2022 Saunders Corporate Social Responsibility Report

2022

CORPORATE SOCIAL RESPONSIBILITY REPORT

One River North

CO N T EN TS P RE FACE 7 ECON O MIC 15 E N V I RONMENT 27

2022

S OC I AL 39



C E L E B R AT I O N & RENEWED PURPOSE p. 3

S A U N D E R S C E L E B R AT E S 5 0

P R E FA C E

ON FEBRUARY 2, 2022, S A U N D E R S C E L E B R AT E D O U R 5 0 T H A N N I V E R S A R Y.

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National Western Center Waste Water Heat Recovery Central Utility Plant

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A LETTER FROM THE CEO At Saunders Construction, 2022 marked a significant milestone for the company — our 50th Anniversary. Reflecting on the past year, I am filled with both pride and gratitude. The year was full of celebrations — honoring our history and community contributions, while exemplifying our core values as an organization. These celebrations also allowed us an opportunity to pause and acknowledge the magnitude of this milestone. Over the last 50 years, Saunders has built a company that first cares — for our people, communities, relationships, and about the experiences we provide.

Beyond the celebrations though, this past year was one of growth, purpose and hard work. Throughout 2022, our teammates supported significant growth as the organization recovered from the pandemic. Our operations teams were busy building one of our strongest and most diverse work programs ever. The results of these efforts cast a light on just how impactful our corporate social responsibility (CSR) initiatives are in our business and in our community. This 2022 CSR Report is our 13th annual report and provides a high-level look at Saunders’ progress toward these initiatives in the key areas of economic, environment and social.

While we are extremely proud of the work we have completed to date, we know the future will provide both challenges and opportunities — each of which we will tackle with the same creativity, teamwork and grit that has defined our success over the past five decades.

Economic: Overall economic conditions, market uncertainties and supply chain issues contributed to a challenging, but successful 2022. Through flexibility and adaptability, our people overcame these challenges. By applying creative problemsolving, we were able to find efficient alternatives and course correct — delivering an outstanding experience to our clients.

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Environment: As one of the largest general contractors in Colorado, we know our impact has a far reach. Our commitment to sustainability continues to be a work in progress as we balance the demands of our growing communities with our carbon foot emissions. This year, Saunders reported lower greenhouse gas emissions and remained steady on total water consumption — continuing to improve our daily operations to reduce our environmental impact.

Social: As a community builder, we continue to commit time and resources to ensure our priorities stay rooted in our core values. In 2022, Saunders’ selected Colorado I Have a Dream Foundation (CIHADF) as our sixth Building Confidence in Kids (BCiK) partner. CIHADF is a long-term partner to youth, supporting them and their families as they navigate education and life, offering academic, social and emotional support as they learn, grow and achieve their dreams.

The future of Saunders is bright. As we have been Building What Matters in the community, we have to accept that our record has created a quiet confidence in our ability to adapt and thrive — especially in the economic, environmental, and social aspects of our business. We look to the decades ahead with enthusiasm, armed with the knowledge that our formula works, and our values are timeless.

G re g S c h m i d t Chairman and CEO

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C O R P O R AT E O V E R V I E W Saunders Construction is an employee-owned corporation headquartered in Englewood, Colorado, primarily performing construction management/general contracting work in the Rocky Mountain region. Founded in 1972, Saunders provides integrated construction management/general contracting, design-build, public-private partnership (P3), concrete construction and commercial real estate development services to a variety of market segments.

Saunders is dedicated to corporate social responsibility (CSR). CSR at Saunders recognizes that investing in our people, focusing on safety, improving business processes, and reducing environmental impact adds value to our industry and in the communities we build.

MEMBERSHIPS • Aurora Economic Development Council • Associated General Contractors (AGC) • AGC - Construction Education Foundation

L O C AT I O N S CORPORATE HEADQUARTERS 86 Inverness Place North Englewood, CO 80112 P 303.699.9000 W saundersinc.com

DOWNTOWN DENVER SUITE 1660 17th St., Suite LL1 Denver, CO 80202 P 303.699.9000

• B:CIVIC • Boulder Chamber of Commerce • Castle Rock Economic Development Council • Colorado Inclusive Economy • Colorado Springs Chamber of Commerce

SAUNDERS NORTH

1212 Riverside Ave., Suite 130 Fort Collins, CO 80524 P 970.221.4195

• Colorado Women’s Chamber of Commerce • Downtown Denver Partnership • Fort Collins Chamber of Commerce • Hispanic Contractors of Colorado (HCC) • Lean Construction Institute • Master’s Apprentice • Metro Denver Chamber of Commerce • United States Green Building Council P re f a c e

• Urban Land Institute • Winter Park and Fraser Chamber of Commerce • Women in Healthcare

SAUNDERS NORWOOD 111 S. Tejon St., Suite 200 Colorado Springs, CO 80903 P 719.358.2225

2022

PROJECT S TAT S

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96

PROJECTS STARTED

91

PROJECTS COMPLETED

Roaring Fork Transit Authority Glenwood Springs Maintenance Facility Expansion p. 9

B I M PA C T S C O R E The B Impact Assessment covers the impact our business has across the board — including employees, clients, community and environment. The score also reflects best practices in relation to Saunders’ mission, measurement and governance.

O u r I m p a c t A re a S co re s : • Governance: • Workers:

102.4

5.9

Saunders’ 2022 B Impact Score

26.5

• Community:

19.6

• Environmental: • Customers:

47

3.2

B IMPACT ASSESSMENT

B Impact Scores are compared against all businesses that have completed the B Impact Assessment. Overall scoring is based out of 200.

80

50.9

Qualifying B Impact Score

Median B Impact Score

*The B Impact Assessment was completed in and based on information available in July 2023.

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C S R I N I T I AT I V E S ECONOMIC • Maintain, grow and diversify our work program.

• Cultivate high quality relationships with industry partners.

• Implement efficient, ethical and effective business processes.

ENVIRONMENTAL • Require all project sites to recycle construction waste.

• Reduce our use of water through efficient fixtures and smart watering systems.

• Measure our greenhouse gas footprint and evaluate best practices for emissions reduction.

SOCIAL • Encourage participation in company-sponsored wellness events.

• Create opportunities for employees and their families to participate in volunteering.

• Provide continual opportunities for training and development to employees.

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L E G A C Y PA V E S T H E W A Y F O R P U R P O S E Saunders Construction has been building what matters for a half century, and not just exceptional construction projects. Dick Saunders, founder, had a vision for a different kind of company — one that works with Care, Collaboration, Commitment and Community in mind — and that has become the lifeblood of our company. For over 50 years, we have built places to educate, govern, heal, entertain, inspire, protect, live and play. The results of what we do is both tangible and intangible — we build places, relationships and our reputation.

As we look to the future, what and how we do our work presented an opportunity to continue the evolution of Saunders — the opportunity to develop and define our “why” — our purpose as an organization.

With our core values as the foundation, we set out to develop our purpose statement by listening to our employees’ reasons for choosing Saunders. From this listening, common themes included “care for all,” “local leadership,” “building what matters,” “serving our communities,” and the “Saunders experience.” With the creativity of our marketing and communications team, the Saunders Why statement was unveiled in 2022 to the organization.

Moving forward, this statement will serves as our north star for the organization’s next half century. It is rooted in the foundation of our core values, our business model as a community builder, and our commitment to devliver everything we do with excellence.

“I only hope you continue to lead the industry with integrity, passion and true commitment to relationships for the betterment of all involved.”

D i c k Sa u n d e r s Founder

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Saunders Why Launch Event

Aurora Southeast Recreation Center

ECONOMIC

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M E A S U R I N G O U R E C O N O M I C I M PA C T MARKETS SERVED

$122.2M

CIVIC GOVERNMENT CO N C R E T E C U LT U R A L DATA C E N T E R

$2.9M $302K $957K $26.6M

E D U C AT I O N : H I G H E R

$40.6M

E D U C AT I O N : K- 12 E N E RGY

$3.4M $68.8M $60.5M

H E A LT H C A R E H O S P I TA L I T Y

$17.6M

I N D U ST R I A L I N F R A ST R U C T U R E (C I V I L ) M A N U FA C T U R I N G

$4.6M $9.9M $22.5M

MIXED-USE

$51.8M

OFFICE PA R K I N G ST R U C T U R E S

$354K $72.6M

RESIDENTIAL R E TA I L S C I E N C E & T EC H N O LO GY

$785K $13.9M $47.4M

SENIOR LIVING S P O RTS & R EC R E AT I O N

$13.5M $35.2M

T E N A N T I M P RO V E M E N T OT H E R R E V E N U E

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$6.4M

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ECONOMIC GOALS AND PERFORMANCE 2022 REVENUE

$623,059,826 Includes all Saunders subsidiaries.

SMALL, DIVERSE AND WOMEN-OWNED B U S I N E S S PA R T I C I PAT I O N 2022

4.50% Based on the cost of work.

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E S T I M AT E D M A R K E T S H A R E O F COMMERCIAL CONSTRUCTION *Based on available data from Dodge Data & Analytics, 2022

2022

10.90%

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2021

7.50%

2020

7.00%

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C O R P O R AT E G I V I N G 27J SCHOOL DISTRICT

COLORADO I HAVE A DREAM FOUNDATION

A PRECIOUS CHILD

COLORADO STATE UNIVERSITY

ACE SCHOLARSHIPS COLORADO

CRAIG HOSPITAL

AMERICAN RED CROSS

CREW NETWORK

ANIMAL FRIENDS ALLIANCE

DAWG NATION

ASSOCIATED GENERAL CONTRACTORS CONSTRUCTION EDUCATION FOUNDATION

DENVER ART MUSEUM

BIG BROTHERS/BIG SISTERS BLUE FOUNDATION BOY SCOUTS BOYS & GIRLS CLUB OF LARIMER COUNTY

DENVER PUBLIC SCHOOLS DOUGLAS COUNTY SCHOOL DISTRICT FAMILY HOMESTEAD GIRL SCOUTS

BOYS HOPE GIRLS HOPE

GOOD SAMARITAN MEDICAL CENTER FOUNDATION

BRENT’S PLACE

HABITAT FOR HUMANITY

CASA OF LARIMER COUNTY

HEART AND HAND

CASTLE ROCK ADVENTIST HOSPITAL FOUNDATION

HOPEKIDS COLORADO

CENTURA HEALTH CHERRY CREEK SCHOOLS FOUNDATION CHEYENNE REGIONAL FOUNDATION CHILDREN’S DIABETES FOUNDATION CHILDREN’S HOSPITAL OF COLORADO CIVIC CENTER CONSERVANCY

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HOYA FOUNDATION IRV BROWN CHAMPIONS CENTER

MIDDLE PARK MEDICAL FOUNDATION MOUNT ST. VINCENT MTECH 2022 SAMBRORSKI MEMORIAL CLAY SHOOT NATIONAL SPORTS CENTER FOR THE DISABLED POUDRE HIGH SCHOOL GEOMETRY IN CONSTRUCTION REALITIES FOR CHILDREN REGIS JESUIT HIGH SCHOOL SAFE PASSAGE ST. ANTHONY HOSPITAL FOUNDATION ST. VINCENT HOSPITAL FOUNDATION (SCL MONTANA) TEACH MEN TO FISH THERE WITH CARE

JEFFCO SCHOOLS FOUNDATION

THOMPSON SCHOOL DISTRICT EDUCATION FOUNDATION

LEUKEMIA & LYMPHOMA SOCIETY

UNIVERSITY OF COLORADO FOUNDATION

LITTLETON PUBLIC SCHOOLS FOUNDATION

UNIVERSITY OF DENVER BURNS SCHOOL

MENTAL HEALTH COLORADO

VALOR HIGH SCHOOL VOLUNTEERS OF AMERICA (VOA)

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M A N A G I N G S U P P LY C H A I N I S S U E S I N A N U N C E RTA I N M A R K E T In the aftermath of a global shutdown due to the COVID-19 pandemic that carried out into the beginning of 2022, global supply chain issues affected every market in the economy. The construction industry faced issues with obtaining many long-leadtime materials such as electrical hardware, chips for mechanical systems, roof decking and even roofing insulation all while dealing with issues of finding a sufficient labor pool.

Saunders and the project team worked in unison with Centura, Adams, and other project stakeholders to find unique solutions to these issues which meant ordering some of these materials as early as the Schematic Design Phase. While this is much earlier than typical, the collective approach of the team allowed for materials to be ready for the project once it commenced.

The Castle Rock Adventist Hospital Medical Office Building (MOB) project team had to develop quick and creative solutions to combat supply chain issues and finish the project on time and within budget. The three-story, 70,000-squarefoot new construction is built adjacent to the occupational Castle Rock Adventist Hospital and has two operating rooms, two shelled operating rooms, two procedure rooms and 14 pre-operative holding rooms surrounding the two nurses’ stations on both sides of the building on the first floor.

The MOB also includes a connecting hallway to the pre-existing hospital and two floors of tenant improvement space for other healthcare offices.

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Castle Rock Adventist Hospital Medical Office Building

Another dwindling effect of the pandemic was a labor shortage when it became time to work on the exterior glazing of the building, the glass glazing trade partners did not have enough labor to complete the job. The Saunders project team had to outsource labor from other glass trade partners to supplement their workforce and keep the project on schedule.

Saunders was able to turnover a successful, high-quality MOB to Centura Health, combating the challenges of a volatile, post-pandemic market with the diligent work and creative solutions of the Saunders project team. These solutions can be applied to future projects to come even in the absence of supply-chain issues.

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VIM 2 GROUNDBREAKING Rendering courtesy of Johnson Nathan Strohe

Saunders Norwood Construction, in partnership with Norwood Development, broke ground in September 2022 on the VIM 2 Apartments located in Colorado Springs, Colo. This project marks the first ground-up, new construction work for Saunders Norwood Construction since its inception in 2021. The VIM 2 Apartments will meet the growing demands of mid-market living in the downtown Colorado Springs market. Blending extended stay hospitality thinking with smaller, smarter floorplans, VIM 2 is designed to offer streamlined, simple living without sacrifice. Residents of the two new apartment buildings will share courtyards, pool, dog wash and other amenities.

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5 0 TH A N N I V E R S A R Y H I G H L I G H T “What an accomplishment... 50 years! When Dick started Saunders a half century ago, he did so with a vision — that the company would work with the values of honesty and integrity. I truly believe that has been the guidepost over the years for how we operate in business and how we treat each other.

I’m humbled to be part of this story and proud to work alongside all of you.”

G re g S c h m i d t Chairman & CEO

“Saunders started in 1972. I learned a lot of lessons from my mother... they were lessons of honesty, integrity, value, treating people how you would like to be treated, and building great relationships. I wanted Saunders to be different.

I wanted Saunders to be exceptional. I cannot emphasize enough the importance of our field and their performance over the years. I have always said, the field is where the rubber meets the road, and if anything that is an understatement.”

D i c k Sa u n d e rs Founder Ec o n o m i c

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MEETING MARKETS WHERE THEY ARE Saunders Commercial Development Company (SCDC) knows a development’s success, and ultimately profitability, depends on the ability to anticipate and respond to market dynamics — more specifically, the interplay between supply and demand.

Using these fundamentals, SCDC identified an underserved product type — flexible (or “flex”) industrial spaces with outdoor storage — with an outstanding demand along the northern and southern Front Range.

Flex industrial spaces allow for a variety of uses but are typically designed and used as office and warehouse spaces. Beyond a product type name, flexible can also be used to describe how SCDC approaches development. From managing the many stages of development to leveraging established relationships.

In 2022, SCDC started work on two separate flex industrial developments — Boyd Lake Commerce Center (BLCC) located in Loveland, Colo., and Castle Rock Industrial at the Meadows (CRIM) in Castle Rock, Colo.

Both these projects aim to fill a void in their respective market offerings. In northern Colorado, while flex industrial supply is available, the amount standing at current demand still left the market underserved. That, coupled with the projected growth in the region, made the BLCC development an easy choice. The first phase of BLCC includes a 100,000‑square‑foot, speculative, Class A tilt-up building, with additional outdoor storage available for prospective tenants.

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Boyd Lake Commerce Center

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Castle Rock Industrial at the Meadows

In Castle Rock, SCDC decided the high-cube, industrial flex space would be the ideal investment, providing an answer to an in‑demand, but low supplied product type in the market. Sitting on 14 acres, CRIM includes two tilt-up buildings, with each respective building totaling 80,000 square feet. The Castle Rock industrial market has seen minimal new supply, so providing new best‑in‑class industrial product is designed to be desirable for tenants.

Both projects are slated for completion in summer 2023 and at CRIM nearly half the space is already leased. By aligning strategy with market demands, SCDC considerably increases the chances of success and profitability. This understanding and responding to the ever-changing relationship between supply and demand is vital to thrive in the dynamic Colorado commercial real estate sector.

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University of Denver Community Commons Green Roof Garden

ENVIRONMENT

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Steamboat Base Area Redevelopment, courtesy of Scott Burge

MATERIAL CHOICES MATTER In 2021, Steamboat Ski Resort embarked on the largest redevelopment in resort history — a three-year, $220+ million project to transform the base area and on-mountain experience for its global client-base. Resort owner, Alterra Mountain Company, set out on the project aligned with the City of Steamboat Springs’ goal to reinforce the mountain area’s sustainability and resiliency — part of which includes implementing green building and design initiatives to achieve LEED Certification from the U.S. Green Building Council (USGBC) for all base area buildings.

Saunders is known as a leading green builder in the Rocky Mountain region with a commitment to sustainable business practices, making us the perfect construction partner for this project.

When it comes to sustainability, material choices matter. Gensler, the architect of record, incorporated design elements using mass timber — an aesthetically pleasing, low carbon building material — throughout the base area. Mass timber has become increasingly popular in recent years as a sustainable solution producing fewer byproducts than traditional construction materials. Production of mass timber creates a sustainable forestry cycle — ultimately mitigating wildfires, cutting carbon emissions, and expanding wildlife habitats while creating jobs in rural areas1. Trees naturally clean air by absorbing CO2, and once harvested and manufactured, wood continues to store carbon throughout its lifetime mitigating one of the main contributors to global warming2.

1 Source – Think Wood (thinkwood.com) 2 Source – U.S. Forest Service

Sourced from Redmond, Ore., the mass timber wood panels and beams used around the upgraded base area provide a warm and sophisticated ski-lodge feel. Guests are welcomed to the resort, entering the base area on the new escalator with a covered wood canopy. Once in Steamboat Square, Skeeter’s Ice Rink and the Steamboat Stage provide the perfect spot to enjoy year-round entertainment.

When it’s time to après ski, guests can head to the Range Food & Drink Hall offering indoor/ outdoor seating and a variety of dining options for the whole family.

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5 0 TH A N N I V E R S A R Y HIGHLIGHT “Corporate Social Responsibility algins with our corporate value of Community. Construction has a huge impact on the environment, community and natural resources. One of the things we want to look at is not only profit, but our impact on the community and environment.”

S a ra h S c h u l t z Assistant Project Manager

“The two Rs and the four Cs. Relationships and Reputation.

Both of those things for our organization are based on Care, Collaboration, Commitment and Community. Our core values, as we define them, have had and continue to have a really important impact on so many of our initiatives. Not just how we conduct ourselves every day, but laying the ground for things like our Corporate Social Responsibility initiative. The way we engage in the environment and the way we engage in the community really all trace back to the two Rs and the four Cs.” Ju s t i n Co o p e r President

S O L A R A R R AY P R O D U C I N G N E A R LY O N E M E G A - W AT T O F P O W E R AT T H E A U R O R A S O U T H E A S T A R E A M A I N T E N A N C E FA C I L I T Y.

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The Stanley Hotel Campus

“Commitment to sustainability is important because we only have one world to live in and one world to build in. We are all leaving a legacy behind of some kind. The responsibility of the construction industry to reduce our carbon footprint is, therefore, very important, and that’s a responsibility Saunders takes very seriously.”

Bill Bialek General Manager ENVIRONMENT

MANAGING OUR W AT E R U S A G E Saunders tracks water usage on the projects for which we pay the water bill, in addition to our offices and warehouse. Our refined approach expands the scope of what is reported and provides a higher level of clarity on water consumption.

2022

2,988,101 GALLONS 2021

2,197,906 GALLONS 2020

1,848,000 GALLONS

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WASTE DIVERSION Approximately 24% of waste was diverted from landfills in 2022. Saunders continues to divert waste from landfills by functionally and creatively re-purposing materials, and/or simply recycling, when applicable at all project sites. Projects inventory all materials and communicate diversion expectations within subcontracts and vendor agreements, as well as daily communications to all construction professionals.

STO R M WATE R POLLUTION PREVENTION Pollutants such as oil, fuel, and sediment are prevalent in construction operations and can negatively impact the local environment. Saunders implements storm water management practices on all of our projects to reduce impact and is proud to report no violations.

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R ED U C ING OUR GR EENHOUSE GA S EMISSIONS Saunders’ commitment to continuous improvement in how we reduce our greenhouse gas (ghg) emissions in daily operations includes:

Install or use efficient heating and cooling systems in offices and project sites.

Reduce and divert waste on all of our projects.

Limit the total time trucks and construction equipment idle.

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Educate employees on methods to reduce their impact at work and home.

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GREENHOUSE GAS EMISSIONS

2022

1,952

METRIC TONNES

5.52

TONNES PER EMPLOYEE

2021

2,452

METRIC TONNES

5.49

TONNES PER EMPLOYEE

2020

-4,400 METRIC TONNES

-12.94

TONNES PER EMPLOYEE

In 2020, significant reductions were reported in Saunders’ water and energy usage. Additionally, GHG offsets took place in Scope 3 (Out of Bounds Emissions) due to a large amount of construction waste recycling. These reductions are, in part, a direct reflection of 2020’s unprecedented impacts on our business.

Reported data sets are expected to increase and level out as business returns to normal operations in the coming years. Nonetheless, the overall data is showing a trend downward in Saunders’ overall emissions since 2017.

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SAUNDERS HAS

69

LEED PROJECTS COMPLETED OR UNDERWAY.

LEED PLATINUM

8

E n v i ro n m e n t

LEED GOLD

35

LEED SILVER

20

LEED CERTIFIED

6

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U N I V E R S I T Y O F D E N V E R C O M M U N I T Y C O M M O N S R E C E I V E D L E E D C E R T I F I C AT I O N I N 2 0 2 2 .

ENVIRONMENT

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Saunders Summer Picnic 2022

SOCIAL

Social

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SAFETY

0

1.9

3.4%

LOST WORKDAYS (LWD) INCIDENT RATE

DART DAYS (DART RATE)

TOTAL CASE RECORDABLE INCIDENT RATE (TCIR)

923,029 TOTAL WORK HOURS

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Saunders Safety Department

ANIMAL FRIENDS A L L I A N C E TA F T H I L L E X PA N S I O N Animal Friends Alliance emarked on a journey to expand their shelter in Fort Collins, Colo. in August 2021 with the goal to unify their sheltering programs, create a welcoming community space, and serve even more homeless animals and pet families in the Northern Colorado community. The project consisted of partial demolition of an existing building and a 5,026-square-foot addition between the two remaining buildings on site. The addition is a wood-framed building used for animal intake, animal health and isolation rooms, animal adoption, and new cat colony rooms for cat adoption. The project also included remodeling two existing buildings on site — the first was a partial demolition and full 1,927-square-foot remodel to provide office space, a break room, and animal foster and transfer services. The second was a partial remodel of 3,271 – square feet to provide dog adoption rooms and a community education room in the existing space.

“It’s just amazing. It feels like we’ve been working on this project forever, and now we’re here and we have this gorgeous new building. So many community members shared this vision with us and made this happen. They’re celebrating with us knowing that we’ll be able to save more animals.”

S a ra h Swa n ty Executive Director and Co-Founder of Animal Friends Alliance

Since Animal Friends Alliance is a non-profit organization and funds are limited, the project team worked diligently to ensure the project stayed within budget.

Despite these budget restrictions, the owner’s vision was delivered, with the help of using value engineering logs and cost estimates from project conception through project construction. Early coordination between the owner, the design team and Saunders North’s preconstruction team helped determine the most cost-effective design while achieving the owner’s goals of the new space.

Another challenge of the project was working on an occupied campus — with both humans and animals. Having animals on site was different than a typical construction project due to the noise and constant shuffle of the animals’ outside time, feeding schedule and being an active adoption site with constant visitors.

Regardless of the challenges, the project was delivered two weeks ahead of schedule due to the excellent quality control of the field staff and streamlined communication between the owner, design team and construction team.

Social

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Animal Friends Alliance Taft Hill Expansion

Social

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BUILDING CONFIDENCE IN KIDS

BCIK PA R T N E R S • Brent’s Place • Colorado “I Have A Dream” Foundation • Heart and Hand Center • HopeKids Colorado • Mount Saint Vincent • Warren Village • Safe Passage

Social

17

529.5

EVENTS HOSTED

VOLUNTEER HOURS

HELPING TO FULFILL DREAMS In 2022, Saunders selected Colorado “I Have A Dream” Foundation (CIHADF) as our new Building Confidence in Kids (BCiK) partner. This two-year partnership includes fundraising and volunteer opportunities for Saunders employees to support CIHADF’s mission.

CIHADF is a long-term partner to local youth, supporting them as they navigate education and life — offering academic, social and emotional support as they learn, grow and achieve their dreams. Their dream is to have a world where every child has equal access to educational and career opportunities that will ignite their innate potential.

CIHADF’s work is deeply rooted in the long-term relationships they build with youth and families in Colorado communities. Saunders’ commitment to community and the local youth made this partnership a perfect match.

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5 0 T H ANNIVERSARY COMMUNITY DAY As one Saunders’ core values — Community — we are committed to building what matters — and that includes better communities. As part of the Saunders’ 50th Anniversary celebration, we organized an all-company Community Day in which employees were encouraged to volunteer in their local communities across the Front Range. In all, Community Day benefited 14 local non-profits, supported by 70 volunteers serving a total 210 hours.

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L E A R N I N G & D E V E LO P M E N T TRAINING

Fa l l Pro te c t i o n Tra i n i n g

20 22 Pro j e c t E n g i n e e r B o o t c a m p

STAFF

STAFF

HOURS

HOURS PER EMPLOYEE

9,309

26

FIELD

FIELD

HOURS

HOURS PER EMPLOYEE

1,444

7

10,753

TOTAL TRAINING HOURS Social

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B U I L D I N G A F U T U R E G E N E R AT I O N INTERNSHIP PROGRAM

2

1

HIGH SCHOOL INTERN

2ND INTERNSHIP ACCEPTED

4

7

CURRENT/ EXTENDED INTERNS

FULL-TIME OFFERS ACCEPTED

21

20 22 I n t e r n C l a s s

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TOTAL INTERNS

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EXCEPTIONAL SKILL THROUGH LEARNING & DEVELOPMENT programs into one Operations Development Program for 2022. This nine-month program provides participants with tools and resources for all phases of construction.

O p e ra t i o n s D e ve l o p m e n t Pro g ra m (O D P ) Lo g i s t i c s C l a s s

At Saunders, 2022 marked an unprecedented year for learning and development with over 10,000 hours of training completed. Our primary focus was skill development for new employees and career development for emerging leaders.

We welcomed over 240 new employees with safety, systems and skill-based training. We build with exceptional skill and take pride in passing that knowledge to the next generation of our workforce.

In addition to new employee training, we continued to build and improve our core development programs. Since 2015, we’ve run development programs to grow project engineers and foremen into project managers and superintendents.

Recognizing the value of understanding all aspects of a construction project, we combined our project manager development and superintendent development

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After developing skills to be exceptional builders, our employees gained access to a new program to help build exceptional leadership. In 2022, we rolled out our Introduction to Leadership Development Program, offering newly promoted or newly hired leaders the opportunity to cultivate their authentic leadership style. This program introduces new leaders to many of the same concepts in our existing Leadership Development Program and encourages individuals to embrace servant leadership and the Saunders leadership language.

Celebrating Saunders 50th Anniversary, while welcoming so many new faces garnered both reflection and appreciation. In recognition of our dedication to continuous learning and employee development, we changed the name of the Training & Development department to Learning & Development. The definition of learning, “the acquisition of knowledge or skills through experience, study, or by being taught” is a better representation of the care and effort we put into sharing knowledge and building with exceptional skill.

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P ro j e c t E n g i n e e r B o o t c a m p

O D P Co n t ra c t s C l as s

P re -Ta s k Tra i n i n g

O D P C l a s s o f 20 22

P E Q 4 B ra i n B as i c s

EMPLOYEE DIVERSITY & PAY EQUITY

570

EMPLOYEE COUNT

GENDER PAY ANALYSIS

83

The pay gap analysis was conducted to determine if there are differences in pay for women relative to men.

FEMALE

243 TRADE

327 STAFF

487 MALE

99% E N T RY L E V E L

T R A D E 42 . 6 % | STA F F 57. 4 %

F E M A L E 14 . 6 % I N D U ST RY 1 0 . 9 % *

25

VETERANS

318 WHITE

107% MID-CAREER

252

OTHER ETHNICITIES

103% M A N AG E R

W H I T E 55 . 8 % | OT H E R E T H N I C I T I E S 4 4 . 2 % I N D U ST RY 43 . 0 % *

VETERANS 4.4% I N D U ST RY 6 . 5 % *

Social

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*Source – U.S. Bureau of Labor Statistics, 2022 Current Population Survey

AWARDS 2022 AMERICAN ARCHITECTURE AWARDS RESTORATION/RENOVATION CATEGORY Denver Art Museum Sie Welcome Center and Martin Building - The Chicago Athenaeum and the European Centre 2022 P3 AWARDS BEST CONSTRUCTED PROJECT National Western Center District Energy 2022 ACE AWARD Best Building Project Under $10 Million, The Stanley Hotel Caretaker’s Cottage Renovation – AGC Colorado ACE Awards 2022 SILVER ACE AWARD Meeting the Challenge of a Difficult Job, The Baby Place – Good Samaritan Medical Center Neonatal Intensive Care Unit – AGC Colorado ACE Awards 2022 BRONZE ACE AWARD Best Building Project $10‑$40 Million, National Western Center District Energy – AGC Colorado ACE Awards 2022 DOWNTOWN DENVER PARTNERSHIP AWARD Denver Art Museum

2022 DENVER MAYOR’S DESIGN AWARDS Denver Art Museum Sie Welcome Center and Martin Building 2022 DESIGN AWARD OF MERIT, UNIVERSITY OF DENVER DIMOND FAMILY RESIDENTIAL VILLAGE AIA Colorado 2022 DESIGN AWARD OF EXCELLENCE, DENVER ART MUSEUM SIE WELCOME CENTER AND MARTIN BUILDING AIA Colorado 2022 DESIGN AWARD OF MERIT, BPX ENERGY STAIR AIA Colorado 2022 BEST PROJECT WINNER AWARD, ENERGY/INDUSTRIAL, NATIONAL WESTERN CENTER DISTRICT ENERGY Engineering News-Record Mountain States 2022 BEST PROJECT AWARD OF MERIT, HEALTHCARE Good Samaritan Medical Center – NICU Modernization – Engineering NewsRecord Mountain States

2021-2022 ENGINEERING NEWS‑RECORD MOUNTAIN STATES LIFETIME LEGACY AWARD GOES TO DICK SAUNDERS This award is given to an individual who has achieved a lifetime legacy of service, both to the built industry and the community. Dick Saunders founded Saunders Construction 50 years ago with honesty and integrity at the forefront, creating a reputation of reliability that stood out in the construction industry. We look forward to continuing his legacy of community building for years to come.

2022 BEST PROJECT AWARD OF MERIT, SMALL PROJECT Safe Passage – Engineering News‑Record Mountain States 2022 HOLIDAY PIECE‑DIGITAL CATEGORY AWARD SMPS Colorado Marketing Excellence Awards

2022 DENVER MAYOR’S DESIGN AWARDS Milo Luxury Residences at 9+Co Social

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Paper versions of this document uses 100% post-consumer recycled paper that meets the mark of responsible forestry and is 100% chlorine free.

All financial and project data is based on information available on June 31, 2023. Saunders’ logo, “Building Confidence” and “Building Confidence in Kids,” along with the vision statement are registered trademarks of Saunders Construction, Inc.