1、2023Global Sustainability ReportCommunity engagement39Colliers Gives40Appendices41Appendix A:Global Reporting Initiative(GRI)42Appendix B:Sustainability Accounting Standards Board(SASB)50Appendix C:Taskforce on Climate-related Financial Disclosures(TCFD)51Appendix D:Assurance LetterLinkIntroduction3

2、Message from our Global Chairman and CEO3Message from our Global Head of Sustainability52023 highlights7Awards&recognition7About Colliers8Sustainability strategy9Sustainability governance10Elevating the environment14Carbon and emissions progress15Energy and sustainability services21Reducing our carb

3、on footprint22Elevating inclusiveness25Our DEI journey26Supplier diversity35Elevating health&wellbeing37Healthy buildings for clients38Safe and healthy spaces for our people38Table of ContentsThis Sustainability Report contains forward-looking statements within the meaning of safe harbor and similar

4、 provisions under applicable securities laws,including those relating to our sustainability-related objectives,vision,goals,metrics and targets.The forward-looking information contained in this Report is presented for the purpose of assisting our stakeholders in understanding the ways we intend to a

5、ddress achievement of our targets,and may not be appropriate for other purposes.A number of risk factors could cause our actual results to differ materially from the expectations expressed in such forward-looking statements,including but not limited to:the availability and quality of data,technologi

6、cal advancements,the evolution of client behaviour,geopolitical factors that impact global energy needs,and the legal,regulatory and operational environment.In addition,many of the assumptions,estimates,standards,methodologies,and metrics used in preparing this Plan continue to evolve and may differ

7、 significantly in the future.Any commitments,goals and targets discussed in this Report are aspirational and may need to be recalibrated as circumstances evolve.In the context of this Report,the term“material”is distinct from,and should not be confused with,such term as defined for reporting under s

8、ecurities laws.2CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESA message from Jay HennickGLOBAL CHAIRMAN AND CEOOur fourth report highlights our progress against two key elements of our sustainability strategy:measurably improving our own performance,and he

9、lping our clients do the same through industry-leading solutions and advice.With the built environment responsible for nearly 40%of global carbon emissions,decarbonizing real estate lies at the heart of our sustainability agenda.I am proud of the path we are forging through our ambitious commitments

10、.Around the world,we are leveraging our own expertise to minimize energy consumption,reduce reliance on fossil fuels,and transition to a low-carbon future.Our offices in Singapore,Japan,Australia,Germany and the Netherlands are just a few examples of our moves to occupy best-in-class real estate,lea

11、ding on energy efficiency,wellbeing and inclusiveness,implementing sustainable fit-outs,and promoting sustainable transportation alternatives.In a year marked by change and economic uncertainty,we remain focused on the issues that will accelerate the success of Colliers and our clients in the short

12、and long term.As we reflect on our 2023 progress and accomplishments,we recognize that our sustainability journey is ongoing and evolving.3CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESWith more than two billion square feet under our management,working dir

13、ectly with owners,investors,and occupiers to improve the performance of their properties inside and out is how well deliver the greatest impact.We have further developed and embedded our sustainability solutions across our service lines and geographies,as well as into all stages of the property life

14、cycle.Over the last year,clients with some of the largest real estate portfolios have sought our innovative approach to enhance the long-term value and resilience of their properties,with a net-zero end state in mind.Similarly,our investment management teams are optimizing portfolios to drive value

15、through sustainable real estate.Additionally,the sustainability-linked loan feature we have integrated into our revolving credit facility underscores the tangible link between sustainability performance and our financial strategy,and rewards our responsible business practices.Our goals across all th

16、ree pillars of our Elevate program are reflected in the KPIs for our credit facility.Our success is made possible by Colliers 19,000 enterprising professionals.We continued to strengthen our value proposition and the Colliers experience to attract and retain the best people.Our latest employee engag

17、ement survey boasted high participation rates across the globe and our professionals responded above external benchmarks a prime example of our culture of openness and ability to shape Colliers together.We are taking thoughtful steps to enhance diversity,equity,and inclusion from hiring and training

18、 to evaluating who has a seat at the table and standing up employee-led resource groups.Our efforts to improve female representation have also been recognized through accolades like Forbes list of Worlds Top Companies for Women.As we reflect on our 2023 progress and accomplishments,we recognize that

19、 our sustainability journey is ongoing and evolving.It requires collective action,continuous innovation,and unwavering commitment from all stakeholders.Together,let us seize the opportunity to lead by example,inspire positive change,and build a brighter,more sustainable future for generations to com

20、e.Jay S.HennickGlobal Chairman and CEOA message from Jay Hennick,Global Chairman and CEO4CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESA message from Sean DrygasGLOBAL HEAD OF SUSTAINABILITYColliers is committed to safeguarding and enhancing the built envi

21、ronment and the communities around us through two complementary lenses:our own corporate sustainability results and the work we do with clients.We have evolved our reporting format this year to put greater emphasis on our performance against our sustainability strategy and corresponding goals.You ca

22、n find more information about our best-in-class work with clients directly on our website.When we set our targets two years ago,striking the right balance between ambition and achievability was of paramount importance.Im pleased to share that we are ahead in roughly three-quarters of those goals as

23、we demonstrate in this report.Having our science-based targets approved was a key milestone for Colliers in 2023.It sets a clear path forward for our decarbonization journey and shows our commitment to meeting strategic,rigorous goals.Our efforts are consistent with the culture of our organization m

24、eaning that we take a very enterprising approach and think differently to create solutions.In 2023,we continued to take important steps in elevating the environment,inclusiveness and health&wellbeing.Im proud of our momentum and progress in ensuring Colliers is a strong,sustainable business.5CONTENT

25、SINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESTransforming our operationsOur emissions reductions and healthy building certifications are tracking positively.Leading these efforts for our own operations has given us valuable insights on the challenges,strategies

26、and tactics needed to decarbonize corporate real estate and achieve net zero buildings.Importantly,we have established the capability to deliver these solutions to our clients globally.Working together with teams of our own regional experts spanning service line and sustainability leaders,we kicked

27、off our fleet electrification strategy,which we will complete this year.Our plan will outline a roadmap to achieving a full transition to electric vehicles in the future.We took bold action in December by signing the World Green Building Council Net Zero Carbon Buildings Commitment,which calls for c

28、arbon emissions to be halved by 2030 and requires us to tackle embodied carbon within our offices,in addition to the operational emissions covered by our science-based targets.Raising the proportion of women in our management ranks to at least 40%is another long-term objective.Although our pace of i

29、mprovement was slower in 2023,to have made progress in a year of economic headwinds is a testament to our push for progress across the organization.Were doing well in attracting and developing talent from all backgrounds,but theres room for improvement in how effectively we retain women and individu

30、als from under-represented communities.Colliers Gives,our global volunteer program,was well received,with thousands of our professionals donating their time and skills to organizations aligned with our sustainability pillars and the enthusiasm has carried over into 2024.Accelerating our successOur e

31、fforts are consistent with the culture of our organization meaning that we take a very enterprising approach and think differently to create solutions.We are working closely with several technology partners,which allows us to meet the different needs of our clients and their assets,wherever they do

32、business.Our nimble approach will accelerate progress toward net zero for Colliers and our clients.Its heartening to see the continual evolution of reporting standards,pointing to the increasing maturation of the sustainability space.It also ensures we are putting resources where they can make the m

33、ost impact and deliver the best risk-adjusted returns.Looking at our industry,its clear we have to pick up the pace.Only 1%of commercial buildings are being retrofitted to use less energy or emit less carbon.We need to triple or quadruple this number to meet the Paris Agreement goal of limiting glob

34、al warming to well below 2C.While this is a great business opportunity for Colliers,this work is also critical for clients to protect the value of their assets.Decarbonizing quickly and effectively is important for the future of all cities and countries and their citizens.We are learning a great dea

35、l in meeting our own net zero commitments.Transitioning our business to net zero requires a complex roadmap with numerous steps,but these steps are clear.We know how to accelerate our success and that of our clients.Sean DrygasGlobal Head of SustainabilityA message from Sean Drygas,Global Head of Su

36、stainability6CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICES2023 highlights24.8%reduction in Scope 1 and 2 emissions per square foot from our 2021 baseline5,819volunteered through Colliers Gives program35%of Colliers offices 2,500 square feet with a WELL He

37、alth-Safety rating;on track to achieve 100%by 2025 83%participation in global engagement survey;engagement score of 77(above global external benchmark)3xelectrified fleet vehicles,now numbering more than 10033.5%of women in manager+roles at Colliers;up 1.8%from 2021Among top 3 real estate brands for

38、 7 consecutive yearsTop outsourcing service provider for 18 consecutive yearsEcoVadis Sustainability rating:Bronze One of the Worlds Best Employers and Worlds Top Companies for Women(2nd consecutive year)CREs Best places to work in the U.S.AWARDS AND RECOGNITIONThis symbol identifies third party lim

39、ited assurance of the data.7CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESAbout ColliersColliers is a leading diversified professional services and investment management firm.With operations in 68 countries,our 19,000 enterprising professionals work collab

40、oratively to provide expert real estate and investment advice to clients.For more than 29 years,our experienced leadership with significant inside ownership has delivered compound annual investment returns of approximately 20%for shareholders.With annual revenues of$4.3 billion and$96 billion of ass

41、ets under management,Colliers maximizes the potential of property and real assets to accelerate the success of our clients,our investors and our people.We provide Outsourcing&Advisory,Leasing and Capital Markets,and Investment Management services for investor,owner and occupier clients around the wo

42、rld who represent an array of industries.Our clients include for-profit,not-for-profit,and government entities.Descriptions of our service lines and services we provide are available on .$4.3BAnnual revenue52,000Lease/sale transactions68Countries we operate in2BSquare feet managed$96BAssets under ma

43、nagement19,000Professionals8CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESElevating the environmentElevating inclusivenessElevating health&wellbeingCommunitiesEstablish a volunteering initiative(Colliers Gives)globally to support the environment,inclusiven

44、ess,and health&wellbeing targeting 15,000 days annually.Ethical GovernanceReport annually in alignment with GRI,SASB and TCFD frameworks to ensure strong and transparent governance of our Environmental and Social initiatives,and our business as a whole.ColliersReduce emissions in line with the SBTi

45、1.5C program,and achieve net zero in our own operations by 2030.Achieve 40%women representation among total employees by 2025,and in management roles by 2030,in our regional,investment and mortgage businesses.Achieve WELL Health-Safety Rating for all offices larger than 2,500 square feet by 2025.Cli

46、entsSet science-based targets for managed properties,and achieve via full set of sustainability solutions for clients.Achieve 10%diverse suppliers by 2025 and 15%by 2030 in our U.S.business.Offer WELL,Fitwel or equivalent certification to all eligible property management and occupier clients,beginni

47、ng in 2023.We conducted a thorough materiality assessment to identify the environmental,social and governance issues most important to our business and stakeholders.This exercise informed the development of our sustainability strategy,Elevate the Built Environment,and led us to focus our efforts aro

48、und three key pillars:Elevate the environment:We are minimizing the impacts of our own operations and providing client services that promote sustainable practices.This helps preserve natural resources and enhances the health of the planet for future generations.Elevate inclusiveness:We are advancing

49、 diversity,equity and inclusion within our organization and across our supply chain.We aim to foster a culture and environment where all people feel respected and empowered.Elevate health and wellbeing:Either through our work or direct operations,we support initiatives that contribute to peoples wel

50、lness so that a healthy workforce and healthy communities can thrive long into the future.Elevate the Built EnvironmentOUR SUSTAINABILITY STRATEGY9CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESBoard governanceOur Board of Directors provide oversight and gu

51、idance to ensure Colliers alignment with best practices in transparency,compliance,risk management and ethical decision making.This includes approving the companys goals,objectives,and strategies,as well as all significant decisions affecting Colliers,including initiatives with environmental,social

52、and economic impacts.The Board is comprised of 10 members(3 women and 7 men).Nine are deemed independent directors and the tenth is our Global Chairman and CEO Jay Hennick.This level of independence is aligned with the corporate governance guidelines and standards of the New York Stock Exchange and

53、Toronto Stock Exchange.The members varied backgrounds,skills,experience and perspectives contribute to an effective and well-balanced Board that is able to provide valuable insights to our global leadership team and create long-term value for stakeholders.Additional information about our corporate g

54、overnance,including our corporate governance structures,procedures and policies,can be found in the Resources section of our Investor Relations website.Board leadershipUltimate responsibility within Colliers rests with Jay Hennick,Global Chairman and Chief Executive Officer.He provides leadership to

55、 directors in discharging their mandates,takes all reasonable measures to ensure the Board and its committees execute their full responsibilities,and promotes the Boards cohesiveness.As Colliers Chief Executive Officer,he is responsible for setting the strategic direction and overseeing day-to-day l

56、eadership and performance of the company.He establishes the operational orientation of Colliers and holds the vision for effective overall management,profitability,shareholder value,and company growth while ensuring Board-directed policies are implemented.30%Women90%IndependantIndependenceThe Board

57、recognizes the importance of autonomous leadership.As such,John P.Curtin Jr.(Jack Curtin),an independent director and currently Advisory Director in the Investment Banking Division of Goldman,Sachs&Co.,is Lead Director of the Colliers Board,thereby separating key roles from the Global Chairman and C

58、EO.The Board has adopted a formal position description for the Lead Director,which requires an independent director be appointed when the Board Chair is not independent.It declares that the Lead Director will facilitate the functioning of the Board independently of Colliers management as well as pro

59、vide independent leadership to the Board.As is his mandate,Jack Curtin liaises directly with Board members on various matters,and convenes and oversees an in-camera session of independent directors at each Board meeting.Additional information about our Board including members,structures,procedures a

60、nd policies,can be found in our Management Information Circular.Sustainability governanceBoard DiversityBoard Independence30+70 90+1010CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESBoard committees Our Board operates with three committees:Audit&Risk,Compen

61、sation,and Nominating&Corporate Governance.Audit&Risk CommitteeThe committee ensures that Colliers remains on solid,transparent financial footing while complying with all legal and regulatory requirements.Members survey all accounting policies and manage financial reporting to stakeholders and the p

62、ublic.They are responsible for all aspects of risk identification and management within areas including finance,IT,and cybersecurity.The committee oversees internal audits,reviews related party contracts and safeguards Colliers ethical principles.Compensation CommitteeThe committee oversees and eval

63、uates executive compensation throughout Colliers,as well as related programs,such as stock-based compensation plans.They ensure executive remuneration is transparent and meets governance standards.Nominating&Corporate Governance Committee The committee recommends new candidates to the Board and advi

64、ses on the Boards composition,procedures,and committees.Members develop and monitor Colliers overall corporate governance,a role that includes regular surveys,peer reviews and analyses of overall market developments.Board inclusion and diversity Colliers pursuit of diversity,equity and inclusion ext

65、ends to the Board.Diversity is evident in members varied backgrounds and experiences,including deep insight in areas such as corporate law,finance and accounting,risk management,brand and marketing,asset management,global technology,human resources,change management and workplace strategies,culture,

66、property services,and operational expertise across a multitude of industries.Colliers does not have a target regarding women on its Board of Directors,which sits at 30%female representation,instead emphasizing the most skilled and competent candidates who are the best fit for our company.Within this

67、 scope,we consider the level of representation of women in senior leadership when making appointments and seek to advance the principle of gender diversification.Colliers Global Executive Committee(GET)details climate-and other sustainability-related risks and opportunities,and establishes resources

68、 to deliver on our sustainability strategy.Sean Drygas,Global Head of Sustainability,coordinates with the GET and regional Sustainability Steering Committees in APAC,EMEA,the U.S.and Canada to formulate market-specific plans.11CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENG

69、AGEMENTAPPENDICESPeople development and succession planning Annually,the Board reviews and evaluates global executives and regional leaders,while maintaining and refreshing a list of successors.This work culminates from a detailed process led by the Global CEO,Chief Brand and People Officer,and othe

70、r members of the global and regional leadership teams.Development plans are created to prepare successors for their future roles at various levels of Colliers.Ethics and compliance Doing whats right is one of Colliers core values.Ethical business practices guide our actions,define who we are,and ens

71、ure we achieve success with integrity.In 2023,Colliers was not subjected to any fines or sanctions for non-compliance with regulations in any country.No legal action was filed against Colliers for anti-competitive or anti-trust behaviour.Several policies underpin our dedication to corporate responsi

72、bility,integrity,and sustainability.They are built into the fabric of our governance and committed to by all employees.Colliers operating principles Act with integrity and professionalism Respect colleagues,clients,and communities Make thoughtful,informed,and rapid decisions Demonstrate a sense of u

73、rgency Foster diverse perspectives Use sound judgmentColliers Direct Whistleblower Line This confidential mechanism empowers all employees and third-party professionals to anonymously report integrity concerns and complaints with confidence via online portal or phone.Incoming messages are automatica

74、lly escalated to appropriate members of Colliers global leadership team and,where appropriate,to members of the Audit&Risk Committee.On a quarterly basis,the Audit&Risk Committee reviews all messages received and their current status.Harassment Policy This policy specifically outlines each individua

75、l source of harassment that is prohibited,as well as disrespectful or unprofessional conduct based on perceived discrimination.Global Anti-discrimination Policy We prohibit actions that discriminate against any current or prospective employee based on any characteristic protected by law,including ge

76、nder identity,sexual orientation,age,race,ethnicity,mental/physical disability,religion,place of origin,pregnancy or parental status,veteran/military status,marital status,medical conditions,and social background.Our inclusive workplaces are free from discrimination and bias,and value each persons u

77、nique attributes,skills,and experience.This is not only our responsibility but helps drive innovation and best-in-class client service.Global Code of Ethics and ConductEach year,all Colliers staff must acknowledge and accept the elements of this code,which provides the foundation for how we conduct

78、business-and ourselves-that is consistent with our values in an ever-changing environment.Information Security Policy This comprehensive policy ensures that personal information is secure,outlining requirements for all suppliers,customers,consultants,and other stakeholders involved in data storage,t

79、ransmission,and analysis.12CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESElevating the environment13CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESAs a global leader in commercial real estate an industry connected

80、 to nearly 40%of all carbon emissions we are committed to creating a more sustainable future.We fully support the 2015 Paris Agreement on climate change to limit global warming to well below 2C compared to pre-industrial levels and to pursue efforts to limit the increase to no more than 1.5C,as evid

81、enced by our science-based targets commitment.We support action that accelerates the transition to net zero,enhances performance and mitigates risks.We are making an impact through our own operations,the services we provide,and across our value chain.Elevating the environment14CONTENTSINTRODUCTIONEN

82、VIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESOur commitments In 2021,we established the following sustainability goals:Set science-based targets for managed properties,and achieve via full set of sustainability solutions for clients.Reduce emissions in line with the SBTi 1.5C

83、program,and achieve net zero in our own operations by 2030.0102These commitments guide the management and reduction of our climate impacts across Scopes 1,2 and 3 emissions.Making good on them means we are thinking about the ways buildings and infrastructure are designed,built,occupied and repurpose

84、d,as well as the circularity of building materials,high-performance operations,and elimination of fossil fuels.While our existing materiality study did not identify waste,water,and natural resources as significant topics in 2021,several of our country and regional teams are taking steps independentl

85、y to reduce consumption in these areas.A materiality study being carried out in EMEA in 2024 will shed new light on what goals,if any,Colliers should establish regarding waste,water and natural resources.Our progress SBTi validated and approved those goals in June 2023.We regularly monitor our progr

86、ess towards these targets and create new initiatives in response to new legislation,stakeholders,and markets.Furthermore,we signed the World Green Building Councils Net Zero Carbon Buildings Commitment(NZCBC)to tackle operational and embodied carbon emissions from the building and construction secto

87、r.We have started to procure renewable energy in select markets,and are pursuing further,high-impact renewable power procurement that will address Scope 2 emissions for countries and potentially entire regions.We tripled our fleet of electric vehicles(EVs)to more than 100,and are nearing completion

88、of an EV strategy that will see the full electrification of our fleet over time.In 2022,Colliers assembled a Net Zero Innovation Working Group with experts from across regions and business lines,focused on solving client emissions commitments and developing our electrification,renewable energy,and m

89、easurement capabilities.This has evolved into regional practice groups and task forces that are collaborating across borders and have recently aligned on a suite of sustainability solutions for every step of a clients asset lifecycle,from measuring their current footprints to developing plans for de

90、carbonizing their properties and reporting.In 2022,we conducted a full assessment of our Scope 3 emissions and submitted our Scopes 1,2,and 3 carbon emissions reductions goals to SBTi,the gold standard of target-setting and reporting.We are committed to near-term targets to reduce Scope 1 and 2 emis

91、sions by 67.4%and Scope 3 emissions by 51.6%by 2030 from a 2021 baseline.15CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESTotal Emissions(metric tonnes CO2e)20222023YoY ChangeScope 1 emissions-Fleet7,443.298,101.408.8%Scope 1 emissions-Office3,960.314,045.8

92、82.2%Total Scope 1 emissions11,403.6012,147.276.5%Scope 2 emissions(location-based)12,590.8112,216.26-3.0%Scope 1 and 2(location-based)emissions23,994.4124,363.541.5%Less GHG emissions reductions from Renewable Energy Credits1,763.474,483.35-Less GHG emissions reductions from utility purchases(12.49

93、)309.96-Total Scope 2 emissions(market-based)10,839.837,422.96-31.5%Total Scope 1 and 2(market-based)emissionsKilograms CO2e per square foot23,242.13 7.1919,570.236.02-16.5%-16.2%Inside the numbersOur Scope 1 emissions consist of fuels consumed to provide air and water heating to our occupied office

94、s(primarily via gas)and in our fleet of leased and owned vehicles,which primarily operate on gasoline and diesel fuel,although increasing numbers of our vehicles run on electricity(Scope 2).In 2023,our emissions increased due to expansion in our Engineering and Design and Property Management busines

95、ses,which increased the number of vehicles in our fleet.Electrifying the fleet is the near-term strategy to address these emissions,as detailed further on page 19.Our Scope 2 emissions are predominantly from purchased electricity,with a small amount of district heating in certain European cities.The

96、 carbon intensity of our purchased electricity varies hugely across geographies,leading us to focus on renewable energy purchases in higher-carbon grids.Purchases of 8,276 MWh of renewable electricity,more than 20%of Colliers total global consumption,have been key to making reductions in this area,w

97、ith further expansion of such purchases to support achievement of our goals.Carbon and emissions 2023 performance Colliers absolute and intensity-based emissions:Basis of PreparationEmissions deemed to be within Colliers operational control including carbon dioxide(CO2),methane(CH4)and Nitrous Oxide

98、(N2O)are included in the calculations.Hydrofluorocarbons(HFCs),Perfluorocarbons(PFCs),Sulphur Hexafluoride(SF6),and Nitrogen trifluoride(NF3)emissions from refrigerant use have been excluded as they are not material sources of GHGs for Colliers and are not typically under our operational control.Whe

99、re energy consumption data is not available,estimates have been made using intensity figures per unit of floor area occupied(offices)or distance driven(vehicles)supplied by the U.S.EIA and EPA,NRCan in Canada,JRC-IDEES in Europe,and the UNFCCC.The metrics have been prepared in accordance with GRI in

100、 alignment with the GHG protocol.This symbol identifies third party limited assurance of the data.16CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESSBTi goal achievement plan In June 2023,Colliers science-based targets were approved by the Science-Based Targ

101、ets initiative(SBTi).At year-end 2023,we are tracking ahead of our SBTi goals by approximately one year.This has been driven primarily by purchases of renewable electricity(bundled green power and renewable energy certificates),which have increased from approximately 66 MWh in 2021 to 8,276 MWh in 2

102、023.Other factors have played a smaller role,such as the move of our EMEA headquarters to a highly energy-efficient space(reducing our global average by 0.08 KGs CO23/ft2),and small improvements in the grid emissions factor in some markets.As office leases expire and when business priorities dictate

103、 a relocation,we will continue to give preference to new spaces with low energy-use intensity(EUI)and/or zero-emissions energy(all-electric buildings or those with renewable power),which can contribute to meeting our targets.We also aim to make the most efficient use of space and reduce our occupied

104、 floor area wherever possible,which can result in higher space utilization and there higher electricity usage per square foot.As a result,office moves are not embedded in our planning to meet our SBTi goals.We take the same approach with grid emissions factors,which have been in steep decline over t

105、he past 15 to 20 years in most countries where Colliers operates,and where national commitments and continuing cost declines in wind and solar power are likely to continue this trend.However,we have a pathway to achieving our goals without relying on factors outside of our control.6.666.022023 SBTi

106、commitment2023 result17CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESOur primary pillar is continuing to grow our purchases of renewable energy,aiming for 100%of our electricity supply by 2030.With Scope 2 emissions comprising 57%of our 2021 baseline emiss

107、ions,and 99%of these coming from electricity purchases,we can achieve 82%of our Scope 1 and 2 science-based targets through procurement of zero-emission power.Our order of preference in procuring renewable electricity is as follows:Power purchase agreements(PPAs).Where market conditions allow,we are

108、 prioritizing non-utility PPAs,direct with developers of solar and wind projects.These arrangements catalyze the deployment of new wind and solar capacity and are often the most economical way to procure zero-emissions power,although this varies over time and by geography.We are actively investigati

109、ng opportunities in this space.Utility-based purchases.In 2023,we procured nearly 1,000 MWh of renewable power via direct contracts with electric utilities,in countries such as Germany,Spain and the Netherlands.There are additional countries with deregulated retail electricity markets where similar

110、arrangements could be made by local Colliers offices and contribute to the transformation of these utilities supply.Renewable energy certificates(RECs).Where neither of the above options is feasible,purchasing RECs provides a way to support existing renewable energy facilities.We also see this as an

111、 important contribution to the continuing decarbonization of the grid,by supporting the business case for developers who are willing to build new capacity on a merchant(non-contracted)basis.01020318CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESColliers doe

112、s not currently occupy spaces that are suitable for on-site renewable energy generation,such as rooftop solar,and does not anticipate this changing in any meaningful way within the decade.Consequently,we have not incorporated this option into our planning.The remaining portion of our operational emi

113、ssions will be addressed via the conversion of our vehicle fleet to lower-or zero-emissions energy.This will predominantly come in the form of electric vehicles,powered by zero-emissions electricity.Our calculations indicate that we would need to displace 39%of our baseline consumption of liquid fue

114、l(gasoline and diesel)by 2030 to reach the target.As of year-end 2023,about 7%of our fleet has already transitioned from fossil fuels to full Battery Electric Vehicles(BEVs)or Plug-in Hybrid Electric Vehicles(PHEVs),in advance of the completion of our global EV transition study.This study,when it is

115、 complete in 2024,will provide an analysis of every vehicle in our fleet,regarding the operational feasibility and cost implications of electrification.For the segment of the fleet analyzed thus far,the cost implications are overwhelmingly positive,and a large majority of vehicles can meet their dai

116、ly operational requirements without charging during working hours.This,along with the more than 100 EVs already in our fleet,give us confidence that the 2030 goal can be achieved.While BEVs are our preferred replacement for end-of-lease and end-of-life internal-combustion vehicles,PHEVs that will op

117、erate on electric power for most of their duty cycles provide an option to significantly reduce fuel consumption in areas of our business where operational requirements are most stringent or charging infrastructure is currently inadequate.As the cost of batteries continues to decline and their charg

118、ing performance continues to improve,we expect the business case for fleet electrification to continue to improve throughout our emissions-planning horizon.Roughly 20%of Colliers baseline Scope 1 and 2 emissions are generated from fuel consumption,mostly natural gas,to provide space and water heat t

119、o our occupied spaces.These emissions will be treated as under our operational control instead of Scope 3 because our employees often control the thermostats and can determine,in a material way,fuel consumed by the source equipment in the building.Since we do not have decision rights over the nature

120、 of that equipment,or when or how to replace it with non-emitting alternatives,such as air source heat pumps.we have not built any reductions in heat-related emissions into our 2030 planning.We anticipate a longer timeline for many of our properties as we work with existing and new landlords to defi

121、ne a heating decarbonization plan.19CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESScope 3 emissions reductions Our approach to heating is indicative of how we will address Scope 3 emissions from managed properties(classified under Use of Sold Products).In

122、our SBTi submission,we estimated that Use of Sold Products comprises 96%of our total Scope 3 emissions,and therefore no other elements of Scope 3(such as business travel,employee commuting,or purchased goods and services)are material.With two billion square feet of properties under management,we hav

123、e a critical role to play in decarbonizing the built environment.Our goal is to reduce such emissions by 51.6%by 2030 using 2021 as a baseline,also on a per-square-foot basis.We are working to meet this target via our decarbonization capabilities,which address the full lifecycle of a building and ca

124、n deliver a complete path to net zero carbon emissions.To date,we are on track to meet this target early.Our current data shows a reduction of 59%from 2021 to 2023.This has largely been due to reductions in Scope 2 emissions driven by renewable energy procurement.However,estimates form the majority

125、of our Scope 3 calculations,with less than 10%of client buildings capturing energy consumption information or reporting their emissions publicly.We do expect some volatility in this metric as data capture rates improve over time,in addition to our work with clients to drive asset-and portfolio-level

126、 emissions reductions and achieve their decarbonization goals.20CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESAs regulations,market forces and company goals increasingly impact the value of real assets,we add a sustainability perspective to every service w

127、e provide for investor,owner and occupier clients.We identified four areas of opportunity to support clients throughout the lifecycle of their assets and intend to further integrate these sustainability capabilities throughout all our service lines.Learn more about our services hereEnergy and sustai

128、nability services Sustainability strategyHaving a firm-and portfolio-level sustainability strategy is a critical building block.We conduct materiality assessments and determine risk associated with climate change,then develop the appropriate energy transition and net zero carbon strategies,along wit

129、h KPIs.Asset enhancementsWe provide a full suite of services to manage an asset or portfolio to a sustainable outcome.Our Engineering&Design and Project Management professionals bring in sustainable design architecture and front-end engineering,and manage its delivery.Portfolio optimizationFor trans

130、actions and investments,we identify and validate sustainability risks and opportunities on specific investments and enable financing for projects aligned with their sustainable nature.This includes conducting sustainability due diligence and providing green finance and debt advisory.Reporting and ce

131、rtificationsThroughout the lifecycle of the asset,and at key points in time where improvements have been completed,we put the data architecture in place to report on progress and obtain certifications such as LEED,BREEAM,and NABERS,and report annually to GRESB on behalf of properties we manage.Susta

132、inability strategy Reporting and certifi cationsClient/AssetsSustainability Lifecycle21CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESWe are proud to lead by example in pursuing net zero for our corporate operations.Our Global Head of Sustainability collabo

133、rates with regional Sustainability Steering Committees and additional service line experts to decarbonize our offices and fleet.Reducing our carbon footprint Hiring ourselves has given us an invaluable perspective on the challenges and solutions needed to achieve a net zero office.An effective strat

134、egy that integrates sustainability into all major decisions spanning leasing,fit-out and operations is required.Equally important is a critical shift to a more collaborative relationship between owners and occupiers which requires new forms of leasing contracts and wider engagement.When Colliers rel

135、ocates or renews leases,space,location and sustainability are taken into account.We conduct due diligence and look at access to transit and walkability,among other factors.We give primary consideration to buildings and property owners that demonstrate sustainable performance and partnership.We imple

136、ment our own Green Lease Checklist,created by our Occupier Services business line as a model for our clients.It is enacted upon renewals to ensure our net zero goals are supported,requiring low-flow fixtures that use roughly 60%less water than traditional models,a minimum of 50%pre-consumer and post

137、-consumer total recycled content where applicable,and installation of electrical submeters.In tackling embodied carbon,we are increasingly embedding circular economy principles in our design specifications and material choices to reduce the waste and embodied carbon associated with our fit-outs.We a

138、re working towards including sustainability criteria as part of our latest sourcing requirements in all of our supplier contracts.Most of our furniture,fixtures,and equipment contain at least 50%recycled materials,and are chosen for durability and modularity.We are developing sustainable fit-outs gu

139、idelines to ensure future internal office fit-outs are consistent with our goals under our sustainability strategy and the Net Zero Carbon Buildings Commitment.This will launch in 2024,and will include design guidelines,preferred suppliers for sustainable materials,measurement strategy and approach

140、for evolving the guidelines as regulations change.Our offices support waste separation and recycling programs.Efforts to eliminate single-use plastics and curtail our use of paper are underway.We also empower local markets to deploy their own energy reduction strategies,which can make a considerable

141、 impact when expanded across many offices.Buildings Colliers offices in India have achieved LEED Platinum certification,signifying the highest level of recognition for sustainable and environmentally conscious building practices.22CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY

142、 ENGAGEMENTAPPENDICESTransportation Most of our transportation greenhouse gas emissions stem from Colliers Engineering and Design,and our property management business,which use vehicles-primarily light-duty trucks and vans-to serve our clients.Continuing growth in these businesses increases the size

143、 of our fleet.Transitioning 100%of our fleet to electric vehicles is a strategic initiative that is critical to achieving our net zero commitment.We have developed an inventory of our global fleet and a strategy for vehicles that can be electrified at end-of-life or lease expiry.Even in advance of t

144、he completion of the strategy,the number of EVs in our fleet more than tripled in 2023,and is approaching 10%of our fleet,which is well ahead of the state of the overall vehicle fleet in the EU and North America,which is about 3%and 1%,respectively.Some of our markets have taken steps to reduce the

145、impact of commuting,such as prioritizing office locations that are accessible by public transit so that our professionals can get to and from work in a low-cost and sustainable way.Our Dutch offices are encouraging low-carbon travel options by introducing a mobility policy that provides a travel all

146、owance for commuting and business travel.In Germany,we are promoting sustainable transportation alternatives including an e-bike lease program,public transit incentives,and prioritizing trains over planes for business travel.EnergyWe are developing a greater understanding of our energy use through i

147、mproved means of data collection and implementing a strategic approach to buying renewable energy through retail contracts,green leases and power purchase agreements.In 2023,our Scope 2 emissions decreased as a result of renewable energy purchases in several countries,totaling 23.5%of our total elec

148、tricity consumption.Water stewardshipAs an organization that primarily leases office space for operations,we do not have a significant water footprint compared to other sectors.Though water is rarely sub-metered,we implement low-flow and water-efficient fixtures and equipment in refurbished and new

149、office spaces,as part of our Green Lease Checklist,in efforts to integrate more sustainable design practices.Installing smart sensorsCosts associated with utility usage spikes are borne by and a burden to landlords.Harrison Street,a Colliers investment management firm,has installed smart utility met

150、ers and in-unit indoor environmental quality(IEQ)sensors in more than 10,000 beds across 29 assets in its European build-to-rent and student housing.This technology,provided by award-winning sustainability technology specialist Utopi,gives insight into not only a buildings energy consumption and ass

151、ociated emissions but also can be utilized to engage tenants and change behaviors around their own utility consumption habits.In one instance,this smart technology reduced the average building temperature by 7C,resulting in over 100k in savings and over 2 million in added asset value.23CONTENTSINTRO

152、DUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESHarrison Streets sustainability progress Achieved 35%firmwide carbon reduction since 2020 Increased on-site renewable energy by 7.0 MW Assessed 100%of assets for climate risk exposure annually Certified 73 Fitwell buildings

153、,with 205 in progressColliers is a top global player in the alternative private capital industry,with$96 billion in assets under management.Our investment management arms(Harrison Street,Colliers Global Investors,Basalt Infrastructure,Rockwood Capital and Versus Capital)deliver top-tier,risk-adjuste

154、d returns over the long term for more than 900 institutional and high net-worth investors through diverse investment strategies.We closely consider sustainability factors and our investments in energy efficiency,clean energy,and climate risk management support asset resilience against the rapidly ev

155、olving environmental risk landscape and aid in maintaining long-term value and sustainable returns.Sustainable property investing 24CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESElevating inclusiveness 25CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&W

156、ELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESWe strive to cultivate an inclusive culture where professionals from all backgrounds can thrive.Within the global real estate industry,diversity of experience and perspective is crucial for developing innovative solutions to complex challenges.We recognize that

157、fostering an environment of belonging and support is key to unlocking the potential within our talented team of over 19,000 professionals worldwide.Through targeted training programs,rewards recognizing diverse accomplishments,and opportunities for career growth regardless of background,we aim to le

158、verage the strengths of our diverse workforce to best serve clients and advance sustainable practices across the industry.Elevating inclusivenessColliers Office Toyko,Japan26CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESOur commitments In 2021,we establish

159、ed the following inclusiveness goals:Achieve 40%women presentation among total employees by 2025,and in management roles by 2023,in our regional,investment and mortgage businesses.Achieve 10%diverse suppliers by 2025 and 15%by 2030 in our U.S.business.0102At Colliers,we build and nurture an inclusiv

160、e culture,where our professionals can thrive and feel valued.We embrace diversity,recognizing it is key to supporting innovative ideas,creativity,and strong company performance overall.Our global gender goal seeks to drive progress in the industry and help close the gender gap,and we have initiative

161、s in place across the organization to drive a diverse,equitable and inclusive working environment for all demographics.Our supplier diversity goals help ensure we are promoting and increasing opportunities for enterprises and small businesses owned by women,minorities,Indigenous peoples,veterans,peo

162、ple with disabilities,and members of the LGBTQ+community.Our progress Since introducing our global gender goal in 2021,we have increased the percentage of women in our overall workforce,excluding our engineering segment,from 39.1%to 39.3%.For manager+roles,we have moved the dial from 31.7%to 33.5%in

163、 the same time period.In 2023,we implemented recruitment and retention programs to drive us closer towards our goal of 40%female share of employees,including female mentoring programs in EMEA,establishing graduate recruitment gender goals in APAC,and ensuring new and existing member of our talent ac

164、quisition team are certified diversity recruiters in North America.We have set a goal to increase the share of diverse suppliers in our direct and managed spend from a baseline of 6%in 2023 to 10%in 2025 and 15%in 2030.Women as a%of Employees20232021All Employees39.1%39.3%Management Roles31.7%33.5%D

165、ivested business excluded from all periodsThe revised 2021 baseline,including all businesses owned during 2021,for women in management roles is 32.4%.Given this,Colliers will be reviewing the target timeline for reaching 40%women representation in management roles.This symbol identifies third party

166、assurance of the data.27CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESGreat Place to Work Canada,Brazil,India Pension&Investment Harrison Street named one of the Best Places to WorkHarrison Street “Inclusive Workplace”recognition from Best Companies GroupF

167、orbes Worlds Best Employers and Worlds Top Companies for WomenOur DEI journeyThe recognition we received in 2023 reflects our commitment to fostering diversity within the commercial real estate sector.Human Rights Campaign Foundation Equality 100 Collier U.S.achieved a perfect score in equality inde

168、x,leading the way in LGBTQ+workplace equalityGil Borok,Awarded to Gil Borok,CEO of Colliers U.S.for commitment to diversity,equity and inclusionThe Globe&Mail Women Lead Here benchmark of executive gender diversity28CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPE

169、NDICESOur ERGs play an important role in fostering diversity and inclusion across our operations.Employee Resources Groups(ERGs)They provide a forum for professionals from different backgrounds to share perspectives and drive initiatives to foster greater inclusion in the workplace,so that everyone

170、can thrive.In the past year,the North America PRIDE ERG spearheaded initiatives to strengthen protections for LGBTQ+employees and make Colliers a more welcoming place to work in commercial real estate,leading to a perfect score in the Human Rights Campaign Foundations Corporate Equality Index for 20

171、23-2024.In New Zealand,the social taskforce supported the launch of LGBTQ+awareness training and pushed for Colliers to become a gold supporter of Pride Pledge,a social enterprise that partners with organizations to enhance LGBTQ+inclusion.In Singapore,35%of the women in the workforce participate in

172、 the Women in Business group,which hosts skills workshops and seminars and real estate networking sessions to ensure women have the necessary tools and support to grow and thrive at Colliers.In Taiwan,the Employee Welfare Committee launched a Mental Health Workshop in 2023 to address the importance

173、of mental health and deal with stress in the workplace.In the UK,the Balance in Business group focusses on diversity,equity and inclusion initiatives.The team hosted an event in 2023 partnering with UK based BAME in Property,an organization promoting more diversity in the property and planning secto

174、rs,to promote opportunities in real estate to students of diverse backgrounds.Harrison Steet Network of Women holds an annual summit for senior women(VP+)and hosts monthly lunches as part of an engagement effort to align senior women with younger women at the firm.By cultivating an environment where

175、 all team members feel respected and able to achieve their full potential,we believe we can deliver better outcomes for clients and make a positive impact through our work in developing sustainable communities.29CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDIC

176、ESAPAC:Indias Colliers Cares mentorship program brings young talent and experienced leaders together to share knowledge and ideas.New Zealands Elevate program provides reverse mentorship opportunities,with a cohort of 23 mentees in 2023.Colliers Mortgage:Mentorship opportunities connect junior and s

177、enior members of the organizations Womens Empowerment Forum,providing exposure to career paths,other departments,and leadership development.North America:Mentorship opportunities were prioritized for members of employee resource groups in 2023.We matched 130 mentors and mentees across North America,

178、with 42%of participants affiliated with ERGs.Feedback was overwhelmingly positive,with 92%of participants reporting a high level of satisfaction in the mentor pairings.EMEA:An EMEA Female Mentoring Program was piloted in 2023,with 58 of our female experts across the region taking part.The program ma

179、tched senior female experts with early and mid-career professionals from different geographies aimed at expanding their networks,sharing best practices,and providing guidance to help accelerate careers.Our cross-border approach to mentoring was very well received,and all mentees who completed the pr

180、ogram said they recommend it to others.REGIONAL HIGHLIGHTSWe are committed to developing talent at all levels within the real estate industry.Through our mentorship programs,experienced mentors provide guidance that empowers employees to reach their full potential.This ongoing investment in our work

181、force helps ensure a diversity of voices and perspectives are represented throughout our organization as we work to shape the future of the real estate sector.Mentorship programs30CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESAPAC:Our partnership with Yish

182、eng in China,and membership in India Diversity Forum,work to advance gender and disability inclusion.As gold Supporters of Pride Pledge in New Zealand,we strive for the safety,visibility and inclusion of the LGBTQ community.Harrison Street:Through a partnership with Girls Who Invest,Harrison Street

183、hires four interns each summer,providing opportunities for women in investment management,and has led to full-time hires for the firm.North America:We work closely with Project REAP,African American Real Estate Professionals and the Black North Initiative to promote career advancement for Black prof

184、essionals in real estate.Our partnerships with groups like Catalyst and CREW Network also help advance women in commercial real estate.Currently,the president of CREW is one of our executives,Karen Whitt.Colliers Project Leaders were early supporters of the First Nations Major Projects Coalition.Thi

185、s coalition works to ensure Aboriginal communities benefit from major real estate developments.EMEA:EMEA works closely with the Commercial Real Estate Women Network(CREW),the industrys premier business networking organization.REGIONAL HIGHLIGHTSWe seek partnerships with organizations focused on unde

186、rrepresented communities within real estate to strengthen our diversity and inclusion efforts.Through open-minded collaboration,our teams gain valuable insights that help foster a more equitable industry for all.External partnerships31CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMU

187、NITY ENGAGEMENTAPPENDICESGlobal:We run a robust succession planning process across our Global Management team and their direct reports.This provides insight into opportunities to accelerate the development of current employees and where external recruiting could introduce a more diverse range of exp

188、erienced real estate professionals.Colliers Project Leaders:Through our partnership with the University of Manitobas Engineering program,we hired three Indigenous students one graduate and two co-op placements.North America:We aim to ensure every new and existing member of our talent acquisition tea

189、m is a certified diversity recruiter.We also utilize the Textio tool for all our job postings,making certain that they are welcoming and appealing to all candidates,and partner with Employee Resource Groups to identify and refer top prospects within underrepresented communities.In addition,we have c

190、ommitted to a pay equity study in 2025 that will help ensure we provide equal opportunity and address compensation gaps.EMEA:In our Nordics business,we undertook a review of requirements for reaching the partner level and confirmed the appropriate qualifications.As an outcome,five new female partner

191、s were announced.APAC:Notable initiatives include launching a graduate recruitment program in Australia with explicit gender diversity targets,conducting unconscious bias training for all hiring managers in Hong Kong,and creating Employee Value Proposition resources to highlight the contributions of

192、 diverse talent from all levels of the organization in New Zealand.REGIONAL HIGHLIGHTSThis year,we continued to enhance our hiring and retention processes within the real estate industry to promote fairness and remove potential barriers,ensuring opportunity is available to all qualified candidates r

193、egardless of background.These efforts aim to build a workforce as diverse as the communities we serve.Talent recruitment and retentionUK Gender and Ethnicity Pay Gap Report:In the UK,we published our 2023 Gender and Ethnicity Pay Gap Report in November 2023.Since the UK first began reporting on the

194、gender pay and bonus gap in 2018,it has closed by 9%and the ethnicity pay and bonus gap has decreased by 2%year on year.32CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESEmployee feedback is vital not only to our business pursuits at Colliers,but to our work

195、place strategies,engagement initiatives,and inclusiveness efforts.Employee engagementWe are proud of the engagement levels and feedback provided through our 2023 global employee survey,with over 83%of employees sharing their perspectives.The overall engagement score exceeded external benchmarks.Valu

196、able insights were gained into the most important issues for our people and how we can further support their career development within the real estate sector.This led to implementing new initiatives focused on diversity,inclusion and wellbeing,including:Accelerating talent:Across EMEA,we launched a

197、new High Performance Leadership Program to cultivate the next generation of real estate leaders.In North America,we enhanced our mentorship initiatives to support career progression.For our New Zealand teams,we delivered a session on leading high performance to further develop our people managers an

198、d announced Colliers Academy a new national learning program featuring role-specific pathways that will launch in 2024.Colliers Project Leaders have new career tracks within project management roles to provide varied pathways for professional growth,also starting in 2024.Strengthening communication

199、channels:In Australia,regular dialogue is promoted through alternative digital platforms to engage all staff members.Our Japan team launched weekly Collaboration Wednesdays to foster information sharing and partnership between departments.Meanwhile,New Zealand implemented monthly company-wide Huddle

200、s to connect employees throughout the country.Improving benefits:We have implemented personal health benefits saving and enhancements and introduced new perks across some regions.Weve enhanced some of our family friendly policies across the EMEA region,including to parental leave and return to work

201、approaches for our people.We encourage and seek continual feedback via onboarding surveys,pulse surveys and exit surveys.We also have several committees that allow members to contribute and share ideas to shape the future of the organization.33CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLB

202、EINGCOMMUNITY ENGAGEMENTAPPENDICESAPAC:Australia launched mandatory online training for all employees to align with recent changes in legislation to workplace sex discrimination and sex-based harassment,as we aim to continually improve safety and inclusivity,and heighten respect in our workplaces.In

203、clusive leadership,unconscious bias and anti-harassment training are widely promoted across the region.North America:We expanded training to promote authenticity,inclusive leadership and diversity within our industry.All managers now complete courses to recognize unconscious biases and encourage ope

204、n dialogue.EMEA:Our REAL for Women program entered its fourth year in 2023,aimed at building our female talent across EMEA.The program invests in the cohorts personal and professional development as well as building the firms talent pool of female leadership from within.In Germany,18 colleagues from

205、 different business lines and locations took part in the“Women Colliers”initiative,helping our female experts prepare to take on more responsibility within the business.REGIONAL HIGHLIGHTSThrough comprehensive learning and development programs,our people gain insights into unconscious bias and learn

206、 to appreciate diverse perspectives.This helps ensure we maintain a supportive workplace where everyone can achieve their full potential.Learning and development34CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESColliers Project Leaders is a corporate member

207、of the Canadian Aboriginal Minority Supplier Council(CAMSC)and Women Business Enterprises Canada Council(WBE Canada).Colliers is committed to reflecting the diverse communities in which we operate by promoting and increasing business opportunities for diverse suppliers.We define a diverse supplier a

208、s an enterprise or small business that is at least 51%owned by an underrepresented group including Black,Indigenous,Hispanic,Asian or other people of colour;women;veterans;people with disabilities,and individuals who identify as LGBTQ+.We launched a Supplier Diversity Council in North America in 202

209、2 to develop supplier diversity initiatives that our clients,professionals,and communities can be proud of and ensure diversity criteria is integrated throughout the procurement lifecycle.These initiatives also support the goals of our clients,whose spend we manage within our Property Management and

210、 Occupier Services business lines.The Council worked to develop a supplier diversity statement that governs Colliers commitment to a fully inclusive procurement process,as well as quantify our current spend with diverse businesses.The Council has set a goal of increasing the share of diverse supplie

211、rs in our direct and managed spend from 6%in 2023 to 10%in 2025 and 15%in 2030.Supplier diversity 35CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESElevating health&wellbeing36CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAP

212、PENDICESSafety,health and wellbeing are key components of our workplace strategy,both for occupied and managed spaces.We strongly believe that integrating health and wellbeing into our employee value proposition helps us attract and retain the best talent amid increasing competition.With this in min

213、d,we are continuing to create safe and healthy spaces that promote wellbeing,productivity and sustainability for the benefit of Colliers,our people and our clients.Elevating health&wellbeing Our commitments We have focused our efforts on achieving certifications that account for considerations such

214、as air and water quality,ergonomics and disaster preparedness.We are working towards the following health and wellbeing goals established in 2021:Our progressOur goal is to achieve WELL Health-Safety Rating in 100%of our offices over 2,500 sq.ft.by 2025.We are proud to have reached our 2022 and 2023

215、 goals,of 10%and 30%,respectively.With 35%of offices certified as of Dec.31st,2023,we are on track to achieve 75%in 2024.With deeper organizational knowledge of healthy building standards and a rising number of certified experts across Colliers,we are also helping real estate owners and occupiers ea

216、rn WELL and Fitwel ratings and certifications for their workplaces.Our culture supports the mental and physical wellbeing of our people.Though programs vary by market,we provide a range of health programs and services.These include access to employee assistance programs,mental health programs,compan

217、y-funded health exams,discounted gym memberships and meal services.We have also continued to embrace flexibility and encourage our professionals to find flexible ways of working when needed.Achieve WELL Health-Safety Rating for all offices larger than 2,500 square feet by 2025.Offer WELL,Fitwel or e

218、quivalent certification to all eligible property management and occupier clients,beginning 2023.010237CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESOccupational health and safety management We are committed to prioritizing the health and wellbeing of our p

219、eople and providing safe workplaces.For most of our business lines,with employees based in offices,a formal occupational health and safety management system(OHSMS)is not required.However,for parts of our business such as Property Management and Engineering&Design where health and safety concerns are

220、 material,systems have been put in place,and 100%of employees within those divisions are covered by the system.Certain countries such as Australia and New Zealand have included all employees in their OHSMS.In China,for Property Management,the system has been certified to the ISO 45001 standard.Healt

221、hy buildings for clients At Colliers,we want everyone to live and work in spaces that are not only safe,but also promote mental and physical wellbeing and a sense of community.Health and wellbeing criteria are increasingly integrated into the broader spectrum of sustainable building certifications a

222、s these factors make their way up the agenda for landlords and occupiers.We have a strong record of using our expertise to provide our clients with spaces that put health and wellness at the forefront.38CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESCommuni

223、ty engagement39CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESOur approachOur community efforts are purposely decentralized and carried out by local teams.This gives our markets the autonomy and flexibility to tackle local priorities and truly reflect the i

224、nterests of our professionals.We encourage our markets to align their efforts to the three pillars that underpin our sustainability strategy(environment,inclusiveness,and health&wellbeing).With this approach,we still aim to ensure all our markets have the proper governance and tools in place to enga

225、ge staff and track contributions.Local efforts are united through our global volunteering program,Colliers Gives,and all regions participate in a reporting process to track and measure community efforts.We achieved solid results in our first year of Colliers Gives.In 2023,our professionals supported

226、 charitable organizations and engaged in voluntary work equivalent to more than 5,800 days,helping us reach 39%of our medium-term,15,000-day goal.Our main global target is to increase the time our professionals spend in our communities every year,with a goal to achieve 67%of our target in 2024.Colli

227、ers seeks to positively impact the communities in which we live and work.We encourage and enable our professionals to share their time and skills and raise funds for causes that matter to them from assisting with disaster relief efforts to addressing homelessness or food insecurity and helping disad

228、vantaged groups.We strongly believe that our support boosts employee satisfaction and engagement,and makes us an employer of choice through our shared values of giving back.Community engagement40CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESAppendices41CON

229、TENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESGRI TableTopicGRI StandardDisclosureEconomic performance201-1Direct economic value generated and distributedDirect economic value generated,distributed and retained is disclosed in the Consolidated Statement of Ea

230、rnings detailed in our Consolidated Financial Statements.Operating Segment Revenues,by both business line and region,are reported in Note 28 of the Statements.201-2Financial implications and other risks and opportunities due to climate changeDescriptions of risks and opportunities including classifi

231、cation as Transition or Physical,are detailed in the Strategy section of our TCFD disclosure in Appendix C.201-4Financial assistance received from governmentGovernment assistance when received,such as related to the COVID-19 pandemic in 2021,is detailed in the notes to the Consolidated Financial Sta

232、tements.In 2023,no material assistance was received.Anti-corruption205-1Operations assessed for risks related to corruptionAll Colliers operations are required to comply with Colliers anti-bribery policies which include a prohibition of improper payments to government officials to obtain or retain b

233、usiness,or otherwise security an improper advantage.Service lines or countries which are at a higher assessed risk of corruption are also required to comply with additional anti-bribery policies covering reporting of government transactions and pre-approval of significant payments to unusual third p

234、arties.205-2Communication and training about anti-corruption policiesColliers Code of Conduct outlines the expected behavior when doing business with government officials.All CIGI employees receive the Code of Conduct when they first join the company or during the annual re-acknowledgment of the Cod

235、e of Conduct.Employees in roles or countries which have a higher assessed risk of corruption are also required to complete anti-bribery training when they first join the company.Anti-competitive behaviour205-3Confirmed incidents of corruption and actions takenThere were no confirmed incidents of cor

236、ruption in 2023.206-1Legal actions for anti-competitive behaviour,anti-trust,and monopoly practicesThere were no legal actions for anti-competitive or anti-trust behaviour filed against the company in 2023.Appendix A42CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAP

237、PENDICESTopicGRI StandardDisclosureEnergy302-1Energy consumption within the organizationTotal energy consumed in Colliers-occupied offices(owned operations only;affiliates not included)was calculated as follows for 2023:Natural gas 81,128 GJElectricity 127,047 GJ(35,294 MWh)Transport fuel 105,082 GJ

238、(3,055,470 Litres)Total 313,258 GJIn the above total,29,792 GJ of electricity was purchased from renewable sources explicitly.In many jurisdictions in which Colliers operates,renewable energy makes up a substantial portion of grid electricity,well over 90%in some cases;this has not been included in

239、the 29,792 GJ calculated.Conversion factors used to translate MWh of electricity and Litres of transportation fuel(gasoline and diesel)to GJ were sourced from the Canadian Energy Regulators Energy Conversion Tables.No energy was sold by Colliers in 2023.302-3Energy IntensityLooking specifically at C

240、olliers offices,the energy disclosed in 302-1(natural gas and electricity)was consumed within occupied space of 3.250 million square feet.This yields an energy intensity of 0.096 GJ/square foot.Natural gas was utilized primarily for space and water heating.Emissions305-1Direct(Scope 1)GHG emissionsG

241、ross direct(Scope 1)GHG emissions in 2023 were 12,147 tonnes CO2e,comprised of CO2,CH4,and N2O,which are released in the combustion of gas,gasoline and diesel fuel.Other greenhouse gases(HFCs,PFCs,SF6,NF3)are not present in these fuels so are not enumerated in the calculations.Similarly,biogenic CO2

242、 emissions are zero,as no biomass fuel is used.The emission factor(overall CO2e)for gas is sourced from the 2017 B.C.Best Practices Methodology for Quantifying Greenhouse Gas Emissions.The emissions factors for gasoline and diesel are sourced from Natural Resources Canada,AutoSmart program.The globa

243、l warming potential(GWP)rates for each constituent GHG are embedded in the overall CO2e figure reported by the sources.Operational control is the consolidation approach used to bound the calculations.We have assumed consistent emissions factors for these fuels globally.305-2Indirect(Scope 2)GHG emis

244、sionsGross location-based(Scope 2)GHG emissions were 12,216 tonnes CO2e;market-based Scope 2 emissions were 7,423 tonnes CO2e.Both figures were comprised of CO2,CH4,and N2O.The global warming potential(GWP)rates for each constituent GHG are embedded in the overall CO2e figure reported by the sources

245、.Operational control is the consolidation approach used to bound the calculations.Other greenhouse gas emissions from refrigerant use(HFCs,PFCs,SF6,NF3)have been excluded as they are not material sources of GHGs for Colliers and are not typically under our operational control.Similarly,biogenic CO2

246、emissions are zero,as no biomass fuel is used.Calculations are performed using jurisdiction-specific grid intensity factors,such as are provided by U.S.state by the EIA,by European figures reported to the UNFCCC and to the EU Greenhouse Gas Monitoring Mechanism,by Canadian province per Natural Resou

247、rces Canada,and for various countries and subnational bodies elsewhere in the world by Institute for Global Environmental Strategies,drawing on figures reported to the UNFCCC.Appendix AGRI Table43CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESTopicGRI Stand

248、ardDisclosureEmissions(contd)305-4GHG emissions intensity Looking specifically at Colliers offices,the Scope 1 and 2 emissions disclosed in 305-1 and 305-2,excluding Scope 1 emissions from transportation fuel(total:11,469 tonnes CO2e),was consumed within occupied space of 3.250 million square feet.T

249、his yields an emissions intensity of 0.0035 tonnes/square foot.Consistent with 305-1 and 305-2,CO2,CH4,and N2O,were the greenhouse gases included in this analysis;others are not present in the fuels or outside of Colliers operational control.Employment401-2Benefits provided to full-time employees no

250、t provided to part-time employeesWith operations in over 60 countries globally,Colliers benefits packages vary considerably according to the market and regulatory standards in each market.We commonly provide benefits in the areas of paid sick leave,extended health and vision,dental,life insurance,sh

251、ort-and long-term disability insurance,retirement savings plans,parental leave,and Employee Assistance Programs,among others.The difference in benefits between Full-Time and Part-Time employees also varies by country.In some locations,benefits are consistent between the two groups.In others,no benef

252、its are offered to part-time employees.Most commonly,however,there are individual elements of benefit plans that vary between the two groups,such as extended health,vision and dental coverage;short-and long-term disability insurance;flexible health spending accounts;parental leave grants;and tuition

253、 reimbursement.401-3Parental leaveData on Parental Leave was available from markets representing 71.3%of our total employee count(11,871 people).However,gender breakouts were only available for markets employing 4,557 people,mostly in our APAC region.As a result,we are limited in our ability to repo

254、rt gender-based statistics for 2023.Within the markets where we have parental leave data(both gender-based,and not):a.Parental leave benefits,above those mandated by local regulations,are available to all full-time employees,with some countries limiting eligibility to staff who have been employed fo

255、r more than 12 months.Among these,450 people(3.0%)were eligible to take parental leave during 2023 as a function of a birth within their family.b.Among these 450 individuals,423(95%)elected to take parental leave.c.Among those who had been on leave,217 returned to work during the year.Almost all of

256、the remainder were still on parental leave as of December 31st.d.We do not have complete data on the number of people still employed 12 months after returning to work.It is our desire for all employees to return to work once their leave has finished.As one data point,we did report to the Australian

257、Property Champions of Change Coalition in 2021 a figure of 70%of women returning to Colliers after parental leave.Occupational health&safety403-1Occupational health and safety management system(description)For most of our business lines,with employees based in offices,a formal OH&S Management System

258、 is not required.However,for parts of our business(such as Property Management)where health and safety concerns are material,systems have been put in place,and all employees within those divisions are covered by the system.There are also individual countries,such as Australia and New Zealand,where t

259、he scope includes all employees.In China,for Property Management,the system has been certified to the ISO 45001 standard.OH&S systems are based on a combination of statutory requirements,advice and guidelines from industry bodies,and team member recommendations and needs.Systems are typically under

260、the purview of dedicated safety managers,with policies reviewed by Joint Health and Safety Committees,and signed off by senior management.Appendix AGRI Table44CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESTopicGRI StandardDisclosureOccupational Health&Safe

261、ty(cont)403-2Hazard identification,risk assessment,and incident investigationIn many of our business lines,which are office-based roles,hazardous situations are not an innate element of the workplace.For our Engineering&Design division,which does require employees to attend sites where physical and

262、mechanical work is performed,a robust system is in place as follows:1.Process to identify,assess and eliminate work-related hazards and risks:A checklist website enables users to perform a hazard assessment before work begins.The hazards are selected by the user and the SOPs and appropriate controls

263、 are automatically attached for compliance.2.Process for workers to report hazards:Hazards and near-misses are reported to managers,Discipline Safety Coordinators,or H&S Managers for assistance.It is documented in our H&S Plan that there is to be no repercussions for reporting of H&S issues.3.Proces

264、s to investigate incidents and determine corrective actions:Incidents are investigated by the Site Safety Leader on site,the manager,H&S manager,and Discipline Leader.An incident report is completed and a root cause analysis(RCA)is performed by the Safety Advocate Committee to determine root causes,

265、corrective actions,and possible disciplinary actions.This RCA is provided to the Executive Committee where final decisions are made.Our Property Management divisions also have processes,such as:1.Process to identify,assess and eliminate work-related hazards and risks:Each JHSC is tasked with complet

266、ing regular(bi-monthly or quarterly)inspections.Third party risk inspections may also be included,and regular auditing is used to ensure that hazards reflect the most current work situation.Identified risks are assigned a maximum timeline for resolution based on severity.2.Process for workers to rep

267、ort hazards:Detailed Incident Reporting Policies or HSE Escalation Policies are in place,and some locations have internal onsite audit functions.Workers are protected against reprisals as a function of HR,and in some countries,incident/Injury forms are completed via Adobe Sign and reports are anonym

268、ized to protect against reprisals.3.Process to investigate incidents,and determine corrective actions:Details vary by region,but in general,hazards are tracked centrally,and unresolved matters escalated to a Risk Governance Committee or equivalent body,comprised of senior division managers.Any incid

269、ent involving injury or near miss(an occurrence that had the potential for injury)must be reported as per policy e.g.,per a Site Safety Incidents Report and,if applicable,an HSE Non-Conformance Report.Safety managers review all incident reports and provide recommendations into future mitigation.The

270、hazard that gave rise to the incident is then routed through the Risk Deferral policy and procedure.403-3Occupational health services(hazard and risk reduction)Within our Property Management segment,the National Engineering and National Property Services leaders are responsible for the maintenance o

271、f a detailed Occupational Health and Safety policy which is disseminated to all workplaces,including an annual review of the policies themselves and the procedures to implement them,training of supervisors and employees,and investigating,recording and reporting accidents,injuries and occupational di

272、seases.Every workplace has a hard copy of the policy posted,and a health and safety representative.Within Engineering&Design,hazard control is performed by all employees.All confidential and sensitive personal health-related information is kept in a secure folder accessible only by members of the te

273、am(e.g.,the H&S Manager)that require such data this for their role and to facilitate accommodations,claims and similar matters.Generally,files sit separately from employee-relations folders and are not discussed with other members of the People Services team.Incident and injury reports are also in m

274、any cases anonymized before sharing details with Health and Safety committees.Appendix AGRI Table45CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESTopicGRI StandardDisclosureOccupational health&safety(cont)403-4Worker participation,consultation,and communica

275、tion on OH&SDepending on the jurisdiction,there is a combination of dedicated Health and Safety meetings,as frequently as weekly,and inclusion of H&S on the standing agenda of team and senior-leadership meetings.Where applicable,minutes of each JHSC are published to the intranet for review by all st

276、aff.Within Engineering&Design,DSCs(Discipline Safety Coordinators)and OSCs(Office Safety Coordinators)meet with the Safety Advocate Committee(SAC).There is a DSC for every discipline that performs field work which provides information and assistance to the SAC for continuing evaluation of the H&S pr

277、ogram.403-5Worker training on occupational health and safetyWorker training on occupational health and safetyTraining is provided commensurate with the requirements of each role,with the most comprehensive training focused in our property management operations around the world,and our Engineering&De

278、sign business.Training is delivered both internally(by line managers,and People Services)and via external partners.Content is consistent with local regulatory requirements(e.g.,OSHA),and in some cases,is delivered in part by regulators.New hires are required to complete initial training,and ongoing

279、training is also provided,at frequencies ranging from one to three years for most elements.All staff are paid for their time completing training,either online or in-person.Effectiveness is evaluated through OH&S statistics,and through surveys of employees during and at the conclusion of employment.T

280、raining needs are reassessed annually.403-6Promotion of worker healthVarious divisions of Colliers offer tailored health-promotion programs to their employees.Many offer Employee Assistance Programs through third-party providers which address health issues of all kinds in a confidential setting.Adit

281、ionally:In North America,we offer Krowdfit,an all-inclusive wellness engagement including steps,activity,meals,mindfulness,sleep;a webinar series regarding the importance of mental health;a trial Wellness Program for Working Parents;a trial of the Headspace meditation app;and other resources,informa

282、tion and activities in the areas of Physical,Emotional and Financial Wellbeing.In APAC,various countries have annual company-paid health exams,stress check-ups,discounted gym memberships and meal services,and recognition of World Mental Health Day.403-7Prevention and mitigation of OH&S impacts direc

283、tly linked by business relationshipsIn Engineering&Design,all suppliers are required to follow Colliers H&S plan,and site inspections are performed by managers.Our Australian operation has employed a Visitor Management System in every office,providing full details on safety obligations for suppliers

284、 and clients,mandatory before entering.In China,we maintain records of contractors safety training and ensure that every worker has received H&S training before entering jobsites.Where applicable,vaccine requirements are also enforced.403-8Workers covered by an OH&S management system(numbers)In the

285、areas of our business where an OH&S Management system is required and exists,100%of employees are covered.This would primarily include employees in Engineering&Design and Property Management.Appendix AGRI Table46CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDIC

286、ESTopicGRI StandardDisclosureOccupational Health&Safety(cont)403-9Work-related injuriesWe track data in a subset of countries today,but these include our Engineering&Design business and the majority of our Property Management operations,where the risk of injury is most prominent.The statistics detai

287、l here are among a measured population of 12,505 individuals:a.Zero fatalitiesb.Eight(8)high-consequence,work-related injuriesc.101 recordable work-related injuriesd.Predominantly,slips,trips and falls(many related to ice and snow),and struck-by injuries.e.Approximately 26,700,000 hours worked403-10

288、Work-related ill healthZero cases reported.Training and Education404-1Average hours of training per year per employeeThe total number of training hours recorded during the year was 93,420,among countries and divisions representing 18,122 employees.We have gender breakouts for countries representing

289、15,858 employees.Per-employee training hours were:Female staff:3.6Male staff:2.6Total,including divisions where no gender breakout available:5.2Note:The recorded data reflects training conducted through Colliers Human Resources Information System.Training conducted through other channels,such as via

290、 external sources,is not captured in our systems at present.404-2Programs for upgrading employee skills and transition assistance programsGloballyColliers University:A customized online learning tool available for all employees,housing over 800 digital courses with a mixture of internally produced c

291、ontent and courses from LinkedIn Learning.Annually,more than 160,000 videos were viewed through this platform,with skill development in common software tools,diversity&inclusion,and interpersonal skills being the most common content accessed.Appendix AGRI Table47CONTENTSINTRODUCTIONENVIRONMENTINCLUS

292、IVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESTopicGRI StandardDisclosure404-2(cont)North AmericaJunior Broker Development Program:A series of monthly webinars led by experienced Colliers professionals from across North America.These webinars are supplemented by an on demand monthly learning

293、program.Management Development Program:Colliers has partnered with LinkedIn Learning to create a customized and comprehensive management development program aimed to support our High Potential people managers.Acceleration Program:For recent graduates to develop the knowledge,skills,experience,and ne

294、twork to become high-achieving real estate advisors within our Brokerage business.The program combines formal training,on-the-job work experience,professional exposure,and one-on-one coaching.Participants undergo evaluations at specified intervals throughout the program and benefit from partnering w

295、ith experienced mentors in the business.Colliers University:In addition to the LinkedIn Learning metrics above,since launching our internally produced content in October 2019,we have seen over 43,000 hours of learning completed,an average of 6 hours of learning per employee in North America.Manageme

296、nt and Finance for Project Managers:For new Project Managers and above in our Engineering and Design business,training on topics such as QAQC,Project Management,HR,H&S,and Leadership.EMEAHarvard ManageMentor:For Managers at any level looking to build or refresh core management skills and competencie

297、s through a customized learning portal.This program was designed and delivered by Harvard Business Publishing.Individual countries also offer bespoke development programming.APACDevelopment courses include workplace behaviour training,Managing Remote Teams,an Accelerator series and performance train

298、ing for Brokers,management training for people managers,Stakeholder Management&Influencing Strategies,Unconscious Bias,Personal Brand,and Harvard ManageMentor.We also run mentorship training broadly across the organization.Appendix AGRI Table48CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLB

299、EINGCOMMUNITY ENGAGEMENTAPPENDICESTopicGRI StandardDisclosureTraining and education(cont)404-3%of employees receiving regular performance and development reviewsData is available for regions and division covering 12,474 employees(75%of the global total).Among these,14,076 reviews were completed,with

300、 some employees having more than one review during the year.A breakdown by gender and employee category is not available.Diversity&equal opportunity405-1Diversity of governance bodies and employeesAs of December 31st,2023,62.3%of total employees identified as male and 37.7%as female.Among management

301、 staff,the figures were 69.5%male and 30.5%female.These figures declined from 2022,as 75%of our global headcount growth was in Colliers Engineering and Design,where 20.8%of managers and 28.0%of employees are women.Excluding our engineering segment,aligned with our goal of 40%female employees and man

302、agement roles by 2025,our split as of December 31st,2023 was 39.3%identifying as female and 60.7%identifying as male overall,and 33.5%of management employees were women,up 0.3%from 2022.Due to regulatory limitations in many of our regions in asking about ethnicity and other dimensions of diversity,a

303、nd relatively low rates of self-identification in other regions where such questions are permitted,we do not have a significant data set on attributes other than gender.Among our Board of Directors,30%(3 of 10)are female and 20%(2 of 10)are members of a visible minority group.Non-Discrimination406-1

304、Incidents of discrimination and corrective action takenThere were 14 reports made through the whistleblower hotline in 2023,1 of which related to discrimination.All reports were investigated,and remediation action taken when necessary.Any other complaints relating to discrimination that were receive

305、d through non-centralized channels(e.g.local operational or People Services staff)were investigated and addressed by the appropriate personnel.Customer privacy418-1Breaches of customer privacy and losses of customer dataColliers has a robust multi-layered cybersecurity control environment.There were

306、 no known material cybersecurity breaches in 2023Appendix AGRI Table49CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESSASB TableTopicMetricDisclosureSustainability servicesRevenue from energy&sustainability servicesMany of our energy&sustainability services

307、are provided as a core element of our property management services.As a result,it is not always possible to delineate revenue specifically associated with these energy and sustainability.As well,many of our professionals provide a combination of sustainability-related and other services,which are no

308、t delineated.During 2024,we are implementing a sustainability data platform that,in addition to tracking non-financial KPIs,we anticipate giving us better visibility into fee-for-service revenue related to sustainability.Floor area and number of buildings under management with energy&sustainability

309、servicesIn line with the comments above regarding these services forming part of our core offering in many cases,we do not currently track which buildings received discrete energy&sustainability services.Floor area and number of buildings under management that obtained an energy ratingApproximately

310、1,600 buildings comprising approximately 280 million square feet of floor area have an EPC,Energy Star,NABERS,LEED,BREEAM,BOMA Best or similar rating based on energy consumption.Transparent information&management of conflict of interestBrokerage revenue from dual-agency transactionsWe are unable to

311、report on this at this stage.Revenue from transactions associated with appraisal servicesWe are unable to report on this at this stage.Total amount of monetary losses as a result of legal proceedings associated with professional integrity,including duty of careThere no legal actions for anti-competi

312、tive or anti-trust behavior filed against the company in 2023ActivitiesFloor area under managementColliers managed approx.2 billion square feet of floor area for building owners through our Property Management and Real Estate Management Services lines of business in EMEA,North America and APAC,in 20

313、23.Number of buildings under managementAs of year-end 2023,we are managing 26,245 properties.Number of leases transacted,categorized by(1)tenants and(2)real-estate ownersWe transacted 33,064 leases in 2023.Based on revenue data,this was approximately split 49:51 between tenant and landlord represent

314、ation.Number of appraisals providedWe appraised just over 493,770 properties globally in 2023,including commercial and residential properties and land.Appendix B50CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESTaskforce on Climate-related Financial Disclosu

315、resAppendix CBoard of Directors oversight of climate-related risks and opportunities:The CIGI Board of Directors conducts oversight over the companys sustainability strategy,including climate-related opportunities and risks.Climate-related risks are also integrated into Colliers overall Enterprise R

316、isk Management(“ERM”)process,which is reviewed by the Audit&Risk Committee of the Board(“ARC”)on an annual basis.This provides the Board information on the nature,likelihood and potential financial impact of climate-related risks and opportunities.Any material risks or opportunities emerging within

317、the intervening 12 months are added to the ARCs agenda on an as-needed basis.The Board has also reviewed and approved the companys sustainability strategy,Elevate the Built Environment,which includes targets for addressing Colliers own GHG emissions and helping its clients do the same.The Board was

318、updated on progress in mid-2023 and again in May,2024 and will be provided with regular updates moving forward,enabling it to monitor progress against goals for addressing climate-related issues.GovernanceManagements role in assessing and managing climate-related risks and opportunities:Within the o

319、ngoing Enterprise Risk Management process,led by our Senior Director,Enterprise Risk Management,Colliers weighs climate-related risks against others faced by the organization,in terms of likelihood and impact;assigns ownership;and determines response,mitigations and controls,as required.Climate-spec

320、ific considerations are fed into the process by the Global Head of Sustainability,who synthesizes information from scientific,regulatory and industry sources to continually update our assessment of related opportunities and risks.To capitalize on opportunities,the Global Head of Sustainability has t

321、he mandate to identify new service offerings,markets,energy sources,efficiency measures and other such initiatives as will drive new sources of revenue or cost savings for the enterprise,and work with business line leaders in each of the regions in which we operate to execute on these.Responsibility

322、 for raising climate-related opportunities and risks within the Global Executive team(GET)rests with the Chief Brand&People Officer,who directly manages the Global Head of Sustainability.The overall governance structure for sustainability,including climate change,is shown in the accompanying diagram

323、.Board of DirectorsAudit&Risk Committee Reviews climate-and other sustainability-related risks and opportunities,as prepared by management Reviews and approves sustainability strategy to manage risks and capitalize on opportunitiesSteering CommitteesAPAC,EMEA,USA,Canada Provides input to global stra

324、tegy and tailors initiatives to needs of regional stakeholders Executes strategic initiativesGlobal Executive Team(GET)Details sustainability-related risks and opportunities,and puts in place strategy to address these Establishes resources to detail the strategy and manage its executionGlobal Head o

325、f Sustainability Coordinates with the GET and regional Steering Committees to formulate detailed strategies and execution plans51CONTENTSINTRODUCTIONENVIRONMENTINCLUSIVENESSHEALTH&WELLBEINGCOMMUNITY ENGAGEMENTAPPENDICESAppendix CTaskforce on Climate-related Financial DisclosuresClimate-related risks

326、 and opportunities Colliers has identified over the short,medium,and long term:As a provider of professional services related to property,rather than the owners of significant physical assets,the uncertainties and changes driven by climate change and measures to mitigate it create more opportunities

327、 than risks for our business,principally opportunities to provide sustainability-related services to clients.A significant risk would be our competitors seizing these opportunities at our expense,potentially taking clients and their existing business as well.This risk is likely to increase in severi

328、ty in future years as policies such as emissions regulations for buildings and carbon pricing become more stringent,prompting real-estate owners to require solutions from their service providers.Colliers now offers a full suite of decarbonization solutions to clients,as outlined in the Energy and Su

329、stainability Services section of the 2023 Impact Report.This enables clients to measure,plan,execute,report and certify their buildings up to and including net zero carbon.These services can be delivered throughout our owned operations globally.The organization is now positioned to defend existing b

330、usiness and win new contracts,both specific fee-for-service work in decarbonization,but more commonly,assignments in our traditional real estate-related services which require knowledge of and capability in carbon reduction.We see the opportunity to further grow existing services and to expand into

331、new areas,as outlined in the table on the right.Within our Investment Management businesses,we face transition risks of a different nature,as their funds will be responsible for the costs of meeting higher energy standards.They also face physical risk.Acute risks such as damage from storms,floods an

332、d wildfires,and chronic risks from extreme temperatures and droughts,impact to varying degrees the assets managed on behalf of investors in our funds.The management team of Harrison Street undertook a rigorous third-party assessment of its portfolio in 2022,to identify the degree of both types of ri

333、sk for each property.A summary of the results of this analysis is available in the Climate Action Plan available on the Harrison Street website.In 2023,Basalt began to require that all fund holdings include climate-related risks in their risk register process,and prioritized material risk“hotspots”to develop appropriate mitigation measures.StrategyShort Term(12 years)Complete pilots of partnership