Stewardship in Action: A Values-Driven Approach to Design

Stewardship in Action

A Values-Driven Approach to Design

A Message from Our Leadership

Dear Reader,

For 90 years, Perkins&Will has flourished by grounding itself in a commitment to designing beautiful, sustainable, equitable projects—places where humanity thrives in harmony with nature.

Indeed, our love of doing the right thing for people and the planet is our firm’s most enduring quality. And it all starts with the way we run our business.

This report provides our performance data from 2023 and 2024. You’ll read about how we’re cultivating global talent through learning and leadership development programs; how we’re actively building a workplace that embraces, engages, and celebrates diverse cultures and identities; and how we’re championing decarbonization and ecological health in our day-to-day operations, as well as in the projects we design. These investments pay dividends: The world around us may change, yet our purpose remains the same. Our firm is resilient.

This report also includes vignettes of projects we’ve designed over the past 90 years— each unique to its era and context, each emblematic of our foundational commitment to Living Design.

As we enter our tenth decade, we’re proud of the strong and stable organization we’ve designed from the inside out. We look forward to another 90 years.

Phil Harrison CEO, Perkins&Will

Lindsey Peckinpaugh President, Perkins&Will

LIVING DESIGN

With you—our clients, communities, partners, and peers—we aim to create a more beautiful, sustainable, equitable world. Together, we design for life.

Who We Are

Optimism, integrity, curiosity, and creativity—these are some of the guiding principles that inform our daily behaviors and business practices at Perkins&Will. Our goal is to make people’s lives better, so we lead with honesty and fairness. We make it a point to discover new perspectives that may differ from our own so that we can enrich our knowledge and deepen our empathy. As the world’s second-largest architecture and design firm, leading by example to elevate the industry is imperative.

Celebrating 90 Years

CROW ISLAND SCHOOL (1938)

The Crow Island School in Winnetka, Illinois, which we designed in 1938—three years after our founding— is a testament to our legacy of designing beautiful, sustainable, equitable projects. Generations later, Crow Island remains a thriving hub of childhood learning and discovery, cherished by its community and celebrated the world over. In 2022, the school engaged us to design additional classrooms, a cafeteria, a library, and a new gymnasium.

WHO WE ARE

Global Citizens

We’re citizens of the world—a global collective of designers and changemakers. Our colleagues were born in countries all over the world, speak several languages, and mirror many of the cultural and ethnic identities of our clients and their communities, from Chicago to Monterrey, New York to London, Vancouver to Shanghai. Our diversity is a natural extension of the work we do and the people we serve.

Ecological Placekeeping

Our care for the local communities and natural ecologies in which we work motivates us every day. It’s both our passion and responsibility to leave the places we touch better than before we arrived. In fact, in 2024 we launched a series of quarterly in-person workshops for firm leaders to gather in nature and learn about regenerative design, which restores and regenerates the environment. That same year, we also hired our first Firmwide Director of Ecology.

Talent Development

Upskilling our talent is one of the soundest investments we make for our firm each year. From our Creative Leadership Academy for cultivating next-generation leaders to our Engage program for nurturing client relationships, our learning and development curricula are best-in-class.

Global Commitments

We continue working to fulfill our pledges for greater social equity and decarbonization as set forth by the following programs, reports, and organizations:

✓ Architecture 2030 Commitment

✓ Black in Design Mentorship Program at the Harvard Graduate School of Design (GSD)

✓ C40 Clean Construction Declaration

✓ Human Rights Campaign (HRC) Corporate Equality Index

✓ National Organization of Minority Architects (NOMA)

✓ Truth and Reconciliation Commission of Canada: Calls to Action

✓ World Green Building Council’s Net Zero Carbon Buildings Commitment

Celebrating 90 Years

UNIVERSITY OF WASHINGTON LIFE SCIENCES BUILDING (2018)

The University of Washington Life Sciences Building, completed in 2018, has earned international recognition as a leader in sustainable design. Among the LEED Gold® building’s many innovations include its unique vertical glass solar fins, which we developed in collaboration with UW students, that generate enough electricity to light all four floors of the building’s offices year-round.

$720MM gross annual revenue *As of January 1, 2025

Process & Framework

Methodology

In continued collaboration with our partners at Sidara—a global network of designers, engineers, planners, and consultants—we’ve been refining the way we track, measure, and assess our impacts. For example, in 2023, EY peer reviewed our reporting methodology, key commitments, and conducted a “double materiality assessment,” or DMA which examined how our business operations directly and indirectly affect the environment and society, and how sustainability-related matters such as climate change are influencing our financial performance over time. Additionally, in 2024, a majority of our staff around the world completed surveys about their local studio’s adherence to our Green Operations Plan, which we issued in 2023, as well as their daily work commute to help reveal our Scope 3 emissions.

This report adheres to the Global Reporting Initiative (GRI)’s framework for disclosure and focuses on the following 10 key performance indicators:

International auditing firm EY conducted a double materiality assessment in compliance with the GRI framework and served as a global advisor on our reporting process.

For our 2023 emissions data, carbon accounting program BMO Climate Smart verified our greenhouse gas (GHG) emissions inventory to ensure compliance with the Greenhouse Gas Protocol Corporate Accounting and Reporting Standard, Revised Edition. In 2024, we transitioned to a new carbon accounting platform, CarbonHound to ensure compliance with the same reporting standard.

GRI is internationally recognized and enables us to capture our performance across multiple geographic areas, nations, and cultures. It is also compatible with other frameworks, such as the World Green Building Council’s (WGBC) Net Zero Carbon Buildings Commitment.

Celebrating 90 Years

100 NORTH RIVERSIDE (1990)

Completed in 1990, this multi-award-winning high-rise is a civic landmark in downtown Chicago. In addition to offering tenants unobstructed views of the city, the building’s design represents a major technical achievement: All 36 stories gracefully straddle active commuter rail lines that cross the site while seamlessly integrating with the urban riverfront.

As we adopted a new hybrid work model post COVID, we wanted to better understand the impact on our global studios’ Scope 3 emissions profile. We also tracked the impact of our business travel on our Scope 3 emissions.

We realize our business has impacts on ecological health and habitats—and we know we can be smarter about minimizing them. To help guide us, in 2024 we hired a full-time Director of Ecology.

Our efforts to diversify the design profession take shape in many ways around the world, from Brazil to China to Denmark and beyond.

We made strategic investments in skills development programs, performance management, and leadership best practices to support the professional and personal well-being of our talent worldwide.

We donated nearly 30,000 hours of professional design services to nonprofits in the U.S., Canada, England, Brazil, and China. This included designing affordable housing, education spaces, workplaces, healthcare environments, and urban environments.

We’re committed to minimizing the environmental impact of our business operations—and to pursuing a regenerative design approach for each of our studios worldwide.

THIS SECTION

CASE STUDY

Our Vancouver Studio

Our new studio in the heart of Vancouver’s downtown business district prioritizes human and ecological well-being. We monitor indoor air quality; provide connections to nature; and avoid many products and materials that contain substances on our Precautionary List. We also re-used, re-assembled, and re-imagined many parts and components of our previous studio.

Energy & Emissions

GOALS & TARGETS

Decarbonization

Eliminate direct fossil fuel use in our studios’ operations.

Energy Conservation

Improve our studios’ annual energy efficiency, using less than 35 kbtu/sf.

Green Power

Where possible, work with landlords to integrate on-site renewable energy sources that generate 50% of our studios’ energy annually, helping to decarbonize the utility grid.

PERFORMANCE

Emissions Data Collection

Since 2022, our studio leaders have worked closely with their landlords to collect actual energy and other green operations performance data. In 2023, 75% of our locations collected actual performance data, and 86%* in 2024.

Wherever our emissions data was limited, we relied on a third party-reviewed benchmarking approach to help us fill in the blanks. This approach was vetted by PwC and BMO Climate Smart in 2022; by BMO Climate Smart in 2023; and by CarbonHound in 2024. We continue to strengthen collaboration with our landlords to improve data collection in our leased spaces.

Our 2023 emissions were reviewed by BMO Climate Smart and our 2024 emissions were reviewed by CarbonHound. Our results show a 5% reduction in Scope 1 and 2 emissions, despite growth in our total floor area. We offset 100% of those emissions.

Our reporting efforts comply with the Greenhouse Gas (GHG) Protocol Corporate Accounting and Reporting Standard

Results below show our Scope 3 emissions associated with our employees' commute method and work from home arrangements in 2023 and 2024, leading to a slight increase in our overall emissions from 2022.

Our Bainbridge Island Studio

Address any remaining carbon emissions through the purchase of responsible carbon offsets.

We renovated a horse stable that was built in 1911. In doing so, we radically transformed an aging and abandoned structure into a modern, highly sustainable workplace for our staff on Bainbridge Island. The project is Perkins&Will’s first net-zero studio and includes 100% FSC-certified wood or salvaged wood, on-site stormwater treatment, and pollinatorfriendly plant species.

PERFORMANCE

(continued)

Commuting vs. Working From Home

In the wake of the pandemic, we began in 2021 and 2022 to offer staff a hybrid work model with a minimum requirement of three days in the studio. As more people began commuting to and from work, we knew to expect an impact on our studios’ Scope 3 emissions profile. So in 2023 and 2024, we engaged BMO Climate Smart to administer an employee survey so we could better understand that impact.

While only 27% of staff use a gas-powered vehicle for their daily commute, they represent 73% of our overall employee commute emissions.

To promote the use of more sustainable modes of transportation, including public transportation, we offer the U.S. and Canadian studios a transit benefit of $780 annually.

In 2023 and 2024, we also tracked the emissions impact of our business travel, which accounted 49% and 63% respectively.

LOOKING AHEAD

Sustainable Transit Options

Using information from our 2023 and 2024 commute and work from home survey, our studio leaders are now more empowered to encourage staff to take more sustainable modes of transportation—such as public transit, bikes, or e-scooters—when traveling to and from work.

Pushing the Envelope

As studio lease terms expire and present fresh opportunities to design our future workplaces, we’re poised to raise the bar on decarbonization—both for ourselves and our profession. The design of our new Vancouver studio, which breathed new life into one of the city’s iconic edifices, is a good example of daring to lead by example. In compliance with our Decarbonization Policy, the studio is located in a building that's been certified to the Zero Carbon Building - Performance™ standard by the Canadian Green Building Council.

“Proactively measuring the Scope 3 emissions associated with our talent’s work commutes and work-from-home arrangements was critical to understanding our global environmental footprint. But, we still have much to do to refine our reporting process and are serious about taking meaningful steps that reduce our impact on the climate.”

Kathy Wardle Regional Director of Regenerative Design

Water

GOALS & TARGETS

Baseline Use

Set water conservation targets for operations by 2026, building upon baseline operations data collected in 2024 and 2025.

Conservation

Continue to install low-flow toilets, waterless urinals, and Energy Star certified fixtures and appliances (e.g. dishwashers) in every non-leased studio, every studio whose lease is being renewed, and every studio that's undergoing tenant improvements.

Filtration

In studios with 50 or more employees, we’ll provide filtered drinking water via a water bottle filling station or pantry sink.

PERFORMANCE

In 2023 and 2024, over 80% of our studios participated in water reporting, marking a major step toward consistent data collection and toward establishing a water use baseline. Based on our studios' reported data, our average annual water usage was 1,995 gallons per person--the equivalent of 8 gallons of water per person every day.

LOOKING AHEAD

New Opportunities, Goals, & Technologies

We aim to set Water Use Intensity (WUI) goals on a per capita basis based on our baseline performance. This will provide for a more comparable data set as our operations and employee headcount evolve over time.

We also aim to set water conservation targets, which will result in more comprehensive reporting.

OPPORTUNITIES FOR INNOVATION

Benchmarking

While we’re still refining our data collection process, we’ve made sufficient progress in improving the accuracy of our data, especially in water-stressed regions. A water-stressed region is one in which the demand for water is greater than the freshwater supply. In fact, we learned that 21 of our studios worldwide are located in water-stressed regions.

Celebrating 90 Years

DISCOVERY HEALTH CENTER (2002)

A sustainability trailblazer for its time, the Discovery Health Center in Harris, New York set a new standard in designing for human and ecological health when it opened in 2002. The medical and clinical facility, which is made with renewable and nontoxic materials, provides care to children and adults with complex neurological conditions. As the first LEED certified® healthcare facility in the U.S., the project showed the world that beautiful, functional design and healthy, sustainable design are not mutually exclusive.

UVA Brandon Avenue Green Street and Utility

The Brandon Avenue project at the University of Virginia transforms a former dead end street into a vibrant, multiuse district and demonstrates how complex utilities can become beautiful public spaces. Brandon Avenue's performative landscape manages storm water for an entire campus district thanks to custom precast concrete and a bioretention basin, or “rain garden,” in the median. Together, these elements celebrate water as a highly visible and educational design feature. 40%

plantings to enhance wildlife habitat and improve resilience

Materials

GOALS & TARGETS

Material Circularity

Nurture a firmwide culture that prioritizes limiting waste generation and adopting best practices in composting, reuse, and recycling.

Waste Diversion

Ensure all studios report their solid waste generation and diversion rates annually, and by 2026, set per capita targets for solid waste diversion.

Responsible Procurement

Continue to follow best practices, per our Green Operations Plan, for procuring responsibly sourced, healthy materials that help eliminate waste and toxins in the workplace.

PERFORMANCE

Waste Diversion

Between 2023 and 2024, we collected 89% of performance data from our landlords and/or waste management contractors. This helped us understand how much waste we collectively generated and diverted from landfills through composting or recycling.

Healthy Materials

In 2024, we released to our staff firmwide a preliminary version of “The Switch List”—a compendium of substances, products, and materials that will be phased out of our projects. The Switch List is based on governmental publications and peer-reviewed scientific findings that demonstrate adverse effects of certain substances on human health, ecosystems, and the climate. The Switch List also draws attention to the wide range of health-conscious products available on the market today that offer more sustainable solutions, making it simpler for our designers to identify alternatives.

OPPORTUNITIES FOR INNOVATION

Establishing Consistency

In 2023 and 2024, our studios provided staff with the tools and basic infrastructure to support recycling and composting in the workplace. And our firmwide vendor requirements helped reduce solid waste generation. However, not all studios performed at a consistently high level. We attribute this challenge, in part, to discrepancies among municipal waste management services, differing tenant service agreements in our leased spaces, and varying regional urban cultures that shape our daily behaviors. Nevertheless, we will continue to pursue a culture of material circularity and enhanced waste management.

LOOKING AHEAD

While we have realized some success in collecting solid waste data, it continues to be a challenge to do so in a consistent and meaningful way. That’s because each studio has its own unique waste, recycling, and composting contract arrangements with its base building. Moving forward, we would like to work with our studio leaders to devise a firmwide plan that systematizes and standardizes data collection in collaboration with our landlords.

Celebrating 90 Years

RUGEN ELEMENTARY SCHOOL (1943)

An early exemplar of educational design that supports well-being, Rugen Elementary School—completed in 1943 in Glenview, Illinois— also showcases our longstanding history with circularity. The design and construction teams creatively conserved and recycled building materials in support of the war effort.

Our Calgary Studio

Located in a 1920s former storefront, our Calgary studio embraces adaptive reuse and material circularity to reduce embodied carbon. By reusing most of the existing furniture from our previous location, selecting low-emitting materials and those with health material disclosures, and choosing known healthier interior products, including finishes with certified environmental product declarations (EPDs), we made sustainability a priority.

Biodiversity

LEADING THE INDUSTRY

Recovering Biodiversity Through Design

We recognize that both our business operations and the projects we design and deliver can significantly impact biodiversity and ecosystem health. Through policy and best practices, we’re committed to doing better.

In 2024, we hired a full-time Director of Ecology. In this strategic role, Juan Rovalo is setting out to improve our ecological literacy, skills, and processes—as well as our capacity to deliver ecologically attuned, high-performing projects. One of Juan's goals is also to build out a more robust ecology team around the firm.

Ultimately, this will help us adhere to the LEAP (locate, evaluate, assess, and prepare) process as recommended by the Taskforce for Nature-Related Financial Disclosures (TNFD). By identifying nature-related dependencies, impacts, risks, and opportunities through the LEAP process, we can comply with GRI 101: Biodiversity 2024.

Celebrating 90 Years

DOCKSIDE GREEN (2008)

Dockside Green in Victoria, British Columbia, was groundbreaking for its time. The carbon-neutral masterplan—a reclamation and redevelopment of 15 acres of former industrial waterfront into vibrant commercial, residential, live/work, and light-industrial spaces—set a new standard for sustainable community design. The first phase included a biomass gasification plant, windmills, solar panels, and on-site sewage treatment and graywater recycling facilities. Its first three buildings, once completed, achieved LEED Platinum® certification.

CASE STUDY

The Meadoway, Scarborough, Ontario

The Meadoway converts a 16-kilometer hydro-corridor into a thriving meadow ecosystem connecting 13 neighborhoods, 15 parks, and 7 river systems. Designed as a continuous greenspace, it provides a vital ecological link between downtown Toronto and Rouge National Urban Park, enhancing safe access to nature for city residents. With over 100 hectares of meadow supporting more than 1,000 species of flora and fauna, The Meadoway exemplifies large-scale habitat restoration and connection to nature in an urban setting. It also demonstrates how urban infrastructure can be repurposed to restore native meadow ecologies.

10

local pollinators have found a home here

50 and 100 1,000

rainfall events mitigated species of flora and fauna supported

Our most valuable asset is our people: the culture they’ve created for our business, their diversity of backgrounds, their talents, skills, and perspectives. All of it enriches the work we do for our clients and communities.

CASE STUDY

Westside Paper

Westside Paper is the transformation of a former paper packaging warehouse and industrial site into a vibrant, sustainable, community-oriented destination for social gatherings, artistic performances, dining, shopping, and working. The project blends nature and culture with public art and local history, bridging past and present and creating a sense of neighborhood pride in one of Atlanta’s most diverse communities.

Justice, Equity, Diversity, & Inclusion (J.E.D.I.)

GOALS & TARGETS

Increase Number of Women Employees by Region

Ensure women continue to make up half of our workforce in every geographic region where we operate.

Appoint More Women to Leadership Positions

Sustain a leadership team in which women hold at least half of firmwide roles.

Prioritize Diverse Partnerships

Continue to prioritize collaborations with minority-owned and underrepresented consultants and vendors—part of our “CoCreate” approach to design— and enhance our internal system for tracking these partnerships year to year.

PERFORMANCE

Our Workplace Culture

We’ve always believed in the power of diversity: Creative tensions spurred by differing thoughts and ideas yield innovation. That’s how our business stays competitive.

For more than a decade, we’ve embedded J.E.D.I. into our global strategy—making it our mission to create a workplace culture that welcomes, includes, and engages people from all walks of life. Each year, we apply novel ways to help us accomplish this goal, and we’re continuously refining how we measure our progress, track our successes, and understand J.E.D.I.’s business impacts.

In 2023, for example, we began homing in on three key J.E.D.I. categories—people, culture, and work—to streamline the collection and assessment of quantitative and qualitative performance data. This greatly facilitated our ability to discern where we’re excelling as a firm and where we need to refocus our efforts. For example, we’re making excellent progress toward achieving and maintaining gender equity globally; however, we still have work to do to balance our ethnic and racial diversity.

In 2024, we introduced a comprehensive digital platform designed to help employees firmwide create and thrive in a workplace culture that prioritizes J.E.D.I. The platform, called Reach, provides staff with a robust library of training materials, discussion guides, and tips for building and sustaining an inclusive environment.

Our 2024 J.E.D.I. efforts globally—which included supporting self-organized affinity groups within our firm—also led to our designation as a “Best Place to Work for LGBTQ+ Equality” by the Human Rights Campaign for the sixth year* in a row. And in a demonstration of our commitment to J.E.D.I. as a strategic pillar of our firm, in 2024, we also changed the title of our Director of Global Diversity to Chief Diversity Officer.

Democratizing J.E.D.I.

We also made efforts to help support J.E.D.I. beyond our immediate practice. In 2023, we launched a free tool that helps the entire design profession meet the diverse health and socioeconomic needs of different communities.

PRECEDE is an open-source dashboard that provides access to U.S. site-specific public health data. When accounted for during the design process, it can help project teams and their clients significantly improve design outcomes.

And between 2023 and 2024, we partnered with over 500 minority-owned and disadvantaged businesses in the U.S. and Canada. This is what we call “CoCreate”— our approach to diversifying the industry through the deliberate inclusion and engagement of underrepresented design professionals. While this number is down from 2022, when we reported 673 minority-owned and disadvantaged business partners, we attribute the discrepancy, in part, to ongoing changes to our data tracking system, which we continue to refine.

JUSTICE, EQUITY, DIVERSITY, & INCLUSION (J.E.D.I.)

AT A GLANCE: J.E.D.I. AROUND THE WORLD

Brazil

In 2024, we joined other architects in the greater São Paulo area to launch the Aproxima program, which aims to address racial disparities in the design profession. Aproxima offers job training and skills development, along with one internship per semester at a participating firm, to a Black, mixed-race, or Indigenous architecture and urban planning student. The program also offers racial literacy training to sponsor firms. We welcomed our first Aproxima intern in 2024, and both our Talent Manager and internship coordinator participated in the program’s racial literacy trainings.

Canada

In 2023, we performed a wage gap analysis for minority employees and set a goal of gender parity in leadership in our Canadian studios by 2028. We also began implementing changes to our hiring processes, including anonymizing resumes for new hire screenings and providing equitable questions for all candidates. In 2024, we created the Indigenous Culture and Awareness Collaborative to foster stronger working relationships with Indigenous peoples across Canada. We doubled our Indigenous student scholarship fund at Seneca College in Toronto, and we continued building a pipeline of Indigenous architects through sponsorships at Laurentian University in Ontario.

China

In our Shanghai studio, our J.E.D.I. efforts in recent years have focused largely on diversifying gender, nationality, skill sets, and personal and educational backgrounds. In 2023 and 2024, the studio maintained a near 50/50 gender split, with women employees slightly outnumbering men. As part of our efforts to diversify the design profession in China, in 2023, we hosted interns from universities in the U.K., France, and the U.S.

Denmark

Our efforts to build a J.E.D.I. culture in our Copenhagen studio ramped up in 2023. We established an internal committee to set the studio’s local strategy, and soon thereafter organized a series of learning workshops and educational events for all staff. These included bias mitigation training sessions; mental health awareness activities; celebrations honoring women in architecture and the LGBTQAI+ community; dedicated J.E.D.I. lunch-and-learns; and a panel discussion on diversity in design in partnership with a local nonprofit.

Mexico

In Monterrey, our J.E.D.I. efforts have been principally focused on gender equity, educational diversity, and regional diversity across Latin America—led largely by the studio’s local J.E.D.I. Champions group. In 2023 and 2024, the studio participated in or hosted a series of events designed to support diversity in design, including a march for women’s rights on International Women’s Day; in-studio cultural celebrations; panel discussions featuring LGBTQIA+ speakers; and outreach to local universities.

United Kingdom and Ireland

In our London and Dublin studios in 2023 and 2024, we doubled down on J.E.D.I. best practices in recruitment, career development, and workplace policy. We implemented “blind screenings” of job applications from recent graduates—removing identifiable information to minimize unconscious bias; partnered with diversityfocused recruitment agencies; provided financial assistance for graduate students studying for licensure; and offered diversity training for managers focused on inclusive hiring practices.

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underrepresented groups , 2023

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JUSTICE, EQUITY, DIVERSITY, & INCLUSION (J.E.D.I.)

OPPORTUNITIES FOR INNOVATION

Bridging Countries and Continents

Although we’re a global firm, two-thirds of our studios and all our executive leaders are located in North America. We must make a concerted effort to include the perspectives of our non-North American studios in our firmwide J.E.D.I. strategy development. Studio-based J.E.D.I. committees, which lead local efforts including cultural heritage celebrations, educational speaker series, and community outreach, will be critical to ensuring international connectivity and strategic alignment.

Unleashing Future Talent

As part of our efforts to build a multi-generational pipeline of design talent, we conduct visits to elementary, middle, and high schools; colleges and universities; and other organizations, conferences, to inspire students to pursue design as a career path. Between 2023 and 2024, our global studios collectively addressed audiences at:

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“Some

of the most successful global organizations are those whose leadership and workforce reflect the richness

of the world's diversity. At Perkins&Will, we serve clients and communities on nearly every continent, so we're committed to diversifying our teams at every organizational level. Not only does diversity spur innovation, but also, quite simply, it's what our clients expect of us.”

Gabrielle Bullock Chief Diversity Officer

Diversifying Tomorrow’s Talent Pipeline

LOOKING AHEAD

Mitigating Bias

One of our strategies for ensuring fair and balanced recruitment and retention is giving our global staff access to year-round anti-bias trainings and other resources through the Reach platform. For managers and team leaders, in particular, Reach offers tools that help them identify and counter their own unique biases in support of equitable hiring processes and performance reviews.

Psychological Safety

We’re exploring opportunities for enhancing psychological safety in our global workplaces. This includes training on how to create a culture in which speaking up, asking questions, taking risks, and making mistakes is encouraged.

Our annual scholarship at the University of Michigan Taubman College of Architecture and Urban Planning provides need-based support to underrepresented graduate architecture students.

Scholarships for Indigenous Students

Our four annual scholarships support two Indigenous students enrolled at Laurentian University’s McEwen School of Architecture and two Indigenous students enrolled at Seneca College.

Celebrating 90 Years

OAKLAND COMMUNITY COLLEGE (1965)

In post-WWII America, the advent of the community college had a transformative influence on the rise of the nation’s economy and the education of millions in the “baby boom” generation. Like many of the community colleges we designed in the 1960s, Oakland Community College in Auburn Hills, Michigan, provided not just accessible and affordable education, but also workforce training, entertainment, arts and culture, health and fitness activities, and space for public gatherings. It opened in 1965.

Phil Freelon Fellowship

The Phil Freelon Fellowship provides expanded academic opportunities to students of color at the Harvard Graduate School of Design (GSD).

in Design

The Black in Design Mentorship Program with the GSD aims to promote greater representation of Black talent in the design industry by fostering meaningful and lasting relationships as early as high school.

National Organization of Minority Architects (NOMA)

Our participation in NOMA’s middle school summer camp introduces architecture to youth of color. We’re also a proud Diamond sponsor of NOMA’s annual conference.

Talent

GOALS & TARGETS

Additional Voluntary Benefits

Add new voluntary benefits, such as identity theft protection and legal assistance, for employees and their families by 2025.

Expand Talent Acquisition Excellence

By the end of 2025, hire a Director of Talent Acquisition to enhance our firmwide processes, tools, and resources for attracting top industry talent.

Expanded Employee Assistance

Ensure employees and their families have a more robust employee assistance program (EAP) to better balance work and personal life, and to support their mental health, in 2025.

Pay Equity

By 2025, pursue third-party validation of our efforts to achieve pay equity across gender, ethnicity, and race in our U.S. studios. Provide tools in every studio worldwide to support pay equity by 2026.

Succession Planning

By the end of 2025, institutionalize a rigorous and systematic approach to leadership succession.

PERFORMANCE

Workplace Culture

We transformed how we measure our internal culture by redesigning our annual staff satisfaction survey in 2024. The new survey focused on purpose, belonging, leadership opportunities, and resources. In total, 73% of staff participated—that’s up from 67% in 2023, and indicates a growing interest in shaping our culture together. Additionally, our staff turnover decreased in 2024 to 16% from 18% in 2023.

Succession Planning

Like many organizations, we’re experiencing a generational shift as long-serving leaders begin to retire. In 2023, we began laying the foundation for a more intentional, global approach to succession planning that will ensure the continuity of client relationships while providing developmental support to emerging leaders.

Stagger, Simplify, Automate

In 2024, we made our talent management processes simpler by employing automated tools and staggering data collection. As a result, our firm’s leaders could invest in more meaningful conversations with their direct reports about their performance and continued learning and development.

Career Pathways

In 2023, we introduced a digital library of our North American job titles, roles, and responsibilities—fully accessible to anyone in the firm—to provide transparency into possible career pathways.

Expanded Benefits in the U.S. and Canada

By 2023, we increased our 401k and RRSP match from 2.4% to 4% for employees in the U.S. and Canada. In 2024, we reduced premiums for our PPO plan while leaving the cost untouched for our high-deductible options. We also added supplemental plans for accidents, illness, and hospital stays. In 2023, we expanded healthcare coverage in Canada to include genderaffirming care, which was already covered in the U.S.

Paid parental leave in the U.S. expanded in 2024 from four weeks to six weeks, and we removed the 1-year waiting period for new employees. We also granted employees up to $10,000 per child for costs related to adoption or surrogacy.

“Our talent is everything. As we experience a generational shift within the firm, we're making significant investments in programs that support succession planning, skills training, leadership development, and career advancement. When we hire and retain the world's best and brightest, and when our teams are healthy and happy, our clients are happy, too—and everyone prospers.”

Amber

Hamilton Chief Talent Officer

OPPORTUNITIES FOR INNOVATION

Retention

As employees approach retirement, retaining institutional knowledge and keeping mid-career professionals engaged and satisfied becomes essential. We’re accelerating efforts around retention, mentorship, and internal mobility to strengthen our leadership pipeline and ensure long-term stability.

AI Efficiencies

We see the potential of AI to amplify creativity by reducing friction in repetitive tasks. At the same time, it presents risks around bias, security, and energy use. We will adopt AI only where it provides clear value to our clients and people, with safeguards in place to ensure trust, responsibility, and well-being.

LOOKING AHEAD

Expanded Offerings

In 2026 and beyond, in addition to unlocking value by advancing humanAI collaboration, we are committed to deepening our culture of succession, career mobility, and belonging; ensuring our people remain empowered, engaged, and resilient amid ongoing innovation and global growth.

Celebrating 90 Years

The Newell Rubbermaid Design Center in Kalamazoo, Michigan, which opened in 2014, was an early adopter of materials circularity as a design strategy. This Two Green Globes Certified project also emphasized biophilic design and sustainability through the use of FSC-certified wood, locally sourced furnishings and materials, and ample daylighting.

Learning & Development

GOALS & TARGETS

Clarify Career Development Opportunities

By 2027, ensure 100% of employees formally set goals around career growth and development. Also ensure each employee engages in meaningful conversations yearround about their progress toward achieving those goals.

Expand Learning

Ensure teams in every studio participate in at least one of our centralized learning programs/ training courses/educational platforms by 2027.

Facilitate Mentorship

Encourage and reward more mentorship between junior and senior team leaders such that 75% of our global studios implement a mentorship program for their staff by 2027.

Enhance Data Tracking

Implement a comprehensive learning management system by 2028 that allows us to more efficiently and accurately measure and analyze our L&D investments.

PERFORMANCE

Supportive Strategies

Our Learning & Development approach focuses on three critical strategies to support our organizational health and the well-being of our people:

✓ Building the skillsets and mindsets to support innovation and future readiness

✓ Ensuring performance management retains a developmental focus with the support to match

✓ Supporting professional licensure and credentialling

In 2023 and 2024, we rigorously vetted and curated resources to support all three strategies, sunsetting tools or programs that were underperforming, evolving programs to democratize access, and building on our successes. This iterative approach enabled us to meet our 2022 goal of revamping our firmwide L&D program, ensuring 100% of talent have access to relevant tools and resources via a dedicated online library.

Team Communication

In 2023, we launched 5Dynamics, a psychometric assessment tool that measures the energetic preferences of individuals across different modes of work. 5Dynamics builds empathy and supports interpersonal dynamics, improving collaboration and project results.

Year-End Reviews

In 2023, 90% of employees received a year-end review, and while that percentage dipped in 2024 to 74%, we believe it’s attributable to our transition from a formal year-end competency evaluation to a year-end development conversation.

One-of-a-Kind Programs

Creative Leadership Academy

The Creative Leadership Academy (CLA) is an executive education program focused on helping our talent develop a leadership mindset and strengthened critical thinking skills. CLA emphasizes the cultivation of relationships across geographies, disciplines, and practice areas to break down silos and encourage collaboration.

Project Climbs

Project Climbs are facilitated conversations that create motivated and high-performing teams. Led by trained in-house facilitators over the course of a project’s life cycle, the conversations encourage open communication and team connection—laying the groundwork for psychological safety, strong teamwork, and exceptional project results.

School of Regenerative Design

“Our firmwide learning and development work centers on a growth mindset. We deliver the programming, tools, and partnerships that build on our strengths, address any gaps, and ensure that our practitioners are equipped with the knowledge they need to be successful.”

Heather Currier Hunt Chief Learning Officer

In 2024, in partnership with the McLennan Design team (which joined Perkins&Will in 2022), we launched a series of multi-day learning retreats in Bainbridge Island, Washington, designed to immerse diverse cohorts of firmwide leaders in regenerative design thinking and problem-solving. Participants move through a series of assignments, readings, and facilitated discussions, combined with inspirational nature tours and lessons in ecology. engage

This hands-on learning and mentorship program is designed to help emerging leaders grow lasting client relationships and expand their internal network. It involves participating in a group mentoring experience and completing coursework over a span of approximately 10 weeks.

Indigo

Indigo is a leadership development program for mid-career designers aspiring to become design principals or design directors. Roughly two dozen gather virtually over a period of weeks to participate in a curriculum focused on poetics, persuasion, collaboration, and conceptual clarity, among other topics. In parallel, the designers are guided through a design investigation of their choosing by a senior mentor and ultimately present their results to their peers.

LEARNING & DEVELOPMENT

OPPORTUNITIES FOR INNOVATION

Tools Adoption

The introduction of both 5Dynamics and Project Climbs has been promising in terms of strengthening teams and project outcomes, but we haven’t yet achieved a 100% adoption rate across every studio. We see a clear opportunity to do more with these valuable tools—ensuring that every staff member has completed an assessment of their work and communication style though 5Dynamics, and that every team in every studio has participated in at least one Project Climbs.

LOOKING AHEAD

Humanizing Technology

With rapid advances in generative AI—which already are shaping how we learn and how we do our work as a design firm—we anticipate increasing our investment in programs that build and nurture people-first skills like compassion, empathy, listening, and communication.

Celebrating 90 Years

DESERT VIEW ELEMENTARY SCHOOL (1988)

This national AIA Award-winning school was celebrated for its innovative design approach: a kit-of-parts reflecting the regional influences of New Mexican climate and culture. Locally produced concrete masonry and simple canvas shading elements provide thermal comfort in a desert climate. Designed to support an underserved community near the U.S./Mexico border, this “village for children” was an early prototype of J.E.D.I. in education.

Health, Safety, & Well-Being

GOALS & TARGETS

Staff Satisfaction

By 2026, achieve a minimum "net promoter score" of 50 or greater on our annual PLUS Survey, which asks employees, "How likely are you to recommend Perkins&Will as a great place to work?" A score of 50 and above is considered excellent.

Information Security

By the end of 2030, achieve ISO 27001 certification for all our studios worldwide. ISO 27001 is the preeminent international standard for managing information security and protecting sensitive company, employee, and client data.

We also aim to improve our cybersecurity training program by using more targeted learning methods.

Occupational Health & Safety

Ensure zero on-site and in-studio occupational health and safety reports per employee annually by continuously promoting best practices firmwide.

PERFORMANCE

Understanding Staff Sentiment

Our annual PLUS survey helps us understand employee sentiment about our workplace culture. In 2024, we reformulated our questions to ask how likely our staff are to recommend Perkins&Will as a great place to work. This differed from 2023, when we asked staff how likely they’d be to recommend our firm to a friend or business partner. While our employee "net promoter score" dipped slightly from 42 in 2023 to 39 in 2024, it's worth noting that any score over 20 is considered favorable. We also saw a significant increase in employee participation—from 67% in 2023 to 73% in 2024—indicating our teams are invested in shaping our culture together.

OPPORTUNITIES FOR INNOVATION

Mental Health Support

Work, by its nature, can be stressful for many employees. To help prevent burnout and other health-related problems, we believe an expansion of mental health support—from enhancing our Employee Assistance Program to assigning designated mental health days—would serve our staff well. When employees are equipped to manage personal stressors, their well-being is enhanced.

Proactive Protection

While we’ve already invested in multiple layers of digital security to increase protections around the firm, the rapid rate at which new technological threats enter the fold means we must continue to proactively monitor the landscape for leadingedge tools and platforms to protect our network and staff. This includes safeguards against evolving AI-driven risks, such as deepfakes, social engineering campaigns, and AI-enabled cyberattacks. In addition, we’ve expanded our use of advanced email security solutions, incorporating AI-powered filtering, authentication protocols, and continuous staff training to mitigate human risk.

LOOKING AHEAD

The Opportunities—and Risks—of AI

While innovations in AI offer opportunities for our staff to be more productive and efficient, AI also presents security and accountability challenges, as already noted. We’re actively enhancing our ability to detect, assess, and respond to AI-based threats, while also responsibly applying AI tools internally to improve monitoring, anomaly detection, and overall resilience. By combining these measures with ongoing testing and awareness programs, we aim to create a layered defense that secures both our digital infrastructure and the daily communications essential to our work.

“The well-being of our staff is integral to our firm’s success. We heavily invest in our people at every level—from leadership training to cybersecurity, mental health to occupational safety—because the returns on our business, which include personal joy and professional satisfaction, are exponential.”

Murali Selvaraj Chief Information Officer

Celebrating 90 Years

A real-life example of resilient design that rose to the occasion just eight years after its completion, Rush University Medical Center outperformed hospitals around the world during the COVID-19 pandemic. Its flexible spaces, separate ambulance bays, and negative pressure rooms, among other critical design features, equipped doctors and care teams to treat hundreds of patients each day. Completed in 2012, the LEED Gold® hospital was the first in the Chicago area designed specifically to respond to an infectious disease outbreak.

Community

GOALS & TARGETS

Design Donations

Donate a minimum of 15,000 hours—the equivalent of $4.5MM in net service revenue—of pro bono professional design services to nonprofits around the world, excluding other volunteer efforts and charitable giving, by the end of 2025.

All Hands On Deck

Achieve 100% participation from all studios in providing pro bono professional services, and engage staff at every level—from interns to senior leadership.

Establishing Connections

Encourage studios to develop partnerships with high-impact organizations specializing in services for various groups and causes, including the unhoused, undernourished, and undereducated.

PERFORMANCE

Community-Building

Our global reach means we have the privilege to work with, become part of, and even help build communities around the world through design. For example, between 2023 and 2024, we completed 71 new hospitals and hospital renovations; 59 new and renovated college and university buildings; 20 K-12 schools; 31 athletic facilities; 12 cultural and civic destinations; and two parks—all cornerstones of flourishing, vibrant communities.

Giving Back with Design

In addition to our commissioned work, between 2023 and 2024, we donated 27,961 hours of professional design services— approximately 80% more, on average, compared to 2022—to nonprofits in the U.S., Canada, Brazil, China, and the U.K. These nonprofits serve the unhoused, undernourished, LGBTQIA+ community, and those in need of mental health services, among other populations. Our pro bono services included designing buildings—from affordable housing, education, workplaces, and healthcare environments—to urban planning.

Long-Term Relationships

Each studio is encouraged to engage with organizations that provide critical services to their local communities. This allows us to build enduring relationships that exponentially increase our own positive impact. For example, our original pro bono design for the flagship location of Gigi’s Playhouse in Chicago— an organization dedicated to educating children with Down syndrome and supporting their families—led to our involvement in the design of 60 Gigi’s Playhouses across the U.S. and Mexico over the last 15 years.

$1,840,000

Charitable donations to purpose-driven organizations in 2023 and 2024

Volunteerism

Beyond design services, our teams are passionate about giving back to their communities through volunteerism, and often do so with the organizations for whom they provided pro bono design services. Many of our North American studios are also active with the ACE Mentor Program, which pairs mentors in the architecture, construction, and engineering fields with high school students.

Co-Creation

As mentioned in the Justice, Equity, Diversity, & Inclusion (J.E.D.I.) section, between 2023 and 2024, we partnered with 522 minority-owned and disadvantaged businesses in the U.S. and Canada. This reflects our philosophy of “co-creation”: We deliberately set out to provide economic opportunities for racially, ethnically, and gender-diverse design professionals in the communities we serve.

CASE STUDY

Kaiser Permanente Watts Pavilion

The Kaiser Permanente Watts Medical Offices and Counseling and Learning Center provides equitable access to healthcare and social services in a historically Black neighborhood of South LA. From a public central plaza off the street, locals are invited to drop off their children at daycare, grab a coffee or tea at the cafe, visit with their doctor in the medical offices, and pick up prescriptions at the pharmacy. The project serves as a beacon of health and well-being, providing a welcoming, inclusive, and vibrant space that supports the community’s continued growth and prosperity.

Certifications: LEED Gold®

COMMUNITY

OPPORTUNITIES FOR INNOVATION

Full Participation

While all our U.S. and Canadian studios in 2023 and 2024 donated professional design services to community nonprofits, the percentage of non-North American studios participating reached 43%. We seek to expand our positive reach through broader adoption of pro bono activities where there is a clear community need.

Higher-Tech Tracking

We’re refining the way we track engagements with diverse contractors, consultants, and vendors, building out a more sophisticated digital dashboard to accurately measure progress toward our “CoCreate” goals.

LOOKING AHEAD

Trending Social Issues

Around the world, ongoing social crises like homelessness, housing affordability, inequitable healthcare access, and educational disparities will perpetuate the need for pro bono design services. We’ll likely see an uptick in our support of nonprofits that tackle these issues on the ground in their communities.

“As the second largest architecture firm, we have a moral and ethical responsibility to lead the way toward a more equitable and diverse design industry—and to justly serve diverse communities around the world. From our CoCreate approach to our pro bono work with nonprofits that serve vulnerable populations, we’re hopeful that our efforts will help bring about widespread positive change.”

Joel Jassu Architect

Celebrating 90 Years

HEATHCOTE ELEMENTARY SCHOOL (1954)

When it opened in 1954, Heathcote Elementary School in Scarsdale, New York was celebrated for many of the same reasons as Crow Island: smaller learning environments, flexible spaces that accommodated different learning activities, and an ever-present connection to nature and the outdoors. It's yet another example of our long-standing commitment to community-based projects that make a lasting difference in people’s lives—especially society's youngest contributors.

“One of the most beautiful aspects of our work is the personal, heartfelt connections we make with our fellow community members over the arc of time. Whether we hear it in the laughter of a child, see it in the smile of a senior citizen, or read it in the grateful expression of a newly housed family, our contributions make an immeasurably positive difference in our communities. And just knowing that is one of the best feelings in the world."

Mark Jolicoeur Managing Principal

Accountability

Our firm’s structure, policies, standards, and certifications hold us accountable for our actions and commitments.

Our move in 2024 to an upper floor of the historic art deco building in downtown Houston reflects our commitment to decarbonization and sustainability. Housed in the former City National Bank Building, built in 1947, our fully renovated workplace on the 19th floor takes into account our staff’s neurodiversity—differences in thinking, attention, memory, and ability, as well as variations in personal preferences. We provide our staff with choices that include lighting options, acoustical options, high- or low-stimulation environments, and high-tech or analog spaces. The studio is well-connected to transportation options, green spaces, and is within walking distance of many downtown destinations.

Governance Framework

Founded in Chicago in 1935, we’re a privately held Delaware-based corporation with global operations. In 2023, our studio locations spanned nine countries: the U.S., Canada, Mexico, the U.K., Ireland, Denmark, France, Brazil, and China. In 2024, we added opened a location in Singapore.

Our affiliates and subsidiaries include Nelson\Nygaard, Schmidt Hammer Lassen, Pierre-Yves Rochon, McLennan Design, and Portland Design. We’re also a member of the Sidara Collaborative—a global network of leading designers, engineers, planners, and consultants committed to advancing ecological health and well-being.

Board of Directors

The Board of Directors sets the firm’s priorities and overall business strategy. The Board is chaired by Chief Executive Officer Phil Harrison, and its members rotate periodically to include diverse perspectives. In 2023, the Board was made up of 36% women, and 29% racially/ethnically diverse members. In 2024, the Board was made up of 38% women, and 23% racially/ethnically diverse members.

Studio Leadership

A three-pronged leadership group governs each studio: the Managing Director, the Operations Director, and the Design Director. This arrangement allows studios to oversee client engagement, excellence in design, talent development, and financial performance. In 2023, our studio leadership was, on average, 29% women and 18% racially/ethnically diverse. In 2024, our studio leadership was, on average, 32% women and 20% racially/ ethnically diverse.

2023/2024 LEADERSHIP

Shareholders

Our principals collectively own 39% of Perkins&Will shares; the remaining 61% are owned by Sidara. Our partnership with Sidara began in 1985.

Executive Committee

Our Executive Committee is comprised of our Board of Directors, C-Suite, Regional Directors, and Firmwide Practice Leaders, along with a small group of rotating members. The committee meets three times a year to share intelligence about the markets we serve and discuss opportunities to strengthen our practice. In 2023, the Executive Committee was comprised of 38% women and 18% racially/ethnically diverse members. In 2024, the Leadership Forum, formerly the Executive Committee, was comprised of 45% women and 20% racially/ethnically diverse members.

Advisory Councils

Our advisory councils are charged with advancing the firm’s industry leadership across six key areas: design, marketing, project delivery, research, J.E.D.I., and technology. Combined, the membership of all six advisory councils in 2023 was 51% women and 26% racially/ethnically diverse. Combined, the membership of all six advisory councils in 2024 was 48% women and 29% racially/ethnically diverse

Risks, Ethics, & Compliance

2023/2024 LEADERSHIP

In 2023, our Risk Management Committee included our Chief Executive Officer, Chief Financial Officer, Chief Operations Officer, International Strategy Director, and General Counsel. In 2024, our Risk Management Committee included our Chief Executive Officer, Chief Financial Officer, Chief Operations Officer, Chief Practice Officer, and General Counsel. The committee is responsible for reviewing and approving all risk mitigation plans before proceeding with a project or initiative.

Our Risk Management Policy helps us identify potential legal, financial, or reputational threats to the firm, along with procedures for managing them accordingly. It covers operational and ethical risks, as well as antibribery, corruption, and other compliance matters. The policy also helps us evaluate risks associated with professional services marketing and contracting.

Internally, every employee is expected to uphold the highest standard of personal and professional conduct, which includes refraining from illegal, dishonest, or otherwise unethical behaviors. We provide a toll-free hotline for any staff member to anonymously report ethical violations within our firm and the broader Sidara Collaborative.

LOOKING AHEAD

Living Our Promise

We’re doubling down on our commitment to Living Design, exploring ways to institutionalize this holistic design approach across every aspect of our business globally—from evaluating project opportunities to assembling design teams to imagining and realizing environments at every scale.

“As

a firm, we're placing great emphasis on identifying and managing risk not only at the project level, but also at the enterprise level. Under my leadership, we're investing in new tools and technologies to supplement the human side of risk management, ultimately providing better ways to track and predict risk globally. By intervening early, we can ensure more successful outcomes for our projects, teams, and clients."

Joelle Jefcoat Chief Legal Officer

Celebrating 90 Years

OUR ATLANTA STUDIO (2011)

A trailblazing renovation of a 1980s office building that pushed boundaries in sustainability, 1315 Peachtree raised the bar on excellence in healthy, environmentally responsible design when it opened in 2011. Home to our Atlanta studio, this LEED Platinum® project swiftly accelerated a national green building movement and positioned Perkins&Will at the vanguard.

2024 Governance Structures

A diverse group of firmwide leaders who report to our Board of Directors and executive leadership is collectively responsible for developing and overseeing our various strategies.

BOARD OF DIRECTORS

Gina Berndt

Yanel de Angel

Andrew Frontini

Chris Hardie

Phil Harrison

Chairman

Zena Howard

Kay Kornovich

Richard Marshall

Jason F. McLennan

Lindsey Peckinpaugh

Tom Reisenbichler

Talal Shair

Joelle Jefcoat

Secretary

FIRMWIDE LEADERSHIP

Chief Executive Officer

Phil Harrison

President

Lindsey Peckinpaugh

Chief Design Officer

Casey Jones

Chief Diversity Officer

Gabrielle Bullock

Chief Financial Officer

Todd Gilles

Chief Information Officer

Murali Selvaraj

Chief Learning Officer

Heather Currier Hunt

Chief Marketing Officer

Gina Berndt

Chief Sustainability Officer

Jason F. McLennan

Chief Talent Officer

Amber Hamilton

Firmwide Operations Director

John Poelker

Firmwide Technical Director

Mark Walsh

FIRMWIDE PRACTICE LEADERS

Advisory Services

Leigh Stringer

Aviation

Julie Wienberg

Branded Environments

Keith Curtis

Corporate and Commercial

Brad Hinthorne

Cultural and Civic

Zena Howard

Federal

Amy Blonder

Health

Marie Henson

Higher Education

David Damon

K-12 Education

Aimee Eckmann

Landscape Architecture

Zan Stewart

Science and Technology

Ed Cordes

Sports, Recreation, and Entertainment

Don Dethlefs

Transportation

James McGrath

Urban Design

Cassie Branum

Workplace

John Sadlon

“Our various leadership groups are diverse by design— because we know different perspectives, opinions, creative ideas, and skills form the foundation to our success. Our clients are not monolithic. Our communities are not monochromatic. Our firm’s leaders must, to the best of our ability, reflect the clients and communities we serve."

Lindsey Peckinpaugh President

Economic Performance

GOALS & TARGETS

Growth & Stability

Continue to invest in our emerging practice areas worldwide—aviation, transportation, advisory services, landscape architecture, urban design, and branded environments— while pursuing moderate growth across our remaining core areas of practice.

Market Expansion

Capture significant market share in strategic geographic regions, including Asia, Canada, Europe, Latin America, the Middle East, and the U.S.

Strategic Acquisitions

Where appropriate in key markets, assess opportunities for growth through acquisition of like-minded firms.

PERFORMANCE

LOOKING AHEAD

Succession Planning

As mentioned in our Talent section, we’re actively developing succession strategies to ensure seamless transitions when our senior leaders reach retirement. This includes nurturing a firmwide culture of knowledge-sharing, leadership development, and open communication around planned transitions. Done right, these successions will allow for the continued satisfaction of our talent, loyalty of our clients, and prosperity of our firm.

Fresh Leadership Lenses

As global markets react to fluctuating economic conditions, our firm’s resilience becomes increasingly important. We must remain nimble, adaptable, and bold in our approach to nurturing the health of our practice areas. That means regularly identifying, training, and giving firmwide opportunities to a new generation of practice leaders who have innovative ideas and fresh approaches.

Leading-Edge Technology

Our internal technology teams will continue develop custom tools that improve project delivery, data visibility, and operational efficiency—helping our design teams around the world work smarter, reduce risk, and deliver greater value to our clients.

Celebrating 90 Years

An example of innovative federal architecture that embodies principles of regenerative design, the U.S. Coast Guard Headquarters in Washington, D.C. creates and restores natural ecosystems on a protected and landmarked site. A series of landscaped terraces offer lush habitats for the region’s fungi, plants, insects, and wildlife. At the time of its completion in 2013, this LEED Gold® project had the third largest green roof in the world.

Commitments & Certifications

GOALS & TARGETS

Green Operations

Ensure 100% firmwide compliance with our Decarbonization Policy and Green Operations Plan

Track and Measure

Continue to improve firmwide tracking systems to measure our progress against key goals.

Accountability

Double down on performance-enhancing strategies where data show underperformance across key indicators.

PERFORMANCE

AIA 2030 Commitment

As a signatory of AIA 2030—a climate action strategy urging architecture firms to reach net-zero emissions in the built environment by the year 2030—we annually report the performance of our portfolio. In 2023, we reported 111 interior-only projects totaling 5.5 million gross square feet and 113 whole-building projects totaling 25.2 million gross square feet. Approximately 70% of the interiors projects met the AIA 2030’s predicted lighting power density reduction (pLPD) target, while 4% of the whole-building projects met the net predicted energy use intensity (net pEUI) reduction target.

In 2024, we reported 109 interior-only projects totaling 4.6 million gross square feet and 137 whole-building projects totaling 23.3 million gross square feet. While 89% of the interior projects met the AIA 2030’s net pLPD target, just 0.3% of our whole-building projects met the net pEUI target.

The diminished net pEUI performance of our wholebuilding projects from 2023 to 2024 and their lower overall performance compared to interior-only projects suggest a need for greater design rigor. In fact, industry-wide in 2023, only 10% of whole-building projects met the pEUI reduction target set by AIA 2030. This is due, in part, to concerns from clients about upfront costs for energy modeling in a softening market.

To help bridge the gap, in 2023, our team of researchers established typology-specific maximum energy usage intensity (EUI) thresholds “that are realistic and respect our climate imperative” while establishing “achievable stretch targets.” Our EUI thresholds are based on stringent energy codes and data sourced from industry-leading databases. We also issued clear guidance to staff firmwide on how to ensure compliance—including using in-house energy modeling from project kick-off through construction documents.

56.8% Whole-building

44.2%

Whole-building projects energy modeled in 2024*

WGBC Net Zero Carbon Buildings

The World Green Building Council’s (WGBC) Net Zero Carbon Buildings Commitment—which we signed in 2021—entails tracking, reporting, and reducing greenhouse gas emissions associated with business operations; undertaking life cycle assessments of any new construction or retrofits; and striving to become a net-zero carbon organization by 2030. Per the Commitment’s requirements, we reported our 2023 data emissions to the WGBC and will continue to do so annually. The Commitment is also aligned with GRI disclosure metrics 302 and 305.

“Our

in-house energy modeling capabilities help our clients adhere to practical energy performance targets that also measurably reduce emissions and operational costs. In fact, we have an entire team at the firm dedicated to helping our global practice reduce the whole-life carbon impact of our projects. From energy modeling and LCAs, we dedicate significant resources to the research and development of firmwide systems, tools, and trainings in support of decarbonization."

Jason F. McLennan Chief Sustainability Officer

COMMITMENTS & CERTIFICATIONS

Our Denver Studio

Our recently renovated studio in a 1927 landmark building is registered under the LEED® green building program with the certification goal of LEED Gold® . Here, more than 30% of our team members commute by biking, walking, carpooling, or using public transit. We offer staff zero-packaging snacks, too!

Respecting EUI Thresholds

We’ll continue to reinforce firmwide compliance with our industry-leading EUI threshold guidelines. This includes urging teams to work with their clients to set an achievable EUI target at the outset of every project and test their design against it as the design progresses through each phase. Energy modeling will reveal which energy conservation measures are the most effective, and allow teams to improve the performance of their projects as the design progresses.

Ecological Commitments

We'll assess the relevance and value of additional performance pledges and tracking initiatives, such as the Taskforce for Nature-Related Financial Disclosures (TNFD).

Social Justice

As part of our commitment to social justice and equity, we're exploring additional ways to demonstrate transparency and accountability, focusing on employee experience, health, well-being, and meaningful human connections.

Leadership by Design

We believe the best way to inspire the world is to show what’s possible. Our studios are more than workplaces; they’re expressions of our commitment to sustainability, well-being, and social impact. These spaces reflect how design can create healthier environments and drive positive change.

Our Los Angeles Studio

Located in LA’s vibrant and historic Chinatown, our studio springs to life in a fully renovated former storefront. Features include operable windows, a serene courtyard anchored by an olive tree, enhanced water quality, and an impressive 73% reuse of furniture.

Our San Antonio Studio

Operating out of the city’s historic and walkable Pearl District, our San Antonio studio features recycled or captured non-potable water, highlighting the district’s dedication to sustainable resource management. Additionally, 100% of the studio's desks and chairs are reused from our Dallas studio.

Our Calgary/Vancouver Studios

In Western Canada, our Calgary and Vancouver studios are going the extra mile to track, measure, and ultimately improve their indoor air quality (IAQ). The RESET® Air standard outlines requirements for collecting comprehensive IAQ data, including rigorous and continuous air monitoring through a sophisticated sensor system.

Our Calgary and Vancouver studios have achieved RESET Air Certification.

CASE STUDY

Shenzhen Energy Ring

One of the first industrial buildings in China to achieve LEED Gold®, the Shenzhen Energy Ring demonstrates that a high-performing waste-to-energy plant can be just as beautiful, sculptural, and poetic as it is environmentally responsible. An innovative permeable envelope provides natural ventilation, smoke exhaust, and daylighting. A steel louver system on the roof provides additional natural ventilation and daylighting while protecting the interior from the weather.

Certifications: LEED Gold®

5,000 tons of garbage incinerated per day

1.2 billion kWh of total energy produced annually

18,000 square meters of rooftop photovoltaic arrays

Reporting Methodology

Data Collection

Data from individual operating studios and central corporate sources was collected at various intervals over the course of 2023 and 2024 and calculated to reflect performance over a full calendar year. We engaged EY in 2024 to conduct a double materiality assessment. EY reviewed our international commitments and data collection methodology for the 10 GRI indicators and validated our methodology, data collection quality, and governance process. This outcomes-based approach allowed us to understand where we’ve made strides in performance, where we have gaps and opportunities, and how to stay accountable to our goals.

Environmental Data

Our 2023 and 2024 environmental data focused on energy and associated greenhouse gas (GHG) emissions from Scope 1, 2, and 3 sources. Energy consumption, as well as office square footage, was reported by all studios, allowing for energy use intensity (EUI) and greenhouse gas emissions data for each location.

Using data from the U.S. Department of Energy’s Energy Information Administration (EIA) and data from the Alternative Fuels Data Center (AFDC), we calculated the GHG emissions associated with the energy and fuel consumption reported by all studios.

The use of the AFDC’s data was necessary, as Scope 1 energy consumption was reported in energy units (e.g., kWh) from the grid, as well as diesel and/or natural gas consumption.

In some instances, studios did not have energy consumption data available. For these cases, we used a benchmarking methodology. This included a model that accounted for office size, location, and predetermined combinations of baseline building parameters (locations, program types, envelope constructions, usage profiles, conditioning systems, etc.) to calculate projected building energy consumption.

In 2023 and 2024, we were represented in 41 locations globally. In 2023, 28 of those locations reported actual performance data, while 13 locations relied on benchmark data. We made progress in our 2024 reporting efforts: Only seven locations relied on benchmark data, and 34 used actual performance data collected from landlords and/or utility bills.

For Scope 3 emissions, we expanded our data collection efforts to include emissions associated with employee commutes. Using a third-party survey developed by BMO Climate Smart, we conducted a commuter and work-from-home survey to establish a baseline understanding of these Scope 3 emissions. Each studio from across our Perkins&Will community reported a minimum 50% response rate. This enabled us to extrapolate results to determine an overall Scope 3 emissions profile for our employees’ commutes. The commuter and workfrom-home surveys were conducted in 2024, and the data results are reflected in our 2023 and 2024 emissions profile. This approach was validated by BMO Climate Smart.

We also engaged BMO Climate Smart to peer review our 2023 Scope 1, 2, and 3 emissions for our studio operations. In 2024, we transitioned to work with CarbonHound to manage our Scope 1, 2, and 3 emissions as per the GHG Reporting Protocol Corporate Accounting and Reporting Standard.

At time of publication, 2023 emissions have been offset, and 2024 emissions will be offset before the end of 2025.

It should be noted that Perkins&Will's 2023 energy use intensity and emissions data were incorrectly reported in Sidara's 2024 Annual Report. The Sidara team had inadvertently used a benchmark value instead of the data submitted by Perkins&Will. Our 2023 performance data was corrected in Sidara's 2025 Annual Report, and the Sidara team has implemented a rigorous quality control process to help prevent such errors in the future.

Social Data

Our 2023 and 2024 social data includes a large body of confidential and legally restricted information. For this reason, all data related to Justice, Equity, Diversity, and Inclusion (J.E.D.I.) performance were calculated and provided by our Chief Talent Officer and Chief Diversity Officer.

Educational training data and leadership demographics data were collected through internal tracking mechanisms and confidentially provided to the team preparing this report.

All other social data, namely remuneration and turnover data, were also provided only to our report team.

For the purposes of this report, all corporate employees, regional employees, and remote employees are considered part of the studio that’s geographically closest to their physical location.

Governance Data

Our governance data includes diversity metrics specific to governing bodies within Perkins&Will and Perkins&Will's affiliates and subsidiaries, only. The data also includes information on policies, commitments, economic risks, and leadership structures. For the years 2023 and 2024, not all data was readily available; thus, we have limited performance metrics to report. Our data collection policies and methodologies are currently under development to ensure a more comprehensive and streamlined process in the future.

Defining Emissions

We use BMO Climate Smart's definitions of Scope 1, 2, and 3 emissions:

Scope 1

Direct emissions from activities or other sources that are owned or controlled by your organization, including any policies and operational decisions associated with the activity.

Scope 2

Indirect emissions from purchased electricity or steam heating. This is energy that’s generated offsite, but the consumption is controlled by your organization.

Scope 3

Indirect emissions from upstream or downstream sources within your value chain and operations. Scope 3 is a broad category that likely includes most of your organization’s emission sources.

Key Performance Indicators

The data presented in this report is based on 10 GRI indicators. The table below highlights our 2023 and 2024 performance relative to those indicators, as well as some of our longer-term firmwide goals and initiatives. In future reports, we will likely include data based on additional GRI indicators, as well.

71 kBtu/sqft/yrbd

North America: 73.12 kBtu/sqftbd LATAM: 61.32 kBtu/sqftbd Europe: 68.33 kBtu/sqftbd

35.90 kBtu/sqftbd

kBtu/sqft/yrg

North America: 62.32 kBtu/sqftg LATAM: 58.46g Europe: 46.8 kBtu/sqftg APAC: 31.69 kBtu/sqftg

· Starting in 2023, all new office locations will meet 2030 Challenge Benchmarks as a requirement of lease.

· Starting in 2025, all offices will install sub-meters that measure all energy within the office and show a year-to-year annual energy use less than 35 kbtu/sf/yr.

· Starting in 2025 all offices will purchase Energy Star certified fixtures for all office equipment.

· Develop an energy conservation action and implementation plan based on feedback from monitoring-based commissioning or ongoing commissioning.

· Conduct annual energy audits.

· Starting in 2023, all offices began investigating whether on-site renewables are possible and propose a plan to integrate as much as feasible by 2025.

· Starting in 2025, all new and renewing offices will include on-site renewable energy accounting for at least 50% of office energy use annually.

Scope

Scope 1 GHG Emissions per Area

Scope 2 GHG Emissions

Scope 2 GHG Emissions per Capita

Scope 2 GHG Emissions per

and 2018 impact due to greater uptake of virtual meetings.

· Starting in 2023, all new office spaces will be 100% electric for all uses—either directly within the building or via services from a central plant. Only backup power systems are excluded. All new leases must comply.

· Starting in 2023, all offices will investigate whether on-site renewables are possible for their office and propose a plan to integrate as much as feasible by 2025.

· Starting in 2023, all new studios and studio refurbishments will undertake a whole-life carbon assessment to measure their operational and embodied carbon profiles. Life cycle assessments must be completed for all new construction and interior fit outs.

· Starting 2023, all studios are to procure 100% clean energy from utility providers for remaining electricity consumption. Where clean energy is not available, studios will be required to purchase green power renewable energy certificates (RECs) for remaining electricity use, meeting minimum of Green-E Standards.

· Starting in 2024, all renewing leased spaces will begin the process of transitioning off fossil fuels or relocating to a new, fully electric space.

· Starting in 2025, all new and renewing offices will include on-site renewable energy accounting for at least 50% of office energy use on an annual basis. In some cases off-site will be allowed for renewing spaces.

· By 2025, all Perkins&Will-owned buildings will conduct emissions audits and begin establishing plans to upgrade their building systems to support the transition off fossil fuels.

· Eliminate Scope 1 emissions.

· Reduce Scope 2 emissions by 30% compared to 2022 baseline.

· Continue to track reduction opportunities moving forward.

·

· All new studios larger than 50 people to provide filtered drinking water through a water bottle filling station or pantry sink.

· Single-use plastic water containers are prohibited.

· Starting in 2025 all offices will begin the transition to low-flow toilets, waterless urinals, and efficient fixtures.

· Identify major waste stream(s).

· Target functionally zero waste (95% diversion).

· Provide Waste Management Policy covering trash, recycling, and composting.

· No single-use plastics should be used, provided or available for purchase.

· Internal and vendor catering should not contain plastic utensils.

IMPACT ROADMAPS

Justice, Equity, Diversity, & Inclusion

GRI 405 Percentage of Underrepresented Groups US Studios: 65% White, 35%

Racially/Ethnically Diverse

(16%Asian, 11% Hispanic, 5% African American, 2% Two or More, .14% Native Hawaiian or Other Pacific Islander, .07% American Indian or Native Alaskan)

US Studios: 64% White, 36%

Racially/Ethnically Diverse (16% Asian, 11% Hispanic, 6% African American, 2% Two or More, .12% Native Hawaiian or Pacific Islander, .06% American Indian or Native Alaskan, 1% Not Specified)

Increase the percentage of underrepresented Minority Groups to align with the communities we serve.

Increase the percentage of underrepresented Minority Groups to align with the communities we serve.

Before the end of 2025, Perkins&Will will engage an external auditor to ensure we are achieving gender pay equity across all U.S. studios—where data is tracked—for employees in like categories, in compliance with the Equal Pay Act, Title VII, and applicable state pay equity laws.

Percentage of Profit Contributing Back to the Communities In Which we Work via Pro Bono, Volunteering, Fundraising, Charitable Giving

413 Operations with Potential Impact on Local Communities

Based on a blended $200 per hour rate, $3,254,800 in pro bono services were provided

Based on a blended $200 per hour rate, $2,337,400 in pro bono services were provided

Subcontracted 343 small and/ or diverse subconsultants and vendors, totaling $41.51MM or 13% of our total consultant and vendor spend.

· Shareholders: 61.1% Sidara, 38.9% Perkins&Will Principals

· Board of Directors: 38% Women, 27% Racially/Ethnically Diverse

· Executive Committee: 38% Women, 18% Racially/ Ethnically Diverse

· Advisory Boards: 51% Women, 26% Racially/Ethnically Diverse

· Studio Leadership: 29% Women, 18% Racially/Ethnically Diverse

Subcontracted 398 small and/ or diverse subconsultants and vendors, totaling $51.42MM or 16% of our total consultant and vendor spend.

· Shareholders: 61.3% Sidara, 38.7% Perkins&Will Principals

· Board of Directors: 38% Women, 27% Racially/Ethnically Diverse

· Executive Committee: 42% Women, 20% Racially/ Ethnically Diverse

· Advisory Councils (formerly Advisory Board): 48% Women, 29% Racially/Ethnically Diverse

· Studio Leadership: 32% Women, 20% Racially/Ethnically Diverse

2 General Disclosures Mechanism for Seeking Advice and Raising Concerns

and contracting. Our Risk Management Committee, reviews and approves all risk mitigation plans before proceeding. The 2023 committee included our Chief Executive Officer, Chief Financial Officer, Chief Operations Officer, International Strategy Director, and General Counsel.

We maintain high standards of conduct and personal integrity, and expect out employees to refrain from engaging in illegal, dishonest, or unethical activities. We advise our staff to report any witnessed dishonest, unethical, or illegal behavior to our Chief Talent Officer.

Our Risk Management Policy helps us assess matters arising out of professional services marketing and contracting. Our Risk Management Committee, reviews and approves all risk mitigation plans before proceeding. The 2024 committee included our Chief Executive Officer, Chief Financial Officer, Chief Operations Officer, Chief Practice Officer, and General Counsel.

We maintain high standards of conduct and personal integrity, and expect out employees to refrain from engaging in illegal, dishonest, or unethical activities. We advise our staff to report any witnessed dishonest, unethical, or illegal behavior to our Chief Talent Officer.

Hours/ Employee on AntiCorruption Policies and Procedures

Confirmed Incidents of Corruption/Actions Taken

As a privately held company, we do not disclose financial information.

Financial implications and other risks and opportunities due to climate change

The greatest opportunity to mitigate climate change is through our work for our clients and in our operations. In 2023, we published our Decarbonization Policy and updated our Green Operations Plan, establishing water, energy, and carbon guidelines for all studios with the goal of mitigating our climate impact.

Defined benefit plan obligations and other retirement plans

Financial assistance received from governments

We offer a comprehensive benefits package inclusive of retirement savings programs specific to our global locations.

No financial assistance is received from governments globally

As a privately held company, we do not disclose financial information.

The greatest opportunity to mitigate climate change is through our work for our clients and in our operations. In 2023, we published our Decarbonization Policy and updated our Green Operations Plan, establishing water, energy, and carbon guidelines for all studios with the goal of mitigating our climate impact.

We offer a comprehensive benefits package inclusive of retirement savings programs specific to our global locations.

No financial assistance is received from governments globally

· Drive moderate growth of our core areas of practice while accelerating growth of our emerging practices, including aviation, transit, advisory services, urban design, landscape architecture, and branded environments.

· Expand service offerings into more countries and emergent markets around the world, with a particular emphasis on Europe, the Middle East, and Asia.

· Invest annually in applied research to fuel continued innovation in each of our practice areas.

a Data reviewed by PwC

b Data reviewed by BMO Climate Smart

c TBD denotes areas where more data and stakeholder engagement are necessary to set meaningful targets

d 2023 data from Perkins&Will does not align with Sidara's annual report [December 2024] for the following reasons:

1. Data error corrected see appendix for details. 2. Perkins&Will undertook employee commute and work from home to benchmark 2023-2024 scope 3 emissions which goes above and above Sidara's emissions reporting

e Data Reviewed by Sidara, Perkins&Will, and CarbonHound

f Data reviewed by Perkins&Will

g Data reviewed by Sidara and Perkins&Will

Learning & Development Programs

PROGRAM DESCRIPTION

New Employee Orientation

New-hire orientation is a formal event to introduce the new employee to the organization's structure, vision, mission, and values. Over the course of one week, the studio Talent Manager and local leaders guide new employees through company policies and help them get set up for success.

engage engage offers a unique opportunity to participate in a group mentoring experience to develop client engagement and business development skills. Over 10 weeks, participants explore the nine outcomes achieved by our firm’s most successful client engagement leaders.

Leadership Institute (2023)

Creative Leadership Academy (2024)

Indigo (2023)

Leadership Institute is an advanced leadership development program. Participants from studios worldwide gather for five inperson sessions to develop critical leadership skills and learn the business of design. Participants also complete an action learning project culminating in a presentation to the Board of Directors.

The Creative Leadership Academy (CLA) is an executive education program focused on helping our talent develop a leadership mindset and strengthened critical thinking skills. CLA emphasizes the cultivation of relationships across geographies, disciplines, and practice areas to break down silos and encourage collaboration.

Indigo is a leadership development program for mid-career designers aspiring to become design principals or design directors. A cohort of 24 designers across the firm focus on design leadership skill development through a series of five virtual sessions. Participants present an original design investigation guided by a senior mentor.

5Dynamics (2024) 5Dynamics analyzes an individual’s and a team’s affinity for different phases of a project cycle to improve team collaboration, satisfaction, and results.

Reach Platform (2024)

LEED AP® & WELL AP Resources

Reach’s robust content library includes trainings, discussion guides, microlearning opportunities, best practices, and tips and tricks for building and thriving in a culture of equity and inclusion.

Free access to online skill development and continuing education on topics related to sustainability and LEED®/WELL professional accreditation.

PROGRAM DESCRIPTION

Architectural Registration Exam Study Support

Online study content to help employees prepare for and pass their Architectural Registration Exams (AREs). Employees have access to practice tests, video lectures, and study guides from Black Spectacles, Kaplan/PPI, and Amber Book. All ARE exam fees are reimbursed upon passing.

NCIDQ Exam Study Support Local studio study groups support employees in obtaining their NCIDQ Certification.

Perkins&Will University (PWU)

Internal knowledge-sharing and training on various topics, including design, technical design, practice management, and project delivery. Sessions last 45 to 60 minutes and occur weekly throughout the year.

Harassment Prevention An interactive online course that fulfills jurisdictional and firmwide requirements for maintaining respect in the workplace.

Thrive Performance Management

Each employee meets with their supervisor three to four times a year to discuss performance, feedback, and career goals. Thrive culminates in December with an annual year-end review, which includes 360-degree feedback from teammates and collaborators.

Calibrate Studio leadership meets once a year during the year-end review season to discuss individual employee growth and development opportunities.

Leadership Promotional Annual Review

Design Excellence Annual Review (DEAR)

Managing, Operations, and Design Directors Reviews

Transcendent Detail Competition

Studio leadership meets once a year after the Calibrate session to discuss employee promotions and compensation.

DEAR evaluates the design achievements of each studio, resulting in what amounts to a “design report card.”

The CEO and President meet with each studio MOD (Managing Director, Operations Director, Design Director) once a year to evaluate their decisions and outcomes, including pursuits, promotions, growth strategies, recruitment, financials, and studio health.

Launched in 2009, The Transcendent Detail Competition encourages internal teams to showcase their most innovative technical design solutions to real-life project challenges. By having each studio share how teams solved unique design challenges, we showcase and advance our technical expertise firmwide.

PROGRAM

DESCRIPTION

PLUS Survey Developed internally by our research experts and issued to clients and staff, the PLUS survey helps uncover issues that may arise in client relationships over a project. It ensures employees and project teams work effectively and feel fulfilled in their jobs.

Biennale Our biennial review of the firm’s portfolio, juried by an independent group of external industry experts.

The Phil Freelon Design Competition

An annual voluntary internal design competition for Senior Associates/Associates and junior staff focused on imagining solutions to complex social and environmental issues in the built environment. Named after our late colleague Phil Freelon.

Design Leadership Conference Conference Annual gathering of firmwide design principals and associate principals.

Inhabit A podcast about the power of design to improve lives, produced by an in-house team of researchers and storytellers.

Research Journals Published twice a year since 2009, these peer-reviewed publications present practice-related research impacting the built environment.

Innovation Incubator

A twice-yearly program that supports design-focused research by providing micro-grants of money and time. Open to everyone at the firm since 2010, the program provides grant recipients 40 hours of company time over six months, as well as project reimbursables up to $1,000.

Inclusive Leadership Workshop

Present with Presence

Workshops (2023 & 2024)

Introduced in 2024, this program focuses on unconscious bias, fostering a culture of belonging, psychological safety, and the creation of a growth mindset culture. Modules are offered in a 2 ½-hour session.

Launched in 2023, this workshop helps professionals of all levels improve their ability to connect with their audiences and project confidence during group meetings and presentations

Green Operations Survey On a biannual basis, we conduct a firmwide staff survey to understand each studio’s efforts to comply with the Green Operations Plan, and whether staff are satisfied with those efforts.

Research & Advocacy

Our research spans a multitude of types and topics, and ranges from formal investigations with renowned academic partners to independent research sparked by individual curiosity. Our advocacy efforts are similar, including firmwide endeavors and studio-led activities.

✓ perkinswill.com/research

✓ arearesearch.org

✓ innovation.perkinswill.com

✓ resilientsee-pr.com

✓ perkinswill.com/social-purpose

✓ perkinswill.com/together-we-design-vol-01

Our Network

Our 2025 Locations Perkins&Will, Affiliates, & Subsidiaries

UNITED STATES

Atlanta, Georgia

Austin, Texas

Bainbridge Island, Washington

Boston, Massachusetts

Charlotte, North Carolina

Chicago, Illinois

Dallas, Texas

Denver, Colorado

Durham, North Carolina

Houston, Texas

Kansas City, Missouri

Los Angeles, California

Miami, Florida

Minneapolis, Minnesota

New York, New York

Oakland, California

Orlando, Florida

Philadelphia, Pennsylvania

Portland, Oregon

San Antonio, Texas

San Diego, California

San Francisco, California

Seattle, Washington

Washington, D.C.

CANADA

Calgary, Alberta

Ottawa, Ontario

Toronto, Ontario

Vancouver, British Columbia

LATIN AMERICA

Monterrey, Mexico

São Paulo, Brazil

EUROPE

London, England

Dublin, Ireland

Aarhus, Denmark

Copenhagen, Denmark

Paris, France

ASIA

Shanghai, China

Singapore, Singapore

MIDDLE EAST

Riyadh, Saudi Arabia

Our Affiliates & Subsidiaries

SCHMIDT HAMMER LASSEN

Schmidt Hammer Lassen (SHL) is one of Scandinavia’s most recognized and awardwinning architectural practices. Founded in Denmark in 1986 and operating out of Copenhagen, Aarhus, and Shanghai, SHL has a distinguished international track record for designing high-profile, culturally significant places across scales and typologies. SHL joined Perkins&Will in January 2018.

PORTLAND DESIGN

Portland Design transforms brands into immersive and multisensory environmental experiences. Part of Perkins&Will’s London studio, the firm creates stories and experiences that inspire people to connect with brands and places. Portland Design joined Perkins&Will in November 2015.

PIERRE-YVES ROCHON

Pierre-Yves Rochon (PYR) was founded in Paris in 1979 and has led interior architecture and design projects for some of the most luxurious hotels, restaurants, and residences across the world. PYR creates refined, comfortable atmospheres that celebrate elegance while providing a timeless backdrop for an ever-changing modern culture. The firm joined Perkins&Will in 2007.

NELSON\NYGAARD

Nelson\Nygaard’s is an industry leader in holistic mobility planning and design. The firm's commitment to equity, accessibility, and sustainability puts people first. With their partners at Access Planning, Nelson\Nygaard helps clients and communities envision the possible, untangle complexity, and make decisions that shape our cities for the better. Nelson\Nygaard joined Perkins&Will in 2016, followed by Access Planning in 2025.

nelsonnygaard.com accessplanning.ca shl.dk

MCLENNAN DESIGN

McLennan Design is a regenerative architecture, planning, design, and product design practice focused on deep green sustainability. The firm was founded in 2013 by global sustainability leader Jason F. McLennan to design socially just, culturally rich, and ecologically restorative solutions to today’s most vexing design challenges. McLennan Design joined Perkins&Will in July 2022.

mclennan-design.com

Our Legacy of Impact Leadership

#5

Board

Director

Net-zero

Net-zero

J.E.D.I. “best practices” released

Fast Company “Brands That Matter” list

“Best Place to Work for LGBTQ+ Equality”

Released enhanced Green Operations Plan

Named "Best Sustainable Firm" by Architizer

“Best Place to Work for LGBTQ+ Equality”

PRECEDE public health data tool launched

Decarbonization Policy introduced

Green Operations Plan revamped

Firm of the Year (Metropolis)

“Best Place to Work for

“CoCreate” approach formalized

Neurodiversity Toolkit developed

Board of Directors:

“Best Place to Work for LGBTQ+ Equality” First female President appointed 2024 2023

Firmwide ecologist hired

Published our first environmental, social, and governance accountability report.

diverse

Chief Sustainability Officer appointed

In Memory of Paula McEvoy

1959-2025

An extraordinary leader, mentor, friend, and architect who dedicated her life to designing healthier, more equitable environments.

“While we enjoy recognition, the applause we seek is the quiet trust and satisfaction of clients and public who know that their interests have been thoughtfully served."