Colliers 2022 Impact Report

Building for
Our Future
2022 Global Impact Report
Accelerating success.
Table of Contents
Introduction 3 Giving Back 56

About Colliers 3
Governance 62
About the report 4
Introduction from Jay Hennick 5 Our approach 61
2022 highlights 7 Board governance 61
Our ESG strategy: Elevate the Built Environment 10 Board committees 62

Board inclusion and diversity 62
People development and succession planning 62
Elevating the environment 12
Corporate policies 63
Our carbon and emissions progress 14
Reducing our own footprint 15
Appendices 64
Energy and sustainability services 19
Appendix A: Global Reporting Initiative (GRI) 65
Appendix B: Sustainability Accounting Standards Board 73
Elevating inclusiveness 35
Appendix C: Taskforce on Climate-related Financial
Bringing our inclusive culture to life 37 74
Disclosures
Supplier diversity 48 Appendix D: Assurance Letter Link
Elevating health & wellbeing 50
Healthy buildings for clients 54
Contents Introduction Environment Inclusiveness Health & Wellbeing Giving Back Governance Appendices 2
About Colliers
Colliers (NASDAQ, TSX: CIGI) is a
leading diversified professional services
and investment management company.
With operations in 66 countries, our 18,000 enterprising professionals

work collaboratively to provide expert real estate and investment advice
to clients. For more than 28 years, our experienced leadership with
signiQcantinsideownershiphasdeliveredcompoundannualinvestment
returns of approximately 20% for shareholders. With annual revenues
of $4.5 billion and $98 billion of assets under management, Colliers
maximizes the potential of property and real assets to accelerate the
success of our clients, our investors, and our people.
$4.5B 66 $98B 51,000 2B 18,000

Annual Revenue Countries we Assets under Lease/sale Square Professionals
operate in management transactions feet managed
About the report
Colliers’ latest Impact Report provides an overview of our

Our ESG Framework Pillars:
progress towards our Environment, Social and Governance
(ESG) goals and performance in 2022.
The report is structured according to the three pillars of our

ESG strategy, Elevate the Built Environment: the environment,
inclusiveness, and health and wellbeing, which represent the key
01 02 03
areas where we can drive the most impact for our people, clients,
andcommunities.
Our reporting is prepared with reference to the Global Reporting

Initiative’s GRI Standards and frameworks set by the Sustainability
Accounting Standards Board (SASB) and the Taskforce on Climate-
RelatedFinancialDisclosures( TCFD).
ThedatausedinthisreportiscomposedofactualQgureswhere
possible.ncaseswhereactualQguresareunavailable,wehave
made reasonable estimations or assumptions. Where estimations
have been made, they have been indicated in the text. The 2022
Scope 1 and 2 energy and carbon emissions data in this report
has been assured by a third party. The diversity data for women in
management roles and achievement of our WELL ratings targets
Elevating Elevating Elevating Health
have also been assured by a third party. All data in this report has the Environment Inclusiveness & Wellbeing
undergoneinternalveriQcationbyourESGSteeringCommittees.
The information presented in this report represents the best
informationavailableatthetimeofpublication.AllQnancialQgures
arereportedinU.S.dollars,unlessotherwisestated.
A message from
Jay Hennick
Global Chairman and CEO
We take great pride in the way we do

business to elevate the built environment.
At Colliers, we are always looking for ways to Having launched our global ESG strategy with
build a better, more equitable and sustainable bold targets last year, we are focused on hitting
key milestones against the framework’s three
future.AsadiversiQedprofessionalservices
Qrmwithdeepexpertiseinproperty,weplaya pillars: environment, inclusiveness, and health
critical role in tackling urgent challenges such and wellbeing.
as climate change and inequality.
With real estate and infrastructure responsible
Our third annual Impact Report highlights for close to 40% of global carbon emissions,
our progress in providing innovative solutions I am proud of the path we are forging
and exceptional results to clients and creating with our wide-ranging commitments to
positive impact for our people and planet. sustainability. Our goal to achieve net zero
A message from Jay Hennick, Global Chairman and CEO
carbon emissions across Colliers by 2030, and our related spaces that promote wellbeing. We are strengthening our value work.OureortsareevidencedbyearningaplaceonThe
pledge to the Science Based Targets initiative’s (SBTi) Business proposition in these areas to ensure that our enterprising and Globe and Mail’s Women Lead Here ranking and Forbes’ list of
Ambitionfor°C,
.5 1 areourmostambitious.ThissigniQcant collaborative culture continues to thrive. Our professionals World’s Top Female-Friendly Companies.
commitment demonstrates our determination to elevate the responded above external benchmarks in our latest global
built environment and create meaningful change. employee engagement survey – a prime example of our culture The strides we have made reflect our
of openness and ability to shape Colliers together. Helping commitment to lead by example, do what’s
Through our Net Zero Innovation Working Group and ESG clients understand and respond to these trends is equally
Steering Committees composed of key regional experts and
right, and drive real, lasting impact.
important. Our proprietary tools such as Campus Re-imagined
leaders, we are sharing best practices and expanding our and Hybrid Accelerator are enabling them to rethink their We will continue to accelerate the success of our people, clients
sustainability-focused advisory services across our service footprintandozcespaceneeds. and communities. We will adapt and grow along the way, and
lines to further support our clients and drive long-term
challenge ourselves to push for progress. I invite you to explore
growthforthebeneQtofallourstakeholders.Whilethefocus stronglybelieveteamsthatembracethedierentqualities
this report to learn about the many ways we are elevating the
of this report is on our service lines, our major Investment of their members are more innovative and perform better.
built environment.
Management platforms also have established ESG strategies Consequently, we set a target to achieve 40% female
that contain additional goals and metrics. representation overall and in management roles. We are
taking deliberate steps to institutionalize diversity, equity, and
The hard work and passion of our 18,000 experts make Colliers’ inclusion in everything we do – from hiring and training to
world-class solutions possible. A global shift in working norms evaluating who has a seat at the table. Fostering an inclusive Jay S. Hennick
stemming from the pandemic and technology advancements environment and promoting equal opportunity empower our Global Chairman & CEO
has sharpened the importance of inclusive workplaces and professionals to feel respected, included, and do their best
2022 Highlights Awards and recognition
Forbes
10.1 % 215 285 100 + World’s Top Female-Friendly

Companies
million million
reduction in Scope 1 greencertiQcationsheld
and 2 emissions per sq.ft.ofgreen-certiQed by Colliers professionals sq.ft.ofgreen-certiQed
square foot properties under
management
construction managed
Globe St.
CRE’s Best Places to Work
1+
2023 | U.S.
1,300+ 39 %
32
sustainable building million
certiQcationsandenergy
ratings achieved for
MWh of solar energy
of global workforce are
women
WELL Health-Safety Ratings
achievedbyColliersozces
Lipsey
generated by assets in
clients Top 3 real estate brand for six
Investment Management
consecutive years
195,812 85 %
IAOP
hours of training completed participation rate in global Top outsourcing service
engagement survey provider for 17 consecutive
years
Introduction
In conversation with
senior leaders
01
What were Colliers’ most significant ESG
developments in 2022?
Christian: We’re seeing more investors ensuring the companies they back are
engaging in sustainable and ethical business practices. In 2022, we continued
to align our business with ESG principles and monitored our sustainability
performance targets, on which we made considerable progress.
Chris: Since announcing our ESG targets, we have established a Net Zero
nnovationWorkingGrouptodeQneafull,end-to-enddecarbonizationsolution
set for our clients. Our ESG advisory services around the world have grown
signiQcantly.Overthelastyear,clientswithsomeofthelargestrealestateportfolios
havesoughtourexpertisetomeettheirgoalsandcreatedierentiatedvalue.
Becky: Diversity and inclusion across the organization continued to be a priority

Chris McLernon Becky Finley Christian Mayer globally. We grew our employee recognition programs and resource groups to
CEO, Real Estate Services | Global GlobalChiefBrand&PeopleOzcer GlobalChiefFinancialOzcer
continue recognizing and supporting our people. Additionally, we took steps to
protect the health and wellbeing of our employees, earning more than 30 WELL
Health-Safetyratingsforourozces,withagoalofaddinganother0+ozces
7 to
the list in 2023.
02
With our ESG strategy focused on three areas
03
What are your ESG aspirations for 2023 and beyond?
(environment, inclusiveness, and health & wellbeing), Chris: Over the last few years, we’ve seen how sustainability and wellbeing have
what are our greatest opportunities to make a positive become critical considerations for our clients. We’re here to help real estate investors
and occupiers take action to make their buildings healthier and more sustainable. I
impact for our stakeholders?
am excited about the developments in our net zero client program and continuing to
Chris: We have $98 billion of assets under management and manage two billion square embed ESG into our services around the world.
feet of space for clients. Working directly with owners, investors, and occupiers to improve
Christian: Sound ESG practices are a critical element in delivering long-term value to
the performance of their properties inside and out is how we’ll deliver the greatest impact.
ourshareholdersandotherstakeholders.Eectivelymanagingbusinessriskassociate
OureortstohelpclientsattaintheirgoalswillalsohavesubstantialbeneQtsforthe
with climate change and creating business opportunities through our sustainability and
environment and surrounding communities in which we live, work, and play.
ESG advisory services are top of mind.
Christian: With stakeholders actively looking at how companies are managing ESG
Becky: We’ll continue to invest in our people through engagement and feedback
matters, we are continually enhancing our practices to ensure we meet all regulatory
opportunities, mentorship, and training initiatives. Furthermore, we intend to build our
and disclosure requirements that are constantly evolving. We are also in a prime
talent base of ESG professionals and deepen our commitment to educating more of our
position to advise clients on their sustainability programs, from taking steps to
professionals on key ESG issues to help them understand that they have an important
decarbonize the built environment to creating inclusive workplaces and communities
role to play in elevating the built environment.
that will yield long-term gains.
Becky: Our people are our greatest assets and talent. As we respond to employee
expectations about their workplaces and trends in ways of working, it’s imperative for
us to provide environments that nurture and promote collaboration, inclusiveness, and
wellbeing.
Our ESG strategy:
Elevate the Built Elevating the Environment Elevating Inclusiveness
Elevating Health &
Wellbeing
Environment Launch Colliers Volunteer Days initiative globally to support the environment,
Communities inclusiveness, and health & wellbeing - targeting 15,000 days annually.
Our commitment to elevate the built environment for our

clients, people and communities is illustrated through the Establish a Science-Based
following three pillars. A robust materiality assessment in Target for managed
properties. OerWELL,Fitwelor
2021 led us to focus our efforts in the following areas: Baseline our purchasing from equivalentcertiQcation
Clients Establish an advisory diverse suppliers and set an to all eligible property
framework to enable ambitious goal for 2025. management and occupier
Elevate the Environment: Minimize environmental impacts in
clients whose properties clients beginning 2023.
Colliers’ own operations and through client services to elevate and projects we manage to
the health of our planet. achieve net zero.
Elevate Inclusiveness: Increase diversity, equity and inclusion

within Colliers and across its procurement practices to foster
Achieve 40% female share of
environments that are inclusive and engaged. Reduce emissions in line with
total employees and Join WELL Portfolio and
Colliers the SBTi 1.5°C program, and
manager roles, in our achieve WELL Health-Safety
achieve net zero in our own
Elevate Health & Wellbeing: Promote health & wellbeing in Colliers’ regional, investment and certiQcationforallozces.
operations by 2030.
operations and through client services to help improve lives. mortgage businesses.
We have established bold targets tied to each of these pillars that

addressthematerialtopicsanddynamicthemesidentiQedfor
Colliers. We regularly review our objectives to continue to drive Ethical Report annually in alignment with GRI, SASB and TCFD frameworks to ensure strong and transparent
action against our priority material issues. Governance governance of our Environmental and Social initiatives, and our business as a whole.
Expert Spotlight
Sean Drygas
Global Lead, ESG & Impact
01 Describe what ESG means to Colliers, Lowering our Scope 1 and 2 emissions is fundamental, but When it comes to diversity, equity and inclusion, Colliers is
we are also doing more to take aim at our Scope 3 emissions, growing its base of executive- and employee-run groups to
and how our priorities are shaping up.
namely those stemming from client spaces, which are the ensure our values are reinforced at all levels. We launched
Now that we have a full ESG framework in place that embeds dominantsourceofemissionsthatwecaninRuence.This an Executive Diversity Council in North America, a Supplier
these principles in the way we do business, this year is about is an opportunity for us to collaborate with clients who are Diversity Council, and many new Employee Resource Groups
hitting our key milestones and putting in the building blocks increasingly setting their own carbon commitments and turn that focus on inclusivity. We’ve launched new initiatives in
needed to meet our goals. Looking ahead this decade, we are on recruiting
theirneedsintosustainabilityservicesandadvicewe canoer and developing female employees and leaders
pace to achieve our net zero and Science-Based Targets – and across the industry. We are continuously looking at technology toward achieving our 40% representation goal.
help many clients do the same. On top of our focus on climate and expertise we can invest in to maximize this opportunity.
change, putting diversity, equity, and inclusion front and center

04 How does Colliers ensure its ESG
is a priority for leadership, as is promoting health and wellbeing
among our workforce and through the buildings we manage. 03 How has Colliers advanced our ESG
strategy this past year?
commitments are always in line
of sight?
02 Where are you taking closest aim to In 2022, we submitted our data and plans to the Science-Based
We have strong governance at the board level, in which
Targetsinitiative,earnedtheWELLHealth-SafetycertiQcation
our Audit and Risk Committee serves as our ESG check
elevate the environment?
formanyofouroccupiedozces,andcreatedaNetZero and balance. Our senior leaders have direct oversight and
Climate change is widely considered the single biggest Innovation Working Group designing solutions for us and responsibility, which enables us to put necessary resources in
threat to our health, security and society. Making our our clients. We added a “sustainability-linked loan” feature place. They are also part of ESG steering committees in every
decarbonization commitments a reality is our dominant focus. to our $1.75 billion Revolving Credit Facility to highlight our region that help execute programs and keep targets in focus.
commitmenttoachievingthreespeciQcESGgoals.
Elevating the
Environment
Tackling climate change requires agility and action across all levels
of our organization and value chain, which is why we formalized
our commitment to emissions reductions through the SBTi
Elevating Business Ambition for 1.5°C program and to achieving net zero
for our own operations by 2030. We are building a full suite of net
the Environment zero solutions for clients, from measuring their current footprints
to developing plans for decarbonizing their properties so they
can elevate the built environment and earn returns on their
investments.WehavemadesigniQcantprogressinimprovingour
ozcesandReetanddevelopingournetzeroprogramtosupport
At Colliers, we are committed to creating our clients in their climate action journey.
a sustainable future. This starts with We conducted a full assessment of our Scope 3 emissions – and
the fundamentals of our business: the submitted data on all three scopes to SBTi, the gold standard of
spaces and buildings we occupy, bring target-setting and reporting, in October 2022. Final approvals of
to life, invest in, and manage. our targets are expected in mid-2023.
Net Zero Innovation
As a leader in an industry tied to nearly 40% of global
Working Group
carbon emissions, it is our responsibility to be enterprising –
seek out the best partners, leverage the right technologies, In 2022, Colliers assembled a Net Zero
Progress toward goals Innovation Working Group, with experts from
and model the path to emissions reductions. We have an
outsized opportunity to make an impact through our own across regions and business lines.
Reduce emissions in line with the SBTi 1.5°C Reduced emissions by
operations, services we provide to investors, landlords, and program, and achieve Net Zero in our own 10.1% vs. 2021
occupiers, and across our value chain. operations by 2030. Focused on client-facing emissions commitments,
we began to pilot technologies related to
Establish a Science-Based Target for Science-Based target carbonmeasurementandenergyezciency.
managed properties. submitted This work is ongoing as we seek ways to scale
theseinnovationsandaddelectriQcation
Establish an advisory framework to enable Net-Zero Innovation
clients whose properties and projects we Working Group launched renewable energy capabilities.
manage to achieve net zero.
Our carbon and
emissions progress Inside the numbers:
Scope1emissionsroseasourReetgrewinsizeto
Colliers’ absolute and intensity-based ~1,200 vehicles in 2022 from ~1,000 in 2021. This
growth largely occurred in Colliers Engineering,
emissions are as follows: which uses vehicles – primarily light-duty trucks – to
service clients. Acquisitions during 2022 contributed
totheincreaseinthesizeofourengineeringReet.
WehavestartedtoelectrifyourReet,andweare
developing a strategy regarding which vehicles can
Total Emissions (MT CO2e) 2021* 2022 YoY Change
be electriQed at end- of- life or lease expiry. Scope 2
Scope 1 emissions - Fleet 5,589.9 7,443.3 33.2% emissions declined primarily due to renewable energy
Scope1emissions-Ozce 4,446.6 3,960.3 (10.9%) purchases in certain countries, aided by an overall

drop in emissions intensity in the U.S. electrical grid.
Total Scope 1 emissions 10,036.6 11,403.6 , 13.6%
Colliers will seek greater renewable energy sources
Scope 2 emissions (location-based) 13,521.1 12,590.8 , (6.9%) moving forward, through retail contracts, green
Scope 1 and 2 (location-based) emissions 23,557.7 23,994.4 1.9% leases and power purchase agreements.
GHG emissions reductions from Renewable Energy Credits - 1,763.5 -
GHG emissions reductions from utility purchases 115.5 (12.5) - Basis of Preparation
Emissions deemed to be within Colliers' operational control
Total Scope 2 emissions (market-based) 13,405.6 10,839.8 , (19.1%) including carbon dioxide (CO2), methane (CH4) and Nitrous Oxide
(N2O)areincludedinthecalculations.HydroRuorocarbons(HFCs),
Total Scope 1 and 2 (market-based) emissions 23,442.1 22,243.4 (5.1%) PerRuorocarbons(PFCs),SulphurHexaRuoride 6
),(SFand Nitrogen
triRuoride3)(NFemissions from refrigerant use have been excluded
Kilograms CO2e per square foot 8.00 , 7.19 , (10.1%)
as they are not material sources of GHGs for Colliers and are not
typically under our operational control. Where energy consumption
* 201baselineQguresforScope1and2emissionshavebeenrevisedasfollows: data is not available, estimates have been made using intensity
!increasetoScope1Reetasaresultofnewly-availablefuel-consumptiondatafor201thatwaspreviouslyestimated QguresperunitofRoorareaoccupied(ozces)ordistancedriven
!increaseinScope1and2ozce-basedemissionsduetorestatedemissionsfactorsfromonenationalgovernment (vehicles) supplied by the U.S. EIA and EPA, NRCan in Canada, JRC-
!decreasetoScope1and2ozce-basedemissions,andanincreaseinemissionspersquarefoot,causedbyaprevious IDEES in Europe, and the UNFCCC.
overstatementofoccupiedsquarefootageforonecountry.
, ThissymbolidentiQesthirdpartyassuranceofthedata.
Our offices are improving our environmental
impact via sustainable design and sourcing,
Reducing our energy management and procurement, waste

reduction and diversion, and partnering with
own footprint suppliers that share our values.
WefurtherenhanceourspaceswithappropriateQt-
outs.Mostofourfurniture,Qxtures,andequipment
We are proud to lead by example
contain at least 50% recycled materials, and are
in our ESG pursuits. chosen for durability and modularity.
When relocating or renewing leases, primary Smaller-scale measures can make considerable impact
consideration is given to buildings and property whenexpandedacrossmanyozces:developing
owners that demonstrate sustainable performance Rexibleworkprogramsthatreducecarbonemissions
and partnership. We have implemented our own from commuting; curtailing our use of paper; and
Green Lease Checklist, enacted upon renewals, empoweringeachozcetodeployitsownenergy
requiringlow-RowQxturesusingroughly60%less reduction strategies.
water than traditional models and a minimum of
50% pre-consumer and post-consumer total recycled Oneofthesepartners,Humanscale,istheQrst
content where applicable. companytodevelopproductscertiQedtobeclimate,
energy, and water positive – enabling Colliers to
oset0%of
1 thecarbonused,basedontheozce
furniture we purchased from them.
CASE STUDY
We were quickly outgrowing our Tokyo We arrived at the Marunouchi Nijubashi Building in
headquarters as our headcount increased the city’s central business district. It features state-
Identifying a new of-the art equipment equivalent to CASBEE S class

signiQcantlyoverthepastyear,withexpectations
that the workforce will continue to expand in the high environmental performance, renewable energy
Tokyo home with

next three years. sources,LEDandnaturallighting,andoersmultiple
stylesofozcespacetosuitourteamsneeds.
In 2022, we conducted a thorough relocation Whatsmore:thelandlordistheQrstJapanese
Green Lease searchforozcespacethatwouldbothmeet

our needs and align with Colliers’ sustainability
company to achieve the Science-Based Targets’ Net
Zero Standard (in June 2022).
checklist
and wellbeing goals. Upon creating a shortlist
of buildings, we used a set of rating systems to The new office boasts great views of
identify the ideal new property.
the city, as well as indoor plants and
Toyko, Japan TheQrstwasourColliersGreenLease natural light throughout, boosting the
requirements checklist, developed by our Occupier mood of our clients and professionals.
Services team to help clients measure the eco-
The checklist friendliness of a building. The tool considers The space also features dedicated wellbeing
was developed by factors around the use of sustainable materials rooms for nursing and relaxation, and
and products, air quality, water use, and energy wheelchair-friendly meeting rooms and work
Occupier Services
consumption. areas. We reused 30% of the furniture from our
to measure the previousozceandleveragedourcompany-
eco-friendliness Next, we made a scoreboard to further rank criteria wide partnership with Steelcase, which designs
of a building. including proximity to public transport, building products that have a smaller impact on our planet,
upkeep, sustainability initiatives implemented, for remaining furniture.
surrounding environment and security, and
availability of amenities.
CASE STUDY
Boosting energy With a commitment to net zero by

2030 for all occupied real estate
Theensuingreportscitedeachozces
energy consumption, energy and
ezciencyratingsin globally, benchmarking of our

corporate offices is vital.
greenhouse gas intensity as well as scope
and
,2 1 3emissions.TheyalsoidentiQed
Australia offices
what level of energy and emissions
Committed to reducing our carbon and reductions would be required to achieve a
energy footprint, our team was keen to 5.0 or 5.5 NABERS Energy Star rating, with
measure current energy use and emissions recommendations on how to realistically
MultipleOzces,Australia forsixColliersozcesandsubsequently achieve each sustainability target.
develop tenancy improvement plans.
Throughthisstudy,wediscoveredourozces
Our sustainability experts partnered with ranged from 2 to 6 stars, revealing the
the New South Wales government’s funding importance of standardizing our approach
initiative to commission National Australian toenergyezciencyforourozces.The
In one year, the team Built Environment Rating System (NABERS) teamisnowimplementingenergyezciency
ratingsandimprovementreportsforozcesin improvements such as installing occupancy
will rate its offices
North Sydney, Sydney Central Business District sensors, switching to LED lights, maintaining
again to measure HVAC temperature setpoints within a certain
(CBD), Newcastle, Liverpool, Mascot and
improvements in a Parramatta. Determining their current ratings range, and reviewing energy saving settings
bid to hold ourselves providedacross-sectionofozceperformanceonallozceequipment.noneyear,the
accountable to against peers and a roadmap for tenancy teamwillrateitsozcesagaintomeasure
speciQcenergyreductionactionplans. improvements in a bid to hold ourselves
positive change.
accountable to positive change.
Expert Spotlight
Kate Slattery
National Director, Head of Technical Services & Operations, REMS Australia
01 What achievements would you highlight

from the past 12 months? 02 What are the most significant
sustainability challenges clients 03 Looking ahead, what are your key
priorities?
are facing?
Weareseeingtheknock-oneectofgovernmentpolicydriving Cracking the code of delivering sustainability programs at scale
decarbonization in the energy sector as renewable energy Our clients don’t want to just talk about sustainability anymore for more properties under management is a key priority. We are
becomes the fuel of choice in our current emissions-intensive, – they want to take meaningful action. However, navigating the also acutely aware that we must engage our clients and ensure
coal-based grid. I’m proud of the work we’ve pursued in guiding
rapid changes to standards being legislated by governments and they are aware of the opportunities these new models bring to
clientsthroughenergyezciency,transitionandelectriQcation
industrybodiesisdizcult.naddition,thegrowthincomplexand achieving their goals. Developing, owning, and operating real
opportunities.WehaveharnessedthismomentumtodeQne diverse ESG reporting requirements being swiftly mandated by estate responsibly should result in cost savings and value uplift.
what net zero means for real estate and support our clients with the investment community is trickling down to properties under As a service provider across most assets and business lines,
long-term strategies to decarbonize their portfolios. management. This is exacerbated by a shortage of industry thoughtleadershipanddrivingezciencyinthedeliveryofthese
experts who can navigate this work well. programs are critical.
Our focus on operations has allowed us to drive meaningful
change from the beginning of the project lifecycle. Clients now We’ve assembled a well-rounded team that can support a wide
ask for early-stage design and development advice to set their
spectrum of stakeholders – investors, capital partners, landlords,
strategies,notjustretroQts.Werecentlycollaboratedwith our everyone with a stake in the game. We are also seeing
occupiers,
Real Estate Management Services (REMS) team in New Zealand an upswing in young professionals joining the industry who want
to develop and execute a net zero strategy that ultimately earned
to improve the world we live in and are committed to all facets
acarbonzerocertiQcationforthepropertyaQrstfortheclient
of sustainability. Mobilizing this cohort and encouraging career
within its regional portfolio. progression in this work is exciting for both us and our clients.
01 Property Management 05 Engineering and Design
02 Project Management 06 Capital Markets
03 Investment Management 07 Occupier Services
04 ESG Advisory Services
Energy and
sustainability services
Wemakeasigni4cantcontributiontoelevatingthebuilt
environment by supporting our clients’ ambitions. Working
directly with owners, investors, and occupiers to improve
the performance of their properties inside and out is how
we’ll deliver the greatest impact.
Colliers provides comprehensive and innovative energy and sustainability services to
clients, focusing on outcomes that lessen environmental impact. With more than 200
More than 98% certiQedenergyandsustainabilityexpertsacrossthebusiness,wearesoughtforour
of the emissions we can impact are in expertise in mitigating climate risk, decarbonizing real estate, pursuing accreditations,
properties we manage for clients. and solving ESG-related challenges.
We continue to make investments in our services, technologies, and training of our

professionals to deliver innovative solutions our clients expect.
Capabilities
Our Sustainability Services

Plan for net zero: We provide custom support Manage waste: We identify ways to optimize waste management,
in developing a net-zero roadmap aligned with a boostdiversioneorts,trackwaste,andreducecosts,guide
01 | Property Management building’s long-term equipment and renewal plan. rating systems such as Energy Star Portfolio Manager and NABERS.
Be climate resilient: We help clients determine their Upgrade buildings: We collaborate on solutions to optimize sites,
Everything we do across building
properties’ weaknesses such as low points that are including solar paneling, battery storage, smart metering, and
portfolios starts and ends with what is
vulnerabletoRoodinganddamage. electric vehicle charging.
best for each property.
Secure energy efficiency incentives: We assist Certify buildings: We perform a full suite of audits, assessments
Colliers professionals are poised to advise
owners and property managers in taking full and applications for the world’s leading ESG standards: LEED,
clients on enhancements with the greatest
advantage of available incentive programs provided BOMA BEST, Fitwel, BREEAM, WELL and NABERS.
QscalandenvironmentalbeneQts,helpingto
by government and industry bodies.
reduce utility related costs, improve resiliency, Engage and educate tenants: We design and roll out tenant
mitigate risk, and increase asset value. Conserve energy and water: In tracking and outreach and awareness programs to further cascade our clients’
ThiscouldtaketheformofdeepretroQts, managing utility consumption, we contain costs environmentaleorts.
electriQcationprojectsandproptechsolutions and emissions, identify anomalies, evaluate
that reduce energy consumption and waste performance, assess use over time, and make custom Manage and report ESG performance: We develop ESG
senttolandQlls.Aswecontinuetobuildour recommendations. frameworks, create key performance indicators, determine carbon
data collection, tracking, and benchmarking osetstrategies,setbenchmarks,andmanagetheRowofdata
capabilities, our teams are more empowered Procure green energy: We work with clients to to measure improvements. Our in-depth ESG analyses – which
than ever to help our clients better manage, access renewable energy in their area while providing includeemissionscalculationsdriveeectivesustainab
measure, disclose and act on their portfolios. overall energy systems guidance. reporting through tools such as GRI, GRESB and PRI.
Capabilities

Commissioning and retro-commissioning: Our Risk mitigation: We navigate regulatory
02 | Project Management expertsidentifycost-eectiveimprovementsand frameworks for approval and funding, provide
correct potential problems to ensure facilities guidance on planning and executing land
We provide end-to-end development advisory and project andsystemsoperateezcientlyandlimitnegative transactions, quantify and analyze risks, and
management services to deliver the best living, working environmental impacts. developproject-speciQcmitigationstrategies.
and learning spaces – no matter the scale or complexity.
Energy audits: WeweighthecostsandbeneQts Procurement planning: We help source talent
With expertise in architecture, engineering, sustainability, of capital projects and analyze utility cost and with the right skillsets and secure the best value
construction, facilities planning, operations, budgeting, consumption trends to optimize the performance for long-lead specialized construction items such
and supply chain diversity, our multi-disciplinary teams of mechanical and electrical systems. as solar panels and energy storage systems,
are well-equipped to navigate the industry’s most considering any supply chain sensitivities or
complex ESG challenges and manage all project phases international shipping requirements.
Building enclosure commissioning: Our
seamlessly. We carefully assess properties and assets
architects,certiQedthermographersandother
to understand their unique operational realities to build
specialists detail and install best-in-class building Stakeholder management: We represent
custom strategies that help clients mitigate environmental
enclosures. owners through the project lifecycle to
risks and achieve high levels of sustainable performance.
ensure their spaces are completed on time,
within budget, and in compliance with their
In particular, our U.S.-based commissioning and energy Holistic carbon reduction plans: Our turnkey
sustainability goals. This includes collaboration
advisors provide a unique dual perspective that sets us apart carbon and energy management plans help
with the design and construction teams to
from others – having both the technical expertise to evaluate clients source and maintain equipment to reduce
incorporate sustainable aspects at each step.
and critique systems design and the operational knowledge to consumption in the near- and long-term.
maximize systems and equipment performance.
CASE STUDY | Project Management Centennial College, a community services took the project through the design
college with five campuses and seven and construction phases, including supporting
Bringing Canada’s
satellite locations, recognized the need the complex design requirements to achieve
to expand its Progress Campus’ A Block the facility’s net zero goals.
building to address enrollment growth
4rstmasstimber, and space utilization issues. The newly constructed six-story complex will be
CanadasQrstmasstimberandnetzerocarbon
zero carbon
The project would solve anticipated future institutionalbuilding,oeringapproximately
classroomdeQciencyandprovidesuitable 136,000 sq. ft. of new space and over 16,000 sq.
infrastructure to support the college’s academic ft. of renovated space. Notably, mass timber is an
building to life initiative to promote active learning and

expand its School of Engineering Technology
innovation in the industry, in this case involving
more than 1,000 individual pieces of locally
sourced, cross- and glue-laminated Canadian
and Applied Science (SETAS) labs.
wood,emittingsigniQcantlylesscarbonthan
Ontario, Canada
Recognizing the Indigenous land that traditional steel or concrete structures. The
the campus resides on and the college’s facility’s design will also incorporate WELL, LEED,
commitment to acknowledging the country’s and net zero carbon elements to ensure its
The building design inside historical injustices, Centennial wanted to build operations produce no emissions.
a sustainable gateway structure that embodies
and out reflects Indigenous
Indigenous inclusivity and culture. ThebuildingdesigninsideandoutreRects
values and principles and Indigenous values and principles and is based
is based on the concept Building on the rapport Colliers developed on the concept of “two-eyed seeing" – merging
of “two-eyed seeing" – with Centennial on a previous project, Indigenous and Western knowledge. The
we were brought on in the early planning projectfeaturesRexibleindoorandoutdoor
merging Indigenous and
stages and helped the college establish learning spaces conducive to Indigenous
Western knowledge. its goals and requirements. We were models of teaching and learning, as well as
responsible for all project procurements, gathering places for Traditionalists, Elders,
evaluation processes and managing the citizens of Indigenous Nations and members of
consultant teams on behalf of the college. Our Indigenous communities.
03 | ESG Advisory Services
Some of our markets have developed dedicated ESG advisory

practices composed of consultants who can provide insights
for investors, strategic advice for landlords and developers,
and solutions for occupiers.
Comprehensive services span the property lifecycle and include

(but are not limited to):
• Portfolio greening strategies • Negotiating green lease provisions
• Conducting ESG due diligence • Planning and implementation of sustainable

interiors and commercial spaces
• Determining value-maximizing energy
and carbon interventions prior to • Establishing sustainability targets and
purchase or sale of a property tracking subsequent performance
• Energyezciency • CertiQcationofbuildingsandoccupied
• Renewable energy spaces (e.g., LEED, BREEAM, BOMA Best,
implementation or procurement NABERS)
• ElectriQcation • Non-QnancialreportingsuchasGRESB
CASE STUDY | ESG Advisory Services
Self-sustaining
ManpowerGroup, a global workforce achievesigniQcantreductionsincarbon
solutions company committed emissions. We collaborated with expert
to decarbonization, approached subcontractors to undertake a detailed
upgrades for Colliers’ tenant advisory services

team for advice on making its
assessment of the major power systems in
the building and parking lot, with a view to
ManpowerGroup
Diemen office near Amsterdam supportingaReetofasmanyas30electric
more environmentally sustainable vehicles, a proportion of which would need
and self-sustaining. to charge simultaneously. Ultimately, we
office They are long-term tenants of the entire

determined that ManpowerGroup’s plans
were realistic and actionable.
building, leasing more than 38,000 sq. ft.
Next, our design & development team
Amsterdam, Netherlands oversevenRoors.
madeozceupgradesusingsustainable
Our sustainability team conducted a materials and solutions while the landlord
feasibility study from January to April 2022 agreed to enhance windows and install
on ManpowerGroup’s goals, which included sustainable lighting on the building’s
electric vehicle charging, installation of rooftop exterior.
photovoltaic (PV) panels, upgraded windows
Working in close collaboration with
We collaborated with expert and new LED lighting across the building.
ManpowerGroup, we successfully delivered
subcontractors to undertake upgrades without impacting the building’s
The project required a careful evaluation
a detailed assessment of the of the building’s systems to both safeguard operations,bringingitsozceclosertonet
major power systems in the business continuity during the transition zero and making the built environment in
building and parking lot, and to ensure ManpowerGroup could the Netherlands more sustainable.
with a view to supporting

a fleet of as many as 300
electric vehicles
Giventhestrongdemandforsustainableozce • Pathway to net-zero carbon (NZC)
CASE STUDY | ESG Advisory Services
space and limited supply, we worked closely with
• EnergyPerformanceCertiQcateEPC)
(
aUKrealestateequityQrmtoretroQtitstower assessment
Designing a full complex in London and give it a leg up to compete

in a future net-zero environment. Doing so will Colliers provided three transition scenarios involving
net-zero roadmap
help to retain current tenants, 80% of whom have dierentinterventionsandinvestmentpotential,
publicly stated decarbonization plans, and attract akin to gold, silver and bronze levels. We determined
new ones with similar goals. that the building’s existing heating and cooling systems
for UK tower The scope 1 and 2 emissions associated with

wereinherentlyinezcientandcouldnotberetained
amid a net-zero pursuit. Ultimately, we recommended
complex
real estate must be halved by 2030 to align
the middle scenario, which would bring the building’s
with Science Based Targets, which most of the
EPC rating from an ‘F’ to an ‘A’ with the lowest
building’s occupiers are working towards – a
transition cost and best-balanced energy usage,
discovery made after Colliers was contracted to do
annual cost and savings.
London, UK a full Net Zero Carbon scoping study. Furthermore,
74% of the net lettable area has lease breaks Due to the remaining economic life and embodied
before 2030 – a notable risk as the building is not carbon in the main boilers and chillers, we
aligned with the requirements of most existing recommendedtheretroQtcommencelater
These plans will help tenants. this decade after the assets have been fully
retain and attract
depreciated.
corporate tenants who We investigated the potential for this building
to achieve net zero and developed a(n): Through the NZC scoping study, our client
increasingly prioritize
• Analysis of current installations and operation understandstherequirementstoretroQtthis
ESG factors in their
structure to achieve net-zero operations, budget to
occupancy strategies. • Review of gas and electricity usage against
be set aside, and their likely future energy savings
industry benchmarks
and EPC ratings. These plans will help retain
• Innovative HVAC model to identify potential
and attract corporate tenants who increasingly
energy savings
prioritize ESG factors in their occupancy strategies.
• Recommended energy upgrades
04 | Investment Management
Harrison Street is on a
Colliers is a leading global player in the net-zero pathway, with
alternative private capital industry, with $98 a 2025 goal to reduce
billion in assets under management. carbon emissions by 70%
portfolio-wide.
We deliver top-tier, risk-adjusted returns over the long term for We also support ESG initiatives by monitoring
more than 900 institutional and high net-worth investors through and optimizing utility usage, developing on-
diverse investment strategies. Our investment management siterenewableenergyandprocuringo-site
arms, including Colliers Global Investors, Harrison Street, Basalt renewable energy as needed, pursuing green
Infrastructure, Rockwood Capital, and Versus Capital, closely andhealthybuildingcertiQcations,making
consider ESG factors when evaluating real asset investments. ezciencyretroQts,improvingthephysical
resiliency of assets, and taking stock each year
Such factors can impact investment performance to varying of risks and opportunities.
degrees across sectors, regions, asset classes and time periods.
ThatswhywemanageQnancial,societalandregulatoryrisks
Learn more about our investment
thatinRuencetheoperationalperformanceofourassets.During
management ESG commitments:
investment diligence, we conduct assessments to identify areas
wherewecanaddvalueandcreatemarketdierentiation,driving
• Harrison Street
better outcomes for our clients and the people that our assets serve.
• Basalt Infrastructure
Equally important, we expect our portfolio companies and partners to
• Rockwood Capital
embrace ESG as a key part of their governance and operations.
• Colliers Global Investors (Innovation & ISR)
CASE STUDY | Investment Management
Achieving zero waste

toland4ll UKinlife Harrison Street, a Colliers investment We subsequently launched initiatives that
sciences campuses
management firm, engaged a local included new receptacles (including those
property management company as designed for hazardous waste) as well as
its operating partner for life science educational forums to promote awareness of
properties in the UK in its pursuit of the zero waste goals and ensure occupants
London, UK achieving zero waste to landfill. knew how to comply with the program’s
requirements. Meanwhile, we worked with
All organizations in the UK that produce, trash haulers that could measure the amount
recover or dispose of waste are responsible diverted, procure greener materials, and
800 metric tons for applying a waste hierarchy ranking introduce more recycling streams onsite.
of waste have systemwithQvewastemanagement
Harrison Street achieved zero waste to
been diverted options, ranked in order from most to least
landQllsatourColworthPark,Kent,and
environmental friendliness: Prevent; Reuse;
from landfills. Technopole life science properties in 2022.
Recycle;Recover;Dispose/LandQll.Theymust
More than 800 metric tons of waste have
also issue declarations that they have done
been diverted. These properties monitor
so as part of a duty of care.
and share their monthly waste statistics with
With its operating partner, Harrison Street occupiers to celebrate these environmental
performed a waste audit at each campus. successes and encourage ongoing education.
05 | Engineering & Design
Our Colliers Engineering & Design experts

bring renewable energy and energy
ezciencyexpertisetoeveryproject,
whether rebuilding schools or designing
transportation infrastructure.
Capabilities
• Conducting feasibility studies on capped

We create environmentally sensitive systems that reduce or landQllsforpotentialsolarsites
eliminate negative impacts on the environment through a full
• Threatened and endangered species studies
spectrum of design permitting, construction management, and
relatedservices.DependingonourclientsspeciQcations,we • Wetland delineations
integrate renewable resources, including solar and battery storage, • Grading and drainage design
and follow LEED design philosophies to ensure their projects are
• Geotechnical engineering and subsurface
energyezcientandeconomicaltooperate.
exploration
ndoingso,ourapproachtoenergyezciencyismulti- • Performing building condition assessments

disciplinary, led by mechanical and other professional engineers, • Designing and installing electric vehicle
LEED-accreditedexperts,facilitiesspecialists,andcertiQed charging stations
energy managers. We share a common goal to support the
decarbonizationeortsofourclients.
CASE STUDY | Engineering and Design In Syracuse, New York sits the largest a high-accuracy vertical survey of the dome
domed stadium on any college campus in structure as it was being built to ensure the new
system could come together seamlessly and safely.
Connecting the dots

the U.S. The JMA Wireless Dome, known to
most as “The Dome”, opened in 1980 and
Each quadrant of the roof had to be assembled
became a landmark for the city.
on an innovative,
with less than three-eighths of an inch for error
– a very complex operation. Our enterprising
nRatedbyasystemusingforcedairtokeep
surveyors fought swings in temperature, wind
energy-saving
thefabricceilingaRoat,TheDomegenerated
gusts, and weather that shifted the building and
oppressive heat and humidity when packed with
new superstructure. We solved discrepancies in
thousands of fans in the summer. Furthermore,
stadium dome readings via innovative thinking: using infrared

staneededtoclimbontotheroofinthewinterto
thermometers and setting monitoring points
removesnowothefragilefabrictopreventthe
on the steel to discover it was unexpectedly
ceiling from buckling.
contracting and expanding by up to an inch.
New York, U.S. Monitoring points were also set along the building
When the opportunity came to replace the
stadium dome to improve occupant wellbeing and face to observe the movement in relation to that
reduce energy use, a steel cable truss system clad of the structure. We acted quickly and deployed
Our innovative solutions dierenttechniquestomaptheprojectoutwith
with rigid panels and a tension membrane was
to complex problems devised by the original designer of The Dome. This nearperfection,allat50feet
1 otheground.
– all at 150 feet off wouldnotonlyimproveairRowandsafelysupport
During construction, Colliers teams were in
the ground – enabled snow accumulation, but it would also permit
regular contact with Hayner Hoyt and its partners
natural lighting and naturallighttoilluminatetheQeldanelement
to ensure success. We put the engineers and
expected to save Syracuse University millions of
millions of dollars in construction crews at ease by mapping the
dollars in energy costs.
energy savings. massive 129,000-pound crown truss with utter
With the design in place, local builder Hayner precision. The complex was successfully upgraded
Hoyt and steel erector Midwest Steel approached in 2022, elegantly altering the Syracuse skyline and
Colliers Engineering & Design experts for support modernizing this jewel of the school’s sports and
on this 260,000 sq. ft. project. We conducted entertainment programs.
Capabilities:
06 | Occupier Services
Portfolio analysis: Providing selection criteria and

Colliers supports occupiers through all
green building guidelines when occupiers research
stages of the real estate lifecycle, integrating new spaces and advising on traditional leases vs.
ESG as part of our standard approach. Rexiblespaceagreements.
Green lease negotiation and administration:

Negotiating and managing green leases with
ncreasedinterestingreenbuildingcertiQcations,conducting landlords to ensure all parties are making a concerted
environmental analyses on portfolios, green lease clauses eorttoensuretheenvironmentalsustainabilityofa
incentivizing tenants to participate in energy conservation, and building.
emerging reporting regulations are driving large changes in
clients’ corporate strategies. Compounded by a growing shift to Project management: Identifying and implementing
hybrid work post-pandemic, companies are taking on less leased eco-upgradessuchasenergyretroQts,onsite
space and becoming more aware of energy spent on lighting and renewables,waterezciency,electricvehiclecharging
temperature control. stations, and decarbonization.
Our strategic partner Blue Skyre IBE bolsters our ESG-related Waste diversion: Recycling and reusing materials to
advisory and services. Together, we developed a guide with divertfromlandQll.
considerations and a six-step process for clients to successfully
establish a holistic ESG program. Blue Skyre IBE’s intelligent ESG
Assessment: Transparent reporting on progress and
Focus™ powered by Allovance helps occupiers develop their ESG
recommending improvements.
goals and initiatives, design and operationalize sustainability
programs,identifyriskandbuildingperformance,digitizeworkRows,
and gain business intelligence for continuous improvement.
Expert Spotlight
Chris Zlocki
Head of Client Experience and Executive Vice President,
Occupier Services | Global
01 How do you support companies in

navigating the hybrid work evolution 02 What tools or techniques do you use to
help clients envision their space and 03 How does this correlate to
environmental benefits?
and what role does sustainability play? how much they need?
We dovetail net zero targets into the real estate strategies. As
In the last two years, workplaces and how people work Using our Campus Re-imagined approach, we help refocus and companiesembracethefutureofworkandseekezciencies,
saw unprecedented change with the move to hybrid work restructure large corporate campuses. Our approach is to align asigniQcantbeneQtisamoresustainablefootprintusingles
strategies. We are frequently seeing companies reduce the their clients with work patterns and optimal location strategies energy, land, and fewer construction materials.
amount of space they occupy and are analyzing nearly every to unlock peak business performance, while reducing costs and
carbon footprint. We are seeing high demand for our integrated
enterpriseclienttoidentifyhowwecanhelpdriveezciencies.
At Colliers, we are developing portfolio options for clients solution – we were recently asked to support the disposal and
that reduce costs, balance sustainability, and improve the downsizing of a 1.1 million sq. ft. space to 300,000 sq. ft.
employee work experience. Furthermore, we help companies
Clients have also been struggling with how to translate the way
cultivate more diverse talent pools through improved location
their employees are working to the type and amount of space
strategiesforozces.
theyneed.Thisrequiresextensiveozcedesignevaluations
andopinionsfromdierentstakeholdersgiventhesigniQcant
transformation to hybrid workplace strategies. Our Hybrid
Acceleratorisanezcient,integratedadvisoryandtechnology
solution that enables clients to make more informed decisions
onozcesizeanddesignbybalancingindividualworkstyles
with space needed.
CASE STUDY | Occupier Services
One of Colliers’ key occupier clients is For this end-to-end solution, our team
Solar powering an international organization whose

mission is to promote global economic
providedsite-speciQcsolaranalysisand
program design, assessing solar irradiation,
material availability and cost – as well as the
ozcesforreliable
growth and financial stability, encourage
international trade, and reduce poverty current cost of power – to see where the
around the world. client can use solar energy most practically
and sustainable The focus of that mission is on less developed

andezciently.Toplantheseprojects,Colliers
teams used dedicated solar software to model
electricity
countries,inwhichtheorganizationsQeldozcesthe production and per-kilowatt-hour cost
are often located. These areas tend to be without based on a rooftop’s size and location.
access to large-scale electrical grids, meaning
Meanwhile, our project management experts
that on-site generators use fossil fuels to produce
Niamey, Niger engaged local consultants to understand the
electricity, and power outages are common.
Qnerpointsofsolarpanelmaintenanceand
For the past two years, Colliers Occupier operation – for example, in dusty areas, what
Services has supported the client in achieving frequency of cleaning is required to keep the panels
reliable, lower-cost and cleaner electricity for functioning without diminishing power supply.
itsozcesbyinstallingmicrogrids,whichtake
the form of solar panels directly on roofs and The end result for the client: a
battery systems. This initiative began with renewable energy program that
the evaluation of four existing sites in Africa provides more reliable and zero-
and the standardization of solar microgrid
emissions electricity for less.
assessmentsfornewozcelocationsin
SurinameandNiger.Thenewozcesitein
Niamey, Niger represents a prototype for
future projects.
07 | Capital Markets
We provide strategic advice on the

acquisition and disposition of commercial
real estate assets, as well as sourcing capital
solutions from around the globe.
Our experts advise on all asset classes, helping investors

understand trends and market dynamics, and navigate any cross-
border obstacles.
Increasingly, those trends include the need for a comprehensive

ESG strategy, both for optimizing current portfolios and evaluating
future acquisitions. Our in-house ESG professionals are available
to assist investors who are making decisions about whether
to purchase, hold, sell, or reposition assets that could become
stranded as regulations, occupier demand, and metrics on this
issue gain momentum.
Expert Spotlight
Damian Harrington
Head of Global Capital Markets Research and EMEA Research
01 How does ESG impact

your role? 02 How important is sustainability for
fund- and asset-level strategies? 03 What key trends will shape the future of
Capital Markets?
I connect the dots between occupier and investor behaviour There are many drivers pushing the ESG agenda forward, In our latest Global Investor Outlook, we highlighted that ESG
and asset performance and encourage the sharing of this compliance factors are driving greater direct action: 45% of the
fromtighterregulationsandenergycostinRationtoextreme
information among our regions so we can collectively help weather and the moral case to address the amount of investors we surveyed revealed their intent to dispose up to
clients make the best decisions. ESG issues have risen emissions generated by real estate. Energy costs in Europe 0%of
2 theirnon-performing portfoliointhenextQveyears.
in relevance over the last decade and are undoubtedly haveincreasedbymorethan20%overthelastQveyears, Whenitcomestoasset-speciQcperformance,retroQtting
on average, so our clients increasingly recognize the risks of
inRuencingourclientsinvestmentstrategies.Withevolving buildingsisthecriticalnextstep:90%ofinvestorsidentiQed
regulations, growing market demand for sustainability and inaction, alongside the opportunities that exist in the market. energyezciencyasapriority,followedbyoperationalcarbon
healthy buildings, and investors looking for responsible, risk- at 65%.
adjusted investments, ESG is a consideration we are asked
about frequently. However,retroQttingcostsareabigunknown.Weareseeing
a gap between our clients’ ambition to integrate ESG and
their capability to do so. We have experts to help our clients
understand what they need to do, and how to transition and
positiontheirassetstonotonlybeproQtablebuthavesocia
andenvironmentalbeneQt.
Elevating
Inclusiveness
Driving gender diversity at Colliers
Elevating Inclusiveness We set a global goal in 2021 to have 40% female employees
overall and in management roles, outside of our Engineering
segment. Various divestitures, such as our exit from
Russia, and improved processes for collecting data led to a
recalculation of our 2021 baseline. Without these structural
We build and nurture inclusive environments changes,wemadesigniQcantstridestowardourgoals:
where our professionals from diverse
backgrounds thrive and feel valued.
Females as a % of Employees 2021 2022
Divested business excluded from all periods
At Colliers we embrace diversity among our talented team of 18,000
professionals in more than 60 countries, and we recognize it is key
to supporting innovative ideas, creativity, and strong company 39.5%
39.1%
performance overall. It is our mission to foster a culture where all ,
employees can succeed, supported by rewards and recognition and 31.7% 33.3%
specialized learning programs that propel their career growth.
Progress toward goals

All Employees Management Roles
Achieve 40% female share of total Making progress towards our gender
employees and management roles.* diversity goals (see opposite). The revised 2021 baseline, including all businesses
owned during 2021, for women in management roles is
Baseline our purchasing from Introduced a supplier Diversity 32.4% . Given this, Colliers will be reviewing the target
,
diverse suppliers. Set an ambitious Council in North America and timeline for reaching 40% female representation in
goal for 2025. implemented technology to track
and improve our diverse spend. management roles.
* ManagementrolesaredeQnedasanyemployeewithdirectreportsand/oraseniorleadershiprole,exceptinEMEA
wheretheyaredeQnedasanyemployeewithatitleof'Manager(orhigher.
The accolades we received in 2022 are
testamenttooureortsacrosstheglobe:
Bringing our inclusive
culture to life
At Colliers, we are elevating inclusiveness by:
Mogul’s Top Zweig Group Best

The Globe and Mail
100 Workplaces Firms to Work For
2023 Women Lead
2022 – Colliers Great Place to
for Diverse Here benchmark of
01 | Nurturing employee resource groups Forbes 2022 World’s
Representation executive gender
Engineering Work 2022-2023
Top Female Friendly (Brazil)
in 2022 & Design (8th
Companies diversity
consecutive year)
02 | Oeringmentorshipprograms
03 | Fostering external partnerships
04 | Recruiting talent without bias
05 | Maintaining and measuring employee engagement
HR Asia Best
06 | Oeringinclusivenessdevelopment Digital Knowledge Companies to Work
Observatory Foundation for in Asia 2022 -
Kununu Top Parent-Friendly Great Place to
Investor in Human
07 | Celebrating diversity Company 2022 Employer (Poland) Work 2022 (India) China for
( theQfth
Capital Award 2022 consecutive year)
(Germany)
(Poland) - for third year and Taiwan
01 | Nurturing Employee Resource
Groups (ERGs)
ERGs are employee-led voluntary groups ERGs expanding globally

that spearhead initiatives to support
These important initiatives
equity and inclusion. continue to expand globally. Teams in
Australia, New Zealand and Singapore
In North America, these groups represent a channel through
have established ERGs that continue
which Colliers team members across all business lines and
to help create a safe, supportive space
at all levels can better understand diverse perspectives and
for employees who share a common
engage in strategies to elevate inclusiveness and focus on
identity. In EMEA, we also have a number
growth, mentorship and development. Across the region,
of informal ERGs and networking groups
Colliers now has eight unique ERGs – up from six in 2021 –
and Colliers Engineering & Design
in which 14% of employees are engaged:
has a Women’s Organization in place
that collectively plans initiatives to
promote and advance women in what is
• Black Professionals Network • Working Parents &
traditionally a male-dominated industry.
Caregivers
• LIDER (Latin and Hispanic)
• Pan-Asian Network
• PRIDE
(new in 2022)
• Veteran’s Initiative
• WorkAbility
• Women’s Network (new in 2022)
Expert Spotlight
Nicole MacDonald
SeniorProjectManagerandTeamLead,
ColliersProjectLeaders|Canada
Nicole focuses on projects with Colliers. For instance, they proactively helped
HR teams adjust language in job ads to be
Indigenous organizations in
more inclusive as well as develop recruitment
Canada, helping build community
and retention strategies for Indigenous people.
“No group of people should

and cultural facilities, housing,
healthcare facilities and drinking Externally, Nicole recognizes Colliers has
be left out of opportunities.

water infrastructure. theleveragetomakearealdierencein
Indigenous communities, which includes
For her, this has personal meaning, as Nicole
I am proud of my heritage
procuring diversity-minded suppliers, building
has ancestral roots in the Mi’kmaq community strong connections to these communities and
of Acadia First Nation. collaborating with them on project planning
In 2022 she earned a Spirit of Colliers Award

and delivery. Nicole also accepted the role
as chair of Engineers Canada’s Indigenous
and feel a duty to help the
community.”
for bringing our culture and values to life –
Advisory Committee in 2022, where she has
ledbyhereortstobuildanewndigenous
helped craft new guidelines for engineering
employee group. In it, employees share their
companies on consulting with communities
experiences in a safe space, collaborate
early and integrating local and traditional
to work on projects for clients, and build
knowledge into projects.
awareness around Indigenous culture within
02 | Offering mentorship programs
Colliers’ mentorship programs around the globe focus on

the promotion and advancement of women and of people
from diverse demographics. Experienced mentors help
develop younger talent’s leadership skills, career growth and
con4dence.Theseeortsareakeytoolbywhichweincrease
representation at all levels of the company.
Regional Highlights
EMEA: An EMEA mentoring program matches North America: A mentorship program

APAC: Programs such as “Colliers Cares” in Colliers Engineering & Design: A formal
senior female mentors with female mentees connects up-and-coming employees with
India bring young talent and experienced mentoring program pairs people throughout
across the region to support career progression. experiencedleaderswhooerpersonalized
leaders together to share knowledge and ideas. theQrmwithotherswhohaveexperienceand
Our UK business has partnered with Mentoring guidance – and who in return strengthen
An “Elev8” program in New Zealand includes knowledge to help them advance personally
Circle, who help provide tailored mentoring their own leadership skills and deepen their
a reverse mentorship element as a way to and professionally in the areas they are
support to address the gender gap at the senior understanding of cultures within Colliers. In
promote inclusiveness. A majority-women seeking to grow. With 235 matches in 2022, it’s
leadership level across the real estate industry, 2022 we had 116 pairings with 15 mentees
“Young Leaders Committee” in Singapore is beenaneectivewaytofosterourcultureand
and a Junior Talent Board has been established gaining promotion.
dedicated to building an inclusive environment, values and support employee advancement.
a collaborative culture, and platforms to in the Netherlands to foster collaboration
support career growth for future leaders. betweenearly-careerstaandthewider
leadership team.
03 | Fostering external partnerships
We regularly seek out new relationships with other

organizations,non-pro4tsandawarenessgroupssoColliers
teams can learn best practices and to enable us to better
support underrepresented groups.
Regional Highlights
APAC: Colliers curates work opportunities for young adults EMEA: Colliers in Poland partners with Vital Voices, an North America: We support people from several demographics
who identify as disabled through a partnership with the organizationthatsupportswomensrightsandoers through an array of partnerships. For instance, engaging with
Mann Centre for Individuals with Special Needs, in India. mentorship opportunities. Other initiatives include the Project REAP, the African American Real Estate Professionals,
Other regional partnerships include the Urban Land UK Pathways to Property initiative in conjunction with the the Black North Initiative and the Black Opportunity Fund helps
Institute (ULI) and the Property Champions of Change University of Reading, and close collaboration with Catalyst Colliers leverage our initiatives and networks to promote career
Coalition (PCCC), of which Malcom Tyson, CEO of Australia, and Commercial Real Estate Women (CREW). growth for Black professionals. Partnerships with Catalyst and the
is a member. Both partners pursue gender equality and CREW Network help us advance women across our organization.
inclusive workplaces. ColliersProjectLeaderswasamongtheQrstcompaniestojointhe
First Nations Major Projects Coalition to promote the interests
of Aboriginal communities in Canada and is committed to PAR
(Progressive Aboriginal Relations).
04 | Recruiting talent without bias
In 2022 we continued to review our recruitment processes to

eliminate bias and ensure our hiring lens is fully inclusive.
Regional Highlights
APAC: Colliers teams in Hong Kong, Japan, EMEA: All hiring managers in the region have North America: Our talent acquisition team Colliers Project Leaders: We revamped all
New Zealand, Philippines, Singapore, Taiwan training and resources in place to ensure achievedCertiQedDiversitynclusion
& recruitment materials to include inclusive
and India revised processes designed to equitable processes. The UK team has also run Recruiters accreditation through the external language and a diversity statement.
drive greater hiring diversity, while Australia a series of conscious inclusion workshops with AIRS agency. This team also implemented
continues to uphold the recommendations senior leaders across the business to support technologythatallowsustospotandQxany
previously implemented in the Property hiring and retention. social bias within our job postings.
Champions of Change Coalition’s "Removing
the Bias" report.
05 | Maintaining and measuring
In 2022, our global employee engagement survey • More women- and family-friendly benefits as well
employee engagement had a response rate of 85% and an overall as a revamped rewards and recognition program in the
engagement score higher than in 2021 and APAC, North America and EMEA regions.
the external global benchmark.
Many regions conduct regular listening surveys to
We use this survey to hear directly from our employees ensure they build and maintain an inclusive working
Employee feedback is vital not only to on the issues that matter to them – and develop action environment. In North America, female brokers
our business pursuits at Colliers, but to plans in each region to address feedback. This feedback completed a 2022 pulse survey to communicate their
resulted in many recent initiatives, including: experiences, feedback that will be actioned in 2023.
our workplace strategies, engagement Colliers Project Leaders used exit survey data to pilot an
initiatives,andinclusivenesseorts. • Enhanced parental leave policies and lengthier paid assistant project manager coaching program to address
leave across many countries to ensure our families feel feedback on career development at that level.
supported.
Committees also provide us with insights into employee
• Americas Executive Diversity Council focused on
sentiment. An Employee Experience Committee at
broadening our inclusive culture.
Colliers Engineering & Design meets bi-weekly to plan
• Refreshed EMEA learning platform to improve activities around recognition and culture. A Young
user experience and access to learning for all our Leadership Committee in Hong Kong is invited to design
colleagues. Upon launch, we focused on delivering
special activities that link senior leaders with younger
contentregardingeectivefeedbackdiscussions,which
sta.A'FivebyFiveConnect(isamonthlyinitiativein
was a theme that came up in the engagement survey. ndiathroughwhichQvepeoplefromdierentlevels
• New “Future Leaders Board” at EMEA Occupier and services lines join a panel discussion about the
Services to lead change from the ground up by acting eectivenessofwellbeinginitiativesandhowtoenrich
as a sounding board for new company initiatives, the employee experience.
cultivating a sense of ownership and belonging.
06 | Offering inclusiveness development
We are committed to ensuring our people are

equipped to understand their own biases and, in
turn, contribute to a more inclusive workspace.
Across Colliers, our people are invited to build their knowledge around
diversity and inclusion through a mix of digital and in-person training,
which is built into several of our core learning programs.
n2,we
0 workedwithCatalysttooerworkshopsandthought
leadership to increase inclusivity in our day-to-day operations. Catalyst is
aglobalnonproQtsupportedbymanyoftheworldsmostpowerfulCEOs
and leading companies to help build workplaces that work for women.
In EMEA, the REAL for Women Program, which originated in the UK, was
extended across the region. The aim of the program is to support and
strengthen the career opportunities for our female talent.
Expert Spotlight
Lydia Ings
HR Director, UK
Lydia Ings is the driving force behind Lydia has maintained a passion for inclusiveness
throughout her career. She began in real estate in
Colliers’ UK Balance in Business
and,
02 afterhavingherQrstdaughterin, 3 0 2
program, which promotes diversity
experienced what it was like to work though her
and inclusion in the organization and
across the industry.
maternityleavewithnobeneQts.Sincethen,shes
happy to have been a catalyst for change, which "To accelerate change, you
must take real action,
includesintroducingmoreRexibleparentalleave
What began in 2019 when Lydia joined Colliers
policies at Colliers.
has now become a cornerstone of our culture,
namely supporting and empowering all people. “I’m proud that a father on my team who is
havingababycannowtake0weeks
1 o,not
not only words or token
celebratory days."
Balance in Business is built on several
two,” she says. “And a mother can take six
workstreams, all designed to raise awareness,
months with full pay. That is a legacy to leave.”
spark conversation, and foster a safe and
inclusive environment. In addition to hosting Balance in Business also spurred other
regular learning opportunities on subjects initiatives such as Real Estate and Leadership
ranging from unconscious bias to hidden for Women (REAL), which targets the gender
disabilities, the program takes a deep dive into gap in leadership. With a targeted personalized
data, policies and reporting, client awareness on development program to advance women into
DEI, networking, and talent development. senior roles, Colliers is already seeing positive
gains. REAL is now evolving into other regions
across EMEA.
07 | Celebrating diversity
Across all regions, Colliers recognizes

six global days of awareness.
WetakethetimetoreRectandcelebratethesedayswith
events and virtual learning opportunities that encourage
discussion, growth, and togetherness. Five of the six
days we recognize are directly tied to driving inclusion.
World Mental Health Day
International Women’s Day
International Day for the

Elimination of Racial Discrimination
Black History Month
Earth Day
PRIDE
Expert Spotlight
Tammy Tang
Managing Director, China
At Colliers China, Tammy Tang has Herozcehasbeenawarded'bestcompanyto

cultivated an entrepreneurial culture where work for” many times by HR Asia, which Tammy
teams are willing to push boundaries, believes is tied to the culture at Colliers China of
test new ideas, and embrace what digital empowering all people – no matter background
transformations can offer. or nationality – to think like entrepreneurs
and to be unafraid of something not working. “Gender diversity and
While her goal is continuous growth for Colliers,
she balances that by keeping a close eye on
Meanwhile, their Culture and Leisure Operations
division helps organize events and celebrations af dmkan f kk akf l Y k
social responsibility, inclusiveness and health
and wellness in her teams.
forstaandtheirfamiliestoconnectandtogive
back to the community. gjl j Z Ymk a
In December 2022, Tammy – who has spent 25 Her approach to diversity, equity and inclusion Ydj Y q l mdlmj &
is simple: you just evaluate how talented each
kaehdq gh f lg Ydd&
years in real estate – was named to Fortune
China’s list of “Most Powerful Women”, the only individual is, then support your talented team
businesswoman in our industry to appear. In members no matter what they might need –
fact, when Tammy was promoted to co-head of timeotomove,advancetheireducation,start
Colliers China at age 42, she was the youngest afamily.Whenyouoerequalopportunity,she
leader among all such agencies in China, and the says, word spreads.
only female.
Supplier diversity
We are promoting and increasing opportunities

for enterprises and small businesses owned by
women, minorities, Indigenous peoples, veterans,
people with disabilities, and members of the
LGBT+ community.
In 2022, we proudly launched a Supplier Diversity Council in North
America to develop supplier diversity initiatives that our clients,
professionals, and communities can be proud of, and support the goals
of our clients, whose spend we manage within our Property Management
and Occupier Services business lines. The Council worked to develop a
supplier diversity statement that enshrines Colliers’ commitment to a fully
inclusive procurement process, as well as quantify our current spend with
diversebusinesses.TheCouncilisintheprocessofQnalizingourshort-,
medium- and long-term goals.
A major U.S. multinational industrial firm with businesses. This move provided our project team with
CASE STUDY
approximately 60 million sq. ft. in 700 facilities even broader access to diverse suppliers across the U.S.
around the world issued a request for proposal
Helping a (RFP) to manage its extensive industrial and

office portfolios.
Our multinational client leveraged this work to
plot strategy and, by analyzing their pipeline of
transactions, map locations over the next two years
multinational The company has a long-standing focus on diversity

and racial equity dating back to the civil rights
where they could hire diverse suppliers. In short
order, they were able to engage with, and award work
industrial4rm movement. Today, it continues to make impactful

investments that drive economic growth and improve
to, several minority- and veteran-owned businesses.
Using a proprietary diversity and inclusion dashboard
achieve its
the lives of those in communities where it operates.
developed by the Colliers technology team, the
The company made clear its goals to be an industry company can track key metrics on all these new
diversity mission leader in developing strategic partnerships with a supplier relationships, including location, critical dates,
diverse range of suppliers. In response, Colliers created evaluation stage and diverse spend (a priority area
a unique – and ultimately successful – program called for them). Our team also created a broker package
“Identity, Diversity, Equity, and Allyship” (I.D.E.A.) that that introduces the I.D.E.A. program to new suppliers,
U.S. provides onboarding support into the client’s systems,
aligned with their values.
andoerscheck-instomakesurethepartnership
Putting.D.E. A.intoaction,ourteamQrstassembled remains strong.
alistofsuppliersthatarebothcertiQedindiversity
andveriQedtopartnerwithColliersOccupier As part of our commitment to these values, Colliers
Services. An important objective was to help our ensured that teams received diversity and inclusion
client identify diverse suppliers beyond brokerage training, and are actively working to understand and
services, such as project management. One key tactic confront unconscious biases – necessary learnings to
was in implementing Supplier.io, a platform that truly embrace diversity.
connects diverse suppliers – including businesses

Now, our client is set to develop a pipeline for the
ownedbyminorities,women,veterans,LGBT+,people
years to come, with a system in place that ensures
with disabilities, and members of disadvantaged
diversity and inclusion remains a constant element in
communities – with potential partners to grow their
all supplier transactions and ongoing partnerships.
Elevating Health
& Wellbeing
Elevating Health
& Wellbeing
We create safe and healthy spaces for our people and clients
that promote sustainability, wellbeing and productivity.
We prioritize an energized, productive and resilient workforce. That’s why we take the health
and wellbeing of our professionals seriously. Companies that integrate health and wellbeing
into their employee value proposition will be better positioned to attract and retain skilled
talent amid increasing competition. Therefore, our commitment extends beyond our people
and into our client services.
Progress toward goals
AtColliers,wehavefocusedoureortsonachievingcertiQcationsthataccountforthese
Join WELL Portfolio and achieve Reached our 2022 goal by
diverse considerations, from air and water quality to ergonomics and disaster preparedness.
WELLHealth-SafetycertiQcationfor achieving the WELL Health-Safety
allColliersozcesby205. Ratingfor10%ofo]ces. ,
n2,we
0 setouttoachievetheWELLHealth-SafetyRatingin0%of
1 ourozcesover2,50
sq.ft.Weareproudtohaveachievedourgoal,withaplantoboostcertiQcationsto30%by
OerWELL,Fitwelorequivalent Became WELL Enterprise Partner
year-end 2023. With deeper organizational knowledge of healthy building standards and a
certiQcationtoalleligiblepropertyto support client wellbeing
risingnumberofcertiQedexpertsacrossColliers,wearealsohelpingrealestateowners and
management and occupier clients, programs.
occupiers earn WELL Health-Safety seals for their workplaces. beginning 2023.
CASE STUDY
Weseeozcesasmorethanplacestoconduct • AirpuriQersinallmeetingroomsand
Embedding
business. Workplaces impact our physical common areas
and mental health, create opportunities for • Regularozcedisinfectionwith
engagement and collaboration, and strengthen environmentally friendly biochemicals
sustainability our culture. They embody our commitment to

elevating the built environment and act as living
• Adjustment and installation of better lighting
acrossallozceareas
and wellbeing in
examples of our ESG capabilities that clients can • PlacementofplantsandseasonalRowers
experienceQrst-hand. aroundtheozce
Colliers Hong Starting with a holistic sustainability audit, the

Hong Kong team mapped a three-year action
TheColliersHongKongozceisnowproud
to have earned a WELL Health-Safety Rating
Kong office
plan aligned with Colliers’ global ESG targets foritseortsincreatinganenvironmentthat
and the UN’s Sustainable Development Goals. prioritized wellness.
We aim to be LEED- and WELL-ready within two
yearsanddevelopedasustainableozcepolicy
Hong Kong to support the transformation.
Tangible examples of their employee-first “Being WELL Health-Safety rated

approach include:
is a milestone in our ESG roadmap.
• 40% sit-stand ergonomic workstations Our people are important assets that
• 100% ergonomic chairs we value most and as such, we take
• Seating areas for socializing, work and considerations around best practices
exercise
on workplace experience when we
• Fruits and healthy snacks available for all
• Wellness rooms for nursing mothers and
transform our office.”
employees
CK Lau
Managing Director, Colliers Hong Kong
CASE STUDY
commitment to tenant safety and
HarrisonStreetozce
At Harrison Street, the wellbeing of
employees and guests is of utmost engagement (e.g., maintaining high indoor
importance. air quality standards). A park space directly
achieves 2-star To that end, we strive to create a healthy and

outside hugs the river and features walking
trails and a restorative garden. The building
Fitwel rating
welcoming environment through the design hasaQtnesscentre,securedbicyclestorage
andoperationsofourphysicalozcespace room, showers and lockers, and on-site
and its surrounding community. To formalize health programming such as yoga classes –
ourhealthandwellbeingeorts,wesoughttoavailable to all tenants.
Illinois, U.S. certify our space to Fitwel® standards. Fitwel
We worked with an architect to ensure our
is a leading third-party, performance-based
ownozcespaceconsideredtheneedsofour
healthybuildingcertiQcationsystemthatwas
staanddesignedmanyfeaturesincluding
originally developed by the U.S. Centers for
Rexibleworkstationsandareasforrelaxation,
Disease and Prevention (CDC) and General
90+ Services Administration (GSA).
socializing, collaboration, and privacy (e.g., for
nursing mothers).
Walk score rating Theprocessofthoughtfullydesigningozce
In June 2022, we were thrilled that the
space that contributes to health and wellbeing
ChicagoHarrisonStreetozcewasrecertiQed
75% began well prior to the Fitwel designation,
originally earned in 2019. Harrison Street
and recognized with a coveted Fitwel 2-star
of selected strategies certiQcationforhealthandwellnessthat
purposefully chose the Chicago location for
increase physical activity considered seven “health impact categories.”
its walkability, access to public transportation,
Our resolve to promote occupant safety is
quality amenities, accessibility features,
surelyafactorintheQrmseightBestPlaces
83% and building management’s demonstrated
toWorkawardsandlowstaturnoverrates.
of selected strategies
promote occupant safety
Healthy buildings
for clients
At Colliers, we want everyone to live and

work in spaces that are not only safe,
but also promote mental and physical
wellbeing and a sense of community.
Health and wellbeing criteria are increasingly integrated into the

broaderspectrumofsustainablebuildingcertiQcationsasthese
factors make their way up the agenda for landlords and occupiers. We
have a strong record of using our expertise to provide our clients with
spaces that put health and wellness at the forefront.
CASE STUDY
After attaining accreditation from Access4you,
Improving
Globalworth, a leading real estate
developer and owner in Central and we spent three months assessing Globalworth’s
Eastern Europe, was keen on ensuring portfolio. We conducted onsite visits to study
accessibility for its locations were accessible to people accessibility for nine stakeholder groups:
with mobility limitations and other wheelchair users, seniors, people with pushchairs
and other groups with restricted mobility or visual
Globalworthozce
disabilities, to boost the sustainability
of its portfolio. and auditory challenges. Accessibility was carefully
measured against hundreds of detailed criteria
portfolio Though our team initially did not have the

capabilitytofulQlltheirrequest,wetookwith
enterprising approach and arranged for one
acrossninedierentcategoriesofdisability,
an factors ranging from the presence and
width of access ramps to elevator capacity
of our consultants to train as an accredited and appropriate signage. We then compiled an
Bucharest, Romania audit report to ensure each site aligned with
auditor. She did so through Access4you, a
certiQcationschemethatprovidesreliable Access4you’s baseline accessibility standards
and detailed accessibility data based on a and also provided a detailed development
standardized assessment. Its rating system proposal for Globalworth.
evaluates a building’s accessibility for people
with musculoskeletal or cognitive impairments, Asaresultofthiseort,Colliersisnow
and sensory or audiovisual barriers. With 15% Romania’s only Access4you accredited partner
of the population identifying as having some and auditor. With more clients recognizing that
form of disability (according to the World Health addressing the social pillar of ESG sets them
Organization), this information helps them plan apart, we are upskilling more consultants as
aheadandliveamoreconQdentlife. we expect more requests for these important
audits. Colliers is also undertaking Access4you
audits in the Czech Republic and Hungary.
Giving Back
Giving Back
Colliers recognizes the deep importance

of giving back to the communities where
we live and work. This responsibility
includes contributing our expertise, our
time, and our energy.
Community engagement means making sure that all
teams have the freedom to strike meaningful partnerships Launching Colliers Gives
with stakeholders, undertake projects in support of
those communities (such as helping develop critical Through a global initiative launched in 2022, our people can help
infrastructure), and give to impactful charitable initiatives makeadierenceonthegroundinthecommunitieswherewe
and causes. In recent years, this last category has included live and work. Teams get together to seek and perform volunteer
disaster relief, homelessness, food insecurity, and activities for any cause or organization they choose within our
supporting disadvantaged or vulnerable people. overarching pillars of environment, inclusiveness, and health and
wellbeing. The goal annually is for Colliers to contribute 15,000
volunteer days around the world.
CASE STUDY
The Philippines has one of Southeast Asia’s legacy initiatives of Mayor Isko Moreno, who
fastest-growing economies, yet like countries aimed to provide housing for the city’s poorest
Helping design around the world, it faces an ongoing

homelessness crisis. For several years in
residents.
Colliers donated the following services
new housing
Manila, Colliers Real Estate Management
Services (REMS) has engaged with the city’s in Manila:
government as an operations consultant to
developments to
• Technical, engineering and general
help design and develop much-needed public
management review of sites
housing projects.
• Recommendations on improving operations
fight homelessness TheQrstproject,called'Basecommunity(,

included a community of nearly 300
• Development of house rules and guidelines
• Development of construction design
townhomes that opened to residents in 2021. guidelines
Manila, Philippines That summer, 229 families moved into the
• Preparation of operational guidelines for all
two-bedroom units that include a living room,
facilities and amenities
dining room, kitchen and bathroom.
• Creation of a preventive maintenance
In 2022, a second project for which the Colliers program for equipment
REMS team provided technical expertise is
“Tondominium” -- two 15-storey condo towers “It is these bold steps that help spur
thatoernewhousingformore
63 families. change and help uplift lives and we
As with Basecommunity, our Colliers team met at Colliers are very pleased that the
with all new residents to welcome and educate
Manila city government has asked us
them on property management best practices to
preserve the integrity and usability of the towers. to be part of this project.”
Jet Ilaga, executive director of Colliers REMS in

Both projects, and a third condo under
the Philippines.
development in Manila’s Binondo district, were
CASE STUDY
Mario Emanuele Paolazzi, Head of ESG,
Working to donate
In June 2022, Colliers Global Investors
Italy acquired a former hotel known Valuation&RiskOzcer,taly.'Because
as “Quark 2” in Milan with a plan to of the economic crisis and the war, there
abandoned furniture refurbish the building and convert it

into rental apartments.
are so many people who need a home
and everything that makes a home
from newly
comfortable. That’s why we decided
This move was part of Colliers' to turn a waste disposal problem into
eorttoregeneratetheLampedusa something that has a positive impact on
acquired hotel neighbourhood by repurposing this, and

nearby complexes, into approximately
our community.”
With the help of Hines and municipal

600 build-to-rent (BTR) apartment units.
ozcials,ColliersidentiQedfourtrusted
Milan, Italy
When the previous tenant left Quark 2 in charities to collaborate with before
Julythey
,2 02 alsoleftbehindeightRoors arranging all donated materials to be
worth of furniture – most of which was still shipped out. This included beds, tables,
in good shape. Rather than calling a waste televisions, dressers, kitchenware
Items were used to furnish disposal company to remove these items, and appliances from the former 126
30 apartments for displaced our team instead contacted the City of apartments and 12 executive rooms.
Ukrainian refugees. Milan and local real estate developer Hines

Italy and asked for help in donating the Feedback from the charities has been
furniture to people in need. extremely positive, and we have since
learned that some items were used to
“We wanted to be enterprising and do furnish 30 apartments for displaced
what’s right not only for our clients Ukrainian refugees.
but also for our communities,” says
Governance
Our approach
We take great care to operate in ways that benefit the

Board Chair Independence
business, our people, our clients, our communities, and
the environment. Board Chair Jay Hennick provides leadership to The Board recognizes the importance of autonomous
directors in discharging their mandates and will take all leadership. As such, John P. Curtin, an independent director
Strong board and corporate governance and accountability reasonable measures to ensure the Board executes its is Lead Director of the Colliers Board – thereby separating
are core to our business, and they are driven by honesty full responsibilities. He leads, manages, and organizes the these key roles from the Chairman and CEO (Jay Hennick).
and integrity at all levels. To that end, we adopt and adhere Board, promotes its cohesiveness, and ensures that all
responsibilities of the Board and its committees are well The Board has adopted a formal position description for
to corporate governance practices that meet or exceed
understood by the directors. the Lead Director, which requires an independent director
industry standards around transparency, compliance, and
be appointed when the Board Chair is not independent. It
ethical operations.
Chief Executive Officer declares that the Lead Director will facilitate the functioning
of the Board independently of Colliers management as well
JayHennickisalsoColliersChiefExecutiveOzcerand,as
as provide independent leadership to the Board. As is his
Board governance such, directly accountable to the Board for all company
mandate, Mr. Curtin liaises directly with Board members on
activities. The Board exercises its responsibility for oversight
various matters, and convenes and oversees an in-camera
byapprovingallsigniQcantdecisionsandinitiativesaecting
Our Board of Directors oversees all business conduct, session of independent directors at each Board meeting.
Colliers. Jay Hennick has the primary responsibility for the
approves Colliers’ goals, objectives and strategies,
managementofthebusinessandaairsofColliers.He
proactively manages risk, and ensures that procedures Board of Directors
establishes the strategic and operational orientation of
are in place regarding public disclosure and restricted
Jay S. Hennick
Colliersandholdsthevisionforeectiveoverallmanagement, Christopher Galvin
trading by insiders. Jane Gavan
Global Chairman & CEO
proQtability,shareholdervalue,andcompanygrowthwhile
Right Honourable Stephen Harper
ensuring Board-directed policies are implemented. John P. Curtin Katherine Lee
The Board comprises 10 members (seven men, three
Lead Director Poonam Puri
women), nine of whom are independent directors. Their Benjamin Stein
diverse and complementary perspectives provide strong Fred Sutherland
Edward Waitzer
leadership and oversight of our operations while ensuring
Colliers aligns with established corporate governance
principles and all applicable laws.
Board committees Board inclusion and diversity
Audit & Risk Committee Colliers’ pursuit of inclusion and diversity extends to the Board.
Diversity is evident in members’ varied backgrounds and experiences,
The committee ensures that Colliers remains on solid, transparent
Qnancialfootingwhilecomplyingwithalllegalandregulatoryincluding deep insight in such intersecting areas as corporate law,
Qnanceandaccounting,riskmanagement,brandandmarketing,
requirements. Members survey all accounting policies and manage
Qnancialreportingtostakeholdersandthepublic.Theyare asset management, global technology, human resources, change
management and workplace strategies, culture, property services, and
responsibleforallaspectsofriskidentiQcationandmanagement
operational expertise across a multitude of industries.
withinareasincludingQnance,T,andcybersecurity.Thecommittee
oversees internal audits, reviews related party contracts and
Colliers does not have a target regarding women on its Board of
safeguards Colliers’ ethical principles. It possesses formal oversight
Directors (it sits at 30% female representation), instead emphasizing
of Colliers’ ESG initiatives, as described in the opening section of our
themostskilledandcompetentcandidateswhoarethebestQtforour
TCFD disclosure in Appendix C.
company. Within this scope, we consider the level of representation of
women in senior leadership when making appointments and seek to
Compensation Committee
advancetheprincipleofgenderdiversiQcation.
The committee oversees and evaluates executive compensation
throughout Colliers, as well as related programs, such as the stock
option plan. They ensure executive remuneration is transparent and People development and
meets governance standards.
succession planning
Nominating & Corporate Governance Committee
Annually, the Board reviews and evaluates global executives and
The committee recommends new candidates to the Board and
regional leaders, while maintaining and refreshing a list of successors.
advises on the Board’s composition, procedures, and committees.
This work culminates from a detailed process led by the Chief Executive
Members develop and monitor Colliers’ overall corporate
Ozcer,ChiefBrandandPeopleOzcer,andothermembersofthe
governance, a role that includes regular surveys, peer reviews and
global and regional leadership teams. Development plans are created
analyses of overall market developments.
to prepare successors for their future roles at various levels of Colliers.
Corporate policies
Several policies underpin our dedication to corporate responsibility, integrity, and sustainability.
They are built into the fabric of our governance and committed to by all employees.
Global Code of Ethics and Conduct Information Security Policy
Eachyear,allColliersstamustacknowledgeand This comprehensive policy ensures that personal

accept the elements of this code, which provides the information is secure, outlining requirements for
foundation for how we conduct business in a manner all suppliers, customers, consultants, and other
consistent with our values. stakeholders involved in data storage, transmission,
and analysis.
Colliers Direct Whistleblower Line
ThisconQdentialmechanismenablesallemployeesGlobal Anti-discrimination Policy

and third-party professionals to anonymously report We prohibit actions that discriminate against any
concerns and complaints via online portal or phone. current or prospective employee based on any
Incoming messages are automatically escalated to characteristic protected by law, including gender
appropriate members of Colliers’ global leadership identity, sexual orientation, age, race, ethnicity,
Colliers operating principles
team and, where appropriate, to members of the mental/physical disability, religion, place of origin,
Audit & Risk Committee. On a quarterly basis, the pregnancy or parental status, veteran/military
• Act with integrity and professionalism
Audit & Risk Committee reviews all messages received status, marital status, medical conditions, and social
• Respect colleagues, clients, and communities and their current status. background.
• Make thoughtful, informed, and rapid decisions
Harassment Policy Our inclusive workplaces are free from discrimination
• Demonstrate a sense of urgency
ThispolicyspeciQcallyoutlineseachindividual and bias, and value each person’s unique attributes,
• Foster diverse perspectives skills, and experience. This is not only our
source of harassment that is prohibited, as well as
• Use sound judgment responsibility but helps drive innovation and best-in-
disrespectful or unprofessional conduct based on
class client service.
perceived discrimination.
Appendices
Appendix A
GRI Table
Topic GRI Standard Disclosure
Economic performance 201-1 Direct economic value generated and distributed

Directeconomicvaluegenerated,distributedandretainedisdisclosedintheConsolidatedStatementofEarningsdetailedinourConsolidatedFinancialStat
Operating Segment Revenues, by both business line and region, are reported in Note 28 of the Statements.
201-2 Financial implications and other risks and opportunities due to climate change
DescriptionsofrisksandopportunitiesincludingclassiQcationasTransitionorPhysical,aredetailedintheStrategysectionofourTCFDdisclosureinAppendixC.
201-4 Financial assistance received from government

Government assistance when received, such as any related to the COVID-19 pandemic in 2020 and 2021, is detailed in the notes to the Consolidated Financial Statements. In 2022, no
assistance was received.
Anti-corruption 205-1 Operations assessed for risks related to corruption

AllColliersoperationsarerequiredtocomplywithColliersanti-briberypolicieswhichincludeaprohibitionofimproperpaymentstogovernmentozcialstoobtain
or otherwise secure an improper advantage. Service lines or countries which are at a higher assessed risk of corruption are also required to comply with additional anti-bribery policies
coveringreportingofgovernmenttransactionsandpre-approvalofsigniQcantpaymentstounusualthirdparties.
205-2 Communication and training about anti-corruption policies

ColliersCodeofConductoutlinestheexpectedbehaviorwhendoingbusinesswithgovernmentozcials.AllColliersemployeesreceivetheCodeofConductwhentheyQ
company and during the annual re-acknowledgment of the Code of Conduct.
Employeesinrolesorcountrieswhichhaveahigherassessedriskofcorruptionarealsorequiredtocompleteanti-briberytrainingwhentheyQrstjointhecompany.
Anti-competitive 205-3 Confirmed incidents of corruption and actions taken

behaviour
TherewerenoconQrmedincidentsofcorruptionin20.
206-1 Legal actions for anti-competitive behaviour, anti-trust, and monopoly practices
Therewerenolegalactionsforanti-competitiveoranti-trustbehaviourQledagainstthecompanyin20.
Appendix A GRI Table
Energy 302-1 Energy consumption within the organization

TotalenergyconsumedinColliers-occupiedozces(ownedoperationsonly;azliatesnotincluded)wascalculatedasfollowsfor20:
Natural gas 9,4137 GJ
Electricity 129,030 GJ (35,844 MWh)
Transport fuel 108,795 GJ (3,1642Litres)
Total 317,238 GJ
In the above total, 15,078 GJ of electricity was purchased from renewable sources explicitly. In many jurisdictions in which Colliers operates, renewable energy makes up a substantial
portion of grid electricity, well over 90% in some cases; this has not been included in the 15,078 GJ calculated.
Conversion factors used to translate MWh of electricity and Litres of transportation fuel (gasoline and diesel) to GJ were sourced from the Canadian Energy Regulator’s
Energy Conversion Tables.
No energy was sold by Colliers in 2022.
302-3 Energy Intensity

LookingspeciQcallyatColliersozces,theenergydisclosedin302-1(naturalgasandelectricity)wasconsumedwithinoccupiedspaceof3.09millionsquarefeet.Thisyieldsanenerg
intensity of 0.103 GJ/square foot. Natural gas was utilized primarily for space and water heating.
Emissions 305-1 Scope 1 emissions

Total Scope 1 emissions for 2022 were 11,404 tonnes CO2e,composedof3,960tonnesfromnaturalgasusedinoccupiedRoorspacewhereColliers
exercisedoperationalcontrol,and
7,443 tonnes from burning of gasoline and diesel fuel in company-leased vehicles.
Using factors provided by the Government of British Columbia’s ‘Best Practice Methodology for Quantifying Greenhouse Gas Emissions’ for natural gas, and Natual Resources Canada's
factors for road fuel, CO2, CH4 and N2O have been included in this calculation. Biogenic CO2, HFCs, PFCs, SF6 and NF3 are not part of natural gas or road fuel and so are excluded from the
calculation.
The Global Warming Potential of the constituent GHGs was embedded in the overall CO2eQgurereportedbythesource,1forCO
2
, 25 for CH4, and 298 for N2o.
Emissions deemed to be within Colliers' operational control care included in the calculations. Where energy consumption data is not available, estimates have been made using intensity
QguresperunitofRoorareaoccupied(ozces)ordistancedriven(vehicles)suppliedbytheU.S.EAandEPA,NRCaninCanada,JRC-DEESinEurope,andtheUNFCCC.
201isusedasthebaseyearforcalculations,asitrepresentstheQrstyearofreturn-to-ozceamidtheCOVD-19pandemic,andtheyearinwhichColliers'ESGstrategywaslaunched
Base year emissions, including recalculations, are included on page 37 of this report.
305-2 Scope 2 emissions

Grosslocation-basedScope2emissionswere12,59tonnesin20;market-basedemissionswere10,84tonnes,reRectingrenewableelectricityprocuredbyseveralozcesand
countries. Operational control was used as the consolidation approach.
Allgreenhousegaseshavebeenincludedinthiscalculation,usingjurisdiction-speciQcgridintensityfactors,suchasareprovidedbyU.S.statebytheEA,byEuropeanQgur
the UNFCCC and to the EU Greenhouse Gas Monitoring Mechanism, by Canadian province per Natural Resources Canada, and for various countries and subnational bodies elsewhere in
theworldbynstituteforGlobalEnvironmentalStrategies,drawingonQguresreportedtotheUNFCCC.
The Global Warming Potential of the constituent GHGs was embedded in the overall CO2eQgurereportedbythesources.Boundaries,estimationmethodologies,andbaseyear
calculations are as described in the GRI 305-1 section above.
Emissions (cont'd) 305-4 GHG emissions intensity

The emissions disclosed in 305-1 and 305-2 occurred relative to occuped space of 3.09 million square feet, yielding an emissions intensity of 7.19 kilograms per square foot. Note that this
includes the greenhouse gases reported in 305-1 and 305-2, and Scope 1 and 2 emissions only.
Employment 401-2 Benefits provided to full-time employees not provided to part-time employees
Withownedoperationsin35countriesglobally,Colliers'beneQtspackagesvaryconsiderablyaccordingtothemarketandregulatorystandardsineachmarket.Wecommonl
beneQtsintheareasofpaidsickleave,extendedhealthandvision,dental,lifeinsurance,short-andlong-termdisabilityinsurance,retirementsavingsplans,paren
Assistance Programs, among others.
ThedierenceinbeneQtsbetweenFull-TimeandPart-Timeemployeesalsovariesbycountry.nsomelocations,beneQtsareconsistentbetweenthetwogroups.nothers,nobe
areoeredtopart-timeemployees.Mostcommonly,however,thereareindividualelementsofbeneQtplansthatvarybetweenthetwogroups,suchasextendedhealth,visi
dentalcoverage;short-andlong-termdisabilityinsurance;Rexiblehealthspendingaccounts;parentalleavegrants;andtuitionreimbursement.
401-3 Parental leave

Data on Parental Leave was available from markets representing 59.0% of our total employee count (10,302 people). However, gender breakouts were only available for markets
employing 4,369 people, mostly in our APAC region. As a result, we are limited in our ability to report gender-based statistics for 2022.
Within the markets where we have parental leave data (both gender-based, and not):
a. ParentalleavebeneQts,abovethosemandatedbylocalregulations,areavailabletoallfull-timeemployees,withsomecountrieslimitingeligibilitytostawhoha
more than 12 months. Among these, 346 people (2.7%) were eligible to take parental leave during 2021 as a function of a birth within their family.
b. Among these 346 individuals, 314 (91%) elected to take parental leave.
c. Among those who had been on leave, 262 returned to work during the year. Almost all of the remainder were still on parental leave as of December 31st.
d. We do not have complete data on the number of people still employed 12 months after returning to work. It is our desire for all employees to return to work once their leave has
Qnished.Asonedatapoint,wedidreporttotheAustralianPropertyChampionsofChangeCoalitionin201aQgureof70%ofwomenreturningtoColliersafterparentalleave.
Occupational 403-1 Occupational health and safety management system (description)

health & safety
Formostofourbusinesslines,withemployeesbasedinozces,aformalOH&SManagementSystemisnotrequired.However,forpartsofourbusiness(suchasPropertyManagement)
where health and safety concerns are material, systems have been put in place, and all employees within those divisions are covered by the system. There are also individual countries,
suchasAustraliaandNewZealand,wherethescopeincludesallemployees.nChina,forPropertyManagement,thesystemhasbeencertiQedtotheSO4501standard.
OH&S systems are based on a combination of statutory requirements, advice and guidelines from industry bodies, and team member recommendations and needs. Systems are typically
underthepurviewofdedicatedsafetymanagers,withpoliciesreviewedbyJointHealthandSafetyCommittees,andsignedobyseniormanagement.
Occupational 403-2 Hazard identification, risk assessment, and incident investigation

Health & Safety (con’t)
nmanyofourbusinesslines,whichareozce-basedroles,hazardoussituationsarenotaninnateelementoftheworkplace.
For our Engineering & Design division, which does require employees to attend sites where physical and mechanical work is performed, a robust system is in place as follows:
1. Process to identify, assess and eliminate work-related hazards and risks: A checklist website enables users to perform a hazard assessment before work begins. The hazards are
selected by the user and the SOPs and appropriate controls are automatically attached for compliance.
2. Process for workers to report hazards: Hazards and near-misses are reported to managers, Discipline Safety Coordinators, or H&S Managers for assistance. It is documented in our
H&S Plan that there is to be no repercussions for reporting of H&S issues.
3. Process to investigate incidents and determine corrective actions: Incidents are investigated by the Site Safety Leader on site, the manager, H&S manager, and Discipline Leader. An
incident report is completed and a root cause analysis (RCA) is performed by the Safety Advocate Committee to determine root causes, corrective actions, and possible disciplinary
actions.ThisRCAisprovidedtotheExecutiveCommitteewhereQnaldecisionsaremade.
Our Property Management divisions also have processes, such as:
1. Process to identify, assess and eliminate work-related hazards and risks: Each JHSC is tasked with completing regular (bi-monthly or quarterly) inspections. Third party risk inspections
mayalsobeincluded,andregularauditingisusedtoensurethathazardsreRectthemostcurrentworksituation.dentiQedrisksareassignedamaximumtimelinefo
on severity.
2. Process for workers to report hazards: Detailed Incident Reporting Policies or HSE Escalation Policies are in place, and some locations have internal onsite audit functions. Workers are
protected against reprisals as a function of HR, and in some countries, incident/Injury forms are completed via Adobe Sign and reports are anonymized to protect against reprisals.
3. Process to investigate incidents, and determine corrective actions: Details vary by region, but in general, hazards are tracked centrally, and unresolved matters escalated to a Risk
Governance Committee or equivalent body, composed of senior division managers. Any incident involving injury or near miss (an occurrence that had the potential for injury)
must be reported as per policy e.g., per a Site Safety Incidents Report and, if applicable, an HSE Non-Conformance Report. Safety managers review all incident reports and provide
recommendations into future mitigation. The hazard that gave rise to the incident is then routed through the Risk Deferral policy and procedure.
403-3 Occupational health services (hazard and risk reduction)

Within our Property Management segment, the National Engineering and National Property Services leaders are responsible for the maintenance of a detailed Occupational Health
and Safety policy which is disseminated to all workplaces, including an annual review of the policies themselves and the procedures to implement them, training of supervisors and
employees, and investigating, recording and reporting accidents, injuries and occupational diseases. Every workplace has a hard copy of the policy posted, and a health and safety
representative.
Within Engineering & Design, hazard control is performed by all employees.
AllconQdentialandsensitivepersonalhealth-relatedinformationiskeptinasecurefolderaccessibleonlybymembersoftheteam(e.g.,theH&SManager)thatrequiresu
fortheirroleandtofacilitateaccommodations,claimsandsimilarmatters.Generally,Qlessitseparatelyfromemployee-relationsfoldersandarenotdiscussedwi
the People Services team. Incident and injury reports are also in many cases anonymized before sharing details with Health and Safety committees.
Occupational 403-4 Worker participation, consultation, and communication on OH&S

health & safety (con’t)
Depending on the jurisdiction, there is a combination of dedicated Health and Safety meetings, as frequently as weekly, and inclusion of H&S on the standing agenda of team and senior-
leadershipmeetings.Whereapplicable,minutesofeachJHSCarepublishedtotheintranetforreviewbyallsta.
WithinEngineering&Design,DSCs(DisciplineSafetyCoordinators)andOSCs(OzceSafetyCoordinators)meetwiththeSafetyAdvocateCommittee(SAC). ThereisaDSCforevery
disciplinethatperformsQeldworkwhichprovidesinformationandassistancetotheSACforcontinuingevaluationoftheH&Sprogram.
403-5 Worker training on occupational health and safety

Training is provided commensurate with the requirements of each role, with the most comprehensive training focused on our property management operations and Engineering &
Design business. Training is delivered both internally (by line managers, and People Services) and via external partners. Content is consistent with local regulatory requirements (e.g.,
the Occupational Safety and Health Administration), and in some cases, is delivered in part by regulators. New hires are required to complete initial training, and ongoing training is also
provided, at frequencies ranging from one to three years for most elements.
Allstaarepaidfortheirtimecompletingtraining,eitheronlineorin-person.EectivenessisevaluatedthroughOH&Sstatistics,andthroughsurveysofemployeesdur
conclusion of employment. Training needs are reassessed annually.
403-6 Promotion of worker health

VariousdivisionsofColliersoertailoredhealth-promotionprogramstotheiremployees.
ManyoerEmployeeAssistanceProgramsthroughthird-partyproviderswhichaddresshealthissuesofallkindsinaconQdentialsetting.
Additionally:
• nNorthAmerica,weoerKrowdQt,anall-inclusivewellnessengagementincludingsteps,activity,meals,mindfulness,sleep;awebinarseriesregardingtheimportanceofm
health; a trial Wellness Program for Working Parents; a trial of the Headspace meditation app; and other resources, information and activities in the areas of Physical, Emotional and
FinancialWellbeing.
• nAPAC,variouscountrieshaveannualcompany-paidhealthexams,stresscheck-ups,discountedgymmembershipsandmealservices,andrecognitionofWorldMentalHealth
403-7 Prevention and mitigation of OH&S impacts directly linked by business relationships
In Engineering & Design, all suppliers are required to follow Colliers' H&S Plan, and site inspections are performed by managers. Our Australian operation has employed a Visitor
ManagementSystemineveryozce,requiringagreementonsafetyobligationsfromsuppliersandclientsbeforetheyenter.nChina,wemaintainrecordsofcontractors'safe
and ensure that every worker has received H&S training before entering job sites. Where applicable, vaccine requirements are also enforced.
403-8 Workers covered by an OH&S management system (numbers)

In the areas of our business where an OH&S Management system is required and exists, 100% of employees are covered. This would include 1,721 employees in Engineering & Design,
employees
398,2 inPropertyManagementinNorthAmerica,allemployees241, inourAustralianoperations,approx.in 427,1 China,approx.in
0 7 ndia,andallsta
30 inNewZealand.
Occupational 403-9 Work-related injuries

Health & Safety (con’t)
We track data in a subset of countries today, but these include our Engineering & Design business and the majority of our Property Management operations, where the risk of injury is
most prominent. The statistics detailed here are among a measured population of 9,139 individuals:
a. Zero fatalities recorded
b. One high-consequence, work-related injury
c. 69 recordable work-related injuries
d. Predominantly, slips, trips and falls (many related to ice and snow), and struck-by injuries
e. Approximately 19,451,000 hours worked
403-10 Work-related ill health

Zero cases reported.
Training and Education 404-1 Average hours of training per year per employee
The total number of training hours recorded during the year was 195,812, among countries and divisions representing 8,909 employees. Among these, we have gender breakouts for
countries representing 7,188 employees.
Per-employee training hours were:
Femalesta:20.5
Malesta:18.0
Total, including divisions where no gender breakout is available: 22.0
404-2 Programs for upgrading employee skills and transition assistance programs
Globally
Colliers University: A customized online learning tool available for all employees, housing over 800 digital courses with a mixture of internally produced content and courses from LinkedIn
Learning. In the 12 months from April 2021 to March 2022, over 161,000 videos were viewed through this platform, with skill development in common software tools, diversity & inclusion,
and interpersonal skills being the most common content accessed.
404-2 (con’t) North America

Junior Broker Development Program: A series of monthly webinars led by experienced Colliers professionals from across North America. These webinars are supplemented by an on
demand monthly learning program.
Management Development Program: Colliers has partnered with LinkedIn Learning to create a customized and comprehensive management development program aimed to support our
High Potential people managers.
Acceleration Program: For recent graduates to develop the knowledge, skills, experience, and network to become high-achieving real estate advisors within our Brokerage business. The
programcombinesformaltraining,on-the-jobworkexperience,professionalexposure,andone-on-onecoaching.ParticipantsundergoevaluationsatspeciQedintervalst
programandbeneQtfrompartneringwithexperiencedmentorsinthebusiness.
Colliers University: In addition to the LinkedIn Learning metrics above, since launching our internally produced content in October 2019, we have seen over 43,000 hours of learning
completed, an average of 6 hours of learning per employee in North America.
Management and Finance for Project Managers: For new Project Managers and above in our Engineering and Design business, training on topics such as QAQC, Project Management, HR,
H&S, and Leadership.
EMEA
Harvard ManageMentor: For Managers at any level looking to build or refresh core management skills and competencies through a customized learning portal. This program was
designed and delivered by Harvard Business Publishing.
ndividualcountriesalsooerbespokedevelopmentprogramming.
APAC
Development courses include workplace behaviour training, Managing Remote Teams, an Accelerator series and performance training for Brokers, management training for people
managers,StakeholderManagement&nRuencingStrategies,UnconsciousBias,PersonalBrand,andHarvardManageMentor.
We also run mentorship training broadly across the organization.
Training and education 404-3 % of employees receiving regular performance and development reviews
(con’t)
Data is available for regions and division covering 9,064 employees (52% of the global total). Among these, 13,706 reviews were completed, with some employees having more than one
review during the year.
A breakdown by gender and employee category is not available for most regions and divisions. Where it is available (n=3,131, or 18% of global employees), women received on average
2.0 reviews per year, and men 1.8 reviews.
Diversity & equal 405-1 Diversity of governance bodies and employees

opportunity
AsofDecember31st,20,61.%oftotalemployeesidentiQedasmaleand39.0%asfemale.Amongmanagementsta,theQgureswere68.9%maleand31.%female.
Forourregional,investmentandmortgagebusinessesspeciQcally,alignedwithourgoalof40%femaleemployeesandmanagerroles,oursplitasofDecember31st,, 20was3.%
identifying as female and 66.7% identifying as male among management employees, and 39.5% female and 60.5% male among all employees.
Duetoregulatorylimitationsinmanyofourregionsinaskingaboutethnicityandotherdimensionsofdiversity,andrelativelylowratesofself-identiQcationinoth
questionsarepermitted,wedonothaveasigniQcantdatasetonattributesotherthangender.
Among our Board of Directors, 30% (3 of 10) are female and 20% (2 of 10) are members of a visible minority group.
Non-Discrimination 406-1 Incidents of discrimination and corrective action taken

There were 17 reports made through the whistleblower line in 2022, one of which related to discrimination. All reports were investigated, and remediation action taken when necessary.
Anyothercomplaintsrelatingtodiscriminationthatwerereceivedthroughnon-centralizedchannels(e.g.,localoperationalorPeopleServicessta)wereinvestiga
the appropriate personnel.
Customer privacy 418-1 Breaches of customer privacy and losses of customer data
Colliers has a robust, multi-layered cybersecurity control environment. There were no known material cybersecurity breaches in 2022.
Appendix B
SASB Table
Topic Metric Disclosure
Sustainability services Revenue from energy & sustainability services Many of our energy & sustainability services are provided as a core element of our property management services. As a result, it is not always possible
todelineaterevenuespeciQcallyassociatedwiththeseservices.Aswell,manyofourprofessionalsprovideacombinationofsustainabil
otherservices,whicharenotdelineated.
ThecompanyisdevelopingmethodstoaggregatesustainabilityservicesrevenuesinitsQnancialreportingsystem,includingnewsolutio
lines launched in line with our Elevate the Built Environment strategy.
Floor area and number of buildings under nlinewiththecommentsaboveregardingtheseservicesformingpartofourcoreoeringinmanycases,wedonotcurrentlytrackwhichbuildin

management with energy & sustainability services received discrete energy & sustainability services.
Floor area and number of buildings under Approximately1,30buildingscomprisingapproximately215millionsquarefeetofRoorareahaveanEPC,EnergyStar,NABERS,LEED,BREEAM,BOMA

management that obtained an energy rating Best or similar rating based on energy consumption.
Transparent information Brokerage revenue from dual-agency transactions We are unable to report on this at this stage.
& management of conflict
of interest
Revenue from transactions associated with We are unable to report on this at this stage.
appraisal services
Total amount of monetary losses as a result of legal Therearenolegalactionsforanti-competitiveoranti-trustbehaviorQledagainstthecompanyin20.

proceedings associated with professional integrity,
including duty of care
Activities Floor area under management Colliersmanagedapproximately2billionsquarefeetofRoorareaforbuildingownersthroughourPropertyManagementlineofbusinessinEMEA

North America and APAC in 2022.
Number of buildings under management As of year-end 2022, we manage 26,000 properties.
Number of leases transacted, categorized by (1) We transacted just over than 32,000 leases in 2022. Based on revenue data, this was approximately evenly split between tenant and landlord
tenants and (2) real-estate owners representation.
Number of appraisals provided We appraised 577,000 properties globally in 2022, including commercial and residential properties and land.
Appendix C
Taskforce on Climate-related Board of Directors

Audit & Risk Committee
Financial Disclosures
• Reviews climate- and other ESG-
related risks and opportunities, as
prepared by management
• Reviews and approves ESG strategy

to manage risks and capitalize on
opportunities
Governance
Board of Directors’ oversight of climate-related Management’s role in assessing and managing
risks and opportunities: climate-related risks and opportunities: Global Executive Team (GET)
• Details climate- and other ESG-
Climate-related risks are integrated into Colliers’ Within the ongoing Enterprise Risk Management process, led by our Senior related risks and opportunities,
and puts in place ESG strategy to
overall Enterprise Risk Management (“ERM”) process, Director, Enterprise Risk Management, Colliers weighs climate-related risks address these
which is reviewed by the Audit & Risk Committee of against others faced by the organization, in terms of likelihood and impact; • Establishes resources to detail the
strategy and manage its execution
the Board (“ARC”) on an annual basis. This provides assigns ownership; and determines response, mitigations and controls, as
the Board information on the nature, likelihood and required.Climate-speciQcconsiderationsarefedintotheprocessbytheGlobal
potentialQnancialimpactofclimate-relatedrisksand
Lead,ESG&mpact,whosynthesizesinformationfromscientiQc,regulatoryand
opportunities. industry sources to continually update our assessment of related opportunities
Global Lead, ESG & Impact
and risks. • Coordinates with the GET and
Any material risks or opportunities emerging within the regional Steering Committees to
formulate detailed strategies and
intervening 12 months are added to the ARC’s agenda on To capitalize on opportunities, the Global Lead, ESG & Impact has the mandate to execution plans
an as-needed basis. identifynewserviceoerings,markets,energysources,ezciencymeasuresand
other such initiatives as will drive new sources of revenue or cost savings for the
The Board has also reviewed and approved the
enterprise, and work with business line leaders in each of the regions in which we
company’s ESG strategy, Elevate the Built Environment,
operate to execute on these.
which includes targets for addressing Colliers’ own Steering Committees
APAC, EMEA, USA, Canada
GHG emissions and helping its clients do the same. The Responsibility for raising climate-related opportunities and risks within the Global • Provides input to global strategy
and tailors initiatives to needs of
Board was updated on progress in mid-2022 and will be Executiveteam(GET)restswiththeChiefBrand&PeopleOzcer,whodirectly regional stakeholders
provided with regular updates moving forward, enabling manages the Global Lead, ESG & Impact. The overall governance structure for • Executes strategic initiatives
it to monitor progress against goals for addressing ESG, including climate change, is shown in the accompanying diagram.
climate-related issues.
Appendix C Taskforce on Climate-related Financial Disclosures
Strategy
Climate-related risks and opportunities Colliers has identified over the short, medium, and long term: Opportunities
Short
Asaproviderofprofessionalservicesrelatedtoproperty,ratherthantheownersofsigniQcant Term
physical • Leverage partnerships, particularly in property technology, to measure and
(1~2 years) reduce energy usage for clients, as a revenue-generating service
assets, the uncertainties and changes driven by climate change and measures to mitigate it create more
• Reduce operating costs via green leases for occupied properties and
opportunities than risks for our business, principally opportunities to provide sustainability-related services renewable energy procurement where it can be obtained at a lower cost than
grid electricity
toclients.AsigniQcantriskwouldbeourcompetitorsseizingtheseopportunitiesatourexpense,potentially
• Increase value delivered to clients in existing businesses, via enhanced
taking clients and their existing business as well. This risk exists today, but is likely to increase in severity expertise in the acquisition and management of properties that are well-
in future years as policies such as emissions regulations for buildings and carbon pricing become more positioned for low-carbon regulations, tenant demands, and resiliency to
extreme weather
stringent, prompting real-estate owners to require solutions from their service providers.
Medium Term • Provide solutions to clients in the areas of renewable energy generation and
Historically,Colliershasoeredenergy-andsustainability-relatedsolutionsintheareasofenergy
(3~4 years) procurement
measurement and tracking, commissioning and retro-commissioning of buildings, engineering and design • RealizeoperatingcostsavingsinourReetviaelectriQcationofvehicles,due
lower fuel and maintenance costs and decreasing capital costs
ofbuildingsandrenewable-energygeneration,andcertiQcationstovariousinternationalstandardssuchas
• EnablevehicleelectriQcationatclientproperties(planningandmanagement
LEED, BREEAM and NABERS. In the past year, we have begun to deliver full asset- and portfolio-level energy of charging infrastructure and integration with base building systems)
and carbon assessments to clients, some examples of which are highlighted in the 2022 Impact Report.
Long Term • Leadprojectsforclientstoelectrifyproperties,usingemerging,cost-eective
We see the opportunity to further grow existing services and to expand into new areas, as outlined in the (5+years) water- and space-heating technology
table to the right.

Risks
nournvestmentManagementbusinesses,wefacetransitionrisksofadierentnature,astheirThere
funds are two main categories of risk, each pertinent to all three time horizons but with increasing
will be responsible for the costs of meeting higher energy standards. They also face physical risk. Acute magnitude over time as global temperatures increase, already-announced regulations increase in
stringency, and new regulations emerge:
riskssuchasdamagefromstorms,RoodsandwildQres,andchronicrisksfromextremetemperatures
Transition Risks
and droughts, impact to varying degrees the assets managed on behalf of investors in our funds. The
• Rapid changes in client preferences and requirements for low-carbon and climate-resilient properties -
management team of Harrison Street undertook a rigorous third-party assessment of its portfolio last year, ahead of our ability to deliver related solutions - leading to customer attrition
to identify the degree of both types of risk for each property. A summary of the results of this analysis is • Marginal (not material) increases in operating costs in regions with increasing carbon pricing, should we
fail to transition our operations to lower-carbon energy sources
available in the Climate Action Plan available on the Harrison Street website. In 2023, Basalt is ensuring that
Physical Risks
all fund holdings include climate-related risks in their risk register process, and prioritizing material risk
• Damage to properties in various investment management funds and properties we manage
“hotspots” to develop appropriate mitigation measures.
Describe the impact of climate-related risks and opportunities on the Describe the resilience of the organization’s strategy, taking into consideration
organization’s businesses, strategy, and financial planning: different climate-related scenarios, including a 2°C or lower scenario:
To mitigate reputational risks, and to demonstrate our commitment to Scenario analysis has not yet been completed .
enacting the same solutions we plan to deliver to clients, Colliers has
committed to establishing Science-Based Targets for emissions reductions,
and in, addition, to achieving net-zero emissions within our own operations
(Scopes 1 and 2) by 2030. The latter commitment allows the use of carbon
osetstoaddressanyemissionsweareunabletoeliminateatthesource.
Due to the small size of our Scope 1 and 2 emissions relative to the scale of
the business, our analysis indicates that even relying entirely on the purchase
ofcarbonosetstoreachnetzeroby203wouldnothaveamaterial
Qnancialimpact.Withrenewableenergyandthetotalcostofownershipfor
electric vehicles having reached parity or better versus traditional options in
many of the regions where we operate, and continuing cost declines expected
in these technologies, the cost of reaching these goals will be further reduced,
or even largely eliminated. We are already actively researching economic
optionsforbothrenewableenergyprocurementandReetelectriQcation.
On the subject of physical risk, our Harrison Street subsidiary has already
undertaken an assessment of physical risk exposure to each asset under
management. Site-level building design, tenant operations, and investment
strategywouldbedeployedindierentcombinations,dependingontherisk
proQleofindividualassets,andcollaboratingwithinsuranceconsultants.
With regard to strategic and business planning, our operating and innovation
teams are formulating our approach to the opportunities noted in the
previous section.
Risk Management
Colliers’ processes for identifying and assessing Colliers’ processes for managing climate-related risks: Integration of processes for identifying, assessing, and
climate-related risks: managing climate-related risks in Colliers’ overall risk
• Climate risk falls within the category of ESG Risk, which is a
management:
The Global Lead, ESG & Impact synthesizes information material risk in Colliers’ ERM Risk Register. To manage this
fromscientiQc,regulatoryandindustrysources risk, the role of Global Lead, ESG & Impact was created, Within the ongoing ERM process, Colliers weighs climate-
to continually update our assessment of related to oversee the development and execution of a corporate related risks against others faced by the organization, in
opportunities and risks. ESG strategy. terms of likelihood and impact; assigns ownership; and
determines response, mitigations and controls, as required.
Relevant topics include: • In the development of this strategy, climate issues were
Climate-speciQcconsiderationsarefedintotheprocessby
identiQedasamaterialESGtopic,andtheresultinggoals
• Carbon-pricing regulations in our major markets the Global Lead, ESG & Impact, who synthesizes information
include the achievement of net zero emissions by 2030,
fromscientiQc,regulatoryandindustrysourcestocontinually
• Emissions-reporting obligations and adherence to Science-Based Targets for emissions
update our assessment of related opportunities and risks.
reductions, including Scope 3 emissions at managed
• Regulationsrelatedtoenergy-ezciencystandardsfor client properties. The monitoring of ongoing progress
commercial buildings within our major markets, and against these goals constitutes the core of our process for
penalties associated with not meeting such standards managingclimate-relatedrisksreputationalandQnancial.
• Technology for measuring and reducing energy use • Within the commercial real estate industry overall, larger
and emissions risks are faced by owners of and investors in buildings,
who are responsible for meeting regulatory requirements
• Changes in customer preferences and/or behaviour,
and own the physical risks associated with extreme
expressed in surveys, procurement processes, or
weather. These owners and investors are Colliers’ clients,
through direct discussion
creating both the opportunity to provide them with a wider
• AssessmentsreleasedbythePCCorotherscientiQc range of services, and customer-retention risk should our
studies with relevance to the built environment suite of services not meet their needs. We are therefore
developing a suite of services to enable clients to reduce or
eliminate their emissions, as both a growth initiative and a
risk-mitigation exercise.
Metrics and targets

Metrics used by Colliers to assess climate-related Disclose Scope 1, Scope 2 and, if appropriate, Scope 3 generatedpower-andinmanycasesgas-Qredpoweras
risks and opportunities in line with its strategy and greenhouse gas (GHG) emissions and the related risks: well. Given this, we do not see material risks associated with
risk management process: our Scope 1 and 2 emissions.
Our emissions for calendar year 2022 were as follows:
Our key metrics, aligned with this strategy and risk Scope3emissionshavebeenquantiQedinthecourseof
Scope 1 11,372 MT CO2e
management process, are: determining proposed Science-Based Targets, but we are
Scope 2 10,839 MT CO2e
awaiting the SBTi review process in order to validate this
• Scope1,2and3emissions;withinScope3,speciQcally
Risks related to these emissions would emerge if: availability or cost emissionsQgurepriortoreportingitpublicly.
UseofSoldProductsasdeQnedbytheGHGProtocol,
of emissions-reductions technologies were to deteriorate – e.g., a
encompassing emissions at properties we manage on
signiQcantincreaseinthecostofrenewableelectricityorelectric
behalf of clients
vehicles – and remain so for several years; and at the same time,
• Purchasedrenewableenergyand/orcarbonosets,to carbon pricing increased across many of the jurisdictions in which
net against these emissions weoperate,leadingtocostinRationforoperationofourvehiclesand
ozces.
• Revenue generated from energy- and sustainability-
related services – meaning, those solutions we provide The long-term trend has been for increasing availability and
to clients which measure and reduce energy use and decreasing cost for both of these technologies. World events,
GHG emissions. Tracking of this metric is only possible including the Russian invasion of Ukraine and supply chain
in certain parts of our businesses today, and therefore disruptions in the wake of the COVID-19 pandemic, have had varying
will require adaptation to existing systems and data- impacts on these trends, with input costs to solar panels, wind
captureprocessesbeforeitcanbeeectivelyusedto turbines and EV batteries increasing, but the cost of fossil fuels
measure progress. such as gasoline and natural gas also spiking. Overall, the total cost
of ownership of most electric vehicles has already become lower
than that for those powered by internal combustion engines, and in
our major markets, renewable energy remains lower-cost than coal
Metrics and targets

Describe the targets used by the organization to manage climate-related risks
and opportunities and performance against targets:
• Colliers has announced a target to achieve net zero emissions within our own
operations(i.e.,Scopes1and2)by203.ThedeQnitionofthistargetenablesthe
organizationtoutilizehigh-qualitycarbonosetsinordertoaddressanyemissions
not physically eliminated by the target date; however, our focus from both an
environmental and economic perspective is to reduce physical emissions in all areas
within our operational control.
• In October 2022, Colliers submitted proposed Scope 1, 2 and 3 targets to the Science-
Based Target initiative (SBTi), aligned with the 1.5-degree scenario. At the conclusion
of the review process, likely in mid 2023, we will be able to disclose annual reduction
targets for our emissions in each scope.
• We are also in the process of verifying current revenue from our suite of energy and
sustainabilitysolutions,andestablishingabroaderrangeofoerings,potentiallyin
partnershipwithotherorganizations.SpeciQcperformancetargetsfortheseservices
will be set once they have been more fully developed.
Appendix D
Assurance Statement
Independent practitioner’s limited assurance report on select performance
metrics as presented within the Colliers' 2022 Global Impact Report
To the Board of Directors of Colliers International Group Inc. Our responsibility which includes identifying areas where the risks of material
(Colliers) misstatement, whether due to fraud or error, in preparing the
Our responsibility is to express a limited assurance conclusion
select performance metrics in accordance with the applicable
We have undertaken a limited assurance engagement on on the select performance metrics based on the evidence we
criteria are likely to arise.
select performance metrics included in Schedule 1 (the select have obtained. We conducted our limited assurance engagement
performance metrics) as presented within the Colliers’ 2022 in accordance with International Standard on Assurance Our engagement included, among others, the following
Global Impact Report (the Report) for the year ended December Engagements (ISAE) 3000, Assurance Engagements Other procedures performed:
31, 2022. Than Audits or Reviews of Historical Financial Information and
• making inquiries of management to obtain an understanding
International Standards on Assurance Engagements (ISAE) 3410,
of the overall governance and internal control environment
Management’s responsibility Attestation Engagements on Greenhouse Gas Statements. This
relevant to the management, aggregation and reporting of the
standard requires that we plan and perform this engagement to
Management is responsible for the preparation of the select select performance metrics;
obtain limited assurance about whether the select performance
performance metrics in accordance with the criteria (the metrics are free from material misstatement. • analytical reviews and trend analysis of reported data for the
applicable criteria) included in Schedule 1 and as detailed within select performance metrics;
the Report. A limited assurance engagement involves performing procedures
• agreeing and testing the underlying data related to the select
(primarily consisting of making inquiries of management and
Management is also responsible for such internal control as performance metrics on a sample basis for estimated and
others within the entity, as appropriate, and applying analytical
management determines necessary to enable the preparation actual data; and
procedures) and evaluating the evidence obtained. Misstatements
of the select performance metrics that is free from material can arise from fraud or error and are considered material • reviewing the subject matter disclosure in the Report to
misstatement, whether due to fraud or error. if, individually or in the aggregate, they could reasonably be ensure consistency with the evidence obtained and adherence
expectedtoinRuencethedecisionsofusersofourreport.The to the applicable criteria.
procedures are selected based on our professional judgment,
Appendix D Assurance Statement
The procedures performed in a limited assurance engagement Significant inherent limitations Purpose of statement and restriction on distribution and use of
vary in nature and timing from, and are less in extent than our report
Emissions and energy use data are subject to inherent
for, a reasonable assurance engagement and, consequently,
limitations given the nature and the methods used for The select performance metrics have been prepared in
the level of assurance obtained is substantially lower than the
determiningsuchdata.Theselectionofdierentbut accordance with the applicable criteria prepared by Colliers’
assurance that would have been obtained had a reasonable
acceptable measurement techniques can result in materially management to report to the Board of Directors. As a result,
assurance engagement been performed.
dierentmeasurements.Theprecisionofdierent the select performance metrics may not be suitable for
measurement techniques may also vary. another purpose. Our report is intended solely for Colliers.
Our independence and quality management
We acknowledge the disclosure of our report, in full only, by
We have complied with the relevant rules of professional Emphasis of matter
Colliers at its discretion, without assuming or accepting any
conduct/code of ethics applicable to the practice of public
We draw attention to Note 1 in Schedule 1, which describes responsibility or liability to any other third party in respect of
accounting and related to assurance engagements, issued by
therevisionof201baselineQguresforGHGEmissions this report.
various professional accounting bodies, which are founded on
Intensity - Scopes 1 and 2 resulting in a correction of an error
fundamental principles of integrity, objectivity, professional
due to improper conversion metrics, along with an update
competenceandduecare,conQdentialityandprofessional
ofestimatedReetfuelconsumptiondataforactuals.Our
behaviour.
conclusionisnotmodiQedinrespecttothismatter. Chartered Professional Accountants
TheQrmappliesCanadianStandardonQualityManagement Vancouver, BC
1, Quality Management for Firms that Perform Audits and Conclusion May 31, 2023
Reviews of Financial Statements, or Other Assurance or Related
ServicesEngagements,whichrequirestheQrmtodesign, Based on the procedures we have performed and the evidence
implement and operate a system of quality management, we have obtained, nothing has come to our attention that
including policies or procedures regarding compliance with causes us to believe that Colliers’ select performance metrics
ethical requirements, professional standards and applicable for the year ended December 31, 2022 are not prepared, in all
legal and regulatory requirements. material respects, in accordance with the applicable criteria.
Appendix D
Schedule 1
Our limited assurance engagement was performed on the following
select performance metrics for the years ended December 31, 2022
and December 31, 2021.
Select performance metrics for FY22
Performance indicator Criteria 2022 Value Report page(s)
Greenhouse gas emissions - Scope 1

11,403.6
GR305-1andquantiQcationmethodologyforScope1emissionsalignedwithTheGreenhouseGasProtocol:ACorporateAccountingandReportingStandard. 14
(MTCO2e)
Greenhouse gas emissions - Scope 2 - Location-Based

12,590.8
(MTCO2e)
Greenhouse gas emissions - Scope 2 - Market-Based

10,839.8
(MTCO2e)
GHG Emissions Intensity - Scope 1 and Scope 2 GRI 305-4 and management’s internally developed criteria: The Absolute GHG Emissions divided by the square footage of properties occupied by the Colliers
7.19 14
(kgCO2e / square feet) International Group Inc. and its Subsidiaries in the operation of their business.
Management’s internally developed criteria:

“Percentage of Women in Management Roles” means the total number of persons, excluding the engineering segment of the Canadian Borrower and its
Subsidiaries, who are in Management Roles and who self-identify as women, divided by the total number of persons, excluding engineering segment of the
Percentage of Women in Management Roles 33.3% 36
Canadian Borrower and its Subsidiaries, who are in Management Roles, calculated at the end of the Fiscal Year.
Management
' Role(meansEmployeesoftheColliersnternationalGroupnc.anditsSubsidiariesi) ( locatedinozcesinEMEA,anyemployeewithatitleof
“Manager” or a higher position or title, and (ii) located in all other regions other than EMEA, any employee with direct reports or senior leadership role.
Criteria developed by the International WELL Building Institute (IWBI) and management’s internally developed criteria:
'PercentageofWELLCertiQedProperties(meansthetotalnumberofSustainabilityEligibleLocationsoccupiedbytheColliersnternationalGroupnc.andits
PercentageofWELL-CertiQedProperties Subsidiaries which have received a WELL Health-Safety Rating, the criteria of such rating are available at https:/www.wellcertiQed.com/health-safety , divided 10% 51
by the total number of Sustainability Eligible Locations occupied by the Colliers International Group Inc. and its Subsidiaries at the end of the Fiscal Year
TheveriQcationisonlyapplicableforColliers-occupiedpropertiesover250squarefeet.
Appendix D Schedule 1
Select performance metrics for FY21
Note 1
201baselineQguresforScope1and2emissionshavebeenrestatedasfollows:
• increasetoScope1Reetasaresultofnewly-availablefuel-consumptiondatafor1that
20 waspreviouslyestimated
• decreasetoScope1and2ozce-basedemissions,andanincreaseinemissionspersquarefoot,causedbyaprevious
overstatement of occupied square footage for one country.
Performance indicator Criteria 2021 Value Report page(s)
GHG Emissions Intensity - Scope 1 and Scope 2

(Note 1) GRI 305-4 and management’s internally developed criteria: The Absolute GHG Emissions divided by the
square footage of properties occupied by the Colliers International Group Inc. and its Subsidiaries in the 8.00 14
(kgCO2e / square feet)
operation of their business.
Management’s internally developed criteria:

“Percentage of Women in Management Roles” means the total number of persons, excluding the
engineering segment of the Canadian Borrower and its Subsidiaries, who are in Management Roles and
who self-identify as women, divided by the total number of persons, excluding engineering segment of the
Canadian Borrower and its Subsidiaries, who are in Management Roles, calculated at the end of the Fiscal
Percentage of Women in Management Roles Year. 32.4% 36
“Management Role” means Employees of the Colliers International Group Inc. and its Subsidiaries (i)
locatedinozcesinEMEA,anyemployeewithatitleof'Manager(orahigherpositionortitle,and(ii)
located in all other regions other than EMEA, any employee with direct reports or senior leadership role.
Christian Mayer Becky Finley Sean Drygas
GlobalChiefFinancialOzcer GlobalChiefBrand&PeopleOzcer Global Lead, ESG & Impact
christian.mayer@colliers.com becky.4nley@colliers.com sean.drygas@colliers.com
colliers.com
Global Head Office

1140 Bay Street, Suite 4000 This document/email has been prepared by Colliers for advertising and general information only. Colliers makes no guarantees, representations or warranties of any kind, expressed
Toronto, Ontario, Canada or implied, regarding the information including, but not limited to, warranties of content, accuracy and reliability. Any interested party should undertake their own inquiries as to the
accuracy of the information. Colliers excludes unequivocally all inferred or implied terms, conditions and warranties arising out of this document and excludes all liability for loss and
M5S 2B4 damages arising there from. This publication is the copyrighted property of Colliers and /or its licensor(s). © 2022. All rights reserved. This communication is not intended to cause or
1 416 960 9500 induce breach of an existing listing agreement. Colliers International Group Inc.
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Building for

Introduction 3 Giving Back 56

2022 highlights 7 Board governance 61

Our ESG strategy: Elevate the Built Environment 10 Board committees 62

Elevating health & wellbeing 50

Healthy buildings for clients 54

With operations in 66 countries, our 18,000 enterprising professionals

$4.5B 66 $98B 51,000 2B 18,000

Colliers’ latest Impact Report provides an overview of our

The report is structured according to the three pillars of our

Our reporting is prepared with reference to the Global Reporting

We take great pride in the way we do

10.1 % 215 285 100 + World’s Top Female-Friendly

Becky: Diversity and inclusion across the organization continued to be a priority

Our commitment to elevate the built environment for our

Elevate Inclusiveness: Increase diversity, equity and inclusion

We have established bold targets tied to each of these pillars that

change, putting diversity, equity, and inclusion front and center

Scope1emissions-Ozce 4,446.6 3,960.3 (10.9%) purchases in certain countries, aided by an overall

GHG emissions reductions from Renewable Energy Credits - 1,763.5 -

Reducing our energy management and procurement, waste

own footprint suppliers that share our values.

Identifying a new of-the art equipment equivalent to CASBEE S class

Tokyo home with

Green Lease searchforozcespacethatwouldbothmeet

Boosting energy With a commitment to net zero by

ezciencyratingsin globally, benchmarking of our

01 What achievements would you highlight

02 Project Management 06 Capital Markets

03 Investment Management 07 Occupier Services

04 ESG Advisory Services

properties we manage for clients. and solving ESG-related challenges.

We continue to make investments in our services, technologies, and training of our

Our Sustainability Services

Our Sustainability Services

building to life initiative to promote active learning and

03 | ESG Advisory Services

Some of our markets have developed dedicated ESG advisory

Comprehensive services span the property lifecycle and include

• Portfolio greening strategies • Negotiating green lease provisions

• Conducting ESG due diligence • Planning and implementation of sustainable

upgrades for Colliers’ tenant advisory services

office They are long-term tenants of the entire

with a view to supporting

Designing a full complex in London and give it a leg up to compete

for UK tower The scope 1 and 2 emissions associated with

Achieving zero waste

05 | Engineering & Design

Our Colliers Engineering & Design experts

• Conducting feasibility studies on capped

ndoingso,ourapproachtoenergyezciencyismulti- • Performing building condition assessments

Connecting the dots

stadium dome readings via innovative thinking: using infrared

Portfolio analysis: Providing selection criteria and

Green lease negotiation and administration:

01 How do you support companies in

Solar powering an international organization whose

and sustainable The focus of that mission is on less developed