2016-2020€¦ · practices that lead to reduced energy use for the building as a whole. water use...

Sustainability Management System2016-2020

2

Executive SummaryContents Our Community and Operational Sustainability (CaOS) team is the

company’s green team and supports implementing sustainability initiatives and tracking our progress toward our goals.

CAOS Focus Areas and Objectives:

EnergyContinue to invest in our building so that it remains a demonstration of leading edge energy efficiency practices and renewable energy integration. For our two satellite locations, our objective is to establish a relationship with the facility manager, determine a method for tracking energy use for the areas that we occupy, and encourage positive practices that lead to reduced energy use for the building as a whole.

WaterUse the Fort Collins headquarters building to showcase practical application of the Net Zero water toolkit and develop best practices for encouraging collaborative workspaces to develop similar water efficiency practices.

TransportationEmpower employees to make healthy, low-carbon transportation choices and continue to decrease emissions associated with commuting and business travel.

Waste & MaterialsFoster a culture of zero waste through employee education and applying a sustainable materials management approach to our purchasing and waste practices, from which our expertise can benefit our clients and community at large.

Social & Well-BeingProvide valuable contributions and support to our local community and the communities in which we work while also supporting our employees in both their professional development and health and well-being.

Please Note:This is an interactive

document. This means you can scroll over charts and

click on buttons to see more detail and click on icons for navigation. An example of

this is to the right. These icons can be clicked on to navigate to their respective sections.

CAOSTeam

Community and Operational Sustainability: Energy. Water. Transportation. Waste & Materials. Social & Well-Being.

Brendle Group Sustainability Management System 2016-2020 2

At Brendle Group, we have been promoting sustainability in business practices among our clients since we began operations in 1996. Our vision statement commits us to embody these same principles in our own operations, and over the past 20 years we have implemented many sustainability practices. For the last 8 years, we’ve shared our progress toward our sustainability goals through an annual sustainability management system (SMS). Now in 2016, we have the opportunity to update our system – pushing ourselves to new performance levels and finding innovative solutions for meeting our goals. Our objective through this process is to continually, systematically, and comprehensively evaluate the magnitude of our impacts, determine priorities, set goals, implement actions, and measure results.

Our unifying theme throughout this process continues to be a three-part goal of leadership, accountability, and performance. It is important for us to lead by example, setting a standard for other small professional offices motivated to become more sustainable. Accountability is paramount to our success as a small business. Our clients need to know how we are making progress toward sustainability in quantitative, understandable, and reliable terms. Finally, our authenticity ultimately comes down to performance. How much we reduce our company’s footprint is what we will be measured by — not our policies or plans to do so.

With 2016 being our sixth year in our building in downtown Fort Collins, we continue to learn more about the facility and our performance in this unique space. We have achieved or exceeded many of the goals we set in our last SMS framework and will continue to look for ways to push these goals and measure our performance.

We now have two satellite offices, one in downtown Denver, Colorado and one in downtown Salt Lake City, Utah. Both of these facilities are shared with other organizations and have external facility managers – a common arrangement for businesses. For this SMS update, we have the opportunity to demonstrate the sustainability possibilities in shared spaces by developing a system for reducing our impact in these spaces.

We are excited by the progress our team has made toward our previous goals and look forward to enacting the strategies outlined in the following pages. We hope this plan inspires you to find ways to incorporate sustainability in your work, home, and play.

A Note from the Brendle Group Leadership Team...

OUR ACCOMPLISHMENTS...

OUR PROGRESS...

OUR AFFILIATIONS...Celebrate Success

20112015

20112015

Through carbon offsetting

ClimateNeutral

Rain Gardenswere installed to capture and filter 35% of site runoff

50%reduction in waterconsumption

Installed two public use EV charging stations

40%reduction in kgCO2eper employee mile

31%of electricity use was generated by on-site Solar

17%decrease in overallenergy use

*Overview based on 2011 baseline.

ZeroWaste

Thats a 15% decrease from 2011

BoardsServed7 Licenses &

Certifications17 Volunteer Organizations 5

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Introduction & OverviewThe Role of CaOSOur Community and Operational Sustainability (CaOS) team is the company’s green team that supports implementing sustainability initiatives and tracking our progress toward our goals. The CaOS team was formed in 2008 to reflect best practices that we commonly recommend to clients. It’s our way of practicing what we preach and ensuring that we continue to lead in corporate best practices. The team started out with five or six participants and the size of the team has fluctuated over the years based on interest and staff availability. Brendle Group’s first SMS was drafted by the CaOS team in 2011 and continues to be updated by CaOS with input and endorsement from leadership.

The CaOS team serves as an excellent opportunity for new Brendle Groupers to get acquainted with our culture of community and operational sustainability and to participate in creating and implementing our goals. During their first week at Brendle Group, new hires are given an overview of CaOS and its role as part of BG Academy.

CaOS focuses on five unique areas:• Energy: Tracks our electricity and natural gas use as well as renewable

energy generation.• Water: Measures our water consumption and quality impacts. • Transportation: Considers how we commute to our primary offices and our

transportation choices as part of business-related trips.• Waste & Materials: Records the waste and materials produced through

business operations. • Social & Well-Being: Encourages community involvement, charitable

giving, pro bono work for nonprofits, and employee wellness.

The team also tracks the company’s greenhouse gas (GHG) emissions. This is not a designated focus area because each of the five focus areas contribute to the company’s overall GHG emissions. You will find an overview of emissions and progress to date later in this document.

Our Sustainability Policy StatementWe are committed to conducting its operations conscientiously and we are mindful of the people and ecosystems that are impacted by our work. We will use four principles to guide our sustainability planning and actions in the next three years:

• Right Aim: We will authentically check our purpose and plans as we pursue sustainability.

• Attention: We will give sustainability the attention and resources needed to meet our plans.

• Conviction: We are confident that with passion and fervor we will attain our vision, despite day-to-day realities and barriers that may exist.

• Collaboration: We recognize sustainability as a highly complex goal that requires a collaborative approach.

By adopting these four principles as policy, we seek to earn the trust and respect of our clients by being accountable for the impacts of our own operations. Likewise, we encourage our own suppliers to embrace sustainability while we reward higher performers with our business.

Our unifying theme throughout this process remains a three-part goal of leadership, accountability, and performance. We are energized by the continued outcomes of our SMS and feel we have made great strides toward leading by example, being accountable to our customers as a green supplier, and continually proving and improving our sustainability performance in quantitative terms. We will report annually on our progress toward this SMS and welcome input from our clients, suppliers, and other stakeholders as we seek continual improvement.

Our process in developing this SMS was to systematically evalutate the frequency and magnitude of our impacts, determine priorities, set goals, implement actions, and measure results.

Evaluate the frequency and magnitude of our impacts

Determinepriorities

Set goals

Implementactions

Measureresults

6Brendle Group Sustainability Management System 2016-2020


COMMUNICATION, TRAINING, & REPORTINGWe are committed to building a deeper understanding of sustainability among our clients and staff. We will continue to communicate our sustainability progress with an annual sustainability report on our web site. The progress to date section of this document will be updated annually to share our progress and establish specific action plans for the coming year.Training is a huge part of our sustainability plan. We strive to have our CaOS team comprised of junior staff members as way to gain hands on project management and implementation experience. This is also a way for our ideas and strategies to stay fresh – incorporating emerging trends and best practices. We always encourage continuing education courses in the community and participation in professional associations to foster continued learning.

Satellite OfficesTwo satellite offices have opened since the release of our 2011 SMS – Denver, Colorado and Salt Lake City, Utah. Both of these locations are shared with other organizations and have dedicated external facility managers. Leasing space is a common approach for small businesses and we strive to use it as an opportunity to demonstrate sustainability practices in less controlled environments. This approach has its own unique challenges, but also offers the ability to scale our impact and educate new groups on sustainable building practices.

The Denver office is based in The Alliance Center, a shared space focused on innovation, learning, and accelerating the implementation of sustainability. It is a historical building showcasing cutting-edge technologies and a deep green renovation with notable features, including glass walls that allow greater access to natural light, energy-efficient upgrades, low-flow water fixtures, and eco-friendly products and recycled materials. The building is also managed in keeping with the Alliance Center’s mission as Colorado’s hub for sustainability, pursuing aggressive waste reduction strategies, supporting alternative transportation, and working with tenants to identify additional ways to strive toward sustainability. Some of the more recent efforts the Alliance Center has made toward maintaining it’s status as a cutting edge sustainable organization include implementing a DC retrofit, pursuing the state’s first LEED dynamic plaque, and installing new bike spaces and a bike repair facility on site.

The Salt Lake City office is still looking for a permanent home. As prospective locations are assessed, we will consider the sustainability practices of the facility, focusing on energy and efficiency measures, waste management practices, and cultural fit.

For both of these locations, Brendle Groupers work with building owners and/or operators to support sustainability practices. For a space like the Alliance Center in Denver, we can help push the edge of sustainability, lending a hand to develop and pilot innovative technologies and practices that might be uncomfortable for traditional or even progressive building owners. For Utah, as we evaluate spaces we will seek to identify the magnitude of our potential impact on the space as one of our considerations. The relative opportunities of working with leased

spaces all along the sustainability spectrum are tied generally to the potential for impact and willingness of building management to be receptive to new ideas. In general, the goal remains the same - we will strive to embolden and encourage the building management to go further, whether within our leased space or for the building as a whole.

Since the satellite offices don’t enjoy the same depth of support as headquarters, it is possible that the goals for each may not be as ambitious. However, since our headquarters has enjoyed the attention of our team for years and has already realized significant savings, the potential for impact may be greater in our satellite offices. In particular, the satellite offices, by their nature, require a higher degree of transportation intensity, especially as they are getting set up. In addition to identifying specific targets and strategies for satellite offices in each focus area below, we will be looking to develop more comprehensive approaches to continued expansion based on the lessons learned. We will strive to identify ways to impact sustainability in these offices, between these offices, and from these offices that will effect change.

DOCUMENTATION & OPERATIONAL CONTROL An SMS is not a physical document, it is a management system. The following items collectively comprise our management system. They include the process, steps, and locations for tracking and communicating the performance of our SMS:

• Mission and guiding principles • This SMS document • Excel© SMS work plan • Paper recycling logs • Vehicle miles traveled logs • Waste logs • Utility bills • Zero waste requirements • Quarterly reviews of metrics and goals • Tracking system • Web site

Brendle Group Sustainability Management System 2016-2020 8


*Note, water and waste are not significant contributors to Brendle Group’s GHG Emissions

Greenhouse Gas Emissions

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2012 2013 2014 2015

MTCO2e (Per Employee)

Greenhouse Gas Emissions

OverviewGHG emissions for Brendle Group result from energy use, transportation activities, and solid waste generation. As a net zero emissions business, we offset all of our emissions annually - by generating more than 30 percent of our own electricity, and using green energy purchases and additional carbon offsets. In 2015, our gross emissions were just under 86 metric tons of CO2 equivalent (MTCO2e), the majority of which are from transportation activities and specifically air travel. The goals for each of the following sources include reduction strategies that will help to reduce our emissions in the next 5 years. You can navigate to these sections for additional detail. Our overall emission reduction goal is aligned with the City of Fort Collins’ goal to reduce emissions by 80 percent compared to our 2011 baseline by 2030.

Energy10Brendle Group Sustainability Management System 2016-2020


2011

Energy Use Intensity

2012 2013 2014 2015

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kBtu

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Energy Use

2012 2013 2014 2015

OverviewAs part of our commitment to accountability, Brendle Group tracks its monthly energy use and generation for our headquarters facility. This monthly tracking includes the building’s electricity and natural gas use as well as renewable energy generation from our rooftop solar arrays.

Baseline Brendle Group’s energy use in 2015 was 19 percent less than our 2011 baseline. This is considerably ahead of our initial goal of reducing energy use by 10 percent by 2016 and offers the opportunity to set a new goal.

The breakdown of our new 2015 baseline is outlined below:• Our overall grid-supplied electricity use in 2015 was 12,258 kWh, or 2.3 kWh/ ft2 and

660 kWh per full-time employee (FTE). • In 2015 our renewable energy generation was 4,758 kWh or 28 percent of our electricity

consumption, which includes electricity that was used on-site or fed back onto the grid.

• Our natural gas consumption in 2015 was 650 therms, or 0.12 therms/ft2 and 35 therms/FTE.

• Total energy use for the building was 23.4 kBtu/ft2 and 6,626 kBtu/FTE.• Electricity and natural gas use combined for 15.2 MTCO2e, which represents just under

1 percent of our total GHG emissions. • Since 2011, Fort Collins Utilities’ emissions factor, which is used to determine Brendle

Group’s electricity emissions, has increased by 2 percent. However, due to Fort Collins’ commitment to include more renewable energy into its energy mix, we expect to see a natural reduction in our electricity emissions over the next 5 years.

ObjectiveContinue to invest in our building so that it remains a demonstration of leading edge energy efficiency practices and renewable energy integration. Establish a relationship with the facility manager at our satellite offices and determine a method for tracking energy use for the areas that we occupy, and encourage positive practices that lead to reduced energy use for the building as a whole.

TargetsRecommission our solar arrays by the end of 2017.

Establish a baseline and begin to track energy use for our Denver and Salt Lake City offices by the end of 2017.

Have the capability to continuously monitor and publicly report how and where energy is being used in our office by the end of 2018.Develop a protocol for operating an EV charging station as a small business for the benefit of its employees and the community by the end of 2018. The goal of this protocol is to share it with customers and the public to encourage installation by recommending policies and guidelines.Convert all of our lighting to LED technology and re-evaluate our lighting controls approach by 2019.Decrease energy use a total of 5 percent below our 2016 use over the next 5 years while maintaining comfort and performance.



Water

Strategies to Meet TargetsOngoing

Each year, members of each satellite office will come up with an energy-saving strategy that can be quantified and addressed by building staff.

Continue to work with outside parties to evaluate community-wide renewable energy options.

Work with facility managers for our satellite offices to track energy use for our portion of the buildings, to the best of our abilities on an annual basis.

Near-term (2017-2018)

Recommission our existing solar arrays, focusing initially on faulty or damaged modules.

Install a new building control system that uses our existing monitoring framework to continuously monitor energy use in the building. This monitoring capability will allow us to accurately estimate equipment loads and determine where energy efficiency upgrades make sense.

Conduct a document review and interviews to help develop the protocol for operating an EV charging station as a small business.

Research and talk with lighting contractors to determine the best strategy and equipment for installing LED fixtures and new lighting controls. Decisions will be supported based on sub-metered data and estimated energy savings.

Long-term (2020+)

Increase on-site renewables by incorporating them into future expansion projects for both our headquarters and satellite offices.



2015 Water Use Breakdown

200,000

150,000

100,000

50,000

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Gal

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2011 2012 2013 2014 2015

Water Use

Water Quality Footprint(Lbs. of Phosphorus/Year)Overview

Sustainable water use not only includes limiting water use to the volume that falls on our site as precipitation, but also limiting water quality impacts from our site. The foundation of our sustainable water approach is the Net Zero Water methodology that Brendle Group helped develop. Learn more about this approach at BrendleGroup.com/Water/NetZeroWater.

Fort Collins is located in a semi-arid environment along the Rocky Mountain foothills. This means that water supply is mainly from gravity fed systems, so GHG emissions from water use is very low. This does not mean that water use is insignificant in our quest to reach net zero environmental impact. Due to our climate and increasing frequency and severity of droughts from climate change, water conservation is an important focus area. For this reason, Brendle Group partnered with other local firms to develop Net Zero Water, a tool to help companies and households set and reach water conservation targets. We are using our headquarters building to demonstrate successful implementation of the strategies outlined in this tool.

Baseline• Brendle Group reduced headquarters water use by nearly 50 percent compared to

baseline use in 2011.• Indoor water use in Fort Collins has remained relatively constant at approximately 1,100

gallons per full time employee equivalent (FTE) since 2012. • Outdoor water use has been reduced by 60 percent since 2011.• The percentage of rainwater runoff has been reduced by over 40 percent since 2011 with

the installation of raingardens.

ObjectiveUse the Fort Collins headquarters building to showcase practical application of the Net Zero Water toolkit and develop best practices for encouraging collaborative workspaces to develop similar water efficiency practices.

TargetsReduce the total water use at the Fort Collins office to the amount of water that naturally falls on the site in a drought year by 2020.

Reduce the water quality impact from runoff at the Fort Collins office to the pre-development conditions by 2020.

Develop criteria for evaluating satellite office locations for sustainable water practices.

Identify ways to encourage water efficiency practices in shared office buildings.

To understand the areas where the biggest impact on water use can be made, total water use by end use type was estimated for 2015 and is shown in the following graph. From the breakout, we can determine that the area where the greatest impact can be made in reducing water use is in irrigation.



http://BrendleGroup.com/Water/NetZeroWater.

Transportation


Check facility water use weekly though online portal to identify leaks or problems with the irrigation controller.

Near-term (2017-2018)

Investigate options for updating the irrigation controller. Twenty sixteen irrigation water use is up significantly from 2015 despite fewer cooling degree days. Watch water use weekly during irrigation season to determine if a new controller is needed. If so, work to replace the irrigation controller before August 2017.

Use heavy rainfall opportunities in the spring of 2018 to photograph water runoff patterns of the parking lot to better understand how runoff may be diverted to rain gardens to reduce water quality impacts.

Mid-term (2019-2020)

Screen three potential capital projects that would further reduce water use including, but not limited to, incorporating rain barrels in our irrigation system. Using grey water for flushing toilets and quantifying the water savings potential for each project.

Use water runoff study to develop a plan for capturing water runoff via permeable pavement or rain gardens by summer 2018.

Long-term (2020+)

Work to implement the most feasible water-saving capital project identified.

Complete water runoff project to reduce the amount of runoff from our site to less than 10 percent.

Work to encourage expansion of rain barrel legislation to include small commercial buildings.



Fuel Consumed

Gal

lons

2011 2012 2013 2014 20150

2000

4000

Emissions per FTE Mile (kgCO2e)

ObjectiveEmpower employees to make healthy, low-carbon transportation choices and continue to decrease emissions associated with commuting and business travel.

TargetsDecrease total GHG emissions per employee mile by 50 percent compared to 2011 baseline.

Decrease commuter GHG emissions per employee by 5 percent from our 2011 baseline.Develop an ongoing resource bank and transportation demand management plan to provide employees with the tools and incentives to use alternative transportation modes.

Continue to offset all business travel.

Develop an alternative transportation employee benefit program.

OverviewThe transportation section of our SMS considers how we commute to our primary offices and our transportation choices as part of business-related trips. When making transportation choices, factors such as least carbon and most health benefits often compete with those that are the most time efficient or least expensive. When considering the trade-offs, we strive to find solutions that enable as many positives from a sustainability perspective as possible. For example, though taking the bus from Fort Collins to Denver may take more time and cost more on an individual trip basis, the wifi on the bus enables us to work, catch up on reading, or otherwise maximize time that we would otherwise spend in a car.

With the advent of car sharing programs, bicycle sharing programs, and the continued evolution of alternative transportation options, such as regional buses and trains, there are more opportunities than ever to challenge the paradigm of car-based transportation. For both our clients and team, we will continue to stay abreast of the rapidly changing landscape of alternative transportation to provide better access to healthier, less carbon-emitting and ultimately more effective transportation options.

Baseline• Our transportation emissions per employee have

decreased 42 percent compared to our 2011 baseline, largely due to increases in the efficiency of our commuter vehicles and a reduction in airline travel. This decrease in emissions has occurred even though the total vehicle miles traveled have increased by 38 percent.

• The satellite office opening in Denver and continued growth there caused a significant increase in commuting miles and fuel consumed, especially in 2013 and 2015. With an average commute of 4 miles in Fort Collins and 13 miles in Denver plus regular trips north for Denver employees to come to headquarters, much of this was anticipated. Twenty sixteen saw a noticeable decrease despite growth as improved fuel efficiency, high rates of carpooling, and decreased headquarters trips help decrease emissions rate as well as total emissions.



Waste & Materials


Track employee commuting mileage, reimbursed business mileage, and airline mileage annually, including vehicle miles per gallon and mode of travel.

Recognize alternative transportation use on social media.

Near-term (2017-2018)

Investigate ride-sharing memberships for offices to encourage employees to use alternative transit to commute and/or make business related trips.

Work with employees and leadership team to identify and quantify a cost-effective employee alternative transportation incentive program.

Develop and launch an alternative transportation challenge• Q1/Q2 2018: Develop challenge parameters, reporting mechanisms,

and prizes• Q3 2018: Launch alternative transportation challenge• Q4 2018: Award prizes and report on results

Mid-term (2019-2020)

Identify transportation best practices and alternative transportation providers in the vicinity of each office and share with employees coming to and from those offices by 2018.

Develop transportation demand management plans per office by 2020.

Launch employee alternative transportation benefits program by 2019 or sooner.

Long-term (2020+)

Develop an incentive program to support and/or subsidize travel costs associated with public and lower carbon transportation options for employees



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Total Waste

Poun

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Waste Footprint(Diversion Rate)

= 2 Pounds

Landfilled Waste per Employee

OverviewBrendle Group is committed to sustainability in our own operations, and that includes reducing our impact on our environment through comprehensive waste disposal and materials management practices. Since 2005, we have committed to reducing our impacts from the waste that we generate and track our internal waste streams using weight-based metrics. The volume of landfilled waste we generate is negligible in terms of GHG emissions when compared to our other emissions sources. Sustainability is not only about our direct consumption of resources, it’s also about the materials we purchase and the environmental performance of our suppliers. To help us make better informed decisions on the materials we use in our own operations, Brendle Group purchases environmentally preferable products and services.

Looking to the next 5 years, Brendle Group will continue to make the business case for zero waste and take a more systemic outlook with sustainable materials management. The waste and materials team is committed to supporting the goals and targets outlined in this area and

Objective Foster a culture of zero waste through employee education and applying a sustainable materials management approach to our purchasing and waste practices.

TargetsMaintain 90 percent annual overall diversion from landfill or incineration and commit to continuous improvement to reduce the remaining amount by at least 1 percent of baseline disposal each year.

Become a certified Zero Waste Business .

Reduce total waste per employee 20 percent from 2011 baseline (86 lbs. per FTE).

Increase employee confidence in their own waste IQ, options, and habits.

Increase education and awareness about recycling, composting, and reuse opportunities in our neighborhood and community.

to translating these success stories and lessons learned to our clients and communities.

Baseline• In 2015, we achieved 90 percent waste

diversion – the first year since 2010 that we reached this goal, upholding our status as a net zero waste company!

• Landfilled waste per employee was the lowest amount ever at 8.8 pounds per employee, 15 percent below 2011 baseline.

• Amidst company growth, total waste per employee has remained stagnant since 2011 at 86 lbs per employee.



Social & Well-Being


Weigh, document, and track Brendle Group’s waste and calculate diversion rate from recycling, composting, and reuse efforts.

Continue to adhere to company and community best management practices to reduce waste.

Provide information and training about source reduction, reuse opportunities, and composting to employees and visitors at our headquarters and through employee training, incentives, and supplemental collateral.

Near-term (2017-2018)

Conduct an audit of our waste stream to identify and analyze the amount and types of waste that we generate in efforts to address the remaining 10 percent in our waste stream.

Host at least two public waste events in collaboration with other CaOS practice areas, as a platform to increase education and awareness about recycling, reuse opportunities, and composting.

Explore available life cycle assessment tools to help make more informed decisions about the products we are consuming through a better understanding of the environmental impacts from the cradle to the grave.

Assess existing waste infrastructure and upgrade facilities and/or mechanisms as needed (i.e., compost bin).

Long-term (2020+)

Pursue, achieve, and maintain third-party zero waste re-certification through the Zero Waste International Alliance (ZWIA) or a similar, reputable third-party certification system.

Develop and implement an Environmental Preferable Purchasing (EPP) policy to aid in the selection of products, suppliers, and service providers that demonstrate the highest commitment to sustainability with the intent to reduce the environmental harm from the materials purchased, used, and disposed of in our operations.

Brendle Group Sustainability Management System 2016-2020


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OverviewBrendle Group aims to be a force for good and we are committed to world positive business practices. Community involvement, charitable giving, pro bono work for nonprofits, and employee wellness are the pillars of our social responsibility practices.

BaselineHistorically we have not tracked our community involvement in a consistent manner. Thus, 2016 will serve as our baseline moving forward.

ObjectiveProvide valuable contributions and support to our local community and the communities in which we work while also supporting our employees in both their professional development and health and well-being.

TargetsConduct at least six informational interviews per year with the aim of being a valuable resource and encouraging students and early-career professionals to consider fields related to engineering, planning, and sustainability.

Participate in at least one company-sponsored volunteer project per year.

Participate in at least three speaking engagements per year related to sustainability or other topic areas relevant to the company.

Develop a plan for increasing our interactions with and support for nonprofits so that we may be a greater resource to our community nonprofits in regards to their sustainability efforts.

Donate $1500 on average per year to non-profit and educational organization for pro bono services or grants to support events, projects, or initiatives that align with Brendle Group’s vision and mission. Awards will be determined through our grant application program and distributed 3 times per year.

Ensure that all employees have the supplies they need for an ergonomically correct workstation and that employees who want a standing desk have one.

Develop a set of guidelines for the tenants of work-life balance as a means to increase our support for well-being through company culture. Develop a set of concrete actions and policies for how we, as a company, will further support and promote work-life balance for our employees.

Work with a representative(s) from each satellite office to determine how to incorporate those communities into our social commitments. This includes deciding on what percentage of available grant funds we will allocate to each city in which we operate, whether or not we will provide pro bono services to nonprofits, etc.


Regularly convene CaOS team to further sustainability in our operations and support for the community.

Earmark a portion of proceeds and staff time for charitable contributions/grants and pro bono work. Grants are distributed three times per year through an application selection process via our website.

All available staff will have the opportunity to participate in at least one company-sponsored volunteer project per year and continue to support our employees’ participation on various nonprofit and government boards in service to the communities in which we live and work, including satellite office locations.

Continue to support employee well-being through providing top-notch health and wellness benefits, ergonomically correct workstations and standing desks, and healthy snacks and meals during meetings, as well as allowing staff to bring their dog to work per company guidelines. Training all new employees on the wellness offerings through the company-sponsored health insurance (such as gym reimbursement, etc.).

Support locally-owned, women-and other minority-owned businesses by purchasing goods and services from such businesses whenever possible.

Increase the level of resilience within our company to ensure that we are able to effectively adapt to organizational vulnerabilities. Continue to foster leadership development and adaptive management skills through our mentorship program that was launched in 2017.



Near-Term (2017-2018)

Launch a pilot wellness incentive program in the 3rd quarter of 2017:• Survey staff which to develop the wellness incentive program. The

intention of this program is to promote employee health and wellness (i.e., increased physical activity level, improved sense of overall well-being, etc.).

• Evaluate the efficacy of and their satisfaction with the new wellness initiative and their responses will be used to inform the 2018 wellness priorities and incentive offerings.

Begin promoting our charitable giving and grant program on social media throughout the year in order to make more nonprofits aware of the opportunities we provide, with the goal being to promote at least three times per year.

Work with a representative(s) from each satellite office to determine how to incorporate those communities into our social commitments. This includes deciding on what percentage of available grant funds we will allocate to each city we operate in, whether or not we will provide pro bono services to nonprofits, etc.

Long-Term (2020+)

Based on the feedback and level of participation in the pilot wellness incentive program, the following year’s offering(s) will be improved and enhanced. This may include competitions with incentive programs, in-office massages, etc., depending on budget and level of interest.

GlossaryBG Academy: An onboarding training course developed for new employees at Brendle Group. Introduces company history, policies, practices, and culture.

Brendle Grouper: An individual employed by Brendle Group.

Community and Operational Sustainability (CaOS): Brendle Group’s team that supports implementing sustainability initiatives and tracking progress toward goals.

Greenhouse Gas (GHG): Gases, such as carbon dioxide, that trap the earth’s heat, contributing to climate change.

Green Team: A term applied to groups that are formed to tackle sustainability practices within an organization.

Focus Area: Major sustainability category that addresses a specific element of sustainability (e.g., water, energy, etc.).

Sustainability Management System (SMS): An integrated and ongoing approach to managing sustainability efforts that includes setting goals and targets, measuring progress, and identifying new opportunities for sustainability.



Fort Collins Headquarters212 W. Mulberry St.Fort Collins, CO 80521

BrendleGroup.comP 970.207.0058F 970.207.0059

2016-2020€¦ · practices that lead to reduced energy use for the building as a whole. water use...

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