All information in this Sustainability Report (Report), including but not limited to case studies, is provided solely for informational purposes and shall not be construed as legal advice or as creating any legally binding statements or assertions. In addition to disclosure of historical information, certain information regarding HDR contained in this Report may constitute forward-looking statements. The forward-looking statements contained in this Report are made as of the date of this Report, and HDR does not assume any obligation to update or revise any forward-looking statements, whether as a result of new information, future events or otherwise.
The articles and quoted opinions or viewpoints expressed in this Report by individuals do not necessarily reflect those of HDR as an organization. While HDR uses industry-accepted sustainability reporting frameworks to inform its efforts to gather and authentically report quantitative and qualitative sustainability related data, in no event should readers base financial or investment decisions on the Report. In no event are HDR or its affiliates to be liable for any decisions, actions or omissions made or taken in reliance on the information in this Report.
Photography
Many of the photos in this Sustainability Report were captured by HDR’s employees and submitted in the annual Young Professionals Photo Contest. The YP 2024 Photo Contest was the ninth round of this competition, centered around the theme, “Story Time.” All HDR employees are encouraged to participate in this event, and entries are judged by a panel of HDR employees based on artistic expression, creativity, originality, and quality.
Cover Photo Credit: Seger Smith
We applied the Global Reporting Initiative’s (GRI) completeness principle to encompass the dimensions of scope, boundary and time of our report.
A Message From the CEO
Doing Things Right to Make Great Things Possible is what we recommit to every day. A key component of this is our commitment to partnering with our clients, communities and governmental authorities to make our work more sustainable and resilient.
In 2024, we demonstrated our ongoing focus on that commitment through our actions and our measurable progress. We've secured more than $5.8 billion in infrastructure funding and financing over the last five years. Many of those dollars support the sustainability and resilience of our clients and communities. We continue to collaborate with clients to find new, innovative solutions that are often key selection criteria used by funders when evaluating which projects to support. We are wellpositioned as key partners for clients with active sustainability programs and resilient infrastructure.
Through our projects, we are setting new standards for what is possible when we prioritize people, projects and our planet. For example, Omaha’s award-winning RiverFront Revitalization project revived 72 acres of urban parkland, earning Nebraska’s first-ever Envision Platinum rating. London’s 25,000-square-foot Holbein Gardens is now one of the city’s most sustainable office buildings. The Almoosa Rehabilitation Hospital in Saudi Arabia is LEED Platinum certified, one of only a few medical facilities in the world to receive that designation.
We are also moving to be a more sustainable company through our internal practices. All employees can access transparent and timely sustainability information, engage with commuter surveys and local Sustainability Stewards Programs, and apply for grants that support community sustainability initiatives through our HDR Foundation. Our employees demonstrate our commitment to stewardship and sustainability as one of our company’s key focus areas.
Focusing on sustainable and resilient solutions helps us operate in the most efficient, productive and positive ways possible. It also makes sense for our clients and the communities we serve. Designing smart, with sustainability and resiliency in mind, helps to elevate our communities, industry and professions through human-inspired technical and creative solutions. Stewardship has been core to our practice for the last 107 years and is key to our strategy as we move forward.
Doing things right to make great things possible is more than just a promise at HDR; it’s a reflection of our winning culture and values that guide how we will continue to thrive for the next 100 years and beyond.
John Henderson, P.E. Chief Executive Officer
"Doing things right to make great things possible is more than just a promise at HDR."
IRIS Institute for Resilient Infrastructure Systems
ISI Institute for Sustainable Infrastructure
ISO International Organization for Standardization
IT Information Technology
JHA Job Hazard Analysis
L&OD Learning & Organizational Development
LEED Leadership in Energy and Environmental Design
MTCO2e Metric tons of carbon dioxide equivalent
N-EWN Network of Engineering with Nature
PPE Personal protective equipment
SSP Sustainable Stewards Program
SWANA Solid Waste Association of North America
TaLON Technical and Leadership Optimization Network
TCIR Total Case Incident Rate
TRIR Total Recordable Incident Rate
USD U.S. Dollars
YP Young Professionals
YP ENG Young Professionals Employee Network Group
About HDR
About HDR
Who We Are
We believe that the way we work can add meaning and value to the world. That ideas inspire positive change. That thinking outside the box can illuminate fresh perspectives. And that small details yield important realizations. Above all, we believe that collaboration is the best way forward.
As a professional services firm, we specialize in architecture, engineering, environmental and construction services. While we are most well-known for adding beauty and structure to communities through high-performance buildings and smart infrastructure, we provide much more than that.
HDR has garnered recognition that reflects our business approach, as demonstrated by our awards and rankings page on hdrinc.com
Our Story
More than 100 years ago, our mission began by helping rural communities adapt to a changing world, designing power and water treatment systems where they were needed most. Our impact continues today as we provide solutions to complex challenges for our clients across the globe. By promoting and practicing mindful stewardship of our communities and resources, we create shared value as we work to make the world better and safer for all.
Countries of Operation
• United States
• Canada
• Australia
• Singapore
• Germany
• United Kingdom
• Saudi Arabia
• United Arab Emirates
To see our office locations, please refer to Locations on hdrinc.com.
Our Values
Live the network. We think global and act local, and as a result we learn from each other. We strive to bring together the right people for each individual client and engagement, ensuring the right skills, expertise, experience and teamwork.
Listen first. To find the best answer, we try to understand the root and complexity of the problem.
Hold ourselves accountable. We are empowered to find the best solutions for our clients and for our own company.
Push boundaries. We strive to do things better and stretch further.
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.
Our Markets and Services
Aerospace
Civic
• Government
• Justice
Commercial & Real Estate
• Mixed-Use and Retail
• Workplace
• Office
• Culture
• Arts
• Libraries
• Sports and Recreation
Defense & Intelligence
• Civilian Agencies
• Installations
• Mission Critical and Security
Education
• Higher Education
• K-12 Schools
Finance
• Banks and Trading Companies
• Insurance Companies
• Retail Banks
Health
• Acute Care
• Ambulatory Care
• Behavioral and Mental Health
• Cancer Centers
• Pediatrics
• Translational Health Services
Hospitality
• Hotel
• Restaurant
Industrial
• Agribusiness, Food and Beverage
• Manufacturing & Supply Chain Facilities
• Mining
• Oil and Gas
Power
• Power Generation
• Renewable Energy
• Transmission and Distribution
Science
• Containment
• Interdisciplinary
• Life Sciences
• Physical Sciences
• Public Health
• Vivaria
Tech/Media/Telecom & Data
• Data Centers
• Microelectronics and Nanotechnology
• Semiconductors
Transportation
• Aviation
• Freight Rail
• Highways and Roads
• Ports and Maritime
• Transit
Urban & Community Development
• Community Design
• Parks, Plazas and Streetscapes
• Transit Oriented Development
• Urban Redevelopment
Waste
• Remediation
• Solid Waste
Water
• Conveyance
• Drinking Water
• Fisheries
• Wastewater
• Water Resource Management
Specialized Services
• Advisory Services
• Architecture
• Asset Management
• Coastal Resiliency
• Commissioning & Operations
• Economics & Finance
• Engineering
• Environmental Sciences
• Field Services
• Planning & Consulting
• Project Delivery
• Program Management
• Research
• Right of Way
• Sustainability & Resiliency
Photo Credit: Edmund Skubisz
Sustainability Management
Photo Credit: Donald Dade
Sustainability Management
Sustainability Governance
We work to make our world a better, smarter, safer place. Making our projects and operations sustainable, resilient and equitable is at the core of who we are at HDR.
For over a century, HDR has shaped communities and pushed the boundaries of what’s possible. Our expertise spans more than 13,000 employees in more than 200 locations around the world — and counting. We understand that good governance is the backbone of doing good business.
Stakeholder Engagement
With the goal of integrating community stewardship into our work, we continuously adapt our engagement engaging with:
• Clients — Throughout the course of a project during meetings and through our quarterly client report
Our Sustainability Vision Statement
As an employee-owned firm, we strive toward an inclusive sustainable future and to elevate our communities, industry and professions through human-inspired technical and creative solutions.
• Educational leaders and organizations — Regularly through internal speaking engagements.
• Civic organizations — Quarterly, biannually and annually, depending on activities and events.
• All staff — Daily, through intranet updates, employee engagement survey, leadership forums, business
• Professional organizations — Monthly.
• Retirees — Quarterly.
Our success hinges on engagement with our stakeholders who live with the outcomes of our work daily. We programs and social media. We value stakeholder input, which informs our business activities. Employees and we have numerous feedback mechanisms in place, including meetings, retreats and surveys. We strive meetings and externally by working with clients and organizations.
Photo Credit: Samantha Phinney
engagement methods to better connect with our stakeholders. Examples include
card program.
business group conferences, employee network groups, Young Professionals.
Our Sustainability Structure
Board of Directors
Directs the management of the Corporate Sustainability Program.
Executive Sponsor and Board Member
Reports strategy, development and implementation of the Corporate Sustainability Program to the Board of Directors.
Corporate Sustainability Steering Committee
Oversees Corporate Sustainability Program. Ensures alignment with HDR’s strategy, culture and leadership.
Corporate Sustainability Director
Develops, implements and manages the Corporate Sustainability Program.
We engage through various channels such as internal meetings, career Employees actively participate in their communities through various avenues, strive for transparency, addressing concerns internally through leadership
Sustainability Stewards Program
Teams support local, environmental stewardship, primarily led by employee volunteers.
Corporate Sustainability Advisory Committee
Advises the Corporate Sustainability Director.
Sustainability Criteria Leaders
Evaluates and manages related sustainability efforts.
A Culture of Conservation and Community
In 2024, HDR evolved its long-standing Green Teams program into the Sustainability Stewards Program (SSP). This evolution is built on HDR’s culture of local, environmental sustainability while expanding the SSP’s geographic reach and fostering purposeful collaboration with HDR Operations.
SSP provides a unique opportunity for HDR professionals to help improve the environment of local communities by connecting like-minded employees, providing educational opportunities, advancing employee volunteer programs, and advocating for creative solutions in our professional design work.
Primarily a volunteer-driven organization, the SSP aligns closely with the strategic priorities of HDR’s Corporate Sustainability Program and supports our Smart Solutions program. Our Smart Solutions program focuses on key operational topics — including procurement, travel, office environment, and employee engagement choices — that reduce energy consumption, work to reduce and prevent waste, and support other sustainable behaviors. SSP teams collaborate with local Operations teams to champion these sustainable practices at the local office levels.
SSP Activities
Within this framework, SSP teams are encouraged to prioritize activities that will have the most meaningful impact on surrounding communities. To support those efforts, each year SSP teams are asked to at least support environmental sustainability through the following:
• Greening Our Communities. Conducting volunteer events such as cleanups, habitat restoration or plantings.
• Earth Week Activities. Collaborating with community organizations and conducting officewide events each April to engage employees and promote awareness of SSP activities.
• Employee Commute Survey. Supporting the completion of HDR’s annual commute survey, which contributes to the calculation of HDR’s greenhouse gas footprint and informs operational decisions.
• Waste Audit. Supporting periodic audits of our waste streams to establish baseline conditions and identify opportunities for avoidance, diversion and mitigation of waste.
SSP teams are integral to HDR’s mission of advancing sustainable practices across our operations and professional services. By empowering our employees to act as sustainability stewards, the SSP reinforces our commitment to create lasting positive change in the communities we serve and the world we share.
Our Sustainability History
1995 Created the Sustainable Design Solutions Group.
2005 Formalized cross-company Sustainability Leadership Team.
2006 Established Green Teams. Certified our first LEED project: Pentagon Remote Delivery Facility.
2008 Released first Corporate Sustainability Report.
2007 Developed first company-wide GHG inventory.
2009
2011 Implemented “Smart Solutions” program as result of a company strategic planning objective.
Established GHG Baseline and GHG Emission Reduction Target.
Signed on to the AIA 2030 Challenge & American Public Transportation Association (APTA) Sustainability Commitment.
2013 Verified our first Envision project: William Jack Hernandez Sport Fish Hatchery (our first and the first-ever verified project in the ISI program).
2012 Created cross-company Office of Sustainability.
2014 Began Green Team Awards
2015 Started Greening Our Communities Program.
Certified our 100th LEED project.
2019 Fitwel certified our Omaha Headquarters.
2021 Joined Coalition Signing COP26 Communique
2023
Established a Sustainability Vision Statement.
Evolved our Green Teams to Sustainability Stewards Program to support continued growth in operational sustainability. Team
Program.
2018 Signed on as a Fitwel Champion.
Certified our 1st Fitwel office in Arlington, VA.
2020 Achieved GHG Emission Reduction Target , reducing GHG emission levels 20% by 2020 from our 2011 baseline.
2022 Named first Corporate Director of Sustainability.
Certified our 8th Fitwel office in Denver.
2024
Established a UK Net Zero Commitment.
Published first Australian Reconciliation Action Plan.
Verified our 28th Envision Project.
Sustainability Management
Materiality Assessment
Our Corporate Sustainability strategy is based on prioritizing the topics believed to have the most significant impact on our business and communities.
Materiality Assessment Process
In 2023, HDR conducted a Materiality Assessment. That assessment examined environmental, social and governance topics with the potential to significantly impact our operations, society and the environment. Among other components, the assessment considered desktop research, client sustainability data requests, qualitative and quantitative assessments of data gathered through the strategic planning process, and feedback from stakeholder engagement.
The combined results illustrate the perceived importance of each topic when considering both internal and external perspectives. The results also informed the content of reporting.
The 2023 Materiality Assessment reveals significant shifts in material topic placement compared to HDR’s previous 2016 assessment. The shifts indicate progress in managing pressing issues identified in 2016, as evidenced by certain important topics from that time moving to the “maintain” category. The findings of the 2023 assessment reflect not only an expanded understanding of external forces on companies’ operations but also companies’ potential impact on society and the environment. Additionally, the findings reflect the multifaceted nature of topics such as climate change and corporate citizenship. HDR annually reviews and updates the Materiality Assessment as needed.
Notably, risk management and resiliency, energy and emissions, talent management, and learning and development emerged as crucial areas of impact, all having shared interest from both internal and external stakeholders. New topics were incorporated, and existing ones were expanded or removed to capture current stakeholder priorities and potential impacts.
Photo Credit: Jordan Talker
Material Themes, Aspects and Boundaries
Below are descriptions of each of the material topics that arose during stakeholder engagement activities and desktop research. Following those descriptions is a graphical depiction of those same topics plotted according to stakeholders’ perceived importance of each topic. The definitions do not necessarily reflect HDR’s management approach, which is structured to consider and balance broad business goals that can include, but are not limited to, stakeholder priorities. For example, within “Technology, Data, Information Security, and Cybersecurity,” the issues identified as priorities are data governance, responsible and ethical use of personal information, and support of IT security. However, HDR’s management of that topic is much broader and includes those issues and more.
Public Policy
Aims to promote accountable and transparent institutions at all levels. Examples include public policy and advocacy, regulatory compliance, and political accountability.
Ethics & Integrity
Promotes peaceful and inclusive institutions at all levels. Examples include anti-competitive behavior, freedom of association and collective bargaining, reduction of corruption and bribery, and increased accountability/ transparency.
Risk Management and Business Resiliency
Promotes inclusive and sustainable development while fostering innovation. Examples include quality management, adaptability/diversification, technological innovation and integration, and sustainable and resilient-focused solutions.
Technology, Information Security and Cybersecurity
Promotes healthy data governance, responsible and ethical use of personal information, and support of IT security.
Employee Ownership and Culture
Promotes inclusive and sustainable economic growth. Examples include our ownership structure, employee retention, health and wellness, Employee Network Groups, and competitive benefits and incentives.
Health and Safety
Furthers healthy lives and promotes well-being for all ages. Examples include access to resources that support physical and mental health, adequate healthcare and benefits, and safe working conditions.
Inclusion, Diversity and Equity
This topic aims to improve inclusion and belonging. Examples include employee engagement, talent attraction and retention.
Talent Management and Learning & Development
Addresses thought leadership and expertise required to successfully provide professional services. Examples include internal and external training/seminars/mentoring, career pathing, cross-business group collaboration, and continuing education.
Community Engagement/Initiative
Promotes community outreach and engagement including acknowledging rights of Indigenous peoples. Examples include volunteerism, partnerships, pro bono work, school outreach/scholarships, and professional societies.
Responsible Supply Chain Management
This holistic view of sustainable procurement considers the life cycle of the product and the negative environmental and social externalities it may produce. Examples include modern slavery management, procurement from local and sustainable suppliers, and life-cycle assessments for alternatives.
Greenhouse Gas (GHG) Emissions
Includes efforts to reduce greenhouse gases and other atmospheric emissions while transitioning to cleaner, renewable energy. Examples include vehicle emissions, energy consumption and air quality.
Water Use
Includes efforts to protect and advance the availability and sustainable management of water and sanitation for all. Examples include conservation, scarcity and treatment.
Biodiversity/Regeneration
Includes efforts to maintain, protect and restore ecosystems on land and in water. Examples include deforestation, soil health, land rights, rising ocean levels, urban development planning, and plastic pollution.
Waste Management
Includes efforts to bolster sustainable consumption and production patterns that generate less waste. Examples include consumption reductions, recycling/reuse and promotion of circular economies to reduce pollution and extraction.
Matrix Assessment
Maintain
Material topics that are not identified as areas where significant impact can be made through additional investment and efforts.
Advance
Material topics where there is opportunity to improve, but these items are not critical or urgent in terms of the impact possible.
Focus
Areas identified as high priorities to stakeholders, with significant opportunity to generate impact through strategic initiatives and commitments.
Photo Credit: Ethan Rice
Governance
In 2024, we continued as stewards of progress on our governance initiatives, striving to enhance our world's well-being and intelligence. Building on a legacy spanning over a century, our global team of over 13,000 employees worldwide is committed to fostering good governance, which we believe involves establishing and implementing effective policies, regulations and decision-making processes to promote sustainable practices.
Governance Public Policy and Ethics & Integrity
Our leadership fosters an ethical workplace culture that promotes a positive environment where employees thrive. Maintaining high ethical standards is crucial to long-term resiliency and corporate success. For example, companies that prioritize ethical practices can more easily navigate legal and regulatory landscapes. Upholding integrity as crucial, we prioritize adherence to our ethical standards and equip employees with the tools to navigate ethical challenges, which in turn supports HDR’s resilience. We support employee knowledge and implementation of policies through targeted training, including our Code of Business Ethics and Conduct and global anti-corruption laws. We expect our employees to review and understand all policies and to elevate policy-related questions or concerns. In addition, we aim to require third parties to comply with HDR’s Third Parties’ Code of Business Conduct.
Management Approach
• Regular training for all staff, with emphasis on ethics and integrity, including policy and procedures training on human rights relevant to business operations.
• Doing Things Right video series available to all staff.
• Integrity in Action hotline accessible to all staff for anonymous reporting.
Business Statements
• Anti-Corruption and Anti-Bribery Statement
• Artificial Intelligence Informational Statement
• Code of Business Ethics and Conduct Statement
• Environmental Policy Statement
• Equal Employment Opportunity Employer Statement
• Global Human Trafficking and Modern Slavery Statement
• Information Lifecycle Governance Statement
• Information Systems Security Statement
• Privacy Statement
• Quality Statement
• Safety, Health and Environmental Policy Statement
• Supplier Diversity and Small Business Statement
• Sustainability and Resiliency Statement
• Tax Strategy Statement
• Third Parties’ Code of Business Conduct Statement
• Vehicle Use Statement
ISO Alignment
Our goal is to set the industry benchmark for excellence in the services we provide to our clients. To do so, we have developed systems to support project delivery grounded in internationally accepted principles and guidelines, including ISO 9001:2015; ISO 19011:2018; ISO 21500:2021; ISO 21502:2020; and the Project Management Institute’s Project Management Body of Knowledge. The responsibility for development, implementation, monitoring and improvement is managed at the local level with oversight supported throughout the organization, providing checks and balances within our project delivery framework.
Photo Credit: Holly Schultz
Governance
Risk Management and Business Resiliency
Our commitment to stewardship is exemplified through our dedication to leadership, quality, safety, and corporate responsibility. We actively support client sustainability goals and provide opportunities for staff to enhance sustainability expertise and steadily improve company operations and efficiency. Our decisions are grounded in evaluating environmental, economic and social equity considerations whenever possible, promoting responsible and sustainable practices across all aspects of our work.
Management Approach
• Assess and manage business and project risk.
• Assess and manage sustainability performance.
• Implement our global Quality Management System across the areas we operate. It is developed, maintained and monitored in congruence with the fundamentals established by the ISO 9001:2015 standards. We selectively certify in locations where there is a strategic business interest and take a holistic approach to integrating sustainable practices across HDR’s operations and client services, including:
° Promoting sustainable design principles and integrating environmental and social considerations in decision-making.
° Prioritizing efficient resource usage and compliance with environmental laws and regulations.
° Educating and promoting eco-friendly practices with suppliers and clients.
° Empowering employees to drive sustainability initiatives and engage in environmental and social causes.
“ We’re committed to becoming a resilient company that’s available for the next generation of employee-owners.”
– Eric Keen, Chairman of the Board
Photo Credit: James Chapman
Accelerated Design and Delivery
In addition to implementing our quality systems to deliver personalized work, we prioritize a focus on quality that is purposeful and strategic and strengthens our approach to how we manage risk throughout our organization.
The Fern Hollow Bridge Replacement project exemplifies our approach to quality and accelerated delivery.
On the morning of January 28, 2022, the 447-foot Fern Hollow Bridge in Pittsburgh collapsed some
100 feet into a park ravine, carrying with it a mass transit bus and four passenger vehicles. Miraculously, no lives were lost. Within days of the collapse, the Pennsylvania Department of Transportation reached out to HDR to ask us to lead the design of the new bridge.
The Fern Hollow Bridge Replacement project has been recognized with nearly two dozen industry awards from organizations that include the American Society of Civil Engineers, the American Council of Engineering Companies,
“ We’re deeply connected to the impacts of our work in the communities our projects are delivered. As an employeeowned organization, we embrace and believe the philosophy that our work is personal — it’s our company, it’s our name, it’s our reputation.”
Jerome
Brown, Quality Office Director
American Infrastructure Magazine, Roads & Bridges Magazine, American Association of State Highway Transportation Officials, Design-Build Institute of America, and many more.
These awards validate not only the high-profile nature of the project but also the high quality of the work performed by the emergency designbuild team. Our team worked seamlessly with the owner and contractor to achieve an incredible result and transform a tragic incident into a source of community pride.
Technology, Information Security and Cybersecurity
HDR is committed to pushing boundaries with next-generation technology advancements while steadfastly maintaining information system security practices that protect our data and support our clients’ security needs.
We understand that evolving our technology solutions, while ensuring the protection of both client and HDR data, is critical to our mutual success.
The way our employees engage with our project framework is crucial for ensuring data security and positive outcomes for clients and communities. Rooted in a culture of quality, our internal systems provide a secure foundation for our organization and project teams to thrive while safeguarding sensitive information. With a diverse range of services, we prioritize flexibility for project leaders to manage and execute tasks securely for our clients. As trusted advisors in designing critical infrastructure globally, we understand the paramount importance of data integrity. Whether it’s designing advanced data centers, secure communication networks or robust cybersecurity solutions, the integrity of our work is essential for the success and reputation of our clients and communities, locally and globally.
2-Year Legacy Equipment Phase-Out
IT Waste Standards
Equipment Lease Cycle
Photo Credit: Anthony Klaumann
Management Approach
Enterprise Data
• Actively monitor and manage AI technology trends and provide guidance on best practices.
• Commit to ongoing data education and data fluency initiatives to enhance organizational knowledge and skills.
• Elevate our data framework with advanced tools to foster innovation, collaboration and competitive advantage.
• Promote a culture of data quality and enhance data fluency to build trust, transparency and integrity in data management.
Security
• Continuously improve our security posture through comprehensive threat analysis and advanced security tools.
• Create a safe and secure environment, balancing control with user experience.
• Enhance data protection measures and monitoring with advanced safeguards.
• Strengthen business resiliency through nextgeneration security systems and a comprehensive incident response process.
• Continuously monitor global cybersecurity laws to meet our obligations.
• Work toward attaining relevant cybersecurity certifications in accordance with industry standards.
• Manage data efficiently to reduce energy consumption, optimize data platform footprints and minimize electronic waste.
Emerging Technology
• Continuously evaluate emerging technologies and make informed investments to integrate proven technologies into our digital practices.
Service Delivery
• Implement an industry-leading information technology service management and technology asset management platform to leverage automation, consolidate information, and provide effective and efficient IT services while reducing waste.
Governance Impacts
Surpassed
13,000+
10 Board Members
Six Internal HDR Employees & Four External Members
Sustainability Stewards Program
• 70 SSP Teams
• 58% Increase in SSP Teams
• 65% of Employees in an Office with an SSP Team
Social
In 2024, our continued commitment to stewardship on social initiatives enhanced the well-being of our employees, their families, communities, and the world at large. We foster a culture that supports the development of a qualified, forward-looking workforce that is empowered to bring their diverse perspectives to create lasting value. Through initiatives such as Learning & Organizational Development, wellness programs and internal policies, we prioritize community and social well-being, nurturing it from within our organization outward. To read more about how we elevate social advancement through our governance strategy, see “Employee Ownership and Culture” on page 34-35 .
Employee Ownership and Culture
HDR became employee-owned in 1996, and employee ownership has fostered a positive culture ever since — supporting employees, quality services, financial success, and our clients and communities. One way that our global employee ownership opportunity drives our culture is by fostering an understanding that we are all in this together, and that our contributions matter as much to our immediate teammates as they do to our colleagues across the world.
HDR strategically focuses on impactful community stewardship. Employee ownership supports impactful community stewardship in two ways.
First, it allows for investment in our employees. Our employee ownership business model does not direct the company’s financial success to a corporate owner, a small number of owners or many owners outside our company or communities. The financial success is shared with employees who live, work and play in the communities where we operate. No single employee is the beneficial owner of over 1% of the outstanding shares.
Second, employee ownership encourages positive effects on communities. Employee ownership empowers an employee population that inherently has a strong interest in community stewardship. This strengthens support of communities through volunteering and engaging with community organizations.
Employee ownership creates a common purpose that unites us regardless of our title, location or tenure. We take pride in our work. And perhaps most importantly, we strive to make the world a better place for humanity today — and for future generations to come.
HDR’s management approach reflects aspects of our employee ownership governance.
For more on our culture and employee ownership, please listen to the ACEC podcast: “The Power of Employee Ownership: How HDR’s ESOP Model Drives Success.”
"Culture drives our growth, empowers us to push boundaries and makes us a better partner to our clients."
— John Henderson, Chief Executive Officer
Management Approach
• Provide the opportunity for broadbased employee ownership so that employees worldwide can benefit from our ownership model.
• Inform and educate employees about our opportunities to participate in employee ownership.
• Actively examine and nurture our company culture for significant impacts.
• Conduct regular company-wide employee engagement surveys to gauge workplace satisfaction and progress.
• Cultivate a culture of connection.
• Empower people to create a positive, energized workplace where they feel valued and perform at their best.
• No. 5 – Largest 100% employee-owned company
• No. 6 – Largest
Recognized for Environmental and Sustainability Experience
• No. 6 – Sustainability Giants, Interior Design
• No. 10 – Top 100 Global Environmental & Sustainability Consultancy Firm, Environment Analyst
• No. 20 – Top 200 Environmental Firms, Engineering News-Record
• Foster internal relationships by connecting people across the company, improving access to leadership and enhancing awareness of capabilities and results.
• Promote and practice mindful stewardship of communities and resources to generate shared value.
• Establish collaborative, convenient and distinctive work environments to facilitate quality teamwork and boost productivity.
Social Health and Safety
At HDR, we affirm that our employees have the right to work in a safe and healthy environment. Our Safety, Health, and Environmental program provides employees with the tools, knowledge and skills essential for safe and proficient job execution. This includes an increasing focus on safe and environmentally sustainable behaviors. Additionally, HDR works to provide multidimensional wellness initiatives improving employee health, in turn impacting safety, productivity, efficiency and engagement within HDR. The related Drive to Zero program reminds employees of the importance and value that we place on a safe and healthful working environment.
Drive to Zero’s most important goal: Home Safe. Every Night. Every Colleague.
Management Approach
• Work in the spirit of consultation and cooperation with clients, workers, health and safety committees, subconsultants, subcontractors, and other workplace parties to reaffirm our commitment to sustainable solutions to effectively implement a project safety program.
• Develop safety solutions that meet the needs of our global constituents by listening to their recommendations and finding the right processes and procedures to support their overall safety, health and environmental needs.
• Operate a network of local safety coordinators and safety committees to help implement the Safety, Health, and Environmental Program and lead local safety efforts. This network helps provide up-to-date information and solutions to support a safe work environment.
• Affirm that workers have the right to work in a safe and healthy environment.
• Develop, maintain and enforce the application of proactive safe work policies, procedures and standards to address risks to the safety, health and welfare of employees and others who may be affected by our business operations.
• Develop site-specific business continuity plans, including crisis management planning, to address potential health, safety, security and business disruption events.
• Provide capability system for
• Maintain emergency employees
• Investigate implement
• Continually performance HDR’s safety
• Train employees hazards, so these hazards.
• Support the
capability for timely response times through a proactive triage/injury management for timely medical support.
an integrated incident reporting system for timely reporting of incidents, and an emergency management communications alert system to support proactive notifications to all employees who could be exposed to a catastrophic event.
Investigate reported injury/illness, damage, environmental and near-miss incidents, and implement corrective measures to prevent recurrence.
Continually improve our Safety, Health, and Environmental management system and performance by setting leading indicator goals and targets annually in support of strengthening safety culture, client safety requirements and our Drive to Zero goals.
employees at all levels of the organization to recognize safety, health and environmental so they know how to prevent harm to themselves and protect others from exposure to hazards.
the responsible use and disposal of personal protective equipment (PPE).
• Provide employees with the appropriate equipment to conduct their activities in a safe and effective manner and continue to evaluate and implement new equipment.
• Implement and invest in new technology to support safe and environmentally sustainable solutions, such as updated digital Job Hazard Analysis, subcontractor evaluations and PPE.
• Provide constructive safety, health and environmental performance feedback and support to project management based on timely and effective audits, inspections and observations.
• Aim to improve the quality of life for all employees through programs promoting healthy lifestyles.
• Support the achievement of physical fitness goals through voluntary health programs to promote employee health and welfare both off and on the job.
• Promote worker health through discounted non-occupational healthcare benefits and the Employee Assistance Program.
Photo Credit: Edmund Skubisz
Low Incident Rates
HDR’s
2024 Health and Safety Rates
We care about our people, and we’re dedicated to keeping them healthy and safe. Our low incident rates and safety focus by our leadership show we’re serious about safety.
Total Recordable Incident Rate (TRIR)
HDR’s Rate: 0.25
Industry Rate: 0.50
Days Away, Restricted Transferred (DART)
HDR’s Rate: 0.09
Industry Rate: 0.30
Experience Modification Rate (EMR)
HDR’s Rate: 0.56
Industry Average: 1.00
Synergies for Health and Environmental
Hard Hat Recycling Pilot
Properly maintained hard hats are crucial for safeguarding HDR employees, offering high protection through their high-density polyethylene (HDPE) construction, but they have a maximum service life of five years. Although HDPE is widely accepted by recycling facilities, the unique shape of hard hats often prevents proper recycling, resulting in them being rejected and sent to landfills. Therefore, in 2024, HDR launched a Hard Hat Recycling Pilot Program as part of our commitment to sustainability and advancing circular economy principles. The program targeted offices with significant volumes of hard hats nearing the end of their service life, successfully diverting over 100 hard hats from landfills and providing assurance that the hard hats were properly recycled by a vetted facility. The pilot program revealed valuable lessons that will shape our future initiatives.
Sustainability
The pilot used centralized recycling to support responsible material handling. Interest from additional offices not initially part of the pilot highlighted growing engagement and enthusiasm for the Sustainability Program. Feedback regarding the environmental impact of transporting materials to a central facility has informed ongoing improvements, demonstrating HDR's willingness to continually improve.
Future sustainability initiatives will incorporate longer lead times, enhanced communication strategies and a stronger emphasis on local recycling solutions to balance environmental impacts with program goals. This pilot reinforced the importance of iterative learning and stakeholder engagement as we continue to advance our sustainability objectives.
Investing in Our Employees' Wellness
In 2024, we invited employees to join our Arbor Day Steps Challenge. HDR Wellness joined with our Young Professionals Employee Network
Group for a 10-day challenge in April to promote health and sustainability while making a positive impact on the environment. Our goal was 50 million steps, which would plant 500 trees in our communities, and we are proud to report we achieved a total of 116,046,040 steps. Our YP ENG sponsored the 500 trees to be planted in our communities. For HDR, this was a win-win — we boosted our health and fitness while contributing to our greener future.
Sustainable
Transportation
Program
As an employee-owned firm, HDR strives toward a sustainable future and to elevate our communities, industry and professions through human-inspired and technical creative solutions. Annually, HDR seeks to understand our employees’ commuting patterns through our commute survey. Through our Sustainable Transportation program, HDR encourages employees to “Walk the Talk” of sustainability by rewarding them for their choice of sustainable transportation options that promote health and the environment.
104 Hard Hats Recycled in the Pilot Program.
Photo Credit: James Kaentje
Social Talent Management and Learning & Development
HDR is at its core a group of problem solvers. We own our ideas: what we create, invent and deliver for our clients. We are thriving because of an environment that empowers us to learn, be challenged and recognized, do meaningful work, and give back. We value deep relationships that foster continuous development and improvement to lead others in realizing their potential. We have created a meaningful employee experience to both understand what a career journey can look like and where to go for resources to support each employee’s unique journey.
Management Approach
• Maintaining a talent ecosystem that supports employees’ career journeys and professional growth.
• Growing our company through referrals, local connections, university engagement, and inclusive recruitment.
• Providing innovative candidate sourcing approaches through paraprofessional program.
• Enhancing employee learning, skill development, knowledge management, organizational excellence and, ultimately, the services provided to our clients.
• Resourcing career development through use of Learning & Organizational Development (L&OD) as a crosscompany practice centered on the employee experience.
• Utilizing our Employee Engagement Survey to allow employee insight and feedback to influence priorities and actions around talent.
• Expanding the Technical and Leadership Optimization Network (TaLON) to create more opportunities for technical and creative mentoring by adding two new independent program components. These programs make it easier to identify learning paths and access resources to accelerate professional and career growth.
• Launching a new and improved HDR University to transform the employee learning experience.
Photo Credit: Harrison McNeil
Developing Leaders
Level Up with L&OD
Each month, our L&OD team provides “Level Up with L&OD” quick tips and techniques to grow and sharpen employees’ leadership skills, including upcoming webinars, insightful articles and thought-provoking concepts.
Growing Our Professionals
Pathfinder Awards
In 1990, per employee requests, HDR initiated the Pathfinder Awards Program to recognize our employees whose dedication to quality, innovation and productivity goes far beyond the norm. A Pathfinder is defined as “one who finds the way." In 2024, 1,333 awards were given to employees through this unique, peer-driven and peer-reviewed program to recognize their professional excellence.
Employee Growth
HDR celebrated more than 1,300 promotions last year. They included instances in which someone competed/interviewed for a job and those receiving natural career promotions (i.e., progressing in their professional registration, chartership or certification). Congratulations to the 515 employees who stepped into a new position through an interview process and to the 799 who received a natural career promotion.
Investing in Continued Education for HDR’s Employees
Our HDR University curriculum, open to all employees, aims to expand the depth of technical and leadership capabilities of employees. The curriculum provides opportunities for HDR professionals to evolve along with the industry in their existing discipline and allows individuals to explore areas of interest outside of their existing role.
In parallel, we made a significant investment in an industry-leading learning platform for ready access to all our internal learning content and industry expertise from our vendor partners, among others. We continue to adapt our L&OD programs to address emerging topic areas. In 2024, we expanded our TaLON program to equip more employees with a diverse set of technical leadership skills and provide knowledge transfer opportunities.
Below are examples of HDR programs that support our employees’ learning and development:
• Career Connect (company-wide leadership development)
• CareerBOOST (Architecture and Engineering company leadership development)
• TaLON (technical leadership development and knowledge transfer)
• Applied Project Management Trainings (Scope, Schedule, Budget; Project Communication & Leadership; Alternative Delivery)
• Successful Pursuit Strategies; Client-Centered Presentations; Plan to Win; Technical Writing, and more
Career
Connect Summit
Career Connect is a leadership development program with three progressive levels of self-paced learning, mentoring and cohort opportunities. In 2024, HDR celebrated the inaugural Career Connect Level 3 graduating class in Omaha. For eight weeks, 23 participants worked virtually in small groups with a coach to develop solutions for strategic business opportunities focused on enhancing the employee experience. The summit was a culmination of their efforts, as they presented their proposed solutions to a leadership panel. The graduates represented 6 business groups, 17 U.S. states, and 2 Canadian provinces.
In 2024, the cumulative program with all 3 levels had 1,171 total participants, which can take several years to progress through from start to graduation from Level 3.
HDR Culture Recognized HDR was recognized in 2024 at the local, regional and national levels for fostering an exceptional culture that inspires collaboration, innovation and excellence.
• Canada’s Top Employers for Young People by Mediacorp Canada Inc., organizers of the annual Canada’s Top 100 Employers competition. Now in its 24th year, Canada's Top Employers for Young People recognizes the employers that offer the nation’s best workplaces and programs for young people starting their careers. Winners are chosen by the editorial team at the Canada’s Top 100 Employers project based on the programs and initiatives they offer to attract and retain younger workers.
• In 2024, our HDR Colorado Office was recognized locally as one of the Best Workplaces. To qualify, organizations must have their employees respond to a survey about various topics, including engagement, people, communication, management, process, and strategy. Employees' quantitative responses are analyzed to create scores for the company ranking. HDR Colorado was rated as one of the top large companies out of the 138 companies that registered to complete the survey.
Photo Credit: Tyler Bernard
Social Inclusion, Diversity & Equity
As stewards of a company where the aim is to value, respect and empower every individual, HDR is committed to fostering an inclusive environment. Our vision for inclusion is rooted in a culture that embraces and celebrates everyone, promoting social well-being and community strength through our focus on a 4-C Model, which incorporates:
• Career: Talent (recruitment and retention) and professional development
• Commerce: Market development and client insight
• Culture: Leadership, employee experience and systems
• Community: External focus and networking, collaboration
As employees, we all have a role in creating an inclusive environment where each of us is welcomed, valued, respected, and empowered to bring our authentic selves to work every day. A commitment to an inclusive culture supports the development of a qualified, forward-looking workforce that brings diverse perspectives to create lasting value for the communities in which HDR lives and works. By respecting and embracing our diverse perspectives, we deliver amazing work for our clients, internally and externally.
Management Approach
• Fostering a Company Culture of Inclusion that creates individual and organizational benefits of the strategies and skills to promote objectivity, create a sense of belonging, contribute to a culture where everyone has a voice, and foster a growth mindset environment.
• Encouraging creativity, innovation and technical excellence to deliver meaningful benefits to our employees, communities and clients.
• Promoting an Inclusive Leadership Model by collaborating with third-party leadership consultants to focus on the pillars of objectivity, belonging, voice, and growth.
Photo Credit: Hannah Espinoza-Bourgeois
4-C Model
Cultivate a safe, welcoming culture that celebrates all employees.
Build social health and strengthen communities.
Grow the cultural competency of a company by promoting inclusion and raising awareness.
CULTURE
Assist the career advancement, professional development and education of all employees.
CAREER
COMMUNITY
Connect employees to community outreach and volunteer efforts.
COMMERCE
Link ENGs to business goals, corporate initiatives and strategies.
Achieve full potential through transparency.
Transform the industry through inclusion.
Inclusive Leadership and Culture at HDR:
Our Story Growing Together
Inclusive cultures build on each other’s life experiences and perspectives to make great things possible every day. This shapes our collaborative culture, encourages organizational trust and connects us closer to the clients and communities we serve.
A key driver is our need to attract and keep talent of all backgrounds in a competitive market. An inclusive culture, where everyone feels valued and engaged, allows us to perform at our best in serving and helping our clients.
“ Listen First — I think that's a core competency of inclusion."
— Abe Carrillo, Inclusion Diversity and Equity Director
Employee Network Groups
Our Employee Network Groups (ENGs) are voluntary and open to all employees, and create a supportive environment where everyone is empowered to engage and contribute. Our ENGs provide employees the opportunity to network across the organization to support and enhance their personal career development, as well as to mentor and assist in the development of others.
• Asian Pacific Islander
• Black
• Hispanic/Latino(a)
• LGBTQ+
Increased Participation in Our ENGs
• People with Disabilities
• Veterans
• Women
• Young Professionals
HDR’s ENG participation continued to grow in 2024 to over 3,000 employees, or 22.6% of our workforce.
Photo Credit: Xiyu Li
HDR Joins Disability: IN
Our ENGs help us to drive an inclusive culture at HDR. This past year, the Disability ENG partnered with our Corporate Recruiting team to become a corporate member of Disability:IN in support of employees with disabilities. Disability:IN is a leading global nonprofit organization dedicated to advancing business disability inclusion by providing resources, webinars, early access to research, and much more. Joining Disability:IN allows HDR to continue its efforts in providing support for employees with disabilities.
ACEC ID&E Assessment Rating
HDR has been a long-standing member of ACEC and participated in a variety of ACEC initiatives to promote diverse perspectives, inclusive cultures and how firms can enhance their effectiveness within the industry and the communities we serve.
Elevating Inclusion Training for Our Leaders
Launched Inclusive Leadership training to enhance an enterprisewide culture of inclusion. Nearly 1,000 leaders across HDR completed the training, with an 82% positive response rate.
HDR Australia Endorsed by Reconciliation Australia
HDR's Australia’s Reconciliation Action Plan pledges for a better and more inclusive future. Our commitment is not just to projects but to people, and this commitment propels us toward a future where greatness becomes a reality for all.
Community Engagement/Initiative
As stewards of our global community, we recognize our opportunity to balance the environmental, social and economic needs of the built and natural environments in which we operate. Through human-inspired technical and creative solutions, our projects impact communities worldwide, shaping rural, suburban and urban landscapes. We are deeply invested in the success of these projects because our employees reside and engage within these very communities.
HDR intentionally fosters a culture of community engagement. Community engagement opportunities occur through the support of corporate-led programs, industry organizations and local offices and employees, including the HDR Foundation, Design for Others, Hiring Our Heroes, and many others. Refer to our Commitments & Partnerships table to see all of HDR’s associations.
The HDR Foundation is an employee-funded and employee-driven foundation that was founded in 2012. The Foundation’s focus areas mirror HDR's breadth of knowledge and expertise: education, healthy communities and environmental stewardship. As a result, preference is given to organizations located in communities where HDR employees live and work, and those with strong employee involvement. The Foundation’s annual fundraising campaign, hosted in all offices around the globe, has been embraced by employees. Thanks to significant employee participation in 2024, the Foundation awarded approximately $2.28 million back to the community in grants.
The 2024 Day of Giving campaign included record employee participation and exceeded $1.9 million in donations.
2024 HDR Foundation Grant Allocation by Focus Area
Employment
Hiring Our Heroes
Hiring Our Heroes is a workforce development program of the U.S. Chamber of Commerce Foundation. The program offers a 12-week fellowship for transitioning military professionals at host companies that assist them in exploring employment transition strategies and career opportunities. The fellowship is paid for by the U.S. Department of Defense. In previous years, HDR has hosted and assisted fellows with guiding their careers in project controls, engineering, cybersecurity, project management, accounting, and human resources. The range of transferable skills to HDR goes well beyond the disciplines mentioned. Candidates can be hired as regular HDR employees at the end of their Fellowship (subject to standard approvals).
Health
HDR Foundation Supports Community Health HDR continues to support All Kids Bike — a national movement led by the Strider Education Foundation to place learn-to-ride bicycle programs in PE classes at targeted public schools for free. In support of this program that helps students develop physically and mentally, the HDR Foundation awarded a $327,000 Impact Grant to fund the successful learn-to-ride program at 37 school locations during the 2024-25 school year. Through our first $150,000 grant, kindergartners at 25 schools learned to ride bikes during the 2022-2023 school year. In year two, that number increased by 40 more schools with last year's $360,000 grant.
Management Approach
• Employee Volunteerism and Charitable Giving: We actively support our employees' engagement in community service and charitable activities. This includes the HDR Foundation’s offering of grants to charities supported and sponsored by employees.
• The HDR Foundation: Since its establishment, the HDR Foundation has donated over $11 million to organizations supporting education, healthy communities, environmental stewardship, environmental sustainability, and other critical causes. See the HDR Foundation’s Annual Report for additional information. Examples of HDR Foundation activities include:
° Supporting Employees' Communities: The HDR Foundation has grants to support causes identified by the Employee Network Groups (ENGs).
• Local Office Initiatives: Our offices lead initiatives such as fundraising events, food drives and holiday adoptions. Local leadership of activities helps focus efforts to address the unique needs of local communities.
Social Responsible Supply Chain Management
We are working to pursue sustainability in our supply chain by making conscientious decisions when selecting and utilizing products for our operations. This involves collaborating with suppliers who prioritize sustainability in their own supply chains. In some circumstances, we seek information from them, such as data on carbon footprint contributions (e.g., rental car miles driven or paper consumption), and acknowledge those suppliers who align with our shared sustainability objectives.
Management Approach
• Supporting small and diverse suppliers by actively partnering with small and diverse businesses and providing subcontracting opportunities through our robust National Supplier Diversity outreach program.
• Continuously improving through utilization of cross-functional collaboration.
• Integrating sustainability by embedding environmental, social and governance education and consideration in the procurement processes. For example:
° Providing formal and informal training on environmental purchasing and sustainability topics through e-learning, webinars and in-person sessions to support informed procurement decision-making.
° Prioritizing products from reasonable and reputable suppliers that share HDR’s core business values.
° Communicating information on environmental topics, including purchasing and sustainable materials.
° Incorporating sustainability initiatives regarding the selection and use of office products.
° Collaborating with suppliers promoting sustainability in supply chains.
• Reducing hazardous materials by implementing Sustainable Office Finish Standards that strive to eliminate toxic and hazardous substances from the workplace by procuring materials that meet stringent standards for sustainability and indoor air quality. Additionally, we specify and purchase furniture that meets low-emitting standards, supporting good indoor air quality in alignment with LEED criteria and commitments like the pledge with the Center for Environmental Health (CEH) to prefer flame retardant-free furniture.
Photo Credit: Brandon Nolan
AIA Materials Pledge
HDR is a signatory of the American Institute of Architects Materials Pledge. This pledge commits HDR to making more environmentally responsible and health-conscious material choices. The pledge focuses on improving the impact of building materials relative to human health concerns, social and equitable sourcing, ecosystem impacts, climate change, and circular economy.
Championing Small and Diverse Businesses
HDR recognizes the value of qualified small and diverse businesses and strives to afford them every practical opportunity to participate in our contracts. We take our partnerships seriously and are constantly seeking new qualified small business partners. HDR wants to help our qualified small and diverse business partners grow and be successful.
Responsible supply management supports our communities and the economic development of our small and diverse businesses .
Volunteering with industry councils and societies supports outreach efforts for small business supplier diversity. Sponsorship in local networking events supports small businesses and the communities they serve.
Social Impacts
100% Employee-Owned
Highly ranked
among U.S. employee-owned firms
(see HDR’s 2024 rankings on page 35 .) 11.1% participation increase in Employee Network Groups (ENGs)
22.6% of employees participate in at least one ENG Exceeded
$1.9 Million in Employee Donations in the 2024 Day of Giving Campaign
1,333 Pathfinder Awards
Recognizing Employees for Professional Excellence Provided $3.5 Million in Corporate Sponsorships
493 Colleagues Recognized in our Officers, Professional Associates and Associates Program
HDR Foundation provided 87 Grants totaling nearly $2.3 Million
HDR Foundation awarded over $220,000 in ENG Action Grants
Environment
In 2024, we continued as stewards of the environment, dedicating ourselves to working toward reducing our ecological footprint. Recognizing the significance of responsible practices for our clients, employees and communities, we are committed to mitigating the effects of our operations. By reducing our business impacts, we contribute to the resilience, sustainability and overall well-being of both the environment and human health.
Photo Credit: Xiyu Li
Environment Greenhouse Gas (GHG) Emissions
As environmental stewards, we are committed to minimizing the footprint of our operations. HDR recognizes the importance of reducing global greenhouse gas (GHG) emissions to address climate change. We are committed to developing strategies that work toward the Paris Agreement’s goals by taking action to reduce our GHG emissions and help clients reduce their GHG emissions. Additionally, in 2024, HDR established a Net Zero Target for its operations in the United Kingdom.
HDR has a history of annually reporting its GHG emissions while working to reduce them. In 2011, HDR established its first GHG emissions reduction target to decrease our company-wide GHG Scope 1, 2 (location-based) and 3 emissions by 20 percent by 2020, relative to our 2011 baseline, while accounting for growth. In 2020, we celebrated achieving that goal and then continued our efforts to reduce emissions. As a result, HDR reduced its average GHG emission per HDR professional by approximately 22.4% between 2019 and 2024.
As a professional services organization, HDR has a limited operational GHG emission footprint. While we work to reduce the impacts caused by HDR’s GHG emissions, we focus significant efforts on architecture, engineering and consulting services to reduce GHG emissions, mitigate their impact and make meaningful progress in addressing climate change.
The values in the table below reflect HDR’s location-based Scope 2 total and do not reflect the purchase of offsets.
See the Sustainability Stewards Program Map for activities completed in our local offices.
Management Approach
• Improving GHG data management and reporting to enhance accuracy, accountability and transparency.
• Reducing operational GHG emissions by integrating practical approaches, such as:
° Integrating energy efficiency measures into our office spaces and prioritizing ENERGY STAR appliances, equipment and vending machines to reduce energy needs and associated GHG emissions.
° Adopting EPEAT Bronze minimum standards for computers, laptops and monitors. HDR is an EPEAT Enterprise Purchasing Partner.
° Purposefully engaging in community activities to support GHG emission reductions. Ideal activities provide environmental and social benefits. See examples of our Sustainable Stewards activities in the Environment Highlights.
° Enhancing our client offerings to support reductions in their GHG emissions and climate resiliency. See more at Sustainability & Resilience | HDR
° Increasing the purchase of renewable energy to reduce GHG emissions from our United Kingdom operations.
° Strategically purchasing carbon offsets to address HDR’s hard-toabate emissions. Carbon offset projects that are geographically related to HDR’s own carbon footprint and support environmental and social conditions are prioritized.
° Moving most data storage from onsite servers to offsite data centers. This is expected to reduce emissions associated with data storage energy use.
° Assessing sustainable opportunities for HDR’s owned fleet to reduce HDR’s future Scope 1 GHG emissions.
HDR's Greenhouse Gas Inventory
Emission Scopes
Scope 1 — 6,906 MTCO2e
Direct GHG emissions from sources that are owned or controlled by the entity.
• Vehicle fleet
Scope 2 — 14,802 MTCO2e
Indirect emissions associated with consumption of:
• Electricity
• Natural gas in leased space
Scope 3 — 40,775 MTCO2e
Indirect emissions not included in Scope 2; a consequence of the entity’s activities but released from sources outside its organizational boundary.
• Business travel
• Employee commute
• Purchased goods (electronic equipment and paper)
MTCO2e (metric tons of carbon dioxide equivalent) is the unit of measure used to compare emissions from various GHGs based upon their global warming potential (GWP).
Photo Credit: Kedar Halbe
HDR Advances Understanding of ‘Avoided Emissions’ in Sustainability
HDR experts contributed to the Corporate Guide: Net Zero and the Scope 3 Challenge , introducing Scope 4 emissions — avoided emissions from a company’s products and services — as a crucial element of sustainability reporting.
The article emphasizes not only the importance of understanding a company’s GHG “footprint” (scope 1-3) but also highlights the unique opportunity service providers have to help clients achieve their emissions goals. By showcasing the environmental “handprint” of their design and engineering solutions, HDR demonstrates how avoided emissions can drive progress in reducing global GHG impacts.
HDR’s Commitment to Architecture 2030 Challenge
HDR signed the American Institute of Architects 2030 (AIA 2030) commitment in April 2009, and we have provided reporting to the AIA since 2014. Our reporting for the past 10 years has shown that we continue to move our architectural practice forward and improve our project energy performance year over year; our 2024 predicted energy use intensity reduction was 53.2%. Firm-wide, 93.9% of our building portfolio has an energy model and almost 49% of our projects are modeling embodied carbon.
In 2024:
• 222 projects reported
• 26.8 million gross square feet
• 30.6% of square footage is all electric
• 53.2% reduction in Energy Use Intensity (EUI)
• 3 Net Zero projects
• 93.9% Energy Modeling
• 49% Embodied Carbon Modeling
Photo Credit: Hannah Bourgeois
Environment Water
We are attuned to the challenges concerning water availability, sourcing and security. As a professional services firm operating from leased office spaces, HDR has a limited water footprint. As a result, our management approach primarily focuses on the sustainability and resilience of water within our communities, and we work to elevate our professions and industry through investment in services and technology.
See the Sustainability Stewards Program Map for activities completed in our local offices.
Management Approach
• Reduce operational water use by implementing the Sustainable Office Finish Standards, which prefer water-reducing fixtures within HDR offices.
• Help communities meet their water and wastewater goals efficiently and sustainably by implementing HDR’s One Water approach. The One Water mission aims to assist our clients in securing a future of affordable and consistent access to clean water, sustainable water supplies, reliable wastewater services, protection from floods, and thriving ecosystems to support the continued prosperity of our communities and regions. The One Water approach capitalizes on the interconnectedness of the water cycle in our communities and environment to develop solutions that offer multiple benefits — exceeding the impact of traditional stand-alone projects.
• Facilitate technical practice groups that work to enhance the technical depth and expertise of our employees.
• Participate in industry-related research topics related to water quality and efficiency.
Advancing the Industry With AI: Interdisciplinary Expertise Required to Help Address the Lead and Copper Rule Revision
The Lead and Copper Rule Revision presents challenges to U.S. cities that may be experiencing data gaps and resource limitations. To help address these needs, HDR has developed a forward-thinking approach that leverages advanced tools and innovative design principles to deliver a smarter, faster and more efficient solution — embracing the values of design smart and living the matrix.
Using Esri's GeoAI Solution and a cutting-edge text classification model has allowed HDR to rapidly analyze and categorize unstructured records to identify the potential for lead presence in pipes. This AI-driven approach automated the classification process, achieving in hours what would have taken analysts countless labor-intensive and error-prone hours to complete. This approach increased the efficiency and accuracy of this process and delivered a repeatable model that can be quickly used when new records need to be assessed.
The success of this project highlights HDR’s approach to highly collaborative, interdisciplinary teams. By bringing together drinking water planners, geospatial practitioners and data scientists, we created a structured, data-driven process to empower decision-makers.
This work is a testament to how innovative AI applications can address complex infrastructure challenges, while helping communities provide safer, more reliable drinking water systems.
Addressing Water Challenges Through One Water Research
Today’s water utilities are facing unprecedented challenges to their primary mission — providing reliable and accessible water service, protecting human health and the environment, and making wise infrastructure investments — all while maintaining regulatory compliance and affordable rates. The Water Research Foundation’s investigation #5175, “Navigating One Water Planning through Municipal Water Programs: Meeting Multiple Objectives and Regulatory Challenges,” is just one example of how HDR is working to elevate the industry and address these challenges. The project’s intent is a guidance document that helps communities evaluate and address their water challenges through a process that identifies, prioritizes and implements interconnected strategies across all phases of the water cycle while meeting regulatory requirements, environmental objectives and community priorities.
This multiyear project includes vision setting, benchmarking, engaging with 50 water utilities nationwide to identify best practices, updating past guidance related to Use Attainability Analysis, and developing a One Water guidance document. Over the past year, HDR has advanced all tasks, with the most exciting being utility workshops. In these workshops, utilities of all sizes and geographies have interacted to share their approaches and successes within a One Water approach. HDR’s survey strategy and facilitation pulled forward ideas that encompass challenges and solutions around the entire water cycle.
Photo Credit: Mandy Tsai
Environment
Biodiversity
Businesses are increasingly recognizing nature-related dependencies, impacts, risks, and opportunities. As a professional services firm primarily operating from existing, leased office spaces, HDR has a limited opportunity to negatively impact biodiversity operationally. However, HDR has been investing in our wildlife professionals, ecologists, economists and engineers to better assist our communities in addressing wildlife connectivity issues that ultimately promote healthy wildlife populations and biodiversity. As a result, our management approach focuses on services that engage, educate and promote the protection and regeneration of nature throughout the project life cycle. Our ability to keep our communities resilient is tied to the biodiversity of our communities.
See the Sustainability Stewards Program Map for activities completed in our local offices.
Management Approach
• Integrate technical specialists' knowledge in support of nature-based and ecosystems-based solutions. Environmental Sciences and Planning professionals support client decision-making by contributing their unique understanding of our ecosystems and industry knowledge to mitigating impacts on protected species and habitats, enhancing habitat and passage opportunities, and incorporating environmental and biodiversity considerations into project planning, design and execution.
• Educate stakeholders about opportunities associated with regenerative design to positively influence biodiversity. Regenerative design is a holistic framework for evaluating project performance beyond avoided impacts. Through regenerative design, project proponents can prioritize “net positive” impacts for carbon, water, nutrients, air, biodiversity, social, and health as key design goals.
• Facilitate technical practice groups that work to enhance the technical depth and expertise of our employees.
• Implement an Ecological Restoration Practice Group that gathers data about where and how we support our clients with ecological restoration initiatives. By developing this community of practitioners, we can maximize collaboration for our projects.
Photo Credit: Donald Dade
HDR Engagement with Arbor Day Foundation — Bootleg Fire Restoration, OR
The Bootleg Fire broke out in southern Oregon on July 6, 2021. Before being fully contained on August 15, 2021, it burned 413,765 acres of forest, making it the third-largest fire in the history of Oregon. The fire was devastating for the trees and wildlife of Klamath Falls Basin. The basin is a hub for biodiversity, serving as one of the state’s top nesting areas for birds and eagles. Wide-scale reforestation plans were coordinated and carried out following the destruction. For one landowner, that included a plan to restore acres of private forestland within the burn scar and its native species over the next several years. The return of this tree canopy will support a wide range of wildlife. Along with providing a home for birds, big game and small mammals, this project helped support one of the largest fish restoration projects in U.S. history. Four dams on the Klamath River are set to be removed in the coming years, opening up 420 miles of habitat for salmon, bull trout and the endangered Lost River sucker fish. Trees that were planted in the basin will greatly improve the river’s water quality and help these species thrive well into the future.
Planting Timeline & Project Highlights
April 1, 2024
5 Tree Species
° Ponderosa Pine
° White Fir
° Lodgepole Pine
° Douglas Fir
° Western Larch
36 Acres Replanted this year
Over 10,000 Trees Planted this year
June 30, 2024
Environmental Benefit
339 Metric Tons CO2 Avoided/Sequestered 4.56 Tons
Air Pollution Removed
20,445 Gallons Avoided Water Runoff
Photo Credit: Nathan Stone
Network of Engineering with Nature
HDR was invited to join the Network of Engineering with Nature (N-EWN) as a partner organization. N-EWN is led by the U.S. Army Corps of Engineers out of the Engineering Research Development Center (ERDC) with administrative/operations help from the University of Georgia’s Institute for Resilient Infrastructure Systems (IRIS). Some of our competitors and clients are also N-EWN partners, and our participation should yield strategic value as we work alongside these key people and the participating universities. The N-EWN director, asked if we could bring HDR’s industry expertise in the transportation sector to N-EWN, since that is a knowledge gap where we have leadership and project experience. We plan to have multidisciplinary participation from multiple business groups, practice groups and cross sectors.
Prioritizing Wildlife Crossing Locations
• The US-40 Wildlife Safety Corridor Grant Application Project in northeastern Utah aims to restore big-game migration corridors, reconnect critical winter ranges and reduce wildlife-vehicle collisions by adding 23 miles of fencing and a new wildlife crossing between Fruitland and Starvation Reservoir. By facilitating safe migration, the project supports biodiversity by maintaining healthy populations of big-game species and preserving ecological balance in the area.
• The I-84/I-80 Wildlife Safety Corridor Grant Application Project in Utah, proposed by the Utah Department of Transportation, seeks to improve safety, restore migration corridors and reduce wildlife-vehicle collisions on key interstates in Morgan and Summit Counties. This effort enhances biodiversity by reconnecting fragmented habitats, enabling species movement and supporting the survival of big-game animals and other wildlife.
• The Nevada Department of Transportation's Wildlife Crossings Prioritization Study, funded by Nevada's Wildlife Crossings Account, identifies areas with high wildlife-vehicle conflict and roadways intersecting key wildlife habitats. By addressing habitat fragmentation and promoting safe wildlife movement, the study directly contributes to the conservation of biodiversity, including endangered and sensitive species. HDR also supported the Nevada Department of Wildlife in development of a Wildlife Connectivity Plan that establishes objectives to improve wildlife connectivity across the state. For more information on this project, please see here: Nevada Wildlife Connectivity Hub.
HDR Foundation Grant: International WeLoveU Foundation | New Windsor, NJ
This $35,000 grant to the International WeLoveU Foundation will be used to create pollinator gardens at Emma and Nicholas DePietro Park.
“Globally, pollinator populations are in decline, and this decline is a threat to our ecosystem and affects mankind directly," said International WeLoveU Foundation Grant employee sponsor. "As someone who is passionate about both people and our endangered environment, this project resonates deeply with me. The truth is, we cannot live without pollinators. Contributing to a project such as this one is investing in our future.”
Environment Waste
As environmental stewards, we recognize the importance of minimizing waste generated through HDR operations and by employees. This sustainable practice benefits the environment by reducing our ecological footprint and can contribute to lower business costs. As a professional services organization, HDR has relatively limited waste. As a result, our management approach focuses not only on reducing HDR’s own waste but also on elevating waste planning and management solutions available to clients.
See the Sustainability Stewards Program Map for activities completed in our local offices.
Management Approach
• Implement sustainability policies and procedures that define expectations for conserving resources, diverting waste and establishing sustainability goals. These policies and procedures include catering guidance, IT waste standards, office material procurement, and waste minimization direction in the Sustainable Office Finish Standards.
(See page 30-31 for more on our IT waste management).
• Implement a Waste Prevention and Recycling Standard that provides guidance on our operational waste characterization, recycling, composting, waste reduction and sustainable purchasing.
• Implement waste reduction initiatives, such as using reusable materials and procuring efficient equipment.
• Implement a Sustainability Meeting and Events Standard that provides guidance for implementing sustainable practices, including waste avoidance and diversion during HDR meetings and events.
• Support and facilitate technical practice groups that work to enhance the technical depth and expertise of our employees.
Sustainable Stewards Support Operational Waste Reduction
The HDR Sustainable Stewards Program’s support of a sustainability culture in our offices extends to waste management solutions. Those solutions focus on source reduction and reuse, recycling and composting. Under the local SSP, leadership offices implement thoughtful steps each day to reduce waste, engage professionals and elevate our communities.
Holding Ourselves Accountable
Building on HDR’s culture of sustainability and the understanding that sustainability should be integrated into planning events, in 2024, HDR formally integrated sustainability into planning large events through the Sustainability in Meetings and Events Standard. The standard aims to define requirements and provide suggestions for the sustainable management of HDR events in alignment with HDR’s Sustainability Vision Statement. While only large, offsite events with significant engagement for the HDR Meeting and Events team are required to implement the standard, any event can be a sustainable event through sustainable event principles:
• Environmental : Minimize waste, reduce greenhouse gas emissions
• Social : Engage and support our communities, professionals and industries
• Share your information and successes
Photo Credit: Anand Ambrosi
Environmental Impacts
Sustainable Stewards Program Activities
Emissions
Boston
The Boston SSP team strived to improve HDR's environmental impacts in 2024 by working with Cityscapes Planting Workshop, procuring cleaning supplies from USA manufactured products only and organizing a Vegan for the Earth Day event.
Glasgow
Since the Glasgow office sees a 0% employee commute via private transport as most employees walk, bike or use public transportation, their SSP team reduced impacts by promoting more bicycle commuting, educating employees on the impacts of different transport types, addressing the lack of bike storage and raising awareness of air transport for employees.
Toronto
The Toronto SSP team helped to establish bikeshare and Communauto corporate memberships for employees. They also oversaw the implementation of a bike repair stand for their office and encouraged participation in Bike Month and Day.
Water
Orlando
In 2024, the Orlando SSP team embraced the theme "Local Waters." They organized OneWater lunchand-learns and a field trip to Orlando Wetlands Park.
Seattle
The Seattle SSP team implemented the Water Footprint Educational program that teaches residents about water footprints and practical ways to reduce water usage, raising awareness about the importance of water conservation in Seattle. In addition, their team highlighted water usage statistics to promote water-saving tips and encourage community participation in water conservation efforts.
Biodiversity
Bellevue
The Bellevue SSP team participated in volunteer opportunities including the Beacon Food Forest’s native guild, which promotes the growth of native species and donates more than 10,000 pounds of fresh produce to local food banks.
Boston
The Boston SSP’s efforts at two cleanups with the Charles River Watershed Authority (CWRA) helped with the removal of nearly 9,000 pounds of trash from the banks and through its watershed. This improves the health and resiliency of an ecosystem relied on by over 1 million people. They received sponsorship recognition in the April River Current.
Denver
From lunch-and-learns on native gardening/landscaping and invasive species/practices, to worm farming led by our environmental scientists, the Denver SSP increased awareness and knowledge of biodiversity for their colleagues.
Waste
Denver
The Denver SSP team established a hard to recycle program in addition to their existing recycling and composting programs in 2024. As the new program launched, they hosted various lunchand-learns to expand knowledge of office waste policies.
Olympia
The Olympia SSP team organized SSP office recycling, developed a newsletter/orientation guide for new employees that encourages Recycling Olympics, organized Earth Day cleanups within the community, organized TerraCycle and Ridwell in office, volunteered with Thurston County Waste Audit, and reduced waste by bulk purchasing office snacks.
Omaha
In 2024, the Omaha SSP team organized book/puzzle/game swaps to reuse existing materials and encourage waste management. They collected holiday lights for proper disposal and held an electronics recycling event for office employees. Their team also held brown bag lunch-and-learns to educate employees on office waste practices.
Environmental Impacts
U.K. 100% Renewable Electricity Supported application of the Envision framework on
32 Projects
10,000 Trees Planted Through Arbor Day Foundation
More than
3,949.60 lbs (84.43%) of waste diverted from Large Events
GHG Emissions
• 22.4% emissions intensity reduction, per employee since 2019
• 6,906 metric tons, CO2e Direct
Scope 1 Emissions (carbon dioxide equivalent)
• 14,802 metric tons, CO2e Indirect
Scope 2 Emissions
• 40,775 metric tons, CO2e Indirect
Scope 3 Emissions
Environment
Recognized for Elevating Project Sustainability
Our values lay the foundation for our culture of employee ownership and drive us to do the right thing to make great things possible. In addition to our efforts to reduce the operational impact of our business practices and improve the communities in which we operate, we also endeavor to make decisions aimed at reducing the impact of the projects we design and improving the communities we support. This page highlights several awards and initiatives that demonstrate our efforts toward the environmental and social advancement of our projects.
Strategic Engagement to Help Underserved Communities
Engaging Indigenous Communities in Infrastructure Projects
An HDR Experts Talk interview highlights the critical importance of building trust and fostering relationships with Indigenous communities during infrastructure planning and construction. Traditional engagement strategies do not always adequately identify Indigenous concerns and needs related to cultural heritage, treaty rights and the protection of traditional lands, which can result in delays and legal challenges. HDR advocates for early, intentional and culturally informed outreach strategies that support Indigenous involvement, emphasizing the mutual benefits of trust-based collaboration for successful project delivery and future partnerships. See the full article here:
Experts Talk: How Proactive Indigenous Community Engagement Leads to Better Outcomes in Canada | HDR
Fellows Seek to Impact the Industry With Advances in Equitable Project Input, Simulation-Based Decision-Making, Toll System Performance
HDR’s Fellowship Program supported three applied research projects in 2024, advancing equitable project input, simulation-based decision-making and toll system performance. Now in its eighth year, the program highlights professional excellence and honors leaders in architecture, engineering and science. Each year, select HDR employees participate in yearlong fellowships with dedicated budgets for research.
In 2024, HDR’s Transportation Strategic Communications director, led research on advancing equitable public input in infrastructure planning. Her work identified best practices and developed guidance around community-based organization partnerships, compensation for engagement, and the value of local perspectives and lived experience in shaping infrastructure solutions. “Equitable engagement creates better projects,” she said, calling this research a pressing need for HDR and the industry.
Photo Credit: Anna Ristuccia
Designing Smart
By building trusted relationships with our clients, we gather their needs and those of their communities to inform our Corporate Sustainability strategy. Our client testimonials reflect our long-standing commitment to environmental and social sustainable leadership.
Energy Management Plan (EMP), Cedar Rapids, IA, United States
“ The staff and resources utilized by HDR during development of the EMP were exceptional, and all were committed to creating an end product that was responsive to immediate and future City needs. The City has already seen benefits from an Energy Management Plan that included development of aggressive yet achievable energy reduction targets, a framework for meeting those targets, and supported successful grant applications for additional projects that continue to enhance and improve sustainability of the community.”
— Project Manager, City of Cedar Rapids
Historic Fourth Ward Park, Atlanta, GA, United States
“ The Historic Fourth Ward Park project was recognized with an Envision Gold award for meeting multiple Envision criteria, including its contributions to the quality of life as part of the Atlanta BeltLine and significant stakeholder involvement. ... Resource conservation was designed into the project, including supplying 100 percent of the irrigation demand from the pond. The need for irrigation is also greatly reduced through the use of native plant materials, The pond’s capacity provides relief to the combined sewer, allowing the system to manage a rain event in excess of a 100-year storm.”
President and CEO, Institute for Sustainable Infrastructure
in Sustainable Design
HDR Bestowed With Myriad Awards for Projects Supporting Sustainability
North Island College Student Housing Commons Courtenay, BC, Canada
Winner (2024)
Large Buildings, BC Embodied Carbon Awards, Carbon Leadership Forum
Orange County Sanitation District Headquarters Complex Fountain Valley, CA, United States
Honor Award (2024)
Energy/Operational Carbon Category, CA Green Building Awards
U.S. Green Building Council California
Project of the Year (2024)
CA Green Building Awards, U.S. Green Building Council, California
Puente Hills Landfill Park — Environmental Justice Center Los Angeles, CA, United States
Honor Award (2024)
Environmental Justice Category, CA Green Building Awards
U.S. Green Building Council, California
HDR Recognized Among Top Design Firms in Environment
• No. 20 – Top 200 Environmental Firms (2024)
Engineering News-Record
• No. 10 – Top 100 Global Environmental & Sustainability Consultancy Firm (2024)
