TZL 1523 (web)

February 5, 2024, Issue 1523 WWW.ZWEIGGROUP.COM

TRENDLINES

Regional salary differences

0% 2% 4% 6% 8%

Engaging with cultural holidays in the workplace requires genuine interest, education, and inclusive celebration. Observing cultural holidays

FIRM INDEX CHA Consulting, Inc............................................6 Fuss & O’Neill, Inc.................................................. 4 G2 Consulting Group, LLC...........................10 Michaud Cooley Erickson..............................8 Mills & Associates, Inc........................................2 Pennoni.........................................................................2 Ulteig........................................................................... 10 MORE ARTICLES n KATHERINE NANOWSKI: Strategic steps for government affairs Page 3 n MARK ZWEIG: Is AI going to eliminate the need for AEC? Page 5 n LEISBEL LAM: A new change management approach Page 7 n ANNIE REZAC: Build and sustain a DEI infrastructure Page 9 Zweig Group’s 2024 Salary Reports of AEC Firms highlight regional differences in compensation. Firms in the Central U.S. only raised salaries by 3.75 percent, while firms in the Eastern U.S. and Mountain-Pacific regions increased salaries by 6.7 percent and 6 percent respectively. Participate in a survey and save 50 percent on the final or pre- publication price of any Zweig Group research publication.

D espite my best intentions every year, January 1 has yet to work out for me as the default fresh start to launch a new set of personal and professional goals. The first few weeks of a new year work as a trial period for me. Once I get my bearings though, I use Chinese New Year, sometimes known as Lunar New Year, as my real reset, which means this year my reset date is February 10. That prompted me to think about what might be some best practices for celebrating cultural holidays at the workplace. I will focus on February in this article, and I will explore Chinese New Year first. The more inclusive phrase for this holiday is “Lunar New Year” since it is not actually a Chinese holiday, but also celebrated in many countries and by many ethnicities. It might be one of the most, if not the most, important holidays celebrated among Eastern and Southeastern Asian cultures – a season of family reunions, traditional feasts, fireworks, and (cash) gifts in the form of red envelopes. In the region of China I grew up in, companies of all scales host elaborate feasts and celebrations leading up to Lunar New Year, not unlike holiday parties here in the U.S. It is also common practice that everybody’s last month’s salary is, at a minimum, doubled by default, regardless of the company’s profit. It’s considered an embarrassment if a company fails to distribute that at the end of a lunar year. While I don’t expect our firm owner readers to fulfill the doubled salary in honor of the Lunar New Year, there are some ways to go deeper into observing the occasion beyond decorations and a themed lunch. Small next steps could include: personally learning about and educating your team on the symbolism behind the color red in the decorations, offering a floating holiday to those who observe it, checking in with your Asian-owned suppliers and/or vendors, and encouraging your team to shop, dine, and support Asian-owned businesses. I sure wouldn’t mind a red envelope (with cash) from my employer, but any show of genuine interest goes a long way. Another significant celebration around this time of year is Black History Month. In February, we put focused emphasis on celebrating the achievements of African Americans and recognizing the central role of African Americans in the U.S., while reflecting on the 400 years of Black history in this country.

Shirley Che

See SHIRLEY CHE, page 2

THE VOICE OF REASON FOR THE AEC INDUSTRY

TRANSACTIONS PENNONI EXPANDS WITH & ASSOCIATES, INC. Pennoni, a multidisciplined engineering firm with seven Florida locations headquartered in Philadelphia, has announced the purchase of assets of Mills & Associates, Inc., located in Tampa, Florida. Effective immediately, the group will work as the Mills Division of Pennoni. MILLS “We’re delighted to announce Pennoni’s expansion with Mills & Associates and thrilled to expand our service capabilities within the Tampa Bay area’s public and private sector clients. This purchase reinforces Pennoni’s dedication to providing comprehensive engineering solutions, further solidifying our presence in the Southeast region,” says Dave DeLizza, PE, president and CEO at Pennoni. Mills was established in November 1980

and has successfully performed various civil engineering, surveying and project management services for numerous clients engaged in land development projects in educational, institutional, commercial and industrial sectors. It has established a working rapport and familiarity with the requirements of the various governmental agencies with jurisdiction over their work. “With this strategic partnership, Mills is eager to strengthen and broaden Pennoni’s growing services portfolio in the Southeast region. We’re excited to continue supporting new and existing clients’ engineering, survey and inspection needs. With our aligned values and work ethic, Pennoni is the right fit for Mills & Associates,” says Larry Mills, PE, PLS, president at Mills & Associates.

Interested in learning more

about the projects and ideas driving the AEC industry forward? Learn more with Civil+Structural Engineer Media.

SHIRLEY CHE , from page 1

It is essential that we recognize these and other special holidays and months of celebration with everyone in our organizations. I cannot emphasize this enough though: We need to be very mindful that the “burden” of organizing celebrations and observations does not fall on the minority employee(s) by default – engaging them for input is essential, but expecting the entire execution to fall on the minority employee(s) is counterproductive. Some meaningful activities I recommend include seeking out and encouraging team outings to events like film screenings, panel discussions, art exhibitions, etc. themed around the occasion. This doubles up as team building, in addition to the educational benefits. I can’t begin to speak about what exactly is the “right way” to celebrate all the cultural holidays, especially ones that I am not a member of. But a genuine interest and effort from the top, and from my peers, to learn about my culture is gold. It’s natural we are hesitant or timid to ask, but do the hard things anyway! Becoming and staying an employer of choice takes a lot of effort with many considerations, but the return is well worth all of it. Zweig Group supports our clients’ pursuit of becoming the best employer in multiple ways, and we recognize that recruiting and retention are the greatest barriers many firms face in this endeavor. Zweig Group can help firms better understand how to recruit and retain staff through our advisory services, awards programs, and through our ElevateHER® program, which brings together AEC professionals to develop and disseminate actionable plans that aim to solve the industry’s recruitment and retention crisis. To learn more about Zweig Group’s 2024 ElevateHER® Symposium, click here. Shirley Che is director of field marketing, learning, and ElevateHER® at Zweig Group. Contact her at sche@zweiggroup.com .

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ELEVATEHER® SYMPOSIUM This dynamic event is designed to inspire, empower, and equip attendees to solve the industry’s recruitment and retention crisis, and will feature powerful panel discussions, keynote presentations from the industry’s leading change agents, and select presentations from past ElevateHER® cohorts. Join us March 6 in Irving, Texas. Click here to learn more!

THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

OPINION

Understanding and participating in government affairs can play a valuable role in a company’s business development process. Strategic steps for government affairs

U nderstanding and participating in government affairs can play a valuable role in a company’s business development process. By staying informed and involved in political processes, companies empower their clients, and themselves, to navigate evolving regulatory frameworks and capture opportunities in their industries. The role of engineering firms in government affairs is so important that ACEC encourages and helps firms navigate this field .

Katherine Nanowski, CPSM

Here are four steps for creating and implementing a successful government affairs program into your firm’s business development program: 1. Clarify your goals. Before starting your program, it is important to clarify what your objectives are. Your goals should be achievable and aligned with your firm’s strategic plan. Is the purpose to enhance your networking with clients, or is it aimed at staying ahead of legislative priorities that impact the engineering community? A strategic approach, starting small and building on that, will be easier for most firms to accomplish. Here are some questions to ask yourself before you kick off your program:

How big is your firm and how many resources can you dedicate to this process? Who will lead this endeavor? Do they have appropriate time to commit to this important undertaking? How will we train our business development staff to participate? Have we budgeted for this? Is this consistent with our firm’s culture? 2. Communicate the benefits. Creating any new policy for a firm can be a challenge. When

See KATHERINE NANOWSKI, page 4

THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

training sessions. As part of public outreach efforts, firms commonly provide testimony in support of bills or communicate public policies that will impact them. If you’re considering exploring this avenue, don’t hesitate to leverage the in-house expertise at your disposal. Campaign funding. When deciding on contributions and endorsements, it is important to know who supports policies and legislation favorable to the engineering industry. You should conduct thorough research on existing campaign financing regulations. It is important to learn about the federal campaign laws as well as state and local ones, because they vary state by state. Getting sound legal advice is the best course of action because non-compliance can result in legal penalties, fines, and damage to an organization’s reputation. Trade associations. To optimize engagement in trade associations, the internal government affairs team should collaborate with employees participating in association meetings and events. This collaboration aims to educate them on what to listen for and obtain valuable insights they already have. In cases where employees or the firm aren’t actively participating in trade associations, initiating internet searches using keywords aligned with specific goals serves as an effective starting point. The ACEC state-level government affairs committees play a crucial role in keeping your company informed about recent regulatory developments, such as the Infrastructure Investment, Jobs Act, and tax code changes, which can significantly impact your business. Committee participation. Start by asking what level of government will best help your company: national, state, or local. All shape policy and legislation, just in different ways. Please note, if you participate in a committee in a town that is also your client, there are potential conflicts of interest. 4. Reevaluate, adjust, repeat. A successful government affairs program is never finished. As part of annual strategic planning (or more often if necessary), the program must be reevaluated. Like any effective company program, it must be cultivated and adjusted so that it works for the firm, within the regulatory sphere, and for your clients. A successful government affairs program is one that reinforces your firm’s objectives of becoming a recognized and knowledgeable resource, while also serving as a valued client partner. By setting achievable goals that align with your firm’s overarching objectives and taking measurable and strategic steps, a government affairs program can actively contribute to the success and strength of an organization in a changing political and regulatory environment. Katherine Nanowski, CPSM is vice president and director of marketing and business development at Fuss & O’Neill, Inc. Contact her at knanowski@fando.com .

KATHERINE NANOWSKI , from page 3

introducing a new policy, it is best to lead with the benefits and constantly reiterate them throughout the process. The benefits should be tied to the goals, and this will validate and guide the process. It is important to customize your firm’s benefits to your goals. Here are some examples: Improve your firm’s reputation. Being an active participant in the government process can make a firm a strategic asset, as demonstrating an understanding of the complex intersection of government policies and funding will result in a firm being viewed by clients as a knowledgeable resource and partner. Participation establishes a firm as a thought leader, an advocate for positive change, and a socially responsible organization. Achieving project funding. Obtaining funding for clients’ projects is a crucial aspect of a firm’s mission, as it directly contributes to project creation. Whether government grants, subsidies, or funding programs, by sharing the various funding mechanisms led by government agencies, helping achieve project funding shows a firm as a trusted advisor. Bettering the industry. Promoting legislation that aligns with a company’s service offerings is a proactive strategy that supports the clients and the industries served by AEC companies. By engaging in advocacy efforts, involved firms can shape policies that impact “By setting achievable goals that align with your firm’s overarching objectives and taking measurable and strategic steps, a government affairs program can actively contribute to the success the AEC field, which, in turn, fosters innovation, sustainability, and economic development. 3. Establish methods of participation. Now that you have set your goals and communicated the benefits, it is time to align your targets with your business development team. Reiterating that it is best to start small, diving into a full in- house government affairs department, in-house lobbying efforts, candidate endorsements, and outside lobbying aren’t recommended at the onset. Focus on the smaller, achievable methods of participation, for example: Public outreach. Public outreach seeks to actively engage and inform a firm and the public about government initiatives, policies, and activities. It’s probable that your firm is already well-acquainted with public interactions, often participating in public meetings, hosting design charrettes, and offering and strength of an organization in a changing political and regulatory environment.”

THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

FROM THE FOUNDER

Anything that requires human intelligence to deal with different complex human behavioral issues isn’t going to be replaced by AI any time soon, if ever. Is AI going to eliminate the need for AEC?

I have heard a lot of noise out there about how artificial intelligence is going to make architects, engineers, etc., obsolete. I want to go on the record and say I don’t believe that one bit! Will AI be a tool that helps us design stuff? Absolutely. Will AI be a tool that helps do some writing? Sure. Will there be other uses for AI in our business that become evident over time? Most certainly.

Mark Zweig

The flaw in thinking AI is going to make all of those in the AEC business unnecessary is that so much of what we do in this business has nothing to do with just cranking out designs and construction drawings. For example: ■ Can AI go sell a city council on rezoning a piece of property or giving a variance? No. ■ Can AI meet with a lender to help a developer client get the preconstruction appraisal they need to finance a project? No.

■ Can AI help angry local homeowners who are running out of well water because the local farm is using all of it? No. I could obviously go on and on here, but I think I have made my point. Anything that requires human intelligence to deal with different complex human behavioral issues isn’t going to be replaced by AI any time soon, if ever. There are just too many variables to consider. The AEC business has a long runway ahead. We have a massive talent shortage that isn’t easing one bit. We live in an increasingly complex world. We have exploding needs from growth. We have constant

Can AI get a building committee for a new building at a university to all agree on everything about the project before it gets built? No.

■

See MARK ZWEIG , page 6

THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

TRANSACTIONS CHA CONSULTING ANNOUNCES SALE FROM FIRST RESERVE TO H.I.G. CAPITAL CHA Consulting, Inc., an innovative, full- service engineering, design, consulting, and program management firm, announced that it has been acquired by H.I.G. Capital, a leading global alternative investment firm with $60 billion of capital under management, from First Reserve. Financial terms of the transaction were not disclosed. CHA provides a wide range of technology- enabled design, engineering, project management, and consulting services to public, private, and institutional clients spanning numerous end markets, including government, manufacturing, transportation, utility, water resources, commercial, and education. The transaction, which closed on January 19, 2024, will enable the company to further capitalize on opportunities to accelerate growth and deliver industry-leading solutions. In 2018, the company partnered with First Reserve, a leading global private equity investment firm. Since then, CHA has successfully executed its growth strategy, including more than doubling its employee base and revenues, while simultaneously growing earnings. During this period, CHA successfully acquired nine firms to significantly expand its geographic footprint in the Southeastern U.S., and scaled its transportation, water, program management, and advanced manufacturing services offerings. Going forward, CHA Consulting & Holdings

President and CEO Jim Stephenson and the existing executive management team will continue to lead the company’s next phase of growth. “This new partnership with H.I.G. begins an exciting next chapter in the evolution of CHA’s platform and validates the success we have achieved over the last five years alongside the First Reserve team,” said Stephenson. “H.I.G. brings tremendous financial and operational resources with a great track record supporting companies and delivering value. We are confident this partnership will further position CHA for substantial growth and will provide opportunities to better support our clients and the markets we serve.” Matt Hankins, managing director at H.I.G. Capital, stated, “We look forward to working closely with the CHA team to invest in its team and expand on its industry-leading capabilities, while supporting the team’s growth strategy and selectively broadening its operational scope across North America, both organically and through continued acquisitions.” Jeff Quake, managing director at First Reserve, stated, “We’ve had a very successful partnership with CHA since 2018, and we’re proud of the work we’ve done together to build an industry- leading company that prioritizes an employee-first culture with an unwavering focus on client success. CHA is well-positioned to accelerate its

growth strategy and continue leading within the evolving AEC sector, and we wish Jim and the entire team well as they look to build on CHA’s momentum in this exciting new chapter.” Houlihan Lokey, Inc. served as lead financial advisor with support from AEC Advisors, and Simpson Thatcher & Bartlett LLP served as legal counsel for CHA. Harris Williams LLC served as financial advisor and Ropes & Gray LLP served as legal counsel to H.I.G. CHA Consulting, Inc. is an innovative, full- service engineering, design, consulting, and program management firm providing a wide range of technology- enhanced services to public, private, and institutional clients. We are focused on delivering sustainable, integrated solutions to the world’s most challenging infrastructure projects across utilities, transportation, water, and other critical commercial and industrial end-markets. CHA was ranked 69th largest engineering firm in the U.S. in 2023 by ENR, with approximately 1,800 employees and 50 offices throughout the U.S. and Canada. H.I.G. Capital is a leading global alternative investment firm with $60 billion of capital under management. Based in Miami, H.I.G. specializes in providing both debt and equity capital to middle market companies, utilizing a flexible and operationally focused/value-added approach. Since its founding in 1993, H.I.G. has invested in and managed more than 400 companies worldwide.

So what are you going to do in your AEC firm to combat the threat of new technology? You have a plan and are taking action, right? Mark Zweig is Zweig Group’s chairman and founder. Contact him at mzweig@zweiggroup.com . “We need to focus on finding and developing people with business, social, and communication skills ... These kinds of capabilities are going to be more important than ever. Companies that can assemble the best teams of people will thrive.”

MARK ZWEIG, from page 5

deterioration of everything. We have pollution, weather events, resource scarcity, and so many more issues and problems that AI can hopefully help us with, but not replace us. What all of this tells me is that as individual firm owners and managers, we need to focus on finding and developing people with business, social, and communication skills. When you start out with a shortage of people who have the requisite technical and design skills, and then only a fraction of those people have the interpersonal and “soft” skills you need, it won’t be easy. These kinds of capabilities are going to be more important than ever. Companies that can assemble the best teams of people will thrive. Those that don’t will inevitably decline.

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THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

OPINION

To integrate effective change management, identify needs, understand deeply, honor the past, mandate change, and provide a precise, optimistic roadmap forward. A new change management approach

A s we start a new year and strategic planning is in full swing, I believe it is crucial to be intentional about integrating change management strategies into the process. Anticipating, planning, and embracing change fuels growth. In my experience leading teams in the engineering industry, I have found that introducing change can result in resistance and challenges. Everyone responds to change differently. To address this, I have found it helpful to approach change management with honesty, empathy, sensitivity, positivity, and accountability.

Leisbel Lam, PE, LC, MBA

This simple, five-step approach has allowed me to craft a clear and compelling story that motivates people toward change: 1. Name what needs to change. The first step is to identify what needs to change. For example, when I joined MCE in 2021 to lead a newly created sector serving the government, higher education, and workspace markets, I encountered a challenging situation in which I was tasked with turning around and growing a sector with low sales volume, several underperforming projects ranking at the lowest net multipliers in the organization, low client satisfaction rates, and an understaffed team.

2. Deep understanding, simple description. It is crucial to gain a deep understanding of the situation so you can craft a simple, clear, and concise message that builds a compelling story. I dedicated four months to understanding MCE’s culture, history, values, vision, and strategy framework so that I could develop this message. It is important to test the simplicity and stickiness of your message by distilling the vision down to a sentence that is so clear and concise everyone can see it, understand it, and articulate it. By describing our sector as “a start-up team

See LEISBEL LAM, page 8

THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

4. A mandate for change. After making progress on the first three steps, it is time to share the plan for shaping a different future. This step involves reflecting on “the why” and asking questions such as: “What problem am I trying to solve? What is the cost of not solving it?” My sector’s strategic plan was launched in September 2021, focusing on achieving a $0 project spend versus contract KPI, setting ambitious revenue goals, growing the core sector team, and shifting from a project-centric to a client-centric approach. 5. A precise and optimistic road map forward. This step delves into the details of the plan, addressing “the how.” I began by asking myself, “What persuades me to choose the road ahead? How confident am I of the probability for success?” In my case, using data as a storytelling element to highlight that the organization was operating at a deficit brought home the sense of urgency of the situation. Describing a contrasting and optimistic way forward was crucial in enlisting stakeholders to the vision in an energizing manner. Following this approach has allowed my sector to undergo a turnaround. We are currently well positioned to scale and achieve sustainable growth. Today, we are running projects profitably, ranking at the top on net multiplier, expanding our team, and establishing a client and leadership-centric culture guided by our mission. Experiencing such a transformation has been a profoundly rewarding and energizing experience in integrating change management. Leisbel Lam, PE, LC, MBA is a principal at Michaud Cooley Erickson. Connect with him on LinkedIn.

LEISBEL LAM , from page 7

operating within a mature organization,” I provided a simple yet profound description of the turnaround. The comparison to a start-up illustrated the exciting and challenging endeavor ahead of us. “Everyone responds to change differently. To address this, I have found it helpful to approach change management with honesty, empathy, sensitivity, positivity, and accountability.” 3. Honor the past. The first component of honoring the past is to acknowledge the good parts of the history. Understanding the organization’s history, legacy, and solid reputation in our industry allowed me to bond with key influential team members inside and outside the organization. The second component of honoring the past is to acknowledge the not so good parts and address them with honesty and optimism. This build trust and a sense of new direction. In this phase, I was honest with people about my observations for change and avoided blaming. The message then shifted to sharing an optimistic picture of the future. I illustrated “the not so good” reality by showing data on one key performance indicator, project spend versus project contract. By the end of 2021, this metric had reached -$180,000. This became the anchor to illustrate the need for improvement and to bridge the gap to the future.

THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

OPINION

T he need for diversity, equity, and inclusion in the architecture, engineering, and construction industry has never been more crucial, especially as generational shifts continue. The heart of innovation in our industry lies in embracing differences and fostering an inclusive environment. Organizations can drive positive change and contribute to a culture that values diversity as a strategic asset by setting clear goals and consistently sharing progress. Build and sustain a DEI infrastructure

Annie Rezac

Let’s explore the evolving DEI landscape and provide a roadmap for AEC firms to prioritize and sustain their commitment to DEI in the future:

opportunities, and cultivate an inclusive culture where employees from various backgrounds feel valued and empowered. While progress is evident, work is still needed to integrate DEI into policies and the industry. A commitment to an inclusive culture becomes more than a checkbox when DEI principles are woven into an AEC company’s purpose, mission, and values. Organizations that embrace DEI recognize a diverse workforce – reflective of various backgrounds, perspectives, and communities they serve – brings a richness of ideas crucial for tackling complex challenges. AEC firms can ensure their workplaces are diverse, equitable, and inclusive by championing DEI initiatives and creating an environment where individuals thrive and contribute.

The state-of-the-state of DEI. To enact meaningful change in the industry and within organizations, we must first acknowledge that DEI in the AEC industry is undergoing a transformative shift, with a heightened recognition of the importance of fostering a more inclusive environment. We must identify and overcome common roadblocks, such as societal pressures and internal biases, as we navigate the path to inclusivity. The industry is striving to dismantle barriers and create pathways for underrepresented groups. Companies that empower diverse perspectives experience more innovative solutions and improved problem-solving. Efforts are being made to address systemic biases, promote equal

■

See ANNIE REZAC , page 10

THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

TRANSACTIONS G2 CONSULTING LLC ANNOUNCES STRATEGIC INVESTMENT FROM THE GREAT RIVER COMPANY, INC. G2 Consulting Group, LLC of Troy, Michigan, a full service geotechnical, environmental, and construction engineering firm, has announces it has received a strategic investment from The Great River Company, Inc. GROUP, Through this investment, GRC will partner with G2 leadership to continue the establishment of an engineering services platform with a core focus on geotechnical, environmental, and construction engineering. G2 will

continue to operate independently under their own brand and be led by their existing leadership team. Together, the leadership teams will focus on organic expansion and complimentary add-on acquisitions. G2 was founded in 1994 to provide geoprofessional engineering services. Their philosophy is to create lifetime clients who value the expertise and knowledge of the people of G2. Clients represent the infrastructure, K-12, telecommunications, power and energy, manufacturing, and commercial sectors of the built environment. While the

company is entering a new phase of growth, the goal is to continue providing long term clients with Smart. Results. Fast. and our employees with a commitment to an exceptional work environment with personal growth opportunities The Great River Company, Inc. is a Minneapolis based private investment company backed by business owning families seeking long-term investments across five strategic platforms. Their investment in G2 reflects the belief the U.S. built environment market will continue to play a strong role in the overall economy for years to come.

Technology and innovation are crucial resources for advancing DEI in AEC. Technological solutions allow for more inclusive hiring processes, enable accommodating remote work opportunities, and ensure accessibility for individuals with disabilities. Innovative platforms can be utilized for educational initiatives to encourage continuous learning and understanding. Firms enhance efficiency and leverage innovation for the benefit of all employees by integrating technology into DEI strategies. DEI goals must align with the broader company goals for a cohesive strategy that lasts long-term. Setting specific and measurable DEI objectives, coupled with well- defined key performance indicators, is vital for progress and sustainability. Involving stakeholders in the goal- setting process fosters a sense of collective ownership and incorporates diverse perspectives. Regular data- driven assessments can identify areas for improvement and allow organizations to track the effectiveness of initiatives. Organizations can drive positive change, foster an inclusive workplace, and contribute to a culture that values diversity as a strategic asset by setting clear goals and consistently sharing progress. The DEI landscape in AEC is evolving, with efforts to address biases, and promote equal opportunities for underrepresented groups. The journey toward inclusivity involves leadership buy-in, alignment with company values, and a long-term DEI program. Ultimately, AEC firms can create a workplace where diversity is integral to success by integrating these principles into everyday operations. Annie Rezac is DEI program manager at Ulteig. Connect with her on LinkedIn. “The DEI landscape in AEC is evolving. The journey toward inclusivity involves leadership buy-in, alignment with company values, and a long-term DEI program.”

ANNIE REZAC, from page 9

■ Fostering connection and commitment. Leadership buy-in is vital to the success of DEI initiatives within organizations. Championing diversity goes beyond rhetoric; it requires tangible actions, appropriate resources and a commitment to fostering an inclusive culture. Internally, leaders set the tone by promoting DEI at all levels, leading by example in hiring practices, and valuing every voice. Externally, their influence shapes industry norms and standards as a voice for change. Introducing the concept of the policies, processes, and procedures (PPP) review underscores the accountability and transparency essential in supporting leadership’s DEI efforts. This framework involves a comprehensive examination of the workforce polices, organizational processes, and day-to-day procedures. By holding leaders accountable for tangible outcomes, organizations can engrain DEI initiatives in all aspects of the organization, fostering genuine transformation, action, and progress. Establishing a culture of inclusion demands deliberate and purposeful initiatives such as investing in employee awareness and education. These initiatives aim to cultivate a shared understanding of DEI principles and foster a workplace culture that values differences. Additionally, employee resource groups provide a community where individuals with shared backgrounds or interests can connect and collaborate within larger organizations. Building a sustainable DEI program ensures inclusivity is a pervasive aspect of the culture and contributes to a workplace where every employee feels seen, heard, and empowered. ■ Creating a sustainable DEI program. Thoughtfully creating a program’s infrastructure – beyond standing up the program – is key to implementing sustainable DEI practices. Start with a roadmap; define what a successful initiative would entail and identify the actionable steps, resources, and metrics needed to be successful. Aligning DEI goals with pre-established company values and metrics is an effective strategy to ensure the program blends seamlessly into organizational structures.

THE ZWEIG LETTER FEBRUARY 5, 2024, ISSUE 1523

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