GSR Annual Report 2025 People Pillar

A CONVERSATION WITH

Stacee Barkley, People Pillar Leader
 

If you had to choose one word to sum up our team’s efforts, what would it be? 
Re-envisioned. The external environment continued to shift, and we took time to ensure our commitments remain relevant and durable for the long term. The core values that have guided DPR for more than 35 years continue to anchor the work, and we stayed focused on strengthening the systems that help people feel a sense of belonging. At the same time, we also continued scaling programs to support our people and our projects into the future.

When you think about the work this year, what stood out most? 
What stood out most was the way we stayed true to the work. We remained clear about how important diversity, equity and inclusion are to building a culture where people feel they can come as they are, build a career and be the best version of themselves. We also strengthened scalable, sustainable infrastructure and programs that provide the support and resources our people need.

What progress were you most proud of this year? 
Alongside continued strong engagement across all Employee Resource Groups (ERGs), we formalized ARISE as DPR’s eighth ERG, representing Asian American and Pacific Islander employees. We also strengthened career development pathways to create clearer opportunities for growth across craft and admin roles, so people can see what progression looks like and how to access it.

Is there one proof point that investing in people strengthened the business?
Internal referrals remain one of our strongest sources of talent. That tells me people feel connected to the culture and confident enough in their experience to recommend DPR to others.

What is the most important thing you want people to know about the team’s work in 2025?
It was a year of putting inclusion for all, by all into practice by expanding shared ownership for how people across the company connect, belong and influence our culture. In 2025, that included launching a new employee resource group in response to what we heard from employees and staying steadfast in our commitment to World Pride when many companies pulled back their involvement amid external pressures.

Spotlight: ARISE ERG

with Kevin Chen, ARISE ERG Sponsor, Bay Area Co-Business Unit Leader

In 2025, ARISE, DPR’s Asians and Pacific Islanders Rooted in Inclusion, Strength and Empowerment group, formally became DPR’s eighth ERG. While ARISE had an active affinity group prior to 2025, members came together during the year to establish leadership and a formal structure, reflecting readiness for long-term sustainability.

What led to the formation of ARISE in 2025? We had celebrated Asian American and Pacific Islander heritage through Pillar Talks and programming, but we did not have a formal ERG. As more employees expressed interest in building community and representation, it became clear there was a need for structure. Establishing ARISE created a space for connection while remaining open to all.

What has the group focused on during its first year? The leadership team developed a clear vision, mission and strategic plan. Priorities center on culture, career, community and commerce, helping members connect, grow and contribute to the business. In 2025, the focus was building a strong, sustainable foundation.

What excites you most about ARISE moving forward? If the group helps people build stronger networks and makes the company feel smaller, that is a win. Through cultural, career and community conversations, members can learn more about themselves and each other. As engagement grows and we measure participation and feedback, ARISE can deepen belonging while supporting our broader GSR goals. 

Spotlight: Recruiting

with Alison Tripp, Talent Acquisition Ops Leader 

How did external factors impact recruiting in 2025? We saw more candidates with adjacent experience and broader backgrounds across craft, operations and early careers. At the same time, active candidate pools were smaller and more selective, making speed, clarity and candidate experience essential. Aligning recruiters to specific talent verticals improved focus and hiring velocity. Targeted partnerships with campuses, trade schools, veterans’ programs and professional organizations expanded diverse pipelines. Being recognized by numerous national and regional programs as a great workplace also strengthened our employer brand. 

Expanding pathways into construction and supporting long-term growth remains a priority. We will continue embedding diversity, equity, inclusion and social dialogue into how we attract, develop and retain talent. Clear career progression, skill development and access to opportunity are essential to sustaining a strong and resilient workforce. 

Responsibility and accountability for diversity, equity and inclusion will be more explicitly shared across the company, building on the foundation already in place. Not everybody is in a position to hire, but everybody is in a position to influence culture. That shared ownership is how inclusion becomes part of everyday practice.

Belonging is experienced through everyday leadership and team behaviors. Psychological safety, clear expectations and shared accountability shape how teams collaborate, communicate, and perform, directly influencing safety and project outcomes.