Our impact

Less than 30 per cent of Chandos is owned by senior executives. In fact, we have employee owners across every department, function, and level. It’s thanks to our employee ownership program allowing any employee to become an owner after one year.  And with only one class of voting shares, we all get an equal voice.

Chandos is one of the few – if not the only – construction companies in Canada to offer ownership opportunities to hourly employees. It speaks to our core value of inclusion – we all belong.

Being an owner at Chandos means embracing our inclusive and collaborative culture. But taking that first step can be hard. We want to make ownership at Chandos accessible to as many people as possible and that's why we've developed a flexible ownership program with multiple entry points. And we've seen our ownership grow every year, and more than ever in the last five years.

In July 2023, 58 per cent of eligible employees (those working for the company for more than one year) own a share of the business. 

Operational emissions include the carbon we emit by operating our offices and sites. The following scope definitions are based on the GHG Protocol and reviewed by a third party, Radicle Balance.

Scope 1: Direct emissions from owned/controlled sources including natural gas, diesel, propane, gasoline for our fleet.

Scope 2: Indirect emissions from electricity purchased by Chandos.

Scope 3: Indirect emissions in our value chain including flights, staff commuting, hotels, waste, plus power paid for and controlled by clients. We do not currently include the embodied carbon of materials.

* 1 kt = 1000 t

Embodied carbon is all the carbon required to construct a building. So when we talk about reaching net zero by 2040 it means tackling every ton of carbon emitted across every process and material used on every jobsite across Canada. There's no mistaking it, Chandos and it's supply chain are embedding a massive amount of carbon into each building. 

Accurately measuring and understanding the embodied carbon in a construction supply chain is incredibly complex. We're focused on getting that calculation right. In the meantime, we estimate our current embodied carbon is ~300,000 tons. 

* 1 kt = 1000 t

We measure our waste diversion on all projects over $2M and report out to the entire organization each quarter to create transparency and encourage continuous improvement through collaboration.

For the 2023 year Chandos diverted 93 per cent of waste from landfills across the projects that track waste diversion (which is 87 per cent of projects over $2M).

We've set the bar high, asking every project with a value over $2M to participate in our waste diversion program. In smaller, more remote communities waste diversion can be next to impossible but we believe in tackling the hard things. 

By using our years of experience, experimenting with new approaches and partners, and applying determination, we're confident that 100 per cent of projects can divert at least a portion of their waste. We've improved our score moving from 83 per cent of projects diverting waste in the first quarter of 2023 to 87 per cent as of December 2023.

For some of our districts with more remote job sites and larger geographic footprints, it can be more difficult to reach our waste diversion goals, but we believe in the power of our teams. Collaboration and innovation are in our DNA and that's what we need to drive up our responsible consumption practices across the country. 

Here's a look at our waste diversion performance by district for the full year of 2023.

Making money is important. It's not the only thing that matters, of course, but if we want to continue to make an impact, and use our business as a force for good, we must continuously grow revenue and improve our profitability. We manage our business with a set of repeatable processes and rely on our culture of continuous improvement to increase profitability. 

We're strategic and thoughtful about where and how we grow the top line. And we plan to keep it going.

The construction sector contributes $153B to Canada's economy with significant opportunity to impact social and environmental outcomes. In our experience, early contractor engagement - especially integrated project delivery (IPD) and progressive design build (PDB) - creates the best environment for owners to enhance ESG outcomes while keeping costs and schedules in check.

Pursuing work that allows us to build a better world is core to our strategy. That's why it is so important that 69 per cent of our backlog includes contracts with early contractor engagement (as of Nov 15/23).

Backlog is a common key performance indicator for construction firms. It includes the value of contracts that have been secured but not yet started. It's a good indication of future performance in that it represents projects that will generate revenue over the next two to three years. 

As of July 2023 we estimate that approximately 20 per cent of our backlog includes a social procurement target, helping us reach our goal of shifting 5 per cent of addressable spend to impact organizations by 2025. 

Being a B Corp means we prioritize people and planet along with profit. But it’s more than that. The B Impact assessment provides a framework for us to achieve our purpose. And that’s why we view it as a governance tool.

Chandos has been recognized as a best for the world B Corp four times including in 2022 because we score in the top 5 per cent of all B Corps in the worker category. The environment is our second highest scoring category.

We also use EcoVadis to assess and manage our ESG performance. 

For the second year our team has completed an EcoVadis social and environmental assessment maintaining our score of 63 of 100 which ranks us in the 83rd percentile of all companies assessed. Here's how the score breaks down:

• Environment 60/100
• Labour and Human Rights 70/100
• Ethics 60/100
• Sustainable Procurement 50/100