2013 Global Sustainability Report - WSP · Photo by Nick Gilmour of Parsons Brinckerhoff....

Building Sustainable Momentum

2013 Global Sustainabi l i t y Report

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Cover photo: The North Esk Reservoir in Midlothian, Scotland, which was inspected by Parsons Brinckerhoff. The reservoir supplies the small town of Carlops at the foot of the Pentland Hills. Photo by Nick Gilmour of Parsons Brinckerhoff.

INTRODUCTION

Message from the CEO ...................................................................................................... 4

2013 Sustainability Performance Highlights .................................................................... 5

Who We Are ........................................................................................................................ 6

Creating a Better Future, Today ......................................................................................... 8

Global Sustainability Council and Program ..................................................................... 9

A Conversation with George J. Pierson ........................................................................... 10

OUR ACHIEVEMENTS

Sustainability Projects ........................................................................................................ 14

Operations ........................................................................................................................... 16

Awards and Recognition .................................................................................................... 16

OUR PERFORMANCE

Strengthening Client Relationships .................................................................................. 24

Creating a Competitive Advantage ................................................................................... 25

Engaging Employees ......................................................................................................... 26

Embedding Sustainability in Our Culture ......................................................................... 27

OUR COMMUNITIES

Promoting a Diverse Workforce ........................................................................................ 32

Adding Value Locally .......................................................................................................... 33

Working with Communities ............................................................................................... 34

Reducing Emissions and Energy Use ............................................................................... 36

Using Resources Efficiently ............................................................................................... 37

Protecting and Restoring Natural Systems ...................................................................... 38

OUR APPROACH

Report Context .................................................................................................................... 42

Our Sustainability Framework ........................................................................................... 42

Scope ................................................................................................................................... 44

APPENDIX

GRI Index ............................................................................................................................. 48

Glossary .............................................................................................................................. 59

Table of Contents

Cover photo: The North Esk Reservoir in Midlothian, Scotland, which was inspected by Parsons Brinckerhoff. The reservoir supplies the small town of Carlops at the foot of the Pentland Hills. Photo by Nick Gilmour of Parsons Brinckerhoff.

Table of Contents

2 PARSONS BRINCKERHOFF SUSTAINABILITY REPORT 2013 3

INTRODUCTION

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Parsons Brinckerhoff’s Manuel Garcia downloads hydrologic data from a submerged data logger as part of the Central Florida Water Initiative.


Broad consensus has emerged that integrating sustainability into business is one of the key challenges facing companies today. At Parsons Brinckerhoff, we see sustainability as our ultimate goal, and we believe it is important to continuously measure our progress toward that goal. Our annual sustainability report is an important part of that effort.

We recognize that to best serve our clients, sustainability must be integral to our work with clients as well as our internal operations. Certainly we believe sustainability is “the right thing to do,” but we also acknowledge that demonstrating our commitment and our competence with respect to sustainability is critical in winning work, maximizing efficiency, and generating profits.

Our tradition of technical excellence underpins our sustainability agenda. We believe technical innovation and sustainability to be intrinsically linked, and we draw on a 129-year record of innovation that continues today with our work to plan, design, and manage the construction of infrastructure that meets social and economic objectives while conserving the natural world.

Above all we believe that sustainability cannot be compartmentalized within our organization or treated as secondary to our mission; rather, it must be integral to our raison d’être. That belief is reflected in our vision statement,

which defines what we do and how we achieve success:

We inspire the world’s best teams to create innovative solutions for physical assets that enhance our communities for future generations.

We are confident that with these words as our guide, and with ongoing assessments of our progress against our goals, we will continue to advance our

commitment to sustainability.

George J. Pierson President and Chief Executive Officer

Parsons Brinckerhoff

INTRODUCTIONMessage from the CEO

2013 Sustainability Performance HighlightsAt Parsons Brinckerhoff we are creating a better world through infrastructure design solutions. Our 2013 Global Sustainability Report explains how we’re making this happen through the integration of environmental and social aspects into our business strategy.

52% - Recycled content in purchased paper as % of total weight consumed.

4,700– Number of hours logged by employees participating in sustainability-related training courses through PBU, our internal corporate learning program.

HEALTHY COMMUNITIES

ENVIRONMENTAL LIMITSBUSIN

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87% – Percentage of offi ces in Parsons Brinckerhoff’s US operations that have an active Green Team driving improvement in our internal environmental performance.

28% – Percentage of leased offi ce space in the US that is certifi ed to the US Green Building Council’s LEED program.

2,360 – Number of volunteering hours donated by staff in our Hong Kong and Guangzhou offi ces.

98% – Portion of our UK operating company’s project-related spending that was with local suppliers.

652 – Number of our employees holding a sustainability-related credential in 2013, such as LEED, BREEAM, and Green Mark (Singapore).

$113,792,559 – Amount of revenue identifi ed as having come from the delivery of a sustainability-related service to our clients.

$116,327 – Amount of employee donations matched by PB Foundation in the US to support disaster relief and charitable initiatives.

49 – Number of students in the Parsons Brinckerhoff-supported Engineering Success Alliance, a program at Bucknell University in the US that provides mentoring and tutoring for promising students from under-resourced schools to help them succeed in an engineering curriculum.

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Who We Are

14,800professionals

150

offices worldwide

LEGEND

Office location and global headquarters

Office location and regional headquarters

Office location

Market Region Buildings MiningPlanning and Environment

Power and Energy Transportation Water

United StatesGlobal HQ: New York • • • • •

CanadaRegional HQ: Toronto • •

UK/EuropeRegional HQ: London, England • • • • •

AfricaRegional HQ: Johannesburg, South Africa • • •

Middle EastRegional HQ: Dubai, UAE • • • •Australia/New Zealand

Regional HQ: Sydney, Australia • • • • • •Asia

Regional HQ: Hong Kong, China • • • • • •

Founded in 1885 in New York City, Parsons Brinckerhoff is a global consulting firm with approximately 14,800 professionals in 150 offices around the world. As an integrated part of our global community, we are committed to providing infrastructure and services that underpin sustainable and livable communities. We work with public and private sector clients to plan, develop, design, construct, operate, and maintain critical infrastructure. With a strong commitment to technical excellence, a diverse workforce, and service to our

clients, we are currently at work on thousands of infrastructure projects throughout the world. These range from the mega-projects that define an entire region to smaller, more local projects that keep a community humming. We offer skills and resources in strategic consulting, planning, engineering, program management, construction management, and operations and maintenance. We work in all infrastructure sectors, including transportation, power, energy, community development, water, mining, and environmental services.

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How We Achieve SuccessOur vision is driven forward by our set of core values, which define how we achieve success:

Global Sustainability Council and ProgramSustainability across the company is co-ordinated by our Global Sustainability Council. Reporting to the Director of Corporate Development, the Council is responsible for setting a shared direction for the company’s sustainability initiative through the Global Sustainability Program. The Program comprises a set of core Key Performance Indicators (KPIs) against which all operating companies (OpCos) set targets and report. Recognizing the various geographic regions in which we operate, the Global Sustainability Program enables OpCos to set additional KPIs relevant to the needs of their clients, regulatory frameworks, and maturity of sustainability markets. KPIs cover operations and services.

The Council also prepares shared resources and training materials, enables exchange of technical tools and models, provides a means for collaboration, and undertakes global programs to improve the sustainability performance of the company.

Creating a Better Future, TodayWe are committed to improving the long-term well-being of communities and the success of our clients. To achieve this we will focus on three principles:

• Offer leading-edge technologies through our culture of collaboration and knowledge sharing

• Inspire our employees to break through the status quo by exploring “What if…?” scenarios

• Sustain success by measuring and improving the social, environmental, and financial performance of our services and operations

Parsons Brinckerhoff’s global team is united by a common vision:

What We DoWe always do what’s right.

INTEGRITY

TEAMWORKWe are better together; we partner with our clients and care for our colleagues.

EXCELLENCEWe share knowledge to solve difficult challenges.

RESPECTWe understand and accept our responsibility to each other, to our community, and to our environment.

the world’s best teams to

INSPIRE

CREATEinnovate solutions for physical assets that

ENHANCEour communities for future generations.

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A Conversation with George J. Pierson

George J. Pierson, President and Chief Executive Officer of Parsons Brinckerhoff, answers questions about the firm’s approach to sustainability

GJP: People worldwide want infrastructure that meets basic human needs and improves their quality of life. We need to deliver this, but in a way that is mindful of the needs of future generations, and which conserves the natural systems and resources that make human life possible. At the same time, many public agencies are operating in an environment of diminished resources, with decreased tax revenues and stringent demands for accountability, even as the need for new and rehabilitated infrastructure is undeniably urgent. For Parsons Brinckerhoff this means that we must help our clients to develop infrastructure that is cost-effective, uses resources wisely, and develops innovative and collaborative approaches to solving problems and delivering sustainable solutions.

GJP: We made good progress on a number of sustainability-related initiatives in 2013, but it’s important to acknowledge that in some cases we have more to do to achieve our goals. Of course we remain focused on continuous improvement.

A significant achievement was the completion of our first company-wide GHG inventory. However, in completing it we were unable to include data from most of our leased offices’ portfolios in the US because our landlords could not provide the necessary data. This required us to estimate some of the data, which diminished the overall quality and accuracy of the inventory. Going forward we will redouble our efforts to include more and better data on the GHG emissions of our US offices.

In October 2013 our Global Sustainability Council finalized the Key Performance Indicators that will govern our sustainability reporting in 2014 and beyond. We now have a set of guidelines against which our operating companies are expected to report, and that helps us gauge progress against our sustainability goals and where we need to improve or take corrective action.

We are advancing our internal sustainability agenda through an ongoing effort to “green” the operations of our offices. In 2013, we began a renovation of our corporate headquarters in New York that is expected to earn LEED Silver certification. Our new shared services center in Lancaster County, Pennsylvania, which opened in March 2013, is a model of sustainability-minded office design, with energy-efficient appliances and fixtures, ample daylight for employees, extensive use of recycled materials, and a fitness center and bike rack.

GJP: In many of the regions in which we operate, aging infrastructure—and the challenge of securing funding to rehabilitate it—is a significant issue. For instance, the American Society of Civil Engineers gives US infrastructure a “grade” of D+ and estimates that $3.6 trillion of investment will be needed by 2020, with an anticipated funding shortfall of $1.6 trillion. The challenge for Parsons Brinckerhoff is to develop infrastructure that meets client objectives while working within budget parameters.

The funding constraints faced by public agencies have resulted in a trend toward alternative project delivery, such as public-private partnerships (P3). We have responded to the increased interest in P3 and other forms of alternative project delivery by assembling an experienced alternative delivery leadership team and charging it with strengthening our capability to pursue, win, and execute projects under any form of project delivery.

Increasingly, new infrastructure needs to be designed to meet stringent restrictions on emissions of carbon dioxide and other greenhouse gases (GHG). Some jurisdictions, such as the UK, require detailed reporting on the GHG emissions of major companies. We must respond to these demands with creative strategies for reducing the impact of greenhouse gases GHG, with the realization that these reductions will enhance economic competitiveness in the long term.

In some regions there is an expectation that social value will be accrued directly from government expenditure, whether this is through local procurement, providing training and skills, supporting disadvantaged communities, or local employment opportunities. This is an important part of what we do, whether through work experience programs in the UK, reparations work with Indigenous communities in Australia, or assisting local contractors in the Middle East.

How did the company fare in achieving its sustainability objectives in 2013?

Q: What broad trends do you see affecting the global market place?

Q: Why does sustainability matter to Parsons Brinckerhoff?

Q:

GJP: During 2013 we took steps to join the Institute for Sustainable Infrastructure (ISI) as a charter member, and our membership was formalized in January 2014. Founded by the American Society of Civil Engineers, the American Public Works Association, and the American Council of Engineering Companies, ISI is the leading organization in the United States in recognizing achievements in the application of sustainability principles and practices to all forms of civil infrastructure.

As part of our membership in ISI, we have adopted a goal of certifying 100 of our employees in ISI’s Envision™ program, a broad-based training and rating effort designed to provide a basis for evaluating all phases of the infrastructure development process from a sustainability perspective. Envision™ promises to be a widely recognized sustainability rating system for infrastructure in the US, and our participation in ISI is a logical extension of our corporate commitment to sustainability.

We work with a wide range of international standards for buildings and civil engineering projects – BREEAM, LEED, and Green Star are a few examples. These are important to our clients as they enable external benchmarking of the assets they commission or purchase and demonstrate a commitment to sustainability. Increasingly these standards are also of interest to investors as they demonstrate asset performance and resilience.

Are international standards important for the company going forward?Q:

GJP: Our overarching goal is to deliver economic, social, and environmental benefits to our clients and their stakeholders on every project on which we work. By developing a clear understanding of our client’s sustainability objectives at the outset of a project, and drawing on our technical expertise to embed sustainability in our approach to project delivery, we will realize this vision. This won’t happen overnight; we see sustainability as a continuous improvement process that leverages our technical expertise and involves partnerships with our clients.

Sustainability is intrinsically linked with innovation. Our “What If?” initiative—which seeks to spark our employees’ creativity and desire to innovate—is a critical part of our strategy to meet our clients’ expectations for leading-edge solutions to the sustainability issues they face. Our internal fellowships, and our sponsorship of university research, are important parts of the development of new knowledge and tools.

Internally, we will continue to look at improving the efficiency of our offices, accelerating the transfer of learning, maximizing the social value of our operations, and reducing our overall carbon footprint. The Global Sustainability Council is tasked with updating our performance indicators and targets to shape 2020 performance, supporting our various regions to improve their technical and operational practices, and reporting our progress internally and externally. These activities will lay the foundation for meeting the expectations of our clients, staff, and the public with respect to sustainability. Those expectations will continue to increase over time, and our performance must do the same.

What do you see as the company’s strategic priorities for sustainability, longer term and over the next three to five years?Q:

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OUR ACHIEVEMENTS

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The Evergreen Brick Works in Toronto, for which Halsall Associates provided structural engineering and sustainability consulting services. Photo ©Tom Arban.


We follow the triple bottom line model of sustainability, always seeking economic and social benefits while improving or at least minimizing or mitigating damage to the natural environment.

The following section highlights projects, operational initiatives, and community engagement activities that demonstrate this triple bottom line philosophy.

Sustainability ProjectsThe following projects were nom- inated for the inaugural Parsons Brinckerhoff Global Sustainability Project of the Year Award.

Ordsall Chord As environmental and sustainabil-ity consultant to Network Rail, Parsons Brinckerhoff was called on

to deliver a low-carbon design for the Ordsall Chord, a key element in the UK’s Northern Hub rail capacity improvement project. Parsons Brinckerhoff developed a methodology to identify, quantify, and reduce CO2 emissions from multiple design options, and ana-lyzed design attributes such as the volume of construction materials needed, and whether curved ver-sus straight tracks had a greater carbon impact. The project team explored further opportunities to reduce carbon across the project life cycle, including specifying low-carbon materials in procure-ment, using contractual conditions to promote low-carbon design, and encouraging frequent re-views of design standards. Future Network Rail projects will be able to use the outcome of the Ordsall Chord project as a baseline from which potential carbon reduction opportunities can be identified.

HOOPP Sustainability Improvements

Loop Initiatives, Parsons Brinckerhoff’s sustainability management consulting group, worked with the Healthcare of Ontario Pension Plan (HOOPP) to drive energy, carbon, water, and waste efficiency improvements at more than 170 properties in the institutional investor’s real estate portfolio.

Loop developed tools and performance scorecards to enable property and portfolio managers to evaluate their sites and determine appropriate reduction targets for energy, carbon, water, and waste. Loop also developed the Leadership in Environmental Advancement Program (a.k.a LEAP) Awards to enable HOOPP to celebrate leaders within the portfolio and foster friendly competition. Building labelling

OUR ACHIEVEMENTS

was introduced to improve transparency by displaying energy and carbon performance in the public areas of office buildings.

Nassau County Redevelopment

Parsons Brinckerhoff partnered with Nassau County, Long Island, New York, to study urban revitalization and transit-oriented approaches that would support the development of sustainable communities in the vicinity of 21 Long Island Rail Road stations. Many of the communities were greatly affected by Superstorm Sandy in October 2012, and so sustainable growth that reduces the chances of future climate-related disasters was high on the list of stakeholder priorities. The project team developed an innovative selection process to identify three rail stations most suitable for transit-oriented development, a process that involved both municipal governments and community stakeholders. Criteria were created that evaluated the suitability of each station area for sustainable development.

Stakeholders are currently pursuing pilot projects that were developed for their communities.

Pearl Water City

As Shenyang, China, looks to boost economic growth, it hopes to do so in a sustainable way and serve as a leader to other municipalities in the country.

Parsons Brinckerhoff was commissioned by L’sea International Holdings Ltd. – a developer in partnership with the Shenyang local government – to engage in strategic research and conceptual planning for the 4.6-square-mile (12-square-kilometer) Pearl Water City District, located along the Puhe Ecological Corridor just west of Shenyang. This site along the Puhe River will serve as a model of urban-rural development for other cities in the region, and will contribute to the mitigation of the region’s existing pollution issues.

Parsons Brinckerhoff’s planning team delivered an overall development strategy for the region, a rural district composed mainly of farmland, lakes, and small villages, with the goal of urban-rural integration.

One key focus was water quality improvement. In the

conceptual plan, a branch of the Puhe River will be diverted through an artificial wetland to reduce existing sewage and contamination. Purified water will be returned to the Puhe River. Green corridors serve as boundaries between planned functional districts and act as migration passageways for wild animals. The new green corridors and existing farmland connect to provide an “ecological green basement” for the entire Pearl Water City. Each district is mixed-use and compact for high efficiency and long-term development. Existing farmland will also be developed into urban farms. These distinct “Pearl Villages” will include community facilities and will generate job opportunities in the agricultural and related service sectors for local residents.

To develop its conceptual plan, Parsons Brinckerhoff built an interdisciplinary team of regional consultants, urban planners, landscape designers, and transport planners to ensure a comprehensive approach to the development of the Pearl Water City, taking it beyond a conceptual plan to become a comprehensive study of the region and explore its potential for environmentally sensitive development.

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OperationsParsons Brinckerhoff is committed to reducing the environmental impact of our offices and adding value to the communities in which we work.

Environmental responsibility is implemented at Parsons Brinckerhoff offices through corporate initiatives as well as bottom-up, employee-led efforts. At the corporate-level, we have continued the rollout of managed print services to replace personal printers with shared printers. We are realizing reductions in energy and paper use, as well as e-waste generation, as a result. We are also working to redesign our offices with sustainability in mind.

Employee-led efforts include Green Teams in the US, Blueshoots teams in the UK and Middle East, and IRIS teams in Canada that are working to implement sustainability initiatives focused on waste reduction and energy efficiency. In the firm’s UK offices, the Blueshoots program provides an opportunity for staff to be involved in environmental initiatives. Under the program, office teams work with the UK Environmental Manager to develop and implement tailored

Environmental Action Plans to reduce energy and water use, encourage recycling, and minimize travel. The Blueshoots model was adopted in the Middle East region in 2013. The Blueshoots team there initiated Challenge 22 to encourage regional offices to set air conditioning no lower than 22°C (71°F) to reduce the firm’s carbon footprint.

Our employees are also active promoters of environmental responsibility outside the office in the communities in which we work. Some examples of these efforts in 2013 include:

Improving Natural Systems:

US Green Team volunteers cleaned up beaches and other natural areas, planted trees, and created food gardens during April in connection with Earth Day. For example, the Lansing, Michigan Green Team planted seeds for a Greater Lansing Food

Bank program; produce will go to community gardens and families in need.

Educating the Next Generation:

Stephanie Sprague, Supervising Environmental Planner, helped organize educational activities that introduced more than 170 first graders and upper-year “buddies” in Portland, Oregon, to wind energy production. In the Middle East, Tony Geara, Senior Traffic Engineer – Infrastructure, acted as an industry advisor to three students on a senior-year project at the Australian College of Kuwait.

Awards and RecognitionMany projects to which Parsons Brinckerhoff made significant contributions earned awards during 2013. In addition, Parsons Brinckerhoff employees were cited by various organizations for achievement in their fields. A representative sampling of these awards—which recognize general excellence and not necessarily sustainability—follows.

Projects

The New York State Society of Professional Engineers selected New York City’s No. 7 Subway Line Extension as its Construction Project of the Year. The $2.4 billion project extends the No. 7 Line subway 2.4 kilometers (1.5 miles) from its current terminus at Times Square to a new terminal station at West 34th Street and Eleventh Avenue, on Manhattan’s far west side. Parsons Brinckerhoff is the permanent works designer of the No. 7 Line Extension.

The Airport Link, Northern Busway, and Airport Roundabout Upgrade project in Brisbane received widespread industry recognition in 2013. Awards included: the Global Road Achievement Award for design; the Engineers Australia Award for Project Infrastructure over AUD $50 million; the Sir William Hudson Award at the Australian Engineering Excellence Awards; the Consult Australia Gold Safety in Design Award; and the Ground Engineering Award as International Project of the Year. A joint venture of Parsons Brinckerhoff and Arup provided design services for the project.

The East-West Interconnector, which links the electricity grid in Ireland with the UK, was voted the Best Engineering Project of the Year by the Irish public in an online vote conducted by Engineers Ireland. Acting as client representative on behalf of EirGrid plc, Parsons Brinckerhoff provided a range of engineering services during all phases of the work, from specification through commissioning.

Te Mihi Power Station, a 166-MW geothermal plant undergoing commissioning on New Zealand’s North Island, was the recipient of Power magazine’s Marmaduke Award, which recognizes power

projects that use innovative methods to solve technical problems. Contact Energy Ltd., which owns and operates both plants, engaged a joint venture that includes Parsons Brinckerhoff to provide engineering, procurement, and construction services for the Te Mihi project.

Parsons Brinckerhoff, along with the States of Jersey, was honored at the Brownfield Briefing Awards for the Millennium Town Park project, which involved building a neighborhood park on the site of a former town gasworks in Jersey, part of the British Isles. The project won the award for Best Building or Redevelopment on a Brownfield Site and was Highly Commended in the category of Best Public Participation Project. The project was also a winner in the urban green space category at the Local Government News Street Design Awards, given to local authorities investing in new green spaces or refurbishing existing parks and open spaces.

A design team that included Halsall Associates received a Congress for New Urbanism Charter Award for its work at Evergreen Brick Works in Toronto. Halsall provided structural engineering and sustainability consulting services for the multidisciplinary team, which transformed an abandoned industrial site in Toronto’s Don Valley into an environmentally themed community landmark.

Parsons Brinckerhoff received the ExxonMobil Flawless Execution Safety Award, recognizing its outstanding work in Europe and Africa at the ExxonMobil GREF Safety Day event. The award is presented to suppliers that complete in excess of 10,000 field or exposure hours within a year without any “corporate reportable” lost time safety incidents or illnesses.

Addisen Titus-Dolan, a student at Abernethy Elementary School in Portland, Oregon, watches as the windmill she helped con-struct prepares to generate energy using wind power. Addisen and her classmates participated in a program sponsored by Women of Wind Energy (WoWE) and devel-oped for WoWE by Parsons Brinckerhoff’s Stephanie Sprague.

The Los Angeles office pitched in for a Beach Clean-up and Earth Day Celebration with The SEA Lab at Redondo Beach, Calif. From left: Zoe Conyers, Doug Conyers, Cheryl Ebert, Yvonne Bednarz, Gabrielle Cervenka, and Rebecca Kalauskas.

Vice President Mike Tudor (left) presents the ExxonMobil Global Real Estate Flawless Execution Safety Award to Parsons Brincker-hoff’s Stuart Cory, Environmental Managing Consultant, at the 2013 ExxonMobil GREF Safety Day event.

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People

The American Road and Transportation Builders Association Foundation inducted Gene McCormick, Senior Vice President and Highway Market Leader (now retired), into its Transportation Development Hall of Fame. The Hall recognizes individuals who have made extraordinary contributions to US transportation development and demonstrated exceptional leadership over their lifetime.

Vijay Chandra, US National Director of Bridges (Herndon), was elected a Fellow of the Precast/Prestressed Concrete Institute, in recognition of his contributions to the precast concrete structures industry.

The Columbia Engineering Alumni Association presented Michael Abrahams Technical Director – Structures (New York) with the Egleston Medal for Distinguished Engineering. The Egleston medal is awarded annually to a graduate of Columbia University’s engineering school who has significantly advanced the profession of engineering or the practice or management of engineering.

Natalie Owen, Civil Engineer (Portland), was recognized by the Oregon section of the American Society of Civil Engineers as Young Engineer of the Year.

Vincent Tse,Managing Director for Buildings, China region (Hong Kong) was presented with the Chartered Institution of Building Services Engineers (CIBSE) Gold Medal Award in recognition of his contributions to CIBSE and building services engineering.

David Nyarko,Senior ProjectManager/Manager of Mechanical Engineering on Movable Bridges (New York), was recognized as a Distinguished Transportation Leader by COMTO (Conference of Minority Transportation Officials) New York.

Jeff Larkin, Director of Power and Water, Middle East (Abu Dhabi), received the award of Order of the British Empire at an Investiture at Buckingham Palace officiated by the Prince of Wales. Jeff was honored for his work in helping to reconstruct the electricity sector in Iraq. Jeff was the focal point for Parsons Brinckerhoff’s reconstruction activities in Iraq from 2004 to 2011, initially as Project Delivery Team Director and eventually as Country Manager.

The Hawaii Council of Engineering Societies named Lara Karamatsu (Honolulu) its Young Engineer of the Year. Lara also received the Edmund Friedman Young Engineer Award for Professional Achievement by the American Society of Civil Engineers’ Committee on Younger Members.

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Jasmine Sisson (Detroit) received the Outstanding Mentor of the Year Award by the Engineering Society of Detroit. Jasmine has been instru-mental in the development and mentoring of the SMArT program, and has promoted interest in STEM (science, technology, engineering, and math) education.

Tessa Ogle, General Manager for Oil and Gas (Sydney), earned two awards at the Telstra New South Wales Business Women’s Awards event. She was honored in the Private and Corporate Sector and Young Business Women’s categories.


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Parsons Brinckerhoff played a key role in the creation of a sustainable campus for Kirklees College.Copyright 2013 Kirklees College.


Our Global Sustainability Program, developed in 2009 to integrate sustainability thinking into our corporate operations, continued to guide sustainability management, measurement, and reporting in 2013. The goals of the Program are to improve:

• Client satisfaction: As trusted advisors, our expertise helps clients to create and manage infrastructure that: – enhances the health of communities;– supports natural environmental systems;– is cost-effective over the entire life cycle; and– is resilient to climate change.

• Market positioning: Our projects and operational performance support our reputation as a leading expert in sustainable infrastructure.

• Employee recruitment and retention: Our track record helps us to attract, retain, and motivate employees who produce innovative and positive solutions for our clients.

The Global Sustainability Program includes a set of Key Performance Indicators (KPIs) and targets that are aligned with the triple bottom line approach - economic, social and environmental - to evaluating corporate performance.

The Program, and KPIs contained therein, forms the basis for each operating company to develop a Sustainability Action Plan that sets out initiatives to achieve the targets of the Program.

We track progress toward our sustainability targets using the IRIS™ (Integrated Rating Indicator for Sustainability™), a sustainability scorecard and communications tool developed by Parsons Brinckerhoff. The IRIS provides an immediate overview and (when viewing online) allows individuals to delve deeper into our sustainability story. This IRIS complements our 2013 Global Sustainability Report and describes how Parsons Brinckerhoff is working to make sustainability a key part of what we do. It captures performance with respect to our Global Sustainability Program during the period of January 1 to December 31, 2013.

Category Sectors

Business Success (economic)

• Customer Alignment• Market Leadership• Employee Engagement• Business Process Integration

Healthy Communities (social)

• Workplace Refl ecting Community• Local Economic Development Support• Community Engagement

Environmental Limits (environmental)

• Energy, Atmosphere, and Climate Change• Resource Stewardship (Materials, Water, Waste)• Ecosystem Health (Diversity, Habitat)

OUR PERFORMANCEPerformance Against Our Global Sustainability Program

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IRIS™

http://iris.pbid.com/?irisID=7dffff7364e94e35b4bbcb91c3fcee89


Parsons Brinckerhoff employees were among thousands of volunteers from throughout New Jersey to take part in “Sandy Service Day” on October 26, 2013 to help repair some of the devastation from Superstorm Sandy.

Strengthening Client RelationshipsOur clients around the world increasingly see sustainability as an important strategic issue, for cost savings, resilience, and reputational enhancement. By addressing sustainability across our project portfolio, we are able to deliver these benefits to our clients, and help them to meet their own sustainability objectives. Integrating sustainability considerations into projects helps to increase efficiencies, reduce risk, and drive whole-life benefits. Studies by the UK Government and others have shown that infrastructure programs that set out to save carbon also save money.1 We are able to deliver innovative solutions to problems such as climate change, biodiversity enhancement, and resource conservation while also delivering the social and economic benefits our clients expect. We

anticipate that our revenue from sustainability-focused services (for example renewables, or assets built to certified sustainability standards) will continue to grow. We are also incorporating questions about our approach to sustainability into our client feedback systems, which will provide a clearer picture of clients’ perspectives of our sustainability performance.

AccomplishmentsIn 2013, we saw significant growth in revenue from sustainability services in several geographies. For example, our UK-based operating company saw a 38 percent increase in sustainability-related services over 2012. Our Asian operations are also experiencing considerable growth in sustainability-related service revenue. Taiwan saw a 59 percent increase in sustainability revenue, and Korea a nearly 300 percent increase (albeit from a relatively small base). This growth occurred across several business lines, including power and energy, buildings, and transportation.

Case Study: Kirklees College: Realizing the Vision Kirklees College in West Yorkshire, UK, wanted a new building that would inspire students and the local community. Parsons Brinckerhoff’s collaborative client approach inspired a sustainable engineering design solution. The campus development, dubbed “The Vision,” features innovative design solutions, including:• Incorporation of a nearby canal

into the design as a natural heat sink, which negated the need to install large cooling towers on the site.

• Retention of rainwater runoff, which is collected

and distributed to the local watercourse for flushing to avoid additional pressure on existing infrastructure.

By identifying and responding to Kirklees College’s sustainability needs, significant operational and capital cost savings were realized compared to a traditional design. The project achieved a BREEAM Excellent rating for buildings, and earned enthusiastic praise from the client. “You displayed a proactive approach with clear guidance on available technologies to develop fresh thinking,” said Ian Webster, Director of Estates, Kirklees College.

Creating a Competitive AdvantageParsons Brinckerhoff employees play important roles in industry associations and the development of public policy initiatives. Our participation in these arenas helps us to demonstrate leadership and advance best practices in sustainability across the markets we serve.

AccomplishmentsIn 2013 Parsons Brinckerhoff continued to engage in international industry organizations as an advocate for integrating sustainability into decision making. Examples include:

• China: Senior employees participated in task forces related to building energy code development, energy efficiency labelling, and greenhouse gas verification.

• Australia: Parsons Brinckerhoff sits on the board of Sustainable Business Australia, an organization dedicated to raising awareness about the scale and relevance of major environmental challenges and the commercial solutions that business and industry can provide.

• United States: Parsons Brinckerhoff co-chairs the infrastructure resilience committee of the New York Building Congress, which helped produce a report, Risk and Resiliency After Sandy, that made recommendations for improving emergency-planning and storm-preparedness oversight and hardening New York City’s buildings as well as its critical utility and transportation infrastructure.

People Profile: David Cruickshanks-BoydDavid Cruickshanks-Boyd, Director of Sustainability for Australia and a member of the firm’s Global Sustainability Council, is a passionate advocate of delivering community benefits through engineering. His primary role is to develop strategic partnerships with key clients and delivery partners, working with them to achieve infrastructure design solutions that balance environmental, social, and economic performance – the triple bottom line approach. David has always sought to create a better future for the communities he serves in his professional projects, and believes firmly that this is his primary obligation as an engineer.

David sees a diverse employee group with a strong client focus as being an essential basis for high-performing teams that can deliver business success. In 2014 David will bring his sustainability perspectives to Australia’s largest engineering organization, Engineers Australia, where he will take on the role of national deputy president. In this role David will lead development of a new climate change policy as well as a comprehensive sustainability initiative, which will provide a framework and guidance material for the implementation of sustainability as a core obligation for engineers in Australia.

Case Study: Connecting the British and Irish Energy Grids

A key project to meet the Irish government’s target of generating 40 percent of its electricity from renewables by 2020 is the East-West Interconnector, a high-voltage direct current submarine cable connecting the British and Irish electricity markets. Acting as client representative on behalf of the Irish national grid operator, EirGrid, Parsons Brinckerhoff played a key role during all phases of the project.

1HM Treasury, Department of Business and Skills: Infrastructure Carbon Review, London, November 2013

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This project is one link in a larger vision of a renewable energy-powered super grid spanning Europe. To realize this market-leading vision, Parsons Brinckerhoff worked with transmission system operators (TSOs) and wind power developers across the UK to develop a three-terminal system to allow transmission of wind power along the eastern coast of the UK. In addition to our consultancy role with TSOs and wind farm project developers, Parsons Brinckerhoff engineers were heavily involved with thought leadership among international industry groups, such as CIGRE (International Council on Large Electric Systems) and Friends of the Supergrid.

According to Dr. Norman MacLeod, Technical Director of High-Voltage Direct Current Power

Networks at Parsons Brinckerhoff, “There are still many technical challenges to be overcome to finance, build, operate, and regulate a supergrid; and Parsons Brinckerhoff is in the thick of it, helping to define the evolution of what will surely become the major infrastructure project in Europe in the 21st century.”

Case Study: Managing Transportation for the Future in Qatar In anticipation of the FIFA World Cup in 2022, Qatar is investing heavily in modern transportation infrastructure, with a view toward reducing greenhouse gas emissions. The Qatar Integrated

Rail project is a key part of these efforts, comprising a modern Metro railway system; light rail transit; international passenger railway linking Saudi Arabia, Qatar and Bahrain; and a rail-freight network. As strategic program manager, Parsons Brinckerhoff is playing a critical role in helping Qatar to deliver a modern railway network that delivers low-carbon transportation options in line with its 2030 national vision of integrated economic, social, environmental, and human development.

Engaging EmployeesAs a professional services firm, our business success depends on the commitment, skills, and expertise of our employees. Thus, one of our strategic goals as an organization is to ensure that our employees are engaged in our sustainability program and are knowledgeable about the sustainability trends affecting their sectors and regions.

We provide universal training on the company’s Global Sustainability Program, and encourage employees to pursue relevant credentials and emphasize sustainability goals in career planning. We strive to recognize employees’ contributions to sustainability through an internal sustainability awards program that recognizes employees for project success, and for internal initiatives designed to improve resource efficiency.

Accomplishments• More than 600 of Parsons

Brinckerhoff’s employees have an industry-recognized sustainability credential, such as LEED® AP, BREEAM Assessor, CEEQUAL Assessor (UK), and Certified Green Mark Professional (Singapore). We are striving to increase this number.

• Parsons Brinckerhoff has adopted a goal of 100 of its US employees earning the Institute for Sustainable Infrastructure’s Envision™ SP certification in 2014-2015. Envision™ is an infrastructure rating system developed in the United States to help designers, builders, and infrastructure owners build and direct infrastructure projects toward increasing levels of sustainability.

Case Study: PB University Parsons Brinckerhoff University (PBU) follows a corporate university model that offers employees a variety of training opportunities and knowledge-sharing tools. Sustainability-related courses, covering topics ranging from urban design to carbon reporting, form a significant portion of the curriculum offered through PBU. In 2013 more than 5,500 employees participated in sustainability-related training courses, logging a total of 4,700 hours of learning time. Participation in such courses facilitates knowledge sharing across the organization, and enables the delivery of innovative sustainability solutions in diverse geographies and service lines.

People Profile: Dena BerriosDena Berrios, Senior Administrative Assistant in the Detroit, Michigan office is also the Lead Coordinator for Green Teams across the US. In this role, a volunteer position she has held since 2009, Dena facilitates knowledge-sharing, performance tracking, and inter-company communication about office-level Green Team activities. Berrios also arranges for speakers to present on various “green” topics.

Dena, who has been with Parsons Brinckerhoff since 2005, believes that sustainability is “not just something we say, it is something we actively do. It is also something I am very proud to be a part of. I enjoy sharing knowledge, disseminating information, and communicating effective ways to improve office sustainability. By sharing this information I am helping to educate our staff and show our clients and competitors that we live our values every day.”

Embedding Sustainability in Our CultureAs we strive to embed sustainability into corporate planning and operations, we consistently engage with all parts of the business to understand their key challenges and opportunities, and support the implementation of sustainability strategies and actions. The Global Sustainability Program tracks sustainability in our business plans, corporate culture, and project pursuits to measure and promote the integration of sustainability throughout the business.

Accomplishments:In 2013, Parsons Brinckerhoff’s operating companies created country-level sustainability committees to support the integration of environmental and social performance metrics into the business strategy. These committees met regularly throughout the year, and worked to establish regional Sustainability Action Plans to support the objectives of the Global Sustainability Program.

Case Study: China Region Sustainability Report China Sustainability Report 2013 documents the progress achieved by 1,700 employees in eight offices in China. Highlights of sustainability-related accomplishments in 2013 include:• 20 LEED and BEAM certifications

on projects undertaken by the firm;• A 22 percent decrease in paper

consumption across all offices, compared to 2012 usage;

• A 13 percent overall reduction of the offices’ combined carbon footprint compared to 2012; and

• 2,300 hours of community service by employees.

Beyond the numbers, the report conveys the firm’s commitment to a comprehensive implementation of sustainability.

“Sustainability is an approach to deliver enhanced value by being more efficient, increasingly innovative and conscientious of our environmental and societal impact,” said David Tsui, Managing Director, Asia, in an introduction to the report. “Our sustainability program in China facilitates us to work efficiently to maximize gains for our clients, seek out creative new solutions, contribute to our surrounding community, and provide a meaningful workplace for our employees.”

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http://www.pbworld.com/cn/include/home/chi_news/2013_China_Sus_Report_FINAL_eng_spread.pdf


Case Study: Improving the Sustainability Performance of Our OfficesThe firm’s shared services center in Lancaster County, Pennsylvania, which opened in March 2013, was designed with sustainability in mind. Collaborative workspaces were equipped with video-conferencing software to reduce the need for business travel and associated carbon emissions. Construction and finishing materials were made from recycled content, and lighting and mechanical systems were upgraded to be more energy efficient. Water-efficient faucets and fixtures were installed in the

bathrooms, pantries, and café. A complete water-filtration system was installed, and there is ample daylight throughout the office. These efforts reduced operating costs and developed a model of design elements and physical assets that will be implemented in other Parsons Brinckerhoff offices as they are built. There is also a gym, with lockers and showers, on the premises.

A renovation of the corporate headquarters at One Penn Plaza in New York City began in 2013 and was substantially completed in August 2014. Water-saving and energy-efficient fixtures and appliances were incorporated

throughout the office, and much of the material used in the renovation was sustainably sourced including carpets, drywall, fabrics, and at least 50 percent of wood-based products. Construction and demolition debris created as a result of the renovation were diverted from landfill wherever possible. All 30,000 pounds of electronic waste was either recycled or refurbished for reuse by third parties. As a result of these and other initiatives, Parsons Brinckerhoff’s renovated space in One Penn Plaza is expected to receive LEED-CI Gold certification from the US Green Building Council.

Collaborative workspaces equipped with video conferencing software link geographically disparate teams, reducing the need for business travel along with the associated carbon emissions.

Workstations at Parsons Brinckerhoff’s shared services center in Lancaster County, Pennsylvania, feature low panels to give all employees ample natural light and views of the outside.

During 2013 Parsons Brinckerhoff renovated its corporate headquarters at One Penn Plaza, New York, New York, to achieve LEED-CI Silver certification from the US Green Building Council.

People Profile: Suzanne PuccinoSuzanne Puccino, Director of Global Services, leads the firm’s efforts to

realize efficiencies in corporate operations through the implementation of sustainability initiatives. Suzanne led efforts to centralize purchasing procedures across Parsons Brinckerhoff’s US and UK offices, which helped to aggregate spending and reduce corporate purchasing costs by up to 30 percent. With centralized purchasing, Parsons Brinckerhoff

is now able to track the sustainability performance of its major procurement streams such as paper and office IT equipment. The streamlined purchasing process also resulted in significant time savings. Suzanne also managed the change to a managed print service that has replaced personal printers with shared printers. The printers are pre-set to double-sided printing, which reduces the amount of paper and electricity consumed.

In 2014, Suzanne will turn her attention to Parsons Brinckerhoff’s real estate portfolio of more than 150 leased offices globally. She will enhance data systems to

improve corporate understanding – and auditability - of office performance from both a financial and environmental perspective. Suzanne is also a member of the Global Sustainability Council and manages the firm’s shared services center in Lancaster County, Pennsylvania, which provides a range of support services for offices in North America. “Sustainability is one of the core values we live by in the organization and it provides value by offering solutions to our employees and clients that can achieve a better environment,” said Suzanne. “The added benefits are typically a better process and cost savings.”

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Participants in Queensland University of Technology’s Science and Infrastructure Development Winter School program during a visit to Parsons Brinckerhoff’s office in Brisbane, Australia. Photo courtesy of the Oodgeroo Unit, Queensland University of Technology.


Promoting a Diverse WorkforceParsons Brinckerhoff believes that achieving diversity – by age, gender, and ethnicity – is a business imperative. By fostering a diverse workforce, we have access to the widest talent pool, represent the people that we serve, have a better understanding of local needs and expectations, and bring a range of perspectives to our projects. We seek talented people from backgrounds and cultures as diverse and varied as the communities in which we work. Our diversity oversight committee, which is chaired by the Global Director of Human Resources, guides Parsons Brinckerhoff’s policy on diversity and inclusion.

Accomplishments Parsons Brinckerhoff’s worldwide Professional Growth Network, for employees with 10 or fewer years of experience, provides a forum to develop career skills and widen exposure to various parts of the business. Our emerging professionals regularly receive recognition from professional organizations as well as trade publications such as Mass Transit which recognized Christopher Hemmer and Nathan Macek as among the “Top 40 Under 40” in 2013; and Lara Karamatsu, named Young Engineer of the Year for 2013 by the American Society of Civil Engineers’ Hawaii section.

Parsons Brinckerhoff is a supporter of the US Conference

of Minority Transportation Officials (COMTO). Several employees serve on COMTO committees or as officers of local chapters. Tracey Bessellieu, US Director of Human Resources, serves as co-chair of the COMTO national scholars committee and is a member of its strategic planning committee. Adiele Nwankwo, Transportation Area Manager for Atlanta, is a member-at-large of the COMTO Board of Directors.

Some examples of employees recognized for their support of the advancement of women and minorities in the industry include:

• Catherine Connor, Senior Vice President, Federal Government Affairs (Washington, DC), received an Honorable Mention award in the veteran practitioner category at the Professional Women in Advocacy conference reception in 2013. She was recognized “for demonstrating outstanding leadership and dedication to the advancement of women in the transportation industry.”

• John Trotta, Central Regional Business Manager (Chicago) was awarded the Hispanic American Construction Industry Association Mentor/Protégé Award.

• Marie-Elsie Dowell, National Lead, Traffic Engineering & ITS Technical Excellence Center (Miami), received the 2014 Outstanding Woman in Science and Technology Award at the 26th annual In the Company of Women award ceremony in Coral Gables, Florida.

• In Australia, Parsons Brinckerhoff was the first signatory in our industry to the “Women’s Empowerment Principles,” the precursor to the Workplace Gender Equality Act. The Act requires companies to report on salary disparity between male and female employees and to report on available flexible working arrangements.

• Our Australian diversity program and staff have been highly recognized across a range of awards including winner of the Diversity Agenda Award 2013 from Consult Australia.

Case Study: One People, One Destiny: Reconciliation Action Plan 2013In Australia, Parsons Brinckerhoff is committed to building better relationships with Indigenous peoples through education and engagement. The firm’s Reconciliation Action Plan includes a focus on employment and pre-employment strategies for Indigenous Australians.

Parsons Brinckerhoff supports the Indigenous Australian Engineering Summer School at the University of New South Wales in Sydney, which provides mentoring and scholarships to encourage pursuit of engineering studies by Indigenous secondary school students. In 2013, we recruited our first Indigenous engineering graduate, previously a summer school student. In partnership with Queensland University of Technology, we also designed a winter school to inspire students to consider careers in disciplines that have employment prospects in our industry. The school is looking for sponsors with a view to launch in 2014.

Adding Value LocallyAs a professional services company, we rarely procure goods or materials on behalf of clients or for physical projects. Our major expenditure is on staff, with other expenses including professional services, office supplies, accommodation, and transportation. Wherever possible these are procured locally. Other ways we add value locally include training residents of local communities through our projects, providing pro-bono

professional advice to non-profit making organizations, and developing young people through school visits, work experience, and mentoring.

Case Study: Mentoring the Engineers of Tomorrow Developing the leaders of tomorrow begins with education. That’s why Parsons Brinckerhoff partnered with Bucknell University to launch the Engineering Success Alliance (ESA), a program to help students from under-resourced high schools succeed in Bucknell’s College of Engineering. The ESA provides promising students with mentoring and tutoring in order to prepare them to tackle the demanding engineering curriculum at Bucknell. The ESA began in 2010 with 14 students. Now in its fourth year, 49 students are currently in the program. “It’s the right thing to do, but it’s also a business imperative,” said Parsons Brinckerhoff CEO George J. Pierson, a Bucknell graduate who was instrumental in establishing the ESA. “The United States is simply not graduating enough engineers, and students from under-resourced areas, including minorities, are under-

represented in the profession. To remain competitive as a company and as a country, we must draw students of all backgrounds into engineering fields.”

People Profile: Lynne CeeneyLynne Ceeney, Chair of the Global Sustainability Council, is responsible for driving sustainability in the firm’s operations. She started her sustainability career working in a low-income inner-city community on environmental issues that directly affect people’s day-to-day lives, such as insulating homes, improving school grounds, growing food, and involving the community in planning and design processes. Lynne has worked extensively in such areas as collaborative planning and stakeholder engagement. “I have seen and experienced firsthand how careless economic development and a poor physical environment blights the lives of generations and undermines enterprise, and, on the counterpoint, the benefits

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In the Middle East, Tony Geara, Senior Traffic Engineer – Infrastructure, acted as an industry advisor to a group of three aspiring young students on a senior-year project at the Australian College of Kuwait.

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Students and administrators of Bucknell University’s Engineering Success Alliance visited the New York offices of Parsons Brinckerhoff as the guests of CEO George J. Pierson (far right).


that sustainable development brings people and businesses.” Lynne has run projects such as the Loch Lomond and Trossachs National Park Charrette, which enabled local people to influence the development of the statutory local plan by providing technical information, access to professional expertise, and a supportive environment in which to engage. Lynne is also Director of Corporate Sustainability, UK and Europe.

Working with CommunitiesParsons Brinckerhoff strives to uphold the example set by our founder, William Barclay Parsons, who devoted an extraordinary amount of his energy and talents to community service. We wish to be a responsible member of the communities in which we work, and recognize the value of such investment to our business, our employees, and the broader community.

AccomplishmentsThe Professional Growth Network (PGN), designed to improve career enhancement opportunities and communication among emerging professionals, promotes the active involvement of Parsons Brinckerhoff employees in social, charitable, and recreational activities. In cooperation with Parsons Brinckerhoff’s Human Resources Department, the PGN in the US sponsored the Community Involvement Challenge, a friendly, year-long competition in which Parsons Brinckerhoff offices across the US vie for the most points by donating money, time, services,

and goods. In the 2013 edition of the Community Involvement Challenge Parsons Brinckerhoff employees donated 7,175 hours, $135,457, and 222 pints of blood. The PGN also sponsors a community involvement week during which Parsons Brinckerhoff employees are encouraged to perform volunteer work in their communities.

Also in the US, an annual fundraising effort is the Charitable Matching Funds Program, which is organized by the PGN and administered by the PB Foundation, the company’s philanthropic arm. The PB Foundation matches employee donations to selected charities, such as the American Red Cross, the Wounded Warrior Project, and Engineers Without Borders. In 2013, employees made donations to 12 charities totaling $38,945, which was matched by the PB Foundation.

In addition, in 2013 the PB Foundation arranged fundraising drives and matched employee donations in response to natural disasters. The Foundation matched employee donations

up to $50,000 to the American Red Cross, Doctors Without Borders, and Save the Children for assistance to victims of Typhoon Haiyan in the Philippines. The PB Foundation also matched employee donations of $27,382 to the American Red Cross to aid victims of tornadoes in Oklahoma and Texas.

A Parsons Brinckerhoff Foundation is also active in the UK. During 2013, individual employees who applied for PB Foundation contributions raised over £48,500 for charities. In addition, UK office Blueshoots (office-based employee sustainability teams) collectively raised £8,000 for Parsons Brinckerhoff UK national charities, while also raising funds for their local charity partners.

The Foundation also ran a “lasting legacy” initiative in the UK, open to all of the Blueshoots partner charities. This award was designed to financially support an initiative with an ongoing benefit in the local community. The Foundation awarded a grant of £5000 to Mustard Tree, partner of our Manchester Blueshoots, for support to people

who are homeless or at risk of homelessness, and £1000 to The Meath Epilepsy Trust, partner to our Godalming Blueshoots, for equipment for a gym that helps people with epilepsy and members of the local community to interact.

In China, Parsons Brinckerhoff employees are organized into volunteer teams supported financially by the company. In 2013 Parsons Brinckerhoff provided $48,000 to fund China region volunteer activities, and over 130 staff in our Hong Kong and Guangzhou offices spent 2,360 hours volunteering in their local communities. First established in the Hong Kong office in 2010 and in the Guangzhou office in 2011, our volunteer teams continue to develop. This year, our volunteers worked in their communities to support the elderly and adolescents with skills development and social integration. In recognition of Parsons Brinckerhoff’s corporate and employee contributions, the Hong Kong office was awarded the Gold Award for Volunteer Service by the Hong Kong Social Welfare Department. Furthermore, six of the Hong Kong volunteer team members received awards from Hong Kong Social Welfare Department, in recognition of their community involvement. Three employees received the Silver Award for contributing 100 hours each of volunteering service, while three employees received the Bronze Award for contributing 50 hours each.

Case Study: Educating Under-represented Communities in AustraliaAboriginal and Torres Strait Islander Australians remain under-represented in higher education. Together with the Queensland University of Technology’s Aboriginal and Torres Strait Islander support unit, Oodgeroo Unit, Parsons Brinckerhoff jointly initiated a Science and Infrastructure Development Winter School program to de-mystify university and corporate life and increase representation by designing entry pathways to improve access to higher education. Our involvement supports our Reconciliation Action

Plan by encouraging Indigenous Queensland-based high school students to consider careers in science, engineering, and technology.

Case Study: Halsall Volunteers Respond to FloodIn the wake of unprecedented flooding in Calgary, Canada, Parsons Brinckerhoff employees stepped up to help clients and the wider community recover. The flooding created severe health risks from bio-contamination in water, as well as safety risks associated with damaged buildings.

Our employees evaluated structural and building envelope elements of

Volunteers from Halsall’s Calgary, Alberta office, still wearing protective clothing (right), regroup after helping to clean up after flooding in Calgary in June 2013 (left).

Now in her first year at the University of Queensland, Cassandra Corvi was the first recipient of Parsons Brinckerhoff’s Women in Engineering Scholarship. The AUD $5,000 scholarship is intended to encourage more female students to consider the study of engineering. Pictured at the scholarship presentation ceremony are (from left to right) Kate Gilchrist, Section Exec-utive Program Delivery Services; Gerard Ryan, Queensland Regional Director; Ms. Corvi; and Charlie Jewkes, Australia-Pacific Diversity Council Chair.

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Parsons Brinckerhoff employees present a £1000 donation to Ann Spencer of The Meath Epilepsy Trust on behalf of the Godalming Blueshoots. From left: Nicky Gale, Lynne Ceeney, Marc Rennie, Ann Spencer.

Kathryn Golightly and Alan Knott of Parsons Brinckerhoff present a £5,000 donation to officials of Mustard Tree, a homeless charity, on behalf of the Manchester Blueshoots.


Case Study: Gateshead Energy Centre: Setting the Standard for District EnergyWith the UK aiming to reduce national GHG emissions by at least 80 percent by 2050, local governments are seeking innovative and low-cost solutions to transform their energy infrastructure. Combined heat and power (CHP) systems are one such a solution: they capture and distribute the waste heat from electricity generation for use in local buildings, achieving efficiencies of nearly 75 percent versus traditional natural gas power plants with efficiencies in the range of 30-50 percent.

Parsons Brinckerhoff partnered with Gateshead Council in northeast England to plan for a CHP system implementation. Central to the community’s adoption of the plan was the use of building information modelling to facilitate stakeholder visualization of what the Energy Centre would look like. When complete, the centre will reduce carbon emissions by about 3,600 tonnes per year and help the Gateshead Council to achieve its carbon emissions reduction goal. Carbon savings will increase beyond 7,000 tonnes CO2 per year when the future CHP unit is installed as the centre expands to serve additional customers.

flood-affected businesses, apartments, and homes and provided pumping and sludge removal protocols to limit the risks of structural damage as sub-grade levels of the buildings were slowly uncovered.

As a result of our employees’ 24-hour-a-day efforts over two weeks, building occupants were able to return to their homes, and businesses to reopen quickly.

Reducing Emissions and Energy Use

Achieving energy and carbon efficiency in our internal operations starts with a good understanding of current performance. We continue to improve our measurement of carbon emissions data, and will establish global reduction goals in 2014. Some of our individual OpCos have already set targets.

AccomplishmentsIn 2013 Parsons Brinckerhoff was able to complete its first comprehensive global footprint of energy consumption and carbon emissions, the summary results of which are presented in the table above.

Definitions:• Scope 1 includes emissions related to onsite fuel consumption

and refrigerant gas leakage, as well as mobile fuel consumption in owned and leased vehicles.

• Scope 2 includes emissions from electricity, steam and chilled water generated by others, and purchased by Parsons Brinckerhoff, or its landlord, for use in its owned and leased offices.

• Scope 3 includes other indirect emissions related to company activities. Parsons Brinckerhoff reports emissions from business air travel.

This data was prepared to enable us to respond to new legislative requirements in the UK. Going forward, this information will help us identify opportunities for greater energy efficiency in our offices and operations.

People Profile: Dominic BowersAs Director of Sustainable Energy Solutions in the UK, Dominic Bowers has assembled an impressive team of energy analysts, engineers, and project managers to provide a comprehensive range of services to sustainable energy projects such as the Gateshead Energy Centre.

With more than 20 years of experience as an energy consultant, Dominic has worked across the full range of public sector organizations and has advised all levels of government. He has particular expertise in providing decentralized energy strategies to the higher education, health, aviation, and property development communities. Central to his current work is the development of low- and zero-carbon energy strategies for public and private property portfolio holders in response to carbon reduction policy drivers.

Using Resources EfficientlyOur environmental strategy is founded on a commitment to continuously improve the resource efficiency of our business operations. We focus on reducing paper and water use, as these are our major consumables, as well as diverting waste from landfill through recycling. The Global Sustainability Program embraces industry best practice by tracking resource use and

efficiency in materials, water, and waste output.

Accomplishments:Initiatives to minimize the use of resources include expanding electronic editing and double-sided printing, rebuilding computers from old components, and encouraging use of reusable containers for food and drink.

We reduced paper consumption by 13 percent globally in 2013 compared to 2012, and have also increased our use of recycled paper globally by more than 10 percent. Top performers among our operating companies include:

• China increased recycled paper from 50 percent of total paper in 2012 to 80 percent in 2013

• UK increased recycled paper from 18 percent of total paper in 2012 to 70 percent in 2013

We also encourage operating companies to adopt policies that give preference to sustainably sourced office products. Australia-Pacific, Canada, and the UK met

or exceeded our global 2015 target of purchasing 50 percent of office supplies with an eco-certification. In the US, nearly 20 percent of purchased office supplies were made from recycled materials.

On projects we continued to deliver resource-efficient solutions to clients. For example in Singapore nearly half of the projects we delivered were certified Green Mark Gold or above for sustainable construction methods. In geographies where water scarcity is a concern, we help our clients with innovative solutions, two examples of which are profiled below.

Case Study: Stakeholders Unite to Develop Regional Water Supply Plan in Central FloridaWhile many are aware that water availability is a risk to their communities, a lack of quality environmental data often hampers efforts to identify and mitigate supply issues. This is further complicated as both surface and groundwater supplies are often shared by several jurisdictions across a catchment and require

2013 Energy and Greenhouse Gas Emissions Footprint Parsons Brinckerhoff Global Operations

Energy consumption (equivalent kilowatt hour - ekWh)

Direct energy consumption (offi ce heating) 13,021,594

Direct energy consumption (vehicle fl eet) 23,972,436

Indirect energy consumption (offi ce electricity) 29,366,918

Business travel (miles)

Air travel 67,831,980

GHG emission (tonnes CO2e)

Direct CO2e (GHG Scope 1) 8,828

Indirect CO2e (GHG Scope 2) 16,294

Other indirect CO2e (GHG Scope 3 – air travel) 18,783

Total CO2e 43,905

GHG intensity (per employee) 3.03

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The Central Florida Water Initiative (CFWI) Groundwater Availability Project showcases what can be accomplished when partners come together with innovative technologies and a com-mitment to long-term sustainability.


coordinated efforts to ensure sustainable use.

In Central Florida, where multiple water management districts cover a heavily populated area, water use was traditionally negotiated without a complete understanding of groundwater availability. Through the Central Florida Water Initiative (CFWI) Parsons Brinckerhoff has helped stakeholders develop an improved regional groundwater model and method to estimate the likely environmental consequences of altered water levels in wetlands. As a result, stakeholders achieved a common understanding of available water quantities and collaborated to develop a unified plan for sustainable use of the available resources.

People Profile: Mary Fickert Thomas Mary Fickert Thomas, Lead Water Resources Engineer and Project Manager for Parsons Brinckerhoff’s work on the CFWI, has extensive expertise in sustainable water resource analysis and planning. She has provided sustainability-related services to state and local government authorities, advising them on strategies to achieve sustainable use of available water resources. Of her work with the CFWI, Mary said, “This project is proof positive that synergistic partnerships can create unprecedented innovations that have a positive effect on our environment.”

Case Study: An Integrated Water Supply Network for AdelaideIn Adelaide, South Australia, the majority of water resources are located in the southern suburbs, with limited ability to transfer water to the expanding northern suburbs. A recently completed desalination plant in the south of Adelaide provided additional capacity to enable transfer of water north to drought-proof the city. Original plans called for the construction of a single new bulk transfer pipeline at an estimated cost of $1.1 billion AUD, and would have required management of significant disruptions across the city.

Waterlink SA, a joint venture of Parsons Brinckerhoff, MWH Australia, and Tonkin Consulting, worked with SA Water, the public water utility of South Australia, as part of an integrated project team. The joint venture delivered an alternative design to construct, monitor, and control the transfer system that leveraged existing assets, minimized environmental impact, and saved considerable money and time. The target completion date of this $403 million AUD scheme was 18 months earlier than that of the original plan.

Technological innovations included: the use of flywheels on pumps; the use of existing storage tanks as surge tanks to prevent surge through pipelines; and a new real-time central control data management system that enables remote monitoring, operation, and optimization of the entire Adelaide water network. The team also introduced a hydropower generator to harness the potential energy associated with the transfer of large volumes of water from the

Adelaide Hills to the Adelaide Plains. It will contribute 40 percent of SA Water’s annual carbon footprint offset target by recovering over 6 gigawatt hours of energy per annum – equivalent to the average energy consumption of over 500 homes.

Protecting and Restoring Natural SystemsThrough our work with clients, Parsons Brinckerhoff supports the preservation and health of natural ecosystems in communities around the world. Our sustainability program asks operating companies to track the positive impact of our projects and community partnerships on protecting and restoring habitats and biodiversity.

AccomplishmentsWe continued our partnership with Australian Conservation Volunteers, which supports efforts to protect threatened species across Australia via the Wild Futures program. This partnership allows Parsons Brinckerhoff to make meaningful social and environmental contributions to those communities within which we operate and enables employees to participate in locally relevant and professionally managed volunteer activities.

We also continued to deliver ecosystem enhancement services to clients, a prime example of which is featured below.

Case Study: Achieving ‘Net Positive’ BiodiversityThe Thameslink Programme is a £4.6 billion railway upgrade

from Bedford to Brighton through London, UK. The client, Network Rail, established a goal of a net gain in biodiversity as a result of the project. Parsons Brinckerhoff was commissioned to manage the offsetting process to achieve the desired “net positive” gain in biodiversity. Biodiversity offsetting consists of conservation activities to compensate for unavoidable losses of habitat as a result of the construction of infrastructure. In the case of Thameslink, unavoidable impacts included the loss of some open land along the rail corridor and loss of woodland near Selhurst Sidings south of London, resulting in the clearance of nearly two hectares (five acres) of trees in order to complete the project.

Parsons Brinckerhoff designed the Thameslink biodiversity offset—a major habitat restoration of Streatham Common in South London—and engaged with London Wildlife Trust on its implementation.

The Thameslink offset was formally launched by UK Environment Secretary Owen Patterson in

December 2013. In March 2014, the first planting of 8,000 native trees, shrubs, and other natural habitat took place. A second planting is planned for November 2014.

“Careful planning ensured that this biodiversity offset is being delivered as a partnership among industry, conservation, and local government to generate long-term benefits for nature and the neighboring communities,” according to Julia Baker, Biodiversity Specialist with Parsons Brinckerhoff.

The firm developed a biodiversity policy for Network Rail, gave biodiversity training to the Thameslink staff and supply chain, and measured the biodiversity compensation requirement by using a metric developed by the UK Department of Environment, Food, and Rural Affairs (Defra). By using the Defra metric, the project was able to develop numeric scores that helped quantify vague concepts, establish what needed to be added, and create new habitat to exceed the losses. “Putting a number to biodiversity became a powerful

engagement tool,” said Dr. Baker. “We have developed an approach to ensure that biodiversity offsetting is undertaken appropriately and robustly with strict protocols and measures in place.”

People Profile: Julia BakerJulia Baker, Biodiversity Specialist, is studying the costs and benefits of offsetting the often unavoidable impacts to biodiversity caused by construction projects in the UK. The UK government is considering a formal offset system as a way to compensate for such loss more effectively and efficiently than the current system. As biodiversity offsetting is new to the UK, there are only limited case studies that provide lessons from which to develop a robust and appropriate offset system. Julia’s research seeks to address this knowledge gap by establishing a “cost-benefit evidence base” to evaluate the potential of biodiversity offsetting as a tool to achieve no net loss or a net gain.

“Biodiversity offsetting compensates for unavoidable loss of biodiversity, and it is critically important to ensure that offsetting is undertaken appropriately and robustly,” said Julia. “My research will generate new information and provide case study examples on offsetting in the UK to contribute to the knowledge base on the role of offsetting within the rapidly emerging field of business and biodiversity.”

Network Rail’s Thameslink Programme included a major habitat restoration of Streatham Common in South London.

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OUR APPROACH

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Parsons Brinckerhoff’s Stephanie Sprague joins her sons and a classmate in a hands-on demonstration of wind energy at the boys’ school in Portland, Oregon.


Report ContextWe have used the Global Reporting Initiative (GRI) Sustainability Reporting Guidelines 3.1 to develop our Global Sustainability Program and reporting. This report is self-declared Application Level C. See Appendix for the GRI Index.

Our Sustainability FrameworkParsons Brinckerhoff’s Global Sustainability Council is responsible for our Global Sustainability Program, which drives sustainability initiatives at the corporate level. With representatives from each region that we serve, the council is responsible for building awareness of sustainability within the company, and developing tools that improve our performance and win work in sustainable infrastructure. Members meet monthly via teleconference to identify and prioritize efforts, establish targets, review progress, and build momentum across the organization.

The chair of the council, Lynne Ceeney, reports to David A. McAlister, Director of Corporate Development, which gives the council a direct link to the Operations Leadership Committee (OLC) comprising managers of the organization’s seven operating companies. OLC members have ultimate oversight over Parsons Brinckerhoff’s economic, environmental, and social performance.

OUR APPROACH

OLC

Responsibilities

SustainabilityCouncil

OpCoSustainability Teams

Office Sustainability Teams(Green Teams, Blueshoots)

Corporate commitment (direction and resources)

Build corporate awareness, develop tools, corporate reporting (develop and monitor)

OpCo Sustainability Action Plans(develop and implement)

Sustainability Action Plan projects (specific intiatives to achieve Sustainability Action Plan targets)

In 2014 we will continue to build our sustainability momentum. Four core focus areas structure our work to accomplish this:

Work Winning

Integrating sustainability into our approach to winning work

In 2014 Parsons Brinckerhoff will develop tools to help employees engage clients in conversations regarding their sustainability goals. A key output of these efforts will be a summary description of Parsons Brinckerhoff’s sustainability vision and objectives that can be shared with external audiences and that articulates what sustainability means to us.

Parsons Brinckerhoff will also sponsor research on client-focused sustainability trends across operating companies. The study will provide the company with a better understanding of the business potential in various sustainability-related business lines across the globe.

Communications

Raising awareness of our achievements

To build internal awareness of our ongoing success, we will build a library of case studies that demonstrate our skills and expertise in delivering sustainable solutions to clients. These case studies will be made available in a searchable database on our intranet.

The company will also develop a Global Sustainability Project of the Year Awards program that will honor employees for delivering sustainability innovation to clients. The results of the awards program will be communicated to internal and external audiences.

Implementation

Sustainability performance measurement and reporting to support continuous improvement in our internal operations and service delivery

Parsons Brinckerhoff’s operating companies will embed sustainability data collection into existing company-wide information systems to streamline reporting.

We will also work to identify and pursue opportunities for more environmentally effi cient operational performance. We will collaborate with Facilities Management to understand the options to “green” our portfolio of leased real estate. We will work with IT on options to leverage video conferencing capabilities to manage travel costs and related environmental impacts.

Training

Developing tools that enable us to help clients identify and manage opportunities and risks related to sustainability, thereby having a positive impact on their bottom line and reputation

Parsons Brinckerhoff will develop simple, easily understood sustainability training for client-facing and technical staff. We will also investigate ways to improve access to existing sustainability tools within the business, particularly those that promote valuation of sustainability impacts and benefi ts.

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Operating Company Reporting Unit Performance

Included% of Organization, by

Employee

Canada Canada Yes 2.8%

EuMENA

United Kingdom Yes 5.2%

Continental Europe No 18.0%

Middle East No 0.9%

AAPSA

Asia Yes 20.5%

Australia-Pacifi c Yes 10.6%

South Africa No 3.3%

Americas Transportation

United States Yes 38.7%US Buildings

US Power/Energy

US Federal

Total: 7 Total: 8 5/8 100% (90.9% included)

Parsons Brinckerhoff

AmericasTransportation

USPower/Energy US Federal US Buildings

Parsons BrinckerhoffHalsall (Canada)

Europe/Middle East/Northern Africa

(EuMENA)

Asia/Australia-Pacific/Southern Africa

(AAPSA)

Scope• Reporting period: January 1 – December 31, 2013• Date of most recent report: 2012• Reporting cycle: annual

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Parsons Brinckerhoff Organizational Chart2013

Reporting Entities


APPENDIX

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As part of the Thameslink Programme, Parsons Brinckerhoff helped create a nature reserve at Streatham Common in South London. Photo courtesy of the London Wildlife Trust.


APPENDIX

DescriptionLevel of

DisclosureCross-reference or Commentary

Standard Disclosures: Profile Disclosures

STRATEGY AND ANALYSIS

1.1 Statement from the most senior decision-maker of the organization

Full See Message from the CEO (page 4).

1.2 Description of key impacts, risks, and opportunities

Partial See A Conversation with George J. Pierson (pages 10 – 11).

ORGANIZATIONAL PROFILE

2.1 Name of the organization Full Parsons Brinckerhoff Inc.

2.2 Primary brands, products, and/or services

Full See Who We Are (page 6).

2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures

Full See Scope (page 44) for a breakdown of our operating companies.

2.4 Location of organization’s headquarters

Full Parsons Brinckerhoff’s headquarters are located in New York City.

2.5 Number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report

Full Parsons Brinckerhoff has 150 corporate offices on five continents, with active projects in 97 countries. Markets served by the firm vary by geography. Although the firm’s services are global in nature, principal markets and sectors by geography are as follows:Transportation: US, Europe, Middle East, Asia, Australasia, CanadaPower generation and distribution: Middle East, UK, US, Australasia, AfricaUnderground energy storage: US, Asia, CanadaBuilding engineering: Canada, Asia, US, UK Water and wastewater: US, Australasia, AsiaMining: Australia, Africa, Asia Environmental and community development: Europe, Australasia, US, Europe, Middle East

2.6 Nature of ownership and legal form

Full During 2013 Parsons Brinckerhoff operated as a wholly owned subsidiary of Balfour Beatty plc. WSP Global Inc. acquired Parsons Brinckerhoff in October 2014.

DescriptionLevel of


2.7 Markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries)

Full Parsons Brinckerhoff’s clients are predominately government agencies responsible for the development of infrastructure at the national, regional (state), and local levels, but the firm also works for private developers of infrastructure.See section GRI Index 2.5 for a list of geographic markets served.

2.8 Scale of the reporting organization

Full During 2013, the firm had gross sales of $2.6 billion, and operating costs of $2.5 billion. Employee wages and benefits totaled $1.4 billion (and are included in operating costs). Total capitalization by debt was zero and total capitalization by equity was $500 million. During 2013, the firm employed approximately 14,800 people.

2.9 Significant changes during the reporting period regarding size, structure, or ownership

Full Heery International, a Balfour Beatty company that previously reported through Parsons Brinckerhoff, effective October 2013 reports to Balfour Beatty US. Three Balfour Beatty companies (Balfour Beatty Infrastructure, Balfour Beatty Rail, and Fru-Con), reported to Parsons Brinckerhoff effective October 2013.

2.10 Awards received in the reporting period

Full See Awards and Recognition (pages 16 – 19).

REPORT PARAMETERS: REPORT PROFILE

3.1 Reporting period (e.g., fiscal/calendar year) for information provided

Full January 1, 2013 to December 31, 2013.

3.2 Date of most recent previous report (if any)

Full 2012 Sustainability Report

3.3 Reporting cycle (annual, biennial, etc.)

Full Annual.

3.4 Contact point for questions Full Lynne Ceeney, Chair, Global Sustainability Council, Parsons Brinckerhoff Inc. [email protected]

GRI Index

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https://www.pbworld.com/pdfs/2012_Sustainability_Report.pdf

mailto:CeeneyL%40pbworld.com?subject=Sustainability%20Report%202013%20Question


DescriptionLevel of


REPORT PARAMETERS: SCOPE AND BOUNDARY

3.5 Process for defining report content

Full There are many environmental, social and governance issues that demand our attention. But we give more weight to those risks or opportunities that:• Directly relate to our core business• Are stated priorities of our clients and employees• Are areas where we can affect changeWhile we have not conducted a formal materiality analysis to identify material issues to address in the report, we have surveyed members of the Sustainability Council to understand key sustainability issues of clients and employees in the various regions and sectors in which we operate. The results of this survey have influenced the content in this report.

3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers); see GRI Boundary Protocol for further guidance

Full The scope of this report encompasses all of Parsons Brinckerhoff’s operating companies, which are organized as shown in Scope (page 44).

3.7 State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope)

Full Exclusions are noted throughout the report.

3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations

Full The scope of this report encompasses all of Parsons Brinckerhoff’s operating companies.

3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods)

Full No restatement of information provided in earlier reports has been made.

DescriptionLevel of


3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report

Full None.

REPORT PARAMETERS: GRI CONTENT INDEX

3.12 Table identifying the location of the standard disclosures in the report

Full GRI Index.

REPORT PARAMETERS: ASSURANCE

3.13 Policy and current practice with regard to seeking external assurance for the report

Full Select performance indicators were independently assured by KMPG, which performed a limited and reasonable assurance engagement for Parsons Brinckerhoff’s scope 1 and 2 greenhouse gas emissions data.

GOVERNANCE, COMMITMENTS AND ENGAGEMENT: GOVERNANCE

4.1 Governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight

Full Parsons Brinckerhoff is governed by a Chief Executive Officer (CEO), George J. Pierson, who reports to the Chief Executive of Balfour Beatty. The CEO determines policy and strategy for Parsons Brinckerhoff, in concert with the Executive Committee of Balfour Beatty, of which he is a member.The Parsons Brinckerhoff Operations Leadership Committee (OLC) comprises managers of the organization’s seven operating companies. They report either to the CEO or to the Chief Operating Officer (COO). The COO and operating company presidents oversee the day-to-day operations of the organization, including economic, environmental, and social performance. There are no independent, non-executive members involved in management.The CEO is supported by the CEO Committee (CEOC) consisting of the following: Chief Operating Officer; Chief Financial Officer; Chief of Staff; Director of Corporate Communications; Director of Corporate Development; Director of Global Human Resources; Director of Operational Delivery; and General Counsel.

4.2 Indicate whether the Chair of the highest governance body is also an executive officer

Full See Balfour Beatty Annual Report 2013.The Chairman of the Board is a non-executive.

4.3 For organizations that have a unitary board structure, state the number and gender of members of the highest governance body that are independent and/or non-executive members

Full See Balfour Beatty Annual Report 2013 for information regarding board structure in 2013.See also GRI Index 4.1 for the members of the CEOC and OLC, which are the highest governance bodies in Parsons Brinckerhoff. All members of these two committees are executives.

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http://www.balfourbeatty.com/index.asp?pageid=310



DescriptionLevel of


4.4 Mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.

Full During 2013, Parsons Brinckerhoff was a wholly owned subsidiary of Balfour Beatty plc and did not directly engage with public shareholders. Employees have the opportunity to raise issues with the CEOC and the OLC through direct contact or through their managers.

4.6 Processes in place for the highest governance body to ensure conflicts of interest are avoided

Full During 2013, the OLC and the CEOC were guided by the Balfour Beatty Code of Conduct. There were no documented conflicts of interest in 2013.

4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation

Full See Creating a Better Future Today (pages 8 and 9).

4.9 Procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles

Partial See Message from the CEO (page 4).

4.10 Processes for evaluating the highest governance body’s own performance, particularly with respect to economic, environmental, and social performance

Partial See Balfour Beatty Annual Report 2013

GOVERNANCE, COMMITMENTS AND ENGAGEMENT: COMMITMENTS TO EXTERNAL INITIATIVES

4.11 Explanation of whether and how the precautionary approach or principle is addressed by the organization

Full Parsons Brinckerhoff seeks to implement the precautionary principle in the following ways:

• Adopt a risk-based, context-driven approach to all decision making, notably with respect to safety and environmental management.

• Improve the company’s environmental management systems to keep pace with best practice.

• Respond to the challenge of climate change by striving to reduce carbon emissions.

• As a values-driven company, we recognize that the work we do impacts the environment and our communities, so we strive to implement the principles of sustainability in all our work.

DescriptionLevel of


4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses

Full This report is aligned with the Global Reporting Initiative’s G3.1 Reporting Guidelines. Many of Parsons Brinckerhoff’s offices in the US, UK, and Australia-Pacific implemented an environmental management system (EMS) that meets the requirements of ISO 14001. Parsons Brinckerhoff operating companies are involved in a variety of external sustainability initiative’s, including those presented in Creating a Competitive Advantage (page 25)and the corresponding sector in our IRIS tool.

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http://www.pbworld.com/pdfs/other/Balfour_Beatty_Code_of_Conduct.pdf




DescriptionLevel of


4.13 Memberships in associations (such as industry associations) and/or national/international advocacy organizations

Partial North AmericaThe company became a member of the US Green Building Council in 2000 and launched a concentrated effort to expand the number of LEED Accredited Professionals within the firm, as well as staff accredited in other sustainability rating systems such as BREEAM (an environmental assessment method for buildings).

Parsons Brinckerhoff is a founding member of the American Public Transportation Association (APTA) sustainability committee and has chaired a special task force on sustainable transportation at the American Association of State Highway and Transportation Officials (AASHTO).

In addition, Parsons Brinckerhoff employees presented and led workshops on sustainability and transit at a variety of transit organizations and industry conferences:

• Chaired special AASHTO task force on sustainable transportation.

• Led dozens of seminars and presentations on the themes of “Sustainable Highways: Oxymoron or Opportunity?” and “Context-Sensitive Solutions: The Pillar of Sustainable Highways.”

• Presented on climate change and transportation at more than 50 conferences and events, including those for AASHTO, the Association of Metropolitan Planning Organizations, the American Planning Association, the Women’s Transportation Seminar, the Transportation Research Board, and the Air & Waste Management Association.

AsiaParsons Brinckerhoff Asia is a member of the Hong Kong Green Building Council and is actively engaged in developing voluntary green building standards through Hong Kong’s Building Environmental Assessment Method program. Parsons Brinckerhoff employees participate in various industry bodies, including the Technical Task Force for Mandatory Building Energy Code in Hong Kong.

EuropeThe company is a member of the UK Green Building Council and the Association of Consulting Engineers.

AustraliaThe company is a member of Engineers Australia, and sits on several of its committees including: code of ethics committee, reconciliation action plan steering committee, and audit and risk committee.

The company is also a member of Sustainable Business Australia, and sits on the organization’s board of directors.

DescriptionLevel of


GOVERNANCE, COMMITMENTS AND ENGAGEMENT: STAKEHOLDER ENGAGEMENT

4.14 List of stakeholder groups engaged by the organization

Full Stakeholder engagement helps Parsons Brinckerhoff define and manage our response to the complex challenges facing the world today. Stakeholder groups engaged by the organization include:

• Clients• Employees (current, past, and future)• Government• Industry bodies and academic institutions• Other firms with which we partner • Suppliers

Giving employees a voice in our sustainability initiative is central to creating a challenging, rewarding, and participative work environment. We use a variety of channels to communicate and consult with employees, including training programs, surveys, periodic newsletters, and working groups.

4.15 Basis for identification and selection of stakeholders with whom to engage

Full Parsons Brinckerhoff undertakes extensive consultation on sustainability and corporate social responsibility with its clients, employees, suppliers, regulators, and the communities in which we work. Detailed information about the basis for identifying and selecting stakeholders can be found in the Balfour Beatty 2013 Blueprint for Sustainable Business (p.30, http://www.balfourbeatty.com/files/pdf/hotspots/sustainability_blueprint.pdf).

4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group

Partial Our engagement approach includes:• Participation on key industry association committees• Attendance at industry functions• Sponsorship of industry events and research• Industry award submissions• Corporate communications (publications, website,

intranet)• Client and stakeholder events on various subjects and

technical disciplines• Media relations• Trade displays• Government relations

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http://www.balfourbeatty.com/files/pdf/hotspots/sustainability_blueprint.pdf

http://www.balfourbeatty.com/files/pdf/hotspots/sustainability_blueprint.pdf


DescriptionLevel of


Standard Disclosures: Performance Indicators

ENVIRONMENTAL: MATERIALS

EN1 Materials used by weight or volume

Partial See Using Resources Efficiently (page 28) and the corresponding sector in our IRIS tool.

EN2 Percentage of materials used that are recycled input materials


ENVIRONMENTAL: ENERGY

EN3 Direct energy consumption by primary energy source

Full Fuel Units TotalsNatural Gas ekWh 13,021,594Fuel oil Liter 72,679Diesel (vehicles)

Liter 279,663

Gasoline (vehicles)

Liter 2,383,941

See Reducing Emissions and Energy Use (page 36) and the corresponding sector in our IRIS tool.

EN4 Indirect energy consumption by primary source

Full Fuel Units TotalsElectricity kWh 29,366,918Steam Mlbs 1,128District heating

TonHrs 84,519

See Reducing Emissions and Energy Use (page 36) and the corresponding sector in our IRIS tool.

EN5 Energy saved due to conservation and efficiency improvements

Partial See Reducing Emissions and Energy Use (page 36) and the corresponding sector in our IRIS tool.

ENVIRONMENTAL: WATER

EN8 Total water withdrawal by source


EN13 Habitats protected or restored

Full See Protecting and Restoring Natural Systems (page 38) and the corresponding sector in our IRIS tool.

EN16 Total direct and indirect greenhouse gas emissions by weight

Full Scope 1 and 2 emissions: 25,122 tonnes CO2e.

EN17 Other relevant indirect greenhouse gas emissions by weight

Full Scope 3 (business air travel): 18,783 tonnes CO2e.

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved

Full In the US our purchase of paper with recycled content resulted in a reduction of 88 tonnes of CO2e.

EN19 Emissions of ozone depleting substances by weight

Full 100 kg of HCFC-22 emissions were recorded in our South Africa operating company.

DescriptionLevel of


EN22 Total weight of waste by type and disposal method


ENVIRONMENTAL: COMPLIANCE

EN28 Monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations

Full None.

LABOR PRACTICES AND DECENT WORK: EMPLOYMENT

LA1 Total workforce by employment type, employment contract, and region, broken down by gender

Partial Region Full-time Part-time/ Temporary / Contract

Totals

US 5,083 666 5,749Canada 394 22 416AAPSA 4,254 850 5,104Europe 1,918 889 2,807Middle East 763 2 765Total 12,412 2,429 14,841

LABOR PRACTICES AND DECENT WORK: LABOR/MANAGEMENT AGREEMENTS

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region and by gender

Partial Accident frequency rate: 0.04/200,000 per hours worked. Long-term injury rate: 0.10/200,000 per hours worked. No fatalities.

LABOR PRACTICES AND DECENT WORK: DIVERSITY

LA13 Composition of governance bodies and breakdown of employees per employee category according to gender, age group, minority group membership, and other indicators of diversity

Partial See Promoting a Diverse Workforce (page 32) and the corresponding sector in our IRIS tool, as well as GRI Index section 4.1 and 4.3.

HUMAN RIGHTS: INVESTMENT AND PROCUREMENT PRACTICES

HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained

Full 8,753 hours of relevant training were delivered in the reporting period.61.5 percent of employees received training in the reporting period.

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DescriptionLevel of


SOCIETY: CORRUPTION

SO3 Percentage of employees trained in organization’s anti-corruption policies and procedures

Full 61 percent trained in 2013.

SOCIETY: PUBLIC POLICY

SO5 Public policy positions and participation in public policy development and lobbying

Partial See Creating a Competitive Advantage (page 25).

SOCIETY: ANTI-COMPETITIVE BEHAVIOUR

SO7 Total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes

Full None.

SOCIETY: COMPLIANCE

SO8 Monetary value of significant fines and total number of non-monetary sanctions for non- compliance with laws and regulations

Full None.

PRODUCT RESPONSIBILITY: MARKETING COMMUNICATIONS

PR7 Total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes

Full No incidents of non-compliance.

ECONOMIC: ECONOMIC PERFORMANCE

EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments

Partial During 2013, the firm had gross sales of $2.6 billion, and operating costs of $2.5 billion. Employee wages and benefits totaled $1.4 billion (and are included in operating costs). Total capitalization by debt was zero and total capitalization by equity was $500 million.

DescriptionLevel of


ECONOMIC: MARKET PRESENCE

EC6 Policy, practices, and proportion of spending on locally-based suppliers at significant locations of operation

Full See Adding Value Locally (page 33) and the corresponding sector in our IRIS tool.In addition to geographic region, additional factors influence supplier selection including cost, and environmental and social performance. For example, in Canada, suppliers are assessed and rated annually using a supplier sustainability checklist.

EC7 Procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation

Full The vast majority of Parsons Brinckerhoff employees are hired locally. There is no specific policy to hire locally, but the firm’s goal is to have a workforce that reflects local communities.

ECONOMIC: INDIRECT ECONOMIC IMPACTS

EC8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement

Full See Working with Communities (page 34) and the corresponding sector in our IRIS tool.

GlossaryAAPSA Asia, Australia-Pacific, Southern Africa

AASHTO American Association of State Highway and Transportation Officials

APTA American Public Transportation Association

BREEAM Building Research Establishment Environmental Assessment Method

CEOC Chief Executive Officer Committee

CHP Combined Heat and Power

CIBSE Chartered Institution of Building Services Engineers

CIGRE International Council on Large Electric Systems

CFWI Central Florida Water Initiative

CO2e Carbon Dioxide Equivalent

COMTO US Conference of Minority Transportation Officials

Defra UK Department of Environment, Food, and Rural Affairs

ekWh Equivalent Kilowatt Hour

EMS Environmental Management System

ESA Engineering Success Alliance

EuMENA Europe, Middle East, Northern Africa

GHG Greenhouse Gas

GRI Global Reporting Initiative

IRIS Integrated Rating Indicator for Sustainability™

ISI Institute for Sustainable Infrastructure

ISO International Organization for Standardization

KPI Key Performance Indicator

LEED® Leadership in Energy and Environmental Design®

NGO Non-governmental Organization

OpCo Operating Company

OLC Operations Leadership Committee

P3 Public-private Partnership

PBU Parsons Brinckerhoff University

PGN Professional Growth Network

SAP Sustainability Action Plan

TSO Transmission System Operator

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