and we see tremendous potential for growth by coming together. HDR brings highly specialized services that will enhance Rice Daubney’s position in the Australian market along with a global platform on which Rice Daubney may deliver their expertise in commercial and retail. Having Rice Daubney on board allows us to bring the best ideas in diverse project types to our clients in nearly every corner of the globe.” Doug Wignall, president of HDR Architecture

We Advocate

For New Ways of Maximizing Productivity of our Natural Resources

40 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

We are known for challenging conventional thinking as we create places where people want to live, work and play.

We offer our clients the best possible economic, social and environmental value by delivering integrated solutions, both in the projects we deliver to clients and in the way we conduct our business. Balanced sustainable solutions result in sound choices that are resource-sensitive; provide private and public sector opportunities for economic growth and development; create quality and diverse places; are socially equitable; and consider the broad context of each decision. All segments of the company are tasked with making environmental sustainability our standard way of doing business, and helping create lasting change that will benefit our clients, communities and environment.

Our Commitment as a Company We understand the importance of responsible practices to our clients, employee-owners and communities.

That’s why we are committed to reducing our environmental impact and increasing employee skills to accomplish evolving environmental expectations. Our Environmental Policy, adopted in 2008, describes the priorities guiding both our internal and external practices.

Our Environmental Policy

“Sustainability helps define who we are.

We improve lives, we build communities and we safeguard our natural resources.

We take our corporate social responsibility seriously...from the way we’ve adopted our internal procedures to taking it upon ourselves to develop high-performance standards for our projects. We live sustainability every day.”

Brian Hoppy, Environmental Services Director

41 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

•• Steadily improve company operations and efficiency •• Track the environmental benefits of our projects •• Make decisions using the triple bottom line

Key Priorities

We focus on three key priorities to move toward our goal of incorporating sustainability into everything we do:

This policy supports our services and actions, as well as our commitment to leadership, quality, safety and corporate responsibility. Our actions are guided by the following principles:

1. Effectively communicate our sustainability message by focusing on the full breadth of our services, capabilities, tools and methodologies.

2. Recognize that sustainability means something different to each of our clients, and expand our services to help meet their changing needs.

•• Create technically credible and positive environmental, social and economic benefits for the communities where clients and employee-owners live, work and play

3. Support a robust training program to educate staff on new tools and techniques to incorporate sustainable aspects into all projects.

•• Reduce fossil-fuel use, water consumption and waste generation •• Use financial resources efficiently on behalf of employee-owners and clients •• Capture opportunities to support client programs to help them meet their sustainability goals

The Sustainability Leadership Team is committed to these efforts and meets regularly to maintain progress. Notably, the team often meets virtually to lessen the environmental, economic and human impacts of travel.

•• Provide technical opportunities and resources for our staff to increase sustainability-related expertise

GRI Indicators

G4-18

G4-19

G4-56

Corporate Sustainability Initiative Timeline

Formalized cross-company Sustainability Initiative

Developed first GHG inventory for the company.

Developed GHG inventory specific to corporate headquarters and signed purchase agreement for 5.2 million kW of renewable energy.

42 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

Signed onto the Architecture 2030 Challenge & American Public Transportation Association Sustainability Commitment

Created the Office of Sustainability

20 13

Released updated CS+R Report

20 12

20 11

Released updated Corporate Sustainability Report

20 10

20 09

Released First Corporate Sustainability Report

20 08

20 07

Hired Sustainable Business Manager and established Green Teams

20 06

20 05

19 95

Created the Sustainable Design Solutions group and joined USGBC

Implemented “Smart Solutions” program

Updated CS+R Report verified by GRI at Level B

GHG Baseline and GHG Emission Reduction Target Established

Submitted first-ever Envision™ verified project Endorsed Health Product Declaration Became an official EPEAT Purchasing Partner

GRI Indicators

G4-56

Our Sustainable Business Practices Implementing Strategies with Multiple Sustainability Benefits

We are committed to reducing our carbon footprint and annually tracking our GHG emissions reductions. In 2011, we made it a priority to reduce our companywide Scope 1, 2 and 3 emissions 20 percent by 2020 from our 2011 baseline, adjusted for growth. To achieve this goal, our Office of Sustainability works with local office Green Teams and continues to refine our Smart Solutions Program.

SMART SOLUTIONS Our Smart Solutions Program organizes our internal sustainability initiatives into three categories: •• Smart Product Use—focuses on initiatives regarding the selection and use of products in our offices, including materials, equipment and supplies.

•• Smart Business Travel—focuses on our efforts to reduce the environmental impact of our employee commutes and business travel. In 2013 we began advocating and tracking the purchase of carbon offsets for business travel.

•• Smart Office Environments—focuses on initiatives to create sustainable, healthy work environments for our employees. In 2013, we replaced individual space heaters in our Omaha HQ with radiant heaters. 100 individual space heaters used approximately 115,000 kWh per year, posed a fire hazard and affected HVAC balance when near thermostats. Replacing these with radiant heaters saves over 90 MTCO2e each year, and had a less than one-year payback with annual operating cost savings of over $11,000.

GREEN TEAMS Our Green Teams are made up of motivated professionals who help implement sustainable solutions, educate and promote sustainability in their local office. Green Teams work toward meeting our GHG emissions reduction target, achieve our Smart Solutions goals, maintain a network of professionals passionate about sustainability, and provide in-office networking and social opportunities. In 2013, several Green Teams helped reduce the energy use of our offices through posting reminders to turn off lights by light switches, working with their office management to install more energy efficient light bulbs or motion sensor light switches, and encouraging employees to participate in alternative commuting. Learn more under Green Teams Get it Done.

We place a strong emphasis on sustainability at all levels of the company. We believe it’s our professional responsibility to our employees, clients, the industry and the environment to challenge conventional thinking as we create places that are good for our clients, our communities and our planet. Our Sustainability Goals guide our decisions related to sustainability.

As part of our company’s strategic planning process these goals are updated to ensure that we are at the forefront of sustainable business practices. We focus on understanding our most significant impacts as a service organization, and are aggressively working to reduce our carbon footprint by improving operational efficiencies, engaging staff participation to green our offices, and developing sustainable solutions in the areas where we have the most significant impacts.

43 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

GRI Indicators

G4-EN30

ALTERNATIVE COMMUTING To encourage our employees to use alternative commuting options, we have a Flexible Benefits Plan that allows employees to set aside pre-tax dollars for parking and mass transit expenses. Overall the program has an average of 360 participants per year since its inception in 2008. Some HDR offices have designated parking for carpools and/or hybrid vehicles. Each year we send out an employee commute survey to determine employee modes of transportation and the amount of alternative commuting that is taking place. In 2013, we noted a slight increase in use of personal motor vehicles, but use of rail and bus remained steady.

RECYCLING AND WASTE REDUCTION It is standard practice in our offices to recycle paper, cardboard, aluminum, plastic and ink cartridges. The majority of our offices are in leased space, so requiring a full recycling program may not be within our control. If recycling options are limited, many of our office Green Teams manage recycling themselves. We also use events like Earth Day to raise awareness and encourage co-workers to reduce and recycle. Other initiatives have replaced disposable serving items with reusable, initiated composting programs and developed waste surveys.

ENERGY EFFICIENCY With more than 185 offices, energy efficiency is a primary concern. To minimize our impact, many offices work with property management to incorporate energy saving features like occupancy sensors and energy-efficient lighting. ENERGY STAR appliances and equipment are included in our sustainable office standards. In our headquarters facilities, where we fully occupy two buildings, upgrades have included enhanced controls optimization, tying air chillers together for efficiency, insulating ceiling cavities and installing motion and light sensors.

VIDEO CONFERENCING We provide video conferencing to reduce the impact of travel and better coordinate business activities among our staff and our clients. We’ve made significant investments on video conferencing hardware, training and third-party services. To increase usage, HDR has also created a specific support service team, with nine members, to provide a higher level of service and support for video conferencing. Currently we have 67 offices with video conferencing capabilities.

Supply Chain

We are constantly looking for ways to make our supply chain more sustainable. We work with suppliers that encourage sustainability in their supply chains. We ask them for information that contributes to our carbon footprint (car rental miles driven, or paper consumed for example), and acknowledge suppliers that help us work toward mutual sustainability goals.

We are taking advantage of sustainability-focused programs from our suppliers, for example tracking the number of ‘green’ designated office supply purchases from Office Depot, and encouraging sustainable office supply purchases by participating in the Office Depot Green Smart Cart program. We developed language for our internal travel website to provide staff with information and strategies to reduce the environmental impacts of business travel—for air travel, car rental and hotel.

Information for purchasing voluntary carbon offsets to offset the impacts of business travel is included, as well as suggestions to request hybrid vehicles when renting a car.

In addition, we have an e-Waste policy, a paper reduction policy and in 2013 became an official EPEAT Purchasing Partner. EPEAT is a comprehensive environmental rating that helps identify and promote purchase of greener computers and other electronic equipment.

44 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

GRI Indicators

G4-12

G4-13

G4-EN30

Sustainability Training

Our Sustainability goals include a commitment to help employees fully integrate sustainability into their project work. In response, we have a full-time sustainability training manager, dedicated to providing a well-rounded training program. HDR courses qualify for continuing education credits to ensure that our professionals maintain their licenses.

Our Envision™ projects and professionals are located across the country.

HDR LEED Green Associates and LEED Accredited Professionals viewed more than 1,500 hours of sustainability content by accessing the USGBC Education Catalog of subscription-only webinars.

The Envision™ sustainable infrastructure rating system was a primary focus in 2013. More than 200 staff in 16 HDR offices attended Envision™ training. As a result of this outreach, HDR added 175 Envision Sustainability Professionals (ENV SPs), including our entire Engineering Executive Management Team, and was the first company to achieve the goal of training and credentialing 100 ENV SPs, a goal we achieved six months ahead of schedule.

LEGEND ENV SPs

WEBINAR PRESENTATIONS HDR professionals meet regularly to address sustainability topics. In 2013, topics included: •• •• •• •• •• •• •• •• •• •• •• ••

Integrative Process – Charrettes Sustainable Forest Management Sustainable Site Selection Criteria Construction Activity Pollution Prevention LEED v4: Key Concepts and Strategies LEED v4: Performance: Measuring for Success LEED v4: Location & Transportation LEED v4: Sustainable Sites LEED v4: Water Efficiency LEED v4: Energy & Atmosphere LEED v4: Materials & Resources LEED v4: Indoor Environmental Quality

Credit Review Verified Project

Our goal is to leverage our knowledge to make much larger positive environmental impacts in our communities.

45 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

GRI Indicators

G4-LA10

Sustainable Solutions in the Work We Deliver Our sustainability program and formal environmental policy address not only our sustainable business practices, but also our commitment to reducing our projects’ environmental impacts and increasing employee skills. We define sustainability as the act of balancing the environmental, social and economic needs of the built and natural environments for present and future generations. We strive to offer our clients the best possible environmental, social and economic value by delivering integrated and balanced solutions, resulting in sound choices and decisions that: •• Are resource-sensitive •• Provide private- and public-sector opportunities for economic growth and development •• Create quality, diverse places where people can flourish •• Are socially equitable •• Consider the broad context of each decision Each of our markets is represented on our Sustainability Leadership Team, which meets once a month via phone and twice yearly in person to share knowledge and ensure we are successfully working toward similar goals.

Sustainability Services

We assist clients in creating cost-effective, energyefficient and adaptable long-term infrastructure investments. We capitalize on our experience with sustainable infrastructure projects to deliver investments with longer-term viability, reduced risk, lower cost, better value, fewer negative impacts on the community and the potential to save owners money over time. Our professionals are knowledgeable about the various rating systems and have certified many projects under these rating systems. For more information on rating systems visit hdrinc.com.

One of our strengths is effectively applying economic analysis to help determine the total value of project designs. We have found that economic analysis tools can apply in different ways, depending on the green design decision context. Often trade-offs are necessary—capital cost vs. operating cost—and these tools can assist in making an informed decision about where funds should be invested. We use tools such as Sustainability-Adjusted Life Cycle Cost Analysis (SLCCA) and Sustainable Return on Investment (SROI).

HIGH-PERFORMANCE STANDARDS To bring a baseline of sustainability considerations to all of our projects, in 2013 we began development of Highperformance standards (HPS) for all vertical structures in our engineering projects. HPS are made up of 21 required or discretionary strategies—covering project administration, site and resources considerations, and health and safety. An example of the Energy Use Reduction requirement is to conduct an energy savings strategy meeting at the start of every project and identify the three best opportunities for energy savings in the facility, using guidelines from LEED V4 and Envision™ as references.

46 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

GRI Indicators

G4-14

We recognize that industry trends and external drivers influence our service offerings and our internal operations, including: •• Increased interest in GHG reporting and sustainability planning by our clients •• EPA regulations under the Clean Air Act to monitor GHG emissions •• Net-zero energy, waste and water initiatives set forth by the federal government •• Executive Order 13514—the federal government’s commitment to measure, reduce and report GHG emissions, as well as other sustainability efforts •• International commitments to reduce GHG emissions •• Rating systems, such as the LEED rating system for the building sector, and Envision™ for horizontal infrastructure •• The increased importance of corporate sustainability to our clients and our staff

Visit hdrinc.com for more information about our sustainability services.

OUR SERVICES Community Scale •• Community Planning and Urban Design •• Water, Stormwater, Flood Management & Coastal •• Mobility/Transportation •• Waste & Resource Recovery •• Energy •• Air Quality

47 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

Site Scale (no building) •• Sustainable Site Planning •• Water •• Waste & Resource Recovery Building Scale •• Sustainable Design Services •• Water (Water Facilities) •• Energy Services •• Commissioning and Facility Services

Multi-Scale (applicable across full scale of project) •• Sustainability Management Plans •• Climate Change & GHG Management •• Strategic Economics •• Material Selection •• Envision™ Facilitation •• Training & Outreach

GRI Indicators

G4-14

WILLIAM JACK HERNANDEZ SPORT FISH HATCHERY—

Spawning Sustainability We’ve spawned a new level of sustainable project innovation and design leadership by earning the industry’s first-ever Envision™ Gold award.

The Institute for Sustainable Infrastructure (ISI) announced in July that the first completed project assessed using ISI’s new Envision™ sustainable infrastructure rating system is the HDR-designed William Jack Hernandez Sport Fish Hatchery in Anchorage, Alaska. The award was announced at a reception event in Washington, D.C., and a day earlier onsite at an event in Anchorage.

The 141,000-square-foot hatchery facility is the largest indoor sport fish hatchery in North America, and contains many sustainable features, including sophisticated recirculation technology that reduces by 95 percent the water and energy normally used by conventional hatcheries. The hatchery’s Gold-level Envision™ award represents significant achievements in sustainable infrastructure design. The project was assessed using the 60 Envision™ sustainability criteria in the categories of Quality of Life, Leadership, Resource Allocation, Natural World and Climate and Risk. “All HDR employees are very proud to be leaders in developing and implementing a sustainability rating system that will significantly influence our clients and projects from now on,” said Michaella Wittmann, Sustainability Director.

“We think Envision™ will be a game-changer, doing for sustainable infrastructure what the now-commonplace LEED rating has done for sustainable architecture. The rating is one way to say to the owner and project team ‘you did an excellent job of integrating a broad spectrum of sustainability objectives’.”

The purpose of Envision™ is to initiate a systemic change ...to transform the way infrastructure is designed, built, and operated.

Envision™ not only asks “Will we do the project right?” but also, “Will we do the right project?”

48 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

GRI Indicators

G4-14

William Jack Hernandez Sport Fish Hatchery—Spawning Sustainability (cont.)

LEVELS OF LEADERSHIP The sustainability aspects of the fish hatchery that garnered high-level ratings included remediating the brownfield site, saving water and energy, keeping Ship Creek clean and building public education into its design. Additional higher levels of achievement were concentrated in several Envision™ credit categories, including: •• Leadership Category—Pursued by-product synergy: Formed a partnership to transfer waste from facility operations as input to another facility, and evaluated the potential to make use of warm water (waste heat) from a neighboring industry.

•• Leadership Category—Improved infrastructure integration: Repurposed existing water and sewer infrastructure; created connections to existing bike trails and created a parallel bike trail through a parklike setting, while clarifying traffic flow and protecting the stream; restored and improved public park-like setting and viewing areas with trails, boardwalk and educational signs.

•• Quality of Life—Improve community quality of life: Improved the net quality of life of all communities affected by the project and mitigated community impacts; improved user accessibility, safety and wayfinding of the site and surrounding areas; enhanced public space including improvement of public parks, plazas, recreational facilities or wildlife refuges to enhance community livability.

•• Resource Allocation—Reduced energy use: Piloted and later implemented a full-scale, highly efficient, recirculated aquaculture system that reduced the energy needed to heat the process water, ventilation and building heating by approximately 88 percent, while significantly reducing operating costs and maintaining production goals.

•• Natural World—Preserved greenfields: Included environmental restoration of a former military brownfield and greyfield site, including the cleanup of contaminated soils.

•• Natural World—Reduced pesticide and fertilizer impacts: Designed landscaping to incorporate native plant species suitable to the Alaskan climate, requiring no pesticides, herbicides or ongoing fertilizers.

“The William Jack Hernandez Sport Fish Hatchery provides a great fit for the first-ever ISI Envision™ project award,” said William Bertera, ISI executive director. As the heart of Alaska’s sport fish stocking program, and the largest indoor sport fish hatchery in North America, it’s also the largest application of water recirculation technology for a hatchery. The sustainability of this project guided the vision and development of every aspect of the hatchery, and all facets of building and site design incorporated sustainability principles that will last far into the future.

49 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

GRI Indicators

G4-14

William Jack Hernandez Sport Fish Hatchery Highlights

107

6 Million fish raised each year

doubling the production of the two facilities it replaces

54 Million

35

tanks

mini hatcheries

5%

reduction in water use

of energy use

for water heating in major systems compared to single-pass fish culture

95%

compared to conventional fish culture

Fish used to stock

200

different locations

gallons per day are saved through water reuse during peak-use periods

hatchery of its kind in North America

8.5 Miles

Annually, the fishing industry contributes

$545 Million in income $1.4 Billion to Alaska’s economy

of pipe, conduit and duct work

Awards

55° Fahrenheit Optimal temperatures for rearing cold water species capable of surviving in Alaska’s cold waters

LARGEST over

Project Ever Awarded an Envision™ Rating

2013 – American Society of Civil Engineers/World Headquarters (ASCE), Outstanding Civil Engineering Achievement (OCEA) Award, Finalist, National

50 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

2012 – American Council of Engineering Companies (ACEC), Engineering Excellence Awards, National Recognition

2010 – Peg and Jules Tileston Award for Economic Development and Environmental Stewardship

WE ADVOCATE FOR NEW WAYS OF THINKING THAT

Safeguard Our Natural Resources We continually work with our clients to find the next great idea that will use our natural resources more efficiently, or not at all! Learn more about these ideas on our website, hdrinc.com. Here are a few stories from 2013: January 23, 2013 Mid-Bay Connector Featured in The Military Engineer •• Creating The Mid-Bay Bridge Connector

September 26, 2013 New Contracts Expand HDR’s Energy-from-Waste Presence in Canada

May 20, 2013 HDR’s Mark Roberts featured in Newsweek/Daily Beast article on solar landfills

October 15, 2013 HDR Awarded Contract for Heartland Biogas Anaerobic Digester Facility •• Learn more about the Heartland Biogas Facility

August 13, 2013 HDR’s Solar Power Project at Alcatraz Island Featured in Preservation Magazine •• Learn more about Reconnect Island to Mainland Electrical Supply/PV System installation

October 17, 2013 HDR Cracks Top 10 in ENR Solar Power Rankings

51 | We Advocate for New Ways of Maximizing Productivity of our Natural Resources

We Strive

to Create Value

52 | We Strive to Create Value

Growing from one location in Nebraska in 1917, our 8,500 employees work in more than 200 locations around the world. Our professionals represent hundreds of disciplines and work on diverse teams to provide services and solutions well beyond the scope of traditional AEC firms. Our far-ranging network enables us to meet client needs, no matter how specialized they are. Beyond designing a project, we strive to provide vision and value to each client. We understand that no two projects are the same as we work to make our world a better, smarter, safer place.

Who We Are The future is determined by those who have the courage to shape it and are committed to working together.

In 1917, Henning H. Henningson was struck by how many people near and far needed clean water and electricity. So he founded the Henningson Engineering Company in Omaha, Nebraska, adding value to the local community and inspiring positive change in neighboring states.

“Sustainability has been an integral part of my life since I was a little girl. Now that I have a little boy, I look at the world through his eyes and I think, ‘What kind of world does he want to live in?’ and it makes me work even harder at the sustainability work that I’m doing today.”

Jeannie Renne-Malone, Greenhouse Gas Management Director

53 | We Strive to Create Value

By the 1930s, our company was moving rural communities forward by lighting up their streets and helping them recover from drought. Just 20 years later, we added architectural services to our growing roster and expanded our engineering services to include resource management, community planning, transportation and more.

A civil engineer named Chuck Durham led our early era of growth, as we expanded from 15 employees to 1,700.

Chuck went on to become a philanthropic giant, instilling the value of giving back into the fabric of our culture.

Our entrepreneurial spirit continued into the 1990s, as our employee-ownership energized the company. By winning more global projects, we opened doors to share our talents with people around the world. Today, we continue to collaborate with our clients to push boundaries and uncover new possibilities.

We believe in doing the right things for the right reasons.

We trace this back to our early days as the Henningson Engineering Company, when the company motto was “Work Well Done.” As we helped design the infrastructure of the Midwestern United States, we looked out for our clients’ best interests. We demonstrate the same commitment to quality with our clients today.

Part of that commitment starts with letting people do what they do best.

Much of our entrepreneurial spirit comes from Chuck Durham, who learned to fly and made our company the first U.S. architecture-engineering firm to regularly use aircraft to visit project sites. Today, that spirit shows as we seek work in new markets, expand the services we offer clients and encourage employees to continue learning.

By treating each other with respect, listening to others’ ideas and holding ourselves accountable, we build strong relationships with each other and with our clients.

GRI Indicators

G4-5

Code of Ethics HDR actively supports the ethical principles that guide our values, striving to be a good citizen in each community where we operate an office or have project responsibility. All employees must follow the company’s strict Code of Ethics governing: •• Conflicts of interest •• Solicitation of fellow employees •• Equal Employment Opportunity •• Affirmative Action/Drug Free Workplace •• Outside employment and activities •• Confidentiality of company affairs •• Fraternization and employment of relatives •• Political contributions •• Payments to government officials and employees •• Bribes, payoffs and kickbacks •• Antitrust laws •• Accounting practices and records •• Required disclosures •• Employee responsibility

Integrity in Action

Stable Leadership

An ethical workplace begins with the employees. We believe that our employees are our most valuable assets. Each person deserves to work in a positive, productive environment, and we will do our best to provide that. Reaching that goal requires everyone’s commitment to our values and ethical standards. That means making integrity a priority in everything we do.

This includes training in our Corporate Code of Ethics, as well as the Foreign Corrupt Practice.

HDR’s officers and board of directors are committed to quality, professionalism and integrity. Most of our executive officers have been with us for more than a decade, providing stable leadership to guide the company’s long-term strategy and daily operations.

We provide a hotline—maintained by an external, independent firm—that allows our employees to report suspected instances of improper conduct or violation of our Code of Ethics. Employees may use the hotline when they are uncertain of the appropriate person to talk to or if they want their report to be anonymous. Information on the hotline is readily available on our intranet or from any Human Resources representative.

Our Board of Directors is made up of eight members, seven males and one female.

Four of the members are current HDR employees, who also serve as our internal board. The other four are external members.

If a board member needs to be added or replaced, the decision is vetted with our executive leadership and then brought to a vote by our employee-owners (shareholders). The following criteria is considered when proposing a new candidate as a board member: conceptual thinker, group skills, willing to decide and be responsible, willing to voice opinion, connected to ends, connected to ownership, comfortable with delegating choice, personal commitment and change and risk tolerance. While HDR always strives to be diverse, the best candidate is put forward and selected, regardless of gender or other indicators of diversity.

We believe in cultivating leaders within the company and offer many internal leadership courses, including: •• Career Skills •• Change Management •• Conflict Resolution •• HDR Leadership Institute •• Leadership Module •• Leading Teams •• Seven Habits Many of our best leaders are graduates of our Career Skills program, started in 1999. By investing in our own promising professionals, we are investing in our collective future.

In 2013, we added a new program called BOOST, created to strengthen leadership abilities, tools and competencies. The 12 individuals in the inaugural class were provided over 1,000 hours of training and contributed to a capstone project that will benefit our business going forward.

•• Remedial action

54 | We Strive to Create Value

GRI Indicator

G4-13

G4-34

G4-56

Diverse, Global Workforce

8,419 Employees

A

Employees by

57Languages

Age Group

16-24

25-34

spoken by HDR employees

Afrikaans, Albanian, Arabic, Armenian, Bahasa (Indonesian), Bengali, Bulgarian, Chinese (Cantonese), Chinese (Mandarin), Chinese (Other), Chinese (Shanghai), Czech, Danish, Dutch, Farsi (Persian), Filipino, Finnish, Flemish, French, German, Greek, Gujrati (India), Hebrew, Hindi, Hungarian, Indian (Kannada), Italian, Japanese, Khmer, Korean, Laotian, Latvian, Malay, Nepali, Norwegian, Polish, Portuguese, Romanian, Russian, Serbo-Croatian, Sinhalese, Slavic, Spanish, Swahili, Swedish, Tagalog (Philippines), Taiwanese, Tamil (Ceylon), Tamil (India), Telugu, Thai, Turkish, Twi (Ghana), Ukrainian, Urdu (Pakistan), Vietnamese, Yoruba

68% Male 32% Female

45-54 55-64 65+ 5%

0

10%

15%

20%

25%

30%

Women Officers

Senior Vice President Vice President Associate Vice President

of our professional staff.

approximately

offices added outside the U.S. in 2013

55 | We Strive to Create Value

30%

Younger professionals comprise nearly

offices in

Countries

25-44

25%

Hours

of architecture employees located outside the U.S.

of Diversity and Equal Opportunity training (that’s almost 825 days!)

GRI Indicator

G4-6

G4-9

G4-10

G4-LA12

HDR ORGANIZATIONAL CHART BOARD OF DIRECTORS

INTERNATIONAL COMPANIES Henningson, Durham, Richardson International, Inc.

HDR, INC. CHIEF EXECUTIVE OFFICER

CORPORATE Finance and Accounting

HDR International, Inc. HDR Canada Holding Corporation HDR Corporation

Legal Human Resources

HDR Mexicana, SC Mexico

IT

HDR Pty Ltd. Australia HDR Architecture, Inc. HDR Architecture Assoc. Inc. HDR Middle East, LLC HDR China Company Limited China HDR Gmbh Germany

Corporate Relations

CONSTRUCTION CONTROL CORPORATION

ENVIRONMENT, OPERATIONS & CONSTRUCTION

ENGINEERING

ARCHITECTURE

CONSTRUCTORS

HDR’S BOARD OF DIRECTORS George A. Little, P.E., ENV SP Chairman and Chief Executive Officer, HDR, Inc. As CEO and chairman of HDR, Inc., George is responsible for our growth and strategic direction. He previously was president of our engineering company, director of operations and served as our Minneapolis department manager. He also has extensive experience in project management and engineering design for large power and energy projects.

Terence C. Cox Chief Financial Officer, HDR, Inc. Terry has been our CFO since 1997. Before this, he was our corporate and engineering controller. He is responsible for managing our overall financial operations, internal and external financial reporting, MIS development, acquisitions, banking relationships, and income tax compliance. Terry is a certified public accountant and has been with us for 30 years.

Eric L. Keen, P.E., ENV SP Engineering President and Vice Chairman, HDR, Inc. Eric is responsible for the growth and strategic direction of our engineering company and its daily activities. He previously was an executive vice president and our transportation director. Eric has more than 25 years of experience in transportation engineering and planning.

Richard R. Bell, P.E. Former Chief Executive Officer, HDR, Inc. Richard is the former CEO and Chairman of HDR, Inc. Employed with us from 1974 to his retirement in December 2011, he served as our CEO beginning in 1996, when he led the company buyback from foreign ownership.

Doug S. Wignall, AIA, RAIC, LEED AP Architecture President, HDR, Inc. Doug is responsible for guiding strategic growth in our healthcare, science and technology, civic, justice and higher education markets.

With us for more than two decades, he has been instrumental in our expansion into new market segments worldwide and championing the evolution of our “non-traditional” architectural services to keep pace with the challenging and diverse architectural field.

56 | We Strive to Create Value

Mary E. Peters Former United States Secretary of Transportation Mary served in this role from 2006 to 2009. Before that, she was administrator of the Federal Highway Administration and director of the Arizona Department of Transportation. Mary is a respected national expert on transportation policy and public-private partnerships.

GRI Indicator

G4-6

G4-8

John K. Wilson Past President, Durham Resources, LLC John was with Durham Resources for more than 25 years, where he engaged in numerous business acquisitions, divestitures and financings related to the natural gas distribution industry, commercial and residential real estate development, community banking and various securities within the public markets. He also is on the board of MDU Resources Group, Inc., and is a certified public accountant.

Raymond V. Hession Chair, eHealth Ontario Board of Directors Raymond also serves as Chair, Innovation Advisory Board – Service Ottawa. He has extensive experience in governance in private, public, community service and health sectors for more than 35 years, including Chair, HLB Decision Economics prior to their acquisition by HDR. He was founding Chair of the Agency for Cooperative Housing; founding Chair of the Ontario Health Quality Council; Chair of the Board of The Ottawa Hospital/ The Rehabilitation Centre of Eastern Ontario and the Royal Canadian Mint.

G4-9

G4-17

G4-34

G4-LA12

Robust Employee Ownership

We have been an employee-owned company for almost two decades. Our management believes that employee ownership by an informed and dedicated staff improves the company’s financial performance, creates high employee morale and promotes organizational growth and value. Impressive continual growth rates reinforce this philosophy and demonstrate the benefits of all employees sharing in the value of the organization they have helped create.

We have been an employeeowned company for almost two decades.

57 | We Strive to Create Value

Each year the company’s stock is evaluated by an independent financial advisory firm that specializes in providing valuation services to employee-owned companies. Employee-owners have enjoyed stock price gains annually, while also enjoying competitive salaries and benefits in the AEC industry. Today, more than 88 percent of active employees own HDR stock. During the 2013 buy/sell period, more than 3,500 employees purchased stock to add to their portfolio.

Diversity and Equal Opportunity

As part of our culture, we dedicate training to policies and procedures concerning aspects of human rights that are relevant to operations.

Total hours of employees training in this area: 19,782 Percent of employees trained in this area: 83% We are actively pursuing opportunities with several key Historically Black Colleges and Universities and Minority Institutions (HBCU/MI) through our Diversity Initiative, which reaches out to HBCU/MI institutions with architecture and engineering programs. We use the following recruitment tools: •• Conferences such as the NSBE (National Society of Black Engineers) •• Advertisements in minority student association publications •• Participation in minority student job fairs •• Outreach to leadership of minority student organizations

HDR strives to encourage a workplace environment that accurately reflects the rich culture and individual differences of our local communities where we live and work. We are committed to a company culture in which employees of differing generations, genders, colors, races, sexual orientations, disabilities and ethnicities work well together to deliver one-of-a-kind services to our clients.

GRI Indicator

G4-7

•• Scholarships to minority students •• Targeted social media

G4-HR2

G4-LA9

Project Locations HDR has earned a strong reputation with clients on six continents. Our familiarity with cultural, aesthetic and technical differences gives our international clients confidence in our ability to carry out their most important projects. We have worked on projects in the following countries: Afghanistan Argentina Aruba Australia Bahamas Bahrain Belgium Belize Brazil British Indian Ocean Territory Canada Chile China Columbia Costa Rica Cyprus Dijibouti Dominican Republic

58 | We Strive to Create Value

El Salvador Egypt Finland France Georgia Germany Ghana Guam Guatemala Honduras India Indonesia Ireland Italy Japan Jordan Kazakhstan Kuwait

Saudi Arabia Singapore South Africa South Korea Spain Switzerland Taiwan Tanzania Trinidad and Tobago Ukraine United Arab Emirates United Kingdom United States U.S. Virgin Islands Vietnam

Libya Malaysia Mexico Mongolia Mozambique Netherlands Nicaragua Norway Oman Panama Peru Philippines Poland Portugal Puerto Rico Qatar Russia Saipan

View HDR Locations Worldwide

GRI Indicator

G4-8

G4-9

How We Work HDR Values

Live the network.

We think global and act local, and as a result we learn from each other. We bring together the right people for each individual client and engagement, ensuring the right skills, expertise, experience and the highest level of teamwork. Every time.

Listen first.

To find the best answer, we need to understand the root and complexity of the problem. We start by listening.

Hold ourselves accountable.

We are empowered to find the best solutions for our clients and for our own company. We do the right things for the right reasons. And we take personal responsibility to see things through.

Push boundaries.

We strive to do things better and stretch further. From our internal processes to the work we deliver, and from the projects we do, to the careers we enable.

Design smart.

We have the skills and ability to tailor our approach to each situation, whether it’s tried and tested, or something more cutting edge. We deliver our best work by designing smart.

59 | We Strive to Create Value

Growth and Stability

HDR’s continued growth has enabled us to strengthen our core businesses, diversify our portfolio through strategic acquisitions, win larger projects and expand our client base. Managing this growth is a priority for both the board of directors and HDR’s management team. Our philosophy is to invest carefully in regions and services that will fuel our continued growth.

Internal Communication

Numerous channels exist for employees and shareholders to provide recommendations and feedback to our leadership and board of directors. Our CEO, George Little, presents two CEO updates to all staff throughout the year. During these presentations/discussions, questions are encouraged and answered, as well as posted internally for all to review the information.

We also have an annual shareholders’ meeting that is open to all shareholders with an open forum at the end of the meeting for question and answer.

Eric Keen and Doug Wignall—presidents of HDR Engineering and HDR Architecture— and various business group leaders, have internal blog sites that are open to all employees and shareholders to comment and ask questions. Another blog site that we utilize is our five-year strategic planning blog. This is an open forum with topics we are reviewing and researching to inform

our employee-owners and is a place where employees can ask questions and receive responses.

Other means by which our leaders receive feedback and recommendations include: •• Monthly management team meetings for our operating companies •• Business group leadership meetings on monthly/quarterly basis •• Two leadership meetings per year with leadership from both operating companies in attendance •• Business group meetings, biannually •• Local leadership meets on a regular basis •• Young Professionals Group •• Professional Associates and Officers throughout our organization •• Career Skills All of these areas/groups then provide feedback to our internal board members who bring pertinent matters to our board of director meetings that are held on a quarterly basis (or more often if an important topic needs to be addressed).

Stakeholder Engagement

Our success depends on the successful engagement of stakeholders. We engage identified stakeholders in different ways depending on their needs and the geographical areas where we work. It is essential for us to listen and learn from

GRI Indicator

G4-24

G4-25

stakeholders who live with the results of our work on a daily basis, including our employees. Our employees’ opinions are vitally important and we engage them in many different ways; through internal meetings, organizations, career programs, face to face, through social media and in one-on-one meetings. Every decision we make involves people, systems and services and this all feeds into the way we work with and serve our clients. Because stakeholder engagement is so important to us, we will continue to evolve and change the way we engage our stakeholders to make sure we have high acceptance of what we do within our organization as well as within our clients’ markets. We want to connect what we do with community stewardship each and every day. This makes a difference in our work, and makes us more conscientious environmental stewards. We will continue to involve and engage stakeholders as necessary to support our goals. Groups engaged on a regular basis and the frequency of engagement include: •• Clients—engaged in regular client meetings. When we are not engaged with our clients on projects, we average monthly meetings with them. When working on projects, the frequency of our visits may be daily. We also engage our clients through our client report card program, administered on a quarterly basis.

G4-26

G4-27

G4-56

•• Educational leaders and organizations—engaged at regular intervals. Minimum contact would occur on an annual basis; however, numerous opportunities are presented when we participate as guest speakers.

The speaking engagements do not happen on a regularly scheduled basis, but with our locations across the country and abroad, quarterly activity is expected and/or exceeded.

•• Competitors—we work with and team with competitors on many projects we pursue. Because of this and our interaction with them in professional organizations, these interactions happen quarterly and often occur monthly and/or even weekly depending on the topics and events.

•• Teaming partners—same frequency as with competitors.

•• Civic organizations—quarterly, bi-annually and annually, depending on activities and events.

•• Professional organizations—monthly basis.

•• Young professionals—monthly basis.

•• Retirees—quarterly basis.

There are numerous ways to engage stakeholders. Our preferred method is to engage individuals as a regular part of doing business, through public meetings, surveys, facilitated sessions, written communications, social networking and other means. Some of our greatest accomplishments have been built on relationships we have developed with individuals around the world. We value their input and use the information they provide as we frame our business activities. Our employees actively engage in their communities by participating in focus groups, community panels, nonprofit boards, professional organization leadership positions and panels. We have regular feedback mechanisms within our company for our employees, including our annual meeting, management

60 | We Strive to Create Value

meetings on a monthly basis and leadership meetings on a quarterly basis, retreats biannually, company-sponsored trainings as needed, blogs, surveys and more.

HDR is a fairly transparent organization, and how key topics and areas of concern are addressed is dependent on where the concern surfaces. If it is with our external stakeholders, we work with our clients and organizations to put plans and tactics in place to address and alleviate concerns. Internally, the topics and concerns are addressed through our regular leadership meetings that include “town-hall” atmospheres. Employees may raise topics/ concerns to be addressed during the event. To continue the conversation, FAQs and follow-up information are posted on our internal website for future reference. All of our reporting is available to employees on a regular basis.

Hiring Locally

HDR believes in hiring all employees, including senior management, from our local communities. Our philosophy is that we are a global firm with a local presence. It is important to us to have employees located where our clients are. To that end, we want senior management to participate and operate in our local communities. We will always look for the strongest candidate for all of our posted positions, but we look for opportunities to hire individuals locally whenever possible.

Compliance

In today’s legal environment, fines and non-monetary sanctions for non-compliance with laws and regulations can arise. If HDR encounters any discussions around this subject, we seek to be proactive and cooperate with our client in reaching a resolution that is fair and reasonable to all. We also value the confidences of our clients as well as our contractual commitments to confidentiality, and do not discuss with third parties the circumstances involving other projects. HDR handles all issues swiftly and has not incurred any sanctions for non-compliance.

GRI Indicator

G4-EC6

G4-EN29

G4-PR7

Conflicts of Interest

Processes and plans to deal with conflicts of interest are essential to us as a company. We need to be aware of and address all client and contract requirements and acknowledge that some contracts will have specific demands above and beyond the requirements we typically encounter. Conflict of interest processes and plans apply to all HDR operating companies. When a conflict of interest plan is necessary, we address the following areas: •• Steps needed to avoid a conflict of interest •• Steps needed if we uncover that a conflict of interest exists •• Clear delineation of responsibilities and verifications We break these steps into three models that cover the majority of situations we encounter.

1. Critical 2. Complex 3. Routine Our project approach is summarized as follows: •• Watch for conflicts, whether specifically noted in contract or not •• Be fully aware of contract language about conflicts and requirements •• Promote education and awareness through communication °° Business group directors °° Two main contacts throughout the company beyond business group directors »» Bill Wadsworth »» Michael Brainard °° Models/examples of scenarios available

61 | We Strive to Create Value

•• The project manager is responsible for adherence to Conflict of Interest/Avoidance Plan In addition to the above steps, each employee is asked to review, acknowledge and sign our corporate code of ethics on an annual basis. We expect all employees to maintain the highest standard of integrity and professional business ethics in the conduct of company affairs.

Compliance with all laws and regulations applicable to the company is an essential element of this policy, as is the strict avoidance of conflicts of interest (or the appearance of such conflicts) and any other activity or transaction that would be unethical, unlawful or otherwise harmful to the company’s interests. Such prohibited activities include, but are not limited to, improper political contributions, payments to government or corporate officials and employees, other improper payments and improper accounting practices.

Employees should avoid any personal interest or activity that may create or appear to create a conflict with their company responsibilities and assignments.

Risk Assessment and Management

Our overall quality management system helps us identify critical projects. If a project is identified as critical, a risk assessment must be conducted. The process for determining these factors follows: •• The area manager, with input from an area business group (BG) representative and project manager (PM), must conduct a risk assessment focused on evaluating following elements: °° High level of risk in achieving desired project results with respect to quality, profitability and client satisfaction °° Significant schedule limitations °° High level of technical complexity identified °° Projects that are part of a key pursuit

GRI Indicator

G4-14

°° Critical to future business growth °° Very large projects determined by BG thresholds °° Risk assessment and critical project process followed °° When designated as a critical project, a risk management plan (RMP) will be developed •• Roles and responsibilities are assigned: °° PM is responsible for RMP development; Regional BG director (or designee) is responsible for working with the PM for development and acceptance of RMP °° RMPs are continually monitored and managed °° Ideal opportunities are identified during the project approach and resource review (PARR) and management review process

Assessing Sustainability Performance

Sustainability performance is measured on a regular basis.

With all the varied projects and clients that we serve, our philosophy of “sustainability is a way of doing business” impacts what we do on a daily basis. The corporate challenges we have entered, as well as the measurements we have developed for our own business, are monitored as needed. We also report and update our sustainability statements biannually.

Professional Marketing Standards

As a global professional services firm, HDR undertakes significant business-to-business marketing activities.

Beyond the scope of specific and targeted marketing activities designed to help our firm win work, we also engage in a wide variety of other marketing activities, including advertising and public relations in both traditional and social media. HDR adheres to the code of ethics espoused by the Society of Marketing Professional Services (SMPS), which requires marketing professionals

62 | We Strive to Create Value

to strive to maintain and advance their knowledge of professional services marketing, respect the body of marketing knowledge, and contribute to its growth, while also continually seeking to raise the standards of excellence in professional services marketing.

Public Policy

HDR’s Civic Affairs Program has increased its presence in the public policy world as our company has grown in size and breadth of services. The program’s mission is to create avenues of access to key federal, state and local elected officials and policy makers. We operate in a diverse set of markets on a local, state and federal level, making interactions with key policy makers increasingly important.

The Civic Affairs Program features a variety of activities, including: •• Working with local, state, and federal elected officials on key issues affecting HDR’s business •• Working with local HDR offices on the development of community-based civic affairs programs and activities •• Coordinating participation in national organizations, including many attended by government officials and our clients •• Serving on the board of Employee S Corps of America (ESCA) to advocate for the employee Ownership model •• Leading the HDR Political Action Committee (PAC), which coordinates HDR’s support of elected officials •• Hosting a bi-annual HDR National Policy Forum, bringing HDR employees together with members of Congress in Washington, D.C.

GRI Indicator

G4-14

G4-PR7

WE STRIVE TO

Create Value Our far-ranging network enables us to meet client needs, no matter how specialized they are. We understand that no two projects are the same. Learn more about them on our website, hdrinc.com. Here are a few stories from 2013: March 4, 2013 HDR to Receive 2012 EBJ Business Achievement Award March 19, 2013 Mahan Honored with Virginia Section AWWA Fuller Award April 24, 2013 Eight HDR Projects Win National Awards for Engineering Excellence May 22, 2013 WTS International Names HDR Employer of the Year July 23, 2013 HDR Acquires Sharon Greene + Associates August 1, 2013 Two HDR Projects Receive DBIA Transportation Awards

August 14, 2013 HDR Retains Top Spots in AE, Healthcare, S+T in Giants 300 Report September 6, 2013 HDR Sustainability + Corporate Responsibility Report Meets GRI Application Level B Requirements October 9, 2013 Two Winners for HDR Architecture at AIA New Jersey Awards December 13, 2013 HDR Project Wins Downtown NJ Gold Award •• Learn more about Cooper Medical School July 9, 2013 Governor’s Iowa Environmental Excellence Award Presented at Ceremony to HDR-Led Project

WTS International Names HDR Employer of the Year WTS International named HDR Employer of the Year in 2013. WTS is an association for the professional advancement of women in transportation. The employer of the year recognition is awarded to an organization that enhances the transportation industry through its commitment to excellence and quality in services or products, has an outstanding record of affirmative action in hiring and promoting at all employment levels, supports continuing education of employees and encourages women to enter the transportation field by providing internship opportunities.

WTS International recognized our commitment to professional development, internships and professional growth through mentorship and training to ensure that current and future female employees have the support and role models they need for a successful career.

WTS shared that our record for hiring and promoting women at all levels of the organization are noteworthy.

Thirty-two percent of our employees are women and 18 percent are minorities.

We are active in many local WTS International chapters throughout North America, with five HDR employees currently serving as chapter presidents. The Portland, Oregon, chapter selected our Portland office as its local employer of the year and nominated us for the international recognition.

63 | We Strive to Create Value

About

This Report

Our Corporate Responsibility + Sustainability Report details our commitment to environmental, social and economic impacts by examining activities of all HDR offices and selecting highlights from recent projects. We produce a detailed, straightforward and comprehensive report covering sustainability issues occurring throughout the company on a bi-annual basis. This report details activities from January to December 2013 and updates the report published in 2012. We have included details of our direct operations and companies acquired during the calendar year of 2013. We exclude joint ventures where HDR was not the lead partner.

64 | About This Report

GRI Indicator

G4-28

G4-29

G4-30

About this Report: GRI Content We applied the Global Reporting Initiative’s (GRI) completeness principle to encompass the dimensions of scope, boundary and time of our report. For example, in developing our GHG inventory, we selected the highest quality data available in the context of our business objectives and the GHG Protocol’s principles of relevance, completeness, consistency, transparency, and accuracy. Throughout our report, we take care to present information that is reasonable and appropriate.

G4 Core

The Report is organized and presented in accordance with the G4 framework established by the GRI. The G4 framework includes two options for reporting in accordance: “Core” and “Comprehensive.” This Report fulfills the disclosure requirements for the “Core” option. HDR has voluntarily followed GRI reporting guidelines since 2008.

Feedback and Comments We welcome your feedback and suggestions about this report. Please send comments to Michaella Wittmann, Director, Sustainability at michaella.wittmann@hdrinc.com.

65 | About This Report

“Materiality Disclosures Service”

The G4 framework allows reporters to receive a “Materiality Disclosures Service” Check from GRI, which verifies fulfillment of the General Standard Disclosures G4-17 to G4-27. We have fulfilled the disclosure requirements to receive the “Materiality Disclosures Service” Check for this Report.

GRI Content Index

We provide a complete GRI G4 content index beginning on page 67.

GRI Indicators

Disclosures on GRI indicators are noted throughout the report. They are found at the bottom of each page noted by the associated G4 indicator.

GRI

More information about the Global Reporting Initiative can be found at www.globalreporting.org.

We continue to challenge conventional thinking as we create places that are good for our clients, our communities and our planet. We believe it’s our professional responsibility to our employees, clients, the industry and the environment.

GRI Indicators

G4-31

G4-32

G4-33

Global

Reporting Initiative GRI Index

66 | Global Reporting Initiative GRI Index

The Global Reporting Initiative (GRI) is a non-profit organization that promotes economic, environmental and social sustainability. GRI provides all companies and organizations with a comprehensive sustainability reporting framework that is widely used around the world.

GRI Index PERFORMANCE I N D I C AT O R

EXTERNAL DESCRIPTION

PAG E (S )

ASSURANCE

STRATEGY AND ANALYSIS G4-1

Statement from the most senior decision-maker of the organization about the relevance of sustainability to the organization and its strategy.

2, 3

No

ORGANIZATIONAL PROFILE G4-3

Name of the Organization.

1

No

G4-4

Primary brands, products, and services.

10

No

G4-5

Location of the organization’s headquarters.

53

No

G4-6 Number of countries where the organization operates, and names of countries where either the organization has significant operations or that are specifically relevant to the sustainability topics covered in the report.

55, 56

No

G4-7

Nature of ownership and legal form.

57

G4-8

Markets served.

10, 56, 58

No

G4-9

Scale of the organization.

10, 55, 56, 58, 79

No

G4-10

Number and demographic information of employees.

55, 79

No

G4-12

Describe the organization’s supply chain.

44

No

G4-13

Significant changes during the reporting period regarding the organization’s size, structure, ownership, or its supply chain.

44, 54

No

G4-14

Explanation of whether and how the precautionary approach or principle is addressed by the organization. 32, 33, 35, 36, 41, 43-44 46, 47, 48-49

No

G4-15

Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses. 15, 19-22, 32, 36, 38, 76-78

No

G4-16 Memberships in associations (such as industry associations) and/or national/international advocacy organizations in which the organization:

No

76

No

56

No

G4-18 Process for defining the report content and the Aspect Boundaries.

Explain how the organization has implemented the Reporting Principles for Defining Report Content.

7-8, 41

No

G4-19

7-8, 41

No

• Has positions in governance bodies • Participates in projects or committees • Provides substantive funding beyond routine membership dues • Views membership as strategic.

IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES G4-17

Entities included in the organization’s consolidated financial statements or equivalent documents.

Material Aspects identified in the process for defining report content.

67 | Global Reporting Initiative GRI Index

GRI Index PERFORMANCE I N D I C AT O R

EXTERNAL DESCRIPTION

PAG E (S )

ASSURANCE

G4-20 For each material Aspect, report the Aspect Boundary within the organization, as follows:

8

No

G4-21 For each material Aspect, report the Aspect Boundary outside the organization, as follows:

8

No

G4-22

Effect of any restatements of information provided in previous reports, and the reasons for such restatements.

8, 35

No

G4-23

Significant changes from previous reporting periods in the Scope and Aspect Boundaries.

8

No

• Report whether the Aspect is material within the organization • Report any specific limitation regarding the Aspect Boundary within the organization • Report whether the Aspect is material outside of the organization • If the Aspect is material outside of the organization, identify the entities, groups of entities or elements for which the Aspect is material. In addition, describe the geographical location where the Aspect is material for the entities identified • Report any specific limitation regarding the Aspect Boundary outside the organization

STAKEHOLDER ENGAGEMENT G4-24

List of stakeholder groups engaged by the organization.

59

No

G4-25

Basis for identification and selection of stakeholders with whom to engage.

59

No

G4-26

Organization’s approach to stakeholder engagement.

7, 59

No

G4-27

Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns.

59

No

REPORT PROFILE G4-28

Reporting period.

64

No

G4-29

Date of most recent previous report.

64

No

G4-30

Reporting cycle.

64

No

G4-31

Contact point for questions regarding the report or its contents.

65

No

G4-32

‘In accordance’ option the organization has chosen. GRI Content Index for the chosen option. Reference to the External Assurance Report.

65

No

G4-33

Policy and current practice with regard to seeking external assurance for the report.

65

No

54, 56

No

41, 42, 54, 59

No

GOVERNANCE G4-34

Governance structure of the organization.

ETHICS AND INTEGRITY G4-56

Organization’s values, principles, standards and norms of behavior such as codes of conduct and codes of ethics.

68 | Global Reporting Initiative GRI Index

GRI Index PERFORMANCE I N D I C AT O R

EXTERNAL DESCRIPTION

PAG E

ASSURANCE

ECONOMIC Economic Performance G4-EC1

Direct economic value generated and distributed.

19-22, 24-25, 38

No

G4-EC2

Financial implications and other risks and opportunities for the organization’s activities due to climate change.

36

No

60

No

Market Presence G4-EC6

Proportion of senior management hired from the local community at significant locations of operation.

ENVIRONMENTAL Energy G4-EN3

Energy consumption within the organization.

33-34

No

G4-EN4

Energy consumption outside of the organization.

33-34

No

G4-EN5

Energy intensity.

33-34

No

G4-EN6

Reduction of energy consumption.

34

No

G4-EN7

Reductions in energy requirements of products and services.

34

No

G4-EN15

Direct greenhouse gas (GHG) emissions (Scope 1).

33-34

No

G4-EN16

Energy indirect greenhouse gas (GHG) emissions (Scope 2).

33-34

No

G4-EN17

Other indirect greenhouse gas (GHG) emissions (Scope 3).

33-34

No

G4-EN18

Greenhouse gas (GHG) emissions intensity.

33-34

No

G4-EN19

Reduction of greenhouse gas (GHG) emissions.

33-35

No

Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.

60

No

43, 44

No

Emissions

Compliance G4-EN29

Transport G4-EN30 Significant environmental impacts of transporting products and other goods and materials for the organization’s operations, and transporting members of the workforce.

69 | Global Reporting Initiative GRI Index

GRI Index PERFORMANCE I N D I C AT O R

EXTERNAL DESCRIPTION

PAG E

ASSURANCE

SOCIAL LABOR PRACTICES AND DECENT WORK Employment G4-LA1

Employee turnover by age group, gender and region.

80

No

G4-LA2

Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation.

11, 12

No

13

No

Occupational Health & Safety G4-LA5 Percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs,

Training & Education G4-LA9

Average hours of training per year.

13, 57

No

G4-LA10

Programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.

13, 14, 45

No

G4-LA11

Percentage of employees receiving regular performance and career development reviews.

12

No

55, 56, 79

No

57

No

18-25, 37-38

No

60, 62

No

Diversity and Equal Opportunity G4-LA12 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity.

HUMAN RIGHTS Investment G4-HR2 Total hours of employee training on human rights policies or procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.

SOCIETY Local Communities G4-SO1

Percentage of operations with implemented local community engagement, impact assessments, and development programs.

Marketing Communications G4-PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship, by type of outcomes.

70 | Global Reporting Initiative GRI Index

APPENDIX TABLE 1: 2013 Awards & Recognition TABLE 2: Community and Stakeholder Engagement Programs TABLE 3: 2013 Employees by Gender TABLE 4: 2013 Employees by Age Group TABLE 5: 2013 Employees by Minority Group TABLE 6: 2013 Employees by Region TABLE 7: 2013 Hires by Gender TABLE 8: 2013 Hires by Age Group TABLE 9: 2013 Hires by Minority Group TABLE 10: 2013 Hires by Region

71 | Appendix

APP E NDI X

2013 AWARDS & RECOGNITION TA B L E 1 : 2 0 1 3 AWA R D S & R E C O G N I T I O N

P Rtext OJ E C T

AWA R D (S )

Abbott Northwestern Hospital and Children’s Hospitals and Clinics of Minnesota, Mother Baby Center Minneapolis, MN

• Citation, Built Project Category – Modern Healthcare Magazine Design Awards • Special Mention – Healthcare Design Magazine Architectural and Interior Design Showcase • Top 100 – CoDA (Collaboration of Design + Art) Awards • Health Care Architecture Honor Roll – Minnesota Physician Magazine • Winner, Interior Design and Architecture Category – Minnesota Business Magazine Leaders in Health Care Awards • Award of Excellence, Healthcare over 50,000 SF – Commercial Real Estate Development Association (NAIOP) Minnesota • Top Project – Finance and Commerce Magazine

Abo Canyon Double Track Project Abo Canyon, NM

• Engineering Excellence Award, Engineering Excellence Awards, American Council of Engineering Companies of New Mexico

Arizona State University, Interdisciplinary Science & Technology Building (ISTB) 4 Tempe, AZ

• Best Education Project – Arizona Commercial Real Estate Magazine, RED Awards

Atlanta’s Historic Fourth Ward Park Atlanta, GA

• Project of the Year, Awards of Excellence, Urban Land Institute • Overall Excellence in Smart Growth, U.S. Environmental Protection Agency

Bellevue Medical Center Omaha, NE

• Winner – Shaw Contract Group Design Is... Awards

Bethesda Hospital West Boynton Beach, FL

• Gold Award, Healthcare Over 25,000 SF – International Interior Design Association (IIDA) Great Plains Chapter

Bridgewater Hydro Station Powerhouse Replacement Morganton, NC

• National Recognition Award, Engineering Excellence Awards, American Council of Engineering Companies • Grand Award, Engineering Excellence Awards, American Council of Engineering Companies of North Carolina

Brookhaven National Laboratory, National Synchrotron Light Source II Upton, NY

• Grand Award, Engineering Excellence Awards – American Council of Engineering Companies • Diamond Award, Studies Research and Consulting Category – Engineering Excellence Awards, American Council of Engineering Companies of New York

California Institute of Technology, Markus Meister Laboratory Renovation Pasadena, CA

• Best Tenant Improvement – Los Angeles Business Journal Commercial Real Estate Awards • Grand Prize Winner – 3form People’s Choice Awards

Cedar Rapids Headworks Local Limits Study Cedar Rapids, IA

• Engineering Achievement Award, Engineering Excellence Awards, American Council of Engineering Companies of Iowa

Chesterfield Central Park Chesterfield, MO

• Merit Award, General Design, American Society of Landscape Architects – Georgia Chapter

City of Bremerton Ultraviolet Water Treatment Plant Bremerton, WA

• Silver Award, Engineering Excellence Awards, American Council of Engineering Companies of Washington

Clinton Low Moor WIC Lift Station Clinton, IA

• Engineering Achievement Award, Engineering Excellence Awards, American Council of Engineering Companies of Iowa

Community Hospital McCook, NE

• Top Performer on Key Quality Measures – The Joint Commission

72 | Appendix

APP E NDI X

2013 AWARDS & RECOGNITION TA B L E 1 : 2 0 1 3 AWA R D S & R E C O G N I T I O N

P Rtext OJ E C T

AWA R D (S )

Cooper Medical School at Rowan University Camden, NJ

• Gold Award, Built Project – Downtown NJ Excellence Awards • Award of Merit, Guth Award for Interior Lighting – Illuminating Engineering Society (IES) Illumination Awards • Certificate of Merit, Guth Award for Interior Lighting – Illuminating Engineering Society (IES) Philament Award, Philadelphia Section

Fats, Oil, and Grease (FOG) Receiving Station Napa, CA

• Project of Year, Projects Less Than $5 million Division, Environment Category, American Public Works Association Northern California Chapter

Galveston Fire Station #4 Galveston, TX

• Honor Award – American Institute of Architects (AIA) Dallas chapter • Honor Award, Commercial Architecture Category – American Institute of Architects (AIA) Central States • Honor Award – American Institute of Architects (AIA) Nebraska chapter • Design Award – Texas Society of Architects/AIA Texas

Georgia Institute of Technology, Carbon– Neutral Energy Solutions Laboratory Atlanta, GA

• High Honors – R&D Magazine Laboratory of Year • Merit Award, Built Category – American Institute of Architects (AIA) New Jersey Chapter • Beyond Green™ Award of Merit for High Distinction in High– Performance Buildings – National Institute of Building Sciences (NIBS) and Sustainable Buildings Industry Council • Merit Award, Excellence in Architecture Category – Society of College and University Planners (SCUP)/American Institute of Architects Committee on Architecture for Education (AIA-CAE) Excellence Awards

Guthrie Bridge Removal Greenlee County, AZ

• Honor Award, Engineering Excellence Awards, American Council of Engineering Companies of Arizona

Hennepin County Medical Center, Department of Hyperbaric Medicine Minneapolis, MN

• Gold Award, Healthcare Under 25,000 SF – International Interior Design Association (IIDA) Great Plains chapter

Healing Garden: Evaluation at Women’s Hospital Lincoln, NE

• Merit Award, Category IV – American Society of Landscape Architects (ASLA), Great Plains chapter

Hopewell Regional Wastewater Treatment Facility Hopewell, VA

• National Recognition Award, Engineering Excellence Awards, American Council of Engineering Companies • Grand Award, Engineering Excellence Awards, American Council of Engineering Companies of Virginia

Hunts Point Waterfront Remediation and Redevelopment, New York City Economic Development Corporation Bronx, NY

• Region 2 Phoenix Award

Jay Street/MetroTech Station Brooklyn, NY

• Platinum Award, Engineering Excellence Awards, American Council of Engineering Companies of New York

King Faisal Medical City Abha, Saudi Arabia

• Highly Commended – Hospital Build Middle East Awards

La Canada Drive: Ina Road to Calle Concordia Tucson, AZ

• National Recognition Award, Engineering Excellence Awards, American Council of Engineering Companies • Grand Award, Engineering Excellence Awards, American Council of Engineering Companies of Arizona

73 | Appendix

APP E NDI X

2013 AWARDS & RECOGNITION TA B L E 1 : 2 0 1 3 AWA R D S & R E C O G N I T I O N

P Rtext OJ E C T

AWA R D (S )

Leadership Training Academy Abu Dhabi, UAE

• Merit Award, Unbuilt Category – American Institute of Architects (AIA) New Jersey chapter

Lower Crystal Springs Dam Improvements San Francisco, CA

• Project of Year, Projects of $5 million, but less than $25 million Division, Environment Category, American Public Works Association Northern California Chapter

Magnolia Avenue Grade Separation Riverside, CA

• Merit Award, Engineering Excellence Awards, American Council of Engineering Companies of California

Maspeth Bypass & Intersection Normalization Study Queens, NY

• Gold Award, Studies Research and Consulting Category, Engineering Excellence Awards, American Council of Engineering Companies of New York

Mitre Corporation, Electronics Laboratory Bedford, MA

• Award of Merit, Energy and Environmental Design – Illuminating Engineering Society (IES) Illumination Awards • Certificate of Merit, Energy and Environmental Design – Illuminating Engineering Society (IES) Philament Award, Philadelphia Section

NASA, Johnson Space Center Building 12 Houston, TX

• Best Project, Green Project Category – Engineering News-Record (ENR) Texas Louisiana • Merit Award – Associated Builders & Contractors, Houston Chapter

National Institute of Standards and Technology (NIST), Precision Measurement Laboratory Boulder, CO

• Winner, Institutional Category – Ceramics of Italy Tile Competition

National Oceanic and Atmospheric Administration (NOAA) Southwest Fisheries Science Center La Jolla, CA

• Orchid for Architecture – San Diego Architectural Foundation “Orchids & Onions” Awards

North Shore Connector Pittsburgh, PA

• Honor Award, Engineering Excellence Awards, American Council of Engineering Companies • Honor Award, Diamond Awards for Engineering Excellence, American Council of Engineering Companies of Pennsylvania

Nostrand and Rogers Avenues Bus Rapid Transit Brooklyn, NY

• Silver Award, Studies Research and Consulting Category, Engineering Excellence Awards, American Council of Engineering Companies of New York

Oregon Bridge Delivery Program Statewide, OR

• Dr. J. Don Brock TransOvation Award, American Road & Transportation Builders Association’s Transportation Development Foundation (ARTBA-TDF)

Ovations Lounge at Holland Performing Arts Center Omaha, NE

• Honor Award, Interiors Category – American Institute of Architects (AIA) Nebraska chapter • Merit Award, Interiors Category – American Institute of Architects (AIA) Central States

Pal * ate for elevATE Omaha, NE

• Gold Award, Healthcare Under 25,000 SF – International Interior Design Association (IIDA) Great Plains chapter

Point Bonita Lighthouse Bridge Replacement San Francisco, CA

• Honor Award, Engineering Excellence Awards, American Council of Engineering Companies • Engineering Excellence Award, Engineering Excellence Awards, American Council of Engineering Companies of Colorado

President George Bush Turnpike– Western Extension Design-Build Grand Prairie, Texas

• Merit Award, Transportation Projects, Design-Build Institute of America

74 | Appendix

APP E NDI X

2013 AWARDS & RECOGNITION TA B L E 1 : 2 0 1 3 AWA R D S & R E C O G N I T I O N

P Rtext OJ E C T

AWA R D (S )

Rio Dell Wastewater Treatment Plant Upgrade Rio Dell, CA

• Water/Wastewater Project of Year, American Society of Civil Engineers San Francisco Section • Project of Year Award, $10 Million to $50 Million Small Agency Division, Environment Category, American Public Works Association Sacramento Chapter

Riverwood Healthcare Center Aitkin, MN

• Healthcare Architecture Honor Roll – Minnesota Physician Magazine

South San Joaquin Irrigation District Water Main Relocation Stockton and Manteca, CA

• Small Water Project of the Year, American Society of Civil Engineers – Sacramento Section

St. Anthony Hospital, Focal Point Community Campus Chicago, IL

• Winner: Master Planning Urban Design for Healthcare Settings Category – American Institute of Architects Academy of Architecture for Health (AIA/AAH) National Healthcare Design Awards

Tacoma Solid Waste Management Recovery & Transfer Center Tacoma, WA

• Gold Transfer Station Excellence Award, Solid Waste Association of North America

Tonawanda Ravines Improvement Project Des Moines, IA

• Honor Award, Engineering Excellence Awards, American Council of Engineering Companies of Iowa

U.S. 65 Iowa Falls River Bridge Iowa Falls, IA

• National Recognition Award, Engineering Excellence Awards, American Council of Engineering Companies • Grand Conceptor Award, Engineering Excellence Awards, American Council of Engineering Companies of Iowa

University of Colorado Hospital, New Inpatient Tower and Critical Care Wing Expansion Aurora, CO

• Best Project, Health Care Category – ENR Mountain States

University of Massachusetts at Lowell, Emerging Technologies and Innovations Center Lowell, MA

• Award of Merit, Waterbury Award for Outdoor Lighting – Illuminating Engineering Society (IES) Illumination Awards

Utah County I-15 Corridor Expansion Design-Build Utah County, UT

• National Design-Build Award, Transportation Projects, Design-Build Institute of America • Grand Prize, America’s Transportation Awards

Utah State University Agricultural Sciences Building Logan, UT

• Selected – Interiors & Sources Top Ten LEED Projects

Wake County Detention Center Raleigh, NC

• Selected for publication, Justice Facilities Review – American Institute of Architects (AIA), Academy of Architecture for Justice

West Mesquite Interchange Design-Build Project West Mesquite, NV

• Marvin M. Black Excellence in Partnering Award, Associated General Contractors of America

Western Regional Conveyance Tunnel/Collection System Boone County, KY

• National Recognition Award, Engineering Excellence Awards, American Council of Engineering Companies

William Jack Hernandez Sport Fish Hatchery Anchorage, AK

• Envision™ Gold Award, Institute for Sustainable Infrastructure • Outstanding Civil Engineering Achievement Award Finalist, American Society of Civil Engineers

75 | Appendix

APP E NDI X

COMMUNITY AND STAKEHOLDER ENGAGEMENT PROGRAMS TA B L E 2 : C O M M U N I T Y A N D S TA K E H O L D E R E N G A G E M E N T P R O G R A M S

O Rtext G A N I Z AT I O N

MISSION

WEBSITE

American Public Transportation Association (APTA)

Strengthen and improve public transportation through advocacy, innovation and information sharing to ensure that public transportation is available and accessible for all Americans.

www.apta.com

American Society of Civil Engineers (ASCE)

Achieve a more sustainable and natural built environment by helping civil engineers fully understand, embrace and apply the principles and practices of sustainability to their work.

www.asce.org

American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE)

Advance the arts and sciences of heating, ventilating, air conditioning and refrigerating to serve humanity and promote a sustainable world.

www.ashrae.org

American Society of Mechanical Engineers (ASME)

Serve diverse global communities by advancing, disseminating and applying engineering knowledge for improving the quality of life; and communicating the excitement of engineering.

www.asme.org

American Solar Energy Society (ASES)

Increase the use of solar energy, energy efficiency and other sustainable technologies by advancing education, research and policy.

www.ases.org

American Water Resources Association (AWRA)

Establish a common meeting ground for people concerned with water resources in order to advance multidisciplinary water resources education, management and research.

www.awra.org

American Water Works Association (AWWA)

Provide knowledge, information and advocacy to improve the quality and supply of water in North America and beyond.

www.awwa.org

American Wind Energy Association (AWEA)

Promote wind energy as a clean source of electricity for consumers around the world.

www.awea.org

Architecture 2030: 2030 Challenge

Dramatically reduce the building sector’s global-warming-causing greenhouse gas emissions by changing the way buildings and developments are planned, designed and constructed.

www.architecture2030.org

Association for Contract Textiles (ACT)

To promote the value of contract textiles through establishing and promoting voluntary performance and environmental guidelines; serving as the definitive resource for contract textile information and education; monitoring and reporting legislation affecting the industry and creating lobbying efforts where necessary; supporting textile design education and vocation; and serving as a forum for design professionals to provide input regarding their use of textiles for commercial interiors.

www.contracttextiles.org

Association of Metropolitan Water Agencies (AMWA)

Unify and speak for the largest publicly owned drinking water systems on regulatory, legislative and security issues.

www.amwa.net

Business and Institutional Furniture Manufacturers Association (BIFMA)

Lead, advocate, inform and develop standards for the North American office and institutional furniture industry.

www.bifma.org

Center for Environmental Health (CEH)

Protect people from toxic chemicals by working with communities, consumers, workers, government, and the private sector to demand and support business practices that are safe for public health and the environment.

www.ceh.org

The Climate Group (TCG)

Help set the world economy on the path to a low-carbon, prosperous future through a coalition of governments and the world’s most influential businesses, all committed to tackling climate change.

www.theclimategroup.org

Columbia Earth Institute’s Global Roundtable on Climate Change

Bring together high-level, critical stakeholders from all regions of the world to explore core scientific, technological and economic issues critical to shaping sound public policies on climate change.

www.earth.columbia.edu/ articles/view/1753

Congress for New Urbanism

Promote walkable, neighborhood-based development as an alternative to urban sprawl using a proactive, multidisciplinary approach to restoring communities.

www.cnu.org

Electric Products Environmental Assessment Tool (EPEAT)

Assist purchasers in the public and private sectors to evaluate, compare and select electronic products based on their environmental attributes.

www.epeat.net

76 | Appendix

GRI Indicator

G4-15

G4-16

APP E NDI X

COMMUNITY AND STAKEHOLDER ENGAGEMENT PROGRAMS TA B L E 2 : C O M M U N I T Y A N D S TA K E H O L D E R E N G A G E M E N T P R O G R A M S

O Rtext G A N I Z AT I O N

MISSION

WEBSITE

Engineers Without Borders (EWB)

Help developing counties worldwide become more stable and prosperous by providing necessities such as clean water, power, sanitation and education.

www.ewb-usa.org

Greater Washington Board of Trade – Green Committee

Promote sustainable business practices by working with federal, state and local governments; utilize research, education and best practices to raise awareness of Greater Washington’s green assets and business practices; support regional transit-oriented development and alternative transportation; establish a regional greenhouse gas reduction target.

www.bot.org

Green Guide for Healthcare (GGHC)

Integrate enhanced environmental and health principles and practices into the planning, design, construction, operations and maintenance of healthcare facilities.

www.gghc.org

Health Product Declaration (HPD) Collaborative

Work with the collaborative includes bringing a new standardized format for reporting product content and health-related information for building products; created to increase transparency and to provide the human health context for information in decision-making and specifications of products.

hpdcollaborative.org

Healthier Hospitals Initiative (HHI)

Helps healthcare entities focus efforts toward a healthier, more sustainable future—healthier food, leaner energy, less waste, safer chemicals, smarter purchasing, engaged leadership.

healthierhospitals.org

International Association of Public Transport

Advocate for public transport and sustainable mobility worldwide, serving as a platform for cooperation, business development and innovation between nations.

www.uitp.org

International Living Future Institute (ILFI)

Lead and support the transformation toward communities that are socially just, culturally rich and ecologically restorative.

living-future.org

International Solid Waste Association (ISWA)

Promote sustainable and professional waste management worldwide through research, publications, education and training.

www.iswa.org

Institute for Sustainable Infrastructure (ISI)

Promote and support the planning, design, construction and operation of more sustainable infrastructure projects and programs.

www.sustainableinfrastructure.org

Labs21

Improve the energy efficiency and environmental performance of laboratory and high performance facilities from a “whole building” perspective.

www.labs21centruy.gov

Local Government Commission (LGC)

Provide inspiration, technical assistance and networking to local elected officials and other community leaders who are working to create healthy, walkable and resource-efficient communities.

www.lgc.org

Maryland Clean Energy Center (MCEC)

Transform the energy economy in the State of Maryland by dramatically increasing the number of clean energy related technical innovations, entrepreneurial businesses, jobs, and consumer adoption of products and services.

mdcleanenergy.org

Multi-State Working Group on Environmental Performance (MSWG)

Provide a forum for issues important to states and provinces in their roles as implementers of policy and best practices on enhanced environmental, economic and community sustainability.

www.mswg.org

Municipal Waste Management Association (MWMA)

Promote operational efficiencies, facilitate information, foster innovation and promote legislative advocacy around environmental regulations.

usmayors.org/mwma

National Association of Clean Water Agencies (NACWA)

Provide leadership in environmental policy and technical resources on water quality and ecosystem protection issues in parallel with the Clean Water Act.

www.nacwa.org

National Charrette Institute (NCI)

Advance holistic, collaborative community planning and public involvement through training, research and publications.

www.charretteinstitute.org

National Hydropower Association (NHA)

Work to secure the energy, environmental, and economic benefits of hydropower resources for all Americans.

www.hydro.org

National Water Resources Association (NWRA)

Provide a forum for public and private entities concerned with the management, conservation and use of water and land resources.

www.nwra.org

77 | Appendix

GRI Indicator

G4-15

G4-16

APP E NDI X

COMMUNITY AND STAKEHOLDER ENGAGEMENT PROGRAMS TA B L E 2 : C O M M U N I T Y A N D S TA K E H O L D E R E N G A G E M E N T P R O G R A M S

O Rtext G A N I Z AT I O N

MISSION

WEBSITE

Occupational Safety and Health Administration (OSHA)

Ensure employee safety and health in the U.S. by working with employers and employees to create better working environments

www.osha.gov

Practice Green Health

Promote healthcare industry commitment to sustainable, eco-friendly practices to improve the health of patients, staff and the environment

practicegreenhealth.com

Reconnecting America/Center for TransitOriented Development (RA/CTOD)

Integrate transportation systems and the communities they serve to generate lasting public and private returns, improve economic and environmental efficiency and create more housing and mobility choices

www.reconnectingamerica.org

Renewable Choice Energy

Promote a revolutionary shift in the energy economy and the end of dependence on carbon-based fuels by working to change the global energy paradigm towards one of sustainability and ecological regeneration

www.renewablechoice.com

Solid Waste Association of North America (SWANA)

Advance the practice of environmentally and economically sound management of municipal solid waste in North America

www.swana.org

U.S. Conference of Mayors Climate Protection Center (USCOM)

Provide mayors with guidance and assistance they need to lead their cities’ efforts to reduce greenhouse gas emissions linked to climate change

www.usmayors.org/ climateprotection/revised

U.S. Green Building Council (USGBC)

Expand green building practices through its LEED green building certification program, education and advocacy to support public policy that fosters green buildings and communities

new.usgbc.org

Urban Land Institute (ULI)

Initiate research that anticipates emerging land use trends and issues, and propose creative solutions based on that research

www.uli.org

Waste-to-Energy Research and Technology Council (WTERT)

Identify and advance the best waste-to-energy technologies to increase the global recovery of energy and materials from used solids

www.seas.columbia.edu/earth/wtert

Water Environment Research Foundation (WERF)

Manage independent scientific research that leads to cost-effective responses to water quality concerns affecting the environment and human health

www.werf.org

Water for People

Help people in developing countries develop locally sustainable drinking water resources, sanitation facilities and health and hygiene education programs

www.waterforpeople.org

Water Research Foundation

Sponsor research to enable water utilities, public health agencies and other professionals to provide safe and affordable drinking water to consumers

waterrf.org

WateReuse Association

Advance beneficial, efficient uses of high-quality, locally produced, sustainable water sources for the betterment of society and the environment

www.watereuse.org/association

WateReuse Research Foundation

Conduct and promote applied research on the reclamation, recycling, and reuse and desalination of water

www.watereuse.org/foundation

Western Energy Institute (WEI)

Educate, develop skills and leadership, and facilitate information exchange and networking among employees of 50+ member energy companies and 120 industry service providers

www.westernenergy.org

WTS International

Help women find opportunity and recognition in the transportation industry through professional activities, networking opportunities and access to industry and government leaders

www.wtsinternational.org

78 | Appendix

GRI Indicator

G4-15

G4-16

APP E NDI X

2013 EMPLOYEE DEMOGRAPHIC INFORMATION

TA B L E 3 : 2 0 1 3 E M P LOY E E S B Y G E N D E R JOB GROUP

FEMALE

Administrative

MALE

626

Officials & Mngrs Professionals

63

TA B L E 4 : 2 0 1 3 E M P LOY E E S B Y AG E G R O P TOTA L

JOB GROUP

689

180

1,115

1,295

Officials & Mngrs

1,635

3,622

5,257

Professionals

0

8

8

Service Workers Sr. Officials & Mngrs

1 6 -2 4

2 5 -3 4

35-44

45-54

55-64

39

183

162

154

122

Administrative

Service Workers Sr. Officials & Mngrs

65+ 29

0

26

284

469

407

109

117

1,611

1,578

1,018

731

202

1

1

3

2

1

0

7

60

67

0

0

10

17

38

2

Technicians

267

836

1,103

Technicians

95

286

261

221

199

41

Grand Total

2,715

5,704

8,419

Grand Total

252

2107

2298

1881

1498

383

25

2

26

3

523

16

8

Officials & Mngrs

42

6

1

51

1

1,114

12

10

240

103

14

442

4

3,972

103

42

0

0

0

0

0

5

0

2

Service Workers Sr. Officials & Mngrs

WHTE

NOT SPECIFIED

40

TWO OR MORE RACES

BLACK OR AFRICANAMERICAN

NATIVE HAWAIIAN/ PACIFIC ISLANDER

HISPANIC

Administrative

ASIAN

JOB GROUP

Professionals

AMERICAN INDIAN/ ALASKAN NATIVE

TA B L E 5 : 2 0 1 3 E M P LOY E E S B Y M I N O R I T Y G R O U P

3

0

0

0

1

62

0

0

Technicians

83

43

5

59

2

809

28

16

Grand Total

408

177

22

578

11

6,485

159

78

* 501 employees non-declared ** Data not available outside the US

TA B L E 6 : 2 0 1 3 E M P LOY E E S B Y R EG I O N REGION

MALE

TOTA L

927

1,959

2,886

U.S.– East

733

1,693

2,426

U.S.– West

864

1,653

2,517

191

399

590

2,715

5,704

8,419

U.S.–Central

Other Grand Total

79 | Appendix

FEM ALE

GRI Indicator

G4-9

G4-10

G4-LA12

APP E NDI X

2013 NEW HIRE DEMOGRAPHIC INFORMATION

TA B L E 7: 2 0 1 3 H I R E S B Y G E N D E R JOB GROUP

FEMALE

Administrative

TA B L E 8 : 2 0 1 3 H I R E S B Y AG E G R O U P

MALE

145

Officials & Mngrs Professionals Service Workers Sr. Officials & Mngrs

TOTA L

25

170

15

80

95

231

518

749

0

4

4

JOB GROUP

1 6 -2 4

Administrative

2 5 -3 4

46

Officials & Mngrs Professionals

35-44

52

32

45-54

55-64

27

12

65+ 1

0

4

31

29

28

3

67

302

166

108

84

22

1

0

2

0

1

0

Service Workers

0

2

2

0

0

0

1

1

0

Technicians

134

300

434

Technicians

Sr. Officials & Mngrs

218

107

41

25

30

13

Grand Total

525

929

1,454

Grand Total

332

465

272

190

156

39

Administrative Officials & Mngrs Professionals Service Workers Sr. Officials & Mngrs

NOT SPECIFIED

TWO OR MORE RACES

WHTE

NATIVE HAWAIIAN/ PACIFIC ISLANDER

ASIAN

AMERICAN INDIAN/ ALASKAN NATIVE

JOB GROUP

BLACK OR AFRICANAMERICAN

HISPANIC

TA B L E 9 : 2 0 1 3 H I R E S B Y M I N O R I T Y G R O U P

14

9

0

6

1

122

7

8

4

1

0

7

1

71

1

9

30

17

4

64

2

558

21

31

0

0

0

0

0

2

0

2

0

0

0

Technicians

30

15

Grand Total

78

42

4

0

0

2

0

0

23

0

316

16

32

100

4

1,071

45

82

*28 employees non-declared

TA B L E 1 0 : 2 0 1 3 H I R E S B Y R EG I O N REGION U.S.–Central

FEM ALE 165

MALE

TOTA L

309

474

U.S.– East

151

307

458

U.S.– West

173

256

429

36

57

93

525

929

1,454

Other Grand Total

80 | Appendix

GRI Indicator

G4-LA1