Saunders_CSR_2025

LEGACY

&

FOUNDATION 2025 Corporate Social Responsibility Report

Contents 3

17

PREFACE Message from the Executive Office Corporate Overview

11

ECONOMIC Blueprint 27 Markets Served

Project Statistics

Historically Underutilized Business Outreach

B Impact Score

Charitable Giving

CSR Initiatives

Case Study: Equipment Management

ENVIRONMEN TAL Pollution and Waste Initiatives Managing Our Water Usage

25

SOCIAL Building Confidence In Kids Case Study: Aurora Mental Health and Recovery

Stormwater Pollution Prevention

Learning and Development

Greenhouse Gas Emissions

Suicide Prevention

LEED Projects

Internship Program

Case Study: The Legacy

Safety Awards 2

PREFACE

3

Message from the Executive Office

To our employees, clients, partners and community stakeholders, As we present our 2025 Corporate Social Responsibility Report, we do so with deep appreciation for the employees, clients, trade partners, business partners, and community organizations whose contributions continue to shape our company’s strength and character. The year represented the first full year of our strategic business reset under Blueprint 2027 and reinforced the importance of disciplined execution, calculated growth, and sustained commitment to our core values.

We also pause to honor the legacy of Dick Saunders, whose passing in 2025 marked the loss of a visionary leader whose influence remains woven into everything we build. Dick’s commitment to integrity, craftsmanship and relationships helped shape the values that continue to guide our work today.

His impact is reflected not only in the projects delivered under his leadership but also in the culture of collaboration, employee ownership, and community stewardship that remains central to who we are.

From the leadership team’s perspective, 2025 affirmed the durability of the company’s foundation, the effectiveness of its operating discipline, and the unwavering commitment of its employees. The Field Execution Plan process provided greater clarity, alignment and accountability across project teams, supporting the delivery of all work on or ahead of schedule while maintaining commitments related to budget, quality and client expectations.

In a multifaceted commercial construction environment, these results reflect deliberate planning, consistent execution, and the master builder leadership our employees bring to every project, every day. As a result of this extensive work, the company also achieved its financial objectives, reaching nearly $397 million in construction revenue and realizing a net profit.

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With a focus on calculated growth, we grew our backlog while strengthening the Go/No Go project pursuit process that prioritizes opportunities aligned with our capabilities, capacity and values. In addition, we deepened relationships with trade and design partners through executive engagement, supported employee connection through the Building Connections and Building Confidence in Kids committees, and centralized equipment resources to improve service to projects and their teams.

As a community builder, the company further demonstrated its commitment to responsible corporate citizenship in 2025. Employees contributed 413 volunteer hours, and the company supported more than 40 nonprofit organizations, extending our impact within the communities where we live and build. Environmental responsibility also remained an important focus, as reflected in projects such as the LEED Gold National Western Stock Show Legacy, LEED Silver Aurora Mental Health & Recovery Potomac Pavilion, and the LEED Gold Paradigm River North, which demonstrate the integration of sustainable practices into project planning, partnership and delivery.

The company’s responsibility to its employees remained equally central. In 2025, the organization hosted VitalCog suicide prevention training, reported zero lost-time incidents, and provided more than 2,900 hours of training across critical areas, including OSHA 10-hour, leadership development, public speaking, infection control, technology, legal and contract management, and personal retirement planning. These efforts reflect a continued investment in employee safety, well-being, development and long-term success.

As the company enters 2026, it does so with a strong backlog, continued momentum behind Blueprint 2027, enhanced employee engagement and a planned leadership transition that supports organizational continuity.

Effective July 1, 2026, Justin Cooper will assume the role of President & CEO and Ryan Balakas will assume the role of Senior Vice President and join the Board of Directors. Greg Schmidt will continue to serve as Chairman of the Board, focusing on governance and stewardship, while Justin leads the company into its next phase of strategic execution and growth.

This report reflects meaningful progress across the company’s corporate social responsibility priorities and underscores the values that guide its work. We are proud of the accomplishments achieved in 2025 and grateful to our employees, clients, partners and community stakeholders for their trust, collaboration and shared commitment to building with purpose.

Sincerely,

Greg Schmidt Justin Cooper Chairman President & CEO

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Honoring the Legacy of Dick Saunders In November 2025, we paused as a company to honor the life and legacy of our founder, Dick Saunders, whose passing marked a profound moment for our organization and the communities we serve.

Dick founded Saunders Construction in 1972 in the basement of his Englewood home, guided by a simple belief: take care of people and deliver great work.

What began as a one-person operation grew into a company defined by care, collaboration, commitment and community, which are the values that continue to shape the company today.

His passing was deeply felt across generations of employees, partners, and community members.

For many, Dick was more than our company’s founder— he was a mentor, a steady voice, and a lasting example of integrity and humility.

A builder in every sense, Dick led by example from working hands-on, embracing innovation, and fostering a collaborative, trust-based approach to construction.

When he stepped down as CEO in 2001, he ensured a strong future through thoughtful succession planning and a commitment to employee ownership.

Saunders 100% employeeowned and well-positioned for generations to come.

Dick’s legacy extends far beyond the built environment. A dedicated community leader, he championed opportunities

for youth and families across Colorado and supported numerous nonprofit organizations. Widely recognized as a “builder of people,” he believed strong communities are built through relationships, care, and shared purpose.

Today, his presence remains woven into our culture, including in how we lead, partner, and care for one another. His passing reaffirmed our shared responsibility to carry his vision forward.

We honor Dick by living the ethos he instilled: working hard, treating people right, and building with purpose—for each other and for the communities we serve.

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CORPORATE OVERVIEW Saunders Construction is an employee-owned corporation headquartered in Englewood, Colorado, primarily serving the Rocky Mountain region. Founded in 1972, Saunders provides integrated construction management/general contracting, designbuild, public-private partnership (P3), and commercial real estate development services to a variety of market segments.

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

MEMBERSHIPS Aurora Economic Development Council

Denver Metro Chamber of Commerce

Associated General Contractors (AGC)

Fort Collins Chamber of Commerce

AGC - Construction Education Foundation

Hispanic Contractors of Colorado (HCC)

Association of Medical Facilities Professionals (AMFP) Castle Rock Economic Development Council Cheyenne Chamber of Commerce Colorado Black Chamber of Commerce Colorado Springs Chamber of Commerce

OUR PURPOSE

Colorado Women’s Chamber of Commerce

We build what matters with exceptional skill — creating better communities, outstanding experiences and a culture of care for all.

Commercial Real Estate Women Construction Finance Management Association (CFMA)

Loveland Chamber of Commerce Society for Marketing Professional Services Urban Land Institute Winter Park and Fraser Chamber of Commerce Women in Healthcare Wyoming Chamber of Commerce Young Presidents Organization

OFFICE LOCATIONS CORPORATE HEADQUARTERS

SAUNDERS NORTH

SAUNDERS NORWOOD

86 Inverness Place North Englewood, CO 80112 303.699.9000 saundersinc.com

1212 Riverside Avenue | Suite 130 Fort Collins, CO 80524 970.221.4195 saundersinc.com

2060 Briargate Parkway | Suite 135 Colorado Springs, CO 80920 719.358.2225 saundersnorwood.com

SAUNDERS WAREHOUSE AND EQUIPMENT YARD 7200 Eagle Boulevard Frederick, CO 80504

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Project Statistics

39 34 13

P R OJ EC T S S TA R T E D P R OJ EC T S COMPLETED S TA R T E D A N D COMPLETED

*The data above does not include master service agreement contracts, which typically include hundreds of work orders in any given year.

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2025 B Impact Score The B Impact Assessment measures the impact our business has across the board, including our employees, clients, community and environment.

The score also reflects best practices tied to Saunders’ mission, measurement and governance. A qualifying score of 80 and above demonstrates high social and environmental performance.

5.7 GOVERNANCE

11.6

102.2

CUSTOMERS

B Impact Score

18.9

30.6

COMMUNITY

WORKERS

35.2 ENVIRONMENT 9

CSR Initiatives ECONOMIC

ENVIRONMENTAL

SOCIAL

Maintain, grow and diversify our work program.

Cultivate high quality relationships with industry partners.

Implement efficient, ethical and effective business processes.

Require all project sites to recycle construction waste.

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

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

Encourage participation in companysponsored wellness events.

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

Provide training and development opportunities to our employees and small and diverse trade partners.

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ECONOMIC 11

Blueprint 27

BUILDING THE FOUNDATION FOR LONG-TERM SUCCESS

In late 2024, Saunders launched Blueprint 27 — a bold, three-year strategic plan built around three core blocks: Ownership, Recalibration, and Connections. More than a roadmap, Blueprint 27 represents our commitment to calculated growth, operational excellence, and the relationships that define how we work and who we are. In 2025, its principles took hold across the organization, shaping decision-making and setting a clear standard for how Saunders delivers value to our clients, business partners, and in the communities where we build.

OW N E R S H I P

R E C A L I B R AT I O N

CONNECTIONS

The Ownership block is rooted in a simple but powerful idea: when every member of a project team shares responsibility for outcomes, the results speak for themselves. In 2025, Saunders developed and implemented the Field Execution Plan (FEP) across all preconstruction and construction teams. Developed during preconstruction and maintained as a living document throughout a project’s lifecycle, the FEP serves as the definitive guide for how a project will be built and managed in the field. It keeps all stakeholders aligned, informed, and accountable from groundbreaking to closeout. Early adoption has already yielded meaningful results, with project teams reporting greater clarity, stronger coordination, and more consistent delivery outcomes.

Growth for Saunders has never been about volume — it’s about value. The Recalibration block reflects our commitment to pursuing projects where we can perform at our best and deliver exceptional outcomes for our clients.

Construction is, at its core, a relationship business.

The Connections block recognizes that the strength of Saunders’ outcomes is directly tied to the quality of our partnerships, including thosewith clients, designers, trade partners, and our own teams.

In 2025, Saunders sharpened its project selection process through a revamped Go/No-Go framework, enabling more rigorous evaluation of fit, risk, and opportunity. Alongside this, we strengthened the structures that keep our client relationships proactive, transparent, and built on trust. Winning work matters, but delivering an experience that earns a client’s continued confidence matters more.

In 2025, Saunders invested in initiatives to deepen these connections at every level. By prioritizing collaboration and elevating the experience of working with Saunders, we are cultivating the kind of lasting partnerships that create shared success — not just on a single project, but across years and organizations.

Accountability Across the Project Lifecycle

Choosing the Right Work, Delivering Exceptional Experiences

Strengthening the Relationships That Drive Results

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Markets Served

*Saunders’ average commercial construction market share over the past 5 years is 8.06%

13

Historically Underutilized Business Outreach

SMALL, DIVERSE AND WOMEN-OWNED BUSINESS PARTICIPATION*

2025 8.4

%

2024 13.4

%

2023 2.2

%

*In 2024, Saunders deployed the Building Connected trade partner registration, pre-qualification, and bid announcement online platform.

This system provided additional small and diverse certification data than previously available.

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Charitable Giving ACE Scholarships

Colorado Sporting Clays Association

Lutheran Medical Center Foundation

AdventHealth Foundation

Colorado Uplift

National Sports Center for the Disabled

American Red Cross Mile High

Commercial Real Estate Women (CREW) Foundation

Rams Sports Properties, LLC

Apex Park & Recreation District Associated General Contractors Construction Education Foundation Associates of Troop & Pack 109

Dawg Nation Hockey Foundation Denver Metro Chamber of Commerce Leadership Foundation

Realities for Children Rotary Club of Fort Collins Charities Shepardson PTO

Denver Summit

StemBlazers

Boys and Girls Club

Fifth Annual Mike Lee Memorial Tournament

The Greenway Foundation

Cherry Creek Schools Foundation

Thompson Education Foundation

Fort Collins Area Chamber of C

Cheyenne Regional Medical Center (CRMC) Foundation

Tom McMahon Construction School

Fort Collins Food Pantry

Trees Water and People

Civic Center Conservancy

The Association for Frontotemporal Degeneration (AFTD)

University of Colorado Foundation

Clayton Early Learning

Girls on the Fly

Colorado Business Hall of Fame

Kenzi’s Causes (dba Dolls for Daughters)

Colorado Early Colleges Network

Lambkins

Aurora Shines

U.S. Air Force Academy Foundation Volunteers of America Western Stock Show Association 15

Case Study: Smarter Systems, Stronger Operations CENTRALIZING EQUIPMENT MANAGEMENT FOR GREATER EFFICIENCY, SAFETY AND SUSTAINABILITY In 2025, Saunders made significant investments in both technology and operational infrastructure to strengthen our equipment management, support our field teams, and reduce our environmental footprint.

Through the strategic consolidation of digital platforms, the modernization of our small tool inventory, and a renewed commitment to responsible material recycling, we are building a stronger, more sustainable operation –– one that directly benefits our people, our projects, our clients, and the communities we serve.

UNIFYING OUR TECHNOLOGY A cornerstone of 2025’s operational advancement was the consolidation of two separate equipment and fleet tracking platforms into a single, integrated solution: Samsara. Previously, Saunders’ equipment and warehouse team relied on two separate systems to manage fleet vehicles and equipment, which created inefficiencies and gaps in visibility. By migrating to Samsara, we now operate from one unified platform that provides real-time tracking, remote diagnostics, and safety monitoring across our entire fleet.

The Samsara application has fundamentally changed how our mechanics and project teams respond to equipment requests and troubleshooting in the field.

Previously, diagnosing equipment issues required multiple trips to the jobsite –– a time-consuming process that increased project downtime. The new system eliminates this inefficiency by automatically sending diagnostic alerts to our equipment and warehouse team remotely, so mechanics arrive on-site prepared and ready to work. Across our widespread project sites, this translates to meaningful reductions in lost time, allowing our project teams to stay focused on construction rather than coordinating logistics.

This streamlined communication also improves response times and ensures that the right equipment reaches the right jobsite without interruption.

MODERNIZING OUR TOOL INVENTORY AND EMBRACING RESPONSIBLE RECYCLING Alongside our technology investments, 2025 marked a significant effort to modernize our small tool inventory while minimizing waste. Working with our small tool vendor, we traded in more than 500 corded tools from our existing inventory in exchange for updated cordless models. This initiative not only equips our crews with safer, more efficient tools suited for today’s jobsite demands, but also ensures that retired equipment is responsibly handled rather than discarded.

The trade-in program reflects our commitment to sustainable procurement, prolonging the lifecycle of materials and reducing unnecessary waste.

Our recycling efforts extended to larger materials as well. Scrap metal generated from project operations, including metal beams and game boxes, was sorted and recycled rather than sent to the landfill. In addition, unusable concrete formwork was diverted through appropriate recycling channels. These efforts represent a meaningful reduction in construction waste and align with our broader environmental goals as an organization.

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ENVIRONMENTAL

17

Construction Waste Diversion Approximately 21% of waste was diverted from landfills in 2025

Onsite concrete and asphalt crushing diverts waste from landfills and reduces emissions from haul-off.

Saunders continues to divert waste from landfills by functionally and creatively repurposing materials, and/or simply recycling, when applicable at all project sites.

Project teams inventory all materials and communicate diversion expectations within subcontracts and vendor agreements, as well as daily communications to all construction professionals.

18

Managing Our Water Usage 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.

2025

2,022,750 Gallons 2024

3,302,045 Gallons 2023

2,958,753 Gallons

19

Stormwater Pollution Prevention

Pollutants such as oil, fuel, and sediment are prevalent in construction operations and can negatively impact the local environment.

Saunders implements stormwater management practices on all of our projects to reduce impact and is proud to report violations in 2025.

ZERO

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Greenhouse Gas Emissions Saunders is committed to continuous improvement in how we reduce our greenhouse gas (GHG) emissions in daily operations.

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

Encourage alternate modes of transportation.

Limit the total time trucks and construction equipment idle.

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

Use Building Information Modeling (BIM) to reduce waste, rework and optimize material use.

Reduce and d ivert waste o n all of our projects.

10,083

8,219

6,157

METRIC TONNES

METRIC TONNES

METRIC TONNES

17.0

16.1

15.7

TONNES PER EMPLOYEE

TONNES PER EMPLOYEE

TONNES PER EMPLOYEE

2023

2024

2025

The figures for total emissions from previous years have been updated to reflect the latest recognized emissions factors. Saunders’ electricity demand from the grid increased slightly by 3% from 2023 to 2024. However, updated emissions factors were used to calculate Scope 2 emissions for both years, resulting in an overall 5% decrease in emissions.

This reduction is attributed to a decline in grid emissions intensity (kg CO2e/kWh), driven by the continued transition to renewable energy sources across the WECC Rockies region between 2022 and 2023.

Environmental data is reviewed and calculated by a third-party consultant, Group 14.

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LEED Projects: Building a Sustainable Future Our commitment to sustainability is reflected in the projects we build and our legacy of responsible construction.

5

NET-ZERO PROJECTS Designed and built to achieve net-zero energy performance.

1

WELL GOLD PROJECT

* Includes project underway or pending certification.

Supporting health, well-being and performance through thoughtful design.

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Case Study: The Legacy Each January, more than 750,000 visitors gather in Denver for what many call the “Best 16 Days in January”—the National Western Stock Show. As the city came alive with Western flair and energy, Saunders Construction was working behind the scenes to deliver something designed to last far beyond those 16 days: The Legacy. The facility serves as the new world headquarters for the National Western Stock Show and the cultural heart of the National Western Center.

A Year-Round Civic Anchor The Legacy is a four-story, 117,000-square-foot facility that serves both as an operational hub and a dynamic cultural destination. Physically integrated with the adjacent Sue Anschutz Rodgers Livestock Center, the building brings together public, cultural, and administrative spaces under one roof, including a public welcome hall, the Wold Family Heritage Center, the Katherine and J. Robert Wilson Art Gallery for the permanent Western art collection, The Legacy Saloon, flexible conference and board rooms, National Western administrative offices, and the National Western Club level with multiple themed bars and dining areas.

More than a building, The Legacy is a place where Western heritage is preserved, shared, and experienced year-round. Public access to archives, art, and educational programming strengthens National Western’s mission while expanding its impact beyond the traditional Stock Show season.

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A Complex Build, Seamlessly Delivered Delivering The Legacy required exceptional coordination. Although constructed under separate contracts and two contractors, The Legacy and Livestock Center function as a single building from a code and life safety standpoint. This demanded rigorous collaboration across teams to integrate fire protection, mechanical systems, smoke control, and life safety systems—an uncommon achievement in multi-owner campus construction.

The project site added another layer of complexity.

With nearly 90% of the space occupied by the building’s footprint, the team operated within a “minus-lot” environment. Materials were staged offsite and delivered with precise timing, and every crane lift was meticulously planned. Advanced BIM technology enabled the team to coordinate across disciplines and proactively resolve challenges, ensuring both safety and efficiency.

Building Through the Action One of the most unique challenges came during the 2025 Stock Show itself. Rather than pause construction, Saunders partnered with event organizers to maintain critical work while accommodating hundreds of thousands of visitors. Adjusted site logistics, enhanced safety measures, and clear communication ensured uninterrupted progress while giving donors and stakeholders a firsthand view of the project.

Craftsmanship Rooted in Heritage The Legacy reflects the spirit of the contemporary West through durable materials such as weathered steel, Colorado Buff sandstone, wood, and glass. Inside, craftsmanship takes center stage from historic bricks repurposed for donor recognition to four monumental stone fireplaces installed with precision using 3D modeling and specialized equipment.

Distinct outdoor terraces frame views of downtown Denver and the Rocky Mountains, reinforcing the building’s connection to place. Every detail was designed to balance performance, beauty, and cultural resonance.

Lasting Community Impact The Legacy transforms the National Western Center into a year-round destination, supporting education, tourism, and economic development. The Stock Show generates more than $180 million annually, and this new facility expands that influence through conferences, exhibits, and community events. Saunders also advanced its commitment to small and diverse businesses, achieving 13% participation through targeted outreach and collaboration. Additionally, the building is on track to achieve LEED Gold certification.

Built on the Code of the West At its core, The Legacy embodies the values of strength, resilience, and community. It stands as an unconventional civic landmark—one that honors tradition while creating opportunity for generations to come.

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SOCIAL Social

25

Building Confidence in Kids (BCiK) $46,907

RAISED AT THE 2 02 5 C L AY S H O O T Donated to Kenzi’s Causes

413.5

VOLUNTEER HOURS

14

EVENTS HOSTED

Case Study: Building Recovery and Resilience NEW MENTAL HEALTH FACILITY IN AURORA Saunders Construction completed the new 50,000-square-foot Crisis and Acute Care Center, known as the Potomac Pavilion, for Aurora Mental Health & Recovery (AMHR) in Aurora, Colo., expanding access to behavioral health and substance use services for the surrounding community. The project reflects Saunders’ commitment to creating spaces that strengthen community well-being and improve access to essential care.

As mental health needs continue to rise nationwide, the Potomac Pavilion provides a centralized location where individuals can access immediate crisis care, stabilization services, withdrawal management, and ongoing outpatient support.

The new facility reduces barriers to care and creates a more welcoming experience for clients, families and caregivers during difficult moments.

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Working alongside Davis Partnership Architects, the project team incorporated trauma-informed design principles throughout the building to support healing and recovery. Every aspect of the building was intentionally designed, recognizing the important role the physical environment plays in recovery and well-being.

Natural light, calming finishes, outdoor respite areas, and intuitive wayfinding help create an environment that feels safe, comfortable and less institutional. Flexible spaces throughout the facility also give clients more choice in how they engage with care and support services.

Through close collaboration with the owner, design team and trade partners, Saunders delivered a facility that will have a lasting impact on the health and resilience of the Aurora community for years to come.

Beyond the building itself, the project contributes to a broader vision for a seven-acre safetynet community that will include supportive housing and future health and wellness services.

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Learning and Development STAFF

FIELD

COMBINED

307

208

515

E M P LOY E E S

E M P LOY E E S

E M P LOY E E S

TRAINING HOURS

TRAINING HOURS

TRAINING HOURS

HOURS PER E M P LOY E E

HOURS PER E M P LOY E E

4,321 14.07

1,684 8.1

6,005 11.66

HOURS PER E M P LOY E E

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Suicide Prevention in Construction CRISIS MANAGEMENT + VITALCOG Construction is one of the most demanding professions in the world — physically, mentally and emotionally.

It is also, one of the most at-risk industries when it comes to suicide.

In fact, according to the Centers for Disease Control and Prevention (CDC) male construction workers die by suicide at a rate nearly 75% higher than the general population, a sobering statistic that has prompted companies across the country to take action. In 2025, Saunders did exactly that.

As part of our biannual Crisis Management Training — a required program for all employees — Saunders made a meaningful and intentional addition: VitalCog suicide prevention in construction.

This decision reflects not only our commitment to workplace safety in the traditional sense, but a broader and more human understanding of what it truly means to look out for one another on and off the job site.

Unlike general mental health curricula, VitalCog speaks the language of the trades by addressing the unique stressors that workers in our field face, from seasonal layoffs and physical injury to the culture of stoicism that can make it difficult for workers to ask for help.

The program equips employees with the tools to recognize warning signs in themselves and their coworkers, initiate difficult conversations, and connect individuals in crisis with the right resources.

By integrating VitalCog into our Crisis Management Training, we ensured that every member of our team — from field crews and foremen to project managers and office staff — received consistent, industry-relevant education on this critical topic.

Through scenario-based learning and open dialogue, employees were given the opportunity to engage honestly with a subject that has long been considered taboo.

Participants learned the warning signs of suicide risk, how to have a direct and supportive conversation with someone who may be struggling, and how to connect coworkers to professional resources without fear or stigma.

A Commitment That Extends Beyond Training Completing this training was a milestone, but Saunders views it as a beginning, not an endpoint. We are proud to stand with many others in the industry to treat mental wellness as a true safety priority alongside physical wellness. Because the strongest thing a person can do is reach out for help, and the strongest thing a company can do is make sure help is always within reach.

If you or someone you know is in crisis, contact the 988 Suicide & Crisis Lifeline by calling or texting 988, available 24 hours a day, 7 days a week.

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Internship Program

3

14

High School Interns

College Interns

Full-Time Offers

Accepted Offers

8

3

31

Safety By The Numbers 0.62

Experience Modification Rate (EMR)

0.00

Lost Work Days Incident Rate (LWD)

0.00

Days Away, Restricted or Transferred (DART)

0.83%

Total Case Recordable Incident Rate (TCIR)

725,212 Total Work Hours

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Awards Arvada Aquatics Center

AdventHealth Littleton Heart & Vascular Center BEST PROJECT

SPORTS/ENTERTAINMENT ENR Mountain States

AWARD OF MERIT

SAFETY ENR Mountain States

SILVER AWARD

BUILDING DIVISION $750,000 – $2.5 MILLION AGC Colorado ACE Awards

TOP PROJECTS AWARD ColoradoBiz

Colorado Christian University Armstrong Center AWARD OF MERIT

HIGHER EDUCATION/ RESEARCH ENR Mountain States

30-YEAR MEMBER RECOGNITION Hispanic Contractors of Colorado

U.S. Air Force Academy Wecker Hall & Yost Plaza

BRONZE AWARD

AGC Colorado ACE Awards

TOP 100 CONTRACTORS IN THE NATION Building Design + Construction

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All financial and project data is based on information available on June 15, 2026.

Saunders’ logo, “Building Confidence” and “Building Confidence in Kids,” along with the vision statement are registered trademarks of Saunders Construction, Inc. Some images in this report were created using stock photography and AI-generated visuals. These images are used for illustrative purposes only and do not depict actual events or individuals unless otherwise noted.