Webcor has a responsibility to our people and the communities in which we work to build and operate in a manner that makes a positive impact on both our local community and the environment. Corporate Social Responsibility (CSR) is the process of integrating environmental, social, and governance (ESG) considerations into a company’s operations. At Webcor, we have developed our commitment to align the work we are already doing to improve our impact with effective, influential, and time-bound strategic goals.
Our programmatic structure aligns with an ESG framework when our environmental, social, and governance programs have been built into our corporate policies and everyday operations. To respond to Webcor’s mission and values more clearly, we have renamed ESG: People, Planet, and Performance.
Our CSR strategy is an inclusive approach aimed at assessing our company’s positive actions via quantifiable metrics, within the following three-pronged categories:
We are a people company first. We succeed because of our people; the driving force behind the achievements of our projects and the foundation of our company culture. Webcor recognizes the necessity to continue to attract new talent, leverage our strength in diversity, and develop our workforce to ensure long-term success. Webcor’s focused efforts to support our people reside in occupational health and safety, diversity and inclusion, training, healthy workplaces, donations and volunteerism.
Learn moreAs builders of structures that will stand long after we are gone, we value prioritizing that what we construct today will have positive impact for decades to come. For every initiative and project, Webcor commits to an integrated decision-making approach including climate change and carbon emissions, waste management, transportation and travel, and community impact.
Learn moreWe believe it is crucial to deliver high-performance projects and processes; we are always pursuing best-in-class solutions to ensure projects are delivered on time and under budget while also optimizing efficiency. Webcor implements rigorous compliance protocols and maintains a premier level of support for projects through all phases of construction. Webcor’s performance efforts focus on compliance regulations and certification, clean energy, project type diversification, public policy, and external reporting.
Learn moreThe following section will dive deeper into the metrics and goals we have developed in alignment with our People, Planet, Performance approach.
1.1
Create Safety committees at each project to collect data on practices that are working and opportunities to improve, to change/create best practices.
Safety committee initiated at jobsites and business groups
50% of jobsites in 2021; 100% of business groups in 2021
Safety Department
1.2
Hold subcontractor partnering meetings to address concerns and collaborate on processes to create better best practices.
Initiate subcontractor partnering meetings
3 annually in 2021; 5 each year thereafter
Safety Department
2.1
Design, develop and implement training programs which educate and increase awareness around diversity and inclusion
KPI's to be developed form program/ plan in place
Begin implementation in 2021
HR Department/ D&I Team
2.2
Establish and support Employee Resource/Affinity Groups
Define and establish the affinity group development outline.
100% Completion by 2021
HR Department/ D&I Team
2.3
External outreach to diverse groups to increase awareness of opportunities in construction and Webcor
Diversify campaign outreach opportunities via job postings and targeted campaigns for diverse talent pools
To begin in 2022
HR Department
2.4
Open to all underrepresented groups
Increase underrepresented individuals within leadership in alignment with 25x25 Initiative
Increase 25% by 2025
Executive Team
3.1
Utilize ADDIE Model to enhance current training and develop new trainings
New training utilizing ADDIE framework
Roll out four additional training modules in 2021
Operations & HR Department
4.1
Integrate Employee Workplace Community (EWoC) Framework for all new projects
100% of jobs starting up by end of 2020
100% completion
Internal Experience Team
4.2
Report progress and long-term improvements as seen by employees
All implemented jobs report at Quarterly's
100% completion
Operations
5.1
Form committee to guide community involvement
Committee established and draft charter developed for EC approval
100% completion in 2020
HR Department
5.2
Develop single hub for accessing volunteering resources
Implement IT portal
100% completion
HR Department
5.3
Increase utilization of volunteer hours
Number of volunteer hours
50% increase year over year
HR Department
6.1
Integrate Embodied Carbon Construction Calculator (EC3)
Ratio of new projects conducting EC3 assessment
100% of new C&S projects assessed by 2021
Self-Perform Teams & Sustainability Department
6.2
Require self-perform groups to collect EPDs
Built into Webcor Concrete, Webcor Drywall, and Webcor Carpentry's base process
100% completion by 2022
Self-Perform Teams
6.3
Make informed procurement selections based on low carbon opportunities
Employee awareness of value and decision-making ownership
100% by 2021
Operations
6.4
Benchmark Webcor's Scope 1 and Scope 2 emissions
Set emissions reduction targets based on benchmarked data for assorted project types
100% of project types benchmarked by 2023
Operations & Sustainability Department
6.5
Partner with suppliers to increase cement replacement alternatives in concrete mixes
Study and implement on a case study application
100% completion by 2021
Webcor Concrete
7.1
Reduce total waste generated on jobsites by 2% annually
Average total waste diverted per square foot
20% Reduction by 2030
Operations & Sustainability Department
7.2
Learn and become fluent on TRUE Zero Waste program
Pilot at one project
Pilot 100% implemented by 2022
Operations & Sustainability Department
7.3
Utilize RCI facilities for mixed construction and demolition debris
% of total annual C&D waste going to RCI certified facilities
50% by 2025
Operations
8.1
Decrease diesel and gas powered vehicles in corporate vehicle fleet
Utilize one EV truck on a jobsite once commercially available.
One pilot project EV truck within one year of them becoming available
Corporate
8.2
Encourage EV/Hybrid alternatives to current fleet
Fleet % of EV/hybrid vehicles
20% of new leases by 2022
Corporate
8.3
Encourage telecommuting option where feasible
Annual Fuel costs
10% reduction in fuel costs by 2021 against a baseline of 2019 fuel costs
Executive Team
8.4
Increase public transportation benefits
% participation in "Green Bonus" program
10% increase from 2020 to 2021 as commercially feasible.
Executive Team
9.1
Increase participation and engagement, identifying a GT leader at all company locations/departments
Percent of project teams implementing initiatives
80% Annually
Sustainability Department
9.2
Develop corporate commitment in alignment with core values
Define commitment and gain buy-in
100% completion by 2021
Sustainability Department
10.1
Give ongoing training in discussion format that uses specific case studies that examine rigorous compliance with laws and ordinances
Ratio of employees taking corporate ethics training
Director-level and above by 2021; balance by 2022
Legal Department
10.2
Corporate ethics training program that complies with all regulatory requirements
100% Compliance
100% compliance annually
Legal Department
10.3
Support all project's sustainability compliance requirements
Jobs meeting project sustainability goals
100% compliance annually
Sustainability Department
11.1
Explore utilization of green energy at commercial jobsites
Investigate and test opportunity
Implement at 1 project by 2021
Operations
12.1
Construct a Mass Timber Building
Project completion
Project start by 2024
Business Development
12.2
Construct a ZNE Building
Project completion
Project start by 2024
Business Development
13.1
Act as an influencer for environmental policy change advocacy
Participation on committees and advisory boards where we can influence in affecting change
Identify key industry groups and nominate individual by 2021. Continue active participation by 2025.
Sustainability Department
13.2
Commit to new San Francisco and California State climate change policies (i.e. All electric buildings, Buy Clean California Act, Architecture 2030, SB 100, etc.)
Pilot prior to mandated timeframe
Varied - project/ client dependent
Preconstruction Department
14.1
Report annually to 3rd party certified entity on ESG metrics and rank amongst competitors
% rating on ESG Score
Measure by 2021. Exceed industry average by 2025
Sustainability Department
