TZL 1523 (web)

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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