Sidara Annual Report 2025

A year of impact, a future of possibility

Report 2025

At the heart of Sidara’s work is a deep commitment to pushing boundaries and delivering excellence in architecture, engineering, project management and consultancy. Our companies continue to take on the world’s most courageous and complex challenges — both large and small.

Dear Reader,

A year of impact, a future of possibility

2024 was a landmark year for Sidara. Just one year after launching our unified global brand, we’ve seen extraordinary progress across our network – a testament to the talent, resilience and shared purpose of our people.

Despite well-documented market turbulence around the world, Sidara reached a major milestone, surpassing $3 billion in gross revenue for the first time. This achievement reflects not only our strategic positioning in key markets, but the relentless commitment of our teams, who continue to elevate the human experience through industry-leading expertise in design, innovation and sustainability.

Impact across the globe

Operating in over 60 countries, our people are making a tangible difference in communities worldwide.

From shaping smart city infrastructure in Jordan, to designing hospital expansions that address health disparities in Maine, USA, and overseeing the development of a major multimodal transportation hub in Santiago, Spain – these projects are far more than technical achievements.

They are living expressions of our mission: to create visionary environments where humanity and nature co-exist, elevate how people live, inspire global impact and make room for cultures to shine.

A home for human endeavor

At the heart of Sidara’s work is a deep commitment to pushing boundaries and delivering excellence in architecture, engineering, project management and consultancy. Our people continue to take on the world’s most courageous and complex challenges – both large and small.

Our teams have overseen an incredible 27,000 projects in villages across Egypt, improving infrastructure and community amenities. We’ve contributed to the delivery of a pioneering data center campus in Germany that sets new benchmarks for sustainability. And in Indiana, USA, we’re helping bring to life a state-of-theart, free-standing micro-hospital in an area where access to high-quality medical care has long been limited.

These stories – and many more besides –embody what we mean by home for human endeavor. They show how technical excellence, paired with bold ambition can take on some of our world’s most difficult challenges.

Investing in our collective future

Despite our achievements, we cannot afford to be complacent. Nothing is so difficult that it cannot be accomplished with enough imagination, commitment, determination and resilience.

We continue to advocate for a better world through supporting major programs such as COP and our partnerships with leading institutions like MIT and UCL. Meanwhile, through our initiatives such as the Leadership Institute and Endeavor program, we continue to invest in our very strongest asset – our people – paving the way for future success in an everevolving industry.

As we look ahead, one thing is clear – growth through collaboration, innovation and strategic acquisition will be key to our continued success. These critical focus areas will guide us as we remain committed to igniting transformation, advancing sustainability and elevating lives across the planet.

Guided by our vision and values, we are energized to embrace the challenges that lie ahead.

Talal Shair

Sidara Chairman and CEO

Our Companies

Some of the most recognizable names in the design and engineering sectors are proud members of Sidara. We draw on the resources and expertise of the entire Sidara network as we partner with clients on diverse and ambitious projects around the world.

Sidara is made up of leading, privatelyowned specialist services firms with a diverse history and global presence. Our world-class planning, design, engineering, project management and energy firms are dedicated to achieving our clients’ ambitions and supporting sustainable communities worldwide.

We operate as five verticals – which are known as Sidara’s “Pillars”. This enables us to take projects from start to finish –planning, design and project management through to handover. The Pillars are led by Dar, Perkins&Will, TYLin, Currie & Brown and Penspen. Our specialist brands operate within these Pillars.

10,200 2,700 5,000 2,600 1,300 60 33 100 70 9

One of the world’s leading AEC consultancies, Dar provides design, planning, engineering, sustainability consulting, digital solutions and services, facilities management, and project management for buildings, cities, transportation, civil infrastructure, water and the environment.

Dar established and shaped Sidara into the global network of companies that it is today.

CopperTree Analytics, Dar Ventures, Maffeis Engineering, PARA, R&H Rail, Su-Yapi, and Urban Initiatives are Dar Companies.

Perkins&Will is an award-winning, research-based, interdisciplinary architecture and design firm.

Perkins&Will is the only Sidara business devoted exclusively to design.

Affiliates and subsidiaries include Schmidt Hammer Lassen Architects, McLennan Design, Portland, Nelson\ Nygaard, and Pierre-Yves Rochon.

TYLin is a global advisory, planning, and engineering firm committed to delivering infrastructure that connects communities to possibility.

Together with Sidara’s other leading infrastructure companies, Introba and Landrum & Brown, we are committed to delivering innovative and sustainable outcomes in buildings, transportation, and water.

Currie & Brown is a world-leading provider of project management, cost management and advisory services.

Penspen designs, maintains and optimizes energy infrastructure to improve access to secure and sustainable energy for communities worldwide.

Regions & Markets We Serve

Overall, 2024 represented a record year for Sidara, with gross revenue exceeding 3 billion USD for the first time.

Driven predominantly by organic growth and ongoing collaboration between our brands, our revenue in the Middle East grew steadily as a proportion of global revenue, while we also saw significant growth in Latin America and Africa. In terms of our markets, we experienced strong growth in most areas, and Buildings and Transportation remained our dominant sectors, with our firms operating in these areas across all regions.

The annual ENR Top 225 International Design Firms ranking lists the world’s leading design companies by global revenue, showcasing those shaping major infrastructure and development projects across borders.

Design Firms Working Abroad

Sidara Overall Ranking 5th Pure Design Firm Ranking* 2nd Middle East 6th USA 5th Africa 10th Canada 2nd Buildings 9th Transportation 6th Sewer/Waste

O’Hare Global Terminal, Illinois, United States

Sustainability Performance at a Glance

Of Sidara employees are women – an improvement of 1%, excludes Dar site offices

Hours of recorded training and development per employee – a reduction of 11%

Of Sidara employees recorded sustainability training in 2024 – an improvement of 11%

Hours of occupational health and safety training provided

Volunteer hours, reflecting our commitment to community and positive impact

Of Sidara occupied floor area reporting measured energy consumption data – an improvement of 10.5%

Average EUI in kgCO2e per capita across our occupied floor area – an improvement of 8%

Of floor area with collected water consumption data – an improvement of 21%

Governance

Overview

The Governance section provides an overview of Sidara’s strategic approach to corporate governance, including:

– Governance Structures

– Sidara’s Committees

– Sidara’s Councils

– Risk & Compliance

Sidara continues to build on its robust Corporate Governance to ensure that there is a strong and resilient infrastructure in place, which not only aids the delivery of the long-term success of Sidara but is also adaptive to meet unexpected demands.

Sidara’s Corporate Governance forms the benchmark against which the outside world is invited to judge Sidara’s activities.

Governance Structure

The Board

The Sidara Board of Directors has the overall responsibility for the management of the group and meets regularly. The board maintains high standards of governance and strives to ensure that both Sidara and the entities that it controls meet high standards of governance.

The board is the principal decision-making forum for the group and exercises control of the group’s affairs. Certain matters, under Sidara’s governance arrangements, are reserved for decision by the board.

Board of Directors

Talal Shair

Chairman and CEO

Bashar Rihani

Executive Director

Danny Aoun Executive Director

Neil Bruce Non-Executive Director (Independent)

Phil Harrison

Executive Director

Sari Gedeon

Executive Director

Beshara Wakim

Executive Director

Shareholders

Group Governance

Pillar Governance

Governance Structure

Committees

The board has five standing committees:

– Executive Committee

– Audit Committee

– Investment Committee

– Leadership Development Committee

– Risk and Compliance Committee

Executive Committee

Talal Shair — Chairman and Group CEO

Alan Manuel — CEO, Currie & Brown

Bashar Rihani — Executive Director

Bassam Shakhshir — Executive Director

Danny Aoun — Executive Director

Gillian Empringham — Group Head of Human

Resources

Matthew Cummings — CEO, TYLin

Michael Helou — Group Chief Strategy Officer

Peter O’Sullivan — CEO, Penspen

Philip English — Group CFO

Phil Harrison — CEO, Perkins & Will

Sari Gedeon — Executive Director

Teymour Salaam — Group General Counsel

Audit Committee

Camille Sifri — Chairman (Non-Executive)

Beshara Wakim — Committee Member

Khalil Darawish — Committee Member (Non-Executive)

Investment Committee

Talal Shair — Chairman

Michael Helou — Committee Member

Sari Gedeon — Committee Member

Leadership Development Committee

Talal Shair — Chairman

Abeer Tarawneh — Committee Member

Charles Malek — Committee Member

Gillian Empringham — Committee Member

Sari Gedeon — Committee Member

Risk & Compliance Committee

Peter O’Sullivan — Chairman

Ali Al Shabibi — Committee Member

Andre Samaha — Committee Member

Gillian Empringham — Committee Member

Nyree Quintero — Committee Member

Philip English — Committee Member

Teymour Salaam — Committee Member

Wajdi Abou-Izzedine — Committee Member

Councils

The Executive Committee is supported by three councils:

– Sustainability Council

– Innovation Council

– Digital Council

Sustainability Council

Comprised of sustainability representatives from across the Pillars who serve as both internal consultants and subject matter experts. Its role is to develop and drive sustainability strategy across three key areas:

– Internal: to ensure we are aligned on key environmental, social, and governance indicators.

– External: to offer a breadth and depth of sustainability advisory services to clients.

– Thought leadership and proactive advocacy: to lead industry research and advocate for change within AEC industry.

Innovation Council

Comprised of innovation experts drawn from across the Pillars. Its role is to:

– Cultivate a culture of collaborative innovation that is creative, interconnected, and client-driven.

– Establish an innovation platform and orchestrate the innovation process.

– Position the group at the forefront of contemporary innovation through external collaborations and industry engagement.

Digital Council

Comprised of experts in information technology, digital design and digital consulting from across the Pillars. Its role is to:

– Lead our clients into the future.

– Build the next generation of digitally enabled services.

– Transform workflows through digital innovation.

– Support seamless collaboration across geographies.

Risk & Compliance

Risk Management Structure

The following bodies have responsibilities related to risk management at Sidara:

Risk & Compliance Committee (RCC):

Sidara’s RCC is responsible for supporting and guiding oversight and challenge of Sidara’s risk management and compliance programs and sets the objectives for the Risk & Compliance function.

Assurance & Risk Management Function:

The Sidara Assurance and Risk Function is responsible for ensuring that minimum standards of risk management practices are in place and that risks across the business are continuously identified, assessed and dealt with in a structured manner.

Group Compliance Function:

A Sidara function that is responsible for ensuring the activities of the business follow internal and external rules and regulations.

ERM and Compliance Forum:

A network of Risk and Compliance professionals who are responsible for the implementation of ERM and Compliance related initiatives across Sidara.

Focus Areas

The focus areas highlighted in our report last year continue to be relevant. Below is an update on these focus areas.

Group Enterprise Risk Management:

Sidara has updated its top enterprise risks for the group and have prioritized the actions that we need implemented. Additionally, as part of a debrief on the ERM methodologies, enhancements have been identified and will be implemented in the forthcoming cycle of ERM.

Integrating ESG Risk into ERM:

As part of our commitment to more sustainable practices our ERM methodologies going forward will have specific consideration on threats to our ESG objectives.

Group Compliance and Controls:

Sidara is developing standardized policies and procedures, to reinforce the consistency across the Group and to leverage on the company’s capabilities.

Anti-Bribery and Corruption:

Sidara continuously updates its ABC policies and procedures, to provide enhanced definitions and training programs on new forms of bribery and corruption, and to comply with international laws and standards.

Due Diligence:

Sidara has developed an updated Due Diligence guidance, introducing the factor of risk proportionality and broadening the due diligence scope to Clients, and other key business partners. The purpose is to effectively mitigate the risk of sanctions and bribery in business dealings.

Business Continuity:

The plans to mitigate the potential risks on Sidara people, and to minimize business disruption, are constantly reviewed and adapted to enhance Sidara’s responsiveness to any potential risk affecting the group, including the rising geopolitical risks across the locations from which we operate.

Pillar Highlights

Introduction

Our global collaborative of specialists elevates how people live, inspires global impact, and makes room for cultures to shine.

Since our journey began over 65 years ago, we have grown both organically and through a series of strategic acquisitions, focusing on companies with exceptional talent and culture, where we can invest and add value.

Together, we have crafted Sidara into the world class group that we are today. We are focused on longterm human and social advancement – dedicated to building a healthier, more equitable world.

Sidara is where world-class brands collaborate to address the world’s most critical challenges.

Together, we work on some of the most iconic and impactful projects across the globe, driven by our commitment to sustainability, digital solutions, and creating spaces for cultures to shine.

Selected by NYCEDC to Design BATWorks at the Brooklyn Army Terminal Learn more

Talal Shair

Sidara Chairman and CEO

Perkins&Will

Purpose

Dar is one of the world’s leading consultancies, providing design, engineering, sustainability consulting, project management, facilities management, and digital solutions and services for buildings, cities, transportation, civil infrastructure, water, and the environment.

Dar’s purpose is to empower clients and uplift communities — with every solution we deliver. Building on our values of excellence, responsibility, empowerment, connectivity and courage, we pursue our vision of becoming the consultant of choice on the most ambitious projects and a catalyst for change in the sectors that will shape the future of communities in our region and beyond.

Our global community takes on some of the world’s most exciting and ambitious projects to nurture sustainable development, empower and connect communities, create more and better opportunities and enhance lives.

Services:

– Scoping Studies and Funding Advisory

– Master Planning

– Architectural Design

– Engineering and Infrastructure Design

– Project Management

– Facilities Management

– Sustainability Consulting

– Digital Solutions

dar.com

Highlights

In 2025, Dar championed digital innovation, enhanced its new high-impact facilities management sector, and continued to expand its operations globally, with exciting new offices and strategic projects in new geographies.

– Dar entered new markets, supporting the modernization and expansion of the ParisBeauvais Airport in France and embarking on a transformative healthcare initiative in Peru.

– New communities joined Dar globally, as the company expanded into new offices in India’s Bengaluru, the United Arab Emirates’ Ajman, Pakistan’s Karachi, and elsewhere.

– In Africa, we continue supporting transformational projects such as Ethiopia’s new international airport, the most ambitious upcoming aviation project on the continent.

– Dar’s newly introduced facilities management sector already won recognition, earning industry standards such as the ISO41001:2018 certification.

– Four passionate Dar volunteers joined Sidara’s Bridges to Prosperity 2025 team to build the Kajeje Trail Bridge, a 45-meter suspended bridge offering more than 4,000 people a safe crossing over the Bukaba River in the Muhanga District.

– In a remarkable year, PARA was “highly commended” for the Digital Innovation Award 2025 at Chicago’s Sustainability Delivery Summit. The company also collaborated with Microsoft to introduce an AI conversational assistant, PARA Copilot, and PARA OS was officially awarded the UL Smart System Verified Platinum rating –UL’s highest verification mark for smart building systems that excel in performance, resilience, and cybersecurity.

– Dar was one of 121 country winners and 26 zone winners globally of the Schneider Electric 2024 Sustainability Impact Awards.

Barra do Dande Oceanic Terminal, Angola

Amman Smart City Center, Jordan

Dar Companies

Su-Yapi

Su-Yapı is a Türkiye-based multidisciplinary services consultancy renowned for excellence in planning, design, engineering, and project management for infrastructure and buildings.

suyapi.com.tr

R&H Rail

R&H Rail (Pty) Ltd is a specialist railway consultancy, focusing on the development, implementation and operations of railway system across Africa.

rhrailway.co.za

Dar

Ventures

The venture capital arm of Dar, Dar Ventures empowers innovators and researchers to deliver exceptional and innovative solutions and products that reimagine the architecture, engineering, and construction industry as more efficient, sustainable, resilient, and aligned with global goals for people and the planet.

Urban Initiatives Studio

Urban Initiatives Studio is an internationally recognized urban design and planning consultancy based in London.

urbaninitiatives.co.uk

Maffeis Engineering

As a leading engineering company, Maffeis Engineering specializes in sustainable civil, structural, façade, and tensile design. Its innovative solutions transform the built environment, improving lives while preserving the planet.

maffeis.it

CopperTree Analytics

CopperTree Analytics transforms complex building data into clarity.

CopperTree’s Kaizen platform empowers asset owners and building stakeholders to reduce energy and operating costs, mitigate risk, and ensure a building’s design intent is realized, protecting the asset’s long-term value.

coppertreeanalytics.com

PARA are pioneers in digitallyenabled building design and operational performance, bringing data visualization and clarity for asset owners to create efficient, sustainable, and resilient building portfolios.

paratwin.io

King Abdulaziz International Airport, Jeddah, Saudi Arabia

Project Highlights

A transformational national initiative launched in July 2021 by Egyptian President Abdel Fattah El-Sisi, the Haya Karima initiative was envisioned to elevate quality of life for over 60 million Egyptian citizens from across the country’s poorest and most underserved villages and communities. A pillar of Egypt’s Vision 2030, the initiative aims to provide essential infrastructure networks and community amenities for over 4,500 villages distributed nationwide across 20 governorates.

As the Project Manager, Dar oversaw over 27,000 projects in 1,477 villages across Egypt, as part of Phase 1 of the Haya Karima initiative. These have included - but are not limited to - over 22,000 km of sewage networks, 16,000 km of water supply lines, 2,430 new and rehabilitated schools, 22 hospitals and over 1,100 community health centers, 980 youth centers, 330 centers for government services, and other infrastructure networks and community assets essential to support vulnerable communities across Egypt.

The groundbreaking Amman Smart City Center is an integrated command and control center that marks a significant steppingstone towards realizing the ambitious vision set by the Greater Amman Municipality: transforming Amman into a fully integrated smart city.

Designed by Dar as the first facility of its kind in Jordan, this state-of-the-art control center features everything from state-of-the-art technology (including an artificial intelligence analysis hall and a Tier-4 data center) to awe-inspiring architectural design and is envisioned to serve as the central hub for overseeing city operations, integrating smart city technologies, and coordinating incident response.

Beyond its prominence in Amman, the project also establishes a robust foundation for nationwide smart city initiatives, setting the stage for a more connected and efficient future for Jordan.

Alrajhi Medicine has embarked on an ambitious project to redefine healthcare architecture in the Kingdom of Saudi Arabia, aspiring to create a healthcare brand synonymous with accessibility, modern technology, and a seamless patient experience. The first facility in the Saudi capital is expected to become the prototype for a network of advanced, patient-focused institutions, across the Kingdom.

The center – as well as the network of institutions it heralds – will be distinguished and differentiated by smooth patient flow, adaptable spaces, abundant natural light, and cutting-edge technology integration, all intended to deliver both comfort and efficiency to serve patients and communities across the Kingdom.

Inspired by sustainability principles of reuse and repurposing, the Alrajhi Medical Centre project comprised the renovation of an existing building: a multi-storey center that was stripped to its structural frame and reimagined to meet the demands of modern healthcare.

Dar has been engaged as an Independent Engineer to support a five-year investment program, designed to modernize and expand the airport infrastructure of the Paris-Beauvais Airport, in France, serving five million passengers a year.

Dar will be supporting SPV Bellova and the design-build consortium CC in delivering a future-fit and sustainable modernization and expansion program for the ParisBeauvais Airport, repositioning the airport as a key hub for France and setting a new standard for upgrading aviation infrastructure across Europe.

Haya Karima Initiative, Egypt

Alrajhi Medicine, Saudi Arabia

Amman Smart City Center, Jordan

Paris-Beauvais International Airport, France

5.

7.

8.

1. Dar Amman Iftar 2025, Amman

2. Bridges to Prosperity 2025, Rwanda

3. Passenger Terminal Expo 2025, Madrid, Spain

4. Ethiopia National Tree Planting 2025

Women On the Frontline 2025, Jordan 6. Dar Health Carnival 2025, Pune, India

COP29, Baku, Azerbaijan

Ethiopia National Tree Planting 2025

9. Amman Smart City Center

10. Passenger Terminal Expo 2025, Madrid, Spain 11. Ethiopia National Tree Planting 2025 12. Dar Pune Annual Party, Pune, India

Purpose

Perkins&Will, an interdisciplinary, research-based architecture and design firm, was founded in 1935 on the belief that design has the power to transform lives. We’re committed to creating a better, beautiful, more equitable world through Living Design-a holistic approach that integrates environmental, social, and design considerations into every project we undertake.

As a global collective of designers and changemakers, we aspire to create places where humanity thrives in harmony with nature. Our work is driven by curiosity, powered by research and technology, and fueled by grit and ingenuity. With our clients, communities, partners, and peers, we aim to create a more beautiful, sustainable, equitable world.

Interior Design named us a “Sustainability Giant” in 2024; Architizer named us the world’s “Best Sustainable Firm” in 2023; and Metropolis named us “Firm of the Year” in 2022 for our industry leadership in advancing climate action and social justice. Fast Company named us one of the World’s Most Innovative Companies in Architecture three times, and in 2021, it added us to its list of Brands That Matter—making Perkins&Will the first architecture practice in the world to earn the distinction. Our international team of more than 2,700 professionals spans 33 studios worldwide.

Integrated Services:

– Architecture

– Interior Design

– Branded Environments

– Urban Design

– Landscape Architecture

– Advisory Services (Planning and Strategies; Regenerative Design; Digital Innovation)

perkinswill.com

Highlights

In 2024 and 2025, Perkins&Will took bold steps to cultivate innovation and advance regenerative design— from releasing industry-leading research into best practices for decarbonization and material health, to investing in strategic hires and promotions of key talent around the world, to designing award-winning projects that raise the bar on excellence.

– The firm released The Switch List and the Embodied Carbon Benchmarking Report in 2025, advancing sustainable material selection and reducing carbon impacts across projects.

– Western Washington University’s Kaiser Borsari Hall, designed by Perkins&Will, was awarded a Holcim Award in December 2023, one of the most prestigious sustainability prizes in the industry.

– Wenzhou-Kean University’s Student Learning and Activity Center in China, designed by Perkins&Will, was named to the Prix Versailles list of World’s Most Beautiful Campuses in 2024.

– Yehia Madkour was appointed Middle East Director in 2025. Based in Riyadh, Saudi Arabia, he works to connect clients across the Middle East with Perkins&Will’s vast network of talent worldwide, and to ensure the successful delivery of projects in the region.

– In 2024, the firm hired its first ecologist, Juan Rovalo. Juan collaborates with project teams and clients globally to promote ecological thinking and best practices around Living Design - Perkins&Will’s approach to creating healthy, regenerative, and equitable places for all living things.

Perkins&Will’s Vancouver Studio Elevates Well-Being and Sustainability © Ema Peter Photography

Affiliates and Subsidiaries

Schmidt Hammer Lassen

Schmidt Hammer Lassen (SHL) is one of Scandinavia’s most recognized and award-winning architectural practices.

shl.dk

Portland Design

Portland Design transforms brands into immersive and multisensory environmental experiences. portland-design.com

Nelson\Nygaard

Nelson\Nygaard is a leader in holistic transportation planning, committed to mobility, accessibility, equity, and sustainability.

nelsonnygaard.com

McLennan Design

McLennan Design is a regenerative architecture, planning, design, and product design practice focused on deep green sustainability.

mclennan-design.com

Pierre-Yves Rochon

Pierre-Yves Rochon (PYR) was founded in Paris in 1979 and has led interior architecture and design projects for some of the most luxurious hotels, restaurants, and residences across the world. pyr-design.com

Maine Medical Center, The Malone Family Tower, Portland, Maine, USA © Anton Grassl Photography

University of Victoria Student Housing & Dining, Victoria, British Columbia, Canada © Michael Elkan Photography

Project Highlights

Beijing Performing Arts Centre, China

Designed by Perkins&Will’s and Schmidt Hammer Lassen’s combined Shanghai studio, the Beijing Performing Arts Centre anchors Tongzhou’s recently designated cultural district, a collection of major civic projects that also includes a museum, a library, and extensive parklands.

Consisting of three world-class venues - an opera house, a theater, and a concert hall - as well as a multipurpose hall and an outdoor stage, the Beijing Performing Arts Centre will host hundreds of performances each year - everything from traditional Chinese and Western operas to orchestral performances, stage dramas, and dances.

Bowie State University, Martin Luther King, Jr. Center, USA

The Martin Luther King, Jr. Center is an integral part of the Bowie State experience, connecting students across various fields of study in a facility that is designed to encourage student self-expression and foster a collaborative environment for learning and creativity.

The Center provides customized, technology-rich learning environments for studies in communication arts and humanities disciplines. These specialty spaces create the stage upon which students at Maryland’s oldest HBCU are “empowered to speak” and “destined to soar,” celebrating Bowie State’s history as a diverse institution and Dr. King’s ideals of empowerment, justice, equity, love, and community.

UChicago Medicine Crown Point, USA

UChicago Medicine Crown Point is one of the nation’s newest multi-specialty care centers. This innovative, free-standing micro-hospital is filling a gap in a region where accessibility to high-quality medical care was previously limited, offering a new way of delivering a variety of health services to the community.

Health and well-being are supported throughout the building with access to abundant natural light and views of nature. Distinct color schemes and graphics, inspired by local flora and fauna of Northwest Indiana, enhance wayfinding, while the two-story patient pavilion connects the building’s various functions, featuring expansive glass entries, rift cut white oak, and Indiana limestone-clad walls.

This is more than a healthcare facility; it is a testament to UChicago Medicine’s commitment to bringing advanced, compassionate care to the heart of Northwest Indiana.

MaineHealth Maine Medical Center, Malone Family Tower, USA

The Malone Family Tower is an 8-story addition to Maine Medical Center’s historic campus in Portland, Maine. The building represents the culmination of a decade-long development initiative to enhance patient access to hospital-based care, create more private rooms, and facilitate better patient outcomes.

Approaching 150 years in service and faced with an aging campus, hospital leadership wanted to remain at the location of their founding but needed to address urgent infrastructure and community needs such as inefficient space allocation and a shortage of surgical beds.

The hospital also needed additional facilities to address population growth in the Portland area as well as to serve an aging population with health disparities arising from poverty, with an emphasis on cardiac care. The Malone Family Tower creates 40 pre- and post-surgical beds, 19 procedure rooms, and 96 universal patient rooms that allow the hospital to meet the growing demand for inpatient care.

1. ReGen Leadership Retreat, Palm Springs, California, USA

2. Damen Green Line Station, Chicago, Illinois, USA © James Steinkamp Photography

3. Celebrating our new LA studio in Chinatown, Los Angeles, California, USA

4. Perkins&Will’s Bainbridge Island Studio, Washington, USA © Daniel Banko

5. Summer Community Service, Chicago, Illinois, USA © Spencer Allan

6. Giving Tuesday, Atlanta Studio, Georgia, USA

7. Chicago Studio celebrating Pride Month, Chicago, USA

8. Shenzhen Energy Ring, Shenzhen, Guangdong, China © ACF

9. AIA “Guess-a-Sketch,” Chicago, Illinois, USA © Spencer Allan

10. Bowie State University Martin Luther King Jr. Center for Communication Arts and Humanities, Bowie, Maryland, USA

© Halkin Mason Photography

11. Regenerative Design Retreat, Bainbridge Island, Washington, USA

Purpose

TYLin is a global advisory, planning, and engineering firm dedicated to delivering infrastructure that connects communities to possibility.

For over 75 years, our teams across the Americas, Asia, the United Kingdom, and Europe have advanced solutions in Buildings, Transportation, and Water that improve how people live, move, and connect.

From bridges that reconnect neighborhoods to sustainable transit, innovative water systems, and purposeful buildings, we design with intention and create infrastructure that not only solves problems but also unlocks opportunity.

Services:

– Advisory and Planning

– Alternative Delivery

– Buildings

– Engineering and Design

– Project Management and Construction

– Management

– Transportation

– Water tylin.com

Highlights

In late 2024, we launched our latest collaborative strategic plan for TYLin, Introba, and Landrum and Brown. This north star puts sustainability, innovation, technology, and our people at the center of everything we do, guiding our growth across markets and strengthening our impact for clients and communities across the globe. Building on this foundation, 2025 marked a year of significant progress, with key milestones that include:

– Community impact: We launched our social impact program, Thrive, which builds on existing community outreach programs and supports our employees in applying their engineering and design skills, pro-bono, to solve challenges in communities around the world.

– Investing in our people: We introduced Pathways and leadership development programs. Pathways supports our people with career resources and mentorship to uncover growth opportunities and create a plan for long-term success.

– Commitment to sustainability: Our global Sustainability Council was created to lead transformation and embed sustainable practices across our business. The council produced our inaugural sustainability report and launched the first cross-brand sustainability training.

– Celebrating innovation: With 78 entries spanning disciplines and geographies, our Elevation Awards honored our most impactful projects and innovative people. A total of 12 winners were selected, highlighting themes including aggressive carbon reduction, sustainable design, and adaptive reuse.

Smithsonian National Air and Space Museum ,Washington, DC, United States Image credit Brad Feinknopf/OTTO

SR 520 Montlake to Lake Washington Interchange and Bridge Replacement, Seattle, Washington Image Credit Washington State Dept. of Transportation

TYLin leads Sidara’s portfolio of infrastructure brands, which also includes Introba and Landrum & Brown.

Across five countries are over 1,000 engineers, designers, and consultants collaborating to elevate the human experience, create more resilient communities, and protect the health of the planet. We transform the built environment by creating dynamic solutions — living systems — that are smart, resilient, and connected.

introba.com

& Brown

Landrum & Brown is a global aviation consulting firm with airports at the core of our DNA. We bring passion and creativity to solve the most complex global aviation challenges with the potential to enhance the world.

landrumbrown.com

Introba

Landrum

George Brown College, Limberlost Place Toronto, Canada Image Credit Salina Kassam

Indiana University School of Medicine, New Academic Health Center of Medical Education & Research Indianapolis, Indiana Image credit: Perkins&Will

Panama Metro - Tocumen Airport Line 2 Extension in Panama City

Project Highlights

New Passenger Building at Santiago de

Station, Spain

TYLin provided construction supervision and management services for the new Passenger Building at Santiago de Compostela Station, a key hub on Spain’s Madrid-Galicia High-Speed Rail Line.

The project enhances connectivity by integrating rail, bus, and urban transport services into a seamless passenger experience while offering a low-energy alternative to air travel. Located above the tracks, the new building links directly to the city center and bus terminal, creating a vibrant urban gateway.

By blending modern mobility solutions with Santiago’s cultural heritage, TYLin is helping deliver a sustainable, accessible, and future-ready transport hub that strengthens regional connectivity.

Lions Gate Hospital Phase 3 Acute Care, Canada Central Park Drives Study, New York City, USA

TYLin’s Central Park Drives Safety and Circulation Study reimagines the six-mile loop at the heart of Central Park, improving safety and mobility for the park’s 42 million annual visitors. TYLin engaged more than 10,000 stakeholders to create 15 actionable recommendations, including protected bike lanes, clearer crosswalks, and expanded pedestrian space.

Implementation began in spring 2025, with the New York City Department of Transportation already delivering early improvements to make journeys through the nation’s busiest park safer, smoother, and more accessible. The study was also honored with a National Recognition Award from the American Council of Engineering Companies (ACEC) and a Diamond Award from ACEC New York.

Introba provided mechanical, electrical, and sustainability services for the new Paul Myers Tower, a state-of-the-art acute care facility at Lions Gate Hospital in North Vancouver, BC. Designed to replace aging infrastructure, the technologically advanced tower expanded and modernized healthcare services for the North Shore and surrounding regions, including the Sea-to-Sky corridor, Sunshine Coast, and Central Coast communities.

Patient-centered design features include quiet healing spaces, natural light, and 108 private and semi-private rooms with ensuite washrooms. With eight cuttingedge operating rooms and a perioperative suite, the facility optimizes surgical outcomes, reduces recovery times, and meets LEED Gold sustainability goals.

USA

Landrum & Brown (L&B) is currently completing several contracts for the Nashville Metropolitan Airport Authority at Nashville International Airport (BNA) that address the four key areas of airport sustainability including Environmental Stewardship, Operational Efficiency, Natural Resource Conservation, and Social Responsibility. We have successfully completed a major terminal study with Strategic Planning Services, where we played a key role in the selection and planning for a new Terminal Il site. The F&O department began work on the BNA Master plan in March of this year, where we will complete planning, including developing aviation demand forecasts, facility requirements, airport layout plans, and more.

As part of the Master Plan, L&B is developing campuswide sustainability goals that will be incorporated into the airport’s facility/infrastructure requirements. Focus areas include SAF, renewable energy sources, and waste management innovations. The sustainability goals will be used as screening criteria within the Alternatives Analysis.

Compostela

Nashville International Airport (BNA), Nashville,

Purpose

We deliver certainty, where it matters most.

Currie & Brown is a world leading project management, cost management and advisory services firm. We bring certainty to every stage of the asset lifecycle. From early strategy to project delivery, we help clients to manage risk, control cost and keep complex programs on track.

We think globally, act locally

With more than 70 offices worldwide, we bring international experience and regional insight to every brief. Our teams help clients to navigate local regulations, cultural context and commercial pressures with ease.

Services:

– Project Management

– Cost Management

– Quantity Surveying

– Advisory Services

– Building Surveying

curriebrown.com

Highlights

Our commitment to excellence, together with our professional, honest and collaborative approach, ensures the best outcomes for a sustainable future.

In 2024, we reached some key milestones to help us achieve this, including:

– Launch of our updated brand to better reflect who we are today. Our aim is to inspire our people, attract future talent and connect more effectively with clients. After listening to clients and colleagues, we developed our new brand position – “the value of certainty” – to highlight the difference we make on projects.

– In the UK, we’ve been named one of The Sunday Times’ Best Places to Work 2025.

– With an eye on labor shortages in the industry, we visited schools and universities across the world, talking to more than 50,000 young people about careers in construction.

– We introduced systems to track diversity in job applications and offers, delivered inclusive behavior training to our people and continue to exceed industry norms around female representation in our business.

– Our people gave over 2,000 hours of time to community projects, an increase of more than 64% on the previous year.

Ramhan Island, Abu Dhabi

Project Highlights

Currie & Brown has been appointed by Green Mountain and KMW to deliver Green Rocks, a pioneering data center campus in Mainz. The first of three planned centers, the 25,000m² site will provide 18 MW of IT load per building and set new benchmarks for sustainability in Europe’s digital infrastructure.

Green Rocks will operate entirely on renewable energy, using water from the Rhine for cooling and a gaspowered backup system in place of diesel. Designed for a PUE below 1.3, it will significantly reduce lifetime environmental impact while contributing up to 60 MW of waste heat to the local district heating network - enough to warm 20,000 homes. Delivering a fivestorey riverside facility in a dense urban area requires resilience and precision. Currie & Brown is leading project and program management, cost control, and quality assurance under Germany’s AHO framework. Through smart design, rigorous cost management, and aligned schedules, we are giving our clients certainty while building infrastructure that strengthens Europe’s digital future.

Currie & Brown is supporting the Hamdan Bin Rashid Cancer Hospital, Dubai Health’s first integrated, comprehensive cancer hospital. Part of Dubai Healthcare City Phase 2, the 59,000m² facility will house more than 50 clinics, 21 research areas, 60 infusion rooms, urgent care and radiotherapy units, and 116 inpatient beds. Designed with well-being in mind, it will also feature 19 gardens to support patients and families.

This landmark project unites diagnosis, treatment, research, and ongoing support under one roof to create a truly patient-centric environment. Multidisciplinary teams will deliver personalized, evidence-based care, while clinical trials and research drive better outcomes. The hospital combines world-class expertise with a human touch. Currie & Brown is ensuring value at every stage. From benchmarking and design-stage cost planning to procurement strategy, contract negotiations, and construction-phase reporting, we manage costs with clarity and control. By providing early warnings and advising on fundraising options, we give Dubai Health the certainty to make every dirham count.

Currie & Brown supported the Khon Kaen Innovation Center in transforming a 32-storey abandoned building into a new hospitality icon in Northeast Thailand. The luxury hotel features a Michelin-starred restaurant, a skywalk nightclub 28 stories above the city, the region’s highest pool, and mixed-use spaces attracting local and international visitors.

Our on-site team provided full project and cost management, guiding the build through complex designs, the COVID-19 pandemic, and rising material costs. Through value engineering, we used lightweight, high-strength materials for the skywalk and rooftop pool, reducing costs by 12% without compromising quality, and helped the client optimize spending to stay on track. Despite disruptions, the project finished near its revised schedule and within a controlled budget. Now a regional landmark, it has earned multiple Asia Pacific International Property Awards and the 2025 TripAdvisor Traveler’s Choice Award, redefining luxury hospitality in Northeast Thailand.

Currie & Brown partnered with the University of Cambridge to deliver the 34,000m² Ray Dolby Center—one of the UK’s most advanced university research facilities. As part of the University’s largestever building program, it joins the Shared Facilities Hub and major infrastructure upgrades to create a modern environment for science, teaching, and collaboration.

Engineered to the highest scientific standards, the Ray Dolby Center features vibration control, magnetic shielding, and precision temperature regulation to support groundbreaking research in quantum physics and photonics. Meeting BREEAM Excellent standards, it combines cutting-edge lab design with sustainability and community use. Working on a live campus, Currie & Brown led program delivery, procurement, digital integration, and stakeholder engagement from academics to the Dolby family. Delivered on time and on budget, the project also introduced innovations such as Power BI dashboards, now adopted across the University’s £1 billion capital program.

Green Rocks Data Centre, Germany Khon Kaen Innovation Center, Thailand Hamdan Bin Rashid Cancer Hospital, UAE

Ray Dolby Centre, Cambridge University, UK

1. International Women’s Day, Peru Office

2. Currie&Brown partnered with Loyola Marymount University’s Business Analytics program to mentor graduate students on a real-world data challenge

3. Currie&Brown team cleaning up the trailhead at Salt Lake public lands

4. Colleagues from the Manchester office took part in the 24 Hour Run Against Homelessness.

5. Currie&Brown took part in the Reach Out football fundraiser, raising funds for local communities in need

6. International Women’s Day celebrations, Singapore

7. Khon Kaen Innovation Center, Northeast Thailand

8. Ramhan Island, Abu Dhabi

9. Our team gave their time and shared their experiences to help inspire the next generation at a World of Work in Construction event, London

10. Ben Lomund Run, Part of Currie&Brown Big Step Challenge

11. Enhancing a wildflower meadow Bristol, United Kingdom

Purpose

Penspen designs, maintains, and optimizes global energy infrastructure to improve access to secure and sustainable energy for millions of people across the Middle East, Africa, Europe, the UK, and the US. Penspen has been providing engineering, project management, asset management, and integrity services to the energy industry worldwide for more than 70 years, with offices in the United Kingdom, the United Arab Emirates, the Kingdom of Saudi Arabia, Latin America, and the United States.

Services:

– Engineering and Project Management

– Asset Integrity

– Asset Management

– Digital Solutions

– Knowledge and Training

– Energy Transition Consultancy penspen.com

Highlights

– Penspen was awarded a multi-million-pound contract from United Infrastructure to advance the development of the HyNet CO₂ transportation pipeline at Liverpool Bay, a major project that was designed to decarbonize the industry-heavy northwest of the UK.

– The company saw continued growth in energy transition projects, with hydrogen repurposing consultancy awards from Trans Adriatic Pipeline, Conexus Baltic Grid, and Gas Networks Ireland.

– Solidified its position as a leading engineering and project management consultancy in the Middle East & Africa with over $420m of Engineering and Project Management Consultancy projects awarded by the end of July.

– Secured a contract to provide a feasibility study update for the Trans-Saharan Gas Pipeline (TSGP), a landmark infrastructure project with the potential to transform African energy dynamics, enhance economic integration, and bolster global energy security.

– Collaborated with fellow Sidara affiliates to develop airport fuel networks, energy security and energy transition assets throughout Europe, Middle East and Africa.

– Continued its growth strategy in Latin America, securing its first project management consultancy contract for a 400km pipeline infrastructure project in Mexico.

– Continued to invest in regional growth with new bases opened in Aberdeen, Scotland, Bogota, Colombia and Khobar, KSA.

C&I Engineering Solutions

In 2024 Penspen acquired Aberdeen based C&I Engineering Solutions, a control and instrumentation engineering consultancy. ciengineering.co.uk

– Leveraging its 70-year engineering heritage, Penspen launched energy transition training courses in Repurposing Pipelines for Hydrogen and CO2 Capture & Transmission.

– Penspen named Distinguished Organization of the Year at the AMPP Annual Awards.

– Supported clients in Latin America and Europe with THEIA, Penspen’s digital integrity management platform.

– Saw continued growth of C&I Engineering Solutions business

Trans Adriatic Pipeline H2 Assessment — Europe

Trans Adriatic Pipeline AG (TAP) contracted Penspen to evaluate the readiness of introducing hydrogen blends into its 877 km natural gas pipeline. As a critical component of the Southern Gas Corridor, this pipeline connects the Trans Anatolian Pipeline (TANAP) at the GreekTurkish border, crosses Albania and the Adriatic Sea, and links to gas networks in southern Italy.

Learn more

Project Highlights

Trans-Saharan Gas Pipeline, MEA

The Trans-Saharan Gas Pipeline (TSGP) is a major infrastructure project spanning over 4,000 kilometers from Nigeria to Algeria. Designed to transport up to 30 billion cubic meters of natural gas annually, it will connect West and North Africa to European markets. By leveraging Nigeria’s vast gas reserves, the TSGP aims to strengthen Africa’s energy independence while supporting Europe’s diversification of energy sources.

Penspen completed the original feasibility study in 2006, confirming the project’s technical and economic viability. In 2025, Penspen was re-engaged to update and revalidate the study, assessing earlier route options and incorporating new regional data. The updated feasibility work is being delivered from Penspen’s UK and Middle East offices with support from Sidara brand Dar. Once completed, the TSGP is expected to drive regional economic growth, create new opportunities for transit countries, and foster cooperation across Africa’s energy sector.

HyNet Liverpool Bay CCUS, Europe

HyNet North West is a UK project aimed at decarbonizing the industry-heavy region around Liverpool Bay, transforming it into the world’s first low-carbon industrial cluster by 2030. The initiative includes hydrogen production, transport, and storage, alongside CO₂ transport and offshore storage.

Penspen was awarded a contract by United Infrastructure to deliver the detailed engineering phase of the CO₂ pipeline the first in the UK to reach this stage for high-pressure, cross-country CO₂ transport. The pipeline will run from the Ince Facility in northwest England to the Point of Ayr Terminal in Wales via the Stanlow Refinery, carrying CO₂ to depleted gas reservoirs beneath Liverpool Bay. The route includes 6 block valve stations and 5 aboveground installations supporting the CO₂ network. Penspen’s extensive experience in complex pipeline engineering was key to its selection as the preferred sub-consultant. This phase enables continued progress on one of the UK’s flagship carbon capture and storage projects.

Uniper Asset Management, UK

Penspen has partnered with Uniper in the UK for over 20 years, providing maintenance services at the Enfield and Isle of Grain natural gas power stations, key assets in ensuring the UK’s reliable energy supply. Following a competitive tender, Penspen secured a new threeyear contract to continue operations and maintenance services, supporting the safe and efficient running of both sites.

As an “Innovation Partner”’ Penspen will also collaborate with Uniper to introduce new technologies in power generation and pipeline management. By developing advanced tools and processes for data measurement and analysis, both companies aim to enhance operational safety, efficiency, and cost-effectiveness while identifying further performance improvements.

Through this ongoing partnership, Penspen will continue to help Uniper ensure that the Isle of Grain and Enfield power stations remain central to the UK’s energy security as they progress into their next phase of development.

Penspen was awarded a contract by Sempra Infrastructure to assess and ensure the integrity of the Los Ramones Phase II – North Natural Gas Transmission System in Mexico. The 42-inch, 400 km pipeline runs from Los Ramones Nueva Station in Nuevo León, delivering over 1.43 billion cubic feet of natural gas daily making it a vital part of the region’s energy infrastructure.

Penspen applied the four-stage External Corrosion Direct Assessment (ECDA) methodology to detect and mitigate corrosion risks, repairing defects and addressing root causes to maintain pipeline integrity. Specialists conducted Close Interval Potential Surveys (CIPS), Direct Current Voltage Gradient (DCVG) tests, and profiled soil resistivity, pH, and bacterial activity. Direct inspections validated findings, and Penspen used its digital pipeline integrity management platform, THEIA, to correlate data and identify priority areas for maintenance. This proactive approach ensures safe, reliable, and long-term operation of one of Mexico’s most critical natural gas transmission systems.

Sempra Energy, Latin America

1. Penspen team visit Grupo Carso Project Management site in Mexico

2. Team Penspen in their new Colombia office

3. Penspen win Distinguished Organization of the Year at the 2025 AMPP Annual Awards

4. Penspen provides integrity services to Sempra Infrastructure in Mexico

5. Uniper Isle of Grain Power Station, UK © Uniper

6. Penspen has grown its headcount in the Middle East & Africa by 22% in 2025

7. Penspen’s asset management team in the UK provide a 24/7 service to clients

8. Penspen hosted a CO2 Pipelines Workshop at 150 Holborn, London

9. Penspen hosted the launch of Hydrogen UK’s Driving Demand report

10. Benjamin Cowell presenting at PTC © 2025 Ralph Thiele EITEP

11. Employees in Aberdeen enjoyed a curling team building event

12. Penspen meet with Morocco’s Ambassador, Morocco

Sustainability

Our Purpose

Sidara companies are united under a shared purpose of responsibility, innovation and collaboration. We harness diverse talents and regenerative practices to shape resilient communities and ecosystems for generations to come.

Our Sustainability Vision

Through collaboration with our interdisciplinary experts, we pioneer and advocate for whole system solutions for a regenerative future. We partner with communities to advance the industry and to shape an equitable and thriving world. We will hold ourselves accountable to our communities, our people, and our stakeholders.

I’m extremely energized by our progress, with sustainability embedded across our spaces, partnerships, and innovations. From our BREEAM Outstanding-certified London office to collaborations with UCL and MIT, we’ve advanced low-carbon design, climate resilience, and inclusive practices. With refreshed ESG priorities shaped by broad engagement, we’re fully committed to driving meaningful change for our clients and the planet.

Adam Mactavish

Chair of Sidara Sustainability Council & Director of Sustainability, Currie&Brown

Ray Dolby Centre, Cambridge University, UK

Commitments

Shared Commitments

The Sidara sustainability strategy is based on a common purpose and shared commitments.

Sidara is signatory to the Women’s Empowerment Principles and all eligible companies within Sidara are signatories to the World Green Building Council’s Net Zero Carbon Commitment.

These commitments to people and planet align with the focus areas which emerged strongly from our 2022 materiality work. This alignment was reinforced in our 2024 double materiality assessment. Decarbonization through design and diversity, equity and inclusion are key focus areas going forward.

Our approach to governance is informed by Dar’s longstanding commitment to the ten principles of the UN Global Compact in the areas of human rights, labor, the environment and anti-corruption.

Pillar Commitments

In addition to our shared commitments, our Pillars and brands undertake sector-specific commitments that relate to their operations.

Further details of these commitments can be found on their individual websites.

Empowering Women Net Zero Carbon UN Global Compact

The Women’s Empowerment Principles (WEPs) are a primary vehicle for corporate deliveryon gender equality dimensions of the 2030 agenda and the United Nations Sustainable Development Goals.

By joining the WEPs community, Sidara signals its commitment to this agenda at the highest levels of the organization, and to work collaboratively in multi-stakeholder networks to foster business practices that empower women.

These include equal pay for work of equal value, gender-responsive supply chain practices and zero tolerance against sexual harassment in the workplace.

Sidara at WEPs.org

The World Green Building Council’s (WorldGBC) Net Zero Carbon Buildings Commitment recognizes and promotes advanced climate leadership action from businesses, organizations, cities and subnational governments in decarbonizing the built environment, to inspire others to take similar action and remove barriers to implementation.

Introba were founding signatories of the commitment in 2018, joined by Dar, Perkins&Will and Currie & Brown in 2021, and TYLin in 2023.

Sidara’s groupwide Net Zero Carbon Buildings Commitment forms the basis of our approach to achieving net zero Scope 1 +2 greenhouse gas emissions from our operations.

Sidara’s Commitment at WorldGBC.org

The UN Global Compact is the world’s largest corporate sustainability and corporate social responsibility initiative, with more than 25,000 corporate participants and other stakeholders in 167 countries.

The UN Global Compact is a principle- based framework for businesses, stating ten principles in the areas of human rights, labor, the environment and anticorruption.

A participant since 2018, Dar communicates progress and reaffirms its commitment to the principles annually.

This commitment strongly informs Sidara’s wider approach to governance and the thoughtful application of the UN Sustainable Development Goals to both our operational footprint and societal handprint.

Dar at UNGlobalCompact.org

Impact, Influence & Materiality

Footprint & Handprint

Through our initial materiality assessment, we concluded that our impact has two aspects:

Footprint: to be a “good householder” and take responsibility for the impact of our operations. This we refer to as our “footprint” and includes things like resource use and waste and emissions.

Handprint: as businesses focused on consultancy services within the architecture, engineering, and construction (AEC) industry, we recognize that our greatest opportunity to have a positive impact is through the projects we deliver.

Throughout this report, we refer to examples of both our organizational footprint and the handprint we create through our work.

Materiality

A double materiality was undertaken in 2024 to account for financial materiality and to seek views of key clients and stakeholders as well as staff across Sidara. The top 9 material topics from both an impact and financial perspectives were identified. The double materiality assessment will be integrated in next year’s strategy and reporting.

In this report, we still present performance data for the 2024 financial year (FY2024) across the 11 performance indicators identified during the 2023 materiality assessment.

Sustainability Linked Loans (SLLs)

Emirates NBD facilitated Sidara’s first SLL in 2024, which demonstrates the alignment of our business operations with our foundational commitment to elevating sustainability. Our annual sustainability reporting is proving to be successful in activating access to other SLLs.

Looking Ahead

Moving forward, we will implement the outcomes of the double materiality assessment initiated in 2024. We will also refresh our sustainability goals to better aligned with our purpose and vision as well as the focus areas identified through the double materiality assessment.

Building a Better Future: UCL + Sidara Partner to Accelerate Sustainable Innovation

New industry collaboration to unlock breakthrough solutions for decarbonizing the built environment and advancing data-driven innovation.

Learn more

Helen Edwards Engineering Research Centre+Perkins&Will

The Helen Edwards Engineering Research Centre (HEERC) is where the boundaries of particle physics are pushed, and the future of science takes shape.

Learn more

Tracking Progress

Target Setting

Our sustainability program uses an “outcomesbased approach.” This identifies a desired end state, outlines how each aspect of this end state can be measured, and establishes targets and timeframes for achievement for each aspect.

Recognizing that both internal and external circumstances evolve and shift over time, we have also set short- and mid-term targets as checkpoints, giving us a basis to recalibrate to keep our strategy relevant.

These are summarized within the Planet, People and Governance Roadmaps within the Appendix.

Data Collection

We continue to use our data portal to collect and monitor data from our businesses across our chosen GRI metrics. Our People, Planet and Governance Champions across the different Pillars facilitate this process.

The data portal enables performance to be tracked down to the level of the office or business and aggregated at Pillar, region and whole Sidara levels.

– Energy Consumption

– Energy Use Intensity

– Greenhouse Gas Emissions

– Staff Diversity by Gender, Age and Ethnicity

– Training and Education

– Health Safety and Wellbeing.

Data Verification

For our processes to be both robust and credible, we engage a third party to advise the team at key points in the process to provide a critical review overall, and to specifically advise on risks, and assess any gaps.

Third party assurance has been obtained on three of Dar’s performance indicators – energy and emissions data, share of women as senior leaders and managers, and proportion of employees trained on eco-design. The assurance process provided insight on the accuracy of our data and quality of processes and controls. It will support the continued development of our sustainability reporting processes across all Pillars. We plan to expand the coverage of the assurance programme in future years.

Illustrated with stories of our own footprint and case studies from our handprint working on projects for clients, the People section provides an overview of Sidara’s social impact across:

– Diversity, Equity & Inclusion

– Training & Education

– Health, Safety & Wellbeing

– Local Communities

Our Social Impact Roadmap can be found in the Appendix. It addresses eight social dimensions:

Through our groupwide Data Portal, we are now collecting full, partial or pilot data across all 6 dimensions.

Bridges to Prosperity 2025

to build a bridge for a community in need in Rwanda.

TYLin, Introba and Dar partnered

Diversity, Equity & Inclusion

Our Goals

All companies within Sidara are dedicated to fostering and maintaining a workplace that is diverse, inclusive, and provides equitable opportunities for all.

We strive to nurture a culture of respect and a sense of belonging across our companies globally.

Our long-term goal of achieving gender equality within governance bodies requires actively building a diverse pipeline of talent for the future.

The Sidara Leadership Institute, launched in 2024, is a key component in our strategy to nurture this pipeline.

Gender Diversity

Sidara operates in sectors that are carbon-intensive and traditionally male-dominated.

To accelerate the transition to a low-carbon future we need a diversity of voices at every table. Gender equality and decarbonization go hand in hand.

Our support for the Women’s Empowerment Principles publicly affirms Sidara’s commitment to foster business practices that empower women and advance gender equality.

2024 Performance

Gender Diversity across Sidara

The percentage of women across the organization remained steady at 28.2% from 2023 to 2024, still well above the industry average of 15% across all job classifications.

Excluding site offices for Dar, the percentage of women across the organization increased from 31.4% in 2023 to 32.4% in 2024.

It is worth noting that female representation within the governance bodies stand at 15%.

Gender Diversity by Region

In 2024, Sidara increased geographic diversity, with growth in both Latin America and Africa, bringing talent and diverse thought leadership into a global organization. Both Europe and North America recorded an increase of 2 percent in women employees.

Gender Diversity by Job Classification

There is an increase in the percentage of women across nearly all job classification. It is worth noting that the increase includes the highest 3 job classifications of:

– Executive

– Management and Senior Professionals

– Senior Management

This helps in boosting diverse thought leadership, mentorship, and decision making from the top.

Gender Pay Equity

We continue to refine our collection methodology and will report this in future.

Looking Forward

We will look at the regions where female representation is lower and explore opportunities to improve gender diversity, where possible.

Note: Global industry average of 15% based on Society of Women Engineers (SWE) 2022 Report.

Staff Diversity (Gender) - By Pillar Staff Diversity (Gender) - By Pillar Excludes Dar Site Offices

Training & Education

Our Goals

All Sidara employees have access to learning resources and clear career paths for professional and personal development.

Tracking Performance

We are aligning our data collection around GRI 404 Training and Education, which includes the following metrics:

– Average hours of training per year per employee

– Programs for upgrading employee skills and transition assistance programs

– Percentage of employees receiving regular performance and career development reviews

For FY2024, an average of 12.3 hours per employee was recorded for training. This a decrease from FY2023 data of an average of 13.8 hours of recorded training per employee.

Actual hours towards training may potentially be underreported. We will continue to work with human resource teams across Sidara to improve reporting.

Project Management and Energy pillars did not report any data for both 2023 and 2024, owing to a change in reporting platforms. Both pillars look to address this infrastructure constraint during 2025.

A total of 51% of Sidara employees recorded training in sustainability during 2024. Within Architecture, this figure stayed at 100%.

Correction to the 2024 Annual Report

In reviewing the training data for FY2024, it was noted that the reported average of 15.9 hours of recorded training for FY2023 included headcounts for the Project Management and Energy pillars. The headcounts for these pillars should be excluded as they had no reporting data. Excluding these headcounts, the actual average of recorded training for FY2023 should be 13.8 hours and the increase in the hours of recorded training from FY2022 to FY2023 should be 5.3 hours.

Sidara Leadership Institute

In 2024, the Sidara Leadership Institute welcomed its first and second cohorts of leaders to embark on a 12-month executive program designed to strengthen strategic thinking, leadership capability, and collaboration across all Pillars.

12.3

In 2025, Sidara proudly celebrated the graduation of these inaugural cohorts, marking an important milestone in our ongoing commitment to developing visionary leaders. This year, the Institute welcomed its third cohort, continuing the shared journey of growth, connection, and purposeful leadership across our global community.

The second cohort of executive leadership graduating following the 12-month leadership training program – empowering visionaries.

Learn more

Health, Safety & Wellbeing

Our Goals

Sidara is committed to helping our companies become the best places to work, placing the utmost importance on the health, safety and wellbeing of our employees.

Our companies are dedicated to designing projects that not only minimize environmental impact but also have a lasting positive influence on the health and wellbeing of the communities we serve.

Occupational Health & Safety

Sidara has recorded the following in terms of Occupational Health and Safety (OHS) in 2024, noting:

– Over 4,000 hours of OHS training provided

– A reduction on the total number of recordable incidents

– An improvement on the number of safety observations reported.

– A reduction in the number of motor vehicle incidents.

2024 has been particularly challenging in terms of reporting, which explains the reduction in the number of hours of OHS training from 15,000 in 2023 to 4,000 in 2024.

2024 Performance

Wellbeing Programmes

In 2024, Sidara implemented wellbeing programmes across the business, maintaining our focus on the mental health and wellbeing of our employees, and ensuring support is available to everyone, whenever it is required.

Health and Safety Executive Leadership

A key focus in 2024 for Sidara was engaging leaders in Occupational Health and Wellbeing awareness. We successfully delivered over 60 engagement events, providing understanding of our OHS and Wellbeing programmes and processes.

OHS Campaigns

We are dedicated to the visibility of Occupational Health and Wellbeing both internally and within the communities we serve. We carried out over 100 OHS campaigns in 2024 and hosted 20 community events related to OHS.

Looking Forward

We will work with all the pillars to improve the reporting process.

We also remain firmly focused on continuous improvement in this area, working toward our overall goal of achieving zero harm.

4,000+

Hours of OH&S training provided

A toolkit intended to help manage the integrity of a pipeline looking to adopt hydrogen into its uses.

Learn more

THEIA Hydrogen Pipeline Toolkit + Penspen

Local Communities

Our Goals

Sidara is committed to creating volunteering opportunities within our organizations where employees can be actively involved in the support of their local communities.

Areas of Focus

Pro Bono Work

Supporting the communities in which we work and live through our design services. We partner with local nonprofit organizations who need our services to advance projects which serve under-resourced communities.

Volunteering

Offering up our time by going directly into our local communities and engaging in volunteering activities, such as beach clean-ups, reforestation, and soup kitchen assistance.

STEM Education

We offer support in the form of education and shared expertise to build an inclusive talent pipeline, ensuring our future teams are representative of the communities in which we live and work. To this end, we start early, engaging with school and university students regularly and introducing them to exciting opportunities within the engineering and design industries.

Backpack Bash 2025 + Perkins&Will

25,000+

volunteer hours across Sidara

Perkins&Wills Atlanta studio kicked off the season with the annual Backpack Bash - marking five years of this collaboration. Motivated by the goal of reducing the stress of purchasing school supplies, we worked with our local partners to provide essential items to Love T. Nolan Elementary School in Fulton County.

Learn more

The ACE Mentor Program has provided free afterschool programming for students interested in architecture, construction, and engineering. Cohorts of 15-30 students are paired with 7-10 mentors, TYLin has been a longtime mentor firm for the program, which has served over 17,000 students in the New York area alone, and more than 77,000 nationwide.

Learn more

ACE Mentorship Program + TYLin

Illustrated with stories of our own footprint and case studies from our handprint working on projects for clients, the Planet section provides an overview of Sidara’s environmental impact across: – Energy & Emissions

Water

Biodiversity

Our Environmental Impact Roadmap addresses eight environmental dimensions:

With our groupwide Data Portal, we now gather comprehensive, partial, and pilot data across all eight dimensions. Here, we also highlight our collaborative efforts to drive transformative innovations and advocate for a more sustainable, livable planet.

Energy & Emissions

Our Goals

The overarching goal for Sidara is to achieve Net Zero Carbon Emissions. Our 2024 goal was data quality for all data points in the energy use and emissions focus area.

Our Zero Carbon Commitment

In line with our World Green Building Council (WGBC) Net Zero Carbon Buildings Commitment we monitor and evaluate greenhouse gas emissions (GHG) stemming from the buildings associated with our operational activities.

Our Action Plan

– Continue to reduce the reliance on benchmarking for calculation of our Scope 1+ 2 emissions.

– Review carbon reduction plans to meet targets.

– Share our lessons learned internally through the Sidara Sustainability Council to accelerate our rate of reduction.

– Communicate our lessons learned with our clients through our services.

This progress has delivered:

– Improved data quality

– Insights for all Pillars about GHG emissions across their locations

– Increased awareness of energy efficiency

Sidara’s Net Zero Carbon Buildings Commitment

1 Commit Commit to operating all new and existing buildings within organizations’ direct control at net zero carbon, achieving maximum reductions of embodied carbon, and compensating any residual emissions in new developments and major renovations by 2030. Support all companies within Sidara to achieve the same.

2 Disclose Annually measure, assess, and disclose the Sidara portfolio’s energy consumption and carbon emissions, to include Scope 1 and 2. For any newly built asset or major renovation, Sidara will complete whole lifecycle analysis for embodied carbon reduction.

3 Act Implement a decarbonization roadmap that outlines a reduction-first approach, improving energy efficiency and securing renewable energy. Maximize the reduction of embodied carbon for any new developments or major renovations, compensating for all residual upfront embodied carbon emissions. Support Sidara in implementing energy conservation measures, procuring renewable energy and offsets, and procuring low-carbon materials for new assets or major refurbishments under direct operational and financial control.

4 Verify Undertake independent third-party verification of energy performance and associated carbon emissions for assets and portfolios under direct financial and operational control. For the whole lifecycle, verify embodied carbon reduction to market baseline requirements upon building a new asset for own use or undertaking any major refurbishment to existing assets under direct control.

5 Advocate Advocate in client engagements by promoting a low-embodied carbon approach and net zero carbon pathways; internally through efforts like Sidara’s Sustainability Council, and with industry partners by advancing thought leadership on sustainable infrastructure.

Senegal Energy City + Penspen + Dar

Sidara engineering consultancies Penspen and Dar have been awarded a prestigious feasibility study to undertake a masterplan assessment for a new Energy City in Senegal.

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Energy & Emissions

Third Party Review

Third party assurance has been obtained on Dar’s energy and emissions data only. We plan to expand the coverage of the assurance programme across all Pillars in future years.

Enhanced Data Collection

As an occupier of leased real estate, we face ongoing challenges in collecting data from asset operators which results in the use of benchmark data where performance data is not available (see Methodology).

In 2024, we continue to reduce our reliance on benchmarked data. Actual performance data collection of our occupied floor area has increased from 77.7% in 2023 to 88.2% in 2024.

Although Dar could not collect 100% measured energy consumption data this year due to data quality issues, the Energy pillar records its first year of 100% measured energy consumption data across its locations.

Performance Overview

As we continue to improve our datasets, we also observe an 8.35 percentage point reduction in the overall energy GHG emissions per person, down from 1,173 kgCO2e/capita (FY2023) to 1,075 kgCO2e/capita (FY2024).

In 2024, Dar increased its local presence in both KSA and Bengaluru, increasing the total occupied floorspace by 5.5% compared to 2022. Dar has maintained its year on year energy intensity reduction, achieving a reduced EUI of 59.89 kbtu/sqft in 2024 compared to the

66.61 kbtu/sqft.

Global Office Energy Use Intensity (EUI) (kbtu/SF)

Our Goals

Water is an essential resource, but in many countries where we operate, business cases for conservation and efficiency are challenging.

Despite this commercial context, we acknowledge the need to monitor our consumption of this resource in the same way as we do energy.

Improved Data Collection

For 2024, Sidara introduced a standardized approach to water use benchmarking across its offices, ensuring consistency and accuracy in tracking one of our most critical resources. Research indicates that typical water consumption in general office environments ranges between 50 and 75 liters per employee per day*. For reporting purposes, we adopted the midpoint of this range as our baseline: 62.5 liters of water per employee per day.

The figure accounts for all major categories of office water use—restrooms, drinking water, cleaning, and other operational needs—providing a comprehensive view of actual consumption.

Performance overview

We are still in a pilot phase to collect actual water consumption. In 2024, we achieved 55% of floor area with collected water consumption data compared to 34% in 2023. This represents a 62% year on year improvement in actual data collection.

Upon comprehensive review of the water use data, we found inconsistencies with the water metering approach, data collection, unit conversion, and reporting. This experience will inform the development of our water use methodology and data collection for the continued expansion of the pilot study next year.

Looking Forward

We will continue to expand our pilot water study to improve the quality of actual water consumption data.

55% of floor area with collected water consumption data

316,000+ m3 annually benchmarked water data

TYLin collaborated with Citizens Energy Group to restore the upstream intake structure of the Indiana Central Canal, which provides sixty percent of the water supply in Indianapolis.

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White River Rock Ramp + TYLin

Advocacy

Collaborative Advocacy

Designing solutions to benefit people and planet is not enough. Together, we use our voice to champion a better future.

Wherever we work, our goal is to shape places that bring communities together, strengthen local economies, and inspire a more inclusive, connected and uplifting world.

Our companies have a proud history of driving positive change – especially in advancing lowcarbon places, supporting the energy transition, and exploring how materials and design influence health and wellbeing.

Our voice grows stronger through collaboration –both across Sidara and with our range of industry and academic partners.

Our councils unite experts from across our global network to influence policy and standards, while offering strategic insight and guidance to our clients.

At COP29 in Baku, Sidara sustainability leaders took the stage to advocate for transformative climate action in the built environment.

As a lead sponsor of the Buildings and Cooling Pavilion, we shared evidence-based strategies to decarbonize buildings and infrastructure.

Our panel with global partners focused on scalable tools for a zero-emission future.

This marked our third consecutive COP presence, reinforcing our role in shaping policy and driving systemic change across the asset lifecycle.

As part of London Climate Action Week, Sidara companies convened sustainability leaders at our BREEAM Outstanding 150 Holborn office to explore low-carbon policy and climate resilience.

Through sessions on the future London Plan and risks facing the financial district, we showcased how design can drive measurable impact.

The event marked our first major climate-focused gathering at Holborn, reinforcing our commitment to shaping sustainable cities through collaboration, innovation and policy leadership.

During Climate Week NYC, Sidara companies joined forces with NYU and global partners to host the second annual Sustainable Cities Summit.

Experts from across our network shared insights on climate-responsive infrastructure, material circularity, and the role of AI in reducing emissions.

The summit highlighted the power of design and data to shape healthier, more resilient cities, and underscored our commitment to advancing urban sustainability through bold thinking and crosssector collaboration.

London Climate Action Week

COP29 Baku

Climate Week NYC

Methodology

People Dimensions

Planet Dimensions

Governance Dimensions

Glossary

Bambu Atmosfera, Ubatuba, São Paulo, Brazil © Alberto Ricci

Methodology

Risk & Materiality Assessment

In 2024, we undertook a double materiality assessment, which identified the 9 most material topics from both impact and financial perspectives

– Decarbonization through design

– Learning and skills development

– Business ethics and anti-corruption

– Talent attraction and retention

– Health, safety and wellbeing

– Socio-economic impacts on communities

– Advocacy for sustainability

– Sustainable and safe materials

– Diversity, equity and inclusion

The outcomes of the double materiality assessment will be included in next year’s report although most of the topics align with the 10 GRI metrics against which we currently report progress.

These indicators include energy, emissions, diversity and inclusion, local community, and economic performance:

GRI 201 Economic Performance

GRI 205 Anti-Corruption

GRI 302 Energy

GRI 305 Emissions

GRI 401 Employment

GRI 403 Occupational Health & Safety

GRI 404 Training and Education

GRI 405 Diversity and Inclusion

GRI 413 Local Communities

Data Collection

The Sidara ESG data collection process bridged across eight (8) central Environmental metrics addressing the topics of energy, emissions, refrigerants, water, waste, business travel, employee commute and supply chain ; six (6) central Social metrics addressing the topics of diversity, remuneration, turnover, health & wellbeing, training, and community impacts; and six (6) Governance metrics addressing the topics of governing body diversity, policies, structures, economics, commitments, and risk.

The data collected was received in varied time periods across 2024 (annual, quarterly, monthly). To enable comparison, the data collected for the year 2024 is calculated on an annual basis. This method relied on the data available at the time of publication.

Environmental (E) Data

The Environmental data collection efforts for 2023 focused primarily upon energy and associated greenhouse gas (GHG) emissions from Scope 1 and Scope 2 sources. The other E metrics’ data was not available from all our operating companies, and so have not yet become a detailed output of this 2024 report.

Energy consumption was reported by operating company through utility bills and office square footage, to determine each office’s Energy Use Intensity (EUI) and greenhouse gas emissions.

For the greenhouse gas emissions calculation, the U.S. Department of Energy’s EIA (Energy Information Administration) and AFDC (Alternative Fuels Data Center) GHG emissions factors were used. This enabled the calculation to consider both Scope 1 energy consumption from the grid, as well as diesel and/or natural gas consumption.

However, all Sidara UK offices deviate from the approach described above. Due to legislative requirements, the latest 2024 carbon factors obtained from GOV.UK are used to calculate GHG emissions.

In some instances, where energy consumption data were not available, a “benchmarking” approach was utilized, which accounted for office size, location and predetermined combinations of baseline building parameters (locations, program types, envelope constructions, usage profiles, conditioning systems, etc.) to output projected building energy consumption.

Social (S) Data

The Social data collection efforts for 2024 relied on some confidential information. For this reason, the data portal design was agreed with the Human Resources leads so that what was entered in the portal was sufficiently anonymized. Operating companies’ access to the portal is restricted to their Pillar only. Only the Sidara ESG Team can access all Pillars’ data.

Corporate employees, regionally allocated employees and remote employees were associated with the office which they are geographically assigned to for the purpose of analysis.

Educational training data was collected via the central data portal.

Occupational Health and Safety (OH&S) data was obtained from the Sidara HSE Team, led by Sidara’s Head of OH&S.

Governance (G) Data

The Sidara Governance data exists as a conglomeration of diversity data (specific to governing bodies), and reporting on policies, commitments, economics, risks and governance structures. Additionally, data are collected with regards to anti-bribery and corruption training and education offerings. For the year 2024, these data were not available from all Sidara operating companies and as such limited data performance has been disclosed. ESG policies, including data collection methodologies are under development.

A third-party has provided feedback on the structure of this report. This report is not assured.

Methodology — Architecture 2023 EUI Correction

Discrepancy

In reviewing the emissions for 2024 for the Architecture Pillar, it was noted that the 2024 value was higher than the 2023 value. Introba’s ESG team reached out to the Architecture Pillar E Champion for clarification.

The Architecture team conducted a thorough review and found the discrepancy to be attributed to 1 site: Perkins&Will Altanta Studio.

In 2023, a benchmark value was used instead of the actual data submitted by Perkins&Will. In reviewing the 2024 data, the Architecture team provided this explanation for Atlanta’s outlier performance:

“The Atlanta studio (owned asset) has extremely high gas use due to the gas turbine used to generate electricity. The turbine operates at very low efficiency of less than 50%. We’ve already informed our Atlanta studio champions and are prepared to suspend use of the gas turbine until a better solution is identified. This should significantly reduce the studio’s performance EUI by 2026.”

Effect of Discrepancy

The effect of the correction for the Atlanta office’s reporting is shown in the table on the right.

The overall effect to the total EUI for the Architecture Pillar is shown in the graph on the right. The 2023 reported value was 61 kBtu/ft2/year, and the corrected total EUI taking the above into account is 66.3 kBtu/ft2/ year which is slightly above the EUI performance to be reported for 2024 (61.6 kBtu/ft2/year).

Resolution

The actions to be taken to resolve these issues are agreed as follows:

1. Changes to reported values:

– Atlanta: Replace the benchmark value with the actual value as reported in 2023.

– As these values had previously been publicly reported in the 2024 Sidara Annual Report, this correction is addressed in this issue.

– Perkins&Will will publish the corrected numbers in its upcoming November 2025 report that will report 2023 and 2024 performance for its operations.

– This correction will be shared with any lenders with whom Sidara and/or Perkins&Will have Sustainability Linked Loans with KPIs linked to Energy Use.

2. To prevent recurrence of discrepancy:

– The period nominated for data collection and QC process has been reinstated to that allowed in 2022 for the current year’s data collection, and future years until the process is upgraded for greater automation through the Sidara Portal. This means that the process includes sufficient time for liaison between the Introba team and the Pillar Champions to address any anomalous values or other questions, which is how this error was identified.

People Dimensions

Percentage of underrepresented groups

breakdown by ethnicity, gender, age subject to further GDPR and local sensitivity review

Percentage of underrepresented minority groups Data breakdown by ethnicity, gender, age subject to further GDPR and local sensitivity review

Return to work retention rates of employees that took parental leave by gender (number)

collection yet to be implemented within portal

Workplace engagement & satisfaction scores

Training hours per employee by region and by employee category (hours/person) Portal now enables data collection by employee category and region Portal now enables data collection by employee category and region.

Percentage of employees who receive a regular performance and career development review by gender, by employee category (percentage)

S6 Local Communities Percentage of operations with implemented local community engagement, impact assessments, and/or development programs (percentage)

Portal enables data collection by headcount to support pilot phase for FY2023. Evaluating feasibility of incorporating other category data in future years

will accept paid volunteer time per employee by office location, with ability to provide narrative for specific initiatives

Percentage of profit contributing back to the communities in which we work via pro bono, volunteering, fundraising, charitable giving JUST Financial value of local community activities not yet recorded

Planet Dimensions

E3 Refrigerants (GHG) Consumption of Ozone Depleting Substances (ODS) (metric tons of CFC-11e)

GHG emissions of refrigerant consumption (tCO2e) WGBC NZCB Methodology developed and incorporated portal to enable pilot data collection for FY2023

E4 Water Consumption Total water consumption from all areas (gallons) GRI 303 Total water consumption data collection now incorporated within Portal with pilot stage reporting in place, noting consumption from 34% of occupied floor area.

Total water consumption from all areas with water stress (US gallons) Data Stress area identification methodology in development

Total water consumption per capita (US gallons/person) Per office area water consumption data collection now incorporated within Portal with pilot stage reporting in place

under pilot phase

Total water consumption data collection now incorporated within Portal with pilot stage reporting in place, noting consumption from 55% of occupied floor area.

E5 Operational Waste Generation (GHG)

Total weight of waste generated (lbs)

Percentage of waste diverted from landfill

accepts data for total waste generated. Pilot data collection underway for FY2024

accepts data by waste stream and destination. Pilot data collection underway for FY2024

GHG emissions from operational waste - Scope 3 (tCO2e) Methodology to be developed, and reviewed against outcomes of double materiality assessment

E6 Business Travel (GHG) GHG emissions from business travel – Scope 1 (fleet) and Scope 3 (tCO2e)

E7 Employee Commute (GHG)

emissions from employee commute – Scope 3 (tCO2e)

E8 Supply Chain (GHG) GHG emissions from the supply chain - purchased goods and services – Scope 3 (tCO2e)

Portal accepts data for company owned fleet, hired vehicles fuel use and distance travelled, mass transit and air travel. Pilot data collected for FY2023.

accepts data. Pilot data collection targeted for FY2024

Industry benchmark of 62.5 liters of water per employee per day

waste stream(s) identification

consumption

Portal enables reporting at brand/operating company level of sustainable procurement policies. Feasibility of data collection of Scope 3 GHG to be reviewed subject to double materiality assessment outcome. Baseline set TBD*

Governance Dimensions

* This metric has been revised from FY2022 due to the change in categorization of Sidara brands. Penspen is not eligible to become a signatory of the WorldGBC Net Zero Carbon Buildings Commitment. To enable like for like comparison, FY2022 data is restated based on the updated metric.

Audit

A formal examination of an organization’s or individual’s accounts or financial situation.

Baseline

The baseline (or reference) is the state against which change is measured. A baseline period is the period relative to which anomalies are computed.

Carbon Intensity

The quantity of emissions of carbon dioxide (CO2) released per unit of another variable such as Gross Domestic Product (GDP), output energy use or transport.

CO2-equivalent (CO2e, CO2eq) emission

The amount of carbon dioxide (CO2) emission that would cause the same integrated radiative forcing, over a given time horizon, as an emitted amount of a greenhouse gas (GHG) or a mixture of GHGs. The CO2-equivalent emission is obtained by multiplying the emission of a GHG by its Global Warming Potential (GWP) for the given time horizon. For a mix of GHGs it is obtained by summing the CO2-equivalent emissions of each gas.

eGRID factors

The Emissions & Generation Resource Integrated Database (eGRID) is a comprehensive source of data on the environmental characteristics of almost all electric power generated in the United States.

Energy Efficiency

A ratio of service provided to energy input (e.g., lumens to watts in the case of light bulbs). Services provided can include buildings-sector end uses such as lighting, refrigeration, and heating: industrial processes; or vehicle transportation. Unlike conservation, which involves some reduction of service, energy efficiency provides energy reductions without sacrifice of service. May also refer to the use of technology to reduce the energy needed for a given purpose or service.

Energy Use Intensity (EUI)

The ratio of energy consumption to floor space, typically expressed in kBtu/SF.

Fugitive emissions

Leaks and other irregular releases of gases or vapors from a pressurized containment — such as appliances, storage tanks, pipelines, refrigerants, wells, or other pieces of equipment — mostly from industrial activities.

Gender pay parity:

100% means 1:1 male-to-female pay ratio (achieving gender pay equity)

>100% equates to where male employees are paid more than their female equivalent counterparts <100% equates to female employees who are paid more than their male counterparts.

Green power

Green power refers to energy generation sources that do not produce greenhouse gas emissions during their electricity generation operations and produce the least environmental impact among today’s offerings. Green power is purchased through the local municipality, typically at a premium rate. It should be noted that the actual electrons delivered to an asset (building) do not have a different carbon intensity than buildings which do not purchase green power. Purchasing green power financially supports more renewable energy being added to the local grid, and thereby helping to reduce the carbon intensity of the entire grid over time.

Residual Emissions

Emissions which exist despite all feasible sustainability efforts to eliminate emissions.

Scope 1 Emissions

Direct greenhouse (GHG) emissions that occur from sources that are controlled or owned by an organization (e.g., emissions associated with fuel combustion in boilers, furnaces, vehicles).

Scope 2 Emissions

Indirect GHG emissions associated with the purchase of electricity, steam, heat, or cooling. Although Scope 2 emissions physically occur at the facility where they are generated, they are accounted for in an organization’s GHG inventory because they are a result of the organization’s energy use.

Scope 3 Emissions

Indirect GHG emissions are the result of activities from assets not owned or controlled by the reporting organization, but that the organization indirectly affects in its value chain. Scope 3 emissions include all sources not within an organization’s Scope 1 and 2 boundary. The Scope 3 emissions for one organization are the Scope 1 and 2 emissions of another organization. Scope 3 emissions, also referred to as value chain emissions, often represent the majority of an organization’s total greenhouse gas (GHG) emissions.

Total Recordable Injuries Rate (TRIR)

An internationally recognized OH&S metric, which measures annual injuries defined by the U.S. Occupational Safety and Health Administration (OSHA) as “any workrelated injury or illness that results in death, loss of consciousness, days away from work, restricted work activity, transfer to another job, or medical treatment beyond first aid.”

Water Use Intensity (WUI)

The ratio of water consumption to floor space.

Water stress

Ratio of total annual water withdrawals to total available annual renewable supply, accounting for upstream consumptive use).

This Annual Report contains general information about Sidara and its subsidiaries and is intended for informational purposes only. To the maximum extent permitted by applicable laws and regulations, Sidara and its affiliates disclaim all representations, warranties, conditions and guarantees, whether express, implied, statutory or of other kind, nor does it accept any duty to any person, in connection with this Annual Report.

Forward-Looking Statements

This report contains forward-looking statements based on management’s current expectations, estimates, and assumptions. These statements are subject to risks and uncertainties, and actual results may differ materially. Sidara undertakes no obligation to update any forwardlooking statements, except as required by law.

Third-Party Information

Sidara is not responsible for any third-party content referenced or linked in this report. Any reliance on such external content is solely the reader’s responsibility.