2017 Sustainability Report: Envisioning an Enduring Organization

2017

Illustration by James Yang

Sustainability Report

ENVISIONING AN ENDURING ORGANIZATION

Th o rn to n To m a s e tti 2 017 S u s t a i n a b i l i t y Re p o rt

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Thornton Tomasetti optimizes the design and performance of structures, materials and systems for projects of every size and level of complexity.

An employee-owned organization of engineers, scientists, architects and other professionals collaborating from offices worldwide, we support clients by drawing on the diverse expertise of our integrated practices.

1949

Company Overview

About Thornton Tomasetti

We are committed to being a sustainable and enduring organization and the global driver of innovation in our industry.

Structural Engineering Protective Design Faรงade Engineering Weidlinger Transportation Construction Engineering Sustainability Weidlinger Applied Science Forensics Property Loss Consulting Renewal

Practices

Founded

T d a in

Lo

1,500

Number of E

To be the global driver of change and innovation n our industry

ong-Term Goal

Table of Contents

50+

0

Offices

Employees Aviation Commercial Cultural & Institutional Defense Education (k–12) Energy Government Healthcare Higher Education Hospitality & Gaming Industrial Mission Critical Petrochemical Residential Sports Transportation (non-aviation)

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Company Overview

3

Executive Message

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Where Are We?

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Our Services

13

Business Operations

18

Social Responsibility

25

Financial Sustainability

28

Where Are We Going?

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Personnel

Market Sectors Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

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Executive Message

Our Enduring Organization

PL A N

The extreme natural events of 2017 changed the lives of hundreds of thousands of people and were among the most costly in modern history. We were on the ground following Hurricanes Harvey, Irma and Maria, after the California wildfires, and in the wake of the 7.1-magnitude earthquake in Mexico City.

As we lent our expertise and resources to assist in recovery, we were reminded to take stock of what makes Thornton Tomasetti an enduring, resilient – and, yes, sustainable – organization.

“Enduring firms have a high degree of vitality, evident in their capacity to explore new options, renew strategy and grow sustainably. And the most vital firms do this quickly, with a sense of urgency.”

– Tom Scarangello, Chairman & CEO We’ve seen the damage caused by global climate change up close, and we recognize the increased risk of disruption. We also see opportunities – to invest in innovations in sustainability that contribute to lowcarbon buildings and resilient design and to cultivate the agility we need to adapt, endure and thrive.

In the wake of 2017’s natural disasters, we developed Our Enduring Organization, a framework for supporting and augmenting the firm’s vitality – and value for our clients – over the long term. Based on the triple bottom line of sustainability (people, planet

and profit), the framework proposes that the most effective strategy is to make meaningful investments in people and planet. Our Enduring Organization has been formally adopted as part of our core ideology, the guiding document that reflects our culture and aspirations.

We are investing in people by serving as sponsors and mentors, cultivating an inclusive and diverse workplace and encouraging collaboration in a healthful work environment. We are investing in our planet by advocating for increasingly sustainable projects and reducing our carbon footprint, and we are supporting our communities by offering our people the opportunity to be avid volunteers. We are confident that these investments will drive innovation and lead to higher long-term value.

This report summarizes the ways in which we are realizing our aspiration to become an enduring organization. Read in these pages how we apply our skills and values to make a better world, with better business outcomes. Our people are preventing loss of life from disasters by providing resilient and protective design and by developing sustainable and healthful buildings, innovating in sustainable engineering, and contributing to an enriching work environment and to communities in need.

We are a company of 1,500 problem solvers.

Whether in the field, in a post-hurricane disaster area or in the office, our people are passionate about embracing challenges and making lasting contributions.

Tom Scarangello

Ray Daddazio

Chairman & CEO

President

- Sust - Sust - Volu

PEOPL E -

Mentorship Inclusion & Diversity Collaborative & Healthy Environment Lifestyle-Friendly Workplace

EXPANDING OUR HORIZONS EXPANDING

– page 10 OUR

2017/2018 Annual Report

HORIZONS

2017/2018 Annual Repor

– page 10

N ET

tainable Projects & Policies tainable Business Operations unteerism & Philanthropy

How Can the AEC Industry Thrive?

How Can the AEC Industry Thrive?

TURNING IDEAS INTO IP – page 14

PROF I T

THE SHED: THROWING OUT THE COOKBOOK

- Investments in People & Planet - With Trusted Partners - For Innovation & Long-Term Value

– page 24

HOW FAR CAN AUTOMATION GO? – page 20

TURNING IDEAS INTO IP – page 14

2017 was a year of thriving amid THE SHED: THROWING

OUT THE change. This theme played out disruptive COOKBOOK

HOW FAR CAN

– page 24 in communities hard hit by disaster, in GO? AUTOMATION – page 20

our firm as we set out to be an enduring organization, and within our industry, which is witnessing a collision between artificial intelligence, design, engineering and the built world. Our 2017/2018 annual report explores how the AEC industry can flourish in this time of rapid change. Read it to learn more about these avenues for enduring – and even embracing – disruption gracefully and sustainably.

Click here to view our 2017/2018 annual report.

Amy Seif Hattan Vice President of Corporate Sustainability

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Where Are We?

2017 Targets: Progress toward Our Goals

Our th are ma

Last year, looking ahead to 2017, we selected three targets, closely linked to the goals of our three-year corporate sustainability plan, that we hoped to meet in time for this report.

Reduce electricity emissions from office operations by at least 8 percent to return to pre-2016 levels.

Achieve climate-neutral business operations

We reached our 2018 target of realizing an average per-employee footprint of 4.0 tons of carbon dioxide (CO2) two years ahead of schedule and predicted that we would continue along this path. As the company continues to expand into new locations, we are still firmly on track to meet and surpass this target when offsets are included. In fact, 2017 saw significant reductions in electricity emissions from office operations, the largest contributor to our carbon footprint. We beat last year’s target of reducing electricity emissions by 8 percent, achieving our lowest per capita numbers since our baseline year of 2013. We had also predicted a per capita electricity footprint of no more than 1.25 metric tons of CO2 by 2017. In actuality, we reduced it to 0.97 metric tons, down from 1.36 the previous year – a 29 percent decrease – attributable in part to the purchase of green power in a number of our offices.

In 2017, a Cigna insu us in laun wellness p our annua in a broad (see page

Increase the diversity of hires for technical staff positions by 10 percent and decrease the attrition rate of diverse employees by 10 percent.

Foster workplace diversity & inclusion

Increase employee volunteerism in our communities

Last year, as part of our recently launched firm-wide Inclusion and Diversity, Innovation and Design [(I+D)2] initiative, we announced our first targets for diversity of hires and attrition among diverse employees. We’ve made progress toward these first-year goals, and have developed plans to ensure our future success. In 2017, we increased the diversity of our hires by 72 percent compared to the previous year – from 85 to 147 hires. Our attrition rate for diverse employees, including women and employees from nonwhite ethnic backgrounds, has hovered around 7 to 8 percent over the past two years. We will continue to increase the diversity of our hires and make every effort to ensure that diverse employees enjoy long, rewarding, productive careers at Thornton Tomasetti. To this end, we are revising our hiring approaches, updating onboarding guidelines and formulating strategies for retention and career advancement.

Increase the number of employees who provide service to their local communities through the company’s volunteer benefit to 20 percent.

Each year, our employees take an active role in giving back to their communities through the company’s volunteer benefit program. In 2017, 18 percent of our staff logged 1,588 volunteer hours, contributing to causes and organizations that matter to them and to our industry. Though we fell two points short of our 20 percent target, we are confident that the launch of our TT Gives Back community-service umbrella program will help us meet and exceed it by next year. This initiative, which offers employees such volunteer opportunities as ACE mentorship, volunteer days and international service, doubles the hours of paid time available for volunteerism from eight to 16. As part of our ongoing commitment to helping and supporting the communities where we live and work, this program aims to foster a culture of volunteerism in all our offices while also providing team- and skill-building opportunities for our talented professionals.

With the a a commun program l expect to target of 7

Awareness of corporate sustainability has grown with the introduction of several new firm-wide initiatives; however, in 2017, we did not administer the survey that assesses this target.

We will work toward achieving 100 percent employee awareness of our corporate sustainability programs, with more than half of employees believing they receive a direct benefit from these programs.

Increase employee engagement in corporate sustainability

new relationship with urance company assisted nching a comprehensive program, which includes al wellness challenge der menu of offerings e 23).

We will build on the success of existing programs to improve employee wellness and comfort, and create new programs in response to employee feedback.

Improve the daily experience for all employees

We aim to reduce our average carbon footprint to 4.0 metric tons of CO2 per person by 2018 and achieve carbonneutral business operations by 2030.

Achieve carbon-neutral business operations

PEOPL E

PL A N ET

Within three years, we aim to increase the percentage of employees who see opportunities to connect their community and their role to 75 percent.

aid of TT Gives Back, nity-service umbrella launched in 2017, we exceed our original 75 percent (see page 20).

Increase employee volunteerism in our communities

We encourage open discussion on flexible work and are exploring lifestyle-friendly policies through our new inclusion and diversity initiative (see page 22).

PROF I T

Explore opportunities to support a lifestyle-friendly workplace As part of our quest for inclusion and diversity, we will investigate opportunities that contribute to a lifestyle-friendly workplace, including flexible schedules and telecommuting.

Lorenzo Sanjuan/ Thornton Tomasetti

hree-year plan for 2016-2019 set these corporate sustainability goals and objectives; we aking progress in most areas and are on track to meet them by December 2019.

With offsets, we met this goal early in 2016, and continued to exceed it in 2017 (see page 15).

As an adopter of the Architecture 2030 Challenge, we are working toward reducing fossil fuel use in buildings by 70 percent by 2018 to achieve carbonneutral buildings by 2030.

Realize sustainable engineering in practice

Through our Sustainability 2.0 initiative, we are making progress toward integrating sustainabledesign strategies into all our practices (see page 11).

Innovate in structural design by reducing embodied carbon

Foster workforce diversity and inclusion

We are working with our partners to increase the accuracy of embodied-carbon measurement and make embodied carbon a critical consideration in sustainable design.

Through our involvement in the Carbon Leadership Forum, we have contributed to leading research and initiatives on embodied-carbon benchmarks (see page 11).

We continue to celebrate our diverse workforce and build a strategy for increasing inclusion and diversity at Thornton Tomasetti.

Since we developed this plan, our newly inaugurated inclusion and diversity initiative has made important progress toward this goal (see page 22).

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PL A N ET

PROF I T

Our Services

PEOPL E

PROF I T

We aim to be stewards of our environment and to leave a positive legacy in our communities by advocating for sustainable approaches with our clients and supporting policies that will advance sustainability in our communities and our industry.

We provided su major renovation Memorial Vete one of the fine architecture in the U.S. Green the proje

Bess Adler / Thornton Tomasetti

ustainability consulting for a n of the San Francisco War erans Building, regarded as est examples of Beaux-Arts the United States. In 2017, n Building Council awarded ect LEED Gold certification.

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Architecture Honor Award, AIA California Council The San Francisco War Memorial Veterans Building, San Francisco, California

Best Buildings, Environmental Category, Associated General Contractors of America, New Mexico Chapter

According to Engineering News-Record ’s annual sur In 2017, our Sustainability practice provided services metric tons, compared to ASHRAE-defined typical bu projects seeking LEED certification has almost triple (embodied carbon) in our projects has not changed s development funding expands, supporting more inno

Los Alamos National Laboratory Transuranic Waste Facility, Los Alamos, New Mexico

33 30

32

San Francisco Public Safety Campus

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#18

#17

#16

Facilities Review Citation, American Institute of Architects, Academy of Architecture for Justice

Average Embodied Life-Cycle Carbon in our Structural Projects (kgCO2 per ft.2)

40

Thornton Tomasetti Defence Ltd. Airgun Shock Test Method (earned in part for reducing the environmental impact of underwater shock testing)

Ranking by Engineering News-Record among Top Green Design Firms

#18

Business Innovation Award, Institute of Physics

Honor Award, American Institute of Architects New York Committee on the Environment One John Street, Brooklyn, New York

Merit Award with Historic Preservation Commendation, American Institute of Architects San Francisco

#34

Our Services

Progress Report and 2017 Awards

Diane B. Wilsey Center for Opera, San Francisco, California

Sustainability Leadership Award, Green Building & Design Magazine Lynn Simon, Senior Vice President, Sustainability Practice

2013 2014 2015 2016 2017

2013 2014 2015 2016 2017

rvey, Thornton Tomasetti continues to rank high among the world’s top green-design firms. s that helped reduce greenhouse-gas emissions from its building projects by nearly 9,000 uildings erected to code, and saved clients around $128,000 per project. Our number of ed since 2013. In the past four years, the average carbon footprint of structural materials significantly. However, we expect to see this number improve as the firm’s research and ovations in the areas of embodied carbon and sustainable design across our 10 practices.

LEED Projects (cumulative) for Which We Provided Sustainability Consulting

$1.3M

237 2013 2014 2015 2016 2017

$230K

$220K

$120K

N/A

N/A

N/A

N/A

100

122

$906K 2013 2014 2015 2016 2017

217

2013 2014 2015 2016 2017

Support for Research & Development

270

$127,784

$119,587

$114,718

8,997

Average $ Saved per Project from Sustainability Consulting

7,956

8,619

CO2 Saved (tons) from Sustainability Consulting

2013 2014 2015 2016 2017

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Our Services

Sustainability Project Showcase 1 of 3

Smith College Neilson Library Healthy Materials The Smith College community (Northampton, Massachusetts) envisioned the school’s new central library as a boon to the academic pursuits of its students and faculty – and as a model and agent for positive change. The sustainable design of this iconic facility, the largest capital project in the college’s history, entailed a deep dive into the industry’s burgeoning focus on healthy building materials.

In 2016, the Harvard T. H. Chan School of Public Health published “The Impact of Green Buildings on Cognitive Function,” which confirmed a positive correlation between enhanced indoor air quality and higher cognitive-function scores. This will be welcome news for anyone planning to study in the new Neilson Library.

Early in the design process, the college and the design team drafted a sustainability charter that prioritized energy efficiency, along with health and well-being. They then hired Thornton Tomasetti to devise and implement a road map for meeting the charter. We recommended the creation and implementation of a targeted material health and transparency initiative and pursuit of LEED Gold certification under the v4 rating system because of its inclusion of the lifecycle health impact and transparency of toxins in materials.

Manufacturers are sometimes reluctant to alter the composition of their products if they are unsure of the demand, so we suggested that the project team compose a commitment letter, or healthy materials statement.

This letter affirms the architects’ intention to use healthy materials, not only in this project but in future projects as well.

The International Living Future Institute’s Red List comprises 22 classes of toxic chemicals found in building materials, among them bioaccumulative toxins, endocrine disrupters and carcinogens.

These can linger for long periods in the environment and have serious implications for the health of both humans and ecosystems. Working with Maya Lin Studio, in partnership with Shepley Bulfinch, our Sustainability practice assisted the design team in specifying Red List-free products from more than 100 manufacturers and helped formulate the architects’ and the school’s commitment to eliminating toxic chemicals from future projects.

Approaching the Red List can be intimidating, because it calls for the removal of approximately 800 chemicals prevalent in building materials. To kick off the healthy materials initiative, we performed a specification review to define the scope of our materials advocacy work. Then we examined the product types to identify the worst offenders with regard to human and environmental health. We also screened for cost and ascertained how critical each product type was to the character and performance of the building.

One offending class phthalates, which o and wet applied pro linked phthalate exp health concerns, inc cancer, obesity and phthalates and PVC be hazardous, are c barriers, we worked air-barrier consultan free alternatives to t normally have been

The design team ha to exploring this app materials selection i With any luck, the e will reach far beyon campus, fulfill the s this project an agen inspire manufacture that are healthier fo ecosystems. Knowi breathe a little easie

Images © 2017 Maya Lin Studio

s of chemicals is the occur in vinyl flooring oducts. Research has posure to a multitude of cluding asthma, breast type 2 diabetes. Since Cs, widely known to ommonly found in air d with the project’s nt to identify Red Listthe materials that would n specified.

as already committed proach to building in their future work. effects of this strategy nd the Smith College school’s goal of making nt for change, and ers to develop products or both humans and ing this, we can all er.

100

manufacturers supplied healthy, Red List-free materials

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16.00 14.00

Wallis Annenberg PetSpace Life-Cycle Assessment Thornton Tomasetti employees are inveterate animal lovers, so it’s no surprise that the Wallis Annenberg PetSpace is a “pet” project of our San Francisco team. A charitable initiative of the Wallis Annenberg Legacy Foundation, PetSpace is a pet’s dream come true. The two-story, 39,970-square-foot facility in Los Angeles’ Playa Vista neighborhood includes an adoption center, veterinary services, a retail shop and a community center for education about the relationships between people and pets. This commercial-interiors project is a sustainability consultant’s delight, LEED CI Platinum certified and aspiring to the highest level of green operations and a healthy indoor environment.

“I love that the whole reason for this project is to explore the connection between people and animals, and that what happens in this space is likely to create good stewards of the environment.”

– Abena Darden, Senior Project Director and Project Manager After 12 years of searching for a suitable home for the facility, the foundation selected a LEED Gold-certified office park developed by Tishman Speyer with ample public green space, ideal for pet

The Annenberg PetSpace reduced its environmental impact across all categories compared to a LEED v4 baseline.

Three categories – global warming potential, tropospheric ozone potential, and depletion of nonrenewable energy sources – showed a 10 percent reduction or better compared with a baseline building.

As-Designed Case Percentage Reduction w.r.t. Baseline

Our Services

Sustainability Project Showcase 2 of 3

12.00 10.00 8.00 6.00 4.00 2.00 0.00

Global Warming Potential (kg CO2)

exercise. When the architect, Swatt | Miers, introduced Thornton Tomasetti to the foundation, our experience with LEED certification, healthy buildings, green operational guidelines and life-cycle assessment appealed to the client, who valued a well-rounded approach.

Committed to environmental stewardship, the foundation was inspired to retain our services – not by the prestige of a certification plaque, but out of a genuine desire to create a healthy and green space.

The goal was LEED Platinum, or no LEED certification at all. We borrowed criteria for healthy materials from several certification programs and vetted every material that went into the project for its potential impact on health. We wrote policies for operational management to ensure green cleaning in all spaces and to facilitate sustainable purchasing, waste management and integrated pest management.

Our meta-analysis of the materials’ health impacts enabled us to devise a color code denoting each material’s toxicity level.

Those at the highest level were eliminated from use in public areas and offices. Then we delved even deeper, conducting a lifecycle assessment (LCA), which found a 10 percent reduction in three environmentalimpact categories, qualifying the project for the LEED v4 Life-Cycle Assessment Materials and Resources credit.

Acidification Potential (kg CO2)

Eutrophication Potential (kg Ne)

Ozon Deplet Poten (kg CO

LCAs evaluate impa and global environm project’s life cycle. A data into a compute baseline for compar Athena Impact Estim to run a series of te baseline for six imp warming potential, a eutrophication poten potential, smog pote nonrenewable energ

Among the assessm some pleasant surp of insulation materia fiberglass batt, the for the project, had potential approxima than other materials polystyrene and min The assessment als overall reduction in potential relative to contributors to this insulation and high f

Along with our shar Thornton Tomasetti Foundation are unite impact of building m required for green b Wallis Annenberg P project we are alwa welcome animal frie

ne tion ntial O2)

Photos © Elon Schoenholz Photography Smog Potential (kg CO2)

Nonrenewable Energy (kg CO2)

acts on the local, regional ment at each stage in a After feeding material er model to create a risons, we used the mator for Buildings™ ests against the act categories: global acidification potential, ntial, ozone depletion ential and depletion of gy sources.

ment results were prises: Our comparison als revealed that material selected a global warming ately 23 percent lower s, including extruded neral wool insulation. so showed a 16 percent global warming baseline, the greatest reduction being the fly-ash concrete.

red love of pets, and the Annenberg ed by our interest in the materials – beyond what’s building certification. The PetSpace is the kind of ays happy to greet, like a end.

10%

reduction from the LEED v4 baseline in three categories

16%

reduction in global warming potential

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Our Services

Sustainability Project Showcase 3 of 3

University of Virginia Brandon Avenue Residence Multidisciplinary “Punch” for Higher Performance As design professionals, we are sometimes given the perfect opportunity to “punch above our weight” by exceeding a project’s sustainable-design goals while keeping costs at a minimum. The University of Virginia’s Brandon Avenue Residence was one such opportunity: our design achieved significantly higher energy-reduction results than those required by the university, yet came in under the original construction budget of $46 million.

“The Thornton Tomasetti team, both Structures and Sustainability, has been the perfect partner for achieving high-performance design.

Their nimbleness of design exploration and analysis is unmatched, in my experience.”

– Jean Carroon, Principal, Design, Preservation and Sustainability, Goody Clancy The 208,200-square-foot suite-style student residence is the first project constructed as part of the new Brandon Avenue Green Street redevelopment, envisioned as a vibrant community linked by green space and a working landscape. UVA’s green building goal was a minimum of LEED Silver certification and an energy use intensity (EUI) of 62 kBtu per square foot per year.

Our sustainability consultants and structural engineers teamed with Goody Clancy to deliver a design that met a higher LEED standard – Gold – and achieved very low Passive House energy-use targets. We advocated for higher sustainability goals throughout the design, devising new approaches until we found one that was right for the client.

Using Design Explorer™, our in-house data-visualization tool, we developed optimal exterior shading configurations and identified the best sizes and shapes for shading, from energy, daylight, and peak-cooling-load perspectives – achieving high energy savings and minimizing costs for the mechanical systems. The result was a shading scheme with a specific configuration for each window orientation.

This shading solution took us a long way toward surpassing the original energy-use goals, but the window selection pushed us over the top, achieving an EUI that was 32 percent lower than the target.

We recommended very high-performing windows with a U-value of .28 – about 40 percent more efficient than code windows.

Aiming for Passive House energy targets, we designed for a Passive House level frame system but selected double-glazed units rather than the triple-glazed units typical of Passive House design. These reduced costs significantly while still

yielding a high ener about 8 percent, wi Further gains were upgraded insulation better than the code

Thornton Tomasetti helped achieve ultra providing details to from thermal breaks between the first flo story parking podium Our design allowed insulation for the sla floor and the podium thermal pads betwe the entrances and s Our Sustainability p models to guide the choreography betwe structural engineerin similar Passive Hou

While it’s often pos sustainability goals excessive costs, co can sometimes be a when project target otherwise. Working was open to explora achieve a very highthe right cost, which closer to meeting it target of reducing th footprint by 25 perc

Images © Goody, Clancy & Associates, Inc.

rgy-efficiency gain of ith a seven-year payback. made by choosing n with an R-value of 20, e requirement of 15.

’s structural engineers a-low energy use by reduce energy loss s around the columns oor and the twom below the building. for three inches of ab between the first m roof and introduced een the canopies over supporting structures. practice created energy ese decisions. This een sustainability and ng continues on many use projects.

ssible to achieve stringent without incurring onvincing clients of this a struggle, especially ts seem to indicate g with a client who ation, we were able to -performance design at h will help move UVA s campus sustainability he university’s carbon cent by 2025.

PV ready High appropriate LEED level

Passive House design approach

Well-insulated and airtight construction

Passive before active cooling strategies

Very high energy efficiency and user comfort

Maximum use of daylight

Integrated waste management Healthy Red Listfree building materials

Architectural spaces that help establish connection to nature

Integrated landscape and stormwater management

Top: Window-side extensions are unique to each window orientation, for maximum energy performance.

Right: We employed a number of strategies to meet and exceed the owner’s sustainability goals.

Left: The new upper-class housing project will invigorate the southeastern portion of the university campus. In 1987, the United Nations Educational, Scientific and Cultural Organization (UNESCO) designated UVA as America’s first collegiate World Heritage Site.

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28

resilience projects since Superstorm Sandy

69

employees assigned to disaster areas in 2017

Over the 2017 Labor Day weekend, many of our people packed up their cell phones, laptops and duffel bags and dived into the massive effort to provide engineering assistance to help Texas respond to and recover from Hurricane Harvey. The storm wreaked devastation from Corpus Christi in the south, northward to Houston and eastward into Louisiana. And while a number of our staff continued to help in Texas for months after Harvey, another team of engineers and architects assembled in Florida to assist with the Hurricane Irma recovery effort.

Such assignments are an opportunity to develop skills and help communities heal. But they are also projects with extended durations, requiring long hours of work under strenuous conditions. About 69 employees generously set aside personal comfort to provide rapid, expert response after these catastrophes.

Date(s)

Event

Location

Aug. 25–Sept. 2

Hurricane Harvey

United States

Sept. 4–12

Hurricane Irma

United States, Caribbean Islands

Sept. 18–22

Hurricane Maria

Caribbean Islands

Sept. 19

Earthquake

Mexico

October

Wildfires

United States

Our Property Loss Consulting practice frequently visits sites in the immediate aftermath of disasters, encountering dismal conditions – rubble, homes with missing roofs, lack of water and sanitary services – and sometimes finding no lodging within several hours of the affected area. Our hope is that our work in assessing the damage can speed the recovery process.

flood mitigatio for support of emergency-re of public and p several medic and adaptively Northeast reg

Our building performance investigations following earthquakes like those in Haiti, New Zealand, and Japan; storms like Katrina, Irene and Sandy; and the 9/11 terrorist attacks in New York have given us an in-depth understanding of how buildings and infrastructure respond to real events and how we can improve their resilience in the face of chronic everyday stresses and acute shocks.

In 2017, we provided resilience services, including multihazard risk assessment, Amy Macdonald / Thornton Tomasetti

Our Services

Disaster Response & Resilience

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Center: Our team was on Hurricane Ha

Left: A mem Macdonald, Geotechnica to perform d

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370

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Nick Saenz / Thornton Tomasetti

on design, structural design f elevating equipment, and esponse planning, to a range private clients – among them cal, mixed-use, commercial y reused facilities across the gion of the United States.

recent climate-resilience work ast has been driven by our ith Superstorm Sandy. For rge New York City medical center hard by Sandy hired our team multihazard risk assessment to heir rebuild design accounted wn threats and potential future ent was to rebuild in such a way er would be more resilient – both shocks such as hurricanes and projected conditions associated change. The initial assessment han five years of resilience work er and has resulted in referrals ects, including the design and of resilience strategies for uildings in downtown New ery Park City; a new mixed-use in Red Hook; and a coastal evelopment project in Boston.

$40,000+

AP Photo/Mary Altaffer

Insured Loss (USD)

Aon Benfield/Impact Forecasting

Economic Deaths Loss (USD)

for charities to assist storm victims, contributed by employees and our corporate matching program We also worked with a New Jersey hospital affected by Sandy to secure funding for flood-mitigation measures through the Federal Emergency Management Agency’s (FEMA) hazard-mitigation grant program. We analyzed flood-hazard and climate-change projections and assessed the performance of the structural, architectural, mechanical, electrical and plumbing components, along with the operational and programmatic functions of the facility, at various flood levels and under a variety of projected climatic conditions. We then developed conceptual flood-mitigation options and assisted with the benefit-cost analysis. Our contribution earned the hospital a grant to fund its work to improve resilience.

In 2017, we joined the Rockefeller Foundation’s 100 Resilient Cities (100RC) initiative as a Platform Partner. 100RC aims to help municipalities around the world become more resilient against growing physical, social and economic challenges. This includes connecting cities in need of resiliency services with experts who can provide them. Following Hurricanes Irma and Maria in Puerto Rico, we were called on to work with the Resilient Puerto Rico Advisory Commission and 100RC to create an actionable, scalable framework for improving healthcare resilience in the region.

When a storm like Harvey hits, with unprecedented downpours and floods that cause more than $30 billion worth of damage, we are there to provide engineering know-how, aid in healing and ensure that the community can withstand future storms. We also provide financial assistance. To help those impacted by Hurricanes Harvey, Irma and Maria, our firm matched staff contributions to storm relief organizations up to a maximum of $250 per person, with a cap of $25,000, to support the American Red Cross, raising more than $40,000 for storm relief in 2017.

Protective Design Saving Lives When our protective design team is asked to lend their expertise to a project, it means that lives are on the line.

Their job is to mitigate the hazards posed by potential natural or human-caused disasters, including terrorist attacks. But they also work to incorporate protection into structures in a way that enhances – or at least doesn’t detract from – a building’s aesthetics (and doesn’t obliterate the project’s budget).

Developing innovative solutions and working with our Applied Science practice to strategically apply high-end analysis, they take advantage of material capabilities and push structural and façade elements to their limits. By applying this method to the 2017 protective design of the U.S. embassy in Honduras, we were able to deliver an aesthetically pleasing facility with a signature glass façade along one side, rather than the concrete fortress that the term “blast-resistant structure” might suggest.

Sometimes, though, protection must take precedence over aesthetics: Recently, after a disturbed, drug-addled man plowed his car through a three-block stretch of sidewalk in New York’s Times Square, media reported that dozens of pedestrians were saved when he was stopped by three-foot-tall stainless-steel cylindrical bollards guarding pedestrian plazas along a five-block stretch of Broadway.

Concerned about potential terrorist attacks, New York City had hired Thornton Tomasetti to design the bollards to protect the densely populated site.

Property Loss Consulting practice’s emergency response n-site, surveying the damage, immediately following arvey’s sweep through an airport in Texas.

mber of our property loss consulting team, Vice President Amy snapped this photo when she was volunteering with the al Extreme Events Reconnaissance (GEER) Association in Nepal damage assessments following two massive earthquakes.

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

10

39%

reduction in embodied carbon in structural projects since 2011

9

Envision Sustainability Professionals

Established in 2011, the Embodied Carbon Laboratory, which studies the embodied carbon in our structural engineering projects and formulates strategies for its reduction, was among our first endeavors to introduce sustainable design into structural engineering.

The lab’s work continues to improve our understanding of embodied carbon, internally and within the structural engineering field.

Why embodied carbon? Building structures incorporate substantial quantities of steel and reinforced concrete. These materials contribute to climate change through their embodied carbon, the carbon dioxide and other greenhouse gases emitted during raw-material extraction, refining, manufacture and transportation. In a typical building, structural materials account for 50 percent of the embodied carbon.

Six years ago, we began measuring the embodied carbon in our structural projects.

As an adopter of the Architecture 2030 Challenge, we realized that since our staff is composed primarily of structural engineers, the best way for us to reach its target of carbon-neutral buildings by 2030 was to reduce greenhouse gas emissions associated with structural materials.

Since 2012, as a member of the American Institute of Architects 2030 Commitment, we have reported to the institute annually on the quantity of embodied carbon in our structural projects.

Our 2017 data reveal that, although the embodied carbon in our projects has fallen by 39 percent since it was first measured seven years ago, reductions in project-related embodied carbon have plateaued. The average embodied carbon in our structural projects hovers at around 30-33 kgCO2 per square foot, where it has remained for the past four years. An early decrease in embodied carbon likely reflected a wider use of cementitious replacements in concrete, but the current trend indicates that reduction technology has not progressed. We continue to drive our own internal efforts to identify areas where further reductions can be made.

Average Embodied Carbon per Square Foot

50

Kg CO2/ft.2

40 30 20 10 0

2011

2012

2013-14

2014-15

The challenges we and benchmarks, a understanding, and driving adoption – a To address these ch active member and of the Carbon Leade industry-academic c the University of W community of AEC and manufacturers w understand and redu in building materials embodied-carbon d projects to the CLF

In 2017, as one of s members, we made the development of 2050 Commitment, will challenge struct meet embodied-car progressively higher “race towards the m We also began build industry association for the first stage of

Average Embodied Carbon by Market Sector

60

Kg CO2/ft.2

Our Services

Innovations in Sustainability: Sustainability in Structural Engineering

2015-16

2016-17

Left: Six years ago, we began measuring the embodied carbon in our structural projects.

Right: Here, we compare our numbers to the 2016 Carbon Leadership Forum Embodied Carbon Benchmark Study, which compiled embodied-carbon data from multiple sources.

60 55 50 45 40 35 30 25 20 15 10 5 0

Commercial

Education

Thornton Tomasetti 2017 Carbon Leadership Forum Study

Residential

face – a scarcity of data lack of widespread a dearth of policies are common in the field. hallenges, we are an Platinum-level sponsor ership Forum (CLF), an collaboration hosted at ashington. The CLF is a professionals, academics working together to uce embodied carbon s. We provide the data from our structural for its research.

several founding e important progress in f the Structural Engineers , a CLF initiative that tural engineers to rbon benchmarks and r reduction targets in a most efficient building.” ding partnerships among ns and securing funding f the commitment.

Sustainability 2.0 – Areas of Focus 2017 Integrating Sustainability into All Our Practices We envision Thornton Tomasetti as a sustainable engineering firm.

We id lin g e r Ap p lie d Sc ie n c e

Constructi on Engi neeri ng

Renewal

Su s t a in a b ilit y

SUSTAINABILITY

Protecti ve Desi gn

We id lin g e r Tr a n s p o rta tio n

CORE STUDIO & LAB

St ru c tu ra l E n g in e e rin g

Façade Engi neeri ng

Pr o p e rty Lo s s Co n s u ltin g

Forensi cs

Thornton Tomasetti’s commitment to sustainability goes deeper than merely including it as one of our 10 practices. For any firm in our industry, true sustainability requires an interdisciplinary approach that draws on expertise from within all areas of architecture, engineering and construction.

To support our goal of being one of the most sustainable firms in the AEC world, we pursue an internal initiative, Sustainability 2.0, that aims to incorporate sustainability strategies into all our practices and turns our sustainability consulting expertise inward, to the education and training of our engineers and the development of new sustainability integration tools in collaboration with our innovation incubator, CORE.

In 2017, Sustainability 2.0 helped us accomplish several important objectives:

• 16 internal and cross-practice sustainable-design workshops • 20 contracts awarded for our sustainability integration tools • 50-plus cross-practice proposals

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

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Our Services

Innovations in Sustainability: Defense and Bridge Engineering

Sustainability in Defense Engineering

Sustainability in Bridge Design

In 2017, London’s Institute of Physics awarded Thornton Tomasetti Defence Ltd. its prestigious Business Innovation Award for the firm’s cutting-edge airgun technology, which replaces the underwater explosives testing of military vessels. Navies typically conduct powerful explosive shock tests on each new or retrofitted class of ship or submarine to be introduced into service. These tests can be costly and entail many challenges, including considerable impacts on the environment and marine life. Our shock-test method was recognized as a significant environmental breakthrough, developed through a joint U.S.U.K. program, and is currently being used in trials in the United Kingdom and Canada.

Thornton Tomasetti has a long history of supporting sustainability in engineering. As a charter member of the Institute for Sustainable Infrastructure Projects (ISIP) since 2012, we made an early commitment to assist in the development and implementation of ISIP’s Envision, a rating system – comparable to the U.S. Green Building Council’s LEED certification program for buildings – that facilitates the development and maintenance of sustainable infrastructure.

In conventional testing, controlled explosives are detonated close to a vessel to verify its ability to withstand the impact of a nearmiss explosive event. Our shock-test method, alternatively, relies on seismic airguns that generate an acoustic pulse in the surrounding water. This testing can be conducted in a controlled environment such as a naval base or man-made lake, rather than in dedicated test areas of the open ocean or other bodies of water. Fish and marine mammal kill is reduced to zero, and no chemical by-products are released.

Environmental organizations frequently protest against all types of naval testing, including sonar and explosive testing, which they believe can interfere with the communication of whales and other marine life, alter their behavior, disrupt their foraging and, in the case of explosive testing, trigger large fish kills. But with the shock-test method, the only by-product is air released into the water; the energy is focused directly into a ship’s structure rather than being released into the environment. This technology is a win-win: airgun testing in the United Kingdom has reduced costs by as much as 70 percent.

Envision is a framework of 60 sustainability criteria, addressing the environmental, social and economic impacts on sustainability in project design, construction and operation.

By 2017, nine employees in our Transportation and Sustainability practices were accredited Envision Sustainability Professionals (ENV SP).

Envision’s five categories of credits include quality of life, leadership, resource allocation, natural world, and climate and risk. The latter category dovetails well with our resiliency work (described earlier in this report).

Bess Adler / Thornton Tomasetti

Finding Balance Renovate or Build New? Often, renovating a structure, rather than building new, is the most sustainable choice, offering the greatest reduction in embodied carbon. However, as our analysis of Garfield House, a 40-bed dormitory at Williams College in Massachusetts, showed, new construction can sometimes be the better option.

Our client, SGA, was weighing the benefits of constructing a new building vs. performing a gut renovation of the existing house, erected in 1890 with wood-framed construction and adapted over time through several renovations and additions. Thornton Tomasetti’s Sustainability, Structural Engineering, and Renewal practices, along with our geotechnical team, evaluated these options by analyzing the total carbon load – both operational and embodied.

We compared the embodied carbon associated with the materials, mostly structural, that could be reused in the existing building to the embodied carbon associated with new construction. We also analyzed the predicted energy use of a deep energy retrofit compared to that of a new building designed to Passive House standards. What we found was surprising: in only 4.5 years, the new building would become less carbon intensive than the renovated building.

The clincher was that the existing building was 20 percent larger than the new building.

Even with a deep energy retrofit, the larger building would have required 40 percent more energy to operate.

Annual Embodied & Operational Carbon 700,000 600,000

Kg CO2

500,000 400,000 300,000 200,000 100,000 0

0

1

2

3

4

Year Total carbon – renovation Total carbon – new build

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

12

5

PL A N ET

PROF I T

Business Operations

PEOPL E

We aim to be stewards of our environment and to leave a positive legacy in our communities by reducing our carbon footprint and pursuing carbon neutrality in all our business operations.

Our New York, M with many o hour on June 1 Hour is a glob usin

Jais Kwon / Thornton Tomasetti

Madison Avenue, headquarters celebrated Daylight Hour, along of our offices around the world, by turning off the lights for one 16, 2017. Organized by the Building Energy Exchange, Daylight bal event and social media campaign to raise awareness about ng natural daylight to reduce electricity consumption in offices.

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

13

We conduct a comprehensive analysis of the carbon Consequently, this year’s report updates only selecte energy certificates for some locations, and carbon of and 2017, our average carbon footprint without offse next full carbon-footprint analysis is completed at th almost 50 percent from the 2013 baseline, due in par In 2017, we purchased more office products with “eco

Emissions from Electricity Use, with RECs (metric tons of CO2/person)

1.90

Average Annual Carbon Footprint per Employee, without Offsets (metric tons of CO2)

0.97

1.13

2.9

1.36

1.26

4.5

4.5

4.4

4.7

5.3

Business Operations

Progress Report

metric tons of CO2 per employee (carbon footprint with offsets)

2013 2014 2015 2016 2017

2013 2014 2015 2016 2017

footprint of our business operations every two years (most recently, in 2016). ed components of our carbon footprint: air travel, electricity and renewable ffsets. Because our air travel did not differ significantly between 2016 ts remains about the same. We expect to see a greater change when our he end of 2018. Emissions related to our use of electricity decreased by rt to our purchase of green power in the form of renewable energy certificates. o features” (as defined by Staples) than ever before.

1.68

45% 34%

1.05

0.82

1.04

48%

49%

1.37

1.36

1.36

1.52

1.50

Office Products Purchased with Recycled Content and Other “Eco Features”

57%

Emissions from Air Travel, without Offsets (metric tons of CO2/person)

1.63

Emissions from Employee Commuting (metric tons of CO2/person)

2013 2014 2015 2016 2017

2013 2014 2015 2016 2017

2013 2014 2015 2016 2017

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

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Business Operations

Our Carbon Footprint: 2017

$43,000

donated to support renewable energy and energy-efficiency projects over four years

31%

of our office electricity offset by Renewable Energy Certificates

Every two years, we conduct a carbonfootprint analysis of our offices to determine the amount of greenhouse gas emissions associated with their electricity use, waste, heating fuel, employee commuting and air travel. Our latest assessment was completed in 2016, and the next one is planned for 2018. For this report, we have updated our 2016 calculations with 2017 data on air travel and offsets, and with new data on electricity use and green power purchases for some locations.

Thornton Tomasetti aspires to achieve carbon-neutral business operations by 2030.

In 2012, when we first began performing these analyses, we set a short-term goal of achieving a per capita carbon footprint of 4.0 metric tons of CO2 by December 2018. We surpassed this goal early, in 2016, and have continued to exceed it, achieving a carbon footprint (with offsets) of 2.9 metric tons of CO2 per employee.

Between 2016 and 2017, very little change occurred in our total carbon footprint, which remains at around 3,000 metric tons of CO2 (with offsets). However, we recorded a drop in CO2 of about 400 metric tons, attributable to an increase in our purchases of green power.

Air Travel Offsets

Green Power Pu

In 2014, we began purchasing carbon offsets to neutralize greenhouse gas emissions from our business-related air travel. By donating to our offsets provider, Carbonfund.org, we support renewable energy and energy-efficiency projects that eschew the burning of fossil fuels.

To ensure that we offset all our air travel, our comprehensive analysis accounts for every flight expensed by employees.

In 2017, eight of more than one m directly from utili Renewable Energ to lessen or offse of the company’s

Because air travel is necessary for us to conduct essential business, we have chosen to offset its related emissions to meet our climate-neutrality goals. In 2017, we offset 1,317 metric tons of CO2 from more than 3,000 flights. This year, air travel represented 23 percent of our footprint, but through the purchase of carbon offsets, we were able to reduce its impact to zero.

While we make e our electricity co the energy-conse green champions new office space cannot entirely fo Reductions alone meet our climate

But by offsetting to our electricity these and other g consecutive year set by the U.S. E Agency (EPA) – p at least 10 percen annually – to rem an EPA Green Po

2017 is our fourth year of purchasing carbo to neutralize the greenhouse gas emissions of our business-related air travel.

Ildar Galeev/123rf.com

urchasing

our offices purchased million kWh of green power ity providers or through gy Certificates (RECs) et more than 30 percent s electricity use.

1% 24%

33%

Carbon Footprint by Indicator Commuting

every effort to reduce nsumption by supporting ervation efforts led by our s, and by designing our es to LEED standards, we orgo the use of electricity. e will not enable us to e-neutrality objectives.

Electricity Business Travel Heating Fuel

11%

31%

Waste

g the emissions related use, we can accomplish goals. For the fourth r, we have met the threshold Environmental Protection purchasing green power for nt of total electricity used main in good standing as ower Partner.

2%

34%

Carbon Footprint by Indicator (with offsets) Commuting Electricity

48%

Heating Fuel

Waste

16%

n offsets s from all Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

15

Business Operations

Our Green Offices: Higher-Performing Offices

Part of our strategy for achieving carbonneutral business operations by 2030 is to ensure that our new offices are higher performing than spaces previously leased by the firm. Our policy of pursuing LEED certification from the U.S. Green Building Council for all new office fit-outs and major office renovations of 4,000 square feet or larger guarantees that we reach this goal.

Eight of our offices have met our target of LEED for Commercial Interiors Gold or higher: Chicago (includes two projects, most recently a LEED Platinum expansion); Denver; Philadelphia; Kansas City; Los Angeles; Washington, D.C.; and San Francisco (certified Platinum under the new LEED v4 rating system). Our Fort Lauderdale office is LEED registered and expecting certification in 2018.

This year, our Los Angeles office earned 64 LEED credits, making it eligible for Gold certification. As is typical for our LEED office projects, we served as our own LEED consultant, working with Koning Eizenberg Architecture, Glumac for MEP services, and Oculus Light Studio for lighting design.

Located in a LEED Platinum-certified building with access to mass-transit facilities, the project enjoyed a clear advantage when it came to earning most of the credits in the Sustainable Sites category. Low-flow and low-flush plumbing fixtures yielded a 33 percent reduction in water use, compared to baseline. Energy-efficient lighting, occupancy sensors, and daylight controls produced a 25 percent reduction in power consumption. Project materials – including carpets, countertops, and ceiling tiles containing high percentages of recycled content – were both environmentally responsible and health-conscious. More than 75 percent of the construction waste was diverted from landfills.

Feedback from our Los Angeles employees has been positive, citing their appreciation of the comfortable work environment, generous daylighting and open views of the outdoors.

“We are extremely pleased to achieve LEED Gold certification for our office. We see it as another milestone toward our company-wide goal of achieving LEED Gold or better for all our offices worldwide. We are particularly proud of receiving all six available credits for innovation in design, and of our ability to cut water use by a third and power consumption by 25 percent.”

– Stephan Eisenreich, Associate Principal and Los Angeles Office Director

9

Thornton Tomasetti office projects are LEED certified or registered

34%

Photos: Bess Adler / Thornton Tomasetti

of employees work in LEED certified offices

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

16

Business Operations

Our Green Offices: Championing Sustainability Locally

Our growing team of green champions is helping to ensure that we reach our corporate sustainability goals – carbon neutrality, here we come! This year, more than 60 employees, in 29 locations, volunteered to be sustainability leaders, helping their offices reduce energy consumption and waste and meet carbon-footprint objectives. These green champions work to improve employee wellness and workplace comfort, organize community-service activities, and implement sustainability initiatives in ways that reflect the cultures of their offices and regions.

Our Corporate Sustainability department supports them by offering guidance, resources and regular communication.

In 2017, the department awarded $40,000 in grants to 12 offices in support of green champion initiatives, including ergonomic equipment, air-purifying plants, noise-masking systems, bicycles and other improvements.

We strive to continually improve the green champion program and put resources in place to guide our local volunteers. In 2017, we launched TTTRAX, a new tracking tool that helps green champions implement corporate sustainability best practices.

Many such practices were initiated over the course of 2017: We started a recycling program in Austin; introduced more standing desks in Boston, Dallas, Los Angeles and San Francisco; replaced inefficient lighting in Edinburgh; and launched a composting program in London. We also placed potted plants in public areas of the New York Midtown office, eliminated paper cups and K-Cups in the New York Downtown office, introduced bike sharing in Shanghai and organized healthy staff lunches in Portland.

In many locations, we arranged group volunteer days and increased employee awareness of opportunities to reduce energy use.

Green champions organize events to build employee awareness of and interest in all areas of corporate sustainability. Three hundred staff members, from 25 locations, participated in our Wellness Challenge, an annual event that promotes healthy workday habits by awarding points to employees and offices for completing “wellness at work” activities. During Earth Week, green champions administered numerous in-office activities and participated in a social-media blitz via Spark, our intranet platform. Their 75 blog posts for Earth Week received more than 3,000 views. We also participated in the Building Energy Exchange’s Daylight Hour, receiving an honorable mention for our involvement (see sidebar).

Top left: Los Angeles green champions planned a week of daily activities that offered both fun and awarenessbuilding for their co-workers in celebration of Earth Week 2017.

Left: The San Francisco office “talks trash” with Senior Project Director Abena Darden of our Sustainability practice, who demonstrated how to properly separate waste into compost, recycling and trash for the landfill.

Turnin Spotli

For the th Tomasett firms in th Daylight H energy, c homes fo offices, in China, Ind United St Hour by t hour or m natural su earned us Building E

Thornton Daylight H shining a energy by light and Because that they harsh arti offices no designate

ng Off the Lights ight on Mumbai

hird year in a row, Thornton ti joined with more than 800 he Building Energy Exchange’s Hour campaign, saving enough collectively, to power 9,400 or one day. Twenty-one of our n five countries – New Zealand, dia, the United Kingdom, and the tates – participated in Daylight turning off their lights for one more and taking advantage of unlight. Our broad participation s an honorable mention from the Energy Exchange.

Tomasetti’s involvement in Hour is growing every year, light on opportunities to save y taking advantage of natural reducing electricity consumption. many employees have reported enjoy taking a break from ificial lighting, some of our ow turn off their lights for a ed period each day.

Reducing Vehicle Emissions Spotlight on New York In Mumbai, India, our green champions initiated a weekly Daylight Hour, extinguishing overhead lights for at least three hours every Friday, in the areas of the office that receive sufficient daylight (see photo). This regular observance has resulted in energy savings of about 3 percent each month – enough to power three average-sized Mumbai-area homes.

A survey administered by the office’s green champions showed that 100 percent of our Mumbai employees are satisfied with the amount of natural light in the office, and 75 percent favor a daily Daylight Hour.

When green champions in our New York Midtown office introduced co-workers to the Citi Bike program in 2017, backed by a corporate sustainability grant that funded 19 memberships, employees discovered that bicycling is a quick and inexpensive way to get to meetings and project sites. For these employees, biking replaced taking taxis or riding the subway to destinations in the city.

A survey of our 2017 corporate ridership showed that our Citi Bike participation prevented more than 2,000 pounds of CO2 emissions, burned more than 100,000 calories and saved more than 100 gallons of fuel and $12,000 in taxi fares.

The success of this test program convinced office leaders to make Citi Bike memberships a regular benefit, and in 2018, the firm will offer 30 memberships to employees in our two New York offices.

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PL A N ET

PROF I T

Social Responsibility

PEOPL E

We strive to develop our people’s skills by providing them with sponsors and mentors who continuously challenge them to grow and by cultivating a healthy, inclusive and diverse work environment where employees can achieve their full potential and express their authentic selves. We support our communities, promote collaboration, and encourage our people to be avid volunteers through charitable giving and paid time off for community service.

For the third co Discovery for g champion of incl with the fi

Bess Adler / Thornton Tomasetti

onsecutive year, our New York offices hosted a STEM Day of girls. Former Vice Chairman Aine Brazil (second from right), a lusion and diversity, retired at the end of 2017, after 35 years firm. She remains active in this and other company initiatives.

Thanks, Aine, for inspiring so many of the programs described in these pages!

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

18

Thornton Tomasetti’s charitable contributions and em receiving promotions, and employees holding owner of our workforce since 2013), percentages in these ca nonwhite ethnic backgrounds has not changed signif Employee retention is high, and we expect to see gre

$364,100

2013 2014 2015 2016 2017

869

of our senior leaders

$193,368

2013 2014 2015 2016 2017

14%

$199,317

$307,317

$322,603

1,588

Charitable Contributions

1,308

1,570

Employee Volunteer Hours on Paid Company Time

(vice president and above)

are women

N/A

Social Responsibility

Progress Report

mployee volunteer hours continue to increase. While the absolute numbers of personnel rship in the company, have risen (due, in large part, to a 48 percent surge in the size ategories have remained relatively constant. The percentage of women and staff from ficantly over the past few years, although it remains higher than the industry average. eater diversity among our leadership as emerging leaders move into senior positions.

2013 2014 2015 2016 2017

50%

50%

49%

49%

50%

31%

N/A

11%

11%

11%

N/A 2013 2014 2015 2016 2017

U.S. Employees Who Are Women or from Nonwhite Ethnic Backgrounds

30%

31%

14%

Employees Who Are Women

13%

23%

24%

23%

Employees with Ownership in the Company

19%

23%

Employees Receiving Promotions

2013 2014 2015 2016 2017

2013 2014 2015 2016 2017

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

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Social Responsibility

Community Engagement: Volunteerism

TT Gives B

7% 12% 15.5%

0.5% of profits

60% 9%

Most Disadvantaged Our Communities Next Generation (STEM) Program Administration

Right: The Women@TT groups in our two New York offices joined forces to build raised garden beds, picnic tables and benches with GrowNYC at the Governor’s Island Teaching Garden.

17.5%

As part of our ongoing commitment to helping and supporting the communities in which we do business, we created the TT Gives Back program in 2017 to expand opportunities for employees to engage in community service.

Under this initiative, Thornton Tomasetti professionals can commit more hours than previously allowed and receive additional support for volunteer work. The program also groups all of the firm’s community service initiatives under one umbrella.

Building and improving communities are at the core of the new program, which is designed to benefit everyone involved, offering a variety of volunteer opportunities to meet the diverse interests of employees and emphasizing teambuilding among colleagues. The program also aims to build leadership skills, increase the firm’s volunteerism rate and social impact, enhance employee satisfaction and provide new opportunities for business development.

1. Increasing volun in the communit we live and work employees to shar with their local co doubles the numb for volunteer days half of that time d volunteerism. Our number of paid ho spent volunteering

2. Sharing our expe communities. Th support at least on project each year teams to travel to communities, in c international comm In 2018, Thornton with Bridges to Pr suspended bridge

3. Giving back to th AEC professiona its tradition of sup through the ACE M increase staff eng 2018 goal is to exc employees devote 2016 by 20 percen fund scholarships engineering degre

Back

nteerism ties in which k. We encourage re their technical skills ommunities. The program ber of paid hours available s from eight to 16, with designated for AEC-related r 2018 goal is to surpass the ours (831) our employees g in 2016 by 20 percent.

ertise with disadvantaged hornton Tomasetti will ne international service by enabling multi-office and assist disadvantaged ollaboration with an munity service organization.

Tomasetti is partnering rosperity to build a e in Panama.

he next generation of als. The firm is carrying on pporting STEM education Mentor Program and will gagement in ACE. Our ceed the 739 paid hours ed to volunteerism in nt. We also continue to for students pursuing ees.

Courtesy Matt Gilbert

83%

increase in volunteerism (since Volunteer Day was established in 2014)

ACE Team 5 Scoring High For 25 years, Thornton Tomasetti has supported the ACE Mentor Program through funding and volunteerism. Established by Charles Thornton, one of our founding principals, the program mentors high school students, inspiring young people, many from under-resourced schools and communities, to pursue careers in building design and construction.

In 2017, more than 60 Thornton Tomasetti employees, in 16 U.S. cities, served as ACE mentors.

This year, members of our Chicago staff entered the Construction Industry Round Table (CIRT) National Design and Construction Competition, which is open to ACE teams from across the country. We joined forces with VDTA and Lendlease to form ACE Team 5 and selected the Barack Obama Presidential Center as our project. Our ACE mentors challenged students on the team to create a RAM model and two SAP models. The extra effort paid off – after 16 hours of meetings to design the two boards required by the challenge, CIRT announced that, of the 10 library entries, Team 5’s was the first runner-up. “All the students were pretty excited to work on the library, and it made them work even harder under a tight deadline,” said ACE mentor and Thornton Tomasetti Senior Engineer Benjamin Sexton.

Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

20

Social Responsibility

Community Engagement: Philanthropy

1

Thornton Tomasetti’s philanthropic giving continues to grow – and has increased by 83 percent since 2013.

This year alone, our financial contributions to schools and charities rose by 13 percent.

Our largest area of giving continues to be the Thornton Tomasetti Foundation, which awards scholarships and backs AEC-related charities. We also provide direct support for student scholarships and STEM education initiatives like the ACE Mentor Program.

Each year, we help fund energy-efficiency and renewableenergy projects by making a donation to Carbonfund.org, our carbon offsets provider. Across our offices, we contribute to a multitude of causes. In 2017, these included organizations like the Structural Engineers Association of Northern California, which helps focus attention on issues of diversity within the industry.

12%

2

3

31%

$364K 3%

45% 9%

Thornton Tomasetti Foundation Other National and Local Charities Scholarships STEM Programs

Carbon Offsets

4

Above: T Foundation donate Union for the R Kit program for s collapsible portabl

Right: The Uni of Bridges to Pros toward the restor

The Thornton Tomasetti ed $2,500 to The Cooper efugee in Flight Shelter student development of le shelters for refugees.

Photos Š www.continentalcrossings.com

Thornton Tomasetti Foundation In 2017, the Thornton Tomasetti Foundation, an independent 501(c)(3) nonprofit organization, distributed $141,140 in scholarships and charitable contributions in support of its mission.

Since its inception in 2008, the foundation has given over $950,000 to more than 30 organizations.

This year, the foundation granted fellowships or scholarships to six students and donated to The Cooper Union, Bridges to Prosperity, the School of Architecture at Taliesin, Engineers Without Borders, the Urban Assembly, Build Change and Those Amazing Professions.

The foundation also initiated a research program to promote public technical literacy.

For more information, visit ThorntonTomasettiFoundation.org.

iversity of Iowa chapter sperity received $10,000 ration of a footbridge in Samulali, Nicaragua.

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nic

Social Responsibility

Employee Engagement: Inclusion & Diversity

17% 23%

83% 77%

5% 6%

Female Male

17% 23%

83% 77%

Female

Hispanic 45% Over 17% 50

Male

45% Over 16% Asian 17% 50 25% an Under can 45 20% Caucasian African Under 52% American 45 0.6% 20% 2% Caucasian 66% 52% 74% Industry average Thornton Tomasetti average

66% 74%

“I think ‘inclusion and di people of all backgrounds com even if theirs is not the tra where we can come up w

We recognize that the AEC industry as a whole struggles with poor diversity, but rather than satisfy ourselves with surpassing a low industry average, we endeavor to represent the full variety of people and cultures in the areas where we work. We understand the importance of creating an inclusive and truly diverse organization, not only because it’s the right thing to do, but also because it’s conducive to innovation and more accurately reflects our increasingly diverse client base. And diverse companies achieve better financial results.

Women Wear Red International Women’s Day

•

Ensure that a aware of the to inclusion a

•

Raise employ

•

Engage our s conversation diversity and

In a series of me our offices, staf questions like, “ diversity mean t topics as how aw unconscious bia diversity is emb

Industry average Tomasetti average BasedThornton on demographic data compiled from a number of industry indexes, Thornton Tomasetti ranks as average or above average in terms of overall diversity compared to other AEC firms. Thirty-one percent of our employees are women, and 38 percent identify as nonwhite; in these areas, our numbers exceed the industry mean. A recent internal study revealed that the average salaries of our male and female employees are approximately equal. But while we’ve made a lot of progress, we realize there is still more work to do. Our senior leadership, like those of many of our industry counterparts, is predominantly white and male – presenting a clear opportunity for improving our workplace diversity.

We launched (I+ awareness acros office leaders w discussions dire

Inclusion + Diversity, Innovation + Design

Launched in the spring of 2017, our Inclusion and Diversity, Innovation and Design [(I+D)2] initiative supports our goal of becoming a driver of change and innovation by fostering a culture in which all our employees can realize their full potential. The initiative aims to infuse inclusion and diversity into every aspect of our firm, including how we hire, onboard, train, develop, support, reward, communicate and team with our talented professionals.

Prior to distribut committee taske to incorporate in of the firm’s act training for boar leaders. Commi internal social m the diversity of o such events as P International Wo creating videos about inclusion a

Muse paint bar

iversity’ means when we can make mfortable with sharing their ideas, aditional perspective. I think that is with the most creative solutions.”

– Peggy Van Eepoel, Principal

+D)2 with an effort to raise ss the firm, providing with a toolkit for facilitating ected at achieving three goals:

So far, this effort has produced a road map through 2020, and we have made remarkable progress toward our first-year goals: •

A 10 percent increase in the diversity of hires. Hires of women and racial and ethnic minorities in 2017 (147 hires) increased by 72 percent from 2016 (85 hires).

•

A 10 percent decrease in diverse attrition.

The attrition rate for diverse employees has hovered around 7 to 8 percent over the last two years; this is better than the attrition rates for other employee groups, such as white males. From 2016 to 2017, we saw an already low attrition rate decrease by about 1 percent.

all employees are e firm’s commitment and diversity.

yee self-awareness.

staff in meaningful ns about inclusion, d unconscious bias.

eetings held throughout ff came together to explore “What does inclusion and to me?” and examine such wareness can help to counter as and where inclusion and bedded in real work scenarios.

ting the toolkit, an (I+D)2 ed with developing a plan nclusion and diversity into all tivities organized stewardship rd members and office ittee members coordinated media campaigns to celebrate our employees, observing Pride Day (June 28) and omen’s Day (March 8) and to share their thoughts and diversity.

We want to continue to increase the diversity of hires and to ensure that our diverse employees have rewarding, productive and long careers at Thornton Tomasetti.

To this end, we are revising our hiring approaches, updating onboarding guidelines and formulating strategies for retention and career advancement.

Expanding a New Community of Practice Our women’s affinity group, Women@TT, was established in 2013 at our New York City headquarters to challenge women to grow personally and professionally and to encourage them to enter the industry. In 2017, when it became a community of practice, the group tripled in size and expanded throughout our locations. Communities of practice facilitate cooperation and collaboration among Thornton Tomasetti professionals who hold a common interest, serve as a forum for knowledge sharing and innovation, and enhance our business. As a community of practice, Women@TT benefits from a dedicated corporate budget, training and a heavily supported community space on Spark, our social intranet.

Contributing to the community of practice are local Women@TT groups facilitated by office coordinators.

The community of practice offers a firm-wide mentoring program and supports the activities organized by the local groups, which have included lunch discussions, speakers, conference attendance and other training opportunities, community service activities, and STEM education for girls.

Women@TT 2017 by the Numbers

128

282

15

55

members (35% of women)

offices with local groups

users of the community space

mentorship pairs

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Social Responsibility

Employee Engagement: Cultivating a Lifestyle-Friendly Workplace

At Thornton Tomasetti, we aspire to be a career destination for talented, innovative professionals. Recognizing that we can realize this aspiration only through a genuine understanding of the diverse needs of our employees at different stages of their lives, we launched a series of topical discussions in 2017. Subjects included flexible working arrangements, unconscious bias, paid time off, building trust with co-workers, handling stress at work, being our authentic selves, and wellness.

88%

employee retention in 2017

300

employees participated in our summer 2017 Wellness Challenge

With insights gathered forums, action teams a have defined new polic new programs. Our U.S include coverage for ac certain circumstances savings account option PTO-sharing program t donate paid-leave hour was used by 60 people recipients. That same y health and retirement o conducted a worldwide to make certain that lo uphold our firm-wide v

The Thornton Tomaset launched in 2016 by ou is now one of several i comprehensive wellnes encompasses financial ergonomics and safety Lessons learned in 201 foundation for newly at will be introduced throu outlined in a new empl

d through these open and focused surveys, we cies and are introducing S. benefit offerings now cupuncture therapy in and an expanded health n. Initiated in 2016, a that allows staff to rs to fellow employees e in 2017, benefiting five year, we expanded our offerings in Canada and e review of all benefits cally relevant offerings values.

tti Wellness Challenge, ur green champions, initiatives in a more ss program that l wellness, workplace y, as well as nutrition.

17 will serve as a ttuned policies, which ughout 2018 and loyee handbook.

Top: Around 300 employees, from 25 offices (including New Zealand staff, pictured here earning points by stretching), participated in our summer 2017 Wellness Challenge.

Left: Our Washington, D.C., office, with 60 percent participation and high overall scores, won first prize in the Wellness Challenge among our large offices and received a trophy and gift cards.

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Social Responsibility

Employee Engagement: Developing and Sustaining Our Talent

Accounting & Finance Renewal Administration/ Office Operations

Structural Engineering

Weidlinger Applied Science

Property Loss Consulting

Our commitmen organization is e program (105 in developed Onbo piloted in eight o This initiative pro an 18-month tem a peer-level budd to help them inte into our firm.

Forensics

Protective

Design

Information Technology

526K

employee interactions facilitated by Spark, our social intranet, in 2017

Twenty-four perc worldwide receiv our core value of grow, and 22 co engaged 225 em best-practice do

Marketing & Communications

Our commitment to excellence relies on the talents of our employees, and their ability to share and expand their knowledge.

In 2017, over 96 percent of our employees received some type of training, and we conducted six sessions of our proprietary project management course, preparing 113 future leaders.

Spark, Thornton promotes knowl across offices, p forums for topics style to bicycle r In 2017, 94 perce on Spark and ab engaged at least higher than the a best-in-class com Community Rou of Community M

We are committ formal education matter experts f and our partners Tomasetti Unive representing 10

cent of our personnel ved promotions, reinforcing f challenging people to mmunities of practice mployees in dialogue and ocumentation.

nt to being a learning evident in our active intern 2017) and our newly oard to Impact initiative, offices during 2017. ovides joiners at all levels mplate of learning activity, dy and a career coach egrate their talents

Photos: Lorenzo Sanjuan/ Thornton Tomasetti

Tomasetti’s social intranet, ledge sharing and discussion practices and projects, with s ranging from grammar and routes to flat-slab design. ent of our staff were active out 50 percent of users t one content type. This is average of 30 percent for mmunities published in the undtable report “The State Management 2017.�

ted to providing a variety of nal opportunities. Subjectfrom Thornton Tomasetti s presented 15 Thornton ersity webinars in 2017, continuing-education units.

Graph: Spark, our internal knowledge-sharing platform, facilitated 526,000 employee interactions in 2017. (Note: This graph reflects only the 10 most active Spark communities.)

Left: Community of practice leaders gathered in New York for a training session to kick off a second year of firm-wide forums for information exchange and collaboration.

Right: Each summer, we invite about 100 students to intern at our offices. Our 2017 summer interns in New York received prizes at the end of their internships, after engaging in friendly competitions.

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PL A N ET

PROF I T

Financial Sustainability

PEOPL E

We will achieve long-term sustainable growth by making meaningful investments in people and planet, building relationships with trusted partners who share our commitment to the triple bottom line and acknowledge its value, and recognizing that our investments, with our partners, in people and planet drive innovation and lead to higher long-term value.

T chairman a Thornton Tom becoming an en based on t sustainability meeting New Yo

Bess Adler / Thornton Tomasetti

Thomas Scarangello, and CEO, introduced masetti’s road map to

nduring organization, the triple-bottom-line model, at our annual at Baruch College in ork on May 11, 2017.

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Over the past five years, we’ve seen a 66 percent inc by a 48 percent upsurge in employee numbers. With soar. Instead, our 2017 footprint nearly equaled the e offsets (initiated in 2014) to neutralize emissions from decreased by 20 percent since 2013 even before offse business; though our retention rate has risen since th increases in this number may indicate that our new s

$265M $240M

$234M $166M

$145M

$168M

$166M

$260

$239M

Revenue

$220M

Income from Project Billings

$144M

Financial Sustainability

Progress Report

million

in new project starts in 2017

2013 2014 2015 2016 2017

2013 2014 2015 2016 2017

rease in income from billings and an 83 percent rise in revenue, accompanied such rapid growth in our workforce, our carbon footprint might have been expected to estimate we calculated in 2013, our baseline year. And while our purchases of carbon m air travel contributed to this low number, our average per-employee carbon footprint ets were accounted for. Employee satisfaction is a valuable measure of an enduring he baseline year, it has remained relatively stable in the years since. Future social responsibility programs are having a positive impact.

88%

84%

86% 3,035

3,419 2,393

3,020

4.5

4.5

4.4

4.7

5.3

88%

Retention of Employees

88%

Total Carbon Footprint (metric tons of CO2), with Offsets

3,827

Average Annual Carbon Footprint per Employee, without Offsets (metric tons of CO2)

2013 2014 2015 2016 2017

2013 2014 2015 2016 2017

2013 2014 2015 2016 2017

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Financial Sustainability

Our Investment in Corporate Sustainability

Grant Program

Carbon Offsets Donations to Carbonfund to support energy efficiency & renewable energy

Corporate grants supporting green champion initiatives & sustainability improvements in our offices

9%

Sustainability Reporting Graphic design & editorial assistance for this report

3%

3% 4%

+$500K

Operating Costs Travel, conferences, office supplies, etc.

expended on corporate sustainability initiatives and staffing

52%

29%

Sustainability 2.0 Initiative Sustainability tools & training for technical staff on sustainability practices

Staffing

Includes a new full-time position for a corporate sustainability analy

Corporate Sustainability Department*

275 250 225 200 175 150 125 100

staff

75 50 25 0

2012

2013

2014

2015

2016

2017

Firm Revenue Corporate Sustainability Budget

Thornton Tomasetti’s strategic investment in corporate sustainability is unique among engineering firms in the United States. Since 2012, we have maintained a Corporate Sustainability department staffed by a corporate sustainability officer and team, who work to achieve the enduring organization vision of our core ideology by maximizing the triple bottom line of people, planet and profit.

volunteers

The department sets sustainability goals for our business operations and professional services, manages the implementation of these goals in collaboration with other departments and practices, measures our progress, and communicates information about our programs, both internally and externally.

While the firm’s Sustainability practice, which provides sustainable design consulting directly to clients on projects, is distinct from Corporate Sustainability, the two collaborate with one another and with our nine other practices to achieve corporate-wide goals.

Between 2012 and 2017, the firm expended about $2 million in support of corporate sustainability. Over this same period, the firm’s revenue grew by 92 percent.

In 2017, Thornton Tomasetti spent more than $500,000 on corporate sustainability initiatives and staffing.

* The department employs a corporate sustainability officer and an analyst, with part-time assistance from other staff.

Our 61 volunteer green champions help implement our initiatives in their home offices.

n

yst Thor nt on Tomasett i 2017 Sust ainabilit y Repor t

27

Where Are We Going?

2018 Targets

Looking ahead to next year, we expect to achieve measura toward our triple-bottom-line corporate sustainability goal

Achieve carbon-neutral business operations

Increase employee volunteerism in our communities

Reduce the growth rate of our air travel emissions to below 20 percent by improving conferencing facilities.

Increase employee community service ho by 20 percent through TT Gives Back program

At 23 percent of our 2017 carbon footprint, business

We established the TT Gives Back pro

travel by plane is a significant impact area. In past

to increase our social impact, improve

years, it has been the largest single contributor to our

volunteerism and achieve various other

total carbon footprint. We have achieved a 38 percent

this three-pronged community-service

reduction in per-employee air travel emissions since

program, we support “giving back� to

the baseline year of 2013, but saw a 20 percent growth

generation of AEC professionals, to the

in total emissions from air travel between 2016 and

where we live and work and to disadva

2017. While most of our offices are equipped with

This program makes eight additional ho

video and audio conferencing systems, many are

annually (for a total of more than 16) to

in need of repairs or upgrades. After conducting a

for volunteerism in our local communit

series of listening sessions, Chief Information Officer

international service trips as well. With

Jim Dray prioritized improvements to these systems

in opportunities for volunteerism, we e

for 2018. We are targeting a slower growth rate in

rise of 20 percent or more in the numb

business travel once these improvements are in place,

employees devote to community servi

moving us closer to our big goal of climate-neutral business operations by 2030.

able progress ls in these areas.

Innovate in structural design by reducing embodied carbon

ours h the m.

Increase the number of AEC firms committed to annually measuring embodied carbon in their projects.

ogram in 2017

For six years, by measuring the embodied carbon in our

our rate of

structural engineering projects, Thornton Tomasetti has

r goals. Through

been contributing to industry research on embodied-

e umbrella

carbon benchmarks and helping identify sustainable

the next

engineering strategies. Currently, only one or two other

e communities

engineering firms are also annually measuring their

antaged groups.

projects’ embodied carbon. Working with the Carbon

ours available

Leadership Forum, we co-founded the Structural

o every employee

Engineers 2050 Commitment. This initiative, inspired by

ties and supports

the American Institute of Architects 2030 Commitment,

h this increase

will challenge engineers to meet embodied-carbon

expect to see a

benchmarks and increasingly higher reduction targets

ber of paid hours

in a “race towards the most efficient building” as we

ice in 2018.

approach 2050. In 2018, we expect collaborations with building industry associations to influence more firms to begin measuring the embodied carbon in their projects.

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Personnel

Corporate Sustainability

Department Staff

2017 Green Champions

Amy Seif Hattan

Eric Hansen, Albuquerque Penny Tennant, Albuquerque Sepehr Dara, Austin Wei Sheng, Beijing Nasreen Awal, Boston Kim Carr, Boston Theodore Saltz, Boston April Bennett, Chicago Rachel Michelin, Chicago Abhiram Tammana, Chicago Jerome Tobolski, Chicago Mary Williams, Chicago Abigail Christman, Christchurch David Milner, Cupertino Thomas Davies, Dallas Tania Peterson, Denver Tim Griffiths, Edinburgh Kathleen Halford, Edinburgh Vanessa Da Rocha, Fort Lauderdale Jacqueline Lopez, Fort Lauderdale Michelle Olender, Fort Lauderdale Jason Dimaria, Kansas City Tiffany Thompson, Kansas City Duncan Cox, London Daisy Harvey, London Debbie Cervera, Los Angeles Kris La-Borde, Los Angeles Luke Lombardi, Los Angeles Alana Martinez, Los Angeles Jackson Pitofsky, Los Angeles Claudia Bruder, Miami

Vice President of Corporate Sustainability

Nado Saab Corporate Sustainability Analyst

Duncan Cox Associate

Cathy Streifel Office Manager

Tara Evans, Mississ Sanchit Bajaj, Mum Vinod Kumar, Mum Kumaraguru Selvak Angela Brysiewicz, Lauren Francis, Ne Jais Kwon, New Yor Christos Mavroudis Shannon McMullan Silverio Patrizi, New Jason Silbiger, New Natalia Zawisny, N Jennifer Grau, New Courtney Wells, Ph Xiaoshu Du, Portlan Amanda Garvey, Po Dean Schoenberg, Kimberly Kung, San Anna Lorimer, San Zoe McBride, San F Maggie Smith, San Walter Hicks, Seatt Gary Lin, Shanghai Vicki Tong, Shangha Cathy Zhao, Shang Rubi Valerova, Toro Lisa Chong, Washin Rupa Patel, Washin Kathryn Williamson Evan Lapointe, Wes

sauga mbai mbai kumar, Mumbai , New York w York rk s, New York n, New York w York w York New York wark hiladelphia nd Portland San Diego n Francisco Francisco Francisco n Francisco tle

ai hai nto ngton, D.C. ngton, D.C. n, Washington, D.C. st Hartford

Corporate Sustainability Steering Committee

Sustainability Advisory Group

Thomas Berry Associate Principal

Michael Deane Vice President and Chief Sustainability Officer Turner Construction

Greg Briggs Principal Raymond Daddazio President Faz Ehsan Managing Principal Gunnar Hubbard Principal Leonard Joseph Principal Stephanie Kelly Chief Human Resources Officer Jim Kent Chief Marketing and Communications Officer Gary Mancini Managing Principal Peter Quigley Principal Lynn Simon Senior Vice President Michael Squarzini Managing Principal Mary Williams Senior Project Engineer

Chris DeVolder Managing Principal and Sustainable Design Leader for Sports + Recreation + Entertainment HOK Brian Dunbar Executive Director Institute for the Built Environment Jonathan Flaherty Senior Director, Sustainability and Utilities Tishman Speyer William Horgan Partner Grimshaw Nadav Malin President BuildingGreen, Inc. Marsha Maytum Principal Leddy Maytum Stacy Architects Paula McEvoy Co-Director, Sustainability Perkins+Will Kate Simonen Associate Professor of Architecture University of Washington

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We are committed to being a sustainable and enduring organization and the global driver of innovation in our industry.

Offices Worldwide AMERICAS Canada: Mississauga, Ottawa, Toronto United States: Albuquerque, Austin, Boston, Chicago, Cupertino, Dallas, Denver, Fort Lauderdale, Houston, Kansas City, Los Angeles, Miami, Milwaukee, New York, Newark, Philadelphia, Phoenix, Portland, San Diego, San Francisco, Seattle, Tampa, Washington D.C., West Hartford Brazil: SĂŁo Paulo | EUROPE Denmark: Copenhagen Russia: Moscow United Kingdom: Aberdeen, Ballymena, Bristol, Edinburgh, London, Romsey, Warrington, York | MIDDLE EAST United Arab Emirates: Dubai | ASIA-PACIFIC Australia: Perth China: Beijing, Hong Kong, Shanghai India: Mumbai New Zealand: Wellington Vietnam: Ho Chi Minh City

www.ThorntonTomasetti.com

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