Global Sustainability ReportInnovating to meet net zero

2020

Contents

1. Foreword/Executive summary 4 1.1 Foreword 4 1.2 Executive summary 8

2. Covid-19 green recovery 10

3. Climate change 12 3.1 Tackling embodied carbon 14 3.2 Flood risk management 15

4. Energy and carbon 16

5. Materials and waste 22

6. Clean water and sanitation 26

7. Travel and transport 28

8. Biodiversity 30

9. Health and wellbeing 32

10. Inclusivity, equity and diversity 36

11. Community involvement 38

12. Training and education 40

13. Economic performance 42

14. Fair practice and procurement 44

15. Region 46 Asia 46 Europe 48 India 49 Middle East 50 United Kingdom 51 United States 52

16. Description and disclosures 54

17. Goals and standards alignment 56

18. List of contributors 58

Cover Epiphyllum oxypetalum

Biodiversity (page 30)Protecting and enhancing our natural environment is fundamental to delivering sustainable solutions for a better and greener future. We continuously seek to preserve, create and enhance biodiversity and ecological functionality on our projects through an integrated, multidisciplinary approach that benefits both people and wildlife.

Image: Unsplash / jose-ignacio-gonzalez-pansiera

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Towards an equitable and green recoveryBoth society and business must adapt to the undeniable reality of climate change. What we do now and in the future must urgently be addressed to mitigate the human race’s impact on the planet.

As a business, we have a duty to do the right thing, both in our operations and on our projects. As engineers, consultants and advisers, we also have a responsibility to use our unique expertise and skills to embrace and overcome these challenges and make the necessary changes for the planet to thrive.

This decade will see momentous change. The effects of Covid-19 have provided us with the prospect to work and design smarter, accelerating us towards a better, more equitable future.

We will do moreOver the following pages, our 2020 Global Sustainability Report outlines how we are progressing with our sustainability journey through the lenses of our projects and operations.

Buro Happold is committed to regularly reporting and holding ourselves accountable to our people and the wider industry. We are on a route map to net zero carbon through the following targets:

1. Reduce our own operational carbon emissions by 21% by 2025 and aim to be net zero carbon from April 2021 by offsetting residual emissions.

2. Design all new build projects to be net zero carbon in operation by 2030.

3. Reduce embodied carbon intensity of all new buildings, major retrofits and infrastructure projects by 50% by 2030.

The climate crisis presents our greatest challenge and opportunity as we strive to deliver solutions with a sense of economy for our planet and its resources. We look forward to working with you, towards a better future.

1.1 Foreword

Neil Squibbs CEO

Reduce our own operational carbon

emissions by 21% by 2025 and aim to be net zero carbon from April

2021 by offsetting residual emissions.

Reduce embodied carbon intensity of all new buildings,

major retrofits and infrastructure projects by 50%

by 2030.

Design all new build projects to be net zero carbon in

operation by 2030.

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We need to ensure that in our dealings with each other, our clients, collaborators and our work, we focus on equity at all levels — climate, social and racial justice — as they are inextricably linked.”— Neil Squibbs CEO

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ContextIn the coming decade the world must step up action to address the crises of climate, biodiversity and equity.

The world is waking up. Governments, cities, investors, businesses and the public are all declaring the need for urgent change. Institutions are undergoing a massive reappraisal of risk, asset value and investment in the context of an overheating and more volatile world. There is growing pressure to invest in new technologies to decarbonise economies and ensure that developments deliver real social value for communities.

It is clear that as we look ahead to the COP26 climate summit, the coming months and years will be pivotal in determining the course of the next three decades and beyond, for ourselves and all the families and businesses that we rely on and the planet that sustains us.

Sustainability leadershipIn 2019 and 2020, Buro Happold joined with others in making public statements declaring a commitment to tackling the climate and biodiversity breakdown and addressing inequality. We have set out our leadership ambition across a suite of sustainability areas of relevance to our clients ranging from net zero carbon, climate resilience and circular economy through to health, wellbeing and social value.

We have set out a clear vision that ensures long-term prosperity while reducing our environmental footprint and ultimately delivering net positive social and environmental good. This means developing our skills and the services we provide to our clients in assuring their own future prosperity in a flourishing world.

We intend to work tirelessly to drive the paradigm shift that is needed to create a regenerative model where development aligns with the rebuilding of a more natural world to secure prosperity for future generations. We need a clear decarbonisation roadmap for every sector of the

economy connected to ambitious government policy and international agreements. We are playing our part by lending our business voice in support of industry leadership groups.

We welcome the UK Prime Minister’s announcement that the UK will set its Nationally Determined Contribution (NDC) to at least 68% reduction in greenhouse gas emissions by 2030. This announcement is among the most ambitious in the world and commits the UK to cutting emissions at the fastest rate of any major economy so far. The government now needs to develop a comprehensive and joined up net zero strategy that builds on the Prime Minister’s Ten Point Plan and through a combination of domestic policy and international agreement at COP26, develop a strategy for sectors currently not covered by the NDC like shipping and aviation.

We are in no doubt that this is a huge and complex challenge requiring collaboration across the whole of our sector and society at large. Based on the lessons learnt in the past year, we have confidence in the passion of our staff, our clients and our collaborators — change is happening and will continue.

What Buro Happold is going to doOur Global Sustainability Report describes the progress we are making in meeting the targets we have set and the impact we are having through some example projects.

Buro Happold will work towards our objective to be a 1.5°C aligned business. This means gathering data on our project footprint, setting science-based targets, measuring and disclosing progress, reviewing regularly, and taking action as part of our business processes. We will also continue to contribute to the system change required through informing policy, co-producing industrial standards and investing in technical and strategic innovation.

1.2 Executive summary

Duncan Price Partner Sustainability & Climate Change

We have developed targets in line with Science Based

Targets for our own business operations and will be net

zero carbon by April 2021 in line with our WGBC Net Zero

Carbon Buildings Commitment.

Our in-house building performance dashboard has been created to report on

modelled and measured energy consumption, operational

carbon and embodied carbon for all projects. It is being

rolled out during 2021.

We have contributed to multiple industry leadership

groups including Green Building Council task groups

on Net Zero Carbon and Social Value. We have committed

internal funding and initiated a practice-wide Climate

Knowledge Network.

We have established a global community of climate change consultants and launched our Net Zero Carbon and Climate

Resilience consultancy services.

We are influencing international climate policy at COP26

through multiple industry bodies, national policy

through Aldersgate Group, Green Building Councils and professional institutions, and

at international and local levels through C40 Cities programmes

and direct commissions with city authorities.

We have established a climate leadership group to embed

our Climate Emergency Action Plan across each part of our business with SMART

objectives, carbon budgets and review of progress at CEO/

CFO and regional MD levels.

KEY ACHIEVEMENTS IN 2020

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2. Covid-19 green recovery

Stopping to think — what do we really value?Now, more than ever, we are aware of our relationships with both our local communities and the wider global systems in which we sit.

Our reliance on our fellow citizens, nearby green spaces and local shops has rarely felt more pronounced. We have seen huge pressure applied to healthcare and community services while mutual aid groups step in where state systems prove inadequate. The pandemic has forced governments, companies and communities onto an emergency footing that demands a reassessment of leadership, communication, knowledge sharing and planning.

Covid-19 is one face of the ecological emergency and the response to it has demonstrated that fundamental societal changes can be rapidly affected on a massive scale. We must not be persuaded that decisive climate action should be pushed down the agenda.

What does economic success look like? We are aware that well-crafted environmental regulations can

create jobs and enable innovation while promoting the sharing and development of skills and knowledge. We also know that city-wide climate action can deliver enormous health and economic benefits, while efficient and low carbon built environments bring reduced operating costs, energy and carbon reduction, along with improved health, wellbeing and productivity for occupants.

By accelerating these initiatives, we can make huge strides towards tackling social injustices, such as health inequality as well as environmental threats, such as carbon emissions. There is strong supporting evidence that investment in a green, socially just transition makes sound economic sense.

What needs to happen? First, we need to establish the principles of green recovery and shape them into public policy and corporate strategy. These must be guided by public health and scientific expertise, address issues of social equity, and improve the resilience of our cities and communities.

Secondly, we must identify opportunities in every sector, geography and city. The combined

action across public, private and third sectors can build and maintain momentum while reimagining how we shape our buildings, cities and public spaces.

Thirdly, we must share learning on how to drive change to expedite action at scale. Achieving climate commitments requires collective effort, advocacy for faster industry change towards regenerative design practices and evaluation of all new projects against the aspiration to positively mitigate climate breakdown.

What future will we choose? All around the world, built environment practitioners are working to make our cities and places healthy, sustainable and thriving. Developers are seeing commercial advantages, while campus and portfolio owners are promoting a circular economy and maximising local social value while addressing new workplace and learning trends, dealing with technological disruption and keeping their buildings resilient to climate change. All the while they are able to deliver exceptional environments for their occupants.

Buro Happold can help to bring forth an equitable and green recovery. We will move forward with our collaborators to reshape our industry for the better. As we progress from a public health emergency to social and economic flourishing, we must take steps to ensure that everyone benefits from a green recovery that is healthy, sustainable and fair.

We must deliver a green recovery that is healthy, sustainable and fair.As we look towards life beyond the Covid-19 pandemic, Buro Happold is defining what role our practice — and the construction industry — will play in a green recovery for all.

Santa Monica City Services Building will meet the world’s most rigorous criteria for sustainability, resiliency and long-term cost-effectiveness.

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Now more than ever, in the midst of such sweeping change, organisations have an opportunity to embed greater diversity, equity and inclusion”.

40 Cities

Maria Smith Director Sustainability

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This is backed by strong public sector regulation and enabling actions, such as the introduction of zero carbon legislation at national level in the UK and state or city-wide commitments on climate emergency and the introduction of specific policies to drive the market. For example, Local Law 97 in New York City is showcasing the power of progressive city-wide rules to achieve measured in-use carbon emissions in buildings backed by financial incentives and penalties for inaction.

Buro Happold is at the forefront of the drive to reduce the whole life carbon of the built environment. We are bringing together our expertise in embodied carbon and operational energy to

support C40 Cities in launching and rolling out a series of Clean Construction Declarations to bring about a 50% reduction in embodied carbon by 2030. We are helping private sector clients to embed similar targets across their development portfolios and deliver solutions on their projects.

We aim to help our clients understand the business drivers for climate action — both mitigation and adaptation — and develop coherent, scalable pathways to net zero carbon and climate resilience. This approach can deliver a range of benefits, such as new jobs, attraction of high-quality talent, lower running costs and improved asset values.

3. Climate change

OUR PROGRESS ON TARGETS

OUR FUTURE/ADDITIONAL TARGETS

The last year has seen a sea change in client commitments on climate change. Private sector investors, developers and asset owners are responding to shareholder pressure to decarbonise their assets and reduce climate risks whilst corporate occupiers and institutions seek to show their employees, customers and wider stakeholders that they are adopting responsible business models.

Example activities and projects

C40 Cities – Multiple Benefits of Deep Retrofit Buro Happold was commissioned by C40 Cities to develop an accessible methodology and toolkit to quantify the multiple benefits of retrofitting a portfolio of buildings. The toolkit was developed with academic experts at UCL and piloted for retrofit projects in three cities — Milan, Copenhagen and New York City.

City of London Climate Resilience Adaptive Pathway We developed a climate resilience strategy for the Square Mile and City of London Corporation assets considering a wide range of impacts including overheating, flood risk, water stress, biodiversity, food security, pest and disease. Our groundbreaking adaptive pathway approach demonstrates how to understand and manage risk to deliver business benefits.

Climate change poses the greatest threat to those that are the least responsible… As the effects of climate change mount, so does the urgency of addressing this equity challenge.” World Resources Institute

Target/aims

To demonstrate leadership in acting on the science and reducing our own footprint.

Improving our project impacts while encouraging clients to seek to mitigate climate impact and build resilient solutions.

Collaboration to ensure we all have the knowledge, skills and competencies to effect change, and that we are empowered to do so effectively.

Working together to identify areas of opportunity and need, both current and future, without delay. Building new services based on new skills and wider briefs that we develop with our clients.

Ensuring we play our full role in influencing the market, the professions, regulations and policies that will support our goals and ensure that everyone is able to participate in this journey.

To embed the commitments we have made as a fundamental part of our vision and strategy — measuring performance against goals and holding ourselves accountable for delivering them.

Future targets

We will target a reduction in the embodied emissions of our projects of at least 50% for all new buildings, major retrofits and infrastructure projects by 2030 (from 2020 benchmarks).

To provide a low embodied carbon design workshop for every project.

To measure the embodied carbon associated with our scope within all our building and infrastructure projects (with a fee value of over £50k).

Progress

We have developed targets in line with Science Based Targets for our own business operations and will be net zero carbon by April 2021 in line with our WGBC Net Zero Carbon Buildings Commitment.

Our in-house building performance dashboard has been created to report on modelled and measured energy consumption, operational carbon and embodied carbon for all projects. It is being rolled out during 2021.

We have contributed to many industry leadership groups including UK Green Building Council task groups on renewables and offsets, NZC verification. We have committed internal funding and initiated a practice-wide Climate Knowledge Network.

We have established a global community of climate change consultants, and launched our Net Zero Carbon and Climate Resilience consultancy services.

We are influencing international climate policy at COP26 through multiple industry bodies, national policy through the likes of Aldersgate Group, Green Building Councils and professional institutions, and at local level through C40 Cities programmes and direct commissions with city authorities.

We have established a climate leadership group to embed our Climate Emergency Action Plan across each part of our business with SMART objectives, carbon budgets and review of progress at CEO/CFO and regional MD levels.

Comments

This is in line with the C40 Clean Construction Declaration and leading clients such as Lendlease.

This simple but powerful commitment will be tracked through our Project Environmental Checklist to embed and develop our expertise across our projects and processes.

This will be collected centrally though our Building Performance Dashboard and reported as a minimum at portfolio level with disclosure of project-specific information with client approval.

This section relates most closely to:UN SDG 13 — Climate Action

Duncan Price Partner Sustainability & Climate Change

Fergus Anderson Associate Sustainability & Climate Change

Sara Moslemi Zadeh Senior Engineer Water

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In the past decade the importance of operational carbon (or, more accurately, greenhouse gas emissions throughout the lifetime of a development in use) has been given a lot of attention. We are now able to design buildings with near-zero operational emissions using high levels of insulation, zero carbon energy sources, and natural ventilation and cooling. However, the construction of a building requires the use of large volumes of material that create significant greenhouse gas emissions in their production. Because the in-use emissions can now be greatly reduced, these up-front emissions, embodied in the materials of construction, have become the dominant challenge for our engineers. These emissions are particularly important because they all occur at the start of life — which means now, rather than being spread over the life of the building. In a climate emergency we have to tackle these emissions urgently.

Buro Happold led the declaration of climate emergency by structural engineers. We continue to lead the way to ensure that all structural engineers have the tools needed to eliminate embodied carbon from their designs. Working with the Institution of Structural Engineers (IStructE) we have instigated a six-part strategy to achieve this, and are sharing the advances we are making with the rest of the profession. Our priorities are:

1. We maintain the highest level of skills in our teams — as professional engineers we are obliged to develop our skills continuously and this takes a high priority in the practice

2. We focus on low carbon materials — track and reduce embodied carbon by specifying materials known to result in lower emissions.

3. We ensure our structural systems are designed for high-performance, using materials very efficiently through highly accurate analysis and understanding the capabilities of the materials we use.

4. We adopt construction methods that accommodate reclaimed and recycled materials and allow future reuse of materials at the end of the building’s useful life.

5. We are beginning to set carbon targets at the outset of every project that are agreed with the client and monitored throughout the design and construction process.

6. We work with our clients from the outset of a project to develop a sustainability plan and seek opportunities to reduce new build construction and maximise retention, adaptation and extension of existing buildings if feasible.

As part of our work with the wider profession, we have introduced these principles into a recommended IStructE Plan of Works so that engineers embed sustainability actions at every stage of the design process. This is something we take extremely seriously at Buro Happold. Playing our part in achieving carbon zero is crucial, but it is not enough. Our commitments also extend to seeking designs that are adaptable, regenerative and resilient.

In many parts of the world, flooding is one of the most material risks of climate change, with associated impact on built assets, communities and businesses. Flood Risk Assessment (FRA) is an assessment of the flood risks to the proposed development over its expected lifetime and the possible flood risks to the surrounding areas, assessing flood flows, flood storage capacity and runoff.

The Buro Happold Water Group is highly experienced in providing FRA and watershed analysis at all project scales, from relatively small building plots in the UK to international masterplans.

Our philosophy is to maintain the natural hydrological regime of water with minimal intervention while providing mitigation and resilience from flooding to the new developments. We aim to follow five main key objectives in our Flood Risk Management approach:

1. Preserve the existing hydrological regime.

2. Protect new developments from flooding and provide resilience to climate change.

3. Ensure upstream flows are managed safely through development sites and safely conveyed to the outfall (sea, river or public sewer, for example).

4. Treat storm water before discharge to the natural environment.

5. Provide wider blue infrastructure benefits.

Allowances for the predicted effects of climate change will also be taken into account when preparing site-specific flood risk assessments. This will be done through obtaining available modelled data or by conducting in-house hydraulic modelling to estimate the likely depth, speed and extent of flooding for each allowance of climate change over time, considering the allowances for the relevant epoch.

Our Flood Risk Management Strategies are informed by a thorough understanding of the requirements of the project, commercial reality, an in-depth understanding of local and national guidelines and codes of practice as well as local data. This is especially important as our team delivers sustainable solutions around the globe in areas as diverse as Europe, North America and Asia, including the Middle East.

Thameside West, London, UK Flood resilient development, the provision of TE2100 compliant defences, creation of inter-tidal habitat, riverside public realm, and an enhanced wall design life of 120 years.

3.1 Tackling embodied carbon 3.2 Flood risk management

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With Covid-19 and the climate crisis, 2020 has been a critical year for investing in our staff, scaling our offerings in areas such as building performance, smart energy campuses and circular economy, as well as improving the energy performance of our offices globally. At Buro Happold we believe that solving the issues facing the global energy industry is one of the most important challenges of modern times. This drives our passion for finding the best engineering solutions for our building design projects, advisory services, campus masterplans and large scale regeneration projects.

As a business we invest heavily in parametric modelling, machine learning and single analysis models allowing us to confidently design and renovate developments that are energy efficient while maximising health, wellbeing and productivity. Coupled with this advanced

simulation, we utilise principles of Soft Landings, Post Occupancy Evaluation and performance diagnostics to ensure all decisions across the lifecycle are focused on improving operational performance, meeting the needs of end-users and delivering on client aspirations.

In 2020 we won CIBSE’s coveted ‘Building Performance Consultancy of the Year’ for the third year running highlighting our commitment to verifying operational energy use of our projects and closing any performance gaps. We became Pioneering Delivery Partners for the new NABERS UK Design for Performance scheme, with a number of projects underway targeting net zero. Staff training in energy and building performance has included Passivhaus, advanced simulation, ILFI and Ecodistricts.

Our culture of sharing knowledge has been accelerated this year through the development of our in-house Building Performance Dashboard to report on modelled and measured energy data for all relevant projects as well as wider impacts such as embodied carbon. Internally, we have regular knowledge share sessions to disseminate best practice projects, such as the ‘Living Building Challenge’ Hitchcock Centre, achieving net positive energy and net positive water, measured in operation.

In our own operations, we have conducted energy audits of our global office portfolio and have a number of refurbishment projects completed or underway. Our aim is to reduce absolute CO2 emissions (Scope 1, 2 & 3) following Science Based Targets aligned to the 1.5 degree scenario, as well as electrify our portfolio. Energy use from all of our offices is collated in a third-party energy management platform. We are also developing plans to increase the scope monitoring of our offices including air quality for integration into our new SmartViz platform.

4. Energy and carbon

Across all our projects we aim to reduce energy demand as far as possible, supply clean energy efficiently and maximise the integration of on-site renewables and smart technologies, coupled with minimal embodied impacts. Collectively this approach helps to secure a ‘no regrets’ zero carbon future that is affordable, flexible and reliable, whilst touching the Earth lightly.

This section relates most closely to:UN SDG 7 — Affordable and Clean Energy UN SDG 9 — Industry, Innovation and infrastructure GRI 302 — Energy GRI 305 — Emissions

Mark Dowson Associate Director Sustainability & Building Performance

Tim La Touche Global Quality & Environment Manager

Example of activities and projects

Project examples

Battery Park City, NY, USA The Battery Park City Sustainability Plan, Green Guidelines, and Sustainability Implementation Plan will pave the way forward over the next 10 years as Battery Park City prioritises sustainability and works towards a carbon neutral neighbourhood. At least 70% of electricity will come from renewable energy sources by 2030, together with a 33% reduction in greenhouse gas emissions from 2017 levels by 2030.

Brent Cross South, London, UK Major regeneration of Brent Cross Shopping Centre and its surrounding area, comprising over 150 hectares north and south of the North Circular Road in Barnet, UK. Works have included major energy infrastructure upgrade and techno-economic modelling to secure the ESCO finance deal with Vattenfall.

UCL 22 Gordon Street, London, UK Major refurbishment increasing usable floor area by 40%. Operational energy use improved by 60% per square metre and 33% in absolute terms. Retained concrete frame saved 400 tonnes of CO2. Winner of 2020 CIBSE “Building Performance Project of the Year – Retrofit”.

Hitchcock Center for the Environment, MA, USA Living Building Challenge community facility achieving net positive energy and water in operation. 75% of materials are locally sourced and the total embodied carbon of all materials offset through a carbon exchange program.

Expo 2020 Dubai Sustainability Pavilion, Dubai, UAE With a massive central solar PV canopy providing energy and ample shading to enhance the project’s micro-climate, Terra, the Sustainability Pavilion at Dubai Expo, is designed and built to stringent LEED v4 Platinum standards and aspires towards Net Zero Energy and Net Zero Water at legacy operation. Its low energy and water design, combined with ample on-site renewable energy generation, and innovative water management technologies, has earned the project five awards at the MEP Middle East Awards 2020, including Sustainability Project of the Year 2020, and GCC Project of the Year 2020, among others.

The House at Cornell Tech, NY, USA The world’s tallest and largest Passive House certified project at the time of its design and construction. LEED Platinum certified. Measured EUI achieved is 47% below from the median New York City benchmark.

Spring City 66, Kunming, China Various energy-efficient features included in the mixed-use tower design achieving a 15% energy saving compared to ASHRAE. WELL Gold achieved for the office tower and shopping mall.

Office examples

17 Newman Street, London, UK New LED lighting, daylight dimming and presence detection. Heat recovery ventilation, upgraded air handling unit controls, adjustments to heating time schedules.

3 Wellington Place, Leeds, UK From 2019 to 2020 our Leeds office saw a 51% reduction in electricity use and 26% reduction per m2, following our relocation to 3 Wellington Place. The office also includes comprehensive air quality monitoring.

Tai Yau Plaza, Hong Kong Effectively from Oct 2020, the office has implemented various energy saving and sustainability measures, such as reducing lighting and equipment consumption. This includes introducing the “1-hour dark lunch hour” during workdays from 1–2 pm. In addition, all computers are switched off automatically at 9 pm every day to avoid unnecessary energy wastage.

BURO HAPPOLD OFFICE 3 WELLINGTON PLACE Leeds, UK

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OUR BASELINE AND TARGETS

We aim as a firm to be net zero carbon for our own business

operations by the close of the financial year ending April 2021

EXPO 2020 DUBAI SUSTAINABILITY PAVILION Dubai, UAE

BURO HAPPOLD OFFICE 17 NEWMAN STREET London, UK

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An estimate of our Global Carbon Footprint from May 2019 to April 2020 is:

Type of Emission

(a) Scope 1 – Direct (Gas emission and owned transport) 0.114 130 -26%*

(b) Scope 2 – Indirect (Purchased electricity and heat) 0.379 695 -13%

(d) Scope 3 – Indirect (Business travel) 1.533 3,086 +2%

(e) Scope 3 – Indirect (Commuter travel) 0.454 833 0%

(f) Scope 3 – Indirect (Other – suppliers, waste, hotels, etc.) 0.526 1,508 -14%**

TOTAL (without renewable energy) 3.006 6,279 -6%**

(g) Renewable Energy Supply -277

TOTAL (with renewable energy) 2.738 6,002 -6%**

Tonnes of CO2e/person

Absolute Tonnes of CO2e

% difference compared to 2018/19

* This reduction in Scope 1 is due to a significant decrease in our new Leeds office and a realignment of scope in a leased office.

** Scope 3 now includes embodied carbon from purchased IT equipment and an estimated addition of other unmeasured Scope 3 emissions.

Buro Happold global emissions 2019-20 Tonnes of CO2e/person

2%

12%

47%

25%

14%

Scope 1 – Direct (Gas emission and owned transport)

Scope 2 – Indirect (Purchased electricity and heat)

Scope 3 – Indirect (Business travel)

Scope 3 – Indirect (Commuter travel)

Scope 3 – Indirect (Other – suppliers, waste, hotels etc.)

Our vision is a fully decarbonised built environment with zero emissions from building construction and operations, in which all people have full and equitable access to, and/or ownership of, affordable carbon-free energy and safe, healthy communities.”Architecture 2030

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OUR PROGRESS ON TARGETS

Targets Progress

Reduce GHG Scope 1&2 Operational Carbon Emissions by 21% by 2025 based on 2019-20 emissions.

Our targets will be based on, and verified by, Science Based Targets.

Key actions to achieve this will be:

Increase home working and optimised office occupation.

Continue to install low energy equipment and controls in our offices.

Net zero carbon for our own business operations by the end of financial year 2020/21.

Reduce GHG Scope 3 Operational Carbon Emissions by 21% by 2025 based on 2019-20 emissions.

To set business travel annual carbon budgets starting in 2020-21.

Reduce business travel through greater use of online meetings.

To increase home working to reduce commuter travel.

All new build projects will be net zero carbon in operation by 2030 and all projects by 2050.

Our project management system has been updated to include mandatory disclosure of progress against our net zero carbon declarations.

Our in-house building performance dashboard has been created to report on modelled and measured energy consumption, operational carbon and embodied carbon for all projects. It is being rolled out during 2021.

Establishing a robust baseline including gathering reliable energy consumption data for all our offices.

We have now gathered reliable energy consumption data from all our key offices and this baseline will be verified by SBTi.

Identifying opportunities for energy savings and reduced travel impacts.

We have identified opportunities for energy savings in our offices in the UK through the ESOS audits carried out up to December 2019.

Producing office-specific plans with short-, medium- and longer-term objectives to reduce emissions.

We have office-specific plans for reducing energy in all our key offices and still in the process of expressing in terms of short-, medium- and longer-term objectives.

Purchasing clean renewable energy supplies to our operations with recognised certification/verification, such as REGO certified electricity.

We have purchased REGO certified energy for all our UK electrical consumption and we have also switched to renewable electricity in Germany. We are continuing to investigate this in other offices.

Offsetting residual emissions through recognised high-quality mechanisms.

We have been researching the best quality mechanisms and have been engaging with a number of organisations that provide offsetting services. Our objective is to purchase carbon offsets that will provide added values in social and financial terms.

Disclosing our performance in a recognised way such as using the UKGBC Net Zero Carbon Buildings Framework Declaration.

We are planning to disclose information about building energy in accordance with the UKGBC operational energy reporting template and in-line with emerging guidance for WGBC Net Zero Carbon Buildings Commitment.

Integrate embodied carbon assessments into the standard design and decision-making process.

We have developed tools to assess the embodied carbon of all our key building projects at the start of the project, and we are integrating this into our project delivery system.

FUTURE/ADDITIONAL TARGETS

Future targets Comment

HITCHCOCK CENTER FOR THE ENVIRONMENT Amherst, MA USA

Living Building Challenge community facility achieving net positive energy and water in operation.

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100% of UK electricity consumption is, and will continue to be, procured through REGOs; all remaining consumption (such as heat and global consumption) will be offset using ‘Gold Standard’ or other high quality schemes. In terms of demand reduction in our buildings, we have committed to Science Based Targets for a 4.2% year-on-year reduction. Power Purchase Agreements are being explored longer-term as a means to provide additionality.

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The UK construction industry alone is estimated to consume approximately 400 million tonnes of material each year (UK Green Building Council, 2018). Our aim is to reduce the material and waste footprint of the built environment, including that of our offices around the world, by advocating the transition towards a circular economy.

As a global community of engineering consultants and specialists in the built environment, we are responsible for designing some of the most iconic buildings on the skyline and vital infrastructure that helps communities thrive. We recognise that every design decision we make has an impact on the whole-life material efficiency of our clients’ projects and the waste arising from the construction, operation, maintenance and eventual deconstruction processes. To reduce the material impact of our projects, we seek to embed circular economy principles into our design approach to all major projects:

Identify whether lifetime issues have been addressed in the design, through consideration of durability, future use, or maintenance and repair.

Actively seek to reduce the material footprint of every project.

Ascertain that a waste management strategy for the project has been drawn up, or whether waste reduction has been considered and incorporated into a site waste management plan.

Ensure reused components are specified, such as metals with high recycled content.

Ensure whole life implications of materials are considered.

To minimise the resource impact of our offices around the world, we have policies and plans to minimise the overall waste generated and recycle whatever we can.

5. Materials and waste

Example projects

Everton, UK Circular economy approach to the operational waste strategy, including initiatives to reduce waste generation such as product procurement, stock inventory and sales tracking. A whole life carbon study has also been undertaken to understand embodied carbon hotspots and material efficiency opportunities.

Wembley Park, UK A net zero carbon strategy was developed for Wembley Park at a site-wide level. This involved setting energy intensity and embodied carbon targets, as well as working with tenants and infrastructure providers to close the energy performance gap.

Spring City 66, Kunming, China Over 80% on-site generated construction waste was diverted from landfill. More than half of the building construction materials were locally harvested to reduce carbon footprint.

Repulse Bay 38, Hong Kong Green cleaning detergents were adopted to minimise harmful effect on cleaning staff and occupants. On-site recycling bin is provided to encourage waste recycling.

Office operations

In 2018, we undertook a Global Waste Review to gather information about Buro Happold office waste management and set new targets. As a consequence, we implemented a policy on 1 May 2019 to stop purchasing avoidable single-use plastic consumables. To assist offices with procurement in line with this new policy, the internal Green Purchasing Guidance was updated with an additional section on single-use plastics.

In November and December 2019, waste audits were carried out across over 80% of ISO14001-certified offices. The results were communicated globally in January 2020. These audits provided valuable data on waste generation, composition and management within Buro Happold offices, and allowed us to identify problem areas and set future targets.

In our Los Angeles office, we are pursuing TRUE zero waste certification through GBCI.

We recognise the increasing pressures on the Earth’s finite resources and believe in the urgency for responsible consumption to operate safely within the world’s biocapacity.

This section relates most closely to:UN SDG 11 — Sustainable Cities and Communities UN SDG 12 — Responsible Consumption and Production GRI 301 — Materials GRI 306 — Effluents and Waste

Anne Christie Waste Management Consultant Environment

BURO HAPPOLD LOS ANGELES OFFICE CA, USA

A large proportion of indoor air pollution stems from building materials... These hazardous wastes and products used in building materials disproportionately affect historically marginalized communities of color, children and low-income families.” Healthy Building Network

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OUR PROGRESS ON TARGETS — PROJECTS OUR PROGRESS ON TARGETS — OFFICE OPERATIONS

Integrate embodied carbon assessments into the standard design and decision-making process.

We have developed a Life Cycle Analysis toolkit which can be used in Revit. This is being deployed across the business through our standard Project Environmental Checklist so that all new projects can carry out embodied carbon assessments. Embodied carbon training is being delivered across several disciplines so that clients can be provided with the best options for minimising embodied carbon on their projects.

Ensure that all Buro Happold offices stop purchasing avoidable single-use plastic consumables.

Communication with offices and review of purchasing orders revealed that minimal single use plastics are being ordered, and there is a strong awareness that disposable plastics are the least preferred option. This is an ongoing target to be reviewed regularly.

Review and refresh our material specifications to ensure they reflect the latest thinking in reduced embodied impact, responsible sourcing and healthy materials.

Our focus over the past year has been on our structural concrete specification, where we believe we can have most influence and impact on lowering the impact of the design. Our refreshed specification is now accompanied by detailed guidance to help the structural engineer make informed decisions matched to the sustainability aspirations level of each client. Once beta testing is concluded, we will adopt as our new concrete specification.

A similar exercise has taken place for our civil engineering specifications and we are in the process of identify other opportunities to cascade the thinking to our different technical disciplines.

Reduce the average area of paper purchased per Buro Happold employee per year from 131m2 in 2017 to 120m2 in 2019.

Overall, paper usage has been substantially falling in most offices. On average 76m2 of paper were purchased per employee globally in 2019.

(2018 target) Conduct a waste audit in at least 60% of Buro Happold’s ISO 14001-certified offices during 2018, with a view to 80% of offices conducting waste audits in 2019.

>80% of ISO14001 offices carried out waste audits in Nov/Dec 2019.

Deliver circular economy awareness training to all staff to build knowledge capacity and spark debate on embedding the principles into our standard design approach.

While circular economy is an emerging concept, a lot of the underlying principles are familiar and aligned with best practice design. We have set up a global cross-disciplinary working group to share ideas and reinforce an integrated approach to being good custodians of the precious materials within our projects.

Develop a company-wide healthy materials vetting plan.

Our US offices are currently leading the way, instigating a working group with contractors to drive change across the value chain through collaboration.

Starting with our building services specifications, our LA office has been holding internal kick-off meetings to review the specifications for insulation, piping, ducts and cables that typically contain hazardous materials. By raising awareness and feeding in knowledge from the supply chain, we hope to challenge the status quo through introducing alternatives and demonstrating that change is possible.

Lessons learnt will be fed back into our global processes with the aim of making healthy materials vetting an integral part of the design process.

OUR FUTURE TARGETS

Projects To target a reduction in the embodied emissions

of our projects of at least 50% for all new buildings, major retrofits, and infrastructure projects by 2030 (from 2020 benchmarks).

To enable the above, we will provide a low embodied carbon design workshop for every new project by the end of 2021.

To measure and share publicly the embodied carbon associated with our scope within all our building and infrastructure projects (with a value of over £50k).

Integrate circular economy appraisals into the standard design and decision-making process for structures, facades and building services.

Office Operations

We have set new targets based on the results from the 2019 waste audits, which are summarised below. Originally, these were anticipated to be achieved by the end of 2020 but have been postponed to 2021 due to current circumstances.

Ensure that all Buro Happold offices stop purchasing avoidable single-use plastic consumables.

Each office to reduce their total waste generation rate to 0.13kg/person/day by the end of 2021 (compared to average 0.15kg/person/day in 2019).

Each office to reduce non-recyclable waste portion by 10% by the end of 2021.

Offices to take steps to reduce contamination rates to 10% or lower by end of 2021.

Targets Progress Targets Progress

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We aim to identify Water Resource Management (WRM) strategies that minimise potable demands, provide appropriate resilience, make maximum use of alternative supply sources and provide wider blue infrastructure benefits.

The Buro Happold Water Group is highly experienced in identifying WRM plans at all project scales, from relatively small building plots in the UK to international masterplans. We match the quality of supply to the quality of demand. By using a suite of demand reduction measures, our team is typically able to demonstrate savings against the baseline demand of up to 50%. We do this by considering blackwater, greywater and rainwater harvesting technologies for uses such as irrigation, toilet flushing and water-based landscape.

Our team delivers sustainable solutions around the globe in areas as diverse as Europe, North America, Asia, and the Middle East. We can do this by establishing a thorough understanding of the requirements of the project in relation to local and national guidelines, codes of practice, cultural practices and commercial considerations.

Within our own business, we are a relatively low user of water but we have adopted a number of measures to minimise our water use. These include dual flush toilets, using aerators on faucets/taps and using recycled grey water in our Warsaw office for toilet flushing. We monitor water consumption where we have meters that measure our own use.

6. Clean water and sanitation

OUR PROGRESS ON TARGETSWe have improved water supply for several communities in developing countries — we will aim to significantly improve water supply for at least one community a year.

Current water consumption limits allow 125 litres per person per day in residential properties the UK. We will aim to limit the design water consumption in new residential developments in the UK to 105 litres per person per day.

Measures can come from a wide range of sources. We measure our designs against several environmental assessment methods including CEEQUAL, BREEAM and LEED.

Having identified the baseline water demand we look to reduce this through the application of demand reduction measures. This can include

infrared taps and low flush toilets at a building scale to xeriscaping (reducing or eliminating the need for supplemental water from irrigation), and smart leak detection on a regional/district scale.

We look to minimise potable water use by maximising the efficient use of non-potable sources, including rainwater harvesting or Treated Sewage Effluent (TSE)/ renewed water via black water recycling, or grey water recycling. Our targets are:

Minimise project water demands as appropriate for each region we work in.

Match quality of supply with quality of demand. Provide appropriate resilience of supply. Identify treatments that provide wider

benefits, such as habitats, alternative water source, recreation and education.

Example activities and projects

The Red Sea Project, Red Sea Coast, Saudi Arabia

Praderas Build It International,

Lusaka, Zambia Eden Qingdao, China Santa Monica City Hall East, USA

The first project of its type in California that recycles rainwater as potable water.

This section relates most closely to:UN SDG 6 — Clean Water and Sanitation GRI 303 — Water and Effluents

Our philosophy is treating water as a finite resource and recognising that all water activities between cloud and coast are an integral part of the water cycle.

BUILD IT INTERNATIONAL Lusaka, Zambia

Rodoula Gregoriou Senior Engineer Water

Sara Moslemi Zadeh Senior Engineer Water

Minimise project water demands. On average, we have typically minimised the water demands of our projects by 40% from business as usual.

Recycling of water and use of treated sewage effluent/renewed water.

75% of our projects are incorporating water resource management strategies that addresses the sustainable use of water at concept stage.

Provide appropriate resilience of supply. We have continued to build this into all the water supply, network design and storage for the projects we are working on.

Identify treatments that provide wider benefits, such as habitat, alternative water source, recreation and education.

We are increasingly collaborating with ecology professionals to provide wider benefits that address habitats, which includes constructed wetlands, reed beds and food chain reactors — and improving the quality of waste water.

Current and future targets Progress

Access to clean, affordable water is a human right that goes unrealized in many communities. It is also a social determinant of health that when unrealized, compounds environmental and economic disadvantage to weaken immunity and exacerbate health conditions.”Prevention Institute

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7. Travel and transport

This section relates most closely to:UN SDG 11 — Sustainable Cities and Communities GRI 305 — Emissions

Example activities: projects

Buro Happold in Berlin is working amongst other fields on mobility-related concepts and consulting with a focus on multimodal master planning and strategy. We are also devising mobility management schemes to guide current developments and redevelopments towards more sustainability in terms of individual modal choice and urban realm quality as well as traffic and environmental impact.

Dynamic Masterplan Multimobile for Patrick-Henry-Village (PHV), Heidelberg, Germany

Mobility strategy for western downtown city of Berlin, Germany

Example activities: operations

We carried out a Business Travel Workshop to investigate what we can do to reduce our business travel impact and the output supported proposals for carbon reduction that were presented to the board. Subsequently, we have produced a carbon budget tool for air travel that has been the basis of our aim to set business travel annual carbon budgets.

We believe that transport and travel need to be designed on our projects to optimise connectivity while also minimising the impact on the environment. We aim to continually reduce the impact of our own business and commuter travel by promoting sustainable travel options.

Nino Notz Senior Consultant

Shalina Ramsaha Senior Global Quality and Environment Coordinator

OUR PROGRESS ON TARGETS

Our 2018 emissions from commuter travel is 548kg CO2e per person per year globally, which has reduced from 900 kg CO2e per person per year in 2014 — we will aim to reduce this by 5% by 2020.

We have not been able to conduct our commuter travel survey this year due to Covid-19. However, since staff have not been travelling to the office for six weeks within our FY 2019-20, we assume that the CO2e emission per person has come down by at least 10% from last year without accounting for any mode changes by commuters since the last survey.

We will aim to develop targets for our business travel emissions by 2020.

We are setting carbon budgets for flights for each business unit.

Targets Progress

OUR FUTURE TARGETS Aim to carry out our Commuter Travel Survey in 2021 and reduce Commuting

Travel by increasing home base working by at least 40%.

Aim to have at least a 21% reduction of business travel carbon emissions by 2025 (based on Science Based Target approach).

Transport policy and planning are implicated in re-production of inequality in cities, on the basis of class, gender, age, ethnicity, disability and other social identities.”University College London

10%target reduction in

commuter travel CO2e emission per person

21%reduction of business

travel carbon emissions by 2024

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We advise our clients and work with project teams to avoid and minimise impacts on the natural environment, and to integrate biodiversity and green infrastructure into project planning and design. Our goal is to ensure that every project seeks the best possible outcome for biodiversity, including net gain and associated enhancement of ecosystem services through:

Implementing impact avoidance and minimisation measures on our projects before turning to mitigation and offsetting.

Targeting biodiversity net gain.

Ensuring that projects contribute to national and local biodiversity, and green infrastructure targets.

Applying international best practice standards for environmental sustainability on our overseas projects.

This aligns with our Construction Declares commitments to establish climate and biodiversity mitigation principles as a key measure of our industry’s success.

8. Biodiversity

This section relates most closely to:UN SDG 14 — Life Below Water UN SDG 15 — Life on Land GRI 304 — Biodiversity

Example activities and projects

Thameside West, London, UK Buro Happold has worked with our client and the design team to provide a variety of habitat enhancements as part of this large mixed-use development in the heart of the City of London, positioned along the northern bank of the River Thames.

Red Sea Project, Amaala, Saudi Arabia Buro Happold is currently involved in a number of projects in the Red Sea to aid the understanding of important habitats for marine mammals and threatened species, and the locations of ecological corridors for migratory species.

Protecting and enhancing our natural environment is fundamental to delivering sustainable solutions for a better and greener future. We continuously seek to preserve, create and enhance biodiversity and ecological functionality on our projects through an integrated, multidisciplinary approach that benefits both people and wildlife.

Jenny Ross Senior Ecologist

Grace Cooper Graduate Environmental Consultant

OUR PROGRESS ON TARGET

Apply the mitigation hierarchy to all our projects. Continues to be applied to all projects where Buro Happold is providing ecological advice.

Integrate biodiversity net gain (BNG) into all designs by 2020.

BNG has been integrated into the majority of UK projects where we are the relevant adviser. We continue to recommend it on all of our UK projects, and it is a significant driver in the work we do.

Apply International Finance Corporation (IFC principles) to our international projects (widely considered to be best practice).

We recommend implementation of IFC Performance Standards on all of our international project where Buro Happold is appointed as ecological adviser and it is a significant driver in the work we do.

Targets Progress

OUR FUTURE TARGETSFor the projects where Buro Happold is appointed as the ecological consultant, our future targets are:

All UK projects to seek to deliver a biodiversity net gain of 10% by end 2021.

All UK projects to provide a meaningful enhancement for local biodiversity, measured against priorities listed in local Biodiversity Action Plans, local planning policies, or through published guidance such as UK species red lists (mammals and birds).

Through the application of IFC principles to our international projects, we aim to achieve no net loss and net gain of biodiversity, whether an IFC-compliant project or not.

Promote nature-based solutions for climate resilience across all of our projects.

The Earth is facing a dual crisis of rapid climate change and unprecedented biodiversity loss… Not only are the species themselves at risk, so is everything connected to them.”National Geographic

10%biodiversity net gain

on all UK projects by end 2021

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We recognise that the skills, capability and passion of our greatest asset — our own people — are at the heart of what we want to achieve, and the health and wellbeing of our people is critical to the continued success of the practice. With an approach to the built environment that supports people in all their complexity, we focus on a people-centric approach that prioritises occupant and community health and wellbeing.

At Buro Happold, we take Health and Safety very seriously. We are proud to report that we have achieved global certification to ISO 45001 Occupational Health and Safety Management Systems in all our offices.

Covid-19 has significantly changed the market conditions and working arrangements — from March 2020 all Buro Happold offices moved to a working from home situation and our offices closed. During this time our internal crisis management team held daily calls with the leadership team and provided the regions with relevant plans to respond to the global pandemic. As employees were

working from home, Buro Happold understood the impact that this may have on mental health. Accordingly, leaders arranged daily check in calls with their teams and provided Learning & Development resources on how to work remotely and lead teams.

We continue to monitor mental health and the chief executive has implemented focus days across the practice where formal meetings are discouraged to avoid video call fatigue and allow staff dedicated time for more focused work. As the working from home situation moved into a more semi-permanent state, all employees were asked to complete a home-working Display Screen Equipment assessment; we ensured that all employees had the right equipment to carry out their tasks at home effectively, which included the purchase of chairs, desks and additional IT equipment where people were deemed to be at high risk. In the new year, we will be rolling out a workplace mental health platform to ensure staff can measure, understand and improve their mental wellbeing.

9. Health and wellbeing

We spend our lives in and around buildings. At Buro Happold, we believe that the built environment should support people in feeling great, help everyone to stay connected in meaningful ways, and enable the development of truly healthy and equitable communities.

Example activities and projects

Space Optimisation and Building Retrofit article

Social distancing in the workplace: the new norm article

Engineering healthy workplaces – considerations in response to Covid-19

Brent Cross Town Thrive Guides and Flourishing Index. Buro Happold is helping to create a new Flourishing Index for Argent Related. This will help capture quality of life for individuals and communities. It is a new standard for measuring and creating good places. This will help validate the effectiveness of the masterplan and building design, and help to understand how they support wellbeing.

LAX Midfield Satellite Concourse South A key focus of the project is improving the passenger experience for convenience, comfort and health. The team is using a biophilic approach to the design, which will lower stress and improve the passenger experience. There is also a strong focus on the building envelope, circadian-adaptive lighting, improved indoor air and environmental quality, and a deep dive into healthy materials to improve user health and wellbeing.

This section relates most closely to:UN SDG 3 — Good Health and Wellbeing UN SDG 11 — Sustainable Cities and Communities GRI 403 — Occupational Health and Safety GRI 416 — Customer Health and Safety

Heidi Creighton Associate Principal, Sustainability

Sarah Slade UK Office Operations and Health & Safety Manager

OUR PROGRESS ON TARGETS

We have certified two of our offices through WELL Certification. We will aim to achieve third party health and wellness certification for two additional offices by 2020.

Leeds and other offices were considering this, but due to Covid-19, certification has been delayed until 2021.

Our Hong Kong office is currently working on the feasibility study of carrying out Fitwel assessment.

We are pursuing WELL, Living Building Challenge, Fitwel, and Health Impact Assessments on 17 of our current projects. We aim to establish an internal health and wellness checklist for all projects by 2020 and double our WELL, LBC, Fitwel, RESET and Health Impact Assessment projects.

We are currently working with Argent Related and Manchester University to develop a Flourishing Index to look at individual flourishing, but also neighbourhood social flourishing like safety, trust and participation.

An internal health and wellbeing checklist is underway and will be integrated into our Project Environmental Checklist which is required for all projects above a £50,000 fee.

We are currently monitoring environmental conditions in two of our offices. We will aim to implement continual environmental monitoring in one quarter of all offices by 2020, with one done to RESET standards.

Due to Covid-19 restrictions, most of our offices have been closed or occupied to very low levels. Therefore this target will be rolled over to 2021/22.

Our Berlin and Hong Kong offices are now also monitoring environmental conditions.

We have implemented office-wide approaches to enhance the health and wellbeing of our staff.

We have enacted substantial measures to support the health and wellbeing of our staff working from home including Covid-secure office working options for those that would receive a significant wellbeing benefit.

We are utilising workplace analytics, sensors and the Internet of Things to give us deeper insights and provide better people-centred workplaces.

Many offices have carried out the following: Re-examined how to deliver exceptional

health and wellbeing in our own offices and for our clients.

Provision of green plants in common areas and meeting rooms to better connect occupants with nature.

Purchase of sit-stand workstations to encourage movement throughout the working day.

Targets Progress

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… people have different access to education, safe housing, income, healthcare, fresh food and other needs that influence their health outcomes. Social determinants like these are significant from a health equity lens because they help us understand the ways in which educational, racial, socioeconomic and other social inequities contribute to health inequities.”

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Boston Medical Center

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BURO HAPPOLD

At Buro Happold, our responsibility is to support our employees to learn more about what we as individuals can do to help reduce inequality and promote equity. Our focus has been on realising and committing to Equity Above All Else, creating regional commitments in all of our offices such as our UK and US Equity plans.

We created space for our employees’ voices to be heard, and we have been learning. Hearing real-life accounts of exclusion and inequity through a series of listening calls and other sharing opportunities helped to shape our understanding of what we must strive to achieve as an organisation. Allowing ourselves to show our vulnerabilities has enabled us to learn and openly challenge ourselves to be better. Working with trusted inclusion advisers and professional bodies, we are undertaking audits of all our internal processes throughout our employee lifecycle. This will eradicate potential for bias and complacency, ensuring we actively demonstrate our inclusion aims in our everyday activities.

Buro Happold is committed to social equity by driving change not only within the firm but also where we have influence externally. Our projects must have a positive impact on communities and the planet, and we aim to do more to eradicate inequities within the built environment. Across the globe, we are engaging with initiatives such as Centering Equity in the Sustainable Building Sector, set up by the National Association for the Advancement of Colored People in the US. We will continue to share our skills with those in need, engage with communities and policymakers, and ensure we are actively inspiring underrepresented groups to become the next generation of engineers and consultants.

In the UK, Jean Hewitt, Senior Inclusive Design Consultant, is the technical author and a member of the expert steering group for the UK’s first building design standard addressing sensory and neurological needs.

Our Working from Home Charter, co-created with employees, allows us to recognise the different needs of everyone within the business in a meaningful way.

10. Inclusivity, equity and diversity

The Covid-19 pandemic highlighted the depth of inequality within our societies, with the most vulnerable groups often experiencing the harshest impacts. As global events shaped our lives, we retreated into our homes and, for some, increased our connectivity exponentially in a new virtual world. Inequality became more visible.

This section relates most closely to:UN SDG 1 — No Poverty UN SDG 5 — Gender Equality UN SDG10 — Reduced Inequalities

OUR PROGRESS ON TARGETS

TargetsOur 2019 Culture Survey highlighted positive results into our employee experience, with 87% of respondents believing that Buro Happold offers a fair, inclusive and respectful environment. We aim to increase this figure to 90% at the next survey and have introduced measures such as our Fairness & Inclusion awareness sessions and Prevention of Sexual Harassment training to support our goal.

ProgressWe have been carrying out a programme of surveys about work from home during the Covid-19 which enabled us to create our Work from Home Charter. We will take this into account in future culture surveys.

In the US, we have updated our JUST certification to the latest Social Justice Label 2.0 which showed our continued commitment to equity and transparency.

OUR FUTURE/ADDITIONAL TARGETS Create Equity Plans for all our global offices. Regionally appropriate action plans

with KPIs reflective of the outputs of the external inclusion audit.

Create a charter that outlines how our work will promote inclusion within the built environment.

Lucy Miller Global Head of Inclusion, Diversity and Engagement

Equity above all else.As an organisation, Buro Happold will listen, learn and advocate. We will work together to develop and strengthen our policies, change our behaviours and drive change wherever we have influence.

GRI 402 — Labour Management Relations GRI 405 — Diversity and Equal Opportunity GRI 406 — Non-discrimination

Example of activities and projects

Equality, Diversity and Inclusion in the “next normal”

Defining social value in a greener built environment

La Casa de Maria Master Plan The inclusive design goal is to create a welcoming environment that everyone can use confidently, independently and with choice and dignity, avoiding separation and segregation. For this project, we supported the design and programming of the site for health equity by improving quality, enhancing access and safety, and inviting diversity to develop a socially sustainable project with inclusion at the heart.

WE ARE PROUD TO BE WORKING WITH THE FOLLOWING INITIATIVES:

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We believe in addressing inequity through project-based and outreach work that works in tandem with local UN SDGs, and ensures equitable access to opportunity in housing, infrastructure, education and quality public space.

One of our main programmes for community involvement is Share Our Skills (SOS) which enables our staff to carry out non-fee paying work during regular work time. We strive to ensure that a balance is struck between projects that focus on international communities in Africa, Asia and South America, but also involve work with the communities where are offices are located.

The SOS programme was established in 2014 to revitalise the long-standing International Development Community. Buro Happold also has a proud history of supporting the Happold Foundation, a charity that is dedicated to using engineering skills and experience to make a positive impact on peoples’ lives. This organisation works with young people, educators and researchers to shape communities that want to improve the built environment.

We also engage with charities and non-profit organisations to play a part in numerous local community initiatives and volunteer activities.

11. Community involvement

Buro Happold believes in the need to be actively involved with our local communities. We also like to make our skills, experience and time available to those in society that are most in need, wherever they are in the world.

LET’S BUILD PROJECT Brixton, London, UK

The Happold Foundation is proud to support architecture education organisation Matt+Fiona’s work on the Let’s Build project, which has seen 20 ten-year-olds working to create their own pop-up performance space.

Example activities and projects

While the efforts of governments around the world to control the global coronavirus pandemic have limited our ability to become actively involved in new activities, many existing projects have been continuing remotely.

Engineering in Emergencies A great example of such work includes the contribution to the new edition of the Engineering in Emergencies handbook by, Associate Director Tom Newby. In his own words, Tom explains the background and aims of the project, as well as his personal experience in the field of international development.

Let’s Build project sees children build there own theatre

This section relates most closely to:UN SDG 2 — End Hunger UN SDG 11 — Sustainable Cities and Communities UN SDG 16 — Peace, Justice and Strong Institutions UN SDG 17 — Partnerships for Goals

Felix Summers Associate Structural Engineer

GRI 203 — Indirect Economic Impacts GRI 411 — Rights of Indigenous Peoples GRI 413 — Local Communities

OUR PROGRESS ON TARGETS

Buro Happold provides up to 200 employee days annually for SOS projects, and will continue to do so.

During the financial year we provided 110 employee days for SOS projects, but our programmes were severely affected by the Coronavirus crisis.

Buro Happold provides 16 hours of non-paid volunteer time. Buro Happold to hold meetings on benefits of volunteer time as paid time.

We have been reviewing how we continue to provide this volunteer time to address the impact that the Coronavirus has had on many of these activities. Several of our employees have been providing non-paid time during the pandemic including activities such as making personal protective equipment for charity.

Targets Progress

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Whether it’s as policymakers, advocates, architects, project managers, contractors, or the construction workforce, the most impacted communities are underrepresented in the design, construction, and occupancy of sustainable, regenerative, healthy buildings.”NAACP

110employee days for

community involvement

projects

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GLOBAL SUSTAINABILITY REPORT BURO HAPPOLD

OUR PROGRESS ON TARGETS

We believe that providing a learning culture where all employees are empowered to own their development and reach their full potential enables our organisation to share our knowledge, experience and skills with the wider communities in the built environment.

12. Training and education

Our vision continues to be to grow our expertise globally through continuous quality learning and opportunities where everyone can thrive.

This section relates most closely to:UN SDG 4 — Quality Education GRI 404 — Training and Education

Example activities and projects

Buro Happold continues to contribute training and education opportunities in our local communities in a variety of ways, although some of these activities have taken a different format or have been temporarily curtailed during the coronavirus outbreak. Our global structural teams support over 10 universities and colleges in five different countries by delivering lectures on a variety of built environment subjects. Here are two examples of this activity:

Mike Cook Imperial College, London

Pawel Chudzik Warsaw University of Technology

Gwyn McRanor Global Head of Learning & Development

Deborah Elias Learning & Development Manager

Learning and Development satisfaction score of 85%+ from leadership and management formal and virtual learning offerings.

Overall satisfaction rating of 93% on all formal learning offerings.

Line manager formal learning received 98% satisfaction rating.

Make learning scalable and accessible to all employees through virtually led workshops on key business skills. Supporting our climate change ambitions by reducing travel whilst offering quality development globally.

64% of all formal learning delivered virtually, much of which was pre Covid-19.

Following our 2019 Culture Survey results we will focus development of our managers on regular feedback to support the empowerment of all employees in their continuous development. We will provide all managers with virtual-led training in coaching and mentoring by Q1 2020.

578 people attended formal learning – 231 of those were line managers who attended role-specific training. This equals 37% of our global line manager population.

Targets Progress

93%Overall satisfaction rating

64%Learning delivered virtually

All workers are not starting from the same position: income and wealth inequality continue to rise. The reality is that even after considering protective factors such as increased education and training levels, wealth remains unevenly distributed as structural biases reinforce institutional barriers to employment.”American Progress

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13. Economic performance

New Danube Bridge Budapest, HungaryBecause of the importance of this project, the Hungarian Government held an international competition to select a design for the new bridge. Buro Happold partnered with UNStudio to create the winning entry, which will realise a structure that is as beautiful as it is efficient, feasible to build and easy to maintain.

This section relates most closely to:GRI 201 — Economic Performance

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Details of Buro Happold’s economic performance is published in the Happold LLP Members’ report and consolidated financial statements for the year ended 30 April 2020.

The company financial year runs from 1 May to 30 April.

In the year 2019/2020, the key figures for the whole group were:

Turnover (£’000)

£204,692Operating profit (£’000)

£23,367Profit margin

11%

There has been a large increase in the number of organisations that are measuring and reporting on the financial value derived from sustainable business activities and we look forward to working with these businesses to collate and share this evidence.”UKGBC Leading the way report 2019

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OUR PROGRESS ON TARGETS

We treat our suppliers with the same integrity, respect and professionalism we expect from each other, and actively develop mutually beneficial relationships with those that share our values and align with our Equality and Diversity Policy.

We require all staff to read and confirm acceptance of our Code of Conduct that refers to policies on Anti-Bribery, Gifts & Hospitality, Anti-Fraud, Conflicts of Interest, Modern Slavery and Speak Up (Whistleblowing).Maintaining our principles of fair practice during the Covid-19 pandemic has been challenging. However, the company has sought to take a fair approach wherever possible. This includes allowing employees to work more flexibly from home to allow for their own personal circumstances, and taking actions to try to avoid redundancies. We have also consulted with employees about future working practices in the post Covid-19 time.

The Purchase Order Project (POP) has been initiated with the aim of installing Financial Controls and Professional Procurement Practices across all categories of spend within the practice.

It has three main high-level outcomes to deliver: control at the point of purchase; common purchase processes across the practice; and all spend authorised prior to commitment.

An integral part of the POP is a rationalised supply base managed via a supplier portal, access to which is restricted to preferred suppliers and appropriate Buro Happold staff.

The Covid-19 related business restrictions resulted in a ‘pause’ in the POP. We also consolidated our UK payments to once every two weeks but maintained our target of payment within 45 days in the vast majority of cases.

14. Fair practice and procurement

Example activities and projects

JUST label for US Buro Happold is committed to paying a living wage for all employees, using the Poverty in America: Living Wage Calculator to assist in determining the minimum living wage.

This section relates most closely to:UN SDG 8 —Decent Work and Economic Growth GRI 204 — Procurement Practices GRI 205 — Anti-corruption GRI 206 — Anti-competitive Behaviour

Integrity is of fundamental importance to Buro Happold. In the context of our business activities, procurement processes and relationships, we respect the spirit and detail of the laws and regulations in all countries where we operate.

We believe that a true living future — a world of

regenerative buildings and equitable communities — can only be achieved

through equally powerful and transformative

programmes that make the world more equitable

and socially just.”International Living Future Institute

Tim La Touche Global Quality & Environment Manager

Develop our procurement processes to ensure compliance with all our fair practice policies as detailed in our Code of Conduct.

Incorporated a preferred supplier portal into the purchase order system project. This portal will become the compliance gateway for all suppliers and a single source to keep the supply base updated.

Develop our procurement processes to align with ISO 20400 Sustainable Procurement guidance wherever applicable.

Buro Happold has developed a global Green Purchasing Policy that addresses our key supplies of paper, energy, electronic products and single-use plastic. We are developing our sub-consultant procurement process to include more specific questions about sustainable and fair principles.

Maintain a global days payable outstanding time of 45 days.

For period 1 November 2019 to 30 April 2020 in UKAverage time taken to pay invoices: 33 daysInvoices paid within 30 days: 53% in 31 to 60 days: 40% in 61 days or more: 7%

Global systems to monitor invoice payment are still in development.

Targets Progress

Future targets Comments

GRI 307 — Environmental Compliance GRI 308 — Supplier Environment Assessment GRI 401 — Employment GRI 408 — Child Labour GRI 409 — Forced or Compulsory Labour

INTERNATIONAL LIVING FUTURE INSTITUTES™ JUST™ LABEL. USA

Buro Happold North America received the International Living Future Institutes™ JUST™ label, a significant milestone for the overall wellbeing of our North American practice. The programme gives our firm the opportunity to become a more socially just practice by putting a score on our activities, such as employee wellbeing, by tracking our financial donations and contributions, and measuring our level of community involvement. Acting almost like a report card, our office recently scored highly on the JUST rating system.

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Buro Happold in Hong Kong has created a sustainability committee that focuses on both the sustainability services we can offer to clients and improving the impact of our own operations. We are developing a service to help clients reduce operational energy and their carbon footprint and are working towards Fitwell certification for our own office. In order to provide a Covid-safe working environment, we are adopting a list of mitigation measures, including provision of hand sanitisers and facemasks, maintenance of social distancing, installation of plastic barrier between work desks, body temperature checks, regular cleaning of filters of the air handling units, and indoor biophilia design. In addition, our regional director, Robert Gordon, is Chairman of the Lighthouse Club. This charity promotes construction industry safety while providing poverty alleviation and educational support to employees to avoid fatalities, injuries and illness. In 2020, Mechanical Engineer Kathy Wong qualified as LEED AP and WELL AP while Associate Jason Tse — Sustainability and Building Physics — qualified as WELL AP and WELL Faculty. This has empowered our team in the sustainability services offer within the region.

15. Region

Asia

Example projects

Spring City 66, Kunming, China Successfully awarded two LEED Gold certificates to office tower and shopping mall by achieving 14.6% and 13.6% energy saving respectively. The sustainability strategies adopted in the project included 100% reduction in potable water use via a rainwater and greywater recycling system, use of high-efficiency chiller (COP>5.6), LED lighting system, diversion of construction waste from landfill by 80%+ and CO-controlled ventilation in basement carpark.

Hong Kong-Zhuhai-Macao Bridge Hong Kong Boundary Crossing Facilities Successfully awarded two BEAM Plus Platinum certificates to the fire station and police base, as well as a BEAM Plus Gold certificate to C&ED Inbound Cargo Examination Building. A variety of sustainability features have been adopted in the project, which includes optimised facade design, sensor-controlled lighting systems and high efficiency water-cooled centrifugal chillers.

Wan Chai Connect, Hong Kong Serving as a catalyst for regeneration, Wan Chai Connect provides a people-centric connectivity solution that delivers significant new public space with improved air quality. Buro Happold formed the Wan Chai Connect Design Group with other professionals such as Currie and Brown, DCMSTUDIOS Architects, Studio B, Executive Counsel and Knight Frank. The group conceptualised a progressive idea to develop 55,000m2 of state-of-the-art outdoor public spaceto make Wan Chai District a safe, enjoyable and smart walkway to “reconnect” north-south Wan Chai from the mountains to the harbour, and build an east-west promenade over Gloucester Road from the Arsenal Street Flyover to the China Resources Building.

Tencent Dachan Bay masterplanning Wind and solar performance in the masterplan design was successfully optimised by adopting Grasshopper computational techniques and computational fluid dynamics (CFD) technology, sustainable design suggestions such as building height profile, wind-friendly measures and building massing were integrated with the architectural design to enhance the outdoor microclimatic performance.

WAN CHAI CONNECT Hong Kong

Billed as Hong Kong’s equivalent of the New York High Line, Wan Chai Connect is a vision for the future.

Jason Tse Associate, Sustainability

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Our teams in Germany, Warsaw and Copenhagen have been advising organisations and businesses on how to implement the highest standards of sustainability principles to a wide variety of projects that includes both buildings and urban development. Within our Berlin office, we have an enthusiastic group of young engineers that are considering ways in which we can continually improve the impact of our own operations on the environment.

Happold Ingenieurbüro Gmbh recently joined the “Phase Nachhaltigkeit” (Phase Sustainability) initiative to transform the current planning and building culture to make sustainable building the new normal. The initiative is comprises architects and planners, as well as Buro Happold, who are committing themselves to promote the most important sustainability issues in their discussions with clients.

Sustainable design is a bedrock of our work in India. This takes many forms, from reducing demand for potable water by working with architectural teams and clients to selecting low flow fixtures. By incorporating sewage treatment plants in our designs to reusing as much water as possible on site. By developing skills within India for estimating and quantifying the need for solar panels. By using our software to create optimised design solutions. We have embraced digital technology and staff training to help reduce our need for physical prints. Overall, we can combine these elements to create highly efficient MEP distributions within buildings, thereby leading to less material used and cost-efficient designs. We keep in close contact with our other offices to share knowledge. This has created situations where we can add value to project bids by our international teams by bringing local context and experience to the fore. Our designs

are now focused on the need to reduce the embodied carbon with our design. Our engineers have worked internally to create an embodied carbon calculator tailored to the Indian market. This is allowing our engineers to quantify the embodied carbon saving based on different design options.

We are currently in the process of designing our new office in Mumbai. As part of this process, we have adopted a core challenge of reusing as much material from our existing office as possible. By doing this we hope to limit the environmental impact of the move by reusing and repurposing existing lighting, cabling, ducting etc. We are further exploring how best we can utilise desks and seating to take advantage of the floors natural daylighting. We are also exploring the additional of real time data logger to understand how we use energy throughout the year.

Europe

India

Example projects

Dynamic Masterplan Multimobile for Patrick-Henry-Village (PHV), Heidelberg, Germany A multi-use brown field development that reduces car parking needs and incorporates new and shared mobility offers.

Well Certification in Warsaw office

Example projects

The World Towers, Mumbai Water and energy efficient design measures included the use of 100% waste water treatment and recycling (Net Zero Discharge), solar water heating, situating meter rooms on each floor to reduce voltage drop, high level transformers, a gravity fed water supply system, rainwater harvesting and using building structural steel for lightening protection.

Siemens Competition Bangalore Our Structural teams worked with Gensler to develop a waffle slab principle to reduce the embodied carbon of the slab by 30%.

Plot B, Thane, Mumbai Our engineers created model using parametric design tools to predict the Solar PV yield on the building.

Thomas Kraubitz Associate Director

Sean Mooney Director — Building Services

Amit Deshmukh Group Director — Building Services

Abhijeet Kulkarni Country Director — Structures

OUR WARSAW OFFICE ACHIEVES WELL CERTIFIED™ GOLD

This prestigious honour, the first to be awarded to any project in Poland, was given to the building for meeting the IWBI’s WELL Building Standard™. The standard focuses on improving the health and wellness of people in the buildings where we live, work and play.

THE WORLD TOWERS Mumbai, India

Buro Happold’s design team incorporated innovative sustainable solutions that exceed services usually seen in Indian construction.

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Buro Happold’s presence in the Middle East includes offices and projects in UAE and Saudi Arabia. Additional projects across the region, include Kuwait, Qatar and Oman. The main regional activities involve strategic consulting in Saudi Arabia (via the Cities team), MEP consulting in Saudi Arabia, in addition to structural, MEP and specialist design, and construction site supervision services in UAE. Current sustainability projects in the region include sustainable master planning, net zero energy buildings, green building rating system in the design and construction stages, energy and thermal comfort modelling, MEP systems commissioning and post-occupancy advisory services. Recent multidiscipline sustainability projects include aspirational net zero energy and net zero water building design and construction (Expo2020 Sustainability Pavilion, Dubai, UAE), and city-level outdoor thermal comfort improvement design (pilot project).

We are a Gold Leaf Member of the UK Green Building Council, which means that we are an active partner in their Advancing Net Zero programme to drive the transition to a greener built environment. We have also been active through the Happold Foundation in helping the UK engineering institutions to set up the climate emergency declarations in 2019. We have been developing our own project processes to ensure that we have a focus on both the embodied carbon and operational carbon of our projects, as well as considering all the other relevant elements of the environment. We moved to a more energy efficient office in Leeds in mid-2019 and have been replacing our lighting in our London offices with LED lighting in collaboration with our landlord.

Middle East

United Kingdom

Farah Naz Head of Innovation — Sustainability

Duncan Price Partner

Nandan Tavkar Senior Sustainability Consultant

Example projects

Sustainability Pavilion at the Expo 2020 Dubai The Sustainability Pavilion is one of three thematic pavilions (Opportunity, Mobility, and Sustainability) at Dubai Expo2020, presenting the opportunity to deliver an aspirational message about the natural world, ecology and technology to a global audience.

Bee’ah HQ, Emirate of Sharjah, UAE For Bee’ah, a leading environmental management company based in Sharjah, UAE, it was important that their new headquarters should epitomise sustainability through all aspects of its construction, and subsequent operations. Buro Happold has helped Bee’ah to integrate this ideology into the formation of the headquarters.

Example projects

Delivery Net Zero Carbon Buro Happold is at the forefront of driving the net zero carbon agenda. Committed to developing and sharing knowledge of this critical issue across engineering and construction, we were among the first signatories to the World Green Building Council Net Zero Carbon Buildings Declaration.

UCL 22 Gordon Street, London, UK The £22 million refurbishment and extension to University College London’s (UCL) 22 Gordon Street (formally known as Wates House) provides a BREEAM ‘Excellent’ building for the prestigious Bartlett School of Architecture. A 60% reduction in energy per m2 and 33% reduction overall was achieved, with floor area increasing by 40%. The project won CIBSE Building Performance Project of the Year — Retrofit 2020.

Buro Happold, Leeds Office Relocating our Leeds office saw a 51% reduction in electricity use and 26% reduction per m2 during 2019 to 2020.

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UCL 22 GORDON STREET London, UK

A BREEAM ‘Excellent’ building for the prestigious Bartlett School of Architecture.

BEE’AH HEADQUARTERS Emirate of Sharjah, UAE

The team incorporated as many ecologically efficient and sustainable solutions as feasible into the materials used.

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United States David Herd Managing Partner

Example projects

Santa Monica City Hall East, CA Buro Happold provided integrated engineering and consulting services to ensure the new office building meets the Living Building Challenge™ criteria — the world’s most stringent green building rating system.

Los Angeles Countywide Sustainability Plan, CA

The Tower at PNC Plaza, Pittsburgh, PA

201 Hampden Street CLT Project, Boston

Buro Happold in North America is involved in some of the most sustainably innovative projects, ranging in scale from single buildings up to entire regions. We recently completed Santa Monica City Hall East, which is on track for Living Building Challenge certification. This building was named one of the world’s most sustainable municipal buildings in Green Building & Design magazine as well as “One of America’s Greenest City Hall Buildings” in Architectural Digest. Buro Happold led the team that compiled the first ever Countywide Sustainability Plan for Los Angeles — a plan that encompassed more than 10 million residents. Among other successes is the Tower at PNC Plaza in Pittsburgh, which exceeds LEED Platinum as one of the world’s greenest office buildings. We are also providing structural engineering services at 201 Hampden Street, a new carbon neutral, cross-laminated timber residential building in Boston which will be designed to Passive House standards and aim for net zero carbon emissions.

LOS ANGELES COUNTYWIDE SUSTAINABILITY PLAN Los Angeles, USA

Buro Happold led a multidisciplinary team to develop a regional sustainability plan to create a resilient, inclusive, equitable and sustainable county.

201 HAMPDEN STREET CLT PROJECT Boston, USA

Buro Happold is leading the structural engineering on a new carbon neutral, cross-laminated timber (CLT) residential building at 201 Hampden Street in Boston.

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Buro Happold was exceptional to work with for the City’s Living Building Challenge office project. From their wealth of international innovation experience to their collaborative approach to solving complex design and governance issues, we were grateful to have Buro Happold on the team. The building will push the industry 20 years forward and Buro Happold deserves all the credit in the world for making it happen.”Joel Cesare, previous Project Manager, City of Santa Monica

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16. Description and disclosures

9. External initiatives During the year 2019-20, Buro Happold contributed £249,000 (2018-19: £240,000) to the Happold Foundation, a UK registered charity. The Happold Foundation is a charity registered for the promotion of education, research and training in the fields applicable to the construction industry, engineering, design, technology and architecture.

The Happold Foundation is the primary route for financially supporting CSR projects. Buro Happold also supports other initiatives such as Engineering programmes through visiting lecturers and visiting professors in most of our operational locations as well as ground-breaking research and sponsoring public lectures. Buro Happold runs a global Share Our Skills Programme where we provide free input into good CSR projects.

10. Membership of associations Buro Happold is a member of many associations, either organisationally or individually. However, some of the main memberships include:

Association of Consultants and Engineering (ACE)

UK Green Building Council — Gold Leaf members

American Institute of Architects (AIA) 2030 Challenge

Confederation of British Industry (CBI)

London First Aldersgate Group

11. Ethics & integrity Buro Happold issued a new Code of Conduct in May 2019 setting out the standards of behaviour expected of global employees which they are all required to electronically sign. The purpose of the Code of Conduct is to clarify the standards of individual and collective behaviour that all staff are required to adhere to across all our global locations. This is supported by other related standalone policies such as Anti-Bribery, Anti-Fraud, Speak Up (Whistleblowing), Diversity and Equal Opportunities, Health and Safety, Quality Policy, Gifts & Hospitality Policy and Modern Slavery which considers the ethics that underpin our relationships with suppliers and external organisations.

To comply with Indian law, Buro Happold publishes a Corporate Social Responsibility Statement on its external website.

Buro Happold has an established Speak Up (Whistleblowing) Policy which sets out the internal mechanism for staff to disclose or expose information which relates to suspected wrongdoing or dangers at work. The aim of the Speak Up Policy is to enable the reporting, investigating and remedying any wrongdoing.

12. Governance structure Buro Happold is governed by a statutory Board at holding company level with management of the practice carried out by the Global Executive. The Global Executive is advised by a Global Strategy Group.

The Global Executive delegates commercial decisions on bidding for new projects to a Credit and Commercial Executive (CCX). Each of the seven regions or business units has a Regional Board that reports to the Global Executive.

1. Name of organisationHappold LLP

2. Activities, brands, services and scale

Happold LLP, known as “Buro Happold”, is an international, integrated engineering consultancy operating in 25 locations worldwide with over 50 Partners and over 1,970 employees. For over 40 years Buro Happold has been building a reputation for delivering creative, value-led building and city solutions for an ever-changing world. The principal activity of the Buro Happold group is that of consulting engineers providing professional, integrated design and advisory services to clients that include the property and construction sectors, city administrations and campus portfolio owners. The principal activity of Happold LLP is providing management services to companies in the Buro Happold group.

3. Location of headquarters Camden Mill, Lower Bristol Road, Bath UK BA2 3DQ.

4. Location of operations We operate in 25 global locations and internally this is delivered via six geographic business units: United Kingdom; Europe; United States, Middle East, India and Asia. A seventh business unit, Cities, spans multiple locations and consists of 7 specialisms — Bridges, Consulting, Energy Consultancy,

Environment, Infrastructure, Transport and Water. Buro Happold has an established multi-sector client portfolio across Culture, Sport, Commercial and Urban Development which has expanded in recent years to include the sectors of Science and Technology, Air and Rail and Education.

5. Ownership and legal form Happold LLP is the ultimate parent company of Buro Happold Engineers Ltd (non-trading) and Buro Happold Limited, which is the main UK trading company. In addition to these companies there are a total of 15 corporate trading entities in the various foreign jurisdictions that Buro Happold operate in, all of which are wholly owned subsidiaries of Buro Happold Engineers Limited.

Happold Limited LLP has approximately 60 Members and is incorporated under in England and Wales and registered at Companies House (LLP Number: OC331879). The LLP is controlled by its members as delegated to the management team, and as such there is no one controlling party. In terms of identifying Persons of Significant Control (PSC) currently none of the members of Happold LLP hold more than 5% of the shares in Happold LLP and therefore no member qualifies as a PSC.

6. Markets servedOur geographic markets generally include countries in the same areas as our operational locations.

Buro Happold has an established multi-sector client portfolio across Culture, Sport, Commercial and Urban Development which has expanded in recent years to include the sectors of Science and Technology, Air and Rail and Education.

7. Supply chainBuro Happold’ s supply chain primarily comprises professional infrastructure consultancy providers, acting as sub-consultants. The types of infrastructure sub-consultants Buro Happold typically engages include architects; surveyors; geotechnical or environmental consultants; IT consultants; economic/financial consultants; acoustic; lighting or security consultants as well as BIM suppliers. As a professional service organisation, the risks associated with slavery and human trafficking are objectively low.

Buro Happold also directly engages suppliers of services for our offices, such as facilities management, travel, insurance and office equipment.

8. Precautionary principle of approach

We apply the precautionary principle in our own activities to protect our employees and the environment as part of our Health, Safety and Environmental management system. We also apply the precautionary principle in all our design work by promoting sustainable solutions that address all the key issues raised by climate change.

ORGANISATIONAL PROFILE

This section relates most closely to:GRI 101 — Foundation GRI 102 — General Disclosures GRI 103 — Management Approach GRI 202 — Market Presence

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17. Goals and standards alignment

These tables describe how Buro Happold is addressing the named standards in principle in this report. We acknowledge that, in many cases, we are not yet addressing the specific requirements of each standard.

GLOBAL REPORTING INITIATIVE

GRI 100 Universal Standards Buro Happold Global Sustainability Report

GRI 101 Foundation Description and DisclosuresGRI 102 General Disclosures Description and DisclosuresGRI 103 Management Approach Description and Disclosures

GRI 200 Economic

GRI 201 Economic Performance Economic PerformanceGRI 202 Market Presence Description and Disclosures (and Annual Report)GRI 203 Indirect Economic Impacts Community InvolvementGRI 204 Procurement Practices Fair Practice and ProcurementGRI 205 Anti-corruption Fair Practice and ProcurementGRI 206 Anti-competitive Behaviour Fair Practice and Procurement

GRI 300 Environmental

GRI 301 Materials Materials and WasteGRI 302 Energy Energy and CarbonGRI 303 Water and Effluents Clean Water and SanitationGRI 304 Biodiversity BiodiversityGRI 305 Emissions Energy and Carbon Travel and TransportGRI 306 Effluents and Waste Materials and WasteGRI 307 Environmental Compliance Fair Practice and ProcurementGRI 308 Supplier Environmental Assessment Fair Practice and Procurement

GRI 400 Social

GRI 401 Employment Fair Practice and ProcurementGRI 402 Labour Management Relations Inclusivity, Equality and DiversityGRI 403 Occupational Health and Safety Health and WellbeingGRI 404 Training and Education Training and EducationGRI 405 Diversity and Equal Opportunity Inclusivity, Equality and DiversityGRI 406 Non-discrimination Inclusivity, Equality and DiversityGRI 407 Freedom of Association and Collective Bargaining Not addressed – not applicableGRI 408 Child Labour Fair Practice and ProcurementGRI 409 Forced or Compulsory Labour Fair Practice and ProcurementGRI 410 Security Practices Not addressed – not applicableGRI 411 Rights of Indigenous Peoples Community InvolvementGRI 412 Human Rights Assessment Not addressed – not applicableGRI 413 Local Communities Community InvolvementGRI 414 Supplier Social Assessment Not addressed – not applicableGRI 415 Public Policy Not addressed – not applicableGRI 416 Customer Health and Safety Health and WellbeingGRI 417 Marketing and Labelling Not addressed – not applicableGRI 418 Customer Privacy Not addressed – not applicableGRI 419 Socioeconomic Compliance Not addressed – not applicable

UNITED NATIONS SUSTAINABLE DEVELOPMENT GOALS

Goals Buro Happold Global Sustainability Report

SDG1 No Poverty Inclusivity, Equality and DiversitySDG2 End Hunger Community InvolvementSDG3 Good Health and Wellbeing Health and WellbeingSDG4 Quality Education Training and EducationSDG5 Gender Equality Inclusivity, Equality and DiversitySDG6 Clean Water and Sanitation Clean Water and SanitationSDG7 Affordable and Clean Energy Energy and CarbonSDG8 Decent Work and Economic Growth Fair Practice and ProcurementSDG9 Industry, Innovation and Infrastructure Energy and CarbonSDG10 Reduced Inequalities Inclusivity, Equality and DiversitySDG11 Sustainable Cities and Communities Health and Wellbeing Community Involvement Materials and Waste Travel and TransportSDG12 Responsible Consumption and Production Materials and Waste SDG13 Climate Action Climate ActionSDG14 Life Below Water BiodiversitySDG15 Life on Land BiodiversitySDG16 Peace, Justice and Strong Institutions Fair Practice and Procurement Community InvolvementdisripSDG17 Partnerships for the Goals Community Involvement

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18. List of contributors

ASIA

Robert GORDON

Jason TSE

EUROPE

Thomas KRAUBITZ

Tobias LOTZ

Nino NOTZ

INDIA

Amit DESHMUKH

Abhijeet KULKARNI

Sean MOONEY

MIDDLE EAST

Farah NAZ

Nandan TAVKAR

UNITED KINGDOM

Fergus ANDERSON

Anne CHRISTIE

Mike COOK

Grace COOPER

Georgina CHAMBERLAIN

Mark DOWSON

Rodoula GREGORIOU

Gill HORWOOD

Tim LA TOUCHE

Gwynn MCRANOR

Lucy MILLER

Sarah MOSLEMI ZADEH

Duncan PRICE

Shalina RAMSAHA

Jenny ROSS

Maria SMITH

Felix SUMMERS

Vicky THORBURN

UNITED STATES

Jodi CHRISTOPHER

Heidi CREIGHTON

Deborah ELIAS

Joyce ENGEBRETSEN

Kathleen HETRICK

Julie JANISKI

— Neil Squibbs CEO

We will always strive to deliver solutions with a sense of economy for our planet and its resources.

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Tim La Touche Global Quality Environment Manager

tim.latouche@burohappold.com

Duncan Price Partner, Sustainability & Climate Change

duncan.price@burohappold.com

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