SWCA 2023 Sustainability Report

2023

Sustainability Report

TABLE OF CONTENTS

OUR PURPOSE

To preserve natural and cultural resources for tomorrow while enabling projects that benefit people today.

Table of Contents MESSAGE FROM OUR CEO

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PLANET Environmental Sustainability Efforts

INTRODUCTION SWCA Overview 2023 Highlights Positive Impact Areas Sustainability and Management Consulting

Greenhouse Gas Emissions

06 07 08 18

PEOPLE A Culture of Ownership and Engagement Retirement Benefits Diversity, Equity, and Inclusion Recruiting & Retaining Talent Employee Development Health Benefits Wellness Our Science Leadership Program

Energy Use Waste Reduction Water Sustainable Procurement

40 44 46 48 50 52

PARTNERSHIP 22 24 25 30 32 34 35 36

Strong Client Relationships Giving Back Spreading the Science

56 58 62

GOVERNANCE A Solid Structure Ethics, Conduct, and Human Rights Safety By Choice Not by Accident Cybersecurity Client Centered Program Management

66 68 69 70 72

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INTRODUCTION

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INTRODUCTION

Message from the CEO

PARTNERSHIPS

GOVERNANCE

WE ACCOMPLISHED THE FIVE SUSTAINABILITY GOALS SET OUT FOR 2023 1. SIGNIFICANTLY EXPAND OUR SUSTAINABILITY SERVICES

Welcome to SWCA’s sixteenth sustainability report. Over

steps we took to improve our workplace for our people, to move

SWCA acquired an international Sustainability and

the years, this report has expanded to cover more than our

closer to being a leader in sustainability, to bring sound science

Management Consulting firm. See the Sustainability

internal environmental sustainability efforts. In this year’s

and creative solutions to global environmental challenges,

report, you will read about the sustainability strides we make

and to maintain our dedication to employee-ownership. You

externally. From our project work to our Spreading the Science

will also learn that by partnering with our clients we helped

Program, we make significant positive impacts on our broader

restore and improve ecosystems, habitats, and biodiversity; we

REPORTING AND ALIGNMENT

communities. In the 2022 report, we identified five goals that we

protected cultural resources to preserve the past; we worked

Understanding the importance of the United Nations

expected to accomplish in 2023. All but one of the goals were

to create resiliency against climate driven disasters and helped

Global Compact, SWCA became a participant in 2023.

focused on external impact. As an environmental consulting

communities recover from past disasters; we worked to improve

After researching various reporting frameworks, we

firm, our environmental impacts from operations are limited to

water quality and quantity; and we helped bring clean energy

business travel, commuting, and leased office space. That said,

to communities through renewable generation with minimal

we never settle when it comes to making changes to lessen our

impact to the environment. This work makes us all proud.

impact in our offices and fieldwork. In fact, in 2023, we created

and Management Consulting section for more information.

2. EVALUATE GLOBAL FRAMEWORKS FOR

decided to align with the Global Reporting Initiative.

Further details are in the 2024 goals.

3. CONDUCT A MATERIALITY ASSESSMENT A materiality assessment was conducted in late 2023,

an annual award, Daring to Be Greener, which recognizes

SWCA achieved record-breaking business growth in 2023,

which included interviews with over 30 stakeholders.

the office that best embodies the SWCA environmental

increasing revenue 33% over 2022. Despite our rapid growth,

The results of the materiality assessment will be shared

sustainability mindset.

we did not lose sight of our sustainability journey. In fact, we made several great strides in the sustainability arena: acquiring

Our project work, our people programs, and our philanthropy

a Sustainability and Management Consulting firm, creating

work are where SWCA excels in making positive contributions

a Sustainability and Management Consulting Division with a

to the environment, our employees, and our communities. Each

C-Suite Leader, and adding two full-time employees focused on

year I create a theme for the company. My inspiration comes

internal sustainability.

4. INCREASE SPREADING THE SCIENCE EFFORTS Spreading the Science efforts increased by 29% in 2023. Details are in the Spreading the Science section.

5. FURTHER DEFINE OUR POSITIVE IMPACT AREAS Significant progress was made in further defining the

from delivering solutions to our clients and engaging with our

positive impact we make. The Positive Impact Areas

employees. Our 2023 theme was Partnering with our Clients to Achieve our North Star. Throughout this report, you will see the

in early 2024, and the material items will be addressed.

section expands on this work.

Joseph J. Fluder, III

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2024 GOALS GLOBAL REPORTING INITIATIVE

MATERIALITY ASSESSMENT

CODE OF ETHICS TRAINING

PAPERLESS PROJECTS

Formally align with the Global Reporting Initiative as our reporting standard for the 2024 sustainability report.

Communicate the results of our materiality assessment and address the identified material items.

Implement mandatory Code of Ethics training for all employees.

Fully transition to paperless projects when allowed by our clients.

OUR NORTH STAR

SWCA is the best workplace and industry leader in sustainability, bringing sound science and creative solutions to global environmental challenges while maintaining a dedication to employee-ownership.

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INTRODUCTION

Overview of SWCA 2023 % OF REVENUE BY MARKET

4%

TRANSPORTATION

5%

WATER AGENCIES

5% 23% OIL & GAS

6%

6%

SERVICE AREAS

MINING

ENVIRONMENTAL PLANNING, PERMITTING AND COMPLIANCE

6%

BIOLOGICAL/ECOLOGICAL SERVICES

FEDERAL

CULTURAL RESOURCES

LAND DEVELOPMENT

41 OFFICES 2 NEW OFFICES IN 2023

CONSTRUCTION OVERSIGHT

STATE & LOCAL GOVERNMENT

WATER RESOURCES CLIMATE DRIVEN SERVICES

24%

TRANSMISSION

21%

STAKEHOLDER ENGAGEMENT

MONTERREY, MEXICO

MITIGATION AND RESTORATION

GENERATION

AIR QUALITY AND NOISE SUSTAINABILITY AND MANAGEMENT CONSULTING

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TAMPA BAY, FLORIDA

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INTRODUCTION

PEOPLE

2023 Highlights $194,960 TOTAL EMPLOYEE AND COMPANY DONATIONS

3,513

366 MTCO2E FUEL USE FOR BOATS/ATVS, COMPANY FLEET VEHICLES

528 MTCO2E

GIVES BACK EVENTS

SCOPE 3

4,434 MTCO2E

172

ORGANIZATIONS SUPPORTED

RENTAL VEHICLES, AIR TRAVEL, EMPLOYEE-OWNED VEHICLES, AND EMPLOYEE COMMUTING

PARTNERSHIPS

GOVERNANCE

#120

#78

#16

#9

FIRMS

FIRMS

FIRMS

IN WIND POWER

TOP 500 DESIGN

TOP 200 ENVIRONMENTAL

INCREASED OUR DIVERSITY (NON-WHITE) HIRES BY

16% OVER 2022

ALL-ENVIRONMENTAL

TOP DESIGN FIRMS

Employee Engagement Survey Results

THROUGH TARGETED RECRUIT-

SCOPE 1

PURCHASED ELECTRICITY, NATURAL GAS FOR OFFICES

190

POWERED BY RENEWABLE ELECTRICITY

GHG Emissions

SCOPE 2

TOTAL VOLUNTEER HOURS AT LOCAL EVENTS

2023 RANKINGS

100%

INTRODUCTION

2023 Gives Back

PLANET

ING EFFORTS.

88%

WORKED ON OVER

800 RENEWABLE PROJECTS

OUR 2023 RETENTION WAS

OVERALL SATISFACTION

90%

A 6% IMPROVEMENT FROM 2022.

PERMITTED OR OVERSAW CONSTRUCTION OF RENEWABLE ENERGY PROJECTS THAT WILL GENERATE OVER

16 GW CLIENT FEEDBACK – NET PROMOTER SCORE WENT UP

RETENTION RATE OF WOMEN

RETENTION RATE OF PEOPLE OF COLOR

90%

90%

80%

OVERALL ENGAGEMENT SCORE

12 POINTS

88%

(73 TO 85)

RETENTION RESPONSE

350

INTERNAL PROMOTIONS

Women in the SWCA Workforce

33%

100% 80%

55%

WOMEN IN WORKFORCE

54%

LEADERSHIP ROLES HELD

BY WOMEN

60%

40%

40%

SENIOR LEADERSHIP ROLES HELD BY WOMEN

20%

84%

OF EMPLOYEES PARTAKE IN COMPANY HEALTH BENEFITS

SWCA CONTINUES TO COVER AT LEAST 80% OF TOTAL COSTS FOR ALL MEDICAL PLANS.

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GROWTH IN NET REVENUE YEAR OVER YEAR (YOY)

1,646

EMPLOYEES IN 2023

(2022 = 1447)

14%

INCREASE YOY (GROWTH)

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INTRODUCTION

Positive Impact Areas

SWCA helps our clients conserve

ADVANCE CLEAN ENERGY THROUGH RESPONSIBLE DEVELOPMENT

In 2021, SWCA announced our alignment with the United

and enhance habitat and ecosystem

SWCA works with clean energy providers,

functions in forests, grasslands,

transmission companies, regulators,

Nations Sustainability Development Goals (SDGs).

The United Nations developed these goals as a shared

CONSERVE HABITAT

deserts, mountains, wetlands, rivers, and urban areas. Through our project

blueprint for all countries to use to end poverty, protect

work, we minimize and mitigate

the planet, and ensure peace and prosperity.

impacts, manage outcomes, restore degraded areas, and protect and

In 2023, SWCA’s Sustainability Framework Steering

preserve natural resources where possible. SWCA is committed to

Committee chose five SDGs that most closely align with

working with our clients to encourage

SWCA’s purpose, our services, the markets we serve, and

the application of best practices as

our people. We’ve adopted these five and made them our

an integral part of their projects.

and landowners to responsibly identify, design, and permit projects that protect, restore, and conserve the surrounding habitat. We engage stakeholders and use our knowledge of the local environment to develop net positive impacts in clean energy projects. We are committed not only to mitigating impacts but also to improving habitat and promoting biodiversity.

own, naming them our Positive Impact Areas, because we make a positive difference in these areas.

PRESERVE THE PAST AND PROTECT THE FUTURE

PROTECT AND RESTORE WATER-RELATED ECOSYSTEMS

CREATE AN ATMOSPHERE FOR WOMEN TO SUCCEED

SWCA is dedicated to preserving and

SWCA is committed to helping

SWCA endorses the United Nations’ Women’s

protecting communities. From cultural

our clients integrate water

Empowerment Principles. We are committed

and historical sites to buildings and

resources management, identify

to empowering women to have an equal voice

homes, to greenspace and the natural

creative solutions to mitigate

at all levels of the organization. We provide

environment, we work with clients

the impacts of drought and

resources to ensure women feel safe in all

to build more resilient communities

erosion and protect water

areas of the workplace and have pay equity.

to withstand future disasters and the

quality in streams, rivers, lakes,

Setting women up for success starts early

impacts of climate change. When natural

aquifers, and wetlands. Our

in life. Through our Spreading the Science

disasters strike, we work on recovery

goal is to maintain a healthy

program, SWCA partners with programs to

projects to help the community and their

habitat for aquatic species while

engage the next generation of women in STEM.

residents rebuild their lives with an eye

supporting critical water needs

(Our positive impacts for SDG5 are detailed in

toward a more resilient future.

for communities.

the Diversity, Equity, and Inclusion section)

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Sustainability Framework

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POSITIVE IMPACT AREAS

Conserve Habitat

IN 2023 ALONE, SWCA DESIGNED THE RESTORATION FOR 29 PROJECTS IN 18 STATES:

Conserving and enhancing habitats and ecosystems is nothing new to

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SWCA. More than 43 years ago, Steve Carothers, SWCA’s founder, started

ACRES OF WETLANDS

the company with a National Park Service project to inventory the biological resources of the Colorado River corridor and assess impacts from the

115,577

burgeoning river running industry. This work made important contributions

LINEAR FEET OF STREAM

to the understanding of the Colorado River ecosystem in the Grand Canyon and resources management in the park. We now work for many client project types in various geographies, but most of our projects still focus on

1,590

habitats and species. We have worked with some species for so long that our

LINEAR FEET OF SHORELINE

knowledge of their behaviors is unsurpassed. For decades, our clients have been relying on us to bring them nature-based solutions.

REBUILDING THE MISSISSIPPI RIVER DELTA The Louisiana Coastal Restoration Protection Authority (CPRA) has embarked on a $2+ billion program to rebuild the Mississippi River Delta by reconnecting the Mississippi River to its surrounding wetlands, creating vital habitat for wildlife, and providing a crucial storm surge buffer for coastal communities.

This program, called the Mid-Basin Sediment Diversion Program, includes both the Mid-Barataria Sediment Diversion and the Mid-Breton Sediment Diversion projects. This is considered one of the largest single ecosystem restoration programs in U.S. history. SWCA provided senior technical support and review of diversion program processes, and strategic National Environmental Policy Act (NEPA) and environmental impact statement guidance. The team also assessed construction and operational effects of the design plan for the Mid-Breton project and developed the wetland resources technical report associated with the applicant provided information for the 3rd Party EIS process.

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Restoration implementation far surpassed these numbers.

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DESIGNING A RIPARIAN HABITAT CORRIDOR SWCA developed a stream and wetland restoration design for Edgecomb Creek in Snohomish County, WA as part of on-site mitigation for our client’s commercial development project. The restoration of Edgecomb Creek will provide several improvements in stream ecological functions over the existing degraded stream channel.

The restored stream channel will consist of a meandering channel connected to side channels and wetland habitats within a riparian corridor containing native forest, shrub,

HELPING ENERGY PRODUCTION AND WILDLIFE COEXIST

and emergent plant communities. Fish accessibility to the site and upstream reaches of

Established in 1886, the Babbitt Ranches span more than 700,000

Edgecomb Creek will be improved by the replacement of culverts blocked by sediment

acres near Flagstaff, Arizona. The ranches have a long history of raising

that currently act as partial fish passage barriers. The riparian habitat corridor will

cattle and quarter horses, which is still the case today. Babbitt Ranches

provide immediate and long-term benefits for salmonids and other fish through native

President Billy Cordasco strongly believes in the conservation of this

plantings that will provide streambank stability, stream shading, stormwater filtration,

land and prioritizing the lives of the wildlife that inhabit it, leading him

and wood recruitment. The project will be monitored for 10 years to ensure that the

to transform the ranches in numerous ways. Most notably, he pushed for

stream corridor remains stable and continues to provide adequate ecological function

renewable energy generation on the land because of both the financial

both for the target salmonid species as well as other native aquatic fauna.

benefits it would provide to the family business and the clean energy it would generate for the community, allowing developers to build six solar and wind projects.

MANAGING INVASIVE PLANT SPECIES Invasive species are one of the greatest threats to the integrity of natural communities and the survival of many

SWCA has been working with the Babbitt Ranches for over 15 years on

indigenous species. The Massachusetts Department of Conservation and Recreation takes the threat seriously and

conservation projects and permitting these renewable projects. The

engaged SWCA in the planning, permitting, and implementation of invasive plant species management at Mount Tom

team looks for ways to balance the energy needs with the species’ needs.

State Reservation, a prominent recreational area in the Connecticut River Valley. Mount Tom has many state-listed rare

Traditional techniques such as blading the land for solar projects is not

species on the property whose habitat is threatened by the growing number of invasive plant species at the reservation.

permitted on the ranches. Instead, mowing preserves the soil and plants

SWCA developed a site-specific invasive plant species management plan aimed at eliminating the presence of invasive

underneath, making revegetation in the future much easier. Solar panels

plant species from the reservation while protecting and preserving the state-listed rare species.

arranged with corridors between them ensures that the movement of large wildlife, such as antelope, is not impeded. Even rabbits, a common food source for golden eagles that frequent the land, have been considered. Fences raised slightly off the ground around solar panels ensure that rabbits can still access the land, preventing population decline in this area and maintaining the stability of the eagles’ food source.

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Advance Clean Energy through Responsible Development The recent growth of renewable generation has been impressive, and SWCA has been in

WHEN OPERATIONAL, OUR PERMITTING AND CONSTRUCTION OVERSIGHT WORK FOR RENEWABLE GENERATION PROJECTS IN 2023 ARE ANTICIPATED TO GENERATE

16 GW OF ELECTRICITY

PROVIDING EQUITABLE ACCESS TO CLEAN ENERGY

the middle of that growth. We value our role

The Standing Rock Sioux Tribe made history when

in the energy transition. In 2023 alone, we

they created their own public power authority, the

worked on well over 800 renewable energy

SAGE Development Authority, that allows the tribe

projects. In fact, over 45% of our revenue

to own and operate all energy production assets

comes from renewable generation projects

within the reservation. As a result, the tribe started

and their associated transmission lines.

work to develop a 235-megawatt (MW), 60-turbine

From critical issues analysis to permitting,

wind farm named Anpetu Wi. SWCA was selected as

construction oversight, and postconstruction

the primary environmental consultant for the project

monitoring, our services are exactly what our

due to our long history of related project work and

clients need. We apply our natural, cultural,

strong partnerships between SWCA and tribal

permitting, and visual resources expertise to

groups across the western United States. SWCA and

potential renewable energy sites to assist our

SAGE have been working on extensive natural and

clients in making development decisions. Both

cultural resources studies to identify and minimize

generation and transmission projects have the

potential environmental impacts associated with

potential to impact wildlife and their habitat. We

the development of this wind farm. The work on

work with our clients to identify those impacts

the Anpetu Wi wind farm will serve as the single

and avoid them, if possible. If not possible, we

largest revenue source for Standing Rock, helping to

identify mitigation measures. After the project

advance equitable access to clean energy, reducing

is built, our work continues. We monitor the

regional dependence on fossil fuels, and bringing

sites to monitor the postconstruction habitat

new jobs opportunities to the region.

and wildlife behaviors.

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ENOUGH ELECTRICITY TO POWER 11.2M HOMES FOR A YEAR.

Avoiding 16 million metric tons of CO2 emissions.

GOVERNANCE

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FULFILLING AMBITIOUS CLEAN ENERGY GOALS

ANALYZING ENVIRONMENTAL EFFECTS

Rhode Island and Connecticut have extremely ambitious clean

SWCA is preparing an environmental impact report under the California

energy goals. An offshore wind project aims to help both

Environmental Quality Act (CEQA) to analyze the environmental effects

Connecticut and Rhode Island meet their goals in an affordable

of the Soda Mountain Solar Project. The project consists of a 300-MW

way. When operational, the Revolution Wind project will

photovoltaic solar facility with a 300-MW battery energy storage system

generate 704 MW of clean, renewable energy. It will provide

and related facilities on approximately 2,670 acres of land administered by

304 MW to Connecticut and 400 MW to Rhode Island. The

the Bureau of Land Management. It is located in the unincorporated portion

65 wind turbines located approximately 24 kilometers off the

of San Bernardino County, California, along Interstate 15. The applicant

coast of Rhode Island will generate enough electricity to power

applied to the California Department of Fish and Wildlife for an Incidental

over 250,00 homes. In 2023, the Revolution Wind project’s

Take Permit for the desert tortoise and will apply for a Lake and Streambed

construction and operations plan received approval from the

Alteration Agreement.

GOVERNANCE

Bureau of Ocean Energy Management, the National Marine Fisheries Service, and the U.S. Army Corps of Engineers.

To support the current environmental impact report, SWCA prepared the

SWCA supported this project in numerous ways, including

following technical reports: air quality and greenhouse gas report, aquatic

developing the NEPA environmental impact statement, which

resources delineation report, cultural resources report, noise report,

assessed all possible impacts across 17 alternatives, including

paleontological resources report, Phase I Environmental Site Assessment,

impacts to air quality, bats, birds, marine mammals, fishing,

stormwater drainage report, transportation analysis, visual resources

coastal habitat and fauna, environmental justice, cultural

report, and water supply assessment.

resources, visual resources, water quality, and more. We also

AVOIDING AND MINIMIZING THE IMPACTS OF A WIND PROJECT

held scoping and consultation meetings.

Since 2009, SWCA has worked closely with Power Company of Wyoming (PCW) to characterize environmental resources and develop a project design to avoid and minimize potential natural and cultural resources impacts of the 3,000-MW Chokecherry and Sierra Madre Wind Energy Project (CCSM). As the primary environmental consultant for the CCSM Project, SWCA has provided a range of environmental services, including characterizing environmental baseline conditions, preparing permits and applications at the local, state, and federal levels, providing expert witness services at permit hearings, developing reclamation strategies, implementing conservation and mitigation commitments, and developing and implementing construction compliance plans. Innovative technological approaches were used to efficiently collect detailed eagle monitoring data, which allowed for streamlined comprehensive analysis. Comprehensive cultural resources surveys were also performed.

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POSITIVE IMPACT AREAS

Preserve the Past and Protect the Future Communities have a dual responsibility to their residents: treasure their history and safeguard their future. However, many times, a community’s history is literally buried and unknown until a new transportation, housing, or other type of project unearths artifacts revealing a community of long ago. This is when SWCA gets involved. As one of the largest cultural resources consulting firms in the country, SWCA has the archaeologists required to “dig into” the past and reconstruct it.

PRESERVING HISTORY ON THE LLANO RIVER The Llano River, located in west-central Texas Hill Country, is a site where prehistoric peoples camped and thrived on the adjacent river terraces due to the plentiful resources found there. The development of a new bridge to cross the river prompted the Texas Department of Transportation to reach out to long-standing partner SWCA to mitigate impacts of the bridge through an innovative archaeological investigation. A team of experienced Texas archaeologists was assembled to tackle the complex site issues. Using geoarchaeology and mapping techniques, the team was able to gain insight into the daily lives of these prehistoric peoples, even uncovering the various occupations they may have had. These discoveries are critical to protecting the culture and rich history of those who lived there. Despite the site’s fragmented nature, SWCA’s creative data recovery excavations revealed and recorded incredible details of prehistoric life along the river for thousands of years, which would have been otherwise lost but are now preserved for the next generation.

For many communities, the future is uncertain. Climate-related events are becoming more common, and communities in more areas of the United

OVER THE PAST 25 YEARS, SWCA HAS COMPLETED

States need to develop resiliency plans for wildfires, hurricanes, floods,

259 wildfire protections plans, post-fire plans, hazard assessments/fuels plans, plan compliance projects, and educational and outreach programs

and sea level rise. Disasters that used to be infrequent and unforeseen now require planning. When an event does occur, community resources are needed to help residents recover.

SWCA works with communities across the country to develop resiliency plans for climate-driven events, and we are there to help communities recover when an event occurs.

IN 32 STATES.

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HELPING HOMEOWNERS RECOVER FROM DISASTER

ASSISTING THE PASCUA YAQUI TRIBE WITH RESILIENCY PLANNING

Hurricanes Maria and Irma impacted hundreds of single-family

The Pascua Yaqui Tribe is a federally recognized tribe with a rich history

homeowners in Puerto Rico. The Puerto Rico Department of Housing

and cultural heritage tied to the land and environment. The tribe faces a

(PRDOH), with U.S. Department of Housing and Urban Development

wide range of challenges related to climate change and environmental

(HUD) funding, developed a variety of programs to help these

hazards. These hazards can drastically impact their cultural heritage and

homeowners recover and increase resilience to future disasters. One

economic livelihood. SWCA assisted the tribe with technical planning

such program provides direct assistance to single-family homeowners,

support related to tribal resilience efforts. After gathering relevant data

most of them low- to moderate-income households, for installing

from an array of sources, SWCA used scientific analysis, review of local

photovoltaic solar panels with battery backup and water storage

climate and hazard mitigation, GIS mapping, and more to determine the

systems. This work will allow these homes to have emergency power

climate risks the tribe may face in the future. This information, along with

and water if municipal utilities are interrupted. SWCA is assisting over

firsthand accounts detailing climate issues members of the tribe faced,

400 homeowners by providing PRDOH with the required environmental

was used to create a comprehensive hazard and needs assessment with

review documentation needed to fulfill HUD’s documentation

actionable project ideas. This will allow the tribe to effectively meet its

requirements. Navigating this complex web of regulations is one of

future resiliency and climate planning goals.

SWCA’s specialties, and the team is proud to provide our expertise to fulfill PRDOH’s objective of providing resilient housing to

NATURE-BASED SOLUTIONS PROTECT A SHORELINE

disadvantaged residents.

The North Carolina Department of Transportation (NCDOT) partnered with SWCA

SWCA’s team members include NEPA document and quality assurance

to help restore and stabilize a particularly vulnerable portion of the highway using

specialists, architectural historians for Section 106 National Historic Preservation Act compliance, on-island site inspectors, and geographic information system (GIS) specialists. SWCA also hired two Puerto Rico–based small businesses to assist with the site inspection and data gathering process.

nature-based solutions. After a devastating hurricane season in 2018, NCDOT identified a section of North Carolina shoreline that could become unstable in the likely event of a future hurricane. This also meant that the roadway would become unsafe for residential evacuation. NCDOT partnered with SWCA to implement resiliency measures, including the creation of a living shoreline. Living shorelines are a nature-based approach to bolster coastal areas that are susceptible to erosion and are often made of vegetation or other natural materials. They can self-repair with little maintenance and provide added benefits such as natural habitat creation, increased biodiversity, and improved water quality. With the project’s completion, the community can feel secure knowing that the living shoreline will provide them with more resilient, accessible infrastructure in the event of future natural disasters.

This project earned the Climate Change Business Journal Project Merit Award in the Climate Change Adaptation and Resilience category.

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Protect and Restore Water-Related Ecosystems The water quality and quantity in our freshwater streams,

we not only volunteered our time, but we also donated to

rivers, wetlands, and lakes are being impacted by climate

the River Network. The River Network’s mission is to grow

change, human-made structures, development, and other

and strengthen a transformational national network of water,

factors. This affects aquatic species, riparian habitat, and

justice, and river advocates. The organization envisions a

humans. Much of the project work we perform is restoring

powerful and inclusive movement that ensures abundant clean

freshwater ecosystems such as wetlands, rivers, aquifers,

water for all people and nature to thrive.

streams, and lakes. This type of work dates to the early years of SWCA when we studied the downstream impacts of Glen

As part of our commitment to “spread the science,” Dr. Erica

Canyon Dam on the native fish population in the Colorado

Gaddis, an SWCA Senior Natural Resources Director, has

River. More than 40 years later, we are still working on the

authored sections and served as chair for several United

Colorado River (see our latest Colorado River project in the

Nations Environment Programme (UNEP) publications. She

Water section). Beyond our project work, we volunteer our

has been helping to further the understanding of water-related

time to clean up waterways in our communities. Last year

ecosystems as they relate to the SDGs and SDG 6 in particular.

RESTORING THE SCHWARTZ CREEK FLOODPLAIN SWCA has partnered with the American Conservation Experience (ACE) on the design and permitting of many restoration projects over the past several years. One such project is the restoration of Schwartz Creek, located on the Snyder-swetik Wetland Reserve Program conservation easement property in Latah County, Idaho. The goal of this project is to restore the riparian buffer and provide bank stabilization along Schwartz Creek where needed; reconnect the floodplain to restore the functional attributes that support the physical, chemical, and biological characteristics of the creek; and restore the hydrology to the floodplain by reconnecting tributaries.

By restoring the floodplain for Schwartz Creek, SWCA and ACE seek to convert existing agricultural fields to a wet meadow habitat to improve and increase aquatic and riparian habitat, specifically as it pertains to the existing native Snake River steelhead trout and American beaver populations. SWCA is also conducting the wetland delineation and revegetation planning components of this project.

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By restoring the floodplain for Schwartz Creek, SWCA and ACE seek to convert existing agricultural fields to a wet meadow habitat to improve and increase aquatic and riparian habitat

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IMPROVING MOAPA DACE SPAWNING HABITAT

RESTORING A CONTAMINATED CREEK

Moapa dace is a critically endangered minnow that

Historic industrial activity has left once natural sites throughout the country

survives in only one place in the world: the Muddy River

abandoned and contaminated. This was the case for multiple sites throughout

headwaters in southeastern Nevada. The upper parts of

the town of Stratford, Connecticut. One such site, Ferry Creek, was in the

the Muddy River and the warm springs that give rise to

process of being remediated in the fall of 2022. SWCA became involved with

the river are just the right temperature and turbidity for

the project throughout the winter of 2022 and the spring of 2023 to develop

these fish to live a long life of 8 years. However, several

a final restoration plan for multiple clients. The plan included installing

barriers to dace passage on the Pedersen Springbrook

biodegradable, wildlife-safe coir matting, live staking (inserting dormant but live

blocked access to spawning habitat, including a pipe

wood cuttings) and planting native seeds throughout the newly reconstructed

culvert, a concrete drop structure, the U.S. Geological

floodway to revegetate, control erosion, and stabilize the soil. In addition to

Survey gaging station Parshall flume, and fast flow in

the floodway stabilization, SWCA created a tree and shrub planting plan for

this steep Springbrook channel. Removing these barriers

the south bank of the creek, which will provide the dual benefits of increasing

and slowing down the flow velocity were essential to

wildlife habitat and beautifying the landscape for businesses on that side of the

the species’ survival. This required careful design of

creek. The site will be fully planted and restored in the spring of 2024.

a new step-pool channel and natural-bottom culvert replacement. SWCA provided the restoration design and permitting for the desert spring outflow channel and the natural-bottom culvert to allow for Moapa dace passage.

PROVIDING ECOLOGICAL RESTORATION FOR CARMEL RIVER FLOODPLAIN The Carmel River in California has been prone to flooding due to years of agricultural activities, land development, and storm erosion. With the help of a wide variety of stakeholders, the Carmel River was given a chance at habitat and floodplain restoration through the Rancho Cañada Restoration Project. One of these stakeholders, the California State Coastal Conservancy, brought on SWCA and McBain Associates to partner on redesigning a 1-mile area of the river. The innovative design will lower the floodplain by as much as 15 feet, and refuges will be created with back channels and overhanging banks for endangered species like the steelhead trout. In addition, the Rumsen Ohlone Tribal Community consulted with SWCA regarding native plant species important to their heritage, identifying those they most wanted to see repopulate in the area and highlighting the cultural significance of this restoration work. SWCA’s work on this project will allow nearby communities to benefit from reduced flood risks, groundwater recharge, and new educational and recreational experiences.

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INTRODUCTION

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PLANET

PARTNERSHIPS

INTRODUCTION

GOVERNANCE

ENABLING MEANINGFUL AND LASTING IMPACT

Sustainability and Management Consulting

Through our global network, we

In 2023, SWCA established a Sustainability and Management Consulting (SMC) service line through the

collaboration through execution,

involve the right subject matter experts from initial design and

acquisition of ALO Advisors (ALO). In addition to adding a new service line and 20 professionals, SWCA became an international company with this acquisition. Our footprint includes full time staff in the United States, Mexico, Netherlands, Portugal, and Sweden, as well as network partners located in more than 50 other countries around the world. SWCA is now a global sustainability leader, furthering the company’s commitment to impactful, business-aligned environmental stewardship.

SMC’s expertise, sector presence, and geographic coverage provides our clients with a full-service offering in the environmental and sustainability space. The consulting group has a prominent position with multinational corporations looking to implement sustainability in a different way and is working with companies to develop sustainability strategies that are compatible with other business needs and drivers. SMC specializes in helping clients not only design, but also deploy sustainability strategies, initiatives, and investments, all aimed at creating business value while fostering positive environmental and social outcomes.

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SWCA is now a global sustainability leader, furthering the company’s commitment to impactful, businessaligned environmental stewardship.

to ensure the sustainability benefits will last.

STRATEGY

SCIENCE

IMPLEMENTATION

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PLANET

EMBED

Risk Management

When Companies

Stakeholder Engagement

embed sustainability risks and opportunties

Operational Efficiency

into their strategy

Talent Management

and decision-making process they...

GOVERNANCE

The SMC team at SWCA has grown both in the United States and worldwide, leveraging a network of affiliates in over

RETURN ON SUSTAINABILITY INVESTMENT (ROSI TM) FRAMEWORK

IMPROVE

PARTNERSHIPS

50 COUNTRIES.

DRIVE

DELIVER

Revenue Growth

Quantifiable Business Value & Societal Impact

Greater Profitability Higher Corporate Valuation

Supplier Relations Media Coverage Customer Loyalty Sales and Marketing

Sustainability Drivers of Finance

Innovation

Performance & Competitive Advantage

NEW SERVICE AREAS SUSTAINABLE STRATEGY AND PLANS

The former ALO, in partnership with the New York University Stern Center for Sustainable Business, helped pioneer the Return on Sustainability Investment (ROSI) model, which allows corporations to

DECARBONIZATION INVESTMENT

NATURE-POSITIVE SOLUTIONS

CIRCULARITY

REPORTING AND STRATEGIC COMMUNICATIONS

monetize the full value of investments in sustainability initiatives. While SMC applies this expertise

WATER SECURITY

and many other offerings effectively across client sectors and geographies, SWCA executes on the

COLLECTIVE ACTION FACILITATION

strategies by turning them into project implementations that produce positive environmental and social impacts. This team guides clients from strategic planning to execution, overseeing the entire

SUSTAINABLE AND RESILIENT SUPPLY CHAINS

RISK AND OPPORTUNITY ANALYSIS

CLIENT TYPES

process from investment to realizing positive returns.

FOOD

19

BEVERAGE

CONSUMER PRODUCTS

OIL AND GAS

MINING

POWER GENERATION

WATER

TRANSMISSION

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INTRODUCTION

PEOPLE

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PARTNERSHIPS

GOVERNANCE

PEOPLE Working together, we’re able to have a greater impact in our communities, within our company, and for our clients.

A CULTURE OF OWNERSHIP AND ENGAGEMENT

RETIREMENT BENEFITS

DIVERSITY, EQUITY, AND INCLUSION

RECRUITING & RETAINING TALENT

EMPLOYEE DEVELOPMENT

HEALTH BENEFITS

WELLNESS

OUR SCIENCE LEADERSHIP PROGRAM

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A Culture of Ownership and Engagement A company’s culture can be hard to define. It grows out of shared values, commitments, goals, attitudes, and practices.

Over the years, SWCA has consciously spent time and effort to define our purpose, values, and goals. We reinforce these every day through our actions and our words to help people feel connected. Our ownership structure also reinforces our “sense of belonging” culture. SWCA is 100% owned by our employees and has been for over 23 years. Our founder is still very active in the company, which helps keep our cherished history alive.

This ownership structure and strong tie to the company’s origins creates a culture that sets us apart in our industry. We don’t take this exceptional culture for granted. We take every opportunity to celebrate it. One such way is through our Employee Stars Program. This program recognizes and celebrates individuals who exemplify the attitudes and behaviors of employee ownership at SWCA. Employees nominate fellow employees for these awards, which raises awareness of those qualities that make an owner a star.

Our culture is also strengthened by our shared commitment to our project work and our clients’ success. Our purpose defines why we exist. It connects us to each other, to the environment, and to our clients’ projects.

PEOPLE

PLANET

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GOVERNANCE

EMPLOYEE ENGAGEMENT SURVEY RESULTS

88%

80%

Overall Satisfaction

Overall Engagement Score

Our culture is strengthened by our shared commitment to our project work and our clients’ success.

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88%

Retention Response

EXCEPTIONAL ENGAGEMENT SCORES Employee feedback is highly valued and acted upon at SWCA. We obtain feedback through a variety of means on an ongoing basis, but every 18 months, we conduct a formal employee engagement survey, including our latest in the fall of 2023. As with the previous surveys, we partnered with Burke, Inc., an outside research and consulting firm, to conduct the survey. The purpose of the survey is to provide a structured way for employees to provide feedback and input and for leadership to assess employee engagement. Using the same outside firm allows us to compare the results to previous survey results and track progress over time to identify SWCA’s strengths in employee engagement as well as improvement opportunities.

All responses are anonymous to SWCA as Burke handles all data confidentiality.

Overall, the results were very positive and consistent with results from our last survey in the spring of 2022. The engagement score did not change from 2022, remaining at 80%. This is 3 percentage points higher than the normative data Burke provided from other company surveys. We had an 81% response rate, slightly down from 2022’s rate of 84%. Supervisors at SWCA are exceptional, scoring between 89% and 93% on all management-related questions. Overall satisfaction with SWCA increased 2 percentage points to 88%. The lowest-rated questions were tied to compensation and respondents’ understanding of the ESOP and its benefit to employees. As always, we learn from both the low and high scores. We address the low scores through gaining an understanding of the factors behind the scores and developing programs to address the factors.

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The ESOP ethos produces a caring and collaborative culture, and directly influences how SWCA’s senior leadership makes investment decisions in growing all our employee-owners.This includes commitments to staff

SWCA CONTINUES TO EARN COMPARABLY AWARDS

development, training, conference attendance, and an ability to make longer-

SWCA earned nine Comparably Awards in 2023. New awards include Best CEO, Best Company Perks & Benefits, and Best Company Happiness. We are proud of these

term decisions to retain employees when times get tough.”

ERIC FAJER

TALENT ACQUISITION DIRECTOR | ESOP COMMUNICATIONS COMMITTEE MEMBER

Comparably Awards because the workplace culture platform awards honors based on anonymous employee ratings.

WORKING HOW WE WORK BEST SWCA has long embraced a flexible, hybrid work model that gives 2023

employees the option to either

WORKFORCE MODEL

17%

Mobile

be fully distributed, work a hybrid schedule spending time at home

44%

and at an SWCA office, work at the

Distributed

office every day, or work primarily in the field. This model increases

employee satisfaction, and with 44% of employees working from home, fewer of our employees are driving to work and contributing to carbon emissions.

29%

Hybrid

10% Hub

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Retirement Benefits Employee ownership offers many benefits to our

the typical 401(k) match in our industry. SWCA’s share

employees. Our inclusive and collaborative ownership

price growth has averaged 20% a year for the past

culture is experienced by our employees every

five years. The longer employees stay with SWCA, the

day, but one of the greatest benefits of employee

larger their accounts grow without any contribution

ownership is not realized until retirement: the

on their part.

Employee Stock Ownership Plan (ESOP). Every SWCA regular-status employee is eligible to enter the

To help our employees understand the details of the

ESOP and reap its financial rewards. We are proud

ESOP benefit, we partnered with Certified EO (EO

that SWCA’s shareholders are our employees and that

stands for Employee Owned) to help communicate the

SWCA is 100% employee owned.

intricacies of the plan. Our membership with Certified

PARTNERSHIPS

GOVERNANCE

Every SWCA regular-status employee is eligible to enter the ESOP and reap its financial rewards.

EO allows us to access their library of educational In 2023, we changed the plan to increase the number

materials and other resources. An educational piece is

of plan entry dates per year and reduce the initial plan

distributed each month to the entire company.

eligibility requirements, which enables employees to enter the plan earlier. With the large number of new

The ESOP is not the only retirement benefit we offer

employees hired in the last 2 years, roughly 53% of

our employees. We also offer a 401(k) and a Roth

our employees are plan participants. That percentage

401(k). We have a participation rate of over 60% in our

will increase in 2024 with the increased number of

401(k) program.

COMMUNICATION PLAN

Beyond the savings vehicles, we offer free financial

Develop a communication plan to increase leadership’s understanding of how employee ownership impacts employee satisfaction and productivity.

plan entry dates.

The benefit of the ESOP can’t be overstated. The

advisory services through CAPTRUST to help our

ability to grow a retirement account at no cost to the

employees plan, save, invest, and retire comfortably.

employees is a benefit that few firms in our industry

CAPTRUST offers personalized advice as well as

offer, and the yearly stock contribution is higher than

webinars for all employees to attend.

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2024 GOALS

ONBOARDING PROGRAM Develop and implement a new onboarding program to educate new employees on the benefits of employee ownership.

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The 2023 Diversity, Equity and

GOVERNANCE

TALENT DIVERSITY

PEOPLE

Diversity, Equity, and Inclusion

PARTNERSHIPS

In 2023, we increased our diversity (non-White) hires by 16% over 2022 through targeted recruiting efforts. SWCA’s hiring of women continues to exceed industry averages by a healthy margin, where around 55% of 2023 hires were women, reflecting our overall percentage of women staff companywide. We intend to continue this

Talent

trend to further diversify our employee population.

DIVERSITY

Supporting our diversity hiring and embodying our commitment to

Inclusion action plan (DEI)

Culture

included measures to create a more inclusive culture, increase

OF INCLUSION

advancing young professionals in STEM, we hired 36 interns nationally in 2023, primarily biologists, archaeologists, planners, human resources

talent diversity, to strive for more

professionals, and other corporate employees. Internships involve

equity across SWCA, and to give

working on SWCA client or internal projects (e.g., fieldwork, data

back to our communities. At SWCA, all new hires are assigned

Equity

analysis, report writing). Over the 3 years of SWCA’s intern program, we have converted over 50% of the interns into entry-level positions. We

ACROSS SWCA

are anticipating 45 new intern positions in 2024.

harassment prevention training,

Gives Back

and all regular status new hires are assigned Unconscious Bias training. With support from the

TO COMMUNITIES

Core Values

Employee Resource Groups (ERGs), SWCA Staff, People Team, SWCA Leadership, and the Board, our commitment to DEI continues to grow deep and strong. Our core values of Never Settle, Always Learning, Gives Back, and One SWCA support our efforts by guiding how we all show up at work.

EMPLOYEE RESOURCE GROUPS

CEO COMMITMENT

SWCA STAFF

2021

2022

2023

NUMBER OF INTERNS

15

23

36

NUMBER OF INTERNS HIRED AFTER PROGRAM

5

13

13

64%

52%

78% | 3%

44%

26%

36%

PERCENTAGE OF MILITARY VETERAN

0%

4%

3%

NET PROMOTER SCORE

73

82

90

PERCENTAGE OF FEMALE, PERCENTAGE OF NONBINARY (ADDED NONBINARY AS AN OPTION TO THE 2023 INTERN SURVEY)

PERCENTAGE UNDERREPRESENTED

BOARD OF DIRECTORS SUPPORT

SWCA LEADERSHIP

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PEOPLE/HR TEAM

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EMPLOYEE DIVERSITY

0.4%

Native Hawaiian or Pacific Islander

3.3%

Decline to self-identify

1.5%

3.3%

Two or more races

11.9%

Hispanic or Latino

8.9%

Hispanic or Latino

0.3%

Native Hawaiian or Pacific Islander

3.3%

Two or more races

6.7%

Decline to self-identify

Black or African-American

2.7%

1.8%

Asian

Black or African-American

0.7%

EMPLOYEE BREAKDOWN

BY ETHNICITY

American Indian or Alaska Native

PERCENT OF HIRES IN 2023

BY ETHNICITY

2.8%

Asian

1.3%

American Indian or Alaska Native

79%

72.6%

White

White

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PERCENTAGE OF WOMEN IN WORKFORCE

INTRODUCTION

PEOPLE

PLANET

REACH UNDERPRIVILEGED YOUTH

COMPETITIVE PAY

Implement a companywide Gives Back campaign to benefit underprivileged youth.

Create externally competitive pay ranges.

TALENT ACQUISITION TRAINING STANDARDIZE JOB DESCRIPTIONS Standardize job descriptions and job posting templates with minimum requirements across all levels.

54%

GOVERNANCE

2024 GOALS

55%

LEADERSHIP ROLES HELD BY WOMEN

PARTNERSHIPS

Train the Talent Acquisition Team and hiring managers on bias in interviewing to keep inclusion and diversity top of mind during the hiring process.

SWCA created a culture that would attract women, a culture of inclusion, belonging, and equality where women feel valued and heard.

SENIOR LEADERSHIP ROLES HELD BY WOMEN

40%

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INCLUSION AND BELONGING

PEOPLE

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EMPLOYEE RESOURCE GROUPS ICONOGRAPHY

Understanding that all employees don’t celebrate the same holidays, we allocated a floating holiday for employees to use for any holiday that is not a company-recognized holiday. We also allocated 1 paid hour per month for all employees to use for ERGsponsored meetings and events. Additional highlights include: •

Launched an Early Career ERG in 2023, bringing the total number of ERGs to 14.

•

Added executive sponsors for 12 ERGs; the executive sponsors meet with ERG leads to understand the needs and challenges of the ERG and provide mentorship and guidance.

They help bridge the gap between company leadership and their ERG to advocate for the ERG and ensure strategic alignment between the ERG goals and business goals.

•

Implemented 12 inclusion and diversity theme months and 10 inclusion moments to help raise awareness of the difficulties our employees and their communities face and how we all can increase inclusion.

•

GIVING BACK TO UNDERREPRESENTED POPULATIONS The 2023 DEI action plan also included tying our efforts to our Gives Back program, with a goal to direct 30% of our total impact to underrepresented populations. Our analysis shows we contributed $62,502 to houselessness, food security, disadvantaged youth, and disaster relief. This accounted for 32% of SWCA’s total impact. If we include our contributions to women’s causes, the value increases to 33.5%.

Our inclusion and diversity themed months introduced an avenue to give back to charitable organizations selected by each ERG. During the themed month, SWCA matched employee donations to the ERG-designated nonprofit. In 2023, more than $10,000 was donated to these ERG charitable organizations.

Created training videos for three ERGs based on their own personal experiences.

•

Hosted three ERG panel discussion events with over 300 participants.

•

Delivered four SupportLinc emotional support webinars with over 100 participants.

Compensation equity was a focus in 2023. We implemented pay ranges for all jobs, established guidelines for pay decisions that align with our compensation philosophy and created a cadence for ongoing compensation reviews.”

JUDY COOPER

TOTAL REWARDS VICE PRESIDENT

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Create an Atmosphere for Women to Succeed As stated earlier in the report, SDG 5 is one of SWCA’s SDGs

This ERG is very active with 114 members across SWCA.

of focus. We believe we can and do make a positive impact

The members meet twice a month, have an ongoing chat,

to gender equality through our actions. Women are equally

and celebrate Women’s History Month and International

represented in our organization, which is not a claim many

Women’s Day. The Women ERG also selected Equity Now as

firms in our industry can make. SWCA has made a concerted

its sponsored charity. Equality Now was founded to work for

effort to attract women to our company, and it has taken

the protection and promotion of the human rights of women

years to promote and hire enough women in the company

around the world.

to bring an equal balance of women and men (women now account for 55% of our workforce). The first step was to create a culture that would attract women, a culture of inclusion, belonging, and equality where women feel valued and heard.

This commitment came from our Board of Directors and CEO and was reinforced at every level, from training courses to leading by example. It is clear to every employee that our CEO recognizes, and rewards talented people based on results, not on gender, color, or ethnicity.

We also take action outside of SWCA. We understand that increasing the pool of women to hire begins with attracting girls and young women to the field. Part of our Spreading the Science program is focused on educating girls and young women about the sciences and possible careers in the field.

In 2023, we held 17 events focused on this type of education, from giving talks in kindergarten classrooms to giving lectures in college classes. Through our Gives Back program, our employees also donate to nonprofits such as Girlstart and

To further the culture of inclusion, we created a Women of

Supporting Women in Science, which encourage girls and

SWCA ERG whose purpose is to promote, elevate, and actively

women to enter scientific fields.

connect women across the company in a safe and shared space, regardless of geography or job title. Our intent is to empower SWCA women as a fully supported, positive, and powerful team within the company by providing them with resources and discussion around diversity, inclusion, gender, self awareness, and ways to manage societal pressure.

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Recruiting & Retaining Talent RECRUITING SUCCESSES In 2023, SWCA experienced exceptional growth. We hired more than 600 staff, with approximately one-third of those being temporary field technicians. This hiring flow emulates 2022 and is over 40% higher than the most active hiring year before COVID, underscoring SWCA’s growth.

We made a conscious effort to promote internally rather than default to external hires, resulting in 350 promotions in 2023.

Hiring results can be attributed to market growth, especially SWCA’s environmental and cultural compliance support of renewable energy and climate resilience.

In addition, our commitment to flexible work environments, such as hybrid and distributed (remote) work arrangements, and our transparent inclusion of salary ranges on all our job postings, also likely improved hiring results.

SWCA also made a conscious effort to promote internally rather than default to external hires. We promoted 350 individuals and converted over 30 temporary staff to full-time positions. For the most senior levels in the company, internal promotions increased to more than 60% of the available openings, the vast majority of these filled competitively.

SWCA’s recruiting team focuses on incorporating best practices throughout the posting and selection process, seeking to eliminate bias in decision making and create a hiring process that is fair, equitable, and consistent. This involves employing effective, non-biased interview questions, leveraging hiring committees, and focusing the selection process on the work to be done in each job and competencybased skills, rather than arbitrary educational and experiential requirements that may not be aligned with the effective performance of the essential functions of a job.

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RETENTION IMPROVEMENTS Compared to 2022, 2023 retention rates significantly improved across all categories. Overall, our 2023 retention was 90%, a 6% improvement from 2022. Retention of women and people of color, at 90% each, also increased, reflecting similar improvement percentages compared with those of 2022.

Factors that account for retention improvements

“wellness” days so individuals can recharge and

include:

care for loved ones.

•

Increased investment in people-centered supervisor

•

training (“Level Up” described below).

•

Increased emphasis on internal promotions.

•

The continued maturity of our affinity-based ERGs,

while ensuring that staff are paid based on their contributions and performance, rather than other factors or biases.

variety of roles at SWCA. She started her career path in 2015

individuals are more productive and worry less

Specialist/GIS Technician. Soon she took on the Senior

about whether there is adequate future work.

Administrative Assistant position, then GIS Specialist, a Lab

High overall employee-engagement scores with the

SWCA staff typically produce 30% of their work for

Manager, a Project Manager, then a Team Lead. Her career

transparent presentation of results companywide

offices other than their own.

continued to grow, and in 2023 she was promoted to Program

and on an office-by-office basis.

•

Implementation of new measures to improve the

Implementation of company improvements based

experience of field staff while ensuring that their

on staff feedback at all levels. One example

voices are included to improve fieldwork quality,

was the creation of a new floating holiday to

safety, and enjoyment. In 2024, this will be an area of

account for the different spiritual and religious

increased companywide emphasis.

commitments of our staff.

•

Over the past nine years, Jenny Stokowski has served in a as a temporary employee working as a Cultural Resources

•

color, veterans, and mental health support.

•

EMPLOYEE SPOTLIGHT | JENNY STOKOWSKI

Workload sharing across the organization so

including those for women, caregivers, people of

•

A proactive effort to increase salaries to fair levels

•

Management Director. When reflecting on her time at SWCA, Jenny highlighted the immense support she felt from the company. She was encouraged to pursue internal roles where she could best utilize her many skills and unique professional background. Jenny also acknowledged the role that company culture played in her long-lasting career at SWCA. She truly

SWCA’s commitment to flexible work environments,

believes that SWCA puts employees first and adapts policies,

Emphasis on company wellness at the highest

including allowing staff to move from full-time to

benefits, and priorities based on employee engagement surveys

levels of the organization, and the use of flexible

part-time depending on personal life needs.

and employee feedback, ensuring that everyone feels heard.

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Employee Development

SWCA’s robust Employee Development program aligns with our Always Learning and Never Settle core values.

We make significant investments in the development of our people through several training and development programs. From formal training to on-the-job training, SWCA employees averaged 43 hours of training in 2023.

•

We continue to invest in our award-winning Career Development program, the Career Landscape.

The Career Landscape provides a litany of resources to support our staff as they navigate their unique career paths. A key element of the program is our formal performance check-in process which prioritizes delivering robust feedback twice per year. In 2023, 95% of SWCA regular-status employees received their performance check-ins.

•

SWCA has made a significant investment in the Level Up leadership development program, which focuses on best practices in leadership. Nearly 200 SWCA leaders completed the multi-day, in-person Level Up workshop in 2023. Eighty-five percent of attendees indicated Level Up has had a significant or extreme impact on their performance as a leader. The retention of SWCA employees who have attended Level Up has been over 95%, and turnover within the individual teams of program graduates has been down over 33%.

•

SWCA maintains and develops the Always Learning Lab, a repository of web-based training content available for all employees. The Always Learning Lab contains developmental content supporting the Career Landscape, corporate values, and behavior competencies the company has identified are most highly correlated with professional success at SWCA.

•

Beyond internal training, SWCA encourages employees to pursue external formal educational and developmental activities. Our tuition reimbursement program gives employees the financial support to pursue a degree or other educational undertakings to further their development.

SWCA has seen significant returns on our employee development investments. The percentage of leadership vacancies filled by internal candidates increased from 48% in 2022 to 63% in 2023. The percentage of projectlevel roles filled by internal candidates increased from 48% to 64% during this same period. SWCA also converted record numbers of temporary-status employees to regular-status roles.

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The percentage of leadership vacancies filled by internal candidates increased from 48% in 2022 to 63% in 2023.

EMPLOYEE SPOTLIGHT | JESSICA BRINTON-MCBEAN I decided to go back to school for my master’s degree back in 2021 after working at SWCA for about 5 years. It was something I had wanted to pursue, but the timing just never seemed to align. I wasn’t sure it made sense to leave my job to go back to school when I was really seeking career growth in my current profession, and I already enjoyed my job at SWCA. I learned about an online program at Colorado State University that would allow me to pursue my masters in Rangeland Management and Ecology while continuing to work full time. SWCA’s Educational Assistance Program supported me all the way through my degree, and I am now getting ready to graduate in the spring with zero student loans. I am so incredibly grateful for the support of SWCA and my colleagues while I achieved this lifelong goal!

SWCA’s Educational Assistance Program supported me all the way through my degree, and I am now getting ready to graduate in the spring with zero student loans.”

JESSICA BRINTON-MCBEAN

NATURAL RESOURCES TEAM LEAD

2024 GOALS LEAP LEVEL UP

PROJECT MANAGER SUPPORT

Deliver 10 LEAP Level Up leadership training sessions.

Design and deliver learning and development to support SWCA’s project managers.

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Health Benefits

At SWCA, we understand that compensation is one of many

•

To bolster our mental health program, we expanded access to

benefits that an employee receives from the workplace. In addition

mental health care by covering out-of-network mental health

to compensation, our Total Rewards program encompasses

office visits at the in-network benefit level.

health, wellness, retirement, and work/life balance benefits. We are committed to providing industry-leading, affordable, and

•

came the need to develop a global Total Rewards strategic

diverse benefit programs that support and reinforce a healthy

plan to integrate a global employee base into the SWCA

work/life balance. As a result of benchmarking, employee feedback, and working closely with our benefits providers, we improve our benefits program every year. In 2023, we added to and expanded our health benefits.

SWCA expanded internationally in 2023. With that expansion

•

84%

OF EMPLOYEES PARTAKE IN COMPANY HEALTH BENEFITS.

SWCA CONTINUES TO COVER AT LEAST

80%

programs.

OF TOTAL COSTS FOR ALL MEDICAL PLANS.

To increase awareness of our health benefits program and

OUR PPO PLANS ARE

help employees make informed benefit decisions, we added monthly live benefit presentations.

52% LESS EXPENSIVE FOR

INDIVIDUALS AND EQUAL TO OR LESS FAMILIES COMPARED TO NATIONAL AVERAGES.

OUR HIGH DEDUCTIBLE HEALTH PLANS ARE

90% LESS EXPENSIVE

FOR INDIVIDUALS AND AT LEAST 8% LESS EXPENSIVE FOR FAMILIES COMPARED TO NATIONAL AVERAGES.

SWCA HAS A

40% HIGHER

HSA EMPLOYER CONTRIBUTION THAN OTHER COMPANIES IN OUR INDUSTRY.

SWCA OFFERS BOTH PAID PARENTAL AND PAID FAMILY LEAVE TO ALL EMPLOYEES, WHEREAS ONLY

20% OF EMPLOYERS

OF SIMILAR SIZE OFFER THESE BENEFITS (BASED ON THE 2022 DISABILITY MANAGEMENT EMPLOYER COALITION REPORT).

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Wellness

The well-being of our employees and their families is important to SWCA, and to our employees.

Our holistic wellness program recognizes our diverse needs and focuses on the total health of an individual, thereby helping them grow, prosper, and flourish. SWCA’s Wellness Program, Thrive, encompasses five dimensions: emotional, environmental, financial, physical, and social. For the past several years, SWCA has offered the Cigna MotivateMe program to Cigna members. The program has been quite successful; however, to be more inclusive we wanted to extend the wellness offerings to all employees and offer programs beyond the physical aspect of wellness. In 2023, SWCA selected Burnalong, a digital health and wellness platform that offers a diverse range of well-being classes, inclusive challenges, and social motivation.

EMPLOYEE TESTIMONIAL | RHETT RAIBLEY, STAFF BIOLOGIST

2023 PROGRAM HIGHLIGHTS •

•

Collaborated with the Safety Team to create the “Surviving or Thriving” Safety Kickoff

I could not be happier with the wellness programs offered by SWCA. From physical

meetings, which focused on mental health awareness.

health to mental health and beyond, SWCA’s selection of programs is top notch. As a former college athlete, I know that physical and mental health are both equally

Teamed up with the Inclusion and Diversity Group to host four SupportLinc emotional

imperative to the success of a person, and I am glad that I have so many options at

support webinars.

•

Hosted mental health first aid training.

•

Hosted the annual fitness challenge. We had 40 teams involved, which amounted to 833,354

SWCA to help maintain my wellness as I perform work in both the field and office.

Along with that, I would have never thought that a workplace would care enough about overall wellness of employees to offer the social, financial, and environmental wellness opportunities that are currently offered on top of physical and mental opportunities. I

total minutes of activity. The 406 participants on the teams became quite competitive.

•

•

enjoy how some of these wellness opportunities allow for friendly competition between

Published quarterly preventive care reminders including those for men’s and women’s

offices or individuals as well. Over the course of the past few years’ annual fitness

health, cancer screening kits, and diabetes retinal exam.

challenges, I received numerous messages from fellow employees, some of whom I have not met in person, encouraging me to keep it up. That type of camaraderie was

Implemented a Financial Wellness program that includes free financial advisement and

very helpful in keeping me going during the challenges and reflects a healthy culture

quarterly educational webinars.

•

that I am happy to be a part of. When the opportunities that are offered are taken

Enhanced our SupportLinc Employee Assistance Program by adding an addiction

advantage of, I am a firm believer that SWCA has offered a recipe for success.

care navigator.

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INTRODUCTION

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GOVERNANCE

PEOPLE

Our Science Leadership Program

SWCA created the Science Leadership Program (SLP) to provide a structured way for technical experts within SWCA to receive recognition for their achievements and support their career growth. The SLP offers professional development opportunities, such as encouraging members to present their research. This helps members learn how to effectively communicate research to a wide variety of audiences, which is critical to maintaining our professional credibility. Members of the program make scientific advancements, develop innovative solutions for clients, and promote the technically focused culture of the company.

PRACTICE GROUPS

Practice groups serve as a channel to inform practitioners of relevant regulation changes within the field, ensuring employees have up-to-date information needed to complete their work.

One core component of the SLP is our practice groups. The

encourage cross-fertilization between disciplines and offices

program includes 25 technical practice groups, each with a

throughout the company and allow members to share knowledge

distinct focus. When technical staff are onboarded, they are

and business tips.

sent information on each practice group and are automatically added to the group that aligns with their expertise. These groups provide a collaborative space to exchange best practices, project insights, and in-depth resources. Participants have a variety of opportunities available through these groups, such as attending office hours and brown bag presentations. The office hours serve as an opportunity for employees to share insights on relevant project work in technical areas and as an open forum for questions and discussion. The brown bag presentations

PRACTICE GROUPS BIOLOGY

LAND DEVELOPMENT

CEQA

MARINE RESOURCES

CONSTRUCTION COMPLIANCE

NATIVE COMMUNITIES PALEONTOLOGY

CULTURAL RESOURCES PHASE I ESA ENGINEERING PLANNING FERC NATURAL GAS PROJECT ACCOUNTING FIELD PROJECT MANAGEMENT FIRE AND FORESTRY REMOTE SENSING

Fostering collaboration within technical areas is just one of the practice groups’ purposes. They also serve as a channel to inform practitioners of relevant regulation changes within the field, ensuring employees have up-to-date information needed to complete their work. Through their involvement in these groups, employees can also identify leaders in the company who can act as informal mentors as they embark on their career journeys.

Having a mentor can accelerate career growth and support employees navigating work situations.

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GIS HISTORIC PRESERVATION

STAKEHOLDER ENGAGEMENT STATISTICS

HYDROPOWER VISUAL RESOURCES INCIDENT RESPONSE WATER

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GOVERNANCE

PUBLICATION INCENTIVE PROGRAM SWCA strives to recognize and reward the exceptional work of our scientists and technical staff. Our Publication Incentive Program rewards employees for publishing research that is relevant to their technical discipline.

Several types of publications are eligible for SWCA’s bonus incentive such as trade journals, book reviews, peer-reviewed local/regional journals, and more, which allows a wider variety of employees to participate. By providing recognition, we motivate employees to remain ambitious in their research and share the knowledge they have gained with their scientific and technical communities.

UNIVERSITY WORK To strengthen local connections, as well as share scientific knowledge more widely, numerous leaders involved with the SLP have connected with local universities and colleges. Many of our scientists and staff hold adjunct faculty positions or are guest lecturers at universities across the United States. Establishing these relationships with higher education institutions allows us to increase our early career staff pipeline and give back to the growing group of young scientists entering the workforce.

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INTRODUCTION

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PEOPLE

PLANET Sustainability lies at the core of SWCA, serving as the guiding principle that drives our actions, decisions, and solutions, striking a harmonious balance between human activities and the health of our planet.

ENVIRONMENTAL SUSTAINABILITY EFFORTS

GREENHOUSE GAS EMISSIONS

ENERGY USE

WASTE REDUCTION

WATER

SUSTAINABLE PROCUREMENT

GOVERNANCE

TABLE OF CONTENTS

INTRODUCTION

PEOPLE

PLANET

PEOPLE

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PARTNERSHIPS

GOVERNANCE

TABLE OF CONTENTS

INTRODUCTION

PEOPLE

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PLANET

Environmental Sustainability Efforts 2023 was another successful year

with decision-makers is critical

in SWCA’s sustainability journey.

in identifying decarbonization

Externally, we continued to address

opportunities and estimating their

the growing impact of climate

costs and required investments. We

change to ecosystems through the

offer significant value to our clients

development of sound strategies

through these types of projects by

like resiliency planning, community

helping them close process gaps,

engagement, and nature-based

understand carbon-related data, and

solutions. Combining our scientific

work toward their reduction plans,

expertise and creative approach helps

while also considering the associated

us provide clients with sustainable

business implications.

solutions that make business sense.

THE SUSTAINABILITY BADGE PROGRAM The Sustainability Badge program, introduced in 2022,

provide offices and Green Team representatives with

expanded in 2023. This program encourages offices

the tools needed to obtain more of these badges. To

to achieve sustainability goals locally and provides

do so, the Environmental Sustainability Committee will

a way to track progress toward goals. The badges

select a handful of badges that they believe will have

are organized into topic groups that cover a range

the greatest impact on the achievement of company

of sustainability issues. The topic areas are fleet,

sustainability goals. These “priority” badges will be

fieldwork, purchasing, waste, energy, water, green team,

communicated to Green Team representatives with the

and education. In 2023, 80% of offices had earned

expectation that offices attain them in 2024.

at least one badge, demonstrating high engagement levels and program success. In 2024, we will work to

Our internal structure includes

Through SWCA’s Sustainability and

three committees that develop and

Management Consulting group,

implement our various sustainability

we also support organizations in

efforts: the Sustainability

tracking their corporate carbon

Framework Steering Committee,

footprints and design action plans to

the Environmental Sustainability

reach emissions reduction targets.

Committee, and the Green Team

This process requires large-volume

Network. Each has a unique role to

data analysis, carbon accounting

play in making sustainable changes

skills, and engagement with

through engagement, shared goals,

internal teams to understand key

and innovative ideas.

sources of emissions. Collaboration

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INTRODUCTION

Growth in Badge Program

2022

PEOPLE

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PARTNERSHIPS

GOVERNANCE

2023

129 16 NEW BADGES ROLLED OUT IN 2023

DARING TO BE GREENER AWARD 2023 was the inaugural year for the Daring to be Greener Award, developed by the Environmental Sustainability Committee. This award will be given out annually to the office that best embodies SWCA’s environmental sustainability

32

mindset. This is demonstrated by the office setting and achieving sustainability

25

goals through earning badges and implementing companywide goals. The award is based on several criteria. Most notably, it is based on the total number

14

and difficulty rating of badges earned during the year. Each badge has a point value based on the level of effort and commitment involved in achieving it. We are proud to announce that the Amherst office received this award for 2023.

# OF BADGES EARNED

# OF OFFICES THAT PARTICIPATED

The Amherst office gained 132 points and earned 21 badges, signaling their

# OF BADGES # OF OFFICES THAT EARNED PARTICIPATED

commitment to the program and to furthering sustainability at SWCA.

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INTRODUCTION

PEOPLE

PLANET

RATING SYSTEMS

PARTNERSHIPS

GOVERNANCE

NEW COMPANYWIDE POLICIES AND GUIDELINES

In 2023, SWCA was assessed by two rating

Several companywide policies and guidelines

systems: ISNet and

were developed and rolled out in 2023:

Ecovadis. These rating systems provide a clear

SWCA Sustainability Policy

way for us and our

The Sustainability Framework Steering

clients to understand our

Committee developed a formal, companywide

yearly progress toward

policy that addresses SWCA’s commitment to

sustainability. ISNet

sustainability regarding project work, people,

evaluates progress in

partnerships, and operations.

areas like health, safety, quality, cybersecurity, and

Sustainable Procurement Policy

ESG. Ecovadis is a robust

The Sustainable Procurement Policy addresses

sustainability rating system

procurement throughout the company and

that assesses companies

encourages staff at SWCA to source office supplies,

based on environmental,

company branded apparel, and equipment from

labor and human rights,

vendors who align with our sustainability goals.

ethics, and sustainable

More specifically, these goals include reducing

procurement practices.

our reliance on nonrenewable or environmentally harmful materials and working with suppliers who adhere to fair labor practices and comprehensive human rights policies.

Sustainable Travel Pledge The Sustainable Travel Pledge, created by the Environmental Sustainability Committee, targets

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employees that frequently travel. Each year, these employees are asked to commit to using conserving energy and water in hotels, and

THE UNITED NATIONS GLOBAL COMPACT PARTICIPATION

traveling with a reusable water bottle to

In July, SWCA joined the United Nations Global Compact (UNGC), a

alternative transportation when possible,

reduce single-use plastic waste; among other

voluntary leadership platform for the development, implementation,

sustainable actions.

and disclosure of responsible business practices. As a member, we committed to aligning our operations with 10 universally accepted

Sustainable Event Guidance

principles in the areas of human rights, labor, environment, and anti-

The Sustainable Event Guidance provides

corruption, and act in support of United Nations’ goals and issues

information on embodying a sustainable

embodied in the SDGs.

mindset when planning various types of events.

It includes sustainable practices for offices to look for, or request, in hotels, venues, and caterers and how to reduce water and waste consumption. Additionally, it provides ideas on how to make travel, procurement, and event marketing eco-friendly.

2024 GOALS

Energy Star Policy SWCA’s Energy Star Policy requires all new

BADGES

purchases of large appliances in our offices

Ensure that all offices attain “priority” badges.

be certified through the U.S. Environmental Protection Agency’s Energy Star program. To reduce unnecessary waste, the policy only

SUSTAINABLE PRACTICES

applies when our offices are looking to replace

Encourage sustainable practices for distributed employees.

an existing, non-functional appliance or when needing to purchase a new appliance.

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Greenhouse Gas Emissions METHODOLOGY In 2023, Scope 1, Scope 2, and Scope 3

SCOPE 1

SCOPE 2

SCOPE 3

Direct Emissions from Mobile Combustion Sources • Company-owned fleet vehicles • Company-owned vehicles (ATVs, marine)

Indirect Emissions from • Purchased Natural Gas • Purchased Electricity

Indirect Emissions from • Business Travel • Employee Owned Vehicles

366 mt CO2e

•

528 mt CO2e

• •

Rental Vehicles Air

TOTAL 2023 EMISSIONS

4,434 mt CO2e

5,328 mt CO2e

Employee Commuting

EMISSIONS INTENSITY (MT CO2/EMPLOYEE)

EMISSIONS INTENSITY

BY SQUARE FEET (MT CO2/SQUARE FOOT)

3.24

0.027

mt CO2e/employee

mt CO2e /square foot

emissions were calculated in accordance

DATA INTEGRITY

with the GHG Protocol Corporate

Scope 2 emissions decreased in 2023 for two

Scope 3 emissions increased in 2023 because

Standard. We obtain detailed information

reasons. First, in our previous greenhouse

we began tracking business air travel data

on company-owned vehicles, ATVs, and

gas inventories a conversion error resulted in

through SWCA’s expense software, allowing us

boats from accounting reports to use in the

overreporting of emissions from natural gas.

to capture more accurate mileage information.

RENT ELECTRIC VEHICLES

calculation of Scope 1 emissions. SWCA

This error was corrected in 2023, causing

In the past, we collected this information

has 41 leased office spaces, 19 of which are

emissions from natural gas to decrease

through a voluntary survey sent to employees

Rent electric or hybrid vehicles for business use when suitable.

in multi-tenant buildings without individual

significantly. From 2022 to 2023, the total

at the end of the year. By using this new

meters. In calculating Scope 2 emissions,

square footage of our offices increased 0.5%

method of data collection, we were able to

FLEXIBLE WORK MODEL

when meter data is not available, electricity

but our emissions from purchased electricity

obtain approximately 75% of our total air

usage is calculated based on the average

still decreased. In addition, even though

miles traveled. Reworking our data collection

use per square foot in the region where

total electricity usage increased in 2023, our

process led to an increase in the amount of

Continue to use the flexible work model to reduce emissions from commuting.

the SWCA office is located. Scope 2 does

emissions from purchased electricity were

data collected, resulting in a significantly higher

not include the energy used by distributed

lower than in 2022. This is attributed to less

number of air miles compared to 2022. In

employees because home offices are not

eGRID output emissions rates for carbon

addition, we used a targeted survey to gather

under SWCA’s operational control. For

dioxide, ammonium, and nitrous oxide, which

detailed information on employee commuters.

Scope 3, we track miles for rental vehicles

fluctuate on an annual basis due to changes in

As a result, the commuter response rate

and employee-owned vehicles used

the resource mix (the generation percentage

increased from 84% in 2022 to 88% in 2023.

for business travel through accounting

from each fuel type) and the addition of more

With a commitment to reporting the most

reports. We use surveys and expense

“clean” energy sources to the grid.

accurate information, we will continue to find

reports to track commuter and air miles.

ways to improve our data collection process.

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2024 GOALS

OFFICE MOVES Consider aspects of sustainability when an office is moving and leasing a new space.

PURCHASE ELECTRIC VEHICLES Purchase electric or hybrid vehicles when feasible.

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2023

Emissions Over the Last 3 Years

4,434 mt CO2e

2022

3,129 mt CO2e

2021

7%

SCOPE 1

2,346

10%

mt CO2e

SCOPE 2

2023 % EMISSIONS

BY SCOPE

624

567

319

mt CO2e

SCOPE 1

SCOPE 2

mt CO2e

368

mt CO2e

SCOPE 1

TOTAL 3,232 mt CO e

SCOPE 2

SCOPE 3

TOTAL 4,121 mt CO e

2

2

45

SCOPE 3

528

366

mt CO2e

SCOPE 1

SCOPE 2

mt CO2e

mt CO2e

SCOPE 3

83%

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SCOPE 3

TOTAL 5,328 mt CO e 2

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INTRODUCTION

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PLANET

Energy Use

ENERGY REDUCTION STRATEGIES

Buildings are one of the largest contributors to global emissions due to the amount of energy used to cool,

PARTNERSHIPS

GOVERNANCE

In 2023, we purchased a total of 1,511 megawatts in RECs to offset the total electricity consumed in our offices.

heat, and light them. Most of our offices are leased spaces in multi-tenant buildings, leaving us little control

ENERGY USE EFFICIENCY AND RENEWABLE ENERGY CERTIFICATES

over energy reduction in these spaces. However, we do look for ways to reduce the energy use that is within

In 2023, SWCA started tracking Energy Use Intensity (EUI) at the company. The EUI

our control and encourage our employees to consider their actions. Our Sustainability Badge program

in 2023 was 31.02 kBTU/square foot. We will continue to track this number on an

includes six badges related to energy reduction:

annual basis, which will allow us to see trends and provide a better understanding of our companywide energy use year to year.

SWCA is committed to offsetting our impact through the purchase of renewable energy certificates (RECs). In 2023, we purchased a total of 1,511 megawatts in RECs to offset the total electricity consumed in our offices. This means that 85% of the energy used in our offices comes from renewable sources.

EXTERNAL IMPACT Renewable energy generation has become increasingly popular over the years as our society recognizes the growing need to transition away from fossil fuels to prevent climate change. Using renewables can help reduce greenhouse gases emitted into the atmosphere and decrease pollution, making them a more sustainable alternative to traditional energy sources. At SWCA, we recognize Work with the office’s utility provider to switch to a 100% renewable energy source.

Replace old, leaky, or inefficient refrigerators in the office with Energy Star units to conserve energy and cut down on greenhouse gas emissions.

Switch lightbulbs in the office to LEDs to save energy, reduce greenhouse gas emissions, and reduce hazardous waste in landfills.

just how important this is. We work on many projects related to renewable energy generation and transmission, including onshore and offshore wind, solar, hydropower, and more. Our services include conducting preliminary analysis and technical studies, permitting support, and postconstruction monitoring to ensure

SWCA is looking at transitioning our offices to renewable energy where possible. This transition will also

stewardship and regulatory compliance. The work we do in the energy sector is

allow us to reduce utility costs in the long term. To make this switch, we are assessing the renewable

something we value at SWCA, and we are proud to be a part of the transition toward

energy options and programs available to individual offices through their electric providers.

a cleaner future.

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INTRODUCTION

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PARTNERSHIPS

ENERGY BADGES

6

PROJECT SPOTLIGHT

NEW YORK

TOTAL NUMBER OF ENERGYRELATED BADGES

CONNECTICUT

11

RHODE ISLAND

NUMBER OF ENERGY-RELATED BADGES EARNED IN 2023

4 NUMBER OF OFFICES THAT EARNED ENERGYRELATED BADGES IN 2023

OFFICE ENERGY USE LONG ISLAND

SOUTH FORK WIND New York’s South Fork Wind recently became the first utility-scale offshore wind farm in federal waters to deliver power to the United Sates. As the third-party NEPA consultant, SWCA led the preparation of an environmental impact statement to assist in making this proposed project a reality. Located more than 30 miles off the coast

TOTAL SQUARE FOOTAGE OF OFFICES (SQ. FEET)

194,855

TOTAL ANNUAL ENERGY USE (MMBTU/YEAR)

6,943.97

EUI (KBTUS/SQAURE FOOT/YEAR)

31.02

TOTAL KILOWATT HOURS

1,510,715

of New York, two of the 12 turbines have been constructed so far. Once complete, South Fork Wind will generate approximately 130 megawatts of clean energy, enough to power 70,000 homes and meet the energy needs of East Hampton, Long Island. SWCA began assisting the Bureau of Ocean Management with the NEPA process on the South Fork Wind project in 2018. We provided agency coordination, facilitated public meetings, supported consultation for Section 106 of the National Historic Preservation Action and Section 7 of the Environmental Species Act, and prepared the draft and final environmental impact statement.

SWCA’s multidisciplinary team involved specialists in air quality, water resources, environmental species, visual resources, and public involvement and stakeholder engagement.

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2024 GOAL RENEWABLE ENERGY Secure electricity for offices from renewable sources, where available.

GOVERNANCE

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Waste Reduction

The waste the world produces not only contributes to pollution and degradation of ecosystems but can also increase overall greenhouse gas emissions. With exorbitant amounts of waste piling up in landfills, SWCA recognizes the urgency of addressing this issue. Internally, we stress the importance of waste reduction and diversion and ensure our employees have access to the resources

OFFICE WASTE In 2022, all SWCA offices committed to ending single-use

Understanding that much of SWCA’s office waste is generated

plastic purchases and switching to plastic-free alternatives

through used technology equipment, our technology

such as bamboo or compostable sugar cane fibers. Through

department partnered with two recycling nonprofits to

the Sustainability Badge program, local offices promote

dispose of our outdated equipment. In collaboration with

recycling, composting, and a waste-reduction culture. As

PCs for People, a non-governmental organization that

of 2023, there are seven badges related to office waste, and

collects used computers and distributes them to low-income

more than 67 badges have been awarded to 20 SWCA offices.

individuals and organizations, more than 2,200 pounds of

The seven badges are:

SWCA’s outdated and used computers were identified and donated. In 2023, we partnered with Human-I-T, a nonprofit

and information needed to implement waste reduction Provide water coolers in the office for employees to fill up reusable water containers, reducing plastic waste in landfills.

practices. Through our Sustainability and Management Consulting practice, we also help our clients adopt principles of a Circular Economy to minimize their impact on the environment.

Through the Sustainability Badge program, local offices promote recycling, composting, and a waste-reduction culture.

Create a process to safely dispose of used batteries in the office to reduce hazardous waste in landfills.

organization that provides used devices, internet access, and digital skills training for vulnerable communities. This added partnership diverted almost 2,000 pounds of used equipment, empowering low-income families.

FIELD WASTE In addition to the badges that address waste reduction in the office, SWCA has also developed badges for its fieldwork. As of 2023, there are two badges related to waste:

Switch to either reusable or compostable coffee pods or purchase a coffee maker that produces less waste.

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WASTE BADGES

9

TOTAL NUMBER OF WASTERELATED BADGES

67

NUMBER OF WASTERELATED BADGES EARNED IN 2023

20

NUMBER OF OFFICES THAT EARNED WASTE-RELATED BADGES IN 2023

2024 GOALS RECYCLING 100% of the offices have a recycling program in place by the end of 2024.

INTRODUCTION

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GOVERNANCE

Client Waste Solutions COLLECTIVE ACTION As public support for waste management

Lubricant Container Recycling Coalition

policies continues to grow, Extended

(NLCRC). The NLCRC is an industry-led

Producer Responsibility (EPR) and Post-

coalition that engages with brand owners,

Consumer Recycled (PCR) content

packagers, recyclers, and waste haulers

initiatives, are driving recycling efforts

to accelerate cost-effective solutions for

and advancing across the U.S. These

the recovery and recycling of packaging

laws are more common in regions like

for petroleum-based and related products.

Europe and North America. EPR refers

This is becoming necessary for companies

to the environmental policy approach in

to avoid public scrutiny, maintain

which the responsibility for managing

reputational value, and proactively

post-consumer packaging collection and

navigate legislative action that could lead

recycling is transferred onto producers.

to value chain disruption. Some of the

In addition to this growing pressure, petroleum-based and related products

NLCRC’s activities and objectives are: •

packaging are classified as undesired waste by traditional waste collection structures due to the contamination

To conduct legislative monitoring regarding EPR in the United States.

•

caused by the residual liquid product left on their waste management equipment.

The NLCRC represents a compelling opportunity to develop a true market-level circular business model that relies on the collaboration of all stakeholders within the value chain.”

TRISTAN STEICHEN

DIRECTOR AT THE NLCRC AND SERVICE LINE DIRECTOR AT SWCA

ATLANTA LUBRICANT CONTAINER RECYCLING PILOT In the spring of 2022, the NLCRC launched a collaborative collection and recycling program that focused on consumer plastic packaging for engine oil and other petroleum-based products.

The pilot had a 21-month duration and involved more than 40 locations in Atlanta, including retail stores,

To promote research and development

auto care centers, and a community collection center.

in circular solutions for petroleum-

It is estimated that the project contributed to the

based and related products.

reduction of more than 11,000 pounds of waste.

To develop tools and communications

This project was fundamental in assessing the

COMPOSTING

Addressing this industry wide challenge

50% of offices have a composting program by 2025.

requires collaboration from stakeholders

for Best Practices sharing with

economic benefit of post-consumer recovery and

across the value chain. SWCA is the

members of the value chain and other

recycling, as well as studying consumer waste

Program Administrator of the National

interested parties.

disposal behaviors to facilitate future scalability.

•

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Water

RISK/RESILIENCE ASSESSMENTS

OFFICE WATER REDUCTION

We help our clients assess the potential impact of climate

As water scarcity continues to become a larger global issue, companies have an important role to play in conservation and other solutions. SWCA recognizes this and works diligently to tackle water-related issues both internally and externally.

Internally, we address this issue at the local level wherever possible through the Sustainability Badge program. We have three sustainability badges related to water. Two badges are awarded to those offices with water-saving toilets and faucets, reducing the overall water consumption in offices. One badge addresses drinking water. Offices earn this badge by installing a water cooler. This provides our employees with access to filtered drinking water while helping reduce plastic waste by eliminating single-use water bottles.

WATER BADGES

3

TOTAL NUMBER OF WATERRELATED BADGES

9

NUMBER OF OFFICES THAT EARNED WATER-RELATED BADGES IN 2023

13

TOTAL NUMBER OF WATERRELATED BADGES EARNED IN 2023

CLIENT WATER SOLUTIONS

change on their operations through the evaluation of

Through our project work, we improve water quality and help

different plausible scenarios. For companies in the

manage water quantity, restore wetlands, advise companies

agricultural sector, for example, unreliable weather

on how to reduce their water consumption, and conduct

conditions, such as changing patterns of precipitation,

water risk assessments among other water services. SWCA’s

affect crop yields and operational performance. Water

Sustainability and Management Consulting group helps our

risk assessments were conducted to identify regions

clients address water stewardship through various projects

exposed to an elevated risk of drought and water stress

that create value across the globe.

to show the associated business consequences of these events. Furthermore, we complement this assessment by

SOURCE VULNERABILITY ASSESSMENTS Manufacturing companies use Source Vulnerability

estimating the financial implications of inaction.

Assessments (SVAs) to evaluate risks and opportunities related

COLLECTIVE WATERSHED MANAGEMENT

to water supply, quality, availability, and compliance, among

To achieve water security, intersectoral collaboration is

other topics. SWCA develops these assessments to help our

needed. We support our clients by building organizations

clients understand the water resources in their key regions

that promote financial and governance mechanisms to

of operation and the impact their operations have on water

deploy nature-based solutions and promote the sustainable

resources. In 2023, SVAs were conducted for 17 production

management of watersheds. These organizations operate

facilities of multiple global brewing and bottling companies

through a long-term conservation model in which funds or

across six countries. We worked with these companies to

resources are assigned to conduct research, restoration,

identify more than 170 vulnerabilities in their operations

preservation, and resilience-building activities. Its main

and 80 opportunities for better water management. These

purpose is to contribute to the better governance of water

findings are key to incorporating more sustainable water-

resources, using a science-based approach to find solutions

related practices in their operations, which will have a positive

that address a city’s water security. We also support land

effect on the environment and local communities.

managers to promote healthy watersheds.

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Project Spotlights

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2024 GOALS

PARTNERSHIPS

GOVERNANCE

WATER TRACKING

RAIN GARDEN

Track water consumption in offices with water meters.

Investigate rain garden development in our communities as a way to offset our water use.

SUSTAINABLE AGRICULTURE In 2023, SWCA developed a water stewardship and replenishment

ANALYZING IMPACTS ON THE COLORADO RIVER BASIN With the water levels in Lake Mead and Lake Powell dropping,

River Operations Environmental Impact Statement (EIS) Post-2026

operating plans for the coordination of the two reservoirs are

will develop and analyze future operations at Lake Powell and Lake

crucial for managing the water resources in the Colorado River

Mead (post-2026 operations) to develop long-term strategies for

basin. SWCA is involved with three National Environmental

Colorado River operations while simultaneously addressing current

Policy Act (NEPA) processes that analyze the impact of the

drought conditions and preparing for possible low run-off and

various operating plans. The Interim Guidelines Supplemental

low reservoir conditions. This process analyzes and documents

Environmental Impact Statement (SEIS) is focused on near-term

all relevant impacts, conditions and issues associated with the

actions (2023-2026). The SEIS includes planning, developing,

proposed action and its alternatives; public review processes;

and executing the tasks and strategies necessary to successfully

and coordination with Mexico. SWCA is assisting with the analysis

For such assessments, the vulnerabilities

accomplish the environmental activities for the continued

of significant environmental issues resulting from the proposed

and root causes were identified using

coordination of Lake Powell and Lake Mead. The Long-Term

action and its alternatives in the EIS and is managing the public

satellite imagery combined with auxiliary

Experimental Monitoring Program SEIS will develop and analyze

involvement tasks and supporting Bureau of Reclamation with tribal

data. To help identify potential partners

potential operation alternatives at Glen Canyon that may serve to

engagement. Read about SWCA’s past work in the Colorado

with a proven record of operating in the

disrupt spawning of smallmouth bass and other warmwater invasive

River basin here.

field, SWCA used artificial intelligence,

fish that pass through the dam pursuant to NEPA. The Colorado

assessment for Gap Inc. focusing on a cotton-growing region in India. The project identified the key water vulnerabilities, the root cause of these vulnerabilities, and the right mitigation action. In addition, the team found and engaged potential partners to carry out the tasks to deploy a replenishment project.

specifically natural language processing, the branch of artificial intelligence that gives computers the ability to understand text. Factors that contributed to success or failure were 1) strategic use of technology, 2) engagement with like-minded organizations, and 3) persistence.

SWCA is involved with three National Environmental Policy Act (NEPA) processes on the Colorado River that analyze the impact of the various operating plans.

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Sustainable Procurement

Sustainable procurement practices should address more than carbon footprints. SWCA’s sustainable procurement

The badges encourage our office leaders to make small switches to

practices also include ethical sourcing and fair labor rights within the value chain. In 2023, we formalized our

eco-friendly items. Examples include changing to tree-free items like

sustainable procurement practices by developing a Sustainable Procurement Policy that emphasizes the importance of

toilet paper or tissues, using reusable dishware in the breakrooms, and

these practices and outlines purchasing parameters like ensuring materials are recycled/sustainable, ethically sourced,

buying reusable and compostable coffee pods. Even these small swaps

or locally sourced.

can make a difference when it comes to reducing waste, protecting

In addition to our policy, we affect change through our Sustainability Badge program. Sustainable purchasing is one of the topic areas included within this program, with 12 sustainable procurement-related badges:

ecosystems, and ensuring the fair treatment of workers. The badges serve as a constant reminder for our offices to think more intently about their purchasing decisions.

Eliminate the use of toxic pest control methods.

Replace disposable dishware and utensils in breakrooms with reusable items.

Stock the office’s coffee bar with bulk items and fair-trade coffee to reduce packaging waste and ensure we purchase from suppliers that prioritize the ethical treatment of workers.

When adding items to the SWCA store, an online platform where we provide clothing and other items to our employees, we always keep sustainability in mind. We do this by ensuring that these items are made from recycled or eco-friendly materials. We also assess our suppliers to guarantee that any new items are ethically sourced.”

LUIGI LEONE

SENIOR MARKETING SPECIALIST

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PROCUREMENT BADGES

12

TOTAL NUMBER OF PROCUREMENT-RELATED BADGES

33

NUMBER OF PROCUREMENTRELATED BADGES EARNED IN 2023

15

NUMBER OF OFFICES THAT EARNED PROCUREMENT-RELATED BADGES IN 2023

2024 GOALS SUSTAINABILITY REQUIREMENTS Include environmental sustainability requirements in subcontractor contracts.

SUSTAINABILITY QUESTIONS Include sustainability questions in the subcontractor prequalification.

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PARTNERSHIPS

GOVERNANCE

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PARTNERSHIPS

PEOPLE

PARTNERSHIPS We build strong relationships with our clients, communities, teaming partners and stakeholders to create an environment of trust and comradery. These partnerships increase our positive impacts.

STRONG CLIENT RELATIONSHIPS

GIVING BACK

SPREADING THE SCIENCE

GOVERNANCE

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PEOPLE

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PARTNERSHIPS

Strong Client Relationships SWCA’s partnerships with clients are core to our business. More than 40% of our current clients have been partnering with us for at least 5 years. And when our

CLIENT METRICS

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NET PROMOTER SCORE

33%

RETURN ON CLIENT FEEDBACK SURVEYS

90%

OF BUSINESS IS FROM REPEAT CLIENTS

71%

OPPORTUNITIES ARE SOLE SOURCE

clients succeed, we succeed.

For clients working with multiple project managers across SWCA’s regions, we started assigning client managers in 2012 and client technical managers in 2021

Sales Growth with Key Clients 2019-2023

to ensure coordinated communications and consistent, high-quality service. This approach resulted in 55% growth in business with these clients over a 5-year period. Over that same 5-year period, the publicly traded clients experienced an average 51% rate of return for their

$150,000,000

$118,201,298

$120,000,000

shareholders.

We take great care to ensure that all clients’ expectations

$145,887,296

$94,042,778

$93,842,925

$95,775,487

2019

2020

2021

$90,000,000

are met, from the private homeowner to the Fortune 100 client. Since 2014, we’ve had a formal client feedback program that solicits key client satisfaction data from active clients. In 2023, we increased the number of formal client responses 134% while maintaining a highly

$60,000,000 $30,000,000

favorable 97.6% client satisfaction rate. We also improved our Net Promoter Score, a metric indicative of client loyalty, by 12 points from a 73 in 2022 to an 85 in 2023.

$0

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2022

2023

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We take great care to ensure that all clients’ expectations are met, from the private homeowner to the Fortune 100 client.

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GOVERNANCE

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PARTNERSHIPS

Giving Back

PEOPLE

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PARTNERSHIPS

GOVERNANCE

SWCA offices collectively held over 190 events logging more than 3,513 volunteer hours.

SWCA’s formal Gives Back program was established over 10 years ago with the mission of supporting the places where we live, work, and play by donating to and participating in an array of community service projects. Although Gives Back is a national program, most of the impact is seen at the local level with each office organizing events that benefit local causes. Therefore, success of the national program is highly dependent on local office participation. Ten years into the program, SWCA’s commitment to giving back has never been stronger. In fact, Gives Back is

SPRING INTO ACTION CAMPAIGN

one of SWCA’s four core values.

Each year, SWCA chooses a national cause to support and organizes a

MAUI CALL TO ACTION

Through a matching grants program,

companywide Gives Back campaign. In partnership with SWCA’s Green

When the Maui fires struck, our Hawaii

company-sponsored Gives Back hours for all

Team Network, the Spring into Action campaign promoted environmental

employees requested a companywide Call

employees, a companywide campaign, and

stewardship through local volunteer efforts, such as cleanups, trail

to Action to raise funds for the victims

Call to Action events, SWCA’s total impact

maintenance, and planting trees, along with donations to local and national

of the fire. SWCA and our employees

was $194,960 in 2023. Causes with the highest

environmental organizations. The campaign ran throughout the month of

responded with donations totaling $33,370.

impact were food security, environmental

April, aligning with Earth Day and Arbor Day. SWCA offices collectively held

SWCA further helped Maui by donating our

stewardship, disadvantaged youth, and

over 45 events logging more than 500 volunteer hours. Through matching

advanced satellite imaging services after the

disaster relief/recovery. The map on pages

employee volunteer hours and donations, this campaign had a total impact

Maui fires. These imaging services assisted

62 and 63 displays the 75 environmental

of $12,000. SWCA’s matching donation was split between two national

local and federal disaster relief agencies in

stewardship events held in 2023.

organizations, Ecosystem Restoration Camps and the River Network.

preparing post-fire damage assessments.

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GIVES BACK METRICS

3,513

THE 2023 EILEEN FAGAN CHAMPION OF CHAMPIONS AWARD The office Gives Back programs are led by a Local Office Champion (LOC). Understanding that the success of an office’s Gives Back program highly depends on the dedication and passion of the LOC, the Gives Back Committee created an award for LOCs. New in 2023, the Eileen Fagan Champion of Champions Award recognizes the LOC that went above and beyond to develop and implement an office program that created a positive impact for their local community.

Kendall Duncan is the first recipient of this award. Kendall has been a LOC since the inception of the Gives Back program. Year after year, Kendall has been a strong leader and advocate for giving by creating numerous events and ongoing relationships with Austin nonprofits. Her leadership has helped the Austin office win two Have a Heart Awards (in 2015 and 2022). The Austin office consistently scores high in the Have a Heart Award competition. In 2023, through Kendall’s leadership, the Austin office held 12 Gives Back events.

2024 GOALS IMPACT

DENVER OFFICE EARNS THE 2023 HAVE A HEART AWARD Each year, SWCA recognizes and rewards an office that best exemplifies the giving spirit of the Gives Back program with the “Have a Heart Award.” In 2023, the Denver

Generate a

office earned this award due to their strong commitment to giving back in their

total impact of

community. The office held more than 14 Gives Back events and volunteered over

$220,000.

227 hours. They raised over $1,513 in donations and, with the company matching, had a financial impact of well over $3,000. As impressive as those numbers are,

EVENTS Hold 40 environmental stewardship events.

the Denver office also organized several events with other offices, which helped to broaden and deepen the impact. The nonprofits that benefitted from the Denver office’s efforts include Wildland Restoration Volunteers, Denver Public Schools Foundation, Colorado Children’s Hospital, Denver Animal Shelter, and Mile High Youth Corps. The office even donated a used truck to Colorado Public Radio.

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$194,960

172

VOLUNTEER HOURS

TOTAL $$ IMPACT

ORGANIZATIONS SUPPORTED

75

190

2.5

NUMBER OF STEWARDSHIP EVENTS

NUMBER OF GIVES BACK EVENTS

AVERAGE VOLUNTEER HOURS PER EMPLOYEE

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Environmental Stewardship

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SALT LAKE CITY

PORTLAND

DENVER

FORT COLLINS

Jordan River Cleanup

Neighborhood trash Cleanup and Recycle event

Apartment Trail Cleanup

Tree Planting

RENO

Birch Trail Cleanup

Building Beaver Dam Analogs

Poudre River Willow Planting

Lockwood Park Cleanup

Senior’s Yard Cleanup

Frying Pan River Cleanup Interlocken East Park Cleanup Mulching local park

A record number of environmental stewardship

LAS VEGAS

Marshall Fire Restoration

Graffiti removal

events took place in 2023, in part

Rabbit Mountain Trail Maintenance

Lovell Canyon Road Cleanup

Wildland Restoration Volunteers Garden Day

due to the Spring into Action

Native Habitat Planting Event

campaign, which encouraged offices to organize stewardship

HALF MOON BAY

events with SWCA matching

Beach CleanUp - Will Rogers State Beach

employee volunteer hours with

Neighborhood Cleanup - Miramar Beach

financial donations. In total, we organized 75 environmental

SAN LUIS OBISPO

stewardship events in 2023.

Estero Bluffs Cleanup

PASADENA Eaton Canyon Nature Center Trail Cleanup Hahamonga Native Plant Nursery Cleanup The Great LA River Cleanup

SAN DIEGO Fiesta Island Coastal Cleanup Day Santee Riverpark Trash Pick Up Ocean Beach Dog Beach Cleanup

PHOENIX

TUCSON

FLAGSTAFF

ALBUQUERQUE

Audubon Christmas Bird Count

Pollinator Gardens Planting

Flagstaff Urban Trail Cleanup

Piedra Lisa Trail Cleanup

Thorpe Park Trash Cleanup

New Mexico Tree Planting Event

Jay Cooke State Park Cleanup Liberty Wildlife Cleanup Lower Salt River Restoration Tree Planting Peralta Road Cleanup Pierson Street Community Garden Event Tonto NF Invansive Species Removal

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BISMARCK

CHICAGO

PORTLAND, MAINE

Keep Bismarck Beautiful

Chicago River Cleanup

Spring Cleanup at Scarborough Marsh

Northside Great American Cleanup

York Land Trust Invasive Species Removal

AMHERST Source to Sea River Cleanup Fieldwork Trash Pick Up Henry Street Salamander Crossing Wetland Delineation Robert Frost Trail Restoration

BOSTON Charles River Earth Day Cleanup New Bedford Salt Marsh Cleanup Bigelow Wildlife Refuge Maintenance

PHILADELPHIA Earth Week Planting Event

ARLINGTON Carry the Load Cemetery Cleaning

RALEIGH-SANFORD Upper Swift Creek Cleanup

Trinity River Trash Bash

JACKSONVILLE HOUSTON

Crosby Sanctuary Invasive Plant Species Mapping

Plains Energy Earth Day Event

AUSTIN Austin Spring It’s My Park Day Event Choke Canyon Christmas Bird Count It’s My Park Day Battle Bend Springs Beautification Keep Austin Rooted

SAN ANTONIO Green Spaces Alliance Nature Fest

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SWCA GIVES BACK

We promote a culture of giving at SWCA. Across the company, we give back to employees in need, to the communities in which we work, live, and play, and to the environment.

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Spreading the Science

We believe in sharing the knowledge we gain through our research, project work, education, and experience with communities outside of SWCA. This goal is to further the collective understanding of the environment including species, habitat, cultural resources, restoration, and water. In 2018, SWCA formalized the Spreading the Science program with the mission of conducting and cultivating environmental education efforts for both youth and adults in our communities and beyond. We volunteer our time at schools, environmental education events,

ERICA GADDIS’ WORK WITH THE UNITED NATIONS ENVIRONMENT PROGRAMME (UNEP) UNEP is the leading global authority on the

Outlook (GEO) series since 2005. The GEO series is the

environment. Its mission is to inspire, inform, and

flagship publication for UNEP occurring on a 5-year

enable nations and peoples to improve their quality of

cycle to keep the state of the global environment under

life without compromising that of future generations.

review and identify innovative policy solutions. In

UNEP is driving transformational change by drilling

GEO-6, Erica contributed to a focused analysis on the

down on the root causes of the triple planetary crisis:

Colorado River high-flow experiments and resulting

climate change, pollution, and biodiversity loss.

adaptive management strategies. Erica is currently

science fairs, nature festivals, and

SWCA’s Dr. Erica Gaddis served as the chair of the

science-based nonprofits. SWCA

UNEP report Measuring Progress: Environment and the

supports these efforts through paid

SDGs in 2023. This biannual report series summarizes

Gives Back hours that employees

global progress on the environmental dimensions of the

receive and through donations to the

SDGs. In addition, Erica has been working with UNEP

organizations where they volunteer.

on the freshwater chapters of the Global Environment

serving as one of two coordinating lead authors for the freshwater chapter of GEO-7, which focuses on the global state and trends of freshwater systems including intersections with the triple planetary crises. SWCA is supporting Erica’s time participating in GEO-7 as part of our commitment to ESG.

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We believe in sharing the knowledge we gain through our research, project work, education, and experience with communities outside of SWCA.

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TEACHING WATERSHED AND CONSERVATION PRINCIPLES SWCA’s Half Moon Bay office partnered with Abundant Grace and Potrero Nuevo Farm to assist with a harvest. Abundant Grace assists the homeless and disadvantaged population in Half Moon Bay, and part of that help comes through a partnership with Potrero Nuevo Farm. The farm donates use of its land, harvest support, seed, farm equipment, and other materials to Abundant Grace Coastside Worker, which feeds low-income and unhoused populations. Through Abundant Grace, Potrero Nuevo hires unhoused individuals and others who are struggling and trains them in organic farming techniques and land conservation practices. Twenty-three of Half Moon Bay’s office staff assisted Potrero Nuevo through sharing ideas for teaching watershed and conservation principles. In addition, we shared information about the Drought Resiliency project the Half Moon Bay office is initiating through the local Resource Conservation District.

A CALIFORNIA STATE UNIVERSITY PARTNERSHIP John Dietler, a Senior Vice President at SWCA, has served

a large and relatively untapped talent pool while providing

on the Dean’s Advisory Board for the College of Natural and

opportunities to students from diverse backgrounds – 92% of

Social Sciences at California State University Los Angeles

students at the school are Hispanic, Asian, Black, American

since 2018, forging a powerful relationship between SWCA

Indian, Pacific Islander, or another non-white background,

and the University.

and 55% of students are the first in their family to go to

Through formal recruiting efforts, guest lectures and panels, and information-sharing between SWCA employees and professors, John and other employees in SWCA’s Pasadena office have been able to create deep connections with faculty members and expose many students to environmental career

college. This is especially important in a field that historically has been less diverse than others. The bonds created here will only continue to grow stronger in the coming years, helping to spread the word about and create a positive narrative around an overlooked career path.

options. This partnership provides SWCA with a direct tie to

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GOVERNANCE As an employee-owned company, we are committed to growing our business in a sustainable way for our current and future shareholders (employees).

A SOLID STRUCTURE

ETHICS, CONDUCT, AND HUMAN RIGHTS

SAFETY BY CHOICE NOT BY ACCIDENT

CYBERSECURITY

CLIENT CENTERED PROGRAM MANAGEMENT

GOVERNANCE

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PARTNERSHIPS

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GOVERNANCE

A Solid Structure

As an employee-owned company, we are committed to growing our business in a sustainable way for our current and future shareholders (employees). As the company grows, the Board of Directors and Executive Leadership Team analyze and evaluate the company structure to ensure it is right for the size of the company. With the strong growth we have seen over the past few years, our Board and CEO decided to scale SWCA’s organizational structure. In 2023, three new C-Suite positions were created and filled: Chief Delivery Officer, Chief Operating Officer, and a Global Strategic Management Officer to lead the new Sustainability and Management Consulting Division. Adding these three positions strengthens the top-level decision making and brings much needed leadership at the highest ranks in the organization.

SWCA Board GAYLE ROBERTS

BOARD CHAIR, COMPENSATION/ ORGANIZATIONAL DESIGN COMMITTEE CHAIR, EXTERNAL DIRECTOR

BOB WILSON

EXTERNAL DIRECTOR

CORPORATE GOVERNANCE SWCA’s Board of Directors (Board) and senior

The Board has four committees, all of which are

leadership are responsible for the stewardship

focused on governance. The committees work

of our company. In 2017, we moved to having

on risk management, Board succession planning

DR. LAURA HUENNEKE

EXTERNAL DIRECTOR

RICK ADAM

AUDIT AND COMPLIANCE COMMITTEE CHAIR, EXTERNAL DIRECTOR

four external and four internal Board members.

and diversity, CEO performance evaluation,

This approach strengthened our governance and

total rewards and compensation, growth and

increased thought diversity. Over the past 10 years,

acquisition strategy, and SWCA’s sustainability

the Board also diversified in gender and is now

from a financial and environmental perspective.

38% female. The diverse backgrounds of our Board

The Board and committees meet quarterly.

provide us with a wealth of experience to draw

However, the committees may meet more often

upon to guide SWCA into the future and continue

when needed. The Board also attends educational

to provide value to our employees, clients, and the

sessions to learn more about our industry, SWCA

environment. The Board has been instrumental

projects and services, or other items such as

in supporting SWCA with our strategic planning

technology, AI, cybersecurity, and risk.

DR. STEVE CAROTHERS

FOUNDER, INTERNAL DIRECTOR

JOSEPH J FLUDER III

VICE CHAIR, MERGERS AND ACQUISITION COMMITTEE CHAIR, INTERNAL DIRECTOR

DENIS HENRY

NOMINATING AND GOVERNANCE COMMITTEE CHAIR, INTERNAL DIRECTOR

NORMA CRUMBLEY

approach during periods of growth and through

INTERNAL DIRECTOR

challenging times such as the pandemic.

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SWCA C-Suite JOSEPH J FLUDER III

CHIEF EXECUTIVE OFFICER & PRESIDENT

DENIS HENRY

CHIEF FINANCIAL OFFICER & EXECUTIVE VICE PRESIDENT, INTERNAL DIRECTOR

BOB KROEGER

CHIEF OPERATING OFFICER

DEBORAH OWENS

CHIEF PEOPLE OFFICER

SCOTT SLESSMAN

CHIEF GROWTH OFFICER

NORMA CRUMBLEY

CHIEF DELIVERY OFFICER

ROBERT KLOEPFER

GLOBAL STRATEGIC MANAGEMENT OFFICER

LINDA LANNEN

CHIEF TECHNOLOGY OFFICER

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EMBEDDING SUSTAINABILITY SWCA has three committees

to the Environmental Sustainability

focused on sustainability. The

Committee in 2023 and will be

Sustainability Framework Steering

further developed in 2024. Eight

Committee is composed of our

subcommittees were formalized to

CEO, Chief People Officer, Global

address environmental sustainability

Strategic Management Officer,

efforts in the offices and field.

Technical Services Vice President,

Each subcommittee is tasked with

and Sustainability Technical Director.

helping the offices earn badges and

This committee develops the

developing sustainability goals in

company’s sustainability strategy

their respective areas.

and works with the Board on overall direction. Sustainability is a standing agenda item for the board meetings with sustainability progress reported to the Board each quarter.

that take direction from the Environmental Sustainability

sustainability goals, while also

representatives from across the

implementing companywide

company and, taking direction

initiatives at the local level.

operations. Structure was added

FIELDWORK

ENVIRONMENTAL SUSTAINABILITY COMMITTEE

WATER

EDUCATION

FLEET

GREEN TEAM COORDINATION

Committee but have the flexibility

Committee consists of employee

the sustainability goals for

SUSTAINABLE PURCHASING

made up of local office employees

to set and tackle their own

Steering Committee, develops

WASTE

Finally, the Green Team Network is

The Environmental Sustainability

from the Sustainability Framework

ENERGY

These three committees work together to embed sustainability in SWCA at all levels.

Eight subcommittees were formalized to address environmental sustainability efforts in the offices and field.

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Ethics, Conduct, and Human Rights

2024 GOALS CODE OF ETHICS TRAINING

SWCA has a comprehensive Code of Ethics that all employees review and sign as a part of

Implement mandatory Code of Ethics Training for all employees.

onboarding and are expected to abide by in their daily work.

REQUIRED TRAINING SWCA offers employees an extensive library of recorded training courses. Most

THE CODE OF ETHICS COVERS THE FOLLOWING TOPICS: ANTI-CORRUPTION AND ANTI-BRIBERY

DISCRIMINATION AND HARASSMENT

INTELLECTUAL PROPERTY

HUMAN TRAFFICKING

CONFIDENTIALITY

HEALTH AND SAFETY

INSIDER TRADING

POLITICAL CONTRIBUTIONS

CONFLICTS OF INTEREST

GIFTS AND ENTERTAINMENT

EQUAL OPPORTUNITY EMPLOYMENT

REPORTING REQUIREMENT

courses are voluntary, although some are mandatory. Discrimination, harassment, unconscious bias, safety, and cybersecurity courses are all mandatory. In 2024, we plan to develop and roll out mandatory Code of Ethics training.

To report actions that violate SWCA values or policies, employees have access to an Ethics Hotline. This is a confidential and anonymous resource whereby any concerns or violations can be promptly reported.

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Safety By Choice Not by Accident

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“SURVIVING OR THRIVING” SWCA’S 2023 SAFETY KICKOFF Every spring, SWCA holds a Safety Kickoff. This year’s kickoff was focused on the safety aspects of good mental health. Good mental health helps ensure staff are not distracted by the stresses of life, which increases the chances of having accidents or causing injuries. Part of the presentation was intended to bring awareness to the great resources that SWCA offers for mental health support, which many were not aware of. In addition to the spring Safety Kickoff, the Safety Team provides two yearly training courses for our employees: core

The safety of our employees is paramount. As such, our Safety Team is

training and field training. In 2023, the core training course completion rate increased by 5%, and the field

continuously improving our safety program and tools. One tool is our Safety

training course completion rate increased by almost 4%.

Incident Reporting Emergency Notification (SiREN) app. As our emergency notification system, SiREN is vital to our safety program. In 2023, we upgraded

OSR OF THE YEAR

the app to make it much more intuitive and easier to use, which is important in an

At SWCA, each office has an Office Safety Representative (OSR) who oversees the Environmental Health and Safety (EHS) compliance of employees in their

emergency. It also has more dropdown options and an improved automated email

office. Every year, one outstanding representative receives the OSR of the

distribution feature.

Year Award, which recognizes their dedication and commitment. The 2023

Our Safety Team also worked with our Wildfire Safety Advisory Group (WSAG) to

OSR of the Year awardee is Sondra Johnson from our Phoenix office! Sondra’s

add real-time wildfire safety advice on the SiREN app. This is important because

outstanding performance in this role exceeded expectations, demonstrating

crews in the field may suddenly become aware of an impending wildfire but may

her self-reliance and her ability to manage a variety of responsibilities with

not be sure what steps to take. The WSAG can provide information regarding the

ease. Her willingness to offer help to others also made her a true team player,

speed and locations of nearby wildfires and indicate whether evacuation is advised.

earning her this well-deserved recognition.

In addition to SiREN improvements, we developed a new incident tracking system called Safetracker that is easier to use than the previous system and greatly

2023 STATS

enhances our incident trend analysis capabilities.

EMR REMAINS BELOW 1.0

Our Safety Team, along with our Learning Team, launched a new and much improved Defensive Driving Training Module that is streamlined, takes less

FOR 8 STRAIGHT YEARS

TRIR AND DART REMAIN BELOW INDUSTRY AVERAGE!

TRIR IS 0.47 DART IS 0.23

ZERO

0 FATALITIES AND 0 SERIOUS OR LIFE-ALTERING INJURIES

time, and focuses on the areas that are most likely to cause accidents.

With an expanded safety team, we are better positioned to respond to the everincreasing requirements of our clients through third-party safety program

2024 GOALS

tracking websites. Responding to the requirements is crucial because

TRAINING RATE

ANALYSIS

EV LOG

noncompliance on these sites will quickly lead to denial of project work to

90% Overall training completion rate.

Electronic Job Hazard Analysis.

Electronic Vehicle Information Log.

SWCA until deficiencies are corrected.

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POLICIES AND PRACTICES GOVERNANCE

Cybersecurity

At SWCA, we recognize the cybersecurity landscape

•

An understandable and enforceable Information and Technology Security and Acceptable Use Policy. All new employees are required to sign this policy, and emails are sent out when updates to this policy are made.

•

Best practice authentication and password requirements including multi-factor authentication.

•

A best-in-class Security Incident Response Plan is used as needed. When any incident is investigated using this plan, a post-incident report is shared with leadership describing the events that occurred, any impact to the company, and any lessons learned or follow-up actions needed.

is evolving rapidly, especially with hybrid and remote working models. Our best practices and robust approach to managing data protection allow us to adapt to this changing landscape, minimize risks, and increase trust with our clients. Building this trust and being transparent with clients

TRAINING

is especially important to us and will continue to be a

•

Mandatory monthly training provided by NINJIO, a company that provides cybersecurity awareness training through short and engaging videos.

•

Reoccurring advanced training for employees with privileged access. These employees are required to take at least one exam per year re-certifying general privileged access practices and policy compliance.

priority as we oversee and adjust our cybersecurity strategy in the future.

SWCA uses a layered security approach that focuses on risk management and aligns with industry best practices, as well as the National Institute of Standards and Technology (NIST) and the International Organization for Standardization (ISO), which are industry frameworks for information security program management and controls. SWCA is ISO

ASSESSMENTS •

Annual internal audit with results reported to Board.

•

Annual external assessments using ISO or NIST standards.

27001 certified, and our recent audit highlighted excellence with our Security Incident Response Plan, our Business Continuity Plan, and our management engagement and

DRILLS AND SCANS

program integration with company objectives. Our layered

•

Cross-team tabletop exercise drills with neutral third-party observers. These tabletop exercises are used to practice response capability and assess our ability to perform during specific scenarios.

•

Weekly vulnerability scanning for internal systems.

•

Annual external penetration testing.

•

Periodic attack surface evaluation.

security approach positions SWCA to effectively identify, protect, detect, respond, and recover from threats.

With a focus on protecting our systems and data from threats, SWCA actively manages information security and data privacy with hundreds of best practices, including:

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LAYERED SECURITY APPROACH Monthly security awareness training

1

PEOPLE

PHYSICAL SECURITY AND 2 ACCESS CONTROL

Office visits, outreach, team meetings, AMA’s Phising and other exercises

Locked offices Locked and logged IT rooms Tier 3 data center & industry leading cloud partners

SWCA uses a layered approach to Information Security which empowers us to effectively manage controls without reducing the pace or effectiveness of our business.

Policies, Processes, Standards

3

ADMINISTRATIVE SECURITY

4

ASSESSMENT AND AUDIT

NETWORK

Asset Management

We replaced the SWCA network backbone, including office-to-office connections, and filtering between connections. Our new network is high performing, centrally managed, secure, and an overall cost reduction.

Drills/Tapletop exercises

Annual external assessment (NIST or ISO)

PENTESTING

Annual internal assessment (NIST & ISO)

We sourced and executed an external penetration test to assess the real-world capability of our technical security controls. Attackers could not access SWCA systems, a positive outcome but we continue to work on improvements.

Single Sign-On

5

LOGICAL ACCESS CONTROL

Cloud identity management On-Prem identity management

BACKUPS

We implemented SWCA’s first working data backup program, sending copies of server data to a offsite vaulted cloud storage. Later in 2023 we also implemented backup data health checks and recovery tests to ensure the validity of backed up data.

6

DATA SECURITY

Data Loss Prevention Compliance Data search tools

VULNERABILITIES

We continue to run weekly vulnerability scans to find potential easy exploits into SWCA systems. By focusing on critical and high risk vulnerabilities, we were able to reduce our vulnerability landscape by over 50%

Endpoint Patching

7

ENDPOINT SECURITY

INFRASTRUCTURE SECURITY 8 & RECOVERABILITY

Endpoint Encryption XDR

ACCESS CONTROL

Server Patching

We implemented multi-factor authentication for network access, meeting an industry best practice.

SASE SD-WAN Offsite Backups

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Client Centered Program Management

SWCA’s rapid growth and the increasing size of client projects led us to formalize a program management infrastructure. Many of our clients are growing, and we expect to continue growing with them. With this program management structure, we are better positioned to address our clients’ needs nationally, improve our team responsiveness as well as the quality of our deliverables, and create a more positive client experience.

This structure is executed at the national level, meaning the approach to meeting client needs, the look and feel of our deliverables, and the methods we use to meet client needs will be consistent across all office locations. With one point of contact appointed to handle client responses, resourcing, scheduling, and staffing, the decision-making process for both the client and SWCA is significantly streamlined. With a highly personalized team that is familiar with the client’s processes and procedures, SWCA will further our position as a trusted partner ready to tackle any project.

SPOTLIGHT | NORMA CRUMBLEY – CHIEF DELIVERY OFFICER In July 2023, Norma Crumbley became SWCA’s first Chief Delivery Officer. As Chief Delivery Officer, she plays a pivotal role in enhancing

The adoption of this program management structure has already

client experience with a focus on three critical

produced significant results at SWCA. We have been able to learn

pillars: program management, innovation,

the intricacies of our clients’ businesses at an accelerated pace,

and scientific and technical expertise.

providing us with more opportunities to create connections within

Norma uses best management practices for

their organizations. These connections are key to building deeper

client collaboration, quality of deliverables,

partnerships with our clients, bolstering their confidence in us and

scientific and technical excellence, process

making us their consultant of choice when new needs arise.

optimization, and client-focused innovation.

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sustainability@swca.com www.swca.com