Stantec Sustainability Report 2022

Sustainability
Report
Sustainability
Every Action. Every Decision.
Table of Contents
Introduction 3 About Stantec 8 Sustainability Program 15 Materiality 22 Sustainable Development Goals 28
Report Highlights 4 Who We Are 9 Powerful Women Leaders 16 Partnering with the UN Taking Climate Action 29
CEO Message 5 Where We Are 11 Sustainability: Core to Our Strategy 17 to Protect Ecosystems 23 SDG Commitment 30
Board Sustainability Committee Message 6 What We Do 12 Sustainability Governance 19 Materiality Refresh 24 SDG Action 31
About This Report 7 Why We Act 13 Sustainability Performance Accountability 21 Our Value Chain 25 SDG Progress 32
How We Evolve 14 Identified Topics 26
Prioritized Topics 27
Environment 40 Social 45 Governance 55 Appendixes 66
Progressing Net Zero 41 The Art of Inclusion 46 Pursuing Dignity for the Departed 56 Appendix A. Data Workbook
Environmental Protection 42 Workforce Management 47 Corporate Governance 57 Appendix B. GRI Content Index
Emissions Management 43 Inclusion, Diversity, and Equity 48 Ethics and Compliance 59 Appendix C. SASB Standards Index
Resource Conservation 44 Health, Safety, and Security 51 Cybersecurity and Privacy 60 Appendix D. TCFD Cross-References
Innovation 52 Project Delivery 61 Appendix E. List of Acronyms
Indigenous Relations 53 Procurement 62 Appendix F. C
autionary Note Regarding
Community Engagement 54 Integrated Management System 63 Forward-Looking Statements
Risk Management 64
Human Rights 65
2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 2

Introduction
IN THIS SECTION
Report Highlights
CEO Message
Board Sustainability Committee Message
About This Report
High Sheldon Wind Farm

New York, United States

Report Highlights Our sixteenth annual Sustainability Report
LEADING THE TA K I N G PRIORITIZING PA R T N E R I N G

Stantec is a global leader in INDUSTRY ACTION ESG FOR CHANGE
sustainable design, architecture,
engineering, planning,
digital technology, project Corporate Climate SDG UN Decade
management, and scientific Knights Solutions Revenue on Ecosystem
consulting services. Our Global 100 Leadership Alignment Restoration
technical specialists are at the
forefront of innovations that help Fourth year on the list, #7 in Formalized Stantec’s Increased to 60% revenue First architectural and
the world, #1 in our industry, client-facing climate from work directly engineering firm named
communities plan for climate
1% of top performers change action strategy supporting the SDGs as an actor partner
change, enhance biodiversity
and environmental health,
provide social value, develop
economic opportunities, and Bloomberg Operationally Materiality Amsterdam
create a sense of place and GEI Carbon Neutral Refresh Declaration
well-being.
Fourth year on the list, Reduced emissions, Updated materiality Signed in support of
19% score improvement purchased renewable assessment to cover Workplace Pride for
since first inclusion energy, balanced with our full value chain LGBTQ+ inclusion
carbon offsets
Top Indigenous CDP Climate Sustainability- Reimagined

Workplace Leader Linked Loan Mobility
Third year as an AISES Fifth year of recognition for Met emissions First architectural and
Top STEM Workplace for climate-related strategy and reduction and gender engineering firm to join
Indigenous Professionals progress (A- score) inclusion targets the organization Reservoir Woods Restoration
Minnesota, United States

CEO Message
When I envision the world I want to live in, I see inclusive communities that Fulfilling Our Commitments Evolving Our Programs
are safe, equitable, and environmentally sound—a world with restored In 2022, we delivered on our promise To continue the evolution of
ecosystems and climate-resilient neighborhoods thriving in a zero-carbon, to achieve operational carbon our sustainability programs, we
circular economy. Achieving and maintaining this vision requires creativity, neutrality, a key step in our phased conducted a materiality refresh
intelligence, innovation, and empathy. Sustainability means planning for process to achieve operational, that expanded our focus on
the long term and acting now. science-based net zero. We met the environmental, social, and governance
terms of our sustainability-linked loan (ESG) concerns to our entire value
Taking Action This year, to accelerate our and are the first company in Canada chain. While we continue to manage
At Stantec, sustainability is a priority, contributions, we established a to direct the interest savings earned our operational impacts, we are also
Gord Johnston considered in every aspect of Climate Solutions Leadership team, into communities to further climate amplifying the ESG connection to our
President and CEO, Stantec Stantec’s operations and directly tied appointed an SDG Impact Leader, action and social equity. project work and supply chain.
to our Strategic Plan. supported our Institute for Water
Technology & Policy, and invested Enriching Communities Our efforts to foster genuine
We follow the principles of the UN in climate-related innovations. This year, we contributed to social acceptance and inclusivity at
Global Compact, directly support the justice around the world by helping Stantec, combined with our
UN Sustainable Development Goals Stantec continues to leverage the investigate the troubled history of achievements in sustainable
(SDGs), and deliver climate solutions. strengths of our strategic growth desecrated Black cemeteries, signed project work and operations, and
initiatives—coastal resilience, Workplace Pride’s Declaration of grounded in our focus on reducing
Our projects help communities ecosystem restoration, smart cities Amsterdam (a public commitment emissions to fight climate change,
around the world adapt to and and urban places, and the energy to foster a safe, inclusive corporate help grow the employee enthusiasm
prepare for extreme weather, drought, transition—as we lay the groundwork culture), and retained our position and optimism that’s so vital to our
and demographic change, while for our next strategic planning cycle. as a recognized top employer and success. It’s a positive feedback loop
providing social value. Our acquisition partner for Indigenous peoples. that unites us, drives us, and helps us
strategy directs us to acquire We also donated more than $5.2 create sustainable communities.
companies that support these goals million to organizations that support
and have the talent to achieve them. sustainability around the globe.

Board Sustainability Committee Message
Stantec’s ongoing drive to operate in a sustainable manner and provide Operational Oversight financial success. Metrics include
sustainable solutions for clients is guided by science, purpose, market Stantec’s Directors remain emissions reductions, employee
demands, history, and, most of all, a collective desire to create stronger committed to thoughtful, sensible retention and engagement, health
communities. The members of Stantec’s Board of Directors are highly oversight of the Company’s and safety, innovation, corporate
motivated to support these efforts because we, too, aspire to live in a direction and management. Sound integrity, and quality management.
more sustainable world. governance is one of the pillars
of sustainability, and we take that Measurable, verifiable, and
responsibility seriously. significant progress in these metrics
The Board’s Role Climate Action must be achieved each year, and
The Board is committed to ESG The impacts of climate change The SSC confirms that Stantec’s ESG on behalf of the Board, I’m happy
Don Lowry progress and, through its committee are felt more keenly with each goals are aligned with the Company’s to say that we are satisfied with
Chair, Sustainability structure, has delegated certain passing year, and urgent action to strategic plan. management’s performance in 2022.
and Safety Committee responsibilities for closer oversight limit global warming has become We are also confident that Stantec’s
Stantec Board of Directors
and insight to continually improve the even more imperative. We support Each year, the SSC assesses leadership will continue to enhance
Company’s performance. Although the steps Stantec has taken to Stantec’s sustainability progress the Company’s sustainability
not exclusive, the Sustainability and minimize its operational impact, and sets focus areas for the performance in 2023.
Safety Committee (SSC) is the key such as achieving operational following year to further improve
focus of these activities. carbon neutrality, as well as client- the Company’s performance and Stantec’s Board and the SSC,
focused strategies like the Climate commitment to stakeholders. specifically, are very proud of the
The SSC includes individuals with Solutions Leadership Team, who will ESG progress Stantec continues
relevant subject matter expertise. shepherd the thousands of Stantec As part of its oversight of to make. We plan to continue this
At each Board and SSC meeting, we sustainability experts and innovators sustainability, the Board annually sustainability leadership in the
discuss ESG topics and encourage in our collaborative efforts to fight examines sustainability-linked years to come.
Stantec’s continual sustainability climate change. pay metrics that determine
progress because we believe it’s the Stantec management’s success
primary way to deliver shareholder in driving the Company’s ESG
value over the long term. performance and enable Stantec’s

About This Report
This Sustainability Report Report Cycle In Accordance Option The report underwent a formal review
highlights Stantec’s contributions Issued annually since 2006 Stantec is reporting in accordance and approval process by subject
to and focus on sustainability for with the GRI Standards. The Data matter experts in each functional
our key stakeholders, including Report Boundaries Workbook (see Appendix A) contains area, the Executive ESG Committee,
employees, clients, investors, Company value chain two to three years of detail to enable and the C-suite. Additionally, the
and the communities where trend comparisons. Board-level Sustainability and Safety
we work and live. Currency References Committee reviewed the report before
Canadian dollars (unless Independent Assurance its release.
Report Content otherwise stated) Our consolidated financial
This document identifies and statements were audited by Additional Information
provides information about Stantec’s Reporting Frameworks PricewaterhouseCoopers LLP. For ease of understanding, a list of
environmental, social, and governance • Global Reporting Initiative (GRI) acronyms is provided (see Appendix E).
(ESG) topics as first identified in Sustainability Reporting Standards Our greenhouse gas emissions More detail is also available in our
our 2019 materiality assessment (see Appendix B) inventory was independently verified Annual Report; Annual Information
and revisited in our 2022 materiality • Engineering and Construction by Apex Companies. A third-party Form; Management Information
refresh. Throughout this report, Services Standard of the review of this report was also Circular; CDP Disclosure; and on our
“Stantec’s Approach” callouts are Sustainability Accounting conducted by Apex Companies website, stantec.com. Combined,
included to provide easy access to Standards Board (SASB) to confirm it was prepared in these resources provide transparency
associated management approaches, (see Appendix C) accordance with GRI Standards regarding Stantec’s ESG performance.
policies, and statistics (see Appendix A). • Recommendations in the Task and SASB requirements.
The body of this report summarizes Force on Climate-related Financial This report, past reports, and future
2022 accomplishments. Disclosures (TCFD) of the Financial Review updates can be accessed at stantec.
Stability Board (see Appendix D) Stantec’s sustainability disclosures com/sustainability. We welcome your
Reporting Period • UN Global Compact (UN Global and data underwent internal comments and questions about our
January 1, 2022 – December 31, 2022 Communication on Progress) quality checks and are factual to sustainability efforts. Please direct
Bike Path Glen Innes to Tamaki Drive • UN Women’s Empowerment the best of our knowledge at the them to [email protected].
Auckland, New Zealand Principles time of reporting.

About
Stantec
IN THIS SECTION
Who We Are
Where We Are
What We Do
Why We Act
How We Evolve
Stantec Employees
Bristol, United Kingdom

Who We Are
Communities are fundamental. Our Purpose Our Value Creators

Whether around the corner or Creating communities People
across the globe, they provide Innovation
a foundation, a sense of place Excellence
and belonging. That’s why at Our Promise Growth
Stantec, we always design with Design with community in mind
community in mind.
Our Strategic Growth Initiatives
We care about the communities Our Goal Coastal resilience
we serve—because they’re our To be a top-tier global design and Ecosystem restoration
communities too. We’re designers, delivery firm that is recognized for Smart cities and urban places
engineers, scientists, and project our creative, technology-forward, Energy transition
managers, innovating together at the and collaborative approach
intersection of community, creativity,
and client relationships. Balancing Our Core SDGs
these priorities results in projects Our Values
that advance the quality of life in We put people first
communities across the globe. We are better together
We do what is right
Stantec trades on the TSX and the We are driven to achieve
NYSE under the symbol STN.

Who We Are, Continued
Stantec’s strategy is based on Value Creators Strategic Growth Initiatives

tracking market trends, risks, and
opportunities. We identify value
creators and growth initiatives People Excellence Coastal Resilience Smart Cities and Urban Places
that position Stantec to be People are at the heart of our business Excellence is key to making a positive Through management, infrastructure, Using technology and planning,
the trusted advisor our clients and key to our success. Our people have difference in the world and stems and nature-based solutions, we help we help communities address
need as we adapt together to a wide range of talents, perspectives, and from a nimble organizational structure, communities adapt to rising sea levels resource security and conservation,
a changing world. Each has a experiences, and we actively support and scalable processes, forward-thinking and extreme weather events due to wellness, accessibility, mobility,
direct sustainability connection. promote STEAM1 education to engage the solutions, exceptional project execution, climate change. equity, and congestion.
next generation and improve the pipeline effective collaboration, and a passion for
of recruits for years to come. sustainability, safety, and ethics.
Innovation Growth
Innovation and creativity are essential For us, growth isn’t just about getting See webpage See webpage
elements of our past and future success. bigger. It’s about getting better. Organic
Our innovation strategy combines and acquisition growth go hand in hand
proven ideas with curiosity, creativity, and to strengthen our organization, provide Ecosystem Restoration Energy Transition
technology-forward approaches to find new employees with opportunities to work on Our science and planning help We help clients shift and adapt to a
ways to meet client challenges, increase exciting projects around the world, and communities protect, restore, monitor, low-carbon future through renewable
efficiency, and improve profitability. offer value to our stakeholders. and respond to biodiversity loss, climate energy, distributed power, battery
change, and environmental degradation. storage, new technology, and policies.
1
STEM stands for science, technology, engineering,
and math. STEAM includes art. See webpage See webpage

Where We Are
The Stantec community unites approximately

26,000 team members working in over 400
locations across 6 continents.
10,715 619
United States Continental
Europe/Africa
8,014 590
Canada India
2,456 527
Australia Latin America/
Caribbean
2,361 419
United Kingdom/ Middle East
Ireland
734 335
New Zealand Asia The numbers included on this page align with
workforce figures disclosed in Appendix A.
We additionally track information on 950
staff resources (such as agency and
independent contractors) who are connected
to our organization but are not employees.

What We Do Infrastructure Water Environmental Services Buildings Energy & Resources
To design with community in mind is to

design with sustainability in mind. And
that’s what Stantec focuses on every day in
communities around the world. Our services
drive environmental, social, and sustainable
performance through each of our business
Net Revenue Percentage
operating units and geographies with a
purposeful focus on supporting the SDGs
(see SDG Progress). 29% 20% 20% 18% 13%
Sustainability Services Offered
Transit, complete streets, Providing clean, safe water Ecosystem restoration, wetlands Providing high-performance Renewable energy design
$5.7 $4.5 65+ Smart(ER)™ mobility (equitable, through water and wastewater and estuaries, climate change solutions—encompassing and integration (solar, wind,
billion billion years resilient, accessible, automated, treatment and management, risk assessment and scenario architecture, buildings hydropower, waste-to-energy,
connected, electric), smart cities, water resiliency, circular water, analysis, climate change engineering, interior design, and energy storage, hydrogen,
community and urban planning, resource recovery and renewables, adaptation and mitigation, carbon more—that consider carbon, renewable diesel, small modular
Gross revenue Net revenue of profitability
low-impact development, coastal protection and restoration, accounting and management, climate, and health through reactors), transportation and
brownfields, landscape flood protection, groundwater natural resource damage third-party sustainability- infrastructure electrification, grid
architecture (focused on shoreline protection and recharging, dams assessments, cultural impact certified, decarbonized, resilient, modernization and strengthening
protection, reduced water use, and levees, water transport and assessments, socio-ecological climate responsive, eco-centric, (including resiliency in the face
and naturalizing communities), conveyance, water conservation systems resiliency, circular regenerative, and fully integrated of natural disasters), asset
affordable housing, green and reuse, desalination and economy, environmental impact designs at the scales of interiors, optimization (services to lower
infrastructure, and Envision brine management, watershed assessments, health sciences, buildings and communities carbon emissions of existing
certification management, industrial water natural resource valuation, climate operations), carbon capture
solutions, operational technology, change strategy, energy transition and storage, and sustainable
digital tools, and water solutions strategy, ESG advisory, and mining (decarbonization, tailings
that address equity and social justice sustainability reporting management, water conservation)

Why We Act
Climate Solutions SDG Impact Leadership Institute for Water Technology & Policy
Climate Solutions is a strategic investment The Sustainable Development Goals Clean water is essential to the biosphere
Stantec’s value of “we do what is right” calls
that coordinates climate mitigation and evolved the world’s definition of successful and human civilization, and the Stantec
our employees to action. We have the talent
adaptation-related services across our global development and created a framework Institute for Water Technology & Policy
and desire to make a positive difference in the
business. It brings our people together to of accountability. Stantec focuses our explores the real-world impacts of
world, and we acknowledge our responsibility
share knowledge, strengthen expertise, and resources on the seven goals we most climate change on access to clean water.
to do so. Stantec inspires our employees and
accelerate our ability to collectively address directly influence through our project work. By investigating the role of emerging
catalyzes the industry for positive change
increasing climate challenges. Our greatest Through intentional action, we use our technologies in water science and policy
through many focused initiatives.
influence on improving climate outcomes technical expertise and market presence and applying decarbonization and circular
stems from the creative, innovative, and to accelerate progress toward a positive economic principles, we are helping
integrated Climate Solutions we provide to outcome for all communities. transform the water industry’s future.
our clients and communities.
International Development Indigenous Relations Social Justice

Stantec works with key members of Our approach to Indigenous Relations— Stantec’s SocioEco-Equity Network (SEEN)
government, financing, private sector, whether supporting our Indigenous team promotes equity in the built environment
and civil society to support resilient and members or working alongside Indigenous to improve quality of life in communities
equitable economic growth in emerging communities and businesses—fosters historically subjected to environmental
markets, help nations transition to lower positive, productive relationships. Helping justice discriminatory practices. In our
carbon economies, and protect natural Indigenous communities succeed is operations, our Inclusion, Diversity, and
resources. Our International Development foundational to our values and community Equity program helps Stantec identify and
work includes technical and financing focus. Stantec’s formalized Indigenous address improvement opportunities in the
assistance, capacity building, stakeholder Relations Practice commits us to action. workplace and contribute to a fair society.
management and communication,
Blue Economy Donor Funding
planning, and policy development.
Türkiye

How We Evolve
Stantec is committed to a sustainable future Acquisitions Innovation Strategic Plan

and invests in business opportunities that In 2022, Stantec completed two Innovation is one of Stantec’s key value creators and is essential to our success— Sustainability is directly incorporated
evolve our operations. In a rapidly changing new acquisitions— Barton Willmore both past and future. We invest in employee ideas through our Greenlight and into Stantec’s strategic plan. By
world with competing technologies, ideas, and L2P—both consistent with our Innovation Funds, moving these into Innovative Business Opportunities (IBOs) to understanding market trends, risks,
and players, we work hard to define strategy of pursuing firms that align create new products, service offerings, or business lines. and opportunities, we identified four
differentiators and grow our business. with and complement Stantec’s strategic growth initiatives (SGI) all
Stantec’s evolution is buoyed by acquisitions, values. These acquisitions support Stantec has three IBOs in place: tied to our changing world—coastal
innovation, and strategic growth. our shared passion for applying resilience, ecosystem restoration,
sustainable best practices to projects smart cities and urban places, and
GenerationAVTM CataVAULTTM Insight Analytics
across the globe. Additionally, energy transition. These initiatives
in 2022, we integrated our 2021 Accelerating Our catastrophic Delivering digital position Stantec to be the trusted
acquisitions into our global systems. the widespread operational and cloud-based advisor our clients need as we
implementation risk readiness solutions to enable adapt together.
of autonomous index helps transformational
vehicles (AVs) and insurers evaluate asset operation, In 2022, we laid the groundwork for
breaking down their ability to management, and
our next strategic planning cycle.
challenges and adequately decision-making
This year, 2023, our leadership will
risks of AV project respond to for municipalities
planning and catastrophic and utility owners
develop the next three-year plan.
implementation climate events
Additionally, through our digital solutions offering, Stantec.io, we develop

creative, technology-forward approaches that accelerate and improve our
ability to solve the most difficult challenges facing our clients and communities.

Sustainability
Program
IN THIS SECTION
Feature: Powerful Women Leaders
Sustainability: Core to Our Strategy
Sustainability Governance
Sustainability Performance Accountability
Tainan Anping and Yongkan Water Reuse

Tainan City, Taiwan

Canada’s Most Powerful Engineering Role Model Promoting Inclusion
Women Denise Pothier, vice president, To celebrate our commitment
F E AT U R E
The Women’s Executive is one of Stantec’s most to and progress with inclusion,
Powerful Women
Network chooses 100 women senior Indigenous leaders and diversity, and equity, Stantec
annually from across Canada to a regular advocate for “two- officially changed the title of
Leaders celebrate outstanding women

who create meaningful change
eyed seeing”—simultaneously
seeing the strengths of both
our lead human resources role
to chief people and inclusion
in the world. In 2022, the Indigenous and Western ways. officer. Asifa Samji embodies
Stantec depends on visionary leadership and is Women’s Executive Network In recognition of her engineering this role and is responsible for
proud of the recognitions received by members named Theresa Jang, leadership, in 2022, she was building an inspiring, inclusive
of our Executive ESG Committee. Stantec’s executive vice named a Fellow by Engineers work environment that attracts,
president and chief financial Canada and featured as an develops, and retains the
officer, as one of Canada’s Most Engineering Role Model by the talented people that make
Powerful Women. Theresa was non-profit “See it, Be it, STEM it.” Stantec’s work possible. She
specifically recognized as a serves as executive sponsor
C-suite level leader who plays Denise is on the Canadian for Stantec’s Inclusion and
Theresa Jang Denise Pothier Asifa Samji
Chief Financial Officer Vice President Chief People and Inclusion Officer a significant strategic role National Railway’s Indigenous Diversity Councils and was
at Stantec. Advisory Council, previously won one of the founding members
the Canada’s Most Powerful of our Women’s Leadership
Theresa is our Executive ESG Women and Canada’s 50 Most Committee.
Committee chair and previously Inspiring Women in Technology
served on the UN’s CFO awards, and was a Canadian On behalf of Stantec, in 2022,
Taskforce for the Sustainable Council of Aboriginal Business Asifa accepted the Canadian
Development Goals. She is a board member. Consulting Engineering Award
frequent panelist for diversity- of Excellence for our Inclusion,
focused leadership forums and Diversity, and Equity program.
regularly mentors young women She is also a previous winner
professionals. of Canada’s Most Powerful
Women award.

Sustainability: Core to Our Strategy
Sustainability is the
With Our Employees For Our Investors
foundation of Stantec’s
Our operational ESG initiatives introduce Stantec is considered an impact investment
identity. It is part of our
efficiencies that improve the quality of option, and our investors expect ESG
purpose, promise, and
work-life of our employees; reduce the leadership. We disclose sustainability
values; key to our brand;
environmental footprint of our operations; performance against major investor-driven
Stantec envisions a world where embodied in our corporate
provide a foundation for effective decision- frameworks, including SASB and TCFD
culture; and directly
infrastructure has a positive outcome making, risk management, and transparency; (see Appendixes). We consistently rank
connected to our
for everyone, water is protected, corporate strategy.
manage costs; drive innovation; and promote high in sustainability ratings across
a culture of inclusivity, equity, responsibility, multiple independent investor-driven third
natural systems are valued, and stewardship. parties (such as CDP, MSCI, Refinitiv, ISS,
At Stantec, sustainability
biodiversity is respected, economies is built on the premise that
Sustainalytics, and S&P).
are circular, nothing gets wasted, positive economic results
are only possible when
development is responsible, everyone we effectively manage
can access renewable energy, and ESG activities across our
For Our Clients With Our Communities
Our greatest influence on sustainability Our project work provides positive outcomes
society is just. value chain. Here’s how we
comes from the services we provide to clients for the communities where we work, live,
approach sustainability
and communities. Each of our geographies and play. Our employees actively support
with our primary
and business operating units help clients environmental and social causes through
stakeholder groups.
address their challenges by identifying and their volunteer work; our philanthropy
capturing ways to make their projects more includes a purposeful focus on addressing
sustainable. Our project-facing ESG approach climate change and promoting an inclusive
uses the framework of the SDGs, specifically culture; and our innovation investments
the seven goals we can most directly promote sustainable technologies and
influence (see SDG Commitment). policy advancements.

Sustainability: Core to Our Strategy, Continued
ESG Accolades
Stantec works hard to be at the forefront of ESG leadership and

looks to investor-driven ESG rating systems to benchmark our Stantec is a market Largest Net Zero Logistics Development Largest Solar Investment in US History
performance relative to the overall industry. We are proud to receive leader in sustainable in North America
consistently positive recognition for our sustainability success. design. Beyond Through the Inflation Reduction Act, the United States
recognition through Stantec has been named the prime consultant for the is actively investing in clean energy technologies.
Corporate Knights, Refinitiv awards, ratings, and US$25 billion, 4-square mile (10-square kilometer) net With a historic US$2.5 billion investment, Qcells (a
World 100 (excellent relative ESG rankings, our success zero Highland Fairview’s World Logistics Center in subsidiary of Hanwha Solutions) is building a solar
(seventh most sustainable performance) is illustrated by winning Moreno Valley, California. Our work will focus on future- power manufacturing facility in Georgia, which will be the
in the world) iconic projects that ready and highly sustainable infrastructure. largest in the United States. Stantec has been selected to
ISS ESG Corporate Ranking advance the entire provide architecture, building and site civil engineering, fire
CDP, Climate Leader (prime status) industry in the fight Not only will this center be the largest net zero energy protection, environmental, water, and wastewater services.
(fifth year with an A- score) against climate change. logistics development in North America, but the final
Sustainalytics design is expected to result in a 70% reduction in Hanwha Solutions, one of the world’s largest
Bloomberg Gender (top-rated ESG performer) water usage compared to the general plan for the photovoltaic manufacturers, anticipates increasing its
Equality Index City of Moreno Valley. This will save 653 million gallons solar module production capacity in the United States
(fourth year of index inclusion) S&P Global (2.4 billion liters) of water every year—enough from 1.7 gigawatts in 2022 to 8.4 gigawatts by 2024.
(Sustainability Yearbook) for 27,000 households.
MSCI The new facility will house the entire solar panel
(fifth year of AA rating) CEO Magazine The site will also be ready for emerging sustainable manufacturing process, including ingot production,
(10 of the Most Sustainable technologies. It will be fully EV-equipped, with 1,080 wafer processing, cell processing, and module
Companies to Watch Out For) charging stations and the client is exploring AV production. It will include a full wastewater treatment
technology and the acquisition of zero-emission facility to process 5.5 million gallons per day (21 million
semi-trucks and AV shuttles. liters per day) for reuse into the production facilities.

Sustainability Governance
Stantec Sustainability Governance Bodies
Stantec’s comprehensive Stantec’s sustainability

Sustainability Policy and certified commitments are guided by our Leadership from the Board and C-Suite keep sustainability
management systems (see Board’s Sustainability and Safety top of mind when making strategic decisions.
Integrated Management System) Committee, which oversee the
guide our ESG best practices. overall framework for managing
We incorporate sustainability ESG topics (including climate- Board Sustainability and Safety Committee
risks and opportunities into our related issues); health, safety,
Don Lowry Patricia Robert Martin Celina
Enterprise Risk Management security, and environment risks; Director1 Galloway Gomes à Porta Wang Doka
program, strategic planning emergency preparedness; and Director Director Director Director
process, and acquisition strategy. non-financial risks.
Our commitment to sustainability Our Executive ESG Committee,

starts at the top. Our chief executive accountable for our sustainability Executive ESG Committee
officer, Gord Johnston, maintains performance, communicates critical
Theresa Cath Steve Asifa Susan
formal, industry-specific ESG ESG knowledge, performance, Jang Schefer Fleck Samji Reisbord
credentials. Since 2013, he has concerns, and initiatives to the Chief Financial Chief Operating Chief Practice Chief People Executive Vice
been recognized as an Envision Board. Committee members work to Officer2 Officer of Global and Project and Inclusion President,
Sustainability Professional by the align sustainability and stakeholder Operations Officer Officer Environmental
Institute for Sustainable Infrastructure. priorities, integrate sustainability into Services
Also, our Board actively discusses ESG our Strategic Plan and operations,
Chris Denise Carrie Kristy Pieter
topics at each meeting, and two of our and address sustainability-related Heisler Pothier Sabin Spurrell van der Zwet
Board members, Martin à Porta and risks and opportunities. Vice President, Vice President, Vice President, Vice President Regional
Dr. Patricia Galloway, are engineers Risk Practice Corporate and Treasurer Leader,
with industry-recognized subject Management Services Sustainability Continental
matter expertise in renewable energy. Europe
1
Don Lowry is Stantec’s Board Sustainability and Safety
Santa Monica Big Blue Bus Charging
Committee chair.
California, United States Dr. Galloway is also Climate Leader-
certified by the Diligent Institute. 2
Theresa Jang is Stantec’s Executive ESG Committee chair.

Sustainability Governance, Continued
The Corporate Sustainability team, The Corporate Sustainability team Stantec Sustainability Governance
led by Carrie Sabin, enables a partners with groups such as our
business culture centered around Climate Solutions Leadership Team
sustainability by partnering with (see Taking Climate Action), ESG
teams around the Company to Advisory Services team, business Board Sustainability and Safety Committee
drive sustainable actions at both operating unit (BOU) sustainability
the operational and project levels. teams, and regional Climate Change
Functional Service teams are and Social Value (CCSV) Forums.
responsible for implementing Combined, these groups advise and Executive ESG Committee
actions within our business that support development and sharing
support Stantec’s operational ESG of sustainability best practices,
commitments (such as reducing collaborate across the operations to
emissions and promoting a culture win and execute sustainability-related Vice President, Corporate Sustainability
of inclusion). Our SDG Impact Leader, project work, and track progress on
Rachel Bannon-Godfrey, works ESG pledges.
closely with client-facing teams to
encourage ESG action throughout
Stantec project work.
Stantec Operations Stantec Projects Stantec Projects
Vice President, ESG Advisory Services
Functional Service Climate Solutions
SDG Impact Leader BOU Sustainability Teams
Teams Leadership Team
CCSV Forums

Sustainability Performance Grouping Metric Target 2022 Assessment
Accountability Environment
Emissions Meet science-based emission 47% reduction in Absolute Exceeded our emissions reduction targets by right sizing our real estate
To assess and accelerate our ESG performance, we hold Management reduction targets Scope 1+2 (market-based) and footprint, reducing travel, purchasing renewable energy, and investing in
ourselves accountable through a sustainability pay link Scope 3 (business travel) sustainable aviation fuel (see Emissions Management)
and a sustainability-linked financing strategy. Emissions Meet carbon neutral and Become carbon neutral for our Declared operational carbon neutral for our worldwide operations by
Management net zero pledges 2022 emissions reducing emissions, as noted above, and purchasing an equal amount of
carbon offsets to balance residual emissions (see Progressing Net Zero)
Sustainability Pay Link our 1.5°C science-based target)
Social
Stantec leadership recognizes and improving our Bloomberg
that key performance Gender Equality Index score Employee Low voluntary turnover <12% voluntary turnover rate Did not meet our turnover target with a 13.3% voluntary turnover
indicators (KPIs) help align the (which includes social pillars Retention (see Appendix A. Stantec Data Workbook)
business to achieve strategic around gender equality, pay Employee Improvement in employee >60% employees feel engaged Stantec’s employee engagement surveys are conducted every two
goals. The table contains equity, leadership diversity, Engagement engagement score years, and 2022 was an off year (meaning our previous survey was
ESG-related KPIs connected and an inclusive culture, conducted in 2021 and our next will be conducted in 2023)
to executive compensation among others). Stantec’s SLL Health, Safety, Decrease total recordable <0.50 TRIR Realized a TRIR of 0.29; an improvement from 0.32 in 2021
as disclosed each year in is the first globally to link the Security, and incident rate (TRIR) (see Health, Safety, and Security)
Stantec’s Management financing structure to progress Environment
Information Circular. made relative to the
Health, Safety, Improve leading indicator >1.0 LISI Realized a LISI of 1.87; better than our target, but lower than our
Bloomberg score. Security, and safety index (LISI) 2021 rate of 2.24 (see Health, Safety, and Security)
Sustainability-linked Environment
Financing In 2022, Stantec met the SLL
Stantec issued a sustainability- terms and will be the first Innovation Commercialize initiatives funded >1 IBO Introduced two new startup businesses: CataVAULT and Insight
by the Innovation Office Analytics; grew the GenerationAV business (see Innovation)
linked loan (SLL) that connects company in Canada to direct
our $1.1 billion syndicated the interest savings earned Governance
senior credit facilities to by achieving the targets
Corporate Annual ethics training >95% of employees completing Achieved 98% employee completion of our annual ethics and
our ESG performance. This back into communities to Integrity the training compliance training (see Ethics and Compliance)
includes two KPIs: achieving further climate action and
our emissions reduction social equity (proceeds to be Quality Improve ISO-compliance >90% of audited projects meet Meeting our quality management target as determined by audit
targets (as reflected through distributed in 2023). Management audit results quality criteria results (see Integrated Management System)

Materiality
IN THIS SECTION
Feature: Partnering with the

UN to Protect Ecosystems
Materiality Refresh
Our Value Chain
Identified Topics
Prioritized Topics
Optus Stadium
Western Australia, Australia

The United Nations (UN) works to
prevent and reverse the degradation
of the world’s ecosystems. In 2022,
Stantec formally joined this effort
by being named as an actor partner
in the UN Decade on Ecosystem
Restoration, a global compact signed
by over 70 countries.
Alamosa River
As an actor partner, Stantec Restoration
advises, supports, and facilitates
restoration activities according to
F E AT U R E
the expectations and principles
Partnering with the UN

set out by the UN Decade.
Stantec worked with a local ranching community along Colorado’s Alamosa River to
restore a vital water source that was once suffering from pollution.
to Protect Ecosystems Stantec is the first architectural
and engineering firm to be granted
this designation by the UN, further and technicians. Stantec has and clients sequester carbon,
demonstrating the Company’s restored and assessed more than reducing their carbon footprint.
expertise in ecosystem restoration 40,000 acres (16,187 hectares) in Creating crucial pollinator habitats
approaches. For taking this step, North America and more than 1,000 helps alleviate the current crisis in
Stantec was recognized as an miles (1,609 kilometers) of rivers and pollinator health. And our restoration
industry leader by Environmental streams around the world. work improves water quality for
Business International. people and animals alike.
We help renew ecosystems in
Ecosystem restoration is not new many ways. Repairing estuaries The above project is just one
to Stantec. In fact, it is one of our and wetlands improves coastal example of how we work with
four strategic growth initiatives. We resiliency, a hugely important factor communities to restore, renew,
have a team of over 700 ecosystem in mitigating the impacts of climate and reinvigorate the social and
Alamosa River Restoration restoration experts, including change. Restoring wetlands and environmental ecosystems that
Colorado, United States ecologists, restoration specialists, forests helps our communities make quality of life possible for all.

Materiality Refresh
Material ESG topics reflect a The timing was right for Stantec our industry and market influence The results of the materiality refresh
company’s ability to create to engage in purposeful, critical and subject matter expertise for the exercise were approved by Stantec
and preserve, or damage discussions to validate our collective most sustainable outcomes. executive leadership (Executive ESG
and deteriorate, economic, work toward an end goal of positive Committee and C-Suite) and inform
environmental, and social impacts across our value chain. Across the value chain, we spent the focus of this report.
value for themselves, their time understanding Stantec’s
stakeholders, and society at This refresh exercise involved an in- sustainability context as defined by
large. To focus our efforts on depth review of Stantec management GRI—the external influences that
the areas of greatest impact, and primary stakeholder group2 contribute to positive and negative 1
ouble Materiality: In 2021, GRI released an
D
influence, and responsibility, priorities with the intent of deepening impacts on lives, livelihoods, and updated GRI 3 of the Reporting Standards with
Stantec routinely assesses our the understanding of our impacts, supply chains. We considered drivers compliance required for all reports published
material ESG topics. maximizing our long-term value such as the accelerating climate beginning 2023. The new standards expand the
material topic boundaries to evaluate a firm’s
creation, and informing our 2023 crisis, global pandemics, geopolitical full value chain and introduce the concept of
In 2022, Stantec completed a strategic planning cycle. instability, water stress, digital double materiality—considering how ESG topics
major refresh of our materiality revolution, the great resignation, may impact the organization’s financial success
(outside-in) as well as how the organization creates
assessment to align with the For the first time, we expanded social justice, and rapidly evolving value in the broader world (inside-out).
updated GRI Reporting Standards, our materiality evaluation beyond ESG-related regulatory requirements. 2
rimary Stakeholder Groups: During our previous
P
which expanded the material our direct operational control—the materiality assessment, the Executive ESG
topic boundaries and introduced focus of our previous materiality As described in the following Committee performed a pairwise evaluation—a
consideration of double materiality.1 assessments. This time, we sections, our process included process of comparing entities in pairs to judge
which of each entity is given greater weight—and
Additionally, since Stantec’s previous identified and reviewed topics across identified Stantec’s primary stakeholder groups,
assessment (completed in 2019), the full value chain to consider • Validating our value chain employees, clients, and investors.
we evolved our Company through impacts from our supply chain • Identifying the material topics
numerous acquisitions, expansion of (upstream) through to customers relevant to our value chain
Arturo Merino Benitez Santiago
our service offerings, and growth International Airport and impacted communities • Prioritizing our material topics
of our geographic footprint. Santiago, Chile (downstream). For both upstream through engagement efforts
and downstream, we look to leverage with stakeholder groups

Our Value Chain
Stantec is a global leader in

sustainable design, architecture, UPSTREAM S U PPLI E RS / PA R TN E RS R EG U L ATI N G FR A M E WO R KS
engineering, planning,
Entities that provide products, Real estate Indirect vendors Direct vendors Subcontractors, Professional bodies Regulators, policy
digital technology, project suppliers enabling enabling us to do enabling us to subconsultants, educating future makers, licensing
services, or guidance that
management, and scientific us to lease our consulting complete lab/ partners that practitioners and bodies, and insurers
enable development of the
consulting services. Upstream, office space (office supplies, field work support project setting codes of ethics, setting legal
organization’s own products furniture, computers, teams technical frameworks, frameworks and
our value chain includes the
or services (or form part of software, IT standards, and standards of care
suppliers and partners that
the project teams). infrastructure, guidelines
contribute to development and travel, etc.)
delivery of Stantec’s services.
Downstream, our value chain
includes the clients and
communities that are impacted S TA NTEC O PE R ATIO N S
by our services and the results
Stantec employees Stantec corporate and project Stantec brand image
thereafter. management approach and public voice
Because we are still evaluating if and how Stantec DOWNSTREAM CLIENTS / COMMUNITIES R EG U L ATI N G FR A M E WO R KS
should approach the overall topic of advocacy,
regulating frameworks were identified in both the Entities that receive or are Stantec’s approach to Materials, systems, Communities and Share value and Stantec contributions to bring
upstream (advocacy with professional bodies and impacted by the organization’s project solutions resources used to ecosystems impacted industry standards to higher levels
regulators) and downstream (advocacy to promote construct and operate by Stantec projects
products or services. Recipients
industry best practices) nodes of Stantec’s value Stantec projects
chain but were not specifically included in the ESG of the project outcome.
material topics scoring process. Discussions are
underway with associated management approaches
anticipated in future reports.

Identified Topics
VA LU E C H A I N N O D E S
With a defined value chain, Material Topics

ESG Upstream: Operations: Downstream:
our next step was to revisit
Categories Suppliers and Partners Stantec Clients and Communities
the material topics from Environmental
Stantec operations—the focus • Biodiversity Protection
of our previous materiality Environmental Stantec supplier Stantec programs to Stantec’s ability to • Clean Energy Use
assessments—and identify new management approaches evaluate, manage, and influence client decisions • Emissions Management
topics related to our upstream that encourage minimize the environmental that maximize the positive • Environmental Management
(suppliers and partners) and environmentally responsible impacts of our operations and minimize the negative • Materials Specifications
downstream (clients and procurement practices environmental impacts of • Waste Management
communities) value chain nodes. our project work • Water Use
We started by defining Stantec’s Social

ESG participation within each value Social Stantec supplier Stantec programs to build Stantec’s ability to influence • Community Engagement
chain node. management approaches an inspiring, inclusive, safe client decisions that • Health, Safety, Security
that promote small and workplace and culture maximize the positive and • Inclusion, Diversity, Equity
We then identified a full list using diverse businesses and and positively support the minimize the negative • Indigenous Relations
GRI and Stantec-defined topics for prioritize businesses that communities where we live impact on social groups • Innovation
evaluation. The Stantec definition of support their employees, and work directly or indirectly affiliated • Workforce Management
each topic in each value chain node local communities, and with our project work
is described in the GRI Content Index human rights Governance
(see Appendix B). • Cybersecurity, Privacy
Governance Stantec supplier Stantec programs to Stantec’s ability to promote • Ethics, Compliance
management approaches ethically manage our project-level responsible • Human Rights
that promote responsible business behavior with our clients • Procurement
behavior • Risk Management – Climate
• Risk Management – Overall

Prioritized Topics
VA LU E C H A I N N O D E S
Materiality Levels
ESG Categories and Upstream: Operations: Downstream:
To prioritize Stantec’s ESG material Material Topics Suppliers and Partners Stantec Clients and Communities Priority action topics are those determined
topics, we gathered input from Environmental to be most material to Stantec and are
our primary stakeholder groups Biodiversity Protection See procurement Monitored Managed
a priority for both Stantec executive
(employees, clients, investors) Clean Energy Use See procurement Priority Priority
management and stakeholders. These topics
through workshops, surveys, and Emissions Management See procurement Priority Priority
are shaping the focus of our sustainability
desktop research. Environmental Management See procurement Managed Monitored
program and reporting and will inform our
Materials Specifications See procurement Monitored Managed
2023 strategic planning.
We established scoring criteria to Waste Management See procurement Managed Managed
evaluate a series of questions related to Water Use Not applicable Monitored Priority
Managed topics are those we will continue
our current and future risk exposures to watch and closely manage. These topics
and opportunities for innovation. Social are covered in our sustainability programs
Considerations included Stantec’s Community Engagement See inclusion, diversity, and equity Managed Managed and disclosures because they align with
level of influence, the maturity of our Health, Safety, and Security See procurement Priority Priority our strategic objectives and are important to
programs, and the potential role Stantec Inclusion, Diversity, and Equity Managed Priority Priority our stakeholders.
could play in helping to tackle some Indigenous Relations See inclusion, diversity, and equity Managed Managed
of the most urgent topics in the world Innovation Not applicable Priority Not applicable Monitored topics are those that were not
today (such as climate change, water Workforce Management See procurement Priority Not applicable determined to be current or immediate
stress, and social justice). Governance material risks, but that we still monitor
Cybersecurity and Privacy See procurement Priority Priority
because they reflect our values and address
Through the resulting scores, we Ethics and Compliance See procurement Priority Priority
specific stakeholder requirements.
prioritized the ESG topics for each Human Rights See procurement Managed Managed
value chain node (suppliers and Procurement Managed Managed Not applicable
partners, operations, and clients Risk Management – Climate Not applicable Managed Priority
and communities) and grouped the Management approaches to address the newly identified and
Risk Management – Overall Not applicable Managed Not applicable prioritized ESG topics are still a work in progress which will
topics into three levels of materiality continue throughout 2023.
(priority action topics, managed Economic
topics, and monitored topics). Financial Health Not applicable Priority Not applicable

Sustainable
Development
Goals
IN THIS SECTION
Feature: Taking Climate Action
SDG Commitment
SDG Action
SDG Progress
Wailoa Hydropower Upgrade

Viti Levu, Fiji

Climate Solutions Leadership Team
Stantec recognizes that urgent action

on climate change is at the very core
of sustainable development. Without “With their unique
mitigating greenhouse gases and
adapting to a changed climate, none
experiences
of the other SDGs will be achieved. across industry Nicole Flanagan Curt Bjurlin Natalie Muir
Climate Solutions Leader Climate Solutions Leader Climate Solutions Leader
sectors and Ontario, Canada Wisconsin, United States Queensland, Australia
In 2022, Stantec appointed
F E AT U R E
five Climate Solutions Leaders commitment to
Taking science-driven
located around the world to focus
on addressing climate change
outcomes, our
Climate throughout our project work and to
look for innovation opportunities. Climate Solutions
Action Together with Stantec’s Climate
Science Director and SDG Impact
Leadership Team Christophe Leroy Lucy Wood Dr. Francis Wiese
Leader, this team leverages Stantec’s will help our Climate Solutions Leader Climate Solutions Leader Climate Science Director
Brussels, Belgium England, United Kingdom Alaska, United States
deep technical expertise across our clients address a
businesses to rapidly expand market
share and meet client needs with defining issue of
respect to climate change. our time.”
With sponsorship by senior leaders,
Gord Johnston, CEO
the team drives Stantec’s Climate
Solutions across Stantec business Rachel Bannon-Godfrey John Take Susan Reisbord
operating units to deliver innovative, SDG Impact Leader Executive Sponsor and Executive Sponsor and
England, United Kingdom Chief Growth and Executive Vice President,
integrated strategies for our clients, Innovation Officer Environmental Services
communities, and the environment. Arizona, United States Delaware, United States

SDG Commitment
The UN Sustainable Development We use the SDGs to guide us Stantec recognizes that achieving
Goals (SDGs) are a road map towards project outcomes that have any of the SDGs is not possible
toward meeting the most a positive impact on communities Stantec’s without achieving SDG 13 Climate
urgent challenges facing (both social and ecological). Core SDGs Action, so we use this as the core
communities across the world— of our SDG approach. Stantec’s
from alleviating poverty and In expanding our analysis to SDG Impact Leader works closely
inequality, to providing access include the entire value chain, our with the Climate Solutions Leaders
to clean water and energy, to ESG materiality refresh exercise and Climate Science Director on
protecting ecosystems on land highlighted strong alignment initiatives that strengthen both our
and below water. between the SDGs and the topics market opportunities and practitioner Sustainability at Stantec.
considered material to our project literacy across a broad range of Every Action.
Stantec recognizes the critical role approach, delivery, and outcomes climate mitigation and adaptation Every Decision.
businesses play in achieving the (see Materiality). Therefore, our SDG solutions.
resilient, equitable world described Impact Action Plan focuses on the
by the goals. As consultants in the clients and communities node of At Stantec, we recognized early
built and natural environments, our value chain—supporting and on that the SDGs describe the At Stantec, we believe
supporting the SDGs is a Stantec empowering our practitioners to path toward a sustainable future, that sustainability is the
business imperative and describes understand how they can apply their one that is not linear nor smooth responsibility of every
what we mean when we say design skillsets towards the SDGs in our but increasingly urgent for all employee and not just a small
with community in mind. project work. companies to pursue. Our journey corporate group within our
is well underway, and our pace is large company. With a focus
Purposeful action is critical. For While Stantec activities indirectly accelerating each year. on every action and decision,
Stantec, the defined metrics and touch many of the 17 SDGs, to everyone at Stantec has an
global applicability of the SDGs be most successful in advancing opportunity to achieve more
provide focus and accountability progress we focus on 7 core SDGs sustainable outcomes.
across the full spectrum of expertise where we have the most direct
within our global operating units. influence and significant impact.

SDG Action
Our vision is that every Stantec • Continued to support developing • Established climate-related risk • Launched a virtual toolkit of
employee understands the countries in their efforts to SDG Percentage of Gross Revenue task forces for climate-related SDG-related technical
impact of their work on the SDGs achieve resilient and equitable risk management within two resources—a compilation of
and is driven to accelerate growth through the work of our nodes of our value chain: clients internal and external resources to
60%
our collective progress toward International Development teams and communities and Stantec help practitioners apply the SDGs
sustainable development. operations as a lens on their project work—
50%
• Furthered industry support of the in conjunction with an internal
In 2022, Stantec SDG mission by becoming an • Hosted a three-part Climate awareness campaign to help
40%
• Identified that 60% of our revenue actor partner in the UN Decade Solutions webinar series on Stantec practitioners understand
(approximately $3.4 billion) is on Ecosystem Restoration climate change and business how every single person can apply
30%
connected to furthering one or and joining the Coalition for impacts for our clients and their skillsets towards the SDGs
more of our core SDGs Reimagined Mobility—the first practitioners
20%
architectural and engineering firm • Hosted a Stantec employee
• Established a coordinated global to do so in both programs • Launched a digital Organizational climate challenge through
10%
climate business growth strategy, Network Analysis tool that maps Stantec’s Serious Games group
with dedicated client teams across • Attended the UN’s COP27 climate Stantec’s sustainability-related with participation from more than
0%
our geographies that span our change conference and hosted an subject matter experts and 450 employees from 17 countries
businesses and service offerings, intensive two-week synchronous 2019 2020 2021 2022 knowledge sharing networks
reflecting the multi-faceted nature program focused on helping across the Company to increase
of the climate crisis clients and Stantec practitioners our agility in creating multi-
understand the magnitude and The SDG numbers provided are unaudited and based on mapping the discipline, multi-geography
• Participated in two cohorts of influence of climate change on the coding available in Stantec’s current systems against the 169 targets of collaborative teams for highly
the 17 SDGs as published in the UN Global Compact Guide to Business
the UN Global Compact SDG built environment Reporting on the SDGs. As there is not an exact match to Stantec
sustainable project solutions
Ambition Accelerator Programs coding systems and not all geographies are yet included in our central
(Canada; International) financial tracking systems, we employed a conservative approach to
minimize the risk of overstatements.

SDG Progress
While the SDGs are integral to In defining our SDG strategy, we

all nodes of Stantec’s value asked ourselves three questions:
chain, we recognize our greatest
potential for positive impact 1. What is the global challenge and
comes from the projects we corresponding business imperative
deliver to clients. for our clients that each of our
core SDGs aims to solve?
To fulfill our promise to design with
community in mind, our project work 2. What are the strategic opportunities
considers issues such as climate for Stantec to apply our consulting
change and social justice. We help expertise to the challenge?
our clients see their projects through
these lenses—and then our designs 3. What progress have we made
bring these ideas to life, creating in this topic to maintain our
positive environmental and social position as a leader in sustainable
value for the world. development?
By focusing on the SDGs in our On the following pages, you’ll see

project work, Stantec partners with the progress Stantec is making in
our clients to create shared value. supporting our core SDGs. We’ve
For maximum effectiveness in our also included example projects to
actions, we focused on the seven illustrate some of the positive impact
core SDGs we most directly influence our work has on the world.
in our typical consulting scope.
Stantec Employees
Pune, India

OUR • Decouple increases in water PROJECT EX AMPLE
C H A LLE N G E consumption and pollution
Business imperative from growth
Improving Access to Clean
for Stantec clients and • Consider consequences of industry
communities and infrastructure on communities’
and Safe Water
water supplies across the entire
value chain Kyrgyzstan | Project Link
• Leverage market position and
purchasing power to support a
As part of a larger framework created by
circular water economy
S DG 6 the European Bank for Reconstruction and
Clean Water and Development to improve water and sanitation
Sanitation OUR • Deliver innovative project solutions infrastructure for cities throughout Central
O PPO R T U N ITI E S that improve access to safe, sustainable Asia, Stantec provided design, financial,
Consulting imperative water supplies
Ensure availability and operational management services to
for Stantec • Deliver water and wastewater
and sustainable practitioners management solutions for every
rehabilitate the Toktogul water supply system
management of water member of the community, helping to in Kyrgyzstan.
and sanitation for all address systemic equity issues
• Prioritize circular water approaches The water supply operations in the area are
(e.g., One Water), including beneficial
characterized by severely deteriorated assets,
water reuse and resiliency
high operations and maintenance costs,
unreliable water supply, outbreaks of water-
OUR Strategic Investment borne diseases, and low institutional capacity.
PRO G R E S S • Water Institute for Technology & Policy Stantec services helped the city of Toktogul
Strategic actions taken • Insight Analytics IBO
significantly improve access to clean and safe
to drive SDG progress
Thought Leadership water and supported the overall financial and
• Developing wastewater’s circular operational efficiency of the infrastructure
economy: How do we gain public through sustainable management strategies
acceptance? such as improved pricing frameworks.
• Access to clean water for Toktogul
Digital Solutions
• Sewer Overflow Insights, WaterWATCH

OUR • Accelerate progress in the global PROJECT EX AMPLE
C H A LLE N G E energy transition
Business imperative • Leverage business purchasing power
Planning for the South Island’s
for Stantec clients and to remove market cost barriers to
communities clean energy for all communities
Largest Wind Farm
New Zealand | Project Link

OUR • Deliver project solutions that result in
O PPO R T U N ITI E S adding new on-site or off-site renewable
The New Zealand government set a renewable
Consulting imperative energy generation and storage to a
S DG 7 for Stantec community’s energy grid
electricity generation target of 90% by 2025 and
Affordable and practitioners • Support clients in understanding 100% by 2030. The Mount Cass Wind Farm
Clean Energy renewable energy financing options in Waipara will be the largest on the South
and capex planning Island and produce up to 93 megawatts of
Ensure access to energy, enough to power approximately 40,000
affordable, reliable, OUR Strategic Investment homes and offset around 100,000 tons of CO2
sustainable, and PRO G R E S S • Energy Transition SGI emissions per year. Additionally, this project
modern energy for all Strategic actions taken creates more than 300 acres (121 hectares) of
to drive SDG progress Thought Leadership protected land with native shrubs and forests.
• Powering our communities with
offshore wind energy
Stantec provided engineering services including
access road design to enable transport of
towers, blades, and turbines; assessment of
construction effects; traffic assessments;
and geotechnical services. Additionally, we
reviewed management plans required under
multiple consents.

OUR • Upgrade existing infrastructure, or build PROJECT EX AMPLE
C H A LLE N G E new, to achieve greater efficiency in
Business imperative energy, water, and resource use
Automating Heavy
for Stantec clients and • Minimize impacts and provide greater
communities resilience to climate-related physical
Electric Vehicles
risks and transitional risks
United States | Project Link
OUR • Deliver climate resilient, carbon neutral,

To help a large mining client increase the
O PPO R T U N ITI E S net zero, and low water project
S DG 9 Consulting imperative solutions for infrastructure and
safety and efficiency of their operations as
Industry, for Stantec industrial processes well as reduce their carbon footprint, Stantec
Innovation and practitioners • Assist clients in climate risk is supporting their transition from the use of
Infrastructure management across their value chain Class 8 trucks to automated heavy electric
• Help shorten and strengthen industrial
vehicles (HEV).
supply chains
Build resilient
infrastructure, Our team conducted an HEV Industry Analysis
promote inclusive OUR Thought Leadership to understand the suppliers that could meet
and sustainable PRO G R E S S • A net zero world needs mining the demanding conditions of the operation. We
Strategic actions taken
industrialization, and then chose the most promising alternatives and
to drive SDG progress Digital Solutions
foster innovation • Environmental Impact Assessor, designed ore loading and unloading processes
ExtractX to leverage the benefits of automation.
By working directly with suppliers, Stantec

provided a realistic look into the future of
sustainable over-the-road trucking and its impact
on mining operations that could potentially
inspire others to consider using automated
heavy trucks and catalyze significant emissions
reductions in this critical industry.

OUR • Provide access to quality transit, PROJECT EX AMPLE
C H A LLE N G E affordable housing, and green spaces
Business imperative • Strengthen disaster management and
Improving Urban Design
for Stantec clients and inclusive economic opportunities
communities • Safeguard cultural heritage
Using Visual, Aural, and
• Pay specific attention to impacts on Olfactory Experiences
communities’ air and water quality
and waste management United Kingdom | Project Link
S DG 11 OUR • Deliver project solutions that have a

Inclusive communities start with design
Sustainable O PPO R T U N ITI E S positive impact on the most pressing grounded in an understanding of how
Cities and Consulting imperative environmental and social vulnerabilities different people experience the world around
Communities for Stantec communities face them. Described as one of London’s most
practitioners • Prioritize upgrading existing
remarkable new buildings, the carbon net
infrastructure/buildings/resources,
Make cities and specifying local materials
zero Person-Environment-Activity Research
human settlements Laboratory (PEARL) offers full-size simulations
inclusive, safe, resilient, and facilitates research to improve urban
and sustainable OUR Strategic Investments design through testing how people use the
PRO G R E S S • Smart Cities and Urban Places SGI
environment created by buildings, transport
Strategic actions taken • GenerationAV IBO
to drive SDG progress • Buildings Carbon Impact Team systems, and public spaces. The PEARL is
University College London’s first net zero
Thought Leadership building, and the first finished building to
• Making urban places work for people achieve an Outstanding rating under
• What do data and broken sidewalks
BREEAM standards.
have to do with equity?
Digital Solutions Stantec provided the mechanical and electrical

• Community Engage, CommunityHQ, Fire engineering necessary to create an immersive
Flow, ZEVDecide, DebrisFlow Predictor, laboratory to monitor what people see, touch,
DSEAR Analyzer, FAMS, Flood Alerts,
hear, smell, or feel in real-world scenarios.
Flood Manager, Flood Predictor

OUR • Take urgent action to increase climate-related PROJECT EX AMPLE
C H A LLE N G E resilience via climate change mitigation,
Business imperative adaptation, and disaster management
Assessing Climate Risks on
for Stantec clients and • Avoid, or significantly minimize, greenhouse
communities gas emissions within the value chain
International Bridges
• Leverage market presence and purchasing
power for climate action advocacy Canada | Project Link
In support of Federal Bridge Corporation

OUR • Deliver climate risk assessments,
S DG 13 O PPO R T U N ITI E S greenhouse gas emissions inventories,
Limited’s (FBCL) climate-related risk
Climate Action Consulting imperative road maps for decarbonization, and management, Stantec completed site-specific
for Stantec climate-related disaster management climate risk assessments and developed risk
Take urgent action practitioners • Apply subject matter expertise to adaptation measures for four international
educate clients, communities, industry
to combat climate bridges between Canada and the United States.
groups, and policy regulators on
change and its impacts strategies for accelerating climate
mitigation and adaptation Respecting the differing microclimates
at each of the four sites, the assessment
involved multiple workshops to advise on
OUR Strategic Investments
the respective vulnerability of the assets
PRO G R E S S • Climate Solutions
Strategic actions taken • CataVAULT IBO and develop site-specific risk mitigation and
to drive SDG progress • COP involvement adaptation measures for the highest identified
• BlueSky Equity Resources risks at each location. Ranging from extreme
high and low temperatures to freezing rain,
Thought Leadership
snowfall, and high wind events, the resulting
• Climate change is the space race
of my generation climate risk assessments align with FBCL’s
• You have an energy transition or climate policies, practices, and enterprise risk
action plan, but is it integrated? management system.
Digital Solutions
• AirLogic, AirWATCH

OUR • Protect and restore marine ecosystems, PROJECT EX AMPLE
C H A LLE N G E and the communities who depend on them
Business imperative • Understand the role of marine resources
Protecting a Coastline from
for Stantec clients and in the value chain, and the imperative of
communities ecosystem protection and restoration
Potential Tsunami Impacts
Australia | Project Link

OUR • Deliver innovative coastal and marine
O PPO R T U N ITI E S engineering, design, monitoring, scientific
With 800 miles (1,287 kilometers) of coastline,
Consulting imperative analysis, and environmental disaster
S DG 14 for Stantec mitigation and response
keeping communities and marine ecosystems
Life Below Water practitioners • Prioritize nature-based solutions safe against unforeseen threats is challenging
to avoid further negative impacts of in New South Wales. Recognizing the more
Conserve and infrastructure interventions information we have, the better we can prepare,
sustainably use the the government looked to Stantec for help
oceans, seas, and OUR Strategic Investments understanding the local tsunami risk profile and
marine resources PRO G R E S S • Coastal Resilience SGI to explore safeguarding measures.
for sustainable Strategic actions taken
development to drive SDG progress Thought Leadership We completed detailed tsunami inundation
• Nature-based protections against
modeling, hazard mapping, and exposure
storm surges
assessments for sites along the coastline.
Digital Solution The client used our inputs for assisting in the
• eDNA development of their tsunami emergency
planning response and community education.
This study expands the current understanding
of nearshore tsunami behavior and how
it’s affected by different variables such as
earthquake source location, rupture magnitude,
and the impact of coastline types, with long-
term benefits for emergency management in
coastal communities.

OUR • Protect and restore land-based PROJECT EX AMPLE
C H A LLE N G E ecosystems, and the communities
Business imperative who depend on them
Creating Pollinator-Friendly
for Stantec clients and • Understand the impact of ecosystem
communities degradation on the value chain, and the
Solar Energy
imperative of restoring, protecting, and
sustainably managing natural resources United States | Project Link
The number of solar arrays needed to

OUR • Deliver project solutions for the
S DG 15 O PPO R T U N ITI E S protection, restoration and sustainable
achieve clean energy targets is vast. So is the
Life on Land Consulting imperative management of forests, wetlands, opportunity for a systems-thinking approach
for Stantec mountains, and drylands that achieves solar installations in open space
Protect, restore, and practitioners • Prioritize nature-based solutions to that benefits pollinators, such as bees and
avoid further negative impacts of
promote sustainable butterflies, while also producing clean energy.
infrastructure interventions
use of terrestrial
ecosystems, Stantec is supporting PHASE (Pollinator Habitat
sustainably manage OUR Strategic Investments Aligned with Solar Energy), a research project
forests, combat PRO G R E S S • Ecosystem Restoration SGI funded by the US Department of Energy to
Strategic actions taken • UN Decade on Ecosystem Restoration
desertification, and evaluate the scalability and configuration of
to drive SDG progress
halt and reverse land Thought Leadership plantings to encourage pollinators such as bees
degradation, and halt • Six ways to meet your ESG goals and butterflies at large-scale solar facilities.
biodiversity loss through nature
• Five steps companies can follow We are leading the development of four
to change unused spaces into
tools to support accurately choosing the
eye-popping pollinator habitat
best pollinator-friendly vegetation for solar
Digital Solutions: sites: an implementation manual, a cost-
• EchoPITCH, EnviroExplore, onLOOKer, benefit calculator, a seed mix selection tool,
WetlandWATCH and a pollinator habitat assessment module.
Together, they help guide vegetation decision-
making throughout projects like these.

Environment
IN THIS SECTION
Feature: Progressing Net Zero
Environmental Protection
Emissions Management
Resource Conservation
Wedgewood Creek Wildlife Crossing

Alberta, Canada

STANTEC’S NET ZERO PHASES
P H A S E 1: PHASE 2:
Reducing Emissions Carbon Neutrality
The science is clear: to avoid the
F E AT U R E
most catastrophic effects of climate Emissions reductions in line with our approved 1.5°C While continuing to reduce operational emissions,
Progressing
change, it is essential to reduce science-based targets. Includes a significant use of balance the impact of residual emissions through
greenhouse gas emissions and keep renewable energy and sustainable aviation fuel. the purchase of high-value carbon offsets.
Net Zero global warming below 1.5°C above

pre-industrial levels.
P H A S E 3: P H A S E 4:
As part of our continued leadership
Net Zero Transition Science-based Net Zero
in industry-leading sustainability
practices, Stantec is committed Shifting from purchase of third-party carbon Reducing emissions to near zero and balancing
to achieving operational net zero. offsets to performance of Stantec-driven projects residual emissions through permanent removal
Besides the scientific and moral that provide additionality. and carbon storage credits.
reasons to minimize our climate
change contributions, this pledge
reflects our values, inspires our In 2022, beyond reducing our To maximize the benefits, our carbon neutrality actions
For our 2022 employees, and encourages emissions through conservation Stantec invests in high-value cover all reported scope 3
others to act. efforts, we also made a and third-party certified nature- emissions categories.
emissions, significant commitment to based and technological
Stantec is proud to We will achieve this goal through renewable energy use and emissions reduction solutions in
measured, purposeful, and science- began the purchase of the broader marketplace with a
declare ourselves based actions. sustainable aviation fuel. focus on projects that support
operationally Indigenous communities.
The purchase of carbon offsets is an
investment beyond our value chain. Carbon
To balance the remaining
carbon neutral. offsets do not reduce reported emissions.
emissions (that have not been While Stantec’s near-term
yet reduced or converted to scope 3 science-based target
renewable energy), Stantec encompasses only the
purchased carbon offsets. business travel category,

Environmental Protection
Stantec works hard to minimize • Assigned a corporate-level the Cardno acquisition—producing Stantec’s Approach
the environmental footprint of environmental director to proactively seed mixes and deep-rooted
our operations, improve the manage Stantec’s environmental native plants critical to shoreline As a professional services
environmental performance of risks on our projects and in our stabilization and erosion control firm, Stantec’s operational
the projects we support, and offices and continued globalization environmental footprint relates
encourage the circular economy. of our ISO 14001-certified • Won the UK Biodiversity Challenge primarily to office energy
environmental management system for designing one of the first consumption, business travel,
and office supply use. We
In 2022, Stantec (with local regulatory linkages for biodiversity net gain positive
manage, monitor, and improve
• Was named an official actor partner over 30 countries) wastewater treatment plants
our environmental performance
of the UN Decade on Ecosystem with a formal globalized ISO
Restoration and accepted to the • Attended an invitation-only, • Was recognized for environmental 14001-certified environmental
US Network for Engineering with pre-COP27 CEO Summit at leadership through the UK Water management system, which
Nature—the first architectural and Buckingham Palace to accelerate Industry Awards and by the forms part of our integrated
engineering consultant accepted to climate action—hosted by King New Zealand Commonwealth management system. For our
both organizations Charles III for CEOs of companies Association of Planners by clients, across all business
considered sustainability leaders winning the Wastewater Innovation operating units, we provide
• Formalized a global Climate Project of the Year, Natural Capital environmental conservation,
Solutions Leadership Team to • Influenced industry peers Initiative of the Year, and the mitigation, restoration, and
adaptation services. We design
comprehensively address climate- and players through thought Planning for Conservation of the
renewable energy systems as
related risks and opportunities in leadership on the challenges and Built and Natural Environment and
well as energy efficient, resilient
our project work opportunities of nature-based Cultural Heritage award buildings and infrastructure.
solutions and how to develop a
• Formalized a global SDG Impact wastewater circular economy • Invested in our planet with Earth See Management Approach
Leadership role to enhance Company Day community engagement See Environmental Policy
Albany Desalination Plant
systems and improve environmental • Promoted resilient native activities facilitated by 37 of our Flora Vegetation
and social performance in our landscapes through our native Developing Professionals Group Western Australia, Australia
project outcomes plant nursery—new to Stantec from chapters across 10 countries

Emissions Management
Stantec is focused on • Met our operational carbon • Purchased sustainable aviation • Participated in the SE2050 Stantec’s Approach
operational carbon reduction neutrality commitment by reducing fuel (SAF) to reduce our business Challenge—reducing embodied
and has measured, analyzed, emissions in line with our SBT, travel emissions2 carbon through less impactful Stantec follows the GHG Protocol
managed, and reduced our purchasing renewable energy, structural materials and annually calculates, validates,
carbon footprint since 2010. We and balancing residual emissions • Incorporated five acquisitions and reports our operational
externally verify our emissions, through the purchase of high-value into Stantec’s operational carbon • Committed to apply PAS 2080 emissions. We have approved
have near-term emission carbon offsets (see Progressing footprint (two from 2022 and principals—reducing embodied near-term SBTs and are reducing
emissions through activities such
reduction targets approved Net Zero) three from year-end 2021) as carbon in infrastructure project
as office consolidation, renewable
by the Science Based Targets well as new activity data sources designs—across our UK projects,
energy use, SAF purchases, and
initiative, and are committed • Was recognized as a CDP Climate (owned drill rigs, use of a private starting with the Water business line3 travel reductions. Stantec will
to achieve operational net Leader through our A- score—for jet by executives, office waste, become net zero through a four-
zero. For our clients, we provide the fifth year in a row—reflecting and the native plant nursery) phase approach that includes
greenhouse gas reporting and climate leadership while continuing to reduce our 1) reducing emissions,
verification services, advise on reported emissions 1

Stantec’s Approved SBTs: Stantec commits to 2) becoming carbon neutral,
net zero strategies, and regularly • Consumed renewable energy reduce absolute scope 1 and 2 emissions 47% by 3) transitioning toward net zero,
2030 from a 2019 base year and absolute scope 3
incorporate energy efficiency equivalent to 92% of our • Increased our equity investment in and 4) further reducing emissions
emissions from business travel by 47% within the
measures into our designs. operational electricity use through BlueSky Resources to further the same timeframe. to a science-based net zero.
installed solar, green tariffs, and development and use of remote For our clients, subject matter
2
Sustainable
Aviation Fuel: By purchasing SAF, expertise across our business
In 2022, Stantec certified wind and solar energy sensing to produce near real-time an emissions avoidance and reduction strategy, helps us minimize the emissions
• Exceeded our interim science- attribute certificates emission and air pollutant data we leverage a market mechanism to effectively
“replace” traditional jet fuel with lower carbon
of the projects we design.
based target (SBT) emissions tracking (see Innovation)
intensity fuel.
reduction projections—a key • Progressed self-generation of See Management Approach
performance indicator of our renewable energy in the offices we • Progressed our involvement 3

PAS 2080: A British Standards Institution See Emissions Data
sustainability linked loan1 lease; for example, we are in the with the AIA 2030 Commitment— standard for carbon management (reduction) in
infrastructure that cuts costs, improves efficiency,
process of switching to solar power by 2030, design of new buildings and helps address climate change issues.
generation on the office rooftop of and major renovations will be
our new Pune, India, office carbon neutral

Stantec consistently conserves e-books, providing employees • In the United States, upcycled seed Stantec’s Approach
resources in our operations and with a paperless way to stay up to and plug production waste at our
project work to produce direct date with scientific developments, native plant nursery along with a As a professional services firm
environmental benefits, increase monitor emerging trends, and program that collects leaf waste operating almost entirely out of
efficiencies, and reduce costs. identify subject experts (see from the surrounding township to multi-tenant, leased office space,
Integrated Management System) produce useable compost, thus Stantec’s operational resource
In 2022, Stantec minimizing herbicide usage and use is nominal. Even so, we aim
to minimize our environmental
• Entered the second year of our • Established a sustainable mining reducing irrigation needs
footprint by conserving energy,
office consolidation program— approach for our clients to
reducing our consumption,
a primary emissions reduction transform emissions, tailings, • In the United Kingdom, entered recycling, and composting.
initiative (see Procurement) and water management risks a new copier contract to reduce We mitigate vehicle emissions
into opportunities the number of devices and print through our Fleet Management
• Minimized waste during volumes and introduced a series team and deploy hybrid and
office moves and redesigns • Progressed our commitment of employee benefits aimed electric vehicles where possible
(see Procurement) to the AIA Materials Pledge— at reducing emissions from within our fleet. Remote working
using products that support employee commuting options for our employees
• Resumed hosting of a hybrid human, climate, ecosystem, conserve energy and fuel needs.
in-person and virtual Innovation and social health • In Latin America, implemented We apply the same philosophy to
our project work through a focus
Summit—held virtually during a paper reduction program that
on waste reduction and the
the COVID-19 pandemic—as • In Canada, introduced a new print decreased the consumption of
circular economy.
an eco-event, accomplishing services program to match that printer paper by more than 88%
approximately 80% waste diversion of our United States operations, (Chile), promoted a sustainable See Management Approach
(see Innovation) helping us continue efforts to mobility program (Argentina), and See Energy, Water, and Waste Data
reduce the need for printing and encouraged the responsible use
• Provided access to more than secure the use of post-consumer of energy, water, and recycling in Stantec Native Plant Nursery
24,600 technical and scientific recycled paper the office, on project sites, and at Indiana, United States
journals, as well as 37,000 home (Peru)

Social
IN THIS SECTION
Feature: The Art Of Inclusion
Workforce Management
Inclusion, Diversity, and Equity
Health, Safety, and Security
Innovation
Indigenous Relations
Community Engagement
Stantec Employees
Alberta, Canada

F E AT U R E
The Art of
Inclusion
During 2022’s Stantec in the

Community Week, volunteers
designed and painted a crosswalk Through action and art, our people work to create diverse, inclusive communities.
mural outside Stantec Tower to
support a downtown beautification
project in Edmonton, Alberta.
The mural represents Stantec’s Crosswalk Mural

Employee Resource Groups (ERGs)
and symbolizes Stantec’s ongoing
efforts to create a workplace
atmosphere where everyone feels
safe and comfortable enough to be
Persons with Pride@ Asians@ Latinos in Women@ BLK_ERG: Indigenous Military
their authentic selves. The mural also
Disabilities: Stantec: Stantec: Stantec: Stantec: Shades of Connections: and Veteran
reflects Edmonton’s rich history and Colorful Pride flag Mandala Latino textile Silhouettes brown and Symbolizes Advocates:
diversity, experienced daily by those addition of a woman black Canada Camouflage
working in and around Stantec Tower. symbols for Treaty 6 pattern
inclusion
Watch Stantec volunteers create the Edmonton crosswalk mural.

Workforce Management
Our people are at the heart of • Revamped and launched programs • In North America, built on the • In Taiwan, Stantec’s Approach
our business and the reason to enhance our internship and success of our Supervisor encouraged
we are a top-tier design, graduates programs Development Network by employee health and Stantec actively works to attract
architecture, engineering, offering practical action-oriented self-care through employees with a wide range
planning, digital technology, • Supported employees with learning sessions focused on office-based of talents, perspectives, and
project management, and Stantec BetterTogether Fund compensation, productivity, career competitions that experiences. Our recruitment
scientific consulting services grants—a program that helps development, learning, recognition resulted in financial practices, employee benefits,
training and development programs,
firm. We continuously strive to Stantec employees facing financial and rewards, and talent brand support for the
and empowerment opportunities
build an inspiring, inclusive work hardship from a natural disaster or • Supported mental health by Waiting Children’s
provide our people with the
environment and recruit, develop, unforeseen personal challenge • In North America, implemented launching a Mental Health Council foundation and resources needed
and retain top talent. a candidate relationship Champions program (India), to be successful and effective
• Introduced Insights Discovery— management system and hosting a Vitality bingo challenge • In the United individuals, both in their professional
In 2022, Stantec a psychometric tool to help celebrated our talent acquisition (United States), and expanding our Arab Emirates, and personal lives. Stantec
• Continued to embed our employees become self-aware of successes through the Candidate mental health first aiders network received Ministry of evaluates our talent management
Global Career Framework1 their work style preferences and Experience Award—received for the and Well-being Champions Human Resources success through employee
and raised awareness through help them diagnose and adapt to fourth consecutive year—and the program (United Kingdom) & Emiratisation surveys, external benchmarking,
education sessions and targeted the preferences of others Campus Forward Award recognition for and tracking statistics such as
conversations around career • In the United Kingdom, recognized being a national employee turnover.
growth and personal development • In North America, continued • In the United States, introduced for our mental health programs talent partner See Management Approach
our pay gap analysis based on a new paid family leave benefit through a Mind Workplace Well-
See Equal Employment
• Maintained an industry- gender and minority status—finding above that required by law— being Award
Opportunity Policy
leading percentage of female a 3% and 1% compa-ratio base pay allowing 12 weeks to bond with
employees—36% gap, respectively, a 1% improvement a new child(ren), care for health • In the Netherlands, Belgium, 1

Stantec’s Global Career See Harassment, Bullying, and
of our gender pay gap since 2021 conditions of a family member, and the Middle East, completed Framework: Introduced in 2021 Discrimination Policy
as our foundation for globally
• Advanced women in leadership with minority status remaining or address needs when a family system integration into Stantec’s consistent career streams, job See Workforce Statistics
with vice president promotions static—and prepared to expand the member deploys central human resources levels, and job competencies.
being 43% female analysis to other geographies information systems

Inclusion, Diversity, and Equity
Stantec creates opportunities • Was named to the Bloomberg Gender strategies for socioeconomic • Continued partnerships and Stantec’s Approach
by inviting, embracing, and Equality Index for the fourth year in a analysis, effective community recruitment activities with
celebrating differences. row—a key performance indicator of engagement, equity in the built minority-focused STEM Diversity is our end goal, and
Inclusion, diversity, and equity our sustainability linked loan—with a environment, and how to best organizations, including the building an inclusive culture
foster a healthy range of 19% improvement in our score since support communities historically National Organization of Minority is how we get there. Stantec
views, facilitates innovation, first making the index in 2020 subjected to environmental Architects, National Society of programs create opportunities,
improves results, and nurtures justice discriminatory practices Black Engineers, National Society connect our communities, address
unconscious bias, champion
a sense of belonging. Whether • Was recognized for supporting (see Why We Act) of Hispanic Engineers, ACE Mentor
organizational change, and
in the office, in the industry, LGBTQ+ inclusion through Program, Society for Hispanic
hold people and project teams
on a project team, or as a high scores in the Workplace • Promoted the concept of universal Professional Engineers, Society accountable for meeting
client representative within a Pride Global Benchmark report design in our project work— of Women Engineers, American Company expectations. Our
community, all of us—together— (Ambassador level) and by signing designing environments so they Indian Science and Engineering formal Inclusion, Diversity, and
shape a culture of mutual the Declaration of Amsterdam can be accessed and used by as Society, Society of Asian Scientists Equity Program was developed
support and acceptance. many people as possible and Engineers, Out for Undergrad, based on leadership buy-in,
• Joined the Coalition for Reimagined and the Alaska Native Program, employee input, and industry
In 2022, Stantec Mobility—the only member from • Supported 44 students around among others best practices. The program is
• Renamed our top human resources the architectural and engineering the world with $200,000 in led by a dedicated team who
position to chief people and industry—to advance equitable, Equity and Diversity Scholarships • Partnered with organizations directly report to our chief people
and inclusion officer.
inclusion officer, held by Asifa Samji, sustainable global transportation, (see Community Engagement) to promote acceptance in our
highlighting our commitment to with our chief operating officer of Company and industry, including See Management Approach
inclusion, diversity, and equity at the North America, Stu Lerner, named • Expanded our employee resource Neurodiversity in Business,
See Diversity Policy
highest levels of our Company the newest commissioner groups to 68 chapters across 10 Stonewall, Lexxic, Business
affinities, including Women, Pride, Disability Forum, Catalyst, Rainbow See Workforce Statistics
• Continued our commitment to and • Promoted equity in our project work Asians, Latinos, Black, Indigenous, Tick, Employers’ Initiative on
participation in the UN Women’s through Stantec’s SocioEco-Equity Individuals with Disabilities, Military Domestic Abuse, and the Building
Empowerment Principles Network (SEEN), where subject and Veteran, among others Equality|LGBTQ+ Construction
matter experts share innovative Working Group, among others

Inclusion, Diversity, and Equity, Continued
Workplace Pride
• Recognized by Viqtory with a inclusion, diversity, and equity • In Australia and New Zealand, • In the Netherlands, collaborated
gold ranking for being a Military efforts in engineering through the promoted our gender affirmation with Colourful Jobs to promote
Friendly Employer and supported Canadian Consulting Engineers policy and associated leave to our vacancies to a more diverse Workplace Pride is an Amsterdam non-profit
veterans through sponsorships Award of Excellence; and received support staff who are medically audience focused on improving LGBTQ+ inclusion
and awards with the US Army the Community Outreach and affirming their gender with in the workplace with a Global Benchmark
Women’s Foundation Scholarship In-House Initiative Awards from paid time off work to best • In Italy, collaborated with Report that measures employer practices.
and Hall of Fame induction, US Consulting Engineers Alberta recover from surgery architectural and engineering
Society of American Military companies led by female In Stantec’s 2022 report, we earned Workplace
Engineers Career Transition • In the United Kingdom, hosted • In Latin America, challenged managers—such as our Italian Pride’s Ambassador level with a score of 76%,
Workshop, and UK Defense Social Value week for a second gender norms through programs operation, run by Emanuela up from 61% in 2021. This places us higher than
Employer Recognition Scheme year, where practitioners like “Empoderada” (Empowered) Sturniolo—to create Womeng average in all areas measured by Workplace
collaborate to enhance and in Argentina; “Basta Ya” (Enough), (Women in Engineering), aimed Pride: policy and communication, employee
• Launched a series of inclusion, quantify the ways Stantec Women’s Leadership Mentoring, at promoting and supporting network, workplace awareness, support and
diversity, and equity career improves quality of life for people and Women in Mining in Peru; women within the sector benefits, inclusion and engagement, expertise
performance goals to help and communities and a Women’s Forum led by across the country and monitoring, business and supplier
individuals more purposely our Chile Country Manager, management, and societal impact.
contribute to Stantec’s strategy • In New Zealand and Australia, Rosario Urrutia
rolled out Disability Confidence Also in 2022, Stantec became the 39th
• In North America, completed Training sessions through our • In the Middle East, arranged international organization to sign Workplace
inclusion, diversity, and equity partnership with the Australian an International Women in Pride’s Declaration of Amsterdam, a
assessments of our benefits Network on Disability Engineering Day event inviting document committing signatories to create
providers participants from 36 regional a safe and inclusive corporate culture.
• In New Zealand, was accredited by universities, featuring a joint panel For taking this step, we were recognized
• In Canada, was listed on The Globe Rainbow Tick as a workplace that of our regional female leaders as an industry leader by Environmental
and Mail’s Women Lead Here understands and welcomes sexual and female leaders from our Business International.
benchmark on executive gender and gender diversity client organizations
diversity; received recognition for

Inclusion, Diversity, and
Equity, Continued
Inclusion Change Agents
Transformative work is born from

diversity. At Stantec, we start
with inclusion—because without
inclusion, diversity is challenging
to achieve and even more
difficult to maintain.
Inclusion is a mindset—a chance to

Mila Philipzig Emily Rousseau Eruera Lee-Morgan Martin Scragg Christina McKelphin
learn together and from one another. Persons of Color Women’s Leadership Pou Ārahi Māori Neurodiversity Employee National Society for Black
Stantec has passionate people that Committee Chair Development Cultural Leader Resource Group Chair Engineers Liaison
act as inclusion, diversity, and equity Alberta, Canada Committee Chair Aotearoa, New Zealand High Wycombe, England Florida, United States
(ID&E) champions, breaking down Pune, India
barriers that might accidentally
introduce bias and encouraging
people to celebrate their identity and
unique voice.
Beyond Stantec’s dedicated team

focused on ID&E in our business
culture, meet a few of our volunteer
change agents from around the globe:
Josh Workman Sheina Hughes Angie Sakata Venelina Kostourkov Pieter van der Zwet
Canada ID&E United States ID&E Latin America ID&E Asia Pacific ID&E Continental Europe
Council, Chair Council Chair Council Chair Council Chair and Middle East ID&E
Alberta, Canada Washington, Lima, Peru Western Australia, Council Chair
United States Australia Delft, Netherlands

Health, Safety, and Security
At Stantec, we care about • Completed a worldwide roll-out of and environmental health and safety Stantec’s Approach
our people and those around Pro-Sapien—a paperless, one-stop LGBTQ+ professionals and their
us—at work, home, and in solution for streamlined tracking allies in the American Industrial Our Health, Safety, and Security
our communities. We use and more proactive response to Hygiene Foundation Policy, and our ISO 45001-certified
our SaferTogether™ culture health and safety issues—to help occupational health and safety
to support knowledge, us with reporting, escalating, and • In the United Kingdom, was management system, part of
communication, relationships, managing incidents, near misses, awarded the Order of Distinction our integrated management
system, supports the Company’s
and a 24/7 safety mindset in and leading indicator activities from the internationally renowned
expectation that everyone has
all we do. In addition to well- Royal Society for the Prevention
a role to play in their own safety
formulated plans and processes, • Completed the North America of Accidents for the 19th and the safety of others. We apply
we recognize that situational roll out of Supervising for Safety consecutive year such principles while providing
awareness—the discipline Together (touting 90% coverage)— safe workplaces, managing our
of being present and aware facilitated sessions so that • In New Zealand, recognized with operations, planning and executing
of our surroundings—is our supervisors are best able to a Health and Safety Innovation projects, traveling, sharing best
best defense against injuries drive safety conversations at a Award by Water New Zealand practices and lessons learned,
and incidents. local level—and began expansion and focusing on continuous
enterprise-wide improvement.
In 2022, Stantec See Management Approach
• Realized a TRIR1 of 0.29 • Logged more than 24,000 1

TRIR – A lagging indicator that tracks the
number of recordable incidents that a company See Health, Safety, and
(a reduction from 0.32 in 2021 domestic and 4,000 international
experiences during a year, normalized to 100 Security Policy
and better than our goal of 0.5) trips (including trips to areas rated full-time employees. A low TRIR score is desirable.
as having high or extreme travel See Workplace Violence Policy
• Realized a LISI2 of 1.87 (better risks) without a security incident
2
LISI
– A Stantec-defined index composed of leading
indicators that measures proactive and preventive See Health and Safety Data
than our goal of 1.0 but lower than activities. Performing leading indicators activities is
our previous rate of 2.24 as we • In the United States, formed the intended to positively impact the safety culture of Bridge Inspection Safety Meeting
introduce this Stantec tracking first LGBTQ+ Special Interest Group, the organization, by promoting a proactive approach British Columbia, Canada
to health and safety. A high LISI score is desirable.
approach to recent acquisitions) PR(IH)DE, representing occupational

Innovation
Innovation engages our team • Increased our equity investment Stantec’s Approach
members, improves our position in BlueSky Resources to further
as thought leaders, and is the development and use of To promote innovation, facilitate
essential to Stantec’s past and remote sensing for near collaboration, and advance
future success. Our innovation real-time emission and air environmental and social thought
strategy combines proven ideas pollutant data tracking (see leadership, Stantec invests millions
with curiosity, creativity, and Emissions Management) of dollars annually to fund grants
and research pursuing industry-
technology-forward approaches
leading ideas. Our Innovation
to find new ways to meet client • Invested in digital advancements
Office drives Company innovation
challenges, increase efficiency, to support design automation— and works to promote creativity
and improve profitability. such as parametric design within our business operating
of pump stations, stream units and geographic locations.
In 2022, Stantec restoration, embodied carbon, The Innovation Office nurtures
• Hosted a hybrid in-person and solar pile optimization, and ideas through five phases—
virtual Innovation Summit—a • Launched two new startup • Introduced new digital products pedestrian safety ramp designs— ideation, capture, development,
Ted talk-style event highlighting businesses: CataVAULT, to help to simplify carbon accounting of across our Environmental, commercialization, and
Stantec’s cutting-edge innovations the insurance industry price capital assets, address climate Buildings, Transportation, and graduation—to develop leading-
focused on climate solutions, catastrophic risk (risks that are driven hazards (such as flood and Water businesses edge solutions for our clients
and communities. Any Stantec
smart cities, and the digital often the result of climate change) debris flow), and provide real-time
employee can submit an idea for
economy—attended by 80 and Insight Analytics, bringing emissions monitoring • Collected innovative employee
consideration. Approved ideas are
in-person participants and more real-time operational analytics ideas to find new ways to meet assigned collaborative coaches
than 2,000 online employee and solutions to the water industry client and community challenges, for enhanced success and to
client participants (see Resource supporting 43 new projects that encourage additional innovation.
Conservation) evolve our service offerings across
See Management Approach
all our business operating units

Indigenous Relations
Stantec acknowledges our • Celebrated Matariki – Māori New • Helped project teams better • In the United States, named a • In Australia, Stantec’s Approach
responsibility to build and Year and Te Wiki o te Reo Māori/ connect with Indigenous Top 50 STEM Workplace for partnered with
maintain respectful relationships Māori Language Week (New communities by sponsoring guest Indigenous professionals by the Engineering Stantec strives to foster positive
with Indigenous businesses and Zealand), National Reconciliation speakers like Dr. Anton Treuer, American Indian Science and Aid Australia and productive relationships with
communities. We accomplish Week and NAIDOC (Australia), author of How to Connect with Engineering Society (AISES) to encourage Indigenous communities and
this by recognizing, supporting, National Day for Truth & Tribes, Tribal People, and Projects Indigenous high businesses. Stantec’s approach to
and valuing the diversity and Reconciliation Day (Canada), and in Architecture and Engineering • In the United States, received the school students to Indigenous Relations consists of
four pillars that integrate Stantec’s
distinctiveness of the Indigenous Native American Heritage Month 2022 AISES Corporate Partner pursue engineering
core values: employer of choice,
cultures of our employees; the (United States) • Celebrated Indigenous Service Award, and participated careers
awareness, engagement, creating
Indigenous partners, clients, and communities through our project in their Leadership Summit as a opportunities. At a global level,
businesses we work with; and • Furthered Indigenous business work like including murals created top-tier Malachite Sponsor Stantec sponsors an Indigenous
the Indigenous communities our relationships to promote prosperity by Rain Pierre, of the Katzie First Connections employee resource
projects impact. within Indigenous communities Nation, as part of our Metro • In New Zealand, our Pou Ārahi group. Our formal programs are
by progressing certification with Vancouver Northwest Langley Māori cultural leader, Eruera focused on Canada, the United
In 2022, Stantec the Canadian Council of Aboriginal Pump Station design Lee-Morgan, gave a keynote States, Australia, and New
• Doubled our Indigenous Business Business’ Progressive Aboriginal speech at the Association of Zealand, with informal touchpoints
Partnership gross revenue to $29 Relations program and partnering • In Canada, for Stantec employees, Consulting and Engineering from a global perspective.
million, providing direct investments, with both the Australian Supply drafted a Reconcili-Action Plan, conference on applying Indigenous Relations teams
provide cultural advice, enable
employment, and training Nation and Kinaway to increase led Reconciliation Circles, and Mātauranga Māori to our
collaboration, and bridge the gap
opportunities to support economic engagement of Aboriginal and introduced Indigenous Cultural engineering design
between industry, government,
growth in Indigenous communities Torres Strait Islander businesses Awareness training and Indigenous communities.
(see Procurement) • In New Zealand, partnered in an
• Worked with Indigenous • In Canada, partnered with Everfi to Infrastructure and Construction See Management Approach
communities to secure grants that bring STEM programming to remote Employer Consortium to provide See Indigenous Relations Practice
support social justice, such as our and Indigenous-based schools more meaningful industry
work with the Confederated Tribes employment opportunities to
of the Grand Ronde Community Māori and Pasifika people

Community Engagement
Stantec’s commitment to people • Disbursed approximately • Continued partnerships with Stantec’s Approach
extends to the communities $500,000 in scholarships to Oxfam in support of global
where we work and live. We support education of future disaster relief and introduced a Annually, Stantec donates up to 1%
are passionate about creating leaders with nearly half directed partnership with World Central of our pre-tax profits to charitable
strong, vibrant communities and to our Equity and Diversity Kitchen to support food security and non-profit organizations.
look for strategic partnerships Scholarship (44 student for those impacted by disasters Our community engagement
and volunteer opportunities that scholarships and 7 internships) efforts connect to four funding
priorities: education, environment,
leverage and empower entire • Provided subject matter expertise
health and wellness, and the
communities while recognizing • Held our ninth annual Company- through pro-bono work with
arts. Our employee volunteerism
that each has unique needs and sponsored volunteer event, Engineers Without Borders, the Boys is showcased via Company-
opportunities. In our project work, Stantec in the Community Week, and Girls Club, University of British sponsored and employee-led
we actively consult with and listen with almost 4,000 employees Columbia, and Habitat for Humanity volunteer events. Company
to those who have traditionally donating their time, energy, partnerships focus on promoting
lacked a voice in infrastructure and support to more than 300 • Donated more than $45,000 environmental protection, inclusion,
development. organizations around the world through our Dollars for Doers and social justice. To support
program in support of employees our clients, Stantec employs and
In 2022, Stantec • Established partnerships who volunteered 25+ hours in partners with a diverse network
• Donated more than $5.2 million with two Historically Black Colleges their communities or raised money of communication experts, social
scientists, and inclusion specialists
to organizations around the globe and Universities, Howard University for charities
to develop and implement targeted
and supported more than 3,500 and Tennessee State, providing
and tailored communication,
partner organizations scholarships and programming • Continued our holiday giving outreach, and advocacy strategies.
support of $100,000, in lieu of
• Furthered our commitment to • Continued engagements sending printed cards, to provide See Management Approach
invest a total of $60 million to with Black, Indigenous, vital support in our communities See Community Engagement Policy
Stantec Employees at
community organizations by 2030, Asian, Women, LGBTQ+, Stantec in the Community Week
See Funding Priorities
with our current donation total at and Latin-led organizations (see Taipei, Taiwan
$36 million since 2007 Inclusion, Diversity, and Equity)

Governance
IN THIS SECTION
Feature: Pursuing Dignity for the Departed
Corporate Governance
Ethics and Compliance
Cybersecurity and Privacy
Project Delivery
Procurement
Integrated Management System
Risk Management
Human Rights
Henri A. Termeer Square

Massachusetts, United States

F E AT U R E
Florida Stantec’s cultural resources team Oklahoma
Pursuing Dignity for the Departed

As a result of the advocacy of used GPR to identify the location of Just over a century ago, mobs of
descendants, community members, extant burials and archaeological white residents in Tulsa, Oklahoma,
and the National Association for the excavation to confirm the GPR massacred hundreds of Black Tulsans
Advancement of Colored People findings. The community was and destroyed some 35 blocks
(NAACP), Stantec was hired by the proven correct—no less than 55 of Tulsa’s Black neighborhoods,
City of Clearwater, Florida to search burials were still present on the (including the so-called Black Wall
for and map erasures of Black burial property. The team continues to aid Street, one of the most prosperous
sites. We used ground-penetrating the community and the City in their Black communities of the era). White
radar (GPR) to survey suspected efforts to determine next steps for authorities buried the Black victims
sites, and at the St Matthews Baptist North Greenwood. in mass graves, compounding the
Church cemetery in Clearwater we tragic injustice. Stantec archeologists
identified 328 probable graves under investigated sites in Tulsa to locate
what is now a private business and remains buried in those mass graves,
adjacent roadway. Stantec staff helping the community begin the
worked in close consultation with healing process.
descendants and other stakeholders
to complete this sensitive work. An Ongoing Search for Peace
and Dignity
And not far away, the segregated, Communities are sustained by
city-owned North Greenwood consistent and universal respect
cemetery was reported to have for human rights. That includes
When people are laid to rest, we expect their been relocated in 1954 to make way recognizing and upholding the
graves to be cared for. When cemeteries need for the construction of a school South Carolina dignity of the departed and their
to be removed, human remains are supposed to complex and a swimming pool. The The City of Cayce, South Carolina, descendants. Stantec’s work
be respectfully treated and moved to a new community petitioned the city to hired Stantec to rediscover lost Black cannot undo the injustices of the
location. But many human remains belonging address concerns that the burials cemeteries in the city and assess past, but we take pride in helping
to Black communities in the United States did had not been moved, but had instead what kind of work would be needed Black communities understand
not receive that courtesy, with bodies left in the remained in place despite the new to restore and preserve these historic the full story of what happened—
ground while new roads and buildings were development. sites. Work on this project begins in the necessary first step on a long
constructed overhead. earnest in 2023. journey to redress and reconciliation.

Corporate Governance
Stantec’s leadership is Our organizational structure In 2022, Stantec Stantec’s Approach

responsible for the stewardship of encourages consideration of • Was included as an example
our Company. Board members different views from professionals firm in the Canadian Coalition Women Lead Here To conduct our affairs at the
participate in Stantec’s strategic with different roles and capabilities. for Good Governance’s 2022 highest standards of integrity,
planning process with senior When making acquisitions, Stantec Best Practices—a document that honesty, and professionalism,
management, oversee our risk conducts extensive due diligence, provides examples of “excellent we continually strengthen our
profile, work with executive and we fully integrate acquired firms. disclosure by Canadian issuers in Stantec is committed to fostering corporate governance practices.
Stantec’s Diversity Policy and
leadership to set Stantec’s the area of corporate governance, women in leadership roles, and in 2022
applicable laws and regulations
strategic and operational Our governance oversight includes including oversight of material our work was acknowledged by The
guide us when appointing new
objectives, and review internal and external audits, risk environmental and social matters, Globe and Mail, which included Stantec Board members and Company
management’s performance evaluation committees (enterprise and executive compensation” on its Women Lead Here list. executives. Stantec has Board
in meeting those objectives. and project), independent reviews committees that oversee
on project work, an ISO-certified • Was acknowledged by The Globe The report analyzed nearly 500 large, governance, environmental, and
Stantec’s leadership is comprised integrated management system, a and Mail for leadership in diversity publicly traded Canadian companies social performance. Executive
of accomplished industry leaders strict signing authority management through the Women Lead Here to evaluate their ratios of women to pay is connected to ESG target
and experts in sustainability, practice, and a comprehensive list and for excellence in board men executives to identify best-in- achievement.
engineering, science, planning, tax strategy. governance by Board Games class executive gender diversity among See Management
architecture, acquisitions, assurance, Canadian corporations. In 2022, Information Circular
risk management, security, and We annually train employees on • Was recognized by IR Magazine Stantec was one of only 84 companies
See Diversity Policy
foreign affairs. Leaders are multi- topics such as ethics, anti-corruption, as the best-performing company to be listed.
lingual, multi-cultural, and located in cybersecurity, and health and safety. overall for sustainability See Majority Voting Policy
countries around the world. When needed, we encourage the communications
use of our third-party managed
Integrity Hotline.

Corporate Governance,
Continued
Stantec Board
Stantec’s leadership is
comprised of accomplished
industry leaders and
experts in sustainability,
engineering, science,
planning, architecture,
acquisitions, assurance,
risk management, security,
Douglas Martin Shelley Patricia Robert Gord Don Marie-Lucie Celina
and foreign affairs. Ammerman à Porta Brown Galloway Gomes Johnston Lowry Morin Wang Doka
Board Chair Director Director Director Director Director Director Director Director
Our Board and C-Suite are 44%
and 43% female with 11% and
29% being women of color,
respectively. Both the Board and Stantec C-Suite
C-Suite have multi-lingual and
multi-cultural representation.
Board member Richard Bradeen passed away

on December 27, 2022.
Gord Theresa Stuart Catherine John Steve Asifa

Johnston Jang Lerner Schefer Take Fleck Samji
President & Chief Financial Chief Operating Chief Operating Chief Growth Chief Practice Chief People
Chief Executive Officer Officer, North Officer, Global & Innovation & Project & Inclusion
Officer America Officer Officer Officer

Ethics and Compliance
Integrity means that we always • Introduced an Event Management Stantec’s Approach

work to the highest professional Plan to ensure successful and
and ethical standards and operate safe gatherings that follow our Stantec counts on employees to
our business in a way that is open, business practices and policies, conduct business in accordance
honest, and responsible. Stantec helping employees manage with high ethical standards. Our
recognizes that we must uphold safety, security, noise, waste, Code of Business Conduct sets
our values to gain and maintain licensing, accessibility, and health requirements that employees are
expected to follow in their day-to-
the trust of clients, shareholders, precautions during events
day work with mandatory ethics
employees, business partners, and
training required annually (including
the public. We ask employees, • Consolidated our various Stantec for the Board). We commit to
partners, subcontractors, and Moments—ethics, safety, climate, fighting corruption and anti-trust
vendors to live our Stantec values environment, and inclusion topics behaviors and prohibit employees
and take personal responsibility that open Company meetings— from using Company funds to
for their behaviors. on the front page of our intranet, contribute to political candidates
making it easier to keep our value, or parties. We influence our supply
In 2022, Stantec “we do what is right,” top-of-mind chain with our Partner Code of
• Achieved 98% employee Business Conduct. If anyone sees
completion of our annually required unlawful actions or unethical
behaviors, they are encouraged to
ethics and compliance training1
utilize the Integrity Hotline.
1

Mandatory Training: At the time of training, 2%
• Reinforced the Company’s focus on of employees were unable to take the required See Management Approach
training due to leave, field deployments, logistics,
climate action as a part of annual and system activity. See Code of Business
ethics and compliance training Conduct Policy
• Communicated regularly with See Partner Code of

Elizabeth Quintal School
Business Conduct
employees on ethics and Alberta, Canada
compliance topics

Cybersecurity and Privacy
Stantec provides robust In 2022, Stantec • Continued to enhance our Stantec’s Approach
IT security processes and • Realized 94% employee completion global ISO/IEC 27001-certified
practices, next-generation of our annual, mandatory Information Security Management Stantec protects our systems and
security systems, and cybersecurity and privacy training System, in alignment with changes the people who entrust us with
cybersecurity awareness to confirm that our people to the ISO/IEC 27001 international personal information in various
training for employees. Further, understand their responsibilities standards ways. Stantec’s next-generation
we respect and protect the in managing risks to protect our security systems include platform-
integrated IT fraud detection
privacy of employees, clients, business and clients1 • Continued to monitor new and
systems and a comprehensive
investors, subcontractors, and changing privacy laws around the
security incident response
others, and have controls in • Updated our group data transfer world to meet the obligations and process. Our privacy program
place that reduce the potential agreements with the new requirements of the countries we limits the collection and use of
that personal and sensitive European Commission-approved work in, including Bill 64 in Quebec, data to only what is needed to
data in our possession or “Standard Contractual Clauses,” Canada, and new privacy laws in operate our business. Mandatory
within our control is handled ensuring our intra-group transfers certain states of the United States cybersecurity training is required
inappropriately. of personal data comply with annually (including for the Board),
European Union General Data • Advanced prevention of phishing to help employees identify and
Stantec’s programs comply with Protection Regulation rules attacks and improved our ability thwart cybersecurity and privacy
applicable laws, including the to respond to a ransomware risks. Stantec tracks incidents and
has a robust incident response
General Data Protection Regulation • Improved our security posture attack if it occurred
program in place should the
(European Union), Defense Federal against prevalent vectors of
necessity to invoke it arise.
Acquisition Regulation Supplement cybersecurity attacks—through
(United States), and Cyber Essentials advanced behavioral analysis See Management Approach
Plus (United Kingdom). We comply tools and machine learning—to 1
Mandatory Training: At the time of training, 6% See Privacy Policy
with local practices and align our proactively detect and block of employees were unable to take the required
training due to leave, field deployments, logistics,
infrastructure accordingly. potentially malicious activities and system activity. Stantec Employee
Wellington, New Zealand

Project Delivery
Exceptional project execution In 2022, Stantec Stantec’s Approach

and delivery is enabled by • Deployed an update across
identifying the right project our global operations to our Our Project Management
managers and providing them centralized corporate Project Framework specifies Stantec’s
with the processes and tools Management Framework that expectations of project managers
they need to succeed. Stantec allows for regional differences and provides a scalable,
supports our people with a based on local legislation and pragmatic, and disciplined
approach to project delivery.
variety of project management professional standards
Project managers are trained on
tools and systems.
expectations and best practices
• Developed a Lessons Learned and given tools to manage
Stantec project managers work under Library to help improve our project risks and achieve high quality
a single global project management delivery and overall business deliverables. To support project
framework. Adherence forms the teams in their design and delivery
basis of Stantec’s compliance • Created a Climate Action Leadership of projects, Stantec invests
with the ISO 9001-certified quality Team—Climate Solutions Leaders, heavily in technology, both in
management system, which a Climate Science Director, and integrated systems that efficiently
recognizes that project managers an SDG Impact Leader—to drive deliver powerful analytics and
play a crucial role in providing quality sustainability performance more consistency in project planning,
monitoring, and control. Our
services to our clients. Annually, consistently into our project delivery
standards are enforced through
Stantec audits a representative
our ISO 9001-certified Quality
sampling of active projects. • Created a climate-related risk Management System, part of our
task force to evaluate ways to integrated management system.
At a project level, teams also consider proactively address climate risks
sustainability commitments like water in our project work See Management Approach
use, waste generation, emissions, Stantec Employees
energy use, human rights, ethics, Virginia, United States
stakeholders, and Indigenous relations.

Procurement
As a large global company, we achieve a 30%, or approximately • Partnered with Air Canada to • In the United Kingdom, entered Stantec’s Approach
recognize that our purchasing 1.3 million square feet (120,774 purchase sustainable aviation fuel a new copier contract to reduce
decisions can influence positive square meter), reduction of our (see Emissions Management) the number of devices by 35% to Stantec selects vendors,
change. While centralization total office portfolio from our reduce paper usage (see Resource subcontractors, subconsultants,
and standardization of 2019 baseline (see Resource • Continued formal programs to Conservation) and partners who practice
Stantec’s global supply chain Conservation) promote a diverse supply chain sustainable behaviors. We
management programs continue • In Australia and New Zealand, influence our supply chain with
our Partner Code of Business
to evolve, we leverage supply • Minimized waste during office • Furthered supply chain inclusion implemented objectives and are
Conduct, which details our values,
chain decisions to encourage consolidations and redesigns of Indigenous businesses through creating a framework to embed
standards, and expectations.
sustainable business practices, by using resource conservation industry partnership programs procurement practices across our Stantec suppliers are managed by
promote small and diverse programs such as those offered by in Canada and Australia (see operations to grow spend with a corporate Procurement and Real
businesses, and support local Green Standards (to redistribute, Indigenous Relations) socially responsible vendors Estate team and include providers
businesses around the world. recycle, and donate unneeded (for both direct and indirect spend) of building leases, vehicle fleets,
office furniture), Shaw’s (carpet • Partnered with key suppliers to and educate our workforce on the IT equipment, and office supplies.
In 2022, Stantec recycling), and EcoWorx (carpet promote climate action, including benefits of social procurement Subcontractors, subconsultants,
• Centralized our indirect procurement tile that uses 40% less energy playing a role in the Autodesk (personally and professionally) and specialty partners are
teams and purchased Oracle’s in production and transport) documentary, Drivers of Change managed by geographically
procurement management tool to (see Resource Conservation) • In Chile, renewed our Category A dispersed subcontractor
management teams.
improve consistency in application • In North America, progressed print Qualification within the Supplier
of our procurement processes, • Rolled out Egencia as our services programs that reduce the Company Qualification System See Management Approach
which will enable additional travel management system— need for printing and ensure the of the Antofagasta Industrial
See Partner Code of
sustainability improvements complete with green features and use of post-consumer recycled Association, the highest available Business Conduct
automatically generated emissions paper (see Resource Conservation) category
• Entered the second year of our reports—and initiated a third-party
office consolidation program—a sustainability audit of our travel • In the United States, ranked as
primary emissions reduction management approach to identify a Military Friendly Supplier (see
initiative—and are on target to improvement opportunities Inclusion, Diversity, and Equity)

Integrated Management System
Stantec has a centralized • Created an Office Activity Manager Stantec’s Approach

integrated management to manage compliance-based office
system with global certification activities with bring forward and Stantec’s integrated management
under ISO 9001 (quality), reminder capabilities system delivers a disciplined and
14001 (environmental), 45001 accountable framework in support
(occupational health and safety), • Created a Lessons Learned of operational and project-based
27001 (information security), and Library to facilitate knowledge processes. The management
system defines Company
20000 (IT service management). sharing and understanding gained
procedures, monitors risks and
Our management system by experience that may have a
hazards, reduces inefficiencies,
presents a comprehensive positive or negative impact on the maximizes Company resources,
global corporate approach while Company—with the goal of sharing enables sustainability program
allowing for regional differences lessons learned to improve quality implementation, and provides
based on local legislation, and operational excellence the framework for our pandemic
professional standards, or preparedness and business
regional client needs. • Created a centralized repository continuity planning. The
of technical journals, codes, management system is certified
In 2022, Stantec and standards as an up-to-date against ISO-standards and
• Built infrastructure to maintain design resource (see Resource verified through internal and
third-party audits.
the global ISO certifications with Conservation)
efficient and scalable systems See Management Approach
• Resumed in-person internal practice
See Quality Policy
• Created an ISO Corrective Action audits (post COVID-19 Pandemic
and Preventative Action system, a travel restrictions) in conjunction See Environmental Policy
component of ISO 9001, with action with virtual audits and continued to See Health, Safety, and
plans to help Stantec react, control, audit one-third of all offices annually, Environmental and Social Due Diligence Security Policy
and correct non-conformities covering all regions and business Guangdong Province, China
lines each year

Risk Management
Responsibility for risk Stantec executive management is when approaching our designs. Our Stantec’s Approach
management and compliance is directly accountable to the Board for project work in disaster response
shared across the organization— all activities that have the potential and resiliency also contributes first- Stantec systematically identifies,
from Stantec’s Board of Directors for significant risk exposure as well hand experience and knowledge manages, monitors, and reviews
to senior executives and frontline as risk management practices. They when it comes to climate change significant and emerging risks at
employees. Stantec systematically are supported by numerous teams— risk management. an enterprise and project level.
identifies, manages, and monitors Legal; Health, Safety, Security, Our Enterprise Risk Management
program is based on the ISO
risks through a comprehensive and Environment; Information In 2022, specific to climate-
31000:2018 Risk Management
Enterprise Risk Management Technology; Finance; Corporate related risks and opportunities, we
Standard, and consists of a
program that aligns with Sustainability; and others—that established a task force to evaluate formal, continual process to
international standards and provide risk management and how to best address such risks in our guide the identification, analysis,
supports policies, practices, and compliance functions across project work and are in the process evaluation, response, monitoring,
systems to address our principal the organization and work with of establishing a similar task force to and reporting of risks across the
risks, which are described in detail management to design and monitor address climate-related risks in our Company to minimize losses and
in Stantec’s Annual Report. appropriate risk mitigation. operations. maximize opportunities. Climate
risks are identified and managed
The Board of Directors provides Our risk management processes See our Annual Report and CDP at an operational and project level.
strategic direction to and guidance directly address climate change, and Disclosure for more information Significant environmental impacts
are incorporated into Stantec’s
on Stantec’s risk management we evaluate climate-related risks for about our risk factors and response.
ISO 14001-certified environmental
program and has delegated potential short-, mid-, and long-term
management system.
responsibility for oversight of the impacts. Stantec tracks regulations
program to the Audit and Risk that might affect our operations See Management Approach
Committee. Stantec’s Sustainability or clients, keeps tabs on new
and Safety Committee and technologies to improve our project
Corporate Governance and delivery, and has a Climate Solutions Barton Park
Compensation Committee also have Leadership Team that assists in Oxford, United Kingdom
roles in risk management. addressing future climate impacts

Human Rights
As a design, architecture, becoming an issue in the future. to negatively impact human rights Stantec’s Approach
engineering, planning, Our Human Rights Policy outlines the exists, during our project risk review
digital technology, project principles, policies, and procedures we put protection conditions in Stantec policies and practices
management, and scientific we follow to conduct business in place or choose not to work on the protect the rights of our
consulting services firm, accordance with high ethical, moral associated project. If employees see employees, individuals supporting
Stantec provides strategy and and legal standards for all. The a potential violation while working our supply chain, and the
design services for projects principles in this policy are embedded with clients, they are encouraged to communities where we work.
Stantec is an equal opportunity
that are constructed by others. into how we conduct our local call the Integrity Hotline (managed by
employer and respects the rights
We determined our potential operations and reflected in these a third party).
of our employees to freedom
negative impact on human rights policies, among others: of association. We support
to be nominal since virtually all Stantec takes reasonable and the principles in the Universal
our operations are in developed • Code of Business Conduct practicable steps to identify breaches Declaration of Human Rights, the
countries with existing laws in • Diversity Policy to our Human Rights Policy and acts International Labour Organization’s
place to protect human rights. • Equal Employment Opportunity accordingly to constantly improve Declaration on Fundamental
Policy for the communities in which we Principles and Rights at Work, the
While Stantec determined our • Harassment, Bullying and work. We are committed to promptly UN Guiding Principles on Business
human rights risk to be low, we Discrimination Policy investigating any reports and and Human Rights, and the UN
identified this as a managed topic in • Human Trafficking and Modern address any violations of this policy. Global Compact.
our materiality analysis because we Slavery Policy See Management Approach
believe in the need to consciously • Partner Code of Business Conduct
See Human Rights Policy
work to protect and advocate for • Privacy Policy
the rights of others. We believe it is • Sustainability Policy See Human Trafficking and
important to explicitly identify human • Workplace Violence Policy Modern Slavery Policy
rights as a part of our policies,
procedures, and ethics training Stantec’s commitment to protecting Alpine Hut
to help us keep the topic top-of- human rights impacts also applies Mount Cook / Aoraki, New Zealand
mind and reduce the likelihood of it to our project work. If the potential

Appendixes
IN THIS SECTION
Appendix A. Data Workbook
Appendix B. GRI Content Index
Appendix C. SASB Standards Index
Appendix D. TCFD Cross-References
Appendix E. List of Acronyms
Appendix F. Cautionary Note Regarding

Forward-Looking Statements
West Chester University, The Sciences &

Engineering Center and The Commons
Pennsylvania, United States

Appendix A. Data Workbook
To summarize key statistics and metrics from our operation, improve searchability, and allow for easier navigation between the various parts of this report including the Sustainability Report (SR) narrative, Global Reporting Initiative (GRI)
Content Index, Sustainability Accounting Standards Board (SASB) Index, and Task Force on Climate-related Financial Disclosures (TCFD) Recommendations, we created this appendix.
This appendix is organized into three sections:
• Environmental
• Workforce
• Health and Safety
Please consider these points when reviewing this appendix:
• Data Compilation: Numbers were compiled with information from Stantec’s eco-footprint database, Human Resources Information System (HRIS), and health and safety incident tracking system.
• Multiple Years of Data: To make it easier to spot trends, whenever possible, we provided multiple years of data.
• Employment Category: Stantec’s Global Career Framework was released in 2021 and standardized career families, job levels, and competencies to allow for career growth consistency across all geographies and operating units.
For the Workforce data, questions referencing employment categories are presented for the two years that the new framework has been in place.
• Geographical Locations: For the Workforce data, questions referencing geographical locations are as follows:
o Regions (representing 100% of global employees)
 Canada
 United States
 Europe—United Kingdom, European Union (Belgium, Czech Republic, Germany, Ireland, Italy, the Netherlands, Slovak Republic), and Türkiye
 Asia Pacific—Australia, New Zealand, and Asia (China, Taiwan, Philippines)
 Remaining geographies—India, Latin America and the Caribbean (Argentina, Barbados, Chile, Peru), the Middle East (Bahrain, Qatar, Saudi Arabia, United Arab Emirates), and Ethiopia
o Countries of significant operations (representing 91% of global employees)
 Canada
 United States
 United Kingdom
 Australia
 New Zealand
• Additional Information: To make it easier to cross-reference other Stantec disclosures, we provided references to the narrative of this Sustainability Report (SR), Appendix B. GRI Content Index (GRI), and Stantec’s
CDP Climate Change Questionnaire (CDP).

Environmental
Numbers for emissions and energy were calculated from activity data gathered throughout 2022. Numbers for native plant nursery waste and water use were calculated from gathered activity data. Numbers for office waste were
extrapolated based on industry averages and Stantec number of employees.
Description Stantec Statistics Additional Information
GHG Absolute Emissions 2022 2021 2020 SR: Emissions Management

Absolute greenhouse gas (GHG) emissions, presented in metric tons mtCO2e mtCO2e mtCO2e GRI: 305-1, 305-2, 305-3
of CO2 equivalent (mtCO2e). GHGs include CO2, CH4 and N2O. Scope 1 12,502 14,014 13,477 CDP: Questions C5, C6, and C7
Scope 2 (location-based) 25,753 24,330 25,289
Scope 2 (market-based) 2,983 3,161 20,864
Scope 3 38,216 18,424 19,323
Note: Scope 1 break downs by GHG type (CO2, CH4 and N2O) are found in our CDP disclosure question C7.1a.
Note: The scope 1 emissions drop from 2021 to 2022 is primarily due to improvements in fleet energy use and tracking.
Note: The scope 2 (market-based) emissions in 2021 and 2022 are lower than 2020 due to the significant use of renewable energy.
Note: The scope 3 numbers in 2020 and 2021 were uncharacteristically low due to the travel shut-down from the COVID-19 pandemic.
Though early 2022 still included pandemic restrictions, emissions for 2022 begin to reflect a post-pandemic business travel and employee
commuting “normal.” Additionally, in 2022, we are tracking new scope 3 categories (including waste).
GHG Absolute Emissions for Stantec’s SBTs SR: Emissions Management

2022 2021 2020
Absolute GHG emissions relevant to Stantec’s two validated, GRI: 305-1, 305-2, 305-3
mtCO2e mtCO2e mtCO2e
1.5oC near-term science-based targets (SBTs), presented
in mtCO2e. SBT: Scope 1 and 2 (market-based) 15,485 17,175 34,341
SBT: Scope 3 (business travel only) 22,028 12,923 13,340
Total SBTs 37,513 30,098 47,681
Reduction of GHG Emissions for Stantec’s SBTs 2022 2021 2020 SR: Emissions Management
Reduction percentages of absolute GHG emissions relevant to % % % GRI: 305-5
Stantec’s near-term SBTs, measured against a 2019 baseline. Scope 1 and 2 (market-based) 63 59 19
Scope 3 (business travel only) 29 58 56
Note: Stantec’s scope 1 and 2 emission reduction percentages exceed that of our projected SBT due to our significant investment in the use of
renewable energy. As of 2022, with minor exceptions, Stantec has maximized our renewable energy use potential. To gain future year emissions
reductions, we will continue to implement our office consolidation program (in support of our Flexible Workplace Strategy), improve management
systems to reduce business travel, investigate the implications of broader green natural gas use, and expand our use of sustainable aviation fuel.

GHG Emissions Intensity 2022 2021 2020 SR: Emissions Management

Absolute GHG emissions relevant to Stantec’s near-term SBTs mtCO2e mtCO2e mtCO2e GRI: 305-4
normalized (by employee), presented in mtCO2e. Scope 1 and 2 (market-based) per employee 0.58 0.78 1.64
Scope 3 (business travel only) per employee 0.82 0.58 0.64
Note: Stantec’s per employee emissions dropped in 2021 and 2022 primarily due to the significant use of renewable energy.
In 2022, we also had an increase in employee numbers (due to recent acquisitions) while maintaining office space density.
Energy Consumption 2022 2021 2020 SR: Resource Conservation

Total energy consumption (fuel and electricity), presented in GJ (MWh) GJ (MWh) GJ (MWh) GRI: 302-1
gigajoules (GJ) and megawatt hours (MWh). 475,906 (132,196) 487,691 (135,470) 489,230 (135,897) CDP: Question C8
Energy Intensity 2022 2021 2020 SR: Resource Conservation

Normalized (by employee) total energy consumption (fuel and GJ (MWh) GJ (MWh) GJ (MWh) GRI: 302-3
electricity), presented in GJ and MWh. 17.78 (4.94) 22.02 (6.1) 23.31 (6.5)
Renewable Energy Consumption 2022 2021 2020 SR: Resource Conservation

Percentage of total energy (fuel and electricity) MWh from renewable % % % GRI: 302-1
sources. 50 47 2 CDP: Question C8
Renewable Electricity Consumption 2022 2021 2020 SR: Resource Conservation

Percentage of electricity MWh from renewable sources. % % % GRI: 302-1
92 92 3 CDP: Question C8
Water Consumption 2022 SR: Resource Conservation

Volume of water used for irrigation in Stantec’s native plant nursery, Type of Waste ML (MCM) GRI: 303-5
presented in megaliters (ML) and million cubic meters (MCM). Nursery Water Use 8.93 (0.0089)
Waste Generated 2022 SR: Resource Conservation

Weight of waste generated, by type, presented in metric tons (Mt). Type of Waste Mt GRI: 306-3
Office Waste 6,620
Nursery Waste 1,029
Note: Office waste is extrapolated.
Note: Native plant nursery waste is tracked through activity data.

Workforce
Numbers are based on employee counts at year-end 2022.
Employee Numbers and Demographics SR: Workforce

Total Female Male Management
Number and percentage of employees by
employment contract (permanent and 2022 2021 2020 2022 2021 2020 2022 2021 2020 GRI: 2-7
temporary) and type (full time and part time), # % % % # % % % # % % %
broken down by region and gender. Total Company 26,770 100 100 100 9,655 36 35 34 17,115 64 65 66
Full Time 24,388 91 91 91 8,397 34 33 33 15,991 66 67 67
Part Time 2,382 9 9 9 1,258 53 52 52 1,124 47 48 48
Permanent 24,932 93 94 94 9,039 36 35 34 15,893 64 65 66
Temporary 1,838 7 6 6 616 34 31 31 1,222 66 69 69
Canada 8,014 30 34 35 2,993 37 37 36 5,021 63 63 64
United States 10,715 40 40 42 4,059 38 35 35 6,656 62 65 65
Europe 2,980 11 10 10 1,089 37 34 32 1,891 63 66 68
Asia Pacific 3,525 13 10 8 1,117 32 32 32 2,408 68 68 68
Remaining Geographies 1,536 6 6 5 397 26 26 28 1,139 74 74 72
Note: Stantec additionally works with 950 individuals classified as contracted labor (agency and independent contractors). These individuals are not guaranteed hours and are not included in the table above.
Diversity of Employees
Percentage of employees by employment
category, broken down by region and Total Canada United States Europe Asia Pacific Remaining Geographies
gender. Presenting data for the two years 2022 2021 2022 2021 2022 2021 2022 2021 2022 2021 2022 2021
that the Global Career Framework (the Employment Category F% M% F% M% F% M% F% M% F% M% F% M% F% M% F% M% F% M% F% M% F% M% F% M%
employment categories) has been in place. Total Company 36 64 35 65 37 63 37 63 38 62 35 65 37 63 34 66 32 68 32 68 26 74 26 74
Executives 18 82 15 85 13 87 13 87 21 79 17 83 29 71 25 75 0 100 0 100 0 100 0 100
Senior Managers 20 80 18 82 28 72 23 77 20 80 17 83 14 86 15 85 10 90 6 94 18 82 22 78
Mid-Level Managers 25 75 23 77 26 74 24 76 27 73 24 76 27 73 25 75 18 82 19 81 13 87 14 86
Professionals 39 61 38 62 39 61 39 61 42 58 40 60 42 58 41 59 37 63 36 64 21 79 22 78
Entry-Level 48 52 50 50 50 50 52 48 53 47 55 45 44 56 44 56 44 56 46 54 37 63 38 62
Note: Stantec’s employment categorization underwent significant changes in 2021 stemming from the rollout of a Global Career Framework. Data shown for 2022 and 2021 accords with the new employment categorization.
Note: Percentages are compiled from Stantec’s HRIS as of year-end 2022 for head count that includes full-time and part-time employees.
Note: Percentages exclude individuals whose data is not managed in Stantec’s human resources systems. This includes new acquisitions, whose data is not yet integrated into Stantec systems, and contracted labor (agency and independent
contractors), whose employment details are not managed by Stantec.

SR: Workforce
Age: Under 30 Age: 30-50 Age: Over 50 Management and
Percentage of employees by employment
category and age. Presenting data for the 2022 2021 2022 2021 2022 2021 Corporate Governance
two years that the Global Career Framework Employment Category % % % % % % GRI: 405-1
(the employment categories) has been in
place. Total 21 18 53 55 26 27
Executives 0 0 21 23 79 77
Senior Management 0 0 36 35 64 65
Mid-Level Managers 1 0 57 57 42 43
Professionals 17 17 64 65 19 18
Entry Level 58 53 31 35 11 12
United States
Available only for the United States, Share of Workforce Share of Management
percentage of employees by self-identified 2022 2021 2022 2021
minority status broken down by race/ethnicity Race/Ethnicity % % % %
and share of management (employment Asian/Pacific Islander 7.6 8.0 6.0 6.0
categories mid-level managers and above).
Black 2.5 2.4 1.5 1.5
Additionally, 6.4% of our staff in the United
States have self-identified as individuals with Latino 7.8 8.1 5.5 5.6
disabilities. Indigenous 0.2 0.2 0.2 0.2
Two or More 1.7 1.6 1.4 1.4
White 65.0 74.4 74.9 80.9
Choose not to Answer 15.2 5.3 10.5 4.4
Note: Stantec’s employment categorization underwent significant changes in 2021 stemming from the rollout of a Global Career Framework.
Data shown for 2022 and 2021 is according to the new employment categorization.
Note: Self-identified minority is a statistic only collected in Canada and the United States. The percentages shown above are only for the US operation.
Note: Percentages exclude individuals whose data is not managed in Stantec’s human resources systems. This includes new acquisitions, whose data
is not yet integrated into Stantec systems, and contracted labor (agency and independent contractors), whose employment details are not managed by Stantec.
Diversity of Governance Bodies

Stantec has nine Board members. Four (44%) are women, five (56%) are men, one (11%) identifies as a minority group member, and all are over 50 years old. Stantec has seven C-suite members. Three (43%)
Numbers and percentages related to gender,
are women, four (57%) are men, two (29%) identify as minority group members, and all are over 50 years old. Stantec has ten Executive ESG Committee members. Seven (70%) are women, three (30%) are men,
minority status, and age. three (30%) identify as minority group members, and all are over 50 years old.

New Hires and Turnover Total Female Male SR: Workforce
Total number and rate of new employee Management
2022 2021 2020 2022 2021 2020 2022 2021 2020
hires and turnover. GRI: 401-1
% % % % % % % % %
Total Company
Percentages shown are relevant to the total
number of employees within the specific New Hires 20.4 18.9 10.1 21.2 19.3 10.0 20.0 18.7 10.2
category listed. Voluntary Turnover 13.3 11.7 8.2 12.8 11.3 8.9 13.6 11.9 7.9
Total Turnover 15.8 14.5 14.6 15.0 14.2 15.6 16.3 14.7 14.1
Canada
New Hires 18.7 15.4 9.2 19.1 16.7 8.0 18.5 14.7 10.0
Voluntary Turnover 11.1 11.5 9.2 10.9 11.2 10.1 11.2 11.7 8.7
Total Turnover 13.6 14.0 16.0 13.2 14.1 17.3 13.8 14.0 15.2
United States
New Hires 16.6 13.8 8.2 18.0 14.2 8.3 15.7 13.6 8.2
Total Turnover 12.7 14.0 13.4 11.6 13.3 14.1 13.3 14.4 13.0
Europe
New Hires 27.5 23.6 10.6 28.5 28.5 12.5 26.9 21.0 9.8
Total Turnover 16.8 15.0 13.1 17.1 14.4 15.8 16.7 15.2 11.8
Asia Pacific
New Hires 17.2 36.3 16.5 20.9 36.3 18.8 15.4 36.3 15.4
Total Turnover 20.7 15.5 13.6 20.9 15.4 14.1 20.6 15.5 13.3
Remaining Geographies
New Hires 47.1 33.5 18.9 48.7 28.1 20.8 46.6 35.5 18.1
Total Turnover 34.1 18.1 19.5 37.6 20.3 16.9 32.9 17.3 20.5
Note: Percentages exclude individuals whose data is not managed in Stantec’s human resources systems. This includes new acquisitions, whose data is not yet integrated
into Stantec systems, and contracted labor (agency and independent contractors), whose employment details are not managed by Stantec.

New Hires and Turnover (continued) Self-ID Minority SR: Workforce
Age: Under 30 Age: 30 to 50 Age: Over 50
(CA/US Only) Management
2022 2021 2020 2022 2021 2020 2022 2021 2020 2022 2021 2020 GRI: 401-1
% % % % % % % % % % % %
Total Company
New Hires 40.5 37.7 18.8 18.5 17.7 9.6 9.3 9.4 6.0 19.1 12.6 11.7
Voluntary Turnover 15.3 16.9 11.1 14.8 11.7 7.7 8.4 8.2 7.6 10.5 13.4 9.8
Total Turnover 17.8 19.5 16.6 16.9 14.4 13.8 11.7 11.6 15.1 12.4 16.3 18.6
Canada
New Hires 40.7 37.5 18.4 17.6 14.5 8.9 7.9 6.0 5.7 7.8 11.0 11.6
Total Turnover 14.1 20.3 21.2 14.3 13.7 14.7 11.7 11.5 16.1 10.7 15.8 21.2
United States
New Hires 33.5 26.4 15.4 15.3 13.2 7.6 9.2 8.4 5.4 27.1 13.8 11.9
Total Turnover 15.3 19.8 16.8 13.6 13.8 11.7 9.7 11.5 14.1 13.6 16.7 16.8
Europe
New Hires 47.0 42.5 15.9 21.5 19.2 10.0 11.9 10.9 6.0 NR NR NR
Voluntary Turnover 13.9 16.3 6.3 17.5 12.8 7.5 8.7 10.4 7.2 NR NR NR
Total Turnover 17.9 19.2 9.3 18.4 14.1 15.8 10.4 11.6 10.4 NR NR NR
Asia Pacific
New Hires 29.0 53.8 29.6 15.9 34.1 14.5 7.2 22.4 8.1 NR NR NR
Remaining Geographies
New Hires 85.1 56.5 35.5 38.6 27.8 15.9 27.4 31.4 16.6 NR NR NR
Note: NR = Not reported.
Note: Percentages exclude individuals whose data is not managed in Stantec’s human resources systems. This includes new acquisitions, whose data is not yet integrated into Stantec systems,
and contracted labor (agency and independent contractors), whose employment details are not managed by Stantec.
Note: Self-identified minority is a statistic only collected in Canada and the United States. The percentages in the tables above represent only the portion of employees from those two geographies.

Average Hours of Training per Year per Total Female Male SR: Workforce
Employee 2022 2021 2022 2021 2022 2021 Management
Average hours of employee training per year Employment Category Hours Hours Hours Hours Hours Hours GRI: 404-1
by employment category and gender. Total Company 28.8 25.9 29.7 25.1 28.3 26.4
Presenting data for the two years that the Executives 2.3 2.5 1.3 2.3 2.5 2.5
Global Career Framework (the employment Senior Management 8.2 7.9 10.1 9.4 7.7 7.6
categories) has been in place. Mid-Level Managers 19.9 19.2 21.8 18.8 19.3 19.3
Professionals 27.3 25.6 27 24.2 27.4 26.4
Entry Level 46.7 40.8 40.3 32.4 52.7 49.1
Note: Stantec’s employment categorization underwent significant changes in 2021 stemming from the
rollout of a Global Career Framework. Data shown for 2022 and 2021 is according to the new
employment categorization.
Note: Percentages exclude individuals whose data is not managed in Stantec’s human resources systems.
This includes new acquisitions, whose data is not yet integrated into Stantec systems, and contracted labor
(agency and independent contractors), whose employment details are not managed by Stantec.
Percentage of Employees Receiving Total Female Male SR: Workforce

Regular Performance and Career 2022 2021 2022 2021 2022 2021 Management
Development Reviews Employment Category % % % % % % GRI: 404-3
Percentage of employees who received Total Company 83 87 83 85 83 87
career development and performance Executives 81 100 81 100 81 100
reviews by employment category and Senior Management 84 95 89 99 82 94
gender. Presenting data for the two years Mid-Level Managers 84 90 84 91 83 90
that the Global Career Framework (the
Professionals 84 89 82 87 80 89
employment categories) has been in place.
Entry Level 81 89 82 67 80 100
Note: Stantec’s employment categorization underwent significant changes in 2021 stemming from the
rollout of a Global Career Framework. Data shown for 2022 and 2021 is according to the new
employment categorization.
Note: Percentages exclude individuals whose data is not managed in Stantec’s human resources systems.
This includes new acquisitions, whose data is not yet integrated into Stantec systems, and contracted labor
(agency and independent contractors), whose employment details are not managed by Stantec.

Ratios of Salary and Remuneration SR: Workforce

High-level base salary and base salary plus 2022 2021 Management
bonus ratio of females to males, in our United Austra GRI: 405-2
Total Canada United States UK Australia NZ Total Canada UK NZ
countries of significant operations. States lia
Presenting data for the two years that the Base + Base + Base + Base + Base + Base + Base + Base + Base + Base + Base + Base +
Global Career Framework (the employment Base Bonus Base Bonus Base Bonus Base Bonus Base Bonus Base Bonus Bonus Bonus Bonus Bonus Bonus Bonus
categories) has been in place. F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M F:M
Employment
Category Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio Ratio
Total 0.82 0.81 0.82 0.81 0.80 0.79 0.83 0.82 0.76 0.75 0.77 0.76 0.78 0.78 0.76 0.82 0.72 0.73
Executives 1.05 1.10 1.19 1.33 0.92 0.87 1.57 2.11 N/A N/A N/A N/A 1.05 1.18 0.82 2.02 N/A N/A
Senior Management 0.92 0.93 0.93 0.94 0.91 0.91 1.03 1.03 0.97 0.96 0.82 0.78 0.92 0.94 0.90 1.09 1.00 0.80
Mid-Level Managers 0.91 0.91 0.91 0.91 0.89 0.89 0.93 0.92 0.89 0.89 0.95 0.96 0.89 0.88 0.89 0.90 0.85 0.91
Professionals 0.98 0.98 0.94 0.94 0.95 0.95 0.96 0.96 0.91 0.91 0.89 0.89 0.97 0.94 0.95 0.96 0.85 0.87
Entry Level 1.03 1.03 0.97 0.97 0.96 0.96 1.02 1.02 0.94 0.94 1.01 1.01 1.01 0.98 0.95 0.99 0.95 0.98
Note: Stantec’s employment categorization underwent significant changes in 2021 stemming from the rollout of a Global Career Framework. Data shown for 2022 and 2021 is according to the new employment categorization.
Note: Percentages exclude individuals whose data is not managed in Stantec’s human resources systems. This includes new acquisitions, whose data is not yet integrated into Stantec systems, and contracted labor (agency and independent
contractors), whose employment details are not managed by Stantec.

Annual Total Compensation Ratio and SR: Workforce

Annual Total Compensation Ratio: Percentage Increase in Annual Total
Increase Management
Highest to Median Compensation Ratio: Highest to Median
Ratios for annual total compensation and 2022 2021 2020 2022 2021 2020 GRI: 2-21
percentage increase for our highest-paid
employee to the median, in each country of Country Ratio Ratio Ratio Ratio Ratio Ratio
significant operations. Total Company 13.1 11.8 19.6 5.3 -33.0 3.7
Canada 14.7 13.3 22.5 5.5 12.5 3.0
United States 5.5 4.9 5.8 8.2 5.0 -2.7
United Kingdom 7.6 7.4 9.8 5.1 3.5 1.9
Australia 3.7 3.6 3.7 13.3 0.6 1.3
New Zealand 3.1 3.2 3.6 0.6 1.1 -0.7
Note: These numbers were calculated by comparing the salary of the highest paid individual in each geography against the median and mean of all
employees in that same geography, excluding that highest paid individual. At a company and Canada level, Stantec’s highest paid individual is
Gord Johnston, President and CEO.
Note: All salaries are annualized to the full-time hours for the country the employee works in. Data only includes employees eligible for benefits.
Salaries are reported in local currency. Bonus figures are included only for employees that are eligible for bonuses. Total compensation covers
all benefit eligible employees. Base salaries are effective as of December 15, 2021. Reported bonuses are for 2021 calendar year, paid in 2022.
Total compensation is based on 2022 salary and 2021 bonus, paid in 2022.
Note: Total compensation includes base salary and annual bonus but does not include long-term incentives.
Note: Ratios exclude individuals whose data is not managed in Stantec’s human resources systems. This includes new acquisitions, whose data is not
yet integrated into Stantec systems, and contracted labor (agency and independent contractors), whose employment details are not managed by Stantec.
Parental Leave SR: Workforce

Women Who Women Still Women Management
Number of women who took parental leave Took Parental Employed After Remaining
as well as number and percentage that were Leave 12 Months After 12 Months GRI: 401-3
still employed 12 months after returning from 2022 2021 2022 2021 2022 2021
parental leave. Presenting for the two years
# # # # % %
Stantec has tracked this data.
Total Company 284 260 227 247 80 95
Canada 97 96 65 95 67 99
United States 131 98 114 91 87 93
United Kingdom 21 26 17 23 81 89
Australia 25 28 22 27 88 96
New Zealand 10 12 9 11 90 92

Health and Safety
Numbers represent incidents that happened throughout calendar year 2022.
Work Related Injuries SR: Health, Safety, and Security

2022 2021 2020
Numbers and rates of recordable and lost time work-related GRI: 403-9
Total number of recordable injuries # 61 59 47
injuries, as well as near miss (close call) incidents. SASB: IF-EN-320a.1
Total recordable incident rate (TRIR) Rate 0.29 0.32 0.27
Total number of lost time cases # 16 16 14
Lost time incident rate (LTIR) Rate 0.08 0.09 0.08
Near miss (close call) incidents # 711 592 494
Fatalities # 0 0 0
Hours worked Hours 42,202,967 37,395,750 35,426,493
Note: Incident reports are submitted to the health and safety database by people directly involved in the incident. Safety professionals
assess incident details to categorize them based on the OSHA reporting standard. Investigations are recorded within the region and
business operating unit. Actions are proposed and addressed.
Note: When reviewing Stantec’s health and safety statistics, please take the following into consideration:
• OSHA requires that a company report injuries and hours for those staff where we have day-to-day care and thus data is for
employees only (excludes contracted labor and subcontractors).
• Recordable injuries are those requiring more than first-aid treatment. Stantec classifies musculoskeletal disorders as injuries,
not illnesses. As such, they would be reflected in the above figures.
• Near-miss incidents as noted above include any event that, given any change in circumstances, could adversely affect our
employees, our business, its physical assets, the customers we serve, or the environment.
• High-consequence work-related injuries are those that result in a fatality or an injury from which the worker cannot, does not,
or is not expected to recover fully. Stantec tracks fatalities but not recovery time or return to pre-injury health as that information
is considered a confidential aspect of worker health that is managed through the workers’ compensation insurance and human
resources. The number and rate of lost time injuries is provided instead.
• One hundred employees work 200,000 hours in a calendar year. TRIR = (recordable injuries x 200,000) ÷ hours worked.
LTIR = (lost time cases x 200,000) ÷ hours worked.

Appendix B. GRI Content Index
This appendix outlines the GRI Content Index information relating to Stantec and should be reviewed in conjunction with the full Stantec 2022 Sustainability Report and Appendix A. Stantec Data Workbook.
Stantec is reporting in accordance with the GRI Standards (GRI 1: Foundation 2021) for the period from January 1, 2022, to December 31, 2022.
This appendix is organized numerically according to the GRI standards.
Stantec material topics across our entire value chain were determined through a formal materiality assessment process as explained in the Materiality section of the Sustainability Report narrative. Relevant topic standards are addressed
as priority, managed, and monitored topics. There are no sector standards applicable to Stantec.
This GRI Content Index

• Cross-references sections of this Sustainability Report (SR) narrative and numbers as presented in Appendix A. Stantec Data Workbook; and Appendix B. GRI Content Index.
• Cross-references public documents that contain relevant data, including our Annual Report (AR), Management Information Circular (MIC), Annual Information Form (AIF), CDP Climate Change Questionnaire (CDP), and our website
(stantec.com). These documents can be found on our website under Investors > Financial Information.
• Cross-references Management Approaches (MA) written specifically for each of our material topics. These documents can be found on our website under About Us > Corporate Sustainability > Management Approaches.
• Adds pertinent details not explained in the main body of this report.
• Explains any omissions (indicated by italicized text).

GRI Standards and Disclosures Stantec Direct Answers, Reasons for Omission (if applicable) Additional Information
GRI 2: General Disclosures (2021 version)
2-1 Organizational details Stantec Inc. is a public company headquartered in Edmonton, Canada that trades on the TSX and the NYSE. A list of Stantec countries of operation is included in the narrative of SR: Who We Are and Where We Are
this report under the section About Stantec and can also be found on Stantec’s website. AIF: Pages 4 to 14
Stantec.com: Locations
2-2 Entities included in the organization’s Information on Stantec’s Corporate structure is included in our AIF. Stantec’s Sustainability Report (including material topics identified across our value chain) cover all legal AIF: Pages 4 to 8
sustainability reporting entities and services. Unless otherwise stated, this report includes acquisitions completed prior to December 2022.
2-3 Reporting period, frequency, and contact Stantec publishes an annual Sustainability Report based on the calendar year. This is in alignment with the annual financial report (Annual Report). Stantec’s 2022 Sustainability SR: About This Report
point Report (covering January 1, 2022, through December 31, 2022) was reported on April 18, 2023. Stantec’s Annual Report (covering the same reporting period) was published on AR: Page M-1
February 23, 2023. Please direct questions to [email protected].
2-4 Restatements of information GRI 305-5: Stantec is restating the 2019 to 2021 percentage reduction for scope 1 and 2 market-based emissions from 65% to 59% to correct a typographical error in the
published report. Because emissions were uncharacteristically low in 2021 due to shutdowns related to the COVID-19 pandemic, this has no material impact on progress against
our science-based target.
GRI 403-9: Stantec is restating near miss (close calls) figures for 2021 from 403 to 592 because additional reports from 2021 were received after the 2021 Sustainability Report
publication date. This has no material impact on reported health and safety key performance indicators.
2-5 External assurance Stantec seeks external assurance on elements of this Sustainability Report. SR: About This Report
Our greenhouse gas emissions inventory was independently verified by Apex Companies in accordance with ISO 14064-3 Second Edition 2019-04 Greenhouse Gases–Part 3: Stantec.com: About > Corporate
Specification with guidance for the verification and validation of greenhouse gas statements. Stantec enterprise-wide, global emissions were verified to the limited level of Sustainability > Verification Documents
assurance with an additional UK operation-only verification to a reasonable level of assurance.
Apex Companies also conducted a third-party review of this report to determine whether it was prepared in accordance with the requirements of the GRI Sustainability Reporting
Standards and SASB Engineering & Construction Reporting Requirements.
Apex is an independent company, and no member of their team has a business relationship with Stantec, its directors, or managers beyond that required of these assignments.

2-6 Activities, value chain, and other business Stantec is a professional services company comprised of designers, architects, engineers, planners, digital technology experts, project managers and scientists within the SR: Materiality > Our Value Chain
relationships infrastructure, buildings, water, environmental services, and energy & resources industries, innovating together to support a more sustainable world. AR: Page M-4
In 2022, significant Stantec organizational changes included the acquisition of two companies: Barton Willmore and L2P. AIF: Pages 6 to 14
Stantec’s value chain is illustrated in the materiality section of this report.
Upstream, the Suppliers and Partners node of our value chain includes entities that provide products, services, or guidance that enable development of Stantec’s services. This
includes leased buildings, vehicle fleet, and vendors (for purchases of IT hardware and software, telecommunications, furniture, office supplies, technical supplies, fertilizer, etc.).
We supplement our project-related workforce through subcontractors, subconsultants, and project partners. We also recognize the regulating frameworks that influence Stantec’s
operations and project delivery of via professional bodies and regulators that provide education and set codes, standards, and frameworks.
Stantec’s Operations node includes our employees (full-time, part-time), corporate programs that govern our organization, our project management approach and Stantec’s
brand positioning in the marketplace.
Downstream from our company, the Clients and Communities node includes the clients for which we design engineering, architectural, planning, and environmental solutions; the
specified materials in our designs (Stantec is a design firm, so our materials involvement only relates to specifications and design strategy; final procurement is handled by
construction contractors); and communities benefiting from and impacted by the projects we design. Additionally, we acknowledge our contributions to industry knowledge, ideas,
norms, and best practices.
A notable change to Stantec’s value chain in 2022 came with the December 2021 Cardno acquisition. Though the majority of Cardno’s work was professional services in nature,
they also had a native plant nursery that sells a physical product (seeds and plant plugs). With the nursery representing <1% of our global business, this added a nominal amount
of new environmental impacts to Stantec operations (fertilizers, irrigation water, compost, distribution).
2-7 Employees Numbers are presented in Appendix A. Stantec Data Workbook. SR: Where We Are
Appendix A: Workforce > Employee
Numbers and Demographics
2-8 Workers who are not employees While the majority of Stantec’s work is performed by our employees, Stantec also accesses the services of approximately 950 contracted labor (agency and independent SR: Where We Are
contractors) resources. Basic information is collected on these individuals and maintained in our HRIS but, because they are not Stantec employees and not guaranteed hours,
additional employment details are not collected. These workers provide a variety of services throughout the year based on our project workload and needs. Activities are both
technical and administrative as well as office- and field-based.
2-9 Governance structure and composition Stantec’s highest governance body is our Board of Directors. Board committees include the Sustainability and Safety Committee, the Corporate Governance and Compensation SR: Sustainability Governance and
Committee, and the Audit and Risk Committee. The committee responsible for decision-making on and overseeing the management of Stantec’s impacts on the economy, Corporate Governance
environment, and people is the Sustainability and Safety Committee. The composition of Stantec’s Board is covered in our annual MIC. MIC: Pages 34 to 44
AIF: Pages 12, 18, and 19
Stantec.com: About > Corporate
Governance
2-10 Nomination and selection of the highest Canadian legislation and Stantec’s leadership Diversity Policy guide the nomination and selection of our Board. MIC: Pages 13, 15 to 23, 30 to 33,
governance body Stantec.com: About > Corporate
Governance

2-11 Chair of the highest governance body in The chair of Stantec’s Board is Douglas Ammerman, an independent Board member. Though not an official Sustainability and Safety Committee member, Mr. Ammerman MIC: Pages 15, 20 and 41 to 42
overseeing the management of impacts attends every committee meeting to demonstrate his support. Stantec.com: About > Corporate
The chair of the Board Sustainability and Safety Committee is Don Lowry, an independent Board member. Governance
2-12 Role of the highest governance body in Stantec’s vice president of Corporate Sustainability and our Executive ESG Committee identify and manage ESG impacts and provide information to the Board. Through various SR: Sustainability Governance
overseeing the management of impacts means, the Board also receives direct input from stakeholder groups. Stakeholder consultation on ESG topics is delegated to the vice president of Corporate Sustainability, who AR: Page M-31
is a member of the Executive ESG Committee; works closely with our SDG Impact Leader, corporate functions, and business operating units; and reports to the chief project and
practice officer. Results and impacts (potential and actual) are informally shared with the Board Sustainability and Safety Committee by the chief project and practice officer (who MIC: Pages 31, 32, and 42 to 45
is also an Executive ESG Committee member) on an as-needed basis and formally shared on a quarterly basis. CDP: Question C1
2-13 Delegation of responsibility for managing Stantec’s Board delegates responsibility for managing ESG impacts to the Executive ESG Committee, which is coordinated by the vice president of Corporate Sustainability and SR: Sustainability Governance
impacts includes membership of more than half of Stantec’s C-Suite members (chief financial officer [chair], chief operations officer-Global; chief project and practice officer; chief people CDP: Question C1
and inclusion officer). Additional Committee members include the executive vice president of Environmental Services (new member); vice president of strategy (outgoing
member); vice presidents of risk management, practice services, and treasury; and regional leader of Continental Europe operations. Day-to-day sustainability responsibility sits
with the Corporate Sustainability team, led by the vice president of Corporate Sustainability. The Executive ESG Committee and the Corporate Sustainability team informally
interact with the Board on a regular basis and formally report to the Board on a quarterly basis.
2-14 Role of the highest governance body in This report is written by the Corporate Sustainability team. The Board Sustainability and Safety Committee, C-Suite, and Executive ESG Committee have reviewed and approved SR: About This Report and
sustainability reporting the information included in this Sustainability Report. Sustainability Governance
2-15 Conflicts of interest Identifying and managing conflicts of interest is covered during directors’ orientation and continuing education. We also implement guidelines on director overboarding. MIC: Pages 34, 40, 41, and 43
If conflicts of interest are identified, they are disclosed in Stantec’s MIC. AIF: Page 22
2-16 Communication of critical concerns No critical ESG concerns were reported to the Board in 2022. If there was a critical ESG concern, it would be immediately communicated by the Corporate Sustainability team to
the Executive ESG Committee and then elevated to the Board Sustainability and Safety Committee. Concerns would also be formally documented in quarterly reporting.
2-17 Collective knowledge of the highest Stantec’s Executive ESG Committee informs the Board Sustainability and Safety Committee about environmental and social topics. As reported in Stantec’s MIC, members of SR: Sustainability Governance and
governance body both committees have extensive ESG industry expertise. Of the full Board, 100% have governance experience and 88% are highly experienced in environmental and social Corporate Governance
topics with 11% having general experience. (Note: Percentages do not include Angeline Chen, who has not yet been voted onto the board at the time of this report release. MIC: Page 33
Ms. Chen is deemed highly experienced in environmental, social, and governance topics). The vice president of Corporate Sustainability is regularly invited to participate in
Board Sustainability and Safety Committee meetings to provide ESG insights to the group.
2-18 Evaluation of the performance of the highest The Executive ESG Committee provides direct input and analysis of Stantec’s ESG performance to the Board Sustainability and Safety Committee, including our performance
governance body compared to our peers and to previous years. There is no formal, independent evaluation of either governance body as it relates to their ESG performance.
2-19 Remuneration policies Remuneration is covered in Stantec’s MIC. MIC: Pages 48 to 50
2-20 Process to determine remuneration Remuneration is covered in Stantec’s MIC. MIC: Pages 50 to 69

2-21 Annual total compensation ratio Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Workforce > Annual Total
Compensation Ratio and Increase
2-22 Statement on sustainable development Stantec is committed to sustainable development, utilizes the UN Sustainable Development Goals (SDGs) framework to guide our strategy, and has a dedicated SDG impact SR: CEO Message and Board
strategy leader overseeing implementation of this strategy. Statements on the relevance and importance of ESG to Stantec’s future are included in the introduction letters from the chief Sustainability and Safety Committee
executive officer and the Board Sustainability and Safety Committee chair. As well, there is a section of this report dedicated to describing our commitment to and actions that Chair, SDGs
support the SDGs. AR: Pages 3, 9, M-3, M-14, and M-33
2-23 Policy commitments As a consulting firm recognized for building sustainable communities, Stantec has a brand position founded on protecting the environment and society. We are active SR: Policies are linked to throughout
participants in the UN Global Compact and expressly support the SDGs, the UN Decade on Ecosystem Restoration, and the Women’s Empowerment Principles. Stantec has the relevant sections of this report
several policies committing us to responsible business conduct including our Sustainability Policy, Environmental Policy, Code of Business Conduct, Diversity Policy, Health Stantec.com: About > Corporate
Safety, and Security Policy, Community Engagement Policy, Human Rights Policy, and a variety of workforce policies. All policies are approved by the C-Suite with some Governance > Policies
policies additionally approved by the Board (of the aforementioned policies, the Environmental Policy, Code of Business Conduct, Diversity Policy, Health Safety, and
Security Policy are Board approved). All policies are available to employees via Stantec’s internal website and externally pertinent policies are available to business partners
and other parties via stantec.com.
2-24 Embedding policy commitments Stantec extends the aforementioned policy commitments across different levels of the organization through regular communications and through a formal integrated
management system comprised of relevant ISO-certified management systems. We regularly conduct internal and external audits to evaluate business understanding and
performance. During our strategic planning process, as a part of our periodic materiality assessment refresh exercises, and following our enterprise risk management system, we
evaluate and actively work to mitigate potential environmental or social degradation resulting from our operations and project work. Commitments are then communicated to
relevant parties in the Suppliers and Partners node of our value chain via our Partner Code of Business Conduct.
2-25 Processes to remediate negative impacts Stantec asks our value chain members to speak up if they become aware of unlawful actions or unethical behaviors that violate Stantec policies or values. Issues can be SR: Ethics and Compliance
reported to our Risk Management team via [email protected]. Concerns of any nature can be confidentially and anonymously reported by employees or third parties using MA: Ethics and Compliance
our Company’s Integrity Hotline via www.stantec.ethicspoint.com or a variety of toll-free numbers (managed by an independent hosting company).
Each Integrity Hotline report is assigned to a Corporate Integrity, Human Resources, Financial or Legal representative, as appropriate, for investigation. If a report about a
violation of our policies has been substantiated, we take appropriate disciplinary action, corrective action, or both. The vice president of Corporate Integrity follows up to confirm
that reports have been properly addressed.
Integrity Hotline reports are aggregated every quarter and reported to our board of directors. Serious complaints are reported immediately to the chair of the board-level Audit
and Risk Committee.

2-26 Mechanisms for seeking advice and raising To seek advice for implementing Stantec policies and practices or to raise concerns about Stantec’s business conduct, employees are encouraged to speak with their line SR: Ethics and Compliance
concerns manager, Human Resources, or Risk Management. Members of our upstream (Suppliers and Partners) and downstream (Clients and Communities) value chain nodes should GRI: 2-25
contact our Risk Management team via [email protected] regarding any questions related to Stantec policies and practices. If concerns are not addressed or the individual
feels uncomfortable with the interaction, they can contact the Integrity Hotline as described above. MIC: Page 29
2-27 Compliance with laws and regulations As determined by Stantec’s Risk Management team, there are no material fines or sanctions to report for noncompliance with laws or regulations in environmental, social, and AR: Page M-31
economic areas (including accounting and tax fraud, corruption, bribery, competition, the provision of products and services, environmental compliance, and labor issues) during AIF: Page 22
the reporting period (January 1, 2022, through December 31, 2022). We determine whether information is deemed material based on whether we believe that a reasonable
investor’s decision to buy, sell, or hold securities in our Company would likely be influenced or changed if the information was omitted, obscured, or misstated.
2-28 Membership associations Stantec participates in hundreds of industry associations, membership associations, and national and international advocacy organizations.
Below are examples of some of the more significant memberships:
Aboriginal Environmental Leadership Circle Engineers Without Borders Social and Labor Convergence
American Institute of Architects Greenhouse Gas Protocol Task Force on Climate-related Financial
American Society of Heating Refrigeration and Air- GRI Reporting Standards Disclosures
Conditioning Engineers Institute for Sustainable Infrastructure, Envision UN Global Compact
American Water Works Association Institute of Environmental Management and Assessment UN Guiding Principles on Business and
Australian Water Association International Hydropower Association Human Rights
Board of Certified Safety Professionals International Organization for Standardization UN Women’s Empowerment Principles
British Standards Institution 9001, 14001, 20000, 27001, 45001 WasteMINZ
Building Owners and Managers Association International Water Association Water Design-Build Council
Canadian Green Building Council US Green Building Council Water New Zealand
Canadian Council for Aboriginal Business National Association for Environmental Management Water Research Foundation
Canadian Society for Civil Engineering Natural Capital Coalition Water UK
Catalyst (advancing women in the workplace) Sustainability Accounting Standards Board International WELL Building Institute
CDP (formerly Carbon Disclosure Project) Sustainable Apparel Coalition
Chartered Institution of Water and Environmental
Management Engineers Australia

2-29 Approach to stakeholder engagement Stantec engages with stakeholders to gain insight on ESG priorities, requirements, frameworks, and best practices to inform our sustainability focus and our overall business
strategy. The categories listed below include the wide net of stakeholder groups across our value chain that we interact with while doing business and delivering projects.
Upstream Stantec Operations Downstream
Investors Employees Clients
Meetings and calls with Investor Relations, Corporate Employee engagement surveys Regular meetings with account managers
Sustainability, and Finance teams Career development and performance reviews Meetings and calls with account and project managers and senior
Investor disclosure requests Health, safety, and security reviews and leaders
Earnings conference calls opportunity submissions Client satisfaction/relationship surveys
Annual General Meetings Employee resource groups Statements of qualifications and requests for proposals
Investor conference presentations Developing Professionals Group Debriefs and bidder conferences for proposed projects
Industry research and publications Inclusion and Diversity Councils Brown-bag get-togethers to share lessons learned and best
Informal discussions at industry and professional Integrity Hotline (third party) practices
association events Employee materiality survey Informal discussions at industry and professional association
Focus groups events
One-on-one meetings Joint participation on technical committees
Post-acquisition surveys Technical webinars
Subconsultants, Subcontractors, and Partners Comments on Company intranet stories Communities
Prequalification and outreach Yammer (internal social media) postings Locally driven engagement initiatives (varies by region and locale)
Joint project work Employee exit surveys Project public meetings
Meetings with project managers and senior leaders Interactions during project work
Suppliers Industry Thought Leadership

Contract negotiations Informal discussions at industry and professional association
Quarterly business reviews events
Meetings with Procurement team Joint participation with clients and communities on technical
committees
Regulating Frameworks
Participation and support for educational sessions (e.g., webinars)
Review of and comments on current and proposed
regulations
Specific to stakeholder input on Stantec’s sustainability program, our Executive ESG Committee identified the highest priority stakeholder groups by conducting a pairwise
evaluation—a process of comparing entities in pairs to judge which of each entity is given greater weight. The stakeholder groups rated highest in the pairwise evaluation and
given the most weight in shaping our sustainability programs include employees, clients, and investors. Regular ESG engagement with these primary stakeholder groups to
gauge opinions, concerns, opportunities, and priorities is accomplished through direct conversations (virtual and in-person), surveys, and focus groups.
From a client and project perspective, meaningful engagement with stakeholders is formalized through our Project Management Ecosystem and ISO 9001-certified quality
management system (part of our integrated management system). Stantec employs and partners with a diverse network of communication experts, social scientists, and
inclusion specialists to develop and implement targeted and tailored communication, outreach, and advocacy strategies. We approach stakeholder engagement in an integrated
manner to ensure that communication and policy strategies are closely coordinated with and support the technical elements of the project at hand.

2-30 Collective bargaining agreements Stantec does not engage in any practices that would impinge on freedom of association or the right to collective bargaining (see GRI 407-1). Fewer than 2.5% of Stantec’s GRI: 407-1
worldwide employees are eligible for collective bargaining. Labor agreements in the Netherlands, Belgium, and Italy cover all staff members in those countries. The terms of AIF: Page 12
agreements in Ontario, Canada (archaeology group) and California, United States (land surveying field work) apply only to the unionized employees.
GRI 3: Material Topics (2021 version)

3-1 Process to determine material topics Assessing materiality as part of our sustainability strategy guides our initiatives towards alignment with our business’ and stakeholders’ priorities. SR: Materiality
As described in the Sustainability Report, in 2022, Stantec completed a major refresh of our materiality assessment following the requirements of the updated GRI Reporting
Standards. Our process expanded the material topic boundaries previously considered to include our entire value chain and considered double materiality. This exercise
included perspectives from Stantec subject matter expertise (Corporate Sustainability team and client facing ESG advisors), Stantec management (Executive ESG Committee,
C-Suite, Board Sustainability and Safety Committee), and primary stakeholder groups (employees, clients, investors). The process evaluated and prioritized material topics with
the intent of deepening understanding of our impacts beyond our operations, maximizing our long-term value creation, and informing our upcoming strategic planning cycle.
Our materiality assessment process applied GRI Reporting Principles for defining report content.
To complete our 2022 materiality refresh, Stantec
1) Completed a comprehensive review to understand our purpose, services, business relationships, sustainability context, and stakeholder groups
2) Identified our actual and potential impacts (positive and negative) on the economy, environment, and people across our services and value chain
3) Assessed the significance of the impacts through desktop evaluation, stakeholder surveys, and workshops
4) Utilized a scoring mechanism to prioritize the most significant topics for reporting (under the categories of priority, managed, monitored topics)
This Index and the report narrative contain details on Stantec’s strategy for addressing these topics. Together, these topics complete the picture of Stantec’s ESG commitments
and facilitate evaluations from investor driven ESG rating systems.
In the following sections of this GRI Content Index, for each material topic, information is provided on why topics are material and the associated boundaries. Additionally, we
included the GRI topics determined not to be applicable in order to provide context on why they are not material.
3-2 List of material topics Stantec’s new list of prioritized material topics is included on the following two pages along with a reference to the associated GRI categories. Since our 2021 reporting, the list SR: Materiality
of operations material topics (the focus of our previous materiality assessments) has remained largely the same with some changes to the priority groupings. As 2022 is the first
year of assessment related to Stantec’s upstream (Suppliers and Partners) and downstream (Clients and Communities), all material topics for those value chain nodes are new.
3-3 Management of material topics Management approaches have been written to provide an overview of how Stantec manages the identified topics. These are noted in the “Additional Information” column of the SR: Materiality
associated GRI sections with the “MA:” reference. Management approaches are also available within the narrative of this report in the “Stantec Approach” call out box of each Stantec.com: About > Corporate
report section. A full list of management approaches is available at Stantec.com/sustainability. These management approaches provide information on associated policies, Sustainability > Management
commitments, goals, and targets. Approaches
In the subsequent sections of this GRI Content Index, each GRI topic references the associated value chain node (Suppliers and Partners, Operations, Clients and
Communities) and associated priority grouping (Priority, Managed, Monitored).
Note: Because Stantec’s 2022 materiality refresh was completed near the end of the year, efforts to expand our management approaches to address the needs of the new value
chain nodes (Suppliers and Partners, Clients and Communities) are still a work in progress.

Material Topics Suppliers and Partners Stantec Clients and Communities
Environmental Stantec supplier programs that encourage Stantec programs to evaluate, manage, and minimize the Stantec’s ability to impact client decisions that maximize the positive
environmentally responsible procurement practices environmental impacts of our operations and minimize the negative environmental impacts of our project work
Biodiversity Protection Covered as part of procurement Monitored: Protection, conservation and management of marine Managed: Project considerations that promote protection, conservation, and
(GRI 304) and land ecosystems connected to our leased office space sustainable use of marine and land resources
Clean Energy Use Covered as part of procurement Priority: Energy efficient Stantec leased assets (offices, fleet) Priority: Energy efficiency and clean energy use in our project designs and a
(GRI 302) and Stantec’s clean energy use in our leased office spaces focus on design of renewable energy generation projects
(self-generation, tariffs, energy attribute certificates)
Emissions Management Covered as part of procurement Priority: Emissions management to combat climate change and Priority: Project considerations to lower the emissions of the projects we
(GRI 305) its impacts (including Stantec’s net zero commitment) design (buildings, infrastructure, nature-based solutions)
Environmental Management Covered as part of procurement Managed: Environmental management and compliance of Monitored: Project outcomes that meet environmental compliance
Stantec operations and approach to projects requirements and promote good environmental management principles
Materials Specifications Covered as part of procurement Monitored: Specifying sustainable products for Stantec Managed: Specifying sustainable project materials and proactive
(GRI 301) purchases (office supplies, computers, furniture) considerations of circular economy opportunities in our project designs
Waste Management Covered as part of procurement Managed: In our leased office space, Stantec’s approach to Managed: Proactive consideration of sustainable sanitation, waste
(GRI 306) recycling and composting, efforts to lower our waste generation, management, and circular economy opportunities in our project solutions
and application of circular economy principles
Water Use Not applicable Monitored: Water efficiency and conservation in Stantec offices Priority: Project considerations that promote water access, efficiency, and
(GRI 303) and native plant nursery conservation
Social Stantec supplier programs that promote small and Stantec programs to build an inspiring, inclusive, safe Stantec’s ability to impact client decisions that maximize the positive
diverse businesses and prioritize businesses that workplace and culture at Stantec and positively support the and minimize the negative impact on social groups directly or indirectly
support their employees, local communities, and communities where we live and work affiliated with Stantec’s project work
human rights
Community Engagement Covered as part of inclusion, diversity, and equity Managed: Stantec’s philanthropic and economic impact on local Managed: Encouragement of community engagement by or on behalf of our
(GRI 413) communities (donations, volunteering, significant employer in client projects and proactive assessments to minimize social/climate justice
local communities) impacts
Health, Safety, and Security Covered as part of procurement Priority: Health, safety, and security of Stantec employees and Priority: Health, safety, and security in the use of our designed products
(GRI 403, 410, 416) project teams in the office and in the field
Inclusion, Diversity, and Equity Managed: Supplier diversity programs, includes a focus Priority: Diversity, equal opportunity, and non-discrimination Priority: Inclusion, diversity, and equity in Stantec project management
(GRI 405, 406) on women, minority-owned (including Indigenous), and practices for Stantec employees practices such as promoting diverse project teams and proactively assessing
small businesses projects for potential community impacts

Material Topics Suppliers and Partners Stantec Clients and Communities
Indigenous Relations Covered as part of inclusion, diversity, and equity Managed: Actions that acknowledge Indigenous rights and Managed: Work with Indigenous People as it relates to all projects and in all
(GRI 411) culture for Stantec employees and in Stantec corporate geographies where Indigenous People are present
programs
Innovation Not applicable Priority: Stantec’s investment in innovation, research, and Not applicable
development
Workforce Management Covered under procurement Priority: Talent attraction and retention for Stantec employees Not applicable
(GRI 401, 402, 404, 407)
Governance Stantec supplier management approaches that Stantec programs to ethically manage our business Stantec’s ability to promote project-level responsible behavior with our
promote responsible behavior clients
Cybersecurity and Privacy Covered as part of procurement Priority: Cybersecurity and privacy of Stantec employee data Priority: Cybersecurity and privacy protection of client information
(GRI 418) plus Stantec ISO-certified integrated management system
Ethics and Compliance Covered as part of procurement Priority: Ethical business behavior including anti-corruption, anti- Priority: Proactively working with clients to address ethics on our projects,
(GRI 205, 206, 415) competitive behaviors, political contributions speaking up when we see potential issues
Human Rights Covered as part of procurement Managed: Protecting the human rights of our employees and Managed: Watching out for and speaking up if there are potential human
(GRI 408, 409) operational touch, includes security practices rights violations by our clients or individuals connected to our project work
Procurement Managed: ESG assessments for Stantec vendors, Managed: Stantec systems and tools to enable sustainable Not applicable
(GRI 204, 308, 414) subcontractors, and subconsultants supply chain practices (as covered under the upstream value
chain node)
Risk Management - Climate Not applicable Managed: Operational risk to Stantec caused by climate Priority: Management of climate-related risks to project solutions, including
change, includes employee safety and business continuity in proactively identifying, advocating for, and addressing climate change
the face of extreme weather impacts in our project work
Risk Management - Overall Not applicable Managed: Enterprise risks to Stantec caused by operations and Not applicable
project management (excludes climate-related risks)
Economic
Financial Health (GRI 201, 207) Not applicable Priority: Stantec’s financial health Not applicable

GRI Standards and Disclosures Stantec Material Topic Name (Value Chain Nodes—Node: Materiality Grouping), Direct Answers, Reasons for Omission (if applicable) Additional Information
GRI 201: Economic Performance (2016 version)
Topic management disclosures Financial Performance (Value Chain Nodes—Operations: Priority Topic) AR: Full Document
Like any business, positive economic performance is a vital element of our success and of high interest to stakeholders. We measure our economic performance through
sustainable profitability. Stantec has supported a formal Sustainability Program since 2006 and has remained profitable every year since our founding in 1954. Our economic
performance is covered in depth in our Annual Report.
201-1 Direct economic value generated Covered in Stantec’s Annual Report. AR: Full Document
201-2 Financial implications and other risks and Because we are a professional services company operating in leased space and provide flexible work options that enable employees to work from home (under our flexible SR: Risk Management
opportunities due to climate change workplace strategy), the climate-related risks to our physical operations are minimal. AR: Pages M-1 to M-3, M-9, M-12,
For Stantec, climate action is primarily a business opportunity. As sustainability subject matter experts, we help clients prepare for, mitigate, and respond to a changing climate. M-14, M-31, and M-33 to M-34
We have a Climate Solutions Leadership team dedicated to embedding climate action into our consulting and business development. CDP: Question C2
Regarding climate-related opportunities, financial projections and associated assumptions are disclosed in our CDP question C2.
Regarding climate-related risks, Stantec is still developing our calculation approach and has not yet disclosed related financials.
201-3 Defined benefit plan obligations and other Covered in Stantec’s Annual Report. AR: Pages M-20 to M-21, M-39, F-6,
retirement plans F-8, F-19, F-37 to F-40, F-52, and
F-55
201-4 Financial assistance received from Stantec did not receive governmental financial assistance in 2022.
government
GRI 202: Market Presence (2016 version)

Topic disclosures Not material (for an explanation of why, see 202-1, 202-2)
202-1 Ratios of standard entry level wage by As a highly technical professional services firm, Stantec does not have a significant number of employees subject to minimum wage rules. For countries of significant operations,
gender compared to local minimum wage the average hourly rate of our lowest wage group is consistently higher than the minimum wage in that country.
202-2 Proportion of senior management hired from Stantec hires local expertise, when possible, but we do not track the percentage of senior management hired from the local community.
the local community
GRI 203: Indirect Economic Impacts (2016 version)

Topic management disclosures Not material (for an explanation of why, see 203-1, 203-2)
203-1 Infrastructure investments and services As a professional services company, Stantec does not make infrastructure investments, unless it is on behalf of our clients.
203-2 Significant indirect economic impacts Stantec provides philanthropy through our charitable investment activities and volunteer work. In 2022, Stantec donated more than $5.3 million to organizations around the globe SR: Community Engagement
and supported more than 3,500 partner organizations. In our ninth annual Company-sponsored volunteer event, Stantec in the Community Week, more than 4,000 employees
volunteered to support more than 300 organizations.
With team members around the world supporting projects under Stantec’s flexible workplace strategy, Stantec’s economic impact is distributed. We are a major employer in some
local geographies (hiring graduates and apprentices; training, developing, and mentoring our people; giving our people great work opportunities). Beyond the revenue, payroll,
and benefit figures reported in the Annual Report, we do not track this dispersed economic impact.

GRI 204: Procurement Practices (2016 version)
Topic management disclosure Procurement (Value Chain Nodes—Suppliers and Partners: Managed Topic, Operations: Managed Topic) SR: Procurement
Stantec procurement spending supports office, laboratory, and field activities. As a professional services organization, we specify and design to, but do not directly procure the MA: Procurement
materials used in construction of our designed projects.
Stantec.com: About > Governance >
Because Stantec is a professional services firm, our operational supply chain includes centrally procured vendors. When possible, we centralize vendors to control costs and Partner Code of Business Conduct
improve ESG performance. To positively influence the environmental and social impacts of our vendors, our Procurement team uses standard sustainability language in our
request for proposals and contracts.
Stantec also works with project subcontractors and subconsultants. We have various subcontractor management programs that screen for ESG topics such as health and safety,
ethics and compliance, and environmental violations.
At a corporate level, Stantec does not yet have a supply chain ESG assessment program. We expect subcontractors to be ethical and follow our Partner Code of Business
Conduct, available on our website. High-risk subcontractors must acknowledge, in writing, that they will follow this code.
204-1 Proportion of spending on local suppliers Stantec has recently purchased a procurement management tool to help us track details related to our supply chain. Though we do not yet track the portion of our spending on SR: Procurement
local suppliers, project subcontractors are often local businesses. Additionally, we have various teams focused on expanding the diversity of our supply chain. Small, minority-
owned, and veteran-owned businesses tend to be local.
GRI 205: Anti-Corruption and 206: Anti-Competitive Behaviors (2016 version)

Topic management disclosures Ethics and Compliance (Value Chain Nodes—Operations: Priority Topic, Clients and Communities: Priority Topic) SR: Ethics and Compliance
Doing business in an ethical manner is a key component of Stantec’s company value “we do what is right.” Problems with corruption and anti-competitive behaviors can have GRI: 2-25
long-lasting legal and reputational repercussions on our ability to do work. We have policies and practices in place to help ensure employees, partners, subcontractors, and MA: Ethics and Compliance
vendors around the world understand and uphold our high expectations for responsible and ethical behavior. If someone sees a problem, we expect them to speak up.
Stantec evaluates the effectiveness of our approach to ensure ethical conduct (including the avoidance of any corruption-related or anti-competitive incidents) through the
number and nature of issues reported to our third-party Integrity Hotline (www.stantec.ethicspoint.com) and by the number of legal actions taken against the company.
205-1 Operations assessed for risks related to Stantec continually assesses our global operations relating to corruption. Stringent control measures are in place to identify and mitigate the highest risks.
corruption The total number and percentage of operations assessed for corruption-related risks is deemed confidential and therefore omitted.
205-2 Communication and training about anti- Yearly, Board members and employees must take Stantec’s bespoke, mandatory Ethics and Compliance training, which includes details about anti-corruption and anti- SR: Ethics and Compliance
corruption policies and procedures competitive behaviors. Business partners that we have determined to be at higher risk for corruption-related incidents must participate in due-diligence checks and sign our
Partner Code of Business Conduct.
The specifics related to due diligence checks have been omitted because they are deemed confidential.
205-3 Confirmed incidents of corruption and
None.
actions taken
206-1 Legal actions for anti-competitive behavior, None.
anti-trust, and monopoly practices

GRI 207: Tax (2019 version)
Topic management disclosures Covered under Financial Health, see GRI 201.
207-1 Approach to tax Stantec places primary importance on paying the correct amount of tax under all relevant laws and regulations and to fully comply with its regulatory obligations. In line with our
core business value “we do what is right,” Stantec maintains a conservative approach to tax; we do not undertake aggressive tax planning strategies, and we strive to act in a
manner that upholds our reputation as a responsible corporate citizen and to operate with integrity and transparency. The executive vice president and chief financial officer has
oversight of the tax strategy.
207-2 Tax governance, control, and risk Day to day management of global tax affairs and strategies resides with the global tax teams located in Canada, United States, United Kingdom, and Australia which are
management overseen by the global vice president of tax (in Canada). The global tax team provides tax oversight for each country Stantec operates in and is responsible for tax compliance,
tax planning, project bid reviews, and managing relationships with tax authorities. The global tax team therefore aims to be involved in all stages of material and tax sensitive
transactions from scoping through to post implementation reviews. Concerns of any nature can be confidentially and anonymously reported by employees or third parties using
our Company’s Integrity Hotline via www.stantec.ethicspoint.com or a variety of toll-free numbers (managed by an independent hosting company).
207-3 Stakeholder engagement and management Stantec maintains an open, honest, and timely dialogue with tax authorities. Where relevant, Stantec will conduct meetings with tax authorities to communicate developments in
of concerns relate to tax Stantec’s business and to address tax risks. Stantec acknowledges and understands the responsibility and obligation that it has as a large group of companies to work alongside
tax authorities and other regulatory bodies to ensure that our tax affairs are correct, appropriate, and transparent. Stantec deems our tax policy to be confidential and thus does
not make this publicly available.
207-4 Country-by-country reporting Stantec files annual country-by-country reporting with the required government agencies. Please refer to the 2022 Annual Report for our overall tax disclosures (see AR page Appendix A: Cover Page
references under Additional Information). For a full list of Stantec’s countries of operation, please see the cover page of Appendix A. Stantec Data Workbook. Detailed country AR: M-5, M-7, M-10, M-16, M-18,
by country taxes are not disclosed as they are deemed confidential. M-20, M-21, M-38, M-43, F-6 to F-7,
F-19 to F-20, F-49 to F-51, F-53
GRI 301: Materials (2016 version)

Topic management disclosures Materials Specifications (Value Chain Nodes—Operations: Monitored Topic, Clients and Communities: Managed Topic) SR: SDGs and Resource
Stantec is a professional services firm, so, our “products” are intellectual property. To perform our work, we purchase products such as office supplies, furniture, and computers. Conservation
We have programs in place to purchase environmentally and socially responsible products whenever possible. While electronic delivery of our proposals, reports, and drawings is MA: Resource Conservation
our standard, we do sometimes have to print. Therefore, we track paper use, reduce overall paper use, and purchase environmentally friendly paper.
Due to the Cardno acquisition in late 2021, Stantec now owns a native plant nursery in the midwestern United States that sells seeds and plants, key elements of ecosystem
restoration. This introduced a new type of operational materials purchase for items such as fertilizer, packaging (seed packets, planting pots), and plant waste materials. When
sourcing materials, we focus on supporting organic and compostable products.
For our clients, through our design decisions and specifications we directly influence the materials required to realize our projects but are not directly responsible for the final
procurement of materials or the physical construction of the designed systems, buildings, or infrastructure. While Stantec does not yet have a company-wide materials
management program, we have numerous subject matter groups who take actions within their scope to specify healthy and low-carbon materials. For example, in North America,
our Buildings business unit progressed our involvement with the Structural Engineers 2050 (SE2050) Challenge, a program aimed at reducing the embodied carbon of structural
systems, by committing to annually disclose embodied carbon analyses of our structural designs (starting 2023), and continued our support for the AIA Materials Pledge, a
program to promote the use of materials that support human, climate, ecosystem, and social health by using a Stantec-developed BIM schedule enabling the specification of
interior materials with third-party validation of their environmental and/or health-related impacts
301-1 Materials used by weight or volume Stantec does not track material use in our operations, nor what is specified for use in client projects.

301-2 Recycled input materials used Stantec does not calculate the percentage of recycled inputs used because Stantec is a professional services company that typically does not produce a sold product requiring
input materials (the only physical products we sell are the seeds and plants from our native plant nursery which focuses on sourcing organic and compostable products). In our
operations, we put a focus on virtual document management but do sometimes use office paper during our design process. Stantec has a centralized print management system
in our primary geographies that mandates the use of recycled paper. Additionally, our global ISO 14001-certified environmental management system requires the use of recycled
paper. While we do collect paper purchase details for use in the calculation of our scope 3, Purchased Goods and Services, we do not collect the detail necessary to calculate the
percentage of recycled inputs used related to paper use. As the volume of our paper use is nominal, we do not deem it material enough to put tracking mechanisms in place.
For our projects, on a case-by-case basis, we do track materials specified with recycled content where required by a third-party certification, such as the USGBC LEED suite of
certifications, or the ISI Envision certification. Project related tracking is done in conjunction with the client approved scope of services and based on the needs of the individual
projects. In these instances, we work closely with the general contractor who is responsible for the final tracking and material volume/cost calculations through the construction
administration phase, based on the project specifications created during the design phases. This information is not available for central reporting.
301-3 Reclaimed products and their packaging Stantec does not produce a sold product (except for the seeds and plants from the native plant nursery, which focuses on sourcing organic and compostable products).
GRI 302: Energy (2016 version)

Topic management disclosures Clean Energy Use (Value Chain Nodes—Operations: Priority Topic, Clients and Communities: Priority Topic) SR: SDGs and Resource
We track energy use for Stantec operations. Within our operations, office energy use and fuel consumption associated with business travel contribute a large portion of our direct Conservation
environmental impact and carbon footprint. We manage, monitor, and improve energy performance with a formal ISO 14001-certified environmental management system (part of MA: Resource Conservation
our integrated management system). We measure our success through continued reductions in per-employee energy use. Stantec.com: Expertise > Energy
For our clients, a significant portion of our design services support energy efficiency and renewable energy projects. Stantec works with clients to achieve energy efficiency in the
projects we design, carry out commissioning of new construction, retro-commissioning of existing facilities, and create energy monitoring or management plans for long-term
emissions management. Stantec does not centrally track project energy use.
302-1 Energy consumption within the organization Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Emissions and
Information on the standards, methodologies and conversion factors that were utilized for the calculations can be found in our management approach and CDP disclosure Energy > Organization’s Energy
Question C8. Consumption
MA: Emissions Management
CDP: Question C8
302-2 Energy consumption outside While we have a direct and indirect influence on clients to encourage reductions in their energy use, we do not track downstream energy consumption on a long-term basis. SR: SDGs
the organization
302-3 Energy intensity Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Emissions and
Energy > Energy Intensity
302-4 Reduction of energy consumption Numbers are presented in Appendix A. Stantec Data Workbook. SR: Emissions Management and
CDP: Question C8
302-5 Reductions in energy requirements of Stantec works with clients to achieve energy efficiency in the projects we design, carry out commissioning of new construction, retro-commissioning of existing facilities, and SR: What We Do
products and services create energy monitoring and management plans for long-term emissions management. Although we do not track downstream energy consumption, we do have a direct and
indirect influence on clients to encourage reductions in their energy use.

GRI 303: Water and Effluents (2016 version)
Topic management disclosures Water Use (Value Chain Nodes—Operations: Monitored Topic, Clients and Communities: Priority Topic) SR: SDGs and Resource
Stantec is a professional services firm working primarily in leased office space, so, operationally, we have very little influence and control over the quantity of our water use. Conservation
Even so, we work hard to conserve water. MA: Resource Conservation
For our clients, Stantec is a world leader in water and effluent management services, and we positively influence water withdrawal, recycling, consumption, and reuse practices. Stantec.com: Expertise > Water
Stantec has a Water business operating unit (representing 20% of our revenue) focused on managing, treating, distributing, and conserving water. Our Environmental Services
business operating unit (representing 20% of our revenue) also regularly address water use, pollution, and clean up in their project work, and our Buildings business operating
unit (representing 18% of our revenue) consults on water-efficient appliances, HVAC systems and industrial processes.
303-1 Interactions with water as a shared resource As an operation in leased office space, Stantec water use is primarily kitchen and bathroom use. At an office level, we have neither influence nor control over water resource
management.
For our clients, we regularly work with stakeholder groups to manage water as a shared resource.
303-2 Management of water discharge-related As an operation in leased office space, Stantec has neither influence nor control over water discharge.
impacts For our clients, we regularly design systems to minimize the negative and maximize the positive impacts of water discharge. Effluent discharge standards are set on a case-by-
case bases depending on the needs of the individual project.
303-3 Water withdrawal As an operation in leased office space, Stantec does not withdraw water.
Our native plant nursery withdraws groundwater for irrigation needs.
We do often support clients with their water withdrawal needs, but do not centrally track this data.
303-4 Water discharge As an operation in leased office space, Stantec has neither influence nor control over water discharge.
Our native plant nursery uses water for irrigation needs.
We do often support clients with their water discharge requirements but do not centrally track this data.
303-5 Water consumption As an operation in leased office space, Stantec’s water consumption is primarily related to kitchen and bathroom use. Because we are co-located with other tenants and share
these water sources, we are unable to track office water usage.
Stantec tracks water usage associated with our native plant nursery. Numbers are presented in Appendix A. Stantec Data Workbook.
We do often support clients with access to water, but do not centrally track this data.

GRI 304: Biodiversity (2016 version)
Topic management disclosures Biodiversity Protection (Value Chain Nodes—Operations: Monitored Topic, Clients and Communities: Managed Topic) SR: SDGs and Environmental
Stantec is a professional services firm working primarily in leased office space, so our physical operations have a low impact on biodiversity. Our ability to protect and restore Protection
biodiversity comes through the consulting we provide for clients in areas such as environmental services, community development, and landscape architecture. MA: Environmental Protection
Stantec recognizes the importance of biodiversity protection and the need for immediate action, so we named ecosystem restoration one of our strategic growth initiatives. We Stantec.com: Expertise >
have a large team of more than 700 ecosystem restoration experts, including ecologists, restoration specialists, and technicians. Stantec leadership in protecting biodiversity has Ecosystem Restoration, Expertise
been recognized by being the first design and engineering firm to be named an actor partner in the UN Decade on Ecosystem Restoration. Environment > Markets > Coastal &
Additionally, Stantec has developed digital tools to support biodiversity, ranging from developing a carbon calculator to efficiently and cost-effectively calculate the carbon capture Marine, Expertise > Community
potential across multiple habitats and eco-types to developing tools that mitigate the impacts of development on bird habitats (onLOOKer). Development > Services > Nature
Based Solutions, and Expertise >
Buildings > Services > Landscape
Architecture
304-1 Operational sites owned, leased, managed Stantec leased office space is primarily located in urban areas where the impact on biodiversity has already happened and cannot be directly influenced.
in, or adjacent to protected areas and areas
of high biodiversity value
304-2 Significant impacts of activities, products, As noted in 304-2, Stantec is a professional services company that occupies leased office space and does not have a significant operational impact on biodiversity. Stantec.com: Expertise > Digital
and services on biodiversity For our clients, our projects can have both a positive and negative impact on biodiversity. At any point in time Stantec has approximately 45,000 active projects, each with a (Stantec.io) > onLOOKer
unique scope of services and project approach. We have not yet identified a method to centrally track the impact of our overall project work on biodiversity.
304-3 Habitats protected or restored For our clients, Stantec has restored more than 40,000 acres (16,187 hectares) in North America and more than 1,000 miles (1,609 kilometers) of rivers and streams around the
world.
304-4 IUCN Red List species and national Not applicable.

conservation list species with habitats in
areas affected by operations
GRI 305: Emissions (2016 version)
Topic management disclosures Emissions Management (Value Chain Nodes—Operations: Priority Topic, Clients and Communities: Priority Topic) SR: SDGs and Emissions
Since 2010, Stantec has tracked and reported greenhouse gas emissions. We follow the GHG Protocol and report absolute and per employee emissions as metric tons of carbon Management
dioxide equivalent. We have a purposeful emissions reduction strategy and measure our success through progress against our approved 1.5°C near-term science-based target MA: Emissions Management
(SBT). We consistently optimize our real estate footprint, work with our landlords to promote energy efficiency, engage our employees to minimize electricity use and business Stantec.com: Expertise > Climate
travel, and progressively make our fleet more fuel efficient. Solutions
For our clients, a significant portion of our design services support emissions management and energy efficiency. Stantec works with our clients to achieve energy efficiency in
the projects we design, carry out commissioning of new construction, retro-commission existing facilities, and create energy monitoring/management plans for long-term
emissions management. Stantec does not yet centrally track emissions from the long-term use of our projects but are looking at opportunities to do so in the future.

305-1 GHG emissions: direct (scope 1), energy Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Emissions and
305-2 indirect (scope 2), and other indirect Information on the standards, methodologies and conversion factors that were utilized for the calculations can be found in our management approach and CDP disclosure. Energy > GHG Emissions
305-3 (scope 3) Stantec emissions have been independently verified by Apex Companies in accordance with ISO 14064-3 Second Edition 2019-04 Greenhouse Gases–Part 3: Specification with MA: Emissions Management
guidance for the verification and validation of greenhouse gas statements. CDP: Questions C5, C6, and C7
305-4 GHG emissions intensity Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Emissions and
Energy > GHG Emissions Intensity
305-5 Reduction of GHG emissions Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Emissions and
Energy > Reduction of GHG
Emissions
305-6 Emissions of ozone-depleting substances Because Stantec operates in leased offices, we do not have control over the central HVAC system in the base buildings and do not track the ozone-depleting substances in the
tenant-interior HVAC systems we design for our offices. Only greenhouse gases (GHGs) are measured.
305-7 Nitrogen oxides, sulfur oxides, and other Ozone-depleting substances (ODS), nitrogen oxides (NOx), sulfur oxides (SOx), hazardous air pollutants, and particulate matter are not applicable and are therefore omitted.
significant air emissions
GRI 306: Waste (2020 version)
Topic management disclosures Waste Management, Circular Economy (Value Chain Nodes—Operations: Managed Topic, Clients and Communities: Managed Topic) SR: SDGs and Resource
As a professional services firm working primarily in leased office space, Stantec operations produce a nominal amount of office and kitchen waste. Within our offices, we have a Conservation
few in-house laboratories that responsibly dispose of waste materials and follow comprehensive spill prevention processes. MA: Resource Conservation
Our native plant nursery produces organic waste that produces usable compost, some collected by the local waste management company. Stantec.com: Expertise > Water >
Through the services we provide, we actively work to minimize the waste produced by our clients and support waste management projects. Markets > Solid Waste Management
306-1 Waste generation and significant waste- For our leased office space, Stantec does not have significant waste-related impacts, though we do take measures to minimize our office waste production.
related impacts For our clients, we provide waste-related consulting services for whole life cycle impacts of materials, circular economy opportunities and design-for-disassembly. During
construction of the projects we have designed, Stantec is not directly responsible for construction waste management, long-term operational waste management or end-of-life
materials waste management in the systems, buildings, or infrastructure.
306-2 Management of significant waste-related For our leased office space, Stantec does not have significant waste-related impacts, though we do have recycling programs and composting programs in place wherever
impacts available in the local municipality.
For our clients, we provide consulting services for circular economy opportunities and end-of-life waste management such as take-back programs. However, we are not directly
responsible for long-term operational waste management over the life cycle of the systems, buildings, or infrastructure we design.
306-3 Waste generated Numbers are presented in Appendix A. Stantec Data Workbook.
For our offices, we have extrapolated office waste using a per person industry estimation figure. Native plant nursery waste to disposal is tracked through activity data.
Additionally, there is some organic nursery waste composted onsite, but composting volumes are not tracked.
For the reasons noted in 306-1, 306-2, and 306-4, we do not track waste related to the projects we design.

306-4 Waste diverted from disposal Stantec’s ISO 14001-certified environmental management system (part of our integrated management system) requires that offices recycle all that is available through municipal
recycling programs. Many offices also have composting programs in place. We are unable to track the quantity of office waste recycled because recycling options very
significantly by office location, recycling contracts are managed by our landlords and are paid for as part of our lease costs, and recycled materials are co-mingled with that of
other tenants.
Stantec’s native plant nursery generates organic waste composted on site, but volumes are not tracked.
For our clients, at any point in time Stantec has approximately 45,000 active projects, each with a unique scope of services and project approach. We have not yet identified a
method to centrally track waste related to our project work. There are times, on a case-by-case bases and on a client’s behalf, that we track construction material diversion where
required by a third- party certification, such as the USGBC LEED suite of certifications, or the ISI Envision certification. In these instances, based on the project specifications
designed by Stantec, we work closely with the general contractor who is responsible for the final tracking and material volume/cost calculations through the construction
administration phase.
306-5 Waste directed to disposal Numbers are presented in Appendix A. Stantec Data Workbook.
For our operations and labs, we have extrapolated office waste directed to disposal using a per person industry estimation figure. Native plant nursery waste to disposal are
tracked through activity data.
For the reasons noted in 306-1 and 306-2, we do not track waste related to our project work.
GRI 308: Supplier Environmental Assessments (2016 version)
Topic management disclosures Covered under Procurement; see GRI 204.
308-1 New suppliers that were screened using In our Partner Code of Business Conduct, we state our environmental performance expectations, but Stantec does not yet assess our suppliers on environmental criteria. We
environmental criteria have recently purchased a procurement management tool to help us track details related to our supply chain and anticipate being able to provide this data in future years.
308-2 Negative environmental impacts in the None yet identified.
supply chain and actions taken
GRI 401: Employment (2016 version)
Topic management disclosures Workforce Management (Value Chain Node—Operations: Priority Topic) SR: Workforce Management
Stantec provides a significant social contribution by giving our people great work opportunities, opening the door for graduates and apprentices, and providing our people with MA: Workforce Management
development and growth through training programs, coaching, and mentorships. Our success is measured through our ability to recruit high-quality candidates to meet hiring
needs, by keeping our voluntary employee turnover low, and by monitoring employee engagement scores, internal feedback, and external ratings. The external recognition we
have received over the years further validates the strength of our people-centered approaches.
401-1 New employee hires and turnover Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Workforce > New Hires
and Turnover
401-2 Benefits provided to full-time employees that Benefits described in our workforce management approach disclosure are for full-time employees in our significant locations of operation. These benefits are not provided to MA: Workforce Management
are not provided to temporary or part-time temporary or part-time employees.
employees
401-3 Parental leave Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Workforce > Parental
Stantec provides parental leave in accordance with the local laws and regulations of the countries we operate in. In 2022, we expanded our United States family leave benefits to Leave
provide benefits-eligible employees paid time off to run concurrent with the Family and Medical Leave Act.

GRI 402: Labor/Management Relations (2016 version)
Topic management disclosures Covered under Workforce Management, see GRI 401.
402-1 Minimum notice periods regarding No policies specify the amount of time required to provide notice before a significant operational change; however, our practice is to provide ample notice. Our change
operational changes management processes minimize employee impact of operational changes
GRI 403: Occupational Health and Safety (2018 version)
Topic management disclosure Health, Safety, and Security (Value Chain Nodes—Operations: Priority Topic, Clients and Communities: Priority Topic) SR: Health, Safety, and Security
Nothing is more important than the health, safety, security, and well-being of the employees, contractors, clients, visitors, and communities the Company serves. MA: Health, Safety, and Security
Healthy, safe, and productive employees are vital to our sustained success. All programs and records discussed in this report apply to Stantec employees worldwide. Stantec.com: Expertise >
Subcontractors are assessed for their health and safety programs through our Subcontractor Management System, which includes safety statistics, insurance, compensation Environment > Services >
coverage, program verification, and more. Subcontractors are expected to manage and communicate any incidents and share any lessons learned through investigation and Environmental, Health, and Safety
reporting but are not included in Stantec Appendix A. Data Workbook. Our strong health and safety performance provides evidence of the effectiveness of our SaferTogetherTM Compliance
culture and integrated management system, with documented lessons learned and findings from audits and inspections informing ongoing improvements.
For the services we provide clients, we make extensive efforts to design projects that are safe for the end user. During field work, we protect the health and safety of our
employees, subcontractors, and subconsultants when they are on site and the communities that have physical access to the site. Before starting any field work, we prepare a
Risk Management Strategy to address potential health and safety impacts. We document and monitor these impacts throughout the life span of the project. Compliance is audited
via a rigorous internal and external audit process.
403-1 Occupational health and safety management Stantec is committed to providing a safe work environment and has a formal health, safety, and security program in place. We manage, monitor, and improve our health and SR: Health, Safety, and Security and
system safety performance with a formal ISO 45001-certified management system (part of our integrated management system). This management system covers all employees globally Integrated Management System
and is regularly audited by internal and external resources (as a part of our certification process). Stantec complies with OSHA due to work in the United States and voluntarily
follows OSHA standards throughout our global operation.
403-2 Hazard identification, risk assessment, and Stantec’s Hazard Recognition, Assessment, and Control (HRAC) process helps employees identify hazards, assess risk, and then take appropriate action by implementing
incident investigation controls aimed at preventing incidents. The HRAC process develops a list of hazards for activities or projects, and then guides application of appropriate controls to reduce the
risk associated with each identified hazard to an acceptable level. All employees receive training in using the HRAC process, modified for their job tasks and exposure to hazards.
The HRAC process must be conducted and or repeated when a new work process is introduced, when a work process or operation changes, at reasonable intervals to reduce
the possibility of substandard acts or conditions being developed, before initiation of a new work site, and when employees will be working alone or are the sole Stantec
representative at a project site.
Tools (electronic or form-based) are made available to facilitate the process and activities involve the following steps: 1) hazard recognition, 2) hazard assessment, 3) selection of
controls, and 4) on-site HRAC monitoring.
Before beginning or restarting work, supervisors and employees conduct last-minute risk assessments as a deliberate stop in the process to check for potential hazards and to
determine whether appropriate controls are in place—stop and think, look around, assess risk, control risk, and begin or resume work. Each employee is responsible and
authorized to stop work immediately if they become aware of an unsafe act or condition that could place anyone in danger, or if they are not confident in the work plan. This is
referred to as the Stop Work Authority and is directly endorsed by the chief executive officer.
Incidents, hazards, and near misses are required to be reported. HSSE reports are submitted to a central database by people directly involved in the incident. For serious
incidents and high potential incidents, a team of health, safety, security, and environment (HSSE) experts is established to investigate, issue a lessons-learned document, and
recommend corrective action.

403-3 Occupational health services Occupational health services are provided by a variety of HSSE and operations processes and practices. Workplace inspections, both field and office, occur on a regular basis
sourced in legislative requirements and in best practices. HSSE representatives provide information and guidance on health, safety, and hygiene topics, as well as perform
ergonomic assessments to optimize workstation performance and comfort. Facilities and projects document responsibilities around first aid and emergency response planning.
Some services around wellness and employee and family assistance are provided in conjunction with Stantec’s Human Resources structures and programs.
403-4 Worker participation, consultation, and Stantec’s senior vice president of HSSE has a reporting hierarchy that includes a HSSE vice president, directors, managers, and advisors. There are office safety and
communication on occupational health and environment coordinators designated for each office to facilitate office-level worker participation and connect employees to our broader HSSE systems, resources, and
safety professionals. An HSSE training manager coordinates access to and communicates relevant information to workers using a variety of print, electronic, and video media.
The percentage of workers represented in management-worker health and safety committees is omitted because such committees are not commonly required of a professional
services firm. When required by local regulations, we support the formation of office-based committees but do not track the percentage of workers represented.
403-5 Worker training on occupational health and So that employees can keep themselves and others safe, at the start of employment and annually thereafter, mandatory online HSSE training and review is required. Topics
safety include (among others) company HSSE expectations, critical risks, and workplace best practices. To reinforce our Company safety culture, SaferTogether, an online training
module was developed to reinforce the in-person training facilitated by senior management in Stantec’s SaferTogether introduction sessions. Acquired companies will continue to
experience the in-person introduction as part of the overall HSSE integration process. All training is provided free of charge and during paid working hours. The effectiveness of
training is evaluated through audit scores, online participant feedback, and leading indicator submissions.
403-6 Promotion of worker health Non-occupational medical and health care services are provided as a part of Stantec employment benefits. Additionally, a focus is put on protecting mental health and promoting
physical health. All personal health information is kept confidential according to local legal requirements.
403-7 Prevention and mitigation of occupational Stantec’s approach to preventing and mitigating significant negative occupational health and safety impacts related to our operations and services is covered in our Health, MA: Health, Safety, and Security
health and safety impacts directly linked Safety, and Security Management Approach.
403-8 Workers covered by an occupational health As previously mentioned, Stantec manages, monitors, and improves our health and safety performance with a formal ISO 45001-certified management system (part of our
and safety management system integrated management system).
403-9 Work-related injuries For Stantec employees, numbers are presented in Appendix A. Stantec Data Workbook as well as a note that describes how injuries are identified and managed. Similar Appendix A: Health and Safety >
reporting for non-employee workers is not available through current data management systems. Work-related Injuries
Stantec’s top 13 types of work-related injuries include
1. Insect bites 6. Allergic reactions 10. Inflammation and swelling
2. Cuts (lacerations) 7. Scrapes (abrasions) 11. Concussion
3. Strains (muscle) 8. Musculoskeletal injury 12. Fracture
4. Sprains (ligament/tendon) 9. Punctures 13. Thermal burns
5. Bruises (contusions)
Stantec’s top 12 critical risks include

1. Driving 5. Mobile and heavy equipment 9. Hazardous materials and environments
2. Working at heights 6. Environments with water or ice 10. Hazardous energy
3. Traffic control 7. Ground disturbance 11. Hot work
4. Wildlife, insects, and vegetation 8. Ergonomic hazards and manual handling 12. Confined spaces
The process to manage the above injuries and risks is detailed in Stantec’s ISO 45001-certified occupational health and safety system.

403-10 Work-related ill health In 2022, Stantec had zero fatalities. The work-related hazards that pose a risk of ill health are included in Stantec’s top 12 critical risks provided in Disclosure 403-9. Work related Appendix A: Health and Safety >
recordable incidents are included in Appendix A. Stantec Data Workbook. Work Related Injuries
GRI 404: Training and Education (2016 version)
Topic management disclosure Covered under Workforce Management, see GRI 401.
404-1 Average hours of training per year per Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Workforce > Average
employee Hours of Training
404-2 Programs for upgrading employee skills and Supporting our people in learning and in growing their careers enables Stantec’s success. We cultivate our world-class experts, supporting their development as respected SR: Workforce Management
transition assistance programs thought leaders. We fortify our talent pool through learning opportunities, providing the information, tools, and other resources employees need to thrive. Our global career
framework enables growth and learning against personal and organizational goals. Stantec provides a variety of learning opportunities based on three E’s: experience, exposure,
and education. Stantec measures learning outcomes using the Kirkpatrick Evaluation Model® and by monitoring employee engagement scores. During exit interviews, we
provide information to employees about the portability of benefits. Transition assistance training is available when required.
404-3 Percentage of employees receiving Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Workforce > Percentage
regular performance and career of Employees Receiving Regular
development reviews Performance and Career
Development Reviews
GRI 405: Diversity and Equal Opportunity and GRI 406: Non-Discrimination (2016 version)
Topic disclosures Inclusion, Diversity, and Equity (Value Chain Nodes—Suppliers and Partners: Managed Topic, Operations: Priority Topic, Clients and Communities: Priority Topic) SR: Inclusion, Diversity, and Equity
We recognize that inclusion, diversity, and equity facilitate innovation, increase employee engagement, connect us with clients, and create opportunities. We have an official MA: Inclusion, Diversity, and Equity
Inclusion, Diversity, and Equity program that was developed based on employee input and industry best practices. The program is driven forward by a dedicated team with
guidance from regionally based Inclusion and Diversity Councils. We monitor progress on objectives within our Inclusion and Diversity strategy through employee feedback
provided to our Inclusion and Diversity Councils, employee resource groups, and through the results of Inclusion and Diversity questions contained in the employment
engagement survey.
We train our employees on our Company policies and practices, which prohibit discrimination or harassment on the basis of race, color, religion, national origin, sex, sexual
orientation, gender identity, pregnancy, childbirth (or related medical condition), age, citizenship, marital status, disability, veteran or military status, political belief, genetic
information, or any other basis protected by applicable law.
In our project work we actively try to incorporate diversity, inclusion, and equity criteria. Whenever possible, we try to make efforts so that the diversity of our project teams
reflects the diversity of the communities impacted by our projects. We try to advise our clients to incorporate social justice and social value criteria into our designs. For example,
Stantec’s SocioEco-Equity Network or SEEN, connects subject matter experts to further best practices on topics such as equitable public engagement, social equity in historic
preservation, and environmental justice.
405-1 Diversity of governance bodies and Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Workforce > Diversity of
employees Governance Bodies and Employees
405-2 Ratios of salary and remuneration of women Numbers are presented in Appendix A. Stantec Data Workbook. Appendix A: Workforce > Ratios of
to men Salary and Remuneration
406-1 Discrimination incidents, corrective actions Our policies dictate that we respect the privacy and confidentiality of these sensitive matters, therefore numbers and details are omitted.

GRI 407: Freedom of Association and Collective Bargaining (2016 version)
Topic management disclosures Covered under Workforce Management, see GRI 401. SR: Workforce Management
MA: Workforce Management
407-1 Operations and suppliers in which the right Stantec does not engage in any practices that would impinge on freedom of association or the right to collective bargaining (see GRI 2-30). GRI: 2-30
to freedom of association and collective
bargaining may be at risk.
GRI 408: Child and Compulsory Labor and 409: Forced or Compulsory Labor (2016 version)
Topic management disclosures Human Rights (Value Chain Nodes—Operations: Managed Topic, Clients and Communities: Managed Topic)
Stantec’s countries of significant operations and types of consulting services performed do not pose a significant risk for forced and compulsory labor. Even so, we do have
policies and programs to protect against occurrences, including our Human Rights Policy and our Human Trafficking and Modern Slavery Policy. For project work done in
countries where there are possible risks in our supply chain, our Partner Code of Business Conduct specifically prohibits forced and compulsory labor. If someone sees a
problem, we expect them to speak up.
408-1 Operations and suppliers at significant risk Not assessed.
for incidents of child labor
409-1 Operations and suppliers at significant risk Not assessed
for incidents of forced or compulsory labor
GRI 410: Security Personnel Trained in Human Rights
Topic management disclosures Covered under Health, Safety, and Security, see GRI 403. GRI: 403
410-1 Security personnel trained in human rights Because we are a professional services firm, Stantec addresses this topic in a manner slightly different than described by GRI. Our security focus is to protect our office-based
policies or procedures employees from geopolitical threats, terrorism, crime, and natural disasters when in the office or traveling. We have two employees in our HSSE team, both versed in human
rights protections, that oversee our Security Program. As part of our project risk management process, we evaluate the security of project sites, and it is rare that Stantec would
accept projects that require field work in locations necessitating the need for private security personnel. If there are the unusual cases where such security is needed, we retain
only licensed or commissioned security personnel that have the requisite human rights training.

GRI 411: Rights of Indigenous Peoples (2016 version)
Topic management disclosures Indigenous Relations (Value Chain Nodes—Operations: Managed Topic, Clients and Communities: Managed Topic) MA: Indigenous Relations
Stantec addresses this topic in a manner slightly different than intended by GRI. As a professional services firm operating out of leased offices in primarily urban areas, our Stantec.com: About > Indigenous
physical operations do not have a direct impact on Indigenous Peoples and communities. Even so, we support Indigenous communities in recognition of our commitment to Relations & Partnerships
inclusion and diversity, our desire to be good neighbors, and as active participants in addressing social injustices. Stantec builds and maintains sustainable relationships and
strong partnerships with Indigenous Peoples and communities by recognizing, supporting, and respecting the diversity and distinctiveness of the Indigenous cultures of our
employees, our Indigenous partners, our Indigenous clients, and the Indigenous businesses we work with.
With our projects, this commitment to positive interactions with Indigenous Peoples began shortly after Stantec’s founding in 1954, when our project work expanded from
Edmonton, Alberta to northern Canada, and success was dependent on respectful Indigenous connections. Since then, building and maintaining positive relationships with
Indigenous Peoples has been a Company tenet. Stantec has a formal Indigenous Relations Program and 11 Indigenous Business Partnerships that work with our project teams
so that our client work protects the rights of Indigenous Peoples. While we sponsor an Indigenous Connections employee resource group at a global level, the current focus of
our formal program includes Canada, the United States, Australia, and New Zealand with intentions to continue expansion to other countries where we operate.
Stantec judges the effectiveness of our Indigenous Relations program by the positive feedback received from leaders and community members. The success of our formal
Indigenous Partnerships is measured by revenue generation, which provides direct investments to Indigenous communities and supports economic growth.
411-1 Incidents of violations involving the rights of No incidents of violations relating to Stantec’s work with Indigenous Peoples were registered during the report period. SR: Indigenous Relations
Indigenous Peoples
GRI 413: Local Communities (2016 version)
Topic management disclosure Community Engagement (Value Chain Nodes—Operations: Managed Topic, Clients and Communities: Managed Topic) SR: Community Engagement
Through project work, philanthropy, and employees who volunteer their time and expertise, Stantec directly supports the communities in which we work. Our programs connect to MA: Community Engagement
the arts, education, environment, and health and wellness, and, on our clients’ behalf, our project work supports community partnerships both directly (e.g. project-focused
community outreach, social value assessments) or informal basis (e.g. community use of facilities or resources in our projects).
413-1 Operations with local community Worldwide, all Stantec operations participate in community engagement activities in the forms of philanthropy and volunteering. There are no formal impact assessments or
engagement, impact assessments, and development programs run by Stantec, except on behalf of clients.
development programs In our projects we collaborate and/or facilitate community outreach activities, conduct environmental impact assessments and social value impact assessments where required by
the client or authority having jurisdiction. Stantec’s SocioEconomic-Equity Network (SEEN) connects subject matter experts to further best practices on topics such as equitable
public engagement, environmental justice, and social equity in the built environment.
413-2 Operations with significant actual and None.
potential negative local community impacts
GRI 414: Supplier Social Assessments (2016 version)
Topic management disclosures Covered under Procurement, see GRI 204.
414-1 New suppliers that were screened using In our Partner Code of Business Conduct, we state our social criteria performance expectations, but Stantec does not yet assess our suppliers on social criteria. We recently
social criteria purchased a procurement management tool to help us track details related to our supply chain and anticipate being able to provide this data in future years.
414-2 Negative social impacts in the supply chain None yet identified.

GRI 415: Public Policy (2016 version)
Topic management disclosure Covered under Ethics and Compliance; see GRI 205.
415-1 Political contributions Company policy prohibits political contributions to individual politicians or political parties on the Company’s behalf. Stantec does not endorse lobbying but realize that the
definition of the word may differ in many of the countries in which Stantec operates. In some jurisdictions, the term may be broadly defined to include meeting with government
officials for the purpose of promoting the company. Accordingly, we ask that all Stantec employees reach out to Stantec’s in-house lawyers to inform themselves of local rules and
restrictions respecting interactions with public officials in advance of any such activities.
GRI 416: Customer Health and Safety (2016 version)
Topic management disclosures Covered under Health, Safety, and Security; see GRI 403.
416-1 Assessment of the health and safety impacts While Stantec does not have a company-wide program for assessing the health and safety impacts of the materials we specify, we have several subject matter groups who take
of products and service categories actions within their scope of influence. For example, in North America, our Buildings business operating unit continued our support for the AIA Materials Pledge, a program to
promote the use of materials that support human, climate, ecosystem, and social health. Our practitioners use a Stantec-developed BIM schedule enabling the specification of
interior materials with 3rd party validation of their environmental or health-related impacts and continue to hold internal educational sessions regarding the health impacts of
interior and exterior materials.
416-2 Incidents of non-compliance concerning the None.
health and safety impacts of products and
services
GRI 417: Marketing and Labeling (2016 version)
Topic management disclosures Not applicable.
417-1 Requirements for product and service None.
information and labeling
417-2 Incidents of non-compliance concerning None.
product and service information and labeling
417-3 Incidents of non-compliance concerning None.
marketing communications
GRI 418: Customer Privacy (2016 version)
Topic management disclosures Cybersecurity and Privacy (Value Chain Nodes—Operations: Priority Topic, Clients and Communities: Priority Topic) SR: Cybersecurity and Privacy
Cybersecurity attacks or privacy breaches can disrupt our business operations, resulting in financial losses and reputational damage. To address this risk, Stantec has MA: Cybersecurity and Privacy
implemented world class security systems that include robust security policies, processes, practices, and training. This includes a global ISO 27001-certified information security
management system. The success of our program is determined by a low number of network or systems breaches.
418-1 Substantiated complaints concerning Stantec has received no substantiated complaints from outside parties or regulatory bodies concerning breaches of customer privacy or loss of customer data.
breaches of customer privacy and losses of
customer data.

Appendix C. SASB Standards Index
This is the third year that Stantec is reporting using the Sustainability Accounting Standards Board (SASB) Standards for the Engineering & Construction Services industry (version 2018-10). The table below discloses information and data
for the reporting period: January 1, 2022, to December 31, 2022. Monetary amounts are provided in Canadian dollars (unless otherwise stated).
Code Description Stantec Direct Answers, Reasons for Omission (if applicable) Additional Information
Environmental Impacts of Project Development
IF-EN160a.1 Number of incidents of non-compliance with Stantec had no incidents of non-compliance with environmental permits, standards, and regulations.
environmental permits, standards, and regulations
IF-EN-160a.2 Discussion of processes to assess and manage Stantec’s process to manage, monitor, and improve our operational environmental performance is a component of our formal ISO 14001-certified environmental MA: Environmental Protection,
environmental risks associated with project design, management system (part of our integrated management system), which captures due diligence (impact assessments and stakeholder engagement) and steps to ensure Integrated Management System,
siting, and construction compliance (permitting checklists, internal audit and reporting, external audit, and record keeping). and Project Management
As a leading global provider of design, architecture, engineering, scientific planning, digital technology, and project management consulting services, Stantec collaborates
with clients to improve the environmental performance of the projects we support. Our process for assessing and managing environmental risks related to project work is
driven by Stantec project managers, who work under a single global project management framework that encourages them to identify environmental risks and look for
opportunities to minimize environmental impact and maximize environmental performance (such as energy efficiency, nature-based solutions, and biodiversity
enhancements). While many project managers have backgrounds in environmental management, project teams have access to Stantec environmental and social subject
matter expertise available throughout our different business operating units.
Structural Integrity and Safety
IF-EN-250a.1 Amount of defect- and safety-related rework costs Stantec’s claims process starts at the project management level and requires project managers to report any claims via internal notice to regional management. These
regional leaders work with legal to determine whether the matter is an incident that requires a deeper investigation. All steps in the process follow Stantec’s signing authority
matrix. Stantec does not separately capture costs for defect- or safety-related rework.
IF-EN-250a.2 Total amount of monetary losses resulting from Legal proceedings, lawsuits, or claims pending are a normal part of professional services industries. Stantec seeks to deal with client concerns and claims promptly and AR: Pages F-24 to F-25 and F-37
legal proceedings associated with defect- and fairly through our Risk Management Group. As a public company, Stantec has substantial assets and maintains a high professional liability insurance limit. Our claims
safety-related incidents history has resulted in relatively low insurance premiums when compared with firms of similar size and character.
Stantec’s approach to judgements, estimates, and assumptions are outlined in note 5e of our 2022 Annual Report, Notes to the Consolidated Financial Statements.
Provisions for these normal course events are outlined in note 17. Due to uncertainties in the nature of the Company’s legal claims (such as the range of possible outcomes
and the progress of the litigation), provisions for self-insured liabilities and claims involve estimates. The ultimate cost to resolve incident claims do not materially exceed the
insurance coverage or provisions accrued and, therefore, do not have a material adverse effect on the Company’s consolidated statements of income and financial position.
Workforce Health and Safety
IF-EN-320a.1 (1) Total recordable incident rate (TRIR) and (2) (1) Stantec’s TRIR for direct employees was 0.29. Appendix A: Health and Safety
fatality rate for (a) direct employees and (b) (2) (a) Stantec had no direct employee fatalities. (b) OSHA requires that a company report injuries and hours for those staff where we have day-to-day care. Thus, all Appendix B: GRI 403-9
contract employees health and safety statistics exclude contracted labor and subcontractors.

Lifecycle Impacts of Buildings and Infrastructure
IF-EN-410a.1 Number of (1) commissioned projects certified to a (1) The total number of Stantec projects certified to a third-party multi-attribute sustainability standard are as follows:
third-party multi-attribute sustainability standard 923 LEED-certified projects 6 Passive House-certified buildings
and (2) active projects seeking such certification 92 Green Star-certified projects 1 CEEQUAL rated projects
34 Net Zero-designed buildings 3 WELL-certified projects
11 Envision-certified projects 2 Living Building certified projects
10 BREEAM certified projects 4 Net Zero Carbon certified project
9 WELL-registered projects 5 Net Zero Energy certified project
8 Fitwel-certified workplaces 1 Energy Star certified project
(2) Current analysis has identified approximately 250 relevant projects targeting several of the certifications listed above. This does not include projects pursuing
certifications that have not yet officially signed on to the third-party certifier’s online platform.
IF-EN-410a.2 Discussion of process to incorporate operational- Stantec has water and energy efficiency subject matter expertise in all our business operating units and geographies. See IF-EN-160a.2 for a description of our process to
phase energy and water efficiency considerations incorporate environmental considerations into our project work (including operational-phase energy and water efficiency). This experience creates a significant business
into project planning and design opportunity for Stantec to support our clients as they address their climate action and water usage goals and respond to regulatory requirements.
Climate Impacts of Business Mix
IF-EN-410b.1 Amount of backlog for (1) hydrocarbon-related (1) As of year-end, Stantec had $235 million of backlog (4%) coded to hydrocarbon-related project types (including pipeline design, regulatory compliance, remediation, and
projects and (2) renewable energy projects work that provided environmental and social protection but enabled continued hydrocarbon development).
(2) As of year-end, Stantec had $226 million of backlog (4%) coded to renewable energy project types (including hydropower, wind, solar, geothermal, battery storage, smart
grids, and energy recovery).
IF-EN-410b.2 Amount of backlog cancellations associated with Stantec did not receive any backlog cancellation notices for hydrocarbon-related work.
hydrocarbon-related projects
IF-EN-410b.3 Amount of backlog for non-energy projects As of year-end, in addition to the renewable energy backlog already accounted for in IF-EN-410b.1, we had $827 million of backlog (14%) coded to climate change SR: SDGs
associated with climate change mitigation mitigation-related project types (including alternative transportation, energy efficiency, and climate strategy).
Stantec also had $774 million worth of backlog (13%) associated with climate change adaptation (including coastal resilience, green infrastructure, nature-based solutions,
and water management [including flood risk reduction, wet weather management, and water reuse]).
Combined, climate action (renewable energy + climate change mitigation + climate change adaptation services) accounted for 31% of Stantec’s year-end backlog. Stantec
provides climate action services in each business operating unit and geography.
Note: When Stantec is contracted to perform climate change-related services for hydrocarbon clients, we account for that backlog here, in the climate change mitigation and
adaptation backlog of IF-EN-410b.3, instead of in the hydrocarbon backlog presented under IF-EN-410b.1.
Note: The backlog numbers provided for this question and IF-EN-410b.1 come from Stantec’s central financial system. The numbers are unaudited and based on mapping
the coding available in our systems against the relevant categories. As not all geographies are included yet in our central financial system and there is not an exact match
between coding, we employed a conservative approach to minimize the risk of overstatements.

Business Ethics
(1) Number of active projects and (2) backlog in In lower transparency regions, Stantec prefers to provide services only to multinational companies with integrity agreements, compliance standards, and international stock SR: Ethics and Compliance
countries that have the 20 lowest rankings in exchange status. MA: Ethics and Compliance
IF-EN-510a.1 Transparency International’s Corruption Perception (1) We have identified one project in countries listed in the 20 lowest rankings in Transparency International’s 2022 Corruption Perception Index: Burundi (sanitation project).
Index
(2) Revenue generated under this project was $136,900 and there is no associated backlog.
IF-EN-510a.2 Total amount of monetary losses resulting from (1) Stantec had no monetary losses resulting from legal proceedings associated with bribery or corruption.
legal proceedings associated with charges of (2) Stantec had no monetary losses resulting from legal proceedings associated with anti-competitive practices.
(1) bribery or corruption and (2) anticompetitive
practices
IF-EN-510a.3 Description of policies and practices for prevention Stantec has policies and practices in place to prevent bribery, corruption, and anti-competitive behavior in the project bidding and project execution processes. As described SR: Ethics and Compliance
of (1) bribery and corruption, and (2) anti- in the body of this report and the Ethics and Compliance Management Approach, we utilize a variety of policies, risk management approaches, training opportunities, and MA: Ethics and Compliance
competitive behavior in the project bidding management systems to uphold our integrity values. We clearly communicate our expectations for employees, partners, subcontractors, and vendors to live our Stantec
processes values and take personal responsibility for their behaviors.
Activity Metrics
IF-EN-000.A Number of active projects Stantec is a sustainable design, architecture, engineering, scientific, planning, digital technology, and project management consulting company. For us, a project is based on
an individual client-defined scope of work and not the SASB definition. At any point in time, we have approximately 45,000 Stantec-defined active projects in our central
financial system.
Note: Per SASB, active projects are buildings and infrastructure projects under development for which the reporting entity was actively providing services.
IF-EN-000.B Number of commissioned projects Stantec’s business is purposefully focused on the project planning, permitting, engineering and design phase. While our designers, engineers, scientists, and project
managers often stay connected through the entire project life cycle, Stantec does not provide project construction services and thus reports no commissioned projects.
Note: Per SASB, commissioned projects are those for which that the entity provided construction services.
IF-EN-000.C Total backlog Stantec’s year-end backlog was $5.9 billion. AR: Page 3, M-6, M-13, and F-52

Appendix D. TCFD Cross-References
This is the third year that Stantec is including an appendix specific to the Recommendations of the Task Force for Climate-Related Financial Disclosures (TCFD). Because CDP (formerly the Carbon Disclosure Project) and TCFD
recommendations are closely aligned, our CDP Climate Change Questionnaire is considered a TCFD-compliant disclosure and is cross-referenced as the primary information source for each of our TCFD responses. Additional references
are provided for supplemental context. With CDP, Stantec has scored an A- for the past five years and, accordingly, is ranked in the Climate Leadership band.
Description CDP Question Additional Information

Governance
Describe the board’s oversight of climate risks and opportunities C1. Governance SR: Sustainability Governance
Describe management’s role in assessing and managing climate-related risks and opportunities C1. Governance SR: Sustainability Governance
Strategy
Describe the climate-related risks and opportunities the organization has identified over the short, medium, and C2. Risk and Opportunities SR: Risk Management
long term AR: Pages M-1 to M-3, M-9, M-12, M-14, M-31, M-33 to M-34, and M-42
Describe the impact of climate-related risks and opportunities on the organization’s businesses, strategy, and C3. Business Strategy SR: Risk Management
financial planning
Describe the resilience of the organization’s strategy, taking into consideration different climate-related scenarios, C3.1 Climate-Related Scenario Analysis SR: Risk Management
including a 2°C or lower scenario
Risk Management
Describe the organization’s processes for identifying and assessing climate-related risks C2. Risk and Opportunities SR: Risk Management
Describe the organization’s processes for managing climate-related risks C2. Risk and Opportunities SR: Risk Management
Describe how processes for identifying, assessing, and managing climate-related risks are integrated into the C2. Risk and Opportunities SR: Risk Management
overall risk management AR: Pages M-33 to M-34
Metrics and Targets
Disclose the metrics used by the organization to assess climate-related risks and opportunities in line with its C2. Risk and Opportunities SR: Risk Management
strategy and risk management process
Disclose scope 1, scope 2, and, if appropriate, scope 3 greenhouse gas (GHG) emissions, and the related risks C6. Emissions Data SR: Emissions Management
Appendix A: Emissions and Energy > GHG Emissions
Describe the targets used by the organization to manage climate-related risks, opportunities, and performance C4. Targets and Performance SR: Emissions Management

Appendix E. List of Acronyms
ACE (Mentor Program) – Architecture, Construction and Engineering LISI – Leading Indicator Safety Index
AEC – Architecture, Engineering, Construction LTIR – Lost Time Incident Rate
AIF – Annual Information Form MA – Management Approach
AISES – American Indian Science and Engineering Society MIC – Management Information Circular
AR – Annual Report MSCI – Morgan Stanley Capital International
AV – Autonomous Vehicles mtCO2s – Metric Tons of Carbon Dioxide Equivalent
BOU – Business Operating Unit MWh- Megawatt Hours
CCSV – Climate Change and Social Value Forums NAACP – National Association for the Advancement of Colored People
CDP – Carbon Disclosure Project (former name) NYSE – New York Stock Exchange
CEO – Chief Executive Officer O4U – Out for Undergrad
CFO – Chief Financial Officer PEARL – Person-Environment-Activity Research Laboratory
ERG – Employee Resources Group PHASE – Pollinator Habitat Aligned with Solar Energy
ERM – Enterprise Risk Management SAF – Sustainable Aviation Fuel
ESG – Environmental, Social, Governance SASB – Sustainability Accounting Standards Board
FBCL – Federal Bridge Corporation Limited SBT – Science Based Target
GEI – Gender Equality Index SDGs – Sustainable Development Goals
GHG – Greenhouse Gas SEEN – SocioEco-Equity Network
GJ – Gigajoules SGI - Strategic Growth Initiatives
GPR – Ground Penetrating Radar SLL – Sustainability Linked Loan
GRI – Global Reporting Initiative S&P – Standard and Poor’s
HEV – Heavy Electric Vehicles SR – Sustainability Report
HRAC – Hazard Recognition, Assessment, and Control SSC – Board Sustainability Safety Committee
HRIS – Human Resources Information System STEAM – Science, Technology, Engineering, Arts, and Math
HSSE – Health, Safety, Security, and Environment STEM – Science, Technology, Engineering, and Math
IBO – Innovative Business Opportunity STN – Stantec, ticker symbol
ID&E – Inclusion, Diversity, and Equity TCFD – Task Force on Climate-related Financial Disclosures
ISO – International Standards Organization TRIR – Total Recordable Incident Rate
ISS – Institutional Shareholder Services TSX – Toronto Stock Exchange
KPI – Key Performance Indicators UN – United Nations
LGBTQ+ – Lesbian, Gay, Bisexual, Transgender, Queer or Questioning, Plus all other identities

Appendix F. Cautionary Note Regarding Forward-Looking Statements
This report contains certain forward-looking statements within the meaning of applicable US and Canadian securities laws. Forward-looking statements are disclosures regarding possible events, conditions, or results of operations
that are based on assumptions about future economic conditions or courses of action and include future-oriented financial information. By their nature, forward-looking statements require us to make assumptions and are subject to
inherent risks and uncertainties. There is risk that predictions, forecasts, conclusions, projections, and other forward-looking statements will not prove to be accurate. We caution readers not to place undue reliance on our forward-
looking statements since several factors could cause actual future results, conditions, actions, or events to differ materially from the targets, expectations, estimates, or intentions expressed in these forward-looking statements.

Contact us for more
information
Head Office
400-10220 103 Avenue NW
Edmonton, Alberta T5J 0K4 Canada
Ph: 780-917-7000
Fx: 780-917-7330
[email protected]
Learn more about Stantec’s

sustainability efforts at
stantec.com/sustainability

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Sustainability

Introduction 3 About Stantec 8 Sustainability Program 15 Materiality 22 Sustainable Development Goals 28

Environment 40 Social 45 Governance 55 Appendixes 66

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Board Sustainability Committee Message

About This Report

High Sheldon Wind Farm

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LEADING THE TA K I N G PRIORITIZING PA R T N E R I N G

Top Indigenous CDP Climate Sustainability- Reimagined

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Communities are fundamental. Our Purpose Our Value Creators

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Stantec’s strategy is based on Value Creators Strategic Growth Initiatives

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The Stantec community unites approximately

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To design with community in mind is to

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International Development Indigenous Relations Social Justice

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Stantec is committed to a sustainable future Acquisitions Innovation Strategic Plan

Additionally, through our digital solutions offering, Stantec.io, we develop

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Feature: Powerful Women Leaders

Sustainability: Core to Our Strategy

Sustainability Performance Accountability

Tainan Anping and Yongkan Water Reuse

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Leaders celebrate outstanding women

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Stantec works hard to be at the forefront of ESG leadership and

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Stantec’s comprehensive Stantec’s sustainability

Our commitment to sustainability Our Executive ESG Committee,

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Feature: Partnering with the

Our Value Chain

2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 22

Partnering with the UN

2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 23

2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 24

Stantec is a global leader in

2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 25

With a defined value chain, Material Topics

We started by defining Stantec’s Social

2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 26

2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 27

Feature: Taking Climate Action

Wailoa Hydropower Upgrade

2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 28

Stantec recognizes that urgent action

2 0 2 2 S TA N T E C S U S TA I N A B I L I T Y R E P O R T INTRODUCTION A B O U T S TA N T EC S U S TA I N A B I L I T Y P R O G R A M M AT E R I A L I T Y S U S TA I N A B L E D E V E LO P M E N T G OA L S ENVIRONMENT SOCIAL G OV E R N A N C E APPENDIXES 29

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